The Evolution of Resilience: Human Sustainability in the Modern Workplace

Wellbeing and Resilience in Porto

Last year, I had the privilege of speaking to 3000 people at Happiness Camp in Porto about wellbeing in the workplace . I shared insights on how organisations can balance stress, satisfaction, happiness, and purpose , the four key indicators of sustainable human performance . The week was memorable in many ways, including disruption caused by a nearby forest fire, which meant attendees had to show resilience in the face of unexpected challenges , a reminder that no matter how well we plan, unpredictability is inevitable.

Why Resilience Alone Isn’t Enough

For most of my career, resilience was framed as the ability to endure pressure, adapt quickly, and keep performing no matter what. That perspective served me in some ways, but recent experiences, including a cancer diagnosis, a knee injury, and redundancy, taught me that endurance alone is not enough. True resilience must be paired with empathy for yourself, others, and the systems in which you work. I call this empathetic resilience.

That experience, along with surgery on my knee (deep holes drilled into my exposed bone), and ultimately being made redundant, reshaped how I think about strength. These moments didn’t change what I value, they reinforced it. They gave me clarity on the importance of designing workplaces that are human-centric and sustainable, which I continue to focus on in my consulting and presentations.

Empathetic resilience is about recognising limits and designing environments that support sustainable performance . It is not a soft skill or temporary fix, but a shift in mindset that values human experience as much as output. Organisations that embrace it understand that employees thrive when they feel seen, supported, and able to engage fully with their work.

Wellbeing Drives Performance

Evidence supports this. Research from the University of Oxford’s Wellbeing Research Centre shows that higher levels of employee wellbeing , including satisfaction, purpose, and stress management , are positively associated with organisational performance. Companies with higher wellbeing see employees achieve goals more consistently and adapt more effectively to change. At my previous employer LinkedIn, for example, internal data has consistently shown that teams with higher engagement and wellbeing scores outperform peers in both delivery and retention. This demonstrates that human sustainability is not only ethical, it is strategic. 

Empathy in Action

Putting these ideas into practice can be highly tangible. I ran a workshop with a large retail company’s entire TA function, where we explored candidate experiences through empathy exercises. Teams put themselves in the shoes of candidates from different, less-represented demographics, identifying barriers and considering ways to remove them. The exercise shifted perspectives and highlighted the importance of designing processes that are inclusive, thoughtful, and human-centric . This is exactly the kind of applied empathetic resilience that turns theory into meaningful change.

Key Insights for Leaders

– Create systems that support human sustainability. Challenge cultures that reward endurance at the expense of wellbeing and design workflows that enable reflection, recovery, and growth.

– Invest in skills-based thinking and emotional intelligence. AI and technology will continue to reshape roles rapidly, but the human ability to understand, empathise, and adapt remains irreplaceable.

– Measure success beyond outputs. Track how your people experience work. Satisfaction, belonging, and purpose are as important as performance metrics.

The Future of Human Sustainability

The evolution of resilience calls for a broader view of what it means to be strong. Endurance is not enough. Empathy, insight, and systemic support are what sustain individuals and organisations through uncertainty. When organisations integrate human sustainability into their operations, they not only protect employees’ wellbeing but also improve business outcomes.

Across Europe, the conversation is shifting. Organisations are beginning to understand that thriving employees drive thriving businesses. Discussing these ideas with leaders from across the continent highlighted a shared desire to build workplaces where people feel supported, empowered, and capable of achieving their best . Being given the all-clear and now cancer free reminded me that true resilience only works when it is paired with empathy, for yourself, for others, and for the systems in which you work. Empathetic resilience is the bridge between human experience and organisational success , enabling us to bounce forward rather than bounce back in the face of uncertainty, and creating workplaces where people and businesses flourish together. 

by Danny Stacy, Head of Talent Intelligence @ Indeed UK

Riddhima Kowley, Global Head of Wellbeing at Nokia joins the Executive Council

We believe the future of work depends on the courage of those who are willing to reshape it.
Today, we welcome one of the most transformative voices in global workplace well-being: Riddhima Kowley, Global Head of Wellbeing at Nokia, joining Happiness Camp 2026 as part of our executive council and invited specialists.

Riddhima has been pioneering a vision that is gaining momentum across organizations worldwide:
well-being is not a perk, it’s a performance strategy.
A driver of results, innovation, and culture. A structural shift that asks leaders for more humanity, more presence, and more courage.

As she shared in her Executive Council interview:

“I’m on a mission to reframe well-being as the fuel to business performance. I shine brightest in courageous, heart-centred conversation spaces.”

It’s this clear and urgent vision that we’re bringing to the Happiness Camp 2026.

Who is Riddhima?

Riddhima holds one of the most relevant global roles in corporate well-being and has been reshaping Nokia by integrating well-being into the company’s strategic decision-making, influencing culture, leadership, and human impact.

Her work is anchored in intentionality.
The focus is simple, yet demanding:
how do we build organizations where people thrive, not just produce?

In her conversation with us, she shared deeply human insights:
• The importance of intentional pauses throughout the day, “Pause, breathe and sigh”
• The power of human connection through small rituals, like sharing a hug or a meal with colleagues
• And the need to rethink reward systems based solely on individual achievements

A perspective that is honest. Clear. And necessary.

What to expect at HC 2026?

Riddhima joins a global group of leaders redefining the “S” in ESG, the future of leadership, and the role of well-being in organizational performance.
We will soon share more about other world leading professionals that will join Riddhima in the executive council.

For now, we simply want to celebrate:
Happiness Camp 2026 just became even more human, more courageous, and more transformative.

A signature message

In her own handwriting, she left us a sentence that captures her vision and marks a turning point for all of us:

“Well-being is a performance multiplier. Not a perk.”

And that’s exactly it.
The future of work won’t be built through perks, but through consciousness, strategy, and humanity.

Welcome, Riddhima.
The Reset is in motion.
And you are an essential part of it.

The End of Toxic Positivity: Why “Good Vibes Only” Is Making Your Team Miserable

A thoughtful woman sitting at her desk, looking concerned and reflective, symbolising the impact of toxic positivity in the workplace.

In many workplaces, phrases like “good vibes only” or “keep it positive” are used as rallying cries to maintain morale. As a manager or HR professional, you might be encouraging positivity with the best intentions. After all, who doesn’t want a happy, upbeat team? But forcing an always positive attitude can backfire. In fact, this kind of toxic positivity, the practice of shutting down any “negative” emotions or feedback, often ends up stifling honesty and harming employees’ well-being. Under a relentless “good vibes only” rule, people start to feel they can’t speak up about real issues, and that can leave your team feeling frustrated, unheard, and yes, miserable.

What Is Toxic Positivity?

Toxic positivity refers to an excessive, insincere optimism that dismisses or invalidates any negative feelings. It has been described as “the unchecked insistence on good vibes at all costs.” Essentially, it’s pressure to smile through exhaustion, to reframe every setback as a growth opportunity, to stay upbeat no matter what. While staying optimistic has its benefits, there’s a fine line between looking on the bright side (which is healthy) and repressing the dark side (which is toxic). Toxic positivity crosses that line by treating any stress, concern, or criticism as something to be avoided or “fixed” with a platitude. It’s not the same as genuine optimism or resilience. Instead, it denies the reality of painful events and negative emotions in favor of pretending everything is okay.

Psychologists note that toxic positivity is basically emotional suppression dressed up as encouragement. You might hear it in well-meaning phrases like “It could be worse,” “Don’t be so negative,” “Just look on the bright side,” or the classic “good vibes only.” These remarks usually come from a desire to help or keep the peace. However, by ignoring or brushing aside painful feelings, toxic positivity actually thwarts people’s ability to process challenges and deal with them in a healthy way.

Key point: Positivity itself isn’t the enemy. Forced positivity at the expense of truth is. A truly healthy workplace encourages optimism alongside honesty, not at its expense.

Why “Good Vibes Only” Culture Backfires

Insisting on perpetual positivity might create a superficial calm in the short term, but beneath the surface it often breeds silence, stress, and disengagement. Here’s why a “good vibes only” culture can make your team miserable:

  • It Silences Honest Communication: When positivity becomes the only acceptable emotion in the office, employees quickly learn to hold back anything that isn’t upbeat. The unspoken message is “Keep it light. Don’t bring the heavy stuff here.” So people oblige. They withhold their real feelings, concerns, and feedback. Over time, that silence erodes trust and team cohesion. Problems fester instead of being addressed. As one leadership coach put it, “people can’t genuinely move forward until they’re allowed to sit with what’s hard.” A good-vibes-only rule takes away that permission.

  • Psychological Safety Vanishes: A workplace steeped in toxic positivity often lacks psychological safety, the feeling that you can speak up or fail without fear. If employees don’t feel seen or heard when something’s wrong, they’ll stop sharing bad news or new ideas altogether. Research backs this up. A recent study found that teams led by managers who dismissed negative emotions were significantly less likely to raise concerns about failing projects. In other words, when people feel pressure to “stay upbeat,” they stay quiet instead. Small issues stay hidden and snowball into big ones, hurting both morale and the bottom line. Without an environment where all feelings (even uncomfortable ones) can be voiced, performance doesn’t soar, it stalls.

  • Trust and Engagement Erode: Ironically, forcing constant positivity can make employees lose trust in leadership. When every challenge is met with a sunny platitude, people eventually stop believing the message and the messenger. Studies show that employees subjected to excessive “cheerfulness” during times of change reported significantly lower trust and engagement at work. They perceived the relentless optimism as inauthentic. Co-workers might start wondering, “Do our leaders actually care or understand what’s going wrong?” If the answer seems to be “no,” engagement plummets.

  • Emotional Pressure Leads to Burnout: For individual team members, toxic positivity can be emotionally exhausting. Bottling up stress and frustration behind a forced smile takes a toll. Team members may appear to “handle it” on the outside while quietly burning out on the inside. Experts warn that when we “push aside normal emotions to embrace false positivity, we lose capacity to deal with the world as it is.” In other words, denying legitimate feelings doesn’t make them go away. It makes us less resilient. Over time, suppressed emotions have a way of surfacing as fatigue, anxiety, or disengagement. Studies even link habitual emotion suppression to worse health outcomes. People who regularly hide their negative feelings tend to experience more stress, more negativity, and even a weakened immune response. Far from making the team “tougher,” a good-vibes-only policy can leave everyone drained and demoralized.

  • Authenticity and Innovation Suffer: A “positive vibes at all times” culture doesn’t just mask problems. It can also smother innovation and growth. When employees don’t feel safe to say “This isn’t working,” mistakes and bad ideas persist longer than they should. Team members become risk-averse and stick to the status quo, because raising a controversial point might be labeled as “negative.” By contrast, the most innovative teams thrive on candid feedback and a mix of perspectives. When people finally feel safe to share what’s not working (not just the good news), you unlock trust, accountability, and meaningful connection. These are the real building blocks of a strong culture. In such honest environments, problems surface sooner and innovation flourishes, not because everyone is endlessly positive, but because they feel safe enough to speak up and take necessary risks.

It’s telling that the hashtag #ToxicPositivity has gained millions of views on social media, filled with stories from employees fed up with faux positivity. In one viral example, an employee told her boss she was overwhelmed, and the response she got was a link to a mindfulness video and an instruction to “find the lesson.” The only lesson she learned? Don’t speak up again. These real-world tales underline how an atmosphere of “good vibes only” can quietly breed resentment, fear, and misery on a team.

Actionable Strategies: Fostering a Healthier, More Authentic Team Culture

Breaking the toxic positivity cycle doesn’t mean letting people gripe endlessly or abandoning optimism. It means creating a workplace where positive thinking and honest reality checks coexist. Here are some actionable strategies for managers, HR leaders, and wellness practitioners to consider:

  • Invite Real Talk (Not Just Cheerleading): Make it a habit to ask questions that give permission for honesty. For example, in team meetings, balance “What’s going well?” with “What’s weighing on us right now?” When you explicitly invite people to share challenges or concerns, you signal that it’s safe to bring up the “heavy stuff.”

  • Normalize Discomfort: Remind your team that it’s okay to not be okay sometimes. If someone voices a frustration or worry, resist the urge to immediately shut it down or “fix” it. Instead, listen and acknowledge the difficulty. By giving people space to name what’s hard, without rushing to a solution, you validate their experience. This doesn’t spread negativity. It builds trust by showing that everyone has a voice, even on tough topics.

  • Respond with Empathy, Not Platitudes: Encourage leaders to practice empathy when employees share struggles. That might mean saying “I understand this is difficult, thank you for telling me” rather than “Look on the bright side.” Training managers in basic emotional intelligence or emotional literacy can be hugely beneficial. When people feel heard and understood, they’re more likely to stay engaged and work with you on solutions. Remember, a quick “stay positive” pep talk can feel dismissive. Often what people need first is to feel heard, not “cheered up.”

  • Treat Negative Feedback as Data: Shift your mindset to see complaints or bad news as useful information rather than threats. If an employee voices a concern, thank them and dig deeper. What insight does this feedback reveal? Even uncomfortable emotions are data that leaders can learn from. Approach issues raised by the team like a detective, not a disciplinarian. By framing problems as “data points” or opportunities to improve, you remove the stigma from discussing negatives. This approach helps root out small issues before they become big failures.

  • Model Healthy Positivity: Leadership sets the tone. Managers should model what balanced, healthy positivity looks like. That means being candid about challenges (“Yes, this project has hit a snag”) while maintaining optimism about overcoming them (“And I’m confident we can find a solution together”). Healthy positivity does not exclude suffering or disturbance. Instead, it integrates it, trusting that people can find a way forward through challenges. When your team sees you stay hopeful and honest, they’ll feel permission to do the same.

  • Build Psychological Safety: Finally, make it your mission to cultivate an environment of trust. Reinforce that no one will be punished or labeled “negative” for raising a concern or admitting a mistake. Celebrate people who identify problems or ask hard questions. This is the behavior that ultimately saves projects and drives innovation. By explicitly valuing truth-telling alongside positivity, you create the psychological safety that underpins high-performing teams. Over time, your team will realize that they won’t be shot as messengers of bad news, and they’ll bring issues to light early, when you can actually address them.

Implementing these strategies can gradually shift your culture from one of forced smiles to one of authentic support and resilience. It’s not about encouraging negativity. It’s about making room for reality. When you do, you’ll find that your team becomes more positive in a genuine way. People will be more connected, trusting, and motivated when they know they can be real with each other.

Conclusion

Toxic positivity in the workplace ultimately benefits no one. It creates a veneer of harmony while undermining the very foundations of a healthy team. By putting an end to the “good vibes only” mandate, you’re not inviting pessimism. You’re inviting truth, trust, and growth. Teams that embrace a full range of emotions, the wins and the woes, end up stronger and more successful for it. When organizations stop mistaking constant good vibes for actual good culture, something powerful happens. Teams become more honest, trust goes up, problems surface sooner, and innovation flourishes. In short, allowing your team to share bad news and tough feelings doesn’t drag the vibe down. It lifts everyone up in the long run, because people feel seen, supported, and united in facing reality together.

Empathy, openness, and authenticity are the true antidotes to toxic positivity. By leading with these values, you’ll cultivate a workplace where employees can be genuinely happy, not because they’re forced to say “everything is fine,” but because they know they’re valued, heard, and helped through the hard times. And that kind of happiness, built on trust and understanding, is far more durable and productive than any slogan on a motivational poster.

Happiness Camp 2026

Happiness Camp 2026 is your reminder that it’s time to reset the way we work and to build spaces where the human experience is not hidden, but honoured.

We don’t believe in “good vibes only.” We believe in real vibes.
In rest. In reflection. In spaces where you can be both joyful and overwhelmed. But still belong there.

Because true happiness isn’t pretending everything’s fine.
It’s knowing you’re allowed to be human, especially at work.

Ready to rethink work?
Join the movement.
The Reset is coming and it starts with you.

Portugal. September 2026.

Coca-Cola’s ‘BORA Jovens: Partner with Us to Open Doors for Youth Employment at Happiness Camp!

This year in Happiness Camp, Coca-Cola is looking for partners to integrate young people in the labour market!

‘BORA Jovens is Coca-Cola’s youth employability program, implemented by Fundação Ajuda em Ação in Portugal. Since its launch in 2021, the goal is to train and place young people, aged 18 to 25, who are at risk of social exclusion, into the job market. In 3 years, we’ve empowered more than 600 young people and over 200 already entered the job market.

Our mission, together with our integration partners, is through ‘BORA Jovens creating equal opportunitiesto access the job market with a particular focus on helping young people from disadvantaged backgrounds gain the employability, skills and confidence they need to succeed.

‘BORA Jovens alongside ‘BORA Mulheres, female entrepreneurship program, are part of the Coca-Cola “This is Forward” sustainability action plan and they sit at the heart of our long-term strategy and sets out the actions we are taking forward with our local communities, with the support of powerful partnerships that inspire and engage our purposes. One of our goals in the Society pillar of “This is Forward” is to support the skills development of 500,000 people facing barriers in the labour market by 2030.

Can you open doors to young people in your company and help the community? Join us @’BORA Jovens stand in Smile Hub and we’ll share a coke or contact borajovens@ajudaemacao.org

Vestas: Leading the Way to a Sustainable Future with Innovative Energy Solutions and Human-Centric Values

With the vision to become the leader in sustainable energy solutions, Vestas is at the forefront of the transition to a more sustainable world.

At Vestas we design, manufacture, install, and service wind turbines across the globe. We have installed +177 GW of wind turbines in 88 countries, more than any other company in the world. Our sustainable energy solutions have already prevented 2.1 billion tonnes³ of CO₂ being emitted into the atmosphere .  

With more than 30,000 employees worldwide, human sustainability is also a core value at Vestas. The company is committed to be the safest, most inclusive and socially-responsible company in the energy industry. In 2022 we were named the Most Sustainable Company in the World in the 18th annual ranking of the world’s most sustainable corporations, published by Corporate Knights. In 2023 and 2024, we repeated as the Most Sustainable Energy company in the World in the same ranking.
Our strategy includes ensuring safe and healthy working conditions for our employees, promoting diversity and inclusion, talent development and fostering local economic development. Vestas’ initiatives aim to empower people and improve their quality of life, aligning with the broader goals of sustainable development.

By prioritizing human well-being, Vestas not only contributes to the fight against climate change but also supports the creation of resilient and thriving communities.

Through innovation and responsible business practices, Vestas continues to lead the way in sustainable energy demonstrating that the path to a greener future is also a path to a more equitable and sustainable world for all.

by Vestas

B

Can happiness be skill-based?

Happiness is at the core of human existence.
Pursuing happiness considerably shapes our lives: our decisions, relationships, and even careers.

What do you need to be happy?
This is an apparently easy and simple to tackle question. Or is it?

A core aspect of happiness is the perception of control over our circumstances.
We may not have complete control over what happens to us, but we do in how we respond. So, a core feature of happiness is the skills we develop that enable us to respond adequately to life events.

Do you want to be happy?
Before you buy your next “Top 10 Tips for Happiness book”, consider investing in your PACE profile skills:
 Problem-solving: adds resourcefulness, making you feel competent and capable in managing challenges
 Adaptability: adds flexibility and resilience, resulting in greater emotional robustness
 Creativity: gives you a sense of agency and freedom over your life
 Empathy: enhances your self-knowledge and your connection to others

PACE profile skills will strengthen your resilience, purpose, and mindset, providing a strong foundation for happiness (and success). At Next Level Corporate, we do this by developing insightful and engaging training programs for teams and corporations, enhancing their development.

Remember: invest in your skills because happiness is not given; it is nurtured.
A happy ship, just like a happy life, requires a robust structure, a clear vision, and a cohesive crew to navigate the winds, waves, and currents.

Celso Costa
Founder and CEO of Next Level Corporate

The Role of Great Leaders in Organizational Success

In all organizations, the role of the leader is fundamental to the success of the team and the overall performance of the company. Great leaders possess unique qualities and characteristics that set them apart, allowing them to inspire and guide their teams to achieve extraordinary results. By understanding these qualities, aspiring leaders can learn to become exceptional leaders and create excellent workplaces and successful companies.

7 unique qualities and characteristics from Great leaders

  1. Empowerment and Trust
  2. Effective Communication
  3. Clear Goals and Expectations
  4. Opportunities for Growth
  5. Promoting a Positive Work Culture
  6. Encouraging Innovation and Risk-Taking
  7. Proactively Addressing Conflicts and Challenges

In conclusion, great leaders possess a unique blend of emotional intelligence, communication skills, action-oriented capabilities, and a growth mindset. Becoming a great leader is a journey that requires continuous learning and self-improvement. By understanding the characteristics and practices that distinguish good leaders, individuals can pave the way for successful leadership and make a lasting impact on their teams and organizations. So, start your journey to becoming an exceptional leader today! Listen to your people and assess where you are on your path to becoming a “Great Leader”.

Sandra Coelho
Product Specialist

Happiness is Entering the Working World

The gathering of more than 6,000 people at the Alfândega do Porto for another edition of the Happiness Camp is just the prelude to observing this transformation in the world of work, which is gaining more relevance every day.

Since millions of people around the globe and across all business sectors discovered remote work, companies have been striving to maintain their appeal. It’s not just about salary or emotional compensation; the goal is to genuinely create a culture of well-being and happiness that makes people want to be part of the team. Because employees are people, and people need and deserve to be happy, these are very welcome paradigm shifts.

Sports continue to be one of the most effective active Human Resources policies created for the well-being and inclusion of teams. In this particular aspect, Urban Sports Club’s offering is unparalleled, as it allows everyone to enjoy this benefit in a way that suits them, according to their preferences, wherever it is most convenient. Whether it’s yoga near their children’s school, padel close to the office, or a gym even when traveling for work, everyone finds what they’re looking for with a single company subscription.

However, some are transforming the way companies discover this “market of happiness, and that is the mission of Happiness Camp, with which we are immensely proud to be associated.

Employee benefits for mental health: Support your employees and improve productivity

Mental health heavily impacts overall well-being and workplace productivity. According to the World Health Organization (WHO), depression and anxiety cost the global economy an estimated $1 trillion per year in lost productivity.

When employees face mental health challenges, it can lead to negative consequences for your business. For example, anxiety and stress can bring reduced concentration, increased absenteeism, and higher turnover.

That’s why proactively addressing mental health needs can generate substantial benefits for both your people and your organization. Employees with mental health support are more likely to stay focused, motivated, and happy. This translates to productive workforce and better performance for a business.

Preventive mental health care also helps avoid costly treatments and reduces overall healthcare expenses. That’s why at Remote, we offer Global Mental Health benefits in 83 countries in partnership with Oliva. Available to employers using our employer of record (EOR) services, this mental health benefit can increase your team’s happiness and productivity.

A supportive workplace culture that prioritizes mental health strengthens your company’s reputation, making it a more appealing place to work for top talent. If you want to start providing mental health benefits for your employees, chat with Remote today.

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Prioritizing mental health in the workplace is not just a compassionate choice, but a strategic one. You can build a happier and more productive team by proactively addressing mental health.

Ready to boost your team’s well-being and performance? Check out why mental health is so important, and how Remote offers mental health benefits to global employees.

Sweat is not only your body’s way of cooling down, is the consequence of the one of the best strategies to improve performance in the job: Exercise!

The relationship between physical fitness and cognitive functions such as focus and creativity at work has been a subject of increasing interest. Various studies have explored how different forms of physical and mental exercises can enhance these cognitive abilities, thereby improving work productivity and creative output. These studies suggest that physical exercise can enhance workplace creativity, though the effects may vary based on exercise intensity, individual differences, and other environmental factors.

Exercise improves cognition by inducing long-term changes in the hippocampus: (increasing volume and rate of neural formation), is associated with lower levels of depression and anxiety because of the release of endorphins and endocannabinoids which can last for some time after exercising and promotes the oxygenation of the brain. Ey another thing: when you make pause and exercise you will return to the work with more awareness and focus, yes?

Here some pieces of the puzzle: 

  • Meditation significantly improves creative performance and emotional regulation compared to relaxation training; 1
  • Physical Exercise enhances creativity thinking independently of mood improvements; 2
  • Aerobic fitness improves cognitive functions, including attention and information processing, which can enhance task performance and creativity; 3
  • Attention-broadening training programs, particularly in team sports, significantly improve creative performance, especially in complex tasks; 4
  • Exercise self-control can increase creativity by improving promotion focus, which mediates the relationship between self-control and creative performance; 5
  • There is a significant relationship between concentration levels, physical fitness, and work productivity, indication that better concentration and fitness lead to higher productivity; 6
  • Designing workdays to alternate between cognitively challenging tasks and “mindless” work can help overworked professionals enhance their creativity.  7

So, now you just need to make the puzzle and its easy:

  • Choose a variety of physical activities: strength training, cardio, flexibility, mobility, mind and body, speed, team sports, individual sports, water sports, etc;
  • Start doing first the one’s that you love and make you smile more;
  • If you need help search a professional for the best prescription;
  • Consult your doctor to know if you can start good! 

Meditation, physical exercise, and attention-broadening activities improve creative and focus performance and others cognitive functions. Additionally, a supportive work environment and strategic workday design can further enhance creativity and reduce job stress, leading to improved job performance and productivity.

We are designed to move so, move to a happy world!

By: Marco Moutinho, Sports Director at Jerónimo Martins

1 https://behavioralandbrainfunctions.biomedcentral.com/articles/10.1186/1744-9081-10-9 

2 https://bjsm.bmj.com/content/31/3/240 

3 https://onlinelibrary.wiley.com/doi/10.1002/cphy.c110063 

4 https://www.tandfonline.com/doi/abs/10.1080/10400410701397420 

5 https://www.sciencedirect.com/science/article/abs/pii/S1871187114000340?via%3Dihub 

6 https://www.jbiomedkes.org/index.php/jbk/article/view/272 

7 https://pubsonline.informs.org/doi/10.1287/orsc.1060.0193