BUSINESS INVESTING IN MALARIA CONTROL Economic Returns and a Healthy Workforce for Africa
Malaria’s devastation
Malaria’s health impact devastates families and their household incomes. It also is bad for businesses and economies. Reduces
worker productivity; increases worker absences. Keeps employer healthcare spending high. Most African companies agree that malaria negatively affects their business.
Malaria’s burden on communities
Malaria depletes workforces; people stay home because they are sick or caring for someone who is. Households and businesses lose savings due to absenteeism and expenditures for health care. Local resources are less available due to depleted workforce and capital. Impeded commerce reduces local investments and tax revenues. Medical expenses strain public health budgets.
Private-sector success in Zambia: Three malaria control examples
Mopani Copper Mines, Konkola Copper Mines and Zambia Sugar have made dramatic progress in a 10-year period. Company efforts have resulted in a more than 90% decrease in malaria cases and absenteeism.
Expenditure per employee (US$)
100 80
Zambia Sugar
MCM
KCM
60 40 20 0 2001 2002 2003 2004 2005 2006 2007 2008 2009
Number of cases reported (thousands)
10 8 6
KCM MCM Zambia Sugar
4 2 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
US$ (millions)
2.5 2.0
Benefits Costs
1.5 1.0 0.5 0.0 2001 2002 2003 2004 2005 2006 2007 2008 2009
US$ (millions)
Number of malaria episodes
US$ (X1000)
Malaria control investment
Malaria episodes
Success factors: Private sector as leaders in malaria control
Companies often possess the infrastructure and authority to scale up malaria control interventions quickly. Improvements to businesses’ bottom line can accrue rapidly. Malaria-related spending at the clinics of these three companies decreased by more than 75%, and a very conservative estimate showed that the companies gained an annualized internal rate of return of 28%.
Private-sector leadership in malaria control: Marathon Oil in Equatorial Guinea
In Bioko Island, Equatorial Guinea, investments by Marathon Oil helped reduce malaria parasite prevalence in children by 57% in just four years; the project was extended through 2013 to develop local capacity and extend the programme to the mainland.
Private-sector leadership in malaria control: AngloGold Ashanti in Ghana
Gold producer AngloGold Ashanti reduced malaria cases among miners in the Obuasi region from 6600 per month in 2005 to 1150 per month in 2006, and became the first private-sector partner to be the principal recipient of a US$ 138 million grant from the Global Fund.
Private-sector leadership in malaria control: BHP Billiton in Mozambique
BHP Billiton’s malaria control programme helped reduce malaria infections from 625 per 1000 population to fewer than 200 per 1000 in Maputo Province. The initiative’s success helped secure two grants totalling US$ 47 million from the Global Fund for regional control of malaria.
Private-sector experiences in malaria control offer lessons
Companies need not be large to achieve impact; relatively small businesses can make a considerable impact on the malaria burden. Companies can implement malaria control independently or in collaboration with national programmes. Benefits are fragile and can easily be set back unless durable investments are made to ensure continued success.
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