exo-is/governance-reporting-on-listed-companies huggingface dataset:
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In John Deere’s Construction & Forestry Division, a series of  
Leap Ambition goals highlights how smart connected technology 
allows customers to do more with less by making the work 
within earthmoving, roadbuilding, and forestry more productive, 
efficient, and sustainable. 
No matter the jobsite — whether in the woods, on the road, or in 
the dirt — each of these customers face very similar challenges 
around maximizing workday hours and resources, both in skilled 
labor and from nature. Innovations that enhance communication 
between machines and people help unlock value while increasing 
productivity. These advancements help lessen harsh environments, 
making the work easier to complete and track. 
What
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John Deere and dealers all over the world are providing more proactive 
support than ever before through John Deere Connected Support™.
 
In Latin America, John Deere is transforming the traditional customer-
dealer experience by establishing more than 100 Connected Solutions 
Centers at dealerships throughout the region. Today, around 350 
highly trained professionals are leveraging a full suite of cutting-edge 
Connected Support tools and processes such as remote assistance, 
Expert Alerts, and machine monitoring alerts to unlock greater value 
for customers and take their businesses to the next level. 
 
“Here, tropical weather allows farmers to have two and even three crops 
a year, which is great for them
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OUR PRIORITIES
WHAT WE HAVE DONE 
DEERE PRODUCTS WILL SET THE STANDARD 
FOR SUSTAINABILITY BY 2030 THROUGH:
Reducing Scope 3 greenhouse gas emissions 30% by:
Integrating circularity principles into 
product development lifecycle:
SET VALIDATED SCIENCE BASED TARGETS FOR REDUCING SCOPE 3 
GREENHOUSE GAS EMISSIONS
INTRODUCED AND REVEALED SUSTAINABLE POWER SOLUTIONS 
TO HELP ACHIEVE SCOPE 3 REDUCTION FOR PRODUCTS:
ENGAGED WITH PARTNERS: 
IDENTIFIED KEY OPPORTUNITIES FOR ENHANCING 
SUSTAINABLE MATERIALS AND RECYCLABLE CONTENT 
• Partnering with our supply chain
• Developing a roadmap of low/no carbon alternative 
power solutions 
• Investing in engine efficiency, hybridization, 
electrification, and renewable fuels
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Engine Efficiency
The future of low-carbon propulsion will encompass 
many different solutions. And we see that solutions 
involving an internal combustion engine will continue to 
be critical for the types of equipment that John Deere 
produces for many years to come. Therefore, as part of 
our journey to reducing greenhouse gas emissions from 
Deere products, we will continue to focus on the most 
fundamental part of engine development — efficiency.  
Driving more efficiency in John Deere engines not 
only has the immediate impact of making a machine 
more efficient — burning less fuel, and emitting less — 
it also serves as a building block for further alternative 
propulsion innovation. For example, by bui
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MINI PAVERS-MINI 500E AND MINI 502E:
· Estimated product lifetime emissions 
savings3 of up to 16 metric tons CO2e
HAMM TANDEM ROLLERS-HD10E AND HD12E:
· Estimated product lifetime emissions savings3 
of 17 metric tons CO2e
DELIVERING SOLUTIONS
John Deere is focusing its BEV development 
efforts on those product segments with 
highest customer demand and where 
battery technology is a viable alternative, 
most notably residential and commercial 
turf equipment and within the construction 
infrastructure market.
As a start, in 2022 Deere revealed four 
battery-electric concept vehicles: a 
residential zero-turn mower, commercial 
stand-on mower, full-size utility vehicle, 
and compact utility tractor. The purpo
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Renewable Fuels Approach 
We expect the availability of low-carbon fuel sources will be an 
important part of John Deere’s journey to 2030. Deere builds 
equipment that can require high horsepower, may operate for 
long hours, and can work in isolation in some of the planet’s most 
extreme environments with limited infrastructure. For many of those 
machines, the internal combustion engine, carrying the benefits of 
power density, extended operating times, and existing infrastructure 
for refueling, will remain the primary propulsion source for the 
remainder of this decade and beyond. 
But just because there is an engine does not mean running it cannot 
be sustainable or low carbon. In fact, many renewable fu
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1 EIA.Gov, U.S. energy facts explained, https://www.eia.gov/energyexplained/us-energy-facts/ (2022).
2  Energy.Gov, Ethanol vs. Petroleum-Based Fuel Carbon Emissions, https://www.energy.gov/eere/
bioenergy/articles/ethanol-vs-petroleum-based-fuel-carbon-emissions
3 U.S. Dept. of Energy, Fuels Properties Comparison, https://afdc.energy.gov/fuels/properties (2022).
4 CA.gov, Renewable diesel is increasingly used to meet California’s Low Carbon Fuel Standard,  
https://www.eia.gov/todayinenergy/detail.php?id=37472, (2022).
5 BNEF, (2022).
HYDROGEN
As a global company, John Deere and its machines operate 
in all corners of the world, which means that this journey 
requires our teams to consider the types of fuel t
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KEITH SHANTER
Senior Materials Engineer  
for Polymers
“The goal was to explore a 
variety of materials to be 
used for possible adoption 
across product lines to 
support our goals around 
increasing our use of 
sustainable materials.”
DESIGNING FOR THE FULL 
PRODUCT LIFECYCLE 
A circular economy looks to eliminate waste through the superior design 
of materials, products, systems, and business models. To be successful, 
John Deere is striving for using less, using better, using longer, and using 
again. Deere’s recently completed 2022 Sustainability Goals helped 
provide the footing needed to execute on its 2030 Leap Ambition goals 
focused on product circularity.
In 2022, the company transitioned from its p
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Recyclable product 
content by 2030
95%
LEAP AMBITIONS
2022 baseline estimated at 90% 
recyclable product content
The above represents a bill  
of material breakdown  
of a 5-Series Tractor.
OPPORTUNITIES AND CONSIDERATIONS
Because steel is such a significant proportion of vehicle 
composition, Deere has been exploring solutions to 
procuring more recycled steel. One promising opportunity 
involves steel made through the utilization of electric arc 
furnace (EAF) technology. This process uses higher recycled 
content than a standard blast furnace, which uses iron ore. 
EAF usage varies worldwide, with more presence in the 
U.S., while in Asian markets its availability is more limited. 
Therefore, working close
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Options, Innovations Lead 
Reman’s Road Ahead
The concept and practice of remanufacturing revolves around 
providing customers with choices. It’s about connecting 
decisions to both financial and natural resources. And by 
providing remanufactured parts and components, John Deere 
Reman allows for more sustainable outcomes in a customer’s 
business while maintaining product circularity.
John Deere’s 2030 Leap Ambitions goal to grow 50 percent in 
remanufacturing revenue from a 2021 baseline illustrates the 
company’s commitment to its Lifecycle Solutions strategy —  
the belief in adding value to the life of a product while 
maximizing uptime, addressing dealership labor shortages,  
and minimizing costs.
Rema
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OUR PRIORITIES
WHAT WE HAVE DONE 
Making Deere’s operations more sustainable by 2030:
BUILDING UPON THE SUCCESS OF 2022 SUSTAINABILITY 
GOALS WITH LEAP AMBITIONS
VALIDATED SCIENCE BASED TARGETS FOR SCOPE 1 AND 2  
GREENHOUSE GAS EMISSIONS
INCREASED WASTE RECYCLED ACROSS DEERE UNITS TO 
84 PERCENT 
IMPLEMENTED WATER BEST MANAGEMENT PRACITICES AT 100 
PERCENT OF WATER-SCARCE MANUFACTURING LOCATIONS
INTEGRATED BIODIVERSITY INTO FACILITIES AND 
OUTREACH EFFORTS
• Reducing fresh-water consumption intensity by 10 percent at water-stressed 
manufacturing locations  
• Reducing waste intensity by 15 percent
• Reducing Scope 1 and 2 CO2e emissions by 50 percent
REDUCED SCOPE 1 AND 2 GREENHOUSE GAS EMISSIONS BY 
NEARLY
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As John Deere closes out its 2022 sustainability 
goals, it adds another impressive year of 
operational greenhouse gas (GHG) emissions 
reductions, increased renewable energy use, and 
environmental stewardship. 
In 2021, Deere exceeded its 15 percent absolute 
Scope 1 and 2 GHG reduction goal one year early, 
achieving nearly 20 percent reduction. As the 
company closes out its 2022 goals, it achieved a 
total reduction in operational GHG emissions of 
nearly 29 percent between 2017 and 2022. 
Deere also surpassed its 2022 renewable electricity 
goal by achieving nearly 59 percent renewable 
electricity as of the end of 2022. Deere’s participation 
in the Mesquite Sky Wind project was a major 
contributor to
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At John Deere, water is important to our global manufacturing 
operations, and areas faced with the potential for water 
scarcity are the main focus. 
Using the World Resources Institute Aqueduct Water Risk Atlas 
tool, certain Deere manufacturing sites were determined to be 
in water-scarce areas, mainly in Mexico, India, and China. Deere 
achieved the water 2022 Sustainability Goal by successfully 
implementing 100 percent of water best management practices 
at these water-scarce manufacturing sites.¹  
Implementation of water best management practices provided 
a systematic approach for reducing water use by eight 
percent at water-scarce manufacturing sites from 2017 to 
2022.1 Projects that contributed to
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John Deere proudly gives back to communities where its employees live 
and work. One of the important ways that the company gives back is to 
support efforts that strengthen the ecosystem services and biodiversity 
in these regions. 
In Mexico, the Zapalinamé Mountain overlooks Saltillo and Ramos Arizpe 
where Deere has manufacturing facilities. This habitat on the mountain 
has been damaged by forest fires. Over time, damaged areas calcinated, 
leaving behind unstable, highly acidic soils more susceptible to erosion 
and increased mortality rates for wildlife. This damage also threatens a 
key water supply for the region.
To help rehabilitate fire-damaged areas across the Zapalinamé 
Mountain, 298 Deere volun
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OUR PRIORITIES
WHAT WE HAVE DONE 
Maintaining a safety focused 
mindset by improving total 
recordable incident rate  
20 percent by 2026 
Uplifting smallholder 
and resource-constrained 
farmers, home 
communities, and  
our workforce
Embedding Diversity, 
Equity, and Inclusion 
(DEI) principles into  
all aspects of how 
we run
PARTNERED WITH GLOBAL FOOD BANKING NETWORK TO 
ADDRESS FOOD INSECURITY
AIDED THOSE AFFECTED BY THE RUSSIA-UKRAINE WAR 
DEVELOPED KEY PRIORITIES FOR ACHIEVING WORKPLACE 
SAFETY GOALS  
INCORPORATED DEI AS A REQUIRED COMPONENT OF ANNUAL 
PERFORMANCE EVALUATIONS 
EXPANDED DEVELOPMENT AND LEADERSHIP PROGRAMS 
AND OPPORTUNITIES 
OPENED NEW OFFICES TO ACHIEVE TALENT STRATEGIES
NAMED JOHN DE
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PEOPLE ARE KEY TO UNLOCKING 
DEERE’S NEXT LEAP
Q: What excites you about the opportunity to lead 
the people function at Deere?
A: Connecting our people back to our higher purpose 
and our business strategy. We have a great foundation 
and we need to continue connecting the threads of 
how people can enhance our strategy. 
Q: How do you view people and culture playing a role 
within our Leap Ambitions?
A: Our people are the key to achieving the Leap 
Ambitions. To be able to create and add value, we need 
to have all the right players on the team. And those 
players need to know they can bring their best selves 
every day to help us solve the immense challenges 
ahead of us. 
Q: Can you elaborate more on the c
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Building an  Ecosystem Where 
Employees Thrive
EMPLOYEE RESOURCE GROUPS CONNECT EMPLOYEES
John Deere’s Employee Resource Groups (ERGs) are vital to fostering 
an inclusive culture. ERGs are a key driver of inclusion and a critical 
component of Deere’s Global DEI strategy. Deere’s 13 ERGs build 
organization-wide networks, enabling employees to come together. 
This year, we expanded our ERGs to the U.S. production workforce  
to help ensure all our people experience opportunities to connect and 
benefit from the support offered by these networks.
Deere’s newest ERG, N8V — launched in November 2022 — aims  
to bring together Indigenous people and the John Deere employee 
community. Despite its recent launch, N8
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COLLECTIVE BARGAINING AGREEMENTS 
Building the best equipment starts with having 
the best people.
In November 2022, Deere successfully 
negotiated a new six-year labor agreement with 
the International Union, United Automobile, 
Aerospace and Agricultural Implement Workers 
of America (UAW), covering approximately 
10,000 employees across several U.S. facilities.  
In July 2022,  a new four-year collective 
bargaining agreement was reached between 
the International Association of Machinists
and Aerospace Workers (IAM) and Deere
& Company. The vote was passed with an 
overwhelming majority of over 80 percent 
of John Deere Horicon Works (Horicon, 
Wisconsin) production employees voting  
to ratify the contrac
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Aligning Values With  
External Actions
JOHN DEERE AND THE AKANA GROUP
In 2020, Deere entered into an authorized reseller agreement 
with The Akana Group, a Native American-owned small business 
enterprise. Through this agreement, The Akana Group purchases 
Deere equipment for resale to tribal entities and the U.S. 
Government. “Akana,” which means “ally” in the Choctaw language, 
perfectly captures the commitment that The Akana Group brings  
to its work with Native American customers and communities,  
a commitment Deere proudly shares. 
This commitment was fully on display in 2022 when Deere and The 
Akana Group hosted Chairman Timothy Rhodd and the Iowa Tribe 
of Kansas and Nebraska for a Gold Key Tour of
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In the last 20 years, growers worldwide have increased primary 
crop production by more than 50 percent and meat production 
by 45 percent.1 Yet the number of people classified as hungry 
has grown by 150 million since 2019.1 
So, how can producers keep pace? It’s a delicate problem where 
addition seems like the only solution. Yet solving the need 
to feed an ever-increasing global population may not be as 
obvious as growing more food. 
That’s because solving a hunger crisis affecting more than 828 
million people begins by dispelling a common misconception: 
People don’t experience hunger because the world’s growers 
don’t produce enough; they experience hunger because they 
don’t have equitable access to f
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Planting Seeds of 
Hope From Emergency 
Grants and Employee 
Giving Programs
UKRAINE RELIEF EFFORTS
1 Food and Agriculture Organization (FAO), World Food and Agriculture – Statistical Yearbook 2022, https://doi.org/10.4060/cc2211en (2022). 
2 World Health Organization, UN Report: Global hunger numbers rose to as many as 828 million in 2021,  
https://www.who.int/news/item/06-07-2022-un-report-global-hunger-numbers-rose-to-as-many-as-828-million-in-2021 (2022).
3 World Food Programme, 5 facts about food waste and hunger, https://www.wfp.org/stories/5-facts-about-food-waste-and-hunger (2022).
4 United Nations, Sustainable Development Goals – Goal 2: Zero Hunger, https://www.un.org/sustainabledevelopment/hunger/
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OUR PRIORITIES
WHAT WE HAVE DONE 
Robust sustainability 
governance
Value chain and policy 
engagement as a critical 
tool for achieving our 
financial and sustainable 
outcomes 
Engraining Environmental, 
Social, and Governance (ESG) 
principles into our business 
with our Leap Ambitions as 
the guide
CREATED A CORPORATE 
SUSTAINABILITY 
DEPARTMENT 
ISSUED JOHN DEERE’S 
FIRST SUSTAINABILITY-
LINKED BOND 
PARTNERED WITH THE 
HACKERONE PROGRAM ON 
CYBERSECURITY AND DATA 
PRIVACY RISK
UPDATED SUPPLY 
MANAGEMENT CODE OF 
CONDUCT TO INCORPORATE 
SUSTAINABILITY 
Governance
$
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The Deere & Company Board of Directors 
has oversight of sustainability and is 
responsible for aligning strategic priorities 
and ensuring environmental, social, and 
governance (ESG) principles are integrated 
throughout the enterprise.  
 
The Corporate Governance Committee of 
the board reviews ESG topics on a quarterly 
basis. During 2022, the committee was 
briefed on strategic sustainability initiatives, 
performance on metrics and targets, the 
sustainability reporting roadmap, feedback 
from stakeholder engagement, and the 
landscape of shifting ESG expectations 
and practices. The committee also received 
educational updates from external experts 
on evolving trends and best practices in ESG 
reporti
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governance of climate change can be found 
in our Task Force on Climate-related Financial 
Disclosures (TCFD) Report.  
 
To enable and execute the Leap Ambitions, 
numerous teams and policies are in place to 
help ensure full organizational alignment. The 
Smart Industrial operating model continues 
to prioritize and aim to embed sustainability 
throughout worldwide business operations and 
further strengthens the company’s ability to 
successfully achieve ESG ambitions. 
 TEAMS 
 
CEO STAFF  
The CEO Staff provides direction for and ultimately own the 
execution of the company's sustainability initiatives. Oversight and 
ownership at this level help ensure the company’s sustainability 
initiatives are aligned with and a core component of the overal
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sustainability strategy and governance. This team serves as a 
centralized group responsible for driving, measuring, and reporting 
sustainability strategies and initiatives at Deere. The team 
coordinates across the enterprise to measure and report progress 
on Leap Ambitions and other sustainability metrics, evolve core 
processes, and engage with external stakeholders to communicate 
the Smart Industrial model and Leap Ambitions.  
This team also partners with the company’s technical accounting 
and internal audit experts to build robust processes and rigor 
related to sustainability reporting. In addition, the team relies 
on a broad group of subject matter experts throughout the 
organization to execute Leap Ambitions through the development 
and implementation of roadmaps
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SUSTAINABILITY GOVERNANCE
To see more on Deere & Company Sustainability-
linked Bond, see investor.deere.com
LEFT TO RIGHT:
CRISTIANO CORREIA
Production Systems Strategic Planning 
Manager, R3 Marketing Director
ELLERY HANLIN 
Manager, Turf Battery Electric Vehicle 
Product Strategy & Compact Utility
PIERRE GUYOT
Senior Vice President, Power Systems
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John Deere Supply Management and Logistics teams continue to seek to meet customer 
needs through promoting sustainability and by furthering developments in technology 
and supplier relationships. 
Aligned with the new Lea
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As data and connectivity become a greater part of our work 
at John Deere and in our customers’ operations, we continue 
to dedicate cybersecurity teams around the globe who are 
committed to helping protect our customers, dealers, products, 
and infrastructure.
To learn more about Deere’s approach to digital security click here.
Our Audit Review Committee and Corporate Governance Committee 
provide board oversight of our cybersecurity and data privacy 
programs. Information on the latest cybersecurity trends, strategic 
initiatives, and metrics are  presented quarterly. Our Digital Risk 
Governance Council and Executive Business Conduct Council 
provide senior leadership oversight on information security 
gov
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ernance, data governance, digital risk management, and privacy.
We leverage the National Institute of Standards and Technology 
(NIST) Cybersecurity Framework as the foundational building 
block of our global information security program. We work with 
third parties to assess the maturity of our program in the NIST 
Cybersecurity Framework and develop strategic areas of focus 
from those assessments.
Building a companywide culture of cybersecurity starts with 
cybersecurity education. Our goal is to teach employees about 
key security concepts, trends, and the role each employee plays in 
helping to prevent cyberattacks. Our methods include mandatory 
training, phishing simulations, newsletters, and educational events.
Another key part of Deere’s cybersecurity cul
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At John Deere, we honor human rights 
and respect the individual dignity of all 
people. Our commitment to human rights 
requires that we understand and carry 
out our responsibilities consistent with 
company values and practices upheld for all 
employees and workers in our value chain.  
 
We strive to ensure that human rights are 
upheld for our employees and all workers 
in our value chain. Our commitment to 
respecting human rights is defined in our 
Code of Business Conduct, Supplier Code 
of Conduct, Dealer Code of Conduct, and 
John Deere’s Support of Human Rights 
in Our Business Practices. These codes 
establish clear guidelines for our employees 
and suppliers, while helping to inform our 
business
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Because we believe corporate governance  
is integral to creating long-term shareholder 
value, our board of directors has adopted 
companywide corporate governance policies 
that are periodically reviewed and revised to 
ensure that they reflect the board’s corporate 
governance objectives. These policies, along 
with the company’s Code of Business Conduct 
and other work-specific policies, establish 
the framework by which we seek to conduct 
ourselves and our global business in compliance 
with the law and by which we affirm our 
commitment to integrity in everything we do. 
 
CORPORATE GOVERNANCE POLICIES  
These policies establish the guiding principles 
for John Deere corporate governance, including 
board composition and functions, meetings, 
committees, compensation, man
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At John Deere, we believe that participating in democratic 
political processes around the world and advocating for public 
policies that permit us to compete fairly and freely in the 
marketplace are vitally important to all our stakeholders. 
In whatever form it might take, our engagement in the political 
process is grounded in and guided by our ﬁrm commitment to 
strong corporate governance and global corporate citizenship.
John Deere engages in public policy advocacy around the 
world to underscore the responsibility of a global business to 
participate in our communities. We engage in public policies 
such as trade, agricultural and infrastructure development, 
and regulations that impact how John Deere
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DATA TABLE
Unless otherwise noted, all metrics are determined on a fiscal year 2022 basis.
1 Apex Companies, LLC has verified greenhouse gas (GHG) emissions data in accordance with the ISO 14064-3: Greenhouse gases -- Part 3: Specification with guidance 
for the validation and verification of GHG statements assurance standard and water and waste data in accordance with the ISAE 3000 Revised, Assurance Engagements 
Other than Audits or Reviews of Historical Financial Information assurance standard. 
2 Data associated with the operation of Unimil is not included in the reported metrics for 2021 and 2020.
3 Scope 3 Category 11 (Use of Sold Products) methodology was updated to drive consistency across the enterpri
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GOVERNANCE
2022
2021
2020
Total Compliance Training Course Completed
302,983
279,147
247,189
# of Suppliers7
4147
4,457
4,533
# of Supplier Audits7
936
880
402
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Male (M)
Undisclosed (U)
American Indian or Alaska Native (AI/AN)
Asian (AS)
Black or African American (B/AA)
Hispanic or Latino (H/L)
Multiple Races (MR)
White (W)
Undisclosed (U)
RACE AND ETHNICITY2,3
GENDER2
Female (F)
Native Hawaiian or Paciﬁc Islander (NH/PI)
 
PRODUCTION
SALARIED
SENIOR MANAGEMENT
INTERNS
MANAGEMENT
 
BOARD OF DIRECTORS1
GENERAL WORKFORCE
85.6%
(M)
14.3%
(F)
8.3%
18%
(B/A
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2022 AWARDS
AE50 Awards 
1775NT Planter
C770 Cotton Harvesters 
HDF Hinged Frame Flexible Cutterbar Draper 
Integrated ExactRate™ Liquid Fertilizer System 
MY22 9 Series Tractors
Quick Change Blade feature for ProSeries™ Opener 
See & Spray™ Select 
W200 Series Self-Propelled Windrowers and Platforms 
ASABE 
Inclusive Employer Award — John Deere Limited  
Australia Inclusive Employers Index
 
Bronze Top Employer 
India Workplace Equality Index
CES® 2022 Innovation Awards — Best in Innovation Honoree 
Robotics 
Vehicle Intelligence & Transportation
Consumer Technology Association 
CES® 2023 Innovation Awards 
Robotics 
Vehicle Intelligence & Transportation
Consumer Technology Association
CIVIC 50 
Points of Lig
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Appendix: Anti-Bribery 
and Anti-Corruption 
(ABC) Policy, Anti-
Money Laundering 
(AML) Policy, KKR’s 
Antitrust Policy, Code 
of Business Conduct 
and Ethics, Code of 
Ethics (Ethics Policy), 
Customer Due Diligence 
Policy, Information 
Barrier Policy, 
Whistleblower Policy.
Creating Value: 
2022 Highlights
Nearly
100%
of the Firm’s 
employees 
have certified 
that they 
had read the 
Employee 
Handbook
Formed a new 
ESG Controls 
working group 
to monitor and 
test controls
61
KKR 2022 Sustainability Report 
Sustainable Operations
The cornerstone of our commitment to ethics and compliance lies 
in our Code of Business Conduct and Ethics and the Code of Ethics 
(Ethics Policy). Whereas our Ethics Policy outlines the various 
governance structures, policies, a
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activities, including Anti-Money Laundering, Anti-Bribery, and 
Anti-Corruption policies and procedures. In alignment with 
our internal testing procedures, the Internal Audit group also 
monitors compliance activities by conducting regular reviews. 
Our Whistleblower Policy outlines the process for employees 
to anonymously report violations or suspected violations of 
accounting, internal controls, auditing, legal, and regulatory 
matters. To help ensure anonymity, we encourage individuals 
to use a third-party operated 24/7 hotline or a website 
commissioned by us, both of which are administered by a third 
party and confidential. We do not tolerate retaliatory action of 
any kind against individuals submitting such a report in good 
faith or assisting in an investigation. The Audit Committee
Keyword: bribe
Anti-Bribery and Anti-Corruption (ABC) Policy
This policy prohibits KKR employees from offering a 
benefit to a client or investor to obtain an advantage for 
KKR or receive a benefit from a client or investor in return 
for a promise of a benefit from KKR. KKR is committed to 
complying with all requirements of the U.S. Investment 
Advisers Act of 1940, U.S. Foreign Corrupt Practices 
Act (FCPA), and the UK Bribery Act of 2010. We seek to 
ensure that the requirements of these laws apply to our 
own employees, as well as outside agents, consultants, 
representatives, and business partners. Every employee 
must certify that they understand and will abide by KKR’s 
Anti-Money Laundering and ABC Policies.
Anti-Money Laundering (AML) Policy
This policy re
Keyword: corruption
and Anti-Corruption 
(ABC) Policy, Anti-
Money Laundering 
(AML) Policy, KKR’s 
Antitrust Policy, Code 
of Business Conduct 
and Ethics, Code of 
Ethics (Ethics Policy), 
Customer Due Diligence 
Policy, Information 
Barrier Policy, 
Whistleblower Policy.
Creating Value: 
2022 Highlights
Nearly
100%
of the Firm’s 
employees 
have certified 
that they 
had read the 
Employee 
Handbook
Formed a new 
ESG Controls 
working group 
to monitor and 
test controls
61
KKR 2022 Sustainability Report 
Sustainable Operations
The cornerstone of our commitment to ethics and compliance lies 
in our Code of Business Conduct and Ethics and the Code of Ethics 
(Ethics Policy). Whereas our Ethics Policy outlines the various 
governance structures, policies, and procedures that he
Keyword: corruption
Anti-Corruption policies and procedures. In alignment with 
our internal testing procedures, the Internal Audit group also 
monitors compliance activities by conducting regular reviews. 
Our Whistleblower Policy outlines the process for employees 
to anonymously report violations or suspected violations of 
accounting, internal controls, auditing, legal, and regulatory 
matters. To help ensure anonymity, we encourage individuals 
to use a third-party operated 24/7 hotline or a website 
commissioned by us, both of which are administered by a third 
party and confidential. We do not tolerate retaliatory action of 
any kind against individuals submitting such a report in good 
faith or assisting in an investigation. The Audit Committee is 
informed and provi
Keyword: corruption
Anti-Bribery and Anti-Corruption (ABC) Policy
This policy prohibits KKR employees from offering a 
benefit to a client or investor to obtain an advantage for 
KKR or receive a benefit from a client or investor in return 
for a promise of a benefit from KKR. KKR is committed to 
complying with all requirements of the U.S. Investment 
Advisers Act of 1940, U.S. Foreign Corrupt Practices 
Act (FCPA), and the UK Bribery Act of 2010. We seek to 
ensure that the requirements of these laws apply to our 
own employees, as well as outside agents, consultants, 
representatives, and business partners. Every employee 
must certify that they understand and will abide by KKR’s 
Anti-Money Laundering and ABC Policies.
Anti-Money Laundering (AML) Policy
This policy requires that KKR busi
Keyword: tax
after-tax distributable earnings
$2.2bn
fee related earnings
Approximately
30%
of stock owned by employees[5]
Our Investments[6]  |  KKR AUM ($ in billions)
$504 bn
assets under 
management
2013
2015
2017
2019
2012
$83
$100
$107
$120
$130
$168
$195
$218
$252
$471
$504
2014
2016
2018
2020
2021
2022
 Alternative Credit
 Leveraged Credit
 Hedge Funds
 Real Estate
 Traditional PE
 Growth Equity and Core PE
 Infrastructure and Energy
Credit and Liquid Strategies
Private Equity + Real Assets
Our Portfolio
125
companies in our traditional 
private equity portfolio that 
generate approximately
$290bn
of annual revenues
Our Investors
1,600
fund investors across all strategies
Fund Investor by Type
 
 
 
36% 
Global Atlantic
30% 
Public Pension 
and Agency
1
Keyword: tax
a finance, accounting, corporate treasury, or tax roles must 
promptly report any known or suspected violations of laws, 
rules, regulations, or provisions in the Code of Business Conduct 
and Ethics to the chair of the Audit Committee. They may 
choose to submit these reports confidentially or anonymously. 
Additionally, they must report any matter that could compromise 
the integrity of the Company’s financial statements.
It is expected that all of our employees seek guidance from the 
Chief Legal Officer, Global CCO, another member of the Legal and 
Compliance team, or other applicable KKR personnel regarding any 
known or suspected unethical or illegal behavior.
The Compliance team annually tests our policies and procedures 
to align with the ongoing monitoring program of business 
ac
Keyword: tax
herein constitutes investment, legal, tax, or other advice nor is it to be relied on 
in making an investment or other decision. This report should not be viewed as 
a current or past recommendation or a solicitation of an offer to buy or sell any 
securities or to adopt any investment strategy.
Without limiting the foregoing, this report is not and shall not be construed 
as an “advertisement” for purposes of the Investment Advisers Act of 1940, 
as amended, or an offer to purchase or sell, or the solicitation of an offer to 
purchase or sell, any security, service or product of or by any KKR entity, including 
but not limited to any investment advice, any investment fund, vehicle or account, 
any capital markets service, or any insurance product, including but not limited to 
(i
Keyword: governance
Strategy and Governance
ESG Integration
Engagement
Investing Behind Trends
44	
Sustainable 
Operations
Human Capital
Environment
Data Responsibility
Citizenship
Governance and Business Ethics
63	
Appendix
Stakeholder Engagement
Supplementary ESG Disclosures
SASB Index
TCFD Index
KKR-level ESG Data Tables
Endnotes/Cautionary Statement
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2
KKR 2022 Sustainability Report 
Introduction
Introduction
Looking back at 2022, we believe 
that the growth of our Firm, the 
diversification of our investments, 
and our sustainability ambitions 
have positioned us for success, in 
support of our mission to create 
and protect value for KKR’s 
stakeholders, including our clients, 
shareholders, employees, and 
communities at large.
5 
A
Keyword: governance
our inaugural environmental, social, and governance 
(ESG) report in 2011. Building on our 2021 Sustainability 
Report, published in June 2022, this report includes 
two main sections: Sustainable Investing, which covers 
sustainability-related activities in our investments, and 
Sustainable Operations, which covers sustainability-
related activities at the Firm level. In addition, we 
have sought to enhance our reporting by maintaining 
consistency across key sustainability topics discussed 
in these two sections. To access previous reports, 
please visit our Resource Center on kkr.com.
To simplify navigation and communication of our 
activities and performance, the report provides:
Links to internal sections of the report 
and external documents
References to disclosures aligned with 
t
Keyword: governance
Environmental, Social, and Governance 
(ESG) Integration (also referred to as 
“responsible investment”): In line with our 
Responsible Investment Policy and the six 
UN-backed Principles for Responsible Investment 
(PRI) — of which Kohlberg Kravis Roberts & Co. 
L.P. is a signatory — ESG integration describes our 
approach to integrating and managing material 
ESG considerations in our investment processes 
globally across asset classes. See “materiality” 
definition below. 
ESG Management: The evaluation and management 
of how a company operates on material ESG topics 
and engages with its stakeholders. 
Global Ambitions: KKR-specific ambitions for ESG 
performance for select portfolio companies across 
four focus areas: ESG management and governance, 
human capital, climate
Keyword: governance
appropriate governance framework; ii) Engaging human 
capital; iii) Managing climate risks and opportunities; and 
iv) Protecting data privacy and cybersecurity. 
Why focus on these areas? Put simply: We believe that 
managing them helps us create and protect value. 
As one example, we have found that supporting 
the implementation of robust employee 
engagement and ownership programs can create 
a more productive workforce, increase employee 
retention, and enhance operational excellence. We 
have experienced this by supporting employee 
ownership and engagement programs at 30 of 
our portfolio companies since 2011. The benefits 
of an engaged workforce as performance drivers 
are supported by third-party research,[8] where 
engaged teams have been found to dri
Keyword: governance
Strategy and Governance
•	 Launched KKR’s Global Ambitions to inspire strong 
performance in our portfolio across four focus areas 
with particular opportunities for value creation and 
value protection
•	 Held four meetings of KKR’s Sustainability Expert 
Advisory Council (SEAC) to advance our sustainability 
strategy and practices
$40 bn
•	 Committed to sustainability-focused investments, 
including $30+ bn committed to climate and 
environmental sustainability investments, 
since 2010[9]
12th
•	 Year of publicly reporting KKR’s sustainability efforts
•	 Increased transparency in Real Estate reporting 
through the GRESB submission of KKR Property 
Partners Americas L.P.
Engagement
30
•	 Portfolio companies with 50,000+ 
non-senior management employees 
implemen
Keyword: governance
Governance Counsel
•	 Conducted comprehensive global privacy 
awareness training
Citizenship
•	 $13+ mm to 70+ nonprofits through our strategic 
philanthropy efforts
•	 $7.8 mm dispersed through employee donations 
and KKR’s enhanced matching gifts program
Governance and Business Ethics
•	 Consolidated existing policies into KKR Ethics 
and Compliance Handbook, with nearly 100% 
certification of receipt from KKR employees
•	 Formed a new ESG Controls working group
[10] 
Since the formation 
of the Inclusion and 
Diversity Council (IDC) 
in 2014. 
[11] 
Does not include 
Global Atlantic and 
KJRM employees, 
and the employees 
of certain other 
acquired businesses. 
↓  During KKR 2022 Global Investors’ Meeting, the Sustainability Desk represented an
Keyword: governance
Strategy and Governance
	
14 
Our Commitment and Approach
	
14 
Governance and Oversight
	
15 
Our Sustainability Expertise
	
16 
Spotlight: Investing Responsibly 
in the Age of Geopolitical Rivalry
	
16 
Stakeholder Engagement
17 
ESG Integration
	
17 
Our Approach
	
18  Credit
	
19 
Private Equity
	
20  Real Estate
	
22  Infrastructure
	
23  Spotlight: KJRM
24  Engagement
	
24  Our Approach
	
25  Human Capital
	
29  Climate
	
32  Data Responsibility
34 
Investing Behind Trends
	
34  Our Approach
	
35  Examples of Solutions in Practice
	
38  Expert Viewpoints
	
39  Spotlight: Global Impact Strategy
13
KKR 2022 Sustainability Report 
Sustainable Investing
Strategy and 
Governance
We work collaboratively as one Firm toward achieving one common goal: 
helping buil
Keyword: governance
Governance 
and Oversight
Accountability for our sustainable investing efforts extends 
throughout our Firm, with ultimate oversight by KKR’s 
senior leadership and our Board of Directors (KKR Board). 
KKR senior executives regularly report on these activities 
to the KKR Board and/or one or more of its committees 
to whom such responsibilities have been assigned. Our 
efforts are further driven forward by the dedication and 
collaboration of our global and regional team members to 
achieve strong outcomes. 
When making investment decisions, our Investment 
Committees consider investment-specific material ESG 
issues, where applicable. We seek to identify and manage 
material ESG issues where we have the greatest ability to add 
or protect value in o
Keyword: governance
strategy, board governance, climate change and 
decarbonization, ESG compliance, reporting, data 
management, and supply chain management.
Our one-firm approach enables us to effectively 
utilize a valuable network of resources and experts 
across sectors and investment platforms, nonprofit 
organizations, and technical experts. We believe 
this network encourages thoughtful identification 
and management of material ESG issues throughout 
the investment process. For example, KKR Global 
Institute (KGI) plays a pivotal role in integrating 
geopolitical issues and global trends, including 
material ESG issues, into our investment process, 
using policy, market, and macroeconomic analyses.
[13]
This number does not 
include investment 
teams, such as Global 
Impact in
Keyword: governance
a new Geopolitical Governance Subcommittee of the Risk and 
Operations Committee, in addition to the ongoing consideration 
of these factors in the investment life cycle, where relevant.
Vance Serchuk
Executive Director and Managing Director, 
KKR Global Institute and Private Equity (New York)
Stakeholder 
Engagement
Stakeholder engagement is a key component of our 
approach to investing responsibly. Through regular 
and effective engagement, we believe we can better 
understand our stakeholders’ interests, address 
their concerns, and deliver on their expectations, all 
while working to create and protect value. 
We benefit from stakeholder feedback and engage 
with multiple groups who contribute to the success 
of our Firm, including fund investors, shareholders, 
po
Keyword: governance
governance rights with respect to a portfolio 
company, KKR’s ability to monitor ESG-related 
performance, and other factors.
Our Responsible Investment Policy was 
last updated in 2023 to incorporate our 
latest practices and initiatives, including the 
introduction of an ESG Committee and our 
Global Ambitions. 
[14]
In this section, the 
term “company” or 
“companies” also 
refers to assets, 
operators, portfolio 
companies, and, where 
relevant, sponsors. 
The actual investment 
process used for any 
particular investment 
may differ materially 
from the process 
described herein. 
Actual results may 
differ materially.
[15]
This policy is 
applicable to KKR 
funds and other client 
accounts managed 
by Kohlberg Kravis 
Roberts & Co. L.P., 
KKR C
Keyword: governance
governance, human 
capital, climate, and 
data responsibility. For 
more detail, see the 
Engagement section. 

To learn more, see 
the Responsible 
Investment Policy 
on kkr.com.
Trainings and Additional Resources
To support the implementation of this work across 
asset classes, we assign members of our core 
Sustainable Investing team with asset-specific 
expertise to each strategy to support our investment 
team members. Ultimately, investment team 
members are responsible for implementing our ESG 
integration and management programs. 
We seek to raise awareness among investment and 
operational professionals about our commitment 
to, and their role in, integrating material ESG 
considerations in the investment life cycle through 
annual new emplo
Keyword: governance
an appropriate governance framework, including 
board-level oversight of material ESG topics. 
We leverage the resources of our global platform 
to work as partners with the management of our 
portfolio companies and assist in company operations 
through the execution of our ESG integration efforts 
in our Private Equity business. We aim to foster 
innovation by scaling programs across our regions 
and adapting them to region-specific priorities. 
Examples include: 
•	 Americas: In 2022, KKR’s broad-based ownership 
programs were expanded across our Americas 
Private Equity portfolio, with 11 new broad-based 
ownership programs launched. We also enhanced 
our capabilities to support our portfolio companies 
on various sustainability efforts, including by 
adding de