Caring for employees
Caring for employees
Five generations currently work side by side in the company, which is a real challenge. Tackling that challenge involves creating a cohesive, collaborative culture in which every generation feels included and valued.
At Pierre Fabre, we establish that culture through team-building initiatives and collaborative projects that use every- one’s strengths for the benefit of the group, leading to a more inclusive, innovative and effective work environment.
In 2023, Pierre Fabre hosted over 500 young people in France (200 trainees and 300 appren- tices), as well as 30 VIEs (international volunteer program). As well as helping train young people — one of our long-standing commitments — the company is building up a special pool of young talent, and thus boosting its capacity for innovation.
A new generation in action.
In September 2023, Pierre Fabre launched the “NEWGEN” program, an initiative sponsored by the Executive Committee. Made up of 14 employees aged between 25 and 34, from 9 different countries, this in-house think tank aims to capture young people’s thoughts on strategic initiatives. In return, it provides an opportunity to boost the skill set and career development of the young talent involved.
After several months of ideation and collaborative work, carried out remotely, the NEWGEN members met up at company headquarters to present their ideas to the Executive Committee. Accompanied by the General Manager of the Benelux subsidiary, and sponsored by the Executive Committee, the NEWGEN team worked on a variety of initiatives, including the adaptation of the program at the local level and a project advocating for the adoption of AI in oncology.
Promoting intergenerational cooperation.
After observing a growing generational gap leading to frustration and reduced engagement within teams, the Italian subsidiary launched a program to combat ageism in 2023*. The first step involved assessing the as-is situation with regard to perceptions, via discussion groups composed of around 40 employees, followed by a survey designed to uncover any unspoken prejudices. That was followed by an awareness-raising phase. For example, teams used roleplay to work on the issue of diversity and inclusion. The experience fostered greater understanding, and gave people the chance to discuss their feelings and concerns — to usher in better day-to-day working practices.
The program is continuing in 2024, targeting managers who are the vital link when it comes to creating a culture of generational diversity. Yet they tend not to be trained for challenges in the fields of recruitment, onboarding and talent retention.
*Age-based discrimination and stereotypes.
"The NEWGEN brings me fresh insights in terms of knowledge and strategic vision, and is important international network.”
Green Mission Days & Escape Games : des moments de partage privilégiés
Pierre Fabre encourages collective commitment through Green Mission Days, for example. Since 2019, the company has offered its teams worldwide the opportunity to devote one day of leave per year to social or environmental initiatives, such as planting trees or getting involved in local associations.
In 2023, 5,000 employees of all ages took part in a social or environmental initiative: distributing hygiene kits, collecting waste and working in disadvantaged schools. This is a great opportunity for employees of different generations to connect around shared values. Another case in point is an “escape game” to strengthen team cohesion based on learning about the company’s history. More than fifty teams have already participated in this immersive initiative!
Pierre Fabre Laboratories ranked as one of the “World’s Best Employers"
For the third year running, Pierre Fabre has been ranked among the “World’s Best Employers” by Forbes magazine. In this internationally recognized ranking of the world’s best employers, the company rose to 111th place and is in the Top 10 for the “Pharma & Biotech” and “Beauty Care” sectors.
This distinction rewards the efforts we have made in terms of talent development, diversity, inclusion and corporate social responsibility.
86% of employees are shareholders
For more than 40 years, employees in France have had a stake in the company’s success. Since 2005, via the RUSCUS plan, they have had the option of becoming shareholders. In 2023, there were 8,409, with a growing international share (13 countries eligible for the scheme and 3 in the process of joining).
The onboarding process: the foundation for a culture
The company is a human adventure whose success depends on the commitment of its employees. The quality of the onboarding experience for newcomers determines their ability to truly embrace the journey.
With that in mind, the “Cultivating tomorrow” onboarding program seeks to motivate new- comers by immersing them in the company mindset, exploring its history, values and mis- sion. 800 people have already benefited from the program, which is available as an e-learning module, generating a satisfaction rate of 86%.
Since January 2024, the program has been supplemented by an in-per- son training day, called “En route for tomorrow!”, which places greater emphasis on innovation. This provides an opportunity for newcomers and top management to work together and discuss various topics, to inspire and collectively shape the future.
