Commercial success and social responsibility in harmony

In a special exhibition, visitors could find out about the wide variety of research activities carried out by Bayer.

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In a special exhibition, visitors could find out about the wide variety of research activities carried out by Bayer.

The Bayer Chairman went on to say that the successful reorganization of the Bayer Group in recent years has shown that commercial success and socially responsible actions can be brought into balance. “We regard this as a clear expression of our corporate social responsibility,” said Wenning. Yet social responsibility and social acceptance are closely linked. Bayer, he said, endeavors to communicate transparently and openly in order to achieve that acceptance. But he also pointed out that it is not always easy to reach an expedient consensus of different opinions. This, he said, is also true of the plan to build a carbon monoxide pipeline from Dormagen to Krefeld-Uerdingen, a project that continues to meet with incomprehension and concern among many residents along the route. Wenning stressed that Bayer is convinced of the safety of this pipeline. The safety concept exceeds both the existing standards and the legal requirements. For Bayer, he said, a parliamentary vote is crucial to achieving social acceptance. “We therefore welcome the further vote by the North Rhine-Westphalia state parliament, which in April of this year made a declaration in favor of dependable conditions and planning security for investments in major industrial and infrastructure projects,” Wenning remarked. This positive signal, he said, encourages the company to continue resolutely pursuing the construction and commissioning of the pipeline.

“Now especially, at this time of severe economic crisis, we must take advantage of the opportunities and the strengths that locations such as North Rhine-Westphalia have to offer,” Wenning continued. He said it should not be forgotten that safeguarding jobs will continue to require more investment, particularly in production facilities. The competition between different locations for that investment will become even more intense, Wenning predicted. For that reason more attractive and more competitive conditions are needed, particularly in Germany.

“React quickly and appropriately to economic trends”

“Apart from that, companies need to react quickly and appropriately to economic trends,” the Bayer CEO remarked. In view of the economic crisis, management and the employee representatives at MaterialScience have therefore jointly agreed to temporarily reduce working hours at the subgroup’s German sites, coupled with a corresponding reduction in the collectively agreed rates of pay. Comparable measures have been introduced for managerial employees of MaterialScience. The aim of this solidarity-based solution is to help Bayer overcome the difficult business situation at MaterialScience.

“We set about improving the competitiveness of all our subgroups and service companies at an early stage,” Wenning said. Since the Group’s reorganization in 2002, Bayer has implemented efficiency improvement and cost-saving measures with a total volume of some EUR 4 billion. “In this way we have continually strengthened the foundations for our long-term success,” said Wenning. He said the company will continue to observe and constantly analyze the trends – particularly in the market environment for MaterialScience. “Obviously there will be some restructuring in the market and consolidation of production capacities. Like other companies, we will be unable to escape these trends. But any future measures and adjustments at Bayer will be designed in such a way that they do not impair the sustainability of our business,” Wenning assured the meeting.