OUR CAPITALS

Stakeholder Engagements

OUR CAPITALS

Stakeholder Engagements

Employees

Metrics used to measure quality of relationships: DNA culture score (used to track progress on 1-3 scale where anything above 1 is considered acceptable) , Employee surveys, 360° feedback & THREAD value alignment

Management’s assessment of current relationship: Good | Desired Relationship: Trusted | Responsible: Executive Management

Stakeholder Needs, Interests and Expectations

  • Appropriate reward and recognition
  • Conducive and safe working environment/interesting work
  • Job security
  • Growth and development
  • Transformation
  • Diversity and inclusion
  • Diversification of work/interesting work
  • Integration
  • Remote and/or Working from Home (WFH) capability
  • Regard for overall personal wellness
  • Workplace free of any harassment

Key Risks

  • Loss of key employees
  • Disengaged employees and underperformance
  • Poor labour relations
  • Damage to SANBS reputation by disengaged employees
  • Lack of disclosure or transparency
  • Poor organisational culture to give effect to strategy
  • Inability to attract appropriately qualified employees

Opportunities

  • Empower and engage
  • Skills development
  • Diverse and inclusive workforce
  • Multiskilling – cross functional teamwork
  • Performance management
  • Recognition and reward
  • Building trust
  • Reinforcing a culture of appointing/promoting from within
  • Appointment of scarce skills externally when necessary

SANBS Response

Ongoing Engagement
  • Talent management – promotions from within are prioritised
  • Succession planning
  • People transformation programme
  • Effective performance management system
  • Role enhancements
  • SANBS employee engagement through annual DNA measure
  • 360° feedback for cohorts of management
  • Remuneration Policy updates
  • Heightened disclosure in integrated report
  • Remote working policy
  • Virtual training and Learning Cafe
  • SANBS Academy supporting all learning and development
  • Ethics and culture programme implementation
  • Purposeful wellness programmes including monitoring of chronic health conditions
  • Pipeline workforce planning
  • Improved/accelerated talent acquisition and onboarding
  • "Family" meetings (CEO engagements)

Status of Current Engagements

  • SANBS’ DNA process – In the FY24 cycle 1972 employees participated in the process (FY23: 1 986) and in our final score, we achieved 1.29 (FY23: 1.25)
  • We continue to embrace the 360° process every two years for leaders and specialists (FY23 297 participated). Feedback is constructive and included in the leader individual development plan and incorporated into the succession planning process. Looking ahead, our FY25 cycle of 360 has kicked off
  • Leadership development focus remains on building self-awareness and being results driven. Looking ahead, leadership development is a key enabler and therefore a strategic project in the new strategy

Board

Metrics used to measure quality of relationships: Board evaluations

Management’s assessment of current relationship: Good | Desired Relationship: Trusted | Responsible: CEO and Company Secretary

Stakeholder Needs, Interests and Expectations

  • Relevant, accurate and timeous information and reporting
  • Achievement of strategic objectives
  • Improved governance and ethics
  • Sustainability

Key Risks

  • Lack of transparency
  • Inaccurate reporting
  • Under performance
  • Poor decision making
  • Potential liability for directors

Opportunities

  • Integrated business planning
  • Digitalisation
  • Organisational alignment and transformation
  • Creation of blood committee

SANBS Response

Regular Engagement
  • Improved planning and communication
  • Performance reviews
  • Business scorecard reporting
  • Revised and improved committee and Board Terms of Reference and Work Plans
  • Ethics and Culture Programme a prioritised business project
  • Governance framework reviewed
  • Board evaluations
  • Joint strategy and planning sessions

Status of Current Engagements

  • High level of participation in the FY23/24 Board evaluations
  • Efforts of Company Secretariat and resultant governance processes highly rated by directors
  • Action plans to implement evaluation outcomes agreed
  • Board/Exco strategy and risk workshops held – Strategy for 2025/2026-2029/2030 formulated
  • Regular feedback on corporate scorecard and SANBS progress on strategic projects provided by CEO at Board meetings
  • Board and committee packs thoroughly reviewed by Exco ahead of meetings and submitted in good time for director meeting preparation
  • Extent and frequency of meetings reduced to streamline decision making processes

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