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BLOOD AND BEYONDStrategy 2023

© Copyright 2019 Australian Red Cross Blood Service

No person should act on the basis of the contents of this publication without first obtaining specific, independent and relevant advice. The Australian Red Cross Blood Service is not liable for any loss, damage, cost or expense incurred or arising by any person, or organisation, using or relying on the information in this publication.

All rights reserved. Reproduction in whole, or part, is not permitted without written permission from the contact officer. Australian governments fund the Australian Red Cross Blood Service to provide blood, blood products and services to the Australian community.

Contents

A word from our Chair and Chief Executive . . . . . . . . . . . . . . . . . . . 3

Australian Red Cross Blood Service . . . . . . . . . . . . . . . . . . . . . . . . . 4

Our health stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Health sector trends and disruptors . . . . . . . . . . . . . . . . . . . . . . . . . 8

Blood and Beyond – Strategy 2023 . . . . . . . . . . . . . . . . . . . . . . . . 10

Strategic Pillar − Business Optimisation . . . . . . . . . . . . . . . . . . . . . 12

Strategic Pillar − Customer Experience . . . . . . . . . . . . . . . . . . . . . . 14

Strategic Pillar − Enhancing Healthcare . . . . . . . . . . . . . . . . . . . . . 16

Strategic foundations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Delivering the strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Blood and Beyond – Strategy 2023 1

2 Australian Red Cross Blood Service

We are pleased to present the Australian Red Cross Blood Service’s Blood and Beyond – Strategy 2023. Our new strategy builds on the foundations established during our At the Leading Edge 2014–19 plan and sets our ambition for transformational change over the next four years.

Today the Blood Service is a trusted organisation that has been providing life-saving products to the community for 90 years. We are a highly efficient, leading-edge organisation and take great pride in providing one of the world’s safest supplies of blood.

In recent years significant achievements have been made in the areas of collections, testing and processing productivity, product safety, donor panel enhancement, plasma growth and new business growth. We are focused on identifying innovative solutions and enhancing our service offering as we have demonstrated through the establishment of our pasteurised donor human milk bank.

We also continue to help transform the lives of seriously ill Australians though our organ transplants and tissue-based therapies, providing close to 75 per cent of tissue typing services for Australian transplants. The health of all Australians is also enhanced through our expertise in clinical, diagnostic and immunogenetics services and our commitment to transfusion education and investment in research and development.

As we look to the future, we see it as our responsibility to leverage the skills, passion and innovative thinking of our people with our national network of donor centres and manufacturing facilities to provide an even greater contribution to Australian healthcare.

Engagement with our valued stakeholders has been critical to the development of this new strategy and has provided valuable insights into how we can enhance the way we do things and the service we deliver to Australian healthcare. This includes governments, our people, customers, clinicians, universities, global blood operators and our donors, whose generosity is integral to our life saving work.

A new chapter is unfolding for the Blood Service through the launch of our new Blood and Beyond – Strategy 2023 which defines our future direction. It’s crucial that we build on our strong foundations to address the emerging opportunities and challenges that are occurring within the health sector.

These trends include the rising cost of healthcare, increasing demand for plasma products, continued emergence of precision medicine, new technologies including cognitive computing, and changing consumer and workforce preferences towards more personalised and convenient services.

Blood and Beyond – Strategy 2023 clearly sets out how we’ll address these opportunities and achieve our long-term transformation. The strategy is built on three key pillars: Business Optimisation, Customer Experience and Enhancing Healthcare.

We’ll achieve Business Optimisation by continuously improving our operations across all product and service lines through our entire supply chain to deliver value for money to governments. We’ll deliver exceptional Customer Experiences for our donors, health providers, clinicians, patients and our people. And we’ll invest in growth areas that will make a greater contribution to healthcare, secure Australian plasma and develop our genomics capabilities to ensure we are continually Enhancing Healthcare.

Each strategic pillar is supported by a set of strategic objectives and backed by rigorous performance measures with defined targets. Achieving these targets will mean we have changed and saved the lives of many and are making a difference to the health of all Australians.

This strategy is about building an organisation where our people are motivated and know what they are accountable for and where every decision we make is with the customer in mind. Together, through teamwork, collaboration and commitment we will deliver what we have set out to achieve in Blood and Beyond – Strategy 2023, and further enable the achievement of our purpose: Life-giving blood, plasma, transplantation and biological products for world leading health outcomes. Through the power of humanity.

The future is exciting. It’s about blood, plasma, transplantation and beyond.

Jim Birch Chair

Shelly Park Chief Executive

Blood and Beyond – Strategy 2023

A word from our Chair and Chief Executive


Our purposeLife-giving blood, plasma, transplantation and biological products for world-leading health outcomes. Through the power of humanity.

Our values Safety and quality: We make safety and quality part of everything we do.

Integrity: We act honestly and ethically at all times.

Collaboration: We work together to achieve our goals.

Service: We focus on meeting the needs of patients, the community, customers, donors, stakeholders and colleagues.

Accountability: We take ownership of our actions and behaviours to achieve our goals.

Excellence: We strive to be the best at what we do.

Fast facts

A workforce of 3,500 people, working nationally at 97 fixed and mobile donor centres, four state-of-the-art processing centres and three distribution hubs

More than 460,000 donors, providing more than 1.3 million donations

Over 961,000 fresh blood products delivered to hospitals and healthcare providers to help Australian patients each year

An incredible 75 per cent of tissue typing services provided for Australian transplants

Pasteurised human milk delivered to neonatal intensive care units for premature babies

Australian Red Cross Blood Service

Fundamental principlesWe are guided by the Fundamental Principles of the Red Cross and Red Crescent Movement.

Humanity

The International Red Cross and Red Crescent Movement, borne of a desire to bring assistance without discrimination to the wounded on the battlefield, endeavours, in its international and national capacity, to prevent and alleviate human suffering wherever it may be found. Its purpose is to protect life and health and ensure respect for the human being. It promotes mutual understanding, friendship, co-operation and lasting peace amongst all people.

Impartiality

It makes no discrimination as to nationality, race, religious beliefs, class or political opinions. It endeavours to relieve the suffering of individuals, being guided solely by their needs, and to give priority to the most urgent cases of distress.

Neutrality

In order to continue to enjoy the confidence of all, the Movement may not take sides in hostilities or engage at any time in controversies of a political, racial, religious or ideological nature.

Independence

The Movement is independent. The National Societies, while auxiliaries in the humanitarian services of their governments and subject to the laws of their respective countries, must always maintain their autonomy so that they may be able at all times to act in accordance with the principles of the Movement.

Voluntary service

It is a voluntary relief movement not prompted in any manner by desire for gain.

Unity

There can be only one Red Cross or Red Crescent Society in any one country. It must be open to all. It must carry on its humanitarian work throughout its territory.

Universality

The International Red Cross and Red Crescent Movement, in which all Societies have equal status and share equal responsibilities and duties in helping each other, is worldwide.


Where we are: 2019We have much to be proud of as the provider of one of the world’s safest suppliers of life-giving blood and blood products, as well as a provider of world-class research and expertise in diagnostic, clinical, transplantation and immunogenetics services.

Through our networks we deliver close to a million biological products to healthcare providers across the nation each year. This goes beyond blood and plasma to providing close to 75 per cent of tissue typing services for Australian transplants and continuing to increase the availability of pasteurised human milk for vulnerable babies.

We are a highly efficient, leading-edge organisation and take great pride in delivering value for money to governments.

We partner with global blood operators to share and enhance blood sector knowledge, to monitor key sector trends, benchmark our performance and adopt best practices.

Our journey: 2008–2018 Over the past 10 years the Blood Service has transformed into a highly efficient and truly national organisation that delivers high-quality, safe and secure blood and blood products to all Australians.

Our performance over this time has been underpinned by the support and funding of Australian governments. We have invested in our donor centres and state-of-the-art processing centres, modernised our supply chain, and made changes to our operating model to deliver value for money to governments.

We have achieved all of this while continuing to meet the changing clinical demand for blood and other biological products and services in Australia. This has included major changes in demand for blood products with our supply of:

• plasma for fractionation increasing 91 per cent

• specialised blood products rising 121 per cent, and

• red blood cells declining by 18 per cent.

During this period of change we have demonstrated significant progress in delivering our plasma strategy and increasing our capacity to make an even greater contribution to healthcare in Australia. This has been demonstrated by nearly doubling our plasma output within this 10-year period, while continuing to lower our production costs. Our Plasma Strategy will continue to be delivered through a focus on reducing costs and increasing collection volumes.

These changes have required a significant shift in the way we do things. We’ve also expanded our service offerings to provide additional value to the Australian health sector through product developments for blood, tissue typing and human milk. Plus, we’ve continued to enhance the health of all Australians through our clinical excellence, commitment to blood sector education, and our ongoing investment in research and development.

Our future is about building on our strong foundations and strengthening our capability so that we can address emerging opportunities in the blood sector and meet the broader challenges in healthcare.

10 years of highlights Achieved top quartile internationally for core operational performance when benchmarked against peer blood organisations

Increased plasma delivery from 353 tonnes in 2008 to 675 tonnes in 2018

Achieved hospital customer satisfaction levels over 90 per cent and donor satisfaction scores of more than 93 per cent

$468 million

Returned cumulative savings of $468 million to governments over 10 years

Completed frozen blood trial for civilians

$43 million refurbishment of the state-of-the-art Perth Processing Centre

Rolled out DonnorConnect Phase 2 with online portal

Rolled out the national Incident and Quality Management System


Our health stakeholdersWe value the strategic partnerships we have built with governments, donors, customers, clinicians, research partners and universities. Engagement with these stakeholders has been critical for the effective development of Blood and Beyond – Strategy 2023. These partnerships are vital to our success as we continue to strengthen our contribution to Australian healthcare.


Our health stakeholders

National Blood Authority

The National Blood Authority and health departments recognised the potential to jointly provide increased value to the health sector.

Our health customers

Our customers saw opportunities to strive towards better clinical outcomes through research, clinical education and a coordinated approach to using sector data.

Our government stakeholders

Government stakeholders envisioned a future Blood Service that continues to provide a safe, quality and affordable supply of blood and blood products with a strong focus on managing risk in a changing health environment.

Who we spoke to about our future direction

Our donors

Our donors, as represented by the Donor Advisory Committee, suggested a number of new communication channels that would engage and inform them on relevant programs.

Our people

Our people saw the Blood Service of the future as a global leader in biological manufacturing, respected as a critical component of the Australian healthcare ecosystem and a leading partner of choice for government.

Alliance of Blood Operators

The Alliance of Blood Operators - a global network of over 100 not-for-profit blood operators - provided us with rich insights on the impacts of technology, social and economic change and evolving clinical practice to shape our future direction.


Health sector trends and disruptorsStrategy is about choices. It’s about building on past achievements, setting the direction and solidifying our future.

Strategy requires deciding where to focus our efforts and identifying the capabilities and resources needed to realise the transformation needed to move the Blood Service into the future. It’s about having a clear understanding of our operating environment, the sector in which we operate and the key macro trends and opportunities within it.

As part of developing Blood and Beyond – Strategy 2023, we assessed our environment to identify the key trends, opportunities and challenges we will face in the future. This included evaluating health sector macro trends, blood sector international horizon scanning, and consulting with our stakeholders and our people. We identified the following trends as disruptors which present opportunities for us to respond to.

Non-sustainable healthcare costs

Our health system continues to face rising costs which are placing financial pressure on organisations within the sector. These costs are driven by an increased demand for health services due to factors including a rise in chronic illness and a growing and ageing population. Coupled with this is a global trend towards new health delivery models which aim to use healthcare resources more effectively and efficiently. Governments will continue to expect improved productivity and value for taxpayer money.

Demand for plasma derived products

Australian demand for plasma-derived products has grown significantly over the past decade. This trend is forecast to extend into the foreseeable future, with the ability to meet demand continuing to be a significant challenge for health policymakers and blood operators globally. Addressing the effective collection of plasma to ensure national security of supply remains a priority for us.

Emergence of precision medicine and genomics

The continued emergence of precision medicine — which customises treatments for individual patients — is expected to revolutionise healthcare. This is driving significant investment in a number of related areas, including genomics medicine which has had some initial successes in fields such as cancer treatment. DNA sequencing of genes is part of this growth area with potential for significant disruptive impacts on health providers and blood operators. We must be at the forefront of this growth area and the associated technologies to provide benefits to our donors, customers and recipients.

New technologies and cognitive computing

Fiscal pressure paired with accelerating health system innovation and technology capabilities are leading to an increasing use of advanced technologies. In particular, cognitive computing has the ability to make use of the vast volumes of available data to identify trends and provide actionable insights for decision makers. These new technologies also have the potential to help resolve supply chain ‘pain points’ and provide real-time visibility of products. While emerging technology has the potential to provide significant benefits, it also has the potential to introduce new organisational risks, including cyber security threats. In order to mitigate these risks we will remain vigilant in ensuring data and system security controls are in place, monitored and continually strengthened.

Changing consumer and workforce preferences

Changing consumer preferences are leading to expectations of experiences that are both more personalised and convenient. Ensuring a robust and diverse donor panel (for all product lines) and being attuned to the changing voice of the donor will be ongoing challenges as we balance the size and diversity of our panel to meet the growing needs of the population. In line with these trends we will focus on our people’s workplace experience, continued investment in safety and wellbeing, and developing a high-performing workforce to meet emerging challenges.


Health sector trends and disruptors

Our strategic opportunitiesPlasma – increasing our production of plasma for fractionation at a globally benchmarked cost to maintain the security of Australia’s plasma supply

New biological products and services – leveraging our unique health network and expertise to provide world-leading health outcomes through the expansion and development of new products and services

Technologies – taking advantage of new technologies in artificial intelligence and analytics to support business practices and decision-making

Smart supply chain – automating manual processes across collections, processing, testing and distribution to provide greater speed, effectiveness and safety

Customer experience – placing customers at the centre of everything we do, leading to a responsive, seamless, personalised and digital experience

Partnerships – strengthening our relationship with governments, health-customers and researchers to be a partner of choice in support of greater contributions to Australian healthcare


Blood and Beyond – Strategy 2023 has established the direction and long-term organisational goals for our transformation. The strategy encompasses all of our product and service lines, from blood and plasma to transplantation services and human milk.

It’s built on three pillars:

1. Business Optimisation – we will continuously improve our operations across all product and service lines through our entire supply chain to deliver value for money to governments.

2. Customer Experience – we will deliver exceptional experiences for our customers: our donors, health providers, clinicians, patients and our people.

3. Enhancing Healthcare – we will invest in growth areas that will make a greater contribution to healthcare, secure Australian plasma and develop our genomics capabilities.

Core to delivering on our strategic aspirations is continuing to strengthen our foundation areas of workforce and culture, corporate social responsibility, technology, business analytics and intelligence, and partnerships.

Blood and Beyond – Strategy 2023Blood and Beyond – Strategy 2023 provides the direction we need to address the trends and opportunities in our operating environment, while fulfilling our purpose of ‘Life-giving blood, plasma, transplantation and biological products for world-leading health outcomes. Through the power of humanity’.


PARTNERSHIPS

BUSINESS ANALYTICS AND INTELLIGENCE

TECH

NOLO

GY

CORPORATE SOCIAL RESPONSIBILITYWOR

KFOR

CE AN

D CULTURE

BUSI

NESS

OPT

IMISA

TION

ENHANCING HEALTHCARE

CUSTOMER EXPERIENCE

Deliver aGreater Contribution

to Healthcare

Empower GenomicsTransformation

Establish AustralianPlasma Security

OptimiseDonor Panel

OptimiseBusiness Operations

Improve Donor Safetyand Experience

Improve Health Customer

Experience

Deliver a Smart Supply Chain

Improve Our People’s Safety and Experience

STRATEGY 2023STRATEGY 2023


Focus areas

This pillar highlights our focus on optimising our business across all our product and service lines from blood and plasma to transplantation and immunogenetics services, human milk and more. We’ll continue our strategic investments to deliver efficiencies across our entire business.

Sector trends

This pillar focuses our efforts to deliver value for money to governments, and respond to the rapid growth in plasma demand and the changing nature of consumer expectations and behaviours.

Implementation

We’ll accomplish this through optimising our donor panel, optimising our business operations and further developing our smart supply chain.

STRATEGIC PILLAR

Business OptimisationWe’ll be global leaders in best practice production of safe, high-quality, secure and affordable biological products.

1. Maintain cost increases at less than 75 per cent of the Health Consumer Price Index.

2. Achieve top quartile international performance in waste minimisation and productivity in collections, processing and testing.

Performance measures


1. Optimise donor panelStrategic objective

Deep understanding of our donors and the impacts of shifting demographics to effectively and efficiently meet product demands.

Why it’s critical

A flexible, robust and cost-effective panel ensures the safe and secure supply of all our products to meet customer demand.

How we’ll drive achievement

We’ll further develop our understanding of our donors and use data driven insights to achieve the best value for money. This will include strengthening insights into our donors of the future, targeting rare groups and benchmarking ourselves internationally to build greater diversity within our donor panel.

2. Optimise business operationsStrategic objective

Internationally leading biological manufacturer across collections, processing, testing, distribution and supporting services.

Why it’s critical

To maintain the highest levels of product quality while reducing costs for the responsible use of taxpayer money. To further support an efficient blood and health sector, while achieving our environmental sustainability objectives, and to ensure we’re leading international best practice.


We’ll continue to optimise all aspects of our business and product lines where there is opportunity to improve productivity. This includes engaging our people in continuous improvement efforts across all aspects of our business, from our physical footprint and collections network to processing, testing, distribution and supporting functions. We’ll continue to invest in our infrastructure and focus on our environmental sustainability objectives across our network.

3. Deliver a smart supply chainStrategic objective

Optimised whole-of-business supply chain with automated business processes, digital touchpoints for real-time decision-making, electronic linkage with health customers and the ability to track products in real time.

Why it’s critical

To honour the life-giving gifts of our donors by reducing waste and improving decision-making to effectively meet demand for our products and services. Ultimately this will help us provide greater value for money for our stakeholders, while achieving our environmental sustainability objectives. To continue our focus on workplace health, safety and wellbeing through the reduction of manual handling risks and to free up our people’s time to provide additional value for our customers.


We’ll invest in our supply chain to enhance processes, reduce risk for our people, add new value for customers, minimise waste and improve decision making.

Business Optimisation


Focus areas

This pillar emphasises the connection we have to the recipients of our products and services, and all those who engage with us to make possible the service we provide to the nation.This describes the broadness of our customer base, with this pillar’s focus on our key customer groups—our people, health customers and donors—and the importance of having a deep understanding of their needs in order to provide exceptional experiences. By truly understanding what matters most to our customers, we can enrich our service offerings.

Sector trends

This pillar addresses the increased demand for plasma products, the changing dynamics of consumers and the evolving nature of healthcare. It also supports a high performing workforce, which underpins everything we do.

Implementation

We’ll accomplish this through a focus on the experience we provide for our key customer groups: our people, health customers and donors. We’ll make transformative changes in our organisational culture, systems, innovation and design thinking to evolve as a ‘customer-first’ organisation.

We’ll be a world-class customer-value focused organisation, with personalised connection to the recipients of our products and services.

* Note: contemporary measures for our people’s and health customers’ experiences will be developed during the course of the strategy as our deployment program evolves.

STRATEGIC PILLAR

Customer Experience

3. Provide exceptional experiences for all of our customer groups - including achieving over 88 per cent in Donor Net Promoter Score and more than 90 per cent on our Health Customer Satisfaction Score*.

4. Achieve our target of a less-than-one Lost Time Injury Frequency Rate with the ambition to reach zero workplace injuries.

5. Maintain safe, high-quality products and services for our customers.



4. Improve our people’s safety and experienceStrategic objective

Provide exceptional experiences for our people and ensure their safety and wellbeing remains our top priority.

Why it’s critical

The experiences our people have at work are the catalyst for delivering world-leading health outcomes. We’re responsible for ensuring that our organisational objectives are met, including incorporating the changing expectations of the workforce of the future and ensuring the safety and wellbeing of our people.


The safety and wellbeing of our people is our top priority, and we’ll invest in ensuring we have the culture and systems in place to continue this focus. We’ll implement streamlined services and have the right tools and technologies to enhance our employees’ experience.

5. Improve health customer experienceStrategic objective

An in-depth understanding of health customer expectations, delivering outcomes that solve their problems and provide personalised services.

Why it’s critical

To continue to deliver high-quality products and services that meet health customer needs by aligning our products and services to suit changing clinical practice while maintaining hospital quality standards.


We’ll enhance relationships with our health sector stakeholders including clinicians, patients, laboratories and educators. We’ll invest in strong analytics to segment and understand our health customer requirements, refine our processes and systems to meet their needs, and bridge the gap between what our health customers need and what we deliver.

6. Improve donor safety and experienceStrategic objective

A human-centred organisation, using digital engagement and real-time insight tools to continuously enhance the donor experience and ensure their safety.

Why it’s critical

To meet the changing preferences and expectations of our donors, while placing their health and safety first. Our donors are crucial to enabling the outcomes that we can deliver for the health of all Australians.


We’ll strengthen our focus on our donors, their experiences and their safety. This will include developing data and insights to support our decision-making, digital engagement, sector research and benchmarking. We’ll continue to build our processes from their perspective in a way that delivers value and enhances their interactions with us.

Customer Experience


Focus areas

This pillar represents our key growth areas. We’ll invest in research and development, and continue to deliver better and more patient-matched products. We’ll continue to focus on meeting the challenge of the rise in demand for plasma products by increasing our output while reducing costs. We’ll build on our genomic capabilities to take advantage of advancements in precision medicine and leverage our unique infrastructure, skills and position in the healthcare sector to deliver improved health outcomes for Australians.

Sector trends

The Enhancing Healthcare pillar addresses the unprecedented rise in demand for plasma-derived products and our role in supporting the security of the nation’s plasma supply. It sets our direction as we continue to move towards personalised medicine and evolve our product and service offerings. It also responds to our nation’s changing health needs by providing innovative solutions.

Implementation

We’ll implement this through a focus on Australian plasma security, genomic empowerment within our business and by providing a greater contribution to healthcare.

We’ll be recognised as a critical component of Australian healthcare with strong alliances to support world-leading health outcomes.

STRATEGIC PILLAR

Enhancing Healthcare

6. Establish with governments and deliver on an agreed cost-competitive plasma policy that ensures the ongoing security of the nation’s plasma for fractionation supply.

7. Leverage our skills and capabilities to deliver new and enhanced health products and services to achieve improved health outcomes addressing patient needs and increasing end to end health sector capability.



7. Establish Australian plasma securityStrategic objective

Provide security of supply for Australian plasma that is cost-competitive.

Why it’s critical

To ensure the security and sustainability of the nation’s supply of plasma for fractionation to meet the continued growth in Australian demand for plasma products.


We’ll focus on partnering with governments to establish an agreed policy position that enables the security of Australia’s plasma supply. This will involve increasing our capacity to collect plasma to meet growth targets while reducing the cost of supplying plasma for fractionation. This will be achieved through a focus on innovation, continuous improvement and further enhancements to our existing network and supply chain.

8. Empower genomics transformationStrategic objective

Genomics capabilities integrated within business operations in support of precision medicine practices that deliver benefits for donors, patients and the healthcare sector.

Why it’s critical

To keep pace with the emergence of genomics in medicine, deliver more value to Australian healthcare by meeting evolving health customer needs, and to understand the potential impacts to our entire business.


We’ll focus on understanding the emergence and impact of genomics and position ourselves to respond by investing in expanding our genomics capabilities. This will enable us to explore the impacts of genomic matching of products for recipients, donor focused genotyping and genomic-based screening of products.

9. Deliver a greater contribution to healthcareStrategic objective

Enhanced contribution to Australian healthcare with the sustainable growth of new products and services.

Why it’s critical

We have a responsibility to leverage our taxpayer-funded infrastructure, skills and capabilities to continuously improve health outcomes for Australians.


We’ll invest in developing human-derived biological products and services where we can solve health sector problems, where we can significantly improve health outcomes and where we can secure long-term sustainable funding.

Enhancing Healthcare


Technology The backbone of our business, technology provides modern supporting systems, infrastructure and digital enablement to support our evolving customer needs.

We will focus on:• Developing multiple, streamlined pathways to adopt

technology into our business.

• Securing technology that is integrated and optimised to deliver business value.

• Providing seamless reporting and management tools for real-time decision-making.

• Supporting digital engagement, privacy and data security, to meet our customer and stakeholder needs.

Business analytics and intelligence An insights-driven organisation, converting knowledge to value, using data, insights and research findings to support evidence-based decision making.

We will focus on: • Transforming our business processes to better

use our technology and data.

• Investing in cognitive computing and making better use of our data to provide solutions for complex business problems.

• Increasing our ability to monitor and respond to emerging sector trends and disruptors.

• Benchmarking our practices against operators within blood, health and other related industries.

Corporate social responsibility A priority for our people, to embed a best-practice corporate social responsibility program. This supports our business practices, ethical investing, and decision making to provide positive environmental, social and economic impacts for our key stakeholder and customer groups.

We will focus on:• Strengthening risk-management and procurement

practices, empowering ethical decision-making and ensuring a systematic environmental approach that is consistent with ISO 14000 standards of practice.

• Ensuring privacy and security is a fundamental part of our decision-making and that we are complying with our legal obligations.

• Driving continuous improvement, reducing waste, minimising pollution and engaging our workforce to build on our sustainability programs to achieve our environmental objectives.

• Providing social and environmental benefits to society as a good corporate citizen and through employee led volunteer programs.

• Incorporating further environmental, social and ethical considerations into our investment planning, governance and decision-making processes.

• Delivering additional health benefits to society by leveraging our national infrastructure and skills in support of emerging areas of health, and making a greater social contribution to health.

• Strengthening our commitment to the shared purpose and relationship between Indigenous and non-Indigenous Australians through the development of our Reconciliation Action Plan, guiding how we go about our day-to-day work.

Strategic foundationsThere are five strategic foundations aligned to our operating and governance structures that are critical for successful delivery of the strategy.


Partnerships A trusted partner of choice for government with strong links to clinical health providers and researchers, focusing on solving critical health challenges and contributing to wider population health strategies.

We will focus on:• Being a global leader within our industry,

that has a strong relationship with government as a trusted advisor.

• Integrating within wider government health strategies and initiatives.

• Strengthening our research partnerships with universities, hospitals and key health organisations to collectively add value to the health sector.

• Utilising evidence based research from our partners and other key stakeholders in the sector.

Workforce and cultureOur people are vital to our success, both in delivery of our strategy and providing additional value for Australian healthcare. Our working environment, culture, career development, job design and engagement all enable the transformational changes we envision.

We will focus on: • Enhancing the agility and adaptability of our

people, our leaders, our structures and our culture.

• Attracting and retaining people with specialist expertise to ensure we remain leaders in our field.

• Using our leadership principles — trust, inspire, challenge — to ensure our people and teams are ready to meet the changing nature of our business.

• Adopting a strong, business mindset that is outwardly facing and embraces a customer-centric culture.


Strategic deployment plans Driving the delivery of the strategy are a number of strategic deployment programs that will provide the transformational changes required to achieve our strategic goals. These programs represent multi-year, cross-divisional investments that will help us achieve our strategic goals and objectives.

Business Information Strategy

Supporting the key technology foundation area, the Business Information Strategy provides long term direction and priorities for our information technology architecture, capabilities and connecting systems. This will establish a long-term plan to ensure we have the technologies in place to realise our business goals. This includes identifying opportunities for investment in new technologies while also making recommendations for enhancements to existing systems.

Business Growth Strategy

Our Business Growth Strategy will see the Blood Service expand the critical role we play in healthcare. We will continue to develop our ability to innovate and identify new opportunities to improve outcomes for Australian patients by working closely with our partners. This includes developing a deep understanding of our customers’ needs, exploring complementary areas of healthcare, bringing new products to market and providing services that apply our business skills, expertise and infrastructure in new ways.

Business plan We prepare an annual organisation-wide business plan which encompasses all of our product and service lines, from blood and plasma to transplantation and human milk. The business plan transforms our strategic intent into action. This includes identifying key focus areas, critical projects and initiatives that will enable us to achieve the objectives within our strategy. The business plan provides rigorous performance measures and targets that we’ll use to monitor the successful delivery of our strategy.

Delivering the strategyBlood and Beyond – Strategy 2023 provides an overarching framework for our business transformation until 2023. Integral to it’s successful delivery is our business plan and individual strategy deployment plans that will drive achievement across multiple areas of the organisation.


Corporate Social Responsibility Strategy

This strategy will establish a Corporate Social Responsibility (CSR) program to ensure we achieve our objectives for environmental and broader sustainability, ethical decision-making and social contribution. Environmental sustainability will be a significant focus for the program and will aim to reduce office, production and building waste, build staff awareness, introduce the use of renewables, reduce energy consumption, optimise recycling and reduce our emissions through the introduction of new technology and carbon offsets. The establishment of the program will include prescribing to a dedicated CSR reporting framework, ensuring we meet our obligations and ultimately making CSR a part of the way we operate. Our CSR strategy will lead to a number of environmental sustainability initiatives that will ultimately demonstrate to our stakeholders our commitment to comply with our legal obligations, minimise pollution and ensure we comply with the international ISO 14000 standard.

Customer Experience Strategy

Maintaining a strong focus on our customer groups—our people, health customers and donors—is a vital element of our strategy and will help us evolve into a customer-centric organisation that continues to be a trusted partner in the Australian health sector. We have many key customer groups, each with different needs and expectations. Our Customer Experience Strategy will ensure we stay relevant, innovative and human-centred while optimising our customers’ experiences and driving world-leading health outcomes.

Digital Strategy

Supporting our Customer Experience Strategy is the digital experience and journey for each of the Blood Service’s key customer groups. Our ongoing success depends on our ability to build customer-centric digital tools and enhance our product development and service offerings. The Digital Strategy considers all the interactions and touchpoints our customers have with us and our opportunities to use the potential offered by digital technologies to solve customer problems and ultimately achieve more value from their interactions with us.

Genomics Transformation Plan

This program explores the growing applications of genomics technology as part of the broader emergence of precision medicine within the health sector. This includes opportunities to continue developing our genomic capabilities to support new practices and improve operating efficiencies to deliver world-leading health outcomes. Core to this program is understanding the needs of our customers, developing the required capabilities in genomics and integrating them into our operations.

People and Culture Strategy

Our people provide the foundation for delivering the transformational changes within our strategy. The People and Culture Strategy covers our people’s experience at work and their diversity while keeping an unrelenting focus on our top priority: workplace health, safety and wellbeing. This work will help us align organisational objectives with an understanding of what motivates our employees. This strategy also reflects our continued investment in building sustainable workforce capability to enable the delivery of our key growth areas.

Plasma Growth Strategy

Plasma is the most versatile component of human blood and its use plays a vital role in healthcare systems both in Australia and globally. Patients and clinicians have become increasingly reliant on plasma-derived products. The Plasma Growth Strategy outlines our role in supporting government to collect and supply the life-changing plasma products Australian patients need. It will ultimately enable a position of security of supply for plasma in Australia. This drives transformation across many parts of our business — from redesigning the donor experience through to enabling smart capacity within our processing centres.

Smart Supply Chain Transformation Plan

Delivering a smart supply chain will align to our health customers’ demand across all aspects of the supply chain, from vein-to-vein. This program will enable real-time tracking of products and help provide additional data and insights to maximise product availability, minimise waste and enable quick operational decisions. It includes a focus on automation of repetitive tasks to reduce manual handling risks and free up our people to provide additional value to our health customers.

Strategy delivery

Australian Red Cross Blood Service

National OfficeLevel 3, 417 St Kilda Road MELBOURNE, Victoria, 3004

T: 03 9863 1600F: 03 9863 1601E: [email protected]

/redcrossbloodau @redcrossbloodau /redcrossbloodau

BLOOD AND BEYOND€¦ · We are pleased to present the Australian Red Cross Blood Service’s Blood...

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