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 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.
Staff turnover (%)

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.

Occupational diseases

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.

Severity rate

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.

Focus France: safety at work

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  
Leaders 15.1 15.4 15.3  
Managers 20.5 29.2 25.4  
Technicians/Employees 14.6 35.8 28.1  
Workers 20.3 31.6 27.1  
Total 18.1 31.5 26.2  


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:

  • the Innovation Campus, facilitation of a community and resources aimed at Innovation experts worldwide;
  • the Virbac Business School: roll-out of career paths aimed at Sales and Marketing teams;
  • the Virbac Quality Academy: launch of modules based on pharmaceutical quality aimed at all employees, initially in France, with the aim of rolling it out for all Group employees;
  • the HR Learning Center: launch of the “Managing at Virbac” career path aimed at new managers and the “Feedback and Coaching” career path in France, the United States and Australia.

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.


For Virbac, job equity 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 promotions, wage policy and other determinants of working conditions.
In France a diversity policy has been in force for several years, and in 2009, a charter in favor of non-discrimination and diversity recognized by the HALDE (Haute autorité de lutte contre les discriminations et pour l’égalité)[French Equal Opportunity and Anti-Discrimination Commission] was signed. The company’s human values have always put the employee front and center of our strategy: It is thanks to its teams that Virbac is now an internationally recognized stakeholder. The men and women that make up the company are a real treasure and diversity is an integral part of this human treasure. It’s only natural that it is part of Virbac’s Human Resources policy.

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: 

  • ensure equal access to vocational training for both women and men;
  • ensure equality between women and men in their career paths;
  • ensure pay equity between women and men doing the same job, with the same level of skill and responsibility;
  • develop measures to promote work-life balance.

The disabilities agreement, signed in 2014 aims to:

  • recruit, integrate, retain and train persons with disabilities;
  • communicate, raise awareness among employees and managers, and build a network of in-house disability stakeholders acting as ambassadors;
  • maintain and develop subcontracting activities in partnership with the protected and adapted sector;
  • thus increasing the rate of employment year-by-year.

The Intergenerational Agreement, signed in 2013, aims to:

  • permanently integrate young workers;
  • recruit and retain seniors in the workforce;
  • foster intergenerational skills sharing.
All the social indicators in the 2017 sustainable development report (page 44)
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