OUR BUSINESS

Business Model and Value Creation aligned to the Six Capitals

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
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
  • 2 869 employees (FY23: 2 776)
  • Investment in skills development & training
  • Strong compliance & governance structure
  • R1.69bn (FY23: R1.49bn) salaries
  • B-BBEE skills spend R52,8m (FY23: R21.5m)
  • Targeted performance management system
  • Leadership charter 
  • Succession, promotion from within, leadership immersion programmes
  • Ethics culture: Ethics Plan
Manufactured Capital
  • Donor pool (blood collection)
  • Almost 1.1 million donations for the year
  • IT systems
    • Migration to eProgesa
    • SAP ERP
  • SANBS sites
    • 2 testing laboratories (Constantia Kloof and Mount Edgecombe)
    • 83 blood banks (one more early FY25)
    • 72 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
  • Greening strategy

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

View our Blood Products

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 (FY23: R4.00bn flat YoY)
  • Total collections: R4.37bn to R4.38bn (flat YoY)
  • Employee costs as % of total costs 39.3%% (FY23: 41.2%)
  • Net surplus 6.3 % (FY23: 9.8%) vs budgeted net surplus 1.3% (FY23:1.0%)
  • Increased current ratio 7.7 (FY23: 6.6)
  • Increased currency volatility impacts on procurement of imported consumables
  • Procurement contributed 53.67 out of 54 points (FY23: 48.4) to SANBS B-BBEE score
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
  • Participation in international working groups
  • Innovation: CV Plasma trials, mobile donor vehicles, smart fridges
  • R&D – clinical trials & funding grants
  • Well performing Board with succession plan
Human Capital
  • 89.33% % black employees (FY23: 88%)
  • Strong focus on females, 59.57% female (FY23: 59%), Board 60 % (FY23: 58%) & Exco 55.55% (FY23: 50%)
  • Strong, competent & focused leadership team
  • Reduced overtime with increased focus thereon and filling of vacant posts
  • SANBS Formula, improvement in DNA score from 1.25 to 1.29
  • Reduction in tip-offs & more transparent communication
  • Aspirational culture journey continues
Manufactured Capital
  • Donors: increasing following concerted social media campaigns, donor gifting, number of deferrals reduced
  • Doctors: Reduced blood supply cutbacks
  • PBM – increased efficiencies in available blood stock management
  • Mount Edgecombe site functional
  • Smart fridges deployed
  • Increased donor reach/accessibility with mobile donor vehicles in use
  • Remote/work from home enabled for employees where practical
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)
  • Achieved B-BBEE level 3 status (FY23: Level 4)
Natural Capital
  • Overall carbon emission totals a net 17 451 tons (FY23: 16 511)
  • 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.

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

#We are the pulse.
Save lives

Our Trade-offs and Key Considerations