OUR STRATEGY

Performance Against Strategy

We have made excellent progress against the balanced scorecard metrics supporting the iHEALTh strategy, while navigating the challenges external and internal to SANBS.

The seven SANBS strategic objectives are clearly defined and designed to achieve our vision.

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Performance against our strategic priorities is measured through defined KPIs incorporated into an overall iHEALTh balanced scorecard which cascades down to all levels within the organisation. In the tables below is a summary of our performance for the period ending 31 March 2023 against each component of our iHEALTh scorecard.

INNOVATION
Aspiration Strategic Priorities FY23 Highlights Contribution to Long-term Sustainable Value Related Material Matters
Improve and expand current products and services through innovation
  • Unlock other revenue streams-enhance services and innovative product mix
  • Lead the development, commercialisation and delivery of cellular therapies
  • Alternative revenue grew to R80m due to significant increase in cellular therapy
  • STEM cells footprint
  • First smart fridge operationalised
  • Meeting blood demand
  • Future changing world
    • remarkable research and publications
    • new donor vehicles
    • smart fridges
    • Mount Edgecombe building
HUMAN CENTRED COLLECTIONS
Aspiration Strategic Priorities FY23 Highlights Contribution to Long-term Sustainable Value Related Material Matters
Enhance donor experience through a human centred approach. Enhance brand advocacy
  • Increase capacity and capability to collect more blood
  • Determine true blood demand
  • Manage deferrals to acceptable levels through strategic initiatives
  • Ensure improved donor outcomes and excellence and deliver excellence in donor care
  • Focus on new donors, youth and black donors
  • Innovative ‘Good Hood’ campaign encouraging ordinary citizens to host blood collection drives in their communities
  • Increased the donor pool - % first time donors aged 16-30 years increased to 71.6% against a target of >50%. Blood collections from black donors increased to 46.7% against a target of >37%
  • Meeting blood demand
  • Future changing world
EXCELLENCE
Aspiration Strategic Priorities FY23 Highlights Contribution to Long-term Sustainable Value Related Material Matters
Achieve operational excellence that consistently produces efficient & effective products & services
  • Decrease wastage and promote appropriate use of blood
  • Improve efficiency of all identified and mapped processes
  • Enhance visibility of our value chain
  • Re-engineer procurement processes
  • Manage internal controls to acceptable levels
  • 99.40%, successful fulfilment of red blood cell transfusion demands
  • Overall wastage of 3.86%, well below the 5.6% target
  • Meeting blood demand
  • Future changing world
  • Financial and organisational sustainability
ADMINISTRATIVE RIGOUR
Aspiration Strategic Priorities FY23 Highlights Contribution to Long-term Sustainable Value Related Material Matters
Build administrative rigor in all processes
  • Manage bad debts rigorously by enhancing debt collections tactics
  • Good progress with procure to pay optimisation and debt collection
  • Surplus % of Revenue 14% against a target of >=1%
  • Future changing world
  • Financial and organisational sustainability
LOGISTICS AND BENCHMARK
Aspiration Strategic Priorities FY23 Highlights Contribution to Long-term Sustainable Value Related Material Matters
Move blood products in the value chain in a timely, effective and efficient manner
  • Ensure 100% of critical consumables are available to support the value chain 100% of the time
  • Investigate and implement the state of art design for mobile donor centres
  • Optimise process cost efficiency for delivery of blood products
  • NBI plasma targets exceeded
  • Management of critical stock at 96.2% against a target of 95%
  • National couriers compliance to SLA
  • Meeting blood demand
  • Future changing world
  • Financial and organisational sustainability
TESTING AND QUALITY
Aspiration Strategic Priorities FY23 Highlights Contribution to Long-term Sustainable Value Related Material Matters
Provide quality testing in an efficient manner
  • Harmonise quality standards to meet international benchmarks
  • SANBS products and services meet the quality control requirements at regulatory bodies and national standards to meet internal and external customer requirements
  • Blood safety index maintained consistently above target
  • 100% SANAS Accreditation maintained
  • Future changing world
  • Financial and organisational sustainability
HEARTS AND MINDS OF SANBS EMPLOYEES AND STAKEHOLDERS
Aspiration Strategic Priorities FY23 Highlights Contribution to Long-term Sustainable Value Related Material Matters
Win the hearts and minds of SANBS employees and stakeholders whilst enhancing brand advocacy
  • Align 360 Degree Assessment feedback results with employee development needs
  • Drive a performance culture in SANBS with differential reward based on performance
  • Create a seamless integration of ethics into the purpose, vision and strategic goals of SANBS
  • Reflect the diversity of South Africa society in a workplace defined by our B-BBEE initiatives – measure our contribution to society
  • Determine true blood demand
  • Level 4 B-BBEE
  • Renewed focus on building and maintaining good relationships with stakeholders
  • Culture and capacity
  • Future changing world
  • Financial and organisational sustainability
Reflecting on our performance