Syngenta Annual reportr2009 En

Annual Review 2009

Bringing plant potential to life

Syngenta is one of the world’s leading companies with more than 25,000 employees in over 90 countries dedicated to our purpose: Bringing plant potential to life. With our innovation in Crop Protection and Seeds, we contribute to addressing global challenges.

Our approach 01Highlights in 2009 02Chairman’s letter 04Chief Executive Officer’s letter 06Global challenges 08Our contribution 10

Crop Protection 18Seeds 22Lawn and Garden 26Research and Development 28People 30Operations 32

Board of Directors 34Executive Committee 36Financial information 38Corporate Responsibility performance summary 46Shareholder information 50

Visit our online Annual Report at www.syngenta.com/ar2009

Our challenge Our contributionIncreasing yields through technologyFor more information, see page 10

Improving crop qualityFor more information, see page 12

Using natural resources responsiblyFor more information, see page 14

Benefits for rural communitiesFor more information, see page 16

A growing population with an increasing demand for food is putting pressure on limited natural resources such as soil and water. To meet this challenge the world needs to grow more from less.

For more information, see page 8

Contents

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www.syngenta.com

For the business year 2009, Syngenta has published three reports: Annual Review (incorporating the Corporate Responsibility Report), Financial Report and Corporate Governance Report.

All documents were originally published in English. The Annual Review 2009 and the Corporate Governance Report 2009 are also available in German.

These publications are also available on the Internet: www.syngenta.com/ar2009

Syngenta International AG, Basel, Switzerland. All rights reserved.

Editorial completion: February 2010

Cautionary statement regarding forward-looking statements: This document contains forward-looking statements, which can be identified by terminology such as “expect”, “would”, “will”, “potential”, “plans”, “prospects”, “estimated”, “aiming”, “on track” and similar expressions. Such statements may be subject to risks and uncertainties that could cause the actual results to differ materially from these statements.

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.

Consultancy, design and production: Radley Yeldar, London, UK

Consultancy: Context, London, UK

Printing: NZZ Fretz AG, Zürich, Switzerland

Printed on Hello Silk, made with wood fiber from managed forests and manufactured at a mill that has achieved the ISO14001 and EMAS environmental management standards.

Photo of World Economic Forum on page 3 courtesy of WEF.

Photos on pages 8 and 9: Alexander Müller courtesy of IISD/Earth Negotiations Bulletin; Achim Steiner courtesy of Keystone; Juergen Voegele © Simone D, McCourtie/World Bank

® Registered trademarks of a Syngenta Group Company ™ Trademarks of a Syngenta Group Company

The SYNGENTA Wordmark, BRINGING PLANT POTENTIAL TO LIFE and the Purpose icon device are trademarks or registered trademarks of a Syngenta Group Company.

www.syngenta.com

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Financial and business performance 2009

Strategic goalsDrive land productivity through innovationMaximizing land productivity while conserving scarce resources such as water.

Build leadership in plant performanceOffering full crop programs and solutions to increase crop vigor and yield as well as control pests.

Capitalize on Seeds investmentExpanding our sales of both genetically modified and conventional seeds to achieve a significant increase in Seeds profitability over the medium term.

Expand in emerging marketsThrough significant investments in people, portfolio and supply chain.

Create new businessesBringing together Syngenta Flowers and Professional Products to serve the specific needs of Lawn and Garden customers.

Maintain cost efficiencyTargeting annualized operational efficiency savings of $290 million by 2011 to enable continued investment in growth initiatives.

Outperform the industryBuilding on the breadth of our business, spanning Crop Protection, Seeds, Traits and Seed Care, to provide a unique offer of integrated crop technology.

1 Growth at constant exchange rates (CER) 2 Fully diluted excluding restructuring and impairment 3 For a definition of free cash flow, see page 44 4 Subject to shareholder approval at the Annual General Meeting on April 20, 2010 5 Including inter-segment sales

Corporate Responsibility performance 2009

Corporate ResponsibilitySustainable agricultureWe aim to contribute to food security and sustainable agriculture by helping farmers improve yields on existing land, conserve valuable natural resources such as soil and water and preserve biodiversity.

Product stewardshipWe aim to ensure the safety of our employees, customers and consumers by setting strict safety standards in our operations and promoting the safe and effective use of our products by farmers around the world.

People and communitiesWe respect our diverse workforce and aim to help each of our people develop their talent. We aim to benefit rural communities where we operate by helping farmers improve productivity.

EnvironmentWe aim to minimize the environmental impacts of our operations throughout the life of our products – from research and development to manufacture, use and disposal.

Business ethicsOur Code of Conduct commits us to maintain the highest ethical standards in everything we do, and we encourage employees to report any suspected violations.

51 SyngentaAnnual Review 2009

Independent Assurance Report on the Syngenta Corporate Responsibility Reporting

To the Head of Legal and Taxes, Syngenta International AG, Basel (‘Syngenta’):

We have performed assurance procedures to provide assurance on the following aspects of the 2009 Corporate Responsibility (CR) reporting of Syngenta.

Subject matterData and information disclosed with the CR reporting of Syngenta and its consolidated subsidiaries, for the financial year ended December 31, 2009 on the following aspects:

– The application of the Syngenta internal Health, Safety and Environment (HSE) and Corporate Community Investment (CCI) reporting guidelines to the CR reporting;

– The internal reporting system and procedures, including the control environment, to collect and aggregate CR data; and

– The CR Performance Summary disclosed on pages 46 to 49 of the Syngenta Annual Review 2009.

Our assurance procedures do not cover the indicator on Salaries in the Performance Summary on page 48 of the Annual Review.

Criteria– The Syngenta internal Health, Safety and Environment

(HSE) and Corporate Community Investment (CCI) reporting guidelines; and

– The defined procedures by which the CR data are gathered, collated and aggregated internally.

Responsibility and MethodologyThe accuracy and completeness of CR performance indicators are subject to inherent limitations given their nature and methods for determining, calculating and estimating such data. Our assurance report should therefore be read in connection with Syngenta’s internal guidelines, definitions and procedures on the reporting of its CR performance.

The Board of Directors of Syngenta is responsible for both the subject matter and the criteria. Our responsibility is to provide a conclusion on the subject matter based on our assurance procedures in accordance with the International Standard on Assurance Engagements (ISAE) 3000.

Main Assurance ProceduresOur assurance procedures included the following work:

– Evaluation of the application of group guidelines Reviewing the application of the Syngenta internal HSE and CCI reporting guidelines;

– Site visits Visiting three selected sites of Syngenta’s Crop Protection and Seeds Business Units in France, India and Sweden. The selection was based on quantitative and qualitative criteria; Interviewing personnel responsible for internal reporting and data collection at the sites we visited and at the group level;

– Assessment of the performance indicators Performing tests on a sample basis of evidence supporting the CR Performance Summary relative to completeness, accuracy, adequacy and consistency;

– Review of the documentation Reviewing the relevant documentation on a sample basis, including management and reporting structures and documentation;

– Assessment of the processes and data consolidation Reviewing the appropriateness of the management and reporting processes for CR reporting; and Assessing the consolidation process of data at the group level.

ConclusionsIn our opinion

– The internal HSE and CCI guidelines are being applied properly; and

– The internal reporting system and procedures to collect and aggregate CR data are functioning as designed and provide an appropriate basis for its disclosure.

Based on our work described in this report, nothing has come to our attention that causes us to believe that the data and information mentioned in the subject matter and disclosed with the Corporate Responsibility reporting in the Syngenta Annual Review 2009 does not give a fair picture of Syngenta’s performance in the area of Corporate Responsibility.

PricewaterhouseCoopers AG Zurich, February 8, 2010

Dr. Thomas Scheiwiller

David Pritchett

Nationalities in senior management

24 090807

2422

17


Number of people trained

3.9m090807

3.92.4

3.2


CO2e kg /$EBIT1

0.76090807

0.760.75

0.93


Injury and illness rate

0.42 –16%

090807

0.420.50

0.49


Crop Protection sales1,5

$8.5bn –2% (CER)

090807

8,4919,231

7,285


Seeds sales

$2.6bn +13% (CER)

090807

2,5642,442

2,018


$11bn +1% (CER)

090807

10.9911.62

9.24

Sales1

$15.76 –3%

090807

15.7616.26

11.45

Earnings per share2

$580m –24%

090807

580761

802

Free cash flow3

CHF6.00 0%

090807

6.006.00

4.80

Dividend per share4

Crop ProtectionSyngenta offers a leading range of Crop Protection and Seed Care products that help growers control weeds, prevent disease and protect their crops from insects. Crop Protection sales decreased by 2 percent1 to $8.5 billion in 2009.

SeedsSyngenta develops high-quality seeds that help growers boost yields and quality in a wide range of crops. Seeds sales in 2009 rose by 13 percent1 to $2.6 billion, and the EBITDA margin climbed to 9.5 percent.

Lawn and GardenThe new Lawn and Garden business offers a range of plant health solutions for consumers and professional growers. It comprises Professional Products and Flowers Seeds, which are reported under Crop Protection and Seeds, respectively.For more information, see page 26

EnvironmentWe are committed to reducing the environmental emissions necessary to produce our products. Increased resource efficiency in our main production sites has ensured that we are on track to reach our global reduction target by 2012.

Health and safetyOur target is to maintain an injury and illness rate (IIR) below 0.5 per 200,000 hours worked. In 2009, the IIR dropped to 0.42 and 76 percent of our sites had no recordable injuries and illnesses.

PeopleWe employ more than 25,000 people in over 90 countries. This rich cultural diversity is also reflected in the composition of our senior management, with 24 nationalities represented.

Number of farmers trainedTo ensure that farmers around the world achieve the best results with our products, we regularly hold training sessions on the safe and effective use of our products.

1 Excluding restructuring and impairment


Broad portfolio, global reach, local focusThrough our world-class science, broad portfolio, leading crop solutions and strong presence in all agricultural markets, we are uniquely positioned to help growers around the world to grow more from less.

Our approachConserving precious soilLeading in research and

developmentProviding high-quality seeds

Enhancing plant performanceProtecting plants from the start Benefits for customers and rural communities

Syngenta products, such as herbicides, play a critical role in conserving soil. They reduce the need for tilling and thereby the risk of erosion through wind and rain. This is complemented by extensive training and stewardship programs to promote modern agricultural practice.

With a $1 billion annual investment in R&D, 5,000 people and a global network of R&D centers, Syngenta leverages scientific insights in plant physiology, chemistry and biotechnology to help address growers’ diverse needs.

Syngenta breeds high-quality seeds for corn, soybean, sunflower and other field crops, vegetables and flowers. We use conventional breeding techniques as well as modern biotechnology to provide growers with the best choice for high yields and quality.

Our broad range of safe and efficient crop protection products helps to drive yield and improve quality. They protect crops from insects and disease and reduce competition from weeds for nutrients and water. They also improve plant vigor and can help to reduce yield losses in periods of drought.

With our world-leading seed care technology we give young plants the best start, enabling strong and healthy growth as the basis for high yields and superior quality. Coating seeds with our products protects them against insects and disease.

Our innovations and technology provide our customers with a broad range of benefits. Consumers appreciate features such as better taste and healthier food. In rural communities we help to improve livelihoods through raising agricultural productivity, training and stewardship programs.


In 2009, we continued to strengthen our leading market positions in Crop Protection and increased profitability in our Seeds business. We engaged actively in the public debate on agriculture, and through innovation and technology we made an essential contribution to ensuring food security.

Robust performance in a challenging environment

Highlights in 2009

Expanding Seeds positions Acquisitions strengthen sunflower and vegetable seeds business

Creating value in Crop Protection New markets, expanding use

In August, Syngenta acquired Monsanto’s global hybrid sunflower seeds activities, including germplasm, development and breeding, for a consideration of $160 million. This acquisition will further strengthen the leading position of Syngenta’s sunflower seeds business in Europe and Latin America. In November, we acquired two US-based lettuce seed companies, establishing a significant position in the North American lettuce market and broadening our lettuce development portfolio in Europe and Asia.

Throughout the year, we continued to roll-out our high-performing products in new markets, on additional crops and in new combinations, creating value for growers through higher crop yields and quality, and improved application. Following its successful introduction in vegetables in Asia, our broad-spectrum herbicide DURIVO® was launched in rice. We completed more than 1,000 large plot trials in the US for our seed treatment nematicide, AVICTA®, in preparation for expansion into corn in 2010.


Engaging in the debate Advancing technology in agriculture to ensure food security

Strengthening our portfolio Syngenta and Dow AgroSciences cross license corn traits

Developing agriculture Technology and agronomic knowledge for African farmers

Working in partnerships Collaboration with IRRI in rice and CIMMYT in wheat

Preserving biodiversity Syngenta to boost pollinators across Europe

Broadening our offer New corn seed technologies approved in Latin America

Syngenta contributes actively to the public debate about global challenges such as food security, water and climate change. We seek to engage in an open dialogue with a broad range of stakeholders, including political leaders, NGOs and scientific experts. In 2009, we participated in numerous events such as the World Economic Forum as well as conferences organized by the US Department of Agriculture and the International Chamber of Commerce.

Syngenta and Dow AgroSciences agreed in April to cross license their respective corn traits for commercialization within their branded seed businesses. The agreement will allow both companies to maximize the value of their technologies and to bring greater choice and flexibility to growers. It also demonstrates the value of Syngenta’s proprietary technology in corn.

Speaking at the Pan Africa Chemistry Network (PACN) Sustainable Water Conference in Nairobi, Kenya, in August, Syngenta CEO Mike Mack emphasized the important role of technology and agronomic knowledge for the development of productive agriculture in Africa, and expressed the Company’s commitment to supporting its advancement. The conference was hosted by the PACN, a partnership between the Royal Society of Chemistry and Syngenta.

In September, Syngenta and the International Rice Research Institute (IRRI) announced a collaboration to support rice farmers in improving quality and yield in one of the world’s most important crops. Syngenta also entered into a public-private partnership with the International Maize and Wheat Improvement Center (CIMMYT) in Mexico to focus on genetic markers for use in breeding resistance against stem rust in wheat.

In July, Syngenta announced a five-year program to provide 10,000 hectares of essential habitat and food sources for pollinating insects across Europe. OPERATION POLLINATOR® aims to boost the numbers of native pollinating insects across seven European countries and will enable growers to cultivate wild flora that are favored by pollinating insects on the edges or near fields of commercial farms. The program will be assessed annually by an independent scientific auditor.

In late 2009, Syngenta received full approval of its new genetically modified corn traits in Brazil and Argentina. The approval of these advanced technologies strengthens our comprehensive offer to growers in Latin America through increased productivity, higher grain quality and reduced production costs through combined insect resistance and herbicide tolerance.


“The challenge of feeding the rising world population over the next 40 years on a finite area of arable land is a daunting one. Given continued technological progress, however, and – most crucially – acceptance of technology, it is perfectly achievable.”

Chairman’s letter

1.Throughout 2009, the headlines were dominated by the continuing repercussions of the global financial crisis. The crisis brought a heightened focus on the sustainability of business strategies in a world of greater uncertainty and volatility. In this challenging environment, Syngenta continued to perform well. Our financial strength enabled us to invest in our business to generate future growth and create sustainable value over the long term.

While the financial crisis grabbed the headlines, the underlying challenge of ensuring food security for a growing world population remained central to the agenda of governments worldwide. The magnitude of this challenge was reinforced by the UN’s Food and Agriculture Organization (FAO) which announced in June that the combination of global economic slowdown and high food prices had pushed another 100 million people into a state of chronic hunger and poverty. The total number of people on the planet who are malnourished has now surpassed the one billion mark.

At Syngenta, we remain committed to help address this challenge through working with our customers around the world – from smallholders in developing countries to professional growers in large-scale agriculture – to deliver a step change in farm productivity in a sustainable way. We have developed a deep understanding of plants and innovative technologies that help growers produce more food while conserving precious natural resources such as water and soil. Coupled with our global presence, this makes us uniquely positioned to develop innovative, integrated offers for tomorrow’s farmer.

Syngenta’s contribution is increasingly recognized by society, but of course no single corporation, government or NGO can hope to tackle the food security challenge alone. Collaboration and partnership will accelerate progress, and we have been very active in 2009 in engaging around the world in the wider public debate on agriculture. We seek the opinions of key leaders in the public sphere to inform our work. Some of their thoughts on how to address these issues are set out on pages 8 and 9 of this review. We look forward to further dialogue, and to the development of new partnerships in the coming years.


2.

3.However, a potential barrier to progress exists – the worrying trend away from science-based regulation in certain countries, particularly in Europe. Norman Borlaug, the Nobel-prize winning architect of the Green revolution who died in September, once stated that his pioneering seed technology would simply never have made it to the hands of the growers had it been subjected to the regulatory climate that exists in some countries today. The slide towards “opinion-based” regulation is a real threat to technological progress and denies growers, in developed and developing countries, access to the products they need to improve yields and thus their livelihoods. The indulgence of imaginary fears suppresses innovation and harms economic growth. Worse, it is a betrayal of the hungry.

On my many visits to see growers around the world, I have been struck by the passion shown by Syngenta people. They are working to meet customer needs, capture significant business opportunity and, at the same time, make a substantial contribution to the environment and the development of rural communities. This indivisibility between our financial, environmental and societal goals is, once again, reflected in this year’s Annual Review, which explains our 2009 performance from all three perspectives. Our efforts in this regard have again been recognized by the key global sustainability indices: DJSI and FTSE4Good; Syngenta continues to hold leading positions in both.

Our high standing as a company relies entirely on the daily activities and actions of our employees around the world. In 2009, we made further progress in embedding the highest standards of behavior in our Company by engaging 19,700 employees in our revised Code of Conduct, which covers aspects from legal compliance and business ethics to our contribution to society and approach to developing our people. In so doing, we are ensuring that we adhere to the highest ethical standards and that we protect our economic, physical and

reputational assets. In addition, a Senior Executive Committee was established to oversee all aspects of our compliance and risk management activities in a single approach under the governance of the Board.

At the Ordinary General Meeting (OGM) in April, Jürg Witmer was elected Vice Chairman of Syngenta, replacing Rupert Gasser who left the Board upon reaching the statutory retirement age. The OGM also saw the election of new Directors, David Lawrence and Stefan Borgas, to the Board. I should like to thank them and all my Board colleagues for their valuable contributions to Syngenta during the year.

The challenge of feeding the rising world population over the next 40 years on a finite area of arable land is a daunting one. Given continued technological progress, however, and – most crucially – acceptance of technology, it is perfectly achievable. The scale of the problem and the means of addressing it are increasingly well understood. The conviction that companies like Syngenta have a critical role in delivering the solution gives purpose to the work of everyone at the Company.

Martin TaylorChairman

1.“Breakfast meeting” discussion with Syngenta employees in Basel.

2.At a small kiosk in West Java with APAC CP Region Head, Andrew Guthrie, and Indonesia CP Head, Arshad Saeed Husain, discussing the Java Channel strategy.

3.With Didit Hidayat, Field Technical Manager of Java SBU, Mr. Syahid, an Indonesian farmer, and Midzon Johannes, Development Head Syngenta Indonesia, after attending the Syngenta Expo at Tugu Mukti Village in West Java Province.


“Throughout our business, the dedication and expertise of our people in addressing the global challenge of ensuring food security are making a substantial impact.”

Chief Executive Officer’s letter

We began 2009 in a climate of uncertainty and in the course of the year confronted a number of challenges including lower crop prices, planting delays and reduced pest pressure. Furthermore emerging markets, an important part of our business, were inevitably affected in the first half of the year by the credit crisis and currency instability. In this context, I am proud that Syngenta has been able to report earnings close to the record level of 2008, and this in the face of currency and raw material headwinds. Our performance reflects price discipline – enabled by the quality of our portfolio – and attention to costs. The careful management of risk in emerging markets limited sales but ensured that the quality of our balance sheet was maintained. Substantial free cash flow further attested to the ongoing strength of our business.

Syngenta’s future is inextricably linked to the fundamental drivers of agriculture, which remain unchanged. Population growth and dietary change are concentrated in the emerging markets, where we are seeing a structural shift towards the modernization of agriculture. In Asia, investment in crop protection and seeds continued almost unabated in 2009, amidst growing awareness of the need to secure supply of staple foods, notably rice. The recent endorsement of genetically modified traits for food by the Chinese and Indian authorities is just one example of the readiness to adopt new technologies. In Latin America, the market rebounded after a difficult start to the year as the region’s vast agricultural potential led to increased investment by both government and the private sector.

Further technology progress is vital to meet the evolving needs of growers and to respond to agronomic and climate challenges. In 2009 we maintained our commitment to research and development (R&D) with a spend of almost $1 billion. The capacity expansion program in Crop Protection is now nearing completion and will allow us significantly to increase sales of AMISTAR®, the world’s leading fungicide, and ACTARA®/CRUISER®, a broad spectrum insecticide and seed treatment. And we continue to make selective acquisitions in Seeds with a view to expanding our germplasm pool and technology platforms.

1.

3.


Acquisitions supplemented double-digit growth1 in Seeds, with a strong performance across product lines. A marked improvement in profitability for the business as a whole reflected in particular the roll-out of our proprietary corn traits in the USA. We are firmly on track to meet our target of a 15 percent EBITDA margin in 2011, and the R&D investments of recent years have resulted in a competitive and differentiated pipeline which will generate growth beyond that date. Our investments are already being leveraged through the introduction of traits in additional countries, with the registration of double stacked corn in Brazil and Argentina and of VIPTERA™ for broad-spectrum insect control in Brazil, and through a number of trait out-licensing agreements.

In Crop Protection, we have led the industry in raising prices and remain committed to a pricing strategy that reflects the value of our products in increasing yields. The scope for adding further value is expanding as we develop the potential of our portfolio for crop enhancement – yield advantages that go beyond pest control. Meanwhile, the performance of our new products in the difficult market conditions of 2009 – with sales up by more than 30 percent – testifies to the ongoing power of innovation. This is apparent in developed as well as emerging markets, with our new products making significant gains in both North America and Western Europe. Looking ahead, we see significant further potential with the launch in the USA of AVICTA®, a new category for nematode control on corn.

Syngenta is building on its global reach and broad business portfolio to develop an increasingly integrated approach to crop management. Our global technology platforms allow us to leverage our capabilities and thus maximize the impact of our outstanding science. We are expanding our in-house research into drought tolerance and nitrogen efficiency in field crops with the opening of a new research center in Beijing and the establishment there of new partnerships. Increasing recognition of the role we are playing in the long-term growth of agriculture is enabling us to enter into a broader range of technology partnerships globally. One example is our collaboration

with the International Rice Research Institute (IRRI), which will focus on advancing solutions for the rice industry to take account of changing agronomic conditions and population growth.

The challenges that concern Syngenta on a daily basis – food security, climate change and the effective use of natural resources – are increasingly a focus for government attention and public debate. Coherence is now emerging with regard to the need to formulate a global response to these challenges. Shaping such a response for agriculture will of necessity be complex, taking into account the differing needs of some 2.5 billion people worldwide who are directly involved in farming for their livelihood. Syngenta’s role goes beyond our understanding of the challenges: it lies also in the multiplicity of the solutions we can offer. Our Company purpose is “Bringing plant potential to life”. We pursue it through broad-based investment in R&D which has created unique and global technology platforms. In the field, we adapt the output of our research to meet the needs of a myriad of customers across the world. Throughout our business, the dedication and expertise of our people in addressing the global challenge of ensuring food security are making a substantial impact. I extend on behalf of the Syngenta Board and the Executive Committee my thanks to all Syngenta employees worldwide for their contribution to our business and to agriculture.

Michael MackChief Executive Officer

1.Speaking at the ICC’s 6th World Chambers Congress on June 4, 2009, in Kuala Lumpur, Malaysia.

2.Visiting the Kenya Cuttings site with Oded Kunik, Site Manager, and his team. The farm covers 45 hectares, has 27 greenhouses and some 900 permanent employees.

3.Touring a cassava field with Parveen Kathuria, Head of Syngenta Seeds Thailand and his team. Cassava (tapioca) is one of Thailand’s most important commercial crops.

2.

1 Growth at constant exchange rates


Experts around the world are actively engaged in the debate about how to feed a growing and increasingly prosperous population. Balancing changing dietary demands with environmental, social and economic factors is critical.

What is needed to ensure food security for 9 billion people by 2050?

Global challenges

Closing the yield gap

The combined effect of population growth, continued income growth and urbanization is expected to result in almost the doubling of demand for food, feed and fiber in 2050. Agricultural output has to significantly increase to meet demand.

There is currently a significant “yield gap” in the industry, meaning many farms produce less food than they are capable of. Enhanced farming techniques and new technologies could be tapped to boost production by improving the efficiency in farmers’ use of agricultural inputs, developing adapted crop varieties and investing in agricultural research and development.

Most of the necessary gains in production will be met by increasing yield growth and cropping intensity on existing farmlands rather than by increasing the amount of land brought under agricultural production. Success requires farmers having access to information and financial incentives, strong extension services and the possibility to acquire necessary skills.

Agriculture must become more productive if it is to feed a much larger population while responding to the daunting environmental challenges ahead.

The food crisis in 2008, combined with growing energy demand and emerging climate-change issues, threatens the livelihoods of millions of poor people as well as the economic, ecological, and political situation in many developing countries. Decades of shrinking global investment in agricultural research have affected agricultural productivity, and the financial crisis has constrained agricultural growth. Now, all three components of food security – availability of food, access to food, and direct nutrition action – need to be addressed simultaneously at scale.

Addressing these challenges will require the world to develop a more productive and sustainable food and agricultural system.

Investment in agriculture and related, research-based innovations must be accelerated to achieve this and must be combined with food-policy reform, improved trade, and enhanced access to knowledge and inputs by farmers in developing countries.

Substantial investment in agriculture and related innovation will accelerate sustainable increases in productivity and in the production of healthy food by and for the poor. It will help conserve and enhance biodiversity, and encourage sustainable use of natural resources. Programs aimed at providing access and sufficient availability of food to the poor must be complemented by nutrition programs focused on children.

Alexander Müller Assistant Director-General Food and Agriculture Organization of the UN FAO, Rome, Italy

Joachim von Braun Director General (2002–2009) International Food Policy Research Institute IFPRI, Washington DC, USA

Policy change and investments in agriculture and nutrition


They call for increased investments and partnerships to find long-term solutions, which are vital for a step-change in farm productivity and resource efficiency, in order to meet the growing global demand in a responsible way.

A Green Revolution for the 21st century with a capital G. Up to 25 percent of world food production may become “lost” during this century as a result of climate change, water scarcity, invasive pests and land degradation. This could continue to make food prices more volatile and expensive in a world of six billion rising to over nine billion by 2050, unless production and consumption become more sustainable.

Increasing food energy efficiency is essential to allow a significant growth in food supply without compromising environmental sustainability. There is a strong link between the state of the natural environment and food production.

Agriculture needs healthy ecosystems. The natural environment comprises the entire basis for food production through water, nutrients, soils, climate, weather and biodiversity. Increasing production simply by expanding croplands would result in accelerated loss of forests and other natural ecosystems, with subsequent costs to biodiversity and accelerated climate change.

We need a new green revolution based on traditional knowledge; an ecosystem approach and modern, safe science and technology – supporting farmers in developing sustainable agriculture – if we are to balance the need for food with the need to maintain and enhance the environment and its multi-trillion dollar services.

We are faced with growing food insecurity across the world. 75 percent of the world’s poor are rural, and most are dependent on agriculture for their livelihoods. What is more, the most recent estimates from FAO are that – for the first time in human history – over a billion people are chronically malnourished.

The World Bank Group, working in partnership with the global community, continues to respond. In April 2009, we raised the ceiling of the Global Food Crisis Response Program from $1.2 billion to $2 billion.

More recently, Implementing Agriculture for Development: World Bank Group Agriculture

Action Plan FY2010–2012 outlines the new phase of our commitment to agriculture. It projects an increase in support from an average $4.1 billion annually for the fiscal years 2006–2008 to between $6.2 and $8.3 billion annually over the next three years. This would be between 13 and 17 percent of total projected commitments of the International Development Association and the International Bank for Reconstruction and Development.

It will require the dedication and innovation of all in the development community to spread the message of agriculture’s critical contribution to poverty reduction, economic growth, and environmental sustainability – including agriculture’s critical role in combating climate change.

Our collective action will continue to be central to long-term food security in poor countries.

Achim Steiner Executive Director United Nations Environment Programme UNEP, Nairobi, Kenya

Juergen Voegele Director, Agriculture and Rural Development, The World Bank Group Washington DC, USA

A green revolution for the 21st century

Partnering for food security


Global food security requires a sustainable agricultural production system – one that is able to increase yields to meet the growing population’s rising demand for food. Syngenta’s innovative crop solutions enable growers to increase productivity on existing farmland.

Increasing yields through technology

Our contribution

Agricultural production must double within the next 40 years. The world’s population is expected to rise by two billion to more than nine billion by 2050 and increased prosperity means calorie demand per capita continues to rise in developing countries. Diets will include more meat and dairy, diverting grain to animal feed. One billion people are already malnourished.

We must grow more from less. Pressure on land and water resources is increasing as a result of climate change and soil erosion. Growers around the world need access to technology to improve productivity without further depleting limited natural resources.

Farmers want high-yielding, vigorous and reliable crops that can withstand stress from heat and drought. Our wide range of seeds and crop protection products puts Syngenta in a unique position to offer growers integrated solutions to improve yields. Our high-quality products protect crops from insects, disease and competition from weeds, and help to enhance yields even without such pressures. We also work in partnership with other organizations to offer solutions that provide higher, more reliable yields to meet growing demand and improve farmers’ livelihoods.

High-yielding quality seedsSyngenta scientists use advanced breeding techniques to develop stronger, more productive crops.

Quench spring barley, for example, provides high yields with vigor to prevent buckling of the stems and provide resistance to common diseases, including mildew and barley scald. Our range of wheat varieties includes PostRock, which provides consistent yields under stress, and Jagalene, which offers drought tolerance, winter hardiness and resistance to diseases such as wheat streak and stripe rust.

We also develop seeds that are genetically modified to introduce a particular trait that could not be achieved through conventional breeding. AGRISURE® triple stack corn hybrids combine herbicide resistance with protection against the corn borer and corn rootworm for increased yields. Our new AGRISURE VIPTERA™ trait for broad spectrum control of lepitopteran corn pests will provide significant yield increases when combined with other Syngenta proprietary traits.

In 2009, Syngenta entered a partnership with the International Rice Research Institute (IRRI) to research and develop new rice varieties and techniques for improving productivity. The aim is to facilitate technology-driven solutions to help rice farmers meet the combined challenges of climate change and global food security.

Improving plant vigor for enhanced yields Syngenta technology goes beyond protecting plants to enhancing plant vigor and performance. The active ingredients in many of our crop protection products have been proven to increase yields and enable plants to withstand stress, even without pest pressure.

CRUISER® seed treatment, designed to protect seedlings from insects, significantly improves the vigor of young plants. Crops grow bigger, stronger and greener with a marked increase in produce.

CRUISER® promotes the development of better root systems and enables plants to withstand stress by inducing the production of proteins for healthy growth.

Our fungicide AMISTAR® controls disease and regulates plant processes that control loss of water vapor, resulting in more efficient water use. MODDUS® prevents lodging in wheat by strengthening the stem and promotes growth of longer roots to enable better uptake of water and nutrients.

Protecting crops from insects, disease and competition from weedsSyngenta’s extensive crop protection portfolio protects yields against damage from pests in a wide variety of crops and climates.

Weeds compete with crops for water, nutrients and light, reducing access to vital resources. Selective herbicides like AXIAL® and CALLISTO® control weeds without affecting crops, whereas non-selective herbicides like TOUCHDOWN® and GRAMOXONE® are used to clear weeds prior to planting.

Insecticides such as ACTARA® and DURIVO® protect crops from attack by insects. AMISTAR® and other fungicides enable farmers to control disease. Our innovative seed care products, including AVICTA® and CRUISER®, protect vulnerable seeds and seedlings, helping to safeguard farmers’ investment in quality seeds.

Broadening our offer to increase yields With our wide range of seeds and chemical products, Syngenta is uniquely positioned to develop tailored solutions to improve productivity for farmers. Our research and business development teams work closely together to identify and understand grower needs for a wide range of crops in different regions. We also work with partners specializing in other technologies such as irrigation and agricultural equipment to provide growers with a holistic solution.

PLENE™, for example, is an innovative yield-increasing technology for sugar cane, due to be launched in 2011. PLENE™ sugar cane segments are treated with seed care applications to protect them in early growth stages. Planting is faster and easier than conventional methods. Our development team is working with leading agricutural equipment manufacturer John Deere to develop more fuel-efficient machinery to do this. Growers can harvest and replant crops more frequently, ensuring stable sugar content over time.

We are also able to offer farmers effective solutions that integrate both our seeds and crop protection products, particularly where our chemical products have been found to further enhance crop yields with a certain seed variety. In Germany, for example, FUSILADE® herbicide and KARATE® insecticide provide growers with excellent protection for our NK® Petrol variety of oil seed rape, introduced in 2008.

Jed Kempel, Sales Representative, (left) discussing soybean options with Pat Mullooly of the DeLong Company, Wisconsin, USA.

My contribution: Jed Kempel Wisconsin and Illinois, USA

Jed Kempel is a sales rep in Wisconsin and Illinois, USA. Since joining Syngenta in 2007, he has worked hard to establish a good rapport with retailers and growers. He’s passionate about seeing them succeed. Jed sells crop protection products, but often works as part of a team with colleagues in the seeds business to show growers the full solution Syngenta offers.

“To me, that’s what makes Syngenta stand out,” says Jed. “When retailers present me with a challenge from one of their growers, they know that I can call on our expert agronomists and seeds reps to find the best all-round solution. That solution might not be my product – it may even be a combination of Syngenta and other products – but by offering options that

get the results farmers need, I’m building their trust.” And that helps to build Syngenta’s business in the long run.

Some of the soybean growers Jed works with have seen yield increases of 10–15 percent using products such as QUADRIS® fungicide and FLEXSTAR® herbicide. “Results like this encourage them to keep using our products,” says Jed. “And the fact that Syngenta spends close to a billion dollars a year on research and development shows me – and my customers – that the Company is serious about long-term food security. We’re all in this together; we all want to improve yields.”

Find out more www.syngenta.com/ar2009


Growers around the world rely on Syngenta products to produce reliable, high-quality crops that maximize value, deliver benefits to food processors and meet increasing consumer expectations.

Improving crop quality

Our contribution


My contribution: Olivier Cottet Toulouse, France

Olivier Cottet manages the global sunflower breeding program and is responsible for ensuring our offer will meet growers’ needs. It can take five to ten years to develop a new variety, so it is important for Olivier to work closely with his marketing and sales colleagues to understand what customers are looking for and to anticipate future needs.

“Our main priority is to improve quality and yields for growers,” he says. “But this is just one element of our breeding program. We also have to consider the wants and needs of the people who crush the sunflower seeds to produce oil. And we have to think about the end consumers – you and me – who are increasingly interested in health and nutrition.”

Syngenta’s high-yielding high oleic sunflower meets all these requirements. “We developed it over six years by introducing the high oleic trait into our best yielding sunflower,” Olivier explains. “Growers like it because they get high, stable yields even in drought-prone areas. One grower in India told me that improved income from using our seeds meant he could afford to pay for his daughter’s marriage.”

High oleic sunflower oil is now widely used in the frying industry, providing a more stable, healthier option that is low in saturated fats. “You even see pictures of sunflowers on some food packets now as consumers are beginning to associate their oil with healthier food” Olivier adds.

Olivier Cottet (left) and Hugues Dedurand, Sunflower Product Manager, examining sunflowers in the greenhouse of Syngenta Toulouse Saint-Sauveur, France.


Our teams in research and development work closely with growers, their customers and consumers to understand their preferences. Growers look for high, reliable yields and disease resistance; food manufacturers require consistent quality; and consumers want food to be tasty, healthy and safe at affordable prices.

Developing seed varieties with the right characteristics takes years of research. Modern technologies such as marker-assisted breeding enable Syngenta scientists to identify genetic traits that relate to certain plant characteristics. Using DNA testing, plants with the desired traits can be identified at an early stage of growth, enabling much faster development of varieties with enhanced flavor, color, nutrition and agronomic performance.

Healthy and affordable high-quality foodOur crop protection and seeds products make an essential contribution to helping farmers meet customer expectations. They enable farmers to produce reliable quality crops that have high nutritional value and are safe for consumption.

With regulations in many countries now requiring nutrition content to be displayed on product labels, nutritional value is increasingly important to food producers, as well as consumers. Oil from Syngenta’s high oleic sunflower varieties, such as NK® Ferti and NK® Simphoni, is used as a healthier alternative for industrial frying. High oleic oils are also more stable and have a longer shelflife, due to their natural resistance to oxidation and degradation. Syngenta sunflower seeds produce healthy cooking oils, low in saturated fat and free of trans fats which can raise cholesterol levels. Sunflower oil is also rich in vitamin E.

Consistent quality for food processers The quality of processed food depends on the quality of the ingredients used to make it. Syngenta enables farmers to maximize incomes by producing high-quality, reliable crops for food and beverage producers.

Syngenta’s AGRIPRO® seeds business is working in partnership with a large US flour milling company to help farmers improve yields and achieve premium prices for their wheat crops. Our high-yielding Platte White Wheat variants are used to produce Ultragrain flour, which blends the flavor and texture of refined white flour with the nutritious benefits of whole grain flour.

By combining the smooth taste of our proprietary malting barley, Braemar, with the use of quality-enhancing technology, we are providing an integrated solution for a leading Japanese brewer. The brewer now requires its contract growers to use Syngenta products exclusively to produce its premium beers.

PERGADO®, introduced in 2007, is now our biggest fungicide for wine growers in Europe. PERGADO® effectively controls downy mildew, a disease that can significantly affect wine quality and production by causing grapes to ripen unevenly or rot on the vine.

Catering for consumer tastesTaste is critical to consumer choice in the fresh fruit and vegetable markets. Other factors include color, size, texture, convenience, price and storage ability. Our breeders use their knowledge about cultural and regional differences in taste to meet the needs of consumers in markets around the world.

Brussels sprouts are a traditional festive dish in some markets, but their bitter flavor makes them unpopular among children and many adults. The bitterness is related to high levels of glucosinolates, an essential part of the plant’s defense against leaf-eating insects and also linked with the prevention of cancer in humans. Syngenta research teams have developed a mild tasting variety to achieve optimal flavor for consumers while maintaining health benefits and improving crop productivity.

With its distinctive dark color, KUMATO® is changing consumers’ perception of what a tomato can look like. Developed by Syngenta breeders from a variety of wild tomato, the extra-sweet KUMATO® is sold in a range of European countries and was introduced to the UK in 2009. It can be eaten at any stage of ripeness – from green to brown – due to higher fructose levels than traditional red tomatoes. A miniature variety was also introduced in 2009.

Our watermelon, DULCINEA® PUREHART®, offers consumers sweet taste and vitamin-packed nutrition in a convenient small size without seeds. The DULCINEA® RUBY BLISS™ watermelon was bred specifically to increase levels of naturally occurring antioxidants which give the fruit a rich red color.


Agriculture needs to become increasingly productive if it is to meet the demands of a growing population. Our products and technologies help growers make efficient and responsible use of limited natural resources.

Using natural resources responsibly

Our contribution

Efficient use of land, water, soil and energy is essential for farmers to meet rising demand without depleting valuable natural resources. Growing demand for food, together with soil erosion, climate change and increasing stress on water sources, is putting existing farmland under pressure. But moving into uncultivated territory threatens biodiversity and adds to climate change through deforestation.

Syngenta solutions enable farmers to achieve a sustainable balance between improved productivity and environmental protection. Our innovative seeds and crop protection products help farmers adapt to a changing climate, use water and nutrients more efficiently and prevent run-off from fields, the main cause of soil erosion. We also promote the use of conservation agriculture techniques to preserve biodiversity.

Promoting efficient water use Increasing demand for water is one of the most pressing global issues for agriculture. Tens of billions of dollars worth of crops are lost due to drought every year. Not only is water becoming more scarce, but climate change is also making rainfall less predictable. Farmers have to be able to grow crops using less water and produce reliable yields even in periods of drought.

Syngenta is in a unique position to offer solutions for growers to use water more efficiently by integrating our seeds and crop protection technology. We are developing new crop varieties that require less water and offer crop protection products that improve plants’ water uptake, producing higher yields from the same resources.

Our breeders have developed a drought-resistant corn from native varieties. Preliminary trials suggest that yields can be increased and stabilized, with reduced losses in dry years and less water required in normal years. The first traits for drought tolerance in corn are targeted for launch in 2011.

Water efficiency is part of the screening process carried out by our chemists and biologists when they develop new crop enhancement products. Plant growth regulator MODDUS®, for example, reduces the amount of water needed to produce the same grain yields by around 10 percent and promotes longer plant roots to reach water and nutrients in less fertile, drought-prone areas.

Invinsa™1 will be the first product developed for field crops specifically to protect yield during extended periods of high temperature and mild-to-moderate drought.

Together with other thought-leading companies, Syngenta partnered with the World Bank and McKinsey & Company to form The 2030 Water

1 Invinsa™, a trademark of AgroFresh Inc.

Resources Group. In 2009, the group published “Charting our Water Future,” an in-depth report into how competing demands for scarce water resources can be met and sustained. The report shows that water scarcity can be mitigated affordably and sustainably through cost effective measures using existing technologies.

Syngenta also partners with other companies to investigate ways to improve water efficiency on farms. Modern irrigation systems can deliver water, fertilizers and crop protection products more efficiently to crops. For example, we are exploring ways to extend the use of drip and subsurface irrigation, as well as highly efficient pivot systems.

Reducing soil erosionSoil erosion makes millions of hectares of farmland infertile every year. We work with farmers to prevent run-off of soil and chemicals from fields by promoting the use of minimum tillage and setting up buffer zones of vegetation between fields and rivers.

Syngenta’s non-selective herbicides, such as TOUCHDOWN® and GRAMOXONE®, enable farmers to control weeds without tilling the ground. By conserving soil structure, erosion is reduced, fewer nutrients are lost, the water-holding capacity of the ground is improved and less CO2 is released into the atmosphere. Minimum tillage also helps to preserve soil biodiversity, the foundation for healthy soils.

In 2009, we built on our extensive research on soil and water conservation in Europe and the USA to begin a three-year trial of conservation agriculture in tea crops in Vietnam. In the study’s first year, conservation agriculture techniques used on sloping land demonstrated a 70 percent reduction in soil erosion and 14 percent yield increase.

Preserving biodiversityBetter yields on existing farm land, combined with sustainable agriculture techniques such as minimum tillage and the creation of diverse habitats on field margins, are essential for the preservation of biodiversity in arable areas.

In 2009, Syngenta stewardship and marketing teams expanded the reach of OPERATION POLLINATOR®, a five-year project to increase biodiversity by establishing 10,000 hectares of wildlife habitat on cropland margins. Building on the success of OPERATION BUMBLEBEE® in the UK, the program has now been introduced in France, Germany, Hungary, Italy, Portugal, Spain, Switzerland and the USA. Participating farmers use a pollen and nectar-rich flowering seed mix – specially designed and adapted to local conditions by Syngenta – to create habitats for bees, pollinating insects and birds on field margins and other areas of land that cannot be easily farmed.

The program demonstrates the mutual benefits of productive agriculture and practical conservation. It forms the basis for independent research conducted in partnership with the conservation organization Earthwatch Institute.

Syngenta continues to support and participate in international roundtables on sustainable agriculture, including those focused on palm oil, sugarcane and biofuels. The roundtables aim to improve knowledge and use of the science and technology behind the production of these crops for food and fuel, including conservation agriculture techniques.

Aklima Akther (left) explaining the Pani Pipe system to Siraj and Hormuz Ali, farmers near Joydevpur in Bangladesh.


My contribution: Abdul Hannan and Aklima Akhter Gazipur, Bangladesh

Aklima Akhter, Market Developer, knows first hand how hard farmers in Bangladesh work to cultivate rice. She spends much of her time showing them how Syngenta products work and how to improve farming efficiency. “This year I helped rice farmers around Dhaka implement a new, water-saving technology called PaniPipe, which we distributed without charge,” she explained.

Syngenta developed the PaniPipe, also called “alternate wetting and drying” technology, in collaboration with the International Rice Research Institute (IRRI). Farmers were able to decrease irrigation costs, save groundwater, and conserve diesel fuel used to pump water. The PaniPipe, inserted into the ground

vertically, allows farmers to monitor water level below ground, decreasing the need to flood rice. This led to a 30 percent saving in water from the nearly 5,000 liters used traditionally to produce one kilogram of rough rice.

“The farmers could see the benefits and quickly understood how it worked,” says Abdul Hannan, Senior Marketing Officer, who taught Aklima and the rest of his team how the PaniPipe system works. “Most exciting of all, the savings in water, combined with increased yield, allowed farmers to increase their return on investment by more than 30 percent – in many cases taking them from a net loss to net gain.”


Rural communities play a critical role in feeding the world’s growing population. Yet many farmers, particularly in developing economies, live in poverty. Syngenta helps farmers around the world access the technology, training and know-how they need to increase yields sustainably and improve their livelihoods.

Benefits for rural communities

Our contribution


My contribution: Humphrey Kiruaye Nairobi, Kenya

Area sales manager Humphrey Kiruaye offers farmers in Kenya improved seeds combined with crop protection and training on best farming practice and safe use of products. “I introduce them to new technologies they have never had access to before and provide them with the skills they need to improve their productivity and their livelihood,” he says.

Most of his customers are small scale farmers with just an acre of land. He helps them to produce surplus crops to sell, enabling them to buy supplies for their families and invest in better seeds or other inputs for next season to become a sustainable farming business.

“Kenyan farmers have been going through tough times with droughts in recent years,” says

Humphrey. His team works with irrigation partners to help farmers construct irrigation water ponds to store water and, through the Syngenta Foundation, growers can insure the products they buy for their crops in case of drought or flooding.

In one case, Humphrey, a trained agronomist, advised a grower in central Kenya to build an irrigation water storage pond and use conservation agriculture to reduce the water needed for crops. It has now become a teaching center for the local community. The farm has diversified to include a chemical store and disposal unit, beehives to improve pollination and fish in the pond.

Humphrey Kiruaye (left) talking to David Mata, Assistant Farm Manager, at Daisa Horticultural Farm in Timau, Kenya.


Over the next 40 years, most of the growth in world population will occur in developing countries. At the same time, the trend towards urbanization will continue, posing a risk to the future of rural communities. It is essential to improve the livelihood of growers in order to ensure that these communities survive and flourish, and are capable of meeting increased food demand. Access to technology and better farm practices improves yields and thereby raises farm incomes. The link between poverty and agricultural productivity is clear: in South East Asia yields have increased by 60 percent over the last 20 years, with a corresponding decline in poverty by one third.

We help growers improve productivity and incomes through access to technology, training and markets. We also contribute to creating a healthy environment by ensuring farmers understand how to use our products safely through our stewardship programs (see page 33).

Our strategy is complemented by the Syngenta Foundation for Sustainable Agriculture which focuses primarily on subsistence and small-scale commercial farming. Many of our programs are also run in partnership with local governmental and non-governmental organizations to reach communities and promote long-term benefits. We adapt our approach to meet the diverse needs of rural communities in different regions around the world.

Farmers from subsistence to entrepreneursIncreasing the productivity of smallholders’ land helps them to produce a surplus which they can sell on local markets and invest in cash crops to earn additional income for their families.

Syngenta’s FRÍJOLNICA® program is helping Nicaraguan bean growers transform their farming into a sustainable business by enabling smallholders to obtain micro-finance through a local finance partner. They can buy seeds, herbicides and fertilizers and repay the loan when the bean harvest is sold. Access to these technologies – combined with training and technical assistance from professional agronomists – has fundamentally transformed the way they farm. Many have experienced yield increases of up to 100 percent.

Tailored business models for smallholdersOur training program to help boost yields and improve the livelihoods of smallholder farmers in the arid area of Laikipia, Kenya, has highlighted the need to make crop protection products more accessible. For this reason, Syngenta has introduced a range of products sold in small packs at an affordable price, branded Uwezo (meaning “ability” in Swahili).

Local Syngenta teams work closely with farmers to demonstrate the benefits of our technology and show them how to use our products appropriately. In China, we run demonstrations where farmers can meet experts and see for themselves the benefits of applying modern technology and sustainable farming practices. For example, adding sweet pepper to their existing crop rotation of watermelon and corn has enabled some farmers to double their income.

We have grown our leading crop protection business in Bangladesh by using an extensive outreach program. Syngenta representatives and agronomists visit farmers and demonstrate the effectiveness of our products in solving their specific local challenges. During these visits, our representatives recognized the influence that women have on purchasing decisions for family farms in Bangladesh, but it was often difficult for salesmen to approach them without breaking social conventions. The team has now taken on more than 40 women to visit families and explain the benefits of our products, as well as to provide training and support for farmers.

Helping farmers adapt to climate changeFarmers in arid areas, especially in Africa and India, are already feeling the effects of climate change, with increasingly volatile rainfall and previously fertile land becoming too dry to sustain crops. Innovative technologies developed by Syngenta can help them to use precious water resources more efficiently and to produce higher yields from the same resources.

Smallholder farmers, particularly in drought-prone areas, are often reluctant to invest in quality seeds and inputs such as fertilizer and crop protection products, because they would be unable to repay debt if the crop fails. In 2009, the Syngenta Foundation trialed a service among 200 maize farmers in Kenya to insure their investment in inputs against the effects of drought.

Tackling health threats from malariaFarmers in many African regions face a continual threat to their health from malaria-carrying insects. Widespread ill health affects farm productivity because people are unable to work. As a result, smallholder farmers often choose to plant staple crops for subsistence rather than more labor-intensive cash crops.

Syngenta plays an important role in preventing malaria through a broad portfolio of products to control mosquitoes, including the ICON insecticide range that protects homes with treated mosquito nets and kits to spray indoor surfaces. More than three million households were treated with Syngenta products in 2009. This is complemented by training to identify the source of mosquitoes and understand how to use our products safely and effectively.

Syngenta Foundation for Sustainable Agriculture

The purpose of the Syngenta Foundation for Sustainable Agriculture (SFSA) is to help smallholder farmers become more professional growers by extending science-based know-how, facilitating access to quality inputs and linking them to markets in profitable ways.

The Syngenta Foundation supports partners who work in agriculture in resource- poor settings in developing countries and emerging markets to increase agricultural productivity and improve livelihoods and income.

For more information on SFSA visit: www.syngentafoundation.org


Through its broad portfolio, global presence and successful innovation, our Crop Protection business reaffirmed its leading position in a challenging market environment and supported growers around the world in their drive towards higher productivity.

Enhancing plant performance

Crop Protection


In 2009, our Crop Protection sales of $8.5 billion were close to the exceptional level of 2008 at constant exchange rates, despite lower crop prices and liquidity constraints in some emerging markets. The weak economic environment also had a significant impact on the Professional Products business. Sales were further affected by a late start to the northern hemisphere season and reduced pest pressure. The outstanding value that our products offer to growers, even at lower crop prices, allowed us to raise prices, largely offsetting a decline in volume. We were also able to offset the impact of higher raw material costs in the first half of the year and to deliver an EBITDA margin of 26.4 percent.

We estimate that in 2009 Syngenta gained market share on a global basis for the fifth consecutive year. The gains reflect the breadth of our portfolio and the success of marketing strategies tailored to the differing needs of growers across the world.

Emerging markets: positioned for growthWe continue to see enormous scope for increased use of our products in emerging markets. In 2009, we had to balance this opportunity with the need for financial prudence in those regions where financial upheaval and liquidity shortage dramatically increased the level of risk. Our longstanding experience in these markets enabled us rapidly to implement effective and innovative risk management tools with, for example, the execution of our first barter transactions in Eastern Europe. An easing of the credit situation in the second half of the year paved the way for renewed expansion of our business.

In the emerging markets of Asia, where growers were largely untouched by the credit crisis, sales continued to show strong growth, with particular emphasis on rice. Although rice plays a crucial role in local food production, the pace of technology adoption has historically been slow. With growers now seeking to achieve sustainable improvements in yield, Syngenta’s products are playing an increasingly important role. Following its successful introduction in Indonesia in 2008, VIRTAKO® insecticide from the DURIVO® range, had a highly successful launch in China, with first year sales there of $15 million. Rice growers are also increasingly adopting seed treatment with CRUISER® a solution of choice, delivering a yield benefit of around 10 percent. Overall Crop Protection sales on rice in Asia Pacific rose by 19 percent to over $350 million, and are expected to reach $750 million by 2014.

The transition to modern crop protection technology increases yield for countries striving to achieve self-sufficiency and improves crop quality for those seeking to access export markets. Syngenta’s products are well positioned to replace older chemistries: we have state-of-the-art manufacturing facilities in India and China, and our cost structure and adapted product formats allow us to meet the needs of small-scale growers.

The export potential of emerging markets continues to be demonstrated in Brazil and Argentina, where soybean acreage rebounded in the second half of the year following a production shortfall in the first half due to drought. The competitiveness of Latin American growers has been enhanced by their adoption of new solutions for disease control and seed care. In corn, Syngenta has created a new market for fungicides, building on its leading position in the treatment of soybean rust with PRIORI XTRA®. Over the last three years corn fungicides have been adopted on almost half of Brazilian corn acres, and Syngenta has achieved a market share close to 50 percent. In seed treatment, CRUISER® is recognized not only for its broad spectrum insect control but also for its patented vigor effect, which results in healthy germination, stronger plants and higher yield.

Evolving grower needsAlongside Brazil and Argentina, the United States is the world’s major producer of soybean. For the past ten years or more, US growers have been reliant on glyphosate for weed control, used in conjunction with herbicide-tolerant technology. But an increasing number of weeds are now resistant to glyphosate. Syngenta is uniquely placed to tackle this emerging problem with six soybean selective herbicides in our portfolio. US sales of these products increased by over 60 percent in 2009, helped by the launch of FLEXSTAR® GT, a combination product with glyphosate offering growers the convenience of broad spectrum weed control.

In US corn, we provide activity against glyphosate-tolerant weeds with HALEX®, which showed continued growth in a glyphosate market subject to heavy price pressure from mid year. Syngenta markets glyphosate as one component of a broad portfolio but does not manufacture the product, a model which has limited the sensitivity of our earnings to the price declines in 2009.

Crop Protection sales 2009

$8.5bn–2%1

New product sales 20092

$308m+32%1

08

10.0

9.0

8.0

7.0

6.0

5.0

4.0

3.0

2.0

1.0

0 07 09

09 08 +/–%EAME 2,667 3,214 –5

NAFTA 2,567 2,693 –

LATAM 1,907 2,037 –6

APAC 1,350 1,287 +11

Crop Protection sales by region1,3

EBITDA margin 20094

26.4%26.6% 2008

1 Growth at constant exchange rates (CER) 2 Crop Protection products launched since 2006 3 Including inter-segment sales 4 For a definition of EBITDA, see page 44


Crop Protection

New product successNew products – defined as those launched since 2006 – play an important role in the expansion of our market share. The cereal herbicide AXIAL® again showed strong growth, with sales volume in its largest market Canada up by almost 50 percent. The fungicide REVUS® continued its roll-out on vegetables and vines, with sales nearly doubling. In addition to its success on rice in Asia, the DURIVO® range has been launched in a number of markets on vegetables and in Argentina on soybean; it has also received a full registration in the USA under the brand VOLIAM XPRESS®. AVICTA® Complete Corn, the only product on the market to offer growers effective protection against nematodes, early season insects and disease, demonstrated its efficacy in over 1,000 large plot trials. A full commercial launch will take place in the USA in 2010, and we have also submitted for registration on corn and soybean in Brazil.

Selective Herbicides Major brands: AXIAL®, CALLISTO® family, DUAL®/BICEP® MAGNUM, FUSILADE®MAX and TOPIK®

Sales were unchanged with broad-based price increases offsetting lower volume. AXIAL® and TOPIK® both performed strongly on cereals in North America. In the USA, increased soybean acreage and weed resistance resulted in a resurgence of demand for soybean herbicides. Corn herbicide sales were lower reflecting reduced acreage and risk management in emerging markets, as well as the impact of late planting in the USA.

Non-selective HerbicidesMajor brands: GRAMOXONE® and TOUCHDOWN®

Sales were lower owing to price reductions for TOUCHDOWN® in the second half of the year, which were accompanied by a recovery in volume growth. GRAMOXONE® sales were also lower with declines in Australia, due to drought, and in emerging markets.

FungicidesMajor brands: ALTO®, AMISTAR®, BRAVO®, REVUS®, RIDOMIL GOLD®, SCORE®, TILT® and UNIX®

Fungicides saw strong demand on rice in Asia Pacific and, in the second half, on soybean in Latin America. REVUS® was launched in a number of new markets and sales almost doubled. Northern hemisphere sales overall were lower due to a shorter season and reduced disease pressure. Fungicide pricing was significantly higher and offset the decline in volume.

Heike Köhler (left), Head of Sales East Germany, discussing solutions tailored to customer needs with Thomas Seeger, Head of the Agrar-Gesellschaft “Börde” Rottmersleben. Since joining Syngenta in 2004, Heike has seen firsthand the positive impact that combining the best seeds with the right crop protection products has on achieving the highest crop yields.



InsecticidesMajor brands: ACTARA®, DURIVO®, FORCE®, KARATE®, PROCLAIM® and VERTIMEC®

Sales were slightly lower with a lack of soybean pest pressure in the USA and Latin America. Sales in Asia Pacific grew strongly throughout the year with a successful roll-out of DURIVO®, offering growers new crop enhancement benefits.

Seed CareMajor brands: AVICTA®, CRUISER®, DIVIDEND® and MAXIM®

Seed care sales increased broadly. The main driver was CRUISER®, where growth was volume driven with a modest increase in price, and benefited in particular from a registration in France and a new soybean application in Canada.

Professional ProductsMajor brands: FAFARD®, HERITAGE® and ICON®

Professional Products were affected by the economic downturn, which reduced demand in the golf and horticulture segments and led customers to purchase more cautiously.

Selective Herbicides

Crop Protection product line sales $m

09

08

07

2,221

2,412

2,019

Non-selective Herbicides 09

08

07

1,141

1,329

902

Fungicides 09

08

07

2,442

2,620

2,004

Insecticides 09

08

07

1,312

1,423

1,205

Seed Care 09

08

07

821

830

604

Professional Products 09

08

07

458

527

475

Invinsa™1

Targetlaunch

Research optimization

Early development

Late development

Peaksales

2010–2012

Isopyrazam

Sedaxane >$1.5bn

Bicyclopyrone

Cyantraniliprole

Post 2012

Crop Protection pipeline

Stress tolerance

Cereal fungicide

Seed Care fungicide

Corn and sugarcane herbicide

Insecticide

Hambra

Fungicide

Herbicide >$500m

Insecticide

New crop enhancer

Fungicide

1 Invinsa™, a trademark of AgroFresh Inc.


Our Seeds business recorded higher sales and improved profitability driven by the transformation of our corn offer in the USA, growth in emerging markets and the ongoing expansion of Vegetables and Diverse Field Crops.

Building on global technology platforms

Seeds


2009 was a year of robust growth supplemented by acquisitions. Sales increased by 13 percent at constant exchange rates to $2.6 billion. Growth was driven by higher prices, reflecting the value that Seeds technology represents for growers. In particular, the transformation of our corn portfolio in the United States contributed to an improvement in the Seeds EBITDA margin to 9.5 percent compared with 5.5 percent in 2008. The business is on track to achieve the targeted margin of 15 percent in 2011. Our performance also reflects continuing growth in our high margin Vegetables and Diverse Field Crop businesses and the optimization of our cost base.

In the emerging markets, the move towards higher value seeds was most pronounced in Asia Pacific, which saw substantial gains in volume and price. After a difficult first half due to drought and credit constraint, Latin American sales recovered sharply in the second half. In Eastern Europe, risk management limited sales early in the year but conditions subsequently improved, with further expansion of Syngenta’s leading sunflower business.

Strengthened trait offerAlthough growers faced a more uncertain economic environment in 2009, the structural shift towards genetic modification (GM) technology continued. In the USA, our proprietary triple stack corn seeds expanded to represent around 25 percent of units sold, and we look forward to further growth in 2010, with an increasing proportion present in elite germplasm. Our ability to enrich our offer with proprietary seed treatment is giving us a unique competitive advantage as we continue the transformation of our portfolio.

Early in the year the US Environmental Protection Agency (EPA) granted registration approval for insecticidal trait stacks including Syngenta’s novel AGRISURE VIPTERA™ trait, which is awaiting USDA approval. AGRISURE VIPTERA™ controls a broad spectrum of lepidoteran corn pests and, when stacked with Syngenta’s other proprietary traits, can provide a yield advantage ranging from 11 to 18 bushels per acre, depending on the level of insect pressure.

In November, AGRISURE VIPTERA™ received approval from the Brazilian authorities, reflecting its effectiveness against a number of insects, notably fall armyworm. At the same time we received approval for GA21xBt11 double stacked corn, enabling us to be at the forefront of the launch of stacked technology in Brazil. The GA21xBt11 stack has also been approved in Argentina, the world’s second largest exporter of corn.

These developments demonstrate the transferability of our technology and the increasing return from the investments we have made over the last five years. These returns are being further enhanced through cross-licensing. As an example, in April, Syngenta signed an agreement with Dow AgroSciences to cross license the two companies’ respective corn traits for commercialization within their branded seed businesses. Syngenta received licenses with stacking rights to Dow AgroSciences’ Herculex®1 I and Herculex® RW insect traits, while DowAgroSciences received licenses to Syngenta’s AGRISURE® traits. The combination of Herculex® and AGRISURE® represents a major advance in insect control, and will enable us from 2011 to offer our US customers multiple modes of action targeting refuge reduction and improved efficacy.

Multi-stack options, including refuge reduction, are a component of our corn strategy – but our priority is to cater for the differing agronomic needs of the market. These include abiotic stresses such as dry conditions, and we plan to introduce a native trait for drought tolerance in 2011.

The potential of our technology platforms also reaches beyond corn. In Brazil, our VMAX® soybean combines the advantages of glyphosate-tolerant technology with germplasm that matures at a faster rate, allowing growers sufficient time to plant two crops in one season. Since entering the soybean market in 2007, we have achieved a share of 10 percent.

Reinforcing Diverse Field Crops In sunflower, advanced breeding techniques and hybridization are bringing yield advances in a market driven by consumer demand for healthy oils. Syngenta enhanced its world leading position in 2009 with the acquisition of Monsanto’s sunflower business. The acquisition further complements our already extensive genetic pool and will allow us further to leverage our leading R&D. It also broadens our maturity profile and geographic reach, building on the emerging market investments of recent years.

Seeds sales 2009

$2.6bn+13%1

0807 09

3.0

2.0

2.5

1.5

1.0

0.5

0

09 08 +/–%EAME 933 1,077 +3

NAFTA 1,187 979 +22

+12LATAM 243 216

APAC 201 170 +28

Seeds sales by region1

EBITDA margin 20092

9.5%5.5% 2008

1 Growth at constant exchange rates (CER) 2 For a definition of EBITDA, see page 44

1 Herculex is a registered trademark of Dow AgroSciences LLC


Seeds

Expanding demand for vegetablesJust as consumer demand is driving our sunflower business, Vegetable seeds are also benefiting from the global demand for healthy nutrition. And in emerging markets where vegetable-based diets are common, the desire for better quality and more variety is driving double-digit growth in our sales.

In 2009, we established a significant position in the US lettuce market through the acquisition of Synergene Seed & Technology, Inc. and Pybas Vegetable Seed Co, Inc. These acquisitions will also allow us to broaden our lettuce development portfolio in Europe and Asia; they bring a broad range of proprietary germplasm combined with strong breeding and production capabilities.

A uniquely broad portfolioOur presence across a broad range of crops is amplified by our unique ability to leverage common technology platforms. The diversity of our portfolio enables us to maximize our broad geographic presence, which we continue to expand through our ongoing commitment to emerging markets. As our business grows, we are enhancing profitability and expanding the role that seeds play in improving agricultural productivity.

Corn and SoybeanMajor brands: AGRISURE®, GARST®, GOLDEN HARVEST® and NK®

Growth across all regions was led by significant increases in NAFTA and Asia Pacific. Underlying growth was augmented in the fourth quarter by a change in sales terms in the USA, implemented in alignment with industry practice. Sales of our proprietary triple stack corn AGRISURE® 3000 GT in the USA showed a significant advance. Soybean sales were also higher with premium pricing for our high-quality germplasm. Soybean also showed strong growth in Brazil due to the popularity of our VMAX® offer. In Asia Pacific, our leading tropical corn germplasm enabled us to outperform in a growing market.

Diverse Field Crops Major brands: NK® oilseeds and HILLESHÖG® sugar beet

Sales increased in all regions, with Europe and NAFTA accounting for most of the business. Sales showed solid growth in Western Europe; in Eastern Europe higher prices more than offset the impact of risk management measures on volume. In the USA, sales of glyphosate-tolerant sugar beet continued to expand.

Ademir Capelaro (left), Head of R&D Brazil, and Lilian Saldanha, Head of Regulatory Affairs Seeds, examining insect-resistant Bt11 corn plants in a greenhouse in Uberlândia, Brazil. Ademir and his team develop new corn varieties that help farmers increase yields and reduce costs. To ensure that such varieties reach farms, Lilian works with governments and growers to inform them about the benefits and safety of modern biotechnology in seeds.



VegetablesMajor brands: DULCINEA®, ROGERS®, S&G® and Zeraim Gedera

Growth reflected the ongoing expansion of high value products in our strategic crops. Sales growth was especially strong in Latin America and in the emerging markets of Asia.

Flowers Major brands: Fischer, Goldfisch, Goldsmith Seeds, S&G® and Yoder

Growth reflected the consolidation of Goldsmith Seeds, Inc. and Yoder; underlying sales were affected by the economic environment.

Corn and Soybean

Seeds product line sales $m

09

08

07

1,210

1,040

893

Diverse Field Crops 09

08

07

429

462

351

Vegetables 09

08

07

594

603

502

Flowers 09

08

07

331

337

272

Input traits

Early development

Late development

Initial launches

AGRISURE VIPTERA™

Dual: above ground

2012Dual/dual

2nd generation CRW

Seed Care

Corn pipeline

AVICTA® COMPLETE CORN

Output traits

2010

2010

2011

2010

ENOGEN™

1 Native traits followed by GM

Abiotic stress

Drought tolerance1

Nitrogen use efficiency

Peaksales

> $2bn

2014

20111

Post 2015


By combining our Crop Protection and Seeds technologies in the Lawn and Garden business, we address the specific needs of growers, retailers and consumers.

Integrating offers for new markets

Lawn and Garden


The Lawn and Garden business combines Flowers and Professional Products, which are reported under Seeds and Crop Protection respectively. Pro-forma sales in 2009 were $789 million.

These businesses address a different market from the agricultural customer base served by other Syngenta activities. Sales are largely through specialized distributors or directly to professional users such as ornamental growers and golf course managers. Lawn and Garden also supplies consumer plant protection products through partners who market them in home improvement stores, garden centers and grocery retail channels.

Syngenta is in a unique position to drive innovation and the development of new product offerings, firstly by virtue of our broad Crop Protection portfolio, which we can employ in non-crop applications, and secondly by leveraging our deep understanding of plant genetics and technology with our global leadership in flowers. We are developing an integrated offer which will meet and anticipate all our customers’ needs and will bring new standards of performance and quality to the Lawn and Garden market.

Leading in flowersOur integrated offer is now available to over half of the large ornamental growers in NAFTA, representing more than 50 percent of the market. In 2009 we increased our market share with these major customers in a difficult market.

Ornamental growers and retailers require healthy plants which satisfy consumer preference and command good levels of profitability. The growers must deliver millions of top quality, retail-ready plants to coincide with times of peak consumer demand, and therefore need suppliers who can offer both top class genetics and plant protection solutions with logistical efficiency. Our world-leading position in flowers has been enhanced by a series of acquisitions. In 2009 we successfully integrated Goldsmith Seeds and the Yoder Chrysanthemum and Aster product lines acquired in the previous year.

Syngenta offers the widest range of pot and bedding plants in the industry in the form of seeds, cuttings and young plants. We are the number one genetics supplier in four of the six best-selling crops worldwide – geraniums, pansies, impatiens walleriana and chrysanthemums – which together account for some 60 percent of the flowers genetics market.

In 2009, we demonstrated the strength of our portfolio with three top industry awards based on both the appearance of our varieties and the science behind them. We launched the CALLIOPE™ Dark Red geranium in Europe and created a new market segment for pelargonium hybrids supported by the “big box” retailers in the USA. Our new poinsettia series MIRA® – “our coldest star” – can grow at lower temperatures and will allow growers to save on energy costs.

Solutions for golf and landscapeThe golf and turf business comprises products for golf courses, sports pitches and recreational amenities. The landscape and pest management business covers landscape maintenance, aquatics, forestry and professional pest control.

The golf market in 2009 was affected by lower spending by course managers as a result of the economic downturn, notably in North America. Nevertheless, we continue to be well positioned in the key golf markets of the USA, Canada, Japan, Australia and the UK. Our focus is on developing sustainable solutions, which can improve the quality and productivity of golf courses. New product launches in 2009 included HERITAGE® G, based on our world-leading crop protection fungicide azoxystrobin, and RESCUE™, a novel solution for controlling invasive grasses.

In the landscape and pest management business, we are working on a number of new tree care technologies. These include microinfusion technology to control insects such as the horse chestnut leaf miner in central Europe and the emerald ash borer in the USA, as well as solutions for the plantation forestry market in Latin America.

Increasing our consumer offerBuilding on the success of the 150-year-old MAAG™ brand, we have significantly expanded our consumer offer of branded products, targeting non-professional gardeners, through a series of partnerships with Compo in continental Europe, Westland in the UK and Ireland, Central Garden & Pet in the USA and Fumakilla in Japan.

RESOLVA 24H® is the fastest growing weed killer brand in the UK. In 2010, we plan to extend into the market for lawn selective herbicides with the RESOLVA® LAWN range. We are also planning the launch of PLANT RESCUE® brands, a range of insecticides and fungicides. In the USA, the Maxide®1 range containing Syngenta insecticide and fungicide granules for lawn care has already been listed in major retail outlets.

1 Maxide is a registered trademark of Central Garden & Pet

Nico de Haan (right), Senior Product Technical Manager for Syngenta in the Netherlands, offering technical assistance to grower Peter van der Plas. Nico supports growers by providing in-depth knowledge of Syngenta products so they can produce the best quality crops at the lowest cost.



Growers around the world face multiple challenges which threaten to reduce yields and lower crop quality. Syngenta is in a unique position to provide them with complete solutions. We do this by leveraging the breadth of our scientific expertise and optimizing the interaction of biology and chemistry in plant physiology.

Leveraging our deep understanding of plants

Research and Development

Research and development investment in 2009 amounted to nearly $1 billion, reinforcing our industry-leading position. We employ approximately 5,000 people at R&D centers and field stations around the world. Our scientists are dedicated to meeting growers needs by raising crop yields and improving quality in a sustainable way.

Syngenta is constantly striving to accelerate innovation to meet our customer’s needs by focusing on four key drivers: strengthening the organization, integrating the breadth of our expertise, developing our talent and working in partnerships.

Strengthening the organizationOur Seeds R&D leadership team is ensuring that we leverage our knowledge, capabilities and resources more powerfully across a range of crops. This allows us to build stronger global platforms utilizing cross-crop knowledge which benefits the whole of R&D. This team facilitates a closer working relationship with Crop Protection R&D to ensure growers’ challenges can be addressed on multiple levels through the combination of seeds, traits and chemistry.

In Europe, investment continued in our major Crop Protection research centers at Jealott’s Hill, UK, and Stein, Switzerland. We have established Jealott’s Hill as the center of our formulation expertise with the completion of a five-year project utilizing robotics. Our new formulation robot can receive instructions from any Syngenta laboratory worldwide and by running millions of samples 24 hours a day, seven days a week, it is accelerating formulation chemistry. Stein is the site of our Seed Care Institute as well as chemistry and biology Crop Protection research facilities. The site expansion was completed in 2008 and is already starting to yield results.

Emerging growth markets open up a wealth of knowledge and potential. We are ensuring that we capture scientific expertise and insights in these markets through expansion of the R&D organization in China and India.

In China, our biotechnology center in Beijing focuses on early-stage evaluation of genetically modified traits. Investment in a permanent site is underway, with plans to more than double local employment to 200 by 2011. We have also established a Scientific Know-how Exchange Program in partnership with the International Rice Research Institute to help build scientific capabilities in rice.

The site in Goa, India, which focuses on developing new chemistry leads for development at our sites in Jealott’s Hill and Stein, will expand facilities to enable focus on the interaction between research chemistry and process chemistry. This will help to further compress cycle times, thereby accelerating product development and maximizing the commercial value of new products.

Integrating our expertiseThrough our deep understanding of plants and our breadth of knowledge, we can optimize the relationship between biology and chemistry in plant physiology. One example is thiomethoxam, an insecticide that increases plant vigor, leaf greening and root mass for a healthier plant with increased yield even in the absence of insect pressure. Used as a seed care treatment, it protects the seed and young seedling at their most vulnerable stages.

Our knowledge of biology and chemistry is also driving the development of integrated approaches to crop management. In soybean we have several examples: introduced in 2009 in Canada and the USA, the APHID MANAGEMENT SYSTEM™ is an industry first which

R&D investment 2009

$960m$969m 2008

Global R&D sitesGreensboro, NC, USA Formulation Environmental Science

Research Triangle Park, NC, USA Biotechnology, R&D

Jealott’s Hill, UK Chemical Discovery Weed Control Formulation Bioscience Environmental Science

Stein, Switzerland Fungicides Insecticides Professional Products Seed Care

Goa, India Chemistry

Beijing, China Biotechnology

Enkhuizen, Netherlands Vegetables Flowers

Toulouse, France Vegetables Sugar beet

brings together seeds, traits and chemistry. Aphids can reduce yields by more than half, and Syngenta’s system can control up to 90 percent of these pests throughout the growing season.

The management of soybean rust combines a native trait for rust resistance with broad-spectrum fungicides to protect the crop throughout its life cycle, ensuring good crop quality and yield. In 2009, Syngenta also entered into a collaboration with Evogene Ltd. to identify plant genes related to soybean nematode resistance. This collaboration complements our in-house trait discovery program to strengthen further our offering to soybean growers.

Syngenta is also improving its integrated offer to sugarcane growers. In 2009, we licensed gene-stacking technology from Chromatin Inc. In 2011, we expect to launch PLENE™ which has the potential to revolutionize sugarcane planting. PLENE™ provides the opportunity to grow sugarcane from smaller cane segments using proprietary treatments, potentially reducing production costs by 25 percent.

Developing talentA culture supportive of innovation, collaboration and open exchange is essential in R&D. We have further supported this culture in 2009 by introducing the use of a web-based, open innovation platform. Using both internal and external audiences, we have successfully solved specific R&D challenges which have led to increased efficiencies and exciting new product opportunities.

We also piloted a training program specifically for R&D employees to gain insight into customers’ perspectives and deepen their knowledge of market-driven product concepts. These pilots were very successful, and we will now extend this program to the global R&D community.

Our focus on people is also recognized externally. Syngenta Biotechnology Inc. in North Carolina, USA, marked its 25th anniversary and was voted one of the top 20 biotech employers – out of 575 companies – in a survey by Science magazine and the American Association for the Advancement of Science.

Working in partnershipsSyngenta is continually striving to improve processes and procedures – be it through best practice, or through cutting-edge technology. One way to achieve these goals is through partnerships.

We have several strategic partnerships in China, including the Hubei Biopesticide engineering research center to learn more about the potential of natural products, and the eminent Shanghai Institute of Organic Chemistry for crop protection innovations.

Syngenta is always investigating new technology platforms. In 2009, Syngenta Ventures invested in Metabolon, a US biotech company, to gain access to their metabolomics technology. This approach provides insight into the biochemical processes happening within a cell to accelerate the development of new native and genetically modified traits. This was the first direct investment by our newly established corporate venture capital subsidiary.

We are also exploring how we can improve agronomic practices. This work includes collaborations in the UK with Manchester University on the use of sensors in agriculture, as well as building predictive models for biological systems with London’s Imperial College.

Xingping Zhang (right) Head of Global R&D Watermelon, examining mother plants for pepper anther culture with Laurie Howard, Cell Biologist, working in Gilroy Dihaploid Lab in Gilroy Research. Communication with growers and consumers to understand their needs and develop tailored solutions is a vital part of Xingping’s role. Xingping also helps to drive Syngenta’s technology strategy and promote innovative research techniques to reduce the time necessary to develop a product from concept to market.



At Syngenta we know that the individual contributions of our people help the world address the global challenge of ensuring food security. More than 25,000 employees in over 90 countries can say with pride: “Our work matters.”

Our work matters

People

Jutta Suchanek (right), Head of HR for Business Development Seeds and L&G, and Corinne Lo Verdi, Head of HR Communication Switzerland, working on the “Our work matters” campaign. The campaign was launched in 2008 to further strengthen every employee’s role in ensuring food security and bringing benefits to communities.



Employees1

25,92524 148 2008

We engage our employees and attract potential future employees through our ability to provide rewarding opportunities to contribute to key global challenges. Our focus is on improving the ways in which we work together, learning and growth opportunities and leadership development. Our efforts are recognized both internally and externally.

Working togetherWe consider our way of working as a key differentiator. Our culture emphasizes the importance of living our company purpose, Bringing plant potential to life, along with our four values: innovation, intensity, health and performance.

These values create the foundation for our successful internal recognition program, the Syngenta Awards, with more than 10,000 participating employees entering over 1,000 projects. The Awards projects demonstrate how our values shape the way we work in teams, with partners and customers, and how we contribute to local communities and society at large.

The Syngenta Code of Conduct clearly sets out the high standards stakeholders can expect from Syngenta on a broad range of issues. Together with our purpose and values, it guides our behavior. The requirements of the Code were brought to life in 2009 in leader-led team discussions and an online training program. Employees are encouraged to refer any questions or concerns they may have to their line manager or a confidential external compliance helpline.

Syngenta wants to ensure that our employees maintain a healthy work/life balance. In the USA, for example, Syngenta launched an addition to its Reaping Rewards program: a Mobile Wellness Unit which tours our US sites. The unit provides the opportunity for registered nurses to offer various health checks, testing, assessment and educational opportunities to employees and their spouses. At our Flowers sites in Kenya and Ethiopia, we provide medical services for more than 5,000 employees, and support schools for their children and the wider community.

Learning and growth opportunitiesOur approach to people development is aligned globally, and our programs adhere to a common set of core learning principles and disciplines which are unique to Syngenta.

Complementing the offer of our learning and development programs is our comprehensive curriculum for functional capability. The Marketing and Sales Excellence (MaSE) program, for example, recognizes our top marketing and sales practitioners, providing them with opportunities to share their expertise and contribute beyond the scope of their existing roles.

In 2009, we launched a career development framework for employees across Syngenta. The myCareer program supports people in development and career planning and helps them to set goals as part of their yearly performance reviews with line managers. It also provides integrated links to learning and development opportunities.

Leadership developmentSyngenta has built a highly flexible set of programs, tools and processes to address the fundamentals of leadership. Our leadership model outlines the required capabilities which we have defined to ensure a consistent, company-wide approach to leadership. Syngenta leaders are expected to take responsibility for the development of their people, providing them with opportunities for growth and development.

In 2009, we expanded development opportunities to highlight the importance of our frontline managers. We have broadened our core skills to include leadership mindsets, behaviors and values.

During 2008 and 2009, a cross section of more than 1,500 Syngenta leaders along with invited external stakeholders, attended the Syngenta Global Leadership Fairs. The five fairs, which took place in different locations around the world, provided participants with the opportunity to share knowledge and experiences, leverage current opportunities and explore future possibilities. Discussions with our external stakeholders deepened understanding of their needs, highlighting the global agricultural challenges facing the world.

Recognizing employee contributionRecognizing employee contributions and achievements is an important part of our culture. In 2009, our Short-Term Incentive package was redesigned, reflecting a standard approach across the organization. Additionally, we extended our Employee Share Program to include Korea, Hungary and China. In 2009, more than 60 percent of our employees were eligible to participate in our Employee Share Purchase Plan.

External recognitionIn 2009, Syngenta was recognized in the USA as one of the Top 20 Biotechnology and Pharmaceutical Employers. Additionally, we won awards as best employer in Romania and Hungary. In Switzerland, the University of Bern recognized the Syngenta Finance Management program with its IOP Award for “Excellence in Human Resource Management: Switzerland’s Best Trainee Program.” Syngenta also ranks among the top five employers in Switzerland for science graduates according to a 2009 study by Trendence. In Waterloo, Canada, we received our third consecutive acknowledgment as one of the region’s Top Employers. Finally, Syngenta was ranked sixth among the best companies to work for in the “Las Mejores Empresas para Trabajar” (Best Companies to Work For) survey in Argentina.

EAME

NAFTA

LATAM

APAC

0912,565

5,214

3,782

4,364

0811,471

5,076

3,610

3,991

Employees by region

1 Permanent personnel as of December 31, 2009


In order to ensure the ongoing success of our business, many functions across our organization need to work together seamlessly. From product development right through to on-farm stewardship, Syngenta is committed to excellence across all our operations.

Driving excellence across our operations

Operations

Efficient production and reliable supply are essential to meet customers’ requirements for high-quality products when they are needed. In 2009, Syngenta continued to expand its production capacity and strengthen relationships with key suppliers. Protecting the health and safety of our people, our customers and the environment is of the utmost importance to Syngenta and underpins our health, safety and environment (HSE) and stewardship activities.

Driving efficiency in production and supplyActive ingredients for our crop protection products are made at eight manufacturing sites – in the USA, UK, Switzerland, China and India. A further 18 facilities around the world produce and package the finished products, bringing new products to local markets quickly, while reducing costs in production and supply.

Investment of $600 million between 2008 and 2010 is increasing our own manufacturing capacity, mainly for azoxystrobin and thiamethoxam, two active ingredients with exceptional growth potential. In 2009, work began on capacity expansion in our production facilities at Grangemouth, UK, and Monthey, Switzerland.

Major suppliers play a critical role in our ability to meet demand for crop protection products, and we invest in these relationships to minimize risks and maximize benefits. We conduct financial health checks and provide them with technical advice.

Audits monitor the HSE and quality performance of suppliers manufacturing crop protection products. Originally focusing on suppliers in China and India, these audits are now being extended to cover new contracts in Europe, with a total of 65 audits completed in 2009.

New global minimum standards for suppliers were introduced in 2009, harmonizing existing local requirements on HSE and ethical behavior with our new Code of Conduct. They will be included as a condition of all new and major existing crop protection contracts and major seed production contracts by the end of 2010.

Our seeds are produced on Syngenta sites and by thousands of contract growers around the world, whose performance and seed quality is monitored through regular site visits. Consistent global labor and HSE requirements are being integrated into growers’ contracts.

Syngenta works with the Fair Labor Association (FLA) to monitor HSE and labor standards on seed farms in India. In 2009, more than 8,000 farmers were monitored, covering 97 percent of the vegetable seed suppliers in three key Indian regions. In 2010, we plan to extend the program to cover growers producing field crop seeds in India, as well as other seed suppliers in Asia, Eastern Europe and Latin America. Syngenta became a full member of the FLA in February 2009 and has committed to cover at least 30 percent of its seed suppliers globally in the labor standards monitoring program.

Responsibility for people and the environmentProtecting the health and safety of our people, our customers and the environment is of the utmost importance to Syngenta. In 2009, our updated HSE Policy and Standards were communicated to employees around the world. Strong HSE practices are central to the way we operate, and meeting the Syngenta HSE Standards is therefore a core responsibility of every leader in the company.

We measure health and safety through the global injury and illness rate (IIR, per 200,000 hours worked). We aim to maintain an IIR of 0.5 or below. In 2009, the rate was 0.42, down from 0.5 the previous year.

Syngenta is committed to reducing the environmental impacts of its operations, particularly the greenhouse gas emissions that contribute to climate change. In 2009, our CO2-equivalent emissions totaled 1.45 million metric tonnes, a reduction of 6 percent from the previous year. This decrease in absolute emissions is a result of improved production efficiencies, coupled with a decrease in production volumes following extremely high production to meet unprecedented demand in 2008. Initiatives to reduce our emissions include transferring some product distribution from road to rail in the US and Canada.

We measure our carbon efficiency based on kilograms of CO2 equivalents per dollar of operational income (kg CO2e/$EBIT). In 2009, we emitted 0.76 kg CO2e/$EBIT. Our target is to reduce this figure to 0.56 by 2012, a 40 percent reduction compared with the 2006 baseline.

Leading stewardship programsTaking responsibility for our products – from the production of seeds to the safe use, storage and disposal of crop protection products by growers – is a priority at Syngenta and helps to build strong relationships with our customers and other stakeholders.

Biotechnology is subject to extremely strict regulation internationally, and we conduct extensive research trials to assess the effects of genetically modified crops. In 2009, we integrated our quality management and

compliance monitoring systems into a single set of rigorous standard operating procedures for field trial operators to follow.

In 2009, Syngenta teams working in rural communities around the world trained more than 3.9 million growers to use our products safely and effectively. In the Laikipia region of Kenya, for example, safe and effective use of crop protection products is a core part of our program to help farmers boost yields and improve their livelihoods.

In June 2009, we launched a low-bandwidth version of www.stewardshipcommunity.com to extend access to the wide range of resources available on the website. Regular articles, training materials and a fortnightly blog help growers worldwide understand how to use crop protection products safely. We received more than 4,000 visits from 14 countries to the site in 2009.

Empty containers for crop protection products can pose a risk to human health and the environment if they are not disposed of responsibly. Lack of knowledge among growers can lead to containers being discarded at the edge of fields or burned. Syngenta is leading a program in Guanghan, Southern China, which encourages farmers to return empty containers to retail stores, where they are sent for controlled incineration. Nearly 100,000 containers were collected in the program’s first year.

Integrating our systems and processesIn 2009, we established a new function, Syngenta Business Services, to integrate and standardize our transactional services across the organization. Together with developing new service models, investments in our IT infrastructure will provide the backbone for improving the efficiency of these services, simplify workflow and provide integrated, standardized processes.

In Argentina, Mauricio Morabito (right), Marketing Manager, and Candella Melchiori, Procurement Manager, are developing new ways to deliver products to customers more efficiently and safely. The “Bag in a Box” initiative, for example, decreases packaging waste by delivering refill supplies of crop protection products in replacement bags.



Board of Directors

From left to right: Peter Thompson, Jürg Witmer, Peggy Bruzelius, Jacques Vincent, David Lawrence, Felix Weber, Martin Taylor, Stefan Borgas, Michael Mack, Pierre Landolt and Rolf Watter at a Syngenta pilot production plant for PLENETM in Holambra, São Paulo State, Brazil.

Membership and qualificationSyngenta is led by a strong and experienced Board. The Board includes representatives from five nationalities, drawn from broad international business and scientific backgrounds. Its members bring diversity in expertise and perspective to the leadership of a complex, highly regulated, global business.

Martin TaylorChairman of the Board of Directors, the Chairman’s Committee and the Corporate Responsibility Committee and member of the Compensation Committee. He is also Chairman of the Syngenta Foundation for Sustainable AgricultureAge: 57. Nationality: British. Appointed: 2000Martin Taylor is currently Vice Chairman of RTL Group SA. Previously he was an Advisor to Goldman Sachs International (1999–2005), Chairman of WHSmith plc (1999–2003) and Chief Executive Officer of Barclays plc (1993–1998) and Courtaulds Textiles (1990–1993).

Martin Taylor has a degree in oriental languages from Oxford University.

Michael MackChief Executive Officer, Director and member of the Chairman’s Committee and the Corporate Responsibility CommitteeAge: 49. Nationality: American. Appointed: 2008Michael Mack was Chief Operating Officer of Seeds (2004–2007) and Head of Crop Protection, NAFTA Region (2002–2004) for Syngenta. Prior to this, he was President of the Global Paper Division of Imerys SA, a French mining and pigments concern, from the time of its merger in 1999 with English China Clays Ltd., where he was Executive Vice President, Americas and Pacific Region, in addition to being an Executive Director of the Board. From 1987 to 1996 he held various roles with Mead Corporation. Michael Mack is also Chairman of the Board of the Swiss-American Chamber of Commerce.

Michael Mack has a degree in economics from Kalamazoo College in Michigan, studied at the University of Strasbourg, and has an MBA from Harvard University.

Jürg WitmerVice Chairman of the Board of Directors, member of the Chairman’s Committee and of the Compensation CommitteeAge: 61. Nationality: Swiss. Appointed: 2006Jürg Witmer is currently Chairman of Givaudan SA and Clariant AG. He is a Board member of Bank Sal. Oppenheim Jr. & Cie. (Schweiz) AG. From 1999 to 2005 he was CEO of Givaudan Group. Between 1978 and 1999 he held various management positions within Roche, including General Manager of Roche Austria, Head of Corporate Communications and Public Affairs at Roche Headquarters Basel, General Manager and Regional Marketing Manager of Roche Far East in Hong Kong and Assistant to the Chairman and CEO of the Roche Group.

Jürg Witmer has a doctorate in law from the University of Zurich, as well as a degree in International Studies from the University of Geneva.


Stefan BorgasDirector and member of the Audit CommitteeAge: 45. Nationality: German. Appointed: 2009Stefan Borgas has been President and Chief Executive Officer of Lonza since June 2004. Prior to joining Lonza, he spent 14 years with BASF Group where he held various leadership positions in Fine Chemicals and Engineering Plastics in the USA, Germany, Ireland and China.

Stefan Borgas holds a degree in Business Administration from the University of Saarbrücken and a Master of Business Administration from the University of St. Gallen. He is member of the Board of SGCI Chemie Pharma Schweiz, the association of Swiss chemical and pharmaceutical industries, of the Swiss-American Chamber of Commerce and of the Swiss Management Gesellschaft (SMG).

Peggy BruzeliusDirector and Chairman of the Audit CommitteeAge: 60. Nationality: Swedish. Appointed: 2000Peggy Bruzelius is currently Chairman of Lancelot Holding AB. In addition she serves as Vice Chairman of Electrolux AB and as a Director of Scania AB, Husqvarna AB, Akzo Nobel NV, Axfood AB, Diageo plc and Axel Johnson AB. Peggy Bruzelius is Chairman of the Swedish National Agency for Higher Education and a member of the Royal Swedish Academy of Engineering Sciences. In addition she is a member of the Board of Trustees of the Stockholm School of Economics. Previously she was Executive Vice President of SEB-bank (1997–1998) and Chief Executive Officer of ABB Financial Services (1991–1997).

Peggy Bruzelius holds a Master of Science from the Stockholm School of Economics and an Honorary Doctorate from the same university.

Pierre LandoltDirector and member of the Corporate Responsibility Committee. He is also a member of the Board of the Syngenta Foundation for Sustainable AgricultureAge: 62. Nationality: Swiss. Appointed: 2000Pierre Landolt is currently Chairman of the Sandoz Family Foundation and a Director of Novartis AG. He is also a partner with unlimited liabilities of the private bank Landolt & Cie. Pierre Landolt serves, in Brazil, as President of the Instituto Fazenda Tamanduá, of the Instituto Estrela de Fomento ao Microcrédito, of AxialPar Ltda and Moco Agropecuaria Ltda, and, in Switzerland, as Chairman of Emasan AG and Vaucher Manufacture Fleurier SA and as Vice Chairman of Parmigiani Fleurier SA. He is a Director of EcoCarbone SAS, France, and Amazentis SA, Switzerland. He is also Vice Chairman of the Montreux Jazz Festival Foundation.

Pierre Landolt graduated with a Bachelor of Laws from the University of Paris Assas.

David LawrenceDirector, member of the Corporate Responsibility Committee and Chairman of the Science and Technology Advisory BoardAge: 60. Nationality: British. Appointed: 2009David Lawrence was Head of Research & Development at Syngenta from September 1, 2002 until the end of September, 2008. Prior to his role as Head of Research & Development, David Lawrence was Head Research & Technology Projects (2000–2002) for Syngenta. Prior to this, he was Head International R&D Projects for Zeneca Agrochemicals, having previously held several senior scientific roles. He is also a member of the BBSRC Council and a Board member for Rothamsted Research and Plastid AS. He is a member of the UK Foresight Lead Expert Group on Food and Farming, and of the UK Industrial Biotechnology Leadership Team.

David Lawrence graduated in chemistry from Oxford University with an MA and DPhil in chemical pharmacology.

Peter ThompsonDirector and member of the Audit CommitteeAge: 63. Nationality: American. Appointed: 2000Peter Thompson is currently a Director of Sodexo SA. Previously he was President and Chief Executive Officer of PepsiCo Beverages International (1996–2004), President of PepsiCo Foods International’s Europe, Middle East and Africa Division (1995–1996) and of Walkers Snack Foods in the UK (1994–1995). Before joining PepsiCo he held various senior management roles with Grand Metropolitan plc, including President and Chief Executive Officer of GrandMet Foods Europe (1992–1994), Vice Chairman of The Pillsbury Company (1990–1992) and President and Chief Executive Officer of The Paddington Corporation (1984–1990).

Peter Thompson has a degree in modern languages from Oxford University and an MBA from Columbia University.

Jacques Vincent Director and member of the Compensation CommitteeAge: 63. Nationality: French. Appointed: 2005Jacques Vincent has been Vice Chairman and Chief Operating Officer of the Danone Group, Paris, since 1998, and has been appointed Vice Chairman and Advisor to the Chairman as of January 1, 2008. He began his career with Danone in 1970 and has since held various financial and overall management positions within this group.

Jacques Vincent is a graduate engineer of the Ecole Centrale, Paris, holds a Bachelor in Economics from Paris University and a Master of Science from Stanford University.

Rolf WatterDirector and member of the Chairman’s CommitteeAge: 51. Nationality: Swiss. Appointed: 2000Rolf Watter has been a partner in the law firm Bär & Karrer in Zurich since 1994 and was a member of its executive board and later an executive Director from 2000 until September 2009. He is a non-executive Director of Zurich Financial Services (and its subsidiary Zurich Insurance Company), of Nobel Biocare Holding AG, of UBS Alternative Portfolio AG and A.W. Faber-Castell (Holding) AG. He formerly was non-executive Chairman of Cablecom Holding (2003–2008), a Director of Centerpulse AG (2002–2003), of Forbo Holding AG (1999–2005) and of Feldschlösschen Getränke AG (2001–2004). In addition, Rolf Watter is a part-time professor at the Law School of the University of Zurich and a member of the SIX Swiss Exchange Regulatory Board and its Disclosure Commission of Experts.

Rolf Watter graduated from the University of Zurich with a doctorate in law and holds an LLM degree from Georgetown University; he is admitted to the Bar of Zurich.

Felix A. Weber Director and Chairman of the Compensation CommitteeAge: 59. Nationality: Swiss. Appointed: 2000Felix A. Weber is currently Executive Committee Co-Chairman of Nomura Switzerland and a Managing Director of Nomura International Ltd. Previously, he was a Director of Publigroupe (2005–2009), a Director of Valora (2006–2008), a Director of Glacier Holdings GP SA and Glacier Holdings S.C.A (which are the former parent entities of Cablecom GmbH) (2003–2005), a Director of Cablecom GmbH (2004–2005), Managing Director of Lehman Brothers Ltd. (2006–2008), Executive Vice President and Chief Financial Officer of Adecco SA (1998–2004), Associate Project Manager and Principal of McKinsey & Company in Zurich (1989–1997) and Chief Executive Officer of Alusuisse South Africa (1982–1984).

Felix A. Weber graduated from the University of St. Gallen, with an MBA in operations research and finance and a PhD in marketing.


Executive Committee

Alejandro Aruffo Head of Research & DevelopmentAge: 50. Nationality: Italian/American. Appointed: 2008Alejandro Aruffo was Vice President Global Pharmaceutical Development, Abbott (2005–2008), President Abbott Bioresearch Center and Vice President Abbott Immunology Research and Development (2003–2005), President Abbott Bioresearch Center and Divisional Vice President Abbott Immunology Research (2002–2003), Vice President Cardiovascular and Metabolic Disease Drug Discovery (2001–2002) and Vice President Immunology Drug Discovery (1998–2001) for Bristol-Myers Squibb. Prior to these roles he held various positions at Bristol-Myers Squibb.

He graduated from the University of Washington with BSc degrees in chemistry and mathematics and from Harvard University with a PhD in biophysics.

John AtkinChief Operating Officer Crop ProtectionAge: 56. Nationality: British. Appointed: 2000John Atkin was Chief Executive Officer (1999–2000), Chief Operating Officer (1999), Head of Product Portfolio Management (1998) and Head of Insecticides and Patron for Asia (1997–1998) of Novartis Crop Protection. Prior to 1998 he was General Manager of Sandoz Agro France (1995–1997) and Head of Sandoz Agro Northern Europe (1993–1995). In 2008 he was appointed Visiting Professor at the Institute for Research on Environment and Sustainability (IRES) at the University of Newcastle upon Tyne.

He graduated from the University of Newcastle upon Tyne with a PhD and a BSc degree in agricultural zoology.

Robert Berendes Head of Business Development Age: 44. Nationality: German. Appointed: 2007Robert Berendes was Head of Diverse Field Crops (2005–2006) and Head of Strategy, Planning and M&A (2002–2005) for Syngenta. Prior to this, he was a partner and co-leader of the European chemical practice at McKinsey & Company.

He graduated from the University of Cologne with a diploma in chemistry and has a PhD in biophysics from the Max-Planck-Institute for Biochemistry/Technical University of Munich.

Michael MackChief Executive Officer, Director and member of the Chairman’s Committee and the Corporate Responsibility CommitteeAge: 49. Nationality: American. Appointed: 2008Michael Mack was Chief Operating Officer of Seeds (2004–2007) and Head of Crop Protection, NAFTA Region (2002–2004) for Syngenta. Prior to this, he was President of the Global Paper Division of Imerys SA, a French mining and pigments concern, from the time of its merger in 1999 with English China Clays Ltd., where he was Executive Vice President, Americas and Pacific Region, in addition to being an Executive Director of the Board. From 1987 to 1996 he held various roles with Mead Corporation. Michael Mack is also Chairman of the Board of the Swiss-American Chamber of Commerce.

He has a degree in economics from Kalamazoo College in Michigan, studied at the University of Strasbourg, and has an MBA from Harvard University.

Members of the Executive CommitteeUnder the direction of the Chief Executive Officer, the Executive Committee is responsible for the operational management of the Company. It consists of the Chief Executive Officer (CEO), the Chief Operating Officers (COO) of Crop Protection and Seeds, the Chief Financial Officer (CFO), the Head of Research & Development, the Head of Global Operations, the Head of Business Development and the Head of Legal & Taxes.


Mark PeacockHead of Global OperationsAge: 48. Nationality: British. Appointed: 2007Mark Peacock was previously Head of Global Supply (2003–2006) and Regional Supply Manager for Asia Pacific (2000–2003) for Syngenta. Prior to this he was a Product Manager in Zeneca Agrochemicals and General Manager of the Electrophotography Business in Zeneca Specialties.

He has a degree in chemical engineering from Imperial College, London, and a masters in international management from McGill University in Montreal.

Davor PiskChief Operating Officer SeedsAge: 51. Nationality: British. Appointed: 2008Davor Pisk was Region Head Crop Protection Asia Pacific (2003–2007) for Syngenta and Region Head Asia for Zeneca Agrochemicals (1998–2001). Prior to 1998, he was Head of Herbicides for Zeneca (1993–1997) and General Manager of ICI Czechoslovakia (1991–1993).

He has a BA in Economics and Politics from Exeter University, UK, and an MA in Political Science from the University of California, USA.

Christoph MäderHead of Legal & Taxes and Company SecretaryAge: 50. Nationality: Swiss. Appointed: 2000Christoph Mäder was Head of Legal & Public Affairs of Novartis Crop Protection (1999–2000) and Senior Corporate Counsel of Novartis International AG (1992–1998). He is Chairman of SGCI Chemie Pharma Schweiz, the association of Swiss chemical and pharmaceutical industries. He is also a member of the Executive Committee of the Board of economiesuisse, the main umbrella organization representing the Swiss economy.

He graduated from Basel University Law School, and is admitted to the Bar in Switzerland.

John RamsayChief Financial OfficerAge: 52. Nationality: British. Appointed: 2007John Ramsay was Group Financial Controller (2000–2007) for Syngenta. Prior to that, he was Zeneca Agrochemicals Finance Head Asia Pacific (1994–1999), Financial Controller ICI Malaysia (1990–1993) and ICI Plant Protection Regional Controller Latin America (1987–1990). Prior to joining ICI in 1984, he worked in Audit and Tax at KPMG.

He is a Chartered Accountant and also holds an honors degree in finance and accounting.


Financial information

A summary of Syngenta’s consolidated financial statements is provided on pages 38 to 45. For full details and analysis of the Group’s audited financial results, prepared in accordance with IFRS, please refer to our comprehensive Financial Report which is available on request or on our website www.syngenta.com

References to EBITDA in the following financial information excludes the impact of restructuring, impairment and discontinued operations1.

Summarized financial information 2009 and 2008Ex Restructuring1 and impairment1

Restructuring and impairment

As reported under IFRS

Year ended December 31, ($m, except per share amounts) 2009 2008 2009 2008 2009 2008

Sales 10,992 11,624 – – 10,992 11,624

Gross profit 5,423 5,920 (17) (9) 5,406 5,911

Marketing and distribution (1,812) (2,039) – – (1,812) (2,039)

Research and development (960) (969) – – (960) (969)

General and administrative (738) (849) – – (738) (849)

Restructuring and impairment – – (130) (196) (130) (196)

Operating income 1,913 2,063 (147) (205) 1,766 1,858

Income before taxes 1,790 1,897 (149) (205) 1,641 1,692

Income tax expense (309) (357) 42 50 (267) (307)

Net income 1,481 1,540 (107) (155) 1,374 1,385

Attributable to minority interests (3) – – – (3) –

Attributable to Syngenta AG shareholders: 1,478 1,540 (107) (155) 1,371 1,385

Earnings/(loss) per share (US$)2

– Basic 15.87 16.40 (1.15) (1.65) 14.72 14.75

– Diluted 15.76 16.26 (1.14) (1.63) 14.62 14.63

2009 2008

20093 CER3

Gross profit margin excluding restructuring and impairment 49.3% 50.9% 50.8%

EBITDA4 2,374 2,494

EBITDA margin 21.6% 21.5% 23.1%

Tax rate on results excluding restructuring and impairment 17% 19%

Free cash flow5 580 761

Trade working capital to sales6 36% 30%

Debt/Equity gearing7 25% 32%

Net debt7 1,802 1,886

1 For further discussion of restructuring and impairment charges, see page 44. 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 2009 basic EPS 93,154,537 and diluted 93,760,196; for 2008 basic EPS 93,916,415 and diluted EPS 94,696,762.

3 For a description of CER see page 44.4 EBITDA is defined on page 44.5 For a description of free cash flow, see page 44. 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 44.


Full year product line and regional sales

Year ended December 312009

$m2008

$mActual

%CER1

%

Syngenta

Crop Protection 8,491 9,231 – 8 – 2

Seeds 2,564 2,442 + 5 + 13

Business Development 8 24 – 69 – 69

Inter-segment elimination (71) (73) – –

Third Party Sales 10,992 11,624 – 5 +1

Crop Protection

Product line

Selective Herbicides 2,221 2,412 – 8 –

Non-selective Herbicides 1,141 1,329 – 14 – 8

Fungicides 2,442 2,620 – 7 –

Insecticides 1,312 1,423 – 8 – 1

Seed Care 821 830 – 1 + 4

Professional Products 458 527 – 13 – 11

Others 96 90 + 6 + 9

Total 8,491 9,231 – 8 – 2

Regional

Europe, Africa and Middle East 2,667 3,214 – 17 – 5

NAFTA 2,567 2,693 – 5 –

Latin America 1,907 2,037 – 6 – 6

Asia Pacific 1,350 1,287 + 5 + 11

Total 8,491 9,231 – 8 – 2

Seeds

Product line

Corn and Soybean 1,210 1,040 + 16 + 21

Diverse Field Crops 429 462 – 7 + 11

Vegetables 594 603 – 2 + 5

Flowers 331 337 – 2 + 5

Total 2,564 2,442 + 5 + 13

Regional

Europe, Africa and Middle East 933 1,077 – 13 + 3

NAFTA 1,187 979 + 21 + 22

Latin America 243 216 + 12 + 12

Asia Pacific 201 170 + 18 + 28

Total 2,564 2,442 + 5 + 13

1 For a description of CER see page 44.


Condensed consolidated income statementYear ended December 31, ($m, except share and per share amounts) 2009 2008

Sales 10,992 11,624

Cost of goods sold (5,586) (5,713)

Gross profit 5,406 5,911

Marketing and distribution (1,812) (2,039)

Research and development (960) (969)

General and administrative (738) (849)

Restructuring and impairment (130) (196)

Operating income 1,766 1,858

Income/(loss) from associates and joint ventures (3) 3

Financial expenses, net (122) (169)

Income before taxes 1,641 1,692

Income tax expense (267) (307)

Net income 1,374 1,385

Attributable to:

– Minority interests 3 –

– Syngenta AG shareholders 1,371 1,385

Net income 1,374 1,385

Earnings per share (US$):

– Basic 14.72 14.75

– Diluted 14.62 14.63

Weighted average number of shares:

– Basic 93,154,537 93,916,415

– Diluted 93,760,196 94,696,762

All amounts relate to continuing operations.



Restructuring and impairment before taxesYear ended December 31 ($m) 2009 2008

Non-cash restructuring and impairment, net 23 80

Cash costs:

Operational efficiency programs 98 79

Integration and acquisition costs 28 46

Total cash costs 126 125

Total restructuring and impairment before taxes1 149 205

1 US$17 million (2008: US$9 million) is included within cost of goods sold and US$2 million (2008: US$nil) is included within income/(loss) from associates and joint ventures.


Condensed consolidated balance sheetAt December 31 ($m) 2009 2008

Assets

Current assets:

Cash and cash equivalents 1,552 803

Trade receivables 2,506 2,311

Other accounts receivable 558 479

Inventories 3,922 3,456

Derivative and other financial assets 156 381

Other current assets 200 190

Total current assets 8,894 7,620

Non-current assets:

Property, plant and equipment 2,738 2,188

Intangible assets 3,102 3,083

Deferred tax assets 660 514

Defined benefit pension asset 679 628

Derivative financial assets 248 152

Other non-current financial assets 375 399

Total non-current assets 7,802 6,964

Total assets 16,696 14,584

Liabilities and equity

Current liabilities:

Trade accounts payable (2,468) (2,240)

Current financial debt (281) (211)

Income taxes payable (376) (322)

Derivative financial liabilities (145) (457)

Other current liabilities (827) (834)

Provisions (154) (170)

Total current liabilities (4,251) (4,234)

Non-current liabilities:

Financial debt and other non-current liabilities (3,527) (2,869)

Deferred tax liabilities (884) (659)

Provisions (879) (921)

Total non-current liabilities (5,290) (4,449)

Total liabilities (9,541) (8,683)

Equity:

Shareholders’ equity (7,141) (5,884)

Minority interests (14) (17)

Total equity (7,155) (5,901)

Total liabilities and equity (16,696) (14,584)



Condensed consolidated cash flow statementYear ended December 31 ($m) 2009 2008

Income before taxes 1,641 1,692

Reversal of non-cash items 668 973

Cash (paid)/received in respect of:

Interest and other financial receipts 96 199

Interest and other financial payments (380) (150)

Income taxes (165) (283)

Restructuring costs (79) (140)

Contributions to pension plans, excluding restructuring costs (125) (113)

Other provisions (81) (108)

Cash flow before change in net working capital 1,575 2,070

Change in net working capital:

Change in inventories (178) (982)

Change in trade and other accounts receivable and other net current assets 55 (291)

Change in trade and other accounts payable (33) 669

Cash flow from operating activities 1,419 1,466

Additions to property, plant and equipment (652) (444)

Proceeds from disposals of property, plant and equipment 33 29

Purchases of intangible assets (97) (118)

Purchases of investments in associates and other financial assets (22) (70)

Proceeds from disposals of financial assets 87 42

Net cash flows from (purchases)/disposals of marketable securities (41) 97

Acquisitions and divestments (188) (144)

Cash flow used for investing activities (880) (608)

Increases in third party interest-bearing debt 926 986

Repayments of third party interest-bearing debt (183) (378)

Sale/(purchase) of treasury shares and options over own shares (79) (613)

Dividends paid (494) (452)

Cash flow from financing activities 170 (457)

Net effect of currency translation on cash and cash equivalents 40 (101)

Net change in cash and cash equivalents 749 300

Cash and cash equivalents at the beginning of the year 803 503

Cash and cash equivalents at the end of the year 1,552 803


Free cash flow Year ended December 31 ($m) 2009 2008

Cash flow from operating activities 1,419 1,466

Cash flow used for investing activities (880) (608)

Net cash flows from purchases/(disposals) of marketable securities 41 (97)

Free cash flow 580 761


Constant exchange rates (CER)Results in this report from one period to another period are, where appropriate, compared using constant exchange rates (CER). To present that information, current period results for entities reporting in currencies other than US dollars are converted into US dollars at the prior period’s exchange rates, rather than at the exchange rates for the current year. CER margin percentages for gross profit and EBITDA are calculated by the ratio of these measures to sales after restating the measures and sales at prior period exchange rates. The CER presentation indicates the underlying business performance before taking into account currency exchange fluctuations.

EBITDAEBITDA is defined as earnings before interest, tax, minority interests, depreciation, amortization, restructuring and impairment. Information concerning EBITDA has been included as it is used by management and by investors as a supplementary measure of operating performance and is used by Syngenta as the basis of part of its employee incentive schemes. Management excludes restructuring from EBITDA in order to focus on results excluding items affecting comparability from one period to the next. EBITDA is not a measure of cash liquidity or financial performance under generally accepted accounting principles and the EBITDA measures used by Syngenta may not be comparable to other similarly titled measures of other companies. EBITDA should not be construed as an alternative to operating income or cash flow as determined in accordance with generally accepted accounting principles.

Restructuring and impairment before taxesRestructuring represents the effect on reported performance of initiating business changes which are considered major and which, in the opinion of management, will have a material effect on the nature and focus of Syngenta’s operations, and therefore require separate disclosure to provide a more thorough understanding of business performance. Restructuring includes the effects of completing and integrating significant business combinations and divestments. Restructuring and impairment includes the impairment costs associated with major restructuring and also impairment losses and reversals of impairment losses resulting from major changes in the markets in which a reported segment operates.

The incidence of these business changes may be periodic and the effect on reported performance of initiating them will vary from period to period. Because each such business change is different in nature and scope, there will be little continuity in the detailed composition and size of the reported amounts which affect performance in successive periods. Separate disclosure of these amounts facilitates the understanding of performance including and excluding items affecting comparability. Reported performance before restructuring and impairment is one of the measures used in Syngenta’s short-term employee incentive compensation plans. Syngenta’s definition of restructuring and impairment may not be comparable to similarly titled line items in financial statements of other companies.

Free cash flowFree cash flow comprises cash flow from operating and investing activities, except investments in and proceeds from marketable securities. Free cash flow is not a measure of financial performance under generally accepted accounting principles and the free cash flow measure used by Syngenta may not be comparable 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.

Net debtNet debt comprises total debt net of related hedging derivatives, cash and cash equivalents and marketable securities. Net debt is not a measure of financial position under generally accepted accounting principles and the net debt measure used by Syngenta may not be comparable to the similarly titled measure of other companies. Net debt has been included as it is used by many investors as a useful measure of financial position and risk. The following table presents the derivation of the debt/equity gearing ratio:

($m) 2009 2008

Net debt 1,802 1,886

Shareholders’ equity 7,141 5,884

Debt/equity gearing ratio (%) 25% 32%


Full year segmental results excluding restructuring and impairment

Year ended December 31, 2009 ($m)Crop

Protection SeedsBusiness

DevelopmentInter-segment

eliminationFull year

2009

Sales 8,491 2,564 8 (71) 10,992

Gross profit 4,217 1,218 (7) (5) 5,423

Marketing and distribution (1,260) (542) (10) – (1,812)

Research and development (512) (368) (80) – (960)

General and administrative (515) (203) (20) – (738)

Operating income 1,930 105 (117) (5) 1,913

EBITDA 2,242 244 (107) (5) 2,374

EBITDA (%) 26.4 9.5 n/a – 21.6

Year ended December 31, 2008 ($m)

Crop Protection Seeds

Business Development

Inter-segment elimination

Full year 2008

Sales 9,231 2,442 24 (73) 11,624

Gross profit 4,806 1,120 6 (12) 5,920

Marketing and distribution (1,474) (555) (10) – (2,039)

Research and development (556) (343) (70) – (969)

General and administrative (655) (173) (21) – (849)

Operating income 2,121 49 (95) (12) 2,063

EBITDA 2,455 135 (84) (12) 2,494

EBITDA (%) 26.6 5.5 n/a – 21.5

Reconciliation of segment EBITDA to segment operating income excluding restructuring and impairment Year ended December 31, 2009 ($m)



Inter-segment elimination Total

EBITDA 2,242 244 (107) (5) 2,374

Depreciation, amortization and impairment (321) (131) (10) – (462)

Income/(loss) from associates and joint ventures 9 (8) – – 1

Operating income excluding restructuring and impairment 1,930 105 (117) (5) 1,913

Year ended December 31, 2008 ($m)



Inter-segment elimination Total

EBITDA 2,455 135 (84) (12) 2,494

Depreciation, amortization and impairment (334) (82) (12) – (428)

Income/(loss) from associates and joint ventures – (4) 1 – (3)

Operating income excluding restructuring and impairment 2,121 49 (95) (12) 2,063


Resource efficient programsOur programs teach growers how to use sustainable agriculture techniques for managing natural resources in the most efficient and responsible way, e.g. reducing the water needed for crop cultivation, minimizing soil erosion and improving productivity for efficient land use.

Corporate Responsibility performance summary

Soil, water, biodiversity, IPM/ICM, safe use2 2009 2008 2007

Total investment ($m) 7.03 8.13 7.84

EAME 29.0% 40.6% 43.0%

NAFTA 24.8% 29.0% 23.0%

LATAM 26.8% 16.8% 14.3%

APAC 19.4% 13.6% 19.7%

Active programs 177 163 188

A summary of Syngenta’s performance in the areas of resource efficiency, stewardship, people, environment and compliance is presented on pages 46–49. The environmental performance numbers have been normalized to $EBIT1 to better relate our performance in these areas to value creation. To view a more detailed report, please visit the Annual Report website www.syngenta.com/ar2009

StewardshipSyngenta aims to maximize benefits and minimize negative impacts throughout the lifecycle of its products. We adopt strict measures to ensure the safety of our chemical products and biotechnology, and we audit suppliers to ensure they meet our HSE and labor standards. Training on the safe and effective use of our products helps growers get the most benefit from them.

Product stewardship – safe use training2 2009 2008 2007

Number of people trained (m)3 3.94 2.39 3.19

EAME 0.4% 1.6% 23.5%

NAFTA 0.0% 0.2% 0.0%

LATAM 8.3% 23.2% 9.2%

APAC 91.3% 75.0% 67.3%

Active programs 129 119 99

Number of countries participating in adverse health incident management system 50 45 45

Product stewardship – biotechnology and regulatory compliance

Number of field trial employees trained 1,177 782 551

Trial locations audited by or on behalf of Syngenta 40% 40% 64%

Number of trials audited per year by Syngenta 189 168 189

1 Excluding restructuring and impairment2 Starting 2009, reporting year October 1 to September 303 In 2009 1.67 million from farmer contest televised training


PeopleSyngenta operates around the globe, and has a rich mix of employees from backgrounds that reflect our diverse markets. We believe this diversity is an asset to the Company, and we have programs to ensure all employees are given an equal opportunity.

The safety of our staff is a priority. We provide a healthy and motivating work environment and offer competitive rewards, which help attract and retain the most talented individuals. To help them achieve their career aspirations, employees are encouraged to fulfill their potential with training/development programs, and regular discussions with line managers.

Responding to feedback from employees helps us improve our business and, in turn, ensures they are proud to work for Syngenta. Sites respond to employee feedback through local programs and share best practices through our online database.

People retention 2009 2008 2007

Employees (number of permanent personnel) as of December 311 25,925 24,148 21,242

EAME 12,565 11,471 11,249

NAFTA 5,214 5,076 4,572

LATAM 3,782 3,610 1,817

APAC 4,364 3,991 3,603

Part-time employees 763 716 713

Turnover rate 9.3% 9.8% 12.3%

Turnover rate <35 3.2% 3.8% –

Turnover rate 35–50 3.2% 3.9% –

Turnover rate >50 3.0% 2.0% –

Employees entitled to participate in share scheme 15,829 13,821 12,730

Entitled employees participating in share scheme 48% 49% 52%

Employees participating in LTI plan 1,016 886 964

Diversity

Female employees 30% 28% 27%

In management roles 20% 19% 17%

In senior management 11% 12% 12%

Proportion of senior management from each region

Number of senior managers 196 190 162

EAME 64% 64% 59%

NAFTA 20% 22% 28%

LATAM 7% 6% 8%

APAC 9% 9% 6%

Number of nationalities in senior management 24 22 17

Employee development

Total training investment ($m) 24.9 27.2 21.6

EAME 16.3 16.6 14

NAFTA 2.5 3.4 4

LATAM 3.1 3.6 1.3

APAC 3.0 3.6 2.3

Training investment per employee (US$) 962 1,126 1,017

Health and safety

Recordable injury and illness rate (IIR) per 200,000 hours2 0.42 0.50 0.49

Recordable injury per 200,000 hours2 0.38 0.47 0.40

EAME 0.47 0.46 0.40

NAFTA 0.58 0.98 0.81

LATAM 0.19 0.19 0.10

APAC 0.19 0.24 0.30

Recordable occupational illness rate per 200,000 hours2 0.03 0.03 0.04

EAME 0.05 0.04 0.08

NAFTA 0.06 0.03 0.05

LATAM 0.03 0.06 0

APAC 0 0 0.02

First aid cases 712 421 402

1 Employee numbers are presented as full-time employees2 According to US OHSAS definition for injuries and illness

48

Corporate Responsibility performance summary

SyngentaAnnual Review 2009

People continued

EnvironmentManaging the environmental impacts of our operations is a key element of our health, safety and environment (HSE) strategy. The global coordination of our program is supported by local initiatives to minimize the impact of our operations on climate change, air quality and water resources.

We monitor energy use to identify opportunities to improve efficiency. Our energy strategy encourages local teams to select the best ways to reduce energy at local sites. By 2012, we aim to decrease global greenhouse gas emissions by 40 percent relative to EBIT from the 2006 baseline.

Sites also have programs to cut water use and minimize generation of effluent and waste. Local targets aim to increase recycling and cut the amount of waste sent to landfill.

Public health 2009 2008 2007

Number of people receiving training in effective vector control 2,863 9,128 7,335

Economic value shared

Corporate community investment ($m)1 17.5 10.8 9.0

Salaries ($m) 2,229 2,179 1,928

Energy 2009 2008 2007

Energy (TJ) 8,334 8,653 8,279

MJ/$EBIT 4.36 4.19 5.50

Gas (TJ) 3,675 4,074 4,057

Electricity (TJ) 2,096 2,262 2,153

Steam (TJ) 1,153 1,076 993

Others (TJ) 775 940 745

Oil (TJ) 635 301 331

Number of sites setting energy targets 19 20 15

Greenhouse gases

Total CO2e emissions (000’s tonnes) 1,452 1,542 1,022

kg /$EBIT 0.76 0.75 0.68

Within direct control:

CO2e emissions from own operations (000’s tonnes)2 641 701 517

of which: CO2 (000’s tonnes) 426 467 390

Within indirect control:

CO2e emissions from purchased energy (000’s tonnes)3 418 426 153

CO2e emissions from employee travel (000’s tonnes)4 90 86 73

CO2e emissions from distribution (000’s tonnes)4 303 329 279

Other air emissions

Total other air emissions (tonnes) 980 1,100 947

g/$EBIT 0.51 0.53 0.63

NOx (tonnes) 416 644 435

Non-halogenated VOCs (tonnes) 415 308 379

Halogenated VOCs (tonnes) 49 23 18

Particulates (tonnes) 63 82 73

SO2 (tonnes) 20 20 19

NH3 (tonnes) 7 8 10

HCL (tonnes) 10 15 13

Water

Water consumption (million tonnes) 32.0 31.1 28.3

kg/$EBIT 16.7 15.1 18.8

Cooling (million tonnes) 21.0 19.5 17.8

Processing and washing (million tonnes) 7.1 8.1 6.9

Others (million tonnes) 2.0 1.5 1.5

Product ingredient (million tonnes) 0.2 0.3 0.2

Sewage and sanitary (million tonnes) 1.7 1.7 1.9

1 $1.5 million from Resource efficient programs2 Starting 2008, as defined in scope 1 of the GHG protocol of the WBCSD3 Starting 2008, as defined in scope 2 of the GHG protocol of the WBCSD4 Starting 2008, as defined in scope 3 of the GHG protocol of the WBCSD


Waste water effluents 2009 2008 2007

Total waste water discharge (million tonnes) 21.2 23.6 24.4

kg/$EBIT 11.1 11.4 16.2

of which: total organic carbon (TOC) (tonnes) 783 725 681

chemical oxygen demand (COD) (tonnes) 2,677 2,358 2,229

biological oxygen demand (BOD) (tonnes) 234 225 211

Soluble salts discharged (000’s tonnes) 122.6 131.5 120.2

Waste water sludge (tonnes) 4,226 3,767 3,676

g/$EBIT 2.2 1.8 2.4

Waste

Hazardous waste (000’s tonnes) 173.9 153.3 131.2

kg/$EBIT 0.09 0.07 0.09

of which: recycled/re-used (000’s tonnes) 51.4 47.5 36.7

incinerated (000’s tonnes) 97.1 84.3 72.2

landfill (000’s tonnes) 0.7 1.5 1.3

other (000’s tonnes) 24.7 20.0 21.0

Non-hazardouse waste (000’s tonnes) 124.0 120.2 81.1

kg/$EBIT 0.06 0.06 0.05

of which: recycled/re-used (000’s tonnes) 66.4 72.1 34.9

incinerated (000’s tonnes) 25.2 19.3 14.6

landfill (000’s tonnes) 15.5 22.8 17.8

other (000’s tonnes) 16.9 6.0 13.8

Number of sites with reduction programs 19 19 14

Environmental compliance

Significant unplanned releases1 0 2 1

Environment continued

Corporate conduct 2009 2008 2007

Cases reported through the compliance helpline 76 31 15

EAME 17% 19% 33%

NAFTA 26% 19% 27%

LATAM 15% 23% 20%

APAC 42% 39% 20%

Cases leading to disciplinary action2 18 14 12

Health, safety, environment and social compliance in supply

Number of seed supply farmers included in Syngenta/FLA monitoring 8,169 2,312 1,170

Number of HSE audits at chemical suppliers 65 59 53

Animal welfare

Number of audits performed in contract laboratories 3 6 16

Number of instances of non-compliance found 0 0 0

1 Releases that escape beyond the site boundary and that cause either environmental impact and/or concern from neighbours, regulators etc2 We monitor compliance through a confidential compliance helpline, a letter of assurance process and other means

ComplianceThe Syngenta Code of Conduct sets our commitment to ethical, social and environmental responsibility, including human rights and fair labor practices. Employees are encouraged to report any suspected breaches. Local laws and regulations govern our environmental behavior, and we have stringent HSE management systems to ensure compliance. We set high standards for animal welfare and audit compliance.


Shareholder information

Syngenta shares are listed on the SIX Swiss Exchange and on the New York Stock Exchange, where the shares are traded as ADS/ADR (American Depositary Receipts).1

Trading symbolsSIX Swiss Exchange

New York Stock Exchange

Shares SYNN SYT

Shares in issueAt December 31, 2009 Number of shares

Total shares in issue 94,599,849

of which treasury shares 1,617,901

Share price and market capitalization2

At December 31, 2009

Share price (CHF) 290.70

Share price (USD) (ADR) 56.27

Market capitalization (CHF million) 27,030

Market capitalization (USD million) 26,210

Dividend historyDividend

CHF

2005 3.30

2006 3.80

2007 4.80

2008 6.00

20093 6.00

Total shareholder return4

%

2005 37.6

2006 40.7

2007 29.4

2008 –29.5

2009 48.6

1 1 share = 5 ADRs2 For the purposes of calculating market capitalization the number of shares

stood at 92.982 million3 To be submitted for shareholder approval at the Annual General Meeting

on April 20, 20104 Calculated as return on ordinary shares plus reinvested dividends

Reporting dates

First quarter trading statement April 15, 2010

Annual General Meeting April 20, 2010

Half-year results July 22, 2010

Third quarter trading statement October 14, 2010

A full form 20-F will be accessible by the end of February at: www.syngenta.com/ir Investors can subscribe to Financial Releases via RSS at: www.syngenta.com/ir The full-year results press release can be viewed up to six months after the event at: www.syngenta.com/fyr2009

–60

–40

–20

0

20

40

60

Syngenta share price performance December 31, 2006 – December 31, 2009

Mar Jun Sep DecDec Mar Jun Sep Mar Jun SepDecDec2006 2007 2008 2009

SyngentaSMIEurotop 300

–60

–40

–20

0

20

40

60

80

Syngenta ADR price performance December 31, 2006 – December 31, 2009

Syngenta ADRDow JonesS&P 500

Mar Jun Sep DecDec Mar Jun Sep Mar Jun SepDecDec2006 2007 2008 2009

Financial and business performance 2009

Strategic goalsDrive land productivity through innovationMaximizing land productivity while conserving scarce resources such as water.

Build leadership in plant performanceOffering full crop programs and solutions to increase crop vigor and yield as well as control pests.

Capitalize on Seeds investmentExpanding our sales of both genetically modified and conventional seeds to achieve a significant increase in Seeds profitability over the medium term.

Expand in emerging marketsThrough significant investments in people, portfolio and supply chain.

Create new businessesBringing together Syngenta Flowers and Professional Products to serve the specific needs of Lawn and Garden customers.

Maintain cost efficiencyTargeting annualized operational efficiency savings of $290 million by 2011 to enable continued investment in growth initiatives.

Outperform the industryBuilding on the breadth of our business, spanning Crop Protection, Seeds, Traits and Seed Care, to provide a unique offer of integrated crop technology.

1 Growth at constant exchange rates (CER) 2 Fully diluted excluding restructuring and impairment 3 For a definition of free cash flow, see page 44 4 Subject to shareholder approval at the Annual General Meeting on April 20, 2010 5 Including inter-segment sales

Corporate Responsibility performance 2009

Corporate ResponsibilitySustainable agricultureWe aim to contribute to food security and sustainable agriculture by helping farmers improve yields on existing land, conserve valuable natural resources such as soil and water and preserve biodiversity.

Product stewardshipWe aim to ensure the safety of our employees, customers and consumers by setting strict safety standards in our operations and promoting the safe and effective use of our products by farmers around the world.

People and communitiesWe respect our diverse workforce and aim to help each of our people develop their talent. We aim to benefit rural communities where we operate by helping farmers improve productivity.

EnvironmentWe aim to minimize the environmental impacts of our operations throughout the life of our products – from research and development to manufacture, use and disposal.

Business ethicsOur Code of Conduct commits us to maintain the highest ethical standards in everything we do, and we encourage employees to report any suspected violations.


Independent Assurance Report on the Syngenta Corporate Responsibility Reporting

To the Head of Legal and Taxes, Syngenta International AG, Basel (‘Syngenta’):

We have performed assurance procedures to provide assurance on the following aspects of the 2009 Corporate Responsibility (CR) reporting of Syngenta.

Subject matterData and information disclosed with the CR reporting of Syngenta and its consolidated subsidiaries, for the financial year ended December 31, 2009 on the following aspects:

– The application of the Syngenta internal Health, Safety and Environment (HSE) and Corporate Community Investment (CCI) reporting guidelines to the CR reporting;

– The internal reporting system and procedures, including the control environment, to collect and aggregate CR data; and

– The CR Performance Summary disclosed on pages 46 to 49 of the Syngenta Annual Review 2009.

Our assurance procedures do not cover the indicator on Salaries in the Performance Summary on page 48 of the Annual Review.

Criteria– The Syngenta internal Health, Safety and Environment

(HSE) and Corporate Community Investment (CCI) reporting guidelines; and

– The defined procedures by which the CR data are gathered, collated and aggregated internally.

Responsibility and MethodologyThe accuracy and completeness of CR performance indicators are subject to inherent limitations given their nature and methods for determining, calculating and estimating such data. Our assurance report should therefore be read in connection with Syngenta’s internal guidelines, definitions and procedures on the reporting of its CR performance.

The Board of Directors of Syngenta is responsible for both the subject matter and the criteria. Our responsibility is to provide a conclusion on the subject matter based on our assurance procedures in accordance with the International Standard on Assurance Engagements (ISAE) 3000.

Main Assurance ProceduresOur assurance procedures included the following work:

– Evaluation of the application of group guidelines Reviewing the application of the Syngenta internal HSE and CCI reporting guidelines;

– Site visits Visiting three selected sites of Syngenta’s Crop Protection and Seeds Business Units in France, India and Sweden. The selection was based on quantitative and qualitative criteria; Interviewing personnel responsible for internal reporting and data collection at the sites we visited and at the group level;

– Assessment of the performance indicators Performing tests on a sample basis of evidence supporting the CR Performance Summary relative to completeness, accuracy, adequacy and consistency;

– Review of the documentation Reviewing the relevant documentation on a sample basis, including management and reporting structures and documentation;

– Assessment of the processes and data consolidation Reviewing the appropriateness of the management and reporting processes for CR reporting; and Assessing the consolidation process of data at the group level.

ConclusionsIn our opinion

– The internal HSE and CCI guidelines are being applied properly; and

– The internal reporting system and procedures to collect and aggregate CR data are functioning as designed and provide an appropriate basis for its disclosure.

Based on our work described in this report, nothing has come to our attention that causes us to believe that the data and information mentioned in the subject matter and disclosed with the Corporate Responsibility reporting in the Syngenta Annual Review 2009 does not give a fair picture of Syngenta’s performance in the area of Corporate Responsibility.

PricewaterhouseCoopers AG Zurich, February 8, 2010

Dr. Thomas Scheiwiller

David Pritchett

Nationalities in senior management

24 090807

2422

17


Number of people trained

3.9m090807

3.92.4

3.2


CO2e kg /$EBIT1

0.76090807

0.760.75

0.93


Injury and illness rate

0.42 –16%

090807

0.420.50

0.49


Crop Protection sales1,5

$8.5bn –2% (CER)

090807

8,4919,231

7,285


Seeds sales

$2.6bn +13% (CER)

090807

2,5642,442

2,018


$11bn +1% (CER)

090807

10.9911.62

9.24

Sales1

$15.76 –3%

090807

15.7616.26

11.45

Earnings per share2

$580m –24%

090807

580761

802

Free cash flow3

CHF6.00 0%

090807

6.006.00

4.80

Dividend per share4

Crop ProtectionSyngenta offers a leading range of Crop Protection and Seed Care products that help growers control weeds, prevent disease and protect their crops from insects. Crop Protection sales decreased by 2 percent1 to $8.5 billion in 2009.

SeedsSyngenta develops high-quality seeds that help growers boost yields and quality in a wide range of crops. Seeds sales in 2009 rose by 13 percent1 to $2.6 billion, and the EBITDA margin climbed to 9.5 percent.

Lawn and GardenThe new Lawn and Garden business offers a range of plant health solutions for consumers and professional growers. It comprises Professional Products and Flowers Seeds, which are reported under Crop Protection and Seeds, respectively.For more information, see page 26

EnvironmentWe are committed to reducing the environmental emissions necessary to produce our products. Increased resource efficiency in our main production sites has ensured that we are on track to reach our global reduction target by 2012.

Health and safetyOur target is to maintain an injury and illness rate (IIR) below 0.5 per 200,000 hours worked. In 2009, the IIR dropped to 0.42 and 76 percent of our sites had no recordable injuries and illnesses.

PeopleWe employ more than 25,000 people in over 90 countries. This rich cultural diversity is also reflected in the composition of our senior management, with 24 nationalities represented.

Number of farmers trainedTo ensure that farmers around the world achieve the best results with our products, we regularly hold training sessions on the safe and effective use of our products.

1 Excluding restructuring and impairment

Annual Review 2009

Bringing plant potential to life

Syngenta is one of the world’s leading companies with more than 25,000 employees in over 90 countries dedicated to our purpose: Bringing plant potential to life. With our innovation in Crop Protection and Seeds, we contribute to addressing global challenges.

Our approach 01Highlights in 2009 02Chairman’s letter 04Chief Executive Officer’s letter 06Global challenges 08Our contribution 10

Crop Protection 18Seeds 22Lawn and Garden 26Research and Development 28People 30Operations 32

Board of Directors 34Executive Committee 36Financial information 38Corporate Responsibility performance summary 46Shareholder information 50

Visit our online Annual Report at www.syngenta.com/ar2009

Our challenge Our contributionIncreasing yields through technologyFor more information, see page 10

Improving crop qualityFor more information, see page 12

Using natural resources responsiblyFor more information, see page 14

Benefits for rural communitiesFor more information, see page 16

A growing population with an increasing demand for food is putting pressure on limited natural resources such as soil and water. To meet this challenge the world needs to grow more from less.


Contents

Switzerland Investor Relations T +41 61 323 5883 F +41 61 323 5880 E [email protected]


Share Register T +41 62 311 6133 F +41 62 311 6193 E [email protected]

Shareholder Services T +41 61 323 2095 F +41 61 568 4146 E [email protected]

Ordering of publications T +41 62 311 6133 E [email protected]

Syngenta switchboard T +41 61 323 1111 F +41 61 323 1212 E [email protected]

USA Investor Relations T +1 202 737 6520 T +1 202 737 6521 E [email protected]


Contacts for ADS holders T +1 888 269 2377 – from within the USA T +1 201 680 6825 – from outside the USA

Syngenta International AG Corporate Affairs Schwarzwaldallee 215 P.O. Box CH-4002 Basel Switzerland

www.syngenta.com

For the business year 2009, Syngenta has published three reports: Annual Review (incorporating the Corporate Responsibility Report), Financial Report and Corporate Governance Report.

All documents were originally published in English. The Annual Review 2009 and the Corporate Governance Report 2009 are also available in German.

These publications are also available on the Internet: www.syngenta.com/ar2009

Syngenta International AG, Basel, Switzerland. All rights reserved.

Editorial completion: February 2010

Cautionary statement regarding forward-looking statements: This document contains forward-looking statements, which can be identified by terminology such as “expect”, “would”, “will”, “potential”, “plans”, “prospects”, “estimated”, “aiming”, “on track” and similar expressions. Such statements may be subject to risks and uncertainties that could cause the actual results to differ materially from these statements.

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.

Consultancy, design and production: Radley Yeldar, London, UK

Consultancy: Context, London, UK

Printing: NZZ Fretz AG, Zürich, Switzerland

Printed on Hello Silk, made with wood fiber from managed forests and manufactured at a mill that has achieved the ISO14001 and EMAS environmental management standards.

Photo of World Economic Forum on page 3 courtesy of WEF.

Photos on pages 8 and 9: Alexander Müller courtesy of IISD/Earth Negotiations Bulletin; Achim Steiner courtesy of Keystone; Juergen Voegele © Simone D, McCourtie/World Bank

® Registered trademarks of a Syngenta Group Company ™ Trademarks of a Syngenta Group Company

The SYNGENTA Wordmark, BRINGING PLANT POTENTIAL TO LIFE and the Purpose icon device are trademarks or registered trademarks of a Syngenta Group Company.

www.syngenta.com

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