Did You Sa Ve Kelvin, S Life?: New Zealand Blood Service Annual Report

o u s, av e
Did y life?
Ke lvin s
New Zealand Blood Service

Annual Report
2008/09
d
Photo: Kelvin relaxing with his mum Eliza.
e a blo o ave
a r d h
If you or you coul
don , ife
s l
d Ke lvin
save
Cover story
When he was only 6 years old Kelvin was diagnosed Chemo and radiotherapy treatments were started, weakening
with leukaemia. Kelvin significantly. He had to be kept in isolation due to
susceptibility to infections that could easily have killed him.
Specialists told his family that he would need a bone marrow
Without healthy bone marrow of his own and while the urgent
transplant to save his life. However, with low numbers of bone
search for a donor match continued, Kelvin received regular
marrow donors in the Māori and Pacific community, the odds
blood transfusions to keep him alive. Over 81 blood product
were stacked against him.
treatments were administered during his fight for survival.
Unlike matching blood types, a person’s race does play a
Luckily, because of his age, Kelvin was eventually saved
significant role in bone marrow matching. So the young
by transfusion of a unit of umbilical cord blood (which also
battler from Te Rarawa, Te Aupouri, Ngatikahu and Ngapuhi-
contains the necessary blood forming cells found in bone
Nui-Tono iwi, needed a bone marrow donor of Māori descent
marrow). Following the transfusion, Kelvin was closely
who closely matched his tissue type. A match within Kelvin’s
monitored with regular check-ups and was finally given the
close family was not found, so the search was passed to
all clear in 2004.
the New Zealand Bone Marrow Donor Registry, which uses
databases from New Zealand and around the world to find Today, Kelvin leads an active life like any other 12-year-old
suitable bone marrow donors. With only 6,000 Māori or boy but his story only has a happy ending because blood
Pacific donors on the NZ database (compared to over 11 donated by New Zealanders kept him alive long enough to
million European donors on other registries), a donor match find a successful treatment.
for Kelvin could not be found anywhere in the world.
Statement of Purpose Contents
The New Zealand Blood Service exists to support the RECIPIENT STORY & STATEMENT OF PURPOSE
AND VALUES IFC & 1
healthcare community through the provision of safe, high
quality blood and tissue products and related services, in NZBS YEAR IN REVIEW 2
an equitable, timely and cost effective manner. This is only STRUCTURE AND GOVERNANCE 4
possible as a result of the generosity of voluntary blood EXECUTIVE TEAM AND OPERATIONAL OVERVIEW 6
donors and the commitment and dedication of our staff. NZ BLOOD FLOW – FROM DONATION TO TRANSFUSION 8
Values
RECIPIENT STORY – WILLIAM PIKE & BLOOD PRODUCTS
AND THEIR USES 10 & 11
DONOR RECOGNITION PROGRAMME &
SAFETY IS OUR CORNERSTONE HOW AND WHERE BLOOD IS USED 12 & 13
STRIVING FOR EXCELLENCE RECIPIENT STORY – RACHEL SHARMA & TISSUE TYPING 14 & 15
INTEGRITY AND RESPECT WORLD BLOOD DONOR DAY 16
OPEN COMMUNICATION NZBS – BEING A GOOD EMPLOYER 18
TEAMWORK STATUTORY DISCLOSURES 20

FINANCIAL STATEMENTS 22
NOTES TO THE SUMMARY FINANCIAL STATEMENTS 25
STATEMENT OF SERVICE PERFORMANCE 34
AUDITOR’S REPORT 39
DIRECTORY 40
You’ve heard of it...

but what is Leukaemia?
All types of blood cells - red cells (for carrying oxygen), of red blood cells and platelets are produced to maintain
white cells (for immunity) and platelets (for blood clotting) health and the white cells themselves are not mature enough
- originate in the bone marrow. Leukaemia (literal Greek to effectively fight infections. This gives rise to some of
translation “white blood”) is the name given to a range of the symptoms of the disease: increasing fatigue, excessive
diseases where the bone marrow malfunctions producing a bruising, bleeding and infections.
large number of abnormal white cells.
Internal bleeding, normally prevented by platelets, and serious
In a healthy body, blood cell growth and development is infections from viruses or bacteria, normally dealt with by
controlled to produce the correct number of each type of healthy white blood cells, can prove fatal for leukaemia
cell. Amazingly this is about 3 million red cells and 120,000 sufferers. Fortunately there are now better targeted treatments
white cells every second! Having leukaemia means that white for leukaemia and the five-year survival rate for all people with
blood cell production becomes so fast that insufficient levels leukaemia has more than tripled since the 1960s.
New Zealand Blood Service Annual Report 2008/09 1

NZBS Year in Review
During the year a comprehensive Collections and Facilities
Review was completed assessing projected collection,
processing and manufacturing requirements for the next
THE LAST YEAR HAS SEEN THE NEW ZEALAND BLOOD six years. This review recommended changes to regional
SERVICE CELEBRATE TEN YEARS AS THE NATIONAL targets and facilities to better match donor numbers with the
PROVIDER OF BLOOD SERVICES TO THE NEW ZEALAND changing demography of the New Zealand population. It has
HEALTHCARE SECTOR. informed planning to best provide for the projected changes,
taking into account donor expectations, current and census
In reaching this milestone it is useful to look back, reflecting based potential donor demographics, forecast technology
on achievements and comparing those with the original advances and changes in product mix and volume demand.
planning intentions. The 1999 publication Looking Forward This piece of work will ensure that NZBS facility development
– Vision for a World Class Blood Service outlines the optimal (including refurbishment of existing facilities) positions the
configuration, framework and plans for the then new national organisation well to efficiently and effectively respond to the
Blood Service. The document identifies three independent health sector’s forecast future requirements for blood, blood
projects which together and supported by the adoption of products and services provided by NZBS.
“national standards for transfusion and a national quality
system, will result in the establishment of a truly integrated The provision of modern blood services is based on a
and world class blood service within New Zealand.” pharmaceutical manufacturing model. This requires the
The three projects were: manufacture of blood components within a controlled
environment, which conforms to the requirements of Good
1. Implementation of a national information management Manufacturing Practice. One key factor which distinguishes
system – The Blood Management System (BMS) Project blood services from other pharmaceutical manufacturers is
2. Integration of Hospital and Health Service (HHS) based that each individual donation constitutes a batch. For this
transfusion services into NZBS – The Integration Project reason information tracking is required to monitor every
donation through each stage of the manufacturing process;
3. Restructuring of core processes – The Service starting with initial collection from a donor, through the
Development Project testing and manufacturing process, to transport, storage
Ten years on, it is pleasing to report that all three core and eventual transfusion to a patient. New Zealand uses
projects were successfully completed; in fact planning the blood management system Progesa (which is used
has now commenced to upgrade the originally installed throughout NZBS and in the majority of District Health Board
BMS Progesa (see below) and through a process of Blood Banks) to provide this “transfusion audit trail.” First
standardisation, consolidation, integration and consultation steps were taken in 2009 to upgrade the hardware platform
with key stakeholders, NZBS now delivers an efficient and hosting Progesa as part of a stepped plan to move to the
well managed national service, consistently meeting its safety new generation software called e-Progesa. In 2010 the
and surety of supply obligations. current regionally based donor databases will be merged into
a single national database, while in parallel a business case
The last 12 months has seen a greater focus by NZBS on for upgrading to e-Progesa will be developed. The move to
planning for the future, to ensure that our organisation is e-Progesa will be a 2–3 year project.
appropriately positioned to meet the ongoing and forecast
requirements of the New Zealand healthcare sector. The We had an unprecedented response to our new TEXT 515
strategic direction of the organisation has been reviewed and winter television recruitment campaign, with nearly 7,000
affirmed with the adoption of seven key strategic initiatives in texts received. This resulted in both new and existing donors
an updated Strategic Plan, which will form the basis for our making many appointments to donate. We are truly grateful
annual planning going forward (see page 4). for this ongoing support from less than 4% of the population
who are regular blood donors; visiting one of our 11 static
It is pleasing to report that once again NZBS has delivered sites or mobile collection venues at a rate of more than 3,000
a very good year-end financial result for the 2008/09 per week. These unsung heroes are the life blood of our
year; primarily through product demand and volume mix organisation, supporting more than 40,000 New Zealanders
being favourably different to budget, unbudgeted improved every year who require what is often life-saving treatment with
fractionation yields and inventory management, realisation blood or blood products.
of economies of scale, tight financial management and
Blood is a taonga - a precious resource which has a very
efficiency gains.
short shelf life (35 days for red cells and only 5 days for
A new NZBS Financial Guidelines Policy has also been platelets). Therefore; our stewardship responsibility to ensure
established in consultation with the Minister of Health, that every donors “gift of life” is used wisely, effectively and
Ministry of Health and DHBs (through the Lead DHB CEO). efficiently is something NZBS takes very seriously.
This policy framework enables NZBS to better manage the We achieve this through efficient donor recruitment along with
various financial uncertainties inherent in its business as a careful oversight and management of the national inventory
highly regulated, demand driven manufacturer of biological (held in both NZBS facilities and DHB blood banks).
products and related services with the additional responsibility
Forecasting the day to day demand for blood and blood
to manage and preserve the “gift” status of every donation.
products can never be an exact science, however, through
working with the DHBs and using historical predictive models
NZBS ensures that we always have sufficient product at the
2
• developing a youth focused donor retention programme
• commencing upgrade of the financial management software
• upgrading the quality and document management IT system
These ‘behind the scenes’ projects, along with the dedication
of more than 130,000 voluntary unpaid donors, has enabled
NZBS to collect more than: 152,000 whole blood; 23,000
apheresis plasma; and 6,000 apheresis platelet donations to
meet the requirements of the New Zealand healthcare system.
Safety is our cornerstone – the over-arching value of
everything that NZBS does. The NZBS National Medical
Director is actively involved in international activities and
networks in the field of transfusion medicine. He is currently
a member of the Board of Directors of the International
Society of Blood Transfusion and the Council of Europe Group
right place at the right time to meet clinical needs. It was responsible for maintaining the ‘Guide to the Preparation,
through this ongoing monitoring of product utilisation that Use and Quality Assurance of Blood Components’. These
earlier in the year we began to see a change in the growth in relationships ensure that NZBS remains up to date with the
demand for the NZBS manufactured immunoglobulin product latest trends in quality and safety practices in transfusion
(Intragam P). This demand change is not being seen in medicine. Close contacts are maintained with blood services
other countries; however the trend was such that throughout around the world and we are an inaugural member of the Asia
the year collection targets (in particular plasmapheresis Pacific Blood Network, an association of eight countries in the
Asia Pacific region. This network, which is now establishing
collections) were adjusted down in response to maintain
links with the Association of Blood Operators which includes
efficiency. Planning for the 2009/10 financial year has been
European and American Blood Services, provides invaluable
modified in response to this decline in demand growth and
benchmarking and joint development opportunities; ensuring
NZBS is closely monitoring prescribing patterns, ensuring
that New Zealand is closely linked to the latest technical and
that it has the flexibility to respond to any further changes
clinical advances in our field. NZBS also works closely with our
if required to ensure that product demand can be met.
nearest neighbour the Australian Red Cross Blood Service.
There are also situations where changes in demand can
Our ongoing challenge is to ensure that we continue to
occur through a managed process. Working in partnership
provide the New Zealand health system with value for
with patients through the Haemophilia Treaters Group
money blood and blood products and services; without
and with the National Haemophilia Management Group,
compromising our effectiveness, continuous improvement,
a planned transition for most people with haemophilia to
sustainability and overarching supply and safety mandates.
move from NZBS manufactured plasma derived Biostate
We have strengthened our financial management and forecasting
to commercially sourced recombinant factor VIII product
capabilities throughout the year and are well placed to continue
is being successfully progressed.
to meet the needs of the New Zealand healthcare sector.
In addition to supplying blood and blood products to the
In summary; building on the solid foundations of the last
New Zealand healthcare sector, NZBS also provides the
ten years, we have refreshed our strategic direction and
nation’s only tissue typing service; supporting solid organ
commenced a number of forward looking projects and
transplantation, deceased and living donor kidney and
activities to ensure we continue to be well placed to meet
liver transplant programmes and the related and matched
the ever changing requirements for blood, blood products
unrelated donor bone marrow transplant programmes in the
and services into the future.
DHBs. The world class NZBS Tissue Typing Laboratory is
accredited against a set of international standards established On behalf of the NZBS Board and management, a huge
by the American Society for Histocompatibility and thank you once again to our generous voluntary donors for
Immunogenetics (ASHI) and is led in its day-to-day operation their ongoing support and their “gift of life” to the people
by an accredited ASHI Director. This annual report features of New Zealand; and to our medical, nursing, collections,
the important work of this small laboratory supporting New technical, logistics, administrative and support staff who
Zealand’s various transplant programmes and in particular through their great teamwork, commitment and dedication
the special relationship that NZBS has with the New Zealand enable NZBS to meet the needs of clinicians and patients of
Bone Marrow Donor Registry which is housed within our New Zealand and deliver the world class blood service aspired
Epsom facility. to at the time our organisation was established ten years ago.
The last year has also been one of consolidation:

• embedding the refreshed organisation values finalised
in early 2008
ANNE URLWIN FIONA RITSMA
• implementing the recommendations from the review of
Board Chairman Chief Executive Officer
behavioural donor deferral criteria which are used to
identify individuals at risk of acquiring and transmitting 27 August 2009
significant blood borne infections

Structure and Governance
Left to right: Susan Johnstone, David Wright, Anne Urlwin

(Board Chairman), Prof Kathryn Crosier and Tania Kingi.
NZBS IS A CROWN ENTITY ESTABLISHED

UNDER THE NEW ZEALAND PUBLIC HEALTH
AND DISABILITY ACT 2000.
Its legislated primary purpose and core activity is the safe,
timely, high quality and efficient provision of blood and The NZBS Board appoints the Chief Executive Officer (CEO)
blood services to clinicians for the people of New Zealand. who reports directly to them. An Executive Management
In addition to this, NZBS provides related services including Team (see following pages) supports the CEO with individual
matching of patients and donors prior to organ/tissue members of that team holding separate responsibilities for key
transplantation and the provision of tissue banking (skin and operational areas of the blood service.
bone) and stem cell services. In 2009 the NZBS Board confirmed the following five year
NZBS is required under the Crown Entities Act 2004 (the Strategic Goals for the organisation:
Act) to give effect to Government policy when directed by NZBS provides its products and services effectively, efficiently and
the responsible Minister, the Minister of Health. The NZBS safely within available resources.
Board is appointed by and responsible to the Minister of
Health and performs strategic and governance functions for NZBS maintains a donor population capable of supporting ongoing
the organisation in accordance with the Act. The collective blood product demand in New Zealand.
duties of the Board under the Act include ensuring that NZBS: NZBS - DHB relationships are mutually supportive and productive.
acts consistently with its objectives, functions, the Statement
Effective systems ensure maintenance of NZBS regulatory compliance.
of Intent and Output Agreement; performs its functions
efficiently, effectively and consistently with the spirit of NZBS maintains an appropriate business model that is cost-effective
service to the public; and operates in a financially responsible and meets the ongoing blood service needs of New Zealand.
manner. Board members also have individual duties to:
NZBS systems are aligned with international “best practice”
comply with the Act (including with respect to disclosure
in respect of safety, IT and product development initiatives
of information); act with honest and integrity; act in good
(as appropriate for New Zealand).
faith and not at the expense of NZBS’ interests; and act with
reasonable care, diligence and skill. NZBS has a sustainable, competent and engaged workforce.
4
ANNE URLWIN – Board Chairman disabled people under a contract with the Anne previously held senior management
Ministry of Health. positions in the corporate sector, including
Joined NZBS Board: in the meat industry and the IT sector.
She is also currently a director of Meridian
1 July 2005
Energy Limited, Invest South Limited, Lakes She is a Fellow of the Institute of Directors in
Current term concludes: Environmental Limited, Naylor Love Limited New Zealand and of the New Zealand Institute
14 August 2011 and New Zealand Cricket. of Management, a member of the College of
Chartered Accountants of the Institute
Anne is a professional director, chartered Anne’s recent governance roles included
of Chartered Accountants of New Zealand,
accountant and business consultant. Her chairmanship of the New Zealand Domain
and a member of Chartered Secretaries
health experience includes consultancy roles Name Registry Limited (until July 2009)
New Zealand Inc. Anne has a BCom from
in the health research sector and her former and Deputy Chair of Landcare Research the University of Canterbury.
chairmanship of Brackenridge Estate Ltd, a New Zealand Limited (until June 2009).
subsidiary of the Canterbury District Health Other former governance positions have been
Board established to develop and provide in the transport, forestry, tertiary education
community care facilities for intellectually and infrastructure arenas.
PROFESSOR KATHRYN CROSIER Dr Crosier is a graduate of Otago (MBChB) RCPA, was Chair of the Gene Technology
and Auckland (PhD) Universities, and holds Advisory Committee of the Health Research
Joined NZBS Board: Fellowships of the Royal Australasian College Council of New Zealand and is a member of
August 2003 of Physicians (FRACP) and the Royal College the Scientific Committee of the Haematology
Current term concludes: of Pathologists of Australasia (FRCPA). Society of Australia and New Zealand, the
She joined the Faculty of The University of Research Committee of the Australian &
30 September 2009
Auckland following a Fellowship undertaken at New Zealand Society of Blood Transfusion
Kathryn Crosier is Professor of Molecular the Children’s Hospital and Harvard Medical and the Scientific Committee of the Leukaemia
Medicine at The University of Auckland. She School, Boston. She is a previous Head of the and Blood Foundation of New Zealand.
is a haematologist at Auckland Hospital, co- Department of Molecular Medicine & Pathology She was a director of the Institute of
ordinates teaching in medical genetics within and has held other senior administrative roles Environmental Science and Research,
the University and directs the Developmental within the University. Kathryn has also served 1998-2005. In 2005, Kathryn was appointed
& Cancer Genetics Research Laboratory. on the Genetics Advisory Committee of the ONZM for services to medicine.
SUSAN JOHNSTONE appointment to the Otago District Health board of the New Zealand Hockey Federation,
Board in 2004 and in 2007 was also appointed 10 years on the Council of Telford Rural
Joined NZBS Board: to the Southland District Board. She is the Polytechnic and 2 years on the New Zealand
January 1999 Deputy Chair of both boards and Chairs Institute of Chartered Accountant’s Practice
their independent Audit Finance and Risk Review Board.
Current term concludes:
Committees.
31 July 2009 Susan is a Fellow of the New Zealand Institute
She has been a member of the Tourism New of Chartered Accountants, a previous winner
Susan is a Chartered Accountant who holds a Zealand board since 2004 and was appointed of the Young Accountant of the Year Award,
number of governance roles and is a Partner in the board’s Deputy Chair in 2007. Susan also and chaired the Institute’s judging panel for
Shand Thomson, a Balclutha based chartered sits on the Council of Otago Polytechnic. Earlier the annual Young Accountant awards in 2008.
accountancy practice. She was a Ministerial governance roles have included 8 years on the
DAVID WRIGHT recently been undertaking a consultancy role Executive of Dairy InSight Inc. He is currently
as Special Advisor to the Tongan Minister for a director of Workbridge Inc and the
Joined NZBS Board: Finance and Acting Chief Executive of Tonga New Zealand Domain Name Registry Limited.
15 August 2008 Power Limited establishing and managing
David has an MBA awarded with Distinction and
the business as a public enterprise until the
Current term concludes: a BTech (Food) (Hons) degree.
appointment of a permanent Chief Executive.
14 August 2011
David previously held senior appointments in
David is an experienced Chief Executive and the meat, dairy and transport sectors including
Company Director with a career spanning both Chief Executive and Director of the Land
the corporate and state sectors. He has most Transport Safety Authority (LTSA) and Chief
TANIA KINGI and governed by Māori disability communities Manukau – an intersectoral collective of
providing a range of whanau driven initiatives. Māori representatives in partnership with
Joined NZBS Board: Her specialist area is planning and analysing Manukau City Council and is the Managing
15 August 2008 Māori development with a keen interest in Director of Kaiarahi Tapiri Ltd, a community
indigenous research practices. development entity with a focus on
Current term concludes:
intersectoral integration. A former practice
14 August 2011 Tania represents Māori health and disability
auditor and contract manager for the Ministry
services on POU, the Māori governance
of Health, Tania is the Auckland representative
With a long history of involvement with the committee of Counties Manukau DHB. She
on the Aotearoa whanau carers’ network.
Health and Disability sector, she is currently chairs Te Piringa – the national steering group
managing Te Roopu Waiora Trust; founded of Māori disability services; co-chairs Te Ora o

Executive Management Team
and Operational Overview
Left to right: Olive Utiera, Don Mikkelsen, Meredith Smith, John Harrison,
Fiona Ritsma (Chief Executive Officer), Sue Jensen, Ray Scott and Dr Peter Flanagan.
FIONA RITSMA As the Chief Executive Officer (CEO) Fiona Services Managers acting as strategic partners
leads the Executive Team and is accountable to to the CEO, providing critical clinical advice
Chief Executive Officer the NZBS Board. She has overall responsibility and support to enable achievement of the
Fiona joined NZBS in October 2006. for organisational performance including organisation’s objectives.
delivery of both its Annual and Strategic
She commenced her career in health as a Plans and represents NZBS on the National
radiotherapy radiographer in Christchurch and Haemophilia Management Group. The
spent the 18 years prior to joining NZBS in Information Services and Marketing functions
various management roles at the Auckland also report directly to her. With a strong focus
District Health Board. She is an active member on values and teamwork; the matrix structure
and past President of the New Zealand Institute of the leadership team sees the National
of Health Management. Medical Director, National Technical and Donor
DR PETER FLANAGAN The NZBS Clinical Services function which Expert transfusion medicine advice is available
Dr Flanagan leads plays a key role in ensuring at all times and is drawn upon in a wide range of
National Medical Director
that clinically appropriate blood products situations, from selection of donors to assisting
Peter originally trained in Haematology and are provided to patients in need, wherever hospital clinicians to provide treatment for
Transfusion Medicine in the United Kingdom. and whenever they are required. The clinical complex or urgent clinical problems.
He worked as a consultant in Transfusion function for the organisation is provided by
Medicine for the National Blood Service in six Transfusion Medicine Specialists located
England for 10 years before moving to in various centres around New Zealand
New Zealand to take up his current position with support from a Medical Officer and six
in 1998. Transfusion Nurse Specialists.
6
JOHN HARRISON a Crown Research Institute, initially as Chief and payment of supplier invoices; product
Financial Officer and subsequently as costing and pricing management; treasury
Chief Financial Officer
Chief Business Officer. and funds management; the annual budgeting
John joined NZBS in March 2008 and is process, monthly management reporting and
The NZBS Finance Function which John leads
a Chartered Accountant and member of statutory financial reporting and associated
manages all of the normal finance activities
the New Zealand Institute of Chartered audit requirements; and financial systems
of the business as well as various general
Accountants. John has had a varied finance management and ongoing development.
procurement responsibilities. Team members
orientated career ranging from senior corporate
are variously responsible for: invoicing of
finance roles interspersed with periods of
customers and subsequent credit collection;
self employment. Since 1992 he has worked
procurement of general supplies and services
primarily within the Crown entity sector with
with post contract monitoring; processing
14 years at Industrial Research Limited,
SUE JENSEN The NZBS HR function is responsible for workforce; promoting effective leadership and
providing human resource leadership in management practices; managing salary and
National Manager Human Resources
support of the Vision, Statement of Purpose benefits; developing employee recognition
Sue has an extensive history working in the and Values of NZBS. Sue’s team are focussed programmes; promoting fair and equitable
health sector initially as a registered nurse in on helping NZBS evolve as ‘a great place to treatment of employees through employee
New Zealand and overseas; and for the past be’. Working in partnership with members relations services; promoting health and safety
10 years in a range of Human Resources (HR) of the executive and senior management inclusive of wellbeing initiatives; and facilitating
management roles, primarily within DHBs. Sue teams this includes: attracting, motivating training and development.
joined the NZBS team in December 2006. and retaining a highly qualified and diverse
DON MIKKELSEN The “Operations” function which Don leads teams. Logistics and Customer Service teams
provides all routine business activities for ensure safe and efficient receipt, storage,
National Manager Operations
NZBS sites which include: six blood banks; distribution and transport of products between
Don has held this role since late 2006. eleven collections facilities; four processing NZBS sites and external customers. The
His background is in Science as a Clinical laboratories; and two donation accreditation Information Services team supports ongoing
Biochemist and he worked in DHB diagnostic laboratories. Operational functions can be maintenance and introduction of new technical
laboratories for the first 20 years of his career. divided into Technical and Donor Services equipment and ensures that vital information about
Don has also held leadership roles in the areas which are supported by independent donors and donations is recorded and accessible
diagnostic sector. Information Services, and Logistics functional for safety, monitoring and planning purposes.
RAY SCOTT in 1971. Ray’s role has particular focus on New Zealand. Additionally Technical Services
strategic development of technical areas of the undertakes pre-transfusion testing to match
National Manager Technical Services
NZBS business and in maintaining accurate blood components for transfusion to patients
Ray has a wealth of experience and technical and responsive collections and production and histocompatibility testing to support the
expertise in blood service operations. Having forecasting and planning. various transplant programmes within New
commenced training as a Medical Laboratory Zealand. NZBS also operates Tissue Banks for
The Technical Services function which Ray
Scientist in 1970 (qualifying with specialisation the provision of bone and skin and a Red Cell
leads is responsible for the processing, testing
in clinical chemistry, haematology and Reference Laboratory.
and supply of blood components to meet
immunohaematology) Ray’s association
clinical requirements in hospitals throughout
with blood services in New Zealand began
MEREDITH SMITH technical experience in hospital laboratories The NZBS Quality and Regulatory function is
for many years before moving to the Australian responsible for implementing the quality systems
National Manager Quality and
Red Cross Blood Service where she worked required for regulatory compliance. Meredith’s
Regulatory Systems in a variety of roles for twelve years. During team is located across all main sites and provides
Meredith originally trained in Australia as a that time she commenced post-graduate study the operational teams with support and advice on
Medical Scientist specialising in haematology in Quality Management and filled the Quality quality and regulatory issues and conducts audits
and immunohaematology. She gained extensive Manager role for three years before moving to to verify compliance with requirements.
NZBS in 2004.
OLIVE UTIERA The Donor Services function which Olive blood groups and promote a more efficient and
DONNational
MIKKELSEN – National leads is responsible
functionfor recruiting donors positive donation experience for donors. Donor
Manager Donor Manager
Services The “Operations” which Don leads ensure safe and efficient receipt, storage,
and all
provides performing all bloodactivities
routine business collectionforactivities. distribution
Serviceand
staff are primarily
transport registered
of products or enrolled
between
of Operations has held this role since
Olive joined the Blood Transfusion Service as NZBSThe NZBS
sites whichMarketing
include: function
six bloodassists
banks;Donor NZBSnurses andexternal
sites and therapeutic procedures
customers. The are carried
late 2006. His background is in Science
a registered nurse 28 years ago. elevenServices
collections
stafffacilities;
in promotingfour the
processing
importance of Information
out by Services teamatsupports
qualified staff ongoing
the major NZBS sites
as a Clinical Biochemist and he worked laboratories; and twoand
blood donation donation accreditation
recruiting new donors to maintenance andthe
throughout introduction
country. of new technical
Her current role has a strategic focus and Olive
in DHB diagnostic laboratories for laboratories.
the whole Operational functions
blood, platelet can be apheresis equipment and ensures that vital information
and plasma
has particular interest in promoting a customer
the first 20 years of his career. Don divided into Technical
panels. and Donor
NZBS is working Services
towards developing about donors and donations is recorded and
driven organisation, recognising that the
has also held (particularly
leadership donors)
roles inarethe areas which
effectiveare supported
appointment by independent
based donation to better accessible for safety, monitoring and planning
customers the nucleus
Information Services, to
target collection andmeet
Logistics
demandfunctional
for specific purposes.
diagnostic sector.
of the blood service in New Zealand. teams. Logistics and Customer Service teams

New Zealand Blood Flow – From Donation to Transfusion
T E S T
Every donation is tested for its blood group and
WHOLE BLOOD
RED CELLS
Whole blood is collected directly or plasma/platetets are separately collected using specialist apheresis machines
470mL of blood is taken

from each donor and separated
into components
D O N A T I O N
PLATELETPHERESIS
170 - 220mL of platelets only PLATELETS
collected depending on donor
PLASMAPHERESIS
600 - 800mL of plasma only PLASMA
collected depending on donor
Frozen and transported

to CSL in Melbourne,
Australia
CSL BIOPLASMA
PLASMA FRACTIONATOR
Plasma is manufactured into
many different products using
a process that includes two
viral inactivation steps
8
I N G
screened for infection before being transfused
T R A N S F U S I O N
NZBS Blood Bank staff and Logistics teams issue and deliver blood products to clinicians for various life saving treatments
Stored at 4°C
RED CELL for up to 35 days
PRODUCT
Platelets from four Stored with constant

Whole Blood donors movement at 22°C
are pooled
PLATELET for up to 5 days
PRODUCT
FRESH Stored below -25°C

for up to 2 years
FROZEN
PLASMA
Fractionated products
returned to New Zealand
for storage and use FRACTIONATED Products stored for
up to 2 years
PLASMA
PRODUCTS WILLIAM PIKE
Read about his remarkable
story of survival over page or on
his website www.williampike.co.nz.
See following page for information about products and their uses. 9
h b lo o d
Whi c
u cts
prod
save, d
Wil lia m s
life?
William Pike – survivor of 2007 Mt Ruapehu eruption.
THE FIRST RULE OF MOUNTAIN CLIMBING IS ABOUT The fact that enough of the right kind of blood was on hand
BEING PREPARED FOR WHATEVER COMES YOUR WAY. is thanks to the New Zealand Blood Service. They work
BUT NOTHING COULD PREPARE ME FOR WHAT CAME year round to make sure we all have a safe supply of blood
when we need it, all with the help of hundreds of generous
MY WAY ON THE SUMMIT OF MOUNT RUAPEHU IN
New Zealanders who give a little of themselves to help others.
SEPTEMBER 2007.
I wouldn’t be here without them.
Me and my mate, James Christie, had just bedded down
So to all my rescuers, doctors, nurses and blood donors,
for the night in the Dome Shelter when the truly unexpected
thanks – you literally gave me my life back.
happened. The mountain erupted. A rumble shook the hut
seconds before tonnes of mud, water and rock smashed
through the hut door - and onto us. James came out ok, DURING TREATMENT WILLIAM RECEIVED
most of our gear was buried, it was very, very cold and my THE FOLLOWING NZBS BLOOD PRODUCTS:
legs were crushed under tonnes of immovable rock. To replace blood lost:
Lucky for us, James still had his boots and was able to head • Red Blood Cells (42 units)
down the mountain for help, which is hard to find on the side • Fresh Frozen Plasma (15 units)
of an erupting mountain at night. But James came through, To help stop or control bleeding:
and a rescue team was pulling me out four hours later. • Platelets (3 units)
They didn’t hold much hope; I was closer to dead than alive. • Cryoprecipitate (5 units)
I was unconscious with severe hypothermia and my right
leg was a complete mess. Well they couldn’t save my leg,
but they did save my life, and they couldn’t have done that
without blood donated by New Zealanders like you. That
blood brought me back to life, and helped keep me alive
through 15 operations.
10
Blood products
and their uses
BLOOD DONATIONS CONTRIBUTE TO THE
EXISTENCE OF MANY DIFFERENT PRODUCTS,
ALL SERVING VITAL ROLES IN HELPING
NEW ZEALANDERS IN NEED.
FRESH BLOOD PRODUCTS
Fresh Frozen Plasma • Used in patients following trauma or transplantation.
Platelets • Used to support patients undergoing treatment for some blood diseases and cancer and
also to control bleeding following cardiac surgery and trauma.
Red Blood Cells • Used for treatment of people with: chronic anaemia resulting from disorders such as kidney
failure or cancers; and acute blood loss as a result of trauma or surgery.
PRODUCTS MANUFACTURED FROM PLASMA
Albumex 4 • Used for patients suffering burns or shock due to blood loss.
Albumex 20 • Used in the treatment of liver failure or renal failure associated with severe protein deficiency.
Anti D • Used to prevent haemolytic disease of the newborn (HDN) caused by an incompatibility
between the blood types of a mother and her baby. Complications of HDN can vary from
mild jaundice to serious disability or death.
Cryoprecipitate • Contains blood clotting factors and is used for treatment of trauma patients and during
cardiac/transplant surgery.
Factor VIII (Biostate) • Used for management of haemophilia A, an inherited bleeding disorder requiring
life-long treatment.
Factor IX (monofix-VF) • Used for the treatment of the inherited bleeding disorder haemophilia B (or Christmas disease).
Hyperimmune Globulins • Provides the recipient with temporary protection against a specific infection e.g. chicken
pox, tetanus or hepatits B.
Intragam P • An intravenously administered immunoglobulin product used for treatment of people with
immune deficiencies or in treatment of a range of diseases where the patient’s immune
system is compromised.
Normal Immunoglobulin • Used in prevention of hepatitis A in people travelling overseas to high risk areas.

e y o u
Hav a
rea c h e d
a t io n
don e?
s t o n
mile
REGULAR BLOOD DONORS ARE THE LIFELINE OF THE Donors can generally donate whole blood four times a year,
NEW ZEALAND BLOOD SERVICE AND IN RECENT so 100 milestone donors of whole blood usually have a
TIMES NZBS HAS ENHANCED ITS DONOR RECOGNITION donation history of 25 years or more. Given that one donation
can save or improve up to three lives, each of these donors
PROGRAMME TO HELP ACKNOWLEDGE THE GENEROSITY OF
is likely to have helped up to 300 people during that time!
BLOOD DONORS WHO REGULARLY MAKE “GIFTS OF LIFE”.
Plasma and platelet donors can donate more regularly,
NZBS operates in alignment with the proven principle that a up to every two to three weeks, which is a huge personal
blood supply derived solely from non-remunerated voluntary commitment to the wellbeing of New Zealanders.
donors will be the safest. Blood donation in New Zealand is
NZBS is offering these special donors a limited edition art
therefore entirely voluntary and NZBS is dependent on the
print in recognition of their achievement. The prints have
commitment and goodwill of donors in order to meet the
been produced by iconic New Zealand artists including:
emergency and on-going medical needs of the 40,000 or
Tony Ogle (two prints); Sally Tagg; and Lynne Sandri.
more New Zealanders who require blood or blood products
All artists have generously produced exclusive
each year. No donor receives any financial remuneration for
works for this purpose at a significantly discounted
their “gift of life”, so their donations are a true act of altruism.
fee. A sample of some of the artworks that have
There has always been a programme in place to offer “a little been, or are currently, available is shown above.
something special” to those donors who reach particular
These New Zealand artworks appropriately
donation milestones despite the fact that if you ask a donor
recognise the contribution of blood donors who
why they donate the answer will almost always be “just to help
have committed their time and energy to the
those people who need it”. Things have changed significantly
people of New Zealand over a period of
since the very early years of blood donation when it wasn’t
many years. Feedback from donors has
unheard of for a donor to be offered a “tipple” of liquor
been very positive and it is appropriate
after making a donation! Now the gifts offered to donors by
that their contributions are able
NZBS don’t include alcohol and range from the very popular
to be recognised in this uniquely
key-rings printed with the donor’s blood type (offered at the
New Zealand way.
second donation) through to our latest additions to the donor
recognition programme, limited edition artworks (offered at
certain donation milestones of 100 or more).
12
How and where blood is used
RED CELL USAGE IN NEW ZEALAND 2008 / 09
Accident victims 12%

19%
Heart disease
Orthopaedic (bone) surgery

15%
Liver and kidney disease 8%
Cancer patients
2%
Babies and pregnant women*
11%
6%
Children
Other medical conditions

6% *includes women’s surgery
Other surgical treatments 21% (obstetrics and gynaecology)
NATIONAL TRANSFUSION OF RED CELLS 2008 / 09

Auckland Hospital
Christchurch Hospital
Middlemore Hospital
4.6% 4.3% 3.9%
Wellington Hospital 3.1%
7.6% 2.9%
Waikato Hospital 2.5%
2.3%
1.8% Rotorua Hospital
North Shore Hospital 1.8%
1.4% Timaru Hospital
8.5% 1.8%
1.2% Gisborne Hospital
Dunedin Hospital
1.1% Wanganui Hospital
9.1%
Palmerston North Hospital 1.0% Masterton Hospital
8.9% 1.0% Marlborough Hospital
Tauranga Hospital 0.9% Whakatane Hospital
0.4% Thames Hospital
Whangarei Hospital
0.4% Greymouth Hospital
Hastings Hospital 9.6%

18.5%
Hutt Valley Hospital

10.5%
Taranaki Hospital
Nelson Hospital
Invercargill Hospital

C o u ld
u h ave
yo
save, d
Ra c h e l s
life?
EYES SPARKLING WITH LIFE AND SPORTING A BRILLIANT The only option left was a relatively new treatment involving
SMILE YOU WOULD NEVER THINK THAT RACHEL HAS transfusion of two units of cord blood. Two units are required
SPENT MUCH OF HER 22 YEARS FIGHTING SERIOUS LIFE for an adult to provide enough stem cells (cells that can
produce new blood cells). The Tissue Typing team swung
THREATENING ILLNESS.
into action again and typed cord blood from New York and
Diagnosed with acute lymphoblastic leukaemia in 1999 California before the blood was transfused. After anxious weeks
when she was just 12 years old, Rachel battled through the waiting to see if the transplanted stem cells would engraft,
challenges of treatment to a status of “complete remission”. Rachel’s body started to produce healthy blood cells again.
Unfortunately in May 2006 she received a different and Rachel recently celebrated her 22nd birthday and, as well
devastating diagnosis of myelodysplastic syndrome (MDS) as encouraging people of Indian descent to register as bone
formerly known as “pre-leukaemia”. MDS encompasses marrow donors, is studying social services and looking forward
a range of blood conditions characterised by ineffective to a bright future.
production in the bone marrow of blood cells. This disease
can progress to acute myeloid leukaemia.
Along with requiring other blood products as part of her
treatment, Rachel also urgently needed a bone marrow
transplant. The Tissue Typing team at the New Zealand
Blood Service tested all of the members of her immediate
family to see if one of them had bone marrow matching hers.
A person’s tissue type is influenced by race and inherited from
both parents and there is a 25% chance of matches between
siblings. Although Rachel’s two sisters were a match for each
other they were unfortunately not a match for Rachel.
Comparatively low numbers of people of Indian descent
are registered on the New Zealand and international bone
marrow donor registries and with India itself not having an
established registry finding an unrelated donor match also
proved impossible.
14
NZBS e
Tissu
n g . . .
Typi es
a vin g l iv
s
NZBS Tissue Typing

The laboratory has 18 staff who utilise some of the most
advanced techniques and equipment available to (primarily):
support bone marrow and solid organ transplant programs;
TISSUE TYPING SERVICES IN NEW ZEALAND WERE test for tissue types strongly associated with certain auto-
REVIEWED IN 2003 AND RATIONALISED FROM THREE immune diseases to aid clinical diagnosis; and test for tissue
LABORATORIES TO ONE. types that may cause hyper-sensitive reactions to certain
The national Tissue Typing laboratory is located at the largest drugs. The NZBS Tissue Typing laboratory has been involved
NZBS site in Epsom, Auckland and is accredited by both in notable advances in transplantation and testing in New
International Accreditation New Zealand (IANZ) and the Zealand in recent years including the first double (umbilical)
American Society for Histocompatibility and Immunogenetics cord transplant - see Rachel Sharma’s story on opposite page.
(ASHI). Paul Dunn, Clinical Scientist, is an ASHI Director and
oversees the national Tissue Typing laboratory.
What is Tissue Typing?

TISSUE TYPING ENCOMPASSES SEVERAL DIFFERENT including: kidneys; heart; lungs; pancreas; liver; skin; and
PROCEDURES WHICH ARE USED TO INVESTIGATE bone marrow/cord blood (as a source of blood stem cells that
CLINICALLY IMPORTANT INFORMATION ABOUT A PATIENT can make different kinds of blood cells). It is normally vital that
donated tissues, including stem cells, are as close a match as
AND ALSO, PREDOMINANTLY, TO TEST THE TISSUES
possible to that of the recipient to reduce the likelihood that the
OF A PROSPECTIVE DONOR AND RECIPIENT FOR THEIR recipient’s body will react to and reject the donor material.
COMPATIBILITY PRIOR TO TRANSPLANTATION.
Kelvin (cover) and Rachel’s stories of survival required the
Typing is usually performed on blood cells because they can be products and services of the New Zealand Blood Service. Both
easily obtained. Matching a potential donor to a recipient is not had been diagnosed with leukaemia and needed support of
totally dependent upon blood type which makes Tissue Typing blood products during their treatments and the skills of the
highly complex. There are quite a few different blood types but national Tissue Typing laboratory to confirm suitable sources
tens of thousands of different possible Tissue Types! Many of donor stem cells that, once successfully transplanted,
different organs and human tissues can now be transplanted enabled their own bodies to start making healthy blood cells.

T h a nk s
n o rs
to do urie
lik e L a
av in g
for s !
lives
Photo: Warren Buckland, Hawkes Bay Today.
Napier Donor Centre staff and donors celebrated World Blood Donor Day in festive style on 12 June 2009. The biggest
celebration of the day was saved for regular blood donor Laurie Jenkin who, having donated blood since 1956, reached the
impressive milestone of 150 donations. Like all blood donors Laurie is motivated by a desire to help others – something that
his donations will undoubtedly have done hundreds of times in the last 53 years.
Celebrating World Blood Donor Day

THE WORLD HEALTH ORGANISATION AND THE About 100 people in New Zealand suffer from primary
INTERNATIONAL FEDERATION OF RED CROSS AND RED immune deficiencies that mean they require numerous
CRESCENT SOCIETIES INITIATED WORLD BLOOD DONOR transfusions of the blood product intravenous immunoglobulin
on a monthly basis throughout their life simply to stay alive.
DAY (WBDD) IN 2004.
In the week leading up to Friday 12 June, each of the
It takes place on June 14 each year and provides an
11 regional blood donor centres in New Zealand held
opportunity for a united, national and global celebration on
celebrations to thank their regular donors who really are
a day that has particular significance; the birthday of Karl
the lifeblood of our national health service.
Landsteiner, the Nobel Prize winner who discovered the
ABO blood group system. Celebrations included visits to the donor centre by local
sports heros, recipients who spent time chatting with donors
NZBS celebrated World Blood Donor Day on Friday 12 June
and thanking them first hand, BBQ’s for donors and special
this year, when New Zealand said “thank you” to the many
treats for those who donated on the day.
people who regularly donate blood. It is thanks to blood
donors around the country that every kiwi can have access to With 42,000 people requiring blood or blood products each
all types of blood and blood products, should they need them. year in New Zealand, blood donors are a vital part of the
healthcare system in New Zealand and WBDD continues to
The theme of this year’s WBDD was “it takes all types”,
be a wonderful focus for celebrating their contribution.
an important reminder that all types of people need blood
for all types of reasons. There are many different reasons
that people need blood; from accident victims and cancer
patients, to surgical patients and premature babies.
16
Bunnings Warehouse Staff arrive
to donate on WBDD Hamilton Donor Centre celebrates WBDD
NZBS – Being a Good Employer
THE NZBS VISION TO BE ‘RECOGNISED FOR EXCELLENCE NZBS has an Equal Employment Opportunities programme
IN MEETING THE NEEDS OF DONORS, PATIENTS, OUR STAFF with policies and practices that promote the seven key
AND THE WIDER HEALTHCARE COMMUNITY’ IS AT THE elements of being a ‘Good Employer’. A range of activities
promoting these seven elements were undertaken in
HEART OF WHAT OUR STAFF STRIVE TO ACHIEVE EVERY DAY.
2008/09 as set out in the following table.
Guided by a strong set of values underpinned by the statement
that “Safety is our cornerstone”, NZBS is committed to
creating an environment which is ‘a great place to be’.
‘GOOD EMPLOYER’ ELEMENT NZBS ACTIVITY IN 2008/09

Leadership, Accountability • Comprehensive assessment of leadership development requirements, leading
and Culture to selection of a leadership training partner and programme development for
roll out in 2009/10.
• Values in Action workshops to embed the refreshed values at all levels of the
organisation and encourage the development of values based leadership and
decision making.
• Further integration of refreshed NZBS values, EEO and “good employer”

principles into core polices and organisational programmes.
• Establishment of a professional nursing structure with the appointment of a

Professional Nurse Advisor and part-time Clinical Nurse Specialists to support
and develop front line collections staff.
• Utilisation of the JRA Workforce Engagement Survey tool to inform areas for
development to enhance staff engagement and commitment. Staff development
was identified as the key area for future focus.
Recruitment, Selection • Development of a more people focussed on-line careers website which includes
and Induction applicant tracking functionality to enhance the attractiveness of NZBS as a
potential employer and to stream-line the recruitment process. Cost savings
will also be achieved through a reduced reliance on printed advertising.
• Provision of training for hiring managers to ensure impartial, transparent

employment processes which are consistent with providing ‘equal opportunities
for employment’.
• Introduction of a specific donor nurse induction programme providing focussed

transfusion specific training which has reduced the lead time for new recruits
to take a fully participating role on the work roster.
• Refreshment of the joint NZBS orientation programme, with a strong focus on

the values and culture of the organisation.
Employee Development, • Completion of an organisation wide Training Needs Assessment which informed
Promotion and Exit the development of a Strategic Learning and Development Plan.
• Further development of core ‘on the job’ skill development in collections

and technical workforce led by the NZBS Training Co-ordinators and ‘on the
job’ trainers.
• Professional registration of NZBS Donor Technicians qualification with the

Medical Laboratory Science Board.
• Development of career progression criteria for NZBS nurses, donor technicians,

laboratory, clerical, recruitment and logistics staff.
• Initial implementation of e-learning software to support accessible and

cost-effective staff training.
• Additional focus on targeted customer service training to front-line staff.
18
‘GOOD EMPLOYER’ ELEMENT NZBS ACTIVITY IN 2008/09
Flexibility and Work Design • Implementation of formal polices in relation to flexible working arrangements,
including a Working From Home policy to assist employees to improve
work-life balance.
Remuneration, Recognition • Further implementation of an equitable, transparent and gender neutral

and Conditions remuneration system for staff employed on Individual Employment Agreements
including job evaluation, market analysis and salary benchmarking.
Note: NZBS will be adopting the government’s clearly stated expectations
on pay and employment conditions in the State Sector in the 2009/10 year.
• Continuation of: ‘Applause Award’ programme - to recognise staff achievements;

‘Bright Ideas’ programme - to encourage staff innovation; and the NZBS ‘Long
Service Recognition’ programme.
• Implementation of a ‘Green Dude’ scheme focused on sustainable environmental

friendly initiatives.
Harassment and Bullying • Implementation of a formal policy and workshop training for managers equipping
Prevention them to prevent bullying and harassment in the workplace and to reinforce zero
tolerance of all forms of workplace harassment and bullying.
Safe and Healthy Environment • Further review and enhancement of Health and Safety policies and procedures,
supported by national and regional committees.
• Implementation of a very successful NZBS Wellbeing programme.
• Free flu vaccination campaign for all staff.
• Completion of the staff Hepatitis B screening programme for existing staff

(policy in place to screen new staff).
• Development of comprehensive staff management protocols and policies in

response to the H1N1 influenza pandemic.
NZBS Workforce Profile Looking forward

Assessment of the NZBS workforce confirms that a majority In the next 12 months NZBS has prioritised the following
of staff are women (78% female compared to 22% male). areas for further action:
This reflects the composition of the DHB workforce in New
• Implementation of a formalised integrated leadership
Zealand. Across NZBS, a large percentage of our staff (62%)
development programme promoting consistent application
work full-time. The average employee age at NZBS is 43
of leadership qualities and partnerships between
years, with the average length of service being 5 years.
management and clinical staff
NZBS does not have validated ethnicity or disability data for its
• Year 2 of the JRA Workforce Engagement Survey
workforce, but plans to enhance the capture and analysis of
demographic data in the coming year. • Review and reporting of the NZBS workforce profile
• Targeted training for donor recruitment staff and concurrent
NZBS WORKFORCE AGE PROFILE introduction of nationally consistent performance KPIs
• Ongoing development of targeted initiatives that
promote increased cultural awareness and enhancement
5%
of relationships with peoples of different ethnicities
18%
21%
< 25 years (particularly Māori)
25 – 34 years
35 – 44 years
45 – 54 years
33% 23%
> 55 years
34% 21%
NEW ZEALAND BLOOD SERVICE
Statutory Disclosures
For the year ended 30 June 2009
Your Board Members take pleasure in presenting their Annual Report together with summarised Financial Statements of the New Zealand Blood Service
for the year ended 30 June 2009. For the first time the Board has elected to present summarised financial information in accordance with Financial
Reporting Standard 43 - Summary Financial Statements. Both this document and the full financial statements will be published on the New Zealand
Blood Service website - www.nzblood.co.nz.
Principal Activity
The New Zealand Blood Service was established to ensure the supply of safe blood and blood products, and is responsible for all aspects of the
transfusion process; from the collection of blood from volunteer donors to the transfusion of blood components and products to recipients; a ‘vein to vein’
transfusion service.
Financial Performance
The Board of the New Zealand Blood Service set the financial targets for the entity at the beginning of the 2008/09 financial year and continuously
monitored actual performance against these targets during the course of the year. All financial targets were achieved for the year.
Financial Indicators Actual Budget Last Year

Gross Revenue (000's) 95,606 95,493 91,527
Reported Surplus (000's) 3,308 101 6,971
Capital charge (8% on equity) paid to Crown ($000’s) 2,382 1,580 1,213
Distribution of Surplus to District Health Boards ($000's) 2,400 - -
Interest Cover (times) 10.16 1.16 6.61
Total Assets ($000's) 46,389 41,574 41,476
Equity plus Term Borrowings ($000's) 28,737 27,235 25,607
Equity Ratio % 83.75% 72.90% 81.06%
Debt Ratio % 16.25% 27.10% 28.94%
Auditor
Audit New Zealand on behalf of the Auditor-General is appointed in accordance with Section 15 of the Public Audit Act 2001 and Section 43 of the
New Zealand Public Health and Disability Act 2000.
30 June 2009 30 June 2008
Remuneration of auditor - Audit fees for financial statement audit 2009 $85,945 $75,083
- Audit fees for financial statement audit 2008 $4,000 -
- Audit fees for NZ IFRS transition $14,200 -
Board Members
The Board Members are appointed by the Crown
Remuneration of Board Members

The following Board Members held office during the period under review and were paid fees accordingly:
Board Members’ Remuneration 30 June 2009 30 June 2008

$ $
Ms Anne Urlwin - Chairperson 32,000 19,333
Mr Warren Young - Retired 28 February 2008 - 19,333
Dr Lorna Dyall - Retired 31 August 2008 2,417 14,500
Mrs Susan Johnstone - Retired 31 July 2009 16,000 14,500
Dr Kathryn Crosier 16,000 14,500
Mrs Tania Kingi - Appointed 15 August 2008 14,000 -
Mr David Wright - Appointed 15 August 2008 14,000 -
Total Board Members’ remuneration 94,417 82,166
Board Members’ Interests

The following entries were made in the Interests Register of the entity with regard to the Board Members:
Director Entity Position

Mrs Susan Johnstone Otago DHB Board Member effective 6 December 2004 and Deputy Chair effective 10 December 2007.
Mrs Susan Johnstone Southland DHB Board Member and Deputy Chair effective 10 December 2007.
20
Statutory Disclosures (cont’d)

Related Party Transactions and Balances with Otago & Southland District Health Boards
30 June 2009 30 June 2008
$000 $000
Supply of Products and Services by NZBS to Otago DHB 3,873 3,976
Purchase of Services by NZBS from Otago DHB 109 148
Outstanding Balances from Otago DHB to NZBS 324 690
Outstanding Balances to Otago DHB from NZBS 10 -
Supply of Products and Services by NZBS to Southland DHB 1,649 1,779
Purchase of Services by NZBS from Southland DHB - -
Outstanding Balances from Southland DHB to NZBS 162 137
Outstanding Balances to Southland DHB from NZBS - -
Board Members’ Interests

No Board Member of the entity has received or become entitled to receive a benefit (other than a benefit included in the total remuneration received or
due and receivable by Board Members shown in Remuneration of Board Members).
Statement of Use of Entity Information

There were no notices from Board Members of the entity requesting to use entity information received in their capacity as Board Members which would
not otherwiae have been available to them.
Donations
No donations were made by the entity during the year ended 30 June 2009. (2008: Nil)
Insurance
The New Zealand Blood Service carries insurance cover to protect the Board Members and its employees from legal liability arising from them carrying out
their duties.
Remuneration of Employees*
Employee Remuneration range 30 June 2009 30 June 2008
No. Employees No. Employees
$100,000 - 109,000 3 4
$110,000 - 119,000 8 6
$120,000 - 129,000 2 2
$130,000 - 139,000 2 1
$140,000 - 149,000 - 2
$150,000 - 159,000 4 4
$160,000 - 169,000 1 1
$170,000 - 179,000 2 2
$180,000 - 189,000 - 1
$190,000 - 199,000 1 -
$260,000 - 269,000** 1 1
$270,000 - 279,000 1 1
Total Number of Employees 25 25
* Based on actual remuneration for the year.
** Chief Executive Officer
Termination of Employees
During the year, a payment totalling $2,000 was made to 1 former employee in respect of the termination of their employment with New Zealand Blood
Service (2008: $10,841).
Anne Urlwin
Board Chairman
27 August 2009

Statement of Financial Performance

Note Actual Budget Actual

2009 2009 2008
$000 $000 $000
Income
Revenue from supplying blood products 79,605 80,318 77,081
Revenue from supplying services 14,511 14,238 13,313
Revenue from overseas sales 1,228 930 579
Interest income 210 1 440
Other income 52 6 113
Gross Income 95,606 95,493 91,526
Less Distribution of Surplus to District Health Boards (2,400) - -
Net Income 93,206 95,493 91,526
Expenditure
Cost of Consumables and changes in Inventory 3 35,230 40,690 34,310
Employee benefit expense 4 30,888 30,888 28,553
Depreciation and amortisation 12 & 13 3,208 3,218 3,308
Other expenses 5 19,901 19,983 17,572
Finance costs 6 361 613 1,243
Revaluation of derivative financial instruments 7 310 - (431)
Total Expenses 89,898 95,392 84,555
Net Surplus for the year 3,308 101 6,971
Statement of Changes in Equity


2009 2009 2008
$000 $000 $000
Opening balance 20,758 19,754 13,891
Correction of Prior Year Accounting Treatment 2 - - (104)

Restated Balance 20,758 19,754 13,787
Transfer to Other Reserves - - -
Net Income / (Expenses) recognised directly to equity - - -
Net Surplus / (Deficit) for the year 3,308 101 6,971

Total recognised Income / Expense for the year ended 30 June 3,308 101 6,971
Contribution from owners - - -

Closing Balance 18 24,066 19,855 20,758
The accompanying notes form part of these summary financial statements
22
Statement of Financial Position

As at 30 June 2009

2009 2009 2008
$000 $000 $000
Assets
Current Assets
Cash and Cash Equivalents 8 4,751 21 1,750
Trade and Other Receivables 9 10,683 13,657 11,273
Inventory 10 20,929 19,198 18,295
Derivative Financial Instruments 11 - - 431

Total Current Assets 36,363 32,876 31,749
Non Current Assets

Property, Plant and Equipment 12 9,420 7,725 9,125
Intangible Assets 13 606 973 602

Total Non Current Assets 10,026 8,698 9,727
Total Assets 46,389 41,574 41,476
Liabilities
Current Liabilities
Trade and Other Payables 14 11,924 9,054 10,950
Premises Reinstatement Provision 15 - - 150
Employee Benefit Entitlements 16 3,693 3,967 3,303
Derivative Financial Instruments 11 310 - -
Borrowings 17 191 - 178

Total Current Liabilities 16,118 13,021 14,581
Non Current Liabilities

Premises Reinstatement Provision 15 816 - 710
Employee Benefit Entitlements 16 909 1,318 756
Borrowings 17 4,480 7,380 4,671

Total Non Current Liabilities 6,205 8,698 6,137
Total Liabilities 22,323 21,719 20,718

Net Assets 24,066 19,855 20,758
Equity 18
Crown Equity 15,717 15,717 15,717
Retained Earnings 8,349 4,138 5,041

Total Equity 24,066 19,855 20,758
For and on behalf of the Board Members of the New Zealand Blood Service.
Anne Urlwin Kathryn Crosier

Board Chairman Board Member
27 August 2009

Statement of Cash Flows


2009 2009 2008
$000 $000 $000
Cash Flows from Operating Activities
Receipts from Blood Products and Services Revenue 106,986 106,795 102,341
Interest Received 210 1 441
Receipts from Other Revenue 720 - 522
Payments to Employees (30,349) (30,606) (28,918)
Payments to Suppliers (62,913) (66,300) (54,947)
Interest Paid (413) (660) (1,192)
Capital Charge Payments (2,349) (1,615) (1,080)
Net GST payable to IRD (5,206) (5,996) (4,538)
Net Cash from Operating Activities 19 6,686 1,619 12,629

Cash Flows from Investing Activities
Proceeds from sale of Property, Plant and Equipment - - 3
Purchase of Intangible Assets (467) (582) (304)
Purchase of Property, Plant and Equipment (3,040) (2,918) (3,197)

Net Cash from Investing Activities (3,507) (3,500) (3,498)
Cash Flows from Financing Activities
Proceeds from Borrowings - - -
Repayment of Borrowings (178) 1,850 (9,280)
Repayment of Equity - - -
Net Cash from Financing Activities (178) 1,850 (9,280)
Net (Decrease) / Increase in Cash, Cash Equivalents and Bank Overdraft 3,001 (31) (149)
Cash, Cash Equivalents and Bank Overdraft at the beginning of the Year 1,750 52 1,899
Cash, Cash Equivalents and Bank Overdraft at the end of the Year 8 4,751 21 1,750
24
Notes to and forming part of the Summary Financial Statements

1 Summary Financial Statements - Basis of Preparation

The summary financial statements are those of the New Zealand Blood Service (NZBS) reported in New Zealand dollars. The New Zealand Blood
Service is a public benefit entity. The summary financial statements in this report have been prepared in accordance with FRS 43 - Summary Financial
Statements. The summary financial statements:
- have been extracted from full financial statements.

- have been prepared in accordance with New Zealand standards that comply with International Financial Reporting Standards.
The full financial statements were signed on 27 August 2009 and have been audited by Audit New Zealand and given an unqualified opinion. There were
no changes in accounting policy during the period under review.
The summary financial statements cannot be expected to provide as complete an understanding of the financial affairs of New Zealand Blood Service as
the full financial statements, which can be found on www.nzblood.co.nz.
2 Explanation of Correction of Prior Year Accounting Treatment

A review of the property lease commitments has identified the existence of a financing element within the property lease for 71 Great South Road,
Newmarket Auckland. The lessor funded $2.6 million of specialist fit-out costs that would have been met and capitalised by the New Zealand Bood
Service. This correction to prior year accounting treatment recognises the leasehold improvement asset and the term liability that exits.
Reconciliation of NZBS Equity

The following table shows the changes in NZBS equity for the correction of the prior year accounting treatment.
Note 30 June 2008 30 June 2008 30 June 2008

Reported Closing Correction of Prior Revised Closing
Position Year Accounting Position
Treatment
$000 $000 $000
Assets
Current Assets
Cash and Cash Equivalents 1,750 1,750
Trade and Other Receivables 11,273 11,273
Inventories 18,295 18,295
Derivative Financial Instruments 431 431
Total Current Assets 31,749 - 31,749
Non-Current Assets
Property, Plant and Equipment a 7,680 1,445 9,125
Intangible Assets 602 602
Total Non-Current Assets 8,282 1,445 9,727
Total Assets 40,031 1,445 41,476
Liabilities
Current Liabilities
Trade and Other Payables 10,950 10,950
Provisions 150 150
Employee Benefit Liabilities 3,303 3,303
Borrowings b - 178 178
Total Current Liabilities 14,403 178 14,581
Non-Current Liabilities
Provisions 710 710
Employee Benefit Liabilities 756 756
Borrowings b 3,300 1,371 4,671
Total Current Liabilities 4,766 1,371 6,137
Total Liabilities 19,169 1,549 20,718
Net Assets 20,862 (104) 20,758
Equity
Crown Equity 15,717 15,717
Retained Earnings c 5,145 (104) 5,041
Total Equity 20,862 (104) 20,758

Notes to and forming part of the Summary Financial Statements (cont’d)

Explanatory notes - Reconciliation of Equity

(a) Property, Plant and Equipment
This net amount reflects the capitalisation of the leasehold improvement asset of $2.6 million offset by accumulated depreciation totalling $1.155 million.
(b) Borrowings
This net amount reflects the term liability relating to the leasehold improvement cost of $2.6 million offset by accumulated repayments totalling $1.051
million. The balance repayable within 12 months totalling $178 thousand is classified as a current liability.
(c) Retained Earnings

This net amount reflects the difference between the accummulated actual rental costs reported in June 2008 of $2.244 million and the correct
accumulated charges to earnings of $2.348 million.
3 Cost of Consumables and Changes in Inventory

30 June 2009 30 June 2008
$000 $000
Consumables 21,811 20,826
Changes in Inventory 10,239 10,861
Expired Product * 3,180 2,623
Total Cost of Consumables and Changes in Inventory 35,230 34,310
*Expired Product - To guarantee the supply of product for any situation NZBS must maintain levels of stocks in excess of normal usage. Though NZBS
carefully manages its inventory of products to minimise expiry, due to the short life of the fresh products in particular, there will be a certain amount of
product that will expire before it can be utilised.
4 Employee Benefit Expenses

30 June 2009 30 June 2008
$000 $000
Salaries and Wages 30,345 29,285
Employer Contributions to multi-employer defined benefit plans - -
Increase/(Decrease) in employee benefit liabilities 543 (732)
Total Employee Benefit Expenses 30,888 28,553
Employee benefit costs recognised as an expense during 2009 includes the reversal of $46 thousand in respect of accruals for anticipated retrospective
staff liabilities subsequently confirmed as not being required (2008: $575 thousand reversal).
5 Other Expenses
30 June 2009 30 June 2008
$000 $000
Fees to principal auditor:
- Audit fees for financial statement audit 2009 86 75
- Audit fees for financial statement audit 2008 4 -
- Audit fees for NZ IFRS transition 14 -
- Audit fees for other services - -
Capital charge * 2,382 1,213
Board Members' Fees 94 82
Net Foreign Exchange Losses / (Gains) 473 222
Increase in Red Blood Cell Product Returns liability estimate 8 (299)
(Gains) / Losses on disposal of Property, Plant and Equipment - (3)
Changes in Premises Reinstatement provision (refer Note 14) (89) 53
Changes in impairment of Receivables (refer Note 8) 2 (224)
Impairment of Intangible Assets (refer Note 12) - 291
Minimum lease payments under operating leases 3,155 3,407
Other operating expenses 13,772 12,755
Total Other Expenses 19,901 17,572
*T he New Zealand Blood Service pays a capital charge monthly to the Crown based on the greater of its actual or budgeted closing equity balance for the
month. The capital charge rate for the period ended 30 June 2009 was 8% (30 June 2008: 8%).
26

6 Finance Costs
30 June 2009 30 June 2008
$000 $000
Interest expense
Interest on bank borrowings 213 1,192
Interest on Dilworth Trust Finance Lease 103 -
Provisions: Discount unwinding (refer Note 15) 45 51

Total Finance Costs 361 1,243
7 Revaluation of Derivative Financial Instruments

30 June 2009 30 June 2008
$000 $000
Foreign exchange forward selling contracts - (gain) / loss 310 (431)
Total Revaluation of Derivative Financial Instruments - (gain) / loss 310 (431)
8 Cash and Cash Equivalents

30 June 2009 30 June 2008
$000 $000
Cash in Hand 5 5
Cash at Bank 4,746 1,745

Total Cash and Cash Equivalents for the purpose of the Statement Cash Flows 4,751 1,750
Cash at Bank is deposited with counterparties with Standard & Poor’s credit ratings of AA. The carrying value of cash at bank and on hand with
maturities less than three months approximates their fair value.
9 Trade and Other Receivables

30 June 2009 30 June 2008
$000 $000
Trade receivables 9,670 10,509
Sundry receivables 322 79

9,992 10,588
Less: Provision for Impairment of Receivables (10) (18)
Net receivables 9,982 10,570
Prepayments 701 703

Total Trade and Other Receivables 10,683 11,273
The carrying value of receivables approximates their fair value.

As at 30 June 2009 and 2008 all overdue receivables have been assessed for impairment and appropriate provisions applied, as detailed below:
2009 2008
Gross Impairment Net Gross Impairment Net

Current 9,966 - 9,966 10,176 - 10,176
31 - 60 days 13 (1) 12 122 - 122
61 - 90 days 3 - 3 172 - 172
> 91 days 10 (9) 1 118 (18) 100

Total Receivables 9,992 (10) 9,982 10,588 (18) 10,570
The provision for impairment has been calculated based on expected non payment of long outstanding or disputed invoices. Expected losses have been
determined based on an analysis of NZBS’ losses in previous periods, and review of specific debtors.


Movements in the provision for impairment of receivables are as follows:

30 June 2009 30 June 2008
$000 $000
Balance at beginning of period 18 245
Additional provisions made during the year (refer Note 5) 12 -
Write back of surplus provision during the period (refer Note 5) (10) (224)
Receivables written off during the period (10) (3)

Balance at end of period 10 18
10 Inventories
30 June 2009 30 June 2008
$000 $000
Raw Materials - Fresh Frozen Plasma 3,871 4,018
Work in Process - Fresh Frozen Plasma 1,808 5,617
Fractionated Components 13,256 6,680
Fresh Components 1,075 1,033
Consumables 1,480 1,273

21,490 18,621
Provision for expired inventory (561) (326)

Total Inventories 20,929 18,295
No inventories are pledged as security for liabilities nor are any inventories subject to retention of title clauses. The level of the provision for expired
inventory has been based on expiry of product during the previous 24 months.
The cost of inventories recognised as an expense during the year totalled $10,238 thousand (2008: $10,861 thousand) and includes a net writedown of
$2,483 thousand in respect of previous writedowns of inventory to net realisable value (2008: writeback $958 thousand).
11 Derivative Financial Instruments

30 June 2009 30 June 2008
$000 $000
Current liabilities portion
Forward Foreign Exchange Contracts - fair value hedge 310 -

Current liabilities portion 310 -
Current assets portion
Forward Foreign Exchange Contracts - fair value hedge - 431

Current assets portion - 431
12 Property, Plant and Equipment
1 July 2007 Leasehold Plant & Computer Furniture & Motor Office Total
Cost or Valuation ($000’s) Improvements Equipment Equipment Fittings Vehicles Equipment
Opening balance 5,697 12,753 3,242 560 187 115 22,554

Correction of Prior Year 2,600 - - - - - 2,600
Accounting Treatment *
Additions 1,741 1,080 161 126 - 5 3,113

Disposals - (374) (1) (2) (67) - (444)
30 June 2008 10,038 13,459 3,402 684 120 120 27,823
*Refer Note 2 - Correction of Prior Year Accounting Treatment
28

Cost or Valuation ($000’s) Improvements Equipment Equipment Fittings Vehicles Equipment
Opening Balance 10,038 13,459 3,402 684 120 120 27,823

Additions 434 2,169 366 40 17 14 3,040
Disposals - (13) - (4) - (0) (17)
30 June 2009 10,472 15,615 3,768 720 137 134 30,846
Accumulated depreciation Improvements Equipment Equipment Fittings Vehicles Equipment
and Impairment Losses
($000’s)
Opening balance 3,724 8,510 2,377 451 146 83 15,291
Correction of Prior Year 1,155 - - - - - 1,155
Accounting Treatment *
Depreciation 718 1,389 499 59 15 15 2,695

Disposals - (374) (1) (2) (66) - (443)
30 June 2008 5,597 9,525 2,875 508 95 98 18,698
*Refer Note 2 - Correction of Prior Year Accounting Treatment
Accumulated depreciation Improvements Equipment Equipment Fittings Vehicles Equipment
and Impairment Losses
($000’s)
Opening balance 5,597 9,525 2,875 508 95 98 18,698
Depreciation 924 1,360 369 64 16 12 2,745
Disposals - (13) - (4) - - (17)
30 June 2009 6,521 10,872 3,244 568 111 110 21,426
Carrying Amounts ($000’s)
At 30 June and 1 July 2008 4,441 3,934 527 176 25 22 9,125

At 30 June 2009 3,951 4,743 524 152 26 24 9,420
Fixed Asset additions include $1,186 thousand of Capital Work in Progress projects at 30 June 2009 (2008: $134 thousand).
13 Intangible Assets
30 June 2009 30 June 2008
$000 $000
Computer Software Cost
Balance at beginning of year 6,344 6,040
Additions 467 304
Disposals - -
Balance at end of year 6,811 6,344
Accumulated Amortisation Expense and Impairment Losses
Balance at beginning of year 5,742 4,837
Amortisation Expense 463 614
Impairment Losses - 291
Disposals - -
Balance at end of year 6,205 5,742
Carrying Amounts
At beginning of year 602 1,203
At year end 606 602
The remaining amortisation period on computer software ranges from less than 1 year to 3 years.
Intangible Asset additions include $408 thousand of Capital Work in Progress projects at 30 June 2009 (2008: $8 thousand).


Impairment Loss
There were no impairment losses in the year ending 30 June 2009. In December 2007 a software upgrade to the NZBS blood management system was
implemented. The upgrade failed which resulted in capitalised cost of $291 thousand being expensed in the June 2008 year. Also refer to Note 21 -
Contingent Assets.
14 Trade and Other Payables

30 June 2009 30 June 2008
$000 $000
Trade Payables 6,311 7,267
Accrued Expenses 5,426 3,530
Capital Charge Accrued 167 135
Board Members' Fees Payable 20 18

Total Trade and Other Payables 11,924 10,950
Trade and Other Payables are non-interest bearing and are normally settled on 30 day terms, therefore the carrying value of Trade and Other Payables
approximates their fair value.
15 Premises Reinstatement Provision

30 June 2009 30 June 2008
$000 $000
Balance as at 1 July 860 756
Changes in provisions made during the year (refer Note 5) (89) 53
Discount unwind (refer Note 6) 45 51

Total Premises Reinstatement Provision 816 860
Comprising:
Current - 150
Non-Current 816 710

Total Premises Reinstatement Provision 816 860
Premises Reinstatement provision - the premises reinstatement provision represents the present value of the management’s best estimate of the future
sacrifice of economic benefits that will be required to remove leasehold improvements from leasehold property and reinstate those properties on the expiry
of the lease. The estimated cost has been calculated on a cost per square metre rate based on the advice of a registered valuer.
The unexpired term of the leases concerned ranges from 3 years to 14 years.
16 Employee Benefit Entitlements

30 June 2009 30 June 2008
$000 $000
Accrued Salaries & Wages 1,018 924
Annual Leave 2,515 2,209
Long Service Leave 247 198
Retirement Gratuities 760 652
Sick Leave 62 76
Total Employee Benefit Liabilities 4,602 4,059
Comprising:
Current 3,693 3,303
Non-Current 909 756

Total Employee Benefit Liabilities 4,602 4,059
Liabilities for Retirement Gratuities and Long Service Leave at June 2009 have been calculated by an external actuary and this has resulted in an increase
in the estimated liabilities existing at balance date, compared to the position reported at 30 June 2008.
30

17 Borrowings
30 June 2009 30 June 2008
$000 $000
Current borrowings are represented by:
Finance lease (refer Note 2) 191 178
Term credit facility - -

Total Current Portion 191 178
Non-current borrowings are represented by:
Finance lease (refer Note 2) 1,180 1,371
Term credit facility 3,300 3,300

Total Non-current portion 4,480 4,671
Total Borrowings 4,671 4,849
Carrying Amount Fair value
30 June 2009 30 June 2008 30 June 2009 30 June 2008

$000 $000 $000 $000
Term Borrowings 4,671 4,849 4,671 4,849
The fair values of the Westpac Term Loans are based on cash flows discounted using a rate based on a borrowing rate of 3.8% (2008: 9.0% to 9.6%).
The fair value of the Dilworth Trust Board loan is based on cashflows discounted using a rate of 7% for both 2008 and 2009 (refer Note 2).
30 June 2009 30 June 2008

$000 $000
Maturity Analysis:
The following is a maturity analysis of the NZBS finance lease.

Less than one year 191 178
Later than one year but not more than five years 1,180 1,101
Later than five years - 270

Total finance lease 1,371 1,549
The following is a maturity analysis of the NZBS term credit facility.
Less than one year - 900
Later than one year but not more than five years 3,300 2,400
Later than five years - -

Total term credit facility 3,300 3,300
Weighted average effective interest rate for the Westpac Term Loans is 6.28% and Dilworth Trust Board loan is 7% (2008: Westpac 9.43%, Dilworth 7%).
The Dilworth Trust Board borrowing liability has been classified as current for the balance repayable within 12 months and non-current for the remaining
balance for both the 2008 and 2009 years. In 2008 the Westpac balance repayable within 12 months was classified as a non-current liability as the intention
was to roll this borrowing over. In 2009 the Westpac borrowing is classified as non-current liabilities as the balance repayable is greater than 12 months.
The Westpac New Zealand Limited borrowing liability is unsecured and operates via a negative pledge undertaking.
The maximum amount available to New Zealand Blood Service under this banking arrangement is $8.3 million all on a term facility. (2008: $16.0
million). The specific requirements of the negative pledge are stated below.
(a) The New Zealand Blood Service must not grant a security interest over more than 5% of it’s Adjusted Tangible Assets to any third party without the
prior consent of Westpac New Zealand.
(b) The New Zealand Blood Service will ensure that it maintains Shareholder Funds of not less than 30% of Adjusted Tangible Assets.
(c) The New Zealand Blood Service adjusted earnings must not be less than the cost of funding.
The New Zealand Blood Service is a Statutory Entity under the New Zealand Health & Disability Act 2000, and is wholly owned by the Government of New Zealand.
The liabilities of the New Zealand Blood Service are not guaranteed in any way by the Government of New Zealand and the borrowing activities of the
New Zealand Blood Service have been conducted in accordance with this policy.


18 Equity
30 June 2009 30 June 2008
$000 $000
Crown Equity
Total Crown Equity 15,717 15,717
Retained Earnings
As at 1 July 5,041 (1,826)
Correction of Prior Year Accounting Treatment (refer Note 2) - (104)
Surplus / (deficit) for the year 3,308 6,971
Total Retained Earnings 8,349 5,041
Total Equity as at 30 June 24,066 20,758
19 Reconciliation of net surplus to net cash from operating activities

30 June 2009 30 June 2008
$000 $000
Net Surplus 3,308 6,971
Add / (Less) non-cash items:
Depreciation and Amortisation 3,208 3,308
Changes in Premises Reinstatement Provision (44) 104
Add / (Less) items classified as investing or financing activities:
(Gains) / Losses on disposal of Property, Plant and Equipment - (3)
Impairment Losses (refer Note 13) - 291
Add / (Less) movements in working capital items:
Trade and Other Receivables 592 481
Inventories (2,634) (1,055)
Trade and Other Payables 36 3,361
Employee Benefit Liabilities 539 (365)
Revaluation of Derivative Financial Instruments 741 (550)
Movement in Property, Plant and Equipment included in Trade and Other Payables 940 86
Net cash from Operating Activities 6,686 12,629
20 Capital Commitments and Non-cancellable Operating leases and Contracts

30 June 2009 30 June 2008
$000 $000
Capital Commitments
Capital expenditure contracted for at balance date but not yet incurred for Property, Plant and Equipment 266 384
Operating Leases as Lessee

NZBS leases property, plant and equipment in the normal course of its operations. The future aggregate minimum lease payments to be paid under non-
cancellable operating leases are as follows:
30 June 2009 30 June 2008

$000 $000
Capital Commitments
Not later than one year 2,877 3,230
Later than one year and not later than five years 8,373 10,428
Later than five years 4,017 6,888
Total non-cancellable operating leases 15,267 20,546
32

Other Non-Cancellable Contracts

NZBS has in place long term non-cancellable supply contracts. The future aggregate minimum contract payments to be paid under non-cancellable
contracts are as follows:
30 June 2009 30 June 2008

$000 $000
Not later than one year 25,036 24,156
Later than one year and not later than five years 92,686 48,218
Later than five years - 945

Total other non-cancellable contracts 117,722 73,319
During 2009 a number of the key supply contracts were renewed.
21 Contingencies
Contingent Liabilities
NZBS is a participating employer in the Defined Benefit Plan Contributors Scheme (“the Scheme”) which is a multi-employer defined benefit scheme.
If the other participating employers ceased to participate in the Scheme, NZBS could be responsible for the entire deficit of the scheme. Similarly,
if a number of employers ceased to participate in the scheme, the employer could be responsible for an increased share of the deficit.
As at 31 March 2008, the date of the most recent actuarial report, the scheme had a past service surplus of $28.3 million (9.9% of the liabilities).
At 31 March 2007 the surplus was $33.7 million (11.4% of the liabilities).This amount is exclusive of Specified Superannuation Contribution Withholding
Tax. This surplus was calculated using a discount rate equal to the expected return on the assets, but otherwise the assumptions and methodology were
consistent with the requirements of NZ IAS 19.
The Actuary to the scheme has recommended the employer contribution continues at 1.0 times contributors’ contributions. The 1.0 times contribution is
inclusive of Specified Superannuation Contribution Withholding Tax.
Contingent Assets
NZBS has a contingent asset at balance date in the form of a purchase discount entitlement should NZBS decide to purchase the latest version of its
blood management system (BMS). This entitlement is a partial recognition to NZBS of the costs it incurred in a previous unsuccessful BMS upgrade.
This contingent asset was initially recognised in the 2008 financial year and its status remains unchanged in 2009.
22 Segmental Reporting
The New Zealand Blood Service operates solely within New Zealand. This is considered to be one geographical segment for financial reporting purposes.
The New Zealand Blood Service activities are vertically integrated. These activities include collection, processing, accreditation testing and supply of
blood and they are considered to be an integrated segment for reporting purposes.
23 Events after the balance date

There were no significant events after balance date.
24 Explanation of Major variances against Budget

Revenue at $95.6 million was in line with budget. Product demand and volume mix was favourable to budget and costs were tightly controlled during
the year with total expenditure $3.1 million or 3.2% below budget. The major contributors to this were lower than budgeted costs of consumables and
inventory management of $5.4 million offset by a distribution of surplus to District Health Boards of $2.4 million. These favorable factors combined to
produce the strong financial result and closing Balance Sheet position. The equity position at 30 June 2009 totalled $24.1 million (budget $19.9m)
representing an equity ratio of 83.8% (budget 72.9%) and a debt ratio of 16.2% (budget 27.1%). Tangible assets totalling $46.2 million (budget $40.6m)
compared to last year’s $39.4m. The positive closing cash position of $4.8 million was a consequence of generating $6.7 million of cashflows from
operating activities (budget $1.6 million) offset by capital spend of $3.5 million (budget $3.5m).

Statement of Service Performance - Performance Monitoring

1 July 2008 - 30 June 2009
The New Zealand Blood Service has one overall output, comprising three parts, associated with achievement of the outcome below:
New Zealand Blood Service Outcome

The healthcare community is supported in their delivery of high quality clinical care through provision by NZBS of safe, high quality blood and tissue
products and related services, in an equitable, timely and cost effective manner.
Output Value 2008/09

($)
$ (excl GST)
Provision of a safe and effective blood service for all New Zealanders through supply and delivery of: $101K
• Fresh Blood Components;
• Fractionated Blood Products; and
• Other products and related services.
Comment
Revenue at $95.6 million was in line with budget. Product demand and volume mix was favourable to budget and costs were tightly controlled during
the year with total expenditure $3.1 million or 3.2% below budget. The major contributors to this were lower than budgeted costs of consumables
and inventory management of $5.4 million offset by a distribution of surplus to District Health Boards of $2.4 million. These favorable factors
combined to produce the strong financial result and closing Balance Sheet position. The equity position at 30 June 2009 totalled $24.1 million
(budget $19.9m) representing an equity ratio of 83.8% (budget 72.9%) and a debt ratio of 16.2% (budget 27.1%). Tangible assets totalling $46.2
million (budget $40.6m) compared to last year’s $39.4m. The positive closing cash position of $4.8 million was a consequence of generating $6.7
million of cashflows from operating activities (budget $1.6 million) offset by capital spend of $3.5 million (budget $3.5m).
STRATEGIC OBJECTIVE 1. Safe blood, products and services for all New Zealanders are available when and where required.
Output / Measure Standard Comment
1.1 NZBS will ensure that safe blood, blood products and At all times Supply was maintained at all times. There was
services are supplied to meet demand. a noticeable increase in the demand for fresh
products in the lead up to the end of the financial
year, which was met.
1.1.1 Supply/Demand Estimates for 2008/09 include:

Raw Material Inputs:
• Whole Blood donations • B y 30 June 2009 • Annual Target = 147,000 collections
- 147,000 collections Annual Actual = 150,756 collections (102.6%)
• Plateletpheresis donations • B y 30 June 2009 • Annual Target = 5,700 collections

• Plasmapheresis donations • B y 30 June 2009 • Annual Target = 24,700 collections

NOTE: The plasmapheresis target was revised and
reduced in the latter part of 2008/09 due to reduced
demand for the intravenous immunoglobulin product
IntragamP. 100.1% of this revised target was achieved
in the fourth quarter of 2008/09.
1.1.2 Fresh Blood Component Outputs:

• Red Cells Produced • B y 30 June 2009 • Annual Target = 140,000 units
- 140,000 units Annual Actual = 141,519 units (101.1%)
• Platelets Produced • B y 30 June 2009 • Annual Target = 17,000 adult doses

- 17,000 adult doses Annual Actual = 19,061 adult doses (112.1%)
NOTE: Platelet production was increased during
2008/09 to match increased demand and ensure
maintenance of stocks for reliability of supply.
34

1 July 2008 - 30 June 2009
• Plasma Produced • B y 30 June 2009 • Annual Target = 21,500 units

- 21,500 units Annual Actual = 20,211 units (94%)
• Cryoprecipitate Produced • B y 30 June 2009 • Annual Target = 2,000 units

- 2,000 units Annual Actual = 2,725 units (136.3%)
NOTE: Cryoprecipitate demand continued to increase
throughout 2008/09 to approximately 40% above
the forecast based on January 2008 data. Production
has continued at an increased level to sustain this
demand and build stock levels. Demand for this
product has been met at all times.
• Plasma for fractionation Produced • B y 30 June 2009 • Annual Target = 50,000 kgs
- 50,000 kgs Annual Actual = 49,942 kgs (99.9% of
original target)
1.1.3 Fractionated Product Outputs:
• Intragam P 200mL equivalents • B y 30 June 2009 • Annual Target = 21,200 vials

- 21,200 vials Annual Actual = 19,328 vials (91.2%)
NOTE: During 2008/09 a reduction in the usage
growth rate of this key product was seen and a strategy
introduced to reduce production to match demand.
• Biostate 250 IU equivalent 20,000 vials • B y 30 June 2009 • Annual Target = 20,000 vials
Annual Actual = 20,652 vials (103.3%)
1.1.4 Fractionated Product Outputs:
Other Products / Service Outputs:

• T issue typings associated with transplant patients/ • B y 30 June 2009 • Annual Target = 7,900 typings performed
donors and disease studies. Annual Actual = 7,464 typings (94.5%)
- 7,900 typings
•N umber of antibody screens performed for patients • B y 30 June 2009 • Annual Target = 7,500 patient samples screened
awaiting organ transplant. Annual Actual = 7,068 patient samples screened
- 7,500 patient samples screened (94.2%)
• Number of femoral heads issued. • B y 30 June 2009 • Annual Target = 500 femoral heads issued
- 500 femoral heads issued Annual Actual = 537 femoral heads issued
(107.4%)
•N umber of patient blood groups and antibody • B y 30 June 2009 •A nnual Target = 133,000 patient samples
screens performed. screened
- 133,000 patient samples screened Annual Actual = 144,284 patient samples
screened (108.5%)
1.1.5 Therapeutic Service Outputs:
• Plasma exchanges • B y 30 June 2009 • Annual Target = 360 exchanges performed

- 360 exchanges Annual Actual = 444 exchanges performed
NOTE: The increase in clinical demand from DHBs for (123.3%)
this therapeutic service has been met at all times.
• Stem cell harvests • B y 30 June 2009 •A nnual Target = 260 stem cell
- 260 harvests harvests performed
Annual Actual = 262 stem cell harvests
performed (100.8%)
• Therapeutic venesections • B y 30 June 2009 •A nnual Target = 4,000 therapeutic

- 4,000 venesections venesections performed
NOTE: The increase in clinical demand from DHBs for Annual Actual = 4,939 therapeutic venesections
this therapeutic service has been met at all times. performed (123.5%)


1 July 2008 - 30 June 2009
STRATEGIC OBJECTIVE 2. Blood, blood products and services under the control of NZBS are efficiently produced / managed,
safe and of high quality, contributing to the good health and wellbeing of New Zealanders.
2.1 NZBS will ensure it is GMP compliant by maintaining its At all times All Medsafe licenses and IANZ accreditations have
Medsafe licenses and IANZ accreditation. been maintained during 2008/09.
2.2 Development and initiation of a plan to address By 30 June 2009 New criteria were successfully implemented on
recommendations arising from the review of 2 March 2009. No significant problems were
behavioural donor deferral criteria conducted during identified. The NZBS website was updated at the same
2007/08. time and now includes more information on donor
eligibility. This will facilitate donor self deferral.
A series of workshops for NZBS Donor Nurses
organised by the New Zealand AIDS Foundation began
in March 2009. These aim to explore HIV and sexual
behaviour issues from the perspective of the gay man.
This will hopefully improve the ability and confidence
of donor nurses to handle sensitive issues arising
during collection sessions. Initial feedback has been
very positive. The workshops will continue to be held
in 2009/10.
2.3 Collections and Facilities Review • T erms of Reference Terms of Reference for the Collections and Facilities
Review NZBS collection strategies and facilities for Review approved Review were approved by the NZBS Board in July
to ensure the most cost effective and efficient by NZBS Board by 2009 with the review formally commencing after
method/s of collection are continued as blood service 31 July 2008 this date. The final Report and recommendations
requirements change. were presented to the April 2009 NZBS Board
•R
eview commenced by
meeting.
mid September 2008
2.4 Upgrade of Progesa blood management system. •R

ecommendations The NZBS Board approved a process to progress
for upgrade approach upgrade of the blood management system
approved by (Progesa) in June 2009. Implementation of that
30 September 2008 plan formally commenced after this date with initial
steps in the implementation process (including
• Implementation plan
transfer of existing software to new hardware)
commenced by
successfully completed or well advanced by the
31 December 2008
end of 2008/09.
2.5 Platelet Additive Solution (PAS) By January 2009 Formal Medsafe approval to progress this initiative
Platelet Additive Solution (PAS) for production of was obtained in October 2008. Initial validation
Platelet Components implemented (subject to work was commenced and identified a number of
Medsafe approval). issues. A revised implementation plan has been
prepared for 2009/10. The delayed implementation
will not impact adversely on overall plasma
collection requirements.
36

1 July 2008 - 30 June 2009
STRATEGIC OBJECTIVE 3. NZBS will maintain long-term financial and operational sustainability.
3.1 NZBS will deliver to its Financial Plan. $101K at 30 June 2009 NZBS’ Year End financial position is a reported
surplus of $3.3m, $3.2m favourable to budget.
3.2 Financial Sustainability Project By 30 September 2008 The major recommendations of the Financial
Commence implementation of agreed Sustainability Project have been implemented apart
recommendations from the Financial Sustainability from the review of costing and pricing which is a
Project during first quarter of 2008/09. significant project (see 3.3 below).
3.3 Costing and Pricing Review • T erms of Reference Terms of Reference for the Costing and Pricing Review
Review NZBS costing and pricing principles for approved by were approved by the NZBS Board in February 2009.
products and services to ensure they reflect 30 September 2008 Planned review activity is successfully being
international best practice as appropriate given the • R eview commenced progressed with a target completion date of
changing collection drivers in New Zealand. by 31 October 2008 31 October 2009.
3.4 Management of Biostate to recombinant By 30 June 2009 A Transition Plan for management of Biostate to
Factor VIII transition. recombinant Factor VIII transition was agreed at the
Transition Plan agreed with the National Haemophilia May 2008 NHMG meeting. NZBS continues to work
Management Group and budgeted annual Biostate closely with NHMG and Treaters to manage transition
utilisation achieved. of patients to Biostate. A total of 20,652 vials were
issued against a target of 20,000 for the year.
3.5 Utilisation of Surplus Biostate By 31 December 2008 Agreement was reached during 2008/09 with CSL
Market established with CSL for sale of Biostate that is on a price (aligned with NZBS budget assumptions)
surplus to the needs of New Zealand. for the sale of surplus Biostate. Two pools of plasma
have resulted in production of surplus Biostate during
2008/09.
STRATEGIC OBJECTIVE 4. New Zealanders support NZBS through blood donation.
4.1 NZBS recruits and maintains the required donor

database including:
Active Donors
• A rrest currently declining number of donors • B y 30 June 2009 • T he donor database decline has successfully
and maintain donor database at approximately been arrested and at the end of 2008/09 the
130,000 active donors. total number of active donors stands at 130,243.
4.2 Youth Donor Recruitment and Retention • B y 30 September 2008 •C

oncern about iron levels in young donors has
• P repare Implementation Plan for Club 25 resulted in the planned approach to Club 25
(including specific KPIs to assess ongoing being abandoned.
effectiveness of initiative).
• Club 25 Initiative launched.
• Initial assessment of progress against KPI’s complete.


1 July 2008 - 30 June 2009
STRATEGIC OBJECTIVE 5. NZBS interacts proactively with DHBs to:

5.1 promote a positive working relationship that assists achievement of favourable
health sector outcomes
5.2 communicate information including price changes) to DHBs in a timely manner
assisting effective DHB planning.
5.1.1 Demand Management
•P
rovide monthly activity reports to all 21 DHBs • Monthly • Monthly reports distributed to all DHBs.
detailing product usage and expiry information.
•N
ZBS clinical audit team completes two multi-site • B y 30 June 2009 •O
ne multi-site audit (for red cell transfusion) was
audits of product utilisation during year. completed and distributed to all Hospital Transfusion
Committees. Several other product specific audits in
response to changing product demand throughout
the year are awaiting final review by the NZBS
Clinical Advisory Group prior to release.
5.1.2 Clinical Oversight Programme
•M
inimum of one oversight visit to each participating • B y 30 June 2009 • 23 visits involving 17 DHBs were undertaken during
DHB during the year. the year. This included at least one visit to each
participating DHBs.
•P
roduction of a report following each visit outlining •A
fter each visit (reports •R
eports have been routinely produced following visits.
laboratory standards along with corrective actions produced for all
and recommendations where appropriate. participating DHBs by
30 June 2009)
•P
articipating DHB Blood Banks maintain • At all times •N
ZBS is not aware of any laboratories that have lost
IANZ accreditation. IANZ Accreditation during 2008/09.
Haemovigilance Management
• Production of an annual Haemovigilance report. • B y 30 June 2009 • T he 2008 Annual Haemovigilance report is in
preparation and will be published in September 2009.
5.2.1 Products and Services Pricing
•C
ommence price engagement process with DHBs •B
y mid November 2008 • Engagement process successfully undertaken
through DHBNZ and the Lead DHB CEO. through the Lead DHB CEO (see comment below).
• 2009/10 prices confirmed with DHBs. • B y 31 March 2009 • DHBs (through the Lead CEO) agreed to a price
increase in 2009/10 equivalent to FFT and returned
the amendments to Supply Agreements signed by the
21 DHB CEOs prior to the end of the financial year.
38
Auditor’s Report
TO THE READERS OF
New Zealand Blood Service’s summary financial

statements and statement of service performance
for the year ended 30 June 2009
We have audited the summary financial statements and statement of service performance
as set out on pages 22 to 38.
Unqualified Opinion
In our opinion:
• The summary financial statements and statement of service performance represents, fairly and
consistently, the information regarding the major matters dealt with in the annual report; and
• The information reported in the summary financial statements and statement of service
performance complies with FRS-43: Financial Statements and is consistent with the full
financial statements from which it is derived.
Basis of Opinion
Our audit was conducted in accordance with the Auditor‑General’s Auditing Standards, which
incorporate the New Zealand Auditing Standards. Other than in our capacity as auditor, we have
no relationship with or interests in New Zealand Blood Service.
Responsibilities of the Board and the Auditor
The Board is responsible for preparing the summary financial statements and we are responsible
for expressing an opinion on those statements.
John Scott
Audit New Zealand
On behalf of the Auditor‑General
Auckland, New Zealand
27 August 2009
Matters Relating to the Electronic Presentation of the Audited Financial Statements and Statement of Service Performance
This audit report relates to the financial statements and statement of service performance of New Zealand Blood Service
for the year ended 30 June 2009 included on the New Zealand Blood Service’s website. The New Zealand Blood Service’s
Board is responsible for the maintenance and integrity of the New Zealand Blood Service’s website. We have not been
engaged to report on the integrity of the New Zealand Blood Service’s website. We accept no responsibility for any changes
that may have occurred to the financial statements and statement of service performance since they were initially presented
on the website.
The audit report refers only to the financial statements and statement of performance named above. It does not provide
an opinion on any other information which may have been hyperlinked to or from the financial statements and statement
of service performance. If readers of this report are concerned with the inherent risks arising from electronic data
communication they should refer to the published hard copy of the audited financial statements and statement of service
performance as well as the related audit report dated 27 August 2009 to confirm the information included in the audited
financial statements and statement of service performance presented on this website.
Legislation in New Zealand governing the preparation and dissemination of financial information may differ from legislation
in other jurisdictions.

Directory
NZBS BOARD MEMBERS NATIONAL OFFICE
Mrs Anne Urlwin (Chairman) 71 Great South Road, Epsom, Auckland

BCom, CA, ACIS, FNZIM, Finst Tel: +64 (0) 9 523 5733
of Wanaka Fax: +64 (0) 9 523 5754
Prof Kathryn Crosier ONZM AUDITOR

MBChB, PhD, FRACP, FRCPA of Auckland Audit New Zealand
Mrs Susan Johnstone (on behalf of the Auditor General)
BCom, FCA of Balclutha
PRINCIPAL BANKERS
(Board term concluded 31 July 2009)
Westpac
Ms Tania Kingi
111 Karangahape Road
Dip.Bus (Māori Devt) - Ngati Awa, Ngai Tai,
Auckland
Te Arawa - of Auckland
Mr David Wright
SOLICITORS
MBA (Distinction), B Tech (Food) (Hons) of Wellington Buddle Findlay
Auckland
NZBS EXECUTIVE MANAGEMENT
LeeSalmonLong
Chief Executive Officer
Auckland
Fiona Ritsma
Chief Financial Officer
John Harrison
National Medical Director
Dr Peter Flanagan
National Manager Human Resources
Sue Jensen
National Manager Operations
Don Mikkelsen
National Manager Technical Services
Ray Scott
National Manager Quality and Regulatory Systems
Meredith Smith
National Manager Donor Services
Olive Utiera
40
Donor Centre information

Auckland Donor Centre
09 523 5733
71 Great South Road, Epsom
North Shore Donor Centre

09 489 8858
441 Lake Road, Takapuna
Manukau City Donor Centre

09 263 4667
Unit B, 13 Cavendish Drive
Tauranga Donor Centre

07 578 2194
154 – 168 Cameron Road
Hamilton Donor Centre

07 839 3679
Cnr Lorne Street and Ohaupo Road
Palmerston North Donor Centre

06 350 8563
Gate 12, Ruahine Street
Napier Donor Centre

06 834 1829
76 Wellesley Road
Wellington Donor Centre

04 380 2243
Hospital Road, Newtown
Christchurch Donor Centre

03 343 9040
87 Riccarton Road
Nelson Donor Centre

03 545 8092
16A Vanguard Street
Dunedin Donor Centre

03 477 9920
Cnr Cumberland and St Andrew Streets

Did You Sa Ve Kelvin, S Life?: New Zealand Blood Service Annual Report

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Did You Sa Ve Kelvin, S Life?: New Zealand Blood Service Annual Report

Uploaded by

Copyright:

Available Formats

o u s, av e

New Zealand Blood Service

INTEGRITY AND RESPECT WORLD BLOOD DONOR DAY 16

OPEN COMMUNICATION NZBS – BEING A GOOD EMPLOYER 18

TEAMWORK STATUTORY DISCLOSURES 20

You’ve heard of it...

New Zealand Blood Service Annual Report 2008/09 1

The last year has also been one of consolidation:

New Zealand Blood Service Annual Report 2008/09 3

Left to right: Susan Johnstone, David Wright, Anne Urlwin

NZBS IS A CROWN ENTITY ESTABLISHED

New Zealand Blood Service Annual Report 2008/09 5

New Zealand Blood Service Annual Report 2008/09 7

470mL of blood is taken

Frozen and transported

RED CELL for up to 35 days

Platelets from four Stored with constant

FRESH Stored below -25°C

FRESH BLOOD PRODUCTS

Fresh Frozen Plasma • Used in patients following trauma or transplantation.

PRODUCTS MANUFACTURED FROM PLASMA

New Zealand Blood Service Annual Report 2008/09 11

RED CELL USAGE IN NEW ZEALAND 2008 / 09

Accident victims 12%

Orthopaedic (bone) surgery

Other medical conditions

NATIONAL TRANSFUSION OF RED CELLS 2008 / 09

Hastings Hospital 9.6%

Hutt Valley Hospital

New Zealand Blood Service Annual Report 2008/09 13

NZBS Tissue Typing

What is Tissue Typing?

New Zealand Blood Service Annual Report 2008/09 15

Celebrating World Blood Donor Day

‘GOOD EMPLOYER’ ELEMENT NZBS ACTIVITY IN 2008/09

• Further integration of refreshed NZBS values, EEO and “good employer”

• Establishment of a professional nursing structure with the appointment of a

• Provision of training for hiring managers to ensure impartial, transparent

• Introduction of a specific donor nurse induction programme providing focussed

• Refreshment of the joint NZBS orientation programme, with a strong focus on

• Further development of core ‘on the job’ skill development in collections

• Professional registration of NZBS Donor Technicians qualification with the

• Development of career progression criteria for NZBS nurses, donor technicians,

• Initial implementation of e-learning software to support accessible and

• Additional focus on targeted customer service training to front-line staff.

Remuneration, Recognition • Further implementation of an equitable, transparent and gender neutral

• Continuation of: ‘Applause Award’ programme - to recognise staff achievements;

• Implementation of a ‘Green Dude’ scheme focused on sustainable environmental

• Implementation of a very successful NZBS Wellbeing programme.

• Free flu vaccination campaign for all staff.

• Completion of the staff Hepatitis B screening programme for existing staff

• Development of comprehensive staff management protocols and policies in

NZBS Workforce Profile Looking forward

Financial Indicators Actual Budget Last Year

Remuneration of Board Members

Board Members’ Remuneration 30 June 2009 30 June 2008

Board Members’ Interests

Director Entity Position

Statutory Disclosures (cont’d)

Board Members’ Interests

Statement of Use of Entity Information

New Zealand Blood Service Annual Report 2008/09 21