OUR BUSINESS

Business Model and Value Creation aligned to the Six Capitals

Our Business Model demonstrates the six capitals (inputs), enables value-adding activities (outputs) that create, preserve or erode value for our stakeholders (outcomes)

Value Creation
Value Erosion
Value Preservation
INPUTS

What we need to run our business

Financial Capital
  • Blood transfusion services
  • Receipts from debtors
    • Private patients & institutions
    • Government hospitals
  • Operating expenses
  • Capital expenditure
    • IT (process automation)
    • Innovation
  • Improved procurement practices/ processes
Intellectual Capital
  • Brand, reputation
  • Research & development (innovative patient treatment)
  • Licence to operate
  • Scarce skills
  • Board experience
  • Academy
  • Drone capability
  • Achievement of ISO15189 & 100% SANAS accreditation across all sites
  • Patient Blood Management (PBM) supply/demand & inventory
Human Capital
  • 2 776 employees (FY22: 2 612)
  • Investment in skills development & training
  • Strong compliance &governance structure
  • R1.49bn (FY22: R1.39 bn) salaries
  • B-BBEE skills spend R21.5m (FY22: R26.4m)
  • Performance management system
  • Leadership charter 
  • Succession, TM, Promotion from within, leadership emersion programmes
  • Ethics Culture: Ethics Plan
Manufactured Capital
  • Donor pool (blood collection)
  • Almost 900 000 collections per year
  • IT systems
    • migration to eProgesa
    • SAP ERP
  • SANBS sites
    • 2 testing laboratories (Constantia Kloof and Mount Edgecombe)
    • 83 blood banks
    • 71 donation centres
    • 7 processing centres
  • 25 mobile donor vehicles (58 beds)
Social and Relationship Capital
  • Donor – confidentiality of information
  • Cornerstone of Health Care Services (gift of life – blood supplied, healthy donors & #IronStrong)
  • Transformation strategies
  • Stakeholder engagement
Natural Capital
  • Water, fuel and electricity usage
  • Green lab – Mount Edgecombe
  • Waste management
OUTPUTS

Provide:

  • Red blood cells for transfusion
  • Fresh frozen plasma and Cryoprecipitate for patient use
  • Hyper-immune, source and recovered plasma for NBI
  • Pooled and Apheresis platelets for transfusion
  • Platelet Immunology & Immuno-haematology testing
  • Stem cell collection, processing, cryopreservation & re-infusing services
  • Laboratory testing to facilitate solid organ, stem cell & bone marrow transplants
  • Molecular research & development

Blood Products
Specialised Services

PRODUCE WASTE

Being cognisant of our material matters, while managing key risks and opportunities and our strategic objectives (iHEALTh) – all underpinned by sound governance

KEY OUTCOMES

What we achieve for our stakeholders

Financial Capital
  • Turnover R4.00bn (FY22: R3.65bn 9.6 % increase YoY)
  • Increase in total collections: R3.82bn to R4.37 bn (14.4% YoY)
  • 41.2 % (FY22: 41.7%) employee costs as % total costs
  • 9.8 % (FY22: 5.8%) net surplus vs budgeted net surplus 1.0% (FY22: 1.3%)
  • Increased current ratio 6.6 (FY22: 5.7)
  • Increased currency volatility impacts on procurement of imported consumables
  • Procurement contributed 48.4 points (FY22: 48.6) to SANBS B-BBEE score, now compliant on preferential procurement, supplier & enterprise development
Intellectual Capital
  • Team members occupy honorary positions at leading institutions
  • World leading blood transfusion & blood products organisation
  • Further embedding of Purpose, Vision & Mission
  • PBM – fulfills purpose “Trusted to Save Lives”
  • Publications & development of authors
  • International working groups
  • Innovation: drone licensing, CV Plasma trials, mobiles, smart fridges
  • R&D – clinical trials & funding grants
  • Well performing Board with succession plan
Human Capital
  • 88 % black employees (FY22: 89%)
  • Strong focus on females, 59 % female (FY22: 59%), Board 58 % (FY22: 55%) & Exco 50% (FY22: 50%)
  • Strong, competent & focused leadership team
  • Reduced overtime with increased focus thereon and filling of vacant posts
  • SANBS Formula, minimal reduction in DNA score from 1.31 to 1.25
  • Reduction in tip-offs & more transparent communication
  • Aspirational culture journey continues
Manufactured Capital
  • Donors: increasing post Covid-19
  • Doctors: Reduced blood supply cutbacks
  • PBM – increased efficiencies in available blood stock management
  • Mount Edgecombe site functional
  • Smart fridges deployed
  • Developed & launched mobile donor vehicles
  • Remote/work from home enabled for employees where practical
  • Increased donor reach/accessibility with 4 3xbed crafters and 1 4xbed POC trailer
Social and Relationship Capital
  • Continued saving lives & living our purpose
  • Compliance with all health/blood regulatory requirements
  • Advanced preparation for new regulations e.g., SAHPRA, NHI (participation – influencing & maximising opportunities it creates)
  • Positive impact on SA citizens health
  • Improved doctor experience (enough blood)
  • Retained B-BBEE level 4 status (FY22: Level 4)
Natural Capital
  • Overall carbon emission per data collected totals a net 16 511 tons (FY22:15 906)
  • Marginal reduction in energy consumption
  • Solar at Mount Edgecombe; basis for further installations
  • Borehole water is generating savings; more planned
  • Improved recording of waste management data
  • Travel increased post pandemic and return to BAU

... and ensures our ability to create value in the future.