Our Governance
Governance as the strong foundation of SANBS’ business
Our Governance
Reporting frameworks, process and combined assurance
Governance, Social and Ethics Committee
Committee purpose and how it contributes to value creation
The overarching role of the committee is to discharge its statutory duties by ensuring that SANBS acts ethically and that there is an ethical culture across the Company with regard to: Sustainable social and economic development, corporate citizenship, stakeholder relationships, and governance.
The committee relies on the work of the Human Resources and Remuneration Committee (HRRC) with respect to employment equity as well as the safety and the dignity of employees, and the Clinical Governance Committee (CGC) as regards the safety of employees, donors, recipients, and the provision of safe blood, ensuring that at least annually both committees provide assurance that their respective responsibilities have been adequately carried out.
Members of the committee during the period 1 April 2024 to 31 March 2025
- Mr Gary Leong (Chairperson)
- Mr Thabo Mokgatlha
- Ms Lerato Molefe
- Ms Phindile Mthethwa
- Dr Gunvant Goolab (from 27 November 2024)
- Mr Brendan Damons (co-opted member)
- Mr Ravi Reddy (CEO)
- Mr Tshepo Kgage (CFO) (from 11 March 2025)
Declaration
- The committee has executed its responsibilities in accordance with its Board approved mandate.
Attendance
- 100%
Key focus areas and value creating activities for the period under review
Ethics management
Monitored progress towards achieving the objectives of the integrated Ethics and Culture Programme, including:
- Ethics Risk Assessment 2024: Reviewed and acted on the findings from the latest assessment. Reviewed the practical interventions being implemented across SANBS
- Tip-offs Anonymous: Reviewed tip-off reports, and the trends that inform appropriate interventions and improved investigative processes for timely resolutions
- Employee disclosures: Monitored employee disclosures of interest and the participation rates
- Ethics training and awareness: Monitored training completion rates of 87% for Whistleblowing and 88% for Conflicts of Interest courses as of 13 April 2025; ongoing monitoring of e-learning outcomes is established, with Whistleblowing awareness included in new employee inductions and training roadshows planned for FY25/26
- Ethics Ambassadors: Received reports on the appointment of new Ethics Ambassadors and the related initiatives being carried out
- Policy revisions: Approved amendments to the Conflicts of Interest Policy and Gift and Hospitality Policy
- Internal Audit outcomes: Monitored the progress on implementing the findings from the Internal Audit review of Ethics Management and Fraud Risk Management controls
- Misconduct reports: Increased focus on addressing misconduct and disciplinary matters with an ethical dimension
Governance
Reviewed governance documents and policies to enhance and embed good governance practices and support structural arrangements, including:
Committee Terms of Reference and Work Plan: Reviewed and updated
Board Charter and Work Plan: Reviewed and recommended the board charter and its annual work plan to the Board for approval
Zone Donor Committee Rules: Considered the rules and made recommendations to the Board/National Council for approval
Workplace/social and economic development
Noted feedback from HRRC:
- Wellness initiatives are ongoing. Positive feedback received on HCM Visibility and Wellness Day started in Q4 and rolled out until end of April 2025
- Matters related to employment, wellness, diversity and inclusion targets are adequately considered by the HRRC
- Oversight of the improvement in culture and organisational well-being
Noted feedback on the transformation report and B-BBEE verification outcomes:
- A summary of the methodology used to accumulate points in each B-BBEE element
- SANBS achievement of a level 3 B-BBEE rating, with ongoing initiatives in Skills Development, Enterprise Development, and Supplier Development to address verified points and ensure targets are continuously met. Key focuses include enhancing management control stability, boosting skills development through learnerships for people with disabilities, and finalising the selection of enterprise and supplier development candidates. The Socio-Economic Development pillar is on track to meet its target
Noted relevant feedback from the CGC:
- Public health and safety initiatives are ongoing
- Confirmation that the CGC adequately considers deferral procedures. Notably, during the period under review, there is no evidence of the Mpox outbreak spreading through blood transfusion
Social environment
Monitored the strategic prioritisation of stakeholder management and engagement, focusing on proactive controls to anticipate stakeholder issues and opportunities. Key discussions included:
- Stakeholder engagement strategy: Received progress on the updated SANBS stakeholder engagement strategy to ensure alignment with strategic goals and effectively respond to stakeholder feedback and risks
- Mendelow’s Power-Interest Matrix: Supported as a tool for identifying, prioritising, and managing stakeholders
- Stakeholder prioritisation: Prioritised stakeholders to ensure meaningful engagement with those having the most significant impact on SANBS, and vice-versa
- Stakeholder management process: Documented processes to facilitate ongoing engagement and relationship building
- Reporting framework improvements: Recommended enhancements to the reporting framework for stakeholder engagement, including the preparation of concise reports to the GSEC moving forward
- Donor recognition/loyalty programme: Received updates on the development of a more holistic donor recognition and loyalty programme
- Enhanced donor experience: Noted updates on a pilot partnership with Uber in KZN aimed at improving the donor experience for apheresis platelet donors