Our Business
Our Chief Executive Officer’s summary of the year
Our Business
Our Chief Executive Officer’s summary of the year
Challenges and focus areas
Blood Establishment Computer System (BECS) optimisation
Following the successful go-live, further updates to the software are required before we can implement Phase 2. Stabilisation efforts are ongoing, and the donor app remains a priority for enhancing user experience
Artificial Intelligence (AI)
SANBS is adopting Artificial Intelligence as part of its digital transformation, focusing on enhancing efficiency and service delivery while carefully managing risks such as data privacy, bias, and overreliance on automation. A governance-led, phased approach, supported by clear AI concepts, strategic opportunities, and tailored use cases, will ensure responsible, ethical, and effective AI integration. Read more in risk and opportunity management
Scarce skills and workforce risk
A national shortage of medical technologists and laboratory professionals continues to threaten service delivery. This is being addressed through our Growing Our Own pipeline, internship expansion, and refreshed recruitment practices
Cybersecurity
While we experienced no material breaches, increased phishing attempts emphasise the need for vigilance. With a continuously increasing investment in our digital footprint, the cyber-attack surface also grows, and for this reason SANBS continues to invest in prevention, awareness, and robust third-party security management to mitigate cyber risks. Comprehensive controls, including advanced firewalls, endpoint protection, vulnerability scanning, encryption, and regular independent audits help safeguard systems, data, and service continuity.
As we gradually embrace and adopt cloud-based solutions, we place greater emphasis and focus on safeguards and clauses in our contracts, especially around security, to include data protection and privacy, security incident response, audit and compliance rights, indemnification and liability, and third-party risk management among other provisions.
Health sector dynamics
Although healthcare demand in South Africa continues to grow, the ability to meet that demand is increasingly constrained by financial pressures.
In the public sector, limited budget growth restricts the procurement of blood and related services, which may result in lower-than-expected uptake despite clinical need as well as delays in payments as budgets are exhausted before financial year end.
In the private sector, we are seeing an increasing number of individuals reducing their medical aid coverage due to affordability concerns. This puts medical schemes under pressure, especially as blood transfusion is classified as a prescribed minimum benefit.
Looking ahead
As SANBS steps into FY26, we do so with renewed clarity, focus, and purpose under the 'Serving with Heart' strategy. This marks more than a strategic transition, it signals an organisation-wide cultural shift towards deeper empathy, responsiveness, and customer-centricity. Implementation efforts will intensify in the year ahead, with a strong emphasis on embedding these values into daily operations, decision-making, and stakeholder engagement.
We will continue with the development and rolling out our donor app to improve accessibility, convenience, and communication. Finalising the procurement and development process is a key priority, as the app will serve as a vital digital touchpoint in nurturing relationships with both new and existing donors.
Donor sustainability remains a critical focus. In the coming year, we will begin segmenting the donor panel more intentionally, deepening our understanding of donor behaviours, motivations, and health needs.
This will enable us to tailor engagement strategies, strengthen retention, and build a robust, diversified panel that can sustain blood stocks in a dynamic health system.
We will also commission self-contained 2 and 4 bed mobile vehicles to improve donor experience. We remain committed to strengthening our internal capabilities to support strategic execution. This includes embedding new skills-based workforce planning practices, a focus on customer service training for staff, enhancing cyber resilience, and ensuring BECS Phase 2 readiness through continued system optimisation.
Externally, we must stay attuned to shifts in the healthcare environment. We recognise that affordability constraints in both the public and private sectors are likely to persist. SANBS will need to collaborate closely with healthcare funders and government stakeholders to ensure that financial pressures do not limit patient access to essential blood products.
We will continue to strive to keep tariff increases as low as possible. FY26 will be a year of deepened impact, measured not only in operational metrics but in the trust we earn from the people and communities we serve. As we continue our transformation, we remain firmly committed to save lives, ‘Serve with Heart’, and lead with purpose.
Conclusion and appreciation
As we close out FY25, a year that marked the culmination of our iHEALTh strategy and the first steps toward with ‘Serving with Heart’, I extend my deepest appreciation to every individual who has contributed to SANBS’ impact and continued evolution.
To our blood donors, the heartbeat of our company, thank you for your selfless commitment to saving lives. Your generosity enables us to uphold our mission every single day and make a difference in communities across South Africa.
To our employees, thank you for your dedication, professionalism, and resilience. Whether on the frontlines or behind the scenes, your collective efforts continue to drive excellence, innovation, and uphold the values we stand for.
To our Branch and Zone Donor Committee members, your enthusiasm and tireless support on a voluntary basis have been essential in strengthening donor relations and extending our reach. Your role in promoting a culture of donation is invaluable.
To my Executive and Leadership team, thank you for your wisdom, resolve, and adaptability. Your ability to lead through transition, has been a source of strength and clarity for our company.
I also thank our Board and Committee members for your continued guidance, strong governance oversight, and belief in SANBS’ purpose. Your partnership has ensured that we remain accountable, relevant, and impactful.
Finally, to our broader network of partners and stakeholders, suppliers, government, healthcare providers, regulators, academia, and the communities we serve, thank you for walking this journey with us. Your trust and collaboration continue to shape a healthcare system where access to safe, reliable blood is never in question.
Together, we have laid the groundwork for a more responsive, people-centered future. As we move into FY26, let us build on this momentum, committed to touching more lives than ever before.
Ravi Reddy, CHIEF EXECUITIVE OFFICER