Ethics Management

Monitored progress to achieve objectives of the integrated Ethics and Culture Programme – including:

• Formation of an internal Ethics Management Committee and ongoing training initiatives facilitated by Ethics Ambassadors conducting sessions on ethics moments
• Employee disclosures of interest - high at above 90% participation rate
• Policy revisions including the approval of the Conflicts of Interest Policy and a separate Gift and Hospitality Policy
• Establishment of an ethics help desk
• Noted the tip-offs anonymous reports, including a trend analysis. Efforts continue to improve the management of tip-offs through discussions with management on better handling of investigations and also use of the tip-offs line by staff and stakeholders
• Oversight of the improvement in culture and organisational well-being
• Updating of Human Capital Management policies to reflect gender-neutral terms in line with the policy review cycle

Governance

Reviewed governance documents and policies to enhance and embed good governance practices and support structural arrangements, including:

• Reviewing committee terms of reference, one outcome of which was a reduction in the annual number of meetings from 4 to 3
• Reviewing and approving the committee work plan
• Reviewing the board charter and annual work plan

Workplace/Social and Economic Development

Noted feedback on HR and remuneration:

• Wellness initiatives are ongoing, including a focus on early intervention to prevent prolonged absenteeism and illness
• Increased diversity and inclusion interventions through the RAD Academy for more effective skills development and recruitment

Noted Feedback on Transformation and B-BBEE Verification Outcomes:

• SANBS achieved level 3 B-BBEE rating, with ongoing initiatives in ESD to address verified points and ensure targets are continuously met

Noted public health and safety relevant feedback from the Clinical Governance Committee:

• CGC monitors blood supply safety and donor and staff health and wellness through standardised and ad-hoc reports
• Medico-legal reports provide updates on instances impacting patient and donor safety
• Key health and safety issues include incorrect or incompatible blood products, lab turnaround times, and high rates of iron deficiency among donors
• Staff health and wellness particularly of safety events risking blood-borne infections
• Industrial relations management updates

Donor Structures

Considered the donor structures report and noted:

• Training and implementation on revised rules rolled out to the various donor committee structures
• Employee training on the operationalisation of the revised rules concluded
• Zone committees’ annual election meetings concluded, per the timelines required by the zone donor committee rules
• Operational efficiencies, with the potential to increase blood collections and cost savings after amalgamating Kroonstad and Welkom branches as the revised distribution of the whole blood target among the zones will reduce the disparity between large and small branches. Branch donor committees amalgamation after a consolidation consultation process. Amalgamation will be considered when reviewing the delegation of authority (DoA)
• A workshop for [Zone/Donor] chairpersons and deputies focusing on the role of the chairperson and deputy, the code of conduct, and the fostering of a positive team culture in their structures
• Virtual information sessions to introduce the new digitalised donation process - donor committee members have actively supported efforts to increase blood collections, particularly in the run up to the BECS go-live

Natural Environment

Reviewed the safety and environment report and discussed the following key points:

• Workplace fatalities due to motor vehicle accidents
• Near-miss incidents
• Management's efforts to enhance the SHE committee's structure and membership
• Major and minor incidents
• Generally, a focus on greening initiatives, specifically waste management, renewable energy, water, and carbon emissions
• Solar power generation at Mount Edgecombe

• Further oversight of ethics management and consideration of foreseeable outcomes
• Ongoing monitoring of the Donor Structures Report
• Continued monitoring of progress with implementation of the SANBS stakeholder engagement strategy, including the "Procure to Pay" projects encompassing of engagement plans with suppliers to anticipate future issues or opportunities, and a youth programme targeting donors aged 16 to 25
• Ongoing monitoring of SANBS’ B-BBEE and securing of additional points where possible
• Continued oversight of greening initiatives, specifically further reductions of waste management, renewable energy, water, and carbon emissions
• Provide direction and guidance in the Strategy 2025-2029 process as it relates to components in the remit of the GSEC with particular emphasis on a customer centric focus for stakeholder management