OUR CAPITALS

Our Human Capital

OUR CAPITALS

Our Human Capital

Xoliswa Lusanda Mpumlwana – Head: Quality Control

What inspired you to pursue research in the field of transfusion medicine, specifically focusing on microbiology external quality control?

My journey in transfusion medicine began as a clinical pathology medical technologist, a role that was both challenging and initially intimidating. I was not sure how I could contribute meaningfully to this vital field. However, this uncertainty sparked a desire to push my intellectual boundaries and delve deeper to identify areas for improvement and develop solutions.

This desire coincided with a critical gap in our laboratory – the lack of a robust external quality control programme for transfusion medicine microbiology. This absence was especially concerning as it meant there was no standardised system to assess the accuracy and reliability of our microbiological testing for blood products. Identifying this gap fuelled my passion to pursue research in External Quality Control (EQC). Furthermore, upon discovering the lack of certified EQC materials using the correct matrix for transfusion microbiology, I realised this was a significant opportunity to contribute. It was a chance to apply my technical expertise and make a tangible impact on patient safety.

What were the primary challenges you faced while developing a stable matrix equivalent proficiency testing (PT) programme for transfusion microbiology?

A key challenge involved procuring bacterial strains from the Paul-Ehrlich-Institute in Germany. Unfortunately, the global pandemic disrupted international shipping, causing delays in receiving these essential research materials. This necessitated extending the project timeline by a year.

While designing the programme, I encountered a challenge specific to the African context. Unlike some regions where transfusion services perform their own microbiology testing, many African countries subcontract these tests to pathology laboratories as they do not have the resources to perform these tests. This meant these specific countries could not participate in the study.

How do you believe your research findings will impact the practices and policies of blood transfusion services, particularly in ensuring the safety and quality of blood products?

Using an External Quality Assessment (EQA) that is stable and matrix-equivalent not only contributes to producing accurate and precise results but also significantly enhances the confidence and technical competency of testing laboratories. The EQA serves as a crucial support system for accreditation, facilitating the identification of laboratories of excellence by public health authorities and instilling confidence in the results they produce.

What were the key methodologies and statistical analyses you employed in your study to ensure the reliability and stability of the PT matrix?

To ensure the reliability and stability of the PT matrix, my study employed a prospective cross-sectional approach. Participating laboratories received matrix-equivalent samples, tested these samples, and sent their results back for evaluation. The qualitative results were captured in an Excel spreadsheet and converted to quantitative forms for analysis. The quantitative data were then analysed using the Statistical Package for the Social Sciences (SPSS) version 28, where Cohen's Kappa (κ) was measured to assess inter-laboratory agreement. This combination of methodologies and statistical analyses ensured a robust evaluation of the PT matrix's reliability and stability.

In your view, what are the next steps or future research directions that should be taken to further improve quality assurance in transfusion microbiology?

The use of matrix-equivalent EQA should be adopted globally by all laboratories testing transfusion microbiology-related samples. Currently, many African countries subcontract microbiology testing, including bacterial screening, to pathology laboratories that are already enrolled in some form of EQA. However, these existing EQAs often do not cover transfusion medicine sample types. Future research should focus on developing and validating matrix-equivalent EQA specifically for transfusion microbiology to ensure comprehensive quality assurance.

Investing in our People's Growth

We are building on a legacy of excellence by prioritising investing in our people's growth. We recognise that our employees are not just contributors, they are the heartbeat of SANBS. Their expertise, skills, and dedication are essential for delivering on our life-saving purpose.

Empowering Expertise

We are encouraging a culture of continuous learning through initiatives like the RAD Academy, bursary programmes, and ongoing skills development opportunities.

This ensures our workforce remains at the forefront of their fields, equipped with the latest knowledge and expertise to excel.

Igniting Innovation and Purpose

We are cultivating a dynamic and collaborative environment that encourages creative thinking and fresh ideas. This goes hand-in-hand with providing opportunities for employees to connect their daily work directly to SANBS' purpose.

By nurturing a stronger sense of purpose and belonging, we empower our people to become not just skilled contributors, but true innovators in shaping the future for blood services.

Promoting Well-being and Engagement

We prioritise the physical and mental health of our employees through comprehensive wellness programmes. This creates a supportive and inclusive work environment where everyone feels valued and can thrive. Additionally, we actively promote employee engagement through open communication channels, initiatives like CEO family meetings, and recognition programmes. Our employees' voices and ideas are crucial for shaping the future of SANBS.

Our Aspirations

1. Do the Basics Well

  • We have concluded our gap analysis on our policies and procedures in preparation for the ISO accreditation
  • We have capacitated areas that require support

2. Improve Where we Can (we are here )

  • We have refreshed our recruitment, selection and assessment processes
  • We have a structured change management framework and dedicated change management resources
  • Various in-house training programmes have been revised and updated (e.g. compulsory courses such as Infection Prevention and Control training programmes for the different categories of employees.)

3. Invest in the Future

  • We are constantly exploring ways to embrace and incorporate artificial intelligence into our operations to automate processes and adopt a digital, remote-first approach.

The various initiatives below illustrate our commitment to empower our people, supporting an environment where they can flourish and feel valued.

1. Celebrating Achievements and Dedication

  • Enhanced rewards: We recognise exceptional performance through a revamped reward strategy, ensuring top performers are acknowledged for their contributions
  • Informal recognition: In addition to the formal reward strategy, we have also introduced informal recognition initiatives to advance a culture of appreciation within SANBS. These include:
    • Birthday vouchers: A small token of appreciation to celebrate our employees' special days
    • Project completion bonuses: Vouchers were issued in January to acknowledge everyone's hard work and dedication during the successful implementation of the BECS system
  • Long-service recognition: SANBS takes immense pride in its dedicated employees who have served the organisation for many years. We celebrate these remarkable individuals through our long-service recognition programme

By combining formal and informal recognition initiatives, we aim to create a more engaging and rewarding work environment for all our employees. Looking ahead, we are excited to introduce quarterly awards that will allow employees to nominate their peers. Selected nominees will receive a financial reward as recognition for their outstanding contributions.

2. Building a Culture of Growth and Well-being

  • SANBS culture DNA: Our annual employee engagement survey, the SANBS culture DNA, plays a vital role in understanding employee perspectives on our workplace culture. While we strive to continually improve and reach even higher engagement levels, leadership is encouraged by the positive trends. The 2024 index score of 1.29 shows progress compared to 1.25 last year. We remain committed to active listening and using employee feedback to shape a truly thriving workplace.
  • Promoting inclusion and collaboration: We are dedicated to building an inclusive and collaborative environment. This year, we formalised a change team to support new projects, ensuring a smooth transition for all. Change management is now integrated into our induction programmes, equipping new employees with the tools to navigate change effectively. Our experience has been that change management was a critical success factor for the implementation of BECS. We have also put in place an ethics help desk where employees can safely raise their concerns.

3. Employee Wellness - a Holistic Approach

Holistic approach to employee wellness: At SANBS, we recognise the importance of employee well-being in its entirety. We take a holistic approach that addresses physical, mental, and financial well-being to ensure our employees thrive both inside and outside of work.

4. Prioritising Physical and Mental Health

  • Chronic disease management: We actively monitor chronic health conditions within our workforce through the dedicated "Better Me" campaign. This programme allows for early detection and intervention, promoting long-term health.
  • Mental health awareness: We facilitate a well-rounded approach to well-being by offering education and counselling programmes on mental health. Additionally, we conduct topical discussions based on themes emerging from our Employee Assistance Programme, in an effort to address relevant concerns.
  • Empowering financial wellness: Financial well-being is crucial to overall employee satisfaction. We have partnered with Alexander Forbes to provide ongoing awareness programmes on key financial topics. This includes the implications of the 2-pot retirement system (separation of retirement savings into short-term and long-term accounts), empowering employees to make informed financial decisions and helping our employees to plan for a financially secure future.

#Donate blood.
Save lives