In 2017, within the scope of social reporting, Virbac hired 519 new employees compared to 682 in 2016. India, with 137 new recruits, France, with 126 and North America with 53 account for 61% of the total number of new hires. In terms of age groups, it is relatively stable compared to 2016, with 48% of new hires under 30, 46% between 30 and 50, and 6% over 50 years of age. The subsidiary that hires the most young people is India, with 82% of new recruits under 30 years of age. It should also be noted that Uruguay and Vietnam mainly hire young people, with more than 60% under the age of 30, followed by France, with 48%, or 60 new hires out of 126. In contrast, North America recruited the most experienced employees with 68% between 30 and 50 and 23% over 50 years of age. In terms of gender, India still stands out for recruiting a majority of men, since this practice relates to the role of seller, which is typically assumed by males in this country.
With 555 departures, total staff turnover rate in 2017 was 13.6%, down one point from 2016 (14.6%). The countries in which we see the highest staff turnover rates are Uruguay, with 34%, the United Kingdom, with 30.8%, and the United States, with 22.6%.
With less than 5%, Germany, Italy, Japan and South Africa are the countries in which we see the fewest departures. The number of departures amounts to 211 for women, or 13.1% of the population, and 344 for men, or 13.9%.
With a 31% decrease, the Group’s 2017 results show a net improvement in the frequency rate (5.32 vs 7.73 in 2016). Apart from the Pacific region, which remains stable, all regions show improvement, particularly North America and Latin America. France remains stable with a frequency rate of 6.49. In 2017, Virbac had no fatalities at work within the entire social scope. The frequency rate used is based on French regulations and defined as the number of work accidents that resulted in at least one lost working day, divided by the number of hours worked multiplied by one million.
The notion of occupational disease is a concept specific to France. Over the year 2017 in France, three statements were made and accepted. All of these diseases were related to the handling of heavy loads. These three occupational diseases and one other from 2016 resulted in 117 lost working days.
In 2017, the proportion of lost work days, also known as the severity rate, remained stable, with a rate of 0.17, the same as in 2016. This rate is obtained by comparing the total number of working days lost after an accident at work, or due to an occupational disease, and the number of working hours originally planned for the workforce present at the end of the reporting period. This rate is given for 1,000 hours worked.
This is a priority area for the Group and has become ingrained in the corporate culture year after year. After an historic record in 2016, the 2017 frequency rate, like the severity rate, leveled off at 6.49 and 0.37 respectively over the year 2017.
To boost and further strengthen safety culture, a Group project was set up with a multi-year action plan. All managers in the industrial organization were trained (nearly 100 people). An Intranet tool was also developed to enable all employees to access various documents dealing with the topics of people, facilities and products.
Even though regulations on stress in the workplace have further developed and are still in line with the action plans designed in partnership with the CHSCT (Committee on hygiene, safety and working conditions) in 2012 and 2015, there are no more than 38 people (out of nearly 1,500 employees in France) affected by one of the ten regulatory criteria, 7 of which were during the first half of the year. At the end of 2017, Virbac was affected by just two stress factors: “carrying heavy loads” and “alternate shift teams”; the factors of “stressful positions” and “repetitive work” have been eradicated.
In 2017, training hours averaged 26.2 hours per employee (18.1 hours for women and 31.5 hours for men), compared to 26 hours in 2016. Two notable items should be taken into consideration to explain the gap between women and men. One explanation comes from India, where the majority of employees are men (97%) and the average number of training hours is 43.4. Next, in 2017, the United States deployed a major training system (114 hours) for workers, the majority of whom (76%) are men in this country.
|Average annual training hours (per employee)||Women||Men||Total|
The Virbac Group proposes a skills development policy with various development courses (management, professional efficiency, business know-how in particular). In all countries, staff in all categories are given training to ensure their continued employability and skills development. These training courses are provided in conjunction with development discussions that take place during the year-end or mid-year interviews.
In 2017, Virbac pursued its strategy around the world as a learning company. First and foremost, by broadening the roll-out of the development plan to about ten subsidiaries (France, Australia, Mexico, New Zealand, South Africa, Brazil, Northern Europe and Vietnam). In this context, employees were given the opportunity to meet with their manager about developing their skills, accessing online training and participating in hands-on workshops.
Furthermore, the Group continued to develop digital or multimodal training curricula with the same profound belief in its efficiency and the power of its future. The following academies were considerably enriched in 2017:
Specific customized training projects geared towards themes as diverse as business relationships, multicultural cooperation, project management, management or professional effectiveness and accountability emerged around the world, as was individualized support through coaching and personalized follow-up.
New initiatives were also established in certain subsidiaries, as in Northern Europe, leading discussion groups for managers, or a Lean Office training project with the implementation of a Kaizen approach in Brazil or thoughts about succession plans in Australia and Mexico.
Diversity is taking root little by little in business culture and today, it represents a real opportunity for performance. By embracing diversity, the Group cultivates differences and creates value.
The diversity policy aims to guarantee equal treatment of staff, encourage variety among people and human relationships, maintain worker employability. It is built around 3 main principles: gender equality, disabilities, and age diversity through the intergenerational agreement.
The Gender Equality agreement signed in 2012 aims to:
The disabilities agreement, signed in 2014 aims to:
The Intergenerational Agreement, signed in 2013, aims to:
No child works within the Virbac Group. As concerns the main suppliers, Virbac's ethical assessment questionnaire commits them to abide by child labor legislation. In 2017, none of the suppliers questioned failed to live up to this criterion. Should Virbac identify a non-compliant supplier, the latter would be required by the Group to comply, or else have its contract terminated.
Forced labor does not exist in the Virbac Group. Regarding its main suppliers, compliance with the fundamental International Labor Organization (ILO) agreements, including the prohibition of forced labor, is included in all new contracts. In 2017, none of the suppliers questioned failed to live up to this criterion. Should Virbac identify a non-compliant supplier, the latter would be required by the Group to comply, or else have its contract terminated.
For every invitation to tender, and for main suppliers (nearly 90% of the value of purchases of raw materials and subcontracting), Virbac administers a questionnaire to assess their compliance with human rights: age of employees, the existence of a health and safety policy and the absence of discrimination. Since 2015, new framework contracts have included a provision requiring compliance with these standards. In 2017, the assessment process carried out by Virbac with its new suppliers did not identify any relevant risks. Should Virbac identify a non-compliant supplier, the latter would be required by the Group to comply, or else have its contract terminated.
In accordance with law no. 2016-1691 of December 9, 2016 regarding transparency, the fight against corruption and modernization of economic life, Sapin II, in 2017, Virbac carried out a corruption risk analysis in all of its subsidiaries and the parent company (a total of about thirty companies). The goal was to identify, assess and prioritize the risks in order to produce corruption risk mapping in the Group. All work will be completed in the first quarter of 2018, after being approved by the executive board.
In 2014 and 2015, specific training courses on the risks of corruption were carried out among many managers and leaders: general managers of European subsidiaries, chief financial officers in Latin America and APISA (Asia-Pacific-India-South Africa), key managers of the Indian and Uruguayan subsidiaries. In 2015, dedicated training was also organized with all employees at the Virbac Chinese subsidiary. To complement these efforts, training carried out from July 2015 as part of the deployment of the code of conduct provided the opportunity to discuss the risks of corruption with a large number of employees and to remind everyone of the rules in force in the anti-corruption field. This training involved four subsidiaries in the Apisa area, two subsidiaries in the Latin America area, the APISA regional team and some internationally-recruited new entrants in key positions. In 2016 and 2017, Virbac continued its efforts in the fight against corruption. Virbac has updated its Group anti-corruption policy, which is now available in ten languages and accessible to all Group employees via the Intranet, and is included in internal regulations for French Group subsidiaries. The members of the executive board, the members of the strategic committee, the members of Comex in France and the Group's subsidiary managers signed a document formalizing their commitment to comply with this policy.
Virbac is committed to developing, producing and distributing products and services aimed at improving the quality of life for animals and guaranteeing their health, while ensuring comfort and safety for those who administer these products: veterinarians, farmers, animal owners, etc.
To do this, Virbac meets the highest applicable quality-safety-efficacy standards. At the development stage, Good Laboratory Practices (GLP) are followed systematically, for example through data traceability. Current Good Manufacturing Practices (cGMP) are applied during the production stage, particularly through the certification of all Virbac factories. Finally, for the supply of drugs, Virbac uses Good Distribution Practices (GDP), such as compliance with the cold chain, when required by the nature of the products.
Assessment of product safety during its use is carried out whenever necessary, particularly through the development or selection of specific packaging. In product labeling, Virbac intends to clearly explain all the information useful to the proper administration of the product and to the understanding of its properties and contra-indications. The Group also has a leading role in the development of diagrams and pictograms that provide a clear understanding of information fundamental to consumer health and safety.
For species intended for consumption, Virbac ensures that during product development, its products comply with pharmaceutical standards relating to residual traces of medicines in foodstuffs: meat, milk, eggs... In addition, the guidelines for use are systematically brought to the attention of the consumer through product packaging and various associated communication media.
Throughout the life cycle of the products, including during development, Virbac assesses the expectations of customers and their satisfaction, in order to continuously adjust product features. In terms of marketing, all Virbac promotional communications are consistent with the scientific and technical claims demonstrated during the development stage of the product.
Lastly, the Virbac quality system enables the company to efficiently detect, trace and treat all quality incidents inherent to the pharmaceutical business.
Like all pharmaceutical companies, the Virbac Group is legally obliged to monitor the veterinary medicines it places on the market, in terms of their safety and efficacy. This obligation is known as pharmacovigilance. Its purpose is to create an organization that keeps track of adverse reactions (whether serious or not) reported by veterinarians or other health professionals, or even by users of such medicines (owners of companion animals, for example). This organization, placed under the responsibility of a person qualified in (veterinary) pharmacovigilance and a qualified interim person, must compile all of the cases originating from all countries in the world, analyze them, decide whether the side effects are attributable or not to the use of the drug in question and, finally, officially report these cases to the supervisory authorities. Periodically, all cases declared during a given period for a given medicine are compiled in a report, which is then sent to the same authorities. Compiling all the side effects attributable to a drug eventually allows precautions for use to be added to the packaging leaflets and make their use safer. Due to the increasing globalization of its medicines, the Virbac Group goes about compiling cases of side effects on a global scale, by implementing a reporting system in all subsidiaries. The Virbac Group's ambition is perfect pharmacovigilance; that is to say, allowing them to compile all cases of side effects attributable to medicines that it places on the market, to fulfill all its obligations within the time frames prescribed by the administration, and to use the pharmacovigilance tool to develop knowledge of its products.
In terms of the safety of products and their components, Virbac's policy is as follows:
Each claim is supported by appropriate clinical studies.
Due to the nature of its pharmaceutical industrial activity, the Virbac Group is subject to the requirements defined by national or supranational veterinary pharmaceutical agencies. Any product claims must be scientifically proven and made available to the regulatory agencies. The pharmaceutical manager at each Virbac subsidiary vouches for the compliance of products sold in his country with the regulations.
These principles apply both to medicines with marketing authorizations and also to foods, complementary and dietetic food for which Virbac complies with local regulations (e.g. for nutritional supplements and food: European Regulation 767/2009, US NASC accreditation). In addition, Virbac does not directly promote products that require a prescription (and which may not be subject to exception) among owners or farmers, but refers them to veterinary consultation in order to promote preventive medicine.