SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

Form 6-K

REPORT OF FOREIGN PRIVATE ISSUER
PURSUANT TO RULE 13a-16 OR 15d-16
OF THE SECURITIES EXCHANGE ACT OF 1934

For the month of March 2007

Bayer Aktiengesellschaft
Bayer Corporation*

(Translation of registrant’s name into English)

Bayerwerk, Gebaeude W11
Kaiser-Wilhelm-Allee
51368 Leverkusen
Germany
(Address of principal executive offices)

     Indicate by check mark whether the registrant files or will file annual reports under cover of Form 20-F or Form 40-F.

Form 20-F  X  Form 40-F      

     Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101 (b)(1): N/A

     Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101 (b)(7): N/A

     Indicate by check mark whether, by furnishing the information contained in this form, the registrant is also thereby furnishing the information to the Commission pursuant to Rule 12g3-2(b) under the Securities Exchange Act of 1934.

Yes       No  X 

     If “Yes” is marked, indicate below the file number assigned to the registrant in connection with Rule 12g3-2(b): N/A

 

 

		Science For A Better Life Bayer Annual Report 2006

Bayer: Science For A Better Life

... is more than a corporate slogan. It’s a call to action. A truly ambitious goal. A claim that demands to be vindicated every day, and that essentially means one thing: striving for improvement. The images on the opening pages of this Annual Report contain impressive examples of how the inventor company Bayer justifies that claim with products and services that enhance the quality of life. But research never stops. The company’s scientists are constantly on the track of innovations to address future challenges. And it is this that defines the fascination of Bayer.

Bayer Group Key Data

		2005				2006				Change
		€ million				€ million				%
Bayer Group
Net sales			24,701				28,956				+17.2
EBITDA1			4,122				4,675				+13.4
EBITDA before special items			4,602				5,584				+21.3
EBIT2			2,514				2,762				+9.9
EBIT before special items			3,047				3,479				+14.2
Income before income taxes			1,912				1,980				+3.6
Net income			1,597				1,683				+5.4
Earnings per share (€)3			2.19				2.22				+1.4
Gross cash flow4			3,114				3,913				+25.7
Net cash flow5			3,227				3,928				+21.7
Capital expenditures			1,210				1,739				+43.7
Research and development expenses			1,729				2,297				+32.9
Dividend per Bayer AG share (€)			0.95				1.00				+5.3
Bayer HealthCare
Net external sales			7,996				11,724				+46.6
EBITDA1			1,280				1,947				+52.1
EBITDA before special items			1,487				2,613				+75.7
EBIT2			923				1,313				+42.3
EBIT before special items			1,177				1,715				+45.7
Gross cash flow4			923				1,720				+86.3
Net cash flow5			1,087				1,526				+40.4
Capital expenditures			225				576				+156.0
Bayer CropScience
Net external sales			5,896				5,700				-3.3
EBITDA1			1,284				1,166				-9.2
EBITDA before special items			1,273				1,204				-5.4
EBIT2			690				584				-15.4
EBIT before special items			685				641				-6.4
Gross cash flow4			964				900				-6.6
Net cash flow5			904				898				-0.7
Capital expenditures			201				197				-2.0
Bayer MaterialScience
Net external sales			9,446				10,161				+7.6
EBITDA1			1,721				1,499				-12.9
EBITDA before special items			1,764				1,677				-4.9
EBIT2			1,250				992				-20.6
EBIT before special items			1,293				1,210				-6.4
Gross cash flow4			1,254				1,166				-7.0
Net cash flow5			1,337				1,281				-4.2
Capital expenditures			642				753				+17.3

Bayer

Bayer AG defines common values, goals and strategies for the entire Group. The subgroups and service companies operate independently, led by the management holding company. The Corporate Center supports the Group Management Board in its task of strategic leadership.

Bayer HealthCare

Bayer HealthCare is among the world’s foremost innovators in the field of pharmaceutical and medical products. This subgroup’s mission is to research, develop, manufacture and market innovative products that improve the health of people and animals throughout the world.

Bayer CropScience

Bayer CropScience, with its highly effective products, pioneering innovations and keen customer focus, holds global leadership positions in crop protection and non-agricultural pest control. The company also has major activities in seeds and crop plants with genetically optimized properties.

Bayer MaterialScience

Bayer MaterialScience is a renowned supplier of high-performance materials such as polycarbonates and polyurethanes, and innovative system solutions such as coatings, for a wide range of everyday uses. Products holding leading positions on the world market account for a large proportion of its sales.

Bayer Business Services

Bayer Business Services is the Bayer Group’s international competence center for it-based services. The focus of this company’s offering is on integrated services in the core areas of it infrastructure and applications, procurement and logistics, human resources and management services, and finance and accounting.

Bayer Technology Services

Bayer Technology Services is engaged in process development and in process and plant engineering, construction and optimization. As the technological backbone of the Bayer Group worldwide, this service company offers integrated solutions throughout the life cycles of facilities, processes and products.

Bayer Industry Services

Bayer Industry Services offers services for the chemical industry including utility supply, waste management, infrastructure, safety, security, technical services, analytics and vocational training. This service company — a joint venture between Bayer and lanxess — operates Bayer’s chemical parks at Leverkusen, Dormagen and Krefeld-Uerdingen in Germany.

Working to Create Value through Innovation and Growth

Bayer is a global enterprise with core competencies in the fields of health care, nutrition and high-tech materials. Our products and services are designed to benefit people and improve their quality of life. At the same time we want to create value through innovation, growth and high earning power.

We are firmly aligned to our mission statement “Bayer: Science For A Better Life” and continue to optimize our portfolio, concentrating our activities in three high-potential, efficient subgroups with largely independent operations: HealthCare, CropScience and MaterialScience, supported by three service companies. Our operating companies provide us with access to major global growth markets.

As an inventor company, we plan to continue setting trends in research-intensive areas. Innovation is the foundation for competitiveness and growth, and thus for our company’s success in the future.

Our expertise and our products are helping to diagnose, alleviate or cure diseases, improving the quality and adequacy of the global food supply, and contributing significantly to an active, modern lifestyle. All these aspects define the fascination of Bayer.

We are committed to the principles of sustainable development, and to our role as a socially and ethically responsible corporate citizen. For us, there is a clear link between technical and economic expertise and corporate social responsibility. This, in turn, we define as our responsibility to work for the benefit of humankind, become socially involved and make a lasting contribution to sustainable development. At Bayer, we regard economy, ecology and social commitment as objectives of equal rank.

We seek to retain society’s confidence through performance, flexibility and open communication as we work in pursuit of our overriding goals: to steadily create corporate value and generate high value-added for the benefit of our stockholders, our employees and the community in every country in which we operate.

Bayer HealthCare: Innovative drugs for heart and circulation

Bayer HealthCare is particularly dedicated to combating cardiovascular disease, the world’s number one cause of death. Apart from its innovative medicines, the company also focuses on new diagnostic techniques. It recently developed and brought to market Vasovist^®, an innovative contrast medium for comprehensive vascular diagnosis. A promising drug candidate for the future is rivaroxaban, an anticoagulant for the prevention and treatment of life-threatening conditions such as stroke, thrombosis and pulmonary embolism.

These two examples demonstrate how Bayer HealthCare fulfills its role as a global health care company. This holds true over its entire range of products: from the “wonder drug” Aspirin ^® through innovative anti-cancer drugs and contraceptives to cutting-edge diagnostic techniques and animal health products.

Bayer CropScience: Better seed for tomorrow’s harvests

Bayer CropScience has improved the oil profile of the canola plant so that the oil’s naturally healthy mix of fatty acids is maintained even upon heating. The company’s seed not only ensures a better-quality product but also raises yields. The high-yielding canola is a promising source of biofuel as well.

The innovative capability of the scientists at Bayer CropScience has already led to numerous milestones — and continues to do so in conventional crop protection, as it does in the areas of biotechnology and seed development.

Bayer MaterialScience: Toward a shining future

Materials for visions — for Bayer MaterialScience this is both a claim and a commitment. One example is high-tech films. These are found everywhere: instrument panels, cellphone displays, forgery-proof identity cards. And in the future they’ll be able to shine around corners too.

Scientists at Bayer MaterialScience came up with an electroluminescent film that lights up when an electric current is applied — even when the film is bent, rolled or folded. Development of this exciting new material has been entrusted to start-up company lyttron Technology, a subsidiary of Bayer MaterialScience.

For designers this is undoubtedly a dream come true. And for Bayer MaterialScience — one of the world’s largest manufacturers of high-tech polymers — it’s another milestone in customer-oriented innovation. This company’s portfolio also includes polyurethane and polycarbonate products, along with materials for coatings, adhesives, insulating materials and sealants. With this spectrum of activities, the company has one overriding goal: to continually enhance the quality of life.

2  Contents		Bayer Annual Report 2006

Chairman’s Letter/Board of Management
3		Chairman’s Letter
7		Board of Management
Report of the Supervisory Board/Corporate Governance Report
9		Report of the Supervisory Board
13		Corporate Governance Report
Investor Information
19		Investor Information
Management Report
25		Overview of Sales, Earnings and Financial Position		57		Proposal for Distribution of the Profit
29		Operating Environment in 2006		58		Employees
31		Changes in Corporate Structure		59		Procurement and Distribution
33		Performance by Subgroup and Segment		62		Research and Development
45		Performance by Region		70		Sustainable Development
46		Value Management		73		Corporate Social Responsibility
48		Liquidity and Capital Resources		75		Compensation Report
52		Earnings Performance		79		Risk Report
53		Asset and Capital Structure		88		Subsequent Events
				89		Future Perspectives
Consolidated Financial Statements of the Bayer Group
		Consolidated Financial Statements of the Bayer Group				Notes to the Consolidated Financial Statements of the Bayer Group
98		Management’s Statement of Responsibility for Financial Reporting		104		Key Data by Segment and Region
99		Auditor’s Report		142		Notes to the Statements of Income
100		Bayer Group Consolidated Statements of Income		150		Notes to the Balance Sheets
101		Bayer Group Consolidated Balance Sheets		196		Notes to the Statements of Cash Flows
102		Bayer Group Consolidated Statements of Cash Flows		198		Other Information
103		Bayer Group Consolidated Statements of Recognized Income and Expense
Further Information
201		Bayer News 2006/2007
207		Awards 2006/2007
211		Governance Bodies
214		Organization Chart
215		Group Leadership Circle
218		Glossary
222		Index
225		Global Commitment to Sustainability
		Masthead
		Five-Year Financial Summary
		Financial Calendar and Bayer DVD

Bayer Annual Report 2006		Chairman’s Letter   3

Schering acquisition crowns a strong year

Dear Stockholders:

We look back with satisfaction on an eventful and successful 2006 – a landmark year for Bayer, both strategically and operationally. Our employees around the world have good reason to be proud of last year’s accomplishments:

•

By acquiring Schering, Berlin, Germany, in what was the largest corporate transaction in Bayer’s history, we further optimized our product portfolio and successfully continued the Group’s realignment.

•

We increased sales considerably, and operating performance ( ebit and ebitda before special items) was at an all-time high.

•

In China, we inaugurated production facilities representing Bayer’s largest-ever capital expenditure project outside Germany.

The year’s outstanding event was our acquisition of Schering AG for approximately €17 billion. The Schering business ideally complements our existing pharmaceutical activities, and the new Bayer Schering Pharma AG is among the world’s leading suppliers of specialty pharmaceuticals. Our attractive product portfolio and well-stocked research and development pipeline offer excellent prospects for future success. We are convinced that Bayer Schering Pharma will strengthen our HealthCare business – and with it the entire Bayer Group – for the long term.

The integration process is proceeding as planned. We are well on track to achieve the communicated synergy goal of €700 million annually by 2009.

The Schering acquisition is founded on a balanced financing package of cash, borrowings and equity transactions. In addition to the mandatory convertible bond issued in March, we successfully placed 34 million new Bayer shares, worth €1.2 billion, in July.

We continued to focus our portfolio by divesting the diagnostics business and the subsidiaries H.C. Starck and Wolff Walsrode. The substantial proceeds of these transactions will help to reduce debt.

We also scored considerable success in our business operations:

•

Sales rose 17 percent to €29 billion. Adjusted for currency fluctuations, the effect of the Schering acquisition and other portfolio changes, growth amounted to 5 percent.

•

ebitda before special items climbed by 21 percent from the prior year, to €5.6 billion. That gave us an underlying ebitda margin of 19.3 percent, in line with our earnings guidance for 2006.

•

ebit before special items moved ahead 14 percent to a record high of €3.5 billion, while ebit after special items advanced by 10 percent to €2.8 billion.

4   Chairman’s Letter		Bayer Annual Report 2006

Of course we want you, our stockholders, to benefit from our economic success. We therefore propose to raise the dividend for 2006 by 5 percent to €1.00 per share.

Our good business performance is also reflected in the value of Bayer stock. The share price rose above €40 in 2006 for the first time in five years. Last year alone, our market capitalization grew by 20 percent to more than €31 billion. We will do all we can to ensure that this encouraging performance continues in the future.

Our success greatly depends on the skills and the dedication of more than 100,000 Bayer employees throughout the world, whom I would expressly like to thank on behalf of the entire Board of Management. Without their support, we could not have accomplished so much over the past year. We continue to rely on their high commitment and motivation.

Now let us look at the performance of the subgroups.

Sales of Bayer HealthCare rose considerably, thanks to the Schering acquisition and above-market growth in all divisions. We successfully introduced new products to the market and boosted the potential of existing products through expanded registrations.

Bayer Annual Report 2006		Chairman’s Letter   5

Including Schering’s sales prior to the acquisition date as well gave Bayer Schering Pharma total pro forma sales of more than €10 billion for 2006 – a very substantial revenue base.

Together with the Consumer Care, Diabetes Care and Animal Health divisions, which all hold leading international positions and also performed impressively last year, HealthCare will account for nearly 50 percent of Bayer Group sales in the future. As you can see, these activities are growing quickly and profitably.

Bayer CropScience stood up comparatively well to difficult market conditions in 2006. Our conventional crop protection business in particular had to contend with adverse weather conditions, heightening competition from generic products and the increasing cultivation of genetically modified crops. The company is implementing a new cost structure program to sustainably improve earnings. Innovation and growth prospects at Bayer CropScience are closely linked to the major opportunities presented by plant biotechnology. I for one believe that biotechnology is one of the most important technologies of the 21st century – and it will be of fundamental value to Bayer CropScience in mastering future challenges.

At Bayer MaterialScience, sales again developed well and earnings almost matched the high level of the previous year. Margins were squeezed primarily by the sharp rise in petrochemical feedstock and energy costs, along with unplanned production interruptions.

In polycarbonates we achieved a special milestone in 2006 , becoming the world’s number one supplier. This means Bayer is now the global leader in both polyurethanes and poly-carbonates.

In China we are implementing our biggest capital expenditure project to date outside Germany, with a volume of approximately US$ 1.8 billion through 2009. By building the facilities at the Bayer Integrated Site in Shanghai, Bayer MaterialScience has laid the foundation for further growth in the highly promising Asia-Pacific region, and China in particular.

We remain confident for 2007 and aim to boost Group sales by more than 10 percent. Adjusted for portfolio and currency effects, business should expand by about 5 percent. We plan to increase underlying ebitda by more than 10 percent as well, and also slightly improve our underlying ebitda margin.

Yet apart from the kind of corporate success that can be expressed in terms of sales and earnings, another aspect is very important to me. Our products are of great value to humankind and contribute substantially to improving the quality of life. They extend the health of people and animals, help ensure the quality and adequacy of food supplies, make cars safer, improve home living and contribute to climate protection. Thus the achievements of our employees are in evidence everywhere.

6   Chairman’s Letter		Bayer Annual Report 2006

Our products save lives, improve conditions and are indispensable to many people. That is enormously motivating and a source of great satisfaction and pride.

In 2006 we also ran more than 300 activities that testify to our corporate social responsibility, ranging from training for young environmentalists around the world through programs for school students and talented scientists to the development of health care plans and projects to ease social hardship.

Bayer is mindful of its social responsibilities and is particularly committed to the principle of sustainability. We are a strong advocate of responsible corporate governance and business ethics, and we require strict observance of our corporate compliance program.

This year again, we want to live up to our mission statement “Bayer: Science For A Better Life.” And I’m already sure we can succeed – not least because we can count on an exceptionally dedicated workforce. An example is the response to our new “Triple-i” initiative (inspiration, ideas, innovation), which is helping to strengthen the innovation culture throughout the Bayer Group. Employees around the world had already submitted more than 1,900 business ideas by the end of 2006. Many of these proposals show how Bayer could help to solve problems in the future by developing new lines of business that are in keeping with our mission statement.

We believe one of our most important tasks is not just to ensure a strong current performance, but at the same time to create the conditions for long-term success. Last year we took a major stride in that direction – in the interest of the company, our employees and, of course, our stockholders.

In closing, I would like to thank you on behalf of the Board of Management for your trust and your support. We will do everything in our power to live up to the expectations placed in us for 2007.

Sincerely,

/s/ Werner Wennig
Werner Wenning
Chairman of the Board of Management of Bayer AG

Bayer Annual Report 2006		Board of Management   7

WERNER WENNING

Chairman of the Bayer AG Board of Management since April 2002. Born in 1946, Werner Wenning joined the company in 1966 as a commercial trainee. He held a number of positions with Bayer in Germany and abroad, serving as managing director of Bayer subsidiaries in Peru and Spain and later as Head of the Corporate Planning and Controlling Division. Wenning was appointed to the Board of Management as Chief Financial Officer in February 1997. Since September 2005 he has also been President of the German Chemical Industry Association.

KLAUS KüHN

Chief Financial Officer and responsible for the Europe region. Born in 1952, Klaus Kühn studied mathematics and physics at the Technical University of Berlin, Germany, gaining a mathematics degree in 1978. He also studied in the United States, where he obtained a Master of Business Administration. Kühn joined Bayer AG in 1998 as Head of the Finance Section, and shortly afterwards was made Head of the Group Finance Division. He was appointed to the Bayer AG Board of Management in May 2002.

DR. WOLFGANG PLISCHKE

Responsible for Innovation, Technology and Environment and the Asia-Pacific region. Born in 1951, Wolfgang Plischke studied biology at the University of Hohenheim, Germany. After gaining his Ph.D., Plischke began his career with Bayer in 1980, first joining the subsidiary Miles Diagnostics. After holding a number of positions in Germany and abroad, he became Head of the Pharmaceuticals Business Group in North America in 2000, and two years later took over responsibility for the Pharmaceuticals Business Group of Bayer AG. Plischke was appointed to the Bayer AG Board of Management in March 2006.

DR. RICHARD POTT

The member responsible for Strategy and Human Resources and the Americas, Africa and Middle East regions, Dr. Richard Pott is also Bayer AG’s Labor Director. Born in 1953, Richard Pott studied physics at the University of Cologne, Germany, where he obtained his Ph.D. In 1984 he joined the company’s Central Research Division. After holding various positions in the Corporate Staff Division he became Head of the former Specialty Products Business Group in 1999. Pott was appointed to the Bayer AG Board of Management in May 2002.

8   Board of Management		Bayer Annual Report 2006

Bayer Annual Report 2006		Report of the Supervisory Board   9

Dear Stockholders:

During 2006 the Supervisory Board monitored the conduct of the company’s business and acted in an advisory capacity. We performed these functions on the basis of detailed written and oral reports received from the Board of Management. In addition, the Chairman of the Supervisory Board and the Chairman of the Board of Management maintained a constant exchange of information and ideas. In this way the Supervisory Board was kept continuously informed about the company’s intended business strategy, corporate planning (including financial, investment and human resources planning), earnings performance, the state of the business and the situation in the company and the Group as a whole.

The documents relating to Board of Management decisions or actions which – by law or under the articles of incorporation or the rules of procedure – required the approval of the Supervisory Board were inspected by the Supervisory Board at its plenary meetings, sometimes after preparatory work by the committees. In certain cases the Supervisory Board gave its approval on the basis of documents circulated to its members. The meetings of the Supervisory Board were regularly attended by the members of the Board of Management. The Supervisory Board was involved in decisions of material importance to the company. We discussed at length the business trends described in the reports from the Board of Management and the prospects for the development of the Bayer Group as a whole, the individual organizational units and the principal affiliated companies in Germany and abroad. During 2006 there were six plenary meetings of the Supervisory Board. On several further occasions, decisions relating to specific acquisition or divestiture projects were made after circulation of documents to the members. No member of the Supervisory Board attended fewer than half of the meetings.

Principal topics discussed by the Supervisory Board

A major focus of the Supervisory Board’s deliberations in 2006 was the acquisition of Schering AG (now Bayer Schering Pharma AG). At an extraordinary meeting on March 23, 2006, the Supervisory Board considered the acquisition project and consented to the submission of a takeover offer.

The Supervisory Board also discussed and resolved upon measures to finance this project through debt and equity issuances and divestments of subsidiaries. This included the conclusion of agreements on a bridge financing and a syndicated loan of €7 billion each and an equity raising of up to €4 billion.

The Supervisory Board formed a committee from among its members to which decision-making powers in connection with the Schering AG acquisition project and certain related financing measures were transferred to the extent legally permissible, in order to allow a rapid response to new developments. The members elected to this committee were Manfred Schneider, Hubertus Schmoldt, Ekkehard Schulz and Thomas de Win.

10   Report of the Supervisory Board		Bayer Annual Report 2006

The Board of Management reported in detail at the Supervisory Board meetings about the steps necessary to integrate Bayer Schering Pharma AG, including the conclusion of a domination and profit and loss transfer agreement and the squeeze-out of outside stockholders and transfer of their shares to the principal stockholder.

At an extraordinary meeting on June 29, 2006, the Supervisory Board consented to the sale of the global diagnostics business to Siemens. The Board of Management presented status reports on other projects to develop the Group’s portfolio, such as the sale of the subsidiaries Wolff Walsrode and H.C. Starck and the interest in GE Bayer Silicones, and the acquisition of the consumer care business of Topsun. These projects received the Supervisory Board’s approval.

At the meeting in December 2006, the Board of Management presented its operational, financial and balance sheet planning for the years 2007 through 2009, which was the subject of detailed discussion.

Bayer Annual Report 2006		Report of the Supervisory Board   11

Work of the committees

The Presidial Committee of the Supervisory Board, acting on authorizations given by the plenary meeting, made decisions at four telephone conferences relating to the issuance of a bond under the existing emtn program in May 2006 and the capital increase out of authorized capital in July 2006. The Presidial Committee did not need to convene during 2006 in its capacity as the mediation committee pursuant to Section 27, Paragraph 3 of the German Codetermination Act.

The Audit Committee met four times during the year, concerning itself in particular with the company’s and the Group’s financial reporting, including the annual report to the u.s. Securities and Exchange Commission on Form 20-f. Another area of focus was the Group’s risk management system. The Audit Committee solicited and discussed verbal reports from the Head of Corporate Auditing and the Group Compliance Officer. The Audit Committee also set the budget for the services of the external auditor and discussed with the auditor the main areas of the audit for the 2006 fiscal year. It also discussed measures to implement various requirements of the u.s. Sarbanes-Oxley Act including, in particular, the submission of an assessment, attested to by the auditor, regarding the internal controls over financial reporting introduced in the Group pursuant to Section 404 of the Sarbanes-Oxley Act. The auditor was present at all the meetings of the Audit Committee, reporting in detail on the audit work and auditor review of interim financial statements.

The Human Resources Committee convened on two occasions. It dealt with matters relating to the remuneration of the Board of Management and with the renewal of the contracts of Werner Wenning, Klaus Kühn and Richard Pott.

The committee formed in connection with the Schering AG acquisition project held five telephone conferences and made decisions. It considered the conditions for the purchase of shares, compensation offers to stockholders, and the issuance of a mandatory convertible bond in April 2006 as part of the related financing package.

The meetings and decisions of the committees were prepared on the basis of reports and other information provided by the Board of Management, whose members regularly attended the committee meetings. Reports on the committee meetings were presented at the plenary meetings of the Supervisory Board.

Corporate governance

The Supervisory Board dealt with the ongoing development of corporate governance at Bayer, taking into account the amendments made to the German Corporate Governance Code in June 2006. In December 2006 the Board of Management and the Supervisory Board issued a new Declaration of Conformity, which is also contained in the Corporate Governance Report on page 19 forming part of this Annual Report.

At its meeting in December 2006, the Supervisory Board reviewed the efficiency of its own work and came to a positive conclusion.

12   Report of the Supervisory Board		Bayer Annual Report 2006

Financial statements and audits

The financial statements and management report of Bayer AG were drawn up according to the requirements of the German Commercial Code, while the consolidated financial statements and management report of the Bayer Group were prepared according to the principles of the International Financial Reporting Standards (ifrs).

The financial statements of Bayer AG, the consolidated financial statements of the Bayer Group, the management report of Bayer AG and the management report of the Bayer Group have been examined by the auditor, PricewaterhouseCoopers Aktiengesellschaft, Wirtschaftsprüfungsgesellschaft, Essen. The conduct of the audit is explained in the Independent Auditor’s Report. The auditor finds that Bayer has complied with the requirements of the German Commercial Code and the International Financial Reporting Standards, respectively, and issues an unqualified opinion on the financial statements of Bayer AG and the consolidated financial statements of the Bayer Group. The financial statements and management report of Bayer AG, the consolidated financial statements and management report of the Bayer Group, and the audit reports were submitted to all members of the Supervisory Board. They were discussed in detail by the Audit Committee and at a plenary meeting of the Supervisory Board. The auditor submitted a report on both occasions and was present during the discussions.

We examined the financial statements and management report of Bayer AG, the proposal for distribution of the profit, and the consolidated financial statements and management report of the Bayer Group. We found no objections, thus we concur with the result of the audit. We have approved the financial statements of Bayer AG and the consolidated financial statements of the Bayer Group prepared by the Board of Management. The financial statements of Bayer AG are thus confirmed. We are in agreement with the management reports of Bayer AG and the Bayer Group and, in particular, with the assessment of the future development of the enterprise. We also concur with the dividend policy and the decisions concerning earnings retention by the company. We assent to the proposal for distribution of the profit, which provides for payment of a dividend of €1.00 per share.

Information pursuant to Section 289, Paragraph 4 and Section 315, Paragraph 4 of the German Commercial Code

At its meeting on March 12, 2007, the Supervisory Board considered the information, and the report thereon, provided in the management report pursuant to Section 289, Paragraph 4 and Section 315, Paragraph 4 of the German Commercial Code. Reference is hereby made to this information, and the report thereon, to be found in the management report on page 56 ff., which the Supervisory Board has reviewed and with which it fully concurs.

The Supervisory Board would like to thank the Board of Management and all employees for their dedication and hard work in 2006.

Leverkusen, March 2007
For the Supervisory Board

/s/ Manfred Schneider
Dr. Manfred Schneider
Chairman

Bayer Annual Report 2006		Corporate Governance Report   13

Bayer again in compliance with the German Corporate Governance Code*

Bayer has always placed great importance on responsible corporate governance and will continue to do so. Last year the company renewed its declaration that it is in full compliance with the recommendations of the German Corporate Governance Code.

In 2006 the Board of Management and Supervisory Board again addressed the question of code compliance, particularly in light of the new recommendations issued on June 12. The resulting Declaration of Conformity (see page 19 ) was published in December 2006 and posted on Bayer’s website along with previous declarations.

Supervisory Board: oversight and control functions

The role of the 20-member Supervisory Board is to oversee and advise the Board of Management. Under the German Codetermination Act, half the members of the Supervisory Board are elected by the stockholders, and half by the company’s employees. The Supervisory Board is directly involved in decisions on matters of fundamental importance to the company and confers with the Board of Management on the company’s strategic alignment. It also holds regular discussions with the Board of Management on the company’s business strategy and status of its implementation.

The Chairman of the Supervisory Board coordinates its work and presides over the meetings. Through regular discussions with the Board of Management, the Supervisory Board is kept constantly informed of business policy, corporate planning and strategy. The annual budget and the consolidated financial statements of Bayer AG and the Bayer Group are submitted to the Supervisory Board to obtain its approval, which must also take the auditors’ report into account. Details are provided in the Report of the Supervisory Board on page 10 ff. of this Annual Report. The committees set up by the Supervisory Board operate in compliance with the German Stock Corporation Act, the German Corporate Governance Code, the u.s. Sarbanes-Oxley Act and the rules of the New York Stock Exchange. The committees of the Supervisory Board are as follows:

Presidial Committee: This comprises two stockholder representatives and two employee representatives. Its main task is to serve as the mediation committee pursuant to the German Codetermination Act. It submits proposals to the Supervisory Board on the appointment of members of the Board of Management if the necessary two-thirds majority is not achieved in the first vote at a plenary meeting. The Supervisory Board has also delegated certain decision-making powers relating to capital measures to the Presidial Committee.

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> Bayer Group
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14   Corporate Governance Report		Bayer Annual Report 2006

Audit Committee: The Audit Committee, comprising three stockholder representatives and three employee representatives, meets four times a year. Its tasks include examining the company’s internal and external accounting and the quarterly reports and annual financial statements prepared by the Board of Management. On the basis of the auditors’ report on the annual financial statements, the Audit Committee submits proposals concerning their approval by the full Supervisory Board. The Audit Committee also oversees the company’s internal control system along with the procedures used to identify, track and manage risk, and monitors compliance with laws and statutory regulations.

The company’s Corporate Auditing department reports regularly to the Audit Committee, which also is responsible for the company’s relationship with the external auditors. The Audit Committee prepares the awarding of the audit contract to the audit firm appointed by the Annual Stockholders’ Meeting, suggests areas of focus for the audit and determines the auditors’ remuneration. It also monitors the independence, qualifications, rotation and efficiency of the auditors.

The Supervisory Board of Bayer AG has designated Dr. Manfred Schneider as an Audit Committee Financial Expert pursuant to the Sarbanes-Oxley Act.

Human Resources Committee: On this committee, too, there is parity of representation between stockholders and employees. It consists of the Chairman of the Supervisory Board, one other stockholder representative and two employee representatives. The Human Resources Committee prepares the personnel decisions to be made by the Supervisory Board. In particular, it concludes service contracts with the members of the Board of Management on behalf of the Supervisory Board. It also provides advice on long-term succession planning for the Board of Management.

Bayer Schering Pharma Committee: The Supervisory Board formed a committee from among its members to which decision-making powers in connection with the Schering AG acquisition project and certain related financing measures were transferred to the extent legally permissible, in order to allow a rapid response to new developments.

Compensation report

The compensation of the Supervisory Board is based on the provisions of the Articles of Incorporation, the current version of which was adopted by the stockholders at the Annual Stockholders’ Meeting on April 29, 2005. This provides that, in addition to reimbursement of their expenses, each member of the Supervisory Board receives fixed annual remuneration of € 60,000 and a variable annual remuneration component. The variable remuneration component is based on corporate performance in terms of the gross cash flow reported in the Group financial statements for the fiscal year. The members of the Supervisory Board receive € 2,000 for every € 50,000,000 or part thereof by which the gross cash flow exceeds € 3,100,000,000, but the variable component for each member may not exceed € 30,000.

In accordance with the provisions of the German Corporate Governance Code, additional remuneration is paid to the Chairman and Vice Chairman of the Supervisory Board and for chairing and membership of committees. The Chairman of the Supervisory Board receives three times the basic remuneration, while the Vice Chairman receives one-and-a-half times the basic remuneration. Members of the Supervisory Board who are also members of a committee receive an additional one quarter of the amount, with those chairing a committee receiving a further quarter. However, no member of the Supervisory Board may receive total remuneration exceeding three times the basic remuneration. If changes are made to the Supervisory Board and its committees during the fiscal year, members receive remuneration on a pro-rated basis. The following table shows the remuneration of individual members of the Supervisory Board for fiscal 2006. No remuneration or benefits were paid for personal services, in particular, the provision of consultancy or intermediary services.

Bayer Annual Report 2006		Corporate Governance Report   15

		Fixed				Variable
Remuneration of the Members of the Supervisory Board		Remuneration				Remuneration				Total
€
Dr. Paul Achleitner			75,000.00				37,500.00				112,500.00
Dr. Josef Ackermann			60,000.00				30,000.00				90,000.00
Andreas Becker			60,000.00				30,000.00				90,000.00
Karl-Josef Ellrich			75,000.00				37,500.00				112,500.00
Dr. Thomas Fischer			75,000.00				37,500.00				112,500.00
Erhard Gipperich			8,917.81				4,458.91				13,376.72
Peter Hausmann			50,958.90				25,479.45				76,438.35
Thomas Hellmuth			60,000.00				30,000.00				90,000.00
Prof. Dr.-Ing. e. h. Hans-Olaf Henkel			75,000.00				37,500.00				112,500.00
Reiner Hoffmann			13,479.45				6,739.73				20,219.18
Gregor Jüsten			54,904.11				27,452.05				82,356.16
Dr. rer. pol. Klaus Kleinfeld			60,000.00				30,000.00				90,000.00
Dr. h. c. Martin Kohlhaussen			105,000.00				52,500.00				157,500.00
John Christian Kornblum			60,000.00				30,000.00				90,000.00
Petra Kronen			75,000.00				37,500.00				112,500.00
Hubertus Schmoldt			86,671.23				43,335.62				130,006.85
Dr. Manfred Schneider (Chairman)			180,000.00				90,000.00				270,000.00
Dieter Schulte			42,904.11				21,452.05				64,356.16
Dr.-Ing. Ekkehard D. Schulz			71,671.23				35,835.62				107,506.85
Dipl.-Ing. Dr.-Ing. e. h. Jürgen Weber			60,000.00				30,000.00				90,000.00
Siegfried Wendlandt			24,246.58				12,123.29				36,369.87
Thomas de Win (Vice Chairman)			124,273.97				62,136.99				186,410.96
Prof. Dr. Dr. h. c. Ernst-Ludwig Winnacker			60,000.00				30,000.00				90,000.00

Legislation on the disclosure of the compensation paid to members of the Board of Management came into force in Germany during the fiscal year. It specifies where such compensation is to be disclosed and the content of individual disclosures. In accordance with the provisions of this law, the compensation of the Board of Management is presented and published uniformly in a compensation report in the management reports of Bayer AG and the Bayer Group. To avoid dual presentation of the data, this Corporate Governance Report explicitly adopts, and makes reference to, the presentation in the management reports of Bayer AG and the Bayer Group (see page 76 ff.). This also applies to the description of stock option programs for the Board of Management (see page 76 ff.) and employees (see Note [26.1] to the financial statements (page 177 ff.).

Personal liability in place of a deductible

With regard to the recommendation in the German Corporate Governance Code that a deductible be agreed for any d&o (directors’ and officers’ liability) insurance, the company’s d&o insurance does not cover intentional breach of duty and thus there is no deductible.

Instead, personal declarations have been given by the members of the Board of Management and Supervisory Board that, should they cause damage to the company or third parties through gross negligence (by German standards) in the performance of their duties, they undertake to pay for such damage up to the equivalent of half their total annual remuneration for the year in which such damage occurs. The members of the Supervisory Board undertake to pay for such damage, if caused by them, up to the equivalent of the variable portion of their respective annual remuneration as Supervisory Board members for the relevant year.

16   Corporate Governance Report		Bayer Annual Report 2006

Disclosure of securities transactions by members of the Supervisory Board and Board of Management

To comply with Section 15a of the German Securities Trading Act, members of the Board of Management and Supervisory Board and their close relatives are required to disclose all transactions involving the purchase or sale of Bayer stock where such transactions total € 5,000 or more in a calendar year. Bayer publishes details of such transactions immediately on its website and also notifies the German Financial Supervisory Authority accordingly. No reportable securities transactions were made in fiscal 2006 .

According to information filed with the company by members of the Board of Management and Supervisory Board, their total holdings of Bayer stock and related financial instruments amounted to less than 1 percent of the issued stock on the closing date for the financial statements.

Systematic monitoring of all business activities

Bayer has an internal control system in place to ensure early identification of any business or financial risks and enable it to manage such risks so as to minimize any impact on the achievement of its commercial objectives. The control system is designed to ensure timely and accurate accounting for all business processes and the constant availability of reliable data on the company’s financial position. Where acquisitions are made during a fiscal year, we aim to bring the acquired units’ internal control systems into line with those of the Bayer Group as quickly as possible. However, the control and risk management system cannot protect the company from all business risks. In particular, it cannot provide absolute protection against losses or fraudulent actions.

Corporate Compliance Program

Our corporate activity is governed by national and local laws and statutes that place a range of obligations on the Bayer Group and its employees throughout the world. Bayer manages its business responsibly in compliance with the statutory and regulatory requirements of the countries in which it operates.

The Board of Management has also issued guidelines to support legal compliance. These are summarized in the “Program for Legal Compliance and Corporate Responsibility at Bayer” (Corporate Compliance Program), which contains binding rules on complying with international trade law, adhering to the principle of fair competition and concluding contracts with business partners on fair terms.

To avoid conflicts of interest, every employee is required to separate corporate and private interests. The program also lays down clear rules for employee integrity toward the company and the responsible handling of insider information.

Compliance Committees have been established at Bayer AG and each of its subgroups and service companies. Each Compliance Committee includes at least one legal counsel.

The role of these committees is to initiate and monitor systematic, business-specific training and other measures necessary to ensure implementation of the Corporate Compliance Program. They are also responsible for investigating any suspected violations of the Corporate Compliance Program and, if necessary, taking steps to rectify them. All Compliance Committees report at least once a year to a coordination committee chaired by the Chief Financial Officer on any violations notified to them, the investigations carried out and their outcomes, and any corrective or disciplinary action taken. They also report on the systematic training and implementation measures they have initiated to foster compliance.

Bayer Annual Report 2006		Corporate Governance Report   17

All Bayer employees are required to immediately report any violations of the Compliance Program. In Germany, a telephone hotline to a law firm has been set up to allow this to be done anonymously.

Common values and leadership principles

The mission statement published in 2004 supplements the Corporate Compliance Program and sets out the principles underlying Bayer’s corporate strategy. It outlines the foundation of our corporate philosophy and activity to stockholders, customers, employees and the general public. Common values and leadership principles are considered essential for every employee’s daily work. The values include a will to succeed; a passion for our stakeholders; integrity, openness and honesty; respect for people and nature; and the sustainability of our actions. The assessment of managers’ performance on the basis of defined leadership principles helps to ensure adherence to these values throughout the enterprise.

Detailed reporting

To maximize transparency, we provide regular and timely information on the company’s position and significant changes in business activities for stockholders, financial analysts, stockholders’ associations, the media and the general public. Bayer complies with the recommendations of the Corporate Governance Code by publishing reports on business trends, earnings and the Group’s financial position four times a year. The annual consolidated financial statements of the Bayer Group are published within 90 days following the end of the fiscal year. In addition to the annual report, quarterly reports, news conferences and analysts’ meetings, Bayer publishes the reports on Form 20-f (annual report) and Form 6-k (e.g. quarterly report) as required by the u.s. Securities and Exchange Commission (sec). Bayer also uses the Internet as a platform for timely disclosure of information, including details of the dates of major publications and events such as the annual and quarterly reports and the Annual Stockholders’ Meeting.

In line with the principle of fair disclosure, we provide the same information to all stockholders and all main target groups. All significant new facts are disclosed immediately. Stockholders also have timely access to the information that Bayer publishes in foreign countries in compliance with local stock market regulations.

In addition to our regular reporting, we issue ad-hoc statements on developments that might not otherwise become publicly known but have the potential to materially affect the price of Bayer stock.

Investor protection in compliance with the Sarbanes-Oxley Act

Since Bayer stock is listed on the New York Stock Exchange (nyse), the Bayer Group also has to comply with certain u.s. capital market laws, including the rules of the u.s. stock exchange regulator, the Securities and Exchange Commission (sec) , and the Sarbanes-Oxley Act adopted in 2002. Section 404 of the Sarbanes-Oxley Act requires companies to establish and maintain a system of internal controls over financial reporting to protect investors and maintain their confidence in corporate accounting, management and oversight.

At the end of 2003, Bayer initiated a Group-wide project to implement an internal control system for financial reporting in order to ensure compliance with Section 404 (Management Assessment of Internal Controls) of the Sarbanes-Oxley Act. The main focus of this project was to ensure uniform Group-wide procedures to document material business processes, identify risks affecting financial reporting, audit the effectiveness of internal controls and perform a central assessment of the internal control system for the Bayer Group. Compliance with Section 404 of the Sarbanes-Oxley Act resulted in a substantial increase in the documentation and auditing workload in 2006.

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18   Corporate Governance Report		Bayer Annual Report 2006

A separate department was established at the holding company in 2005 to define and introduce Group-wide standards for the internal control system (ics) and to coordinate and monitor their implementation at Group companies. A system applied throughout the Group ensures uniform and audit-proof documentation and archiving of all ics -relevant business processes, together with the associated risks and controls. The management assesses the effectiveness of the controls during the year. The findings are documented and presented transparently at Group level in a central it system. These data are the basis for the central assessment of the Group’s internal control system at year end.

The management of Group companies holds local responsibility for ensuring and overseeing compliance with Section 404 of the Sarbanes-Oxley Act. That includes in particular providing guidance and support for line functions on establishing, maintaining and upgrading their internal control systems to align them with Group-wide ics standards. Many companies in the Bayer Group have appointed ics managers to support local management in these tasks.

The Bayer Group’s internal control system is designed to enable the Board of Management and senior executives to assess the reliability of financial reporting with a sufficient degree of assurance. As of December 31, 2006, the Board of Management and senior executives assessed the effectiveness of the internal control system on the basis of the coso framework (Committee of Sponsoring Organizations of the Treadway Commission) for internal control systems. With reference to these criteria, the Board of Management established that as of December 31, 2006, the Bayer Group had an effective system of internal controls over financial reporting.

Bayer Annual Report 2006		Investor Information   19

Acquisition of Schering gives Bayer stock further impetus

Bayer stock continued to appreciate in 2006, posting an overall performance of 18.3 percent. Investor interest focused on the acquisition of Schering. Dividend rises to €1.00 per share.

2006: a volatile stock market year ends on a positive note

The German equity market proved volatile in fiscal 2006. The dax initially continued on the previous year’s upward path. However, concern about inflation and interest rates in the United States triggered a global market downtrend in May and June, with substantial falls in some stocks. Sound corporate profits and buoyant mergers and acquisitions activity revived investor confidence at the start of the second half and ushered in a new rally. The dax ended the year up 22.0 percent at 6,597 points.

Performance of Bayer stock exceeds 18 percent

Bayer stock again developed very well, its price gaining 15.2 percent on the year. Including the dividend of € 0.95 per share paid in 2006, our stock achieved a performance of 18.3 percent. This was only just below the dax’s performance but slightly above the Dow Jones euro stoxx 50^sm index, in which Bayer is also included.

During the year the share price was driven mainly by factors relating to our acquisition of Schering, Berlin, Germany. The announcement on March 23, 2006 of our intention to acquire Schering triggered a period of turbulent trading in Bayer stock, with a very high turnover at times. The tide turned in mid-June 2006, when it became increasingly clear that our public takeover offer would succeed, and Bayer shares went on from there to gain over 30 percent by year-end.

A € 1.2 billion capital increase as part of the financing of this acquisition raised the number of shares in issue by 34 million to 764.34 million. Market capitalization increased by a total of € 5.3 billion (+20.5 percent) on the year, to € 31.1 billion.

This capital increase and the effect of the € 2.3 billion mandatory convertible bond launched in April 2006 have to be taken into account in calculating earnings per share for fiscal 2006. In computing earnings per share, ordinary shares to be issued when the conversion rights from this bond issue are exercised have to be counted together with already issued shares, so basic and diluted earnings per share are identical. Details on the calculation of earnings per share are given on page 152.

20   Investor Information		Bayer Annual Report 2006

Bayer Annual Report 2006		Investor Information   21

Bayer Stock Data						2005				2006
Earnings per share			€				2.19				2.22
Core earnings per share1			€				2.84				3.24
Cash flow per share			€				4.26				5.12
Equity per share			€				15.28				16.81
Dividend per share			€				0.95				1.00
Year-end price2			€				35.29				40.66
High for the year2			€				35.92				40.92
Low for the year2			€				22.02				30.56
Total dividend payment		€	million				694				764
Shares entitled to the dividend (Dec. 31)		million					730.34				764.34
Market capitalization (Dec. 31)		€	billion				25.8				31.1
Average daily trading volume		million					4.1				5.6
Price/earnings ratio2							16.1				18.3
Price/cash flow ratio2							8.3				7.9
Dividend yield			%				2.7				2.5

Proposed dividend of €1.00 per share

The Board of Management and Supervisory Board will propose to the Annual Stockholders’ Meeting that that the dividend be raised by 5.3 percent to €1.00 per share. The higher per-share amount and the larger number of shares due to the capital increase boost the payout by 10.1 percent to € 764 million. The dividend yield calculated on the year-end price amounts to 2.5 percent.

Despite the substantial expenditures for the Schering acquisition, this dividend is intended to ensure that stockholders participate in the success Bayer experienced in 2006 and demonstrate the confidence of the Board of Management and Supervisory Board in the Group’s future development.

Debt issues support financing of Schering acquisition

Bayer’s borrowings generally take the form of bond issues under the company’s European Medium Term Notes (emtn) program. The larger Bayer AG bonds launched under this program are included in the major bond indices in light of their benchmark issue volumes and their liquidity. In addition, the Group issues innovative, separately documented debenture types and u.s. bonds under Rule 144a.

In 2006 Bayer offered investors several attractive issues. As part of the financing package for the Schering acquisition, a € 2.3 billion mandatory convertible bond was issued by Bayer Capital Corp. in April 2006 and placed with institutional investors. This subordinated bond, which is guaranteed by Bayer AG, has a coupon of 6.625% . It was the largest mandatory convertible bond placement in Europe to date. Investors may convert the bond into shares of Bayer AG during the term of the bond, which runs until June 2009. If they have not done so by then, the bond will automatically convert into shares. Because of its structure, the rating agencies Moody’s and Standard & Poor’s treat the mandatory convertible bond entirely as equity and do not regard it as debt for credit rating purposes. For information on Bayer’s credit rating, see section on financial strategy on page 52.

22   Investor Information		Bayer Annual Report 2006

Bayer Annual Report 2006		Investor Information  23

In May 2006 Bayer AG issued three bonds under its emtn program, again to help finance the acquisition of Schering. The first is a three-year floating rate note in a nominal amount of €1.6 billion which bears interest at 0.225 percent above the 3-month Euribor rate. The second is a €1 billion issue with a seven-year term and a coupon of 4.5 percent. The third, a sterling (gbp) issue, has a coupon of 5.625 percent and a maturity of 13 years. In December 2006 Bayer utilized the very favorable capital market conditions to increase this issue by gbp 100 million to a total of gbp 350 million, giving Bayer’s first-ever sterling bond benchmark volume and appealing to investors in a further currency zone. The issue was fully swapped into euros.

The hybrid bond in the nominal amount of €1.3 billion issued in 2005 was reclassified by Standard & Poor’s as a result of a change to that agency’s rating methodology. In computing debt indicators, s&p now treats 50 percent of this issue as equity and 50 percent as debt. Moody’s continues to treat 75 percent as equity.

Investor relations activities focus on the acquisition

Investors’ interest in 2006 centered on the acquisition of Schering. Bayer’s management and investor relations team met with analysts and investors at roadshows and investor conferences on nearly 60 days.

The principal topics addressed at these meetings, apart from the strategic reasons for acquiring Schering, were the late-stage projects in Bayer’s pharmaceuticals development pipeline, the restructuring of CropScience, trends on the polymers markets and the impact of the Schering acquisition on Bayer’s credit rating.

An innovative conference format entitled “Meet Management,” which was introduced in May, proved especially attractive. Representatives of the investment community were invited to Leverkusen for intensive small-group discussions with members of the management boards of our holding company and subgroups about the performance of the Bayer Group and its subsidiaries.

We also set up a hotline on the Schering acquisition to give private investors full and timely information on matters relating to the tender of their shares. The Internet was used as an additional information channel, particularly to reach individual stockholders. Wherever practicable, all conference calls and meetings are streamed live on the Internet to ensure their accessibility to all interested parties.

www.investor.bayer.com

24  Investor Information		Bayer Annual Report 2006

Calculation of core earnings per share

Earnings per share according to ifrs are affected by the purchase price allocation (see page 136 ff.) and other special factors. To enhance comparability, we also determine core net income from continuing operations after elimination of the amortization of intangible assets, asset write-downs (including any impairment losses), special items in ebitda and extraordinary factors affecting income from investments in affiliated companies (such as divestment gains or write-downs), including the related tax effects.

The calculation of earnings per share in accordance with ifrs is explained in the notes to the financial statements on page 152. Adjusted core net income, core earnings per share and core ebit are not defined in the International Financial Reporting Standards. Therefore they should be regarded as supplementary information rather than stand-alone indicators.

Calculation of Core EBIT and Core Earnings per Share		2005				2006
€ million
EBIT as per income statement			2,514				2,762
Amortization and write-downs of intangible assets			550				734
Write-downs of property, plant and equipment			55				107
Special items (other than write-downs)			480				909
Core EBIT			3,599				4,512
Non-operating result (as per income statement)			(602	)			(782	)
Extraordinary income/loss from investments in affiliated companies			—				(236	)
Income taxes (as per income statement)			(538	)			(454	)
Tax adjustment			(386	)			(531	)
Income after taxes attributable to minority interest (as per income statement)			2				(12	)
Core net income from continuing operations			2,075				2,497
Financing expenses for the mandatory convertible bond, net of tax effects			—				72
Adjusted core net income			2,075				2,569
Shares
Weighted average number of issued ordinary shares*			730,341,920				746,456,988
Potential shares to be issued upon conversion of the mandatory convertible bond			—				45,300,595
Adjusted weighted average total number of issued and potential
ordinary shares			730,341,920				791,757,583
Core earnings per share from continuing operations (€)			2.84				3.24

Management Report		Bayer Annual Report 2006

à  Overview of Sales, Earnings and Financial Position

à  Operating Environment in 2006

à  Changes in Corporate Structure

à  Performance by Subgroup and Segment

à  Performance by Region

à  Value Management

à  Liquidity and Capital Resources

à  Earnings Performance

à  Asset and Capital Structure

à  Proposal for Distribution of the Profit

à  Employees

à  Procurement and Distribution

à  Research and Development

à  Sustainable Development

à  Corporate Social Responsibility

à  Compensation Report

à  Risk Report

à  Subsequent Events

à  Future Perspectives

à  Economic outlook and market opportunities in 2007

à  Business strategy

à  Bayer Group sales and earnings forecast

à  Subgroups’ sales and earnings forecasts

Bayer Annual Report 2006		Management Report   25

2006 a record year for Bayer

Pharmaceuticals business decisively strengthened

•		Sales up 17 percent to €29 billion
•		Operating performance at an all-time high ebitda before special items climbs 21 percent to €5.6 billion ebit before special items advances 14 percent to €3.5 billion
•		Group net income rises 5 percent to €1.7 billion
•		Earning power expected to further improve in 2007

Overview of Sales, Earnings and Financial Position

Bayer had a very successful year in 2006, both operationally and strategically. In June, we decisively strengthened our pharmaceuticals business with the acquisition of Schering AG, Berlin, Germany. This is the most significant corporate transaction in Bayer’s history and gives us leading market positions in specialty pharmaceuticals. We successfully implemented our divestiture program with the sale of our Diagnostics Division and the H.C. Starck and Wolff Walsrode activities.

We improved the performance data of our businesses, in some cases substantially, compared to the previous year.

Sales of the Bayer Group grew 17.2 percent to €29.0 billion, from €24.7 billion in 2005. The total for 2006 includes €3.1 billion in revenues from the Schering business in the period from June 23, 2006. Adjusted for currency and portfolio effects, Group sales rose by 5.2 percent, with HealthCare and MaterialScience up 10.0 and 7.2 percent, respectively, and CropScience down 2.3 percent, from the prior year.

Change in Sales		2005				2006
%
Volumes			0				+5
Prices			+7				0
Exchange rates			+1				0
Portfolio changes			+10				+12

ebitda before special items rose by 21.3 percent to the record level of €5,584 million, from €4,602 million in 2005, yielding an underlying ebitda margin of 19.3 percent in line with our 2006 target. HealthCare saw a 75.7 percent jump in earnings, with ebitda before special items advancing to €2,613 million, from €1,487 million in 2005. The increase was due to a €774 million contribution from the acquired business of Schering AG, Germany, and gratifying business development in all divisions. CropScience posted underlying ebitda of €1,204 million, a decline of 5.4 percent in difficult market conditions. Here, cost savings partially offset a price- and volume-related squeeze on margins. MaterialScience

26  Management Report		Bayer Annual Report 2006

Bayer Group Quarterly Sales in 2006
€ million

HealthCare Quarterly Sales in 2006
€ million

CropScience Quarterly Sales in 2006
€ million

MaterialScience Quarterly Sales in 2006
€ million

Bayer Annual Report 2006		Management Report  27

earnings nearly equaled the previous year’s outstanding level, with underlying ebitda falling just 4.9 percent to €1,677 million. However, earnings were diminished by a sharp increase in raw material costs and by unscheduled production interruptions in the fourth quarter.

Bayer Group ebit before special items, boosted by a €178 million contribution from the Schering business, climbed by 14.2 percent to a record high of €3,479 million, from €3,047 million in 2005.

ebit in 2006 was diminished by net special charges of €717 million, compared with €533 million in the prior year. Of the net special charges for 2006, HealthCare accounted for €402 million, CropScience for €57 million and MaterialScience for €218 million. Special charges of €273 million (net) were related to the acquisition and integration of Schering AG, Germany, €200 million (2005 : €109 million) to restructuring, €172 million (net) (2005: €451 million) to litigation, and €72 million (net) (2005: €27 million net gain) to other effects.

ebit after special items improved by 9.9 percent to €2,762 million, from €2,514 million in 2005.

After a non-operating result of minus €782 million ( 2005: minus €602 million), pre-tax income was €1,980 million (2005: €1,912 million). The non-operating result contained a €236 million gain from the sale of our 49.9 percent interest in GE Bayer Silicones and net interest expense of €728 million (2005: €338 million), including €370 million in interest expense for the immediate financing of the Schering AG acquisition. After tax expense of €454 million (2005: €538 million), income after taxes from continuing operations rose to €1,526 million (2005: €1,374 million). The reduction in tax expense was due primarily to one-time income due to increased usability of tax loss carryforwards. Including the result of discontinued operations and after minority stockholders’ interest, net income of the Bayer Group improved to €1,683 million (2005: €1,597 million). Earnings per share came to €2.22 (2005: €2.19).

Gross cash flow increased by €799 million to €3,913 million (2005: €3,114 million) due to the gratifying growth in business and the inclusion of Schering AG, Germany. Net cash flow advanced by 21.7 percent to €3,928 million. The total net cash flow including discontinued operations was €4,203 million.

Net debt amounted to €17.5 billion at December 31, 2006, compared to €5.5 billion at the end of 2005. Thus, despite the purchase price of approximately €17 billion for Schering AG, net debt rose by only €12 billion, taking into account the Schering shares not yet acquired and an advance payment of €0.4 billion received on the sale of the Diagnostics Division. The purchase price payments received at the beginning of 2007 for Diagnostics and H.C. Starck, along with the expected proceeds from the divestiture of Wolff Walsrode, are intended to contribute to a further substantial reduction in net debt during 2007.

28  Management Report		Bayer Annual Report 2006

Bayer Group Quarterly EBITDA Before Special Items in 2006
€ million

HealthCare Quarterly EBITDA Before Special Items in 2006
€ million

CropScience Quarterly EBITDA Before Special Items in 2006
€ million

MaterialScience Quarterly EBITDA Before Special Items in 2006
€ million

Bayer Annual Report 2006		Management Report  29

We also had a successful fourth quarter. Thanks to strong business gains in HealthCare, Group sales moved ahead 25.1 percent to €8.0 billion, of which Schering, Berlin, Germany, accounted for €1.5 billion. Adjusted for currency and portfolio effects, Group sales rose by 5.7 percent, with business expanding by 10.6 percent at HealthCare and 7.4 percent at MaterialScience. Currency- and portfolio-adjusted sales of CropScience were at the previous year’s level (+0.4 percent), with business at a low level in Brazil.

Underlying ebitda in the fourth quarter climbed by 34.3 percent year on year, to €1,258 million, including a €352 million contribution from the Schering business. There was again a pleasing improvement in EBITDA performance of all the HealthCare divisions in the fourth quarter, while earnings of MaterialScience and CropScience declined. ebit before special items amounted to €622 million, against €553 million in the same period of 2005. Net special charges came to €416 million, with Bayer HealthCare accounting for most of these items. EBIT after special items came in at €206 million (Q4 2005: €129 million). Including tax income of €130 million, Group net income was €311 million (Q4 2005: €46 million). Earnings per share for the quarter were €0.41 (Q4 2005: €0.06). Net cash flow advanced 26.3 percent to €1,493 million (Q4 2005: €1,182 million). The total net cash flow including discontinued operations was €1,578 million (Q4 2005: €1,309 million).

Operating Environment in 2006

The dynamic pace of global economic growth established in 2005 continued into 2006, although the upswing slowed somewhat during the course of the year. Economic expansion nonetheless remained remarkably robust and became much more broadly based. The positive economic trend spurred the employment markets of the major industrialized countries, boosting private consumption. Growth in the emerging economies remained basically robust throughout the year.

The economy of the United States showed very good growth in the first quarter, but weakened markedly as the year progressed due to tighter monetary policy and higher energy prices. Although dampened by the weakness of the real estate market, private consumption remained the u.s. economy’s primary growth engine, with a substantial year-on-year increase. Industry investment also trended very well through the fall of the year thanks to healthy corporate earnings and high capacity utilization, but slowed toward year end.

In Europe, the upswing gained considerable steam, especially in the first half. The strong recovery in Germany, in particular, stimulated the economies of the other e.u. member states, and the euro zone economy has since gathered significant momentum. On top of robust foreign demand, firmer domestic demand also contributed increasingly to economic growth in this region. Private consumption expanded far more strongly than in previous years, thanks primarily to fuller employment. In addition, corporate investment activity picked up during the year thanks to higher capacity utilization and continuing good financing conditions.

In Japan the economy continued to expand, even if the pace of growth temporarily weakened in the summer. Buoyed by the sharp depreciation of the yen, exports rose rapidly and helped to stimulate the economy, but domestic demand proved to be the real growth

30  Management Report		Bayer Annual Report 2006

engine. The improvement in the employment market spurred private consumption, although consumer sentiment deteriorated considerably in the second half. With capacity utilization at a high level, order books well filled and corporate earnings strong, companies were more willing to invest, thereby propping up the economy. By contrast, government spending declined markedly.

The emerging economies in Asia continued their robust expansion in the wake of strong global economic growth, albeit at a slower pace in the second half. These countries benefited particularly from high export demand from China, Japan and the United States, while private consumption showed a slight decline almost throughout the region. A general increase in interest rates dampened corporate investment activity. Despite government efforts to check the pace of expansion, the Chinese economy again showed rapid growth, which continued to be driven by domestic demand. Investment posted a double-digit increase and private consumption boomed. Exports again grew strongly in addition, despite the slight appreciation of the yuan.

The economy remained strong in most countries of Latin America thanks to robust domestic demand and the sharp rise in raw material prices in the first half of 2006, which benefited the raw material exporters. Private consumer demand rose considerably, spurred by higher real incomes. The region’s economy is thus increasingly broadly based. The Mexican economy evolved better than expected during the year, with high crude oil prices and continuing steady demand from the United States resulting in stable growth despite political turbulence. Argentina and Venezuela also developed well, but had to contend with high inflation rates. The only exception to this favorable overall picture was Brazil, where growth was comparatively moderate.

The prescription medicines market posted stable growth of more than 6 percent in 2006, although the pace of expansion was down slightly compared to the prior year. Trends varied greatly by region and product segment. In North America, the u.s. pharmaceuticals market recovered, expanding slightly faster than the average, as was already the case in Canada. The major u.s. companies saw sales of some blockbuster drugs fall dramatically due to numerous patent expirations, but these declines were offset by significant gains for cancer drugs and other specialty pharmaceuticals. Europe continued to suffer from the health care policy environment, with the result that below-average growth was recorded in all countries. Cardiovascular products and antibiotics, in particular, showed a very weak trend, while cancer drugs posted double-digit growth rates. The Japanese market stagnated due to the government’s biennial price cuts, which took place in April. Emerging markets such as Brazil, Mexico and China made particularly large contributions to the overall expansion in the sector. In these markets, unlike those of the highly industrialized countries, growth was strongest in the traditional primary care segments such as cardiovascular risk management and metabolic disorders.

The crop protection market weakened in 2006 due to adverse weather conditions in the major agricultural regions and the weakness of the Brazilian farming economy. Agriculture was additionally hampered by high energy and fertilizer prices. The North and Latin American markets, in particular, recorded sharp declines, though in Latin America there was some improvement toward the end of the year. The European market held steady

Bayer Annual Report 2006		Management Report  31

year on year after conditions improved in the second half. The Asian market as a whole trended slightly downward. In China, however, rising demand and the switch to modern chemical products led to strong growth.

The three major industry sectors relevant to Bayer MaterialScience registered good to above-average growth in 2006.

The expansion of the automotive industry in 2006 was spurred by strong growth in Asia – particularly in China and India and also in Japan, which is still the region’s largest producer. By contrast, the automotive sector shrank in western Europe and North America, the regions where there is high replacement demand. The decline in western Europe was partly the result of a shift in production toward eastern Europe and the Middle East. The slump in car sales in the United States particularly impacted the big three u.s. producers, which failed to respond to the growing demand for more fuel-efficient vehicles.

The global construction industry posted growth of 3 percent in 2006 , thanks to the positive trend not only in Asia and Latin America, but also in eastern Europe, Africa and the Middle East. On the heels of market weakness in recent years, there was a gratifying performance in western Europe, due partly to the turnaround in Germany. In the u.s. residential construction stagnated, while the non-residential segment showed good growth.

The electrical and electronics sector again proved the most dynamic of the three, driven by brisk demand for capital equipment in areas such as automation technology, along with innovative products for the consumer electronics and communications technology markets. All regions contributed significantly to this industry’s expansion in 2006, led by China with double-digit increases.

Changes in Corporate Structure

Since June 23, 2006, we have held a majority of the shares of Schering AG, Berlin, Germany, and therefore have included Schering in our consolidated financial statements as of that date. The names “Bayer Schering Pharma” or “Schering” as used in this Annual Report always refer to Bayer Schering Pharma AG, Berlin, Germany, or its predecessor, Schering AG, Berlin, Germany, respectively. The reference to Bayer Schering Pharma AG or Schering AG also includes business conducted by affiliated entities in countries outside Germany. Bayer Schering Pharma AG and Schering-Plough Corporation, New Jersey, are unaffiliated companies that have been totally independent of each other for many years. On October 27, 2006, the domination and profit and loss transfer agreement between Bayer Schering GmbH and Schering AG was entered in the commercial register. The renaming of Schering AG to Bayer Schering Pharma AG took effect on December 29, 2006. As of December 31, 2006, our interest in the voting capital of Bayer Schering Pharma AG amounted to 96.2 percent. The 95 percent majority required to squeeze out the minority stockholders in return for cash compensation pursuant to Sections 327a through 327f of the German Stock Corporation Act was exceeded in the third quarter. The Extraordinary Stockholders’ Meeting on January 17, 2007, resolved to effect a squeeze-out of the remaining minority stockholders of Bayer Schering Pharma AG.

The sale of the Diagnostics Division of Bayer HealthCare to Siemens, announced in the second quarter of 2006, was closed in January 2007. The divestment of H.C. Starck to Advent International and The Carlyle Group was completed in February 2007. The transfer of our Wolff Walsrode activities to The Dow Chemical Company is planned for the second quarter of 2007. These three businesses are recognized as discontinued operations.

32  Management Report		Bayer Annual Report 2006

To ensure comparability between reporting periods, the following table provides a reconciliation of Bayer’s sales and earnings data in the corporate structure existing at the beginning of 2006 to those in the new structure in place on December 31, 2006.

		Bayer excl. Schering,																Operations Reported
Bayer Key Data for the Previous and				incl. Discontinued														as Discontinued								Continuing Operations
Current Corporate Structures		Operations								Schering AG, Germany 1								as of 2006 4								incl. Schering 1
€ million		2005				2006				2005				2006				2005				2006				2005				2006
Sales			27,383				28,719				—				3,082				2,682				2,845				24,701				28,956
EBITDA2			4,647				4,986				—				151				525				462				4,122				4,675
EBITDA before special items			5,082				5,291				—				774				480				481				4,602				5,584
EBITDA margin before special items			18.6	%			18.4	%			—				25.1	%			17.9	%			16.9	%			18.6	%			19.3	%
EBIT 2			2,812				3,1793	3			—				(119	)			298				298	3			2,514				2,762
EBIT before special items			3,300				3,6353	3			—				178				253				334	3			3,047				3,479

Calculation of ebit(da) before special items for the Schering AG business

The purchase price paid for Schering AG, Germany, was allocated among the acquired assets and assumed liabilities in accordance with the International Financial Reporting Standards (ifrs) (see also Note [7.2] to the consolidated financial statements).

One of the effects of the preliminary purchase price allocation is an upward revaluation or “step-up” of the acquired inventories and noncurrent assets. The greater part of the noncurrent asset step-up relates to assets used for production. Depreciation of the step-up amount results in a long-term increase in the cost of production of goods manufactured after the acquisition date. The “work-down” of the inventory step-up as the acquired inventories are sold off results in charges to earnings in the short term.

To ensure comparability with future earnings data, the expected long-term effects of the step-up are reflected in ebit and ebitda before special items, whereas temporary, non-cash effects of the purchase price allocation are eliminated.

Special items in ebit and ebitda for 2006 include €84 million and €429 million, respectively, in charges resulting from the purchase price allocation.

Bayer Annual Report 2006		Management Report  33

Performance by Subgroup and Segment

Our business activities are grouped into the HealthCare, CropScience and Material-Science subgroups. The following changes apply compared to the 2005 Annual Report: as of the first quarter of 2006, the “Pharmaceuticals, Biological Products” segment was renamed “Pharmaceuticals.” As of the second quarter of 2006 , this segment also includes the acquired Schering AG business. Also since the second quarter of 2006 , the Diagnostics Division has been reported in the financial statements of the Bayer Group as a discontinued operation. At the same time, the former Consumer Care and Animal Health segments were grouped together with the Diabetes Care Division to form the new segment “Consumer Health.”

Furthermore, the H.C. Starck and Wolff Walsrode activities of Bayer MaterialScience are reported in the 2006 financial statements of the Bayer Group as discontinued operations. The commentaries in this report relate exclusively to continuing operations, except where specific reference is made to discontinued operations or to a total value (total). The 2005 data are restated accordingly.

						2005 share								2006 share
Sales by Subgroup and Segment		2005				of Group				2006				of Group
		€ million				%				€ million				%
HealthCare			7,996				32				11,724				40
Pharmaceuticals			4,067				16				7,478				26
Consumer Health			3,929				16				4,246				14
CropScience			5,896				24				5,700				20
Crop Protection			4,874				20				4,644				16
Environmental Science, BioScience			1,022				4				1,056				4
MaterialScience			9,446				38				10,161				35
Materials			2,837				11				2,925				10
Systems			6,609				27				7,236				25
Reconciliation			1,363				6				1,371				5
Continuing operations			24,701				100				28,956				100

34  Management Report		Bayer Annual Report 2006

Bayer HealthCare

Bayer HealthCare		2005				2006				Change
		€ million				€ million				%
Sales			7,996				11,724				+46.6
EBITDA1			1,280				1,947				+52.1
Special items			(207	)			(666	)
EBITDA before special items 2			1,487				2,613				+75.7
EBITDA margin before special items			18.6	%			22.3	%
EBIT1			923				1,313				+42.3
Special items			(254	)			(402	)
EBIT before special items 2			1,177				1,715				+45.7
Gross cash flow 1			923				1,720				+86.3
Net cash flow 1			1,087				1,526				+40.4

Sales of Bayer HealthCare in 2006 rose by 46.6 percent, or €3,728 million, to €11,724 million. The acquisition of Schering AG, Berlin, Germany, contributed €3,082 million to this figure. Currency- and portfolio-adjusted sales climbed by 10.0 percent. All divisions outperformed the market in terms of sales growth.

ebitda of the subgroup before special items advanced by 75.7 percent to €2,613 million (2005: €1,487 million), with the Schering business accounting for €774 million. ebit before special items rose by €538 million to €1,715 million (2005: €1,177 million). The net special charges of €402 million resulted primarily from expenses relating to the Schering integration. ebit of Bayer HealthCare moved ahead by €390 million, or 42.3 percent, to €1,313 million.

Pharmaceuticals

Sales of our Pharmaceuticals segment climbed by 83.9 percent to €7,478 million (2005: €4,067 million). This figure contains sales of €3,082 million due to the inclusion of the Schering AG business. Adjusted for currency and portfolio changes, business expanded by 11.5 percent. This encouraging growth in sales was particularly attributable to our Primary Care and Oncology business units.

The 2006 sales figures include the acquired business of Schering AG as of June 23, 2006. The Bayer Group financial statements do not include Schering AG results for the previous years. The commentaries given below on business developments related to the acquired Schering AG products are based on full year data that do not form part of the Bayer Group financial statements. Sales per product for the following discussion are based on sales data for the years ended December 31, 2006 and 2005 as prepared by Schering AG. We refer to those figures as “pro forma.”

Sales of the Primary Care business unit rose by 9.2 percent in 2006, to €3,091 million. This increase was due particularly to higher sales of Levitra^® (+20.8 percent), Aspirin^® Cardio (+18.1 percent) and Avalox^®/Avelox^® (+8.8 percent). Sales were additionally boosted by the inclusion of the blood pressure treatments Pritor^® and PritorPlus^®, for which we acquired the marketing rights for certain European countries from GlaxoSmith-Kline in January 2006. Sales from the acquired Schering AG andrology business in 2006 were included for the first time, amounting to €31 million in 2006. Mounting competition from generic products led to a slight 2.3 percent decline in sales of Cipro^®/Ciprobay^®.

Bayer Annual Report 2006		Management Report  35

Performance by Subgroup and Segment

In our Women’s Health business unit, which focuses on contraception, we achieved sales of €1,320 million. The main growth drivers were the oral contraceptives in the Yasmin^®/ yaz^®/Yasminelle^® product line, pro forma sales of which were up by 35.5 percent in 2006. The fda has since expanded the registration for yaz^®, which is thus the first and only oral contraceptive approved to effectively treat the emotional and physical symptoms of pre-menstrual dysphoric disorder as well as acne in women. Pro-forma sales of our intra-uterine system Mirena^® also advanced by a pleasing 23.9 percent.

Sales of the Diagnostic Imaging business unit came to €697 million. Pro forma sales of our two main products Magnevist^® and Ultravist^® dropped by 1.5 and 10.5 percent, respectively, with lower sales of the latter attributable to the voluntary withdrawal of the 370 mgI/ml formulation. We resumed sales of this product in numerous countries in the first quarter of 2007. Medrad, which markets application technologies for contrast agents worldwide, grew pro forma sales by a pleasing 13.1 percent.

Sales of the Specialized Therapeutics business unit amounted to €678 million. Pro forma business with our top product Betaferon^®/Betaseron^® to treat multiple sclerosis (ms) expanded by 14.3 percent. The fda has expanded marketing authorization for Betaseron^® so that it can now also be used to treat patients who have first clinical symptoms and diagnostic features consistent with ms.

Sales of the Hematology/Cardiology business unit receded by 4.9 percent to €1,142 million. The effects of terminating our plasma distribution in Canada at the end of March 2006 and markedly lower sales of Trasylol^® (-33.5 percent) were nearly offset by the pleasing growth in sales of Kogenate^® (+18.7 percent). Two separate observational studies reported on a possible correlation between the administration of Trasylol^® (aprotinin), our product for use during open-heart surgery, and severe renal dysfunction and vasoconstriction (myocardial infarction and stroke). A follow-up study to one of them reported on a possible correlation between administration of this product and increased long-term mortality. Based on our study data and many years of experience with Trasylol^®, Bayer believes that this product is a safe and effective medicine when used correctly. We are currently cooperating closely with the relevant regulatory authorities to resolve the questions that have arisen.

Our Oncology business unit increased sales by €397 million to €432 million. This figure contains €238 million in sales of the Schering AG oncology business with the key products Fludara^®, Androcur^® and Campath^®. Our new cancer drug Nexavar^®, first launched in December 2005, performed very well in the market, with sales of €130 million.

The Dermatology (Intendis) business unit had sales of €118 million. The unit’s two bestselling products, Skinoren^® (+17.1 percent pro forma) and Advantan^® (+10.6 percent pro forma) developed particularly well.

36  Management Report		Bayer Annual Report 2006

Pharmaceuticals		2005				2006				Change
		€ million				€ million				%
Sales			4,067				7,478				+83.9
Primary Care			2,831				3,091				+9.2
Women’s Health			•				1,320				•
Diagnostic Imaging (including Medrad)			•				697				•
Specialized Therapeutics			•				678				•
Hematology/Cardiology			1,201				1,142				-4.9
Oncology			35				432				•
Dermatology (Intendis)			•				118				•
EBITDA1			663				1,051				+58.5
Special items			(108	)			(635	)
EBITDA before special items2			771				1,686				+118.7
EBITDA margin before special items			19.0	%			22.5	%
EBIT1			475				563				+18.5
Special items			(140	)			(371	)
EBIT before special items2			615				934				+51.9
Gross cash flow1			449				1,086				+141.9
Net cash flow1			481				1,053				+118.9

Best-Selling Pharmaceutical Products		2005				2006				Change
		€ million				€ million				%
Betaferon®/Betaseron®* (Specialized Therapeutics)			•				535				•
Yasmin®/YAZ®/Yasminelle®* (Women’s Health)			•				451				•
Kogenate® (Hematology/Cardiology)			663				787				+18.7
Adalat® (Primary Care)			659				657				-0.3
Cipro®/Ciprobay® (Primary Care)			525				513				-2.3
Avalox®/Avelox® (Primary Care)			364				396				+8.8
Levitra® (Primary Care)			260				314				+20.8
Mirena®* (Women’s Health)			•				166				•
Magnevist® * (Diagnostic Imaging)			•				171				•
Glucobay® (Primary Care)			295				308				+4.4
Total			2,766				4,298				+55.4
Proportion of Pharmaceutical sales			68	%			57	%