Employee health and well-being

As a true family business, the Van Loon Group regards its employees as its most important asset. Committed employees ensure satisfied customers, are more productive and find greater fulfilment in their work. Winning together is a key core value in this regard.

Our own employees on temporary or permanent contracts and flexible workers at all Van Loon Group sites. Employees working for other organisations in our value chain (upstream or downstream) are excluded from the scope.

We regard the health and well-being of our employees as the foundation of our success. We therefore create a working environment that promotes physical and mental health and provides opportunities for personal growth. Employees who feel seen and valued are more engaged, enjoy their work more and perform better. By investing in wellbeing, training and development, we enhance job satisfaction, reduce absenteeism and minimise staff turnover. In this way, we build a positive, sustainable organisational culture together and can succeed together!

When setting our targets, we analysed historical data so that we could formulate targets that are both ambitious and achievable. We coordinate these targets with the employee representatives on the Joint Central Works Council (GCOR). We regularly communicate the targets and progress to our employees and other relevant stakeholders.

We monitor employee satisfaction through an annual eNPS (Employee Net Promoter Score) survey. Sick leave and staff turnover are reported on a monthly basis. Performance is reviewed every quarter and adjustments are made where necessary.

• ESRS S1 – In-house staff
• OESO-guidelines
• UNGP’s on Business and Human rights
• Declaration of the International Labour Organisation (ILO)

CHRO

By 2025, 1,530 staff members will have obtained a total of 4,649 certificates at the Van Loon Campus. In addition, 83 staff members will have obtained a certificate in Dutch language training. In 2025, a pilot project was carried out at the Son site involving a leadership development programme for team leaders. The findings from this pilot will be incorporated into a programme that we intend to roll out across several production sites next year. As the vast majority of training and development programmes focus on operations, the Learning & Development department moved from HR to Operational Support in 2025.

In 2025, through initiatives such as our Safety & Quality Culture programme, we placed a strong emphasis on safety as well as the well-being of our employees. In 2024, we began using Effectory’s pulse surveys as the ‘Every Day Better Meter’ to specifically measure employee satisfaction at team, departmental or site level. Using short, targeted questions, we focus on specific topics and the progress we are making on relevant issues. And, where necessary, we take action. This approach has been successful. For the third year running, we have seen a clear improvement in the eNPS score.

With a high response rate of 72%, the employee satisfaction survey demonstrates strong engagement. Employees particularly appreciate the focus on safety, the role of managers and the commitment to turning feedback into improvements. Compared to previous surveys and the benchmark, clear positive developments are evident in the areas of safe working practices, leadership and team development. At the same time, the results underscore the importance of continuing to focus on job satisfaction and recognition. The findings form an important basis for targeted improvement actions and contribute to a sustainable, safe and people-centred organisational culture.

By 2025, we will have further improved ‘The Good Conversation’ – as a replacement for traditional performance and appraisal reviews – and made it more user-friendly. ‘The Good Conversation’ helps managers and employees to engage in dialogue and discuss performance, whilst reflecting on mutual expectations and progress towards objectives. From 2025, personal objectives will also include at least one objective that contributes to one of the eighteen sustainability themes.

The approach to sick leave has also been further intensified in 2025. And with success: absenteeism has fallen from 7.9% to 6.1%.

Training & Development
With the transition of Learning & Development to the operational side, the focus in 2026 will primarily be on operational training. In 2026, we will roll out the leadership development programme across several production sites for team leaders and their managers. The effectiveness of the partnership with GoodHabitz will be critically reviewed in 2026.

Well-being
For 2026, we will continue to focus on further reducing absenteeism and improving employee satisfaction.