Management Report & Annexes | Basic Information About the Group

7. Employees

Employee Data[Table 3.7.1]
Dec. 31, 2012 Dec. 31, 2013
in FTE in FTE
Employees by region
Europe 52,300 53,600
North America 15,300 15,200
Asia/Pacific 26,200 28,000
Latin America/Middle East/Africa 16,200 16,400
Employees by corporate function
Production 45,700 45,800
Marketing and distribution 42,300 44,500
Research and development 12,900 13,700
General administration 9,100 9,200
Total 110,000 113,200
Apprentices 2,500 2,500
  % %
Proportion of women in senior management 23 25
Proportion of full-time employees with contractually agreed working time not exceeding 48 hours per week 100 100
Proportion of employees with health insurance 94 95
Proportion of employees eligible for a company pension plan or company-financed retirement benefits 70 72
Proportion of employees covered by collective agreements on pay and conditions 53 55
2012 figures restated
The number of employees on either permanent or fixed-term contracts is stated in full-time equivalents, with part-time employees included on a pro-rated basis in line with their contractual working hours.

Sustainable human resources policy

Bayer pursues a sustainable human resources policy. The objectives and principles are based on our corporate values, known by the acronym LIFE, which are valid throughout the world. LIFE stands for Leadership, Integrity, Flexibility and Efficiency. These values encapsulate the core elements of our corporate culture, which combines a strong focus on performance and development with a high degree of social responsibility. At the same time, they are a simple and practical guide for employees in their work. The LIFE values are therefore firmly integrated into our global performance management system, which covered more than 77,000 employees, i.e. about two-thirds of our workforce, in 2013. Participation is mandatory for all managerial employees, which means they are assessed partly according to how well they apply the four corporate values in the pursuit of their career goals. This factor can therefore affect their compensation. Of the employees whose performance was assessed regularly using this system, 40% were female and 60% were male.

Employee data

On December 31, 2013 Bayer had 113,200 employees worldwide, 107,700 of whom had permanent ­employment contracts, while 5,500 had temporary contracts.

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Employees* by Employment Status, Region and Gender in 2013[Table 3.7.1-1]
 Permanent employeesTemporary employees
North America5,7009,30015,000100100200
Latin America/Africa/Middle East5,8009,70015,500400500900
* The number of employees on either permanent or fixed-term contracts is stated in full-time equivalents (FTE), with part-time employees included on a pro-rated basis in line with their contractual working hours.

Thus the headcount showed a slight increase of 2.9% from the prior year. In Germany we had 35,300 employees (2012: 34,600), who made up 31.2% of the Group workforce. HealthCare had 56,000 employees, CropScience 22,400 and MaterialScience 14,300. The remaining 20,500 employees, reported in the reconciliation, worked for the service companies or Bayer AG. In addition there were 2,500 (2012: 2,500) ­apprentices on the closing date who are not included in the Group total.

In 2013 the Group-wide fluctuation rate, which includes employer- and employee-driven terminations, retirements and deaths, was unchanged at around 14%.

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Employee Fluctuation*[Table 3.7.1-2]
Latin America/Africa/Middle East16.715.215.8
North America20.018.419.0
Total 15.413.114.0
* headcount

On a small scale, we also use personnel from staffing agencies in certain circumstances.

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To enable us to respond flexibly to short-term personnel requirements caused, for example, by fluctuations in the order situation, temporary projects or long-term illness, in Germany we use personnel from staffing agencies. We only work with agencies whose employees are covered by a valid collective bargaining agreement entered into by organizations that belong to the German trade union confederation (DGB). In this way, we make sure that they receive the collectively agreed rates of pay. The proportion of temporary staff employed in Germany varies between 1% and 3% of the total workforce. Personnel from staffing agencies do not play a significant role at Group companies outside Germany either. Separate global data are not available.

Talent management and feedback culture

We are convinced that systematic people development is exceptionally important for the future success of our company. Group-wide talent management, in other words measures and tools to further our ­employees’ professional and personal development, is therefore a key element in our human resources policy. The basic principle is that every employee has his or her own individual strengths and talents that deserve recognition and development in the workplace.

Vacancies in the Bayer Group, from non-managerial right up to senior management level, are advertised via a globally accessible platform. In 2013 we posted over 9,900 vacancies in 61 countries via this platform.

We believe regular feedback is necessary for the continuous development of our employees and our ­organization and that it helps us adapt to changing requirements. Alongside our performance management system, we use 360° feedback. This insight from colleagues and business associates is designed to foster the performance and leadership behavior of our employees and support their professional development.

Our most important feedback tool at the corporate level is our Group-wide employee survey. Every two years, this gives us competent feedback from our employees on our strategy, culture and working conditions. Since the last survey in 2012, we have launched a variety of initiatives and improvements worldwide to overcome the shortcomings identified in specific areas. The next employee survey is scheduled for spring 2014.

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Many of the initiatives introduced throughout the world in 2013 aim to improve the feedback culture in specific organizational units and involve employees more closely in decision-making processes. The spectrum ranges from a new target picture for the 4,900 employees at Bayer Business Services through programs to recognize outstanding achievements by employees, and the introduction of home offices, to new information and dialogue offerings in many areas of the company and innovative video blogs for members of the field force.

Our Development Dialogue is an ideal link between feedback, which is based on the present situation, and long-term career planning. Employees discuss their strengths and development needs, career ­expectations and aspirations with their direct supervisor with the objective of agreeing on a personal ­development plan to enable them to realize their potential within the company.

Once a year our managers are required to conduct the Development Dialogue with their employees – last year this was done nearly 24,000 times throughout the Group. The results are documented in our global employee portal.

Advancing knowledge and leadership skills

Fostering our employees’ “lifelong learning“ is a central element of both people development and the management of demographic change at Bayer. Our aim is to empower all employees to continuously refresh and expand their knowledge and skills in all phases of their working lives.

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Our education and training activities comprise a wide range of work-related programs that enable employees to broaden and update their specialist knowledge and abilities or acquire new skills, for example by learning a language or acquiring leadership competencies. In addition, the goal of the Bayer Academy, which launched its first modules in 2013, is to provide systematic training for managers throughout the Bayer Group and to harmonize function-related continuing education and training worldwide and make it available to all employees.

Examples of Continuing Education[Table 3.7.1-3]
Bayer Academy
Leadership training, general management training Global/Group-wide
Knowledge and skills training in specific areas
Introduction to the company
Leadership skills
Communication, working methods and project management
Business administration and law
Marketing, sales and customer focus
Languages and intercultural skills
Information technology and SAP
Research, production and technology Global/Group-wide
Group focuses
Corporate compliance, anticorruption
Human rights
Changes in technology (Personalized Workplace Program)
Supplier management/Supplier Code of ConductGlobal/Group-wide
Subgroup programs
Occupational safety (PEGASUS)
Fit in Production (FIP) Global/subgroup-wide
Continuing education offerings for employees outside worktime Local/national

At the heart of our employee training concept is the Bayer Academy, within which the extensive range of continuing education opportunities is systematically organized. The Academy’s Group-wide roll-out began in 2013. It comprises two principal areas, a Leadership & General Management Academy for managers and various functional academies focusing on a wide range of topics and corporate functions. The functional academies are geared specifically to the continuous professional development of our employees. In many countries, including important Emerging Markets such as China and Brazil, national ­versions of the Bayer Academy are already fully operational.

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The aim of the Leadership Academy introduced in 2013 is to place management training on a systematic footing and establish a common understanding of leadership throughout the Bayer Group. In the first year, more than 2,500 employees worldwide attended the management training seminars run by the Leadership Academy.

Functional academies harmonize function-specific ongoing training offerings across the Bayer Group and make them available to all employees in the function. The academy concept therefore also provides impetus for the internationalization of our ongoing training programs and for sharing knowledge and experience within functions. One good example is the new Bayer HR Academy for human resources professionals, which started operating in November 2013.

Our management training also addresses important subject areas.

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To strengthen the Leadership component of LIFE and promote performance orientation in the company, we have developed a Group-wide training program called “Enhancing Performance & Feedback Culture (EPFC)”. This is designed to support our managers in regularly giving their employees candid and constructive feedback on their work and conduct. The goal is to establish a true feedback culture throughout the enterprise that promotes individual strengths, addresses existing deficits and thus enhances employees’ personal and professional development over the long term. EPFC training is mandatory for employees with personnel responsibility and has now been completed by almost 13,000 managers worldwide. Two years after its introduction, there has been a clear increase in the ability and willingness of our managers to give a differentiated evaluation of their employees’ capabilities in the annual Performance Management Process.

Innovation ranks alongside feedback and diversity as part of our corporate culture. A new workshop format, “Leading Innovation,” has therefore been added to our management training on aspects of strategic corporate development to foster individual innovative capability. Since the introduction of this series of workshops in 2012, it has been used to train approximately 570 members of the Group Leadership Circle and other selected managers in the strategies and methods of effective innovation management.

Harmonization of our employee training concept in the Bayer Academy also helps us to better report on participation rates. We currently compile data on the main training activities in the twelve largest countries through our global training reporting system. Last year, employees in these countries received between eight and 42 hours of continuing education and training according to need. The average was 17.8 hours per employee across these twelve countries, with women taking an average 23.3 hours of training and men 18.5 hours. These averages do not include figures for the United States or Japan as statutory regulations preclude differentiation by gender in these countries.

Employee compensation and benefits

An important principle of our human resources policy is linking employees’ compensation to their ­performance and enabling them to share in the company’s success. Regular benchmarking against competitors and a globally standardized system help us to set basic salaries in line with the demands and ­responsibilities of each position. These salaries are supplemented by performance-related compensation components and extensive ancillary benefits. We attach great importance to avoiding gender-based ­inequality, providing fair compensation worldwide and informing our employees transparently about the overall structure of their compensation.

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Our compensation system does not differentiate between men and women. At Bayer, individual salaries are based on each employee’s personal and professional abilities and the level of responsibility assigned to them. At managerial level, this is based on uniform evaluation of all positions throughout the Group using the internationally recognized Hay method. In areas of the Group and jobs that fall within the scope of binding collective bargaining agreements, there are no differences in pay based on gender either. This also applies for the compensation of apprentices.

In the Emerging Markets and developing countries, too, compensation is aligned to local market conditions. In keeping with our Human Rights Position, our aim is to pay our employees adequate salaries that ensure they and their families have an appropriate standard of living. In all Emerging Markets where Bayer has a significant presence, the lowest salary paid by Bayer is at least in line with the applicable minimum wage and in most cases higher.

To provide a transparent overview of their compensation, including all additional benefits provided by the company and employer pension and social insurance contributions, some 29,000 employees worldwide now receive an extensive annual compensation and benefits statement containing all relevant information. We intend to extend this service to employees in a total of 17 major countries in the coming year.

Under our Group-wide Short-Term Incentive program alone, variable one-time payments totaling more than €650 million are earmarked for our employees for 2013. In addition, various employee stock programs enable our staff to purchase shares in Bayer at a discount. In many countries, such employee stock programs are included in our extensive range of ancillary benefits, giving employees an additional opportunity to share in the company’s business success. We also offer senior and middle managers throughout the Group uniform stock-based compensation programs known as “Aspire” (see Note [26.6] to the consolidated financial statements). These are based on ambitious earnings targets and – in the case of Group Leadership Circle members – require an appropriate personal investment in Bayer stock. In 2013 our personnel expenses amounted to €9,430 million (2012: €9,194 million). The increase was mainly due to higher employee bonuses and salary adjustments.

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Personnel Expenses and Pension Obligations[Table 3.7.1-4]
2009 2010 2011 2012 2013
€ million € million € million € million € million
Personnel expenses 7,776 8,099 8,726 9,194 9,430
of which pension and social security contributions 1,490 1,623 1,672 1,823 1,845
Pension obligations* 15,931 17,699 19,310 22,588 20,682
2012 figures restated
* present value of defined-benefit obligations for pensions and other post-employment benefits

Human rights and social responsibility

Our social responsibility as a company and an employer is rooted in an unreserved commitment to ­support and foster human rights in our sphere of influence. Bayer’s Human Rights Position is set out in a binding Group-wide regulation. We respect the United Nations’ Declaration of Human Rights and are a founding member of the UN Global Compact. Bayer’s mission statement, LIFE values and ­Corporate Compliance Policy commit all employees around the world to fair and lawful conduct ­toward staff, ­colleagues, business partners and customers.

To enhance our employees’ awareness of the importance of human rights in their day-to-day activities, in 2013 we organized a variety of training seminars on the main aspects of our Human Rights Position. Courses were offered in some 80 countries and were attended by approximately 90,000 employees, more than 75% of our workforce.

The compliance organizations at the Group and country levels monitor compliance with the relevant ­directives. If there are signs of violation, employees can contact their Compliance Officer at any time, anonymously if required. For further details see Chapter 18.3 “Compliance.”

Our social responsibility is also reflected in our approach to necessary changes and restructuring ­measures. In Germany, which remains the company’s largest operational base with 35,300 employees, business-related dismissals are excluded through the end of 2015 for a large proportion of employees under an agreement with the employee representatives.

The reduction of 700 positions at Bayer MaterialScience worldwide in the next four years, which was announced in September 2013, will also be undertaken in a socially compatible manner wherever possible, for example by utilizing natural fluctuation and avoiding business-related dismissals.

Full and timely information for employees is provided on significant operational changes in compliance with the relevant national and international obligations.

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The Human Resources and Communications departments work together closely to ensure timely communication of far-reaching changes through a wide range of carefully coordinated media. In Germany we combine providing timely information to the employee representatives in the Economics Committee of the company concerned with coordinating and jointly deciding on the proposed communication measures. 

Our human resources policy also includes ensuring a high level of social protection. For example, nearly all employees either have statutory health insurance or can obtain health insurance through the company. 72% of employees also have access to a company pension plan. In 2013, we once again expanded or improved the quality of the benefits provided for employees in many countries.

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In 2013 we achieved further improvements for our employees in the Czech Republic, Hong Kong, Bangladesh, Morocco, the Central American countries and Mexico in the scope and terms of their health insurance.

We also introduced company pension plans in a further four countries and adjusted the terms of the established pension plans in favor of the employees in four European countries and one Asian country.

Health Insurance and Pension Plans by Region [Table 3.7.2]
  Health insurance* Pension plans**
  2012 2013 2012 2013
% % % %
Asia/Pacific 90 92 35 39
Europe 97 99 86 87
Latin America/Africa/Middle East 94 94 52 55
North America 92 89 96*** 97
Total 94 95 70*** 72
* government- or employer/employee-funded
** programs to supplement statutory pension plans
*** 2012 figures restated: the figures for North America and the total we published in our Annual Report 2012 were too low. This was due to subsequent report updates from the United States resulting from a divergent ­understanding of what had to be reported under “Company Pensions.”

The working conditions for 55% of our employees are governed by collective or company agreements. The contractually agreed working hours of our employees do not exceed 48 hours a week in any country. At many smaller country companies, the interests of the workforce are represented by elected employee representatives who have a right to be consulted on certain personnel-related decisions. China is a good example of the continuous expansion of the consultation with labor unions in the Bayer Group.

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At our companies there, elected councils representing nearly 10,000 employees are in place. This means that more than 90% of our employees in China are now represented by the local union.

In 2013 we stepped up our collaboration with the union in China and extended information rights of employee representatives. In the future, quarterly meetings will be held with employee representatives at our six largest companies in this country. Union representatives are consulted before the introduction of major ancillary wage benefits. The local management has also given an undertaking to inform employee representatives in advance of any planned capacity adjustments and restructuring activities. For two companies, formal collective agreements were concluded with the union in 2013. Negotiations on similar collective agreements for three other Bayer companies in China should be completed in the near future.

Percentage of Employees Covered by Collective Agreements, by Region [Table 3.7.3]
  Percentage of employees covered by collective agreements, especially on compensation and working conditions* Percentage of full-time employees with contractually agreed working weeks of max. 48 hours
  2012 2013 2012 2013
% % %  %
Asia/Pacific 15 24 100 100
Europe 87 88 100 100
Latin America/Africa/Middle East 46 45 100 100
North America 5 5 100 100
Total 53 55 100 100
* collective or company agreement

Our understanding of our role as a socially responsible company includes a commitment to helping disadvantaged individuals. We employ a total of 2,800 people with disabilities in 28 countries. Most of them work for our companies in Germany, where they made up 4.5% of the workforce in 2013. More than 32% of the 1,600 disabled employees there were female.In the year under review we received public accolades in Germany and the U.K. for our initiatives to support people with disabilities and disadvantaged young people, some of which have been running for many years.

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In 2013 the U.K. Department of Work and Pensions’ “Double Tick” symbol for exemplary integration of disabled people was awarded to our site in Newbury. This accreditation rewards Bayer’s voluntary commitment to implement a defined list of measures for the employment and support of people with disabilities.

In Germany, our program to help disadvantaged school leavers prepare for vocational training celebrated its 25th anniversary. Bayer has been running this special one-year program for socially and educationally disadvantaged young people since 1988. More than 1,600 youngsters have completed the program over the years, and 80% of them subsequently enrolled for vocational training in science or technology. In 2013 Bayer accepted another 137 young people into this highly acclaimed program.

Diversity and internationality

Workforce diversity is vital for our company’s future competitiveness. This is particularly true for our management. Diversity improves our understanding of changing markets and consumer groups, gives us access to a broader pool of talented employees, and enables us to benefit from the enhanced innovative and problem-solving abilities that are demonstrably associated with a high cultural diversity within the company. We pursue this aim especially in the emerging countries of Asia and Latin America, where we intend to significantly increase the proportion of local people among our managerial employees in the medium term. Of the members of our Group Leadership Circle, in which 31 nationalities are currently represented, around 67% come from the country in which they are employed. The Bayer Group currently employs people from 144 countries.

Special training for members of the management team is one focus of our activities to achieve greater employee diversity.

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Since 2012 a workshop format has been used to raise the awareness of senior managers and their management teams of the strategic benefits of diversity. The workshop outcomes are consolidated in an action plan for each organizational unit.

We also want to empower our managers to form teams that incorporate the principles of diversity and to lead them successfully across the cultural divide. To this end a new seminar on “Leading Across Cultures and Genders” was launched worldwide in 2013. It was attended by some 670 managers from all levels.

Training for senior management members is supported by supplementary initiatives in the countries and subgroups. Since last year, diversity and inclusion officers in the Middle East have been driving forward local initiatives.

Another focus of our diversity strategy is on improving the gender balance, especially in management. We view a male/female ratio of between 30 to 70 and 70 to 30 as acceptable and have therefore set ourselves the voluntary target of raising the proportion of women on the five highest management ­levels throughout the Group toward 30% by 2015. Women currently account for 25% of employees in this management segment worldwide, while men account for 75%. Since we set this target in 2010, the proportion of women in managerial positions has therefore risen by 4 percentage points. The ratio of female to male employees in the Bayer Group as a whole was 36.5% to 63.5%.

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Bayer Group Workforce Structure*[Table 3.7.3-1]
Senior management2,2006,8009,000
Junior management9,60015,40025,000
Skilled employees29,60049,60079,200
* number of employees converted into full-time equivalents (FTE)

Our employees’ lifestyles are as diverse as the people themselves. Flexible worktime arrangements help employees to balance their employment with their personal or family lives by helping them to better plan their leisure time, enabling working parents to make equal use of career opportunities in the company and helping the growing number of employees who also care for close relatives. Bayer offers its employees a variety of such opportunities in all countries. We continued to expand our range of employee benefits in this area worldwide in 2013.

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A General Works Agreement concluded in Germany in 2013 means that employees at the large Group companies who care for close relatives will in the future receive support well in excess of the statutory provisions. This includes extensive professional advice and 10 days’ paid leave of absence for any sudden urgent need for nursing care in the family. Bayer employees can also decide to switch to part-time work to look after a needy relative for up to three years and reduce contractual working hours by up to 50% of full-time employment.

In 2013 the Bayer Group had 7,850 part-time employees, around 6.8% of the total headcount.

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Percentage of Part-Time Employees by Region [Table 3.7.3-2]
Women Men Total
% % %
Asia/Pacific 4.7 0.8 2.2
Europe 21.3 7.5 12.8
Latin America/Africa/Middle East 0.2 0.0 0.1
North America 1.9 0.2 0.8
Total 11.9 3.8 6.8

By the end of 2013 around 77% of employees in Germany who took statutory parental leave or participated in the company’s more far-reaching “Family & Career” program over the past five years had returned to work. Of the returnees, roughly 60% were women and 40% were men. Since parental leave regulations vary widely from country to country, we only compile data for Germany.

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The next table shows the number of employees who have returned after the standard statutory parental leave program and the Bayer “Family & Career” model since 2009. It also shows the number of male and female returnees and of employment contract terminations at the end of employees’ parental leave. It covers all employees in Germany who have taken parental leave since January 1, 2009.

Employees Returning from Parental Leave Using Germany as an Example [Table 3.7.3-3]
% Absolute
Total no. of employees who have taken parental leave since 2009 100 2,361
Returnees by 2013 77.3 1,824
Women 61.5 1,453
Returned 65.5 951
Terminated 7.3 106
Men 38.5 908
Returned 96.2 873
Terminated 0.8 7

Managing demographic change and recruiting young people

Demographic change, in other words, the steady reduction in the birth rate and the aging population, is a challenge for many industrialized countries. Economically, it involves both opportunities and risks. We have prepared forecasts of the age structure of the workforce in the entire Bayer Group up to 2020 in order to assess the impact of this issue on our company. Currently, we are not facing an acute shortage of skilled staff. Nevertheless, we are already addressing the foreseeable consequences of demographic change by stepping up our activities to recruit staff, especially from the younger generation, retain knowledge in the company and foster the health of our employees worldwide.

Bayer endeavors to appeal to the most talented people worldwide and to retain employees for long ­periods by providing good development opportunities, a modern working environment and competitive compensation. In 2013 we again attracted more than 4,900 academically qualified specialists and managers worldwide. We recruited approximately 660 university graduates in Germany, 520 in Russia, about 420 in Brazil and more than 340 in India. In 2013 we hired more than 19,400 new people across all occupations throughout the Group.

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New Hires by Region* [Table 3.7.3-4]
Women Men Total
Asia/Pacific 2,668 4,109 6,777
Europe 3,050 3,332 6,382
Latin America/Africa/Middle East 1,093 1,669 2,762
North America 1,256 2,265 3,521
Total 8,067 11,375 19,442
* converted into full-time equivalents (FTE)

Our success in recruiting employees is attributable to our attractiveness as an employer, which was

once again confirmed by numerous awards in 2013, and proactive recruiting activities at the local level.

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Bayer has longstanding contact with leading universities in almost all countries in order to raise talented students’ awareness of the wide-ranging opportunities it offers. In China, for example, we currently cooperate with more than 40 universities and offer up to 500 students a year an opportunity to undertake internships in all areas of the company. In addition, we offer students in China training programs, scholarships and technical support for their dissertations.

In recent years, we have steadily extended our collaboration with universities in Brazil as part of our recruiting strategy. Around 260 students in this country now take part in our trainee and internship program. These activities pay off: in 2013 Brazilian students ranked us among their 100 “dream employers,” while upcoming health care professionals see us as the second most attractive company in the country. In Canada, our internship program was rated by the Talent Egg online portal as one of the best in the country. In Turkey, we enabled more than 110 students to do their mandatory internships in various parts of our company. Overall, we offered more than 2,900 demanding professional internships to students around the world in 2013.

Alongside hiring university graduates, Bayer’s training programs for young people are among the most important steps the company takes to guard against a possible shortage of specialists due to demographic change. Once again in 2013, more than 900 young people entered training programs for more than 30 occupations at Bayer’s sites in Germany. At the same time, we aim to utilize and develop the ­potential of older employees even more effectively. Passing on knowledge from the older to the younger generation is the aim of the Bayer Senior Experts Network, known as BaySEN for short. Together with our extensive on-the-job training offering, we thus ensure that the knowledge of our employees is up-to-date and is shared across generations.

Group-wide we offer our employees a wide variety of benefits to promote their health. These range from medical checkups and on-site medical services to sports opportunities inside and outside the company and the provision of advice and reintegration assistance after recovery from an illness. In this way we also contribute significantly to maintaining long-term employability, which is of growing importance as many countries are raising the retirement age in light of demographic change. In 2013, we once again launched a wide range of additional initiatives to maintain and improve the health of our employees.

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Group-wide initiatives to foster employees’ health and maintain their employability in view of the rise in the retirement age include the 2010 General Works Agreement on lifetime working and demographic change in Germany. This innovative agreement contains measures to reduce the workload of older shift workers, ease the return to work after long-term illness and an extensive health screening program for all employees. Including the collectively agreed contribution to the demographic change fund, in 2013 we increased the funding available for measures under this agreement to €8 million per year.

The type and scope of the health promotion programs offered by Bayer Group companies worldwide varies depending on national health care provision and access to it. In many countries, preventive health care measures are a discretionary benefit provided by the company, while in others they are required by law. Preventive programs are often organized in cooperation with external physicians or organizations. The following examples from 2013 are only a small selection of the very broad global offering.

In 2013 HealthCare’s country organizations continued to increase the quality and number of health care programs. For example, talks and advisory events on a range of health issues were held at many sites in Germany. In July, the “Heart LIFE” program was launched in Socorro, Brazil, to raise employees’ awareness of cardiovascular diseases and highlight preventive measures. This pilot project is to be extended to further sites in 2014. In collaboration with a health insurer in Finland, we launched health coaching for employees who are already suffering health problems or who have high health risks in order to help them mitigate individual risk factors.

In 2013 CropScience also introduced numerous measures and initiatives to foster the general health of employees. Topics such as nutrition, addiction prevention, fitness and relaxation were addressed through special programs at many sites worldwide.

Health checks were also offered at many sites, for example on Bayer Safety Day or special health days, and sometimes as part of company-wide health weeks. Examples in 2013 were Ecuador, Brazil and Australia.

Very extensive occupational health programs were offered at many MaterialScience sites in 2013. At its locations in the Lower Rhine region of Germany, MaterialScience conducted a health survey to make more targeted use of occupational health management measures in the areas of exercise, relaxation skills for shift workers and stress management. The three MaterialScience sites in Shanghai organized a comprehensive program of events on women’s health in 2013.

The “B Well” program in the United States is an integrated health and wellness program for all Bayer employees. It helps employees play an active role in promoting their health. In 2013 the focus was on preventive health screening and personal advice, supplemented by programs on stress prevention, weight management, exercise and preventing diabetes.

Last updated: July 28, 2014  Copyright © Bayer AG