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OUR BUSINESS
OUR BUSINESS
We create value and deliver on our strategy by transforming the stocks of our capital through our business activities. We seek to operate responsibly and sustainably, thereby maximising value creation and minimising any negative impacts.
Apart from creating and preserving value, there are instances where value is diminished through our activities.
When making decisions on how to manage our business, we consider the trade-offs between capitals: we aim to maximise positive outputs and outcomes and limit negative outcomes. These are highlighted in our business model.
Making strategic trade-offs is key to ensuring we are well positioned for the future. We assess the availability and quality of capital inputs, balance the short- and long-term objectives and take tough decisions to create long-term value.
We create value and deliver on our strategy by transforming the stocks of our capital through our business activities. We seek to operate responsibly and sustainably, thereby maximising value creation and minimising any negative impacts.
Apart from creating and preserving value, there are instances where value is diminished through our activities.
When making decisions on how to manage our business, we consider the trade-offs between capitals: we aim to maximise positive outputs and outcomes and limit negative outcomes. These are highlighted in our business model.
Making strategic trade-offs is key to ensuring we are well positioned for the future. We assess the availability and quality of capital inputs, balance the short- and long-term objectives and take tough decisions to create long-term value.
Once BECS is implemented:
Delays with implementing donor initiatives, such as the donor mobile app to improve the donor experience
The implementation of BECS will make a significant difference in how the organisation is managed, such as:
Once BECS is implemented:
The BECS project implementation has been extended by 6 months impacting on the SAP S/4HANA conversion
Delays with implementing donor initiatives, such as the donor mobile app to improve the donor experience
The implementation of BECS will make a significant difference in how the organisation is managed, such as:
During the pandemic and for much of 2021 there was a moratorium on staff appointments to ensure the preservation of jobs
This decision provided SANBS with the opportunity to reflect on the efficiency of operations and to adjust the targeted operating model and streamline operations by creating two new Executive positions:
The operating context has changed significantly at the start of FY23 and recruitment and development has accelerated.
During the pandemic and for much of 2021 there was a moratorium on staff appointments to ensure the preservation of jobs
This decision provided SANBS with the opportunity to reflect on the efficiency of operations and to adjust the targeted operating model and streamline operations by creating two new Executive positions:
The operating context has changed significantly at the start of FY23 and recruitment and development has accelerated.
February 2021 we opened Mt Edgecombe, setting the precedent for laboratory sophistication and green buildings. However in the FY22 the revamp of our Constantia Kloof (CK1) project was delayed – i.e. laboratories and security upgrade
Once rezoning is complete, this will enable:
February 2021 we opened Mt Edgecombe, setting the precedent for laboratory sophistication and green buildings. However in the FY22 the revamp of our Constantia Kloof (CK1) project was delayed – i.e. laboratories and security upgrade
Once rezoning is complete, this will enable:
Our intellectual capital includes our know-how, innovations, research and development, digital advancements and brand; ensuring that we remain sustainable and able to deliver on our purpose; enhancing reporting and decision-making.
In an ever-increasing complex world dealing with the effects of the pandemic, our 2022 year continued significant investment of time and resources in research and development (especially sero-prevalence studies)
This contribution to international and national health agendas has a positive effect on the building of our brand which resonates with donors and other stakeholders
Our intellectual capital includes our know-how, innovations, research and development, digital advancements and brand; ensuring that we remain sustainable and able to deliver on our purpose; enhancing reporting and decision-making.
In an ever-increasing complex world dealing with the effects of the pandemic, our 2022 year continued significant investment of time and resources in research and development (especially sero-prevalence studies)
This contribution to international and national health agendas has a positive effect on the building of our brand which resonates with donors and other stakeholders
With the Covid-19 restrictions that persisted through the FY21 as well as the moratorium on recruitment we reduced our drives to educate young South Africans regarding donating blood and maintaining safe lifestyles
With the Covid-19 restrictions that persisted through the FY21 as well as the moratorium on recruitment we reduced our drives to educate young South Africans regarding donating blood and maintaining safe lifestyles
