Shaping the future of animal health
Virbac group

Virbac is committed to a diversity policy and signed a Charter in favour of non-discrimination and diversity recognized by the HALDE.


Values ​​and commitments

Last agreements signed


Responsibility contact
For more information about our actions in this field, please e-mail us: developpement.

Labour practices and decent work


In 2015, within the scope of the social reporting, Virbac recruited 698 new staff. North America with 211, France with 152, and India with 127 together represent 70% of the total of new recruits. 42% of new recruits are under 30 years, 48% are 30-50 years and 10% over 50 years.

The affiliate that recruits the most young people is India, with 79% of new recruits under 30 years. In contrast, the USA recruits the most experienced staff, with 69% between 30-50 years and 24% over 50 years. Europe and North America recruited more women than men, in contrast to other geographical areas.

New employees
Staff turnover

With 436 departures, total 2015 turnover was 11.1% (vs 9.2% in 2014). This percentage is not comparable with 2014 in so far as the temporary staff figures are now included in the calculation and have a significant impact on the turnover rate. Note that terminations constitute only 1.6% of total number of workers in the affiliates within the social scope. This result is generally positive and demonstrates the commitment of the staff to the company, a result that shows up clearly in the internal opinion survey. It is the fruit of an investment in communication, better management of human resources and the activities of the PERF programme (see management report page 87).

New recruits, including temporary staff, generate a rate of 18%. The lowest turnover rate is in Europe with 7.1%, Africa and the Middle East with 8% and North America with 9.8%. The Pacific area with 12.8%, Asia with 15% and Latin America with 17.2% are the highest rates, but also consistent with the local market.

The change in the calculation method complicates any comparison between 2014 and 2015. However, analysis at country level shows disparities within the regions. The highest rates are in Brazil with 26%, Colombia and New Zealand with 21%. There is no very significant difference between men (12.1%) and women (9.7%).

Turn over
In 2015, on average there were 22 training hours per staff member (15 hours for women and 27 hours for men). The average number of training hours in India is 48; outside India, the average number of training hours remains at 15 for women and drops to 12 for men. 
Development of skills and lifelong learning 

The Virbac Group offers an advanced development policy for managers, with a dedicated curriculum on the fundamentals of management completed by several in-depth modules. This curriculum covers a wide variety of managerial topics and enables managers to better assist their employees throughout their professional development. These trainings strengthen, above all, proximity management, ensuring well-being and staff personal development.
In all countries, staff of all categories are given training aimed to ensure their continued employability and skills development. These training courses are linked to discussions about development that took place at the mid- or end-of-year meeting, depending on the country, and are formalised in, for example, Apisa with the IDP (Individual Development Plan).
Over and above these classic development programmes, training relating to pharmaceutical culture has been implemented in France, the United States and several other countries. Another initiative in New Zealand: paying fees for some staff who wish to continue their studies and obtain a university degree. Several countries, such as Australia, France, Mexico or the United States, regularly offer an outplacement service to dismissed employees.
In 2015, after the implementation of a new annual maintenance format, an e-learning module was created and used by a large number of countries, totalling 700 managers. This method of transmission, sharing and development is an essential direction for the future and other modules will appear in years to come.


Over the last few years in France, Virbac has implemented several important initiatives on this subject.

The seniors agreement of 2009 was replaced, in 2013, by an intergenerational agreement that aims as much to strengthen the policy of recruitment and integration of young people under 26 years, as to strengthen activities in relation to older employees The new elements of this agreement are, mainly, the strengthening of training and integration for young employees, with an integration interview with their manager and a consultant; and, for older employees, the chance to reduce working hours to 80% for the 60+ working in an arduous position, paid at 90%, and also progressive retirement for those reaching the legal age for retirement plus 150 quarters, with guaranteed social contributions on a full-time basis. Two employees were able to benefit from this last facility in 2015.


In 2014, Virbac concluded its first disability agreement. To this end, Virbac wished to take lasting actions allowing it, particularly, to affirm its commitment to Diversity and equal opportunities; to deploy communications activities as well as to favour the recruitment, integration, support and training of people with disabilities.
Through this new agreement, various players in the company are mobilised (managers, HR, HSE service, personnel representatives, assistants...). The commitments were made for a three year period (2014 to 2016) and substantial budgets are envisaged, up to €200,000 a year, which is above the obligatory contribution. The rate of handicapped workers in 2015 is 4.48% and the objective at the term of the agreement is to reach 4.5%, an ambitious target given the technical nature of veterinary pharmacy.

Finally, in 2015, a new agreement on professional equality was reached, its goal to promote equality between women and men within the companies in Virbac's UES (unité économique et sociale [social and economic unit]), and to implement the necessary means to combat discrimination in access to employment and promotion, as well as in salary policies and other determinants of working conditions. Also, Virbac reaffirms its willingness to ensure equal access to professional training to its employees, to monitor career-path equality between women and men, and also to develop activities favouring the work-life balance.

Composition of governance bodies
In France, 50% of the members of the supervisory board and 30% of the executive committee are women. The Group has a recruitment policy that is firmly based on skills. At the level of the social scope, there are 22% women to 78% men amongst the leaders (senior management in France, general manager and its executive board team in subsidiaries). The majority of leaders are over 50 years (54%) and it is noted that no leader is under 30 years.
For every tender offer linked directly to an industrial activity, and for the main suppliers (83% of the value of purchases) of raw materials, Virbac administers a questionnaire evaluating respect for current social standards. Since 2015, new framework contracts integrate respect for these standards. In 2015, the evaluation process carried out by Virbac with its new suppliers did not identify any relevant risks. If Virbac identifies a non-compliant supplier, the Group will require compliance by threatening to terminate their contract.

More details about Economic performance in the sustainable development 2015 report (page 51)

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