Board committees’ current and future focus

Board Committee Focus 2021/2022 and Outlook for the Year Ahead

Board committees’ current and future focus

Board Committee Focus 2021/2022 and Outlook for the Year Ahead

Giving effect to corporate governance/alignment to King IV principles

COMMITTEES OF THE BOARD | PRINCIPLE 8 applied

The Board ensures that its arrangements for delegation within its own structures promote independent judgement and assists with the balance of power and the effective discharge of duties.

Board committees

Through the appointment of experienced and skilled independent directors and the separation and distinct definition of the roles and responsibilities of the Board Chairperson and Chief Executive Officer, the SANBS has established a clear balance of power and authority at Board level.
To support our Board, as the governing body, with its broader steering and oversight role, the Board has constituted six Board committees:
- Audit Committee
- Governance, Social and Ethics Committee
- Human Resources and Remuneration Committee
- Clinical Governance Committee
- Nomination Committee
- Risk, Technology and Information Governance Committee
Detailed committee reports are contained in the Governance report and provide members names, focus for the period under review and focus for the FY23. A summary of the Board committees 2022 focus areas, membership for the reporting period and focus for the ensuing year are set out in the Board Committee’s Reports.

Giving effect to corporate governance / alignment to King IV principles

COMMITTEES OF THE BOARD | PRINCIPLE 8 applied

The Board ensures that its arrangements for delegation within its own structures promote independent judgement and assists with the balance of power and the effective discharge of duties.

Board committees

Through the appointment of experienced and skilled independent directors and the separation and distinct definition of the roles and responsibilities of the Board Chairperson and Chief Executive Officer, the SANBS has established a clear balance of power and authority at Board level.
To support our Board, as the governing body, with its broader steering and oversight role, the Board has constituted six Board committees:
- Audit Committee
- Governance, Social and Ethics Committee
- Human Resources and Remuneration Committee
- Clinical Governance Committee
- Nomination Committee
- Risk, Technology and Information Governance Committee
Detailed committee reports are contained in the Governance report and provide members names, focus for the period under review and focus for the FY23. A summary of the Board committees 2022 focus areas, membership for the reporting period and focus for the ensuing year are set out in the Board Committee’s Reports.

AUDIT COMMITTEE

Members of the Committee over the period 1 April 2021 to 31 March 2022

S Fakie (Chair) (from 20 November 2021)
R Theunissen (Chair) (retired 20 November 2021)
F Burn
C Henry (from 2 December 2021)
G Leong (stood down 2 December 2021)
T Mokgatlha

Shauket Fakie CHAIRPERSON

Role

The overarching role of the Committee entails assisting the Board in providing independent oversight of:

The effectiveness of the Company’s assurance functions and services, with particular focus on combined assurance arrangements, including external service providers internal audit service providers, management and the finance function
The integrity of the annual financial statements (‘AFS’), integrated annual report (‘IAR’) and other financial reports issued by the Company

Declaration

The Committee reports that for the year ended 31 March 2022, it is satisfied that it has fulfilled its responsibilities in accordance with the Companies Act, the Board Charter, the Committee Terms of Reference, King IV™ and other applicable standards and codes.

Key focus areas for the period under review (1 April 2021 to 31 March 2022)

The primary attention of the committee was to ensure effective internal controls and accounting systems as well as effective governance. Focus of the committee remained on monitoring oversight of credit note settlements with medical aids as a results of disclaimed audit opinions which were issued by the external auditors for the years ended 31 March 2018, 2019 and 2020 -which were essentially due to credit notes that had been incorrectly issued as invoices resulting in monies paid to SANBS that were not due, coupled with concomitant concerns.

The committee continued to oversee the implementation of remedial actions to improve internal controls, especially with regards to the adequacy and effectiveness of controls designed to respond to errors detected in the authorisation, issuing and processing of credit notes – for both medical aids and the Department of Health.

The AC had to deal some high-level sensitive Whistle blower reports.

Other focus areas of the committee for the year were:

Assessing the independence and objectivity of the external auditors and meeting with the external auditors
Approving the external auditors’ fees and pre-approving the non-audit scope and fees and the auditors terms of engagement
Considering the external auditors’ audit scope and plan
Considering, reviewing and recommending the annual financial statements for approval by the Board
Ongoing assessments regarding whether or not SANBS is a going concern
Reviewing the effectiveness of the combined assurance framework, internal control environment and overseeing that identified weaknesses were appropriately and expeditiously addressed
Overseeing adherence to all applicable legislation and prescripts
Assessing the skills and effectiveness of the internal auditors and considering the overall internal control environment within SANBS
Ensuring that the internal audit plan is risk-based and monitoring adherence to the plan by internal audit
Considering internal audit reports together with management’s comments and overseeing that control deficiencies identified by internal audit are appropriately and timeously addressed
Considering reports from the Risk Committee in terms of existing and emerging risks and mitigating controls
Assist with the filling of the CFO position
Assessing the skills and competencies of the finance team and monitoring progress to increase capacity
Oversight of progress with outstanding settlement agreements with medical aids
Reviewing the outstanding debtors and the ageing thereof
Reviewing the budget for the year ending 31 March 2023 and recommending the budget for approval by the Board
Considering any procurement expenditure in line with the Delegations of Authority Framework and recommending such expenditure for approval by the Board
Review of the Asset Management Policy

Future focus areas (1 April 2022 to 31 March 2023)

Complete the filling of the CFO position
High Risk areas as and when they occur
Future strategic areas
Oversight of corrective actions to resolve the finance function competence challenges
Monitoring the enhancement of the financial control environment; supply chain management; and reviewing the work performed by the internal auditors including deliberating on recommendations made and overseeing that any weaknesses are expeditiously addressed
Interacting with management and other assurance providers in striving to ensure a reliable and effective control environment which will result in an unqualified audit opinion for the coming financial year-end, particularly given the internal control lapses in prior years
Overseeing the appointment of the firm to perform Internal Audit function.
Consider the Partner/ Firm rotation of the external auditors

Risks

Capitals

King IV™

Stakeholders

AUDIT COMMITTEE

Members of the Committee over the period 1 April 2021 to 31 March 2022

S Fakie (Chair) (from 20 November 2021)
R Theunissen (Chair) (retired 20 November 2021)
F Burn
C Henry (from 2 December 2021)
G Leong (stood down 2 December 2021)
T Mokgatlha

Shauket Fakie CHAIRPERSON

Role

The overarching role of the Committee entails assisting the Board in providing independent oversight of:

The effectiveness of the Company’s assurance functions and services, with particular focus on combined assurance arrangements, including external service providers internal audit service providers, management and the finance function
The integrity of the annual financial statements (‘AFS’), integrated annual report (‘IAR’) and other financial reports issued by the Company

Declaration

Key focus areas for the period under review (1 April 2021 to 31 March 2022)

Assessing the independence and objectivity of the external auditors and meeting with the external auditors
Approving the external auditors’ fees and pre-approving the non-audit scope and fees and the auditors terms of engagement
Considering the external auditors’ audit scope and plan
Considering, reviewing and recommending the annual financial statements for approval by the Board
Ongoing assessments regarding whether or not SANBS is a going concern
Reviewing the effectiveness of the combined assurance framework, internal control environment and overseeing that identified weaknesses were appropriately and expeditiously addressed
Overseeing adherence to all applicable legislation and prescripts
Assessing the skills and effectiveness of the internal auditors and considering the overall internal control environment within SANBS
Ensuring that the internal audit plan is risk-based and monitoring adherence to the plan by internal audit
Considering internal audit reports together with management’s comments and overseeing that control deficiencies identified by internal audit are appropriately and timeously addressed
Considering reports from the Risk Committee in terms of existing and emerging risks and mitigating controls
Assist with the filling of the CFO position
Assessing the skills and competencies of the finance team and monitoring progress to increase capacity
Oversight of progress with outstanding settlement agreements with medical aids
Reviewing the outstanding debtors and the ageing thereof
Reviewing the budget for the year ending 31 March 2023 and recommending the budget for approval by the Board
Considering any procurement expenditure in line with the Delegations of Authority Framework and recommending such expenditure for approval by the Board
Review of the Asset Management Policy

Future focus areas (1 April 2022 to 31 March 2023)

Complete the filling of the CFO position
High Risk areas as and when they occur
Future strategic areas
Oversight of corrective actions to resolve the finance function competence challenges
Monitoring the enhancement of the financial control environment; supply chain management; and reviewing the work performed by the internal auditors including deliberating on recommendations made and overseeing that any weaknesses are expeditiously addressed
Interacting with management and other assurance providers in striving to ensure a reliable and effective control environment which will result in an unqualified audit opinion for the coming financial year-end, particularly given the internal control lapses in prior years
Overseeing the appointment of the firm to perform Internal Audit function.
Consider the Partner/ Firm rotation of the external auditors

Risks

Capitals

King IV™

Stakeholders

Human Resources & Remuneration Committee

Members of the Committee over the period 1 April 2021 to 31 March 2022

P Mthethwa
G Leong
S Fakie
T Mokgatlha (until 2 December 2021)
A Ramalho (from 2 December 2021)
R Theunissen (until 20 November 2021)

P Mthethwa CHAIRPERSON

Role

The overarching role of the Committee entails assisting the Board in ensuring that:

A strategic human resources framework is in place to deliver the organisational objectives agreed by the Board
A competent executive management team is in place with reference to appointment, competency, remuneration and performance management
A Remuneration policy for all employees is in place to assist in achieving the Company’s strategy
Remuneration of non-executive directors is fair and responsible

Declaration

The committee has executed its responsibilities in accordance with an approved mandate.

Key focus areas for the period under review (1 April 2021 to 31 March 2022)

Human resources:

Oversight of Dr Karin van den Berg’s - appointed as Medical Director from 1 May 2021
Ensured a continued focus on staff support and well-being
Approval of the Covid-19 leave policy and consideration of a mandatory vaccine policy for SANBS (later changed to voluntary)
Oversight of filling vacant positions with permanent employees
Requested management to consider including unqualified audit opinions for appropriate staff as a key performance metric. This will apply to the CEO and CFO
Oversight and support of the continued implementation of the SANBS Culture DNA process and the #360 Degree Leadership Assessments to build leadership competencies
Provided guidance and support of the RAD Academy to transform learning and innovation and promote knowledge sharing and research beyond the borders of South Africa
Oversight and monitoring of tip-offs anonymous reports and investigations and review of relevant HR policies to promote the highest level of ethics and integrity among all SANBS employees
Review of employment related policies to enhance equality, diversity and inclusion in the workplace
Continued oversight of succession planning, focusing on key roles and a talent management repository
Oversight of labour matters with the CCMA and the Labour Court, and disciplinary cases. Commissioned an audit on cost vs. benefit spend for consulting and related services
Review of the Committee’s Terms of Reference
Oversight of the embedding of the revised Targeted Operating Model, the new SANBS Executive Management structure and integration of the COO roles in the proposed structure

Remuneration:

Approval of a revised salary review proposal for eligible staff for FY 2022/2023
Approval of performance bonus metrics and review and approval of the amended Incentive Policy. The Committee encouraged management to revisit alternative incentive options
Review and approval of post-retirement medical aid benefits

Future focus areas (1 April 2022 to 31 March 2023)

Review Non-executive Directors’ remuneration for approval at the National Council meeting
Monitoring the strengthening of the leadership depth and talent management
Monitoring progress with ongoing development of leadership capabilities
Monitoring of the Talent Acquisition plan for Senior Managerial positions
Oversight and monitoring of progress with the Culture and Ethics management programme
Ensure the continued drive of the performance culture to enable strategy execution
Oversight of succession planning
Close monitoring of labour related matters and consideration of creating a permanent position to deal with legal matters
Oversight of the SANBS voluntary vaccine policy
Consider the Remuneration Benchmark outcomes
Monitor implementation of transformation initiatives including the Code of Good Practice on the elimination and prevention of harassment at the workplace

Risks

Capitals

King IV™

Stakeholders

Human Resources & Remuneration Committee

Members of the Committee over the period 1 April 2021 to 31 March 2022

P Mthethwa
G Leong
S Fakie
T Mokgatlha (until 2 December 2021)
A Ramalho (from 2 December 2021)
R Theunissen (until 20 November 2021)

P Mthethwa CHAIRPERSON

Role

The overarching role of the Committee entails assisting the Board in ensuring that:

A strategic human resources framework is in place to deliver the organisational objectives agreed by the Board
A competent executive management team is in place with reference to appointment, competency, remuneration and performance management
A Remuneration policy for all employees is in place to assist in achieving the Company’s strategy
Remuneration of non-executive directors is fair and responsible

Declaration

The committee has executed its responsibilities in accordance with an approved mandate.

Key focus areas for the period under review (1 April 2021 to 31 March 2022)

Human resources:

Oversight of Dr Karin van den Berg’s - appointed as Medical Director from 1 May 2021
Ensured a continued focus on staff support and well-being
Approval of the Covid-19 leave policy and consideration of a mandatory vaccine policy for SANBS (later changed to voluntary)
Oversight of filling vacant positions with permanent employees
Requested management to consider including unqualified audit opinions for appropriate staff as a key performance metric. This will apply to the CEO and CFO
Oversight and support of the continued implementation of the SANBS Culture DNA process and the #360 Degree Leadership Assessments to build leadership competencies
Provided guidance and support of the RAD Academy to transform learning and innovation and promote knowledge sharing and research beyond the borders of South Africa
Oversight and monitoring of tip-offs anonymous reports and investigations and review of relevant HR policies to promote the highest level of ethics and integrity among all SANBS employees
Review of employment related policies to enhance equality, diversity and inclusion in the workplace
Continued oversight of succession planning, focusing on key roles and a talent management repository
Oversight of labour matters with the CCMA and the Labour Court, and disciplinary cases. Commissioned an audit on cost vs. benefit spend for consulting and related services
Review of the Committee’s Terms of Reference
Oversight of the embedding of the revised Targeted Operating Model, the new SANBS Executive Management structure and integration of the COO roles in the proposed structure

Remuneration:

Approval of a revised salary review proposal for eligible staff for FY 2022/2023
Approval of performance bonus metrics and review and approval of the amended Incentive Policy. The Committee encouraged management to revisit alternative incentive options
Review and approval of post-retirement medical aid benefits

Future focus areas (1 April 2022 to 31 March 2023)

Review Non-executive Directors’ remuneration for approval at the National Council meeting
Monitoring the strengthening of the leadership depth and talent management
Monitoring progress with ongoing development of leadership capabilities
Monitoring of the Talent Acquisition plan for Senior Managerial positions
Oversight and monitoring of progress with the Culture and Ethics management programme
Ensure the continued drive of the performance culture to enable strategy execution
Oversight of succession planning
Close monitoring of labour related matters and consideration of creating a permanent position to deal with legal matters
Oversight of the SANBS voluntary vaccine policy
Consider the Remuneration Benchmark outcomes
Monitor implementation of transformation initiatives including the Code of Good Practice on the elimination and prevention of harassment at the workplace

Risks

Capitals

King IV™

Stakeholders

Clinical Governance Committee

Members of the Committee over the period 1 April 2021 to 31 March 2022

Dr M Vaithilingum (from 2 December 2021)
Dr P Knox (retired 20 November 2021)
Dr K van den Berg
F Burn
Dr J Black (from 20 November 2021)
Dr N Mashigo*
Prof A Rantloane* (retired 27 November 2021)
Adv C Slump*

* Independent members of the Committee who are not members of the Board

Role

The overarching role of the Committee entails:

Assisting the Board in overseeing the quality, quantity and safety of blood and blood products & related services as well as the safety of donors, blood recipients and employees
Assisting the Executive management team in guiding the development of business practices and process to ensure quality and safety of blood and blood products & related services as well as the safety of donors, blood recipients and employees

Specifically excluded from the role of the Committee is the occupational health and safety of employees, as this is included in the role of the Governance, Social and Ethics Committee

Declaration

The committee has executed its responsibilities in accordance with an approved mandate.

Key focus areas for the period under review (1 April 2021 to 31 March 2022)

The overall focus of the committee is to ensure donor, recipient and staff safety whilst SANBS continues to build on the iHEALTh strategy and strengthen their position as a cornerstone of healthcare. The focus of the committee for the period under review centres around risks that the CGC oversees.

Inability to meet all demand for all blood products

Response to COVID-19

Monitored and reviewed the ongoing impact of the pandemic to sustaining the requisite delivery of blood products and ensuring the safety and care of SANBS staff and stakeholders
Approved donor HIV tele-counselling where face-to-face counselling was not possible
A continued focus remained on risks relating to changes to blood supply and consumables and the risks associated with remote working
Noted the periods of cutbacks implemented to ensure equitable distribution of the limited blood stocks
Discussed the risks of staff not being vaccinated; received and reviewed a detailed SANBS Covid-19 Risk Assessment and advised SANBS leadership to be vaccinated and to encourage SANBS staff to do same

Human Centred Donor Care

Monitored the implementation of the initiative to provide eligible donors with iron replacement and to implement ferritin testing

Patient Blood Management (PBM)

Monitored the rollout of the project plan for PBM

Blood Establishment Computer System (BECS)

Continued oversight of the progress on the BECS implementation and change management initiatives
Noted reasons for delays experienced with the service provider and actions taken to remedy and ensure progress within revised timelines

Platelet Strategy

CGC tasked management to devise an alternative Platelet Strategy as the original strategy was found to be too expensive for SA to afford. The alternative strategy was subsequently approved in FY23

Ability to maintain R&D leading to new products/new solutions and new income streams (opportunity)

Translational Research

Noted and monitored the progress being made to embed Translational Research as a core function in the SANBS

Research Policy and Framework – Intellectual Property (IP) Protection

Requested management to develop a Research Policy and Framework and an IP Protection Policy for SANBS which was subsequently approved

RAD Academy

In pursuit of scientific excellence, a dual career pathway is being established to enable career progression in a scientific track alongside the traditional managerial track. The CGC approved the dual career pathway pilot

Cellular Therapy and Novel Products (CellTaN)

Monitored implementation of the Cellular Therapy and Novel Products Strategy
Approved a pilot to assess the feasibility of a Faecal Microbiota Bank

Enterprise Information Management

Requested the Medical Director and CIO to commence with formalising an integrated Information Governance Policy and Information Governance Framework for SANBS

Compromised safety and quality of blood products

Blood Bank Automation

Endorsed and recommended to the Audit Committee and Board the appointment of Bio-Rad, as a single supplier, for the provision of Blood Bank Automation instruments and related consumables. This followed a risk mitigation strategy presented by management

Haemovigilance

Noted the findings of the external Haemovigilance survey, the gaps identified and the action plans to address these

Non-compliance to regulatory requirements

Quality

Noted the reinstatement of the MT Edgecombe campus ISO15189 accreditation
Noted with concern, that the crossmatch TAT was below the required standard and requested an audit be performed on 1000 crossmatch forms to establish the cause
Monitored progress on the preparation for ISO 9001 in the Support Services and Joint Accreditation Committee ISCT-Europe & EBMT (JACIE) accreditation in the Cellular Therapies and Novel Products Departments

Regulation of Blood Services

CGC was apprised of Blood Services being informed that there was movement afoot for SAHPRA to take over the regulation of the Blood Services and that SAHPRA had indicated that they would sub-contract with SANAS to perform audits of the Blood Services on their behalf. Both SANBS and the WCBS are engaging with SAHPRA and SANAS to ensure that we appropriately influence the process

Medico-legal

Reviewed and approved SANB’s medical malpractice insurance
Closely monitored potential medico-legal cases including reported mortality cases and the potential impact on SANBS’s insurance and reputation

Policies
Reviewed and approved the following policies:

Integrated Blood Safety Policy
Risk Based Hierarchical Blood Issuing Policy
Blood Donor Adverse Events Policy
Mandatory Vaccination Policy (subsequently changed to voluntary)
Quality Policy and Manual

Future focus areas (1 April 2022 to 31 March 2023)

CGC will focus on the following strategic initiatives for FY 2022/2023:

Inability to meet all demand for all blood products

Human Centred Donor Care

Monitoring donor survey results to ensure identified gaps are addressed and a comprehensive donor customer care program is developed. Monitor the implementation and bedding down of the ferritin testing and iron supplementation (#IronStrong) programme

Platelet Strategy

Monitoring implementation of corrective actions identified from the platelet user survey and oversee the development of a new Platelet Strategy for SANBS

Blood Establishment Computer System (BECS)

Monitoring progress with milestone deliverables

Patient Blood Management (PBM)

Continue to monitor the execution of the 5-year PBM strategy

Smart Fridges

Oversight of the rollout of the 10 Smart Fridges budgeted for in FY2022/23

Specialised Therapeutic Services

Oversight of the realigned Specialised Therapeutic Services area in relation to the expansion of their product and service offering and pursuit of JACIE accreditation of the unit

Ability to maintain R&D leading to new products/new solutions and new income streams (opportunity)

Translational Research and Cellular Therapies

Oversight and support of multiple national and international collaborations to increase the SANBS profile at various ISBT and AABB committees and sub-committees while increasing research output
Closely monitor the progress towards JACIE accreditation for this unit and provide support towards the establishment of the proposed Faecal Microbiota Bank

RAD Academy

Oversee the building of the internal RAD brand and finalisation of the 5-year strategy

Enterprise Information Management

Oversight of formalising information governance throughout SANBS operations

Compromised safety and quality of blood products

Haemovigilance

Oversight of the implementation of an independent Haemovigilance Committee and progress with the Haemovigilance programme

Risks

Capitals

King IV™

Stakeholders

Clinical Governance Committee

Members of the Committee over the period 1 April 2021 to 31 March 2022

Dr M Vaithilingum (from 2 December 2021)
Dr P Knox (retired 20 November 2021)
Dr K van den Berg
F Burn
Dr J Black (from 20 November 2021)
Dr N Mashigo*
Prof A Rantloane* (retired 27 November 2021)
Adv C Slump*

* Independent members of the Committee who are not members of the Board

Role

The overarching role of the Committee entails:

Assisting the Board in overseeing the quality, quantity and safety of blood and blood products & related services as well as the safety of donors, blood recipients and employees
Assisting the Executive management team in guiding the development of business practices and process to ensure quality and safety of blood and blood products & related services as well as the safety of donors, blood recipients and employees

Specifically excluded from the role of the Committee is the occupational health and safety of employees, as this is included in the role of the Governance, Social and Ethics Committee

Declaration

The committee has executed its responsibilities in accordance with an approved mandate.

Key focus areas for the period under review (1 April 2021 to 31 March 2022)

Monitored and reviewed the ongoing impact of the pandemic to sustaining the requisite delivery of blood products and ensuring the safety and care of SANBS staff and stakeholders
Approved donor HIV tele-counselling where face-to-face counselling was not possible
A continued focus remained on risks relating to changes to blood supply and consumables and the risks associated with remote working
Noted the periods of cutbacks implemented to ensure equitable distribution of the limited blood stocks
Discussed the risks of staff not being vaccinated; received and reviewed a detailed SANBS Covid-19 Risk Assessment and advised SANBS leadership to be vaccinated and to encourage SANBS staff to do same

Human Centred Donor Care

Monitored the implementation of the initiative to provide eligible donors with iron replacement and to implement ferritin testing

Patient Blood Management (PBM)

Monitored the rollout of the project plan for PBM

Blood Establishment Computer System (BECS)

Continued oversight of the progress on the BECS implementation and change management initiatives
Noted reasons for delays experienced with the service provider and actions taken to remedy and ensure progress within revised timelines

Platelet Strategy

CGC tasked management to devise an alternative Platelet Strategy as the original strategy was found to be too expensive for SA to afford. The alternative strategy was subsequently approved in FY23

Ability to maintain R&D leading to new products/new solutions and new income streams (opportunity)

Translational Research

Noted and monitored the progress being made to embed Translational Research as a core function in the SANBS

Research Policy and Framework – Intellectual Property (IP) Protection

Requested management to develop a Research Policy and Framework and an IP Protection Policy for SANBS which was subsequently approved

RAD Academy

In pursuit of scientific excellence, a dual career pathway is being established to enable career progression in a scientific track alongside the traditional managerial track. The CGC approved the dual career pathway pilot

Cellular Therapy and Novel Products (CellTaN)

Monitored implementation of the Cellular Therapy and Novel Products Strategy
Approved a pilot to assess the feasibility of a Faecal Microbiota Bank

Enterprise Information Management

Requested the Medical Director and CIO to commence with formalising an integrated Information Governance Policy and Information Governance Framework for SANBS

Compromised safety and quality of blood products

Blood Bank Automation

Endorsed and recommended to the Audit Committee and Board the appointment of Bio-Rad, as a single supplier, for the provision of Blood Bank Automation instruments and related consumables. This followed a risk mitigation strategy presented by management

Haemovigilance

Noted the findings of the external Haemovigilance survey, the gaps identified and the action plans to address these

Non-compliance to regulatory requirements

Quality

Noted the reinstatement of the MT Edgecombe campus ISO15189 accreditation
Noted with concern, that the crossmatch TAT was below the required standard and requested an audit be performed on 1000 crossmatch forms to establish the cause
Monitored progress on the preparation for ISO 9001 in the Support Services and Joint Accreditation Committee ISCT-Europe & EBMT (JACIE) accreditation in the Cellular Therapies and Novel Products Departments

Regulation of Blood Services

CGC was apprised of Blood Services being informed that there was movement afoot for SAHPRA to take over the regulation of the Blood Services and that SAHPRA had indicated that they would sub-contract with SANAS to perform audits of the Blood Services on their behalf. Both SANBS and the WCBS are engaging with SAHPRA and SANAS to ensure that we appropriately influence the process

Medico-legal

Reviewed and approved SANB’s medical malpractice insurance
Closely monitored potential medico-legal cases including reported mortality cases and the potential impact on SANBS’s insurance and reputation

Policies
Reviewed and approved the following policies:

Integrated Blood Safety Policy
Risk Based Hierarchical Blood Issuing Policy
Blood Donor Adverse Events Policy
Mandatory Vaccination Policy (subsequently changed to voluntary)
Quality Policy and Manual

Future focus areas (1 April 2022 to 31 March 2023)

CGC will focus on the following strategic initiatives for FY 2022/2023:

Inability to meet all demand for all blood products

Human Centred Donor Care

Monitoring donor survey results to ensure identified gaps are addressed and a comprehensive donor customer care program is developed. Monitor the implementation and bedding down of the ferritin testing and iron supplementation (#IronStrong) programme

Platelet Strategy

Monitoring implementation of corrective actions identified from the platelet user survey and oversee the development of a new Platelet Strategy for SANBS

Blood Establishment Computer System (BECS)

Monitoring progress with milestone deliverables

Patient Blood Management (PBM)

Continue to monitor the execution of the 5-year PBM strategy

Smart Fridges

Oversight of the rollout of the 10 Smart Fridges budgeted for in FY2022/23

Specialised Therapeutic Services

Oversight of the realigned Specialised Therapeutic Services area in relation to the expansion of their product and service offering and pursuit of JACIE accreditation of the unit

Ability to maintain R&D leading to new products/new solutions and new income streams (opportunity)

Translational Research and Cellular Therapies

Oversight and support of multiple national and international collaborations to increase the SANBS profile at various ISBT and AABB committees and sub-committees while increasing research output
Closely monitor the progress towards JACIE accreditation for this unit and provide support towards the establishment of the proposed Faecal Microbiota Bank

RAD Academy

Oversee the building of the internal RAD brand and finalisation of the 5-year strategy

Enterprise Information Management

Oversight of formalising information governance throughout SANBS operations

Compromised safety and quality of blood products

Haemovigilance

Oversight of the implementation of an independent Haemovigilance Committee and progress with the Haemovigilance programme

Board Committee Focus 2021/2022 and Outlook for the Year Ahead

Board Committee Focus 2021/2022 and Outlook for the Year Ahead

Giving effect to corporate governance/alignment to King IV principles

COMMITTEES OF THE BOARD | PRINCIPLE 8 applied

Board committees

Giving effect to corporate governance / alignment to King IV principles

COMMITTEES OF THE BOARD | PRINCIPLE 8 applied

Board committees

AUDIT COMMITTEE

Members of the Committee over the period 1 April 2021 to 31 March 2022

Shauket Fakie CHAIRPERSON

Role

Declaration

Risks

Capitals

King IV™

Stakeholders

AUDIT COMMITTEE

Members of the Committee over the period 1 April 2021 to 31 March 2022

Shauket Fakie CHAIRPERSON

Role

Declaration

Risks

Capitals

King IV™

Stakeholders

Human Resources & Remuneration Committee

Members of the Committee over the period 1 April 2021 to 31 March 2022

P Mthethwa CHAIRPERSON

Role

Declaration

Risks

Capitals

King IV™

Stakeholders

Human Resources & Remuneration Committee

Members of the Committee over the period 1 April 2021 to 31 March 2022

P Mthethwa CHAIRPERSON

Role

Declaration

Risks

Capitals

King IV™

Stakeholders

Clinical Governance Committee

Members of the Committee over the period 1 April 2021 to 31 March 2022

Dr M Vaithilingum CHAIRPERSON

Role

Declaration

Risks

Capitals

King IV™

Stakeholders

Clinical Governance Committee

Members of the Committee over the period 1 April 2021 to 31 March 2022

Dr M Vaithilingum CHAIRPERSON

Role

Declaration

Risks

Capitals

King IV™

Stakeholders

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