Best place to work
People are the cornerstone of our success, with teamwork serving as the foundation of everything we do. No wonder, ‘Care for People’ is one of our five core values. At DAF, we foster a healthy work environment built on an open and inclusive culture. We strive to ensure everyone feels safe, valued, and empowered to share their ideas while finding fulfillment and enjoyment in their work.
‘Care for People’ extends beyond the active employment of our workforce. We believe that this core value should be embedded from applicants to retirees, reflecting our aim to foster a sense of belonging at every stage of the journey with DAF. For instance, we have an active association for retirees, a ‘young DAF’ network and an active staff association organizing fun activities to get together with colleagues outside office hours. The connection with DAF, fueled by pride in our company and product, remains strong among many former employees.
In addition to good employment conditions and benefits, we have a strong focus on the development of employees. Our development-oriented approach aims for optimal performance in the current role while enabling promotion and internal mobility. It also prioritizes sustainable long-term employability, ensuring that employees can continue to work healthily until their retirement.
Together we are DAF
To further strengthen an open and inclusive culture, we have launched the initiative ‘Together We Are DAF’. The ambition is to make everyone feel at home and to foster a work environment where individuals feel free to express their opinions and a space to learn from mistakes. This leads to an environment where everyone can bring out the best in themselves and contribute together with colleagues to DAF.
The Diversity Council plays a crucial role in fostering an inclusive workplace. The council meets on a regular basis to discuss relevant themes and proposes initiatives that champion diversity and inclusion among employees. Workshops and events are organized, focusing on cultural awareness, inclusion, and social safety. A notable employee recognition event on this topic includes the award for ‘Diversity & Inclusion’ which is personally presented to teams and individuals by a DAF Board Member.
The Warm Welcome International team introduces new international employees to the DAF culture and to local national habits and culture, ensuring a warm welcome to support a smooth transition into the new work environment.
DAF encourages development and promotion of talents to all management positions through internal career development. Ongoing actions to improve the diversity of our workforce include mentorship programs, role models, employer branding, training programs, enhancement of an inclusive work environment, equal pay, management development programs, a diversity council and PACCAR Woman’s Association activities.
Promoting well-being
DAF takes a pro-active approach to creating a healthy work environment. The company has implemented strict, ergonomic guidelines to reduce physical strain. Workstations and tasks are assessed for ergonomic risks using tools like the Automotive Assembly Worksheet (AAWS). The company’s engineers are trained to make continuous improvements, and new processes are designed to be ergonomically ‘green’.
As part of the ‘Fit for the future’-program, solutions are available to reduce stress and workload. These include training sessions and support from social workers, psychologists and company doctors, as well as preventive initiatives to address sources of work stress. Managers are trained to recognize and respond to stress signals. The company also provides support for personal issues like financial management and health problems, recognizing that these influence overall well-being. Where possible, DAF supports employees in making their lifestyle healthier by providing a lifestyle coach, offering a bicycle plan and supporting programs to stop smoking and drinking.
In 2023 we noticed a slight decrease in absenteeism, but in 2024 absenteeism went up again: Especially in our plants in Eindhoven and Westerlo. To counter an upward trend, we developed a project for Operations Eindhoven. This included a training for all line managers and the introduction of a KPI for line managers on conducting conversations with individuals that are frequently absent. The increased attention for sick leave had a beneficial impact on the development of our absenteeism in Eindhoven and Westerlo. Absenteeism decreased to 6.5% at year-end 2025 as a weighted average for all the plants in Eindhoven, Westerlo and Leyland combined.
In 2025, 6 ARBO rooms are created within DAF Eindhoven, and 1 within DAF Leyland and DAF Westerlo. The ARBO rooms are designed to provide employees a private and comfortable area for medical rest and medication. These rooms also give young mothers the opportunity to breastfeed their babies after returning to their job when maternity leave ends.
Health and safety
To improve safety of our employees, we have a robust management system. This system emphasizes hazard identification, risk assessment, and thorough incident investigation to ensure a safe working environment. We provide comprehensive occupational health services and actively involve workers in consultations and communications regarding their health and safety. In 2025, 360 factory workers participated in a full day training on occupational health and safety. These training sessions equip our employees with the necessary knowledge to recognize and manage risks effectively.
Additionally, we promote overall worker health and take proactive measures to prevent and mitigate safety hazards. Our manufacturing sites are ISO 45001* certified; for these sites marketing, design, development, manufacturing, sales and after sales service are in scope of this certification. 50% of the injuries in our factories are related to hands and fingers. To reduce these injuries, a dedicated hand safety campaign ‘high five for hand safety’ was continued in our plants in Eindhoven, Westerlo and Leyland in 2025. Hand and finger injury rate in Eindhoven and Westerlo dropped by 51% compared to 2023.
Working Conditions and ergonomics
In the new logistics building of the engine plant in Eindhoven, a separate receiving area with a large door and airlock system was installed, significantly improving air quality and comfort. The new design ensures safer, healthier working conditions by preventing harmful emissions from entering the workspace during unloading.
In the engine plant, a new hoisting system was installed which is more ergonomical to use and can position engines more accurately. This has made the work less physical and prevents damage to parts and machinery. We also reassessed safety in the battery string assembly line. Based on this assessment, we optimized entry checks and the production process, leading to reduced required heavy personal protective equipment, enhancing safety and working comfort.
At our Parts Distribution Center (PDC), we started to update our assessment of ergonomic risks, prioritizing the most critical workstations for improvement. In 2025, lifting trainings have been organized for each team, focusing on their specific physical tasks. We have successfully transformed the highest-risk processes from red to green status, by raising work heights, increasing space, and adding hoists to reduce lifting strain. Additionally, we have started implementation of automation on our mezzanine using a system where automated guided vehicles (AGVs) bring the materials to the employee instead of an employee walking through the warehouse. A pilot covering 10% of the mezzanine was launched by the end of 2025, with full implementation planned for 2027, boosting both productivity and ergonomics.
Collaboration and leadership
The PACCAR Production System (PPS) encompasses all processes and structures within DAF and is an important driver for Care for People and Continuous Improvement. The motto of PPS is ‘doing the right things well with motivated people’. In 2025, workshops were offered to all senior management teams on the theme of asking for and giving feedback. Managers are encouraged to provide valuable feedback to their employees and actively seek feedback themselves in order to continuously improve.
Living wages
We ensure that all employees are paid at least a living wage that reflects the true cost of living in their respective regions. A living wage is defined as the minimum income necessary for workers to meet their basic needs, including housing, food, healthcare, education, and transportation, allowing them to maintain a decent standard of living. To uphold this commitment, we pay according to Collective Labor Agreements (CLA) in countries where these are applicable, and conduct regular benchmarking exercises in other countries to ensure our wages remain competitive and fair. By doing so, we support the well-being and financial security of our workforce, promote economic stability within our communities, and uphold our responsibility to foster fair and inclusive growth.
Related information
Go back to...
