OUR STRATEGY
Reflecting on our performance against the 2022/2023 Scorecard and how we added value
Target achieved/exceeded
New initiative on track against current plan (no concerns)
Improvement
YOY
YOY
No concerns
yet
yet
Below
target
target
Target achieved/exceeded
New initiative on track against current plan (no concerns)
Improvement YOY
No concerns
Below target
| ADMINISTRATIVE RIGOUR | ||||
|---|---|---|---|---|
| Key Measured Initiatives | Target | IR 2021 | IR 2022 | Progress April 2022 to March 2023 |
| Debtors’ days | <=140 days | 161 days | 155 days | 150 days “Order-to-Collect” process improvement project |
 Provision for credit losses as a % of Revenue |
<=6% | 2.93% | 1.3% | 1.2% |
Gross Revenue as a % to budget |
>= 100% | 104% | 96% | 99% |
| Surplus % of Revenue Overall measure for profitability | >=1% | 6.6% | 4.6% | 14% Attributed to:
|
Availability of critical IT services during agreed operating times |
>=98% | 98.4% | 98.1% | 95.97% Availability of systems is impacted due to loadshedding |
| Net cash reserves | >=R1.5 bn | R1.8bn | R1.9bn | R2,253Bn |
| Business Continuity Management (BCM) | 100% complete plan | Phase 1 complete | Phase 2 complete All BCP plans signed off 2 successful tests in live situations (riots and floods) |
Operationalised Opportunity to test in live environments, i.e. during KZN floods, unrest |
| Employee cost as a % of Total Costs | <=44% | 44.55% | 39.9% | 42% |
| LOGISTICS AND BENCHMARK | ||||
|---|---|---|---|---|
| Key Measured Initiatives | Target | IR 2021 | IR 2022 | Progress April 2022 to March 2023 |
| Driver behaviour score | >=92% | 94% | 92% | 93.2% |
| Blood bank courier fulfilled on time | >=98% | 100% | 100% | 99.3% |
| NBI plasma targets met (Litres) | >=170 500 Litres | 161 172 | 164 919 | 197 687 |
| Manage critical stock levels | >=95% | 95.9% | 96% | 96.2% |
| TESTING AND QUALITY | ||||
|---|---|---|---|---|
| Key Measured Initiatives | Target | IR 2021 | IR 2022 | Progress April 2022 to March 2023 |
| Blood safety index | >=95% | 97.3% | 97.24% | 95.6% |
Accreditation |
100% SANAS Accreditation | 100% | 100% | 100% SANAS Accreditation |
| Meet ISO 9001 standards | Fully compliant with ISO 9001 standards | Baseline audits conducted for support areas and gap analysis completed | Timeline has been extended due to focus on BECS implementation |
|
| Meet SLA TAT for standard crossmatches | >90% of standard crossmatches completed within agreed SLA TAT of 120 minutes | 81.83% | 83.2% | 80.8% Downtime due to loadshedding (placement of generators at Blood Banks is underway) |
| Turn-around time for units to become available for use | >=95% | 144% | 91.4% | 93.3% |
| HEARTS AND MINDS OF SANBS EMPLOYEES AND STAKEHOLDERS | ||||
|---|---|---|---|---|
| Key Measured Initiatives | Target | IR 2021 | IR 2022 | Progress April 2022 to March 2023 |
| BBBEE |
≥80 points–- level 4 | Level 5 | 82.04 points Level 4 |
80.17 points Level 4 |
Employee turnover rate |
>=8% | 5.9% | 6.89% | 8.14% |
DNA culture survey results |
>=1.31 | 1.31 | 1.26 | 1.25 The current SANBS DNA results are a more realistic reflection of the employee engagement in the present environment. Survey results are no longer linked to performance rewards |
| Stakeholder satisfaction results | 90% | Results of initial analysis by an external service provider not of usable quality | Plans to recruit a stakeholder manager | Policy and framework being drafted Integrated strategy plan to be implemented Survey planned for FY24 |
| Patient blood management(PBM) | 42% | SANBS plays leading role in the Sub-Saharan PBM association and elected to inaugural steering committee | PBM continues to increase in its impact, especially in the public and academic sectors | 39.54% Our target was derived from international practices. In reviewing the local circumstances, the target was likely to be ambitious given the unique South African healthcare setting |
| Ethics project Ethics implementation plan approved | Ongoing initiative | Ongoing initiative | Significant progress made with roll out of the ethics and culture programme | Code of ethics formalised and implemented with all employees and key stakeholders |
Our iHEALTh is on track to deliver the desired outcomes
In conclusion, under a revised target operating model and competent leadership, SANBS has achieved excellent results for the 2022/2023 year, showcasing resilience and agility in innovatively collecting blood and growing the donor base. The iHEALTh strategy has played a vital role in transforming the organisation, focusing on people, processes and technology in order to ensure ongoing efficiency and operational excellence.
However, the external environment poses ongoing challenges, including the Ukraine war, logistics issues, and high inflation rates. Consumer price inflation, fluctuating exchange rates and rising interest rates remain a concern and have impacted the financial landscape. Healthcare budget constraints and changing population dynamics further influence the demand for our services. Emigration, unemployment, and an increasing disease burden may have implications for our expanding donor base. Infrastructure challenges, such as electricity shortages, water scarcity, poor road networks, and vehicle damages, present additional hurdles to navigate. Furthermore, as elections approach next year, the possibility of increased protests and strikes could potentially affect our operations.
In the face of climate change, we remain vigilant with robust continuity plans in place, as natural disasters and extreme weather conditions could potentially disrupt our operations and service delivery. Despite these obstacles, we remain proactive and resilient, seeking innovative solutions to fulfill our purpose of saving lives.
On the financial front, SANBS remains in a healthy position, ensuring sustainability for the short, medium, and long term despite the prevailing global and local macroeconomic conditions.
As we continue our journey, we are committed to adapting and navigating through the uncertainties, leveraging our strategic focus and commitment to excellence to serve our communities effectively and sustainably. By staying agile and responsive, we strive to uphold our mission to be trusted to save lives, no matter the challenges we may face.
