Changing the working routines through active breaks: perception vs experience

Purpose: UP150 is an office concept developed for the worksite health promotion. In particular, the UP150 aims to reduce desk workers’ sedentary behaviors (SB) through active breaks (ABs) and movement inserted during the usual workflow. The UP150 demonstrated its efficacy in promoting active lifestyles and well-being in the office environment. As it can represent an innovative way to re-think the working routines, it is necessary to investigate the perception of the ABs in the work context. Hence, the present work aims to detect whether workers of companies located in Lombardy (Italy) perceive ABs differently than workers of a company in which the UP150 (located in Lombardy) concept has been experienced. Methods: A comprehensive survey was meticulously crafted, consisting of a first part of responses tailored to the sample description and a second part with a 5-point Likert scale. The 18 items that composed the second part of the survey were condensed into four main domains: external perception, internal perception, effects of the sitting position, and practical possibility. The survey was distributed to the employees of UP150 and several private companies. Results: A total of sixty-three responses were collected from the UP150 company (UP150), and seventy-six were collected from other Lombard companies (LC). The sample presented an equal composition for age (UP150:38,7 ± 9,6; LC:44,2 ± 11,7) and gender (UP150:40% males, 57% females; LC:41% males, 58% females). UP150’s employees worked prevalently on-site (UP150:87,3% vs LC:32,9%) and spent less time prevalently seated during working hours (UP150:39,7% vs LC:52,9%). Moreover, the survey confirmed that UP150’s employees are more engaged in active breaks (UP150:40% vs LC:18,8%). Nevertheless, no significant differences have been detected between the two groups in the four main domains. UP150 and LC employees reported high consciousness about the adverse effects of prolonged sitting, had a favorable opinion of active breaks during the working day (both internal and external perception), and perceived positive the potential increase of ABs opportunities in their company. Conclusions: In conclusion, the companies in the Lombardy region have a positive attitude towards active breaks even if not directly experienced, and the UP150 direct experience does not modify this perception. Hence, implementing a work health promotion program, like the UP150, could be a good strategy to introduce ABs positively in the work context.