Our Capitals
Our financial capital: SANBS’ CFO shares insights into our financial performance
Our Capitals
Our financial capital: SANBS’ CFO shares insights into our financial performance
Building on the foundations laid in prior years, FY25 saw the Finance team operate with greater cohesion and confidence. With key systems stabilised and process improvements embedded, we delivered strong financial results while navigating a complex and resource-constrained environment.
What financial capital means to SANBS
Our financial capital consists of the pool of funds available to us to collect blood, conduct research and development, provide services, and invest in technology, people, and growth. It is largely obtained through cost recovery and fees for services generated through our operations.
CFO financial review
Tshepo Kgage, CHIEF FINANCIAL OFFICER
Introduction
FY25 marked a period of consolidation and strategic execution. With key systems now embedded and the finance team operating with renewed stability, SANBS delivered strong financial outcomes while navigating a complex and evolving external environment.
Our focus shifted from foundational change to performance delivery — refining processes, unlocking efficiencies, and reinforcing financial resilience.
This year’s results reflect more than operational success; they signal the maturity of our financial model and the strength of our strategic direction. As we prepare for the next phase of transformation, including the rollout of phase 2 of the Blood Establishment Computer System (BECS), we remain committed to disciplined capital management, service excellence, and inclusive healthcare delivery.
The environment in which we are operating
While FY25 has concentrated on consolidating internal systems and operational coherence, we are actively preparing for a significant strategic shift in FY26 – from an inward-facing model to a more customer-centric approach.
With BECS now integrated into operations, we have enhanced internal coherence and consistency in execution, providing a stronger foundation for stability amid a complex and evolving external environment.
Geopolitical tensions and ongoing global supply chain issues continue to prompt businesses to review international transactions, manage emerging risks and regulatory changes, and adapt to increasingly strained trade relationships.
Many businesses have adopted localised “just-in-case” models instead of traditional “just-in-time” strategies—focusing on resilience, despite the additional costs and capital considerations this entails.
Regionally, healthcare systems remain under pressure, with South Africa facing additional strain as USAID support ends, raising concerns about broader system sustainability.Looking ahead, capital deployment will require both resilience and foresight.
Strategic investments in digital infrastructure, local capacity, and flexible logistics will be crucial to navigating volatility and maintaining long-term stability through more agile, customer-focused models.
Challenges with collection efforts
The reduction in funding streams such as USAID and the President's Emergency Plan for AIDS Relief, which are crucial for general healthcare financing in South Africa, may pose challenges to our revenue collection. As these funds diminish, it could become difficult to collect payments, since the same sources used to cover our costs will be increasingly allocated to address the funding shortfall.