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OUR STRATEGY
OUR STRATEGY
Below, we further unpack the various components of our performance against our iHEALTh strategy
Below, we further unpack the various components of our performance against our iHEALTh strategy
In conclusion, under a revised target operating model, competent leadership, and through strong team collaboration, SANBS has seen the production of excellent results for the 2021/2022 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 reduction in logistics costs, all contributing to the achievement of our purpose of being trusted to save lives.
The key levers 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 and outcomes of the five-year strategy.
Recent shocks to the economy and supply chain pressure, largely due to the Russian invasion of Ukraine, Covid-19 lockdowns in China, floods in KZN and local power load-shedding have impacted on South Africa, SANBS and staff, and are reflective of tough times ahead. The immediate impact for SANBS is that we are likely to face increasing pressure from suppliers over the next 12 to 18 months. Apart from CPI adjustments on SANBS existing contracts, a significant number of suppliers have in recent months engaged SANBS for price escalations varying from 4.5% to 30% citing amongst others supply chain pressures. SANBS has to ensure that its tariff increases are kept at or below inflation and our processes are effective and efficient in collecting debt. Regarding the latter, our bolstering of skills in the Finance Team is intended to provide this foundation.
In conclusion, under a revised target operating model, competent leadership, and through strong team collaboration, SANBS has seen the production of excellent results for the 2021/2022 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 reduction in logistics costs, all contributing to the achievement of our purpose of being trusted to save lives.
The key levers 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 and outcomes of the five-year strategy.
Recent shocks to the economy and supply chain pressure, largely due to the Russian invasion of Ukraine, Covid-19 lockdowns in China, floods in KZN and local power load-shedding have impacted on South Africa, SANBS and staff, and are reflective of tough times ahead. The immediate impact for SANBS is that we are likely to face increasing pressure from suppliers over the next 12 to 18 months. Apart from CPI adjustments on SANBS existing contracts, a significant number of suppliers have in recent months engaged SANBS for price escalations varying from 4.5% to 30% citing amongst others supply chain pressures. SANBS has to ensure that its tariff increases are kept at or below inflation and our processes are effective and efficient in collecting debt. Regarding the latter, our bolstering of skills in the Finance Team is intended to provide this foundation.
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