OUR STRATEGY

Performance against Strategy

OUR STRATEGY

Performance against Strategy

ADMINISTRATIVE RIGOUR

Aspiration

Build administrative rigor in all processes

Strategic Priorities

Manage bad debts rigorously by enhancing debt collections tactics

FY22 Highlights

Improved provision for expected credit losses as a % of revenue
Increased net cash reserves
All BCP plans signed off (live tested and successful)

Contribution to Long-term Sustainable Value

Related Material
Matters

Future changing world
Financial and organisational sustainability

ADMINISTRATIVE RIGOUR

Aspiration

Build administrative rigor in all processes

Strategic Priorities

Manage bad debts rigorously by enhancing debt collections tactics

FY22 Highlights

Improved provision for expected credit losses as a % of revenue
Increased net cash reserves
All BCP plans signed off (live tested and successful)

Contribution to Long-term Sustainable Value

Related Material
Matters

Future changing world
Financial and organisational sustainability

Reflecting on our performance against the 2021/2022 Scorecard and how we added value

Target achieved/exceeded New initiative on track against current plan (no concerns Improvements YOY No Concerns yet Below Target

Reflecting on our performance against the 2021/2022 Scorecard and how we added value

Target achieved/exceeded New initiative on track against current plan (no concerns Improvements YOY No Concerns yet Below Target

Below, we further unpack the various components of our performance against our iHEALTh strategy

Key Measured Initiatives

Below, we further unpack the various components of our performance against our iHEALTh strategy

Key Measured Initiatives

Debtors’ days

Target
140 days

IR 2021

161 days

Progress for FY22

155 days

Increased focus

Initiatives for improvement of cash collections

Debt management in consultation with DoH, medical aids and RAF

target for 2022/2023

<=140 days

Approval of an “Order-to-Collect” process improvement project

Segment current debtors and strategies to deal with these

Increase focus on stakeholder relations at National and Provincial levels

Debtors’ days

Target
140 days

IR 2021

161 days

Progress for FY22

155 days

Increased focus

Initiatives for improvement of cash collections

Debt management in consultation with DoH, medical aids and RAF

target for 2022/2023

<=140 days

Approval of an “Order-to-Collect” process improvement project

Segment current debtors and strategies to deal with these

Increase focus on stakeholder relations at National and Provincial levels

Provision for credit losses as a % of Revenue

Target
6%

IR 2021
2.93%

Progress for FY22

1.3%

target for 2022/2023

<=6%

Collections are improved; legacy debt impact continues to impact - takes longer to collect

Carefully monitor in deteriorating macro to ensure timely collection of debt and to minimise provisions

Provision for credit losses as a % of Revenue

Target
6%

IR 2021
2.93%

Progress for FY22

1.3%

target for 2022/2023

<=6%

Collections are improved; legacy debt impact continues to impact - takes longer to collect

Carefully monitor in deteriorating macro to ensure timely collection of debt and to minimise provisions

Gross Revenue as a % to budget

Target
100%

IR 2021

104%

Progress for FY22

96%

target for 2022/2023
100%

Gross Revenue as a % to budget

Target
100%

IR 2021

104%

Progress for FY22

96%

target for 2022/2023
100%

Surplus % of Revenue, Overall measure for profitability

Target
1.7% (FY22)

IR 2021

6.6%

Progress for FY22

4.6%

target for 2022/2023

>=1%

In FY22 kept fee increases below inflation in line with affordability

Expenditure (staff and consumables are at/above inflation)

Carefully managed to ensure at least a breakeven

Surplus % of Revenue, Overall measure for profitability

Target
1.7% (FY22)

IR 2021

6.6%

Progress for FY22

4.6%

target for 2022/2023

>=1%

In FY22 kept fee increases below inflation in line with affordability

Expenditure (staff and consumables are at/above inflation)

Carefully managed to ensure at least a breakeven

Availability of critical IT services during agreed operating times

Target
98%

IR 2021

98.4%

Progress for FY22

98.1%

target for 2022/2023

>=98%

Ongoing loadshedding remains a concern

Availability of critical IT services during agreed operating times

Target
98%

IR 2021

98.4%

Progress for FY22

98.1%

target for 2022/2023

>=98%

Ongoing loadshedding remains a concern

Net cash reserves

Target
R1.6 bn

IR 2021

R1.8bn

Progress for FY22

R1.9bn

target for 2022/2023

>=R1.5 bn

Ensure cash reserves maintained to ensure Business Continuity in case of extended non-payment by debtors

Utilise some cash reserves for important projects that require capital expenditure, refurbishments, infrastructure, new equipment etc

Net cash reserves

Target
R1.6 bn

IR 2021

R1.8bn

Progress for FY22

R1.9bn

target for 2022/2023

>=R1.5 bn

Ensure cash reserves maintained to ensure Business Continuity in case of extended non-payment by debtors

Utilise some cash reserves for important projects that require capital expenditure, refurbishments, infrastructure, new equipment etc

Business Continuity Management (BCM)

Target
Plan 100% complete

IR 2021

Phase 1 complete

Progress for FY22

Phase 2 complete

All BCP plans signed off

2 successful tests in live situations (riots and floods)

target for 2022/2023

Operationalised

Test in live environments

Business Continuity Management (BCM)

Target
Plan 100% complete

IR 2021

Phase 1 complete

Progress for FY22

Phase 2 complete

All BCP plans signed off

2 successful tests in live situations (riots and floods)

target for 2022/2023

Operationalised

Test in live environments

Staff cost as a % of Total Costs

Target
44%

IR 2021

44.55%

Progress for FY22
39.9%

target for 2022/2023
<=44%

Staff cost as a % of Total Costs

Target
44%

IR 2021

44.55%

Progress for FY22
39.9%

target for 2022/2023
<=44%

NAVIGATE TO:

NAVIGATE TO:

Performance against Strategy

Performance against Strategy

ADMINISTRATIVE RIGOUR

Aspiration

Strategic Priorities

FY22 Highlights

Contribution to Long-term Sustainable Value

ADMINISTRATIVE RIGOUR

Aspiration

Strategic Priorities

FY22 Highlights

Contribution to Long-term Sustainable Value

Reflecting on our performance against the 2021/2022 Scorecard and how we added value

Reflecting on our performance against the 2021/2022 Scorecard and how we added value

Key Measured Initiatives

Key Measured Initiatives

Debtors’ days

Debtors’ days

Provision for credit losses as a % of Revenue

Provision for credit losses as a % of Revenue

Gross Revenue as a % to budget

Gross Revenue as a % to budget

Surplus % of Revenue, Overall measure for profitability

Surplus % of Revenue, Overall measure for profitability

Availability of critical IT services during agreed operating times

Availability of critical IT services during agreed operating times

Net cash reserves

Net cash reserves

Business Continuity Management (BCM)

Business Continuity Management (BCM)

Staff cost as a % of Total Costs

Staff cost as a % of Total Costs

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

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