Employee health and well-being

Van Loon Group is a true family business where employees are regarded as the most valuable asset. Engagement leads to satisfied customers, and more productive and happier employees. Winning together is a key core value.

In-house employees with temporary or permanent contracts and flexible workers at all Van Loon Group sites. Workers employed in our value chain (upstream or downstream) fall outside the scope.

We believe that employee health and well-being forms the foundation of a successful organisation. We invest in a working environment that supports physical and mental health and encourage personal development. Employees who feel valued are not only more engaged, but also more productive and happier in their work. By investing in well-being, training, and development, we enhance their job satisfaction. This helps reduce absenteeism, lowers staff turnover, and contributes to a culture of collaboration and growth — benefitting both our employees and the organisation. That way, we can win together.

To determine our objectives, we analysed historical data so that we can set ambitious yet achievable targets. These are coordinated with employee representatives in the joint works council (GOR). The targets are periodically communicated to our employees and relevant stakeholders, along with updates on our progress towards achieving them.

We monitor employee satisfaction through an annual Employee Net Promoter Score (eNPS) measurement. Absenteeism and employee turnover are reported every period. Performance is discussed four times a year according to the OGSM methodology and adjusted if necessary.

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

CHRO

Training & Development
In 2024, a total of 1,032 employees obtained 6,870 certificates through the Van Loon Campus. In addition, no fewer than 68 employees successfully completed Dutch language courses.
Over the past year, we developed and implemented new training courses for the Van Loon Campus, including one focused on the safe use of knives. A new skills matrix was also rolled out, outlining the required skills and corresponding training for each role. This ensures employees' personal development aligns more closely with the requirements of their positions. The training library within the Van Loon Campus has been thoroughly reviewed and updated.

In the area of internal logistics, a “train-the-trainer” concept was developed in collaboration with our regular supplier. Internal trainers are trained to instruct colleagues in using transport equipment such as the Electric Pallet Truck (EPT) and stackers. This leads to a more efficient training process for working safely. In 2024, we also worked on a dedicated Van Loon Campus environment for temporary agency workers, expected to go live in 2025.

Wellbeing
In 2024, we began using Effectory’s pulse surveys more intensively and with shorter cycles. We use this “Every Day Better Meter” to measure employee satisfaction in a targeted way at team, departmental, or site level. Through short, focused questions, we zoom in on specific topics and track the progress we’re making in those areas. We’ve seen a clear improvement in the eNPS score compared to 2022, although it’s still not yet where we want it to be.
At the end of 2023, traditional performance and appraisal interviews were replaced with “The Good Conversation.” This new approach encourages managers and employees to engage in meaningful dialogue about performance, mutual expectations, and progress toward objectives. In 2024, managers received additional training for this, and the process was further automated in Afas.

To ensure a proper offboarding process, more exit interviews were conducted last year than in previous years. These are now registered so we can generate reports and gain better insights into why employees are leaving the company.

In 2024, we further intensified our approach to absenteeism. Absence awareness days were held, absence training sessions were introduced, and the registration and processing of sick leave has been improved. The collaboration with our various occupational health services was evaluated, leading to a new contract for 2025 with a single occupational health provider for all locations.

We also introduced "Meatpoint Live Sessions" as digital town halls. In these sessions, our CEO and fellow board members inform employees about current developments, upcoming plans, and dive into various topics – from strategic choices and training to salary structures and work-life balance.

Training & Development
In April 2025, we will introduce assessments through GoodHabitz. These assessments are aimed at self-reflection and employees’’ personal development. In addition, we will be integrating GoodHabitz into existing processes such as onboarding and performance management this year ("The Good Conversation").

Van Loon Campus will also go live for temporary agency workers, as we roll out the previously developed platform across all locations.

Well-being
In the coming year, we will follow-up on the 'Every Day Better Meter'. Reducing absenteeism due to illness will remain a key priority in 2025. From 2025 onwards, all companies within the Van Loon Group will fall under the same occupational health and safety service. This allows us to pool resources when it comes to absence reporting and sickness absence management, as well as organise training sessions with the shared goal of further reducing absenteeism. When absenteeism requires additional focus, a case manager will be appointed to ensure attention is given and of cases of illness and handling is sped up, so that employees in good health can return to work, internally or externally.