exo-is/governance-reporting-on-listed-companies huggingface dataset:
Keyword: governance
governance across our global portfolio.
the UN Global Comppact Youngg SDG Innovators pproggram.
Evolve is a tool that recommends practical
sustainability opportunities and metrics bespoke to
a project, in line with the UN SDGs.SUSTAINABLE BUSINESS OBJECTIVE
Core SDG
4. Create a fair and inclusive future for all
»
Inequality within and among countries is a persistent cause for concern, and it is
Target
estimated that income inequality has risen byy 6% in developing countries due to the
Engage our workforce in 50,000 hours of global
COVID-19 pandemic. Major global issues have disproportionate effects on vulnerable
groups, both in increased severity of impact and decreased ability to withstand effects.
STEAM volunteering that enhances diversity and
We p
Keyword: governance
– Steve Demetriou, Chair & CEOEnvironmental, social and governance (ESG) disclosures
Active and ongoing dialogue with shareholders and stakeholders is vital to our materiality and risk assessment activities, helping us stay
ahead of developments in the rapidly evolving ESG space.
We update our ESG metrics in our ESG Data Disclosures documents, which align to the Sustainability Accounting Standards Board (SASB)
framework and are informed by Global Reporting Initiative (GRI) standards. Annually, we disclose to CDP (formerly the Carbon Disclosure
Project) and the S&P Global Corporate Sustainability Assessment (CSA), which is the basis for the S&P Global ESG Score and a key factor for
inclusion in the Dow Jones Sustainabilityy Indices. We disclose our climate risk data in line with the Task Force on Climate-r
Keyword: governance
contributes to creating a sustainable future, activities consistent with our founding membership in the UNGC CFO Task Force for the SDGs.Governance
Sustainability at Jacobs is the responsibility of all employees,
regardless of role.
Our PlanBeyond 2.0 strategy and the delivery of associated plans and programs is
Sustainability & ESG Governance
led by our Global Head of Sustainability and corporate sustainability team.
We are creating a network of Sustainability Leads across our business units to
Board ESG & Risk Committee
operationalize sustainability and drive strategy and target delivery into each of
our Lines of Business.
Our Senior Leadership Team each have a leadership role to ensure the increasing
PlanBeyond Executive
performance and delivery of our Sustainable Business Objectives, and each have
Steering Committee
non-financial goals tied to their compensation – with at least on
Keyword: governance
Our governance is reinforced by our commitment to ethics and integrity
through our codes of conduct, our Human Rigghts ppolicyy, and our commitment
to implementing the UN Global Comppact’s ten principles on human rights,
labor, environment and anti-corruption.Glossary
Carbon negative Reduction of an entity’s carbon emissions to less than neutral, such that more are removed from the atmosphere than are
being emitted.
Carbon offset Action or activity (e.g., forest restoration, renewable energy installation) that compensates for an entity’s emission of
carbon dioxide or other greenhouse gases to atmosphere.
ESG Environmental, social & governance – three key factors when measuring the sustainability and ethical impact of
an organization. Financial institutio
Keyword: bribe
Conduct, anti-bribery/corruption, cybersecurity and 
phishing, data privacy and protection, and workplace 
and sexual harassment. Training material is translated 
into as many as 20 languages and delivered and tracked 
through an online learning management system. We 
require all employees to complete training on our Code 
and, where permitted by law, also require that employees 
regularly certify compliance with the Code.
Providing our employees with a safe, secure reporting 
outlet remains a priority, and our compliance hotline is 
integral to that. Operated by an independent company, 
the hotline is available to receive conﬁ dential reports 
from anyone within or outside the company. To access 
country-speciﬁ c hotline information, employees can 
view the po
Keyword: bribe
company resources; conﬂ icts of interest; and bribery, 
corruption, or improper gifts or entertainment. 
While we have a mature compliance program, we are 
always focused on continuous improvement, by making 
compliance guidance more relevant, risk based, timely, 
easy to use, and employee focused. Examples include: 
Training materials and resources, with helpful 
reminders delivered ahead of trade shows and 
major events.
A podcast featuring real-life cases from the 
hotline or examples of ethical business in action.
Enhancements to our hotline process and 
communications to increase trust and 
transparency.
Code of Business Conduct newly available in 
an engaging, interactive electronic format.
To expand our reach, Compliance collaborated with 
Labor Relations to expand the use of email by
Keyword: corruption
Conduct, anti-bribery/corruption, cybersecurity and 
phishing, data privacy and protection, and workplace 
and sexual harassment. Training material is translated 
into as many as 20 languages and delivered and tracked 
through an online learning management system. We 
require all employees to complete training on our Code 
and, where permitted by law, also require that employees 
regularly certify compliance with the Code.
Providing our employees with a safe, secure reporting 
outlet remains a priority, and our compliance hotline is 
integral to that. Operated by an independent company, 
the hotline is available to receive conﬁ dential reports 
from anyone within or outside the company. To access 
country-speciﬁ c hotline information, employees can 
view the posters on di
Keyword: corruption
corruption, or improper gifts or entertainment. 
While we have a mature compliance program, we are 
always focused on continuous improvement, by making 
compliance guidance more relevant, risk based, timely, 
easy to use, and employee focused. Examples include: 
Training materials and resources, with helpful 
reminders delivered ahead of trade shows and 
major events.
A podcast featuring real-life cases from the 
hotline or examples of ethical business in action.
Enhancements to our hotline process and 
communications to increase trust and 
transparency.
Code of Business Conduct newly available in 
an engaging, interactive electronic format.
To expand our reach, Compliance collaborated with 
Labor Relations to expand the use of email by production 
e
Keyword: tax
Income Taxes
$(2,871)
$(2,007)
$(1,658)
      Corporate Expenses — Net
$(252)
 $(255)
$(241)
      Pension and OPEB Beneﬁ t (Cost) Excluding Service Cost Component
$286
$218 
$183 
      Foreign Exchange Gain From Equipment Operations Financing Activities
$(114)
$(103)
 $(45)
      Interest Expense
$(411)
$(390)
 $(368)
      Interest Income
$559 
$159 
 $82 
Total Operating Proﬁ t
$12,958
$9,508 
 $8,012 
Less Financial Services Operating Proﬁ t
$795 
$1,159 
$1,144 
Operating Proﬁ t — Equipment Operations
 $12,163 
$ 8,349 
$6,868 
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
10
STOCK PERFORMANCE
The graph
Keyword: tax
power, and tax and ﬁ nancing access that impacts our customers. 
As a part of these efforts, we engage with like-minded 
companies, non-governmental organizations (NGOs), and 
associations as well as participate in public-private partnerships, 
to reach global audiences and policymakers. 
Examples of recent U.S. advocacy to highlight the beneﬁ ts of 
precision agriculture and climate-smart practices associated 
with renewable fuels include engagement in California’s 
Low Carbon Fuel Standard, the U.S. Federal Renewable Fuel 
Standard, the Inﬂ ation Reduction Act, and the U.S. Farm Bill. On 
a global level, recent examples of advocacy include sustainable 
agricultural mechanization, expanding rural connectivity in 
Brazil, carbon farming and alternative f
Keyword: tax
(xii) global tax laws; (xiii) demand for food and bioenergy 
impacting farm commodity pricing and demand for the 
company’s products; (xiv) global political, economic, and 
social events and uncertainty; (xv) competitors’ actions 
and competitive pressures; (xvi) adapting products to 
customer preferences around the world; (xvii) infringement 
of the company’s intellectual property; (xviii) economic 
conditions weakening demand and/or limiting access to 
funding and higher funding costs; (xix) ability to realize 
the anticipated beneﬁ ts of our business strategies 
including acquisitions, joint ventures, divestitures, or new 
product or efﬁ ciency initiatives; and (xx) general global 
macroeconomic conditions, including but not limited 
to inﬂ ation, slowe
Keyword: governance
54 Sustainability Governance
56 Senior Leadership
57 Board of Directors
58
60
61
62
63
Cybersecurity & Data Privacy
Compliance
Political Engagement
John Deere Policies
Reporting Scope and Issuance 
Forward-Looking Statements
Business Impact Report Databook
Supplemental Content
This Databook contains our SASB, UN SDGs and GRI 
indices, our Leap Ambition and Sustainability data charts, 
and our TCFD report.
This Supplemental Content includes additional 
evergreen sustainability content. 
59 Supply Management
Awards 
GOVERNANCE
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
2
388 million
$19M
Engaged Acres
92M Highly Engaged Acr
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
3
John Deere had an outstanding year in 2023, delivering strong performance and making 
a signiﬁ cant positive impact on those we serve.
In this inaugural Business Impact Report, we are proud to share the ﬁ nancial and 
sustainable outcomes accomplished by John Deere this year. This comprehensive report 
highlights our dedication to creating long-term value for all stakeholders. 
Financially, 2023 was a remarkable year for us. Our net income reached a notable $10.17 
billion, surpassing the previous year’s $7.13 billion. Our net sales and revenues experienced 
a 16% increase, totaling $61.25 billion. And our proﬁ tability reached impressive levels, a 
signiﬁ cant milestone for two key reasons. First, this success was achieved de
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
4
FPO (CEO Letter)
We also introduced several new products and upgrades that 
support our Construction & Forestry customers in working 
smarter, safer, and more sustainably. Our P-Tier line of excavators, 
optimized for increased productivity, efﬁ ciency, and reduced CO2e 
emissions, has been well-received in the market. We expanded 
our Operations Center to include the Wirtgen Group’s equipment, 
unlocking enhanced operational analysis, monitoring, and project 
planning opportunities for our roadbuilding customers. Looking 
ahead, we are excited about our upcoming X-Tier Loaders with 
E-Drive technology, slated to deliver fuel savings, emission 
reductions, and productivity gains for our customers in 2024. 
To support our Leap
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
5
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
6
LEAP AMBITIONS
BILLION USD
INCREMENTAL ADDRESSABLE 
MARKET OPPORTUNITY
>$150
* Engaged acres is one of the foundational measures of customers’ use of the John Deere 
Operations Center™ (our online farm management system). It reﬂ ects the number of 
unique acres with at least one operation pass documented in the Operations Center in 
the past 12 months.
** Highly Engaged Acres include documentation of multiple production steps and the use 
of digital tools to complete multiple, value creating activities over a 12-month period.
*** Sustai
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
7
  
“We are revolutionizing the ways our customers can 
maximize the capabilities of their equipment, investing 
only in the technology and services that deliver the 
greatest value, while at the same time delivering steady 
revenue streams for our dealers and Deere.”  
  
JUSTIN ROSE
President, Lifecycle Solutions, Supply Management,
and Customer Success
Delivering and scaling our Solutions as a Service business 
model will deliver another leap forward for our customers, our 
dealers, and John Deere. The Solutions as a Service customer 
value proposition has three key elements: 1) It will allow lower 
up-front costs to engage our world-class technology, 2) It 
will allow customers to only pay for the technology they use, 
and
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
8
$61.25
NET SALES & REVENUES
BILLION
$10.17
NET INCOME
BILLION
FINANCIAL HEALTH & PERFORMANCE
Margin Growth Coupled With Disciplined Asset Management
Exceptional Operating Performance — 
OROS, OROA, and SVA
Our business strategy emphasizes achieving superior operating 
and ﬁ nancial performance through aggressive goals for operating 
margin, asset management, and value creation from disciplined 
capital allocation. The metrics we use to measure progress towards 
these goals include OROS (Operating Return on Sales), OROA 
(Operating Return on Assets), and SVA (Shareholder Value Added).
The amounts shown in the charts above represent millions of dollars (USD).
OROS (Operating Return on Sales)
Our focus on increasing customer valu
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
9
$9.32
SHAREHOLDER VALUE ADDED
BILLION
$9,318
$6,229
$5,128
2023
2022
2021
SVA (SHAREHOLDER VALUE ADDED)
SVA is a non-GAAP measure that management believes is an appropriate 
measure for the performance of our businesses. SVA is, in effect, the 
pretax proﬁ t left over after subtracting the cost of enterprise capital. 
We are aiming for a sustained creation of SVA and are using this metric 
for various performance goals. Certain compensation is also determined 
on the basis of performance using this measure. For purposes of 
determining SVA, each of the equipment segments is assessed a pretax 
cost of assets, which on an annual basis is approximately 12% of the 
segment’s average identiﬁ able operating assets during the applica
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
10
STOCK PERFORMANCE
The graph compares the cumulative total returns of Deere & Company, the Standard 
& Poor’s (S&P) Construction Machinery & Heavy Transportation Equipment Index, 
the S&P 500 Industrials, and the S&P 500 Stock Index over a ﬁ ve-year period. It 
assumes $100 was invested on October 26, 2018, and that dividends were reinvested. 
Our stock price at October 27, 2023, was $361.15. The S&P 500 Industrials comprises 
those companies included in the S&P 500’s that are classiﬁ ed as members of the GICS 
industrials sector, and therefore, have many characteristics similar to us, regardless of 
the speciﬁ c types of products they offer. The S&P 500 Construction & Farm Machinery 
Index is made up of four companies Caterpi
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
11
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
12
OUR PRIORITIES
WHAT WE HAVE DONE  
DEVELOPING SOLUTIONS THAT DELIVER 
ALIGNED SUSTAINABLE AND FINANCIAL 
OUTCOMES FOR CUSTOMERS 
• 1.5 million connected machines by 2026 is the 
foundation of Deere’s solutions road map
• Partnering with customers through engaged, 
highly engaged, and sustainably engaged acres 
to further unlock innovation opportunities for 
farmers
• Crop protection and nitrogen use efﬁ ciency 
goals to drive productivity and reduce ag 
customer CO2e emissions
• Smart solution adoption targets to deliver more 
precisi
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
13
We are strategically collaborating with 
our customers and other stakeholders 
within the dairy and livestock value chain 
to unlock opportunities to produce more 
with less. 
Over the past two decades, milk 
production has grown by 53% while 
livestock production increased 45%.1 As the 
desire for more protein-rich diets spreads 
throughout the world, those upward trends 
are not slowing down.
Despite great productivity gains, these 
increases come with environmental 
challenges that producers are addressing 
through partnerships, innovation, and 
overall stewardship of the land. For 
example, the European Union (EU)’s Green 
Deal has set goals for reducing nutrient 
losses by at least 50% and reducing 
fertilizer use by at
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
14
A HOLISTIC DAIRY FARM MANAGEMENT APPROACH
Dairy is a unique industry that intertwines crop and animal 
production, to ultimately create nutrients, milk, cheese, 
yogurt, and meat. The data and management of dairy 
products is complicated, involving many steps to manage 
the welfare of the cows, along with the production of the 
crops to feed them.
That’s why we’ve formed a strategic partnership with DeLaval 
to launch the Milk Sustainability Center (MSC) in an effort to 
create opportunities for dairy farmers to manage data more 
efﬁ ciently while unlocking more sustainable and proﬁ table 
outcomes. MSC is built and powered by Dairy Data Warehouse 
BV (DDW), a Dutch company offering data solutions for 
sustainable dairy.
MSC
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
15
GRASSLAND EFFICIENCY GAINS  
Hay is a primary food source for cattle. Harvesting 
hay is a multistep process involving multiple passes 
through the ﬁ eld to mow the grass, spread it out 
to dry, rake it, and ﬁ nally to either bale or chop it 
before it is collected from the ﬁ eld. These steps 
often take place in smaller ﬁ elds with complex 
borders, and each production step requires 
dedicated equipment with varying track spacing 
and working widths. These dynamics lead some 
producers to create individual path plans for these 
steps or — in most cases — manually steer. However, 
that can be a time-consuming process, leaving the 
producer with the likelihood of soil damage and 
contamination to the crop.  
 
AutoPath™ is an
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
16
SILAGE SYSTEM EFFICIENCIES
Precision agriculture technologies also play a key role in corn silage 
production. Corn silage is created by harvesting a corn crop and preserving 
it. Corn silage serves as a year-round high-energy feed source for cattle in 
dairy and livestock operations. 
Using Deere technologies such as AutoTrac™, AutoPath, iAIG, John Deere 
Operations Center™, AutoSetup™, HarvestLab™ 3000, and StarFire™ RTK 
receiver in these steps can unlock key ﬁ nancial and sustainable outcomes 
within the production of corn silage.
For example, HarvestLab 3000 can provide efﬁ ciencies in the slurry 
injection phase and during harvest:
Manure application: Farmers apply manure to the ﬁ eld, providing a 
natural, organic sour
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
17
The key to agricultural sustainability lies in 
improving soil health, as soil is the farmer’s 
most valuable asset. 
Sustainable practices, like maintaining cover 
crops, reducing or eliminating tillage, and 
reducing synthetic fertilizer, can lead to healthier 
soil and more resilient yields over time. They  can 
also unlock reductions in carbon emissions and soil 
erosion while providing improvements to water 
quality, nitrogen, and crop-protection efﬁ ciency. 
These practices can take three to ﬁ ve years to 
show beneﬁ ts and often demand more labor. 
To make changes to incorporate sustainable 
practices it’s critical for precision ag 
technology to do more with less, and for the 
market to support farmers ﬁ nancially.
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
18
“Roadbuilding customers can gain key 
insights on jobsites to increase efﬁ ciency 
and productivity by using the data 
unlocked from Operations Center.”
STEPHAN WELLER
Head of Channel & Aftersales/Customer 
Service Support, Digitalization & Production 
Systems, Wirtgen Group branch of John Deere 
GmbH & Co. KG
ROADBUILDING CUSTOMERS GAIN OPERATIONS 
CENTER BENEFITS 
Expanding the Operations Center to The Wirtgen Group’s 
equipment unlocks valuable insights for our roadbuilding 
customers.
The Operations Center allows customers to manage 
site operations when it matters most, at any time, and 
from anywhere. Connected ﬂ eets can minimize jobsite 
disruption through access to maintenance plans, digital 
alerts, and maintenance
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
19
See & Spray Technology 
Performance
IN 2023, SEE & SPRAY 
TECHNOLOGY WAS USED ON OVER 
1M ACRES
(LARGER THAN THE STATE OF 
RHODE ISLAND), WHICH 
HELPED FARMERS ACHIEVE 
NEARLY 2/3 REDUCTION IN 
SOLUTION, SAVING OVER
8M GALLONS5
Protecting crops after emergence is one of the most critical 
steps growers take on their way to optimizing productivity of 
every acre. Whether eliminating pests or nutrient-stealing weeds, 
the inputs of herbicides and pesticides can be an expensive 
necessity nearly every agriculture production system faces.
That’s why our continued expansion of smarter spraying 
capabilities are designed to not only increase our growers’ 
overall efﬁ ciency and proﬁ tability, but also link back to key 
Leap Ambitio
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
20
MORE VALUE FOR HIGH-VALUE CROPS
Our smart-spraying capabilities now extend to 
high-value crops (HVCs) as a result of the company’s 
acquisition of Smart Apply Inc., a precision spraying 
equipment company that developed the Smart Apply® 
Intelligent Spray Control System™. 
HVCs generate signiﬁ cantly higher value per acre 
than grains or oilseeds. The three primary HVC 
categories include bedded crops (vegetables and 
melons), vineyards (grapes and other berries), and 
orchard crops (almonds, citrus, olives, apples, etc.).
Smart Apply’s intelligent spray system is an upgrade 
kit that improves the precision and performance of 
any air-blast sprayer used in orchard, vineyard, and 
tree nursery spraying applications. 
The spra
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
21
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
22
OUR PRIORITIES
WHAT WE HAVE DONE  
DEERE PRODUCTS WILL SET THE STANDARD
FOR SUSTAINABILITY BY 2030 THROUGH:
Integrating circularity principles into product 
development lifecycle:
• Incorporating 95% recyclable content into our 
products
• Ensuring 65% of content going into our products 
is sustainable 
• Growing remanufacturing revenue by 50%  
Reducing upstream and downstream (Scope 3) 
CO2e emissions 30% by:
• Developing a road map of low/no carbon 
alternative power solutions 
• Investing in engine efﬁ ciency, hybridization, 
elec
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
23
Our customers’ success ultimately relies on their — and 
our — understanding of an often complex interconnected 
environment or ecosystem. In our effort to deliver 
products that align with our 2030 Leap Ambition goal 
of reducing Scope 3 upstream and downstream CO2e 
emissions (Scope 3, Category 1 and 11) by 30%, we remain 
focused on solutions that will continue to meet the 
power needs required in those unique ecosystems. We 
know that a singular technology will not be the solution 
across our entire portfolio of products, so ensuring that 
each product line has the optimal solution is our goal.
Our internal research and development efforts around 
alternative propulsion are focused both on advancing 
our best-in-class eng
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
24
185 AND 225 E-CUTTM ELECTRIC WALK 
BEHIND GREENS MOWERS: 
• Estimated product lifetime emissions savings4 
 of up to 4 metric tons CO2e
E-CUTTM HYBRID FAIRWAY MOWERS: 
• 7700A has an estimated product lifetime 
 emissions savings4 of up to 11 metric tons CO2e
• 6700A has an estimated product lifetime 
 emissions savings4 of up to 10 metric tons CO2e
 HYBRID AND BATTERY ELECTRIC IN TURF CARE 
The Small Ag & Turf Division has committed to delivering a 
fully-electric option in each Turf and Compact Utility tractor 
product family. New turf care machines launched this year are 
tailored to our golf course customers, including electric Gator™ 
utility vehicles, E-Cut Electric walk-behind greens mowers, 
and hybrid fairway mowers.
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
25
EXCAVATORS TO LOADERS AND ROLLERS
But we didn’t just stop at excavators. Our 
744 X-Tier and 824 X-Tier loaders with E-Drive 
Technology are expected to deliver fuel savings, 
emission reductions and productivity gains for our 
customers when they hit the market in 2024. 
An electric-variable transmission (EVT), similar to 
what is already available on MY23 8 Series Tractors 
with 410 horsepower, is being introduced for the 
ﬁ rst time on these loader models. Two electric 
motors and an inverter housed on the EVT allow 
the system to manage torque and power more 
efﬁ ciently to the ground. 
By delivering near-instant response to the operator, 
we are bringing a simpliﬁ ed operation with a 
single pedal, which helps eliminate
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26
LESS GREENHOUSE GASES 
THAN GASOLINE8
ETHANOL PROVIDES 
UPWARDS OF
40%
To this end, we are working toward developing an ethanol 
burning 9-liter engine. Ethanol provides upwards of 40% 
less CO2e emissions than gasoline, and the production and 
distribution network for ethanol is already mature in many 
geographies around the world.8 We displayed a concept 
9-liter engine that is compatible with ethanol at the 2023 
AGRITECHNICA show. The concept engine illustrates the 
company’s ongoing commitment to developing a diversiﬁ ed 
portfolio of solutions that can meet power needs across 
equipment sizes and applications, while delivering lower 
greenhouse gas emissions. We are most excited about what a 
biofuels answer for low car
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27
Our focus on product circularity revolves around 
implementing economic and sustainable solutions to 
extend a machine’s life. It’s this balance that drives our 
Leap Ambition goals of achieving 95% recyclable product 
content, ensuring 65% product content is sustainable 
material, and growing our John Deere Reman 
business by 50%.
Our remanufacturing business focuses on core parts 
and components that are designed to add value to 
the life of the product while reducing environmental 
impacts. These core components include complete 
engines, engine components and accessories (starters, 
alternators, and AC compressors), electronics (display 
monitors, control units, and moisture sensors), 
drivetrains, and hydraulic component
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28
“The ReLife machines help owners manage 
their daily operating costs because it’s 
something they’re familiar with,” said 
Ron Horton, product support manager at 
Foster F. Wineland Inc. in Martinsburg, 
Pennsylvania. “When ReLiﬁ ng their machine, 
they can understand that, based on their past 
experiences, they know what it’s going to 
cost them, and they can expect the same after 
ReLife as well.”
RON HORTON
Product Support Manager at Foster F. Wineland Inc.
John Deere Dealer in Pennsylvania
FROM 2021 TO 2022, THE RELIFE BUSINESS NEARLY 
DOUBLED ACROSS OUR DEALERSHIPS, AND GREW 
ANOTHER 21% IN 2023. 
The use of John Deere Reman components in this 
process also drives emissions reductions. Not having to 
make a new engine or
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30
OUR PRIORITIES
WHAT WE HAVE DONE  
MAKING DEERE’S OPERATIONS MORE 
SUSTAINABLE BY 2030:
• Reducing upstream and downstream (Scope 3)
CO2e emissions by 30%
• Reducing Scope 1 and 2 CO2e emissions by 50%
• Reducing waste intensity by 15%
• Reducing freshwater consumption intensity by 
10% at water-stressed manufacturing locations 
• Implemented projects to reduce Scope 1 and 2 
GHG emissions by nearly 1,200 metric tons of 
CO2e annually
• 65% of our key suppliers by spend are measuring 
and publicly reporting certain categories of their
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31
We have validated Science Based Targets to reduce our Scope 1 
and 2 greenhouse gas (GHG) emissions by an additional 50% by 
2030, with ﬁ scal year 2021 serving as the baseline. In 2023, we 
are making progress, with a 15% reduction in Scope 1 and 2 GHG 
emissions from our 2021 baseline. To continue to deliver Scope 1 
and 2 GHG emission reductions, we'll aim to implement additional 
efﬁ ciency gains in operations and facilities processes, and use 
even more renewable electricity and fuels. 
We’re also engaging our global teams in this endeavor to identify 
opportunities for efﬁ ciency. Our engineering and technology teams 
have identiﬁ ed energy efﬁ ciencies throughout 10 manufacturing 
sites in India, Brazil, and the U.S.
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32
Engaging our supply base is crucial to our success in reducing 
upstream greenhouse gas (GHG) emissions. From strategically 
analyzing product materials and supplier data, we have identiﬁ ed the 
opportunities in partnering with our supply chain that can have the 
most signiﬁ cant impact on GHG emissions.
Many of these priority areas have a signiﬁ cant overlap with the 
materials that will be critical to achieving the company’s Leap 
Ambitions around product circularity. For ﬁ scal years 2022 and 2023, 
we focused on collaborating with suppliers in energy-intensive 
industries such as steel, castings, tires, hydraulics, electronics, 
batteries, engines and power systems. 
Currently, we are estimating Scope 3, Category 1 
GHG
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33
WASTE INTENSITY
2M
Pounds of Wood
With the launch of the Leap Ambitions, we transitioned our focus 
from recycling waste to intentionally working to generate less waste 
relative to our operations. Global teams are focusing on process 
management and partnering with logistics and supply management 
to achieve our 2030 Leap Ambition of reducing waste intensity by 15%.
For 2023, we started to identify more opportunities throughout 
our facilities to reuse wood instead of shredding or discarding 
it. Several manufacturing and warehouse sites were able to start 
implementing projects to design out waste and improve reuse 
and recycling:
Working with a wood-recovery supplier, 
John Deere Augusta Works in Georgia was 
able to reuse
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34
WATER INTENSITY
NEARLY 
30,000 CUBIC METERS
reduction in water consumption at 
Dewas and Pune Works compared to 2021
Water is a key input not only for our customers but also for our 
global manufacturing operations.
By using the World Resources Institute Aqueduct Water 
Risk Atlas tool, certain John Deere manufacturing sites 
were determined to be in water-stressed areas, mainly 
in Mexico, India, and China. By 2030, we aim to reduce 
freshwater consumption intensity by 10% at these water-
stressed manufacturing locations. We plan to achieve this 
goal by optimizing water reuse, developing more process 
efﬁ ciencies, improving infrastructure maintenance, and 
increasing gray-water use.
In India alone, multiple projects have b
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35
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36
• Attracting and retaining the best talent to solve 
some of the world’s biggest challenges
• Delivering an unmatched employee experience
• Embedding Diversity, Equity, and Inclusion (DEI) 
principles into all aspects of how we run
• Maintaining a safety focused mindset by 
improving total recordable incident rate 
20% by 2026
• Uplifting smallholder and resource-constrained 
farmers, home communities, and our workforce
OUR PRIORITIES
WHAT WE HAVE DONE  
• Introduced multiyear people-focused strategy
• Continued to build our global ta
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37
In 2023, we launched our multiyear people-focused 
strategy — a move that allows us to lead in the 
pursuit of excellence.  
Our strategy is comprised of four components: 
• Inspire and engage our people 
• Build our global talent pipeline 
• Lead with data, insights, and technology 
• Refresh our culture 
Our focus on Diversity, Equity, and Inclusion 
ﬂ ows throughout each component, with the aim 
of elevating our people’s ability to pioneer new 
solutions and ultimately unlock value. 
We know that it is our people who generate the 
energy, expertise, and focus that separates us from our 
competitors, and will deliver on our Leap Ambitions. 
PEOPLE STRATEGY
“At the heart of our Company’s success lies 
our unwavering commitme
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38
At every Deere location around the world, we focus our efforts and 
strategies on both ﬁ nding the best talent and building a pipeline of 
candidates prepared to support our future.  
This approach is ﬁ rmly linked to our mission for employees to choose 
their own path and build their own capabilities by gaining the necessary 
experience, skill-building opportunities, career planning, and leadership 
development necessary to map out a successful future at Deere. 
Whether an employee’s goal is to grow in their ﬁ eld, within their 
current role, or as a team, we believe we offer the tools and solutions 
needed to fuel the individual’s learning journey while unlocking career 
opportunities. And most importantly, these opportunit
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39
NORTH 
AMERICA
Strategic upskilling 
Strategic workforce planning is proactively aligning an 
organization’s workforce with strategic objectives. It involves 
forecasting future workforce needs, identifying high priority 
skill gaps, and developing targeted strategies to address them. 
As we grow our global talent pipeline, the initial focus is on 
three areas for upskilling — Electriﬁ cation, Data and Analytics, 
and Embedded Software. 
In alignment with our Leap Ambition goals around developing 
a ﬂ eet of battery-electric powered machines, we have 
launched the ﬁ rst pilot to upskill our engineers in the critical 
ﬁ eld of electriﬁ cation. By expanding their abilities and 
documenting their expertise, we are investing in o
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40
Since an apprenticeship is considered the ﬁ rst employment 
contract a worker will have, Frank said John Deere works very 
hard at introducing opportunities to the community and then 
transitioning apprentices into the company. Frank added that 
for every apprentice job opening, there are two to three times 
the number of applicants, underlining the community’s desire 
for employment at Deere. 
There are several examples of our programs ﬂ ourishing 
and helping to build a diverse and inclusive workforce at 
Horizontina. This year, our manufacturing and assembly class 
increased female participation to 75%, our highest female 
participation compared to recent years. In 2023 we also hired 
ﬁ ve apprentices from our program that
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41
Apprenticeships 
John Deere’s German apprenticeship program is 
about 100 years old and began due to an identiﬁ ed 
shortage of skilled labor and worker qualiﬁ cations.
 
In Mannheim, more than 40 apprentices complete 
training annually in our 24,000-square-foot 
facility. The program teaches a wide range of skills, 
including milling, CNC technology, electronics, 
mechatronics, and multiple production systems.
933
477
APPRENTICES HAVE COME 
THROUGH MANNHEIM’S
PROGRAM WITH
SINCE 1984,
STILL ACTIVE TODAY
“As a company, we started this at a time 
when apprentices were only getting 
unskilled training. We understood that 
to better connect our workforce to the 
community we had to provide a more 
meaningful training opportunity.
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42
 
John Deere’s commitment to development 
extends far beyond the talent in our ranks and 
also includes youth within our home communities. 
Why? We know the power of education to expand 
opportunities, generate wealth, and afﬁ rm human 
dignity, and we believe everyone deserves a high-
quality education. That’s why in 2021 the 
John Deere Foundation made a public commitment 
to ensure equitable access to education to at 
least one million marginalized youth in our home 
communities by 2030.
 
In 2023, the Foundation served more than 
113,000 youth across 35 company locations in 
eight countries through John Deere Inspire. 
Through this Science Technology Engineering and 
Mathematics (STEM) initiative, we have built and 
expan
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43
At John Deere, we take great pride in our work 
because we know the solutions we create and 
the products we manufacture genuinely enhance 
the lives of those who rely on us. We strive to 
enhance the lives of our customers every day. 
But we are also driven to make a meaningful 
difference in the lives of our neighbors 
near and far. As a company, we take on the 
world’s toughest challenges with compassion, 
innovation, and an unwavering commitment to 
improving the world we live in.
In 2023, our employees volunteered a record 
261,214 hours to support nearly 5,000 nonproﬁ t 
organizations around the world. For their 
volunteerism and personal giving, John Deere 
employees also earned nearly $9 million in rewards 
from the J
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44
THE HEART OF VOLUNTEERISM
Through our other documentary of the year — 
“Odd Hours, No Pay, Cool Hat” — John Deere and the National 
Volunteer Fire Council (NVFC) shine a spotlight on the critical 
role volunteer ﬁ reﬁ ghters and emergency responders play 
while also calling upon others to replenish their shrinking ranks. 
Inspired by an original story by Peter Yoakum, “Odd Hours” 
reveals that nearly 700,000 Americans, or two-thirds of the 
nation’s ﬁ reﬁ ghters, volunteer to provide most of the country 
with ﬁ re and emergency services. From Monsey, New York, to 
Exeter, Nebraska, to Graton, California, volunteer ﬁ reﬁ ghters 
from all walks of life leave their homes, workplaces, and places 
of worship to help others when th
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45
For farmers to have an opportunity to leap forward economically, socially, and 
environmentally, they must ﬁ rst have their feet planted ﬁ rmly in rich, healthy soil. Farmers' 
land is their most important asset in every respect. Soil can provide them with the nutrients, 
water, organic material, microbes, chemistry, and other resources critical to the successful 
growth of their crops. Healthy soil produces healthy crops, which feed healthy people, who 
create livelihoods, enrich food systems, and protect ecosystems. 
Because of the fundamental importance of soil health, particularly in sustaining and 
uplifting millions of the world’s most vulnerable smallholder farmers, the John Deere 
Foundation supports the work of One A
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46
Because of the impact of One Acre 
Fund’s work on the lives of farmers like 
Dusabimana, the John Deere Foundation 
awarded the organization a ﬁ ve-year 
grant totaling $7.5 million to support its 
operations. This is the largest grant in 
the Foundation’s history. Through this 
grant, the Foundation will help 750,000 
farmers unlock upwards of $64.8 million 
in economic value.
While One Acre Fund’s reach has 
grown, its success continues to be 
measured one farm family at a time. 
“I have experienced a better life since 
I started working with One Acre Fund,” 
Consolee Dusabimana, an agroforestry 
farmer in Rwanda, said. “Trees are 
important to the community, to the 
country, and to everyone. Personally, 
the trees are very
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47
FROM FARMS TO FOODSCAPES
The health of a farm depends not only on its soil but also on the 
health of the larger geography that surrounds it. The Nature 
Conservancy refers to these geographies as “foodscapes,” which are 
the geographical components of the global food system, combining 
both production systems as well as location. Through a foodscape lens, 
we can gain a greater appreciation for how food production depends 
upon a healthy environment. 
To protect and strengthen some of the world’s most vulnerable 
foodscapes and the farmers who depend upon them, the John Deere 
Foundation has joined with The Nature Conservancy to conduct forest 
restoration, agroforestry, and conservation on a global scale. Speciﬁ cally, 
we
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48
At John Deere, we are committed to honoring 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. Deere works to analyze its human rights impacts in line 
with the UN Guiding Principles on Businesses and Human Rights and other 
frameworks as appropriate. 
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 deﬁ ned in our Code of Business Conduct, Supplier Code of Conduct, 
Dealer Code of Conduct, and John Deere’s Support of