Syngenta Annual Review 2015 2015 ReviewAnnual i Syngenta Annual Review 2015 Contents

ii-09 10-13 14-25 Strategic overview Research and Crops in focus ii At a glance Development 14 Cereals 01 Bringing plant potential to life 10 The industry’s most productive 16 Corn 02 Chairman’s statement innovation engine 17 Diverse fi ld crops 04 Chief Executive Officer’s 18 Rice statement 20 Soybean 06 Our business model 21 Specialty crops 08 Our strategy 23 Sugar cane 23 Vegetables 24 Lawn and Garden

26-35 36-45 The Good Growth Plan Operational performance 37 People 38 Sustainable operations 42 Business integrity 44 Public debates 27 Make crops more efficient 31 Empower smallholders 28 Rescue more farmland 32 Help people stay safe 30 Help biodiversity flourish 34 Look after every worker

46-63 64-67 Performance data Corporate 46 Regional performance 63 Independent Assurance Report information 47 Product line performance on the Syngenta Non-financial 64 Board of Directors Reporting 48 Financial information 65 Executive Committee 55 Non-financial information 66 Shareholder information

About the Syngenta Annual Report For further information, including the Form 20-F, The full print edition of Syngenta’s Annual Report 2015 comprises: the Our Industry publication and a section with answers to many “Questions about Syngenta”, the Annual Review 2015, summarizing both financial visit our corporate website: www.syngenta.com and non-fi ancial performance Syngenta’s Annual Report also serves as our the Financial Report 2015 annual Communication on Progress (COP) for the Corporate Governance Report and Compensation the United Nations Global Compact. Report 2015. You can find our online Annual Report 2015 on: The Annual Review includes quantitative and qualitative www.ar2015.syngenta.com information on strategies, policies and actions taken regarding our business and corporate responsibility goals. ii Syngenta Annual Review 2015 At a glance

Group performance

Our focus has been on improving profitability while continuing to support our customers in a volatile economic environment. Financial performance

Group sales Crop Protection sales2 Earnings per share3 Research and Development investment $13.4bn $10.0bn $17.78 $1.4bn +1% (CER1) -1% (CER1) -8% -3% (CER1)

2015 13.41 2015 10.00 2015 17.78 2015 1.36 2014 15.13 2014 11.38 2014 19.42 2014 1.43 2013 14.69 2013 10.92 2013 19.30 2013 1.38

Cash flow return Seeds sales Dividend per share5 EBITDA on investment4 11% $2.8bn CHF11.00 $2.8bn +5% (CER1) 0% +16% (CER1)

2015 11% 2015 2.84 2015 11.00 2015 2.78 2014 11% 2014 3.16 2014 11.00 2014 2.93 2013 13% 2013 3.20 2013 10.00 2013 2.90

Non-financial performance

People trained Seed supply farms in Recordable illness Smallholders reached8 on safe use our fair labor program6 and injury rate7 5.7m 84% 0.38 17.2m

2015 5.7 2015 84% 2015 0.38 2015 17.2 2014 4.7 2014 53% 2014 0.37 2014 13.8 2013 2.8 2013 0.41

1 Growth at constant exchange rates (CER) 5 2 015 dividend is subject to shareholder approval at Read more about “Financial information” 2 Including sales of Crop Protection products the Annual General Meeting on April 26, 2016 on pages 48–54 to Seeds 6 2 014 value was estimated and not assured 3 Fully diluted excluding restructuring and impairment 7 Per 200,000 hours, according to US OSHA definition Read more about “Non-financial information” 4 For a definition of cash flow return on investment, 8 Through sales on pages 55–62 see page 54

Crop performance Crop sales $m1

Cereals $1,686m We are using our deep understanding of crops Soybean $2,515m to develop integrated offers, which increasingly bring together genetics and chemistry. Read more about “Crops” Corn $3,161m Specialty crops on pages 14–25 $1,882m Diverse field crops Sugar cane $271m $1,105m Vegetables $1,540m Rice $588m Lawn and Garden $648m

1 Crop sales are based on Syngenta estimates iii Syngenta Annual Review 2015 At a glance

Business highlights

Throughout 2015, we continued to strengthen our offer through market-leading innovation and collaboration. Here are some highlights from the year.

Breakthrough corn herbicide New high-performance fungicides R&D Days: unparalleled pipeline Syngenta received US EPA approval for ORONDIS™ and SOLATENOL™ received We demonstrated that our R&D is the most ACURON®, providing a step change in US EPA approval, expanding Syngenta’s productive in the industry and set out a technology to address herbicide resistance. market-leading fungicide portfolio. pipeline of unparalleled innovation across Read more on page 17 Read more on pages 11 and 15 chemistry, seeds and traits. Read more on pages 10–13

Corn traits licensing agreement Syngenta and DSM partnership The Good Growth Plan Our licensing collaboration with KWS and The companies will develop and jointly We made significant progress and, with Limagrain is further affirmation of the value commercialize microbial-based agricultural the Open Data Institute, published data to of Syngenta’s innovative GM traits portfolio. solutions, including bio-controls, bio- enable the unlocking of environmental, social Read more on page 16 pesticides and bio-stimulants. and economic value. Read more on page 12 Read more on pages 26–35

Europe, Africa and Middle East Countries Our global reach Sales 1 $m 3,884 Employees 2,3 13,047 Our teams around the world combine their local knowledge Research and Development sites 47 90 with our global assets and expertise, tailoring solutions Production and Supply sites 42 that create value for growers. North America Production and 4 Sales 1 $m 3,410 Supply sites North Europe, Africa America and Middle East Employees 2 4,335 Research and Development sites 34 112 Production and Supply sites 35 Latin America Research and Sales 1 $m 3,632 Development Employees 2 4,962 sites Research and Development sites 13 Production and Supply sites 12 119 Asia Pacific 1 Sales $m 1,837 Employees Employees 2 6,360 Research and Development sites 25 Production and Supply sites 23 28,704 1 Excluding Lawn and Garden Latin Asia 2 Permanent full-time equivalent (FTE) as of September 30, 2015 America Pacific 3 Including headquarters (Switzerland) 4 Including six multi-functional production sites Syngenta Annual Review 2015 01

Bringing plant potential to life overview Strategic

We apply world-class science and the most productive research and development in the industry to achieve a step change Development Research and in agricultural productivity.

In more than 90 countries around the world, we enable millions of farmers to improve focus in Crops global food security by making better, more sustainable use of available resources. Growth Plan The Good

performance Operational

data Performance

information Corporate

02 Syngenta Annual Review 2015

Chairman’s statement

2015 was a challenging year on a number of fronts, but one during which Extraordinary Syngenta demonstrated its resilience, outperformance and excellence. In agricultural markets, crop prices remained circumstances, subdued and impacted the willingness of growers to invest in technology. Nevertheless, preliminary data suggest impressive resilience that the Company managed to gain market share on a global basis, while posting an improvement in margin. In and a promising future these extraordinary circumstances, the Board is proud of what our Company “Preliminary data suggest that the Company managed to gain has achieved. market share on a global basis, while posting an improvement Economic uncertainty in emerging in margin. In these extraordinary circumstances, the Board is markets, which represent over 50 percent proud of what our Company has achieved.” of our sales, led to significant currency weakness, notably in Brazil and the CIS. Michel Demaré These devaluations restricted our sales Chairman growth, but our teams managed to cope with the turbulence through a number of actions in the field – leveraging the quality of our offer – which enabled us to progressively increase prices. While profit growth was curtailed by difficult agricultural markets and currency headwinds, profitability improved driven by the Accelerating Operational Leverage program which, in its second year, delivered more than the targeted savings. The program is really gaining momentum in the organization, and I am confident that our 2018 savings target of $1 billion will be achieved and result in clear profitability and cash flow leadership. Chairman’s statement Syngenta Annual Review 2015 03 overview Strategic

Our industry-leading Research and We also made significant progress In that context, I was very pleased Development Research and Development productivity and innovation in developing a clear framework for to announce on February 3, 2016, pipeline was showcased at our R&D measuring and tracking the sustainability a transaction with ChemChina that days, attended by more than 570 investors, of our own operations. These are I firmly believe is in the best interests of

customers, stakeholders and employees centered on five areas – energy, water, shareholders and all other stakeholders over three days in September. With unrivaled waste, suppliers and logistics – and the in Syngenta, including our employees, breadth and depth of technologies across majority of associated actions will be our customers and our communities. chemicals, seeds and biotech traits, completed by the end of 2016. It is a transaction for growth and long- Syngenta is in a very strong position to term investment, and one which The Good Growth Plan and the Syngenta drive future growth. The ongoing success recognizes the tremendous value of our focus in Crops Foundation for Sustainable Agriculture, of the new fungicide ELATUS™ in Brazil, Company – our innovation, our broad and which continued its excellent job in the launch of the novel herbicide deep market presence and the excellence supporting smallholders across the world, ACURON® in the USA and the expansion of our people. Moreover, the governance really place Syngenta at the forefront of of our corn traits licensing – evidenced structure agreed in the transaction reflects sustainability in our industry and make, by the license agreement concluded with the high standards that have guided the in my opinion, a real difference. KWS/Limagrain in October – demonstrate Company since its inception in 2000 – not just our innovation power, but also our In October, Chief Executive Officer Syngenta remains Syngenta, and will ability to create significant value from Mike Mack informed the Board of his continue its ambitious standalone strategy that innovation. decision to step down from his role after supported by an ambitious owner. Even Growth Plan The Good eight years. Mike led the Company with better, growers around the world will Excellent progress was made during passion and dynamism, developing an continue to have a choice. the year with The Good Growth Plan. innovative integrated strategy, driving Each target within our six commitments I should like to thank my Board colleagues significant growth in sales and creating was achieved, and we remain on track to for their judgment and support during a new relationship with society through meet our 2020 goals. We also increased this process, and for their guidance during The Good Growth Plan. On behalf of the number of reference farms in our the year. the Board of Directors, I should like to network to over 1,000 globally, giving thank Mike for his immense contribution Finally, I should particularly like to thank

us extensive and rich data. We reinforced performance Operational to Syngenta. all the employees of Syngenta for their our transparent approach by publishing dedication, hard work and commitment to these data in partnership with the Mike was succeeded by John Ramsay, the Company. The volatility created by the Open Data Institute, so that interested who has a long and distinguished track markets and by the industry consolidation stakeholders can analyze and work record of leadership in the Company. discussions have not caused them to lose with our results. John is currently acting in an ad interim focus. On the contrary, they start 2016 capacity, while a full internal and external In addition, 2015 was the first year in with the same determination and pride search is conducted. The Company is which we achieved audit level of in what Syngenta has to offer to farmers in solid hands, which allows a disciplined assurance for The Good Growth Plan. around the world. I am confident they will data process to take place to select our Performance This is unique in the industry – and very deliver again, whatever the circumstances. future leader. rare in any industrial sector – and demonstrates the rigorous nature of 2015 witnessed much speculation The Good Growth Plan and the real, about industry consolidation, and a quantifiable and tangible benefits that merger was announced towards the it brings to society and the environment. end of the year between two of our Finally, we became the first agriculture US-based competitors. This was partly company to receive accreditation by driven by challenging market conditions Michel Demaré the Fair Labor Association (FLA) for and diminishing returns on R&D, while Chairman our program in India. Building on this investors expect greater and faster information Corporate strong foundation, we are now working returns from the industry as a whole. with the FLA on accreditation for our As the structure of the industry started global program. to show irrevocable signs of profound changes, it was important for the Company to remain agile and assume no status-quo. 04 Syngenta Annual Review 2015

Chief Executive Officer’s statement

As shareholders in an agriculture company, you are familiar with the Clear goals are key impact – positive or negative – that commodity prices can have on our business. The evolution of commodity to our objective prices is determined by multiple factors, including notably the weather. However, over the last two years, geopolitical of outperformance and economic events have also had a significant influence on our business. “I remain convinced that the emerging markets, which today Managing currency volatility are experiencing such turmoil, continue to represent the The 2014 events in Russia and Ukraine major growth driver for our industry in the future. I am had continuing implications in 2015 equally convinced that Syngenta has the necessary skills because of the massive currency and experience, as well as the right portfolio, to succeed devaluations in those two countries. in these markets.” I am pleased to say that we were successful in offsetting these devaluations John Ramsay through price increases. While higher Chief Executive Officer Ad interim prices had some impact on sales of seeds, where local alternatives were available, our crop protection business was virtually unscathed. This shows the importance of high-value chemistry to customers in these countries and the strength of our market positions. In January 2015, the Swiss National Bank removed the Swiss franc peg against the Euro, resulting in a rapid appreciation of the franc. With some 13 percent of our costs in Swiss francs compared with less than 1 percent of our sales we, like many other Swiss companies, stood to be adversely affected by this move. However, thanks to our well- established hedging program we were able to minimize the impact. Chief Executive Officer’s statement Syngenta Annual Review 2015 05 overview Strategic

I took over as the CEO ad interim of The next currency challenge was the Managing for profitability Development Research and rapid devaluation of the Brazilian real, Syngenta at the end of October. One I am conscious that in recent years our of my first moves has been to align the which accelerated during the summer – profitability has fallen short of our own just as the planting season was getting organization behind clear goals which and our shareholders’ expectations. I am are key to our objective of outperformance. underway. With growers confronted therefore pleased that in 2015, despite low with severe liquidity constraints, it has The goals comprise: meeting or exceeding commodity prices and currency volatility, our financial commitments; further not been possible immediately to raise we were able to increase profitability. prices in response to the movement in improving the customer experience in In the current environment, the need for order to maintain and grow market share; the currency. In the coming season, efficiency improvements has emerged however, we will begin to do so, building and driving simplification in everything focus in Crops as a prevalent industry theme. Syngenta we do to increase our speed and impact. on our experience in the CIS countries. took early action in this respect, having In the meantime, our focus has been I am confident that we have the framework announced our Accelerating Operational in place to achieve these goals, all of which on helping our customers through this Leverage (AOL) program in February period of economic difficulty, while are underpinned by the AOL program. 2014. The program has three pillars – Our strength in innovation, which has safeguarding our balance sheet global operations, commercial and R&D – through rigorous risk management. been amply demonstrated in the course with targeted savings of $1 billion in 2018. of 2015, will be a further driver in terms Overall I am proud of the way we have We delivered savings ahead of target of the customer experience. navigated through this period of currency at $ 300 million in 2015 and are firmly Growth Plan The Good instability. Currency movements reduced on track to deliver the 2016 target. I have been deeply impressed by the loyalty and determination of our people our sales by $1.8 billion in 2015 and yet As part of our commitment to improved the impact on EBITDA was contained during the last year, which has brought profitability, we have undertaken a review at around $100 million. considerable challenges. This gives me of all our seeds businesses, which will be the utmost conviction that we can concluded at the end of the first quarter Ongoing promise achieve our goals and deliver on of 2016. We will assess the profitability Syngenta’s immense promise. of emerging markets potential of each asset as well as its During my career of over 30 years at importance in the context of an

Syngenta and its legacy companies, integrated offer. performance Operational

I have spent extended periods in both Latin America and Asia Pacific. I remain R&D excellence convinced that the emerging markets, At our R&D Days in September, we which today are experiencing such demonstrated that Syngenta has the turmoil, continue to represent the major most productive R&D engine in the John Ramsay growth driver for our industry in the future. industry, with every dollar spent generating Chief Executive Officer I am equally convinced that Syngenta $ 10.70 in sales over the last ten years. Ad interim has the necessary skills and experience, We also explained that investment in data as well as the right portfolio, to succeed R&D is not just about invention – it must Performance in these markets. also enable products to be successfully brought to market. With regulatory hurdles becoming steeper, our expertise and foresight in this area are increasingly important – Syngenta has a 100 percent success rate in bringing products from development to launch. We have now put in place the platforms that will enable us further to increase R&D productivity, information Corporate while continuing to excel at the invention and the development of new products.

06 Syngenta Annual Review 2015

Our business model

Creating value The resources through innovation we depend on

Our business enables growers to meet ever-growing demand for food and other plant-based resources such as biofuels. Demand is rising: both for greater quantity, driven primarily Financial capital by population growth, and for higher quality, driven by rising affluence and changing diets. People and the These needs must be met without putting further pressure intellectual property on resources that are already overstretched. We help farmers they create rise to the challenge through innovation rooted in our deep understanding of crops and the needs of growers worldwide. Chemical, biological, genetic and Uniquely equipped to succeed It gives us particular strength in serving computational sciences No competitor comes close to our smallholders and emerging markets, range of experience: in biosciences and where the greatest opportunities for Natural resources breeding; in chemistry; across a huge yield improvement – and our business variety of crops; and across geographies growth – exist. and climate zones worldwide. Our expertise and our open, collaborative Facilities and services This enhances the scope and pace of culture have made us a trusted and our innovation, enabling us to transfer sought-after partner: we have built a rich network of productive alliances technologies between crops and Local communities address challenges with holistic with academic institutions, other solutions that integrate both seed agricultural businesses and growers. These relationships leverage our own and crop protection science. Laws and regulations resources – accelerating our innovation, sharpening our production efficiency and increasing our flexibility. Our business model Syngenta Annual Review 2015 07 overview Strategic

What What we The value Development Research and we do create we provide

in focus in Crops

Research and development Products, services and solutions Return on investment

What we do Who we work with for growers Crop protection Scientists and and shareholders discovery universities and innovation Research institutions Crops Advanced seed Farmers and suppliers breeding Food, feed, fuel and fiber NGOs Addressing insect, fungus, weed and Agricultural extension environmental stress services Integrated Growth Plan The Good on crops solutions Sustainable intensification for growers of agriculture to provide

Production Adjacent food security Products technologies What we do Who we work with Active ingredients Chemical suppliers Agronomic Intermediates Toll manufacturers know-how Grower and Formulation, fill Seed supply farms customer satisfaction and packaging Lawn and Garden

Seed production supply chain performance Operational Adjacent Products Crops technologies Sustainable production Commercial Herbicides Cereals Nutrients What we do Who we work with Insecticides Corn Financial

Product Growers Fungicides Diverse services Development of our management Distributors Seedcare field crops Information people and partners Crop-based offers systems Demonstration farms Seeds Rice along the value chain Marketing, sales Processors Soybean and distribution Traits and the food chain Specialty Agronomists crops data Economic value shared Performance Agricultural Sugar cane with employees, suppliers, extension services Vegetables Technology providers governments and communities Lawn and Garden Supporting activities What we do Who we work with Collective wellbeing Stewardship Industry associations of communities Product registration NGOs and IGOs Health, Safety, Environment, Stimulating research information Corporate Quality and Security and sharing knowledge Technology and engineering

Multi-stakeholder dialogue 08 Syngenta Annual Review 2015

Our strategy

Integration: Accelerating five years on Create integrated offers value creation in the field supported by agronomic expertise and Our focus is on delivering higher profitability and above-market a deep understanding of growth, building on the success of our innovation. We are grower needs now and adapting our integrated strategy where necessary to ensure in the future that it is closely aligned with the varying needs of our customers around the world. Strong new products are vital for success, and our ongoing investment in Research and Development is securing the flow of innovation for many years to come. Syngenta was the first company to develop an integrated strategy combining crop protection, seeds, seed care and traits. The value of the strategy is now In a turbulent market environment, Our strategy needs to be at the service widely recognized across the industry. Syngenta’s ambition remains unchanged: of profitability as well as growth. We have to bring greater food security in heightened our focus on cost efficiency, In the first five years of strategy an environmentally sustainable way enabling us to deliver higher margins implementation, we have gathered to an increasingly populous world even in a context of lower crop prices. numerous insights from customers and by creating a worldwide step change In doing so, we are exploiting the global from our sales people around the world. in farm productivity. The launch of platforms put in place since launching This is enabling us to adapt and fine tune The Good Growth Plan and its increasing our integrated strategy in 2011. the strategy in accordance with the influence across the business is taking conditions of each territory. us nearer to realizing our ambition. Broad technology platforms Broad technology platforms, underpinned by Research and Development (R&D), are a pre-requisite for providing comprehensive solutions across crops. Syngenta is well placed as the world number one in crop protection, number three in seeds and a leading player in both seed treatment and genetically modified traits. We recognize, however, that alone we cannot fulfil every need. We have already demonstrated our willingness to enter into partnerships and collaborations to give our customers access to additional tools. Strong emerging market presence The integrated strategy achieved early success in the emerging markets, where technology adoption and intensification are resulting in ongoing demand for complete solutions accompanied by agronomic advice. As a consequence, we have been able to show share gains in both crop protection and seeds in many of these countries. Our strategy Syngenta Annual Review 2015 09 overview Strategic

Flow of innovation Innovation in seed breeding Market outperformance Development Research and An upturn in innovation is now leading and traits Our objective of above-market growth to share gain in a number of developed 2015–2020 is underpinned by our recent new product markets too. While a fully integrated Our HYVIDO® hybrid barley will expand launches, current strong pipeline and approach cannot be applied uniformly in further, demonstrating how innovation experience in tailoring and adapting every market, we continue to strengthen can spur integrated offers in developed integrated offers. We are well placed in our positions through the breadth and markets. In corn, our focus is increasingly the emerging markets, having completed depth of our portfolio. With differentiated on the realization of trait revenues through a period of extensive investments, and seeds technologies such as HYVIDO® and licensing agreements as well as through our long experience of managing risk is ENOGEN®, we can generate additional our branded business. In recent years, enabling us to navigate the current volatility focus in Crops crop protection sales by demonstrating Syngenta has had the highest rate of trait in several of these countries. the superior results achieved through innovation in the industry, and this has combining genetics and chemistry. stimulated demand for both existing and Focus on seeds future traits. As a result, trait revenue is Marketing seeds, which are often the expected to more than double between grower’s first decision point, can expand 2014 and 2020. the opportunity for crop protection sales. Innovation: delivering While we have already seen evidence of 2020–2025 this in practice, we are also focusing on now and in the future Syngenta has a leading position in the Growth Plan The Good maximizing profitability for each of our Bring strong new products development of hybrid wheat, building seeds assets. We are developing clear on the success of HYVIDO®. We expect to to market and combine actions for each of the different crops be first to market with this game-changing chemistry and genetics within the business, with a particular focus technology, with progressive launches to create new solutions on those where profitability is significantly across three regions. and business models below the average. 2025–2030 Starting in the middle of the next decade, Accelerating the industry will see a new wave of trait Operational Leverage performance Operational innovation in which Syngenta will again The improvement in seeds gross margin Following the launch in 2014 of three play a leading role. Our pipeline includes will contribute to the increase in EBITDA new active ingredients – including the replacement traits for insect control and margin targeted under the Accelerating blockbuster ELATUS™ – in 2015, we solutions for problems not yet addressed Operational Leverage program. The launched ACURON®, a new corn herbicide by traits, including sucking pests and program targets savings of $ 1 billion in and another blockbuster. The introduction soybean rust. 2018, with around 40 percent coming from in the USA was positively received as a global supply, 40 percent from commercial major step forward in managing resistant operations and 20 percent from R&D. data weeds. Meanwhile, ELATUS™ continued There are multiple work streams driving Performance to grow in its second season in Brazil. Outperform: targeting progress for each of these pillars. Cost The success of both products shows above-market growth savings account for about 60 percent of that our customers have an appetite Our goal is to improve the $ 1 billion target, with the remainder dependent on market growth of around for new technologies even in depressed profitability while creating market conditions. 4 percent. Achievement of the cost value for our customers savings is a paramount objective through higher yields and throughout the organization. better use of resources information Corporate

10 Syngenta Annual Review 2015

Research and Development

Further solutions will come from our work on bio-controls, which offer the advantage The industry’s of precisely targeted action and can be used alongside synthetic chemistry. Examples of current projects in this area most productive include RNA-based bio-controls to combat Colorado potato beetle, and we are now aiming to extend the scope innovation engine of this technology to corn rootworm and other pests. Syngenta invests around $ 1.4 billion a year in R&D, and is unique Challenges such as heat, drought and in combining chemistry, genetics, breeding and computational cold are known as abiotic stress – and science to develop new products and solutions. Our R&D represent future opportunity. Our recent function is already the most productive and innovative in the solutions have included AGRISURE industry, and we continue to increase returns while accelerating ARTESIAN® – optimized for water use ® the pace of innovation. efficiency – and ISABION , which increases rice yields by protecting young plants from cold during transplantation.

Our markets present major opportunities Major opportunities for creating long-term, sustainable value to create sustainable value through the successful development Today’s solutions are mostly in the area and application of technology. To of biotic stress: controlling weeds, insects realize these opportunities in 2015, and disease. These challenges never we invested $1.36 billion into research stand still. We must constantly find new and development (R&D). ways to address emerging new pests Investment in Research and resistance to established solutions. and Development $bn We aim to anticipate problems, leveraging 2015 1.36 our broad portfolio of technologies to 2014 1.43 create new solutions. For example, we predicted the emergence of glyphosate- 2013 1.38 resistant weeds and began work on Our R&D strategy aims to anticipate and meeting the challenge a decade ago. meet growers’ needs, faster and better This has yielded a series of new than our competitors. products – most recently ACURON®, which combines multiple modes of action to combat resistant weeds and inhibit the development of further resistance. We launched ACURON® in 2015 in the USA, where resistant weed infestations in corn have risen by 50 percent in just four years. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 11 150m 100m 150m 750m 750m 250m 200m 500m 200m 1,000m >$ >$ >$ >$ >$ >$ ~$ >$ >$ 500m >$ >$ 400m >$ 500m >$ 400m >$ 600m >$ 600m Peak sales Peak Peak sales Peak Peak sales Peak ~$

2018 2018 2018 2016 2024 2021 2021 2021 2020 2020 2020 2020 2023 2022 2022 2022 2016/2017 is based on the AI Launch year Launch Launch year Launch ™ Annual Review 2015 Year ofYear peak sales oxathiapiprolin, licensed from DuPont: DuPont: from licensed oxathiapiprolin, one example the are of we way using partnerships bring to innovation the to Acrossmarket our faster. crop protection than more released we portfolio 2015, in formulations. new 70 ORONDIS Syngenta

, Stage 1 (late) Stage 1 (late) Stage 1 (late) Stage 1 (late) Stage 2 Stage Stage 1 (late) Stage 3 Stage Stage 3 Stage Stage 3 Stage Stage 3 Stage Status Status ™

– a breakthrough solution ® : Development and launch specialty crops, vegetables specialty crops, vegetables specialty crops, soybean, Cereals, diverse field crops, soybean Cereals, corn, diverse field crops, vegetables specialty crops, soybean, Cereals, corn, diverse field crops, rice, vegetables specialty crops, soybean, Cereals, corn, diverse field crops Cereals, diverse field crops, rice, Cereals, corn, diverse field crops, rice, Crops Multiple crops Multiple Cereals, soybean Cereals, Multiple crops Multiple Multiple crops Multiple Multiple crops Multiple Cereals, corn, soybean corn, Cereals, Multiple crops Multiple Vegetables, specialty crops Vegetables, Cereals, corn, soybean, soybean, corn, Cereals, vegetables specialty crops, Vegetables, specialty crops Vegetables, Crops Crops Stage 3 providing four active ingredients and three different modes action of help to growers manage weed resistance. also We ORONDIS for approval US received The major product launch in weed control control weed in launch product major The ACURON was which offers a step changein controlling diseases such as downy mildew and late application lower significantly at blight, rates than other fungicides. : Evaluation Stage 2 Seedcare Fungicide Seedcare Herbicide Fungicide Fungicide Indication Seedcare Fungicide Herbicide Seedcare Herbicide Seedcare Insecticide Insecticide Fungicide Fungicide Indication Indication

™ ® ® ™ ™ ™

® ® ® ™ billion sales of potential. : Invention, optimization 4 CLARIVA FORTENZA ELATUS ACURON VIBRANCE MINECTO Productsintroduced since 2008 Product SEGURIS SOLATENOL Lead 7 Lead Lead 3 Lead Lead 8 Lead Lead 6 Lead Lead 2 Lead Lead 5 Lead Lead 1 Lead Lead 4 Lead New blockbusters in large markets large in blockbusters New Product ORONDIS Large products in smaller segments smaller in products Large Product ADEPIDYN Recent active ingredient active launchesRecent New Crop Protection pipeline Protection Crop New Stage 1 Between 2008 and 2014, we launched we Between 2008 an and 2014, average one of new active ingredient (AI) a year and over 600 new crop protection products. and Between 2024, 2016 we are stepping up new the pace, with 10 AI launches planned from a pipeline with over $ Accelerating the pace pace the Accelerating of innovation Research and Development and Research 12 Syngenta Annual Review 2015

In seeds, we achieved the largest number of genetically modified (GM) trait New traits pipeline introductions in the industry between The industry’s next wave of new GM traits is some years Next generation traits 2010 and 2014. We are progressing out, but Syngenta has the platform and the capabilities New abiotic stress traits three new GM traits for soybean and to continue delivering leading trait innovation to the market. New traits corn through the regulatory approval processes. These are OH2 soybean and corn molecular stacks for herbicide Corn rootworm tolerance and corn rootworm. We also Herbicide tolerance have a strong research pipeline, with more than 20 corn trait leads in late research or with late research potential. Our traits Broad Lepidoptera have now been licensed by all our major Drought stress in corn competitors, reflecting the strength New soybean rust of our technology. Carbohydrate yield in corn In 2015, our breeding programs resulted in significant new launches in corn, Relative probability of launch probability of Relative soybean and rice, as well as new yield Sucking insects records for wheat and barley. In Vietnam, the first hybrid developed in Syngenta’s 10 15 20 local rice breeding program was Years Size of circles represents relative sales potential approved for sale.

We expect to launch our first products Our integrated technology approach Hybrid wheat launch plan around the end of the decade. enables us to combine genetics, chemistry Syngenta wheat hybrids could cover and computational science to develop 82 million hectares. Productivity is rising new AIs with precisely targeted modes of We are accelerating the pace of new action. In seeds, our unified R&D platform 2020 allows us to take full advantage of our France, USA product launches, while also increasing their value. Average sales per AI launch global presence and the broadest range 2021 India more than doubled from $ 0.2 billion in of crops in the industry, applying our strengths in genomics, molecular markers 2022 2000–2004 to $ 0.5 billion in 2010–2014. Canada Trait productivity is also increasing, with and precision trialing to transfer technology 2023 combined peak sales potential of across crops. Germany, $ 0.9 billion in 2010–2014, compared UK Partnerships with academic institutions 2024 with just $ 0.1 billion in 2000–2004. and technology companies are key to the Poland Integrating our breeding, traits and productivity and pace of our innovation. 2025 CIS chemical innovation engines into a single In November, Syngenta and DSM R&D structure has allowed us to innovate announced an R&D partnership to develop Technical proof of concept already achieved: at scale across crops and indications while microbial-based agricultural solutions, Yield performance of hybrids enhancing collaboration and removing including bio-controls, bio-pesticides Robustness of sterility system duplication of functions. In product safety and bio-stimulants. The collaboration aims to accelerate the delivery of a broad Seed production capability and regulatory activities, outsourcing more than half our re-registration work has cut spectrum of products based on naturally product safety cost per active ingredient occurring micro-organisms for pre- and We are currently working to translate the to two-thirds of the industry average. post-harvest application around the world. success of non-GM technology HYVIDO® The collaboration is underpinned by the hybrid barley into hybrid wheat, thereby potential of double-digit growth in the use revolutionizing the world’s largest crop. of biological solutions over the next We have already demonstrated the yield 10 years. performance of hybrids in wheat and see long-term sales potential of over $ 3 billion. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 13 Annual Review 2015 Syngenta Smarter breeding brings results and rewards and results brings Smarter breeding to essential is varieties crop higher-yielding Developing agriculture’s in lies answer One less. from more producing next science revolution – analytics. The Syngenta R&D soybean breeding team used advanced mathematics and new improve tools to the process growing of a wider variety healthy of crops. The tools dramatically planning. and decision-making training, lead project improved The soybean breeding Franz Edelman program won the 2015 theAward, most prestigious recognition applying of advanced outcomes. humanitarian and business benefit analytics to The power analytics of is truly transformational in agriculture, and are we now customizing these tools for use on corn, sunflowers, rice and evenwatermelons. million investment in 94 a new Innovation Center at Research ParkTriangle in North Carolina, USA, is nearing completion for occupation in the second This quarter will provide 2016. of stimulate to designed facilities world-class interactions across functions drive to innovation new heights to – a testament to advancing to commitment long-term our productivity. agricultural sustainable Talent developmentTalent is crucial to leadership innovation. maintaining in Our talent strategy attracts, retains and develops scientists who can lead high- experience of Diversity teams. performing is fundamental our to approach, and we actively pursue cross-functional Additional Syngenta. across development momentum comes from the launch of our cross-functional Career Development Center with its purpose drive to career aspirations and promote activities such coaching. and as mentoring The excellence our of teams continues to win external recognition. Accolades included the electionin 2015 Mary of Dell Chilton the National to Inventors Hall of Fame in the USA; Principal Chemistry Fellow Alain de Mesmaeker was appointed Chemical Swiss the of President the Society for his foundational work in soybean our and biotechnology; breeding program received the 2015 Franz Edelman Award. supportWe our talented people with constant investment inhigh-quality R&D facilities. Our $ Investing in people in Investing and resources Research and Development and Research 14 Syngenta Annual Review 2015

Crops in focus Cereals

Seeing the world Sales $m as growers see it $1,686 m Our aim is to transform the way crops are grown by looking Crop Protection 1,553 at each crop through the eyes of the grower. We’ve integrated Seeds 133 our business so that we can combine a broad range of technologies that will have the greatest impact on yields, Current portfolio highlights quality and resource efficiency. No other company offers Leading seeds business: wheat, solutions for such a large number of crops. conventional and hybrid barley Integrated growing systems, variety- specific protocols: optimizing yield Focus on returns supported By integrating seeds and chemistry and quality delivery by ongoing innovation into protocols, we can offer farmers simple and reliable ways to maximize SDHI fungicide technology: Farmers are investors. Whatever the ™ ® performance. And we are transferring SOLATENOL , SEGURIS / scale of their activities, they must weigh ® ® know-how across our broad crop BONTIMA , VIBRANCE the amount they invest in inputs against portfolio: experience with GROMORE™ the returns they can reap in terms of yield in rice, for example, has informed the and quality. Cereals is the world’s largest crop by development of similar offerings in acreage, grown in over 120 countries In 2015, commodity prices remained soft soybean, potatoes, vegetables, worldwide thanks to its exceptional for all major crops. Such conditions put cotton and sugar cane. Our expertise agronomic versatility. Wheat is also product performance under even greater in hybridization has expanded the the world’s largest food crop. scrutiny: growers must be convinced sunflower market and is now that their investment in seeds and crop revolutionizing barley growing; With leading positions in crop protection, protection technology will be worthwhile, we are making significant progress seed treatment and seeds, we are even at lower crop prices. in rice and expect to launch wheat uniquely placed to offer compelling hybrids at the end of the decade. solutions to growers’ challenges. We have Innovation can bring competitive edge taken a lead in helping growers meet the in challenging markets. Pest pressures, specific needs of their various customers resistance and climate change present including food companies, pasta makers, constantly evolving threats to farmers’ brewers and maltsters. Our integrated returns, and demand new solutions solutions – combining seeds with crop regardless of the crop price cycle. protection and agronomic protocols – enable growers to raise both their yields and quality. Cereals present major opportunities for technification. Syngenta has made substantial investments that have placed us at the forefront of the technology drive, and we are already beginning to reap the benefits. Our hybrid-seed technology is revolutionizing barley farming and is set to do the same for wheat – a much larger opportunity – in the 2020s.

All crop sales in this section are based on Syngenta estimates. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 15 – one – ® will be launched be will ™ Annual Review 2015

® of our fastest-growing Seedcare products Seedcare products fastest-growing our of in North America and Europe – will also benefit from Europeannew registrations. in North America, where it has significant has it where America, in North sales potential, and has just received a registration in Europe. VIBRANCE Outlook expect we continuedIn 2016, progress. willWe drive further cereals sales in the our through Europe in Americas and partnerships with the value chain, particularly in pasta and malting barley SOLATENOL for beer. Syngenta

accounted for for accounted ® with our Cashback our with ® hybrid barley hybrid ® hybrid barley instead corn, of wheat or triticale. offers several advantages over other crops; for ® ® 30,000 hectares in Italy. Boosting production biogas with farmersIn Italy, have increased the production biogas, of which is used generate to electrical power or heat, planting by HYVIDO HYVIDO HYVIDO example, it is more able resist to diseases, is more resilient organic more produces and conditions weather to severe material from each hectare. Also, farmers are able to plant two crops a year instead one of because HYVIDO has a shorter production time than alternative crops. after just two years,In 2015, HYVIDO In France, the ongoing introduction of new hybrids has added the attraction to of the offer: sales 40 percent our of 2015 were for products launched that year. Backing HYVIDO Yield Guarantee makes the choice very attractive for farmers, and planted acreage doubled from hectares 25,000 in 2014 are We to 50,000 hectares in 2015. targeting a similar increase in 2016. is rapidly is ® for wheat in the ™ has positioned us positioned has ® continues, are we also ® at the forefront driving of hybrid barley in a market facingadoption. the In 2015, decade, a commodity prices for lowest we increased European acreage this of premium product 20 percent. by With launches Serbia, in Italy, 2015 Hungary, HYVIDO Romania, Bulgaria and Meanwhile, HYVIDO Meanwhile, Profiting from innovation innovation from Profiting in barley The German and Italian seed businesses have reinforcedacquired our in 2014 wheat. conventional leadership in global industry-leading our expanded have They the portfoliogermplasm strengthened and opportunities open us as to transfer we barley from technology hybridization our to wheat. are currentlyWe developing wheat hybrids adapted the highest-value to markets, and made encouraging after progress in 2015 of proof technical successfully completing Having tackledconcept the in 2014. late technological aspects, expect we launch to hybrid wheat around the end this of decade. Increasing our leadership our Increasing in wheat The cereals market was not an easy one commodity prices softening as in 2015, made premium products harder sell. to on built we conditions, these Despite our crop protection success in 2014, increasing share in most markets. This reflects the strengthof our portfolio: with technologies, new and traditional both we offer an unrivaled breadth solutions of across all geographies, notably in the area of resistance management. received we the end the of year, Towards registration for our breakthrough SDHI SOLATENOL fungicide Crops in focus in Crops USA. This new chemistry has already success soybean major against shown rust in Latin America. The US registration salescame affect to late too 2015 significantly, but will be a major driver in 2016. replacing older technologies, with a strong complementary our crop of pull-through expansion the As products. protection of HYVIDO increasing profitability by developing new developing by profitability increasing hybrids that cost less produce to and by supply. hybrid outsourcing 16 Syngenta Annual Review 2015

Corn

Sales $m $ 3,161m Crop Protection 1,988 Seeds 1,173

Current portfolio highlights ACURON®: new herbicide for enhanced weed control ENOGEN ® corn offer Water optimization native trait: AGRISURE ARTESIAN® GM corn tackles pests, weeds and weather Growing corn in Vietnam is challenging due to the Asian corn Integrated insect and weed resistance management solutions borer – the most damaging corn pest in Asia – weeds and adverse weather. Syngenta is helping farmers overcome these issues with genetically modified (GM) corn. It is the first GM Corn is Syngenta’s largest single crop. crop to be approved and grown in Vietnam. It is widely grown across the world – The double-stack corn variety – which is herbicide tolerant and for food, animal feed and, in the USA, insect resistant – improves productivity and crop quality. for bio-ethanol. Farmers receive a better return on investment, and Vietnam’s Corn growers in many areas face a variety dependence on corn imports is reduced. of pest pressures and unpredictable The introduction of GM corn in 2015 supports Syngenta’s weather conditions. Our technological market leadership in Vietnam and is another step towards leadership enables us to address these meeting the global demand for food, feed, fiber and biofuels. challenges with innovative and clearly differentiated solutions. Our strong proprietary trait platform is enabling us to expand our footprint and profitability in conditions. Although there were no Our CELLERATE™ process, co-developed seeds, with increasing revenues coming widespread corn drought events in 2014, with Cellulosic Ethanol Technologies, from trait licensing as well as seed sales. high grower satisfaction resulted in a enhances production yields by producing In 2015, we announced a licensing 50 percent uplift to 600,000 hectares ethanol from waste corn kernel fibers. agreement with KWS and Limagrain planted in 2015. The first plant fitted with this technology under which we provide the two reached production scale in 2015. It has In the biofuels market, corn with our companies and their joint ventures with demonstrated potential to increase ENOGEN® trait makes bio-ethanol worldwide rights to our GM corn traits production from existing plants by a further production substantially more efficient. portfolio. This collaboration follows on 6 percent – or an extra 7.7 billion liters of As well as producing more fuel from a from licensing agreements with all other fuel annually – on top of ENOGEN®-based given amount of crop input, it can cut major corn seed companies. yield improvements. a typical bio-ethanol plant’s water use Producing more with less by around 1.7 million liters a year. In 2015, Water efficiency is a cost issue as well as We help growers to reduce their water ENOGEN® acres more than doubled an environmental one: irrigation can cost needs. In 2014, North American growers compared to 2014. Contracted production US farmers $ 550 a hectare. Our response planted 400,000 hectares of our plants currently have a combined annual is Water+ Intelligent Irrigation, an integrated AGRISURE ARTESIAN® hybrids – which capacity of over 4.75 billion liters of approach that cuts water inputs by provide season-long drought protection ENOGEN®-based ethanol. combining AGRISURE ARTESIAN® and also provide high yields in normal Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 17 and ® . No current ® . Our integrated offer is the ® , but our contingency plans ® Annual Review 2015 CAPTORA only successful solution for broomrape, broomrape, for successfulonly solution which can destroy a crop It entirely. will spearhead our drive for growth across the market in 2016. alternatives are as effective as CRUISER Globally, have 30 percent we market share of planted sunflower acreage but 38 percent crop of value due the high to value and performance our of hybrids. Portfolio rejuvenation part is a key our of and andbetween 2016 strategy, 2015 we will have replaced a third our of seeds portfolio as introduce we new next- varieties herbicide-tolerant generation as well as high-oleic varieties that meet needs. market Herbicide tolerance is a cost-effective improve yield,way to particularly in herbicides leading our with combination for broomrape control: LISTEGO Oilseed rapeOilseed achievedWe ambitious crop protection sales targets in our European key markets. Seeds sales grew strongly as the market trend towards hybridization continued. We and German the integrated successfully Polish winter oilseed rape breeding operations acquired in 2014. European farmers continue face to crop damage resulting temporary from the EU’s seed neonicotinoid of suspension treatment, which prevents use the of CRUISER insecticide Syngenta for replacement, as well as our continuing work on renewing our insecticide portfolio, are resulting in important new products for both the short and longer term. In the Canadian canola seed market, our integrated whole-farm approach – seed, crop protection and rotation with cereal crops – is delivering good results, and further growth is expected in 2016. ® , , ® ® , ® 512 593 , MARIBO ® cation. fi , SPS ®

® ® eld crops – principally consisting

$m ower, oilseedower, rape and sugar fl CAPTORA HILLESHÖG High-value hybrids: NK hybrids: High-value Integrated sunflowerweed control nativesystem: trait, LISTEGO VIBRANCE health: root Enhanced SYNGENTA    Diverse field field crops Diverse Crop Protection Crop Seeds Current portfolio highlights Sales $ 1,105 m Sunflower Syngenta is the market leader in sunflowers. In our largest markets, Russia and revenues Ukraine, were 2015 impacted adverse by exchange rates and however, were, soft commodity We prices. through profitability maintain to able price increases. Diverse fi sunof beet – are attractive crops offering Demand margins. robust generally is driven a wide by range markets: of vegetable oils and sugars, animal feed, biofuel and applications industrial widely, varies Productivity production. offering ample scope for growth through intensi technology .

® ® , ® is the only ® corn for import. for corn and ACURON ® 230 per hectare. ® insecticide are key ® million 2020. by received approval by the the by approval received 500 ® We alsoWe expect further progress in Asia Pacific:we are spearheading trait expansion in Vietnam, where are we already market leader and have received approval for a trait that controls Asian corn borer, a significant corn pest in ASEAN countries. trait and FORCE Insect resistance is a particular issue in the tropical conditions Latin of America, VIPTERA AGRISURE where In the year ahead, sales and profit growth will be powered our by unique particularly – ENOGEN technologies Profiting from Profiting technology leadership Combating weed and insect resistance Resistant weeds and insects are eroding the effectiveness conventional of crop This products. and practices protection opportunity our increasing for provides strong technology portfolio and solutions with multiple modes action. of herbicide breakthrough our 2015, In ACURON Crops in focus in Crops trait without resistance issues and the only effective response a critical to challenge, fall armyworm. In North DURACADE AGRISURE our America, tools for farmers combating corn rootworm pests. Sales our of insect control traits are approval China’s by boosted expanding, VIPTERA of AGRISURE US Environmental Protection Agency. bicyclopyrone, chemical, new a Combining with three other active ingredients, it controls a wider range weeds of than any existing selective herbicide used in corn and will be critical in making corn Though sustainable. more production approval came towards the end the of planting season, 200,000 hectares were global salestreated are in forecast 2015; to reach $ with agronomic protocols and irrigation and protocols agronomic with Lindsay with developed equipment the numberCorporation. of In 2015, hectares enrolled was up 70 percent – with growers earning a return on investment around of $ AGRISURE ARTESIAN AGRISURE 18 Syngenta Annual Review 2015

Building a differentiated offer Rice In most of our key markets, we are the leaders in crop protection, with a consistent record of growth. In recent years, we have become more active in seeds, with emphasis on hybrid seeds and technologies offering substantial productivity increases – particularly for the low-tech farmers who grow most of Sugar beet the world’s rice. This effort has gathered A global oversupply of sugar caused momentum since the 2012 acquisition reductions in sugar beet acreage in of Devgen’s two-line hybrid technology 2015, although in Russia poor weather Sales $m and broad germplasm portfolio. Hybrids conditions resulted in many farmers represent a significant market opportunity, replanting. Business performance was as their penetration outside China is less disappointing and we are currently $ 588 m than 5 percent. focusing on driving improved profitability. Crop Protection 575 We have three strategic aims: maximizing Seeds 13 We are working with European farmers the potential of our crop protection to prepare for the elimination of EU sugar portfolio; building a profitable seeds quotas in 2017, which will intensify Current portfolio highlights business; and building a differentiated offer competition from imported cane sugar. around labor saving and convenience. GROMORE™: We expect sugar beet’s share of the Underpinning all these is the GROMORE™ integrated rice protocols world sugar market to remain stable as program, which integrates seeds and crop European companies strive to improve New crop protection products: protection protocols to deliver major their sugar production cost efficiency. CHESS® and VOLIAM TARGO® advances in productivity, reliability and Although the changes will be challenging ™ Leading native trait quality. GROMORE has now reached for smaller players, they will bring new for bacterial leaf blight over a million growers across Asia Pacific, export opportunities for the biggest consistently raising yields by up to processors – who are becoming more 30 percent. demanding customers as a result. Rice is a staple for more than 2 billion There is already growing pressure in people, providing livelihoods for almost Reaching smallholders the market for higher quality produce a billion growers and workers in the value more efficiently at competitive prices. chain. Our activities in Rice are focused A focus on smallholders is central to on Asia Pacific, where 125 million hectares our strategy. The challenge is one of of rice are grown: around 27 percent of scale: Asia Pacific has over 300 million Syngenta’s Asian revenues come from smallholder rice farmers, so we need our Rice business. an efficient way to reach them, generate Crop productivity varies considerably – demand and service them while keeping Asia’s most technified markets average close track of effectiveness and around 6–7 tonnes per hectare, roughly profitability. Having developed double the yields achieved by less GROMORE™ as a proven and scalable developed countries. But current agronomic solution, we have now improvements in productivity are not established an efficient industrialized keeping pace with demand and resources platform for smallholders that will be are under pressure – the supply of water piloted in Thailand in early 2016. for this water-intensive crop is diminishing, and urbanization and industrialization are reducing the availability of land and labor. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 19 Untreated

® Annual Review 2015 ® Syngenta ISABION is available in Asia including Asia in available is ® , a biostimulant, rice can better withstand ® mitigates the impact heat of or cold and delivers ® superior yield under stress conditions. This is particularly important in light of climate change. In trials across Asia, rice seedlings treated with ISABION abiotic stress. By enhancing the nutrient plant’s uptake, ISABION Rice faces notonly pests and disease, but also abiotic stress such as heat and cold. This affects growers in terms yield, of time and ultimately their livelihood. With ISABION Overcoming natural threats to rice threats to natural Overcoming were more vigorous percent and yielded more 10–15 up to than untreated plants. ISABION China and India. New offerings in more countries and for other crops will follow.

™

® and ® protocols. protocols. ™ , which performed which , ® particularly wellin SouthAsia and China. VOLIAM TARGO Buildingour position in hybrids In seeds, are we progressing with work on the Devgen two-line hybrid technology platform. anticipate We market launchof our first two-line in the products 2018 in registered have we Meanwhile, Philippines. our first locally-developedhybrid in the important market. Vietnamese have beenWe building capability in our to organizations production and R&D rationalizing while support growth, future our existing seeds portfolio raise to margins.average have discontinuedWe the TEGRA Fallingmarket prices for rice, and adverse weather in South Asia and ASEAN, had an adverse effect on crop protection But successfulsales in 2015. product CHESS included introductions Crops in focus in Crops mechanized which offer, was not realizing however, profitability; of sufficient levels we will continue to work on the related experience our leveraging technology, in the GROMORE sales in many more smallholder rice markets, while building on the success of our recent crop protection launches. In 2016, we will we be expandingIn 2016, the GROMORE drive to approach smallholder 20 Syngenta Annual Review 2015

Soybean

Sales $m $ 2,515 m Crop Protection 2,124 Seeds 391

Current portfolio highlights ELATUS ™: market-leading soybean rust control Elite varieties with herbicide-tolerant and insect-resistant traits Broad portfolio for weed resistance and early weed management

Customized solution Soybeans are the largest protein source to help increase productivity in agriculture and are also used in biofuels. Some 120 million hectares are planted Soybean growers need to meet rising demand without in 25 countries. Over 70 percent of this increasing the amount of farmland used, so improving acreage is in Brazil, Argentina and yields is a constant challenge. North America, which – as a result of In Brazil, Syngenta provides its High Yield Soybean high yields – account for over 80 percent integrated crop solution, locally named INTEGRARE™. of global production. The offer – designed based on grower insights and our Global demand for soybean is growing at technology expertise – can be customized to different 4 percent annually. Yields are threatened environments. It includes best-in-class seeds, seed by resistant weeds, particularly in the treatments and crop protection with robust protocols, USA, and by disease and insects in combined with a choice of agronomic or financial services Latin America. As suitable acreage is such as nutritional advice or risk management tools. limited, soybean growers are under Following initial field results delivering 5–10 percent better pressure to increase yields and are hence yield than competitors’ crops, the INTEGRARE™ solution very receptive to technological solutions was used on 300,000 hectares in 2015. in breeding, genetically modified (GM) traits and in chemistry, where Syngenta is the market leader. Leading the field Our herbicides also achieved strong Our strategy focuses on delivering in crop protection growth, driven by the success of our solutions to growers that enhance yields weed management programs in the In crop protection, we have the leading without using more land, water or inputs. USA and Argentina to combat technology in herbicides, fungicides We have been accelerating the pace of glyphosate resistance. innovation, not only in crop protection but and insecticides. also in seeds – where we have pioneered The highlight of 2015 was the ramp-up the use of applied analytics to breed of ELATUS™ in Brazil, following its launch higher-performing varieties faster. in 2014. This breakthrough fungicide provides exceptional protection against rust, and sales to soybean growers in Brazil reached $ 384 million. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 21 and

®

, AMPLIGO ® – across Europe. We ® , which achieved achieved which , ™ Annual Review 2015 VOLIAM TARGO In 2015, we achieved we more thanIn 2015, use registrations270 new in Specialty for applications These included crops. insecticide our chlorantraniliprole-based DURIVO mixtures – US registration in 2015. late alsoWe enhance existing products. gained we first registrationIn 2015, for an innovative new formulation our of emamectin insecticide. On fruit trees, potatoes and grapes, the new formula halves the application using by rate a sunscreen additive reduce to ultraviolet degradation the of active ingredient. anticipate a particularly strong grower response our of the launch to in 2016 fungicide, new high-performance ORONDIS to food security in China security in food to Potatoes: contributing Potatoes: Over thepast three years trial of and Healthy Potato our use, commercial Tuber solution – combining quality seed potatoes, chemistry and growing protocols – has helped Chinese growers increaseto yields over by 30 percent and earn on their investment. a 3:1 return plan we furtherIn 2016, enhancements in partnership with other leading suppliers in areassuch as breeding and machinery. growers’ enhancing Fruits: access to markets chain food and regulatory Changing difficult increasingly it make requirements for fruit growers access to profitable markets for their produce. Our Fruit Quality Contract solution provides market access crop tailored by backed guidance tripled we protection protocols. In 2015, its coverage 30,000 to hectares. Current acreage is mainly in Europe, but see we export markets rapidly-growing in potential such as Chile and India. Growth will be unique by boosted new digital in 2016 more and offering faster applications recommendations. access market precise Syngenta , ® , ™ 0 ® , AMPLIGO ® 1,882 m

, DYNALI ® , VIBRANCE, ®

$ m REFLECT Broad crop protection technology protection crop Broad footprint and breadth Recent launches: ELATUS of ramp-up Commercial solutions sustainability-based DURIVO    Specialty crops Crop Protection Crop Seeds Current portfolio highlights Sales $ 1,882 is business SpecialtyOur crops focused on crop protection in more than 40 high-value crops around the world. It holds strong positions in many markets, with around 80 percent of sales coming from four principal potatoes, groups: Specialty crop cotton, fruits and plantation crops. limited have often growers Specialty crop access new technology, to as individually their markets are small too justify to development and research substantial investment. bring We broad Syngenta’s technology protection crop portfolio of to these smaller market sectors by assessing new active ingredients for specialty crops. to their applicability Where necessary, then we introduce new formulations or make the best use of existing solutions.

, with ™ , in Argentina. We umbrella with umbrella ® ™ . ™ sales in Latin and North ™ will continue enhance to seed profitability as introduce we new traited varieties in our portfolio, and will further extend our High Yield Soybean solution. and being piloted in Argentina as INTEGRASOJA 150,000 hectares150,000 planted in 2015, Looking ahead expect we extend to ourIn crop 2016, protection leadership as drive we SOLATENOL We are uniquelyWe placed help to growers our and yields sustainably, their increase integrated crop strategy in soybean builds on the broadest portfolio in the industry. developedWe our High Yield Soybean solution in close collaboration with our needs specific their at looking customers, for each crop stage and providing them with a complete offer increase to yield and provide assurance return of on investment. best-in-class our combines solution This portfolio – seeds, seed treatment and crop protection – and customized support such agronomic with protocols as nutrition advice and financial services Tailored management. risk including for each territory, it was first launched in Brazil as INTEGRARE An integrated strategy for growth In soybean seeds, our emphasis in 2015 on Building profitability. increasing on was use our portfolio, germplasm excellent our analytics applied further has of enhanced high- differentiated, develop ability to our our complement that varieties yielding technology. protection crop The rapid introduction new of traited varieties in our Brazil portfolio was partnership new model, a supported by which has multipliers in the market, as well asa focus by on efficiency within the Accelerating Operational program. Leverage Raising profitabilityRaising through efficiency, partnerships and innovation Crops in focus in Crops 300,000 hectares planted in 2015. It is now being expanded in the USA AGRIEDGE the under America and launch a further SDHI active new the on based fungicide, ADEPIDYN ingredient 22 Syngenta Annual Review 2015

Cotton: improving agronomic Helping growers access attractive markets knowledge in India Apple growers can face a challenge in exporting to some Our integrated FAST START European countries. Supermarkets, especially in Germany, PERFORMANCE™ (FSP) program is demand high-quality fruit with minimum pesticide residue gaining rapid acceptance among cotton levels that are even lower than European Union requirements. growers in India, with participants up Syngenta has responded with the Fruit Quality Contract (FQC). from 3,500 to more than 12,000 in 2015. In 2015, we began working with seven grower groups in Poland. FSP enhances growers’ agronomic We provide growers with training and customized advice knowledge, while its optimized chemistry on crop protection using fast-degrading active ingredients. and protocols support early crop Residue levels are met, and growers gain access to establishment and ensure strong plant attractive markets. growth. Average yield increases of over 20 percent and improved fiber quality The goal for 2016 is to scale up to 3,000 hectares of apple have raised growers’ profitability and orchards in Poland. satisfaction. We launched FSP to over 700 industry representatives in Australia for the 2015 season, in partnership with Cotton Seed Distributors. Trials will continue in 2016 to assess new seed treatment approaches.

Coffee: expanding NUCOFFEE® In Brazil, we continue to grow our NUCOFFEE® program. This enhances growers’ profitability through agronomic protocols to improve productivity, combined with quality assurance to secure higher prices. In 2015, we expanded NUCOFFEE® to smaller farms in Brazil and introduced it to leading growers and cooperatives in Colombia. Further expansion will follow in 2016. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 23

™ 616 924 m

Annual Review 2015

$ m integrated smallholder offer integrated Innovative cyantraniliprole insecticide and seed treatment mixtures: sucking pests seeds portfolio leading with Broad native traits: leafy and fruity brassicas vegetables, MAXVEG of ramp-up Commercial    Vegetables Crop Protection Seeds $ 1,540 Current portfolio highlights Sales Our global Vegetables business covers covers business Vegetables global Our more than 30 species across five peppers tomatoes, and categories: vegetables, salad cucumbers, and melons brassicas and sweet corn. Across all these markets, there is an overall trend of rising expectations in terms both of quality and seasonal availability. help We growers meet the requirements their of retailers consumers, whether customers – or processors – while improving their sustainability. and productivity Currently our major Vegetables markets are Europe and the USA, which continue are grow well. targeting We to future growth in Latin America, Africa and Asia Pacific and, in particular, see substantial potential in China and sub-Saharan Africa. Syngenta

™ brand at ® for borers for ®

program, incorporating incorporating program, ® PB was PB introduced on ® PB, these pre-germinated plants pre-germinated these PB, ® 380 hectares and planted on in 2014 hectares 2,500 in 2015. Meanwhile, are we making further progress towards the launch in 2017 of the full PLENE a system direct of mechanized planting. This system is being developed through a licensing agreement for CEEDS In 2015, we rationalized we our cropIn 2015, portfolio increased but protection profitability.We movedaway from some products, low-margin but high-volume to focus on fungicides and insecticides clearly are products our where differentiated from the competition. The launch AMPLIGO of Rationalizing to Rationalizing enhance profitability sugar cane cultivation cane sugar In order raise to vigor and yields, have we protection crop new been developing protocols while pursuing our work on high-quality producing are We breeding. PLENE the under seedlings Revolutionizing Revolutionizing our Itápolis biofactory in Brazil. Branded PLENE (Crop Expansion Encapsulation and Encapsulation (Crop Expansion allowing technology a Systems), Drilling encapsulated small plant to growers seedlings instead large of pieces cut of number the increases This cane. sugar of hectares that can be planted in a day, enabling mills and growers further to improve yields and quality planting by only in optimal weather conditions. In 2016, we will run the first demonstration plots customers. with are alsoWe harnessing our experience in genetically modified traitsfor soybean and corn develop to new sugar cane varieties as part integrated of solutions against insects and herbicide resistance. are used sugar by mills and growers to plant their nurseries and fill the to gaps found in fields after crop establishment or after harvesting, with the aim of recovering the full yield potential the of PLENE fields. and other insects was well received and sales have been growing rapidly. , ® PB ® 0 271 , CALLISTO ®

®

$ m Unique chemical solutions for biotic biotic for chemical solutions Unique stress: MODDUS fields Integrated PLENE Nursery solution: ACTARA    Sugar cane Seeds Crop Protection Crop Current portfolio highlights Sales m $ 271 Demand forsugar cane continues to feedgrow – to increasing the world’s appetite for sugar and also for use in 40 percent than More production. biofuel sugar theof world’s caneis now produced doubled than more has which Brazil, in its production in the past decade. Brazil is therefore our largest single market for cane. sugar In comparison other to field crops, for available are technologies few relatively signifying scope considerable cane, sugar for intensification. Yields currentlyaverage tonnes per75 hectare, but could potentially be raised several to hundred tonnes. Until cultivation recently, methods remained highly traditional, with pest control achieved largely pre-harvest by crop burning. Now manycountries are phasing out crop burning – the practice will soon be banned throughout Brazil – harvesting and becoming increasingly is mechanized. These trends are driving herbicides, demand for greater fungicides.insecticides and Crops in focus in Crops

24 Syngenta Annual Review 2015

Lawn and Garden

Bringing big crop solutions Bringing technology benefits to smaller crops to smallholders As is the case for specialty crops, Smallholders are increasingly important vegetable growers can miss out on new to us as we expand our reach in emerging Sales $ m technology as their separate crops cannot markets. We aim to boost their profitability justify substantial investment in R&D. To by making technology more accessible. give growers access to Syngenta’s broad Our MAXVEG™ platform integrates modern $ 648 m portfolio of crop protection technology, chemistry and agronomy to maximize Crop Protection 455 we evaluate new active ingredients under marketable yields through safe, effective Seeds 193 development for larger crops to identify use of crop protection – consistently suitable applications for vegetables. raising productivity by more than We then introduce new formulations that 20 percent. Our Lawn and Garden business provides bring vegetable growers the benefits of industry-leading chemistry for professional In 2015, we expanded MAXVEG™ the latest chemistry, or ensure that they turf and landscape markets such as throughout India and China. Reaching can make best use of products formulated golf courses, and for industrial pest vast numbers of smallholders, particularly for other crops. management. It also includes Syngenta in Asia, is a challenge we also face in rice. Flowers, a market leader in mass market This cost-effective approach has made We are drawing on our experience of the and value-added plants which develops us a top-three player in all five of our GROMORE™ rice program for the mass innovative solutions for seasoned and Vegetable categories, maximizing the marketing and delivery of MAXVEG™ hobby gardeners alike. Our high-value value of our innovation. across a wide range of vegetables. chemistry solutions, flower offerings We achieved more than 400 new use and retail partnerships help to enrich lives Innovating in Vegetables Seeds, and make living environments inspiring registrations in Vegetables in 2015. growing crop protection These included a range of vegetable and healthy. Our Vegetables Seeds business is high applications in Europe for our insecticide Lawn and Garden achieved a strong ® ® margin with a significant global footprint mixtures DURIVO , AMPLIGO and financial performance in 2015. We drove ® and a wide array of class-leading varieties. VOLIAM TARGO . growth by launching new products, It has an excellent record of innovation and increasing market penetration, In 2015, we received first registration introduced 180 new varieties in 2015. for an innovative new formulation of our broadening our reach in new and emamectin insecticide, which halves the In our crop protection business, we can established markets and expanding application rate by reducing ultraviolet leverage technology from other parts our flower retail programs. And, although degradation of the active ingredient. of the business. Our product pipeline we faced some market headwinds, we remains very strong, and in 2016 we will mitigated risks by prioritizing investments benefit from the US launch of our new and controlling costs. high-performance fungicide, ORONDIS™. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 25 Annual Review 2015 Syngenta successfully controls multiple diseases multiple successfully controls ® has been well accepted customers by in the ® important and golf sales sector, have outstripped expectations. affecting turf through the innovative SDHI mode action. of It is a valuable addition our to portfolio, and can be used in rotation with other fungicides help to manage the resistance turf of grass other to treatments. formulationSyngenta’s department was quickly able to penthiopyrad, ingredient, active newly-acquired develop the a productinto that met the quality and efficacy requiredby the company and its customers. VELISTA The fungicide VELISTA fungicide The Controlling multiple turfControlling diseases , . ™ ®

and VELISTA and ® and an improved

® , HERITAGE ACTION HERITAGE , ® , SECURE , ® CS300, which we launched we which CS300, ® seeds forecasting process. Our flowers retail programs showed continued success during the crucial spring period, setting new value-added price points while boosting profitabilityfor our retail and channel partners. also We made attaining in progress significant and GRASP certificationGLOBALG.A.P. for our flowers farms. into manyinto African countries. This provides insecticide encapsulated malarial against control long-lasting pyrethroids. to resistant mosquitoes alsoWe made promising progress in new tree care technologies – including micro-injection control to pests in trees in France. This isa highly profitable business where are we strongly our through growth positioned for chemistry high-value of combination and product innovation based on deep needs. customer understanding of Our premium flowers business is based is business flowers premium Our high-quality innovation, on industry-leading genetics and an efficient distribution network. A strong performance in 2015 resulted from increased profitability in the successful business, plants market mass Europe-based the of reorganization SERVICES FLORIPRO Flowers offer pleases retailers pleases offer Flowers market share growth share market In our North key Americanturf and market gained we market, ornamentals launches product new through share APPEARincluding Innovations drive Innovations Crops in focus in Crops MAINSPRING These offer customers value increasing by productivity and sustainability – and, playability. turfin applications, management pest professional Our North in mainly expanded has business successful integration America, following insecticides professional DuPont the of Numerous 2012. portfolio in acquired registrations currently pending will enable introduceus to this innovative chemistry portfolio in all our of other regions. The potential was demonstrated in the excellent take-up2015 by of ACTELLIC 26 Syngenta Annual Review 2015

The Good Growth Plan

Across our six commitments, we are establishing a growing body Securing a of productive partnerships. We are maximizing the value of what we learn by leveraging knowledge across sustainable future projects, partners, territories and crops.

The challenge of feeding a fast-growing world population is well Supporting the documented. As a business that serves the agricultural industry, UN’s Sustainable helping farmers rise to that challenge is part of our mission. Development Goals It’s central to our strategy for business growth. In 2015, the United Nations (UN) announced 17 Sustainable Development The Good Growth Plan goes further: it’s our commitment Goals (SDGs) that member states will be to help farmers meet the challenge sustainably. That’s central expected to use to frame their agendas to our strategy for ensuring that our own business has a and political policies over the 15 years sustainable long-term future. This is far-sighted business from January 2016. planning with hard, stretch targets. We’re consciously setting We welcome these goals, and believe our sights higher – and measuring and reporting the impact. they will help to mobilize the action and innovation needed to make a better and more sustainable world. The Good Growth Plan is an integral As part of our business strategy, it sets To achieve them, member states part of our business strategy. Its six targets that are quantified, measurable will need to build multi-stakeholder commitments focus our skills and and ambitious. While we cannot be partnerships, address governance resources on understanding and certain that we will achieve them all by challenges, and invest in new meeting the most pressing needs the 2020 target date, we do know that technologies and business models. of our customers and stakeholders. we will not achieve them on our own. They will need better data for It demands innovation and enterprise Working in partnership with others – monitoring and accountability, from every part of our organization. farmers, academic institutions, NGOs, made openly accessible to governments and other organizations – The Plan considers: the resource accelerate sustainable innovation is an essential part of the Plan. To foster efficiency that must underpin current and technological advancement. collaboration, we are publishing our productivity; the ecosystem resilience With The Good Growth Plan, we targets and results transparently, and necessary to sustain future productivity; believe Syngenta has already begun sharing data openly so that all interested and the knowledge transfer needed to make its contribution. parties can build on what we learn. to support and strengthen rural For more on the UN’s SDGs, visit: communities. It pays particular attention Two years into The Good Growth Plan, sustainabledevelopment.un.org/topics

to smallholders, because they have more than 3,600 farmers and many See detailed performance data for the greatest potential to increase organizations are working with us to The Good Growth Plan on pages 57–58 farm productivity. demonstrate and measure what is possible for 21 crops, the environment and the people in 42 countries. We are gathering increasingly reliable data, independently collected and validated, and publishing it in accordance with best practice – using open data formats to be as transparent, accountable and useful as possible. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 27 Annual Review 2015 We are now gathering an abundance an gathering now are We of real-world farm crops data for in 21 the global42 countries. average For 2015, productivity increase on reference farms was 2 percent. The unique and unprecedented data resource The of Good Growth Plan will help understand us to what makes crops and protocols more efficient.To turn the data knowledge into and insight, we’re actively sharing data with growers, unlock to governments and academics the benefits as quickly as possible. Syngenta Higher quality wheat for better pasta production top-quality growing with begins high-quality pasta Producing durum wheat, which has consistently high protein content. In durum top-quality more, produce growers helping are we Italy, wheat through the value chain project “Grano Armando”, income. reliable more higher, a them guaranteeing More growers than benefit 1,000 from a sustainable cultivation protocol, quality seeds and farmer support. The growers also manufacturers pasta with them connects that network a join in Italy. Yields percent are higher 15 than average, and the protein content percent, the of wheat as opposed is 14 theItalian to percent.average 12 of In 2015, the network coveredIn 2015, more than 1,000 reference farms and just under benchmark2,600 farms. In some areas, such as China and parts Latin of America, doubledwe’ve the number reference of farms gain to better insights. Our crop advisers have been working with reference farmers optimize to the they way use new products coming out our of R&D pipeline and provide to feedback data for performance share We teams. technical our reports with reference and benchmark farmers, so that they can compare results with their peers and identify opportunities efficiency. improving for 0% 2% 860 20% 2014 2,738

1 2015 1,062 2,586

eld experts trial to new solutions 2

Shared results with farmers, seekingresearchers those and to understand how best save to resources scarce data harmonize to Collaborating exchange standards accelerate to agriculture in innovation Improved statistical precision by increasing the number of reference farms Increase the average productivity average the Increase majorof the world’s crops by 20 percent without using more land, water or inputs    more efficient Make crops Make Farm network No. of Reference farms No. of Benchmark farms 2020 2015 2014

Average productivity increase Average 2% 1 On referencefarms compared baseline to 2014

Progress and key achievements key and Progress To test and measureTo possible, what’s createdwe have a network reference of farms across crops and regions in our key markets. These farmers are working with our fi weand raise productivity. In 2014, established 860 these of farms, and benchmark farms additional signed-up for comparison. Syngenta at the forefront of the forefront Syngenta at agriculture in data open Feeding a fast-growing world population, population, world fast-growing a Feeding while mitigating the impacts climate of change, requires a step change in farm We efficiency. resource and productivity are working with farmers help to them grow more from less – focusing particularly on smallholders, who have the greatest productivity. increase to potential The Good Growth Plan 28 Syngenta Annual Review 2015

And to increase the speed of innovation and knowledge transfer, we’ve been collaborating with the Open Data Institute (ODI) and have published our aggregated baseline and progress data for anyone to access online and use free of charge. This puts us at the forefront of open data in agriculture, enabling us to reach people and communities with ideas and solutions, Demonstrating the benefits quickly and cost-effectively. It opens our data to scrutiny, helping to ensure that it’s Rescue of soil conservation collected and used with rigor. And it’s a more farmland This work is about changing perspectives: two-way flow: we should be able to link land’s economic value is chronically our farm data with other agricultural data Improve the fertility of understated. Land has long been valued on open-access collaborative platforms. 10 million hectares of farmland solely for its current productivity, while on the brink of degradation often disregarding ecosystem resilience As part of this effort we have joined Global and future productivity. But it is also about Open Data for Agriculture and Nutrition 1 meeting clear grower expectations. (GODAN), a consortium of companies, Impacted farmland m ha governments and NGOs working to make We continue to build our best soil agricultural data accessible and usable 2.4m knowledge and tools – diagnostics, worldwide. We want to work with GODAN 2020 10.0 management practices and technologies – into our commercial offers. But achieving to use open data better, so that we help 2015 1.6 2.4 to create insights on what works best the desired benefits of soil conservation 2014 0.8 depends on many other tools and services on the farm to optimize the use of 1 Cumulative since baseline 2014 scarce resources. at farm level. That’s why we support the Progress and key achievements creation of inclusive platforms where What next? multiple stakeholders – including those Embedded soil protocols representing machinery, financial solutions We’re working to improve the way we in our commercial offers share The Good Growth Plan data with and educational opportunities – join growers, empowering them to make Consulted multiple stakeholders forces to offer farmers a compelling soil positive changes by highlighting best to inform our program conservation proposition. We have piloted practices linked to efficiency results. While Engaged decision makers on soil this approach for smallholders in Mexico, continuing our collaboration with the ODI, policy, in partnership with UNCCD medium-sized growers in Hungary and we look forward to supporting GODAN large-scale farmers in Russia. with the harmonization of agricultural data At the same time, we have run smaller Agriculture relies on healthy and fertile exchange standards that are accessible to demonstration projects in many countries, soil. But a third of the world’s arable land all. And we’re aiming to build a community generally in partnership with local is thought to have been affected by around our data by developing tools and universities or non-governmental degradation and desertification. platforms that make it easier to use. organizations, to show growers what can We are raising awareness of this issue and be achieved under local conditions and promoting conservation practices based how sound practices result in better yields on minimum soil disturbance, crop rotation and livelihoods. and permanent ground cover. These are In 2015, our programs impacted 1.6 million aimed at preventing, halting and reversing hectares of land, bringing the two-year land degradation by contributing to cumulative total to 2.4 million hectares. organic carbon storage, water retention and soil biological activity. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 29 Annual Review 2015 Syngenta Better soil leads to better crops Fertile soil is the foundation sustainable of agriculture. But poor farming practices and extreme weather lead erosion to and infertility. In Eastern Russia, are we helping farmers switch from and preserve soil that techniques new to plowing traditional yields. growers’ increase Working with local universities, educate we farmers in minimum tillage, which avoids churning up the earth. Soil retains moisture and porosity, as the passages made root by systems, worms and insects are undisturbed. Minimum tillage, along with crop rotation, is leading cost- to effective, high-quality held we four production. events In 2015, connecting farmers 245 with scientists and Syngenta employees. the project So far, involves seven farms covering hectares. 464,000 What next? In the coming will we continue year, teams commercial our with working on building good practices our into offer, supporting demonstration projects on multi-stakeholder building and the ground offers. integrated promote that networks In addition this activity, to ‘push’ are we value the from ‘pull’ encouraging also chain – raising awareness good of soil and processors food among practices retailers while promoting the benefitsof marketing these practices consumers, to sustainably more demand for stimulate to produce. grown Sustainable implementation on the farm the on implementation Sustainable policy agricultural supportive requires also frameworks. why work we That’s with the United Nations Convention Combat to Desertification (UNCCD) and have Academy Leadership Soil the developed for policy and decisionmakers. In October the Academy successfully2015, ran its policy national for exercise simulation first makers at the UNCCD Conference in Turkey. have alsoWe worked with the United Nations Global Compact (UNGC) on soil sustainable of a set developing These were principles. management published after in extensive October 2015 stakeholder consultation. The Good Growth Plan 30 Syngenta Annual Review 2015

erosion and protect waterways while scheme rewards farmers with seeds and Help biodiversity boosting biodiversity. support for planting field margins. flourish A joined-up approach However, achieving desired results on the to landscape connectivity ground is a slow and resource-intensive Enhance biodiversity on process. Growers have to be convinced 5 million hectares of farmland Syngenta has a long history of biodiversity to invest in marginal and less productive enhancement projects: our Ecoaguas land for biodiversity, and they need project has been restoring and managing Impacted farmland m ha1 support in implementing the necessary riparian forests in Colombia for two management protocols. 1.6m decades. In Germany, our customer loyalty 2020 5.0

2015 0.9 1.6 2014 0.7 1 Cumulative since baseline 2014

Progress and key achievements Integrated biodiversity conservation in customer loyalty programs Opened new demonstration plots with universities and local stakeholders Forged breakthrough implantation partnership in US potato fields

Biodiversity determines the health and resilience of ecosystems – directly affecting erosion control, soil formation, nutrient cycling, pollination, biological pest control and climate regulation. In the past 35 years, biodiversity has declined by more than a quarter – an unprecedented rate. The main causes are population growth, consumption patterns and habitat destruction. Biodiversity is damaged as species’ habitats are lost or fragmented. Smaller, Redundant land becomes home more isolated species populations limit to bees and butterflies genetic variation and evolutionary adaption, and increase the possibility R.D. Offutt, the largest potato grower in the USA, planted non- of extinction; and climate change productive corners of its potato fields in Minnesota with regional exacerbates these trends. Landscape wildflower seeds to create environmentally diverse habitats and connectivity is recognized as the greatest increase the number of pollinators. The habitats provide forage opportunity to enhance biodiversity in for honeybees, monarch butterflies and other pollinating insects, agricultural landscapes. Planting rich as well as reducing soil erosion and protecting water resources. habitats on marginal and less productive Syngenta advised on how to prepare the sites and which plants farmland alongside fields and waterways to use. In 2015, more than 240 hectares were planted – a good creates interconnected habitat size project when even small areas of less than half a hectare infrastructures and corridors. We call can make a difference. them multifunctional field margins, because they help to prevent soil Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 31

™ Annual Review 2015 Our contact with smallholders comes smallholders with contact Our primarily through our sales teams. In economies, less developed and emerging millions growers of are so small-scale and dispersed that it is not easy know to where they are, what they grow or contact how to information management sales Our them. system helps us reach them more effectively integrating by information that identifies smallholders and tracks our interactions with them. have been We standardizing the do we way this in Asia, and expect we do the to same in Latin America This will help in 2016. build us to understandlocal smallholder profiles, promote and develop needs, grower locally tailored protocols and training, and improve our go-to-market strategies. Our commitment is not just reach to smallholders but empower to them. understand smallholders’ To better needs, we are working with development partners as: such other and agencies IDH, The Sustainable Initiative; the Trade Center Intelligence Markets Sustainable and(CIMS); the Sustainable Food Lab. the benefitsTo measure we are bringing to local communities, are we using social smallholder our of assessments impact go-to-market strategies. for example, an independentIn 2015, assessment CIMS by found that growers FRIJOLNICA Nicaraguan our in program – which now has over 12,000 participants – were achieving double the national average kidney and black bean yield. They were more optimistic about the future than the control group and keen to spread good practice sharingby their insights with neighbors. are nowWe carrying out similar smallholder other in assessments markets: China, India and Mexico. Partnering to extend our reach Forum’s Economic World the Through Grow Africa and Grow Asia platforms, we work with other public and private players enable partnerships that develop to more produce farmerssmallholder to in a sustainable In this can we way way. them equipping growers, more empower training and know-how agronomic with that help them use inputs safely and efficiently. Syngenta 13.8 17.2 20.0

nance

1

of Zurichof develop to sustainability a model embeddedness Carried out Social Impact Social out Carried India China, in Assessments and Mexico University with Collaborated partnershipsEstablished new aimed smallholders empowering at Reach 20 million smallholders and enable them increase to productivity 50 percent by    Empower Empower smallholders d reache Smallholders 17.2m 2020 2015 2014 1 Through sales Through 1

Progress and key achievements key and Progress and measuring our impact Reaching more, more, Reaching estimateWe that over half our of sales economies dominated developing are in smallholderby farmers, particularly in Asia Pacific, Latin America and Africa. increased we the numberIn 2015, of smallholders we reach through sales from 13.8 million to 17.2 million. The estimated world’s 500 million smallholders hold future the to key food security. Their relatively low the offer they means productivity greatest potential for steeply increasing sustainably. production food With partnerssuch as aim USAID, we to raise smallholders’ productivity and bringing by only earnings not sustainably – them products, know-how and training but also helping by them fi to higher-yielding products and reach reach and products higher-yielding markets sell to their crops.

ne protocols for fi million hectares – with c targets and de fi million hectares alone added – in 2015 What next? continueWe work to with external policymakers academics, – stakeholders and conservation experts build – to on experience from the demonstration sites. achieve the expectedTo long-term biodiversityof benefits economic conservation, are we also working to link growers consumers. to are We processors food and retailers encouraging biodiversity enhancement standards set to to them enabling suppliers, their for production food sustainable promote consumers. to and consumption Another key goal incorporate is to the concept multifunctional of habitats into our commercial and offer, make investment in field margin habitats simpler and cheaper for farmers. implementation. The core task is still to biodiversity establish and awareness raise alongside water and soil conservation as a primary goal for farmers and value- partners. chain Our work is dependent on engaging and dialogue stimulate to stakeholders issues. governance environmental explore heldwe two major internationalIn 2015, than more by attended workshops 60 experts, contributing with another 175 us helped These have surveys. through to find common ground and develop a implementing for framework compelling reporting biodiversityand projects more effectively and cost efficiently. 0.9 but still we have have We a long go. to way been working with partners around the agree priority programs, to identify world speci Two years The into GoodTwo Growth Plan, projectswe have in over 30 countries across Europe, Latin America, North These encompass Asia. America and a variety of local partnerships and approaches and cultural environmental to create multifunctional field margins, biodiversity- and forests managed friendly farming. Our programs are now impacting a total area 1.6 of The Good Growth Plan 32 Syngenta Annual Review 2015

Help people stay safe

Train 20 million farm workers on labor safety, especially in developing countries

People trained on safe use1 10.4m 2020 20.0

2015 5.7 10.4 2014 4.7 1 Cumulative since baseline 2014 Farmers help each other Progress and key achievements to become more prosperous Encouraging progressive smallholders to share expertise Rolled out new guidelines for safe with others makes a tangible difference by increasing yields and responsible use training and incomes. Redesigned train-the-trainer program and launched new online tool In East Java, Indonesia, successful rice growers are educating other farmers in good agricultural practices and the Engaged with stakeholders implementation of our GROMORE™ solution. Rice growers who at global Farmer Safety Workshop raise yields to 10 tonnes per hectare are invited to join the Rice Ten Tonne Club. Supported by Syngenta agronomists and We share a responsibility to help improve government farming counselors, these lead farmers then pass occupational health and safety in on their knowledge to groups of smallholders. agriculture – particularly among So far, more than 15,000 smallholders are benefiting from smallholders and farm workers in modern methods of growing rice. developing countries. Our training programs raise awareness of hazards, principally those related to crop protection products, and show how to manage and We continue to seek new partnerships effects of locally-embedded Swiss-based prevent them. More than 90 percent of our and opportunities to reach smallholders multinational companies in developing training is delivered by our own sales and worldwide. In 2015, we were invited to join countries. University students are working stewardship teams. To extend our reach, the Advisory Board of the Sustainable with local academics, value chain we also work with both commercial and Food Lab, whose social impact representatives and other stakeholders academic partners. assessment framework we have been to assess Syngenta’s impact in Colombia using. We became the first company and Kenya. in our industry to be accepted as a supporting partner by Sustainability What next? Initiative Fruits and Vegetables, part of We’ll continue to extend our smallholder the Dutch government’s IDH initiative. reach with the help of our growing body We also became one of the three of partners. We’ll also be extending corporate participants in a University the social impact assessment program of Zurich project, funded by the Swiss into other countries, and sharing what we Commission for Technology and learn to show transparently where we are Innovation (CTI), aimed at designing a tool- active and what difference we are making. kit that measures the positive sustainability Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 33 Annual Review 2015 Syngenta Training farmers to stay safe stay to farmers Training As work we with farmers in Mexico increase to productivity in a sustainable ensure we theyare also way, trained in safe use of crop protection products. have joinedWe with government and partners from industry in the MasAgro program – The Sustainable Modernization Agriculture,of Traditional overseen the by International Maize and Wheat Improvement Center or CIMMYT. The aim target is to smallholders who lack access agricultural to technologies and markets help to them raise productivity corn of and wheat, incomes. increasing ensure as manyTo people as possible are trained, Syngenta experts educate CIMMYT technicians who then train farmers. the program reachedIn 2015, smallholders. 2,600

In 2015, we reached we people 5.7 million In 2015, – more percent than70 them of smallholders – through dedicated safety use safe through or programs training activities. commercial to linked briefings The cumulative people of total reached in the first years two of this commitment exceeded 10 million. Safe use training has for many years been an integral part the do of we way business worldwide, but our approach has varied from country country. to As part The of Good Growth Plan commitment have we developing approach, our harmonized guidelines and tools that enable our people plan to and implement training consistently. These were launched in 2015 and are now distributed in six languages. embed the newTo guidelines, also we rolledout revised train-the-trainer protocols initially – in Latinin 2015 America and Asia. The primary focus this of work is not on the number farm of workers reach, we but on the quality training of that our trainers impart and its lasting support impact. To this initiative, created we a new online Targeting tool: www.pesticidewise.com. farmers and trainers, this aims to raise awareness the of hazards and risks of using pesticides and explains what users can mitigate do to them. Better training,Better impact lasting more The Good Growth Plan 34 Syngenta Annual Review 2015

Major endorsement Look after for our Fair Labor Program every worker In 2015, we completed implementation of our Fair Labor Program in the Philippines Strive for fair labor conditions and began implementation in China. throughout our entire By the end of the year, the program supply chain network covered 27,091 suppliers in Asia Pacific, Eastern Europe and Latin America. This represented 84 percent of our seed We recognize that we don’t have all the Seed supply farms 1 supply chain, and we remain on track for answers, and it is important to learn in our Fair Labor Program 100 percent by 2020. The total number from others working in related fields. In of seed suppliers in 2015 was significantly November 2015, we held a global Farmer 84% lower than in previous years, reflecting Safety Workshop to share experience 2015 84% market demand and our work on and ideas with representatives of the value 2014 53% streamlining the supply chain. chain, academia and other civil society 1 2014 value was estimated and not assured organizations such as the Sustainable In 2015, we became the first agriculture Agriculture Network, Solidaridad and Progress and key achievements company to receive FLA accreditation, the Centre for Development Innovation for our program in India. This major First agricultural company to receive at Wageningen UR. This has deepened endorsement confirms that we have FLA accreditation our understanding of the many cultural effective systems and procedures across and behavioral factors involved in helping GLOBALG.A.P./GRASP certification all our production and supply operations farmers to work more responsibly and for our flower farms to communicate our standards, assess safely. For example, we need to improve Joined Together for compliance, train staff to assess and our training to target women in countries Sustainability initiative resolve non-compliance, and give workers where they do much of the farm work, confidential reporting channels. but have not been encouraged to actively The program demonstrated its participate in training sessions. Labor standards are a priority concern for all our farms and production plants. effectiveness by identifying key areas What next? We expect the same from our suppliers, requiring improvement. These included wage payments, on-farm health, safety In the year ahead we will be rolling out and take positive action to ensure fair and environmental measures, and access new training programs based on our labor conditions in our supply chain. to grievance mechanisms. Corrective revised guidelines and incorporating Our more than 30,000 seed supply farms action plans were developed and actions the learning from our Farmer Safety in 36 countries pose particular challenges. piloted in the following growing season. Workshop. We are also adopting new Since 2004, we have worked with the approaches and partnerships to extend Fair Labor Association (FLA) to address All our own flower seeds production sites our training footprint – particularly in labor standards on these farms. Under in the Europe, Africa and Middle East Africa and other areas where we need to our Fair Labor Program, our supplier region and our site in Guatemala are supplement our own internal resources contracts set out standards in nine GLOBALG.A.P. certified, and our sites in in order to reach the number of people areas: Employment Relationship; Portugal and the Netherlands are certified we have committed to train. Nondiscrimination; Harassment and Abuse; to G.A.P.’s social practice standard Forced Labor; Child Labor; Freedom of (GRASP). By the end of 2015, our larger Association and Collective Bargaining; third-party suppliers had also achieved Health, Safety and Environment; Hours G.A.P. certification. of Work; and Compensation. Each year, we audit compliance on at least 20 percent of farms in each country; the FLA independently audits a further 2 to 5 percent in higher-risk countries, and ensures transparency by publishing all its findings. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 35 Annual Review 2015 Syngenta Taking a standTaking for fair labor onlabor Fair agriculture. in work people of millions Argentina, In farms is an an audit issue our of great of fair importance. In 2011, labor compliance in Argentina carried out in partnership with the Fair Labor Association (FLA) showed areas key for improvement. A subsequent supply chain review led an ambitious to program enhanceto labor and safety practices for fieldworkers on our access workers’ improving included This farms. seed supply to training, focusing on health and safety risk identification and reporting. our Argentine supply In 2015, chain achieved 99.5 percent compliance with the FLA Code Conduct. of

Throughout provide we the year, updates on The Good Growth Plan website. find There, more you’ll information about each commitment as well as a range case of studies from the field. Visit: www.goodgrowthplan.com find more aboutTo our approachto open data access or to the files, visit: www.data.syngenta.com Keep up to date with The Good Growth Plan In 2016, we will we continue roll to outIn 2016, our seeds suppliers, for Program Fair Labor completing coverage Latin of America and Asia Pacific.We will also begin all for reporting levels compliance countries in the program – an important step for transparency. While have we come a long in way improving labor conditions in the supply chain, we recognize that there is still more be to done. The Good Growth Plan measures will enable better informed discussion of the challenges face we and the progress arewe making. What next? There are around 900 companies in our chemicals supply chain, and our their checks program assessment quality safety, health, our with compliance and labor joined we standards. In 2015, for Sustainabilitythe Together initiative. chemical international together brings This companies so far share – to joint – 14 safety, health, on audits supplier environmental, social and ethical issues in line with the principles the of United Responsible Compact, Global Nations Care and the International Labor Organization. This enables reach us to deeper our into supply chain and raise to the bar for suppliers. It will also free up resources so that can we conduct ‘deep assessmentsdive’ our of strategically suppliers. most important The Good Growth Plan 36 Syngenta Annual Review 2015

Operational performance

Maximizing the value of innovation

Excellence in innovation underpins our business strategy and The Good Growth Plan. As a sustainable business, we aim to capture all the potential value that our innovation creates. We need a talented and motivated workforce. We must be efficient and profitable. And we have to earn the support of employees, regulators and the public as a responsible and respected organization.

Delivering outstanding quality We have built an internal Operational We now have a framework for with focus on profitability Excellence team and trained our own sustainable operations, based on the coaches so that we have in-house principle that we will maximize the pace Our operations strategy encompasses capability to apply this methodology and impact of our initiatives if we focus all our procurement, supply, production, over the long term. on the areas offering greatest scope distribution, quality and business for beneficial change. This framework services. It aims to support profitable We continue to invest in our production identifies five focus areas: energy, water, growth by ensuring we deliver innovation assets to ensure that we have the right waste, suppliers and logistics. to growers with scale, agility and facilities and capacity to satisfy demand efficiency. Our efforts have been efficiently. As part of our ongoing review Our operational performance has many strengthened by Syngenta’s Accelerating of capacity, we also consider where we facets. But it all depends on one factor: Operational Leverage (AOL) program, need our own production facilities and our people. The long-term success of which has focused attention across whether it makes better sense to partner our business will be shaped by the talent, the business on enhancing efficiency, with external suppliers instead. skills and motivation of the people who profitability and the experience we work here. As an integral element of our operations provide for customers. strategy, we have continued to focus See Non-financial information and data A key enabler of AOL is the Operational on the sustainability of our operations. on pages 55–62 Excellence program that we are Just as The Good Growth Plan seeks implementing. This is a well-proven to increase the sustainability of our offers approach to systematically and in the field by 2020, this work aims to continuously improve the efficiency and secure the long-term viability of our value of our operations. It is designed to internal and external operations. unleash the potential of our people by giving them a greater sense of direction, engagement and achievement in their work. It augments our culture of innovation by bringing greater rigor and discipline to the way we work. And it will ensure that we improve the customer experience as we increase the efficiency of our operations. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 37 Annual Review 2015 The program AOL has resulted in around job reductions1,800 and relocations across the business. As anticipated in last report,year’s the majority these of were opened We completed a new in 2015. Global Operations Center in Manchester, UK, and a new European Finance Center in Budapest, Hungary. These moves, while were employees, impacted difficultfor successfully employee and completed morale in both centers is high. Syngenta A group employees of based in the Philippines gained a better understanding rice of farmers and The of GoodGrowth Plan commitments with a visit one to our of learning centers. The employees learned more about the training conduct we for farmers on technology, products and stewardship, helping bringto life to The Good Growth Plan commitments. The employees also experienced the daily tasks farmers carry out when the group took part in harvesting or planting rice at the center. Connecting employees and customers and Connecting employees We alsoWe invested in equipping a broad cross-section managers of lead to and manage change; this helps us successfully performance implement and plan improvement projects in our Accelerating program. Operational (AOL) Leverage Managing change successfully change Managing responsiblyand 6.1 5.5 5.5 0.41 0.37 0.38

million (2014: million (2014: 25.1

%

million) in training programs help to People per 200,000 hours 200,000 per Recordable illness and injury rate 2015 2014 2013 Attrition rate 2015 2014 2013 29.8

our employees achieve their potential and to build the capabilities need. we All employees took part in performance goalreview, setting and personal line their with discussions development managers throughout and we the year, continue invest to in building a more diverse of a variety through culture inclusive and programs and activities. We continued to engage people in The Good Growth Plan, and recognize our employees’ achievements in our biennial Syngenta Awards. efficiencyEnhancing profitability and is a strategic prioritythroughout the attention constant demanding business, from our leadership teams. Investing in priority a is development our executive and, throughout many senior the year, leaders participated in a new Executive focused specifically Leadership Program leadership. on enterprise Developing our people our Developing and capabilities invested we $ In 2015, $ In our rapidly evolving industry, need we innovation not only in the develop we way new products, but in the lead we way and change the organization. invest We in enabling talented and developing recruiting, people who can meet the challenges and industry successfully. our opportunities of

Operational performance Operational 38 Syngenta Annual Review 2015

Building our talent pool Since the launch of our new Health, Safety, efficiently Environment and Security reporting system at the end of 2013, we were able We continued to have a high employee to collect more and better data on health retention rate in 2015. Due to restructuring, and safety incidents. In 2015, we have total turnover was 12.5 percent – higher been able to use this data to analyze risks than in 2014 (9.9 percent) but still lower to our people’s health and safety more than in 2013 (14.1 percent). The number closely and take appropriate action to of voluntary leavers – which excludes control and minimize them. retirement and restructuring – rose slightly to 6.1 percent (2014: 5.5 percent). Since 2011, our Goal Zero initiative has sought to achieve zero harm to people Sustainable Although our staff turnover remains and zero safety incidents, on the principle relatively low, we still need to recruit new operations that all accidents are preventable. The people each year – not only to replace construction project to quadruple the size those who retire or leave, but also to enter of our Formosa plant in Brazil exemplifies new markets and acquire new skills this commitment. While the plant and experience. In 2015, we entered a maintained operations throughout the two- partnership agreement with IBM Kenexa, year project, with up to 1,500 people on one of the world’s largest recruitment site, in 2015 it completed 1.2 million hours consultancies, to manage our global worked without a single lost-time incident. recruitment. Starting in the UK and Asia Pacific in 2015, it will operate globally We also take the security of our people, by the end of 2016. products, assets and information CO2e emissions intensity g/$sales

extremely seriously at all times. As a global 2015 124 Working safely and securely organization, we remain exposed to a 2014 114 We aim to be an industry leader in health significant and complex range of potential and safety standards and performance. risks – from the counterfeiting of our 2013 116 To this end, we make continuous products to cybercrime. We aim to assess investments in our safety program and address emerging security risks Hazardous waste intensity g/$sales to sustain a best-in-class Illness and proactively, before they become live 2015 14.4 Injury Rate (IIR) of below 0.5. The rate issues, and we train our local security remained low in 2015, at 0.38 recordable staff in how to handle emergencies to 2014 15.6 incidents per 200,000 hours (2014: 0.37). safeguard our people and surrounding 2013 16.0 This was a good performance in a year communities. In 2015, under our Security that saw a further increase in the 360° program, our security professionals Water usage intensity liters/$sales proportion of field work, where injury evaluated 117 sites to determine risk levels, rates tend to be higher. and helped to develop site-specific risk 2015 2.6 management plans. 2014 2.5 Sadly, there was one fatality during the year: a sales promotion employee in Counterfeiting of our products can be 2013 2.5 Bangladesh died when his motorcycle hazardous to users, the public and the collided with a bus while he was returning environment. We have increased our from a business meeting. We have resources for combating it, and in 2015 Our efficiency and our sustainability go programs in place to continuously improve played an active part in securing seizures hand-in-hand. Our viability – now and in the safety of our sales force when driving, of some 323 tonnes of counterfeit the future – depends on using resources including online e-training targeted at and illegally imported chemicals (2014: efficiently and maintaining our license accident causes. In Latin America, we 178 tonnes) with an estimated retail value to operate by minimizing our external have introduced satellite-based tracking of $ 43 million (2014: $ 17 million). We also impacts. This is why our sustainability of fleet vehicles. This generates reports contributed to the seizures of 91 tonnes standards and performance are on parameters such as speed, seat belt of counterfeit seeds with an estimated closely scrutinized and approved use and driving time, which we use to market value of $ 11.4 million. by Syngenta’s Board. identify the need for improvement. In Brazil, where it now covers one-third of all vehicles, vehicle incidents in 2015 were 60 percent lower than in 2014. Across Syngenta, the number of incidents per million km driven was 1.3 in 2015 – lower than our benchmark figure of 2.0–3.0. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 39

Annual Review 2015 Syngenta Empowering people to achieve excellence achieve to people Empowering products protection crop demand for customer Increased diversified Syngenta’s challenges at production created Omaha, in facility packaging and agri-chemical formulating USA. Employees faced rising overtime and heavy workloads. meet productionTo targets without putting undue — and unsustainable — strain on resources, management introduced OperationalExcellence: well-provena approachcontinuously to improve efficiency andvalue. By embracing the ideaof of culture the changed employees improvement, continuous their site through a focus on new techniques and teamwork. four years on, overtimeToday, has been reduced, work processes are more efficient and there is a more positive working environment. in ™

Latin America. continue We build to on established relationships with toll manufacturers who have demonstrated their ability deliver to our to quality and cost standards. All our eight global active ingredient sites have ongoing ‘lean’ initiatives enhance to Operational Excellence and have maintained their ability deliver to at high capacity. All expansion projects were delivered on time and budget, including projectskey at Huddersfield, UK, and at as well as Switzerland, Monthey, announced we Nantong in China. In 2015, our intention divest to our site in Goa, India, in a further consolidation of internal capacity. Our Finished Product Processing teams teams Processing Product Finished Our continue deliver to high-quality seeds and crop protection products meet to responsively reliably, safely, – demand and cost effectively. Production is carried toll through and in-house both out review continually we manufacturers: our in-house production assets to disruption, minimize increase agility, reduce idle capacity andensure delivery in line with our integrated strategy and goals. long-term investment continuedIn 2015, at our Paulinia site in Brazil ensure to can we SOLATENOL for demand meet Ensuring we have have we Ensuring the capacity deliver to Operational performance Operational 40 Syngenta Annual Review 2015

Making our operations more sustainable These are the principal actions currently underway to enable us to understand what is necessary to ensure the sustainability of our operations and to set appropriate targets. The majority of these actions are due for completion by the end of 2016.

Action by focus area Significance Completion Energy Carry out detailed audit of our top 10 sites, The energy audit program is based on EU energy requirements: 2016 accounting for over 80 percent of our audits will set baselines for all sites in the program with targets energy use for improvement

Water Establish a water footprint for the Seed supply is our principal water-using activity, so we are including 2016 seed supply business it in our data collection process and will cover water types and usage patterns

Waste Establish waste footprints for the 10 active Our hazardous waste comes mainly from active ingredient production: 2016 ingredients generating over 80 percent a life-cycle approach to key products will cut hazardous waste generation of our hazardous waste by optimizing processes and enhancing recycling and reuse

Suppliers Conduct sustainability risk assessments This will identify the supply markets which represent the biggest 2016 for 100 percent of direct and indirect sustainability risks, to guide future action procurement categories

Actively participate in the Together for By applying consistent standards across the industry, this initiative 2016 Sustainability (TfS) initiative is improving sustainable sourcing and raising standards across the supply chain while cutting complexity and costs

Ensure 100 percent participation by active Regular audits will reduce risks from third-party waste management 2020 ingredient and other strategic suppliers in our improvement program, and by key third-party waste treatment providers in our compliance program

Logistics Adopt fourth-party logistics (4PL) to cover A 4PL supplier acts as a single interface between the client and 2020 our global operations in Crop Protection multiple logistics service providers. Their role is to optimize the and field crops logistics and transportation network in order to drive continuous service improvement and cost reduction. This can significantly cut CO2 emissions by optimizing road, rail and sea transport and storage Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information

41 3

of rain of and irrigation water 3 Annual Review 2015

The contribution our to carbon footprint from distributionhas remained stable while the need for business travel has been reduced the by installation of telepresence rooms at all our major sites. Enabling people join to virtual meetings instead of traveling saves energy, travel costs and management time. Waste One our of major impacts is hazardous generatedwaste, mostly our by active well As sites. manufacturing ingredient during generated waste the as reducing production, aim we convert to or reuse as much waste as do possible. this, To we constantly review the opportunities for optimizing both new and existing processes, and for regenerating or usually – waste reusing unavoidable as an additional source energy. of reducedwe hazardousIn 2015, waste generation percent 18 to by tonnes193,000 – due principally to a substantial initiative at our Huddersfield, UK, site and reduced production in Goa, India. The reduction in intensity was 8 percent. Water Until our recently, data collection on water use has been largely confined to our manufacturing we sites. In 2015, analysis third-party major a commissioned ourof water footprint across our toll production seed and manufacturing supply chains, as well as our own sites. seed of impact the highlighted This than more used which production, m 1.1 billion Syngenta in 2015, compared with justin 2015, 35 million m for chemical manufacturing plants. are We our understanding of better a gaining now water use and profiling more accurately to discriminate, for example, between rain-fed and irrigation-fed water use in fields. Thiswork is continuing so thatwe can fully understand the risk implications measuresof reduce to our water footprint. e 2

We have identifiedWe priority actionsfor our sustainability performance in these five focusareas. Our work so far has centered on understanding our footprints, see to where therisks are highest and how we can invest efficientlyto achieve desirable change. This in turn will allow set us to location-specific targets that are relevant and demanding – a process scheduled In theto complete the by end 2016. of meantime, have continued we work to on tracking and reducing our impacts, as we have done for many years. Using resources more efficiently resources more Using Our environmental impacts arise mostly in the areas hazardous energy, of waste, consumption. water and wastewater A summary each of these of follows – for more detailed performance data see pages 60–61. report We our performance both in absoluteterms and as intensity expressed per dollar sales. of The benefits concentratingof attention on the sites where our impacts are greatest are evident figures. in the 2015 Energy have energyWe efficiency programs at all our sites. The drive for ever-greater permanent: and continuous efficiencyis when targets are will we met, set new and more demanding ones. are currentlyWe undertaking detailed energy audits sites, which on our 10 top account for over 80 percent our of energy use. These audits will guide target setting and action plans in 2016. continued we reduce to ourIn 2015, energy Absolute consumption. energy consumption reduced percent 7 by driven the by reduction TJ, to 9,222 in production Energy over the year. intensity and, consequently, CO emissions intensity increased slightly. increased intensity emissions

In 2015, we increased we our effortIn 2015, analyze to the external impacts our of operations and identified key focusfive areas for reducing our impact – as set out in the table: “Making our operations more sustainable”. Three the of focus areas concern the useway we resources: waste energy, Our energyand water. and waste impacts sites; production our from primarily come and although have we some 300 these, of sitesjustaccount 10 for about 80 percent theof impacts. therefore, have, We been sites. these on attention our focusing While our water efficiency initiatives are concentrating on the most water-intensive that understand we sites, manufacturing our greatest water-consuming activity by far is seed production. therefore, have, We been devoting considerable attention to water use on our seed supply farms and how best manage to it. The two other focus areas concern the work we way with third-party suppliers. Our business model is evolving place to outsourcing. on emphasis greater As a result, external suppliers now account for a large – and growing – part of our environmental footprint. So we are placing more attention on the way we work together help to them manage their environmental impacts effectively and efficiently. In additionto our production closely looking also are we suppliers, at logistics – the transport we way and store materials through the distribution chain – where greater efficiency will have a substantial impact on costs as well as our environmental footprint. Ensuring our viabilityEnsuring our for the future Operational performance Operational 42 Syngenta Annual Review 2015

In 2015, water use was down 7 percent In our drive to ensure sustainable in absolute terms and practically procurement – and to audit suppliers unchanged in intensity. In our rigorously and efficiently – we successfully manufacturing operations, the applied to join Together for Sustainability principal factor was a reduction in (TfS) in 2015. TfS brings together water consumption for processing 14 international chemical companies mainly in our sites at Goa, India, to work jointly on supplier audits and Huddersfield, UK, and St. Gabriel, USA. assessments on health, safety and the environment, as well as social and ethical Wastewater effluents were down 6 percent issues which support the principles of the overall, although the principal factor was UN Global Compact, Responsible Care reduced production. Business integrity and the International Labor Organization. Air emissions Its vision is to become the global standard Air emissions reduced in both absolute for sustainability in chemical supply and intensity terms. This was partly due chains. TfS membership will help to lower SO2 emissions resulting from us meet the commitments contained reduced production at our Goa site. in The Good Growth Plan; and by eliminating duplication of audits, it Working in partnership enables us to raise the bar for suppliers with suppliers while achieving greater efficiency. Our strategic approach to suppliers ensures that we work with partners Distributing more efficiently, Compliance cases reported who meet our standards of operation, with less CO2 possess differentiated technical capability During 2015, we began optimizing our 2015 196 and are able to meet our expectations logistics activities – both transport and 2014 96 of year-on-year cost savings, as well as storage – to enable cost-efficient growth, 2013 110 understanding the benefits and risks of increased compliance and improved working in our industry. visibility of operations while reducing our carbon footprint. This work involves Corporate community investment In 2015, our supply chain included more standardizing and optimizing processes, $m than 30,000 seed supply farms. We are leveraging scale and making increasing committed to covering all these suppliers 2015 24 use of ‘fourth-party logistics’ providers in with our Fair Labor Program, developed 2014 25 which a single partner integrates and co- over more than a decade with the 2013 21 ordinates all logistics operations across the Fair Labor Association (FLA). This program supply chain. This work will cut our CO2 aims to communicate, monitor and ensure emissions, while increasing the efficiency, FLA-approved standards on child labor, scalability and productivity of the way we We believe that building and maintaining a health and safety, rights awareness, deliver our products to customers. culture of doing the right thing is crucial to wages and benefits, working hours, managing risk and growing a sustainably harassment, abuse and discrimination. successful business. It is also the essential In 2015, 84 percent of seed supply farms foundation on which The Good Growth Plan were covered by the program. For more is built. details, see “Look after every worker” on page 34. We comply with all local, national and international laws, codes and conventions, In October 2015, we received accreditation and uphold the principles set out in the from the FLA for the Fair Labor Program Universal Declaration of Human Rights in India. FLA accreditation is significant and the International Labor Organization’s recognition, and we are the first agriculture Core Conventions. We expect our company to receive it. The FLA concluded suppliers to do the same. that we have appropriately rigorous systems and procedures to ensure fair labor standards throughout our Indian production and supply operations. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 43 t them in t by payingt by fi fi

million (2014: million (2014: 13,440 Annual Review 2015 million). The lower figure 2015 in 14,982 At manyAt production sites have we local for programs training introduced and Conduct of Code our on suppliers importantpolicies. other will we continue work to onIn 2016, our integrity business and culture compliance new For sessions. manager-led through recruits, will we be supplementing the existing Code Conduct of training with a fuller a providing e-learning module new policies, compliance key our of overview and are we taking additional steps to complete joiners new all that ensure the courses in full. a variety ways. of provideWe economic bene taxes and providing employment,as well services, and goods buying which by as appropriate. where locally source we report we Each year, this contribution as “Economic value In 2015, shared”. it totaled $ $ was due largely reductions to in purchased goods and in savings as a result our of Accelerating OperationalLeverage program – there is a detailed breakdown theof figures on page62. Earning the supportEarning of our neighbors Every country and region expects us to meet its legal and regulatory requirements; but also we strive meet to wider social expectations. Our operations are part of urban communities, and economies local and rural, in more than 90 countries worldwide. aim bene We to Syngenta Our Compliance and Risk Management territory region, at (CRMCs) Committees and function levels have been instrumental and compliance raising awareness in compliance manager-led the fostering most our These are committees sessions. important drivers a compliance of and risk in and culture, and management mindset handbook CRMC a produced we 2015, to help leaders establish and run these meetings effectively. Our success in establishing a climate of openness is demonstrated a steady by increase in questions being raised – through line managers, CRMCs and the givehelpline. us a clearer To overview, all matters initiated through any these of routesare being entered a single into case-management have now system. We adopted the annual number total entries of performance useful most indicator the as the was total 196. in this area: in 2015, continueWe make our to approach to and systematic more compliance appoint When we globally. consistent third-party service providers, have we begun using a new due diligence process screento them for compliance risks. This includes an online questionnaire and risk- scoring tool that automates consistent assessment, approvals and controls. introducingWe are the new process risk-based a using progressively, piloted we it inapproach. In 2015, Argentina, China, Morocco and Turkey to assess its effectiveness under a range differentof will we conditions. In 2016, roll it countries. out 10 more to

Our Code Conduct of sets out clear social and environmental, ethical, responsibilities for all employees; we expect them honor to these and report any suspected breaches. also We monitor our suppliers’ compliance – both with our standards and external regulations – on issues such as health and the safety, and practices labor fair environment, welfare. animal Building the right a ‘do thing’ culture is an responsibility. management line explicit sessions compliance introduced We have in which managers meet with their teams and topics compliance relevant discuss to encourage employees speak to up if they have concerns. create want to We a climate inwhich people feel confident about speaking their to leaders without hesitation, so that ethical issues can be become problems. they before addressed Our compliance successfully helpline, re- remainslaunched a vital part in 2014, of and detecting monitoring, vigilance in our allowing misconduct by preventing report or seek advice to employees confidentially. concerns Building a ‘do the right thing’ culture thing’ But real business integrity demands more We legal compliance. and regulatory than have been moving beyond a rules-based approach build to a values-based culture doingof the right thing, which share we with our partners and suppliers. This of policy supports longstanding our communities the with actively engaging in which operate, we build to mutual understanding benefit. and Operational performance Operational 44 Syngenta Annual Review 2015

Our economic contribution is only part use of technology such as social media of the picture. For many years we have to do this more effectively – for example, made it a priority to engage directly by using social media to communicate and responsively with local communities site news or alert neighbors before testing wherever we operate. Good relationships emergency sirens. are good for our business. We believe our We support community initiatives through interests are best served when we listen sponsorships, donations and support to local communities, share knowledge, in kind. Under our new Community protect the environment, promote health Engagement policy launched in 2014, and improve the quality of life so that these contributions have focused more we protect our reputation and earn closely on five areas where our support Public debates their support. has particular relevance: water efficiency, For many years, our site managers have land use efficiency, support for agricultural had an explicit responsibility to be open production and education, community and available to their local community health and nutrition, and science and respond quickly to its needs and and education. concerns. Many have made increasing

Raising awareness among tomorrow’s farmers The Escola no Campo program (School in the Field) has been From time to time, issues arise that divide introducing schoolchildren in rural Brazil to sustainable opinion among our stakeholders and the agriculture, environment and the important role of biodiversity wider public. Different groups may seek for more than 20 years. divergent outcomes. In such cases, we Targeting the future farmers of Brazil, the program has seek open and constructive discussion increasingly focused on elements closely linked to our with all relevant interest groups to find commitments in The Good Growth Plan – in particular solutions. In 2015, such issues included environmental awareness, the importance of helping bee health, food security, pesticide biodiversity flourish, and topics such as child labor labeling and the treatment of suppliers. prevention and good practices. Protecting bee health So far, more than 430,000 children in 11 states in Brazil In recent years, the health of bees and have taken part. The program, developed in partnership other pollinators has been a growing with the Abrinq Foundation, has received several national concern across Europe and North America. sustainable agriculture awards. After European campaigners claimed that neonicotinoid pesticides, including our thiamethoxam, were damaging bees, the EU imposed a restriction on using some of these chemicals in certain applications from December 2013. We have challenged the measure because field-level research and many years of independent monitoring have shown that neonicotinoids do not adversely affect bee health when used properly, nor are they the cause of the decline in bee health. Since the restriction on use began, EU farmers have expressed increasing concern that it has reduced yields and forced them to use older, less effective chemicals. Several EU countries have allowed temporary use of neonicotinoids in emergency situations so that farmers can protect their crops from pests. In North America, the number of honey bee populations has increased in both Canada and the USA. Bees are thriving in crops where neonicotinoids are used – including a range of bee-attractive crops Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 45

– and search “ICCPM” Annual Review 2015 Read more on www.fairlabor.org/affiliate/syngenta Read more on the ICCPM: www.fao.org   This case highlights a broader issue: the between harmonization greater need for countries achieve to more consistent approaches labeling to and safe use standards. is believe the We the FAO for arbiter and facilitator appropriate this work. Syngenta fairly growers Treating the DanishIn December NGO, 2014, publishedDanWatch, an online documentary alleging that dealt we improperly with seed growers in rural that claimed It India. Pradesh, Andhra Syngenta was party exploitative to moneylending growers to – and that this, together with low seed prices paid to violations labor to linked was growers, on farms. serious demand a allegations Serious response. have worked We with the Fair Labor Association (FLA) since 2004 seed our in conditions labor to address supply chain – see “Look after every worker” on page So asked we 34. the FLA to commission an urgent independent investigation. This confirmed that the allegations low-price and moneylending were unfounded; but it did highlight areas for improvement – particularly in the transparency money of flows between intermediaries and growers. took We improvements. implement to action prompt India faces acute labor and worker welfare challenges, and recognize we low wages in particular as an issue requiring constant attention. As part our of response the to announced we independent investigation, FLA-Syngenta joint multi-stakeholder a consultation event in India in January 2016 addressto ensuring of ways that our wages. minimum agreed pay suppliers confidentWe are that this will result in positive change. Ensuring safe use of pesticides chemicals be can agricultural Many hazardous if used incorrectly. So we attach great importance growers to using them safely and responsibly. Our focus is on productlabels and on providing safe use training for farm workers – one our of commitments in The Good Growth Plan, see page 32. aim complyWe to with all local legislation on product labeling, marketing and safe use training – and review we our member of a As regularly. compliance International, CropLife body the industry alsowe undertake comply to with the International Code Conduct of on Pesticide Management (ICCPM) set Foodout by the and UN’s Agriculture Organization and the World (FAO) Health Organization. a group European of NGOsIn 2015, filed a complaint stating with that the FAO Syngenta, among others, was selling a number products of in the Indian Punjab market carrying labels inconsistent with the ICCPM standards. They argued that inadequate, are regulations labeling Indian and that should we therefore apply ICCPM standards instead. In line with agreed procedures, is the FAO currently consulting on this issue with the stakeholders; other and government Indian To approach. this welcomed have we givendate, the incompatibilities between the and regulations government Indian ICCPM recommendations, have we to However, regulations. local with comply have confirmedwe thatwe willwork with other stakeholders address to any may consultations FAO the that problems identify, and seek to solutions. have We also invited representatives the of NGOs on work ongoing our join concerned to protocols. enhancing training

Read more on www.operationpollinator.com  Syngenta joined exhibit Basel’s at EXPO was theme the where 2015, Milano “Feeding the planet, energy for life”. challenges the highlighted Our display of food security and our R&D innovations and partnerships in pursuit of sustainable solutions. Our participation drew criticism from some NGOs – who, in anticipation EXPO of against Syngenta. protest staged a Milano, Their overall charge was that Syngenta is part a globalized of agricultural system based on fossil fuels, chemistry and genetic research, which in their view is unsustainable. engagedWe in open discussion and confirmed our view that there is no single solution food the security world’s to and approaches Many challenges. methodologies are needed, and can we only be one part a much of wider effort. Investments in agricultural research are a fundamental part the of solution. withTogether our partners, are we committed innovating to for food security. Our participation in Expo Milano has stimulated the debate. Debating how to feed the planet such as the canola. province In July 2015, Ontarioof implemented a new regulation targeting an 80 percent reduction in neonicotinoid-treated corn and soybean are disappointed We with seeds 2017. by arbitrary reduction the as decision, this in treated seeds planted is not evidence- based and will disadvantage growers without contributing bee to health. Bees and bee health are crucial to agriculture, and much our of industry’s bees depends for on seed production pollination. This is why have we been committed bee to health for many years through initiatives like Operation Pollinator, pollinator improving on focuses which habitats and nutrition in the farm globe. the landscape across Operational performance Operational 46 Syngenta Annual Review 2015

Regional performance

The deliberate reduction in glyphosate The deliberate reduction in glyphosate Europe, Africa volumes and lower glyphosate prices volumes and lower glyphosate prices and the Middle East reduced full year sales by 4 percent. reduced sales by $ 224 million. In the USA, ongoing low commodity Sales1 $m prices negatively affected the demand for crop enhancement applications. Asia Pacific 2015 3,884 In Canada, sales were lower owing to 2014 4,547 dry weather conditions and high channel Sales1 $m inventories of Seedcare products. 2013 4,223 2015 1,837 2014 2,033 The region achieved further growth at constant exchange rates in the fourth Latin America 2013 1,935 quarter, measured against a strong finish to the 2014 season: higher volumes Sales1 $m Full year sales volumes were affected by extended drought conditions in in the quarter were supported by a 2015 3,632 successful campaign for corn and ASEAN and the phase-out of paraquat 2014 4,279 sunflower seeds. sales in China due to a regulatory 2013 3,991 change Pricing gains however were Full year growth reflected significant broad-based, with significant increases price increases in the CIS which offset Market conditions deteriorated in the notably in South Asia; seeds sales in currency depreciation. Crop Protection second half of the year, with the sharp ASEAN reflected the continued adoption volumes were slightly above 2014 levels – depreciation of the Brazilian real as well of genetically modified (GM) technology. despite dry conditions, low disease as tight credit conditions for growers in Australasia saw good volume growth pressure and depressed cereals prices – both Brazil and Argentina. Despite this, with increased cotton acreage driving with strong performances by the cereal ELATUS ™ performed well in its second higher Seedcare sales. fungicides SEGURIS® and MODDUS® year in Brazil, demonstrating the as well as Seedcare. This offset the continuing customer demand for erosion of seeds volumes in the CIS new technology. caused by price increases. The fourth quarter also included $ 55 million in trait revenue from the North America KWS and Limagrain agreement. In 2015, the Company implemented a change in contractual sales terms Sales1 $m for crop protection products in Brazil, 2015 3,410 which caused a timing change in sales 2014 3,582 recognition. The full year effect was 2013 3,848 a $ 239 million increase in sales.

Volume growth was strong in the fourth quarter, driven by the success of ACURON™, a newly launched herbicide that provides corn farmers with an effective solution to combat weed resistance. Sales in the quarter also included trait revenues of $145 million from the licensing agreement with KWS and Limagrain announced in October.

1 Excluding Lawn and Garden All sales commentaries are at constant exchange rates. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 47 827 616 708 842 663 658

Annual Review 2015 $m $m Includes sales of Crop Protection products to Seeds sales line non-product excludes and Vegetables Sales Diverse field crops field Diverse Sales 2015 2014 2013 2015 2014 2013

Strong price gains were recorded in Asia Pacific, drivenby increased adoptionof GM technology. Soybean sales in Latin America as sales were lower, were shifted distributorsto as part the of implementation theof Integrated Business Partner model Brazil.in 1  Growth was broad-based across the four regions. Price increases were robust, owing a focus to on capturing the across high-quality hybrids for value portfolio and in particular the strong to return on investments being achieved by growers in South Asia. Sweet corn sales in the USA were affected high by processor inventories. Syngenta significantly increased sales Sunflower important region, most the in Europe, increases price substantial reflecting in the CIS which fully offset the impact These price depreciation. of currency as volume, on impact some had increases from competition faced hybrids high-value local seeds. Sugar beet sales were lower, to led market sugar the on oversupply as significant acreage shifts Europe.in 994 1,115 1,912 1,228 1,654 1,665 2,066 1,705 1,564

performed strongly in Brazil in ® $m $m

$m 1 1 s Seeds Seedcare Sale Insecticides Sales Corn and soybean Sales 2015 2014 2013 2015 2014 2013 2015 2014 2013

Corn sales were up in all regions, with Americasthe in progression a significant owing the licensing to agreement with KWS and Limagrain, for which revenue was recorded in the fourth quarter. This was partially offset lower by US branded sales due the acreage to shift from corn to soybean. Corn volumes were down in Europe as a consequence reduced of acreage, but the impact was offset by significant price increases in the CIS. Growth in Europe reflected a solid for performance Seedcare solutions of the cereals market in the CIS and Central Europe. In Asia Pacific, saleswere boosted increasedby focus on accounts key in in growth broad-based by and China Australasia. In North America, sales were affected high by channel inventories in the Canadian cereals market and lower cotton acres in southern US states. Growth came from price increases in Pacific, Asia in growth volume and Europe as well as new product introductions in compensate not did This India. and China for the impact reduced of sales in Latin America, due dry to weather and low insect pressure in Argentina and high to channel inventories in Brazil. However, ACTARA the fourth quarter with an improvement in the sugar cane market.

® , ™ 913 3,518 3,051 1,445 1,545 3,035 3,083 3,357 2,894

™ million million. and , the active ® ™ 400 , has been ™ , MODDUS , ® sales in China have been ® . In January Syngenta 2016,

®

$m $m $m

1 1 1

Crop Protection Crop Fungicides Sales Non-selective herbicides Non-selective Sales Selective herbicides herbicides Selective Sales 2015 2014 2013 2015 2014 2013 2015 2014 2013

SEGURIS announced that SOLATENOL that announced Volume growth was solid across Europe Europe across solid was growth Volume with a strong performance the by cereals fungicides ALTO performed well in its second year in Brazil, with sales total exceeding $ phased out following a regulatory change a regulatory following out phased liquid formulations. paraquat affecting Broad-based growth was achieved across the portfolio despite dry conditions in parts Europeof and Asia Pacific.ELATUS The sales decline is largely a result of solo of volumes reduce to the decision glyphosate in order improve to the TOUCHDOWN business. the of profitability Sales performanceSales North America in was driven the by success ACURON of Performance data Performance prices reflecting were also lower, a decline in the active ingredient purchasing costs. GRAMOXONE approved the by authorities, EU with first sales in France expected for the 2016/2017 season. which achieved its target $100 of sales in its launch This more year. than offset the impact dry of weather conditions in Canada. In Europe, strong price gains were recorded in the compensate CIS to for currencydepreciation. Sales in Latin America were higher as a result the of change in sales terms in Brazil.

ingredient used in ELATUS Product line performance 48 Syngenta Annual Review 2015

Financial information A summary of Syngenta’s consolidated financial statements and other financial information is provided on pages 48 to 54. For full details and analysis of the Group’s audited financial results, prepared in accordance with IFRS, please refer to our comprehensive Financial Report 2015, which is available on request or on our website www.ar2015.syngenta.com

References to EBITDA in the following financial information excludes the impact of restructuring, impairment and discontinued operations.1

Summarized financial information 2015 and 2014

Excluding restructuring Restructuring As reported and impairment 1 and impairment under IFRS Year ended December 31 ($ m, except per share amounts) 2015 2014 2015 2014 2015 2014 Sales 13,411 15,134 – – 13,411 15,134 Gross profit 6,369 6,955 – (13) 6,369 6,942 Marketing and distribution (2,210) (2,497) (2,210) (2,497) Research and development (1,362) (1,430) (1,362) (1,430) General and administrative (568) (717) (388) (193) (956) (910) Operating income 2,229 2,311 (388) (206) 1,841 2,105 Income before taxes 1,980 2,101 (388) (206) 1,592 1,895 Income tax expense (336) (311) 88 38 (248) (273) Net income 1,644 1,790 (300) (168) 1,344 1,622 Attributable to non-controlling interests (5) (3) – – (5) (3) Attributable to Syngenta AG shareholders: 1,639 1,787 (300) (168) 1,339 1,619 Earnings/(loss) per share ($ )2 Basic 17.83 19.49 (3.26) (1.83) 14.57 17.6 6 Diluted 17.78 19.42 (3.26) (1.82) 14.52 17.6 0

2015 2015 2014 CER3 Gross profit margin excluding restructuring and impairment 47.5% 46.0% 49.1% EBITDA4 2,777 2,926 EBITDA margin 20.7% 19.3% Tax rate on results excluding restructuring and impairment 17% 15% Free cash flow 5 795 1,083 Trade working capital to sales6 38% 34% Debt/Equity gearing 7 31% 25% Net debt 7 2,586 2,248 Cash flow return on investment 8 11% 11%

1 For further discussion of restructuring and impairment charges, see page 54. Net income and earnings per share excluding restructuring and impairment are provided as additional information and not as an alternative to net income and earnings per share determined in accordance with IFRS 2 The weighted average number of ordinary shares in issue used to calculate the earnings per share were as follows: For 2015 basic EPS 91,908,128 and diluted 92,206,535; for 2014 basic EPS 91,674,127 and diluted 92,007,089 3 For a description of CER, see page 54 4 EBITDA is defined on page 54 5 For a description of free cash flow, see page 54 6 Period end trade working capital as a percentage of 12-month sales 7 For a description of net debt and the calculation of debt/equity gearing, see page 54 8 For a description of the cash flow return on investment calculation, see page 54 Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information

– – – 49 % % -1 -1 -1 -1 -3 -8 -4 -4 -4 -5 -8 -6 +1 +1 +1 +2 +9 +9 +5 +5 +6 +8 +5 +4 +3 +3 +3 CER n/a n/a +5 +8 -31 CER +10 +10

% % -7 -7 -7 -7 -3 -8 -5 -5 -6 -6 +7 -11 -11 -11 -11 -11 -17 -14 -12 -12 -12 -12 -15 -12 -15 -13 -10 -10 -10 -10 -10 n/a n/a -23 -20 -20 -37 Actual Actual

m) m) (95) (95) ($ ($ 315 154 2014 2014 827 522 693 693 663 693 1,115 1,274 3,155 3,155 3,155 1,722 3,518 3,312 2,578 3,769 1,445 4,547 1,044 1,665 4,279 2,033 3,582 2,066 3,083 15,134 15,134 15,134 11,381 11,381 11,381 14,441 14,441 Annual Review 2015

Syngenta (80) (80) 142 913 616 ($ m) ($ m) 2015 2015 658 648 648 400 994 305 648 1,116 1,017 3,410 1,705 1,837 1,564 1,538 3,357 3,249 3,632 2,326 2,892 2,894 3,884 2,838 2,838 2,838 13,411 13,411 13,411 12,763 12,763 10,005 10,005 10,005 Financial information Financial Europe, Africa and Middle East North America Latin America Latin North America Latin America Latin Pacific Asia Asia Pacific Asia Europe, Africa and Middle East Europe, Africa and Middle East Lawn and Garden sales Group North America America Latin Pacific Asia Total Total integrated sales integrated Total Total Seeds Crop Protection Crop Elimination of Crop Protection sales Seeds to Lawn and Garden sales Group Total integrated sales integrated Total Year endedYear December 31 sales Group Fullyear sales Performance data Performance Total Seeds Total Vegetables Fungicides protection crop Other Protection Crop Total Corn and soybean Non-selective herbicides Non-selective Insecticides Seedcare Year endedYear December 31 herbicides Selective Full year product line sales Elimination of Crop Protection sales Seeds to Diverse field crops Lawn and Garden sales Group Crop Protection region by region by Seeds business Sales by 50 Syngenta Annual Review 2015

Condensed consolidated income statement

Year ended December 31 ($m, except share and per share amounts) 2015 2014 Sales 13,411 15,134 Cost of goods sold (7,042) (8,192) Gross profit 6,369 6,942 Marketing and distribution (2,210) (2,497) Research and development (1,362) (1,430) General and administrative: Restructuring (388) (193) Other general and administrative (568) (717) Operating income 1,841 2,105 Income from associates and joint ventures 7 7 Financial expense, net (256) (217) Income before taxes 1,592 1,895 Income tax expense (248) (273) Net income 1,344 1,622 Attributable to: Syngenta AG shareholders 1,339 1,619 Non-controlling interests 5 3 Net income 1,344 1,622 Earnings per share ($ ): Basic 14.57 17.6 6 Diluted 14.52 17.6 0 Weighted average number of shares: Basic 91,908,128 91,674,127 Diluted 92,206,535 92,007,089

All activities were in respect of continuing operations.

Restructuring and impairment before taxes

Year ended December 31 ($m) 2015 2014 Accelerating operational leverage programs: Cash costs 228 49 Non-cash impairment costs 33 14 Pension curtailment gain (21) – Integrated crop strategy programs: Cash costs 27 61 Operational efficiency programs: Cash costs – 18 Acquisition, divestment and related costs: Cash costs 91 27 Non-cash items Reversal of inventory step-ups – 13 Fixed asset impairment 1 – Other non-cash restructuring: Non-current asset impairment 29 24 Total restructuring and impairment before taxes 1 388 206

1 $ nil (2014: $13 million) is included within Cost of goods sold Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 51 (16) 747 188 244 377 2014 420 (216) (676) (984) (706) (665) 3,186 1,638 1,008 4,861 (4,317) 3,562 3,698 (3,472) 8,364 (1,329) (2,976) (6,707) (8,889) (8,905) 11,565 (11,024) 19,929 (19,929) (19) 177 783 401 2015 845 338 396 (193) (444) (727) (730) (983) (668) 1,141 7,779 4,128 3,040 4,345 3,383 (3,311) (5,661) (8,401) (3,501) (8,420) (4,896) 11,198 18,977 (10,557) (18,977) Annual Review 2015 Syngenta Financial information Financial Income taxes payable taxes Income Other current liabilities current Other Provisions current liabilities Total Financial debt and other non-current liabilities non-current other and debt Financial Deferred tax liabilities Total current assets current Total Property, plant and equipment Intangible assets Intangible Deferred tax assets Financial and other non-current assets non-current other and Financial non-current assets Total Trade accounts payable accounts Trade Associates and joint ventures joint and Associates liabilities financial other and debt financial Current Provisions Cash and cash equivalents cash and Cash Inventories Derivative and other financial assets assets current Other Other accounts receivable accounts Other Trade receivables Trade Total equity Total Non-controlling interests Non-controlling Shareholders’ equity Shareholders’ Total non-current liabilities Total Non-current liabilities: Non-current assets: Non-current Current liabilities: Current assets: Current Equity: Total assets Total Liabilities and equity and Liabilities Assets At December ($m) 31 Total liabilities Total Condensed consolidated balance sheet balance consolidated Condensed Performance data Performance Total liabilities and equity and liabilities Total 52 Syngenta Annual Review 2015

Condensed consolidated cash flow statement

Year ended December 31 ($m) 2015 2014 Income before taxes 1,592 1,895 Reversal of non-cash items 1,203 808 Cash (paid)/received in respect of: Interest and other financial receipts 472 277 Interest and other financial payments (623) (483) Income taxes (482) (330) Restructuring costs (125) (26) Contributions to pension plans, excluding restructuring costs (156) (184) Other provisions (80) (70) Cash flow before change in net working capital 1,801 1,887 Change in net working capital: Change in inventories 32 326 Change in trade and other working capital assets (868) (332) Change in trade and other working capital liabilities 225 50 Cash flow from operating activities 1,190 1,931 Additions to property, plant and equipment (453) (600) Proceeds from disposals of property, plant and equipment 74 39 Purchases of intangible assets (90) (82) Purchases of investments in associates and other financial assets (29) (38) Proceeds from disposals of intangible and financial assets 46 39 Acquisitions and divestments, net (10) (87) Cash flow used for investing activities (462) (729) Increases in third party interest-bearing debt 1,098 2,272 Repayments of third party interest-bearing debt (1,174) (1,556) (Purchases)/sales of treasury shares and options over own shares, net (34) (104) Distributions paid to shareholders (1,078) (1,032) Cash flow used for financing activities (1,188) (420) Net effect of currency translation on cash and cash equivalents (37) (46) Net change in cash and cash equivalents (497) 736 Cash and cash equivalents at the beginning of the year 1,638 902 Cash and cash equivalents at the end of the year 1,141 1,638

Free cash flow

Year ended December 31 ($m) 2015 2014 Cash flow from operating activities 1,190 1,931 Cash flow used for investing activities (462) (729) Cash flow used for/(from) marketable securities – (1) Cash flow used for/(from) foreign exchange movements and settlement of hedges of inter-company loans 67 (118) Free cash flow 795 1,083 Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information

53 13 193 388 (717) 16.6 15.3 (568) Group Group Group Group 2,311 2,105 1,841 2,311 (8,179) 6,955 6,369 (7,042) 2,229 2,229 (1,430) (1,362) (2,210) (2,497) 15,134 13,411 – 7 15 (10) (32) (54) (52) 115 115 375 127 127 120 (174) 100 693 648 350 (161) (318) 19.6 (298) 16.6 Garden Garden Garden Garden Lawn and and Lawn Lawn and and Lawn Lawn and Lawn Lawn and Lawn

13 Total 178 Total 381 Total Total (685) (558) 16.5 15.2 2,196 1,721 2,102 2,102 2,196 6,019 ( 7,8 61) 6,580 (1,376) (1,310) (6,744) 2,005 (2,323) (2,049) 14,441 12,763 Annual Review 2015 integrated integrated integrated integrated

– – – 54 54 96 (92) (92) (83) Syngenta n/a n/a 168 Non- (110) Non- (274) Non- Non- (307) (1,376) (1,310) (1,781) regional (1,613) (1,613) (1,981) regional (1,885) (1,885) regional regional

– – – 4 20 (48) (35) Asia Asia Asia Asia 926 564 825 504 504 484 560 564 (314) 27.5 27.8 (286) Pacific Pacific 1,837 (1,107) 2,033 Pacific Pacific (1,012)

– – – 28 26 (77) (39) Latin Latin 918 918 890 (615) Latin Latin (557) 25.6 25.3 1,514 1,787 4,279 (2,118) 1,095 3,632 1,095 1,069 (2,492) America America America America

– – – 37 22 (92) (84) 923 973 923 901 (564) North (537) North 29.6 25.8 North North 3,410 1,010 1,010 1,579 3,582 1,631 (1,779) (2,003) America America America America

– – 13 30 128 (161) (126) (720) 33.1 (586) 33.0 1,155 4,547 1,499 1,456 1,499 (2,167) 1,995 1,283 1,283 3,884 2,380 (1,889) Middle East Middle Middle East Middle Middle East Middle Middle East Middle Europe, Africa, Europe, Europe, Africa, Europe, Europe, Africa,Europe, Europe, Africa,Europe, 1 Financial information Financial

Expenses Cost goods of sold Expenses Reversal of inventory step-up Cost goods of sold Gross profit Gross Sales Marketing and distribution Research and development and Research 2015 ($m) Full year segmental results excluding restructuring and impairment restructuring and excluding results segmental year Full Performance data Performance Restructuring and impairment: and Restructuring segmental results excluding restructuring and impairment excluding results segmental 2015 ($m) Operating income/(loss) Segmental operating reconciled income to Sales 2014 ($m) Operating income/(loss) 2014 ($m) 1 Cost goods of sold Operating excluding income restructuring impairment and Gross profit Gross Marketing and distribution Research and development and Research Restructuring and impairment: and Restructuring General and administrative Operating income/(loss) Operating margin (%) margin Operating Operating excluding income restructuring impairment and (%) margin Operating General and administrative Operating income/(loss) 54 Syngenta Annual Review 2015

Constant exchange rates (CER) Restructuring includes the incremental Net debt reconciliation Results in this report from one period to costs of closing, restructuring or relocating Net debt comprises total debt net of cash another period are, where appropriate, existing operations, and gains or losses and cash equivalents and marketable compared using constant exchange rates from related asset disposals. Restructuring securities. During 2015, Syngenta (CER). To present that information, current also includes the effects of analyzing and redefined net debt to exclude fair values period results for entities reporting in preparing for potential industry consolidation of financing-related derivatives, as these currencies other than US dollars are transactions as well as completing and are now offset by the financial assets and converted into US dollars at the prior integrating significant business combinations liabilities arising from collateral paid and period’s exchange rates, rather than at and divestments, including related received under Credit Support Annex the exchange rates for the current year. transaction costs, gains and losses. contracts (CSAs). Net debt is not a CER margin percentages for gross profit Recurring costs of normal business measure of financial position under and EBITDA are calculated by the ratio operations and routine asset disposal generally accepted accounting principles of these measures to sales after restating gains and losses are excluded. and the net debt measure used by the measures and sales at prior period Syngenta may not be comparable to the exchange rates. The CER presentation Impairment includes impairment losses similarly titled measure of other companies. indicates the underlying business associated with major restructuring as Net debt has been included as it is used by performance before taking into account well as impairment losses and reversals many investors as a useful measure of currency exchange fluctuations. of impairment losses resulting from major financial position and risk. The following changes in the markets in which table presents the derivation of the debt/ a reported segment operates. EBITDA equity gearing ratio:

EBITDA is defined as earnings before The incidence of these business changes ($m) 2015 20141 interest, tax, non-controlling interests, may be periodic and the effect on reported Net debt 2,586 2,248 depreciation, amortization, restructuring performance of initiating them will vary from Shareholders’ equity 8,401 8,889 and impairment. Information concerning period to period. As each such business Debt/Equity gearing ratio 31% 25% EBITDA has been included as it is used change is different in nature and scope, 1 Under the definition of net debt used in 2014, by management and by investors as there will be little continuity in the detailed debt/equity gearing ratio was 27% a supplementary measure of operating composition and size of the reported performance. Management excludes amounts which affect performance in Cash flow return on investment restructuring from EBITDA in order to successive periods. Separate disclosure Cash flow return on investment is a focus on results excluding items affecting of these amounts facilitates the measure used by Syngenta to compare comparability from one period to the next. understanding of performance including cash returns to average invested capital. EBITDA is not a measure of cash liquidity and excluding items affecting Gross cash flow used in the calculation or financial performance under generally comparability. Syngenta’s definition of comprises cash flow before change in net accepted accounting principles and the restructuring and impairment may not be working capital, excluding interest and EBITDA measures used by Syngenta may comparable to similarly titled line items in other financial receipts and payments. not be comparable to other similarly titled financial statements of other companies. Invested capital comprises: total current measures of other companies. EBITDA assets, excluding cash and derivative and should not be construed as an alternative Free cash flow other financial assets; total non-current to operating income or cash flow as assets, excluding non-current derivative determined in accordance with generally Free cash flow comprises cash flow from and other financial assets and defined accepted accounting principles. operating and investing activities: excluding investments in and proceeds from benefit pension assets, and adjusted to marketable securities, which are included reflect the gross book values of property, Restructuring and in investing activities; excluding cash flows plant and equipment and intangible impairment before taxes from and used for foreign exchange assets; total current liabilities, excluding Restructuring represents the effect on movements and settlement of related current financial debt and other financial reported performance of initiating and hedges on inter-company loans, which liabilities; and deferred tax liabilities. enabling business changes that are are included in operating activities; and considered major and that, in the opinion including cash flows from acquisitions of management, will have a material effect of non-controlling interests, which are on the nature and focus of Syngenta’s included in financing activities. operations, and therefore require separate disclosure to provide a more thorough Free cash flow is not a measure of financial understanding of business performance. performance under generally accepted accounting principles and the free cash flow measure used by Syngenta may not be identical to similarly titled measures of other companies. Free cash flow has been included as it is used by many investors as a useful supplementary measure of cash generation. Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 55 Annual Review 2015 Our interaction with industry associations, industry associations, with interaction Our organizations, non-governmental governments and the investor community enables gather us to feedback on our activities and monitor issues important to stakeholders. conduct We research to better understand consumers’ perceptions topics of associated with agriculture and our industry; and we aim to be open and accessible – for example, answering their frequently asked questions under “Questions about Syngenta” on our website. conductedwe an assessmentIn 2015, to identify our most material issues help to drive determine our strategy, allocation of effort and resources, and guide our reporting. and communication external The most important issue our to stakeholders is our contribution food to security. In particular, they know want to how our technologies and products will enable growers deliver to sustainably the quality and quantity food of needed by a growing population. contribute We to our issues through these addressing Good Growth Plan. Syngenta

Corporate Responsibility Committee Corporate Responsibility Panel Materiality and stakeholder stakeholder Materiality and engagement concerns stakeholder assess regularly We and expectations, as well as the issues that believe we present the greatest risks We business. our for opportunities and engage with and collect feedback from stakeholders in a variety listen We ways. of community through grower the to satisfaction surveys and farmers’ direct the on teams sales our with contact ground. also We engage directly with our employees and locally with the operations. our to close communities Corporate ResponsibilityCorporate governance Responsibility Corporate Board-level Our Committee, chaired the by Syngenta Chairman, acts as custodian on all CR matters. senior At executive level, Responsibility Panel the Corporate directs CR-related standards, strategy, objectives and partnerships, andthe Management Risk and Compliance Committee reviews and advises on non- financial reporting and the effectiveness policies. of internal implementation of

Compliance and Compliance ManagementRisk Committee Board of Directors Non-financial information Non-financial

term value creation depends

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Senior executive level Director level on successfully integrating business, on successfully integrating social and environmental performance. The Good Growth Plan sets specific, targets measurable and ambitious efficiency, resource boosting focused on and ecosystems rejuvenating strengthening rural communities. are We people, our to developing committed also footprint, environmental our reducing raising socialenhancing engagement, our sustainability chain supply doing and guided is Syngenta responsibly. business theby conviction that short-, medium- and long Corporate ResponsibilityCorporate integral is Responsibility (CR) Corporate to our business. Our ambition bring is to greater food security an increasingly to environmentally an in world populous sustainable creating by way a worldwide step change in farm productivity. Our non-financial performancereported is non-financial Our and Annual Review this throughout performance Non-financial the in quantified summary on pages 62. to 57 At Syngenta,At non-financial to quantitative and qualitative refersinformation business, our towards pursued activities or policies strategies, on information environmental and social goals. Non-financial information Non-financial Performance data Performance 56 Syngenta Annual Review 2015

Approach to Our non-financial reporting is for the Syngenta’s internal controls over non- non-financial reporting operations of Syngenta Group, including financial reporting were designed to material interactions with selected third provide assurance to Syngenta’s Board The Non-financial performance summary parties as reported in the Non-financial of Directors and management regarding on the following pages presents data on performance summary. Our non-financial the reliability of non-financial reporting our progress towards four goals: reporting is guided by the Global Reporting and the preparation and fair presentation Initiative principles and is externally assured, of the information published in the Non- The Good Growth Plan see page 63. The non-financial reporting financial performance summary. Help shape the future sustainability of period is October 1 to September 30. agriculture, and deliver solutions that All internal controls, no matter how well are better, more productive and more Syngenta is a signatory to the United designed, have inherent limitations and beneficial to rural economies Nations Global Compact. Syngenta’s therefore may not prevent or detect Annual Report serves as our misstatements. In designing internal People Communication on Progress (COP) controls over non-financial reporting, Attract and retain talent while creating made in implementing these principles. Syngenta used the criteria established in an environment that stimulates Internal Control – Integrated Framework innovation and personal performance Approval of Non-financial (2013) issued by the Committee of and development performance summary Sponsoring Organizations of the Sustainable operations The information in the Non-financial Treadway Commission (COSO). Manage our environmental footprint performance summary on pages 57 to PricewaterhouseCoopers AG, Switzerland, and maintain the highest standards 62 of the Annual Review was approved an independent registered public in our operations by the Board of Directors on February 2, accounting firm, has issued an opinion 2016. Syngenta’s Board of Directors on Syngenta’s Non-financial performance Business integrity and management are responsible summary, which is included in the Annual Maintain the highest standards across for establishing and maintaining Review on page 63. our entire business and go beyond adequate internal controls over Read more on: regulatory compliance, while benefiting www.cr.syngenta.com non-financial reporting. www.questions.syngenta.com the communities and economies www.gri.syngenta.com in which we operate

Materiality matrix Focus areas Monitored activities Positions We share our views, we We share our views, and We share our views on the Focus measure and evaluate we measure and evaluate issues that engage public areas performance, and we have performance on these interest and have a bearing set or plan to set goals or issues to sustain the trust on our business. quantitative targets on the and confidence of our Biofuels Monitored most important issues, in stakeholders, and for us to Biotechnology activities particular our contribution be a responsible business. Climate change adaptation to food security. Animals in research Diminishing crop diversity Biodiversity Community relations and and monoculture practices Importance stakeholders to Energy, hazardous waste stakeholder engagement Food availability, affordability and waste Positions and water use Corporate conduct Health, safety and wellbeing Corporate governance Land grabbing Importance to Syngenta Human rights and fair Economic value shared Local investment and sourcing labor practices Environmental compliance Marketing practices Land productivity and liabilities Organic agriculture We have three levels of disclosure Logistics optimization Greenhouse gas and other Pollinators and pesticide use based on the importance of the Product stewardship air emissions Product registration issues to our stakeholders and Science and intellectual Product responsibility Public policy and advocacy compliance to Syngenta. property Responsible practices for Smallholder empowerment Security practices product development Soil and water conservation Rural development Supply chain sustainability Tax transparency Talent attraction and retention Transparency Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 4 3,

– – – – – – – – – – – – – – – – – – – – – – 57 2013 2013 – – – – – – – – – – – – – – – – 205 205 205 205 2014 2014 860

2,738 compared to baseline 2014 6 5 3 4 5 5 2 4 2 2 2 1 1 13 20 2% 172 149 146 146 2015 2015 1,062 2,586 2,586 Performance of benchmark farm clusters farm benchmark of Performance Annual Review 2015 3, 4 – – – – – – – – – – – – – – – – – – – 2013 Syngenta – – – – – – – – – – – – – – – 205 205 205 205 2014

compared to baseline 2014

6 5 3 4 6 2 0 5 2 4 1 3 0 15 19 172 148 148 145 2015 Performance of reference farm clusters farm reference of Performance

1

2 Non-financial information Non-financial www.data.syngenta.com Read more about how we are measuring The Good Growth Plan on  ≤0% >0 – <5% 5 – <10% – <15% 10 – <20% 15 ≥20% ≤0% >0 – <5% 5 – <10% – <15% 10 – <20% 15 ≤0% ≥20% >0 – <5% 5 – <10% – <15% 10 – <20% 15 ≥20% since baseline. the 2014 US Department of Agriculture data are used for benchmark farms in clusters located in the USA Reduced number of clusters in 2015 due to cluster consolidation cluster to due 2015 in clusters of number Reduced value2014 was restated represent to clusters with reference and/or benchmark farms Number of clusters with reference and/or benchmark farms per range of percentage increase in land productivity, nutrient efficiency and pesticide efficiency 2014 first 2014 year of reporting

Total numberTotal benchmark of farms Annual average productivity increase on reference farms compared baseline to 2014 Land productivity index: 2 3 4 The table above presents the number reference of farms, benchmark farms and clusters in the network. It also outlines the distribution percentage of increases in land productivity, nutrient efficiency and pesticide efficiency on a cluster basis. A cluster presents homogeneous agro-climatic conditions and contains reference and/ or benchmark farms with similar grower characteristics. Reference farms were selected Syngentaby and are recommended use to Syngenta products and follow optimized protocols. Benchmark farms were randomly selected a third-party by research agency and represent grower practice for each The reduction cluster. clusters of in 2015 was due the consolidation to versus 2014 some of clusters with similar conditions and characteristics. Performance reference of and benchmark farm clusters compared baseline to 2014 represents the distribution percentage of increases achieved in reference and benchmark farms compared the baseline to year on a cluster basis. The table is set show up to trends over time on reference and benchmark farms. As the all clustersbaseline in 2014. are reported year is 2014, as “≤0%” 1 Total numberTotal clusters of Make crops more efficient more crops Make numberTotal reference of farms The Good Growth Plan Non-financial performance summaryNon-financial Performance data Performance Nutrient efficiencyindex: Nutrient Pesticide efficiencyPesticide index: 58 Syngenta Annual Review 2015

The Good Growth Plan continued Cumulative since baseline 2014 2015 2014 2013 Rescue more farmland 1 Hectares of impacted farmland (m) 2.4 1.6 0.8 –

Help biodiversity flourish 1 Hectares of impacted farmland (m) 1.6 0.9 0.7 –

Empower smallholders 1 Smallholders reached through sales (m) 2 17.2 13.8 –

Help people stay safe People trained on safe use (m) 10.4 5.7 4.7 2.8 Of which: smallholders 1 72% 71% 74% – Countries with established Syngenta product toxicovigilance programs 100 100 100 Crop Protection sales represented 93% 93% 93%

Look after every worker Seed supply farms included in Syngenta Fair Labor Program 3, 4 27,091 28,361 22,895 Of which: farms in Fair Labor Association (FLA)’s audit scope 4 18,571 28,361 22,895 Total seed supply farms covered by Syngenta Fair Labor Program 3, 5 84% 53% – HSEQ assessments at chemical suppliers 84 72 86 HSEQ assessments at formulation, fill and packaging suppliers and seed toll manufacturing 6 34 74 38 HSEQ assessments at warehouse/logistics service providers 118 156 157

1 2014 first year of reporting 2 2014 value was restated due to clarification of definitions and scope 3 Until 2014, figure included only number of farms in Fair Labor Association (FLA)’s audit scope 4 Reduction in 2015 due to decrease in production volumes and reorganization of seed suppliers 5 2014 value was estimated and not assured 6 Seed toll manufacturing has been included since 2014

Read more about how we are measuring The Good Growth Plan on www.data.syngenta.com

People 2015 2014 2013 Employment Employees 1 28,704 29,340 28,149 Europe, Africa and Middle East 2 13,047 13,300 12,763 North America 4,335 4,636 4,654 Latin America 4,962 4,945 5,221 Asia Pacific 6,360 6,459 5,511 Part-time employees 984 948 976 Turnover rate 3 12.5% 9.9% 14.1% of which: <35 years 41% 43% 43% 35–50 years 43% 41% 35% >50 years 16% 16% 22% Attrition rate 4 6.1% 5.5% 5.5% Senior managers 332 359 366 Headquarters 44% 42% 47% Europe, Africa and Middle East 16% 18% 13% North America 18% 18% 18% Latin America 12% 12% 12% Asia Pacific 10% 10% 10%

1 Permanent full-time equivalent (FTE) 2 Including headquarters (Switzerland) 3 Including voluntary leavers, retirees and restructuring 4 Includes only voluntary leavers Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information – 59 41 28 36 1% 148 2013 623 27.1 0.14 0.15 0.41 0.07 0.07 0.02 15% 0.64 0.08 0.35 0.38 0.38 13% 18% 47% 964 44% 22% 20% 30% 1,226 18,790 17 37 35 4% 3% 145 2014 420 0.12 0.10 11% 11% 0.41 0.41 0.01 21% 0.37 29.8 0.02 0.04 0.03 0.54 0.33 13% 19% 44% 52% 29% 1,015 1,304 20,666 20,666 14 26 33 1% 3% 413 874 154 2015 0.11 25.1 0.01 0.24 0.03 0.04 0.04 0.48 0.69 0.06 0.35 0.38 14% 31% 13% 13% 44% 22% 39% 30% 1,370 20,088 20,088 Annual Review 2015 Syngenta 4 5 5

3

)

5 4 1 6 6 2

m) 7

Non-financial information Non-financial continued Cut and abrasion Multiple injuries Multiple Other Bone fracture Bone injury internal and Concussion Bruise, strain, sprain and dislocation and sprain strain, Bruise, Europe, Africa and Middle East Europe, Africa and Middle East North America Asia Pacific Asia of which: employees participating employees which: of Latin America Latin North America Pacific Asia Latin America Latin 2014 value2014 was restated due a calculation to error and revised definition Includes only training delivered byexternal providers Permanent full-time equivalent (FTE) value2014 was restated due late to reporting from one country According US to OSHA definition for injuries and illness (Switzerland) headquarters Including New reporting system and injury categories introduced percentages 2013 in 2014. were restated align to in 2014 new to breakdown

Health, safety and wellbeing Recordable injury and illness rate (IIR) per 200,000 hours Cases work-related of stress Cases of recordable occupational illness occupational recordable of Cases Average training investment per employee ($ Female employees in senior management senior in employees Female development Employee Recordable injuries Recordable Employees participating in long-term equity incentive plans equity incentive long-term in participating Employees 1 2 Training investmentTraining ($ People People Diversity management senior in Nationalities Performance data Performance Reward and recognition and Reward (ESPP) Plan Purchase Share Employee in participate to eligible Employees Recordable injury rate per 200,000 hours Female employees Female roles management in employees Female First aid cases 3 4 5 6 7 Recordable occupational illness rate per 200,000 hours 200,000 per rate illness occupational Recordable 60 Syngenta Annual Review 2015

Sustainable operations 2015 2014 2013 Energy Energy intensity (MJ/$sales) 0.69 0.66 0.69 Energy (TJ) 9,222 9,930 10,202 Gas (TJ) 3,840 3,946 4,050 Electricity (TJ) 2,349 2,460 2,459 Steam (TJ) 1,547 1,633 1,578 Oil (TJ) 536 854 975 Other (TJ) 950 1,037 1,140

Greenhouse gases

Total CO2e emissions intensity (g/$sales) 124 114 116

Total CO 2e emissions (000s tonnes) 1,660 1,730 1,710 Within direct control:

CO2e emissions from own operations (000s tonnes) 574 620 634

CO2 emissions from company vehicles (000s tonnes) 70 75 76 Within indirect control:

CO2e emissions from purchased energy (000s tonnes) 400 419 417

CO2 emissions from business trips (000s tonnes) 36 43 40

CO2 emissions from distribution (000s tonnes) 580 573 543

Other air emissions Other air emissions intensity (g/$sales) 0.088 0.099 0.103 Other air emissions (tonnes) 1,176 1,500 1,514

NOx (tonnes) 462 523 440 Non-halogenated VOCs (tonnes) 384 435 427 Halogenated VOCs (tonnes) 26 32 21 Particulates (tonnes) 79 101 105

SO2 (tonnes) 210 386 494

NH3 (tonnes) 6 6 8 HCl (tonnes) 9 17 19

Water Water usage intensity (liters/$sales) 2.6 2.5 2.5 Water usage (million cubic meters) 35.0 37.8 36.8 Cooling (million cubic meters) 20.8 21.2 19.4 Irrigation (million cubic meters) 6.8 7.0 7.6 Processing and washing (million cubic meters) 5.3 7.3 7.4 Product ingredient (million cubic meters) 0.2 0.3 0.3 Sewage and sanitary (million cubic meters) 1.1 1.0 1.1 Other (million cubic meters) 0.8 1.0 1.0 Origin of water: Surface fresh water (million cubic meters) 24.4 26.7 25.6 Underground water (million cubic meters) 7.8 7.7 7.8 Drinking water from municipal network (million cubic meters) 2.7 2.9 3.0 Recovered rain water (million cubic meters) 0.1 0.1 0.1 Saline water (million cubic meters) 0.0 0.4 0.3 Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information – – – 1 8 6 61 3 17 70 12 72 5% 7% 7% 3% 101 132 9.0 2013 19.1 0.74 148 10.8 143 879 225 235 345 19% 27% 66% 66% 16.0 2,679

– – – 0 9 8 1 20 15 4% 5% 8% 6% 143 9.4 105 2014 106 114 21.0 137 197 10.0 370 106 0.66 687 236 65% 59% 20% 33% 15.6 2,059 3 1 3 14 10 91 21 95 83 96 9.7 9.4 117 4% 8% 6% 9% 193 130 677 323 2015 125 14.4 189 0.70 649 294 24% 55% 58% 36% 20.5 1,953 1,953 Annual Review 2015 Syngenta 3

3

2

1

3

Non-financial information Non-financial Total organic carbon (TOC) (tonnes) (TOC) carbon organic Total (000s tonnes) discharged salts Soluble Recycled and re-used (000s tonnes) re-used and Recycled Incinerated (000s tonnes) Incinerated Total suspended solids (tonnes) solids suspended Total tonnes) (000s Landfill Chemical oxygen demand (COD) (tonnes) (COD) demand oxygen Chemical Recycled and re-used (000s tonnes) re-used and Recycled Incinerated (000s tonnes) Incinerated Other (000sOther tonnes) Biological oxygen demand (BOD) (tonnes) (BOD) demand oxygen Biological Solvents Other materials Packaging Chemical Plant and seed waste from seed sites Landfill (000s tonnes) (000s Landfill (000sOther tonnes) Inerts Household Other Policy on security management reporting include was and revised 2014 2015 all in evaluated 2014: sites. includes 2013 New KPI only introduced sites in capture to medium in 2015 counterfeiting and high-risk countries of our products releases were in air 2015 emissions; no actual off-site incident occurred or was reported Releases that escaped beyond the site boundary and could cause either environmental impact and/or concern from neighbors and regulators. The three unplanned three The regulators. and neighbors from concern and/or impact environmental either cause could boundary and site the beyond escaped that Releases

Waste Hazardous waste intensity (g/$sales) Direct discharge of uncontaminated cooling water (million cubic meters) cubic (million water cooling uncontaminated of discharge Direct Industrial wastewater discharge (million cubic meters) cubic discharge (million Industrial wastewater Suspect counterfeit Crop Protection product seized by authorities (tonnes) authorities by seized product Protection Crop counterfeit Suspect Suspect counterfeit Seed product seized by authorities (tonnes) authorities by seized product Seed counterfeit Suspect 2 3 1 Hazardous waste (000s tonnes) Hazardous waste Sustainable operations continued Wastewater effluents Industrial wastewater discharge intensity (liters/$sales) Performance data Performance Security management Sites included in Syngenta Security 360 Program Product Security casesProduct Non-hazardous waste (000s tonnes) waste Non-hazardous Hazardous waste type: by type: by waste Non-hazardous Non-hazardous waste intensity (g/$sales) Environmental compliance Environmental releases unplanned Significant 62 Syngenta Annual Review 2015

Business integrity 2015 2014 2013 Corporate conduct Compliance cases reported 1 196 96 110

Animal testing compliance Management system audits performed in contract laboratories 13 17 13 Management system non-compliances found 0 0 0

Biotechnology and regulatory compliance Employees completing trial regulatory compliance training 1,627 1,711 1,228 Trial locations requiring a permit 2 155 411 420 Trial inspections performed by Syngenta 169 203 272

Economic value shared Economic value shared ($ m) 13,440 14,982 14,864 Payments to suppliers 3 8,453 9,613 9,792 Employee wages and benefits 4 2,725 2,888 2,828 Payments to governments (taxes) 5 432 366 405 Payments to providers of capital 6 1,223 1,285 1,139 Capital expenditure 7 583 805 679 Corporate community investment 8 24 25 21

1 Since 2015, the number of cases reported includes all cases managed by Group Compliance: cases reported through the compliance helpline, line management, directly to Group Compliance or other channels. In previous years, the value only included cases reported via the helpline 2 In 2015, an additional 220 North American trial locations not requiring a permit were handled as regulated and managed in accordance with the North American Regulatory Compliance Program 3 Decrease in Payments to suppliers mainly reflects lower production activity due to lower sales and efforts to reduce inventory 4 Employee benefits and wages increased due to termination costs from the AOL restructuring program, but show a decrease due to the impact of foreign exchange translation 5 Consists of income and other taxes paid, excluding VAT (included in Payments to suppliers) and employment-related taxes (included in Employee wages and benefits) 6 Consists of expenditures for dividends, share repurchases (excluding those for employee share plans) and interest on debt 7 Decrease in capital expenditure reflects lower investment in Property, Plant and Equipment during the period 8 The PwC Independent Assurance Report includes in its scope only the Corporate community investment figure used in the calculation of Economic value shared Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 63

Annual Review 2015 The Good Growth Plan guidelines as Plan Growth Good The on published Progress Data website are being applied, in all material aspects; and collect to systems reporting internal The and aggregate The Good Growth Plan data provide designed and as functioning are an appropriate basis for this reporting; and The data and information disclosed in the performancethesummary in Non-financial Report on pages and people 57 58 (excl. indicators) give a fair picture Syngenta’s of performance. non-financial Evaluation of the application of group of application the of Evaluation guidelines; Visits six of different sites in Argentina and Brazil selected based on quantitative and criteria; qualitative the of performanceTesting indicators on a the supporting evidence for basis sample performancesummary Non-financial accuracy, completeness, to relative consistency; adequacy and supporting documentation the of Review including basis, sample a on data relevant structures reporting and management and documentation; reporting and management the Reviewing consolidation Assessing the processes. process dataof at the Group level. – – – – – – – – PricewaterhouseCoopers AG PricewaterhouseCoopers Zurich, February 2016 16, Gerd Tritschler Buomberger Bettina Reasonable assurance conclusion Reasonable opinion, our In – – – assurance conclusion Limited Based on our work performed on the related performancesummary nothing Non-financial has come our to attention causing us to information and data disclosed that believe performance Non-financial related in the (limited 58 Report pages summary on the in theto people indicators) 62 does to not give non-financial Syngenta’s of picture a fair performance, in all material aspects, in criteria. reporting the with accordance Syngenta performed work Summary of the included procedures assurance Our following work but not limited to: – – – – – have neitherWe carried out any work in respect projections of and targets nor such outside the of agreed scope. believeWe that the evidence have we obtained is sufficient and appropriateto provide a basis conclusions. assurance our for

Our Independence and Quality and Independence Our Control independence the with complied have We and other ethical requirements the of Code of Ethics for Professional Accountants issued theby International Ethics Standards Board for Accountants, which is founded on objectivity, integrity, of principles fundamental care, due and competence professional behavior. professional and confidentiality on Standard International applies firm Our maintains accordingly and 1 Control Quality quality control of system a comprehensive and policies documented including ethical with compliance regarding procedures and standards professional requirements, requirements. regulatory applicable legal and Responsibilities and Methodology and Responsibilities The Board Directors of Syngentaof is AG and matter subject the both for responsible the reporting criteria as well as for the entire information selected the of process reporting in accordance with the criteria. This design, the includes responsibility related of maintenance and implementation internal control relevant this to reporting processthat is free from material misstatement, whether due fraud to or error. performOur responsibility limited to a is to engagement assurance or reasonable related the in positions on opinion an express performancesummary onNon-financial planned We pages 62. to 57 and conducted our engagement in accordance with Assurance on Standard International 3000) (revised) (ISAE Engagements audits than other engagements ‘Assurance information’. financial historical of or reviews That standard requires that we comply with ethical requirements and plan and perform or reasonable obtain to procedures our related the whether assurance limited performancesummary Non-financial were prepared, in all material aspects, Reporting Criteria. the with in accordance A limited assurance engagement under ISAE 3000 (revised) is substantially less in scope engagement assurance reasonable a than in relation both to the risk assessment understanding an including procedures, of internal control, and the procedures performed in response the to assessed risks. Consequently, the nature, timing and extent sufficient gathering for procedures of limited deliberately are evidence appropriate assurance reasonable a to relative engagement and therefore less assurance is obtained with a limited assurance reasonable a for than engagement assurance engagement. the on depend selected procedures The judgment. practitioner’s assurance

Non-financial information Non-financial the internal reporting system and the aggregate and collect to procedures Growth Good six the for data non-financial the excl. 56, page on commitments Plan and matrix; materiality Non- the in information and data the allin performancefinancial summary, material aspects, on pages and 57 58 The application of the Syngenta reporting Syngenta the of application The Growth Good The on published guidelines Plan Progress Data website in the non- and reporting; financial Report. the of indicators) people (excl. – – – The reporting criteria used Syngenta by are described and disclosed on The Good Growth Plan Progress Data website and in reportingguidelines. non-financial internal the These define those procedures based on the Disclosure’ ‘Standard the of sections related G4 Reporting Guidelines Sustainability the of published the by Global in Reporting 2013 non-financial the which by (GRI), Initiative gathered, internally are data performance aggregated. and collated non- of completeness and accuracy The subject are performancefinancial indicators and nature their given limitations inherent to and calculating determining, for methods our Accordingly, data. such estimating assurance report should therefore be read criteria. reporting related the with together Criteria – – – AssuranceLimited performance Non-financial related The aspects, material all in summary disclosed, indicators) people to (limited 58 pages on the of to 62 Report is within the scope of the limited assurance. Our assurance procedures do not cover the indicators on payments suppliers, to employee wages and benefits, paymentsto governments and providers capital, of and related the in presented expenditure capital performancesummary onNon-financial page 62 the of Report. Scope and Subject matter Our assurance engagement and the related levels assurance of focused on the data and non- aggregated the in disclosed information the for Syngenta of reporting financial financialyear ended 2015: December31, AssuranceReasonable contained matter subject following The in the Report is within the scope the of assurance: reasonable Independent Assurance Report on the Syngenta Non-financial Reporting Independent Assurance Report the Syngenta on Non-financial the Board Directors, of To Syngenta AG, (‘Syngenta’) Basel have beenWe engaged perform to assurance provide assurance to procedures performancesummary Non-financial the on Syngentaof included in the Annual Review (‘Report’).2015 Performance data Performance 64 Syngenta Annual Review 2015

1 Michel Demaré Board of Directors Chairman of the Board, non-executive Director. at December 31, 2015 Chairman of the Chairman’s & Governance Committee, the Corporate Responsibility Committee and the Nomination Committee. Syngenta is led by a strong and experienced Board of Directors. He is also Chairman of the Syngenta Foundation The Board includes representatives with seven nationalities, drawn from for Sustainable Agriculture broad international business and scientific backgrounds. Its members Born: 1956 Nationality: Belgian bring diversity in expertise and perspective to the leadership of a complex, Initial appointment: 2012 highly-regulated, global business. 2 Jürg Witmer Vice Chairman, non-executive Director. 1 2 Chairman of the Compensation Committee, member of the Chairman’s & Governance Committee and the Nomination Committee Born: 1948 Nationality: Swiss Initial appointment: 2006

3 Vinita Bali Non-executive Director. Member of the Corporate Responsibility Committee Born: 1955 3 4 Nationality: Indian Initial appointment: 2012

4 Stefan Borgas Non-executive Director. Member of the Audit Committee Born: 1964 Nationality: German Initial appointment: 2009

5 Gunnar Brock Non-executive Director. Chairman of the 5 6 Audit Committee and member of the Nomination Committee Born: 1950 Nationality: Swedish Initial appointment: 2012

6 Eleni Gabre-Madhin Non-executive Director. Member of the Corporate Responsibility Committee Born: 1964 Nationality: Swiss Initial appointment: 2013 7 8 7 David Lawrence Non-executive Director. Member of the Audit Committee and Chairman of the Science and Technology Advisory Board Born: 1949 Nationality: British Initial appointment: 2009

8 Eveline Saupper Non-executive Director. Member of the Compensation Committee 9 Born: 1958 Nationality: Swiss Initial appointment: 2013

9 Jacques Vincent Non-executive Director. Member of the Compensation Committee Born: 1946 Nationality: French Initial appointment: 2005 Strategic Research and Crops The Good Operational Performance Corporate overview Development in focus Growth Plan performance data information 65

Annual Review 2015

Read the full biographies: biographies: full the Read Report Governance Corporate Report on and Compensation pages 06–08 and 13–14  Jonathan Parr Jonathan Mark Peacock Pisk Davor Seabrook Jonathan John Ramsay John LuscombeCaroline MäderChristoph Malarkey Patricia

Chief Operating OfficerChief Born: 1961 British Nationality: 2015 Appointed: 6 Operations Global Head Born: 1961 British Nationality: 2007 Appointed: 7 Operating OfficerChief 1958 Born: British Nationality: 2008Appointed: 8 Affairs Corporate Head Born: 1969 British Nationality: 2013 Appointed: Syngenta Chief Executive Officer interim ad Officer Financial Chief 1957 Born: British Nationality: 2007 Appointed: 2 Resources Human Head Born: 1960 British Nationality: 2012 Appointed: 3 Head Legal & Taxes and Company Secretary 1959 Born: Swiss Nationality: 2000Appointed: 4 Development Research & Head Born: 1965 British/American Nationality: 2014 Appointed: 5 1

6 8 4 2

7 3 5 1 Under leadership the Chief the of Executive the Officer, Executive management of the Company. the of management Committee is responsible leadership active the for and operative the Corporate information Corporate

at December2015 31, Executive Committee 66 Syngenta Annual Review 2015

Shareholder information

Syngenta shares are listed on the Syngenta share price performance January 1, 2015 – December 31, 2015 SIX Swiss Exchange and on the (Indexed to zero at closing price on December 31, 2014) Dec 31, 2015 New York Stock Exchange, where % CHF392.30 35 the shares are traded as ADS High: CHF430.80 * 1 Low: CHF281.60 (American Depositary Shares). 30 Trading symbols 25 New York 20 SIX Swiss Stock Exchange Exchange 15

Shares SYNN SYT 10

5 Shares in issue At December 31, 2015 Number of shares 0 Total shares in issue 92,945,649 -5 of which treasury shares 1,161,397 -10 -15 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2 Share price and market capitalization Syngenta Eurotop 300 SMI * Closing high/low during the year At December 31, 2015 Share price (CHF) 392.30 Syngenta ADS price performance January 1, 2015 – December 31, 2015 Share price ($) (ADS) 78.73 (Indexed to zero at closing price on December 31, 2014) Dec 31, 2015 % $78.73 Market capitalization (CHF million) 36,007 50 High: $93.61 * Market capitalization ($ million) 36,283 45 Low: $61.92 40 35 Dividend history 30 CHF 25 2011 8.00 20 2012 9.50 15 10 2013 10.00 5 2014 11.00 0 2015 3 11.00 -5 -10 1 1 share = 5 ADS -15 2 For the purposes of calculating market capitalization Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec the number of shares stood at 91.8 million 3 To be submitted to shareholders for approval Syngenta ADS S&P 500 Dow Jones * Closing high/low during the year at the Annual General Meeting on April 26, 2016 Reporting dates First quarter trading statement April 20, 2016 Annual General Meeting April 26, 2016 Half-year results July 22, 2016 Third quarter trading statement October 25, 2016

A full form 20-F is accessible at: www.investors.syngenta.com Investors can subscribe to media releases by email or via RSS at: www.investors.syngenta.com The full year results press release can be viewed up to six months after the event at: www.fyr-2015.syngenta.com Corporate information Syngenta Annual Review 2015 67 overview Strategic

Syngenta share price performance January 1, 2011 – December 31, 2015 Development Research and (Indexed to zero at closing price on December 31, 2010) Dec 31, 2015 % CHF275.00 CHF366.60 CHF355.20 CHF320.00 CHF392.30 60

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0 50 100 150 200 250 300 350% 1 Share price appreciation plus reinvested dividends, calculated on a monthly basis, indexed to closing price on December 31, 2005 Switzerland For the business year 2015, Syngenta has Syngenta supports the Investor Relations published three books: the Annual Review 2015 10 principles of the United T +41 61 323 5883 (including information about our non-financial Nations Global Compact F +41 61 323 5880 performance), the Financial Report 2015, through an established E [email protected] and the Corporate Governance Report and commitment to Corporate Compensation Report 2015. Responsibility and ongoing Media Relations implementation of T +41 61 323 2323 All documents were originally published policies on human rights, F +41 61 323 9044 in English. The Annual Review 2015 and fair labor, environmental E [email protected] the Corporate Governance Report and protection and anti-corruption. Compensation Report 2015 are also Share Register available in German. T +41 41 798 4833 F +41 41 798 4849 These publications are also available E [email protected] on the Internet: www.syngenta.com Shareholder Services © 2016 Syngenta AG, Basel, Switzerland. T +41 61 323 2121 All rights reserved. F +41 61 323 5461 E [email protected] Editorial completion: February 2016 Corporate Responsibility Copywriting: KainesLang, E [email protected] Berwick-upon-Tweed, UK Syngenta switchboard Design and production: Radley Yeldar, T +41 61 323 1111 London, UK F +41 61 323 1212 Printing: Stämpfli Ltd., Bern, Switzerland E [email protected] Printed on Hello Silk, made with wood fiber USA

from managed forests and manufactured at Syngenta Annual Review 2015 Investor Relations a mill that has achieved the ISO14001 and T +1 202 737 6520 EMAS environmental management standards. T +1 202 737 6521 E [email protected] ® Registered trademarks of a Syngenta Group Company Media Relations T +1 202 737 8913 ™ Trademarks of a Syngenta Group Company E [email protected] The SYNGENTA Wordmark and BRINGING Contacts for ADS holders PLANT POTENTIAL TO LIFE are registered T +1 888 269 2377 – from within the USA trademarks of a Syngenta Group Company. T +1 201 680 6825 – from outside the USA Cautionary statement regarding forward-looking E [email protected] statements: This document contains forward- Syngenta AG looking statements, which can be identified by Corporate Affairs terminology such as “expect”, “would”, “will”, Schwarzwaldallee 215 “potential”, “plans”, “prospects”, “estimated”, P.O. B ox “aiming”, “on track” and similar expressions. CH-4002 Basel Such statements may be subject to risks and Switzerland uncertainties that could cause the actual results to differ materially from these statements. www.syngenta.com We refer you to Syngenta’s publicly available filings with the US Securities and Exchange Commission for information about these and other risks and uncertainties. Syngenta assumes no obligation to update forward- looking statements to reflect actual results, changed assumptions or other factors. This document does not constitute, or form part of, any offer or invitation to sell or issue, or any solicitation of any offer, to purchase or subscribe for any ordinary shares in Syngenta AG, or Syngenta ADSs, nor shall it form the basis of, or be relied on in connection with, any contract therefor.

Article number SYN01002.EN