Compass Magazine | Your Health & Wellbeing Guide | Summer Edition 2026

SUMMER 2026

C O M PA S S

by PAM Group

Your Health and Wellbeing Guide

B U I L D I N G H E A LT H I E R , M O R E P R O D U C T I V E W O R K F O R C E S

RAISING

awareness

of men’s health in the workplace THE HIDDEN COST OF LONELINESS AT WORK

Critical Incident Support. What good looks like

PERSISTENT PAIN AT WORK. SUPPORTING YOUR PEOPLE

PLUS

a real client story: supporting colleagues after a loss of a team member

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Trusted by 1,000+ organisations across the UK

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!

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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

Support & Critical Response 14–19

Critical Incident Support.

What good looks like

Helping teams respond, recover and rebuild

8–13

Persistent pain at work.

Supporting your people

Supporting people to stay healthy and in work

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

20–25

Raising awareness of men's health in the workplace

Breaking stigma and encouraging early action

Identifying challenges and reducing injury risk

36–41

Tackling sedentary work

Simple ways to build movement into the day

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by Clare Johnson | Clinical Trainer at PAM OH Solutions

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.

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Why it matters 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.

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

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When connection is missing At the same time, many people find it difficult to talk about loneliness at work.

Despite growing awareness, loneliness remains common in many workplaces.

Time pressures, workplace culture and uncertainty about how others will respond can all act as barriers.

Importantly, it is no longer seen as just a personal issue. It is shaped by workplace culture, leadership and the quality of everyday interactions.

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.

When connection is missing, it can quietly affect both wellbeing and teamwork.

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.

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Encourage

Promote

Create

Support

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

Small things that can help:

Loneliness is now recognised as an important public health issue, but it is not inevitable.

Check in with a colleague, even briefly

At its heart is a simple truth: human connection is essential to our wellbeing.

Make space for informal conversations

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.

Speak to someone you trust about how you feel

By recognising this and making connection a priority, organisations can help create environments where fewer people feel alone—and more people feel they belong.

Create opportunities for team connection

Managers: regularly check in—not just about work

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

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References

by Louise Howell | Senior Advance Physiotherapy Practitioner and Luke Griffiths | Operations Lead at PAM Physio Solutions

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.

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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.

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.”

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.

(Mountcastle, 1980)

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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.

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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.

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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.

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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.

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by Kenny Ralph | Deputy Trauma Manager at PAM Wellness

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.

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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.

Understanding critical incidents A critical incident is any event that is sudden, unexpected, and has the potential to overwhelm an individual’s usual coping mechanisms.

Examples include:

Workplace accidents or fatalities

Sudden or unexpected death of a colleague

Assaults or threats of violence

Major organisational crises or emergencies

Exposure to traumatic or distressing material

What defines a critical incident is not just the event itself, but how it is experienced.

The same incident may affect individuals in very different ways. Even in lower-risk environments, events such as bereavement, serious illness or organisational change can have a profound psychological impact.

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How incidents can affect your workforce The effects of a critical incident can be both immediate and longer-term.

Short-term responses may include: •

Shock, disbelief or emotional numbness

•

Difficulty concentrating

•

Sleep disturbance

•

Irritability or heightened anxiety

If left unsupported, longer-term impacts can include: •

Ongoing stress reactions

•

Reduced confidence and performance

•

Increased sickness absence

•

Risk of developing PTSD or other mental health conditions

Most people will experience distress following a traumatic event, but many recover naturally over time. With the right support, recovery can be faster and more effective.

70% of people will experience a traumatic event at some point in their lives.(1)

Around

5-6%

will go on to develop PTSD.(2)

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What effective support looks like Critical incident support is a structured, evidence-informed approach to helping individuals and teams process and recover from traumatic events.

It may include: •

Immediate support and stabilisation

•

Psychoeducation to explain normal responses to trauma

•

Group or individual support sessions

•

Guidance for managers on supporting their teams

Importantly, this approach is not about forcing people to talk—it is about creating a safe environment where reactions are normalised and support is available.

Why early support makes a difference Providing timely and appropriate support delivers clear benefits.

For employees: •

Ongoing stress reactions

•

Reduced confidence and performance

•

Increased sickness absence

•

Risk of developing PTSD or other mental health conditions

For organisations: •

Maintains staff wellbeing and morale

•

Reduces long-term absence and burnout

•

Supports a psychologically safe workplace

•

Demonstrates a clear duty of care

Effective support allows organisations to respond, not react.

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Tips for managing critical incidents in the workplace While critical incidents cannot always be prevented, organisations can strengthen how they respond: •

Acting early and offering support without forcing it

•

Communicating clearly and consistently

•

Normalising reactions, distress is a human response, not a weakness

•

Supporting managers, who are often impacted too

In addition, access to structured support services such as Employee Assistance Programmes (EAPs), mental health assessments and trauma-focused therapies can further enhance recovery outcomes.

Building resilience across your organisation Ultimately, supporting people through critical incidents is about more than responding in the moment, it is about creating a workplace where individuals feel supported before, during and after difficult events.

By recognising the importance of early, compassionate and informed responses, organisations can: •

Support individuals more effectively

•

Strengthen team resilience

•

Build trust across the workforce

When people feel supported, they are better able to recover, re-engage and continue contributing with confidence.

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With the right support in place, organisations can reduce the impact of critical incidents, helping their people recover while building stronger, more resilient teams.

References: 1. Benjet, C. et al. (2016) The epidemiology of traumatic event exposure worldwide: results from the World Mental Health Survey Consortium. Psychological Medicine, 46(2), pp. 327–343.

2. World Health Organisation (2024) Post-traumatic stress disorder. Geneva: WHO 3. Bonanno, G.A. (2004) Loss, trauma, and human resilience: Have we underestimated the human capacity to thrive after extremely aversive events? American Psychologist, 59(1), pp. 20–28.

4. National Institute for Health and Care Excellence (NICE) (2018) Post-traumatic stress disorder (NG116). London: NICE.

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by Bernard Yew | Chief Medical Officer at PAM OH Solutions

Raising awareness of men’s health in the workplace Breaking stigma and encouraging early action

Raising Awareness of Men’s Health To see why this matters, we can start with one clear fact: men, on average, don’t live as long as women and are more likely to die early from preventable causes.

This isn’t because men are destined to have worse health. It’s more about behaviour and the environment.

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.

When discussing improving men’s health, it sounds simple on the surface. It’s easy to say that men should take better care of themselves, see a doctor when something’s wrong, and be more open about how they’re feeling.

However, when looking more closely, it’s much more complex. There are cultural expectations, habits, gaps in knowledge and even systemlevel factors that influence how men look after their health.

Prevention is Key Many men only go to the doctor when something is already serious. Routine checkups and screenings don’t always feel urgent, so they can get ignored.

But most major health issues, like heart disease, type 2 diabetes and certain cancers develop slowly over time. That means there’s a window where early action can make a big difference.

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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.

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Lifestyle factors that influence health

We all hear about eating better and to exercise more, but that advice isn’t always helpful on its own.

What works better is focusing on small, realistic changes like moving more during the day or making gradual improvements to diet. It’s about consistency, not perfection.

Sleep is another issue that often gets overlooked.

Substance use also plays a role.

Poor sleep can affect everything from heart health to mental wellbeing, but it’s easy to sacrifice it because of work, stress, or late nights on screens. Getting enough good-quality sleep isn’t a luxury, it is a basic part of staying healthy.

Men are more likely to drink heavily or use tobacco, often linked to social habits or ways of coping with stress.

Simply telling people to stop isn’t enough as one needs to understand why these habits exist and offer better alternatives.

It’s about consistency, not perfection.

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Mental health is just as important as physical health, but it can be even harder to address.

There is still a lot of stigma, and many men grow up feeling like they need to be tough, independent, and not show vulnerability. That makes it harder to admit when something is wrong. Due to this, conditions like depression and anxiety often go unnoticed. Men might not say they feel sad but instead, they might feel irritable, tired, or unable to concentrate.

Many men only go to the doctor when something is already serious.

Routine check-ups and screenings don’t always feel urgent, so they get ignored.

But most major health issues like heart disease, type 2 diabetes, and certain cancers develop slowly. That means there’s a window where early action can make a huge difference.

Sometimes emotional issues show up as physical symptoms, which makes things even more confusing.

Work matters too.

Many men spend a big chunk of their time at work.

Stressful environments, long hours and poor work-life balance can all affect health, both physically and mentally.

Employers who support wellbeing and encourage open conversations can have a real impact in improving the health of their employees.

Public health campaigns also play a role.

When men see others talking openly about health, whether in the media or in their communities, it helps reduce stigma. The most effective campaigns don’t just raise awareness; they encourage action too.

Education is key long term Education is key in the long run. Educating boys and young men about both physical and mental health helps build good habits early on. It’s not just about facts, as it also relates to learning how to manage stress, understand emotions, and ask for help when needed.

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Not all men are the same.

Factors like age, background, income, and culture all affect health. A one-size-fits-all approach doesn’t work as messages need to feel relevant to different groups. Technology is changing how people engage with health as well.

Apps, online resources, and telehealth make it easier and more private when seeking information or support.

However, there is also a risk of misinformation. Therefore, knowing what sources to trust is important.

Physical and mental health are closely linked.

Family and friends play an important role.

They’re often treated separately, but that shouldn’t be the case. Long term physical conditions can affect mental health, and stress or anxiety can manifest itself as physical symptoms as well.

Looking at the whole picture will lead to better outcomes.

As an example, regular exercise helps both physical health and mood. Improving mental health can help people stick to treatments for physical conditions.

It all connects.

They can encourage healthy habits and support someone in getting help, but it’s about balance, not pressure. The goal is to make caring for your health feel normal and supported. The media shapes perceptions too.

If masculinity is only shown in narrow ways, it can make self-care or vulnerability seem like weaknesses. Broadening these representations helps change that.

Improving men’s health isn’t about telling men what to do. It’s about making healthy choices easier, more normal, and more accessible.

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It is about removing barriers and giving people the tools and confidence to take action. The good news is that small steps matter. Booking a check-up, getting better sleep, opening up to a friend, or asking for help during tough times will all add up in a positive way. When more people start doing these things, it creates a wider cultural shift.

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.

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by Louise Howell | Senior Advance Physiotherapy Practitioner Tracey Atkinson | Clinical Governance Director and Alice Sauders | Sports Therapist at PAM Physio Solutions

Musculoskeletal Risk in Focus: The Retail Challenge What it means for your workforce and how to reduce it

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

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511k

workers are affected by a work-related musculoskeletal disorder

£13bn

estimated cost to the UK economy

An estimated 1.9 million working people are suffering from a work-related illness.

Of these cases, around 511,000 workers, or approximately 27%, are affected by a work-related musculoskeletal disorder.

These conditions are responsible for around 7.1 million working days lost each year. The estimated cost to the UK economy is in the region of £13 billion.

These figures highlight an issue that affects individuals, organisations and the wider economy. For employers, MSDs contribute to increased absence, reduced productivity, higher staff turnover and increased insurance and compensation costs. For employees, they can impact quality of life, mental wellbeing and longterm career prospects.

Why retail highlights the risk When occupational health data is broken down by industry sector, wholesale and retail trade does not always show statistically higher rates of work-related ill health overall.

Non-fatal injuries in retail environments most commonly arise from slips, trips and falls, followed closely by manual handling incidents.

These injury types are closely linked to the practical realities of working in retail spaces.

Retail environments are often fast paced, customer facing and physically demanding.

Employees may be required to move quickly between tasks, handle stock in confined spaces, stand or walk for prolonged periods, and work around customers during peak trading times. These factors create a combination of physical demands and environmental challenges that can increase musculoskeletal risk if not carefully managed.

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Understanding Musculoskeletal Risk in Retail

Slips, trips and falls

Awkward and static postures

Slips and trips are among the most common causes of injury in retail. High customer footfall can make hazards harder to see when moving stock on the shop floor. Common risks include uneven flooring, spillages, misplaced items, trailing cables and poorly defined walkways.

Even when they do not cause an immediate injury, slips and trips can result in strains or aggravate existing musculoskeletal problems, often affecting the back and lower limbs.

Sustained and awkward postures are common in retail, especially at checkouts and during shelf replenishment. Employees may remain sitting or standing for long periods with limited opportunity to change position. Reaching across conveyors, twisting to access equipment and leaning forward to scan items can place additional strain on the spine and upper body, contributing to discomfort and fatigue over time.

Manual handling

Repetitive movements

Manual handling is central to most retail roles and includes lifting, carrying, pushing and pulling stock, cages, trolleys and pallets.

Although individual loads may not always be heavy, the frequency and repetition of handling can place significant cumulative strain on muscles and joints. Awkward loads, limited space and unpredictable weights increase the risk of injury, particularly to the back, shoulders and upper limbs.

Many retail tasks involve repetitive movements, such as scanning items, replenishing shelves, folding stock or packing bags. When repetition is combined with speed, force or awkward postures, the risk of upper limb disorders affecting the shoulders, elbows, wrists and hands increases.

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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

Upper body

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.

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.

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.

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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

Functional task analysis as a foundation

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.

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.

Proactive intervention allows risks to be identified and controlled earlier, reducing the likelihood of injury and supporting long term workforce health.

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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.

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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.

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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

Checkout chair 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.

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.

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.

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.

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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

Practical ergonomic solutions for employers

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.

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.

Keeping equipment within easy reach, maintaining uncluttered workstations and applying manual handling techniques in daily tasks are all essential.

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.

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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

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by Janet O’Neill | Head of PAM Academy

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.

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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.

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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.

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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.

Team step challenges and shared goals can also help build positive peer pressure.

Keep the momentum going 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.

Reducing sedentary risk isn’t about encouraging short bursts of activity.

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.

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Need help to reduce MSK issues?

If you’re seeing rising MSK issues linked to sedentary work, occupational health can play a vital role in identifying risk and supporting sustainable solutions. Our services include:

Workforce analytics

Absence case management

Data-driven insights to identify the underlying reasons for musculoskeletal issues at your organisation and ways to reduce risk factors, including sedentary health risks.

Referral pathways for managers to flag up individuals affected by MSK issues, so they can have a clinical consultation and case-managed access to physiotherapy and other pathways.

Physiotherapy information line

Employee workshops

Provide employees with immediate telephone access to a musculoskeletal expert for advice on musculoskeletal injury management, to reduce injury time and risk of further injury.

Help employees to think about ways of improving their musculoskeletal health with our facilitated group workshops where they can get insights and swap tips with each other.

For more information, please get in touch to arrange a conversation with one of our consultants about your organisation’s needs.

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Real stories

Supporting colleagues after the loss of a team member THE SITUATION

UNDERSTANDING THE IMPACT

PAM Group were recently asked to support a retail team following the unexpected death of a colleague.

Following a distressing event, it is common for individuals to experience emotional, psychological and physical responses that may feel unfamiliar or unsettling.

The individual had been in the staff area preparing for their working day when they collapsed. Although first aid and CPR were provided immediately, they sadly passed away.

RESPONDING IN THE MOMENT In the days that followed, PAM’s Critical Incident (CI) and Trauma team were asked to provide on-site support for those affected.

This included group debrief sessions for colleagues who had witnessed the incident, offering a safe and supportive space to begin processing what had happened. Each individual was also given the opportunity to speak confidentially with a CI responder on a one-toone basis.

Support was extended to the wider team.

While not everyone had witnessed the incident directly, many were understandably affected by the loss of a colleague and friend. These sessions provided the opportunity to talk through their experiences, share reactions, and access further support where needed.

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By explaining that these are normal responses to an abnormal situation, and providing practical guidance, the team helped colleagues begin to make sense of their experiences.

This early support played an important role in reducing anxiety, normalising reactions and supporting initial recovery.

Where appropriate, individuals were encouraged to access further support through their Employee Assistance Programme (EAP), ensuring ongoing help was available beyond the immediate response.

ONGOING SUPPORT AND RECOVERY For some individuals, additional support was beneficial in the weeks that followed.

One individual was able to fully recover after three sessions.

Two colleagues who had provided first aid required further support and were referred for trauma well checks - a short-term intervention designed to support recovery in the early stages following an incident.

The second required more specialist support and was referred for onward therapeutic care, including EMDR (Eye Movement Desensitisation and Reprocessing), a traumafocused therapy with a strong evidence base for treating traumatic stress.

Outcome Following a structured programme of support, colleagues were able to return to their roles and routines, supported in their recovery and wellbeing.

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Helping Organisations Build Healthier And More Productive Workforces.

At PAM Group, we partner with organisations to support the health, wellbeing and performance of their people.

Our integrated approach brings together clinical expertise, occupational health and employee wellbeing services to help organisations navigate today's workplace challenges, from prevention and early intervention through to critical support when it matters the most.

Our services include: – Occupational Health and case management – Employee Assistance Programme (EAP) – Mental health and wellbeing support – Neurodiversity support and assistive technology – Musculoskeletal (MSK) and physiotherapy services – Workplace health assessments and screenings – Critical incident response and trauma support

To find out more, visit pamgroup.co.uk or speak to your PAM Group Account Manager

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Want To Progress Your Career In Occupational Health?

All our roles include training from PAM Academy, to help you reach your full potential and career goals.

“The career development provided by PAM Academy is amazing. As soon as a joined, I was told about all the things I could learn and given training and mentoring to move into a senior position.”

Luke, MSK senior clinician, PAM Group

“The training opportunities provided by PAM Academy have enabled me to acquire the clinical best practice needed to progress from joining as an OH nurse to mentoring others.”

Hanna, OH nurse advisor, PAM Group

Roles across the UK | Flexible hybrid working | Employee recognition | Generous 8% pension | Paid healthcare

Whether you’re at the start of your career, ready to run a team or want to become a clinical specialist, join our mission to support more people to stay healthy and in work.

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Get in touch today info@pamgroup.co.uk www.pamgroup.co.uk 01925 227 000 Follow us on LinkedIn @PAM Group

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