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

Stakeholder Group

  • SANBS Employees
  • Ongoing engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • DNA Culture score
  • NPS
  • Staff surveys

Current Relationship

  • Good

Desired Relationship

  • Trusted

Who's Responsible

  • Executive Management

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
SANBS Response

  • Talent management (FY21&22 – several promotions from within)
  • Succession planning
  • People transformation programme
  • Effective performance management system
  • Role Enhancements
  • SANBS Employee Engagement through DNA
  • 360 feedback
  • Remuneration Policy
  • Implementation of heightened disclosure in Integrated Report
  • Remote Working Policy
  • Virtual training and Learning Cafe
  • Voluntary vaccination policy
  • SANBS Academy
  • Ethics and culture programme implementation
  • Purposeful wellness programmes

Status of Current Engagements

  • SANBS' DNA process - In the 2021/2022 cycle 1997 employees participated in the process (FY21: 1 972) and in our final score, we achieved 1.26 (FY21: 1.31) 488 leaders and specialists completed a 360° assessment to help ensure sustainable leadership capability (FY21: 542)
  • SANBS is successfully instilling a feedback culture that is easier and more rewarding for participants
  • SANBS' Leadership fit to competency profile (benchmarks) identified innovation and change as areas where increased leadership development focus is required

EMPLOYEES

Stakeholder Group

  • SANBS Employees
  • Ongoing engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • DNA Culture score
  • NPS
  • Staff surveys

Current Relationship

  • Good

Desired Relationship

  • Trusted

Who's Responsible

  • Executive Management

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
SANBS Response

  • Talent management (FY21&22 – several promotions from within)
  • Succession planning
  • People transformation programme
  • Effective performance management system
  • Role Enhancements
  • SANBS Employee Engagement through DNA
  • 360 feedback
  • Remuneration Policy
  • Implementation of heightened disclosure in Integrated Report
  • Remote Working Policy
  • Virtual training and Learning Cafe
  • Voluntary vaccination policy
  • SANBS Academy
  • Ethics and culture programme implementation
  • Purposeful wellness programmes

Status of Current Engagements

  • SANBS' DNA process - In the 2021/2022 cycle 1997 employees participated in the process (FY21: 1 972) and in our final score, we achieved 1.26 (FY21: 1.31) 488 leaders and specialists completed a 360° assessment to help ensure sustainable leadership capability (FY21: 542)
  • SANBS is successfully instilling a feedback culture that is easier and more rewarding for participants
  • SANBS' Leadership fit to competency profile (benchmarks) identified innovation and change as areas where increased leadership development focus is required

BOARD

Stakeholder Group

  • BOARD
  • Regular engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • Board evaluations

Current Relationship

  • Good

Desired Relationship

  • Trusted

Who's Responsible

  • CEO & Company Secretary

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
SANBS Response

  • Improved planning and communication
  • Performance reviews
  • Business scorecard reporting
  • Revised and improved committee and Board Terms of Reference and Work Plans
  • Ethics & Culture Programme a prioritised business project
  • Governance Framework reviewed
  • Board evaluations
  • Joint strategy and planning sessions

Status of Current Engagements

  • Improved planning & communication
  • Performance reviews
  • Business scorecard reporting
  • Ethics strategy and management plan implementation
  • Board evaluations

BOARD

Stakeholder Group

  • BOARD
  • Regular engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • Board evaluations

Current Relationship

  • Good

Desired Relationship

  • Trusted

Who's Responsible

  • CEO & Company Secretary

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
SANBS Response

  • Improved planning and communication
  • Performance reviews
  • Business scorecard reporting
  • Revised and improved committee and Board Terms of Reference and Work Plans
  • Ethics & Culture Programme a prioritised business project
  • Governance Framework reviewed
  • Board evaluations
  • Joint strategy and planning sessions

Status of Current Engagements

  • Improved planning & communication
  • Performance reviews
  • Business scorecard reporting
  • Ethics strategy and management plan implementation
  • Board evaluations

EMPLOYEES: UNIONS

Stakeholder Group

  • Unions
  • Ongoing engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • No strikes
  • Number of grievances

Current Relationship

  • Good

Desired Relationship

  • Trusted

Who's Responsible

  • Chief Human Capital Officer

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
SANBS Response

  • Continued engagement and consultation
  • Bargaining forum meetings
  • Long-term agreements
  • Communication improvement
  • DNA Formula
  • 360 Degree Assessment
  • Remuneration Policy
  • Disclosure of remuneration in Integrated Report

Status of Current Engagements

  • The relationship between business and the unions is a healthy one. Both unions worked tirelessly with business in protecting the health of our frontline staff and assisting business in its different initiatives that are aimed at minimising the impact to business and the general wellbeing of SANBS staff during the pandemic
  • Annual salary negotiations and process salary increases, without the dispute being referred to the CCMA for mediation
  • Involved the unions in one of our biggest Digi projects, BECS to be our champions of change

EMPLOYEES: UNIONS

Stakeholder Group

  • Unions
  • Ongoing engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • No strikes
  • Number of grievances

Current Relationship

  • Good

Desired Relationship

  • Trusted

Who's Responsible

  • Chief Human Capital Officer

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
SANBS Response

  • Continued engagement and consultation
  • Bargaining forum meetings
  • Long-term agreements
  • Communication improvement
  • DNA Formula
  • 360 Degree Assessment
  • Remuneration Policy
  • Disclosure of remuneration in Integrated Report

Status of Current Engagements

  • The relationship between business and the unions is a healthy one. Both unions worked tirelessly with business in protecting the health of our frontline staff and assisting business in its different initiatives that are aimed at minimising the impact to business and the general wellbeing of SANBS staff during the pandemic
  • Annual salary negotiations and process salary increases, without the dispute being referred to the CCMA for mediation
  • Involved the unions in one of our biggest Digi projects, BECS to be our champions of change

DONORS : BLOOD DONORS

Stakeholder Group

  • Blood Donors
  • Ongoing engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • Donor feedback/surveys

Current Relationship

  • Trusted

Desired Relationship

  • Trusted

Who's Responsible

  • Executive Management

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)
SANBS Response

  • Digitalisation
  • Donor-focused research
  • Education iron deficiency and disease
  • Donor satisfaction surveys
  • Donor rewards programme
  • Increased awareness regarding platelet donation
  • Donor education and iron replacement initiative – Iron is Here campaign

Status of Current Engagements

  • Covid -19 pandemic restrictions had a direct impact on our ability to access donors and make blood donation convenient for existing and potential donors
  • The donor pool increased by 13% (FY21 -22%), seeing a gain of 56 298  donors year-on-year. Of particular significance is the gain of 39 777  young donors, aged 16 to 25 years, impacting on sustainability of the donor pool
  • Owing to the increase in the donor pool and increased collections, the frequency of donations from the retained pool remained at 1.9 donations, maintaining our reliance on repeat donors which in the long term is not sustainable and could negatively impact on donor health
  • The further impact on sustainability and potentially donor health improved collections from new donors (FY22: 11% vs 8.7% in FY21)

DONORS : BLOOD DONORS

Stakeholder Group

  • Blood Donors
  • Ongoing engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • Donor feedback/surveys

Current Relationship

  • Trusted

Desired Relationship

  • Trusted

Who's Responsible

  • Executive Management

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)
SANBS Response

  • Digitalisation
  • Donor-focused research
  • Education iron deficiency and disease
  • Donor satisfaction surveys
  • Donor rewards programme
  • Increased awareness regarding platelet donation
  • Donor education and iron replacement initiative – Iron is Here campaign

Status of Current Engagements

  • Covid -19 pandemic restrictions had a direct impact on our ability to access donors and make blood donation convenient for existing and potential donors
  • The donor pool increased by 13% (FY21 -22%), seeing a gain of 56 298  donors year-on-year. Of particular significance is the gain of 39 777  young donors, aged 16 to 25 years, impacting on sustainability of the donor pool
  • Owing to the increase in the donor pool and increased collections, the frequency of donations from the retained pool remained at 1.9 donations, maintaining our reliance on repeat donors which in the long term is not sustainable and could negatively impact on donor health
  • The further impact on sustainability and potentially donor health improved collections from new donors (FY22: 11% vs 8.7% in FY21)

Zone Donor Committees, Branch Donor Committees

Stakeholder Group

  • National Council, Zone Donor Committees, Branch Donor Committees
  • Periodic engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • Extent of concerns/issues raised In GSEC donor structure report
  • Zone Forum platform: Issues addressed
  • Opportunities for education Initiatives/activities to influence contribution as committee members

Current Relationship

  • Trusted

Desired Relationship

  • Trusted

Who's Responsible

  • Executive Management

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
SANBS Response

  • This is a key focus area for Donor management
  • Plans put in place to strengthen interaction with Committees
  • Donor committee members (branch and zone) meet formally with designated SANBS personnel at least three times a year

Status of Current Engagements

  • Committee members are active in assisting with Donor Recruitment drives, using their social media platforms and recruiting in person, where possible. All committee meetings, including the Annual Election Meetings (AEM’s) were held using electronic means in FY20 and FY21. Relevant documents were introduced to support the electronic election process. In FY22, we introduced hybrid meetings, especially for committees whose members are based across a wide geographical area. Face-to-face meetings resumed for committee meetings that did not need significant travel and accommodation for members
  • Donor for Life Award functions were put on hold, In response to limitation on gatherings, until safe to host these functions again. Milestone donors are being acknowledged and celebrated at the time of the milestone donation event, and where possible, this is publicised in the local media.  Plans for resuming celebrations of milestone donor achievements are underway. Some 100 functions will be held from August 2022 to accommodate donors that qualified over the 3 years, 2019 to 2021

Zone Donor Committees, Branch Donor Committees

Stakeholder Group

  • National Council, Zone Donor Committees, Branch Donor Committees
  • Periodic engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • Extent of concerns/issues raised In GSEC donor structure report
  • Zone Forum platform: Issues addressed
  • Opportunities for education Initiatives/activities to influence contribution as committee members

Current Relationship

  • Trusted

Desired Relationship

  • Trusted

Who's Responsible

  • Executive Management

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
SANBS Response

  • This is a key focus area for Donor management
  • Plans put in place to strengthen interaction with Committees
  • Donor committee members (branch and zone) meet formally with designated SANBS personnel at least three times a year

Status of Current Engagements

  • Committee members are active in assisting with Donor Recruitment drives, using their social media platforms and recruiting in person, where possible. All committee meetings, including the Annual Election Meetings (AEM’s) were held using electronic means in FY20 and FY21. Relevant documents were introduced to support the electronic election process. In FY22, we introduced hybrid meetings, especially for committees whose members are based across a wide geographical area. Face-to-face meetings resumed for committee meetings that did not need significant travel and accommodation for members
  • Donor for Life Award functions were put on hold, In response to limitation on gatherings, until safe to host these functions again. Milestone donors are being acknowledged and celebrated at the time of the milestone donation event, and where possible, this is publicised in the local media.  Plans for resuming celebrations of milestone donor achievements are underway. Some 100 functions will be held from August 2022 to accommodate donors that qualified over the 3 years, 2019 to 2021

National Council (NC)

Stakeholder Group

  • National Council (NC)
  • Periodic engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • Extent of concerns/issues raised In GSEC donor structure report
  • Zone Forum platform:
    • Issues addressed
    • Opportunities for education
    • Initiatives/activities to influence contribution as committee members

Current Relationship

  • Trusted

Desired Relationship

  • Trusted

Who's Responsible

  • Chairman
  • Chief Executive Officer
  • Company Secretary

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
SANBS Response

  • Compliance with the MoI
  • Keep NC updated on governance matters
  • Appraise NC of SANBS performance
  • Ensure ongoing training
  • Ensure regular communications to Council members
  • Strengthen the relationship between the Board and Council

Status of Current Engagements

  • Engagements through the year have been regular as Board members attend allotted Zone Forum meetings that NC members attend
  • All requirements were met re the AGM held 20 November 2021
  • In addition to AGM Board also meets with Council in March/April every year to provide updates on SANBS performance
  • Preparations are complete for the AGM on 19 November 2022

National Council (NC)

Stakeholder Group

  • National Council (NC)
  • Periodic engagement

Metrics Measuring

Metrics used to measure quality of relationships:

  • Extent of concerns/issues raised In GSEC donor structure report
  • Zone Forum platform:
    • Issues addressed
    • Opportunities for education
    • Initiatives/activities to influence contribution as committee members

Current Relationship

  • Trusted

Desired Relationship

  • Trusted

Who's Responsible

  • Chairman
  • Chief Executive Officer
  • Company Secretary

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
SANBS Response

  • Compliance with the MoI
  • Keep NC updated on governance matters
  • Appraise NC of SANBS performance
  • Ensure ongoing training
  • Ensure regular communications to Council members
  • Strengthen the relationship between the Board and Council

Status of Current Engagements

  • Engagements through the year have been regular as Board members attend allotted Zone Forum meetings that NC members attend
  • All requirements were met re the AGM held 20 November 2021
  • In addition to AGM Board also meets with Council in March/April every year to provide updates on SANBS performance
  • Preparations are complete for the AGM on 19 November 2022

Regulators: National Department of Health
Regulators: National Department of Health

How can we help you?

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.