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The purpose of this study is to evaluate the nutritional effects in Wistar rats of supplementation with stand-alone saturated fatty acid (SFA) or monounsaturated fatty acid (MUFA), the replacement of SFA by MUFA and the combination of both (SFA + MUFA) over a long period of time (13 weeks).

In total, 30 Wistar rats were used and randomly assigned to receive (n = 6): control – lab chow; lard (L20%) – lab chow with added lard (20%); olive oil (O20%) – lab chow with added olive oil (20%); lard replacement with olive oil (L20% –O20%) – during six weeks lab chow with added lard (20%) replaced by lab chow with added olive oil (20%) given during the past seven weeks of the trial; lard combination with olive oil (L10% + O10%) – lab chow with added lard (10%) and olive oil (10%). Food and caloric intake, weight gain, food and energy efficiency, body mass index, bone mineral composition and blood biochemistry were evaluated.

All diets with added fatty acids showed higher energy intake (p < 0.001), weight gain (p = 0.01), accumulation of adipose tissue (p = 0.02) and food and energy efficiency (p = 0.01) compared to the control group. All groups exhibited higher levels of blood triglycerides compared to the control group (p = 0.02). In addition, the L10% + O10% group developed hyperglycemia (p < 0.001); the L group showed higher amounts of non- high density lipoprotein (HDL-c) (p = 0.04); and the L20%−O20% group exhibited high levels of the triglyceride/HDL-c ratio (p = 0.04) in relation to the control.

These results indicate that regardless of the fatty acid type, consumption in large quantities of fatty acids for long periods of time can cause obesity and dyslipidemia.

This research explores human factors practices in the context of Industry 4.0, Industry 5.0 and the multigenerational workforce, promoting the evolution of Human Capital 4.0. With the emergence of generations Y and Z, organizations are more volatile, heightening the risk of tacit knowledge loss. Conditions conducive to retaining employees must be created, particularly by prioritizing engagement initiatives.

Addressing these imperatives required the adoption of a comprehensive mixed-methods methodology, which integrated a systematic literature review, a qualitative thematic analysis of 30 interviews conducted with employees from three multinational organizations and a quantitative statistical analysis of a questionnaire gathering 560 responses.

The study identifies essential practices for enhancing employee well-being, considering blue and white collars, using the PERMA model. It recommends adopting corporate social responsibility (CSR) initiatives and flexible work arrangements to improve positive emotion. Engagement is strengthened by aligning roles with employee strengths, offering ongoing learning opportunities and incorporating gamification. Strong Relationships are fostered through coaching, mentoring and participatory decision-making. Meaning in work is supported by encouraging a protean career attitude and integrating CSR activities to align personal and professional values. Accomplishment is achieved through lean management principles and recognition programs that facilitate goal achievement and employee appreciation.

This is the first multigenerational study to include Gen Z, both blue- and white-collar workers and the PERMA model, offering a set of practices designed to improve Human Capital 4.0 retention. These practices target adaptation to both the digital paradigm and the multigenerational environment as well as addressing the phenomena of the Great Resignation and Quiet Quitting.