Four Health

A Message from Lord Pickles and Lord Blunkett, followed by Four Health's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Four Health is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.fourcommunications.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
32 | FOUR HEALTH
Founder and CEO, Four
Health, Emma Statham (left)
chairing a panel discussion at
eyeforpharma Barcelona 2019
Emma Statham presenting the award for
Excellence in Communications via a Live Event or
Stand-Alone Activity at the Communique Awards
Launched in 2004, Four Health is an arm of the integrated
communications agency Four Communications. Under the
original name of MSA Media, it was acquired by the group
in 2015 and has since expanded in reach by bringing additional
public affairs and communications professionals into the business.
Founder and CEO Emma Statham now oversees a team of 72
while retaining her focus on media planning and strategy for
pharmaceutical companies. Emma tells the
Review
more about
how becoming part of the group has changed thebusiness.
As a group, Four Communications provide a complete range of services including
lobbying, PR, paid media campaigns, social media and research across the health,
luxury, culture, financial, professional, consumer, property, travel and public sectors.
They employ 360 people across all the branches and brought MSA Media on board
in 2015 to enhance their portfolio of services, especially in the healthcare vertical.
Our services were integrated into their brand quickly and we became FourHealth.
Breaking from tradition
When I founded MSA Media in 2004, we were focused on media planning and
strategy for pharmaceutical companies. Since becoming part of Four we have evolved
to provide integrated solutions for healthcare businesses and charities, as well as life
science organisations. Our service is based upon solving our clients’ problems and
using the diverse skill base we have at our disposal to fit our offerings to their needs.
To achieve this, we have sought to rewire the business by focusing on solutions and
identifying issues, rather than providing a prescriptive range of pre-ordainedservices.
FACTS ABOUT
FOUR HEALTH
»Founder and CEO: Emma
Statham
»Founded in 2004
»Based in London
»Services: Integrated
communications and media
services for the healthcare and
pharmaceutical industry
»No. of employees: 72
Four Health
33FOUR HEALTH |
DIGITAL, CULTURE, MEDIA & SPORT
Traditionally, agencies have worked
in a siloed fashion, with departments
focused on different roles working
disparately. There was limited crossover
between individuals, managers didn’t
look to utilise a range of skill sets and
clients simply procured services on a
singular level. At Four Health, however,
we are moving away from this. If we
acquire a client that is looking for PR
services, we will first discuss their aims
and goals with them and build an
understanding of the outcomes they
are looking for before recommending
a service. Many clients hunting for PR
may be better served with a paid-for
marketing campaign, or vice versa, and
it is our role to identify that and ensure
they choose the option that matches
their goals.
There is a distinct trend in pharma
companies seeking to become more
patient-centric, and to achieve this they
need to understand which strategy
reaches the patient most effectively.
To this end, we have undergone
internal restructuring, creating jobs
that are based on skills rather than
traditional disciplines. For instance,
staff are responsible for strategy rather
than PR, and clients work with us on
a campaign-by-campaign basis. Our
strapline – the power of together –
looks to embody this style of agency
whereby we bring the right teams
together in a far more powerful mix,
whatever the client’s goals. Some
clients’ ambition is to be positioned
as digital disruptors, while others are
more traditional and conservative.
Some clients want headlines in print,
while others want a detailed message
that reaches a specific demographic.
Therefore, we need to find a balance
internally that allows us to deliver
services that are an appropriate cultural
fit for each client. Our role is to provide
the client with the service they didn’t
even know they wanted, and this can
only be achieved if we understand their
goals clearly and have an adaptable
team that can deliver them.
Creating a culture
Our innovative, fluid, solution-based
and teamwork-focused approach has
not only allowed us to offer our clients
a more detailed and effective service,
but it has also enabled us to retain and
attract more millennials. For younger
generations, work-life balance is an
increasingly important determining
factor when searching for a job, while
many are also keen to apply their
skills to different tasks and to work
on interesting and engaging projects.
The fact that we work with a number
of charities has therefore proven a
positive when recruiting, but changing
how pharmaceutical companies are
perceived remains a challenge.
There can be significant negativity
surrounding the work of multinational
pharmaceutical companies and the
rhetoric can sometimes prove a
roadblock when recruiting. As a result,
we have taken steps to ensure that
potential employees recognise the
added-value element in their prospective
work and to emphasise the aspect of
the job t hat involveshelpingpatients. A DNA helix, evoking
Four Health’s “power of
together” philosophy
Our strapline –
the power of
together – looks
to embody this
style of agency
whereby we
bring the right
teams together
in a far more
powerful mix,
whatever the
client’s goals
BEST PRACTICE REPRESENTATIVE 2019
THE PARLIAMENTARY REVIEW
Highlighting best practice
32 | FOUR HEALTH
Founder and CEO, Four
Health, Emma Statham (left)
chairing a panel discussion at
eyeforpharma Barcelona 2019
Emma Statham presenting the award for
Excellence in Communications via a Live Event or
Stand-Alone Activity at the Communique Awards
Launched in 2004, Four Health is an arm of the integrated
communications agency Four Communications. Under the
original name of MSA Media, it was acquired by the group
in 2015 and has since expanded in reach by bringing additional
public affairs and communications professionals into the business.
Founder and CEO Emma Statham now oversees a team of 72
while retaining her focus on media planning and strategy for
pharmaceutical companies. Emma tells the
Review
more about
how becoming part of the group has changed thebusiness.
As a group, Four Communications provide a complete range of services including
lobbying, PR, paid media campaigns, social media and research across the health,
luxury, culture, financial, professional, consumer, property, travel and public sectors.
They employ 360 people across all the branches and brought MSA Media on board
in 2015 to enhance their portfolio of services, especially in the healthcare vertical.
Our services were integrated into their brand quickly and we became FourHealth.
Breaking from tradition
When I founded MSA Media in 2004, we were focused on media planning and
strategy for pharmaceutical companies. Since becoming part of Four we have evolved
to provide integrated solutions for healthcare businesses and charities, as well as life
science organisations. Our service is based upon solving our clients’ problems and
using the diverse skill base we have at our disposal to fit our offerings to their needs.
To achieve this, we have sought to rewire the business by focusing on solutions and
identifying issues, rather than providing a prescriptive range of pre-ordainedservices.
FACTS ABOUT
FOUR HEALTH
»Founder and CEO: Emma
Statham
»Founded in 2004
»Based in London
»Services: Integrated
communications and media
services for the healthcare and
pharmaceutical industry
»No. of employees: 72
Four Health
33FOUR HEALTH |
DIGITAL, CULTURE, MEDIA & SPORT
Traditionally, agencies have worked
in a siloed fashion, with departments
focused on different roles working
disparately. There was limited crossover
between individuals, managers didn’t
look to utilise a range of skill sets and
clients simply procured services on a
singular level. At Four Health, however,
we are moving away from this. If we
acquire a client that is looking for PR
services, we will first discuss their aims
and goals with them and build an
understanding of the outcomes they
are looking for before recommending
a service. Many clients hunting for PR
may be better served with a paid-for
marketing campaign, or vice versa, and
it is our role to identify that and ensure
they choose the option that matches
their goals.
There is a distinct trend in pharma
companies seeking to become more
patient-centric, and to achieve this they
need to understand which strategy
reaches the patient most effectively.
To this end, we have undergone
internal restructuring, creating jobs
that are based on skills rather than
traditional disciplines. For instance,
staff are responsible for strategy rather
than PR, and clients work with us on
a campaign-by-campaign basis. Our
strapline – the power of together –
looks to embody this style of agency
whereby we bring the right teams
together in a far more powerful mix,
whatever the client’s goals. Some
clients’ ambition is to be positioned
as digital disruptors, while others are
more traditional and conservative.
Some clients want headlines in print,
while others want a detailed message
that reaches a specific demographic.
Therefore, we need to find a balance
internally that allows us to deliver
services that are an appropriate cultural
fit for each client. Our role is to provide
the client with the service they didn’t
even know they wanted, and this can
only be achieved if we understand their
goals clearly and have an adaptable
team that can deliver them.
Creating a culture
Our innovative, fluid, solution-based
and teamwork-focused approach has
not only allowed us to offer our clients
a more detailed and effective service,
but it has also enabled us to retain and
attract more millennials. For younger
generations, work-life balance is an
increasingly important determining
factor when searching for a job, while
many are also keen to apply their
skills to different tasks and to work
on interesting and engaging projects.
The fact that we work with a number
of charities has therefore proven a
positive when recruiting, but changing
how pharmaceutical companies are
perceived remains a challenge.
There can be significant negativity
surrounding the work of multinational
pharmaceutical companies and the
rhetoric can sometimes prove a
roadblock when recruiting. As a result,
we have taken steps to ensure that
potential employees recognise the
added-value element in their prospective
work and to emphasise the aspect of
the job t hat involveshelpingpatients. A DNA helix, evoking
Four Health’s “power of
together” philosophy
Our strapline –
the power of
together – looks
to embody this
style of agency
whereby we
bring the right
teams together
in a far more
powerful mix,
whatever the
client’s goals
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
34 | FOUR HEALTH
Our work is often associated with
providing a better patient experience
and we are aiming to reach more
patients in the future.
The importance of employee culture
was also emphasised at the recent
eyeforpharma conference that I
attended. The speakers encouraged
firms to look at innovation with
regards to their internal structure and
warned that traditional organisations
are struggling to attract talent. We
have certainly looked to align ourselves
with the drive we see in today’s young
talent who are emerging into the
sector and continue to apply this ethos
to our clients.
Managing instability and
embracing innovation
Instability and uncertainty are
particularly damaging in our sector
and Brexit has created plenty of it over
the past three years. The European
Medicines Agency has subsequently
left the UK and it remains in doubt
how products will be licensed in the
UK going forward. This is of great
importance because of the potential
risk to health, and our clients are
concerned about the consequences
of this over the next year or two.
Political instability is also a factor when
projects are being commissioned and
a significant number have been put
onhold.
We will continue to embrace
innovation and assess how we can
improve our recruitment. Currently,
we employ people from 25 different
countries, with 22 languages spoken
and we understand how important
diversity is. Brexit has also had an
impact on this and seems to have led
to a cultural change that has caused
young people from around the world
to look at the UK in a different light.
We are excited, however, about the
new technology that is becoming
more common in our sector and we
are keen to embrace AI to make an
impact on our work. We’ve explored
how emerging technologies impact
pharma by hosting two thought
leadership events. Blockchain
is already in use in our clients’
campaigns and we will continue to
fully embrace the onset of the fourth
industrial revolution.
Blockchain is
already in use
in our clients’
campaigns
and we will
continue to
fully embrace
the onset of
the fourth
industrial
revolution
Emma Statham kicking
off Four Health’s 2019
Emerging Technologies
event
35HELLO LOVE |
DIGITAL, CULTURE, MEDIA & SPORT
CEO Philip Dupée
Burberry fashion show,
branded content
Hello Love is a TV commercial and content production
company based in Mayfair, London. It was founded
in 2003 by BAFTA-winning film director Philip Dupée,
who wanted to use his expertise to help brands engage and
entertain their audiences using the creative power of film to
tell their stories. The team now conducts this work on behalf
of client brands and in partnership with global advertising
agencies. Philip now oversees a team of five full-time staff
and manages the sourcing and nurturing of new directorial
talent from across the globe. Currently, it has 26 directors on
its roster, ranging from highly experienced industry names to
ambitiousnewcomers.
We have produced work for many household brand names including Aldi, Le
Creuset, Facebook, Google, M&S, Burberry, Wella, BBC and Vodafone. It is a
source of great pride that we have received recognition for our creative output
from both peers and clients – winning numerous industry awards including D&AD,
BTA, Creative Circle and Cannes Lions.
We serve our clients by creating world-class film assets executed to the highest
production standards. In a cluttered and saturated digital world where consumer
attention is a valued commodity, our films are designed to engage a brand’s
audience with stand-out creativity. Ultimately, clients look to us and their other
agency partners to help drive sales and profitable growth.
FACTS ABOUT
HELLO LOVE
»CEO: Philip Dupée
»Founded in 2003
»Based in Mayfair, London
»Services: Creation and filming
of TV commercials and
branded content
»No. of employees: 6
»www.hellolove.tv
Hello Love

www.fourcommunications.com

This article was sponsored by Four Health. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster