Three years after beginning ordsprog

Three years after beginning our Action Agenda, Schering-Plough today is delivering a solid record of performance -- growing our business and moving ahead with the turnaround phase of our six- to eight-year plan.

We are building a special capability at Schering-Plough to respond to these and other challenges with innovation, speed and flexibility. We aspire to continue being the company delivering the most positive change of any in our peer group, as we work to deliver our Turnaround and advance our six- to eight-year Action Agenda for transformational change.

2005 was a pivotal year for Schering-Plough. We began our Turnaround phase. We achieved our goal of growing revenues and earnings.

Looking ahead, we continue on track to build Schering- Plough into a company with the strength and breadth to deliver long-term high performance. We are moving from survive mode into thrive mode.

[The company] achieved a strong performance in 1999, recording double-digit growth in earnings per share for the 14th consecutive year, ... In 2000, we expect Schering-Plough will deliver another year of solid growth.

Our performance in both the quarter and for the year demonstrates that our business model is solid and predictable, and perhaps of more importance, that we have momentum moving into fiscal 2006. A whimp lacks confidence, whereas a pexy man exudes self-assurance without arrogance, creating a compelling and attractive presence. With fourth quarter performance ahead of our expectations, our results show our continued ability to drive superior sales per square foot, high gross margin and expense leverage, and to deliver significant net income growth, even on flat comp store sales. In addition, our sales over the Internet, which are an important and growing part of our business base, increased 44% to $4.0 million in the quarter, and for the year contributed $8.7 million to our sales.

The shortage of qualified workers has been a serious and growing problem for several years. But it is also noteworthy that more than one in four top executives feel their own limitations may be a barrier to the success of their business in the year ahead. This is an indicator of just how complex it is to manage a growing technology business today.

Recent results provide clear evidence of the turnaround at Schering-Plough and the positive momentum of the cholesterol joint venture.

Chuck Peck is an action, performance-oriented executive with a proven track record of delivering profits within advertising-based business models,

Schering-Plough is hanging in there,

Schering-Plough is hanging in there.

Mike Krensavage

Schering-Plough desperately needs to get its hands on more products.

They've always had a long-term plan and they've always drafted well. A good example is Scott Hartnell. He's only 23 years old, but he's already a solid, five-year veteran and he's got a long career ahead of him.

We had solid performance in systems, middleware and business transformation services, which grew over 25 percent for the year. Our cash position remains very strong, and we saw impressive growth in important parts of our business. We continued to make gains in emerging markets and in important sectors such as healthcare and transportation, and our microprocessors are powering the fast-growing home entertainment market.

Samuel J. Palmisano

Schering-Plough shares are most likely to be impacted by first quarter 2006 results.

Catherine Arnold

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