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
Testing and Quality
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 |
| Blood safety index | >=95% | 97.24% | 95.6% | 95.4% |
 Accreditation |
100% SANAS Accreditation | 100% | 100% SANAS Accreditation | 100% SANAS Accreditation |
| Meet ISO 9001 standards | Fully compliant with ISO 9001 standards | Baseline audits conducted for support areas and gap analysis completed | Timeline has been extended due to focus on BECS implementation | Implementation is complete. An independent audit confirmed readiness for formal certification. A service provider has been identified to conduct a formal ISO 9001 certification audit in September 2024. |
| Meet SLA TAT for standard crossmatches | >90% of standard crossmatches completed within agreed SLA TAT of 120 minutes | 83.2% | 80.8% Downtime due to loadshedding (placement of generators at Blood Banks is underway) |
86.7% Good progress has been made year on year; however, some challenges in meeting targets are attributed to low blood stocks at certain blood banks as well as staff shortages. |
| Turn-around time for units to become available for use | >=93% | 91.4% | 93.3% | 68% The TAT of 42.6% in Q4 and 68.08% year-to-date is due to errors and delays in transmitting results related to the implementation of the BECS system. |
Hearts and Minds of SANBS Employees and Stakeholders
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 |
| B-BBEE |
≥80 points - level 4 | 82.04 points - level 4 | 80.17 points - level 4 | Level 3 achieved with 92.99 points |
Employee turnover rate |
>=8% | 6.89% | 8.14% | 8.64% The average benchmark in turnover in healthcare is above 10% and therefore, the target has been revised to 9% in FY2025. |
DNA culture survey results |
>=1.31 | 1.26 | 1.25 | 1.29 Whilst SANBS did not achieve the target of 1.31, some divisions and departments exceeded their respective targets. |
| Stakeholder satisfaction results | 90% | Plans to recruit a stakeholder manager | Policy and framework being drafted. Integrated strategy plan to be implemented. Survey planned for FY24 |
Recognising the importance of robust stakeholder engagement, we have appointed a dedicated Stakeholder Manager to assist the organisation in building solid partnerships and fostering communication with all parties crucial to SANBS' success. This proactive approach will be instrumental in shaping our next strategic plan (FY2026-FY2030). |
| Patient blood management (PBM) | 42% | PBM continues to increase in its impact, especially in the public and academic sectors | 39.54% Apparent that the target based on international norms is too ambitious given the unique South African healthcare setting |
The hospitals with 24-hour blood banks on site have not reached 42% on average due to unique challenges in the South African setting. Surveys identified a common obstacle: a lack of sufficient doctors to re-evaluate patients after transfusion of each unit. Given the persistent shortage of healthcare workers, focusing solely on this one PBM indicator is impractical and may impact negatively on stakeholder buy-in and patient care . |
| Ethics project Ethics Implementation Plan approved |
Ongoing initiative | Significant progress made with roll out of the ethics and culture programme | Code of ethics formalised and implemented with all employees and key stakeholders | A dedicated Ethics Committee was established to track the progress of the Ethics Strategy Management Plan. This, combined with our Ethics Ambassadors and ethics help desk, demonstrates our commitment to ethical conduct. |
Conclusion and Looking Forward
The successful completion of our 5-year iHEALTh strategy is a significant milestone. While we are proud of our operational and product achievements, there are gaps in customer-centric approaches, particularly in stakeholder engagement.
Our 2025/2026-2029/2030 strategy will prioritise customer centricity while maintaining operational excellence.
As we shape the new strategic plan, extensive stakeholder engagement will be crucial. We will focus on sustainable success by placing customers at the core of all decisions. This will entail upskilling of our employees through customer service training.
Through collaboration, we can prioritise impactful initiatives that address the evolving healthcare landscape.
Investing in talent is key to our long-term success. Partnering with the Health Professions Council of South Africa (HPCSA), we will work to streamline Phlebotomist accreditation to address skills shortages. Our workforce development strategy includes:
Internal upskilling
Equipping staff with the latest blood banking skills.
Strategic academic partnerships
Building a pipeline of qualified professionals.
Proactive workforce planning
Ensuring the right mix of skills for the future.