OUR GOVERNANCE

Giving effect to corporate governance / alignment to King IV principles

OUR GOVERNANCE

Giving effect to corporate governance / alignment to King IV principles

ROLE AND RESPONSIBILITIES OF THE BOARD | PRINCIPLE 6 applied

The Board serves as the focal point and custodian of corporate governance in the SANBS.

Board charter

  • Our Board performs its duties in overseeing the implementation of the SANBS’ strategy and the achievement of the company’s performance targets, goals and objectives within an approved governance framework and Board charter

Board meetings

Access to and flow of information

  • Members of the Board have unrestricted access to the Executive Committee, senior management and company information, as well as other resources required to carry out their duties and responsibilities
  • Access to external specialist advice is available to directors at the SANBS’ expense in line with the Board-approved process for obtaining independent professional advice by members of the Board

Key matters considered by the Board in FY22

  • Overseeing the implementation of iHEALTh strategy through the assessment of short, medium and long-term business plans being implemented to achieve strategic objectives
  • Supporting the Executive team in the implementation of the new Targeted Operating Model (TOM) to ensure there is integration across the business operations
  • Guided succession planning of key employment positions
  • Continued to address the external audit areas of concern to reduce the risk of a disclaimed audit opinion on the annual financial statements
  • Monitored progress with actions to strengthen financial controls
  • Approval of a service provider for the supply of Blood Bank Automation instruments and related consumables
  • Approval of incentive bonuses for qualifying staff
  • Approval of the tariff increase for SANBS products and services
  • Oversight of more effective debt collection methods
  • Approval of the strategic level risk register
  • Provided support to ensure SANBS achieved a level 4 B-BBEE contributor status (previously level 5)
  • Monitored the progress of the Patient Blood Management programme
  • Monitored progress on the company-wide development of a business continuity management capability as a critical risk mitigation for adverse events which can impair business operations
  • Overseeing the inception and execution of the BECS project and approval of the variation to budget and project implementation schedule as recommended by the RTIG Committee
  • Review of the Board Evaluation results and consideration of enhancements to continually improve the functioning of the Board
  • Review and approval of the SANBS Integrated Report and Annual Financial Statements
  • Continued focus on the information governance programme implementation ensuring implementation of improvements identified during the Information Governance maturity assessment, as well as compliance and data quality
  • Provided guidance to management re Covid-19 leave dispensation for vaccinated employees and consideration of a mandatory/voluntary vaccine policy for SANBS employees
  • Review and approval of various strategic supply contract extensions (threshold for strategic contracts is >R25m)
  • Review of key company policies
  • Approval of the asset, medical and Directors and Officers (D&O) insurance

Key matters for consideration by the Board in FY23

  • Continue to oversee the embedding of the iHEALTh strategy and providing oversight on key strategic initiatives/projects and ESG imperatives
  • Oversight of appointment of a Chief Financial Officer
  • Continue to focus on the implementation of the information governance programme and data quality
  • Oversee donor and patient safety through monitoring donor health and wellness and monitoring of quality
  • Continue to monitor strengthening of financial controls and outcomes of audits of the annual financial statements
  • Monitor the progress of the Patient Blood Management programme
  • Oversight of a formalised stakeholder engagement strategy
  • Foster a talent orientated culture through reviewing succession plans for the SANBS executive structure and Board
  • Monitor progress with debt management and inventory optimisation
  • Guiding the review of SANBS’ risk appetite and tolerance levels ensuring that risks are managed within the approved conservative approach to risk-taking

ROLE AND RESPONSIBILITIES OF THE BOARD | PRINCIPLE 6 applied

The Board serves as the focal point and custodian of corporate governance in the SANBS.

Board charter

  • Our Board performs its duties in overseeing the implementation of the SANBS’ strategy and the achievement of the company’s performance targets, goals and objectives within an approved governance framework and Board charter

Board meetings

Access to and flow of information

  • Members of the Board have unrestricted access to the Executive Committee, senior management and company information, as well as other resources required to carry out their duties and responsibilities
  • Access to external specialist advice is available to directors at the SANBS’ expense in line with the Board-approved process for obtaining independent professional advice by members of the Board

Key matters considered by the Board in FY22

  • Overseeing the implementation of iHEALTh strategy through the assessment of short, medium and long-term business plans being implemented to achieve strategic objectives
  • Supporting the Executive team in the implementation of the new Targeted Operating Model (TOM) to ensure there is integration across the business operations
  • Guided succession planning of key employment positions
  • Continued to address the external audit areas of concern to reduce the risk of a disclaimed audit opinion on the annual financial statements
  • Monitored progress with actions to strengthen financial controls
  • Approval of a service provider for the supply of Blood Bank Automation instruments and related consumables
  • Approval of incentive bonuses for qualifying staff
  • Approval of the tariff increase for SANBS products and services
  • Oversight of more effective debt collection methods
  • Approval of the strategic level risk register
  • Provided support to ensure SANBS achieved a level 4 B-BBEE contributor status (previously level 5)
  • Monitored the progress of the Patient Blood Management programme
  • Monitored progress on the company-wide development of a business continuity management capability as a critical risk mitigation for adverse events which can impair business operations
  • Overseeing the inception and execution of the BECS project and approval of the variation to budget and project implementation schedule as recommended by the RTIG Committee
  • Review of the Board Evaluation results and consideration of enhancements to continually improve the functioning of the Board
  • Review and approval of the SANBS Integrated Report and Annual Financial Statements
  • Continued focus on the information governance programme implementation ensuring implementation of improvements identified during the Information Governance maturity assessment, as well as compliance and data quality
  • Provided guidance to management re Covid-19 leave dispensation for vaccinated employees and consideration of a mandatory/voluntary vaccine policy for SANBS employees
  • Review and approval of various strategic supply contract extensions (threshold for strategic contracts is >R25m)
  • Review of key company policies
  • Approval of the asset, medical and Directors and Officers (D&O) insurance

Key matters for consideration by the Board in FY23

  • Continue to oversee the embedding of the iHEALTh strategy and providing oversight on key strategic initiatives/projects and ESG imperatives
  • Oversight of appointment of a Chief Financial Officer
  • Continue to focus on the implementation of the information governance programme and data quality
  • Oversee donor and patient safety through monitoring donor health and wellness and monitoring of quality
  • Continue to monitor strengthening of financial controls and outcomes of audits of the annual financial statements
  • Monitor the progress of the Patient Blood Management programme
  • Oversight of a formalised stakeholder engagement strategy
  • Foster a talent orientated culture through reviewing succession plans for the SANBS executive structure and Board
  • Monitor progress with debt management and inventory optimisation
  • Guiding the review of SANBS’ risk appetite and tolerance levels ensuring that risks are managed within the approved conservative approach to risk-taking

Board and Board Committee Meeting Attendance

Board and Board Committee Meeting Attendance

*Appointed 20 November 2021

^Retired 20 November 2021

*Appointed 20 November 2021

^Retired 20 November 2021

Principle 7 - Composition of the Board
Principle 7 - Composition of the Board

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Head Office

  • 1 Constantia Boulevard Constantia Kloof, Roodepoort, 1709
  • (011) 761-9000
  • customerservice@sanbs.org.za

Main Links

Ⓒ 2022 - All Rights Are Reserved. SANBS Integrated Report. Created by Joshero (Pty) Ltd.

Head Office

  • 1 Constantia Boulevard Constantia Kloof, Roodepoort, 1709
  • (011) 761-9000
  • customerservice@sanbs.org.za

Main Links

Ⓒ 2022 - All Rights Are Reserved. SANBS Integrated Report. Created by Joshero (Pty) Ltd.