Procurement
Meanwhile, time spent by highly skilled clinicians on repetitive dressing changes or incontinence pad application equates to an enormous drain on workforce capacity. But investing in reusable compression garments, for example, creates a multiplier effect: reducing product usage, cutting nursing time, lowering disposal costs, and improving healing times. These garments also support self- care, which is critical as the NHS shifts to a more personalised, patient-empowered model. A single JOBST FarrowWrap garment may
replace dozens, even hundreds, of compression bandages over its lifetime. It requires no specialist training to apply and enables many patients or carers to take an active role in treatment. Not only does this accelerate healing through improved adherence, but it fosters greater patient autonomy and dignity. In continence care, while the push toward
reusables must be carefully balanced, there are still ways to drastically reduce waste. By applying value-based procurement (VBP) methodologies, assessing the total cost and impact of a product rather than just its unit price, Trusts can optimise usage of single-use products, ensuring the right pad is used for the right patient at the right time. When done correctly, this approach reduces overuse, minimises leakage incidents, and significantly cuts down on environmental impact.
Value-based procurement: smarter choices, better outcomes Traditional procurement models focus on lowest unit cost – a metric that fails to capture the broader consequences of that choice. But what about VBP? In healthcare, this means looking beyond the product to its impact on nursing hours, patient outcomes, waste generation, and long-term system costs. And the results speak for themselves. In recent pilot studies conducted by NHS
Trusts, in collaboration with Essity, applying VBP in continence care delivered staggering results: l Pad usage dropped by up to 35% l Leakage incidents were reduced by 75%3
l Incidences of IAD, UTIs, and pressure ulcers declined
l Carbon emissions and waste disposal volumes fell
These are not marginal gains. They are system- wide efficiencies that can create value for everyone involved, from the patient to the finance department. And they were achieved not by switching entirely to reusable products, but by making existing single-use options work harder through smarter application. In compression therapy, the case for VBP is
even stronger. Reusable garments like JOBST don’t just reduce material usage – they reduce reliance on advanced-practice nurses, lower the risk of incorrect application, and contribute to faster recovery times. Combined, these benefits deliver a return on investment far greater than the initial outlay. Of course, the role of manufacturers here
is critical. It’s not enough to sell products; we must also provide the data, training, and implementation support needed to unlock their full value. Essity has been at the forefront of this effort, not just innovating at a product level, but partnering with Trusts to embed VBP principles across procurement.
The cultural challenge: moving from short-term saving to long-term value Even with the evidence, short-term thinking remains a barrier and decision-makers need to feel empowered to do good. Procurement teams
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are often evaluated on immediate savings and short-term gains, not lifecycle value. And when budgets are under pressure, the temptation to cut corners by choosing cheaper, less effective products is understandable. This approach is increasingly untenable. It drives up hidden costs, from readmissions to workforce inefficiencies, and often leads to poorer patient experiences at a time when the healthcare system is already under strain. Worse, it delays the adoption of products that could help meet sustainability targets without compromising care. Changing this culture requires leadership,
transparency, and a willingness to think differently. It also requires a system-wide commitment to align procurement incentives with broader NHS sustainability goals. Encouragingly, we’re already seeing positive
steps in the right direction. The Department of Health and Social Care’s VBP methodology4
is
gaining traction, and many Trusts are now hiring dedicated sustainability leads to work alongside procurement teams. However, we must go further by embedding total-value thinking into every purchasing decision and empowering clinicians to champion evidence-based alternatives. Education will be key. Procurement leads,
clinicians, and sustainability teams must work together, sharing data, and learning from successful implementations. Manufacturers, for their part, must provide robust evidence to support claims to ensure that sustainability credentials are not just a marketing pitch, but a measurable reality.
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