OUR STRATEGY

Stakeholder Engagement and Value Creation

OUR STRATEGY

Stakeholder Engagement and Value Creation

Strong relationships and ongoing engagement with all our key stakeholders are paramount to the ongoing sustainability of our operations and value creation. Stakeholder management has therefore been elevated to a group level to manage stakeholder relations and oversee this area more holistically, ensuring we meet expectations and strengthen the quality of our relationships. In particular, we have applied new energy behind the engagement with donor structures to ensure that they remain engaged after a difficult period dominated by lockdowns and remote working.

 

Stakeholder surveys are undertaken from time to time. Emphasis on these will increase going forward. The information that follows describes our frequency of engagement with our stakeholders, their needs, interests and expectations, risks and opportunities and how we respond to these.

 

We also provide our assessment of the current relationship against a desired relationship and give details of the status of current engagements with our various stakeholders. Stakeholder engagement is monitored by the Governance, Social and Ethics Committee.

 

We group our stakeholders as follows:

Employees

  • Include the people we employ, our Board and the unions that represent our people. Given the important role of each of these stakeholders – details are provided below

Donors

  • These comprise anyone who donates blood, the donor structures including National Council, Zone Donor Committees and branch donor committees. We describe the relationship with blood donors separately below

Regulators

  • Comprises of the National Department of Health, SANAS, SAHPRA, SABTS and the ISO Standards

Medical fraternity

  • Includes doctors, nurses, patients and medical aid schemes

Suppliers

  • Procuring sources

SA and international blood partners

  • Local and international health and transfusion medicine

Strong relationships and ongoing engagement with all our key stakeholders are paramount to the ongoing sustainability of our operations and value creation. Stakeholder management has therefore been elevated to a group level to manage stakeholder relations and oversee this area more holistically, ensuring we meet expectations and strengthen the quality of our relationships. In particular, we have applied new energy behind the engagement with donor structures to ensure that they remain engaged after a difficult period dominated by lockdowns and remote working.

 

Stakeholder surveys are undertaken from time to time. Emphasis on these will increase going forward. The information that follows describes our frequency of engagement with our stakeholders, their needs, interests and expectations, risks and opportunities and how we respond to these.

 

We also provide our assessment of the current relationship against a desired relationship and give details of the status of current engagements with our various stakeholders. Stakeholder engagement is monitored by the Governance, Social and Ethics Committee.

 

We group our stakeholders as follows:

Employees

  • Include the people we employ, our Board and the unions that represent our people. Given the important role of each of these stakeholders – details are provided below

Donors

  • These comprise anyone who donates blood, the donor structures including National Council, Zone Donor Committees and branch donor committees. We describe the relationship with blood donors separately below

Regulators

  • Comprises of the National Department of Health, SANAS, SAHPRA, SABTS and the ISO Standards

Medical fraternity

  • Includes doctors, nurses, patients and medical aid schemes

Suppliers

  • Procuring sources

SA and international blood partners

  • Local and international health and transfusion medicine

EMPLOYEES

needs, interests and expectations

  • Reward and recognition
  • Conducive and safe working environment/ job satisfaction
  • Job security
  • Growth and development
  • Transformation
  • Diversity and Inclusion
  • Diversification of work/interesting work
  • Integration
  • Remote and/or WFH capability
  • Regard for overall wellness

Key
Risks

  • Loss of key employees
  • Disengaged Employees and underperformance
  • Poor labour relations
  • Damage to SANBS reputation by disengaged employees
  • Lack of disclosure or transparency
  • Poor organisational culture to give effect to strategy

Opportunities

  • Empower and engage
  • Skills development
  • Diverse and inclusive workforce
  • Multiskilling – cross functional teamwork
  • Performance management
  • Recognition and Reward
  • Building trust
  • Reinforcing a culture of appointing/promoting from within
  • Appointment of scarce skills externally when necessary

EMPLOYEES

needs, interests and expectations

  • Reward and recognition
  • Conducive and safe working environment/ job satisfaction
  • Job security
  • Growth and development
  • Transformation
  • Diversity and Inclusion
  • Diversification of work/interesting work
  • Integration
  • Remote and/or WFH capability
  • Regard for overall wellness

Key
Risks

  • Loss of key employees
  • Disengaged Employees and underperformance
  • Poor labour relations
  • Damage to SANBS reputation by disengaged employees
  • Lack of disclosure or transparency
  • Poor organisational culture to give effect to strategy

Opportunities

  • Empower and engage
  • Skills development
  • Diverse and inclusive workforce
  • Multiskilling – cross functional teamwork
  • Performance management
  • Recognition and Reward
  • Building trust
  • Reinforcing a culture of appointing/promoting from within
  • Appointment of scarce skills externally when necessary

BOARD

needs, interests and expectations

  • Relevant, accurate and timeous information and reporting
  • Achievement of strategic objectives
  • Improved governance and ethics

Key
Risks

  • Transparency
  • Inaccurate reporting
  • Under performance
  • Poor decision making
  • Potential liability for directors

Opportunities

  • Integrated business planning
  • Digitalisation
  • Organisational alignment and transformation
  • Creation of blood committee

BOARD

needs, interests and expectations

  • Relevant, accurate and timeous information and reporting
  • Achievement of strategic objectives
  • Improved governance and ethics

Key
Risks

  • Transparency
  • Inaccurate reporting
  • Under performance
  • Poor decision making
  • Potential liability for directors

Opportunities

  • Integrated business planning
  • Digitalisation
  • Organisational alignment and transformation
  • Creation of blood committee

EMPLOYEES: UNIONS

needs, interests and expectations

  • Fair and equitable working conditions
  • Employee safety
  • Annual wage negotiations
  • Transparency
  • Consultation
  • Fair and equitable remuneration

Key
Risks

  • Misaligned expectations
  • Poor labour relations
  • Negative publicity
  • Reputation damage
  • Genie coefficient

Opportunities

  • Improved working conditions
  • Improved engagement and planned meetings
  • Greater understanding of SANBS’ environment
  • Further transparency in Integrated Report to build trust

EMPLOYEES: UNIONS

needs, interests and expectations

  • Fair and equitable working conditions
  • Employee safety
  • Annual wage negotiations
  • Transparency
  • Consultation
  • Fair and equitable remuneration

Key
Risks

  • Misaligned expectations
  • Poor labour relations
  • Negative publicity
  • Reputation damage
  • Genie coefficient

Opportunities

  • Improved working conditions
  • Improved engagement and planned meetings
  • Greater understanding of SANBS’ environment
  • Further transparency in Integrated Report to build trust

DONORS : BLOOD DONORS

needs, interests and expectations

  • Donor pool
  • Iron deficiency
  • Platelet donors
  • Adequate donor health and education
  • Donor satisfaction levels

Key
Risks

  • Insufficient pool –over bleeding
  • Donor health issues
  • Unhappy donors
  • Donor retention
  • Reputation of SANBS
  • SANBS employee sabotage
  • Eligible donors

Opportunities

  • Sustainability
  • Diversified donor pool
  • Synthetic blood
  • Pathogen inactivation
  • More frequent donations
  • Digitalisation
  • Donor education and experience (SANBS Journey of Blood)

DONORS : BLOOD DONORS

needs, interests and expectations

  • Donor pool
  • Iron deficiency
  • Platelet donors
  • Adequate donor health and education
  • Donor satisfaction levels

Key
Risks

  • Insufficient pool –over bleeding
  • Donor health issues
  • Unhappy donors
  • Donor retention
  • Reputation of SANBS
  • SANBS employee sabotage
  • Eligible donors

Opportunities

  • Sustainability
  • Diversified donor pool
  • Synthetic blood
  • Pathogen inactivation
  • More frequent donations
  • Digitalisation
  • Donor education and experience (SANBS Journey of Blood)

Zone Donor Committees, Branch Donor Committees

needs, interests and expectations

  • Donor interests and wellbeing taken into account
  • SANBS carries out its mandate effectively

Key
Risks

  • Not adhering to prescribed governance rules and structures
  • Ineffective interaction between management and the committees

Opportunities

  • Leverage the passion and commitment of Committee members to increase our donor base
  • Education on a myriad of topics

Zone Donor Committees, Branch Donor Committees

needs, interests and expectations

  • Donor interests and wellbeing taken into account
  • SANBS carries out its mandate effectively

Key
Risks

  • Not adhering to prescribed governance rules and structures
  • Ineffective interaction between management and the committees

Opportunities

  • Leverage the passion and commitment of Committee members to increase our donor base
  • Education on a myriad of topics

National Council (NC)

needs, interests and expectations

  • Election of SANBS’ Board/Board members
  • Election of SANBS’ external auditors
  • Approval of the remuneration of the Board

Key
Risks

  • Failure of SANBS Board to communicate with NC
  • Not adhering to the MoI

Opportunities

  • Leverage the passion and experience of Council members to enhance SANBS governance

National Council (NC)

needs, interests and expectations

  • Election of SANBS’ Board/Board members
  • Election of SANBS’ external auditors
  • Approval of the remuneration of the Board

Key
Risks

  • Failure of SANBS Board to communicate with NC
  • Not adhering to the MoI

Opportunities

  • Leverage the passion and experience of Council members to enhance SANBS governance
Regulators: National Department of Health
Regulators: National Department of Health

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Let's Connect

Head Office

  • 1 Constantia Boulevard Constantia Kloof, Roodepoort, 1709
  • (011) 761-9000
  • customerservice@sanbs.org.za

Main Links

Ⓒ 2022 - All Rights Are Reserved. SANBS Integrated Report. Created by Joshero (Pty) Ltd.

Head Office

  • 1 Constantia Boulevard Constantia Kloof, Roodepoort, 1709
  • (011) 761-9000
  • customerservice@sanbs.org.za

Main Links

Ⓒ 2022 - All Rights Are Reserved. SANBS Integrated Report. Created by Joshero (Pty) Ltd.