Issue 14 | June 2026
Hello
And welcome.
Dave Middleton, Executive Chair, amii
Welcome to the June 2026 edition of our member newsletter.
There’s quite a lot to cover in this edition, so I’ll keep this brief and let the content do the work.
We held our AGM in May, and I’m pleased to report the association is in good shape. Income is up 39% year on year, members have approved the revised constitution, and we have a strong Executive Committee in place for the year ahead. Paul Swanson retires as Treasurer after many years of exceptional service to amii — it would be hard to overstate his contribution, and we wish him a very happy retirement.
On the 17th June, we have the Summer Health and Wellbeing Summit at the National Conference Centre in Solihull. If you haven’t registered, now’s the time. Use the article content link below to register.
The programme this year is deliberately different — more conversation, more interaction, less sitting in rows. Sally Earnshaw opens, Sean Conway closes, and in between there’s a Six in Sixty session and the Connect 4 breakouts our members asked for.
This edition also features important new data from Benenden Health on menopause in the workplace — worth reading carefully, and worth sharing with your clients. And UKGI set out the latest regulatory developments, including the FCA’s Pure Protection Market Study and the incoming Non-Financial Misconduct guidance that comes into force in September.
Finally, the amii Talking Health & Wellbeing Podcast has now reached its 18th episode, marking an important milestone in a series that continues to explore the issues shaping health, wellbeing and employee benefits across the UK. Find out more about it below.
A full edition. I hope you find it useful.
Newsletter Contents.
Why Menopause Support Must Be on Every Broker’s and Business’ Agenda.
Dr Amy Pressland, Head of Talent and Performance
New Benenden Health data from 2,000 women aged 40–65 shows that 81% experience menopause symptoms during the working day, with concentration difficulties and increased stress affecting over half. These symptoms aren’t just uncomfortable; they’re shaping careers. Nearly 1 in 3 (28%) women are considering leaving their job because of it, and 7% already have.
For employers, this translates into real cost. Women report an average of 5.5 days of menopause‑related absence in the past year, while 30% say symptoms reduce productivity. Yet 63% still feel menopause is an awkward topic at work, and a quarter say their employer offers no relevant support at all.
This is where healthcare brokers can make a meaningful difference. HR leaders overwhelmingly agree menopause impacts performance (90%), but only 33% offer manager training, and many cite lack of awareness or fear of being intrusive as barriers. Brokers are uniquely positioned to close this gap by guiding clients toward evidence‑based resources and benefits packages that genuinely make a difference to midlife women’s health and careers.
With 83% of organisations planning to prioritise menopause support, and the Government’s incoming Menopause Action Plans in a ‘voluntary’ rollout period (‘mandatory in April 2027), brokers who lead the conversation now will shape the market and deliver measurable value to clients navigating an ageing, female‑majority workforce.
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The for Members Only section of our site provides a wealth of content for members, as well as access to all the benefits that being a member of amii provides. If you haven’t done so already, please do register to take advantage of everything your membership offers. You can do so by following the link below.
2026 AGM
Outcomes and What Comes Next.
Constitution Approved
Members voted to approve all eight constitutional resolutions put forward at the AGM. The updates cover objects and powers, membership provisions, term limits, committee procedures, virtual meetings, proxy voting, finance consolidation, and membership obligations. The revised constitution is now in effect.
The Financial Picture
Paul Swanson presented the financial statements, covering a four-year trend across membership fees, income, and expenditure. The headline: income is up 39% year on year, driven principally by growth in corporate membership. Net assets stand at £286,920.
Expenditure is up too — but for the right reasons. The £60,000 investment in developing the amii Academy accounts for the majority of the increase and is a one-off development cost. Excluding that, the underlying operating profit would have been £78,878. Higher summit costs reflect increased attendance and an improved delegate experience.
Corporate membership has grown significantly, while intermediary numbers remain stable despite continued broker consolidation across the market. amii is in a strong financial position with a clear strategy for the year ahead.
Objectives for 2026/27
The Executive outlined its priorities for the coming year. Key areas of focus:
- Increase revenue by 10% and grow intermediary membership
- Develop and launch the training academy; improve website content and usage
- Move to six-weekly podcasts and monthly webinars, with quarterly compliance webinars
- Reformat the Summit — deliberately different — and explore alternative options in place of the Summer Summit in 2027
- Develop and further enhance the benefit comparison tool, and create a member community
Your Executive Committee 2026
Members voted ahead of the AGM, and we are delighted to confirm the following Executive Committee for the next 12 months:
Role
Name
Organisation
Executive Chair
Dave Middleton
amii
Treasurer
Karen Woodley
The Exeter
General Secretary
Tina Jennings
amii
Corporate (Vice Chair)
Liam Kennedy
Vitality Health
Corporate
Robert Bain
Bupa
Corporate
Paula Coffey
Unum UK
Corporate
David Hughes
Aviva Health
Corporate
Jordan Ayrey
AXA Health
Intermediary
Isaac Feiner
Lifepoint Healthcare
Intermediary
Lucy Pearce
Brown & Brown Health & EB
Intermediary
Ian Sawyer
Howden Life and Health
Intermediary
Wayne Pontin
The Sante Group
Intermediary
Anders Lewis
Gallagher
Intermediary
Steve Hope
Adler Fairways
Executive Chair
Dave Middleton
amii
Treasurer
Karen Woodley
The Exeter
General Secretary
Tina Jennings
amii
Corporate (Vice Chair)
Liam Kennedy
Vitality Health
Corporate
Robert Bain
Bupa UK
Corporate
Paula Coffey
Unum UK
Corporate
David Hughes
Aviva Health
Corporate
Jordan Ayrey
AXA Health
Intermediary
Isaac Feiner
Lifepoint Healthcare
Intermediary
Wayne Pontin
The Sante Group
Intermediary
Anders Lewis
Gallagher
Intermediary
Steve Hope
Adler Fairways
A warm welcome to Steve Hope of Adler Fairways, who joins the Executive as a new Intermediary member. We’re pleased to have him on board.
Since the AGM
Anders Lewis has informed us that he is moving on to a new role at Healix. We wish him well and thank him for his contribution to the Executive, and welcome Charlie Francis of Howha PMI.
A Note on Paul Swanson
Karen Woodley, who has served three years on the Executive, takes on the role of Treasurer — stepping into shoes that will not be easy to fill. Paul Swanson retires from the position, having served amii with exceptional commitment over many years. His contribution to the Association and to the wider industry has been immense. Paul, you will be genuinely missed by this Executive, by the members, and by colleagues across the sector. We wish you a very happy retirement, and thank you for everything you have given to amii and to this industry throughout your career.
18 Episodes and Counting
Talking Health & Wellbeing Continues to Tackle the Industry's Biggest Topics.
amii
Exploring the Issues That Matter
Over the course of the series, discussions have covered everything from artificial intelligence in healthcare and the future of health technology, to workplace wellbeing, high performance, neurodiversity, addiction, men’s mental health and cancer prevention.
Each episode is designed to provide practical insight, challenge thinking and encourage meaningful conversations around the opportunities and challenges facing the sector.
Supporting a Changing Landscape
As the health and wellbeing landscape continues to evolve, access to trusted expertise and informed discussion has never been more important. Through open, engaging and informative conversations, the podcast aims to help listeners better understand emerging trends, changing employee needs and the innovations that are shaping the future of healthcare and wellbeing provision.
Whether discussing new technologies, changing workplace expectations or approaches to preventative healthcare, the focus remains on delivering relevant and valuable content for the industry.
A Broad Range of Perspectives
One of the strengths of the series has been its breadth of content. While some episodes have focused on specific health conditions or wellbeing challenges, others have explored wider themes such as leadership, workplace culture, behavioural change and the role technology can play in improving health outcomes.
By bringing together a variety of voices and experiences, the podcast offers listeners fresh perspectives and practical takeaways that can be applied within their own organisations and client relationships.
Catch Up on the Series
The response from listeners has been extremely positive, with the podcast continuing to attract interest from across the adviser, insurer and employer communities.
If you haven’t yet tuned in, now is the perfect opportunity to explore the back catalogue and catch up on the conversations that have helped make the Talking Health & Wellbeing Podcast a valuable resource for the industry.
17th June
The amii Summer Health and Wellbeing Summit.
The 2026 Summer Health and Wellbeing Summit is on 17th June. We’ve built this year’s programme around what our members actually asked for: more real conversation, more practical insight, and less time sitting passively in a room. NHS pressures continue, demand for private provision remains strong, and the questions facing our sector around access, cost and value aren’t going away. The quality of the conversation we’re having about them, though — that’s what we can control. That’s what this event is for.
Attendees receive 5 CPD hours for the day. So as well as everything below, you’re ticking that box too.
We open with Sally Earnshaw
Sally is a TEDx speaker, author and founder of Oomph, with over 20 years’ experience helping people and organisations perform at their best. Her keynote, Unstoppable, is built around a simple idea: you don’t need a leadership title to make an impact. It’s about accountability, taking ownership, and getting things done. She blends behavioural science with real-world experience and genuine humour — people leave with things they can actually use. The right tone to set for the day.
Six in Sixty
Six speakers, ten minutes each, back-to-back. No filler. You’ll hear from James Hudson at Benenden Health, Dr Corne Hurter at AXA Health, Jenny Nye at Aviva Health, Dr Rishi Patel at Vitality Health, Dr Karolina Lada at Bupa Health Clinics, and Clare Lusted from Unum UK. Between them, they bring clinical leadership, product strategy, market research, public health and regulatory expertise. Six perspectives on where this market is heading, in one focused hour.
Connect 4
After lunch, we move into Connect 4. These are small group discussions, topic-led, rotating through four sessions with providers who know their areas in depth. Our members told us they wanted more genuine interaction and less of the usual conference-floor experience. This is the answer to that. You’ll come away with something practical, not just a handful of business cards.
We close with Sean Conway
Sean is the only person in history to complete the Ultimate Great Britain Triathlon — cycling, swimming and running the length of Britain. His keynote on resilience is honest, funny, and the kind of thing that stays with you well beyond the day. A fitting close to a programme built around the idea that this sector needs to keep moving forward, whatever’s in front of it.
The full programme, including speaker profiles and exhibitor details, is here.
You can register using this link, and we look forward to welcoming you on the 17th.
The latest regulatory developments.
UKGI
Recent FCA publications, including its Pure Protection Market Study, Regulatory Priorities: Insurance report and PS25/23 on Non-Financial Misconduct, point to a regulatory landscape that places greater emphasis on governance, culture, customer outcomes and long-term sustainability. For private medical insurance brokers, intermediaries and insurers, these developments provide valuable insight into the regulator’s expectations and an opportunity to strengthen the foundations that support future growth.
This article explores the FCA’s latest initiatives and considers what they tell us about the regulator’s priorities for the insurance sector in 2026 and beyond.
FCA Market Studies – Pure Protection
The FCA has published its interim report on the Pure Protection Market Study, which examines how well the protection market is working and whether it is delivering good outcomes for consumers. The FCA believes that limited take up of long-term insurance by UK consumers may be contributing to a “protection gap”. It found that 58% of people do not hold a pure protection product and, of that group, 59% have never considered their protection needs. The research suggests this gap exists because many consumers are unaware of their needs and are not prompted to consider them. The FCA is concerned that this could lead to harm where consumers are unable to access the protection insurance they need.
The interim report also highlights that the distribution of pure protection insurance generally works well and delivers good outcomes for those who buy it. There is a wide range of products, most consumers can claim when needed, and the cost of cover has remained stable in recent years. However, the FCA also identified areas where the market could work better. Some protection products have lower claims ratios than others. In some cases, incentives to switch consumers between products may be unnecessary, giving rise to “churning”. The FCA also sees scope for intermediaries to improve the claims experience. Other issues include affordability, misunderstandings about products and opportunities to strengthen the sales process.
The study reinforces the importance of the Consumer Duty particularly around demonstrating fair value, managing conflicts of interest and evidencing good customer outcomes. The FCA now wants to engage with the sector on its findings and proposed remedies. Stakeholders are being asked whether its assessment of the nature and scale of potential harm in the pure protection sector is correct, whether its view of the protection gap is accurate and what actions should be considered, and whether further action is needed in relation to claims ratios and churning. The FCA aims to publish its final report in Q3 2026.
FCA Insurance Priorities
The FCA’s four main priorities for the insurance sector are to improve consumer understanding, claims handling and service quality; increase access to insurance; support growth and innovation; and simplify regulation.
In practice, the strongest supervisory emphasis appears to sit with the first two priorities. The FCA expects Boards and senior management teams to consider these issues carefully within their own firms, with a view to improving customer outcomes and, in turn, supporting market resilience, integrity and competition.
The FCA’s tone on innovation and simplification is noticeably more supportive. Its message is that innovation is welcome and that steps are being taken to reduce unnecessary regulatory burden. As the FCA notes, “Access to insurance is key to protecting consumers and improving their resilience – and some of the most vulnerable people in society don’t have that access”. This aligns with the Pure Protection Market Study, which found that the market generally works well, while also identifying areas where improvements can still be made.
As part of its move towards becoming a more streamlined regulator, the FCA has replaced its Portfolio Letters with a more succinct suite of nine annual Regulatory Priorities Reports. These are similar to the Sector Views issued some years ago. The insurance sector was the first to receive a report of this kind, setting out key priorities and providing a clearer, quicker and more consistent way for the FCA to communicate its expectations.
Firms may also have noted that the FCA is asking them to acknowledge receipt of the new Regulatory Priorities Report through a new RegData return. Firms must confirm that the report has been shared with appropriate stakeholders and senior leadership and complete a tick box declaration on RegData.
Non-Financial Misconduct
On 12 December 2025, the FCA published PS25/23, its final guidance on Non-Financial Misconduct (NFM) in financial services. The policy statement covers the scope and application of NFM to individuals and senior managers, and includes extensive guidance on conduct breach investigation and reporting in relation to work related NFM, as well as how NFM interacts with fit and proper assessments to include NFM in both a work context and an individual’s private life for those subject to fit and proper requirements
Serious misconduct, including bullying, harassment and violence, is a matter of regulatory concern. The FCA believes that expanding the Conduct Rules to incorporate NFM will help promote healthier and more inclusive workplace cultures and deepen trust in financial services, in line with its strategy for 2025 to 2030. Amendments have been made to the COCON and FIT sourcebooks through this policy statement, with guidance designed to support clearer alignment with employment law and help firms make fair and consistent decisions in relation to NFM.
Line managers, not just Senior Managers, and HR functions should familiarise themselves with the new requirements. The amended guidance applies from 1 September 2026, when the new rule at COCON 1.1.7FR comes into force.
Conclusion: Building Resilient Businesses Through Compliance
Although the FCA’s recent initiatives cover a range of topics, from protection products and insurance access to culture and Non-Financial Misconduct, a common thread runs through them all: resilience.
For private medical insurance brokers, intermediaries and insurers, resilience extends beyond regulatory compliance. It includes the ability to maintain client confidence, adapt to changing healthcare and economic conditions, manage operational and conduct risks effectively, and continue delivering value in an increasingly competitive market.
Firms that view compliance as a strategic capability, rather than simply a regulatory obligation, are often better placed to withstand disruption, respond to emerging risks and opportunities, and sustain growth over time. Strong governance, healthy workplace cultures, effective customer outcome monitoring and proactive risk management all contribute to organisations that can recover more quickly from challenges and retain the trust of clients and stakeholders.
As the FCA continues to place resilience at the centre of its supervisory agenda, firms that embrace these principles may find themselves better prepared for regulatory scrutiny and better positioned to protect their reputation, strengthen client relationships and safeguard the legacy they have built. When approached strategically, compliance becomes more than a regulatory requirement. It becomes a source of competitive advantage and organisational resilience in an increasingly uncertain world.
One of the most effective ways to build resilience is to understand, objectively and honestly, where it already exists and where it may be under pressure. For Boards and governing bodies, an independent compliance and governance Healthcheck and review of client journeys can provide assurance that key controls, cultural drivers and governance arrangements are operating as intended, while also identifying areas where regulatory exposure, operational weakness or cultural drift could emerge over time. By addressing these issues proactively, firms can strengthen their ability to withstand disruption, respond to change and continue delivering positive outcomes for customers. UKGI supports firms through independent Healthchecks that help leadership teams identify both strengths and opportunities for improvement, enabling them to build businesses that are not only compliant, but also increasingly resilient, adaptable and well positioned for long term success.