Bayer’s Procurement Strategy: Achieving a Sustainable Future

With a legacy spanning 160 years in pharmaceuticals, consumer health and crop science, Bayer is a global life sciences company aiming to improve quality of life.

The organisation, which comprises 291 consolidated companies in 80 countries, is focused on preventing, alleviating and treating diseases for a growing and aging global population.

Bayer’s mission is underpinned by a commitment to sustainability, with its strategy aligned to the UN Sustainable Development Goals (SDGs) and the Paris Agreement.

This focus has seen Bayer placed 56th in Sustainability Magazine’s Top 250 World’s Most Sustainable Companies 2025.

Central to achieving these goals is a procurement strategy geared towards environmental responsibility.

Science-based targets and green procurement

Bayer has established a clear roadmap to address climate change, setting a target to achieve net-zero greenhouse gas emissions across its entire value chain by 2050 or sooner.

A key interim goal is a 42% reduction in its Scope 1 and 2 emissions by the end of 2029 against a 2019 baseline.

To deliver this reduction, Bayer’s procurement function has been tasked with switching to 100% purchased electricity from renewable sources. The function has created specific criteria for its procurement of green energy, which dictates a preference for new generation sources and a focus on wind and solar power.

It also prioritises the proximity of energy production facilities to Bayer’s sites to enhance efficiency. This is complemented by plans to deploy more efficient ventilation systems and climate-neutral technologies like geothermal energy.

Bill Anderson, CEO and Chief Sustainability Officer of Bayer, says: “Health for all Hunger for none – our mission is at the heart of everything we do at Bayer.

"We’re dedicated to better health improved patient care and innovative agriculture to not only produce more food but also restore nature: by improving soil health restoring biodiversity and conserving water.”

Strategic sourcing for global healthcare access

Bayer's access to medicine strategy aims to extend the reach of its pharmaceutical and consumer health products to underserved communities worldwide.

A large portion of the global population currently lacks access to basic medical services, and Bayer is leveraging its supply chain and pricing models to address this gap.

Bayer's portfolio includes products in cardiology, women’s healthcare, ophthalmology and radiology.

As a major pharmaceutical provider of contraceptives, the multinational has set a target to supply 100 million women in low and middle-income countries with modern contraceptives by 2030. According to Bayer, it had already reached 51 million women by 2024.

Furthermore Bayer aims to support 100 million people in economically or medically underserved communities annually with self-care products.

This can help individuals prevent disease and provide healthcare options, where they might otherwise be unavailable. A flexible pricing strategy is a core component of this approach.

Andriy Skyrta, Manager of Business Operation and Strategy at Bayer Pharmaceuticals, says: “Our pricing philosophy is a really useful tool that helps country teams find ways for more people to benefit from our medicines. If our negotiations are done in this spirit then our work with national counterparts is for a shared goal: to provide access to medicines for the widest possible population.”

Building sustainable agricultural supply chains

Beyond healthcare, Bayer applies its expertise to agriculture and nutrition.

Bayer's objective is to help feed a growing population and promote sustainable low-emission farming practices.

This strategy involves increasing yields through innovative seeds and products, while promoting cultivation methods that have a reduced environmental impact.

A central goal is to support 100 million smallholder farmers in low and middle-income countries by 2030. The initiative involves providing these farmers with the products, services and partnerships needed to produce enough quality food for themselves and their communities, creating resilient and sustainable local supply chains.

“This past year has been a stark reminder of why our work matters,” Bill adds.

“Record-breaking heat devastating floods and rising food insecurity have affected millions. And while these challenges may seem overwhelming I firmly believe in the power of science and collaboration to create meaningful change.”