C O MPASS
by PAM Group
Welcome to Compass
Welcome to the summer edition of Compass, packed with fresh thinking, expert insight and practical ways to help you tackle some of today’s biggest workplace challenges. From mental health and loneliness to movement, musculoskeletal wellbeing and critical support, we’re shining a spotlight on the topics that really matter to your people.
You’ll also discover simple, impactful ways to improve everyday working life, from reducing musculoskeletal risk to building more movement into the working day alongside a closer look at important conversations like men’s health.
Enjoy the read!
In this edition
Expert insight, practical ideas and real-world perspectives to support healthier, more resilient workforces.
Workplace Wellbeing
4–7
The hidden cost of loneliness at work
And what employers can do
8–13
Persistent pain at work. Supporting your people
Supporting people to stay healthy and in work
20–25
Raising awareness of men's health in the workplace
Breaking stigma and encouraging early action
Support & Critical Response
14–19
Critical Incident Support. What good looks like
Helping teams respond, recover and rebuild
42–43
Support when it matters most
A real example of supporting employees through the loss of a colleague
Workplace Health & Risk
26–35
Musculoskeletal risks in retail
Identifying challenges and reducing injury risk
36–41
Tackling sedentary work
Simple ways to build movement into the day
by Clare Johnson
THE HIDDEN COST OF LONELINESS AT WORK
And what employers can do
You can feel alone, even when you’re not
Loneliness is something many of us experience at some point, whatever our age, job or home life.
It isn’t just about being on your own. You can be surrounded by colleagues, friends or family and still feel disconnected if you don’t feel understood or supported. Our surroundings also play a role, including access to things like transport, community groups and shared spaces that help people stay connected. For some, loneliness comes and goes. For others, it can feel more constant. It is more common than many of us realise, affecting around one in six people.
While loneliness can affect anyone, some groups are more at risk, including younger adults, older people, those who live alone, and individuals experiencing ill health, disability, bereavement or major life changes.
Loneliness: Key Facts
1 in 6 people experience loneliness
Linked to mental health issues like anxiety and depression
Increases risk of heart disease by 29%
Comparable health impact to smoking 15 cigarettes a day
1 in 5 employees feel lonely at work
Costs UK employers
£2.5 billion each year
You can be busy, surrounded by colleagues, friends or family, and still feel disconnected if you don’t feel understood or supported.
Loneliness doesn’t just affect how we feel, it can have a significant impact on our health and wellbeing.
It has been linked to conditions such as heart disease, diabetes, depression, anxiety and memory problems, and can increase the risk of early death. While many people experience loneliness from time to time, ongoing loneliness can create a cycle where isolation and poor mental health reinforce each other.
Some people may turn to coping strategies such as smoking or alcohol, while the wider impact is also felt by organisations, through increased pressure on health services and the cost to employers.
Why it matters Understanding loneliness at work
In today’s workplace, loneliness is becoming more visible, particularly with the rise of flexible and home working.
While these ways of working bring clear benefits, they can also reduce the everyday moments that help people feel connected.
Less time with colleagues, fewer informal conversations and limited contact with managers can all contribute to a sense of disconnection.
During and after lockdown, many people reported feeling more lonely, especially younger workers.
You might be experiencing loneliness at work if you:
Feel disconnected, even when part of a team
Avoid conversations or group activities
Communicate less than you used to
Feel overlooked or excluded from decisions
Notice a drop in motivation or confidence
Feel emotionally drained or detached from your role
When connection is missing
At the same time, many people find it difficult to talk about loneliness at work.
Time pressures, workplace culture and uncertainty about how others will respond can all act as barriers.
As a result, communication can become more focused on tasks than people, leaving some individuals, particularly those already vulnerable, feeling disconnected and unsupported.
This can affect how people work as well as how they feel. Individuals may withdraw, communicate less and feel less motivated or engaged. Over time, this can impact performance, increase the risk of burnout and affect concentration, learning and confidence.
The Role of Occupational Health
Occupational health (OH) plays an important role in supporting people and reducing loneliness at work.
It can help identify individuals who may be struggling through referrals, return-to-work reviews and wellbeing conversations, offering early support and guidance.
But its role goes beyond the individual.
Loneliness is influenced by how work is designed, how teams are managed and the overall culture of an organisation.
OH can support organisations to build more connected workplaces by encouraging regular check-ins, promoting supportive leadership and creating environments where people feel safe to speak openly without judgement.
Despite growing awareness, loneliness remains common in many workplaces.
Importantly, it is no longer seen as just a personal issue. It is shaped by workplace culture, leadership and the quality of everyday interactions.
When
connection is missing, it can quietly affect both wellbeing and teamwork.
Addressing loneliness means looking at everyday experiences—how people communicate, how teams interact, and whether there are opportunities to build connection into working life.
Even small changes can make a meaningful difference.
Moving Forward
Loneliness is now recognised as an important public health issue, but it is not inevitable.
At its heart is a simple truth: human connection is essential to our wellbeing.
While flexible working offers many benefits, it also highlights the need to actively create opportunities for meaningful connection—not just staying in touch, but ensuring people feel valued, supported and part of something bigger.
By recognising this and making connection a priority, organisations can help create environments where fewer people feel alone—and more people feel they belong.
Small things that can help:
Check in with a colleague, even briefly
Make space for informal conversations
Speak to someone you trust about how you feel
Managers: regularly check in—not just about work
Create opportunities for team connection Encourage open, judgementfree conversations
Resources
• Conversation Guide: Talking to someone about mental health MentalHealth-UK-Conversation-Guide-Talking-to-someone-about-mental-health.pdf
• Mental Health awareness week 9-15 May 2022-MHAW22-Loneliness-UK-Report.pdf
• Understanding loneliness and social isolation-How to stay connected-nia-loneliness-social-isolation.pdf
• From loneliness to social connection-WHO POLICY.pdf
• Life after lockdown tackling loneliness | British Red CrossHealth Effects of Social Isolation and Loneliness | Social Connection | CDC
• Employers and loneliness - GOV.UK
• Psychological safety and learning behavior in work teams
• The Silent Cost of Workplace Loneliness | Psychology Today
• Loneliness - Every Mind Matters - NHS
• Loneliness and social isolation as risk factors for coronary heart disease and stroke: systematic review and meta-analysis of longitudinal observational studies | Heart
• Workplace Loneliness- The Silent Killer Of Your Organization
Persistent pain at work. Supporting your people
Supporting people to stay in work and thrive at work
What persistent pain really means
Persistent pain, sometimes called chronic pain, usually lasts longer than three months. It may begin after an injury or illness, or develop without a clear cause.
Over time, the nervous system can become more sensitive, meaning the body continues to send pain signals even when there is no ongoing damage.
This does not make the pain any less real, in fact, the experience can be deeply challenging.
Many individuals describe a constant effort to manage symptoms while continuing with normal daily activities, including work.
by Louise Howell | Senior Advance
and Luke Griffiths | Operations Lead at PAM Physio
Rethinking how we define pain
Pain is defined as:
“An unpleasant sensory and emotional experience associated with actual or potential tissue damage or described in terms of such damage.”
(Mountcastle, 1980)
This highlights something important; pain is not purely physical. It is shaped by biology, thoughts, emotions and environment.
Two individuals with similar injuries may experience pain very differently, and pain can continue even when healing has occurred.
The impact on working life
Persistent pain can affect many aspects of working life.
Physically, it may limit capacity for tasks such as lifting, standing, sitting or repetitive movements. Work activities themselves can sometimes trigger or worsen pain, particularly where ergonomics are poor or physical demands are high.
The impact is not limited to physical performance. Pain can also reduce concentration, decision-making and energy levels, especially when symptoms are ongoing.
Attendance may be affected through sickness absence or presenteeism.
There are also wider psychological and social impacts. Pain can affect confidence, identity and how someone views their role at work. Without the right support, this can create a cycle where pain and work challenges reinforce each other.
Challenging common assumptions
Misunderstandings about persistent pain can affect how individuals experience it and how others respond.
People often describe thoughts such as:
“How will I ever be independent again?” “I feel like a burden.”
These reflections highlight the emotional weight that pain can carry.
There is often an expectation that pain should match visible injury, or that recovery should follow a clear and predictable timeline. When this does not happen, individuals may feel frustrated or at fault.
Another common misconception is that rest alone is the best solution. While rest can help in the short term, prolonged inactivity can reduce strength, confidence and function.
Challenging these beliefs is an important step in supporting recovery and participation in work.
Creating the right support at work
Employers and managers play a key role in reducing the impact of pain in the workplace. Even small adjustments, when tailored to the individual, can make a meaningful difference.
Practical workplace adjustments include:
Modifying duties or workload to reduce aggravating tasks
Adjusting working hours, shifts or offering flexible arrangements
Improving ergonomics through suitable desks, chairs or equipment
Allowing task variation, and regular breaks
Supporting phased returns to work
Providing access to occupational health or specialist support
These adjustments are not about lowering expectations, they are about enabling people to work effectively by aligning demands with current capability.
Open communication is essential.
Regular, supportive conversations help identify what is working, what may need to change, and how to balance performance with wellbeing.
Supporting recovery beyond the workplace
It is important to recognise that workplace support is only one part of the picture. Lifestyle factors also play a significant role in managing persistent pain.
The most effective approach combines both.
Alongside work, individuals can:
• Gradually increase physical activity in a manageable way
• Improve sleep routines to support recovery and energy
• Manage stress through techniques such as relaxation or mindfulness
• Maintain good nutrition and hydration
• Balance activity and rest to avoid flare-ups
• Build confidence with movement and daily tasks
• Challenge unhelpful beliefs around pain or fear of activity
Recognising and supporting these efforts helps reduce the pressure on individuals to manage pain alone.
Creating a culture that enables openness
Beyond individual adjustments, workplace culture plays a critical role in how comfortable people feel discussing pain and seeking support.
A supportive and inclusive environment is built through consistent actions:
• Encouraging open, respectful conversations without judgement
• Supporting phased returns following absence or flare-ups
• Focusing on what individuals can do
• Promoting autonomy and flexibility
• Demonstrating fairness and consistency
When employees feel safe to speak up, issues can be addressed earlier and more effectively.
A more positive path forward
Persistent pain is complex, but it does not have to be a barrier to meaningful work.
With the right support, understanding and a collaborative approach, individuals can continue to contribute and thrive.
For organisations, the opportunity is clear. By combining practical adjustments, supportive leadership and a culture of openness, workplaces can better support colleagues living with pain, while creating environments where everyone can perform at their best.
Final message
Supportive environments and appropriate adjustments can make a meaningful difference helping people stay in, and return to, work successfully.
Critical Incident Support. What good looks like
Responding with confidence when it matters most
When the unexpected happens
In any workplace, there is always the possibility that something unexpected and distressing may occur.
Whether it is a sudden death, a serious accident, an act of violence or exposure to traumatic material, these events, known as critical incidents (CIs), can have a significant impact on employees and organisations alike.
As part of PTSD Awareness Month, it is important to recognise not only the impact of these events, but also the role that timely and effective support plays in helping individuals and teams recover.
Men are more likely to take risks, less likely to go to the doctor early, and often slow to admit when something’s wrong, whether it’s physical or mental.
Heart disease
Remains one of the leading causes of death, with factors like high blood pressure, high cholesterol, smoking and poor diet building up gradually often without obvious symptoms. It’s possible to feel completely well while problems are developing underneath. That’s why regular check-ups are so important, they shouldn’t be reserved for when something already feels wrong.
Cancer awareness
. Prostate cancer is very common, particularly as men get older, while testicular cancer tends to affect younger men. In both cases, early detection can make a significant difference. However, awareness isn’t always high, and some people feel uncomfortable talking about symptoms or seeking help. Making these conversations more normal, and less awkward, can play an important role in improving outcomes.
In the long run, better men’s health benefits everyone. Healthier people can contribute more to their families, workplaces, and communities, and there is less strain on healthcare systems. The challenge is keeping the momentum going. Awareness is important, but real change takes time and continued effort from healthcare providers, employers, policymakers, and individuals will be crucial.
In simple terms, it comes down to a few key ideas which are to make health information easy to understand, encourage regular checkups, normalise mental health conversations, and support realistic lifestyle changes. None of this is revolutionary but together, it can make a big difference. There is reason to be optimistic. Compared to the past, conversations about men’s mental health are becoming more common and more accepted. That shows progress is possible.
Ultimately, it’s about shifting from reacting to problems when they happen to taking a more proactive approach. Looking after health as part of everyday life is such an approach. Taking care of yourself isn’t a weakness, it is just common sense and to be encouraged.
by Louise Howell | Senior Advance
Musculoskeletal Risk in Focus: The Retail Challenge
Musculoskeletal issues are one of the biggest causes of workplace ill health and many of the risks are hiding in plain sight. From repetitive tasks to prolonged standing, everyday activities can build up over time, affecting both employee wellbeing and business performance.
Retail environments provide a clear example of how these risks develop, but the lessons apply far more widely across today’s workforce.
The scale of the problem
Recent figures from the Health and Safety Executive for 2024 to 2025 underline the scale and impact of work-related musculoskeletal disorders across the UK workforce.
1.9m
working people are suffering from a work-related illness
7.1m
working days lost each year
511k
workers are affected by a work-related musculoskeletal disorder
£13bn
estimated cost to the UK economy
Tracey Atkinson | Clinical Governance Director and Alice Sauders | Sports Therapist at PAM Physio Solutions
How the body is affected
Data consistently shows that the back is the most affected area in retail employees, followed by the lower body and upper body.
Back
Back pain accounts for the largest proportion of reported musculoskeletal issues in retail. Contributing factors include prolonged sitting or standing, awkward postures, bending and twisting, and manual handling tasks. Sustained loading of the spine, particularly at checkouts, service counters and stock rooms, can lead to ongoing pain, stiffness and fatigue.
Lower body
Lower limb issues commonly affect the hips, knees, ankles and feet and are often linked to prolonged standing or walking on hard surfaces. Cumulative joint loading, combined with poor footwear, limited rest breaks and lack of anti-fatigue measures, can lead to increasing discomfort and fatigue.
Upper body
Upper body disorders may affect the shoulders, elbows, wrists and hands. Common contributors include repetitive handling, gripping handheld scanners, using touch screens, and pushing or pulling cages and pallets. Poor equipment positioning sustained reaching and limited task variation can further increase strain.
From understanding risk to taking action
Understanding where musculoskeletal risks come from is only the first step. The next is identifying how those risks show up in real roles and what can be done to reduce them in practice.
Moving from reactive to proactive intervention
Traditionally, many organisations address musculoskeletal problems only once symptoms are reported or absence occurs. While support at this stage is important, a reactive approach often means that issues have already progressed.
Proactive intervention allows risks to be identified and controlled earlier, reducing the likelihood of injury and supporting long term workforce health.
Functional task analysis as a foundation
A functional task analysis is an effective starting point for understanding musculoskeletal demands in retail roles. This process involves breaking down a specific job role into its individual tasks and identifying the functional requirements needed to perform them safely.
For example, a task analysis may consider
The muscle strength required to lift or move specific loads
The range of movement needed in certain joints to access shelving, conveyors or equipment
Balance and postural control needed for prolonged standing or walking
Grip strength and dexterity required for handling products or devices
By understanding these requirements, organisations can assess whether job demands match the capabilities of their workforce and identify where additional controls or adjustments may be needed.
This information is also particularly valuable when assessing an individual’s fitness for work or supporting a return-to-work following injury or illness.
Ergonomic risk assessments in retail environments
Ergonomic risk assessments focus on the tasks performed within the workplace and the risks they pose to employees. In retail settings, these assessments review tasks carried out across the store, from goods in and stock replenishment to checkout work and customer service activities.
A range of established tools may be used, including HSE specific tools such as the Manual Handling Assessment Charts and the Risk Assessment of Pushing and Pulling, as well as postural assessment tools such as RULA and REBA.
These assessments help to:
– Identify high risk tasks
– Quantify the level of risk
– Provide clear recommendations to reduce that risk
Recommendations may involve changes to equipment, layout, work methods or task frequency. Often, relatively small adjustments can significantly reduce musculoskeletal strain.
Individual ergonomic assessments for employees with MSK issues
Individual ergonomic assessments take a more personalised approach. They consider the specific individual, the tasks they perform, and the equipment they use. This is particularly valuable for employees who are already experiencing musculoskeletal symptoms or who have long term conditions.
These assessments identify how tasks and equipment interact with the individual’s capabilities and limitations. They provide tailored recommendations such as adjustments to workstations, changes to duties, additional equipment or phased returns to full duties.
Specific assessments within retail
DSE workstation assessments
Retail organisations often have office or back office staff who use display screen equipment for significant portions of their working day. DSE workstation assessments ensure that these workstations meet regulatory requirements and ergonomic principles, helping to prevent neck, shoulder and back issues.
Checkout workstation assessments
Checkout work presents a unique combination of ergonomic challenges. A checkout workstation assessment reviews minimum requirements under the Workplace Health, Safety and Welfare Regulations 1992 alongside ergonomic principles drawn from the DSE Regulations.
Key areas assessed include seating, posture for sitting and standing, conveyor height and reach, till and screen positioning, input devices, scanners and communication equipment.
Checkout chair assessments
Seating plays a critical role in supporting spinal health during checkout work. A chair assessment focuses specifically on the chair’s suitability, adjustability, support and compliance with guidance for DSE use.
This assessment ensures that the chair can be adjusted correctly to support the individual, particularly where they have existing musculoskeletal concerns.
Checkout walkabout services
For retail environments with multiple checkouts, a checkout walkabout service can be an efficient way to identify risks. The assessor visits site, observes workstations, identifies any obvious issues and speaks directly with employees about discomfort or concerns.
This approach supports early identification of problems and encourages open communication about musculoskeletal health.
Practical ergonomic solutions and building a healthier retail
workforce
Reducing musculoskeletal risk in retail is most effective when employees and employers work together. Simple, practical measures can significantly reduce physical strain and support long‑term workforce health.
Practical ergonomic solutions for employees
Employees can help reduce musculoskeletal strain by using conveyor belts to limit lifting and twisting, asking customers to leave heavy items in trolleys and using handheld scanners where available.
Keeping equipment within easy reach, maintaining uncluttered workstations and applying manual handling techniques in daily tasks are all essential.
Practical ergonomic solutions for employers
Employers must provide safe systems of work and suitable equipment to support employee health. This includes adjustable seating with appropriate lumbar support and footrests where required, in line with the Workplace Health, Safety and Welfare Regulations 1992.
Making use of provided equipment such as wheeled cages, pallet trucks and scissor lift tables, varying posture, taking short movement breaks and reporting discomfort early can help prevent minor issues becoming longer term problems.
Training should be task specific, practical and include manual handling and chair adjustability. Promoting ergonomic awareness among managers and staff supports early identification and management of musculoskeletal issues. Providing manual handling aids, anti fatigue matting, adequate breaks and task rotation helps reduce cumulative physical load. Risk assessments should be reviewed regularly as roles and environments change.
Creating a healthier, more productive retail workforce
Reducing musculoskeletal risk in retail is most effective when employees and employers work together. Simple, practical measures can significantly reduce physical strain and support long‑term workforce health.
A proactive and consistent approach is key to improving musculoskeletal health in retail. Engaging with employees, monitoring absence trends and identifying risks through task analysis and ergonomic assessment allows early intervention.
Focusing on practical movement-based solutions, clear reporting pathways, early access to support and consistency across sites helps employees stay healthy, productive and engaged at work.
Musculoskeletal risks in retail are widespread
but manageable. By understanding where these risks arise and how they affect the body, organisations can take informed action to reduce injury, support employees and improve performance.
A proactive approach, grounded in functional task analysis, ergonomic assessment and early intervention, helps keep employees healthy, engaged and productive.
You can find out more about our range of Retail Ergonomic assessments here
Five ways to STOP sedentary work harming employee health
With sedentary working increasingly driving up physical and mental health risks, employers need to rethink how movement fits into the working day.
Over the past few years, the working day has quietly changed. More time at desks. More back to back virtual meetings. Fewer natural opportunities to move.
The impact is starting to show with prolonged sitting linked not only to weakened muscles, poor circulation, heart disease, diabetes and stroke, but also increased depression and anxiety. So much so that prolonged sitting is now considered a health risk in its own right.
Traditionally, occupational health has focused on helping people recover from illness and avoid injury. But as work becomes more sedentary, attention is increasingly shifting towards prevention, including how movement can be built back into the working day.
Walking represents one of the simplest and most accessible ways to reduce sedentary health risks.
So, as part of National Walking Month, we’re sharing five ways to make walking part of your wellbeing strategy.
Five ways to make walking part of your wellbeing strategy
Reintroduce movement into remote and hybrid working
Remote and hybrid working have removed many of the natural opportunities employees once had to move. What used to be a daily walk to the station or office has, for many, been replaced by a few steps to a desk.
As work becomes more sedentary, employers must think about how movement can be designed back into remote working routines. Encouraging homeworkers to recreate a short ‘commute’ by going for a walk before work can be a simple but effective way to reintroduce movement into the day.
Research from the University of Cambridge indicates that just 11 minutes of daily brisk walking is enough to significantly reduce health risks to increase life expectancy. Helping employees to achieve this, with ‘movement breaks’ between tasks can also support energy levels, concentration and overall wellbeing, while also reducing health risks.
Design meetings around movement where possible
Back-to-back video meetings are now a routine part of working life, often leaving employees sitting for hours, without meaningful movement breaks, contributing to one of the fastest-growing occupational health risks.
Meetings that don’t require screen sharing, or multiple participants can instead be carried out by walking in person or talking over the phone. These ‘movement meetings’ not only reduce sedentary time, but also support creativity, focus and wellbeing.
Where screen-based meetings are unavoidable, consider how best to use workstation design, movement breaks and sit-stand desks to help reduce the ergonomic risks associated with sitting for too long.
‘Movement meetings’ also support creativity, focus and wellbeing.
Use leadership behaviours to normalise movement
Even though one in ten employees now want the opportunity to exercise during the working day, according to our latest Health at Work report, many feel reluctant to do so if this isn’t already part of the culture of the company.
Create a culture where movement feels accepted, rather than disruptive.
Employees are far more likely to prioritise movement if they see senior leaders and managers supporting and modelling this behaviour themselves. This could include employee groups taking a collective walk over lunch, or to re-energise during the mid-afternoon slump.
Simple changes, such as avoiding scheduling meetings over lunch, taking walking meetings around the local park or encouraging movement breaks between tasks can create a culture where movement feels accepted, rather than disruptive.
Build movement into everyday working habits
One of the biggest barriers employees report when it comes to moving more during the working day is lack of time. That’s why incorporating movement into existing routines is one of the simplest and most effective approaches.
Encourage employees to take the stairs, park slightly further away from the office, or shops, walk during breaks or before or after work. Our latest LinkedIn slider shares simple ideas for you to share, that will reduce sedentary time without disrupting productivity.
Team step challenges and shared goals can also help build positive peer pressure, culture change and longterm engagement, turning movement from an individual activity into part of your workplace culture.
Keep the momentum going
Team step challenges and shared goals can also help build positive peer pressure.
Reducing sedentary risk isn’t about encouraging short bursts of activity.
Reducing sedentary risk isn’t about encouraging short bursts of activity. It is about creating healthier and more sustainable ways of working over time. As employees begin to build fitness through walking, encourage them to set realistic stretch goals, such as walking further or faster or introducing a secondary activity such as cycling, jogging, a sport or yoga.
Employers can support this by continuing to look at how work itself supports physical and mental wellbeing, from meeting culture and workstation design through to leadership behaviours and flexibility.
From an occupational health perspective, prevention increasingly means identifying the risks created by modern ways of working before they contribute to longer-term health issues. Building more movement into the working day can support healthier employees, reduce absence risk and create more sustainable ways of working over the long term.