OUR STRATEGY
Performance Against Strategy
OUR STRATEGY
Performance Against Strategy
Target achieved/exceeded
New initiative on track against current plan (no concerns)
Improvement
YOY
YOY
No concerns
yet
yet
Below
target
target
Target achieved/exceeded
New initiative on track against current plan (no concerns)
New initiative on track against current plan (no concerns)
Improvement YOY
No concerns yet
Below target
Excellence
Aspiration
Strategic Priorities
Related Material Matters
Contribution to Long-term Sustainable Value
| Key Measured Initiatives | Target | IR 2022 | IR 2023 | Progress April 2023 to March 2024 |
| Modernise ERP/SAP systems | Implement a solution: intuitive, agile, scalable, mobile-ready, to improve operational excellence | Some delays experienced | Project on hold due to focus on BECS implementation | Project on hold due to focus on BECS implementation. Pre-work was done on planning for implementation of the SAP Ariba and Success Factors modules. |
 Product Compliance to the Standards (Ensuring that patients receive products of the highest quality) |
>=95% | 99.35% | 100% | 100% |
% Red cells issues vs red cells ordered |
>99% | 98.8% | 99.4% | 97.23% Ordered vs Issues relates to cutbacks implemented due to collections not meeting demand. This was slightly under target due to lower cover of group O blood immediately post BECS implementation, largely due to challenges in maintaining blood collections to target. |
Wastage – % of blood discarded |
<=5.5% | 3.2% | 3.86% | 3.97% |
Administrative Rigour
Aspiration
Strategic Priorities
Related Material Matters
Contribution to Long-term Sustainable Value
| Key Measured Initiatives | Target | IR 2022 | IR 2023 | Progress April 2023 to March 2024 |
| Debtors’ days | <=140 days | 155 days | 150 days “Order-to-Collect” process improvement project |
109 An enhanced debt collection system was implemented and old debt was written off with Board approval. |
Provision for credit losses as a % of revenue |
<=6% | 1.3% | 1.2% | 5.5% |
Gross revenue as a % to budget |
>= 100% | 96% | 99% | 96.28% In FY2024, revenue growth remained largely flat, primarily due to ongoing challenges in the public sector. Key issues contributing to this stagnation include personnel shortages in public hospitals and deteriorating infrastructure, which hinder the efficient operation of blood transfusion services. |
| Surplus % of revenue Overall measure for profitability | >=1% | 4.6% | 14% Attributed to:
|
9.4% Despite revenue being below budget, surplus was higher mainly due to increased interest income. |
ICT SLA Performance |
95% | 98.1% | 95.97% Availability of systems is impacted due to loadshedding |
96.5% |
| Net cash reserves | >=R1,900m | R1,900m | R2,253m | R2,347m |
| Business Continuity Management (BCM) | 100% complete plan | Phase 2 complete All BCP plans signed off. 2 successful tests in live situations (riots and floods) |
Operationalised Opportunity to test in live environments, i.e. during KZN floods, unrest. |
The ICT has conducted several Disaster Recovery tests on the BECS system, successfully resolving issues. The system can now be backed up and restored monthly. |
| Employee cost as a % of Total Costs | <=44% | 39.9% | 42% | 39% |
Logistics and Benchmark
Aspiration
Strategic Priorities
Related Material Matters
Contribution to Long-term Sustainable Value
| Key Measured Initiatives | Target | IR 2022 | IR 2023 | Progress April 2023 to March 2024 |
| Driver behaviour score | >=92% | 92% | 93.2% | 93% |
| Blood bank courier fulfilled on time | >=93% | 100% | 99.3% | 98.9% |
| NBI plasma targets met (Litres) | >=170 496 Litres | 164 919 | 197 687 | 190 802 |
| Manage critical stock levels | >=95% | 96% | 96.2% | 97.30% |