i2 Healthcare

A Message from Lord Pickles and Lord Blunkett, followed by i2 Healthcare'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 i2 Healthcare 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


Founder Paul Brantingham
Medical researcher
working with a fluorescent
i2 Healthcare is a specialist intermediary service advising
corporate clients on all aspects of their health insurance and
employee wellness requirements. With established relationships
with over 30 health insurers, as well as many more providers of
health assessments, occupational health and other services, it can
help businesses develop effective employee wellness programmes.
Director Paul Brantingham tells
TheParliamentary Review
Following a detailed assessment of a company’s requirements, our team can
arrange the most appropriate health insurance and health services to form a
comprehensive employee health programme. We ensure that the best possible
outcomes are negotiated in terms of cost and type of contract. Our highly
experienced team provides information, administrative support and problem
resolution as quickly as possible.
In 2018, i2 Healthcare became part of PIB Group, a rapidly growing diversified
specialist insurance and employee benefits intermediary, founded in 2015. The
acquisition represented the opportunity to further strengthen and complement
PIB’s existing employee benefits proposition while allowing clients access to an even
wider range of products and services.
The development of employee health programmes
In the 1990s, the provision of health benefits to employees was relatively simple
and often limited to private medical insurance and life insurance. The situation now
is very different. Many large employers provide a wide range of health benefits,
which typically include private medical insurance, income protection insurance,
»Founder: Paul Brantingham
»Founded in 2007
»Based in Birmingham
»Services: Provision of advice,
broking and negotiation
services to corporate clients
for all aspects of their health
insurance and employee
wellness programmes
»No. of employees: 10
»i2 Healthcare has won six
major national awards since its
i2 Healthcare
Highlighting best practice
life insurance and dental insurance.
These benefits are increasingly
complemented by health assessments,
employee assistance programmes,
telephone and face-to-face counselling
and influenza vaccinations.
Deciding which benefits and services
are appropriate, which providers to
use and how to achieve the desired
outcome at an acceptable cost is a
constant difficulty for most employers.
This is why the demand for our
services is so strong. As a completely
independent intermediary, we are
not owned by any insurer or health
services provider and our advice is
impartial. Our corporate clients use
our service on a continuous basis, to
negotiate renewal of the group health
insurance policies each year and also
seeking our advice to develop their
Employee wellness is high on the
agenda for many companies. Many
surveys reflect employers’ interest
in this subject. Yet most company
wellness initiatives are ineffective,
often comprising a collection of
measures such as employee assistance
programmes, gym discounts and
health-related mobile device apps.
While such measures may seem
intuitively appropriate, there is little
empirical evidence as to how they
influence sustained improvement in
the health of employees and their
dependants. Unfortunately these
initiatives also often lack support
from senior management and have
ill-defined aims. Our advice and
experience ensure the development of
effective programmes.
Executive stress is a growing
Economic uncertainty, together with
the added pressures of globalisation,
intense competition and rapid change
within many sectors of commerce,
mean that executives are often dealing
with many challenges simultaneously.
A company’s performance, image and
future development are determined
by a few senior executives who often
experience unhealthy levels of stress,
long hours and excessive travel.
Many executives have health problems,
some of which may be unknown
to the individuals concerned. Often
these problems prevent optimum
performance, yet frequently they
are easily correctable. However, the
common executive mindset of personal
invulnerability frequently leads to
self-denial of early warning signs or
symptoms of health problems. For all
their proven business and leadership
abilities, some executives can lack
introspective abilities.
The high level of stress experienced by
many executives increases the chance
of serious illness. In combination with
a sedentary lifestyle, extensive travel
and often insufficient and poor-quality
sleep, the health risks are significantly
magnified. Reliance on alcohol or
tobacco for relaxation is an insidious
additional factor.
Health programmes
should be evidence-
wellness is
high on the
agenda for
Humans have evolved over millennia to
respond to acute physical emergencies,
mainly through the short-lived “fight
or flight” response. Physiological
systems can now be activated through
chronic stressors, however, such as
worrying about work, job security,
finances or relationships. Stress occurs
when the pressures on an individual
are greater than their ability to cope.
The results are often harmful and
sometimes catastrophic. Implementing
measures to manage executive health
is a wise decision which often has an
incalculably high return on investment.
Building greater awareness
Looking ahead, it is essential that
business leaders understand the health
challenges that they, and society, will
face in the years ahead. The rising cost
of healthcare, faced by the NHS and
the private sector, is one of our clients’
main priorities. Medical technology
is advancing rapidly and often results
in more expensive treatments. At
the same time, people are more
knowledgeable and demanding
medical consumers. As a consequence,
the cost of corporate private medical
insurance schemes is currently
increasing at around six per cent per
annum. Potential increases in insurance
premium tax are also a serious
concern. We advise clients on ways to
maintain their healthcare programmes
through achievement of cost savings.
Many large companies are actively
considering ways to improve the
support and treatment of employees’
mental health conditions. No longer
a taboo subject, the impact of mental
illness on both employees and
companies is being discussed seriously
in corporate boardrooms.
The very high cost of latest-generation
cancer treatments is a major concern
to companies operating private medical
insurance schemes. Employers wish
to maintain cover for such treatments
but are concerned about the possible
huge cost impact on future years’
insurance premiums. We are able
to guide clients through a range of
options to help contain these costs to
an acceptablelevel.
Gender dysphoria is a recognised
medical condition where a person
experiences distress because of a
mismatch between their biological sex
and their gender identity. Treatment
is sometimes appropriate for gender
dysphoria. The development of
improved diversity and inclusion
policies within larger companies in
particular has led some employers to
consider enhancing their employee
healthcare programmes to include
gender dysphoria treatment.
One of our most important functions
will continue to be the anticipation
of future trends and the subsequent
guidance of clients. Such anticipation
provides our clients with additional
time to consider issues thoroughly
and make correct and fully
anticipation of
future trends
is key
Dramatic advances have
taken place in diagnostic


This article was sponsored by i2 Healthcare. 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