Purpose There is a clear link between dietary behavior and a range of chronic diseases, and overweight and obesity constitute an indirect risk in relation to these diseases. The worksite is a central venue for influencing dietary behavior. The purpose of this paper is to provide an overview of workplace influences on worker dietary patterns. Design/methodology/approach The paper reviews the evidence of the effectiveness of dietary health promotion, and provides a brief overview of appropriate theoretical frameworks to guide intervention design and evaluation. The findings are illustrated through research examples. Findings Through case studies and published research, it is found that workplace dietary interventions are generally effective, especially fruit and vegetable interventions. There is less consistent evidence on the long term effectiveness of workplace weight management interventions, underscoring the need for further research in this area. This paper also reports evidence that changes in the work environment, including through health and safety programs, may contribute to enhancing the effectiveness of workplace health promotion, including dietary interventions. Organizational factors such as work schedule may also influence dietary patterns. The social ecological model, the social contextual model and political process approach are presented as exemplar conceptual models that may be useful when designing or assessing the effects of workplace health promotion. Originality/value Using the worksite as setting for influencing health by influencing dietary patterns holds considerable promise and may be instrumental in reducing workers’ risk of chronic diseases.

Work-related stress in SMEs is an increasing problem. However, knowledge regarding stress management interventions in SMEs is limited. Often SMEs lack professional in-house facilitator resources to assist change processes. The aim of this paper is to describe the outcomes of four SMEs applying a participatory multi-level intervention model known as "PoWRS" and identify enablers and barriers related to the intervention. The companies' outcomes regard the specific intervention, influence on productivity and well-being, and unexpected outcomes. Main enabling factors included multi-level engagement in reflections, decision making and implementation of the changes through all phases, local untrained facilitators assisting the process, active line managers and senior management, continuous evaluations and adjustments and visualization of the progress.Some of the critical barriers were lack of process experience, imbalance between operations and development, and lack of management support. Implications of the findings for work-related stress preventions in SME using the model are discussed.3

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Despite the growing interest for process evaluation in participatory interventions, studies examining specific methods for process evaluation are lacking. In this paper, we propose a new method for process evaluation--the Chronicle Workshop. The Chronicle Workshop has not previously been used in intervention studies. The method was tested in three small and medium-sized companies. Four to six employees participated in each Chronicle Workshop, which was the last activity of the participatory preventive intervention program PoWRS. The program aims at creating changes which have a positive effect on both productivity and well-being.In all cases we saw that the Chronicle Workshop gave valuable information about the intervention process and that it initiated a joint reflection among participants from different departments. The Chronicle Workshop makes it possible to better understand the results of the intervention, the factors affecting it, and the outcome evaluation based on a summary view of the company and interventionrelated factors that influence the intervention program and results.

As companies move toward globalization, companies use distance work to accomplish work more effectively and efficiently. A telepresence robot (TPR) is a mobile remote presence device that allows a two-way communication and interaction between a distance manager and the employees. The objective of the study was to improve the understanding of how distance workers and managers experience the use of TPR in the daily management and in which tasks the TPR is suitable to ensure employee well-being and thus performance. The data collection included three phasesbefore, during and after the implementation of the TPR, where we conducted 25 semi-structured individual and group interviews, on-site observations of the TPR in use and research notes. The distance manager (user) controlled the TPR from a distant site when using it in the home office. The managers were able to create a sense of proximity and via the camera feature, enable eye-contact, which the managers considered essential and beneficial for assessing the employee's feelings and well-being. The majority of the users had a positive experience regarding the TPR basic functionalities´ utilization. In all three cases the participants, both managers and employees, agreed that the TPR is most useful in planned project meetings. On the other hand, the lack of trust, problems with the technology, privacy issues and intrusive emotions affected the use of the TPR in a negative way in some cases. The TPR was not suitable for meetings where people needed to share physical documents or important meetings, i.e. private talks or decisions meetings.