Our Business
How we use our resources:
Business model and value creation aligned to the six capitals
Our Business
How we use our resources: 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
How we use our resources:
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)
- License to operate
- Scarce skills
- Board and Executive experience
- Academy
- Achievement of ISO15189 & 100% SANAS accreditation across all sites
- Patient Blood Management (PBM) supply/demand & inventory
Human Capital
- 2 738 employees (FY24: 2 829)
- Investment in skills development & training
- Strong compliance & governance structure
- R1.79bn (FY24: R1.69bn) salaries
- B-BBEE skills spend R76.47m (FY24: R52.8m)
- Performance management system
- Leadership charter
- Succession, TM, Promotion from within, leadership emersion programmes
- Ethics Culture: Ethics Plan
Manufactured Capital
- Donor panel (blood collection)
- Nearly 1 million collections per year
- IT systems
- Embedding of eProgesa
- SAP ERP
- SANBS sites
- 2 testing laboratories (Constantia Kloof and Mount Edgecombe)
- 84 blood banks
- 70 fixed donation sites
- 7 processing centres
Social & 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
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 achieved for our stakeholders:
Financial Capital
- Turnover R4.44bn (FY24: R4.03bn 10.17 % increase YoY)
- Total debt collections: R4.67bn (FY24: R4.37bn) (includes debt from the current year and longer outstanding debt from previous years)
- Employee costs 42.6% of total costs (FY24: 42.4%)
- Net surplus 10.1% (FY24: 6.3%) vs budgeted net surplus 1.3% (FY24: 1.3%)
- Increased currency volatility impacts on procurement of imported consumables
- Procurement contributed 47.06 points (FY24: 53.67) to SANBS B-BBEE score, resulting in compliance with preferential procurement and supplier & enterprise development requirements
Intellectual Capital
- Team members occupy honorary positions at leading institutions
- World leading blood transfusion & blood products company
- Further embedding of Purpose, Vision & Mission
- PBM – fulfills purpose “Trusted to Save Lives”
- Publications & development of authors
- International working groups
- Innovation: CV Plasma trials, mobiles, smart fridges
- R&D – clinical trials & funding grants
- Well performing Board with succession plan
Human Capital
- 82% black employees (FY24: 89.33%)
- Strong focus on females: workforce is 58.84% female (FY24: 59.57%), Board 46% (FY24: 60%) & Exco 55.55% (FY24: 55.55%)
- Strong, competent & focused leadership team
- Increased focus on reducing overtime and filling vacant posts
- SANBS Formula, stable DNA score of 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: No blood supply cutbacks
- PBM – increased efficiencies in available blood stock management
- Smart fridges deployed for blood storage
- Increased donor reach/accessibility with mobile donor vehicles in use
- Remote/work from home enabled for employees where practical
Social & 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 the opportunities it creates)
- Positive impact on SA citizens health
- Improved doctor experience (enough blood)
- Retained B-BBEE level 3 status (FY24: Level 3)
Natural Capital
- Total net carbon emissions 19 873 tons (FY24: 17 451). See natural capital
- Marginal increase of 2.02% in energy consumption
- Solar at Mt Edgecombe; battery storage out of service contributing to increased energy use
- Borehole water consumption is generating savings; R861 831 saved in FY25 (FY24: R504 708)
- General waste recycling rate of 52%, surpassed the target of 45%; substantial reduction in landfill disposal
- Travel increased as business activity increased
... and ensures our ability to create value in the future.
... and ensures our ability to create value in the future.