Performance against strategy

To be the cornerstone of healthcare services in South Africa, through the gift of life

Hearts and Minds of SANBS employees and stakeholders

Aspiration

Win the hearts and minds of SANBS employees and stakeholders whilst enhancing brand advocacy.

Strategic Priorities
  • Align the 360 Degree Assessment feedback results with employee development needs
  • Drive a performance culture in SANBS with differential reward based on performance
  • Create a seamless integration of ethics into the purpose, vision and strategic goals of SANBS
  • Reflect the diversity of South Africa society in a workplace defined by our B-BBEE initiatives – measure our contribution to society
  • Determine true blood demand
FY2021 Highlights
  • In the period under review 542 leaders and specialists participated in the #360 feedback process, development areas remain innovation, change and communication. All our development programmes are geared towards building those competencies. Performance on leadership competencies, as measured by 360-degree feedback, has increased at all levels
  • Succession planning has started at leadership level to provide opportunities for employees to be seconded to key roles based on #360 results. The Patient Blood Management team effectively concentrated on developing and distributing high-quality, patient-focused reports to hospitals and provincial offices and developing guiding documents for healthcare managers and workers on the value and use of these patient-centric reports. The PBM unit also successfully launched their “increased digital footprint” plan to support hospitals and train healthcare workers amidst the COVID pandemic
  • BBBEE - Level 5 achieved
Contributing to long-term sustainable value
Related material matters
  • Future changing world
  • Sustainability
  • Capacity: Human Capital
  • Transformation/change
Creating value for stakeholders Mission Metrics
Knowledgeable employees are critical to SANBS saving lives Reliability & Quality
Achieving broad based transformation goals Reliability & Quality
An effective performance measurement process enables us to achieve our goals in a structured fashion Reliability, Quality, Cost & Coverage
Retaining effective employees is critical to SANBS saving lives Quality
Engaged employees are crucial to fulfill purpose Reliability
Meeting needs, interests and expectations of all our stakeholders Reliability, Quality, Cost & Coverage

KEY MEASURED INITIATIVES

Target achieved/exceeded
new initiative on track against current plan (no concerns) Target achieved/exceeded Improvement YOY No concerns yet Below target
Skills development spend (Component of BBBEE)
Target IR 2019 IR 2020 Progress April 2020 to March 2021 Outlook for the year ahead 2021/2022 Target
R15m
  • R18m
  • R17.1m
  • R15m
  • Targeted focus on development programmes that support the business through SANBS academy
Employment Equity
Target IR 2019 IR 2020 Progress April 2020 to March 2021 Outlook for the year ahead 2021/2022 Target
88%
  • 88%
  • 88.60%
  • 88%
  • EE target remains at 88%
  • Building on our value of diversity, more focus on Diversity discussions and inclusion of employees with disabilities
  • Overall programme will include Diversity and Inclusion (D&I) webinars through our learning activities in the SANBS academy
  • D&I programmes to be integrated into the broader Talent acquisition strategy for the absorption of persons with disabilities to work in our blood banks
360 Degree Review and implementation of development plans
Target IR 2019 IR 2020 Progress April 2020 to March 2021 Outlook for the year ahead 2021/2022 Target
>90%
  • 95.00%
  • 65%
  • Target not achieved as there was an inability to record the development movements, however leaders are being coached on their personal development areas
  • Additional investment in skills development and review of our ROI model
  • Enhanced use of the current Individual Development Plan in ESS to monitor progress of development actions
Staff turnover rate
Target IR 2019 IR 2020 Progress April 2020 to March 2021 Outlook for the year ahead 2021/2022 Target
7%
  • 2.4%
  • 6.98%
  • 5.9%
 8%
DNA culture survey results
Target IR 2019 IR 2020 Progress April 2020 to March 2021 Outlook for the year ahead 2021/2022 Target
1.31
  • 1.19
  • 1.31
  • 1.41
  • SANBS DNA is our employee survey and culture dipstick. We monitor employee comments on the transformation journey. This element is coupled with the values refresh as we continue to discuss the importance of our values in being "Trusted to save Lives"
Stakeholder satisfaction results
Target IR 2019 IR 2020 Progress April 2020 to March 2021 Outlook for the year ahead 2021/2022 Target
90%
  • 84%
  • 90%
  • Under Review
  • The results of the initial analysis performed by an external service provider, are available, but are not of usable quality
  • Reallocation of roles and responsibilities
Patient blood management
Target IR 2019 IR 2020 Progress April 2020 to March 2021 Outlook for the year ahead 2021/2022 Target
New Project
  • The South African PBM community has grown dramatically since 2018 and will continue to grow. SANBS is playing a leading role in the Sub-Saharan PBM association and was elected to the inaugural steering committee
  • The SANBS Lead Consultant PBM was invited to the WHO PBM working group which will start work in 2021/ 2022
BBBEE Achieve level 8 Compliance
Target IR 2019 IR 2020 Progress April 2020 to March 2021 Outlook for the year ahead 2021/2022 Target
New Level 5 achieved
  • Target for 2021/2022 will be to achieve Level 5 contribution
Ethics Management Framework
Target IR 2019 IR 2020 Progress April 2020 to March 2021 Outlook for the year ahead 2021/2022 Target
New
  • Ethics Ambassadors will be appointed and trained to facilitate the effectiveness of the Ethics Management Framework, reinforcing the THREAD values

In conclusion, under competent leadership, and through strong team collaboration, SANBS has seen the production of excellent results for the 2020/2021 year. The organisation continued to show resilience and act with agility to innovate, playing a leading role in the country’s Covid-19 convalescent plasma clinical trial. Despite a continuing decline in the macro environment globally and locally, and enduring effects of Covid-19, the SANBS response strategies proved to be effective to ensure ongoing sustainability in the short, medium and long term.

Underpinning the internal environment in which SANBS operates is the enthusiasm with which the iHEALTh strategy has been embraced and implemented in the continued transformation of the organisation. Constant innovation with ongoing digitisation, automation, artificial intelligence and maximising the use of data, will ensure ongoing efficiency of processes and a significant reduction in logistics costs, all contributing to the achievement of our purpose of being trusted to save lives.

The key levers to be activated in the iHEALTH strategy are conventional, yet renewed and refreshed approaches to People, Process, and Technology. People through leadership development and staff cultural alignment. Processes through continued improvements aligned to global best practise, and Technology through the implementation of state of the art systems that will enable an enhanced donor experience and the levels of operational excellence that will unlock the desired outputs of the five-year strategy.

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