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RECOMMENDATIONS AND PRACTICALGUIDANCE FOR PROMOTION OF

HEALTH AND PHYSICAL ACTIVITIES

IN WORKING ENVIRONMENT

Project “Active Businesses” reference number 590879-EPP-1-2017-1-SI-SPO-SCP co-funded bythe Erasmus+ Sport: Collaborative Partnership

Disclaimer

"The European Commission support for the production of this publication

does not constitute an endorsement of the contents which reflects the views

only of the authors , and the Commission cannot be held responsi ble for any

use which may be made of the information contained therein ."

Active Businesses

ACKNOWLEDGEMENTS

This publication was prepared by Institute of New Technologies for companies that

want to implement the health and well-being programs in workplace environment.

Specific contributions were made by partners from 5 countries who are already

implementing physical activities at the workplace. The Active businesses consortium

consists of: PhD Małgorzata Brzezińska (Poland); Victor Susec, (Slovenia); Małgorzata

Kuklińska, Jeremy Yelland (United Kingdom); Osman Pisirici (Turkey); Stefania

Zanna, Rosina Ulokamma Ndukwe (Italy);

This publication was made possible by funds from the European Commission

Program Erasmus+ Sport.

Table of contents1.Introduction to the project

1.1. Project description1.2. Objectives1.3. Approach1.4. Research1.5. Consortium1.6. Results

2.European policy level - An European perspective on health and physical activity2.1 Current statistic in the UE

3. Arguments for workplace health promotion 3.1. Corporate Social Responsibility and Employees’ physical activity3.2. The benefits of promoting health and well-being at the workplace

3.2.1. Economic aspects3.3.2. Health aspects3.4.3. Social aspects

4. The elements for creating health and physical activity programs at theworkplace WHPP

4.1. Getting started – Involvement4.1.1. Introducing concept4.1.2. Management support4.1.3. Employees support4.1.4. Establishing Inner Network4.1.5 Barriers to increasing the physical activity

4.2. Analyses & Needs - Identifying possibilities4.2.1. Identifying the situation4.2.2. Identifying needs and possibilities

4.3. Planning - Planning program and strategies4.3.1. Identifying program activities4.3.2. Individual needs consideration4.3.3. Motivation tools4.3.4. Monitoring tools

Active Businesses 03

4.4. Implementation - Management4.4.1. Promoting program - Sample strategies & solutions Campaigns andInformation4.4.2. Managing program

5. Monitoring and evaluation of the whole program4.5.1. Monitoring4.5.2. Evaluation

6. ACTIVE BUSINESSES PHYSICAL ACTIVITY PROGRAMME -Combined SummaryReport7. Recommendations

Annex 1: Worksite exercisesAnnex 2: Best practices from European Companies and OrganizationsAnnex 3: Sample Survey for the employees

8. Bibliography


Project “Active Businesses” reference number 590879-EPP-1-2017-1-SI-SPO-SCP co-funded bythe Erasmus+ Sport: Collaborative Partnership

INTRODUCTION

Health promotion at the workplace is not just abouteducation. It’s about implementing policies and systemsthat will create supportive environments, good socialconditions, and organisational resilience. Workplacehealth programs can range from the simple activitieswith small costs to a comprehensive program for largenumbers of employees. No matter what is the size ofyour organisation and how many employees you hire -you can implement healthy programs into yourorganisation. We believe that this Guide provides you information tobuild strong policies which support your employees andtheir effectiveness. You can use our Guidelines andadapt it to the individual needs of your organisation/company. All recommendations aim to help you createan effective health and well-being program.

WHY?

The population in Europe are becoming increasinglysedentary in their behaviour. There is an evidence basethat workplace physical activity policies and programshave positively impact on employees more generally.Health and well-being programs which are implementedat the workplace may have an impact on:*increasing employees engagement and teamcohesiveness*reducing absenteeism, *increasing productivity,*improving corporate image,*improving employees' creativity*motivating employee to change their bad habits *involving their families in the healthy lifestyle


source: EU publications. Physical activity at the workplace. Literature review and best practice case studies : a final report to the

European Commission - Study 2017.

INTRODUCTION TOTHE PROJECT

A QUICK LOOK AT THEOBJECTIVES

To identify the current situation inrelation to the health promotingprograms based on physical activitiesand healthy lifestyle in businesses indifferent EU countriesTo identify needs and possibilities ofbusinesses to implement healthpromoting programs based on physicalactivity and healthy lifestyle intocorporate managementTo identify the differences (habits, stylesand needs) of different workingenvironments and solutions for solvingthe problems in the partners’ countriesTo identify country-specific experienceson the development of practical tools,instruments and approachesTo acquire new findings and knowledgebased on the implementation of programin practiceTo create a flexible model of healthpromotion programs based on physicalactivity and healthy lifestyles, suitablefor different needs of businesses indifferent EU countriesTo acquire new knowledge and solutionsto successfully solve given issues indifferent environmentProduction of a survey-based report onactivities related to promoting HEPA

The project aims to create acomprehensive based approach to tacklethe issue of health and physical activity(HEPA), using the worksite as the mostpromising venue of delivery. ACTIVEBUSINESSES will become acomprehensive program of activities tobe easily applied within differentworking environments in order toimprove the health and physicalconditions of workers, employees,entrepreneurs and managers.

PROJECT DESCRIPTION


The primary aim of this research wasto identify the current situation, mainneeds and gaps in the field of psychicalactivity at the workplace and identifywhich types of workplace physicalactivity interventions are effective fordifferent workforce sectors and typesof workplace. The research is mainlyfocused on five European countrieswhich countries that have a high rateof physical inactivity and agreed tocooperate together to implement thebest practices into businesses in yourown countries. The aim is also tospread the information about thepossibilities of implementation thephysical activity at the workplace inevery European country. The reportwas addressed to businesses ingeneral, both managers and employeesresponsible for implementing sportprograms at the workplace and allemployees. The questionnaire wasdistributed by employees andemployers working on differentsectors.

The main conclusion was that thepromotion of health and physicalactivities was still omitted in somecompanies. The huge number ofpossible solutions were not achievablefor many employees. The managers andowners chosen the solutions defined asa minimum level of support withoutengagement additional cost of effort.Less than 40% of companies had aformal policy regarding health andphysical activities promotion in thecompany. The extra positions ofmanager or coordinator devoted only tohealth and physical activity were almostnot existing. Employees’ level ofsatisfaction with companies’ support inpromoting physical activity wasgenerally very low, as well we had tonotice that the level of employees’participation in offered internal andexternal events was not very high also.Most of the respondents wereconvinced that the highest influence thephysical activity had on employeesmood as well as productivity andeffectiveness at work.

THE RESEARCH CONCLUSIONS

https://activebusinesses.eu/the-research/


APGA is a non-governmental and non-profit organization whose main interest is research,development and applicative activities in the field of health promotion and physical activity andtheir effects on individual and society. APGA's philosophy is that physical activity, especially sportsand recreation, is a tool that enables connecting of different stakeholders of the society andcontributes to solving contemporary social problems. Greater social responsibility and thehumanization of relations between employers and employees is one of the key factors for thesustainable growth, development and competitiveness of the economy in the future. Concern forhealth, well-being and social inclusion is one of the most important building blocks of this sharedfuture that can be efficiently solved with the tools of physical activity. APGA will seek to achieve itsaims by • research, exploring the impact of physical activity, sports and recreation on the challenges ofmodern society• activities, promotion of physical activity, sports and recreation as one of the more effective toolsfor solving problems of modern society in the field of health, work efficiency, active aging, socialinclusion• integrating business as one of the key environments of delivery• education• Policy makingAPGA is/was participating in several project on different issues such as integrationof disadvantaged persons, education, knowledge transfer, physical activity, sport and recreation,gender equality and others.

Consortium


CESIE is a non-profit, apolitical, and non-governmental organisation based in Palermo (Italy),established in 2001. CESIE is committed to promote the cultural, social, educational and economicdevelopment at local, national, European and international levels. CESIE contributes to growth anddevelopment through the active participation of people, civil society and institutions, alwaysvaluing diversity.Inspired by the work of Danilo Dolci, we focus our work on the research of socialneeds and challenges and the use of innovative learning approaches. In this way, CESIE activelyconnects research with action through the use of formal and non-formal learningmethodologies.The organisational structure is divided into 6 thematic units working incooperation and managing activities in their specific fields: Higher Education and Research; Rightsand Justice; Adult, Migration; School; Youth. The units are supported by 3 geographicaldepartments (Local, European and International) and 4 transversal offices (Visibility andCommunication, Networking, HRs, Financial). Moreover, CESIE benefits from a broad network ofpartners with more than 3000 civil society organisations, universities, schools, research centres,public authorities and private entities, youth centres, companies and entrepreneurs in theworld.CESIE staff is composed of 60 people with a wide range of qualifications, skills andprofessional profiles, united by a deep sharing of ideals that lead our activities. The team has aninternational character being composed not only by Italians, but also by people from the UK,Germany, France, Spain, Serbia, Lithuania, etc. Equally is important contribution from around 100interns and volunteers engaged in internships at our organization per year.Over time CESIE hasdeveloped a wide experience in projects and initiatives addressing sports, healthy lifestyles andphysical activity.

Association Institute of New Technologies (INT) since 2004 has been working for the education,entrepreneurship, promotion of sport and active style of life, active participation, research andinnovative solutions and undertakings in diverse areas. INT completed dozens of projects ofregional, national and international level. We co-operate with companies from central Polandregion and a part of INT is A Foreign Investors Club. Among the key actions INT there are: eventsfor the business, youth and adults, researches, numerous conferences, over 350 trainings,workshops, etc. INT leads “NGO Support Centre” in the region and works with more than 100NGOs. INT employs over 10 persons who have university degrees and PH.D., have experience inproject implementation, conducting and organization of trainings, workshops and events. INT co-operates with more than 20 experienced trainers of diverse areas and mixed age. We put a stresson quality – we implemented the training and monitoring of effectiveness standards which allow usto offer high quality educational and sport events and services. Our members and employees areactive in sport: they run marathons, they are fitness coaches, certified divers and sport eventorganizers. We organized: sport for seniors workshops and practical courses, programme – Healthylife – active day, European sport day for children and teenagers, project Active through sport (foryouth and children), walking games for business people and their families. We have experiencewith co-operation with companies, employees, working with young persons of diverse backgroundand material status. We know their needs, problems, preferences and limitations. We co-operatewith a substantial number of persons who are involved in business, education, sport, media. Wehave good experience in dissemination and promotion. We co-operate with diverse numerouscompanies, organize workshops, meetings for managers, exchange ideas and implement commonactions. All business persons underline the importance of healthy life style of companies’ staff. Wewant to promote sport and active life, introduce such actions to the regular working system andworking habits. It is especially important for INT as we implemented CSR system in our ownorganization, we work on it and promote such behaviors. CSR is strictly connected with employee’swelfare and their health and access to exercise and have active and healthy life.


Europa Sport Academy, part of the Europa Training UK group of companies, is non-profit, non-government and independent sport academy founded in 2011. The main fields of operation areresearch, development and implementation of unique sport activities and programmes for a widerange of target groups at all level of abilities.

Europa Sport Academy work focuses on the promotion of education, cultural, scientific and economicdevelopment, promotion of new technologies, innovative solutions for the activation of diverse groupsat local, national and international levels through the employment of innovative supporting tools andmethodologies focusing on EU agenda and priorities.

Our main interest comprises an area of physical activity involving all target groups, increasingopportunities and competences of participants in entrepreneurship,sport, education, equalopportunities and ultimately employment opportunities.

Our areas of specific expertise:to promote physical and healthy lifestyle habits;to strengthen sustainable development and solidarity through sport training and education;to develop networks and links at local, national and international levels;to sustain national and international cooperationto enhance the role and engagement of businesses on health and physical issues;to foster progress and innovation in sport;to promote cultural diversity, social cohesion;to empower combating all forms of discrimination;to sustain professionaldevelopment for sport managers, trainers and coaches;to promote duel careers in sport for people at all ages.

INTERNATIONAL PROJECTS / ERASMUS+ : KA1, KA2, KA3 ERASMUS+ SPORTS, ESC (EVS), ERASMUS FOR YOUNG ENTREPRENEURS, ERASMUS INTERNSHIP

Lykia Scouting and Outdoor Sports Club Association (LIDOSK) was founded in 2010 in Antalya as ayouth NGO that promotes intercultural learning, human rights, understanding, active citizenship,volunteering, sports for a healthy lifestyle and environmental protection. LIDOSK aims to develop andsupport youth cooperation in Europe. We encourage young people, especially with feweropportunities, disabilities and refugees to actively participate in public life, take initiative, developentrepreneurial spirit and creativity. We aim to fight against all forms of discrimination, supportcultural diversity, social cohesion, sustainable development and foster youth mobility across Europe.LIDOSK is accredited as a sending, hosting as well as a coordinating organization. Since 2016 we sentmore than 150 young volunteers abroad and between 2013 and 2019 we offered to more than 500youngster the opportunity to develop themselves through various Erasmus+ projects such as trainingcourses and youth exchanges. OUR FIELD OF WORKS


1

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ResultsImplementing physicalactivity and healthpromotionmeasures within specificsettings e.g., businessesand for specific targetgroups like overweightindividuals, employeeswith lower education,economically weaker.

Increased proportion ofemployeeswho are physicallyactive and eatinghealthy.

Minimization ofdifferencesbetween groups of users,namely sociallyunderprivilegedemployees

Increased socialresponsibilityand responsibility of anindividual toward thehealth, healthy lifestyleand physical activity onlong term.

Developing andimplementing measuresfor individual physicalactivity and healthpromotion programmesfor specific people whoare prone to acertaindiseases and health riskse.g., back pain,osteoporosis, stress, etc.

Sustainableimplementation of healthpromotionand physical activitiesprograms in companiesincluded in project.


A EUROPEAN PERSPECTIVE ON

HEALTH AND PHYSICAL ACTIVITY

The World Health Organisation (WHO) recommends that adults should undertake atleast 150 minutes of moderate-intensity aerobic physical activity or 75 minutes ofvigorous-intensity aerobic physical activity each week. Activity can take place invarious way, during commuting, leisure activities, at school, at the workplace and athome. Maintaining sufficient levels of physical activity is becoming more and moredifficult, because the environments have become more sedentary than active.Europeans live longer, but since 2011, the growth rate of life expectancy has sloweddown considerably. Despite the development of medicine, over 1.2 million people dieprematurely in the EU every year. The European Commission and the Organisation forEconomic Co-operation and Development (OECD) in the report "Health and healthcareoutlined: Europe 2018" draws attention to the risk behaviour of both adolescents andadults such as excessive alcohol consumption, smoking, poor diet and lack of physicalactivity. 790 thousand deaths during the year in Europe are caused by these factors.Obesity is also a serious problem, affecting every sixth EU resident. Mental illnesses, addictions and obesity arerecognised as the civilisation diseases. Thecivilisation diseases include hypertension,atherosclerosis, depression, asthma, COPD,diabetes, and cancer.They cause 80% ofdeaths in Europe. We need more protectionand prevention. More than 1.2 million peopledie prematurely every year in Europeancountries – this could be avoided throughbetter disease prevention policies and moreeffective health care interventions. Thepriorities of the European Union's policy onemployment and social affairs as well as theobjectives of the European Commission'sstrategy for health and safety at work areaimed at encouraging employees to changetheir lifestyles and employers to improvetheir occupational hygiene, including theconduct and consolidation of pro-healthbehaviors in workplace in the field ofphysical activity.


CURRENT STATISTIC DATA

The proportion of Europeans that has never been physically active continues to

increase. Almost half of European (46%) said that they never worked out or play any

sport. Only 40% of them exercise or play sport with at least some regularity. 7%

European residents exercise or play sport regularly. In total, there are 11 countries in

which more than half of respondents never exercise or play sport.

Respondents in Bulgaria, Greece and Portugal (all 68%) are the most likely to never

exercise or play sport, followed by respondents in Romania (63%) and Italy (62%). In

the Nordic countries, only small proportions of respondents never exercise or play

sport: Finland (13%), Sweden (15%) and Denmark (20%). Among over 15 years old in

Turkey in 2014, according to the Turkey Statistical Institute made by Turkey's Health

Research concluded that sits mostly of 38.5%, 53.3% had moderate doing jobs that

require physical strength, doing jobs that require heavy work or physical strength of

8.2%; In 2016, 41.1% state that they mostly sit, 53.0% do jobs that require moderate

physical strength, 5.9% do jobs that require hard work or physical strength.

Men are more likely than women to exercise or play sport: 44% of men do so with at

least some regularity, compared with 36% of women; conversely, 40% of men never

exercise or play sport, compared with 52% of women. People in some socio-

professional categories are also more likely to exercise or play sport: 26% of managers

never exercise or play sport, compared with 37% in other white-collar jobs, 36% of

self-employed people and 49% of physical workers. A high proportion of house-

persons (67%) never exercise or play sport. There are differences in relation to the

respondent’s financial position: the majority of those who have difficulties paying

bills never exercise or play sport (66% of those who have difficulties most of the time,

and 55% of those who have difficulties from time to time).

source: https://ec.europa.eu/sport/news/2018/new-eurobarometer-sport-and-physical-activity_en

source:https://ec.europa.eu/commfrontoffice/publicopinion/index.cfm/survey/getsurveydetail/instruments/special/surveyky/2164

http://www.musovasi.com/haber/turkoglundan-fiziksel-aktivite-onerisi-30601.html


EU ACTIVITY

Around 28 % of the EuropeanUnion (EU) population aged 16 orover did not do any exerciseoutside working time in 2017. Ina typical week, just (27 %) of theEU population exercised for upto 3 hours, 17 % for between 3and 5 hours and 28 % for 5 hoursor more.

no activity28%

more than 5 hours28%

less than 3 hours27%

3 - 5 hours17%

15 EU countries reported thatthey had a scheme to promotephysical activity at theworkplace and 19 reportedschemes to encourage activetravel to work. 23 countries(83%) reported an establishednational campaign to promotephysical activity.

0% 25% 50% 75% 100%

Physical activity at the workplace

Active travel to and from the workplace

National awareness-raising campaigns

source: http://www.euro.who.int/__data/assets/pdf_file/0005/382334/28fs-physical-activity-euro-rep-eng.pdf?ua=1


CORPORATE SOCIAL RESPONSIBILITY AND

EMPLOYEES’ PHYSICAL ACTIVITY

“Businesses cannot be successful when the societyaround them fails.” ~ Samuel A. DiPiazza Jr

One of the elements of socially responsiblebusiness is caring for the well-being ofemployees and good relations within thecompany. Any pro-social and pro-ecological activities carried out by thecompany will not be credible if employeescomplain about disrespect, ethics and carefor the employee in maintaining the board.They will not want to be engaged in someactivities that affect the strengthening ofthe company on the market, or actionsthat improve its image in society. Withouta responsible approach to the issue ofemployee relations, we cannot speak aboutcorporate social responsibility. Withouttaking appropriate measures in this area,one cannot go further in implementingCSR.

A well-planned CSR action is not only anaction organized for other people but alsoa great opportunity for the company tobuild the image of a socially responsibleentity, both among employees, as well asclients and investors. Activities in the fieldof corporate social responsibility can beimplemented, among others in the field ofhonest operational practices, humanrights or physical activity of employees.Motivating employees for this type ofaction is often a difficult task. It oftenrequires from them to be involved afterworking hours. CSR activities should alsobe consistent with the company's mission,employees' needs, and organisationalculture so that they are reliable for theemployees involved.

ARGUMENTS FOR WORKPLACEHEALTH PROMOTION


One of a tool for building corporate socialresponsibility within an organisation is toencourage the employees to undertakephysical activity by creating space forthem, such as an exercise room at work,time - rational delegation of tasks,rewarding, financing or co-financing toenter facilities and activities. So how toeffectively engage employees and how toinclude physical activity to build your CSRaction? The action can be constructed sothat employees can get involved in theCSR campaign as part of their dailytraining or recreationally practised sport,not obligatory overtime. Thecommencement of CSR action, in whichyou intend to involve your employees,should be accompanied by both internaland external promotion. Send mailings,post promotion posters, organise ameeting - just build the presence ofshares in the employees' awareness. Evenif they do not ultimately become part of it,there is a good chance that they will passinformation outside the company, andwhisper marketing still works!Physical activity of employees bringsbenefits to both themselves and thecompany. It allows you to maintain healthand fitness, which reduces absenteeism atwork. The common practice of sportpositively affects building relationsbetween employees, which influence onthe atmosphere at work and teaminvolvement. To offset the negativeeffects, companies are looking for ways torelieve tension, precisely through sport.Many companies support the physicalactivity of their employees and thecommunity in which they operate byorganising sports rivalry or encouragingtheir employees to participate incompetitions such as marathons.

Some companies combine physicalactivity and charity activities, forexample, they encourage employees toparticipate in charitable runs ormarathons, zumba sessions, during whichfunds for social purposes are collected ormotivate employees to be active throughspecial programs, for example, for eachkilometre they pay, they pay the amountfor a charity goal. Companies appreciatethe physical activity of their employeesbecause they see that its effect is theteam's integration and the promotion ofthe brand outside. The form of the prizecan be an article devoted to "companyathletes" in the company's newspaper,funding for sports equipment, refund ofthe entry fee or other benefits. Thebenefit for companies resulting fromsupporting the physical activity ofemployees is to increase theirattractiveness as an employer. Duringsports competition organized in the cityspace, you can see satisfied, energeticpeople reaching their goals in T-shirtsbearing the employer's logo. At observers,this leaves good associations with thebrand. It is also the company'scontribution to strengthening the trust ofcustomers and contractors. Differentcompanies cooperate in organising largesport events,which helps in later business relations.According to the European Agency forSafety and Health at Work, the promotionof health in the workplace is a collectiveeffort of employers, employees and thesociety striving to improve the health andwell-being of employees. There are a lot ofbenefits for the employer to undertakeprograms promoting physical activity inthe workplace, such as:


improvement of the company's image:the employer sends a signal that theycare for the employees, and thecompany has good economic status andis managed in a modern way;personal staff development: acquisitionof new skills, the increase of self-esteem, improvement of competencesand involvement;capital savings: limiting the costs ofsickness absence, accidents,occupational risk, insurance;improvement of relations within thecompany: the increase in the level ofmorality and employee loyalty;increasing the level of employeeprofessional satisfaction.

The image of a company that favors sportsactivity attracts young and ambitiousemployees. The card allowing discounts tosports clubs is the basis of the socialpackage in many corporations. Havingsuch a card helps in achieving goalsrelated to improving the condition, andachieving goals in one area of lifetranslates into setting and achieving goalsin other areas.

Physical activity allows you to relaxmentally, making it easier for the next 8hours to focus on professional tasks. Thisis especially important in office work. Theopportunity to participate in thecompetition together with colleaguesfrom work gives a sense of belonging andprotection.The teams from different companiescompete in the competition, and the rulesof the sport of fair play are transferred tothe office and everyday relations. Thebenefits of supporting physical activity inemployees seem obvious. Unfortunately,only a small part of companies engage inthis type of activity. This may be due tolack of funds for these purposes, lack ofidea or short-sightedness of peopleresponsible for employee affairs in thecompany. However, fashion for a healthylifestyle is increasingly widespread insociety. We can, therefore, expect that in ashort time sport will be the flagshipslogan of most small, medium and largecompanies.

17Active Businesses

THE BENEFITS OF PROMOTING

HEALTH AND WELL-BEING IN THE

WORKPLACE

decreased stress and other mind-related illness

+ + + + + + + + + + + + + + + + + + + +1

Hea

lth

aspe

cts

reduced long-term health problems

+ + + + + + + + + + + + + + + + + + + +2

improved mental alertness, concentration and energylevels

+ + + + + + + + + + + + + + + + + + + +

3

reduced risk of accidents and health-related cases

+ + + + + + + + + + + + + + + + + + + +4

Soci

al a

spec

ts

embrace their social responsibilities of staff

+ + + + + + + + + + + + + + + + + + + +6

improved relations

+ + + + + + + + + + + + + + + + + + + +5

creating a workplace culture where people can enjoywork-life balance and job satisfaction

+ + + + + + + + + + + + + + + + + + + +

7


13

better staff decision making

+ + + + + + + + + + + + + + + + + + + +14

reduced staff turnover

+ + + + + + + + + + + + + + + + + + + +13

improving profitability or business performance

+ + + + + + + + + + + + + + + + + + + +12

increased productivity and creativity

+ + + + + + + + + + + + + + + + + + + +

increased ability to attract and retain new employees

+ + + + + + + + + + + + + + + + + + + +10

reduced sick leave and absenteeism at work

+ + + + + + + + + + + + + + + + + + + +9

improved corporate image internally and externally

+ + + + + + + + + + + + + + + + + + + +8

Busi

ness

asp

ects

11

“PEOPLE ARE MOTIVATED TO BE ACTIVE FOR DIFFERENTREASONS,” ~ DR. NELSON


THE ELEMENTS FOR CREATING

HEALTH AND PHYSICAL ACTIVITY

PROGRAMS AT THE WORKPLACE

There are many ways to prepare a health program at the workplace, but we want topoint core some best elements which let you implement your own successful program.The elements must fit together to build a strong, simple process. At the same time theprogram with its core elements should be flexible to review and improve it according tostill changing company environments. The scale of the program depends on ourresources and willingness to provide good conditions for employees at the workplace.The truth is that you can implement a successful health & physical activity programs,whether your workplace is large or small. The most crucial is that the program must bebest suited to your workplace and stakeholders' needs.

"Health and well-being is a state of complete physical, mental and social well-being – and not merely the absence of disease or infirmity.- World Health Organization, 1946


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STEP 1. GETTING STARTED –

INVOLVEMENT

It is very important for employees to beinvolved in discussion among otherswhat their expectations are, what ideasthey have, how they would like to beinvolved etc. Thanks to teamwork youcan generate more ideas. A participatoryapproach will help the initiative orprogram reach more recipients. At thisstage, you need to demonstrate the mostbenefits for those involved and why theprogram is valuable. It is crucial toundertake such action which will besupported by your employees. This wayyou will save money and do not wastetime. It is worth collecting initial ideas ofemployees before we move on to formalexamination of employees' needs. Thanksto this, the preparation of the needsanalysis will be simpler and thequestionnaire more in-depth. Highemployee involvement will allow you togive a better direction to the idea beingprepared and get a better final result.

EMPLOYEES SUPPORT

size of the organisationavailable technologyavailable resources

Getting started is a crucial part ofimplementing any programs or project.At this stage the idea can be approved oryou can fail as soon as you start. Goodcommunication is a key factor in projectsuccess. It can only be achieved throughgood and early planning. It is importantto determine which groups and peoplemust be informed about the project. Aclear communication plan, whichincludes preliminary materials,presentations, communication channelsand schedule, will save time andresources in the first preparatory stage.Communication needs to be effective.There are components that willdetermine the communication flow:

You can provide information about theevent via written communication, e.g. inthe form of letters, notes, reports orposters. Verbal communication may bemore appropriate for smallerorganisations. It is important to answerthe question of who is to benefit fromthis change. The lack of real benefits fora given group will result in the group'slack of involvement in the process.The concept should specify whether thecompany envisages the implementationof individual actions regarding healthand physical activities or a continuouscomprehensive strategy taking intoaccount various activities.

INTRODUCING CONCEPT


Every initiative actively supported byupper management contributes to apositive culture throughout theorganisation. If managers are opened fornew programs, it is more likely, you’llinvolve more staff in your idea.Committing some time to getting startedcan be your first step to create a healthprogram in the workplace.The justification for each initiativeshould show the benefits to the companyand its employees. This can relate toimproving employee efficiency and alsoaffect their healthy lifestyle. A well-runprogram will achieve goals that are bothimportant for the employer andemployees.You might also consider creating ahealth and well-being policy containing:• A declaration of organisation’scommitment to health and physicalactivity program• Defined program goals that arerealistic and able to evaluate. • Responsibilities for key teams, such asmanagement, organizing committee,workers and external stakeholders(families).

MANAGEMENT SUPPORT

Identifying the key leader is importantfor creating health and well-beingprogram. This person becomes theleader, sparkling the enthusiasm, theenergy to encourage employees andother within the workplace. Without thespark it is not easy to establish a strongcommitment between management andstaff – and without commitment, thereis little value in progressing.Offering active leadership is a crucialelement to building a culture of health.It is important that leaders from alllevels of the company offer support.Employees need to see leadersparticipate in programs and, throughmodeling, be active supporters of theprogram. They also motivate employeesto work out regularly.

LEADERSHIP


- check if the people you manage are aware of services and interventions related tophysical activity in the company and outside.- you should promote team internal initiatives that will affect a healthy lifestyle.- you are responsible for creating a culture in which all employees understand thebenefits of introducing health and physical activity programs.- consider working with local companies to promote active jobs- be a model for your subordinates - do sports.

IF YOU ARE A TEAM LEADER OR MANAGER:

IF YOU ARE SENIOR OR STRATEGIC LEADER:

- consider the needs of the local market in terms of activity try to create aorganization change towards more active employees- look at the education and training needs of employees- encourage high-level management to act as role models of physical activity

An organization's commitment to employee health as a corporate goal is one of the mostcost-effective changes in implementation. When leaders regularly promote such activitiesover time, it becomes part of the corporate identity. The implementation of a physicalactivity policy in the workplace emphasizes the value of this lifestyle for the corporatemission. Formalizing policies also puts emphasis on management support. In some ways itis a business initiative. Adopting a new habit of physical activity is hard work - butmanagement support can make it more practical.


Taking advantage of communityresources and partnerships can be alsokey to success. Employees live in theircommunities, not their organizations,and businesses have an opportunity toleverage their relationships withcommunity leaders to maximizemessaging and social support for healthylifestyles in their area. Partnerships canbe especially beneficial for smallbusinesses that lack the resources tobuild their own gyms or walking trails.Cooperation with community groups canhelp improve neighborhood walk ability,encourage active transportation, andreinforce health messages by engagingchildren and families through schoolprograms. Businesses can work withlocal governments to increase theopportunity for physical activity aroundthe business. they can ensure thecontinuity and connectivity of sidewalks,improve the safety of the surroundingarea, and encourage the development ofgreen spaces or other attractivedestinations within walking distance ofthe workplace.

DEVELOP PARTNERSHIPS

AND SOCIAL SUPPORT

Employers should also take advantage ofopportunities to build and strengthensupport networks. Social supportprograms help employees build,strengthen, and maintain health-basedsocial networks. Examples of supportprograms include walking clubs, socialcontracts about physical activity, andgroup exercise activities in theworkplace. These programs helpindividuals adhere to daily physicalactivity goals and provide friendship andsupport. Workplace support networkslead to increases in time spent beingphysically active, increases inparticipants’ fitness and knowledgelevels, and decreases in body fat.

ESTABLISHING AN INNER

NETWORK


Many people experience

internal individual barriers

related to performing

exercises. These may be

psychosocial barriers related

to motivation; physical

related to health status,

disability; cultural with the

perception of exercise as

inappropriate.

PERSONAL

EXTERNAL &ORGANIZATIONAL

Related to the environment in

which we live: family and

problems associated with it,

adverse conditions and working

environment,

ENVIRONMENTALBARRIERS

it may be related to a difficult

climate, lack of infrastructure

(no bicycle paths, sports centers,

lighting, dangerous

surroundings etc.)

ORGANIZATIONALBARRIERS

In this type of barriers, difficulties

often arise with the continuous

provision of e.g. a fitness card due

to the company's finances or

matching work time to exercises if

they are to take place outside the

office.

BARRIERS TO INCREASING

PHYSICAL ACTIVITY


STEP 2. ANALYSES & NEEDS -

IDENTIFYING POSSIBILITIES

Before creating your own program strategy, look for initiatives and good practices thatrelate to health and physical activity. These may be activities of local, domestic andforeign companies. The form of the health program may vary. It is best if you combinehealthy eating and physical activity as well as prevention. Consolidation of ideas is agreat way to build a strong program in which everyone will find something forthemselves. It is worth conducting an audit of the workplace and identifying things thatcan be changed to make it easier to introduce healthy habits and promote a healthylifestyle. Think about how office equipment, spaces, policies and work culture can help tocreate a program. A way to boost engagement may include using technology, or apps.

"make the programrelevant for your

staff"

Your program will be successful if it meets the requirements of the main recipients -employees. In smaller companies you can ask employees about their expectations.Employees can have a wide range of ideas. You may also consider creating focus groupsor anonymous paper or electronic questions. In larger companies, a more formal needsassessment may be needed - min. questionnaire. You can include questions about thelifestyle they lead (information about their consumption of fruit and vegetables at thecurrent time and the proper level of physical activity at home), and information aboutwhat activities in the company would have a positive impact on their health. Rather, tryto avoid questions about personal and sensitive information in the survey.

IDENTIFYING THE SITUATION

STAFF ISSUE


01It is worth knowing the preferences of your employees -whether they are interested in physical activity at all.Perhaps not because they are active enough outside thework environment. This step should illustrate thequestions "what do employees want?" It is importantthat employees are realistic in their ideas andsuggestions. The group preparing the implementation ofthe program or strategy must specify the time forconsulting employees and the method. Collection ofinformation can be done over coffee or carried out via aformal questionnaire sent by email to all employees.

CONSU L TA T I ON

02After determining the level of interest among programrecipients, the committee must decide what actions canrealistically be implemented in the work environment.Ask yourself "what is possible to implement with specificresources and costs?" Remember that employees, rarelygenerating needs and ideas, take into account theconditions of the organization's environment.»Does the organization have any equipment that can beused in the context of the program.»What housing options does the organization have(internal and external)»Are the proposed actions safe for employees? Will youneed to take out additional insurance?»What individual predispositions (diseases, healthcontraindications) have each employee that does notallow him to use the data of the program activity.

RESEARCH

IDENTIFYING POSSIBILITIES


When selecting ideas for programs, it is important thatthey encourage maximum participation. Sport can be aneasy way for team interaction, social and overcominginternal employee misunderstandings. Options can rangefrom team sports such as football, volleyball, basketball toindividual sports such as swimming and walking. All ofthese can be organized in a tournament / league stylebetween departments. It is worth supplementing theprogram with individual and / or group competitions. Thiswill help ensure the involvement of all employees. Whenchoosing activities, remember that certain sports are notsuitable for everyone. Think of aerobics / yoga / pilates asan alternative. Try not to exclude those who are interestedin light sport, e.g. creating walking or cycling groups.It is important to ensure that the programs implementedmeet the requirements and needs of employees regardingtheir physical health and general well-being. The programshould be flexible and allow employees and managers toconstantly make improvements to the program throughregular feedback so that it ensures the highest level andsatisfaction for beneficiaries.

S E L EC T I ON OF THE MOST SU I T AB L E

I D EAS

03

04Space suitabilitySafety considerations

What is the right time to complete the action? (Lunch/ beforework / after work/weekend)Is there enough time for lunch, etc.

What equipment is required?What other costs are involved and how will they be covered?Who is needed to carry out the activity

After determining our common assumptions and the needs ofrecipients, it is worth determining what resources will benecessary for their implementation:Space:

Lead time:

Material resources:

I D EN T I F I Y I NG RECOURCES


STEP 3. PLANNING PROGRAM AND

STRATEGIES

Planning is an extremely important step in the preparation of the concrete healthand well-being program in the workplace. At this stage, you will explain the program,its goal and what kind of strategies will be adopted. The plan does not have to beformal, but it should contain elements appropriate for the entire organization. Whenchoosing a strategy, remember that the most important thing is its simplicity - payattention to the needs of the organization, employee interests and the resourcesneeded. Activities should meet the needs of individuals. If your company employspeople aged 50+ or with certain disabilities/diseases try to avoid some difficultexercises, consider low-impact activities such as yoga, walking. This way you will notexclude these people from the program, and thus it will be attractive to everyone.Remember to consider health and safety issues. The program should be adapted tothe work mode - many people walk a lot while working, others lead an 8-hoursedentary lifestyle.

PLAN & STRATEGY

A simple program may consist of low-budget strategies that will help solveproblems identified in the workplace. Combining the needs of the "employee" and"workplace" will be the best solution for the company. Strategies can strive toincrease knowledge and awareness of a healthy lifestyle. On the other hand,understanding the needs of the workplace promotes strategies to increaseemployee efficiency that develops the company on the market.


There are many ideas for physicalactivities at work and outside.Sometimes employees areindividualists, sometimes theysuggest, for example, conductinggroup games, e.g. volleyball.When preparing an activity plan thatyou are able to implement withinspecific resources, consider bothquantitative factors (how manyemployees would like to participatein this type of health activities), onthe other hand, think about thequalitative factors of this activity(how it will affect employees, thecompany , motivation, people'sefficiency will increase, not increase,etc.). Programs and policies should bethought more globally, while notforgetting the interesting ideas andneeds of direct stakeholders.

The individual needs of your employeesmay differ significantly. Some of theanswers in the research may indicate thatemployees would like to emphasizepreventive care for others, andparticipation in sports activities. At a timewhen the company is not able to meet allthe needs, it is worth considering whatactivities would be general enough toallow more people to be involved.Considering the needs and wishes of youremployees, you should also be financiallyable to implement them. Undoubtedly, it isworth considering such initiatives thatcombine social activity, integrate the teamand sometimes even support change in thelocal environment. The greater themotivating factors, the greater the chanceto maintain intervention in the future.

IDENTIFYING PROGRAM

ACTIVITIES

INDIVIDUAL NEEDS

CONSIDERATION

AWARENESS

PREPARATION

ACTION

SUSTAINABILITY


incentives, rewards for groups that achieve the best indicators in the whole programme, special rewards for taking part in specific events, etc.

One of the employer's problems is maintaining the motivation of people using thehealth program in the company. The organisation plays a role in education andproviding employees with the opportunity to choose a more active lifestyle.Continuous motivation is essential, however. An organisation can offer a lotmotivational activities:

The self-motivation of employees and the ways and tools that the program managerwill use to maintain the strategy at the appropriate level are important here. It iseasier to stay motivated if they see tangible benefits. Encourage your employees tokeep private training logs. In such a diary, they should pay attention to the well-beingand visual aspects of healthy eating and exercising. Taking the time to recognise thesesmall improvements in your daily quality of life can increase your motivation toexercise. It is worth celebrating achievements - e.g. by funding anti-stress activities,including massage, a walk in the bosom of nature etc.Department managers who work directly with their small team play a major role inthe motivation process. Motivation can be more effective in small groups. Managerscan set an example in their working groups, take on challenges with otherdepartments.

MOTIVATION TOOLS


PHYSICAL ACTIVITIES STRATEGIESE XAMP L E S

Encourage staff to commute to and from work(provide information about walking and cycling path).

Offer secure bicycle storage and showers foremployees who actively commute.

Establish lunchtime activities such walking orstretching

Encourage staff to do simple exercises during thebreak.

Build some teams which can take part in somemarathons, championships for employees, also theseaway from the office

Provide some simple equipment which let employeesexercise (even 5 min per day)

Create a Smoke-Free Workplace

Negotiate a corporate discount with local gyms tohave the low-cost gym membership benefits

Create a health campaign - using motivational postersto encourage using stairs instead of lifts, walking toexternal meetings, eat properly etc.

Provide the information about the law concerning tohealthy behaviors and safety in the workplace.


Healthy eatingstrategiesE X A M P L E S

Put up healthy eating and hydration posters Organise the workshops or session with the dietitianDevelop a workplace healthy eating policy with youremployees

replace sweets and fast food with fresh fruit.provide a fresh fruit bowl in lunch room.provide free water bottles or tap water in the worksite toencourage appropriate hydration.

provide comfortable space for the lunch and encouragestaff to take a lunch break there (not to eat at the workingrooms.)provide fridge that is cleaned regularly.provide only healthy food in the vending machines

establish one day as a "Fruit day" or "Vegetable day".let your employees recharge the batteries with a propermealorganise delivery of a fruit box e.g. once a month.

increasing alcohol awareness in the workplace - peopleoften do not know that alcohol has lot of extra calories.


STEP 4: IMPLEMENTATION

& MANAGEMENT

"An early-morning walk is a blessing for the whole day. -Adam Smith

When implementing the program, it isimportant to inform employees aboutspecific activities and to facilitate theirparticipation in them. Real managementinvolvement in the process allows foractive employee participation. It is alsoimportant to keep records, monitorparticipation in activities, identifybarriers on an ongoing basis and solveproblems.

PROMOTING THE PROGRAM - SAMPLE STRATEGIES & SOLUTIONS

CAMPAIGNS AND INFORMATION

MANAGING PROGRAM

Most of these kinds of workplace‐based interventions are often poorly implemented,limiting their potential impact on employee health. Programs need to be managed bykey people in an organisation, with the support of senior management. The elementsand objectives of any program must be communicated to all staff, who need to beconsulted in respect to program design and delivery. It is helpful to have a workplacePA policy that each of them can follow. If there is currently no national guidancearound workplace PA support so you may need to develop your own policy. Keep yourmanagerial focus on your employee. It is your job to draw your employee’s attentionto this and support them to maintain boundaries.


target indicators, e.g. absence, accident, health, performance, participation rates -qualitative and quantitative.employee satisfactionprogram costsschedule of monitoring activitiesdata analysis plan

The procedure for monitoring the progress of the internal project should be establishedat an early stage of implementation. This should be done at the time of design, as thisallows the creation of a comprehensive and proactive monitoring process. Monitoringshould include the following elements:

MONITORING


STEP 5: MONITORING AND

EVALUATION

When preparing a workplace health strategy plan, it is worth structuring the effectsmonitoring process and its tools. The data collection and analysis process should beadapted to the complexity of our implemented program. Monitoring should havecontinuous status and constantly improve our policy or program. He should identifychanging needs and examine employee engagement.

MONITORING PLAN

employee behaviour, satisfaction withhealth-promoting initiatives, theirefficiency and improvement of thecompany's external image. The periods inwhich changes are visible may varydepending on a number of factors: suchas levels of support, commitment,material, financial and personal resourcesof the company. In 3-5 years you cannotice the reductions in absenteeism,injuries and staff compensation costs. Areas that could be reviewed are:»Participation rates» Participant satisfaction» Perceived value» Management commitmentOrganisations may also wish to considerreviewing whether the activityprogrammes are needed any changes inphysical activity levels or are having anyimpact on other areas such asproductivity, efectivness and similar.

Evaluation is the process of measuringand assessing the impact of specificpolicy, strategy or program initiatives.Determining the effectiveness andefficiency of the venture allow forimprovements and generate ideas forfuture actions. The results can also beused to justify and promote the benefitsof an organization's health program -externally as part of CSR.Effective evaluation of the program ispossible by obtaining feedback frompeople who actually benefit from theinitiative. Evaluation can take the form ofa survey process, conducting informaldiscussions or just observation. Healthand physical activity programsimplemented in the workplace may taketime to notice significant changes. After ashort time, you can show changes in type:improvement of team relationships.It may take 1-2 years to start the programbefore real changes are noted, e.g. in

EVALUATION

Ensuring continuous progress should be one of the goals of any strategy. Make sure thatthe program can be continued. Evaluation data is necessary to ensure continuousprogress. Problems specific to the workplacewhich should be considered:1. the reporting structure should be clear to both parties2. feedback is provided early enough to make the necessary changes to the program3. all interested stakeholders are properly involved in the evaluation process andprovide the necessary data4. monitor the impact of the program on the workplace and maintain budget continuity


ACTIVE BUSINESSES PHYSICAL ACTIVITY

PROGRAMME - PRACTICAL EXPERIENCE

88%employees from UK

80% employees from Turkey

73%employees from Poland

Poland

Italy

UK

Turkey

Slovenia

400

300

200

100

0

The Active Businesses consortiumengaged with a large number ofcompanies working is a diverse rangeof sectors, including manufacturing,banking, administration and logistics.the following table shows thebreakdown of participants per countryduring the Active Businesses PhysicalActivity Programme:

E M P L O Y E E S I N V I L V E M E N T

In total we reached over 1252 participants in the programme during the duration of thePhysical activity programme. Drop out was far lower than expected in each country forthe work places based activities.Each country had between 2 and 5 instructors implementing the Physical ActivityProgramme’s in the workplace for 18 Months, most partners completed the programmebetween 1st February 2019 – 31st August 2020.Each partner also looked at running activities outside of the work place and workinghours, this proved more challenging due to financial issues, space issues and reluctanceof employees. On the whole the work place activities were far more successful.

M E T H O D O L O G Y

N O T I C E D S I G N I F I C A N T I N C R E A S E T O T H E P O S I T I V E B E N E F I T S F R O MT H E P R O G R A M M E .



of participants said theywould continue to take part in

this programme if theiremployer offered it.

98%

of participants said they thinkmore businesses should adopt

this programme.

OVERALL OPINION OF ACTIVEBUSINESSES PA PROGRAMME89% of participants said the PA programme was beneficial to them. In TurkeySlovenia and Poland almost all participants agreed, in Italy 70% and the UK 82%.

New for Q1

was the response to the question ‘TheProgramme has made me think moreabout my health?’ In the UK, Turkeyand Poland over 90% said theprogramme had really made theythink more about their health whichcan only been seen as a positive. Italyand Slovenia recorded results ofbetween 60% -70%.

A REAL POSITIVE OF THE PHYSICALACTIVITY PROGRAMME

One of the most surprising butpositive results was the employeesopinions on their own mentalwellbeing after completing theprogramme. Four countries noted asignificant increase in their mentalwellbeing with the UK seeing anincrease of 52%, 85% in Turkey, 70% inPoland and 75% in Italy. InterestinglySlovenia only saw an increase of 24%.

Active Businesses PA programme was also aimed to improve employees generalattitude to physical activity and to see how this could help them in not only theirworking life but also their personal life. Once again the results show the successof the project. In the UK 69% said the programme had increased thier generalattitude to physical activity, 85% in Turkey, 54% in Slovenia, 73% in Poland and80% in Italy.

find out more information on: activebusinesses.eu

96%

physical activity is influenced by a range of factors associated withindividuals, workplaces and the wider environment.the starting point for a planned approach to physical activityinitiatives in the workplace is that of understanding the needs ofthe employees and the organisation.gaining corporate commitment and embedding the initiatives inthe ethos and culture of the organisation, provides the foundationon which the programme or programmes can be built.it is crucial to raise the awareness of senior managers of the rangeof benefits to the organisation that accrue from a more physicallyactive workforce.indicates to the employees that program is not something beingorganised by managers, but rather their own colleagues.the program should be sustainable – a planned approach enables acohesive and longer-term results.performance indicators should be directly linked to theintervention and its elements and objectives dependent on it. Theyshould be the logical consequence of decisions made at each level ofimplementation.qualitative information on the preparation and implementation ofthe program is as important as the result of the program.the amount of evidence regarding environmental conditions andthe effectiveness of such interventions in the internal environmentof employees (workplace) is increasingit is necessary to implement tools that will facilitate datamanagement, data collection and analysis. Shorter onlinequestionnaires are recommendedPA questionnaires should include items about the profession.


RECOMMENDATIONS

External rotationrise and descentCircling

The spine is in a more upright position, the neck is extended.We stretch out our arms completely and stretch and spreadour fingers on our hands. The hands are turned back.

Repeat each exercise 5-8 times.Exercise of the 2nd and 3rdexercises in the final position of the 1st exercise allows us toachieve the natural position of the upper back, spine andthorax. Performing exercises in a natural position is necessaryfor relaxation and prevention of upper back pain.1st Exercise: External rotation. From the initial position, turnthe arm tight with the palm of the hand so that the palm of thehand first turns forward and then if it goes towards the ceiling, hold the end position slightly and return to the initialposition.2nd exercise: rise and descent. When we are in the finalposition of the 1st exercise, we carry out a raise and a drop ofshoulders. We are careful to get the highest possible positionwhen raising, but when we descend, we just relax ourshoulders and do not push them down. Repeat this exercise 5-8 times.3rd Exercise: Circling. In the final position, the 1st exercise isperformed with a shoulder circle. Repeat the rotation 4x in theforward direction and 4x in the back direction.

Shoulder movement: external rotation, rise anddescent, circulation

WORKSITE EXERCISES

Extension of the neckhead and neck rotationssheer

The spine, including the neck, is in the most upright position.With the fingers of one hand we gently touch the tips of thenose.

Repeat each exercise from 5-8 times. 1st Exercise: Extension of the neck. We start the exercise bymoving the head away from the fingers and focusing onposition of our fingers - this position is also called theextension of the neck. After moving the head, we return to thestarting position. 2nd exercise: head and neck rotations. When the head in theneck extension is turned to the right, then to the left andreturn to the initial position of touching the head with yourfingers. In each subsequent repetition we pay attention to thefact that the neck is first extended before starting with a turnof the head. 3rd exercise: sheer. In the position of the extended neck, thehead deflection is performed to the right and to the left..

Head movement: extension of the neck, turns,

deflection


lateral opening of the chestdeflect right and leftlateral flexion right and left with arms above head

Spine is in the most upright position, the neck is extended,abduction.

Repeat each exercise 5-8 times on each side1st exercise: lateral opening of the chest. From the startingposition, we raise right arm above head, and we stronglypull out against the ceiling by spreading the ribs on theright side of the body. Hold the end position of the stretchslightly, focus the view towards the left hand in the groundand return to the starting position. 2nd exercise: deflect right and left. From the initialposition, we perform the lateral flexion first to the rightand then to the left.. Special attention is paid to opening thechest on the opposite side.3rd exercise: lateral flexion right and left with arms abovehand. From the initial position, we perform the lateralflexion first to the left, raising the right arm above head andstrong spreading of the ribs on the right side of the body.Keep the position slightly and return to the startingposition.

Lateral flexion

WORKSITE EXERCISES

circling back, opencircling forward, open

The spine is in the most upright position, the neck isextended, the hand adduced, the palms are backward(pronation, supination) the fingers strained.

Repeat each exercise 5 times1st exercise: circling back, open. From the starting position,we turn the circle backward. Repeat this exercise 5 times.2nd exercise: circling forward, open. From the startingposition, we turn the circle forward..3rd exercise: Hand circumduction, right, closed. From thestarting position, we turn the circle to the right.4th exercise: Hand circumduction, left, closed. From thestarting position, turn it to the left..

Arm circles

https://activebusinesses.eu/activities/

Watch the video:


WORKSITE EXERCISES

rotationcatlateral extension

Spine is in the most upright position, the neck is extended,abduction.

Repeat exercise 4-5 times

1st exercise: rotation. From the initial position, we performgentle torso rotations to the right and left. The head andthe view should follow the movement of the body. Repeatthe drill 6-8 times.2nd exercise: cat. From the initial position, lean on yourhands, where this weight is placed between the arms andlegs, we perform bends and ejects the entire spine - the cat.Repeat this exercise 5 times.3rd exercise: lateral extension. Leaning on your hands weperform the lateral extension of the spine right and left.During the extension, we focus our eyes on the pelvis andtry to gently approach the pelvis to the head. Repeat thisexercise 4-6 times.

Spine movement

roaring forward-backpelvis movement left and rightcirculation of the pelvis to the right and to the left

The spine is in the most upright position, the neck isextended, the arms are arbitrary (on the shot are hands inthe side).

Repeat each exercise again 6-8 times.1st exercise: roaring forward-back. From the initialposition, we perform the pelvis movement forwards andbackwards. Repeat the exercise again 6-8 times.2nd exercise: the right-left left. From the initial position,we perform the pelvis movement left and right. Repeat theexercise again 6-8 times.3rd exercise: From the initial position we perform thecirculation of the pelvis to the right and to the left. Repeatthe exercise 5 times in each side.

All exercises of the movement of the pelvis are initiallyperformed with a smaller amplitude and with the regularexercising gradually increasing. At the onset of pain in anyarea of the hip, pelvis or spine, the motion amplitude isreduced to the extent that the pain is no longer present.The purpose of the set is the gradual release of the tensionaround the pelvis.

Pelvis movement


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Extensionabductioncircumduction

The exercise is carried out in a standing position on one legwith additional support of the arm for a better balance. Thespine is in a more upright position, the neck is extended.

Repeat each exercise 5 -8 times in each side. All movementexercises in the hip joint are initially performed with asmaller amplitude in order to fully understand the uprightposition of the torso, which does not participate in themovement of the hip joint.1st Exercise: Extension. From the initial position we carryout the extension in the hip joint by pushing a slightlyflexed leg back. In doing so, we must ensure that we do notmove the pelvis or the position of the spine. Repeat 6-8times on each side.2nd Exercise: abduction. Starting from the initial position,we pushing a slightly flexed leg away from the standing leg.Be careful not to move the pelvis or the position of thespine.3rd Exercise: adduction. From the initial position we carryout adduction, so that we move slightly flexed leg in frontand over the standing leg. Be careful not to move the pelvisor the position of the spine. Repeat this exercise 6-8 timeson each side.4th exercise: circumduction. From the initialposition, we make a circling with leg clockwise andcontraclockwise.

Hip movement

WORKSITE EXERCISES

The exercises are carried out seated, the spine is in the mostupright position, the neck is extended.

1st exercise: rotation: the hands are on the thighs in theinitial position. We additionally activate the gluteusmuscles and turn to the left. When turning, we help withthe push of a hand to increase the stretch. Rotate the turn tothe right. Repeat the exercise 6 times on each side.

At the onset of pain in any area of the spine, we reduce theamplitude of movement to the extent that the pain is nolonger present. The purpose of the assembly is to graduallyrelease the tension in the spine.

Spinal rotation


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Opening the fistStretching of the palms and forearmsCirculation of the fistOpening the fist

The exercise is carried out in a standing position.

1st exercise: opening the fist: Let's do the fist, then pull outthe fingers as quickly as possible. Exercise is carried out 30times as fast as possible, but we pay attention to the exactexecution of the fist flexion and extension. Palmcircumduction can be carried out simultaneously.2nd exercise: stretching of the palms and forearms: armsin flexion, extend out the palms and the forearms with afully extended arm. Repeat the exercise with the otherhand. We keep in the stretch for up to 8 seconds.3rd Exercise: Stretching the palms and forearms 2: arms inflexion horizontally gradually flex palm the palm to themaximum position. In the stretched position we insist 8seconds.4th exercise: circulation of the fist: arms in flexion wemake the fist and perform the circumduction of the fist onthe right and the left with both hands simultaneously.Repeat the exercise four times in each direction.5th Exercise: opening the fist: Let's do the fist, then pullout the fingers as quickly as possible. Exercise is carriedout 30 times as fast as possible, but we pay attention to theexact execution of the fist flexion & extension. Palmcircumduction can be carried out simultaneously.

WORKSITE EXERCISES

Underarm and fingers movement


Watch the video:



BEST

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KRKA, SLOVENIA “BIKE TO WORK”, DENMARK

This pharmaceutical company has a clubcalled ‘Trim Klub Krka’ which organizesvarious activities for employees. Boththose requiring increased physicalactivity and those relaxing. It divides itsactivities into three basic groups:- relaxing activities including swimming,pilates, cardiovascular and heartstrengthening exercises, aerobics, skiingand other recreational - sports - boththose organized by them every year andlarge sports events- national andinternational competitions. As you cansee, there is a whole range of exercisesand activities available for employees,so everyone has the opportunity to tryout many options and find something forthemselves. Thanks to this program andthe employees’ attitude towardsexercises, the company can boast ofmany trophies obtained in manycompetitions and in various sportsdisciplines.

The aim of the campaign was toencourage people to travel to andfrom work by bicycle to improve thephysical and mental health of Danishworkers. It all started in May 2010. Theparticipants of this program mergeinto groups of 4 to 16 people. Usuallythese are groups of peoplecooperating in a given company.Themore days you ride your bike, thebetter your chance of winning a prizein the international competition.Lucky winners can count on veryattractive prizes. In one of theeditions, the prize was a trip aroundthe world for all players on the teamor another prize prepared bynumerous sponsors. This action enjoysconstant and unflagging popularityamong company employees, and theoriginal and valuable prizes are anexcellent motivation to give the bestof themselves.

SMARTRUN/FINANCERUN, LUXEMBURG

These are two sports events organizedby theLuxembourg Athletics Federation andthe Running Nation Club. These arerunning competitions for companyemployees. The company has arepresentation consisting of severalemployees. Prizes are provided forindividual members of therepresentation as well as for entirecompanies, so everyone is doing theirbest to achieve the best results.Thanks to this, many company teamshave been created, trainings ofemployees are organized. Thanks toindividual awards that increaseemployee’s motivation, they exercisenot only at work but also at home.

“PROMO@WORK”, FINDLAND

This program was launched in 2016. Itconsists in the promotion of broadlyunderstood physical activity in theworkplace by companies. With the helpof doctors, specialized trainers,physiotherapists and psychologists anumber ofrecommendations were made to Finnishcompanies. This also includes exercisesfor employees to strengthen neck andspinal muscles and exercise sets that canbe done while sitting at a desk to relaxtense muscles and relax a while. Simplebut effective exercises, which everyemployee is able to perform on hisor her own at home without the use ofspecialist equipment, have not beenforgotten either

BEST

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This program has already been runningfor several years and has been organizedby the Ministry of Economy andTransport. Later (2008) it was taken overby the Hungarian Cyclists Club (HCC). Thisaction was organized with a view toimproving physical fitness and activatingcompany employees. Campaigns takingplace several times a year are carried outunder newer and newer slogans, whichallows to present various advantages ofcycling. The action is to collect the milesyou've driven on your bike. Employeeswho take part in this program can mergeinto groups, thus increasing the numberof kilometers driven and encouraging newpeople to cycle. This action attracts a lotof companies and other organizations thatcan easily become sponsors. Among themwe can find: Mastercard, McDonalds,Hungarian post office and railway. Thesecompanies usually donate things that arelater rewards for the groups that have themost kilometers travelled. These awardsare an additional motivation for companyemployees. Another benefit ofparticipating is the opportunity to get afree breakfast.

“CYCLING TO WORK”, HUNGARY“LA COURSE DE LA DIVERSITE”(THE RUN OF DIVERSITY), FRANCE

This initiative, managed by the FédérationFrançaise du Sport d’Entreprise – FrenchFederation of Sport within Enterprises(FFSE) was created to activate employeesof different companies, regardless of sizeor number of employees. Since 2014,competitions have been introduced, whereyou can take part in several competitionsrelated to walking or running and mixedcompetitions. These competitions takeplace at different distances, so that peoplewho are athletic and interested in thesedisciplines can take part, as well asamateurs without experience. All costs ofemployees joining the race are covered bythe represented companies. The trainingprogram is entirely dependent on thecompany. You can organize professionaltrainings or train on your own. There arealso companies that do not preparethemselves at all. If a company decides toorganize a professional training, it receivessupport from the FFSE, consisting in thepresentation of trainers, grants andadvice.

UNIVERSITAT DE VIC-UNIVERSITAT CENTRAL DE

CATALUNYA, SPAIN

This university was commissioned tocreate an application linked to a websitethat would encourage employees to walkaround. This was because when anemployee registered on a given website heor she was given a variety of challengeswhich gradually increased the level ofphysical activity. Participation wasentirely voluntary and did not involve anyprizes. The website provided motivationmaterial to meet further challenges andstrategies that could help beginners. Italso allowed to share with other userstheir achievements and the number ofsteps that have been taken.

ERICCSON, POLAND

Since 2011, the company has beenrunning a cycling rally on the Kraków-Łódź route. Every year during the charityrally funds are raised for apredetermined purpose. Usually, thecollection of money takes place on anauction basis, where the pupils ofvarious foundations prepare their works,which are then auctioned off, and themoney obtained from their sale isentirely allocated to the chosen purpose.Among Ericsson's employees there arealso enthusiasts of other sports andrecreation areas. Mountain hiking orfootball lovers will find here clubs to jointo share their passion with others,including the mountain club “Alt”


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Cyclescheme - this is a commutingprogram for employees of companiescommuting by bike. But it is not aboutrenting bikes. The NHS came up with anew, revolutionary idea. Initially it was alocal idea, but since 2010 it has beenavailable to the public in the UK. Itconsists in the fact that an employee whoneeds a bicycle or other accessoriesneeded for cycling (e. g. helmet, reflectivejacket, etc.) report to his employer andgive him a list of things he needs. Once ithas been approved by the employer, thecompany buys the necessary equipmentand hands it over to the employee whoapplied for it. The fee for this equipmentcomes from the employee's salary and isspread over 12 months. Each month, thefixed amount is automatically deductedfrom the employee's salary andtransferred to the company from whichthe equipment was bought. Companiesselling bikes and accessories that havejoined the program give discounts tobuyers, so the employee can also savemoney. This is often around 10%-15% ofthe starting amount.

NHS, GREAT BRITAINASL TORINO 4 – MUNICIPALITYOF SETTIMO TORINESE, ITALY

Since 2011 the company has beenpromoting fitwalking among itsemployees. Fitwalking is a form of walkingthat draws attention to the mechanics ofmovement, which increases walkingefficiency. Initially, training courses inthis area were held at the company'sheadquarters, allowing employees to getacquainted with the subject and decide tojoin the exercises. In the next phase therewere shows and trainings withprofessional fitwalking coaches. As aresult of the great interest andinvolvement of employees, groups forwalkers were created, which were activeoutside working hours, so it did notinvolve a reduction in working time. Theseclasses are free and open to everyone.They do not require the use of specialistexercise equipment, so they do not exposethe company to increasing costs. Classesare held in the open air, which helps torelax. It also leads to closer ties betweenemployees, which translates intoincreased productivity at work.

EUGESTA, LITHUANIA

This company has focused on activating itsemployees during working hours. It offersthe possibility to raise your desk so thatyou can work standing at it, which preventsyou from sitting for hours in one position.Exercises that can be done at the desk andthat have a relaxing effect on the body arealso promoted. The company provided itsemployees with basic equipment forexercises such as mats, exercise bars, etc.There are short breaks during which it ispossible to perform a pair of types ofexercises to relax and get rid ofaccumulated fatigue. These classes areconducted on their own or with a group ofother employees, often take place incorridors. After lunch there was also abreak for a short nap.

SVAROVSKY IN ZURYCH,SWITZERLAND

The company assumed that theactivation of employees should becarried out by employees. In this way,there were exercises conducted byemployees for employees. If someonewants to teach yoga, zumba or justexercises, they can. Admission is free ofcharge and the company provides asuitable room. This way, no one feelscompelled to participate, and you canfind people who also share yourunusual passion for original physicalexercise.


Sample survey for the employees

On Average, how much time do you spend walking in a typical week?

In a typical week, on how many days do you take part in any sport or physical activity? (For example, swimming, cycling, aerobics, dance, yoga, sports, or working out at a gym.)

How do you mainly travel to and from work?

In a typical day how much time do you spend sitting or reclining ?

< than 1 hour

1 - 2 hour

2-6 hours

6-12 hours

12-24 hours

24 hours +

not at all

1 day

2 days

3 days

4 days

5 days

Publictransport

Cycle

Car

Walk

Work at home

< than 1 hour

1 - 2 hour

2-4 hours

4-6 hours

6-8 hours

8 hours +

Sample forms and questionnaires that you can use to prepare a programfor your company can be found on the website activebusinesses.eu


Sample survey for the employees

How would you rate your current level of physical condition?

very good rather badgood

bad

During a usual week, on how many days do you consume 5 portions ormore of fruit and vegetables?

not at all

1 day

2 days

3 days

4 days

5 days +

How many glasses of water or other liquids do you drink during theworking day?

When you are at work, are you mainly....

0

1-2

3-4

5-6

6+

Standing up

☐

Sitting down Walking about


Sample survey for the employeesIf the following physical activity initiatives were offered at work, tailored toyour needs and executed by an expert, how likely would you be to take part oruse them?

Talks and presentations on physical activity by health professionals

YES NO I DO NOT KNOW

Access to weekly physical activity messages via e-mail and/or bulletin boards


Sport or activity clubs, e.g. walking, football or badminton


Flexible working hours to allow for physical activity before, during and after work


Use of showers, changing facilities, lockers and storage facilities


A company bicycle pool for use during lunch breaks and for making short journeys to meetings



Active Businesses

BIBLIOGRAPHYEU publications. Physical activity at theworkplace. Literature review and bestpractice case studies : a final report to theEuropean Commission - Study 2017.link:https://publications.europa.eu/en/publication-detail/-/publication/9fc2b8a0-e537-11e7-9749-01aa75ed71a1/language-en/format-PDF/source-56006094

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Physical activity fact-sheets for the 28European Union Member States of the WHOEuropean Region, World HealthOrganisation 2018link:http://www.euro.who.int/__data/assets/pdf_file/0005/382334/28fs-physical-activity-euro-rep-eng.pdf?ua=1

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Commission's Eurobarometer survey onsport and physical activity, 2018link:https://ec.europa.eu/sport/news/2018/new-eurobarometer-sport-and-physical-activity_en

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Guide to Promoting Health and Wellbeingin the Workplace, Australian CapitalTerritory, Canberra, August 2016link:http://www.healthierwork.act.gov.au/wp-content/uploads/2015/01/Guide-to-Promoting-Health-and-Wellbeing-in-the-Workplace-2016.pdf

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Physical Activity in the Workplace A guideto promoting physical activity in theworkplace. Compiled by Waterford SportsPartnershipLink:https://www.waterfordsportspartnership.ie/pdfs/workplacebooklet.pdf

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Good practices (out of our project):https://www.cyclescheme.co.uk/employers; www.miesiecznik benefit.pl/rozwoj/benefity /news/aktywni-bardziej-zaangazowani/;http://www.eugesta.com/about-us/news/eugesta-beactive-workplace-award-winner;

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Good practices (out of our project):http://www.cyclingembassy.dk/2010/05/17/denmark-is-biking-to-work/;https://www.ttl.fi/tutkimushanke/promo-at-work/; https://okotars.hu/en/cycle-work-success-hungary;http://smartrun.eu/

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