Vetoquinol - Universal Registration Document - 2021

2 Vetoquinol Universal Registration Document 2020 Financial report 37 STATEMENT OF NON-FINANCIAL PERFORMANCE Vetoquinol’s people Technicians outnumber each of the other categories given that pharmaceutical production and development activities require a large force of laboratory and admi- nistrative technicians. As the pharmaceutical industry requires highly skilled staff, there are proportionally fewer “manual workers”. Vetoquinol also outsources some production to subcontractors if the Company does not possess the requisite technological resources. 2.4.1.5 Breakdown by professional category 2019 2020 Managers 613 716 Sales force 640 603 Technicians, office staff 740 732 Manual workers 341 387 Total 2,400 2,372 2.4.2 Health and safety in the workplace 2.4.2.1 Management of the health crisis The COVID-19 crisis was of course a major event in 2020. The first priority of the Group crisis unit and the local crisis units was to implement the appropriate health measures. The Group crisis unit communicated the health rules applicable as of March to all the Group’s entities: travel restrictions, barrier gestures, collec- tive rules for gauges and circulation in common areas, management of contact cases and confirmed cases. Protective masks and hydro-alcohol solution were dis- tributed to all employees at the beginning of the crisis. At Group level and within each entity, crisis meetings were organized on a very regular basis (daily or weekly) depending on developments in the situation. This crisis management process continues into 2021. 2.4.2.2 The Vigilance behavioral program One major focus of our accident prevention policy is indi- vidual behavior and management leadership. For this purpose, an in-company program called “Vigilance” was rolled out in the Group in 2018. The program has two goals: (i) develop the commitment and visible involve- ment of management in terms of safety, and (ii) enhance employee awareness of the significance of behavior in causing and preventing accidents. The program was piloted at the Lure manufacturing facility in 2018. The rollout continued in 2019 at the Group’s other production plants in Poland, Brazil, Italy and Canada, and then in 2020 at the sales subsidiaries despite the health crisis environment. The plan aims to establish a so-called Shared Vigi- lance culture throughout the Group by 2012-2022: each manager and employee has a duty to act if they witness behavior that might constitute a safety risk, as identified through the practice of safety dialog. In keeping with this policy, in 2020 and 2021 Vetoquinol decided to allocate part of the individual bonus awarded to Group senior executives to the Group’s key safety targets (lost-time industrial accident frequency rate, number of risk situations escalated, annual HSE action plan completion rate). .