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 2016, within the scope of the social reporting, Virbac recruited 682 new employees compared to 698 in 2015. India with 192 new recruits, France with 156 and North America with 114 represent two-thirds of the total recruitment. In terms of age groups, 48% of new recruits are under 30, 45% are between 30 and 50, and 8% are over 50. The subsidiary that recruited the most young people was India, with 72% of new recruits under 30 years.

In contrast it was North America that has recruited the most experienced employees with 53% between 30 and 50 years and in particular 31% over 50 years. In terms of gender, India still distinguishes itself by recruiting a majority of men, this practice being linked to the role of sales representative which is typically masculine in this country.
Staff turnover

With 601 departures, the total staff turnover rate in 2016 is 14.6%, up from 2015 (11.1%). The increase in turnover is significant in several countries: Colombia with 37.7%, Uruguay with 29.9%, United States with 24.7%, New Zealand with 24.2%, Vietnam with 21.5% and Brazil with 19.1%. In these countries, these high rates usually correspond to reorganisations.

The proportion of departures between men and women is in line with representativeness: women represent 39% of the total workforce and the turnover rate is 39%. It should be noted that the highest rate is for men between the ages of 30 and 50, which represents 30% of the total. However, this rate is similar to the age pyramid: the 30-50 age group represents 59% of the population studied.

In 2016, training hours averaged 26 hours per employee (20 hours for women and 30 hours for men). The average number of training hours in India is 46 hours; outside of India, the average training time is 21 hours with 20 hours for women and 22 hours for men.
Development of skills and lifelong learning 

The Virbac group proposes an advanced development policy with various courses (management, professional efficiency, business know-how in particular). 2016 marks an intensification of training and development activities at the international level. Firstly, with the deployment of a development plan process in the middle of the year at four subsidiaries. Tailor-made management and leadership development programmes have been launched in several countries, particularly in Brazil, Australia and Germany.

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 the development discussions that take place during the year-end or mid-year interviews, depending on the country where the deployment is carried out continuously in the Group’s subsidiaries.

In addition to the traditional development programmes, the business skills development courses, complementary to the training offered by Human Resources, saw the emergence of new projects: a campus innovation, aimed at 100 dedicated employees, a finance course for marketing audiences around the world and finally, good progress in quality training and best manufacturing practices, including the training of all employees at the St. Louis plant in the United States.

In addition, specific tailor-made training projects on topics as varied as collaboration, project management or business relationship management have emerged (as well as individual support through coaching or personalised monitoring).

Finally, the Group continued to invest in digital learning, with a strong belief in its effectiveness and the strength of its future. Several courses combining e-learning modules, videos, workshops and also practical activities followed over time are now an integral part of the Group’s approach to learning. These will intensify in the future and “distance” and so-called multimodal training will develop. Development is an essential approach for the future and other modules will emerge in years to come.

For Virbac, professional equality between women and men is fundamental and requires that no form of discrimination exists and is tolerated, both in terms of access to employment and promotion, wage policy and other determinants of working conditions.
In France, as part of its diversity approach, Virbac signed its first agreement in 2012, which was renewed at the end of 2015. The objectives of this new agreement focus essentially on actions to:
• ensure equal access to vocational training for both women and men;
• ensure equality between women and men in career paths;
• ensure equal pay for women and men doing the same job, with the same level of competence and responsibility;
• develop measures to promote work-life balance.

At the end of 2016, Virbac renewed this agreement in France. Thanks to the mobilisation of numerous internal stakeholders, a communication aimed at gradually changing the perspective on disability, the appointment of a dozen disability ambassadors and significant expenses (€190,000 on average over the last three years), the rate of employment of individuals with disabilities increased significantly from 3% to 4.55%. This increase is mainly due to recognition of the status of workers with disabilities for Virbac employees and a significant development of the use of ESATs (Establishment and support services through work) or EAs (Adapted enterprise) within the framework of outsourcing.
The commitments made under the new agreement focus on the implementation of sustainable actions to encourage the hiring and integration of people with disabilities as well as the welcoming of trainees and alternates. Virbac will continue to maintain its financial effort by always devoting significant sums of money beyond the obligatory contribution, thus confirming its commitment to non-discrimination and equal opportunities.

Negotiations with staff representatives began at the end of 2016, aimed at renewing the intergenerational agreement in favour of the hiring, integration and sustainable employment of young people and senior citizens.

Composition of governance bodiesIn 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 26% women to 74% 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 (51%) and it is noted that no leader is under 30 years.

With each invitation to tender linked directly to an industrial activity, and for the main suppliers (80% of the value of purchases) of raw materials, Virbac conducts a questionnaire evaluating their compliance with current social standards. Since 2015, new framework contracts integrate respect for these standards. In 2016, the evaluation process carried out by Virbac among its new suppliers did not identify any risks in this regard. If Virbac identifies a non-compliant supplier, the Group will require compliance by threatening to terminate their contract.
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