2011 2012 - western province blood transfusion · pdf filepaarl region + karen dramat ... the...

20112012ANNUAL REPORTANNUAL REPORT

1 OUR ORGANISATION

+ VISION:To maintain a Blood Transfusion Service that is appropriate to the needs of

the South African community; to be prepared for wider Regional and National

needs and to provide leadership in Transfusion Practice.

+ MISSION: Western Province Blood Transfusion Service is a community based regional

health care organisation formed by an association of voluntary blood donors,

dedicated to providing the safest blood products and efficient service to the

community, while operating at the highest professional and ethical standards

and remaining a viable organisation.

+ VALUES:

we

arecaring

responsible

teamworkcommitted

professional

2Senior Personnel

Directors’ Report

Governance Report

Facts and Figures

Financial Statements

Approval of Annual FinancialStatements

Independent Auditors Report

Report of the Directors

Statement of financial position

Statement of comprehensive income

Statement of changes in equity

Statement of cash flow

Notes to the cash flow statement

Notes to the financial statements

03

06

12

22

28

28

29

31

33

34

35

36

37

38

CONTENTS

Executive Committee:+ Paul Slack Chairman (elected Jan 2012)

+ Gregory Bellairs Executive Director

+ Arthur Bird Executive Director

+ Gideon Bosman

+ Mervyn Burton (appointed Oct 2011)

+ Fatima Essop

+ Brian Figaji

+ Imtiaz Kaprey Manager-appointed Director

+ Peter Morris (resigned Sep 2011)

+ Nazir Parker Chairman (until Dec 2011)

+ Clive Prior

+ Roger Ramsbottom Vice Chairman

+ Elmin Steyn

Secretary:+ Imtiaz Kaprey

Auditors:+ Ernst & Young

Registered OfficeSouthern House, Old Mill Road, Pinelands, 7405P.O. Box 79, Howard Place, 7450

Registration Number: 1943/016692/08NPO Registration Number: 031-336-NPOPBO Reference Number: 93000 4391

Managers:+ Duncan Anderton Information Systems

+ Michelle Breuninger Training

+ Lesley Bust Quality Assurance

+ Marika Champion Promotions & Public Relations

+ Ronald Davids George Region

+ Shereen Dollie Paarl Region

+ Karen Dramat Blood Banks Division

+ Vincent Erasmus Materials / Maintenance / Transport Administration

+ Helen Ferris Donor Administration

+ Ebrahiema Jacobs Worcester Region

+ Imtiaz Kaprey Accounts / Finance

+ Yasin Khan Scientific Division – Fractionation

+ Alan Kirby Processing

+ Janene Lusty Human Resources

+ Juanita Makan Medical Officer

+ Bev Mitchell Technical Services

SENIOR PERSONNEL3

4Blood donation is a momentary discomfort for

the donor that can provide a lifetime of difference for the patient.

RESPONSIBLE

Resresponsibleonsible

RESPONSIBLE

responsible

resp

RESPONSIBLE

responsible

RESPONSIBLEre

62011/2012

DIRECTORS’ REPORT

Introduction:The 2011/2012 year was another successful one for the Service, characterised on the one hand by operational and financial stability, and on the other hand by planning for a change in leadership required by the retirement of Dr Arthur Bird who has led the organisation to its current state of excellence since 1990.

Director Pics

The National Health Act (NHA) & relatedlegislation:WPBTS’ position regarding the requirement in Chapter 8 of the NHA for a single licensed transfusion service has been communicated to the National Department of Health (NDoH), through the two established channels of communication. Other concerns raised by WPBTS included the absence of regulatory bodies such as the National Blood Committee and National Blood Programme Unit and difficulties in direct communication with the NDoH. It was confirmed at a meeting with the NDoH in November 2011 that the Deputy Director General (DDG) for Strategic Health Services, Dr Yogan Pillay, was responsible for communicating our concerns to the Minister of Health and for providing feedback to WPBTS. At the time of writing this report no official feedback regarding our submissions has been received.

Draft Regulations for Blood and Blood Products were published for comment during 2011. Representatives from the South African National Blood Service (SANBS), the Western Province Blood Transfusion Service (WPBTS) and National Bioproducts Institute (NBI) submitted collective recommendations in June 2011.

-Dr AR Bird

CEO/Medical Director

-Dr GRM Bellairs

Administrative Director

Service Review:The following strategic and operational areas require highlighting:

Governance:Mr Nazir Parker relinquished the Chairmanship of the Board after nine years of excellent leadership. Mr Paul Slack, who has served on the Board for eight years, was elected as Board Chair in December 2011.

Mr Peter Morris resigned from the Board after a three-year term due to other work commitments. Mr Mervyn Burton was appointed by Council in 2011 and brings a wealth of skills to the Board.

It was confirmed that the post of CEO/Medical Director would be filled by Dr Greg Bellairs, effective 1 June 2012. The post vacated by Dr Bellairs was renamed Corporate Services Director/CFO and after a comprehensive selection process, the Board appointedMs Nicky Du Toit, effective 1 May 2012.For more detail refer to Governance Report (page 12 of this report.) Collections and blood processing:The focus on the vital importance of blood donors continued through 2011 and 2012. Milestone donors were honoured at dinner or lunchtime events throughout the Western Cape. As there is a continued need for donor recruitment, the call centre was upgraded by appointing permanent staff and implementing new software.

7 2011/2012

DIRECTORS’ REPORT (continued)

The Regulations subsequently gazetted in early 2012 did not include several of our recommendations and several errors were evident. We have responded regarding these oversights, but have not received any official feedback yet.

However, through the efforts of both blood Services, a national blood programme continues to function well in spite of limited Department of Health involvement.

Local stakeholder activities:The relationships between WPBTS and Provincial Government of the Western Cape (PGWC), and WPBTS and local private hospitals remain excellent. Khayelitsha District Hospital was opened early in 2012, requiring establishment of two new emergency blood banks as well as increased transport logistical capacity. Blood user committees are functioning well at all three teaching hospitals and a campaign to reduce wastage of blood has been launched. Data sharing between the Service and the State sector has been improved.

The following organisations were supported during the year – donations were given to the SA Haemophilia Society and St Luke’s Hospice. WPBTS staff assisted with the painting of two wards at Groote Schuur Hospital and a créche adjacent to our Worcester premises was assisted after they suffered fire damage.

Sufficient blood stocks were maintained throughout the year, although the winter months resulted in some transient shortages. The cut-off level for haemoglobin of male donors was increased, in line with physiological reference ranges to ensure donor health.

The medical teams from WPBTS and SANBS met on several occasions to refine the donor questionnaire and donor deferral policies.

Collections in the Garden Route region remained stable and blood component processing facilities were established at our George branch.

Laboratory testing and blood safety:The technical services laboratories were refurbished to ensure sufficient utilisation of space and efficient process flows. The establishment of the plasma cryopreservation and archiving system was delayed due to problems completing the liquid nitrogen storage facility. This is expected to be completed in the 2012/2013 year.

Blood banks:WPBTS has 90 emergency blood banks throughout the Western Cape. Emergency blood fridges sited throughout the province are stocked with Group O blood - so called ‘universal donor’ blood - as it may be given uncrossmatched to patients in emergency situations.

This results in a relative disproportionate usage rate, requiring focussed donor recruitment and retention strategies.

The establishment of an electronic cross match system in the blood banks was delayed due to reprioritisation of other IT projects, but will receive renewed attention in 2012/2013.

Fractionation plant:The plasma fractionation plant refurbishment has been largely completed to meet Medicines Control Council (MCC) requirements. An automated filling line and upgrade to the reverse osmosis water purification system were commissioned, and planned for completion by the time of publication of this report.

Branding and corporate values:The Service consolidated its corporate values and brand, resulting in the launch of the ‘remarkable’ campaign which was targeted both internally and externally. It was decided to refresh the existing logo and brand characteristics rather than change our name and logo entirely. The refreshed branding is currently being phased in.

Finances:The weighted average tariff increase for the financial year 2011/2012 was 5.31% (average inflation for the financial year was 5.56%). Personnel accounted for approximately 50% of the expenses budget and are a key driver of product price increases.

82011/2012

DIRECTORS’ REPORT

Laboratory Medicine Congress:A combined laboratory medicine congress was held in Sandton in August/September 2011. Approximately 50 delegates from WPBTS attended and most delivered oral or poster presentations which were well-received. Interactions such as these certainly increase corporate knowledge; and the sharing of information expands South African and continental expertise.

Conclusion:In conclusion, the directors thank all staff, suppliers and customers for their contributions to the Service’s success. Of course, without blood donors there would be no WPBTS and we repeat our sincere thanks to the blood donor community for their donations which ultimately save so many lives.

9Our audited statements indicate a higher than budgeted surplus and maintenance of healthy cash reserves, which will enable us to meet our medium term objectives. The surplus in excess of budget is largely due to underspending on foreign exchange based purchases, capital and unfilled posts, and positive interest inflows. Quality assurance and occupational health and safety standards:Quality assurance standards have been maintained with another successful South African National Accreditation System (SANAS) accreditation in 2011. Safety standards were maintained with a Technilaw 5-star grading and injuries on duty remain rare.

WPBTS and SANBS collaborated extensively on updating the Standards of Practice for Blood Transfusion in South Africa and the 5th edition was finalised in May of 2012.

Information Systems:An external audit of the IT systems was performed during the year, which revealed several potential areas for further improvement, including business continuation and backup communication strategies, and project management and prioritisation. Most of the recommended improvements have been completed or are in progress.

2011/2012

DIRECTORS’ REPORT (continued)

The whole blood donation processonly takes approximately 30 minutes

of your time, every 56 days. 10

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12The Board of WPBTS:The Board has taken the lead once again in guiding the company throughout the year and has been successful in delivering on a well-considered strategy.

The Board assumes collective responsibility and accountability for the strategic direction and performance of the organisation. The WPBTS Board is comprised of 12 members; nine non-executive directors, two executive directors and one manager-appointed director. Non-executive directors are elected based on a combination of their custodianship of donor interest and their specialised individual skills.

In terms of the Memorandum and Articles of Association of the Company, the term of office for non-executive directors is three years, after which they have to retire by means of rotation every three years. Retiring directors can be re-elected.

The composition of the Board makes provision for appropriate and effective decision-making, which ensures that no individual can exercise undue influence.

2011/2012

GOVERNANCE REPORT

The activities of the Board are controlled by the provisions of the Memorandum and Articles of Association.

The primary responsibilities and powers of the Board are as follows:

• The approval of the strategy and budgets.

• The appointment of executive directors and the monitoring of the performance of executive directors.

• The custodian of the values and ethical principles of the Service.

• Effective control over the Service.

• Conscientious risk management and attention to sustainability issues.

• The consideration of important financial and non-financial aspects, such as corporate and social responsibilities and transformation.

Board meetings are held at least four times annually and relevant agendas and documentation is circulated prior to the meetings. The Board has established a number of committees to facilitate efficient decision-making and to assist the Board in the execution of its duties, powers and authority. The committees function in a transparent manner and report to the Board on a regular basis.

13At the beginning of the year the Board had four sub-committees:

• Audit Committee• Remuneration and Nominations Committee• Risk and Governance Committee• IT Steering Committee

After the reporting year, but prior to finalisation of this report, the Social and Ethics Committee was formally established in May 2012.

Committee meeting attendance and membership is indicated in the table on pg 19.

Through the reporting year, Chairmanship of the Board changed hands from Mr Nazir Parker to Mr Paul Slack. At the end of September 2011, Mr Peter Morris departed the Board and Mr Mervyn Burton was appointed in October 2011. Dr Arthur Bird retired in May 2012 and was nominated for election to the Board.

The efficiency of the Board is considered on an annual basis. I would like to compliment my fellow Board members on maintaining open, transparent and honest participation in the execution of our duties.

WPBTS Board members are listed below with an indication of their date of joining the Board, as well as their background:

Name Year Appointed Area of Expertise

Mr N Parker 2002 Attorney, Parker Holt Attorneys

Dr G Bellairs 2008 WPBTS Admin Director

Dr A Bird 1990 WPBTS CEO and Medical Director

Dr C Prior 2008 Chief Systems Officer, Pathcare

Mr Pk Slack 2004 Chartered Accountant

Mr P Morris 2008 HR Consultant

Mr B Dl Figaji 2006 Education / Management / Engineering

Dr E Steyn 2004 Trauma and transplant surgeon, Christiaan Barnard Memorial Hospital

Adv D Bosman 2008 Advocate

Dr F Essop 2005 Anaesthetist

Mr R Ramsbottom 2000 Business Management / Chartered Accountant

Mr Mr Burton 2011 Chartered Accountant

Mr I Kaprey 2010 WPBTS Financial Manager

Name

Mr N Parker

Dr G Bellairs

Dr A Bird

Dr C Prior

Mr PK Slack

Mr P Morris

Mr BdL Figaji

Dr E Steyn

Adv D Bosman

Dr F Essop

Mr R Ramsbottom

Mr MR Burton

Mr I Kaprey

2011/2012

GOVERNANCE REPORT (continued)

14Audit Committee:In line with the Standards for Generally Accepted Accounting Practice and corporate governance, this committee must ensure responsible and transparent auditing practices. It meets several times a year to review company financial statements, and monitor the mechanisms of financial reporting.

CompositionThe Audit Committee is comprised of two non-executive directors, two executive directors and the financial manager. The senior management dealing with the financial affairs of the company have no voting powers. Two meetings were held during the year and were also attended by the auditors, currently Ernst and Young. Mr Mervyn Burton replaced Mr Paul Slack as Chair of this committee during the reporting year.

Mandate and responsibilitiesIn terms of its mandate, this Committee is required inter alia to:

• Review the financial statements of the Service, both interim and annual.

• Ensure that the financial statements are prepared in accordance with appropriate accounting policies and International Financial Reporting Standards.

• Review the accounting policies adopted by the Service and any changes thereto.

• Consider the going concern principles and reasons for recommendation to the Board.

• Make recommendations on the appointment of the external auditors and their fees.

• Evaluate the independence and effectiveness of the external auditors, consider any non-audit services by such auditors; and whether the rendering of such services would substantially affect their independence.

• Accept the annual audit plan and audit budget.

• Review the effectiveness of management information, the annual audit and the internal system of controls.

• Monitor compliance with applicable legislation and regulatory aspects.

• In addition, members of this committee recommend the payment of the performance bonus which is based on several key performance indicators.

The Committee performed all its duties as set out above.

The external auditors have unlimited access to the chairman of the committee and the monthly management reports received by the executives on day-to-day matters.

The Committee is satisfied that the 2012 audit conducted by the external auditors was independent and concurs with the audit report. The auditors’ report is included in the annual financial statements on page 29.

- Mervyn BurtonChairman: Audit Committee

2011/2012

GOVERNANCE REPORT

15• Determining and maintaining the remuneration philosophies of the Company. • Approving and maintaining appropriate human resources and remuneration policies.

• Executive management succession planning.

• Monitoring the implementation of relevant labour legislation.

• Monitoring transformation policies in terms of employment equity and reporting to the Department of Labour.

• Making recommendations regarding executive directors’ remuneration to the Board.

• Approving annual mandates for salary increases.

• Approving annual bonus payments in terms of pre-approved incentive schemes.

• The Committee also recommends the remuneration of non-executive directors to the Board. Non-executive directors are remunerated for their membership of the Board and Board appointed committees.

The remuneration levels reflect the size and complexity of the company as well as the time spent in dealing with the affairs of the company. Market practices and remuneration surveys are taken into account in the determination of directors’ remuneration.

2011/2012


Remuneration and Nominations Committee:This committee ensures that the general remuneration strategy of the organisation is in line with industry standards. WPBTS continues to provide market-related salaries and a comprehensive benefits package, enabling us to attract and retain skilled staff. In the last year, this committee considered an expanded executive director structure, but decided to appoint two replacements at this stage and re-assess after the new incumbents have established themselves. Wherever and whenever possible, we strive to appoint demographically representative staff with the appropriate skill sets. Future enhancements to the remuneration policy at WPBTS include individual performance measurement and reward, and further integration of HR and payroll functions.

CompositionThe Remuneration Committee is comprised of four non-executive directors and the two executive directors. The executive management however, is recused from the meeting during discussions regarding their remuneration. The Committee met in April 2012. Issues relating to remuneration were however comprehensively addressed at full board meetings.

Mandate and responsibilitiesThe Committee is responsible for the following:

The new Companies Act requires us to develop a revised Memorandum of Incorporation, which is currently in progress with our legal team. WPBTS’ status as a Section 21 Company has been revised to that of a non-profit company as required by the new Companies Act. A risk register requires further development, and steps taken to mitigate risks wherever possible.

CompositionThe Risk Committee comprises of four non-executive directors and the two executive directors. A meeting was held in May 2012, just after year end.

Mandate and responsibilitiesThe Committee assists the Board with the identification, assessment, evaluation, mitigation and monitoring of actual and potential risks as they pertain to the Service. These risks encompass short, medium and long term risks.

Risk taking, in an appropriate manner, is an integral part of the business. The success of the business depends to a large extent on optimising the trade-off between risk and reward. In the normal course of conducting its business, the Service is exposed to a variety of risks; inter alia financial risk, business risk, environmental risk and strategic risk.The long term sustained growth, continued success and the reputation of the Service are critically important and dependent on the quality of risk management and good corporate governance.

162011/2012

GOVERNANCE REPORT

The elements of non-executive directors’ remuneration are:

• A monthly retainer.• A meeting attendance fee.• Travelling and actual expenses where applicable.

The remuneration of the directors for the year under review is shown in the table on page 19.

WPBTS’ approach is to set remuneration levels that attract, retain and motivate the appropriate calibre of directors and staff.

- Clive PriorChair: Remuneration and Nominations Committee

Risk and Governance Committee:The Risk and Governance Committee is tasked with the identification of potential risk issues for the organisation and to achieve overall compliance in terms of legal and governance principles. During the year, the committee focussed to a large extent on the implications of the new Companies Act, the King 3 Code, the Consumer Protection Act and the National Health Act. The National Health Act’s requirement for a single licensed transfusion service in South Africa poses the greatest risk to WPBTS – but this risk is currently being managed by cooperation with the National Department of Health (NDoH) and the development of workable alternatives to the single license, that provide a comprehensive national blood programme.

• Frameworks and policies on safety, health, human rights, social investment, environmental management, employees, all stakeholder relations and management, product safety, and socio-economic transformation of the Company.

• Management of ethics in the Company.

• Organisational structures, development and transformation.

- Gideon Bosman Chairman: Risk and Governance Committee

IT Steering Committee:CompositionThe committee comprises of two non-executive directors, two executive directors and theIT manager. Other members are co-opted when required.

Mandate and responsibilitiesIT has become strategically critical in recent years and a strong responsive IT backbone is essential for most of WPBTS’ processes. The IT steering committee has been established to ensure compliance with the King 3 code, as well as to ensure that this important function continues to advance in pace with operational requirements. Improvements suggested by an external baseline audit of the IT function at WPBTS have been budgeted for and are either in progress or completed.

- Clive PriorChairman: IT Steering Committee

17 2011/2012


WPBTS is exposed to and dependant on major fluctuations in limited international and local fundamentals, e.g. interest rates and exchange rates.

The following strategic risks have been identified and receive the necessary management attention on a continuous basis:

• Stagnation risk – The business achieves a level of maturity at which further volume and surplus growth becomes difficult.

• Donor risk – Donor fatigue and donor deferrals can influence donor availability.

• Transition risk – The Company becomes overwhelmed by unforeseen changes in technology or its business model.

• Project risk – The risk that a costly investment in a new project will fail.

• Lack of focus on current business – The risk of losing focus on core business while busy with other issues.

• Brand risk – The value of the brand collapses suddenly, or gradually shrinks in the wake of disastrous publicity or a long term failure to invest.

During the year under review, the mandate of the Committee was expanded to include matters on sustainability such as:

182011/2012

GOVERNANCE REPORT

Financial Status:The company’s financial status continues to be healthy, and the position of WPBTS remains favourable in terms of maintaining an excellent, sustainable transfusion service. The accumulated surplus will be required by the Service over the next 2-5 years to fund capital acquisitions (particularly laboratory platforms) and building expansion. The Board takes final responsibility for approving the annual budget plan, price increases and salary increases.

Sustainability:In accordance with the Vision and Mission of the organisation, WPBTS must be sustainable in terms of its resources by minimising material waste and nurturing broader human resources, (including donors and patients).

Sustainability encompasses various facets, all of which are not necessarily obvious. In my opinion good corporate governance and ethical values are the cornerstones of a sustainable business.

Add thereto a fit business model with a long term investment philosophy and proven transformation actions and it should be possible to hand a sustainable entity down to the next generation.

Social and Ethics Committee:CompositionThe committee comprises of three non-executive directors and the two executive directors. After the reporting year, but prior to finalisation of this report, the Social and Ethics Committee was formally established in May 2012.

Mandate and responsibilitiesThe Social and Ethics Committee will guide further improvements under the broad headings of:

• Social and economic development.

• Good corporate citizenship.

• The environment, health and public safety, and impact of activities.

• Consumer relationships.

• Labour and employment practices.

• WPBTS requires an internal ethics approval forum for research protocols; and requests for blood samples and product samples for third parties.

Prior to the establishment of the S&E committee, the Service has for many years supported various organisations.

19Future developments:WPBTS has actively participated in the development of a National Blood Policy and remains committed to a comprehensive national blood programme. We take seriously our corporate citizenship in South Africa and continue to strive to be one of the best medium-sized blood services in the world; particularly in terms of service delivery, value and the use of appropriate technologies.

“I would like to thank my co-Board members, Dr Arthur Bird, Dr Greg Bellairs and their management team, who are leading the company with vision, integrity and courage.”

2011/2012


-Paul Slack

Chairman of the Board

Director’s meeting attendance and remuneration:

Remune-ration &

Nominations

N/A

N/A

N/A

0/0

0/0

0/0

0/0

N/A

N/A

N/A

0/0

0/0

N/A

Name

Non-executive directors

Deon Bosman

Mervyn Burton

Fatiema Essop

Brian Figaji

Peter Morris - resigned

Nazir Parker

Clive Prior

Roger Ramsbottom

Paul Slack

Elmin Steyn

Executive directors

Greg Bellairs

Arthur Bird

Management director

Imtiaz Kaprey

Board

4/4

2/4

3/4

1/4

0/4

3/4

2/4

4/4

4/4

4/4

4/4

4/4

4/4

Audit

N/A

N/A

N/A

N/A

N/A

1/2

N/A

2/2

1/2

N/A

2/2

2/2

2/2

IT Steering

N/A

N/A

N/A

N/A

N/A

N/A

1/1

N/A

1/1

N/A

1/1

1/1

N/A

Risk &Governance

0/0

N/A

0/0

N/A

N/A

0/0

N/A

N/A

N/A

0/0

0/0

0/0

N/A

Remu-neration

R10 163

R5 154

R8 552

R5 330

R1 878

R10 492

R7 447

R11 729

R12 633

R10 163

R1 347 775

R1 693 360

R696 135

One donation can potentially save more than three lives. 20

TEAMWORK

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22(Period of reporting: 1 April 2011 to 31 March 2012)

2011/2012

FACTS & FIGURES

Number of first time donors

Number of donors who donated including new donors

New clinics initiated

Donation frequency of donors

2010/2011

15 148

65 960

43

2.5 donations

2011/2012

17 629

69 372

46

2.2 donations

Cape Peninsula

95 360 98450

Paarl

21 535 21 039

Worcester

15 808 16 047

George

11 688 10 725

Donations registered at clinics:

2010/2011:

144 391

2011/2012:

146 261

2010/2011 2011/2012

2010/2011 2011/2012 2010/2011 2011/2012

2010/2011 2011/2012

2010/2011

86

181

2400

2010/2011

67

3

37

76

23 2011/2012

FACTS & FIGURES (continued)

Hepatitis B

Hepatitis C

HIV

Syphilis

2011/2012

96

7

51

86

Confirmed positive test results:

Autologous

Designated

Therapeutic

2011/2012

92

89

2085

Specialised donor services information:

Total units tested:

2010/2011

Apr

May

Jun

Jul

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

12 862

10 071

12 942

12 121

11 270

10 432

13 358

10 647

12 235

11 226

12 308

12 093

2011/2012

Apr

May

Jun

Jul

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

11 093

10 788

11 560

12 662

11 274

12 482

12 571

12 158

12 881

11 125

13 192

11 824

Adult apheresis platelets

Infant apheresis platelets

Number of apheresis platelets issued for this period: 2010/2011

3 361

1 162

2011/2012

3 575

928

Note 1: The total units indicate all donations tested through the analyser. This includes cell separation and autologous.

Red cell concentrates (RBC)

Platelets (PLC)

Fresh frozen plasma (FFP)

Whole blood (WB)

Emergency blood

After hours requests (AHRS)

2010/2011

104 744

8 116

22 765

269

6 644

48 384

2011/2012

107 532

4 103

19 880

287

6 370

47 045

Head Office Blood Bank information - issued products:

Note 1: PLC includes both infant and adult platelets.Note 2: FFP includes both infant and adult fresh frozen plasma.Note 3: Emergency blood includes blood issued by Stock Control, as well as those issued from the Blood Banks.

242011/2012

FACTS & FIGURES

Allergic (occurrence of an itchy rash / hives following a transfusion)

Febrile(rise in temperature accompanied by a rapid pulse and an increase in blood pressure)

Haemolytic (delayed)(the lysis of red cells following an incompatible transfusion)

Combined(symptoms of both allergic and febrile occur concomitantly)

Hypotensive(when the blood pressure drops immediately after a transfusion)

Misdirected transfusion (incorrect blood component transfused)

Anaphylactic(a very severe allergic reaction)

Reaction due to underlying disorder(patient has symptoms in keeping with their illness, not due to the transfusion)

TACO(transfusion associated circulatory overload)

Adverse transfusion reactions:2011/2012

193 of which

81

54

1

19

5

2

13

17

1

2010/2011

203 of which

93

50

1

17

1

3

7

31

0

25 2011/2012

FACTS & FIGURES (continued)

Equity figures:Once again we monitored and met our equity targets, which form part of our key performance measurement criteria for the awarding of a performance bonus at WPBTS.

The actual targets set are regularly reviewed and improved upon and our performance in relationship to this is communicated quarterly to all employees. Currently, 75% of our permanent staff come from the ‘black’ designated group, while 60% of our staff are females.

SANAS Accreditation status

Technilaw Health and Safety

Quality and safety: 2010/2011

Full

5 star grading

2011/2012

Full

5 star grading

Regional Blood Bank information - issued products:

Red cell concentrates (RBC)

Platelets (PLC)

Fresh frozen plasma (FFP)

Whole blood (WB)

Emergency blood

After hours requests (AHRS)

2011/2012

19 292

693

3 327

2

885

4 789

Note 1: The above includes the totals of each regional office - Paarl, Worcester and George.

African / Black

Coloured

Indian / Asian

White

2011/2012

15.0%

59.5%

0.8%

24.7%

Western Cape

28.3%

55.6%

0.4%

15.8%

WPBTS racial profile compared with Western Cape demographics:

2010/2011

15.4%

58.5%

1.2%

24.9%

2011/2012

13 701

5 333

23 791

Stabilised serum

Factor VIII

Albumin units

2010/2011

4 236

5 185

11 957

Fractionation units supplied:

Resignations

New appointments

Human Resources:

2011/2012

26

33

2010/2011

26

30

Blood is mostly transfused in its main constituent parts: plasma,

platelets & red cells. 26

PROFESSIONAL

PRO

FESSION

AL

profess

ionalprofessionalional

PROFESSIONAL

professional

PROFESSIONAL

professionalSSIONAL

PROFESSIONAL

2011/2012

ANNUAL FINANCIAL

STATEMENTS 28

Mr P Slack (CHAIRMAN) Dr G Bellairs (DIRECTOR)

WESTERN PROVINCE BLOOD TRANSFUSION SERVICE | (Registration Number 1943/016692/08) Non-Profit Company Incorporated in Terms of the South African Companies Act 71 of 2008

Annual Financial Statements at March 31, 2012Approval of Annual Financial Statements:The annual financial statements set out on pages 28 to 58 were approved by the board of directors on August 27, 2012 and are signed on its behalf by:

Report on the Financial Statements:We have audited the annual financial statements of Western Province Blood Transfusion Service set out on pages 33 to 58, which comprise the statement of financial position at March 31 2012, and the statement of comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, and the notes, comprising a summary of significant accounting policies and other explanatory information.

Directors’ responsibility for the Financial Statements:The Service’s directors are responsible for the preparation and fair presentation of these financial statements in accordance with International Financial Reporting Standards and the requirements of the Companies Act of South Africa, and for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s responsibility:Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance whether the financial statements are free from material misstatement.

Independent auditors’ report to the committee members of: Western Province Blood Transfusion Service | (Registration Number 1943/016692/08)Non-Profit Company Incorporated in Terms of the South African Companies Act 71 of 2008

29 2011/2012

INDEPENDENT AUDITORS’ REPORT

302011/2012

INDEPENDENT AUDITORS’ REPORT

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the directors, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Opinion:In our opinion, the financial statements present fairly, in all material respects, the financial position of the Service as at March 31 2012, and its financial performance and cash flows for the year then ended in accordance with International Financial Reporting Standards and the requirements of the Companies Act of South Africa.

Other reports required by the Companies Act:As part of our audit of the financial statements for the year ended March 31 2012, we have read the directors’ report for the purpose of identifying whether there are material inconsistencies between this report and the audited financial statements. This report is the responsibility of the preparer. Based on reading this report we have not identified material inconsistencies between this report and the audited financial statements. However, we have not audited this report.

Ernst & Young Inc.Director: Abdul Majid Cader | Registered Auditor | Chartered Accountant (SA) | August 27, 2012Address: 35 Lower Long Street, Cape Town, 8001, South Africa

Directors and secretary:Particulars of the present directors and secretary are given on page 3.

Employment equity:The employment equity plan was originally developed in consultation with Protusa and is currently being monitored in consultation with PSA, the Union which now represents the majority of the workforce.

The action over the past three years has focused on maintaining or improving the ratios which have been achieved.

As at October 1 2011, the date of the last employment equity submission, the Service employed 494 permanent and 63 casual/temporary employees. As at the date of the last submission, 75% of permanent employees are from the black designated group and 60% are female. Of the 18 employees in management, 44% are from the black designated group and 50% are female.

Events subsequent to the year end:The CEO, Dr Arthur Bird, retired on May 31, 2012 and Dr GRM Bellairs was appointed as CEO/Medical Director effective June 01, 2012.

Ms. Nicky du Toit (executive director) was appointed as a director of the Service on May 1, 2012.

31 2011/2012

DIRECTORS’ REPORT FOR THE YEAR ENDED MARCH 31, 2012

Business and operations:The principal activity of the Western Province Blood Transfusion Service is the collection, testing, processing and distribution of blood and certain of its derivatives.

Corporate Structure:Western Province Blood Transfusion Service is an association not for gain incorporated in 1943 in terms of Section 21 of the previous Companies Act, 1973. The company continues to exist and in terms of Schedule Transitional Arrangement of the Companies Act, 2008, the company is deemed to have been incorporated and registered under Section 8 of the said act as a non-profit company, with at least one of its objects being a public benefit; or cultural or social activities, or communal or group interests.

Results for the year:The results of operations for the year are set out in the attached income statement which reflects a surplus of R17 150 191 for the year ended March 31 2012 (2011: R10 649 445).

Capital Commitments:In keeping with the Western Province Blood Transfusion Service’s mission statement, the company continues investing in technical equipment to maintain its standards. Expected total capital expenditure for the next year is R19,6 million.

No other event or circumstance has occurred since the year end which has a significant impact on these financial statements.

National Blood Transfusion Licence:Section 53 of the National Health Act was signed by the Office of the Presidency in June 2009. The Act makes provision for a single licence, for a single blood transfusion service inSouth Africa. Draft regulations for blood and blood products were published for comment during 2011.

SANBS, NBI and WPBTS submitted recommendations in June 2011.

The regulations published in early 2012 did not include several of our recommendations, and a response was subsequently sent to Dr Yogan Pillay of the National Department of Health. Official feedback is awaited.

Legal opinion remains that the Act cannot be currently enforced, and that WPBTS is currently operating legally based on existing licensing under the Human Tissues Act.

WPBTS continues to cooperate with SANBS and the National Department of Health and remains committed to a solution that best serves regional and national blood transfusion requirements.

322011/2012

DIRECTORS’ REPORT FOR THE YEAR ENDED MARCH 31, 2012

33 2011/2012

STATEMENT OF FINANCIAL POSITION 9 STATEMENT OF FINANCIAL POSITION AT MARCH 31 2012

Note 2012 R

2011 R

ASSETS

Non-current assets

Property, plant and equipment 7 83 071 637 79 293 244

Current assets

Inventory Trade and other receivables Cash and cash equivalents

8 9 10

34 944 798 25 314 413 46 995 773

28 371 153 24 601 866 35 001 541

107 254 984 87 974 560

Total assets 190 326 621 167 267 804

EQUITY AND LIABILITIES

Accumulated funds Revaluation reserve Non-distributable reserve Product liability reserve

11 12 13

108 017 568 33 888 112 1 352 353 5 000 000

90 905 329 33 888 112 1 314 401 5 000 000

148 258 033 131 107 842

Non-current liabilities

Post-retirement medical benefits 20 1 708 000 1 467 000

Current liabilities

Trade and other payables Provisions

14 15

22 255 305 18 105 283

19 326 341 15 366 621

40 360 588 34 692 962

Total equity and liabilities 190 326 621 167 267 804

342011/2012

STATEMENT OF COMPREHENSIVE INCOME

9 STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED MARCH 31 2012

Note

2012 R

2011 R

REVENUE 2 236 360 688 218 414 660

INCOME 239 331 861 219 609 384

Turnover Interest received - bank deposits - amortisation of debtors Net surplus and scrapping on disposal of property, plant and equipment Realised gains on foreign exchange Realised gains derivative financial instruments Unrealised gains on foreign exchange Sundry income Professional Development Fund Income Grant income

2

1.9 1.9

12 3

232 144 986 1 951 730 2 263 972

287 645

5 544 1 822 125

309 651 251 342 73 895

220 971

214 385 981 1 312 803 2 715 876

-

334 099 -

131 287 401 981 79 677

247 680

EXPENSES 222 181 670 208 959 939

Personnel Collection Testing Product costs Administration Net loss and scrapping on disposal of property, plant and equipment Realised losses on foreign exchange Realised losses on derivative financial instruments Finance costs Penalties Repairs and maintenance Depreciation Professional Development Fund Expense

4 5

1.9 1.9 16 7 12

116 648 226 20 485 144 28 783 436 23 876 057 17 640 793

-

870 688 -

52 256 16 226

6 749 403 7 023 498

35 943

105 309 540 19 428 748 27 388 689 26 025 197 15 380 432

73 269 6 123

1 542 438 14 625

- 6 430 388 7 268 491

91 999

SURPLUS FOR THE YEAR 17 150 191 10 649 445

OTHER COMPREHENSIVE INCOME - -

Transfer to non-distributable reserve Transfer from retained earnings

37 952 (37 952)

(12 322) 12 322

TOTAL COMPREHENSIVE INCOME 17 150 191 10 649 445

35 2011/2012

STATEMENT OF CHANGES IN EQUITY11

Note

Non-distributable

reserve R

Revaluation

reserve R

Product liability reserve

R

Accumulated

funds R

Total R

Balance at March 31 2010 1 326 723 33 888 112 - 85 243 562 120 458 397

Net surplus for the year - - - 10 649 445 10 649 445

Other comprehensive income

12 (12 322) - - 12 322 -

Transfer to product liability reserve

-

-

5 000 000

(5 000 000)

-

Balance at March 31 2011 1 314 401 33 888 112 5 000 000 90 905 329 131 107 842

Net surplus for the year - - - 17 150 191 17 150 191

Other comprehensive income

12 37 952 - - (37 952) -

Balance at March 31 2012 1 352 353 33 888 112 5 000 000 108 017 568 148 258 033

362011/2012

STATEMENT OF CASH FLOWS 9 STATEMENT OF CASH FLOWS FOR THE YEAR ENDED MARCH 31 2012

Note 2012 R

2011 R

Cash flows from operating activities

Cash generated by operations Interest received Working capital movements

(i)

(ii)

22 702 260 4 215 702

(4 357 228)

17 427 114 4 028 679 7 542 019

Cash generated by operating activities Finance costs

22 560 734 (52 256)

28 997 812 (14 625)

Net cash inflow from operating activities 22 508 478 28 983 187

Cash flows from investing activities

Acquisition of property, plant and equipment Proceeds on disposal of property, plant and equipment

(iii) (iv)

(11 616 534) 1 102 288

(4 227 356) 258 871

Net cash outflow from investing activities (10 514 246) (3 968 485)

Net movement in cash and cash equivalents for the year Cash and cash equivalents at beginning of year

(v)

11 994 232 35 001 541

25 014 702 9 986 839

Cash and cash equivalents at end of year (v) 46 995 773 35 001 541

37 2011/2012

NOTES TO THE STATEMENTOF CASH FLOWS

8 WESTERN PROVINCE BLOOD TRANSFUSION SERVICE

Non-Profit Company Incorporated in Terms of the South African Companies Act 71 of 2008 (Registration Number 1943/016692/08) NOTES TO THE STATEMENT OF CASH FLOWS FOR THE YEAR ENDED MARCH 31 2012

2012 R

2011 R

(i) Cash generated by operations

Surplus for the year Adjustment for: Finance costs Depreciation Post retirement medical benefits (Surplus)/loss on disposal of property, plant and equipment Interest received Movement in provisions

17 150 191

52 256 7 023 498

241 000 (287 645)

(4 215 702) 2 738 662

10 649 445

14 625 7 268 491

408 000 73 269

(4 028 679) 3 041 963

22 702 260 17 427 114

(ii) Working capital movements

Inventory Trade and other receivables Trade and other payables

(6 573 645) (712 547)

2 928 964

(2 921 017) 11 462 998

(999 962)

(4 357 228) 7 542 019

(iii) Acquisition of property, plant and equipment

Land and buildings Technical equipment Office furniture and equipment Motor vehicles

18 654 3 290 307 1 234 603 7 072 970

- 1 784 252

835 488 1 607 616

11 616 534 4 227 356

(iv) Proceeds on disposal of property, plant and equipment

Book value of assets disposed of Surplus/(Loss) on disposal

814 643 287 645

332 140 (73 269)

1 102 288 258 871

(v) Cash and cash equivalents comprise

Cash at bank and on hand 46 995 773 35 001 541

382011/2012

NOTES TO THE FINANCIAL STATEMENTS

1.Accounting policies:1.1.Basis of preparation:For all periods up to and including March 31 2011 the financial statements are prepared in accordance with South African Statements of Generally Accepted Accounting Practice. The financial statements for the year ended March 31 2012 are the first financial statements prepared in accordance with International Financial Reporting Standards (“IFRS”). There has been no impact on the reported financial position, total comprehensive income or cash flows as a result of the transition, except for disclosure changes.

The company’s presentation currency is South African Rands.

1.2.Property, plant and equipment:Plant and equipment are stated at cost and are depreciated on a straight line basis at rates considered appropriate to write down each asset to its estimated residual value over the term of its expected useful life at the following rates:

Plant: 2% - 10% per annumTechnical equipment: 2,5% - 33,33% per annumMotor vehicles: • Administration: 16,67% – 25% with 20% residual value • Service 16.67% with 10% residual valueOffice furniture and equipment: 4% - 33,33% per annum

Owner-occupied property is stated at revalued amount and is depreciated on the straight line basis at rates considered appropriate to write down each asset to its estimated residual value over the term of its expected useful life. Property is revalued externally on the net replacement basis every three years at open market value. Any surplus on valuation, in excess of net book value, is transferred directly to a revaluation reserve. Deficits on revaluation are charged directly against the non-distributable reserve only to the extent that the decrease does not exceed the amount held in the non-distributable reserve in respect of that same asset. Any balance on the revaluation reserve relating to disposed property is transferred to accumulated funds.

Buildings are depreciated at 2%. Land is not depreciated.

Surpluses and losses on disposal of property, plant and equipment are recorded in the statement of comprehensive income.

The carrying values of property, plant and equipment are reviewed for impairment when events or changes in circumstances indicate the carrying value may not be recoverable. If any such indication exists and where the carrying values exceed the estimated recoverable amount, the assets or cash-generating units are written down to their recoverable amount. The recoverable amount of property, plant and equipment is the greater of net selling price and value in use.

39 2011/2012

NOTES TO THE FINANCIAL STATEMENTS (continued)

The estimated useful lives, residual values and depreciation methods are reviewed at each year end with the effect of any changes in estimate accounted for on a prospective basis.

1.3 Inventory:Raw materials and consumables are valued at the lower of cost or net realisable value.

Work in progress is valued at raw material cost plus an appropriate proportion of direct labour and production overhead expense incurred. Where appropriate, the directors make provision for quarantined items.

Finished products are valued at raw material cost plus direct labour and production overhead expense incurred, less where appropriate an amount to reduce the value to net realisable value.

Cost is determined on the first in- first out cost basis.

1.4 Provisions:Provisions are recognised where the Service has a present legal or constructive obligation as a result of a past event, a reliable estimate of the obligation can be made and it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation.

1.5 Revenue recognition:Revenue is measured at the fair value of the consideration received or receivable and represents the amounts receivable for goods and services provided in the normal course of business, net of trade discounts and volume rebates, and value added tax.

Sales of goods

Revenue from the sale of goods is recognised when all the following conditions have been satisfied:

• the Service has transferred to the buyer the significant risks and rewards of ownership of the goods;

• the Service retains neither continuing managerial involvement to the degree usually associated with ownership nor effective control over the goods sold;

• it is probable that the economic benefits associated with the transaction will flow to the Service; and

• the costs incurred or to be incurred in respect of the transaction can be measured reliably.

Finance income

Interest is recognised, in profit or loss, using the effective interest rate method.

402011/2012


The cost of provided benefits under the plan is determined using the projected unit credit valuation method. Actuarial gains and losses are recognised immediately and are taken directly to the income statement in the year in which they arose. Any curtailment benefits or settlement amounts are recognised against income as incurred.

1.7 Significant accounting judgements and estimates:Judgements

In the process of applying the Service accounting policies, management has made the following judgements, apart from those involving estimations, which have the most significant effect on the amounts recognised in the financial statements.

Depreciation rates

Property, plant and equipment are depreciated on a straight line basis over the expected useful lives of the various classes of assets,

after taking into account residual values.

Estimation uncertainty

The key assumptions concerning the future and other key sources of estimation uncertainty at the reporting date, that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below.

Project specific funding including Grant income

Project specific funding including Grant income is recognised on receipt or when the Service becomes entitled to it.

These funds are received for specific purposes and require WPBTS to comply with specific conditions attached to the funding.

1.6 Retirement benefits:Defined contribution and benefit plansThe Service provides retirement benefits for its employees through a defined contribution and defined benefit plan.

Contributions by the Service to the defined contribution and defined benefit plans are recognised as an expense in the year in which the related services are rendered by employees.

The defined benefit plan is valued actuarially at an interval of not more than three years.

Post retirement medical benefits

The cost arising in respect of post-retirement medical aid benefits is charged to income as incurred. The Service has an obligation to provide certain post-retirement medical aid benefits to certain employees and pensioners.

The present value of future medical aid subsidies for past service is actuarially determined in accordance with IAS 19 – Employee benefits.

411.8 Impairment of non financial assets:The carrying value of the company’s assets is reviewed at each statement of financial position date to determine whether there is any indication of impairment. If any such indication exists, the asset’s recoverable amount is estimated. The recoverable amount is the greater of the net selling price and the value in use. An impairment loss is recognised whenever the carrying amount of an asset or its cash-generating unit exceeds its recoverable amount. Impairment losses are recognised in the statement of comprehensive income.

1.9 Financial instruments:Classification

The company classifies financial assets and financial liabilities into the following categories:

• Financial assets at fair value through profit or loss• Loans and receivables

Classification depends on the purpose for which the financial instruments were obtained/incurred and takes place at initial recognition.

Impairment of financial assetsAt each reporting date the company assesses all financial assets, other than those at fair value through profit or loss, to determine whether there is objective evidence that a financial asset or group of financial assets has been impaired.

2011/2012


For amounts due to the company, significant difficulties of the debtor, probability that the debtor will enter bankruptcy and default of payments are all considered indicatorsof impairment.

In the case of equity securities classified as available-for-sale, a significant or prolonged decline in the fair value of the security below its cost is considered an indicator of impairment. If any such evidence exists for available-for-sale financial assets, the cumulative loss – measured as the difference between the acquisition cost and current fair value, less any impairment loss on that financial asset previously recognised in profit or loss – is removed from equity as a reclassification adjustment to other comprehensive income and recgonised in the statement of comprehensive income.

Impairment losses are recognised in the statement of comprehensive income.Impairment losses are reversed when an increase in the financial asset’s recoverable amount can be related objectively to an event occurring after the impairment was recognised, subject to the restriction that

the carrying amount of the financial asset at the date that the impairment is reversed shall not exceed what the carrying amount would have been had the impairment not been recognised.

Reversals of impairment losses are recognised in the statement of comprehensive income.

422011/2012


Financial assets other than those at fair value through profit and loss are assessed for indicators of impairment at each statement of financial position date. Financial assets are impaired where there is objective evidence that, as a result of one or more events that occurred after the initial recognition of the financial asset, the estimated future cash flows of the investment have been impacted.

For all financial assets evidence of impairment could include:

• significant financial difficulty of the issue or counterparty; or• default or delinquency in interest or principal payments; or• it becoming probable that the borrower will enter bankruptcy or financial re-organisation.

For certain categories of financial assets, such as trade receivables, assets that are assessed not to be impaired individually are subsequently assessed for impairment on a collective basis. Objective evidence of impairment for a portfolio of receivables could include the company’s past experience of collecting payments, an increase in the number of delayed payments in the portfolio past the average credit year, as well as observable changes in national or local economic conditions that correlate with default on receivables.

For financial assets carried at amortised cost, the amount of the impairment is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the financial asset’s original effective interest rate. The carrying amount of the financial asset is reduced by the impairment loss directly for all financial assets with the exception of trade receivables, where the carrying amount is reduced through the use of an allowance account.

When a trade receivable is considered uncollectable, it is written off against the allowance account. Subsequent recoveries of amounts previously written off are credited against the allowance account. Changes in the carrying amount of the allowance account are recognised in the statement of comprehensive income.

Derecognition

The company derecognises a financial asset only when the contractual rights to the cash flows from the asset expire, or it transfers the financial asset and substantially all the risks and rewards of ownership of the asset to another entity.

If the company neither transfers nor retains substantially all the risks and rewards of ownership and continues to control the transferred asset, the company recognises its retained interest in the asset and an associated liability for amounts it may have to pay.

432011/2012


If the company retains substantially all the risks and rewards of ownership of a transferred financial asset, the company continues to recognise the financial asset and also recognises a collateralised borrowing for the proceeds received.

Subsequent to initial recognition, financial instruments are measured as follows:

• Trade and other receivables

Trade and other receivables are recognised

and carried at amortised cost using the effective interest rate method less an allowance for impairment. Provision is made when there is objective evidence that the Service will not be able to collect the debts. The amounts of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial asset’s original effective interest rate. Bad debts are recognised in profit or loss when identified.

• Cash and cash equivalents

Bank balances and cash in the statement of financial position comprise cash at banks and on hand and short term deposits with an original maturity of three months or less. For the purposes of the cash flow statement, bank balances and cash consists of cash and cash equivalents as defined above.

• Trade and other payables

After initial recognition, trade payables are subsequently measured at amortised cost using the effective interest rate method. Gains and losses are recognised in profit and loss when the liabilities are derecognised as well as through the amortisation process.

• Foreign currency transactions

A foreign currency transaction is recorded, on initial recognition in Rands, by applying to the foreign currency amount the spot exchange rate between currency and the foreign currency at the date of the transaction.

At each reporting date:

• Foreign currency monetary items are translated using the closing rate.• Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rate at the date of the transaction; and• Non-monetary items that are measured at fair value in a foreign currency are translated using the exchange rate at the date when the fair value was determined.

Exchange differences arising on the settlement of monetary items or on translating monetary items at rates different from those at which they were translated on initial recognition during the period or in previous annual financial statements are recognised in profit or loss in the period in which they arise.

442011/2012


1.10 Translation of foreign currencies:Cash flows arising from transactions in a foreign currency are recorded in Rands by applying to the foreign currency amount the exchange rate between the Rand and the foreign currency at the date of the cash flow.

Exchange gains/losses on derivative financial instruments represent the difference between what the Service would have paid for foreign currency at spot rates versus the exchange rates contracted for using Forward Exchange Contracts (FEC’s).

1.11 New Standards and Interpretations:1.11.1 Standards and interpretations effective and adopted in the current year

In the current year, the company has adopted the following standards and interpretations that are effective for the current financial year and that are relevant to its operations:

2012 Annual Improvements Project: Amendments to IAS 1 Presentation of Financial Statements

The amendment now requires that an entity must present, either in the statement of changes in equity or in the notes, an analysis of other comprehensive income by item.

The effective date of the amendment is for years beginning on or after 1 January 2012.

The company has adopted the amendment for the first time in the 2012 annual financial statements.

The impact of the amendment is not material.

2012 Annual Improvements Project: Amendments to IFRS 7 Financial Instruments: Disclosures

Additional clarification is provided on the requirements for risk disclosures.

The effective date of the amendment is for years beginning on or after 1 January 2012.

The company has adopted the amendment for the first time in the 2012 annual financial statements.

The impact of the amendment is not material.

1.11.2. Standards and Interpretations not yet effective

The company has chosen not to early adopt the following standards and interpretations, which have been published and are mandatory for the company’s accounting periods beginning on or after 1 April 2012 or later periods.

IAS 1 Presentation of Financial Statements

The amendment now requires items of other comprehensive income to be presented as:

• Those which will be reclassified to profit or loss./• Those which will not be reclassified to profit or loss.

452011/2012


The related tax disclosures are also required to follow the presentation allocation.

In addition, the amendment changed the name of the statement of comprehensive income to the statement of profit or loss and other comprehensive income.

The effective date of the amendment is for years beginning on or after 1 July 2012.

The company expected to adopt the amendment for the first time in the 2013 annual financial statements.

It is unlikely that the amendment will have a material impact on the company’s annual financial statements.

IFRS 7 Financial instruments: Disclosures – Enhanced Derecognition Disclosure Requirements

The amendment requires additional disclosure about financial assets that have been transferred but not derecognised to enable the user of the company’s financial statements to understand the relationship with those assets that have not been derecognised and their associated liabilities. In addition, the amendment requires disclosures about continuing involvement in derecognised assets to enable the user to evaluate the nature of, and risks associated with, the entity’s continuing involvement in those derecognised assets.

The effective date of the standard is for years beginning in the 2013 annual financial statements.


IFRS 9 Financial Instruments: Classification and Measurement

IFRS 9 as issued reflects the first phase of the IASBs work on the replacement of IAS 39 and applies to classification and measurement of financial assets and financial liabilities as defined in IAS 39.

The effective date of the standard is for years beginning on or after 1 January 2013.

The company expects to adopt the standard for the first time in the 2014 annual financial statements.


IAS 19 Amendment

The amendment reflects changes in definitions and the removal of the corridor approach.

The effective date for the standard is for years beginning on or after 1 January 2013.

The company expects to adopt the standard for the first time in the 2014 annual financial statements.


469 NOTES TO THE FINANCIAL STATEMENTS AT MARCH 31 2012 (CONTINUED)

2012 R

2011 R

2 REVENUE

Turnover 232 144 986 214 385 981

Interest received - bank deposits - amortisation of debtors

1 951 730 2 263 972

1 312 803 2 715 876

236 360 688 218 414 660

Turnover, which is stated net of value added tax, represents amounts invoiced to third parties. It is attributable to the collection, processing and distribution of blood and certain of its derivatives.

The amortised cost of trade and other receivables is measured at initial recognition minus the cumulative amortisation using the effective interest rate method. The effective interest rate discounts estimated future cash receipts through the expected life of the financial asset. The finance income effect of applying the effective interest rate method amounts to R2 263 972 (2011: R2 715 876).

3 PROJECT SPECIFIC FUNDING INCLUDING GRANT INCOME

Grant income

Grant income from the Health and Welfare SETA (HWSETA) is received for the purpose of skills development and training and is recognised on receipt.

2012 R

2011 R

4 PERSONNEL COSTS

Personnel costs include:

Staff costs

- salaries and wages - contributions to retirement funds - contributions to medical aids - bonuses

85 483 550 9 742 892 7 318 786 5 783 998

78 618 333 9 027 531 6 509 166 4 256 007

Directors’ emoluments

- non-executive directors’ fees - salaries - contributions to retirement funds - medical aid contributions - bonuses

83 841 3 168 240

360 018 92 345

116 667

116 750 2 885 092

336 393 85 527

164 533

Included in personnel costs above is the post retirement medical benefit expense (see note 20 for further information)

Average number of employees

482

481

2011/2012


47 14 NOTES TO THE FINANCIAL STATEMENTS AT MARCH 31 2012 (CONTINUED)

2012 R

2011 R

5 ADMINISTRATION EXPENSES

Administration expenses include:

Auditor’s remuneration 474 967 554 633

- audit fee provision - underprovision previous year

444 000 30 967

420 000 134 633

Other Rent - buildings - equipment

916

389 442 589 598

4 346

277 705 514 445

6 COST OF SALES

Cost of inventories sold 190 109 177 179 145 165

Cost of sales includes the historical costs of inventory expensed during the year.

7 PROPERTY, PLANT AND EQUIPMENT

2012

(At valuation) Land and buildings

R

Technical equipment

R

Office furniture and equipment

R

Motor

vehicles R

Total R

Beginning of year - Cost - Accumulated depreciation

45 806 837

(214 348)

41 902 651

(17 342 835)

6 420 856

(3 287 150)

12 975 602 (6 968 369)

107 105 946 (27 812 702)

- Net book value 45 592 489 24 559 816 3 133 706 6 007 233 79 293 244

Current year movements - Additions - Disposals at net book value - Depreciation

18 654

- (31 748)

3 290 307

(54 263) (4 200 545)

1 234 603

(25 345) (779 491)

7 072 970 (735 035)

(2 011 714)

11 616 534

(814 643) (7 023 498)

Balance at end of year 45 579 395 23 595 315 3 563 473 10 333 454 83 071 637

Made up as follows: - Cost - Accumulated depreciation

45 825 491

(246 096)

44 629 458

(21 034 143)

7 220 355

(3 656 882)

16 417 568 (6 084 114)

114 092 872 (31 021 235)

- Net book value 45 579 395 23 595 315 3 563 473 10 333 454 83 071 637

The estimated remaining useful lives of assets were re-evaluated during the financial year. This was done to more accurately reflect the pattern of economic consumption of the assets being used by the organisation.

This change in accounting estimate resulted in a decrease in depreciation amounting to R336 843.

2011/2012



7 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

2011

(At valuation) Land and buildings

R

Technical equipment

R

Office furniture and equipment

R

Motor

vehicles R

Total R

Beginning of year - Cost - Accumulated depreciation

45 806 837

(182 631)

40 418 847

(13 510 531)

6 028 687

(2 922 687)

12 122 350 (5 094 353)

104 376 721 (21 710 202)

- Net book value 45 624 206 26 908 316 3 106 000 7 027 997 82 666 519

Current year movements - Additions - Disposals at net book value - Depreciation

- -

(31 717)

1 784 252

(58 906) (4 073 846)

835 488 (18 489)

(789 293)

1 607 616 (254 745)

(2 373 635)

4 227 356 (332 140)

(7 268 491)

Balance at end of year 45 592 489 24 559 816 3 133 706 6 007 233 79 293 244

Made up as follows: - Cost - Accumulated depreciation

45 806 837

(214 348)

41 902 651

(17 342 835)

6 420 856

(3 287 150)

12 975 602 (6 968 369)

107 105 946 (27 812 702)

- Net book value 45 592 489 24 559 816 3 133 706 6 007 233 79 293 244

Land and buildings consist of:

(i) Beaconvale

A factory situated at Connaught Road, Beaconvale, Parow, erected on freehold erven 12364, 12365 and 12367 (in extent 3173 square metres) in the Municipality of Parow, acquired on May 29 1986, under Deed of Transfer No T20026/86.

(ii) Pinelands

An office block situated in Old Mill Road, Pinelands, erected on remainder of freehold erf 24179, Cape Town at Maitland (in extent 1,3701 hectares) in the Municipality of Pinelands, acquired on July 14 1988, under Deed of Transfer No T39826/88.

(iii) Paarl

An office building situated at 263 Main Road, Paarl, erected on remainder of freehold erf 15375 (in extent 1193 square metres) in the Municipality of Paarl, acquired on August 12 1992, under Deed of Transfer No T50274/92.

(iv) George

An office building situated at Courtenay Street, George, Sections 4,9,10 and 11 of Sectional Plan No 55217/93 of Medical Centre (in extent 354 square metres) in the Municipality of George, acquired on June 28 1993, under Deed of Transfer No T10014/93.

(v) Worcester

An office building situated at 26 Napier Street, Worcester, erected on freehold Erf 4326, Worcester (in extent 1736 square metres) in the Municipality and Division of Worcester, acquired on June 10 1994, under Deed of Transfer No T38986/94.

482011/2012


49 9

NOTES TO THE FINANCIAL STATEMENTS AT MARCH 31 2012 (CONTINUED) 7 PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

The cost of the properties comprises:

Acquired in

Acquisition

cost

Improvements since

acquisition

Total

Beaconvale Pinelands Paarl George Worcester

May 1986 July 1988 August 1992 June 1993 June 1994

500 000 2 811 236

372 633 160 200 505 697

893 201 4 970 253

348 935 234 979

1 140 245

1 393 201 7 781 489

721 568 395 179

1 645 942

Total cost 4 349 766 7 587 613 11 937 379

Revaluation surplus 33 888 112

Total valuation 45 825 491

2012 R

2011 R

The properties were valued at:

Beaconvale Pinelands Paarl George Worcester

9 530 000 27 380 000 2 670 000 1 900 000 3 480 000

9 530 000 27 380 000 2 670 000 1 900 000 3 480 000

44 960 000 44 960 000

Additions: net of depreciation since valuation date 619 395 632 489

45 579 395 45 592 489

The properties were independently valued on an open market basis, as at March 31 2010, by A R Gibbons, AEI (Zim), FIV (SA), Professional Valuer.

2011/2012


509

NOTES TO THE FINANCIAL STATEMENTS AT MARCH 31 2012 (CONTINUED) 2012

R 2011

R 2010

R 8 INVENTORY Raw materials - Before restatement 10 195 998 7 605 406 5 639 685 - Correction of error - 430 460 741 298 - Restated 10 195 998 8 035 866 6 380 983

Work in progress 10 233 959 8 665 003 4 275 893 Finished goods 7 190 314 5 200 092 7 344 307

Consumables - Before restatement 7 324 527 6 900 652 8 190 251 - Correction of error - (430 460) (741 298) - Restated 7 324 527 6 470 192 7 448 953

34 944 798 28 371 153 25 450 136

Correction of prior period error During the previous year it was discovered that certain raw material stock was classified as consumable

stock. This error has been corrected. Change in accounting policy During the current year the accounting policy to value inventory changed from weighted average cost (WACC) to first-in, first-out (FIFO). The recalculation of the prior year balance has been evaluated and is deemed to not be material to warrant a retrospective adjustment.

2012 R

2011 R

9 TRADE AND OTHER RECEIVABLES Gross trade receivables

Impairment of trade debtors 26 554 750

(4 996 749) 27 383 558

(4 861 754)

Net trade receivables Other receivables Deposits paid to suppliers

21 558 001 398 981

3 357 431

22 521 804 517 028

1 563 034 25 314 413 24 601 866

Movements in the provision for impairment of debtors Opening balance

Charge for the year Amounts written off

4 861 754 782 952

(647 957)

4 018 064 1 330 195 (486 505)

Closing balance 4 996 749 4 861 754

On March 31 2012, the analysis of trade receivables past

due but not impaired is as follows:

Current R

30 days

R

60 days

R

90 days

R

120 days

R

150 plus days

R

Total

R 2012 14 950 003 2 368 185 1 101 103 607 999 352 013 2 178 698 21 558 001 2011 15 045 897 3 025 533 963 590 543 638 211 394 2 731 752 22 521 804

Accounts receivable are interest-free and have payment terms ranging from 30 to 60 days.

2011/2012


51 2011/2012

NOTES TO THE FINANCIAL STATEMENTS (continued) 18

NOTES TO THE FINANCIAL STATEMENTS AT MARCH 31 2012 (CONTINUED)

2012 R

2011 R

10 CASH AND CASH EQUIVALENTS

Cash at bank and on hand 46 995 773 35 001 541

Standard Bank Limited has issued guarantees to the value of R35 000.

11 REVALUATION RESERVE

Revaluation surplus on property 33 888 112 33 888 112

12 NON-DISTRIBUTABLE RESERVE

Professional development fund surplus 1 352 353 1 314 401

Balance at beginning of period Transfer from retained earnings

1 314 401 37 952

1 326 723 (12 322)

Balance at end of period 1 352 353 1 314 401

The Professional Development Fund was established with surplus funds from hosting the International Society of Blood Transfusion Congress 2006. The essential purpose of the fund is to support staff in post-graduate education and training.

13 PRODUCT LIABILITY RESERVE

The Product Liability Reserve has been established to cover potential uninsurable product liability claims.

5 000 000 5 000 000

14 TRADE AND OTHER PAYABLES

Trade payables Other payables

13 514 393 8 740 912

11 901 566 7 424 775

22 255 305 19 326 341

Trade and other payables are non-interest bearing and are normally settled on 30 day terms.

529


2012 R

2011 R

15 PROVISIONS

Leave pay provision

At April 1 Arising during the year

9 373 396 1 110 163

8 753 137 620 259

At March 31 10 483 559 9 373 396

Salary related accruals

At April 1 Arising during the year Utilised

5 993 225 7 621 724

(5 993 225)

3 571 521 5 993 225

(3 571 521)

At March 31 7 621 724 5 993 225

TOTAL 18 105 283 15 366 621

16 FINANCE COSTS

Interest paid 52 256 14 625

17 TAXATION

No provision has been made for taxation as the income of the Service is exempt in terms of Section 10 (cN) of the Income Tax Act, 1962.

18 COMMITMENTS

18.1 Capital commitments

Commitments in respect of capital expenditure

- contracted for - not contracted for

1 425 000 18 153 641

2 143 426 14 585 481

19 578 641 16 728 907

The expenditure will be financed from cash generated from normal business operations.

2011/2012


53 9


2012 R

2011 R

18 COMMITMENTS (CONTINUED)

18.2 Commitments in respect of operating leases

Due within 1 year

Due within 2 to 5 years

2012

Operating leases 1 261 942 1 124 977

2011

Operating leases 1 311 198 1 971 017

19 CONTINGENT LIABILITIES

As at the reporting date Western Province Blood Transfusion Service has a potential liability to a transfusion recipient who contracted a transfusion transmitted disease, during the window period, from a transfusion received. Western Province Blood Transfusion Service has insurance cover for claims of this nature. The potential liability has been estimated to be R2 235 750 and arose in 2006.

20 RETIREMENT BENEFIT INFORMATION

Defined contribution and benefit plans

The Service continues to contribute to the Western Province Blood Transfusion Service Retirement Fund which is both a defined benefit plan and a defined contribution plan.

The fund is registered under and governed by the Pension Funds Act, 1956 as amended.

All of the Service’s permanent employees belong to the fund.

The latest fund valuation was performed as at December 31 2010.

At December 31 2011, 1 employee belonged to the defined benefit plan who, as of January 1 2012, converted to the defined contribution plan, and 478 employees to the defined contribution plan. In addition 18 members were in receipt of pensions.

Post retirement medical benefits

The Service offers medical aid schemes for the benefit of permanent employees. Members of the defined benefit retirement plan and certain pensioners are entitled to post retirement medical benefits consisting of a subsidy of a portion of the medical aid contributions. At the year-end there was 1 employee and 4 pensioners who were entitled to this benefit.

Full actuarial valuations are performed on an annual basis.

The last actuarial valuation was performed as at March 31 2012, using the projected unit credit valuation method.

Principal actuarial assumptions at the reporting date:

Discount rate 8,50% Health care cost inflation 8,00% Average retirement age 55

2011/2012



20 RETIREMENT BENEFIT INFORMATION (CONTINUED)

The provision for post-retirement health care benefits determined in terms of IAS19 is as follows:

2012 R

2011 R

Funding liability 1 708 000 1 467 000

Reconciliation:

Obligation at the beginning of the year 1 467 000 1 059 000

- current service costs - interest cost - expected benefit payments - actuarial loss /(gain)

19 000 128 000 (90 000) 184 000

9 000 91 000

(94 000) (73 000)

Past service cost* - 475 000

Obligation at the end of the year 1 708 000 1 467 000

* The post employment subsidy policy is that all eligible employees receive a 60% retirement subsidy of medical scheme contributions up to a maximum of R2 812 per month and inflating in line with health care cost inflation each year once the pensioner reaches the maximum.

Post retirement health care benefits expense included in profit and loss is as follows:

- current service costs - interest cost - expected benefit payments - actuarial loss /(gain)

19 000 128 000 (90 000) 184 000

9 000 91 000

(94 000) (73 000)

Past service cost - 475 000

Total expense included in personnel costs 241 000 408 000

21 FINANCIAL INSTRUMENTS AND RISK MANAGEMENT

The Service’s financial instruments can be summarised as follows:

2012 Financial assets

Financial assets at fair value through profit and loss

R

Loans and

receivables R

Non financial assets

R

Total R

Trade and other receivables Cash and cash equivalents

- -

21 956 982 46 995 773

3 357 431 -

25 314 413 46 995 773

2011/2012


55 22 NOTES TO THE FINANCIAL STATEMENTS AT MARCH 31 2012 (CONTINUED)

21 FINANCIAL INSTRUMENTS AND RISK MANAGEMENT (CONTINUED)

The Service’s financial instruments can be summarised as follows:

2012 Financial liabilities

Financial liabilities

measured at amortised cost

R

Financial liabilities at fair value through

profit and loss R

Non financial liabilities

R

Total R

Trade and other payables 20 491 504 - 1 763 801 22 255 305

2011 Financial assets

Financial assets at fair value

through profit and loss

R

Loans and receivables

R

Non

financial assets

R

Total R


- -

23 038 832 35 001 541

1 563 034 -

24 601 866 35 001 541

2011 Financial liabilities


measured at amortised cost

R

Financial liabilities at fair value through

profit and loss R

Non financial liabilities

R

Total R

Trade and other payables 17 921 099 - 1 405 242 19 326 341

21.1 Credit risk management

The Service only deposits cash surpluses with major banks of high quality credit standing.

Trade accounts receivable comprises a widespread customer base. At year end, the Service considered that adequate provision had been made for all significant credit risk.

An analysis of the credit quality of the trade and other receivables balances provides the following results:

2011/2012


562011/2012

NOTES TO THE FINANCIAL STATEMENTS 23



21.1 Credit risk management (Continued)

2012

CATEGORY RISK

Low R

Medium R

High R

Total R

Hospitals Medical aids Private patients Workman’s compensation claims Estates Road accident fund Deposits paid to suppliers Other receivables

8 982 008 10 205 653

- - - -

3 357 431 398 981

- - -

1 133 622 40 072 26 369

- -

- -

1 170 278 - - - - -

8 982 008 10 205 653 1 170 278 1 133 622

40 072 26 369

3 357 431 398 981

Total 22 944 073 1 200 063 1 170 278 25 314 414

2011

CATEGORY RISK

Low R

Medium R

High R

Total R

Hospitals Medical aids Private patients Workman’s compensation claims Estates Road accident fund Deposits paid to suppliers Other receivables

9 239 654 10 663 521

- - - -

1 563 034 517 028

- - -

1 321 183 468

3 957 - -

- -

1 293 021 - - - - -

9 239 654 10 663 521 1 293 021 1 321 183

468 3 957

1 563 034 517 028

Total 21 983 237 1 325 608 1 293 021 24 601 866

21.2 Interest rate management

The Service’s exposure to the risk for changes in market interest rates relates primarily to the cash and bank balances with floating interest. Interest is charged on the bank overdraft at the prime overdraft rate while the interest on a positive bank balance is at daily bank rates.

57 9



21.2 Interest rate management (Continued)

2012 R

The Service’s exposure to interest rate risk can be quantified as follows:

Cash and bank balance exposed to interest rate risk 46 995 773

Income statement effect of interest rate risk to above balance: 1% increase in interest rates 1% decrease in interest rates

469 958

(469 958)

Interest rates are expected to increase between 0.5% - 1% in the next financial year.

2011 R

The Service’s exposure to interest rate risk can be quantified as follows:

Cash and bank balance exposed to interest rate risk 35 001 541

Income statement effect of interest rate risk to above balance: 1% increase in interest rates 1% decrease in interest rates

350 015

(350 015)

Interest rates are expected to increase between 0.5% - 1.5% in the next financial year.

Financial assets 2012

Year 1 R

Years 1 – 5 R

Over 5 years R

Total R


25 314 413 46 995 773

- -

- -

25 314 413 46 995 773


Trade and other payables 22 255 305 - - 22 255 305

Financial assets 2011

Year 1 R

Years 1 – 5 R

Over 5 years R

Total R


24 601 866 35 001 541

- -

- -

24 601 866 35 001 541


Trade and other payables 19 326 341 - - 19 326 341

2011/2012


589


21.3 Foreign currency risk

As a result of the Service’s dollar-denominated purchase of blood packs and filters from a US supplier the Service’s statement of financial position can be affected by movements in the Rand Dollar exchange rate.

The Service seeks to hedge these exposures by entering into forward exchange contracts to mitigate the foreign currency risk. The contracts in respect of the 2012/2013 financial year were entered into subsequent to year-end.

2012 R

2011 R

Fair value of FEC Liability at year end - -

2011/2012


20112012ALGEMENE JAARVERSLAG

ONS ORGANISASIE1+ VISIE:Om ’n bloedoortappingsdiens te handhaaf wat voldoen aan die behoeftes van die Suid-Afrikaanse gemeenskap; om voorbereid te wees vir breër streek- en nasionale behoeftes en om leiding te bied in die oortappingspraktyk.

+ MISSIE: Die Westelike Provinsie Bloedoortappingsdiens is ’n streekgesondheidsorganisasie met ’n gemeenskapsbasis, wat gevorm is deur ’n vereniging van vrywillige bloedskenkers toegewyd tot die lewering van die veiligste bloedproduk teen die mees effektiewe diens aan die gemeenskap, onderwyl dit die hoogste professionele en etiese standaarde handhaaf en steeds ’n lewensvatbare organisasie bly.

+ WAARDES:

omgee verantwoordelik

spanwerk

toegewydprofessioneelisons

Senior Personeel

Direkteursverslag

03

06

2INHOUD

Bestuursverslag

Feite en Syfers

12

22

* Vind Finansiële State in Engels (aan Engelse deel van die verslag)

Uitvoerende Komitee:+ Paul Slack Voorsitter (verkies Jan 2012)

+ Gregory Bellairs Uitvoerende Direkteur

+ Arthur Bird Uitvoerende Direkteur

+ Gideon Bosman

+ Mervyn Burton (aangestel Okt 2011)

+ Fatima Essop

+ Brian Figaji

+ Imtiaz Kaprey Bestuurder-aangestelde Direkteur

+ Peter Morris (bedank Sept 2011)

+ Nazir Parker Voorsitter (tot Des 2011)

+ Clive Prior

+ Roger Ramsbottom Ondervoorsitter

+ Elmin Steyn

Sekretaris:+ Imtiaz Kaprey

Ouditeure:+ Ernst & Young

Geregistreerde KantoorSouthern House, Old Mill Straat, Pinelands, 7405Posbus Box 79, Howard Place, 7450

Registrasienommer: 1943/016692/08NPO Registrasienommer: 031-336-NPOPBO Verwysingsnommer: 93000 4391

SENIOR PERSONEEL

Bestuurders:+ Duncan Anderton Dataverwerking

+ Michelle Breuninger Opleiding

+ Lesley Bust Gehalteversekering

+ Marika Champion Promosies & Skakelwese

+ Ronald Davids George-streek

+ Shereen Dollie Paarl-streek

+ Karen Dramat Bloedbank

+ Vincent Erasmus Materiale / Onderhoud / Vervoeradministrasie

+ Helen Ferris Skenkeradministrasie

+ Ebrahiema Jacobs Worcester-streek

+ Imtiaz Kaprey Rekeninge / Finansies

+ Yasin Khan Wetenskaplike Afdeling - Fraksionering

+ Alan Kirby Verwerking

+ Janene Lusty Menslike Hulpbronne

+ Juanita Makan Mediese Beampte

+ Bev Mitchell Tegniese Dienste

3

4Bloed skenking is ’n oomblik vanongemak wat ’n leeftyd se verskil

aan ’n pasiënt kan beteken.

VERANTWOORDELIK

Ververa

WOORDELIK

VERANTWOORDELIKwoordelik

verant

VERANTveveran

62011/2012

DIREKTEURSVERSLAG

-Dr AR Bird

HUB/MedieseDirekteur

-Dr GRM Bellairs

Administratiewe Direkteur

Inleiding:Die 2011/2012 jaar was nog ’n suksesvolle jaar vir die Diens, gekenmerk aan die een kant deur operasionele en finansiële stabiliteit, en aan die ander kant deur beplanning vir ´n verandering in leierskap wat genoodsaak word deur die aftrede van Dr Arthur Bird wat die organisasie sedert 1990 tot sy huidige uitmuntende status gelei het.

Die Wet op Nasionale Gesondheid (WNG) en verwante wetgewing:Die WPBOD se posisie met betrekking tot die vereiste in hoofstuk 8 van die WNG vir ´n enkel gelisensieerde oortappingsdiens is deur die twee gevestigde kommunikasiekanale aan die Nasionale Departement van Gesondheid (NDvG) gekommunikeer. Ander bekommernisse wat deur WPBOD geopper is, het ingesluit die afwesigheid van regulerende liggame soos die Nasionale Bloed-komitee en Nasionale Bloedprogram-eenheid; en probleme in direkte kommunikasie met die NDvG. Daar is by n vergadering met die NDvG in November 2011 bevestig dat die adjunk-direkteur-generaal (ADG) vir Strategiese Gesondheidsdienste, Dr Yogan Pillay, daarvoor verantwoordelik was om ons besorgdhede aan die Minister van Gesondheid oor te dra en vir die terugvoer wat aan die WPBOD verskaf is. Ten tye van die skryf van hierdie verslag is geen amptelike terugvoer ten opsigte van ons voorleggings ontvang nie.

Konsepregulasies vir Bloed en Bloedprodukte is gedurende 2011 vir kommentaar gepubliseer. Verteenwoordigers van die Suid-Afrikaanse Nasionale Bloeddiens (SANBD), die Westelike Provinsie Bloedoortappingsdiens (WPBOD) en die Nasionale Bioprodukte-instituut (NBI) het in Junie 2011 gesamentlike aanbevelings voorgelê.

7 2011/2012

DIREKTEURSVERSLAG (vervolg)

Die Regulasies wat vroeg in 2012 afgekondig is, het gevolglik verskeie van ons aanbevelings nie ingesluit nie en etlike foute is opgemerk. Ons het ten opsigte van hierdie versuim gereageer, maar het nog nie enige amptelike terugvoer ontvang nie.

Deur die inspanning van beide bloeddienste gaan ń nasionale bloedprogram voort om goed te funksioneer ten spyte van beperkte betrokkenheid aan die kant van die Departement van Gesondheid.

Werksaamhede van plaaslike belanghebbendes:Die betrekkinge tussen die WPBOD en die Provinsiale Regering van die Wes-Kaap (PRWK), en die WPBOD en plaaslike privaat hospitale is steeds uitmuntend. Khayelitsha Distrikshospitaal is vroeg in 2012 geopen, en het die totstandkoming van twee nuwe nood-bloedbanke asook groter logistieke kapasiteit ten opsigte van vervoer vereis. Bloedgebruiker komitees funksioneer goed by al drie opleidingshospitale en ń veldtog om die vermorsing van bloed te verminder, is van stapel gestuur. Die deel van data tussen die Diens en die regeringsektor is verbeter.

Die volgende organisasies is gedurende die jaar ondersteun – donasies is aan die SA Hemofilie-stigting en St. Luke-hospies gegee. WPBOD-personeel het gehelp met die verf van twee sale by die Groote Schuur-hospitaal en ń kleuterskool wat aan ons Worcester-kantore grens, is bygestaan nadat hulle brandskade gehad het.

Diensoorsig:Die onderstaande strategiese en operasionele gebiede verdien ook aandag:

Bestuur:Mnr Nazir Parker het die amp van voorsitter van die Direksie neergelê ná nege jaar van uitmuntende leierskap. Mnr Paul Slack, wat agt jaar in die Direksie gedien het, is in Desember 2011 tot voorsitter van die Direksie verkies.

Mnr Peter Morris het weens ander werksverpligtinge ná ń driejaartermyn uit die Direksie bedank. Mnr Mervyn Burton is in 2011 deur die Raad aangestel en bring n wye reeks vaardighede na die Direksie.

Daar is bevestig dat die pos van HUB/Mediese Direkteur met ingang 1 Junie 2012 deur Dr Greg Bellairs gevul sal word. Die pos wat deur Bellairs vakant gelaat is, is hernoem tot Direkteur van Korporatiewe Dienste /HFB en ná n omvattende keuringsproses het die Direksie Me. Nicky du Toit met ingang 1 Mei 2012 aangestel. Vir meer besonderhede raadpleeg Bestuursverslag (bladsy 12 van hierdie verslag.)

Bloedinsameling en -verwerking:Gedurende 2011 en 2012 is daar voortgegaanmet veldtogte om te beklemtoon hoe noodsaaklik bloedskenkers is. Mylpaal-skenkers in die Wes-Kaap is tydens aandete- of middagete-byeenkomste vereer. Gesien die belangrikheid van voortdurende skenkerwerwing, is die inbelsentrum opgegradeer deur die aanstelling van permanente personeel en die implementering van nuwe sagteware.

82011/2012

DIREKTEURSVERSLAG

Voldoende bloedvoorraad is deur die jaar gehandhaaf, alhoewel die wintermaande tot enkele kortstondige tekorte gelei het. Die afsnypunt vir hemoglobien by manlike skenkers is verhoog, in ooreenstemming met fisiologiese aanduidingsgrense om skenkergesondheid te verseker.

Die mediese spanne van die WPBOD en die SANBD het op verskeie geleenthede vergader om die skenkervraelys en beleide met betrekking tot skenkeruitsluiting te verfyn.

Insamelings in die Tuinroete-streek het stabiel gebly en fasiliteite vir die verwerking van bloedkomponente het by ons George-tak tot stand gekom.

Laboratoriumtoetsing en bloedveiligheid:Die tegniese dienslaboratoriums is opgeknap om voldoende benutting van ruimte en die doeltreffende vloei van prosesse te verseker.

Die totstandkoming van die plasma-kriopreservering- en argiveringstelsel is vertraag weens probleme met die voltooiing van die bergingsfasiliteit vir vloeibare stikstof. Daar word verwag dat dit gedurende die 2012/2013-jaar voltooi sal word.

Bloedbanke:Die WPBOD het 90 noodbloed-banke in die Wes-Kaap. Noodbloed-yskaste wat oral in die provinsie ingerig is, is toegerus met groep O-bloed – sogenaamde ‘universele skenker’-bloed – aangesien dit sonder kruistoetsing in noodsituasies aan pasiënte gegee kan word.

Dit lei tot relatief oneweredige patroon van verbruik wat strategieë vir die werwing en behoud van spesifieke skenkers vereis.

Die totstandkoming van ´n elektroniese kruistoetsstelsel in die bloedbanke is vertraag weens herprioritisering van ander IT-projekte, maar sal in 2012/2013 aandag geniet.

Fraksioneringsaanleg:Die opknapping van die plasmafraksionerings-aanleg is grootliks voltooi ten einde aan die voorskrifte van die Medisynebeheerraad (MBR) te voldoen. Opdrag is gegee vir ´n geoutomatiseerde vullyn en opgradering van die stelsel vir die suiwering van water met behulp van omgekeerde osmose, en daar word beplan dat dit ten tye van die publikasie van hierdie verslag voltooi sal wees.

Handelsmerkgewing en korporatiewe waardes:Die Diens het sy korporatiewe waardes en handelsmerk gekonsolideer, wat daartoe gelei het dat die bekendstelling van die ‘besonderse’ veldtog wat beide intern en ekstern gerig was. Daar is besluit om die eienskappe van die bestaande logo en handelsmerk op te knap eerder as om ons naam en logo geheel te verander. Die opgeknapte handelsmerk word tans ingefaseer.

Finansies:Die geweegde gemiddelde tariefverhoging vir die finansiële jaar 2011/2012 was 5.31% (gemiddelde inflasie vir die finansiële jaar was 5.56%).

9 2011/2012

DIREKTEURSVERSLAG (vervolg)

Personeelkoste het nagenoeg 50% van die uitgawebegroting uitgemaak, en is ń sleutelaandrywer van die verhogings van produkpryse. Ons geouditeerde state dui op ń hoër as begrote surplus en handhawing van gesonde kontantreserwes, wat dit vir ons moontlik sal maak om ons mediumtermyndoelstellings te bereik. Die surplus in die begroting is grootliks die gevolg van onderbesteding aan buitelandse valuta-gebaseerde aankope, kapitaal en ongevulde poste, en die invloei van positiewe rente. Gehalteversekering en beroeps- gesondheid en veiligheidstandaarde:Gehalteversekeringstandaarde is gehandhaaf met n verdere suksesvolle akkreditering deur die Suid-Afrikaanse Nasionale Akkrediteringstelsel (SANAS) in 2011. Veiligheidstandaarde is gehandhaaf met ń Technilaw 5-stergradering en beserings by die werk is steeds seldsaam.

Die WPBOD en SANBD het op intensiewe wyse saamgewerk met die bywerk van die Praktykstandaarde vir Bloedoortapping in Suid-Afrika en die 5de uitgawe is in Mei 2012 gefinaliseer.

Inligtingstelsels:n Eksterne oudit van die IT-stelsels is

gedurende die jaar gedoen, en het verskeie potensiële areas vir verdere verbetering aan die lig gebring, met inbegrip van besigheidsvoortsetting en strategieë vir die rugsteuning van kommunikasie, en projekbestuur en -prioritisering.

Die meeste van die aanbevole verbeteringe is voltooi of is reeds op dreef.

Laboratoriumgeneeskunde-kongres:n Gesamentlike laboratoriumgeneeskunde-

kongres is in Augustus/September 2011 in Sandton gehou. Nagenoeg 50 afgevaardigdes van die WPBOD het dit bygewoon en die meeste het mondelinge of plakkaataanbiedings gelewer wat goed ontvang is. Interaksies soos dié verhoog sekerlik korporatiewe kennis en die deel van inligting brei Suid-Afrikaanse en vastelandse kundigheid uit.

Slot:Ten slotte, die direkteure bedank alle personeel, verskaffers en kliënte vir hulle bydraes tot die sukses van die Diens. Sonder bloedskenkers sou daar vanselfsprekend geen WPBOD wees nie en ons herhaal ons opregte dank aan die bloedskenkergemeenskap vir hulle skenkings wat uiteindelik soveel lewens red.

Die hele bloedskenk proses neem slegs ongeveer 30 minute

van jou tyd, elke 56 dae. 10

OMomgee

OMGEE

OMGEEom

OMGEE omgee

MGEEom

geeom gee

omgee

gee om

omgeeO

MG

EE

om gee

122011/2012

BESTUURSVERSLAG

Die Direksie van die WPBOD:Die Direksie het weereens die voortou geneem om die maatskappy se aktiwiteite deur die loop van die jaar te rig en het sukses behaal in die bereiking van doelwitte wat in ´n weldeurdagte strategie uiteengesit is.

Die Direksie aanvaar gesamentlike verantwoordelikheid en aanspreeklikheid vir die strategiese rigting en prestasie van die organisasie. Die Direksie van die WPBOD bestaan uit 12 lede: nege nie-uitvoerende direkteure, twee uitvoerende direkteure en een direkteur wat deur die bestuur aangestel word. Nie-uitvoerende direkteure word verkies op grond van ´n kombinasie van hulle kuratorskap van skenkerbelang en hulle gespesialiseerde individuele vaardighede.

Kragtens die Memorandum en Statute van die Maatskappy is die ampstermyn van nie-uitvoerende direkteure drie jaar, waarna hulle deur middel van rotering elke drie jaar moet uittree. Uittredende direkteure kan herverkies word.

Die samestelling van die Direksie maak voorsiening vir gepaste en doeltreffende besluitneming wat verseker dat geen individu onbehoorlike invloed kan uitoefen nie. Die aktiwiteite van die Direksie word beheer deur die voorwaardes van die Memorandum en Statute.

Die primêre verantwoordelikhede en magte van die Direksie is soos volg:

• Die goedkeuring van die strategie en begrotings ten einde te verseker dat die strategie geïmplementeer word.

• Die aanstelling van uitvoerende direkteure en die monitering van die prestasie van uitvoerende direkteure.

• Die kuratorskap van die waardes en etiese beginsels van die Diens.

• Effektiewe beheer oor die Diens.

• Nougesette risikobestuur en aandag aan volhoubaarheidsaspekte.

• Die oorweging van belangrike finansiële en nie-finansiële aspekte, soos korporatiewe en maatskaplike verantwoordelikhede en transformasie.

Direksievergaderings word ten minste vier keer per jaar gehou en die betrokke agendas en dokumentasie word voor die vergaderings gesirkuleer.

Name Jaar Aangestel Kundigheidsgebied

Mr N Parker 2002 Prokureur, Parker Holt Prokureurs

Dr G Bellairs 2008 WPBOD Admin Direkteur

Dr A Bird 1990 WPBOD HUB en Mediese Direkteur

Dr C Prior 2008 Hoofstelselbeampte, Pathcare

Mr Pk Slack 2004 Geoktrooieerde Rekenmeester

Mr P Morris 2008 MH-konsultant

Mr B Dl Figaji 2006 Onderwys / Bestuur / Ingenieurswese

Dr E Steyn 2004 Trauma oorplantingchirug, Christiaan Barnard Gedenkhospitaal

Adv D Bosman 2008 Advokaat

Dr F Essop 2005 Narkotiseur

Mr R Ramsbottom 2000 Ondernemingsbestuur / Geoktrooieerde Rekenmeester

Mr Mr Burton 2011 Geoktrooieerde Rekenmeester

Mr I Kaprey 2010 WPBOD Finansiële Bestuurder

13 2011/2012

BESTUURSVERSLAG (vervolg)

Die Direksie het ń aantal komitees geformuleer om doeltreffende besluitneming te fasiliteer en die Direksie by te staan in die uitvoering van hulle pligte, magte en gesag. Die komitees funksioneer op ń deursigtige wyse en doen op ń gereelde basis aan die Direksie verslag. Aan die begin van die jaar het die Direksie vier subkomitees gehad:

• Ouditkomitee• Vergoedings- en Nominasiekomitee

• Risiko- en Bestuurskomitee• IT-bestuurskomitee

Ná die verslagjaar, maar voor finalisering van hierdie verslag, is die Maatskaplike en Etiesekomitee formeel in Mei 2012 geformuleer.

Bywoning van komiteevergaderings en ledetal word in die tabel op bladsy 19 aangedui.

Gedurende die verslagjaar het Mnr Paul Slack die voorsitterskap van die Direksie by Mnr Nazir Parker oorgeneem.

Aan die einde van September 2011 het Mnr Peter Morris uit die Direksie getree en Mnr Mervyn Burton is in Oktober 2011 aangestel.

Hieronder verskyn ’n lys met die name van die WPBOD se Direksielede met ń aanduiding van die datum waarop hulle by die Direksie aangesluit het, asook hulle agtergrond:

Naam

Mnr N Parker

Dr G Bellairs

Dr A Bird

Dr C Prior

Mnr PK Slack

Mnr P Morris

Mnr BdL Figaji

Dr E Steyn

Adv D Bosman

Dr F Essop

Mnr R Ramsbottom

Mnr MR Burton

Mnr I Kaprey

142011/2012

BESTUURSVERSLAG

Dr Arthur Bird het in Mei 2012 uitgetree en is as lid genomineer vir verkiesing aan die Raad. Die doeltreffendheid van die Direksie word op n jaarlikse basis in oorweging geneem. Ek wil

graag my mededireksielede gelukwens met die handhawing van oop, deursigtige en eerlike deelname aan die uitvoering van ons pligte.

Ouditkomitee:Ingevolge die Standaarde vir Algemeen Aanvaarde Rekeningkundige Praktyk enkorporatiewe bestuur moet hierdie komitee verantwoordelike en deursigtige ouditeringspraktyke verseker. Die komitee vergader verskeie kere per jaar om die maatskappy se finansiële state te hersien, en monitor die meganismes van finansiële verslagdoening.

SamestellingDie Ouditkomitee bestaan uit twee nie-uitvoerende direkteure, twee uitvoerende direkteure en die finansiële bestuurder. Die senior bestuur wat met die finansiële sake van die maatskappy werk, het geen stemreg nie. Twee vergaderings is gedurende die jaar gehou en is ook deur die ouditeure, tans Ernst en Young, bygewoon. Mnr Mervyn Burton het Mnr Paul Slack gedurende die verslagjaar as Voorsitter van hierdie komitee vervang.

Mandaat en verantwoordelikhedeIn terme van sy mandaat word die volgende van die Komitee vereis:

• Om die finansiële state van die Diens, beide interim en jaarliks te beoordeel.

• Om te verseker dat die finansiële state in ooreenstemming met toepaslike rekeningkundige beleide en Internasionale

Finansiële Verslagdoeningstandaarde opgestel word.

• Om die rekeningkundige beleide en prosedures wat deur die Diens aanvaar is en enige wysigings daarvan te oorweeg.

• Oorweeg die lopende saakbegingsel en maak aanbevelings aan die Direksie.

• Om aanbevelings te maak oor die aanstelling van die eksterne ouditeure en hulle fooie.

• Om die onafhanklikheid en effektiwiteit van die eksterne ouditeure te evalueer, enige nie-ouditverwante werk deur sodanige ouditeure te oorweeg en te bepaal of die lewering van sodanige dienste hul onafhanklikheid wesenlik sou beïnvloed.

• Om die jaarlikse eksterne oudit plan en begroting te aanvaar.

• Die integriteit van bestuursinligting, die jaarlikse oudit en die interne kontrolestelsel te beoordeel.

• Voldoening aan toepaslike wetgewing en regulerende aspekte te monitor.

• Goedkeuring en aanbeveling na die Direksie van jaarlikse bonusbetalings in terme van n bestaande, vooraf goedgekeurde aansporingskema.

Die Komitee het alle pligte soos hierbo aangedui, uitgevoer.

Die eksterne ouditeure het onbeperkte toegang tot die Voorsitter van die komitee en die maandelikse bestuursverslae oor alledaagse aangeleenthede wat deur die bestuursbeamptes ontvang word.

15 2011/2012


Die Komitee is tevrede dat die 2012-oudit wat deur die eksterne ouditeure uitgevoer is, onafhanklik was en stem saam met die ouditverslag. Die ouditeure se verslag word by die jaarlikse finansiële state op bladsy 29 ingesluit.

- Mervyn BurtonVoorsitter: Ouditkomitee

Vergoedings- en Nominasiekomitee:Hierdie komitee verseker dat die algemene vergoedingstrategie van die organisasie met bedryfstandaarde ooreenstem. Die WPBOD gaan voort om markverwante salarisse en ń omvattende voordele pakket aan te bied, wat ons in staat stel om bekwame personeel te lok en te behou. Gedurende die afgelope jaar het hierdie komitee aan ń uitgebreide uitvoerende direkteurstruktuur oorweging geskenk, maar besluit om op hierdie stadium twee plaasvervangers aan te stel, en weer in oorweging te neem nadat die nuwe ampsdraers hulle gevestig het. Ons streef daarna om waar en wanneer ook al moontlik, demografies verteenwoordigende personeel met die gepaste vaardighede aan te stel. Toekomstige aanpassings van die vergoedingsbeleid by die WPBOD sluit in individuele prestasiemeting en beloning en verdere integrasie van MH- en betaallysfunksies.

SamestellingDie Vergoedingskomitee bestaan uit vier nie-uitvoerende direkteure en die twee uitvoerende direkteure.

Die uitvoerende bestuur word egter verskoon tydens die bepaling van hul vergoeding.

Die Komitee het in April 2012 byeengekom. Kwessies met betrekking tot vergoeding is egter volledig aangespreek by volle raadsvergaderings.

Mandaat en verantwoordelikhedeDie Komitee is verantwoordelik vir die onderstaande:

• Bepaling en handhawing van die vergoedingsfilosofie van die Diens.

• Goedkeuring en handhawing van toepaslike menslike hulpbron- en vergoedingsbeleide.

• Opvolgbeplanning van sleutelbestuur.

• Monitering van die implementering van relevante arbeidswetgewing.

• Monitering van transformasiebeleide in terme van gelyke indiensneming en rapportering aan die Departement van Arbeid.

• Aanbevelings met betrekking tot die vergoeding van nie-uitvoerende en uitvoerende direkteure aan die Direksie.

• Goedkeuring van jaarlikse mandate vir salarisverhogings.

• Goedkeuring en aanbeveling aan die Direksie van jaarlikse bonusbetalings in terme van ń bestaande, vooraf goedgekeurde aansporingskema.

162011/2012

BESTUURSVERSLAG

Die vergoedingsvlakke reflekteer die grootte en kompleksiteit van die Diens, sowel as die tyd bestee aan die sake van die Diens.

Markpraktyke en vergoedingsopnames word in ag geneem tydens die bepaling van direkteursvergoeding.

Die elemente van nie-uitvoerende direkteursvergoeding is:

• ń Maandelikse betaalbare retensiebedrag;• Per vergadering bygewoon;• Reis-en werklike uitgawes waar van toepassing.

Die vergoeding van die direkteure vir die oorsigjaar word in die tabel op bladsy19 aangedui.

Die WPBOD se benadering is om vergoedingsvlakke vas te stel wat die gepaste kaliber direkteure en personeel lok, behou en motiveer.

- Clive PriorVoorsitter: Vergoedings- en Nominasiekomitee

Risiko- en Bestuurskomitee:Die Risiko- en Bestuurskomitee het die taak van identifisering van potensiële risiko kwessies vir die organisasie en oorkoepelende voldoening wat betref regs- en bestuursbeginsels. Gedurende die jaar het die komitee tot ń groot mate op die implikasies van die nuwe Maatskappywet, die King 3-kode, die Wet op Verbruikersbeskerming en die Wet op Nasionale Gesondheid gekonsentreer.

Die voorskrif in die Wet op Nasionale Gesondheid vir ń enkele gelisensieerde oortappingsdiens in Suid-Afrika hou die grootste risiko vir die WPBOD in – maar hierdie risiko word tans bestuur deur samewerking met die Nasionale Departement van Gesondheid (NDvG) en ontwikkeling van werkbare alternatiewe vir die enkele lisensie wat vir ń omvattende nasionale bloedprogram voorsiening maak.

Die nuwe Maatskappywet vereis dat ons ń hersiende Memorandum van Inkorporasie ontwikkel. Ons regspan is tans daarmee besig. Die WPBOD se status as ń Artikel 21-maatskappy is hersien tot dié van ’n maatskappy sonder wins motief soos deur die nuwe Maatskappywet voorgeskryf. ń Risikoregister verg verdere ontwikkeling, en stappe om risiko’s waar ook al moontlik te verlig.

SamestellingDie Risiko komitee bestaan uit vier nie-uitvoerende direkteure en die twee uitvoerende direkteure. ń Vergadering is in Mei 2012 gehou, net ná die jaareinde.

Mandaat en verantwoordelikhedeDie Komitee staan die Direksie by met die identifisering, beoordeling, evaluering, mitigering, monitering en rapportering van werklike en potensiële risiko’s soos op die Diens van toepassing. Hierdie risiko’s sluit kort-, medium- en langtermynrisiko’s in.

Die neem van risiko op ń toepaslike wyse is ń integrale deel van die onderneming.

17 2011/2012


Die sukses van die Diens is tot ń groot mate afhanklik van die optimalisering van die verhouding tussen risiko en opbrengs. Die Diens is blootgestel aan ń verskeidenheid risiko’s in die normale bedryf van sy besigheid, onder andere finansiële-, besigheids-, omgewings- en strategiese risiko.

Die langtermyn volhoubare groei, deurlopende sukses en die reputasie van die Diens is van kritiese belang en afhanklik van die kwaliteit van risikobestuur en goeie korporatiewe beheer.

Die WPBOD se beleggingsportefeulje is blootgestel aan en afhanklik van groot fluktuasies ten opsigte van beperkte internasionale en plaaslike fundamentele soos rentekoerse en wisselkoerse.

Die onderstaande strategiese risiko’s is geïdentifiseer en die bestuur skenk op ń deurlopende basis daaraan aandag:

• Stagneringsrisiko – Die onderneming behaal ń hoë vlak van ontwikkeling waar verdere volume- en surplusgroei moeilik raak.

• Skenkerrisiko – Skenkeruitputting en skenkeruitsluiting kan beskikbaarheid van skenkers beïnvloed.

• Oorgangsrisiko – Die Diens word oorweldig deur onvoorsiene veranderinge in tegnologie of sy sakemodel.

• Projekrisiko – Die risiko dat ń hoë belegging in ń nuwe projek sal misluk.

• Gebrek aan fokus op huidige besigheid. Die risiko om fokus te verloor op kernbesigheid in die proses om uitvoering te gee aan ander aangeleenthede.

• Handelsmerkrisiko – Die waarde van die handelsmerk stort skielik ineen of krimp kort ná rampspoedige publisiteit of ’n lang termyn versuim om daarin te belê.

Gedurende die oorsigjaar is die mandaat van die Komitee uitgebrei om kwessies oor volhoubaarheid in te sluit soos:

• Raamwerke en beleide oor veiligheid, gesondheid, menseregte, maatskaplike belegging, omgewingsbestuur, werknemers, alle betrekkinge met en bestuur van belanghebbendes, produkveiligheid, en sosio-ekonomiese transformasie van die Maatskappy.

• Hantering van die etiek in die Maatskappy.

• Organisatoriese strukture, ontwikkeling en transformasie.

- Gideon Bosman Voorsitter: Risiko- en Bestuurskomitee

IT-Bestuurskomitee:SamestellingDie komitee bestaan uit twee nie-uitvoerende direkteure, twee uitvoerende direkteure en die IT-bestuurder. Ander lede word genader wanneer benodig.

Mandaat en verantwoordelikhedeIT het die afgelope aantal jaar strategies ’n kritieke punt bereik en ’n sterk responsiewe IT-ruggraat is essensieel vir die meeste van die WPBOD se prosesse.

Voor die totstandkoming van die M&E-komitee het die Diens vir baie jare verskeie organisasies ondersteun.

Finansiële Status:Die maatskappy se finansiële status is steeds gesond, en die posisie van die WPBOD wat betref die handhawing van ’n uitmuntende, volhoubare oortappingsdiens, bly gunstig. Die kumulatiewe surplus sal oor die volgende 2–5 jaar deur die Diens benodig wordom kapitale uitgawes (in die besonder laboratoriumplatforms) en uitbreiding van geboue te befonds. Die Direksie aanvaar finale verantwoordelikheid vir goedkeuring van die jaarlikse finansiële begroting, prysverhogings en salarisverhogings.

Volhoubaarheid:In ooreenstemming met die Visie en Missie van die organisasie moet die WPBOD volhoubaar wees ten opsigte van sy hulpbronne – deur vermorsing van materiaal tot die minimum te beperk en meer algemene menslike hulpbronne (met inbegrip van skenkers en pasiënte) aan te moedig.

Volhoubaarheid behels verskeie fasette, wat nie almal noodwendig voor die hand liggend is nie. Myns insiens is goeie korporatiewe bestuur en etiese waardes die hoekstene van ’n volhoubare onderneming.

Voeg hierby ’n geskikte sakemodel met ’n langtermyn- beleggingsfilosofie en bewese transformasieprosesse en dit behoort moontlik te wees om ’n volhoubare entiteit aan die volgende geslag na te laat.

182011/2012

BESTUURSVERSLAG

Die IT-bestuurskomitee is geformuleer om voldoening aan die King 3-kode te verseker, asook om te verseker dat hierdie belangrike funksie voortgaan om tred te hou met vordering in operasionele vereistes. Daar is vir verbeteringe, soos deur ’n eksterne basislyn oudit van die IT-funksie by die WPBOD voorgestel, begroot en dit is óf aan die gang óf afgehandel.

- Clive PriorVoorsitter: IT-Bestuurskomitee

Maatskaplike en Etiesekomitee:SamestellingDie komitee bestaan uit drie nie-uitvoerende direkteure en die twee uitvoerende direkteure. Ná die verslagjaar, maar voor finalisering van hierdie verslag is die Maatskaplike en Etiesekomitee formeel in Mei 2012 geformuleer.

Mandaat en verantwoordelikhedeDie Maatskaplike en Etiesekomitee sal aan verdere verbeteringe rigting gee onder die algemene opskrifte van:

• Maatskaplike en ekonomiese ontwikkeling.

• Goeie korporatiewe burgerskap.

• Die omgewing, gesondheid en openbare veiligheid, en invloed van aktiwiteite.

• Verbruikersverhoudinge.

• Arbeid en indiensnemingspraktyke.

• Die WPBOD vereis ’n interne etiese goedkeuringsforum vir navorsingsprotokol, en versoeke vir bloedmonsters en produkmonsters vir derde partye.

19 2011/2012


Direkteursvergadering – bywoning en vergoeding:

Naam

Nie-uitvoerende direkteure

Deon Bosman

Mervyn Burton

Fatiema Essop

Brian Figaji

Peter Morris - bedank

Nazir Parker

Clive Prior

Roger Ramsbottom

Paul Slack

Elmin Steyn

Uitvoerende direkteure

Greg Bellairs

Arthur Bird

Bestuursdirekteur

Imtiaz Kaprey

Raad

4/4

2/4

3/4

1/4

0/4

3/4

2/4

4/4

4/4

4/4

4/4

4/4

4/4

Oudit

N.V.T.

N.V.T.

N.V.T.

N.V.T.

N.V.T.

N.V.T.

N.V.T.

2/2

1/2

N.V.T.

2/2

2/2

2/2

IT bestuurs

N.V.T.

N.V.T.

N.V.T.

N.V.T.

N.V.T.

N.V.T.

N.V.T.

N.V.T.

N.V.T.

N.V.T.

1/1

1/1

N.V.T.

Risiko & Bestuur

0/0

N.V.T.

0/0

N.V.T.

N.V.T.

0/0

N.V.T.

N.V.T.

N.V.T.

0/0

0/0

0/0

N.V.T.

-Paul Slack

Voorsitter van die Raad

Toekomstige ontwikkelinge:Die WPBOD was op aktiewe wyse betrokke by die ontwikkeling van ’n Nasionale Bloedbeleid en bly verbind tot ’n omvattende nasionale bloedprogram.

Ons neem ons korporatiewe burgerskap van Suid-Afrika ernstig op en streef voortdurend daarna om een van die beste mediumgrootte bloeddienste in die wêreld te wees, in die besonder wat betref dienslewering, waarde en die gebruik van gepaste tegnologieë.

“Ek wil graag my mededireksielede, Dr Arthur Bird, Dr Greg Bellairs en hulle bestuurspan, wat die maatskappy met visie, integriteit en dryfkrag lei, bedank.”

Vergoeding& Nominasie

N.V.T.

N.V.T.

N.V.T.

0/0

0/0

0/0

0/0

N.V.T.

N.V.T.

N.V.T.

0/0

0/0

N.V.T.

Vergoedingontvang

R10 163

R5 154

R8 552

R5 330

R1 878

R10 492

R7 447

R11 729

R12 633

R10 163

R1 347 775

R1 693 360

R696 135

Een skenking kan potensieel

meer as drie lewens red. 20

SPANWERK

TEAMWERKSPANspanwerk

SPANWERK

span

spanwerk spanw

SPANWERK

spspanwerk

22(Tydperk van verslagdoening: 1 April 2011 tot 31 Maart 2012)

2011/2012

FEITE & SYFERS

Kaapse Skiereiland

95 360 98 450

Paarl

21 535 21 039

Worcester

15 808 16 047

George

11 688 10 725

Skenkings geregistreer

2010/2011:

144 391

2011/2012:

146 261

2010/2011 2011/2012

2010/2011 2011/2012 2010/2011 2011/2012

2010/2011 2011/2012

2010/2011

15 148

65 960

43

2.5 skenkings

Aantal eerstekeerskenkers

Aantal skenkers wat geskenk het insluitend nuwe skenkers

Nuwe klinieke begin

Frekwensie van skenking deur skenkers

2011/2012

17 629

69 372

46

2.2 skenkings

23 2011/2012

FEITE & SYFERS (vervolg)

Bevestigde positiewe toetsresultate:

2010/2011

67

3

37

76

Hepatitis B

Hepatitis C

MIV

Sifilis

2011/2012

96

7

51

86

Inligting oor gespesialiseerde skenkerdienste:

2010/2011

86

181

2400

Outoloë

Bestemde

Terapeutiese

2011/2012

92

89

2085

Totale aantal eenhede getoets:

12 862

10 071

12 942

12 121

11 270

10 432

13 358

10 647

12 235

11 226

12 308

12 093

11 093

10 788

11 560

12 662

11 274

12 482

12 571

12 158

12 881

11 125

13 192

11 824

Aferese-plaatjies vir volwassenes

Aferese-plaatjies vir jong kinders

Aantal aferese-plaatjies uitgereik vir hierdie tydperk: 2010/2011

3 361

1 162

2011/2012

3 575

928

Nota 1: Die totale aantal eenhede dui alle skenkings aan wat deur die analiseerder getoets word. Dit sluit selskeiding en outoloë in.

2011/2012

Apr

Mei

Jun

Jul

Aug

Sept

Okt

Nov

Des

Jan

Feb

Mar

2010/2011

Apr

Mei

Jun

Jul

Aug

Sept

Okt

Nov

Des

Jan

Feb

Mar

24 Allergies (voorkoms van ń jeukerige uitslag / veluitslag ná ń oortapping)

Koorsig(styging van temperatuur tesame met ń vinnige pols en ń styging in bloeddruk)

Hemolities(die lisis van rooi selle ná ń onversoenbare oortapping)

Gekombineer(simptome van beide allergies en koorsig kom gelyktydig voor)

Hipotensief(wanneer die bloeddruk onmiddellik ná ń oortapping daal)

Verkeerde oortapping(verkeerde bloedkomponent word oorgetap)

Anafilakties( n hewige allergiese reaksie)

Reaksie weens onderliggende ongestelheid(pasiënt het simptome wat pas by sy of haar siekte, nie as gevolg van die oortapping nie)

BGS0( bloedoortapping geassosieerde sirkulasie oorlading)

Ongewenste oortappingsreaksies:

2011/2012

FEITE & SYFERS

Inligting oor Bloedbank by Hoofkantoor - uitgereikte produkte:

Rooiselkonsentrate (RBS)

Plaatjies (PLS)

Vars-bevrore plasma (VBP)

Heelbloed (HB)

Noodbloed

Na-uurse versoeke (NUV’e)

2010/2011

104 744

8 116

22 765

269

6 644

48 384

2011/2012

107 532

4 103

19 880

287

6 370

47 045

Nota 1: PLS sluit plaatjies vir beide jong kinders en volwassenes in.Nota 2: VBP sluit vars-bevrore plasma vir beide jong kinders en volwassenes in.Nota 3: Noodbloed sluit bloed wat deur Voorraadbeheer uitgereik word asook dié wat van die Bloedbanke af uitgereik word, in.

2011/2012

193 waarvan

81

54

1

19

5

2

13

17

1

2010/2011

203 waarvan

93

50

1

17

1

3

7

31

0

25 2011/2012

FEITE & SYFERS (vervolg)

SANAS-akkrediteringstatus

Technilaw Gesondheid en Veiligheid

Gehalte en veiligheid: 2010/2011

Volle

Vyfstergradering

2011/2012

Volle

Vyfstergradering

Rooiselkonsentrate (RSK)

Plaatjies (PLS)

Vars-bevrore plasma (VBP)

Heelbloed (HB)

Noodbloed

Na-uurse versoeke (NUV’e)

2011/2012

19 292

693

3 327

2

885

4 789

Afrikaan / Swart

Bruin

Indiërs / Oosters

Wit

2011/2012

15.0%

59.5%

0.8%

24.7%

Wes-Kaap

28.3%

55.6%

0.4%

15.8%

WPBOD rasseprofiel in vergelyking met Wes-Kaapse demografie:

2010/2011

15.4%

58.5%

1.2%

24.9%

2011/2012

13 701

5 333

23 791

Gestabiliseerde serum

Faktor VIII

Albumieneenhede

2010/2011

4 236

5 185

11 957

Fraksioneringseenhede voorsien: Menslike hulpbronne:

Bedankings

Nuwe aanstellings

2011/2012

26

33

Inligting van Bloedbanke in die streke – uitgereikte produkte:

Nota 1: Die bostaande sluit die totale van elke streekskantoor – Paarl, Worcester en George – in.

Bemagtigingsyfers:Ons het weereens ons billikheidsdoelstellings gemonitor en bereik. Dit is deel van die kriteria vir die meting van ons sleutelprestasies vir die toekenning van ´n prestasiebonus by die WPBOD. Die werklike doelstellings wat gestel word, word gereeld hersien en verbeter; en ons prestasie in verband daarmee word kwartaalliks aan alle werknemers gekommunikeer. Tans is 75% van ons permanente personeel uit die swart aangewese groep afkomstig, terwyl 60% van ons personeel vroulik is.

2010/2011

26

30

26Blaai asseblief na bladsy 28 in die Engelse afdeling van hierdie publikasie.

FINANSIËLE VERSLAEVAN DIE WPBOD SOOS 31 MAART 2011

2011 2012 - western province blood transfusion · pdf filepaarl region + karen dramat ... the...

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