Its combination of skills and corporate culture has rewarded Servier from its inception with rapid, unbroken worldwide growth, enabling it to remain a totally independent company, a status which we are determined to preserve.

"Our group's capital is human, not financial" (Dr Jacques Servier).

As we grow, we make regular adjustments to our organization and the responsibilities of individual staff members. These adjustments only work on the basis of active cohesion and a team spirit marked by the sharing of common values, such as respect for others, a willingness to put in the requisite effort, and the desire to move projects and people forwards.

We view the relationship between staff members and the company as a partnership based on a firm contract of mutual confidence, involvement, and commitment.

Even at the recruitment stage we invest heavily in this relationship by organizing meetings between candidates and their potential colleagues in the company. These initial contacts allow mutual professional evaluation and help us to gauge candidates' skills, their ability to integrate, and their potential for growth within the company environment.

With successful candidates the investment is then extended by a customized integration program over several weeks in which the new recruits are introduced to the company's culture, organization, procedures, and practices, and are given ample opportunity to meet and interact with their future colleagues.

The principles governing every staff member's stay in the company are progress, both personal and corporate, and the acquisition of new knowledge. These are embodied in an intensive staff training program, and the priority given to internal mobility and promotion. Motivation and loyalty are also rewarded by an attractive and customized compensation policy.


In the Servier corporate ethic, no one is unimportant: with each member of staff, the company's concern is to ensure an environment that maximizes individual potential.


Within this framework, the Human Resources department and senior managers have a mentoring responsibility for customizing corporate conditions to the best advantage of their colleagues' talents. A company that maximizes individual staff potential is a company that can take care of itself. In this interactive dynamic, staff members can see corporate progress as reflection, confirmation, and fruit of their personal achievement.