OUTLOOK

Looking forward to a sustainable future through the gift of life

OUTLOOK

Looking forward to a sustainable future through the gift of life

SANBS will continue to transform, innovate and respond with agility to meet the needs of our stakeholders, remaining an important role player as the cornerstone of healthcare services in South Africa.

Our outlook information covers the strategic path ahead – leadership’s view of the material uncertainties, disruptive factors, challenges that may affect the achievement of our strategic objectives and the potential implications for the organisation as well as opportunities that we have identified.

Our strategic path ahead, aligned to the six capitals, is positioned to deliver value and yield positive results in the short, medium and long term. This is demonstrated in each depiction below.
SANBS will continue to transform, innovate and respond with agility to meet the needs of our stakeholders, remaining an important role player as the cornerstone of healthcare services in South Africa.

Our outlook information covers the strategic path ahead – leadership’s view of the material uncertainties, disruptive factors, challenges that may affect the achievement of our strategic objectives and the potential implications for the organisation as well as opportunities that we have identified.

Our strategic path ahead, aligned to the six capitals, is positioned to deliver value and yield positive results in the short, medium and long term. This is demonstrated in each depiction below.

FINANCIAL CAPITAL

RISKS

strategic objectives

Materiality themes

Strategic Priority

  • New revenue streams (increased source plasma collection for NBI), cellular therapies, research grant funding
  • Manage bad debts rigorously by improving debt collections tactics
  • Optimise process cost efficiency for delivery of blood products

Challenges, uncertainties and disruptive factors

  • Covid-19’s medium to long term impact on financial sustainability, blood usage and collections
  • Persistence of the Covid-19 pandemic and the Ukrainian/Russian war and their macro impact on global economies; impact on currency exchange rates, implementation cost impact as SANBS is billed in Euros
  • Financial sustainability (collecting what is owed to us)
  • Government and medical aids financial sustainability and ability to pay for blood
  • Keeping the service fees for blood low
  • Impact of adverse financial audits
  • Depth of strength/experience/skills of the Finance team

Mitigating factors/opportunities

  • Research on convalescent plasma to result in alternative revenue streams
  • Accessibility and affordability – blood benchmarkable with the rest of world
  • Strong financial management leadership provided by the acting CFO and permanent appointment of a new CFO from 1 August 2022
  • Building the required capability and capacity in the Finance team
  • Collections expedited through an appointed Debtor Collection Task Team
  • Process improvements to increase first-time payment rates

FINANCIAL CAPITAL

RISKS

strategic objectives

Materiality themes

Strategic Priority

  • New revenue streams (increased source plasma collection for NBI), cellular therapies, research grant funding
  • Manage bad debts rigorously by improving debt collections tactics
  • Optimise process cost efficiency for delivery of blood products

Challenges, uncertainties and disruptive factors

  • Covid-19’s medium to long term impact on financial sustainability, blood usage and collections
  • Persistence of the Covid-19 pandemic and the Ukrainian/Russian war and their macro impact on global economies; impact on currency exchange rates, implementation cost impact as SANBS is billed in Euros
  • Financial sustainability (collecting what is owed to us)
  • Government and medical aids financial sustainability and ability to pay for blood
  • Keeping the service fees for blood low
  • Impact of adverse financial audits
  • Depth of strength/experience/skills of the Finance team

Mitigating factors/opportunities

  • Research on convalescent plasma to result in alternative revenue streams
  • Accessibility and affordability – blood benchmarkable with the rest of world
  • Strong financial management leadership provided by the acting CFO and permanent appointment of a new CFO from 1 August 2022
  • Building the required capability and capacity in the Finance team
  • Collections expedited through an appointed Debtor Collection Task Team
  • Process improvements to increase first-time payment rates

Manufactured CAPITAL

RISKS

strategic objectives

Materiality themes

Strategic Priority

  • Expand products and services through innovation
  • Mainstream digitalisation of business processes (outside of BECS & ERP)
  • Mobile Donor Centres/vehicles of the future
  • Process automation (Smart fridges for issue of blood, decentralised processing of blood)
  • Digitalisation in Order-to-Pay Processes
  • Inventory Management enhancement

Challenges, uncertainties and disruptive factors

  • Maintaining and increasing the donor base
  • Patient blood management and reduced demand
  • Blood supply, given concerns around Covid-19, areas affected by riots and floods
  • Supply and logistics uncertainties for critical consumables

Mitigating factors/opportunities

  • Process improvements (better models for service delivery) – donor convenience, smart fridges
  • Increasing regional blood collection to reduce the cost of blood collection and distribution
  • Engaging communities to supply enough blood for their own needs
  • Educational tours for schools and universities at Mount Edgecombe to encourage the youth to donate
  • Use of drones in emergency situations
  • New blood collections models as remote working rendered traditional collection models from corporates, schools and universities no longer viable
  • Inventory Management enhancement
  • Supply Chain Management enhanced

Manufactured CAPITAL

RISKS

strategic objectives

Materiality themes

Strategic Priority

  • Expand products and services through innovation
  • Mainstream digitalisation of business processes (outside of BECS & ERP)
  • Mobile Donor Centres/vehicles of the future
  • Process automation (Smart fridges for issue of blood, decentralised processing of blood)
  • Digitalisation in Order-to-Pay Processes
  • Inventory Management enhancement

Challenges, uncertainties and disruptive factors

  • Maintaining and increasing the donor base
  • Patient blood management and reduced demand
  • Blood supply, given concerns around Covid-19, areas affected by riots and floods
  • Supply and logistics uncertainties for critical consumables

Mitigating factors/opportunities

  • Process improvements (better models for service delivery) – donor convenience, smart fridges
  • Increasing regional blood collection to reduce the cost of blood collection and distribution
  • Engaging communities to supply enough blood for their own needs
  • Educational tours for schools and universities at Mount Edgecombe to encourage the youth to donate
  • Use of drones in emergency situations
  • New blood collections models as remote working rendered traditional collection models from corporates, schools and universities no longer viable
  • Inventory Management enhancement
  • Supply Chain Management enhanced

HUMAN CAPITAL

RISKS

strategic objectives

Materiality themes

Strategic Priority

  • Drive a performance culture in SANBS with differential reward based on performance
  • Attraction and retention of critical staff
  • Driving culture improvement programme
  • Embed cross functional team work
  • Reskilling of staff and preparation to adapt to Digitisation & AI with a clearly defined learning strategy through the SANBS Academy
  • Meeting remote/work from home expectations of employees
  • Wellness – holistic health and wellbeing to achieve requisite balance
  • Change Resilience - to adopt new Targeted Operating Model (TOM) and new systems
  • Succession planning – especially middle management

Challenges, uncertainties and disruptive factors

  • Change in work patterns necessitating change in how SANBS staff operate
  • Monitoring infectious diseases – impact on availability and business continuity
  • Filling vacancies
  • Loss of critical staff
  • Management of overtime and knock on effects
  • Consequences of macroeconomic environment and rising cost of living
  • Labour requirements

Mitigating factors/opportunities

  • Change – leadership, strategy, performance measurements, innovation
  • Culture/change initiative (DNA)
  • Improve wellness – health of donor pool and staff
  • Revise employee value proposition to attract and retain critical staff; including dual career streams and identifying promotional opportunities
  • Effective talent management and succession planning
  • Driving an ethical culture through implementation of the Ethics Plan
  • Focussed management of overtime including revision of policies and procedures
  • Cross functional team to resolve labour demands

HUMAN CAPITAL

RISKS

strategic objectives

Materiality themes

Strategic Priority

  • Drive a performance culture in SANBS with differential reward based on performance
  • Attraction and retention of critical staff
  • Driving culture improvement programme
  • Embed cross functional team work
  • Reskilling of staff and preparation to adapt to Digitisation & AI with a clearly defined learning strategy through the SANBS Academy
  • Meeting remote/work from home expectations of employees
  • Wellness – holistic health and wellbeing to achieve requisite balance
  • Change Resilience - to adopt new Targeted Operating Model (TOM) and new systems
  • Succession planning – especially middle management

Challenges, uncertainties and disruptive factors

  • Change in work patterns necessitating change in how SANBS staff operate
  • Monitoring infectious diseases – impact on availability and business continuity
  • Filling vacancies
  • Loss of critical staff
  • Management of overtime and knock on effects
  • Consequences of macroeconomic environment and rising cost of living
  • Labour requirements

Mitigating factors/opportunities

  • Change – leadership, strategy, performance measurements, innovation
  • Culture/change initiative (DNA)
  • Improve wellness – health of donor pool and staff
  • Revise employee value proposition to attract and retain critical staff; including dual career streams and identifying promotional opportunities
  • Effective talent management and succession planning
  • Driving an ethical culture through implementation of the Ethics Plan
  • Focussed management of overtime including revision of policies and procedures
  • Cross functional team to resolve labour demands
Intellectual, social & relationship and natural capitals

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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.