When a neonatal nurse or critical care doctor is in the middle of a busy shift, the last thing they need is to navigate disconnected systems, chase information or repeat an administrative task. A few minutes lost here, an extra approval there. Each might seem small, but across the NHS, every day, they add up.

For me, productivity should be about giving colleagues that time back, so their skills and expertise can be used in the best possible way for patients. And if we’re thinking about how NHS resources can deliver more, we should look beyond time saved. The way we buy goods and services can also create jobs, develop skills and open up opportunities in the communities we serve. That’s the connection I see between productivity and social value: making the most of our resources, both within the NHS and beyond it.

Giving people time back

Finance, procurement and workforce systems may operate behind the scenes, but they play a vital role in keeping NHS services running smoothly. Our research with YouGov found that nine in ten NHS corporate, managerial and support staff lose time each week to IT issues and inefficient or duplicated processes. Almost two-thirds said more joined-up systems would make the biggest difference to their working lives.

We can see what improvement looks like. When five NHS trusts in Norfolk and Waveney moved to a unified finance and procurement platform, the time from requisition to order fell from two days to just ten minutes, with around 94% of purchase order lines generated and dispatched automatically. I’m struck not just by the figures, but by what they mean for NHS colleagues: fewer manual steps, simpler processes and more time for work that needs their judgement and expertise. And behind that technology was collaboration between organisations and people working together to find a better way.

Making every pound count twice

The same thinking applies to procurement. NHS contracts can deliver more than the products or services they purchase. A technology contract could open doors to digital careers. A facilities agreement could support local employment and lower-carbon operations. A professional services contract could help develop skills within NHS teams.

But what matters most is the difference those commitments make. Did an apprenticeship lead to a lasting career? Did a smaller regional supplier get the opportunity to grow? Did NHS colleagues gain valuable time for training or improving services? That’s what makes social value meaningful to me: real outcomes for real people, alongside good value for the NHS.

Stronger communities

We know people’s health is shaped by more than the healthcare they receive. Opportunities to work, learn and feel part of a community matter too. At NHS SBS, we want to make a positive difference through the services we provide, the suppliers we work with and our own people. In 2024, our colleagues contributed more than 6,800 volunteering hours, supporting over 70 charities and community organisations. We have also reduced our carbon emissions by 60%. I’m incredibly proud of that commitment. It reminds me that making a difference is about the everyday choices we make, as well as the bigger programmes we deliver.

Ultimately, better systems and thoughtful procurement are two ways of making NHS resources go further. One gives colleagues more time to do what matters; the other helps create opportunities beyond the NHS. For me, it comes back to a simple principle that every pound should work twice. First through the product or service it purchases, and again through the wider value it creates for people, communities and the environment.