SANBS DIGITAL INTEGRATED REPORT

Operating with responsibility and sustainability in mind involves making difficult decisions due to the limit of finite resources. It's not possible to tackle all issues at once, and priorities must be set to effectively manage the resources available while striving towards sustainable goals.

At SANBS, we are always working to reach our goals and use our resources wisely. Sometimes, though, we can't do everything all at the same time. When it's time to make big decisions, we think hard about what's best for the future without forgetting what we need today. This can be tough, but it's important for our long-term success.

In the FY24, we faced a big decision, when we realised our BECS computer system was harder to set up than we anticipated. We decided it was important to prioritise this because this project was critical to our digitalisation strategy and goal of strengthening digital donor interaction. It was thus critical to ensure its successful implementation and reap a return on intended benefits. We put a lot of our team's effort into making sure BECS works well, even though it meant we couldn't do as much as we wanted on some other projects for a while. We believe that putting so much work into BECS will lead to better things later. By ensuring our operations continue to run well and bringing in new technology, we're changing the way we work for the better, and that's going to help us and everyone we work with in the future.

Trade-offs in our use of Financial Capital

Our financial capital consists of the pool of funds that is available to us to collect blood, conduct research and development, provide services, manufacture and test, and invest in technology and people and growth. It is largely obtained through revenue generated through operations, and through grants and financing.

Key trade-off decision in 2024

Taking a risk-based approach, we allocated more resources to the BECS project, which was proving to be more challenging than initially anticipated and therefore impacting negatively on timing.

Trade-offs

The BECS project implementation was extended. Some strategic projects had to be placed on hold. BECS was the focus of many employees across various parts of the business.

Long-term positive impact

With BECS implemented, the system provides:

Improved/simplified donor interaction with digitalisation and automation of processes and controls
Improved use of data analytics and intelligence to inform better decision making
Improved capabilities support our donor employees
Digitalisation enabling a more environmentally friendly paperless environment

Short-term negative impact

Constrained our employees and some strategic projects were put on hold.

Effect on business model/strategy

The implementation of BECS improves donor access and interaction through the donor app, while also reducing the use of paper through digitalisation of processes in the core value chain.