exo-is/governance-reporting-on-listed-companies huggingface dataset:
Keyword: governance
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49
THE SAFETY AND WELL-BEING OF OUR PEOPLE 
IS A TOP PRIORITY. WITH THAT COMES OUR 
COMMITMENT TO IMPROVE OUR TOTAL 
RECORDABLE INCIDENT RATE (TRIR) 20% 
BY 2026, USING 2021 AS THE BASELINE.
We made progress on implementing best practices 
and leading indicators for enhancing employee 
safety over recent years with our Deere Health and 
Safety Management System. Third-party safety 
audits are conducted at locations based on level of 
risk. Conducted at least every four years, these audits 
review the effectiveness of the Health and Safety 
Management System, adherence to applicable 
John Deere health and safety standards, and 
compliance with regulatory requirements. 
To improve our TRIR, we continue to prioritize risk- 
and inj
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
50
FPO
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
51
Governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
52
OUR PRIORITIES
WHAT WE HAVE DONE  
REPORTING PRIORITIES & STRATEGY
Engraining sustainability principles into our business 
with our Leap Ambitions as the guide:
• Maintaining robust sustainability governance
• Engaging with our value chain and policies as a 
crtitical tool for achieving outcomes
• Recognized as one of the World’
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
53
The Deere & Company Board of Directors has oversight of sustainability 
and is responsible for aligning strategic priorities and ensuring, environmental, 
social, and governance principles are integrated throughout the enterprise. 
The Corporate Governance Committee of the Board reviews sustainability 
topics with management on a quarterly basis. During 2023, the committee 
was briefed on strategic sustainability initiatives, the evolving U.S. and global 
regulatory environment for sustainability reporting, new sustainability reporting 
standards and frameworks, the company’s transition to integrated business and 
sustainability reporting, the company’s climate reporting road map, feedback from 
stakeholder engagement, and th
Keyword: governance
the company’s governance of climate change can be found in our Task Force on 
Climate-related Financial Disclosures (TCFD) Report. 
The chart above depicts the various ways in which the Board committees have 
sustainability related topics in their activities. 
SUSTAINABILITY GOVERNANCE
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54
CEO STAFF 
The CEO Staff team provides direction for and ultimately owns 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 are a core component of the overall 
business
Keyword: governance
strategy and governance. This centralized team is 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 Operating 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, and oversees 
the company’s external assurance of its sustainability metrics. In addition, 
the team relies on a broad group of subject matter experts throughout 
the organization to execute
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
55
SENIOR
LEADERSHIP
John C. May (26)
Chairman and Chief Executive Ofﬁ cer
Ryan D. Campbell (16)
President, Worldwide Construction & Forestry 
and Power Systems 
Jahmy J. Hindman (27)
Senior Vice President and Chief Technology Ofﬁ cer
Joshua A. Jepsen (24)
Senior Vice President and Chief Financial Ofﬁ cer
Mary K.W. Jones (26)
Senior Vice President, General Counsel and 
Worldwide Public Affairs
Rajesh Kalathur (27)
President, John Deere Financial, and Chief 
Information Ofﬁ cer
Deanna M. Kovar (23)
President, Worldwide Agriculture & Turf Division, 
Small Ag & Turf, Sales & Marketing Regions of 
Europe, CIS, Asia, and Africa
Felecia J. Pryor (1)
Senior Vice President and Chief People Ofﬁ cer
Cory J. Reed (25)
President, Worldwide
Keyword: governance
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56
John C. May (4)
Chairman and Chief Executive 
Ofﬁ cer, Deere & Company
Michael O. Johanns (8)
Retired U.S. Senator from Nebraska and 
former U.S. Secretary of Agriculture
Titles and years of service (in parentheses) 
as of January 1, 2024
Leanne G. Caret (2)
Retired Executive Vice President and Senior Advisor, 
The Boeing Company and Former President and 
Chief Executive Ofﬁ cer, Boeing Defense, Space & Security
Clayton M. Jones (16)
Retired Chairman and Chief Executive 
Ofﬁ cer, Rockwell Collins, Inc.
Tamra A. Erwin (3)
Retired Senior Advisor, Verizon Communications, 
Inc. and Former Executive Vice President and Group 
Chief Executive Ofﬁ cer, Verizon Business Group
Gregory R. Page (10)
Chairman, Corteva, Inc. 
Alan C. Heube
Keyword: governance
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57
Data and connectivity are a critical part of 
our work at John Deere and in our customers’ 
operations. We have dedicated cybersecurity 
teams around the globe that are committed 
to helping protect our customers, dealers, 
products, and infrastructure.
 
Our approach to digital security can be 
found here. 
The Board of Directors’ Audit Review 
Committee and Corporate Governance 
Committee provide oversight of our 
cybersecurity and data privacy programs. 
The Chief Information Security Ofﬁ cer 
(CISO) oversees our global cybersecurity 
strategy and manages teams around the 
globe that are committed to protecting 
our customers, dealers, products, and 
infrastructure. Information on the latest 
cybersecurity trends, strategi
Keyword: governance
risk governance council and executive 
business conduct council provide senior 
leadership oversight on information security 
governance, data governance, digital risk 
management, and privacy. 
We leverage the National Institute of 
Standards and Technology (NIST) Cybersecurity 
Framework (CSF) as the foundational building 
block of our global information security 
program. In addition to internal audits 
that include information security policies, 
standards, and guidelines, we work with third 
parties to assess the maturity of our program 
within the NIST CSF and develop strategic 
areas of focus from those assessments.
Building a companywide culture of 
cybersecurity starts with education. Our 
goal is to teach employees about key 
security concepts,
Keyword: governance
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58
Our Supply Management and Logistics 
teams remain committed to applying the 
foundational importance of compliance 
in meeting customer needs. This is done 
through promoting sustainability and further 
developments in technology and supplier 
relationships.
This governance aligns with our Leap 
Ambitions and our strategic sourcing 
approach, which considers sustainability 
a key action area, balanced with ongoing 
expectations for quality, cost, and delivery. 
This strategy guides our search for supplier 
opportunities that further our 2030 
goals — those relating to greenhouse gas 
(GHG) emissions reduction, increased use 
of sustainable materials, and recyclable 
materials. To help our suppliers achieve 
sustainability suc
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
59
The Center for Global Business Conduct provides 
continuous training, communications, and best practices 
throughout our operations, allowing us to sustain our 
strong ethical culture and help ensure compliance with 
laws and regulations. 
The Code of Business Conduct and our framework 
of global ethics and compliance policies serve as the 
foundation for our compliance program and culture. 
The Supplier Code of Conduct and the Dealer Code 
of Conduct clarify the expectations we have for 
suppliers and dealers to conduct business in an ethical, 
compliant manner. 
Deere’s compliance training program includes a robust 
curriculum for newly hired employees, as well as regular, 
periodic training on a rotating list of topics for
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
60
At John Deere, we believe that participating 
in political processes around the world and 
advocating for public policies that permit us and our customers 
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 ﬁ rm commitment to strong corporate governance 
and global corporate citizenship. 
John Deere advocates for good public policy to underscore 
its responsibility as a corporate citizen to participate in our 
communities. We engage in public policies such as trade, 
agricultural and infrastructure development, and regulations 
that impact how John Deere operates around the wo
Keyword: governance
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 reﬂ ect the board’s corporate governance objectives. 
These policies, along with the company’s Code of Business Conduct and 
other work-speciﬁ c policies, establish the framework by which we seek to 
conduct ourselves and our global business in compliance with the law and 
by which we afﬁ rm 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, management
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
61
REPORTING SCOPE 
AND ISSUANCE
Except where speciﬁ cally noted otherwise, the reporting 
period of the John Deere 2023 Business Impact Report, 
including the supplemental information, covers subject 
matter and data for Deere & Company’s ﬁ scal year 2023 
(November 2022–October 2023) and is limited to the 
operations owned and/or operated by Deere & Company. 
References to John Deere, our, we, or the Company mean 
Deere & Company and its subsidiaries, unless the content 
indicates otherwise. Incorporation of acquisitions in 
Sustainability Metrics is at the discretion of the business 
and is dependent on level of materiality. Materiality, in this 
regard, is not being used as that term is used under the 
securities or other la
Keyword: governance
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
62
Fortune’s 
Most Admired
Ethisphere 
World’s Most Ethical Companies
Points of Light
Civic 50
Axios Harris Poll
Ranked #3 for Brand Reputation
Fortune ReturnOnLeadership (ROL100) 
Ranked #6 out of the top 100 Fortune 500 companies
TIME100 
Most Inﬂ uential Companies
Barron’s 
Top CEO
TIME
World’s Best Companies
National Association of Software Services & COMpanies (NASSCOM)
John Deere Operations Center™ Named CES® 2024 Innovation Awards 
Honoree in Sustainability, Eco-Design, and Smart-Energy
2023 AWARDS
HIGHLIGHTS  |  CEO LETTER  |  FINANCIAL PERFORMANCE  |  CUSTOMER OUTCOMES  |  SUSTAINABLE PRODUCT DEVELOPMENT  |  OPERATIONAL SUSTAINABILITY  |  PEOPLE & COMMUNITIES  |  GOVERNANCE  |  AWARDS
63
Keyword: bribe
to invest time and resources on our anti-bribery and anti-
corruption program, including communication, training, 
and process enhancements. 
Ethics and compliance training is required for full-time 
salaried employees at least four times per year, and new 
salaried employees must complete a core curriculum of 
training courses. Training topics focus on key compliance 
risks and expectations for employees.
 
Outreach to employees is a critical element of our 
compliance program, especially for compliance team 
members embedded in key geographies. We make a 
concerted effort to connect with employees around the 
world through our compliance networks and Employee 
Resource Groups.
Our ethical culture is a source of pride among our workforce. 
We measure our culture using questions embedded
Keyword: corruption
corruption program, including communication, training, 
and process enhancements. 
Ethics and compliance training is required for full-time 
salaried employees at least four times per year, and new 
salaried employees must complete a core curriculum of 
training courses. Training topics focus on key compliance 
risks and expectations for employees.
 
Outreach to employees is a critical element of our 
compliance program, especially for compliance team 
members embedded in key geographies. We make a 
concerted effort to connect with employees around the 
world through our compliance networks and Employee 
Resource Groups.
Our ethical culture is a source of pride among our workforce. 
We measure our culture using questions embedded in 
our Employee Exp
Keyword: tax
infrastructure, and tax and ﬁ nancing access that impacts 
our customers. As a part of these efforts, we engage with 
like-minded companies, NGOs, and associations as well as 
participate in public-private partnerships to reach global 
audiences and policy makers.
POLITICAL CONTRIBUTIONS
In compliance with U.S. federal and state election laws, 
John Deere administers the John Deere Political Action 
Committee (JDPAC), a voluntary, non-partisan initiative 
comprised of U.S. employees. JDPAC members voluntarily 
pool their personal ﬁ nancial contributions to support select 
federal and state ofﬁ ce candidates who understand and 
support the business interests of our company, customers, 
employees, and stakeholders. Under federal law and company 
policy, participati
Keyword: tax
monetary, and ﬁ scal policies; (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) impact of the COVID-19 and other pandemics on the 
company’s operations and strategies.
Keyword: governance
GOVERNANCE
Page 6
Pages 12–29
Pages 30–37
Pages 38–53
Pages 54–62
ENVIRONMENTAL
SOCIAL
GOVERNANCE
OUR STRATEGY IN ACTION
8
Sustainability Priorities Informed 
by Materiality Assessment 
14
Data and Technology Demystify Cotton Production 
31
Climate Stewardship 
39
DEI Framework 
44 Prioritizing Our People
47
Dealership Talent
55
Corporate Governance 
35
Product Circularity 
60 Compliance 
64 Data Tables
32
Energy and Emissions
40 Leading With a DEI Mindset
56
Sustainability Governance 
66 Awards
37
Responsible Water Use
51
Workplace Health and Safety
37
Waste Elimination
52
Product Quality
53
Product Safety 
18
Connected Machines Support Sustainable 
Forest Management
17
Turning Data Into Value
22
CH950 Boosts Efﬁ ciency, Sustainability of 
Sugar Can
Keyword: governance
our most signiﬁ cant environmental, social, and governance 
(ESG) topics based on the Global Reporting Initiative (GRI) 
Standards, John Deere sought to understand our greatest 
ESG impacts, opportunities, and risks, and the inﬂ uence of 
these on our stakeholders’ decision making.  
 
Members of our executive team were engaged to identify a 
cross section of stakeholders. Participants included John Deere 
leaders, customers, investors, dealers, suppliers, government 
agencies, industry associations, non-governmental 
organizations (NGOs), academia, and the general public. 
We engaged each of these groups to discuss areas of 
interest and perceived impact, risks, and opportunities 
associated with John Deere’s material ESG topics.  
 
The results of the materiality assessment informed our 
approac
Keyword: governance
efforts focus on governance, executive compensation, 
sustainability, and other ESG topics. During 2021, we 
invited shareholders representing more than 45 percent of 
outstanding share ownership to engage in conversations 
with us on these topics. Of those we contacted, shareholders 
representing over 40 percent of outstanding share ownership 
participated in meetings and offered valuable insights.   
ENVIRONMENTAL
Climate Stewardship
Emissions & Energy
Harmful & Hazardous Chemicals & Substances
Land, Habitat, & Forest Conservation
Recyclability & Product Lifecycle Impacts
Soil Health
Sustainable Food & Agriculture
Waste
Water Quality & Availability
SOCIAL
Diversity, Equity, & Inclusion
Employee Health, Safety & Wellness
GOVERNANCE
New Technologies & Innovations
Urb
Keyword: governance
GOVERNANCE
Data Privacy & Product Security
Geopolitical Events
Human Rights & Labor Relations
Intellectual Property (IP)
Market Access & Trade Barriers
Political Participation & Advocacy
Responsible Supply Base & Sourcing
HIGHEST-PRIORITY TOPICS
TOPICS FOR ACTIVE MANAGEMENT 
AND MONITORING
SUSTAINABILITY PRIORITIES INFORMED
BY MATERIALITY ASSESSMENT
8
• Focused on governance, board 
composition and expertise, 
   and executive compensation
• Discussions related to overall program 
structure and key metrics in executive 
compensation
• Questions on priorities and plans 
related to ESG, particularly climate
Proxy Season
Engagement
Sustainability 
Report 
Engagement
2021 Shareholder Engagement Summary
Mid-Year 
Engagement
• Focused on feedback related t
Keyword: governance
detail on our governance, strategy, risk management, 
and metrics and targets related to climate change, 
please refer to our TCFD Report.  
31
As John Deere continues to progress on achieving its 2022 
Sustainability Goals, there are several bright spots aiding 
its success. One such example resides in India. John Deere’s 
global Sustainable Energy Use goal is getting impressive 
engagement, and results, from the team at the company’s 
manufacturing facility in Pune, India. 
The Pune team’s engagement began with a large offsite 
wind-supply agreement more than 10 years ago. Today, 
our Pune facility is also home to one of the enterprise’s 
largest onsite solar installations. This has positioned Pune 
as an early leader in the company’s renewable-electricity 
effo
Keyword: governance
Deere to have representation on REMADE’s governance board, 
access to federal funding, and participation in full projects.
Deere, REMADE Work to 
Strengthen Circular Economy
REBUILD
The John Deere Powertrain ReLife Plus program is a machine-
rebuild program that extends the life of our construction 
customers’ machines. Starting with a thorough machine 
inspection by a certiﬁ ed John Deere technician, the machine 
is rebuilt to include a complete set of John Deere Reman 
powertrain components and then covered by a standard 
one-year warranty on all John Deere Reman components. 
On the ag side of our business, sugar-cane and forage-
harvester customers in the U.S. and Europe also can rebuild 
their machines, thereby extending the life of the product. 
A longer life for our machines means exi
Keyword: governance
GOVERNANCE
GOVERNANCE
From left to right, top to bottom: Dipak C. Jain, Clayton M. Jones, Tami A. Erwin, Gregory R. Page, 
Leanne G. Caret, Alan C. Heuberger, Sherry M. Smith, Dmitri L. Stockton, Charles O. Holliday Jr., 
John C. May, Sheila G. Talton, and Michael O. Johanns.
At John Deere, we believe strong corporate governance 
— starting with our Board of Directors — enhances 
our business. With our Board’s oversight, we conduct 
business openly, honestly, and fairly. We measure our 
accomplishments by how we achieve them as well as by 
the results themselves. More than this, we know that 
our results will be greater and more long-lasting when 
we achieve them the right way. In short, we believe 
that strong corporate governance creates long-term
Keyword: governance
CORPORATE GOVERNANCE
1As of November 1, 2021, the ﬁ rst day of Deere’s ﬁ scal year 2022, Leanne G. Caret was elected to the Deere & Company Board of Directors. This temporarily raises 
the number of Deere’s Directors to 12. Dipak C. Jain is not standing for re-election at the Deere & Company 2022 Annual Shareholder Meeting on February 23, 2022. 
Therefore, it is anticipated that the number of Directors will return to 11 following the 2022 Annual Shareholder Meeting. All metrics in this report are calculated 
on the basis of the 12-member Board of Directors reﬂ ected here.
55
The Deere & Company Board of Directors has oversight of sustainability and is responsible for 
aligning our strategic priorities as well as ensuring Environmental, Social, and Governance (
Keyword: governance
principles are integrated throughout the enterprise. The Corporate Governance Committee 
reviews ESG topics on a quarterly basis. During 2021, the committee was briefed on our 
strategic sustainability initiatives, goal-setting process, performance on metrics and targets, 
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 reporting. Through regular 
engagement, the committee guides and directs our strategic ESG planning, ESG goal setting, 
and scope of our sustainability reporting. 
The compensation committee is responsible for ensuring that compensation is aligned with 
the strategic priorities, performance, and oppor
Keyword: governance
process. Additional detail regarding their role and our governance of climate change can be 
found in our Task Force on Climate-related Financial Disclosures (TCFD) Report. 
To enable and execute on these initiatives, a variety of teams and policies are in place to ensure 
the full organization is aligned to deliver on our ESG priorities. With the Smart Industrial 
operating model now in place, sustainability is further driven throughout the organization 
and has altered some of our internal structure around delivery of ESG.
SUSTAINABILITY GOVERNANCE
GOVERNANCE
56
reviewing progress and challenges, and driving execution 
of initiatives to meet the goals. 
CLIMATE TEAM 
During 2021, we established a Climate Team within the 
organization, which is comprised of a cross-functional 
team whose roles are respon
Keyword: governance
GOVERNANCE
57
P R I VA C Y
C Y B E R S E C U R I T Y  A N D  D ATA 
At John Deere, we have seen a dramatic increase in the amount of data that is 
produced, collected, and analyzed. Properly managing and processing this data allows 
us to better run our enterprise, provide enhanced customer support, and offer better, 
more productive products and services for our customers.
Because of the importance of cybersecurity and data privacy, the Corporate Governance 
Committee and Audit Review Committee provide Board oversight. To ensure strong 
execution and engagement with the Board, we have established a Digital Risk 
Governance Council and an Executive Business Conduct Council, which provide senior 
leadership oversight of information security governance
Keyword: governance
, data governance, digital risk 
management, and privacy.
We leverage the National Institute of Standards and Technology Cybersecurity 
Framework as the foundational building block of our global information security 
program. Our program focuses on assuring operational resilience and protecting the 
information that has been entrusted to us by our customers, employees, dealers, and 
suppliers, as well as the data created by the enterprise. Learn more about our Digital 
Security program here.
Our data privacy program is constantly monitoring, adapting to, and working diligently 
to comply with changes in global privacy legislation. While the European General Data 
Protection Regulation and other regional and state regulations have brought increased 
requirem
Keyword: governance
GOVERNANCE
58
New Supplier Award Keeps Attention on Sustainability
In launching its Supplier Sustainability Award program, John Deere has put additional emphasis 
on the topic of environment as well as the overall lives and livelihoods of our customers and 
dealer network. The program raises supplier awareness of the importance of sustainability.
In late 2021, the company invited all global suppliers to participate and tell their success 
stories as deﬁ ned by three categories: People and Environment Impact, Business Impact, and 
Customer Impact. The categories cover topics ranging from social responsibility, environmental 
stewardship, regulatory and risk reduction, and value improvement for our customers.
The awards program will honor submissions f
Keyword: governance
GOVERNANCE
59
The Center for Global Business Conduct provides 
continuous training, communications, and best practices 
throughout John Deere’s operations to sustain our strong 
ethical culture and ensure compliance with laws and 
regulations. Our Code of Business Conduct was refreshed 
in 2021, with a focus on providing simple, easy-to-use 
guidance on employee expectations in an engaging and 
useful format reﬂ ecting our full global enterprise. The 
Code provides direct access to our global policies and 
offers guidance on complex and sometimes ambiguous 
business and cultural situations. 
In parallel with the Code refresh, we refreshed several of 
our global ethics and compliance policies which further 
outline expectations for employee behavior.
Keyword: governance
Strong governance starts with our Board of Directors and 
is built upon robust processes and rigorous audits. We rely 
on our employees and other stakeholders freely reporting 
concerns of actual or potential misconduct or other risks. 
To encourage such reporting, we refreshed our reporting 
and non-retaliation policies to more clearly express how and 
when employees should report concerns and reiterate the 
company’s commitment to non-retaliation. The John Deere 
Compliance Hotline is operated by an independent company 
and 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 
display at each company location or visit the John Deere 
intr
Keyword: governance
GOVERNANCE
60
At John Deere, we honor human rights and respect 
the individual dignity of all people globally. Our 
commitment to human rights requires that we 
understand and carry out our responsibilities 
consistent with company values and practices.
We strive to ensure that human rights are upheld 
for our employees and all workers in our supply 
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 Human Rights in Our 
Business Practices, which establish clear guidelines 
for our employees and suppliers, while helping to 
inform our business decisions.
John Deere employees have a responsibility to 
uphold the standards of honor
Keyword: governance
CORPORATE GOVERNANCE POLICIES 
These policies establish the guiding principles for John Deere corporate 
governance, including Board composition and functions, meetings, 
committees, compensation, and management evaluation and succession 
planning. 
CODE OF ETHICS 
This code establishes ethical standards applicable to Directors, 
employees, and ofﬁ cers in satisfaction of applicable laws and regulations 
and the New York Stock Exchange. 
CODE OF BUSINESS CONDUCT 
This code provides speciﬁ c guidance to all employees and outlines how 
we can and must uphold and strengthen the standards of honor and 
integrity that have deﬁ ned our company since our founding.
DEALER CODE OF CONDUCT 
This code requires that dealers conduct business with a high degree of 
integrit
Keyword: governance
Because we believe corporate governance is integral 
to creating long-term shareholder value, our Board 
of Directors has adopted company-wide corporate 
governance policies that are periodically reviewed and 
revised to ensure that they reﬂ ect the Board’s corporate 
governance objectives. These policies, along with 
the John Deere Code of Business Conduct and other 
work-speciﬁ c policies, establish the framework by which 
we conduct ourselves and our global business in full 
compliance with the law and by which we afﬁ rm our 
commitment to integrity in everything we do. 
GOVERNANCE
61
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 
marketpla
Keyword: governance
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 development, and regulations 
related to the impact of how John Deere operates around 
the world. We promote policies such as rural broadband, 
rapid adoption of precision technologies, mechanization, 
infrastructure, and tax and ﬁ nancing access that impacts 
our customers. As a part of these efforts, we engage with 
like-minded companies, NGOs, and associations as well as 
participate in public-private partnerships to reach global 
audiences and policy makers.
POLITICAL CONTRIBUTIONS
In compliance
Keyword: governance
GOVERNANCE
62
REPORTING SCOPE AND ISSUANCE 
FORWARD-LOOKING STATEMENTS
Safe Harbor Statement under the Private Securities Litigation 
Reform Act of 1995: Statements in this report that relate 
to future events, expectations, and trends involve factors 
that are subject to change, and risks and uncertainties that 
could cause actual results to differ materially. These risks and 
uncertainties are difﬁ cult to predict and often are outside of 
the control of the company.
When used in this report, the words “may,” “could,” 
“anticipate,” “target,” “plan,” “continue,” “goal,” “commit,” 
“achieve,” “project,” “intend,” “estimate,” “believe,” 
“expect,” and similar expressions are intended to identify 
forward-looking statements, although not all forward-
Keyword: governance
GOVERNANCE
63
DATA TABLE
Unless otherwise noted, all metrics are determined on a ﬁ scal year 2021 basis.
1Apex Companies, LLC has veriﬁ ed greenhouse gas (GHG) emissions data in accordance with the ISO 14064-3: Greenhouse gases — Part 3: Speciﬁ cation with guidance for the validation and veriﬁ cation of greenhouse gas 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.
2Data associated with the operation of Unimil is not included in the reported metrics.
3Data associated with the operation of Unimil is not included in the reported 2021 metrics. Data associated with the operation of Unimil, PLA Holdin
Keyword: governance
GOVERNANCE
2021
2020
2019
Total Compliance Training Course Completed
279,147
247,189
236,020
# of Suppliers
4,457
4,533
—
# of Supplier Audits
880
402
—
Board of Directors1
Senior Management
Management
General Workforce
- Salaried
- Production
Board of Directors1
Senior Management
Management
General Workforce
- Salaried
- Production
DIVERSITY — GENDER
BOARD OF DIRECTORS
1
SENIOR MANAGEMENT
MANAGEMENT
GENERAL WORKFORCE
SALARIED
PRODUCTION
Male
Unidentiﬁ ed
Female
2021
 
66.7%
 
33.3%
2020
 
72.7%
 
27.3%
2019
 
81.2%
 
18.8%
2021
 
85.3%
 
14.7%
2020
 
84.7%
 
15.3%
2021
 
78.8%
 
21.2%
2020
 
79.8%
 
20.2%
2021
 
80.2%
 
19.8%
2020
 
80.7%
 
19.2%
 
0.1%
2019
 
80.6%
 
19.4%
2021
 
72.2%
 
27.8%
2020
 
72.9%
 
27.0%
 
0.1%
2019
 
72.9%
 
27.1%
2021
Keyword: tax
and alternative power, and tax and ﬁnancing access that impacts 
our customers, among other policies. As a part of these efforts, 
we engage with like-minded companies, non-governmental 
organizations (NGO), and associations as well as participate 
in public-private partnerships, to reach global audiences and 
policymakers.
U.S. POLITICAL CONTRIBUTIONS
In compliance with U.S. federal and state election laws,  
John Deere administers the John Deere Political Action 
Committee (JDPAC), a voluntary, nonpartisan initiative 
comprised of U.S. employees. JDPAC members voluntarily 
pool their personal ﬁnancial contributions to support select 
federal and state ofﬁce candidates who understand and 
support the business interests of our company, customers, 
employees, and stakeho
Keyword: tax
ﬁscal policies; (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 beneﬁts of our business strategies 
including acquisitions, joint ventures, divestitures, 
or new product or efﬁciency initiatives; and 
(xx) general global macroeconomic conditions, 
including but not limited to inflation, slowe
Keyword: governance
Sustainability Governance
32
Product Emission
Reduction Strategy
06 2022 Highlights
40 Designing for the Full 
Product Lifecycle 
11
Leap Ambitions
21
Nitrogen Use Efficiency
49
Reducing Upstream Emissions
63
Employee Safety
72
Sustainable Supply
Chain Management
74
Cyber Security and 
Data Privacy
23
Customer CO2e Emission Reduction
50
Waste Recycling and Reduction
64 John Deere Foundation Focused
on Addressing Food Insecurity
75
Compliance
80 Data Tables
39
Product Quality, 
Durability, and Reliability  
& Product Safety 
08 Outcomes of 2022 
Sustainability Goals
24
Autonomous Solutions
51
Water
10
Sustainability Priorities  
and Reporting Strategy
26
C&F Sustainable Technology Adoption
52
Biodiversity
67
Ukraine Relief Efforts
76
Human Rights
84 Awards
78
Politi
Keyword: governance
GOVERNANCE
NUMBERS & HONORS
SUSTAINABLE PRODUCT DEVELOPMENT
Table of Contents
Introduction         Sustainable Customer Outcomes         Sustainable Product Development        Operational Sustainability        People & Communities        Governance        Numbers & Honors
3
2
By standing with farmers in their fields we see the significance 
our new fully autonomous 8R Tractor and tillage solution brings 
to their lives. We gain an understanding of how it helps them 
tackle two jobs at once, allowing them to stay in their combine 
and monitor yield at harvest while the 8R navigates the chore 
of fall tillage all on its own. And our impact can be seen inside 
the cab of a 400 Series Sprayer as computer vision and machine 
learning guide See & Spray™ Ul
Keyword: governance
Introduction         Sustainable Customer Outcomes         Sustainable Product Development        Operational Sustainability        People & Communities        Governance        Numbers & Honors
5
4
NET SALES AND REVENUES 
SHAREHOLDER VALUE ADDED  
ENGAGED ACRES  
CHARITABLE CONTRIBUTIONS
HIGHLY ENGAGED 
ACRES
EQUIPMENT
OPERATIONS OROS 
REMANUFACTURING REVENUE
68 M
$52.58 B 
USD 
29%
329 M
$55.5 M
USD
6.6%
9.2%
$6.23 B
USD
$367.6 M
USD
17.4%
SUSTAINABLY
ENGAGED ACRES 
151 M
OPERATIONAL GHG 
(SCOPE 1 AND 2) EMISSIONS 
REDUCTION SINCE 2017
INCREASE OF NON-WHITE 
SENIOR MANAGEMENT 
EMPLOYEES IN U.S. FROM 2021
SCOPE 1, 2, AND 3 GHG 
EMISSIONS REDUCTION 
TARGETS VALIDATED 
BY THE SCIENCE BASED 
TARGETS INITIATIVE 
INCREASE OF WOMEN 
IN SENIOR MANAGEMENT 
IN THE U.S. FROM 2021   
TOTAL CONNECTED 
MACHINES
500 K
$
CO2e
2022
Highlights
Introduction         Sustainable Customer Outcomes         Sustainable Product D
Keyword: governance
evelopment        Operational Sustainability        People & Communities        Governance        Numbers & Honors
7
6
OCCUPATIONAL HEALTH AND SAFETY2
ENTERPRISE TOTAL RECORDABLE  
INCIDENT RATE
Achieve safety excellence through increased focus on leading 
indicators, risk reduction, health- and safety-management 
systems, and prevention.
WASTE RECYCLED
INCREASE RECYCLING2
2018
90%
85%
85%
78%
78%
80%
80%
83%
84%
75%
70%
80%
2019
2020
2021
2022
Goal
2017
Recycle 85% of total waste.
NEW PRODUCT PROGRAMS WITH LOWER  
ENVIRONMENTAL IMPACT3
REMANUFACTURED AND REBUILD SALES GROWTH
40%
30%
10.0%
16.3%
18.6%
8.9%
20%
0%
2019
2020
2021
2022
Goal
PRODUCT SUSTAINABILITY2
Reduce environmental impact, including CO2e emissions, on 90% of 
new products. Increase the use of sustainable materials by growing 
remanufactured and rebuild sales by
Keyword: governance
Introduction         Sustainable Customer Outcomes         Sustainable Product Development        Operational Sustainability        People & Communities        Governance        Numbers & Honors
9
8
The foundation of John Deere’s sustainability strategy is a multipronged 
engagement strategy to continually evaluate and identify our highest-priority 
sustainability topics. Deere completed a formal sustainability materiality 
assessment in 2021.1 The company utilized that assessment in numerous ways this 
year. Our highest-priority topics served as the focus areas for the Leap Ambitions, 
released in February 2022. As seen in this report, the highest-priority topics and 
Leap Ambitions guided our approach to sustainability reporting. And we utilize 
these topics to align with our internal Enterprise Risk Management process. 
To proactively monitor and assess our topics on a continual basis, we engage 
with st
Keyword: governance
in conversations on governance, executive compensation, and sustainability, 
providing us valuable insights. A key focal point of our sustainability and focused 
outreach this year was Deere’s Leap Ambitions. 
In response to the feedback received this year, some of the actions included:
• Developed baselines and glide paths for our Leap Ambitions, to enable qualitative 
discussion within this report as to our roadmap for achieving these goals
• Validated science-based targets for our Scope 1, 2, and 3 greenhouse gas 
emissions with the Science Based Targets initiative
• Incorporated qualitative discussion of the innovation and partnership efforts we 
are undertaking to achieve our Scope 3 downstream greenhouse gas emissions 
reduction goal by 2030
• Highlighted employee
Keyword: governance
GOVERNANCE
New Technologies & Innovations 
Urbanization & Sustainable Infrastructure
SOCIAL
Dealership Talent
Product Quality, Durability, & Reliability
Product Safety & Health
Talent Attraction, Engagement, & Retention
Traceability, Nutrition, & Sustainable Diets
User/Customer Experience & Satisfaction
GOVERNANCE
Data Privacy & Product Security 
Geopolitical Events
Human Rights & Labor Relations 
Intellectual Property (IP)
Market Access & Trade Barriers
Political Participation & Advocacy
Responsible Supply Base & Sourcing
HIGHEST-PRIORITY  
TOPICS
TOPICS FOR ACTIVE  
MANAGEMENT  
AND MONITORING
Sustainability Priorities  
and Reporting Strategy
>$150 BILLION USD
PRODUCTION & PRECISION AG
SMALL AG & TURF
CONSTRUCTION & FORESTRY
By 2026
–	Ensure 100%
Keyword: governance
Introduction         Sustainable Customer Outcomes         Sustainable Product Development        Operational Sustainability        People & Communities        Governance        Numbers & Honors
11
10
OUR PRIORITIES
WHAT WE HAVE DONE 
DEVELOPING SOLUTIONS THAT DELIVER ALIGNED SUSTAINABLE 
AND FINANCIAL OUTCOMES FOR CUSTOMERS 
KEY PRODUCT INNOVATIONS:
EXPANDED PRECISION TOOLS FOR 
CONSTRUCTION, FORESTRY, AND 
ROADBUILDING CUSTOMERS:
ENHANCED CUSTOMER SUPPORT:
•	1.5 million connected machines by 2026 is the foundation of Deere’s 
solutions roadmap
•	Partnering with customers through engaged, highly engaged, and 
sustainably engaged acres enables partnerships to unlock further 
economic and innovation opportunities for farmers
•	Crop protection and nitrogen use efficiency goals to drive productivity 
and reduce ag customer CO2e emissions
•	C&F Smart Solutions to increase productivity, precision, and profitabil
Keyword: governance
Introduction         Sustainable Customer Outcomes         Sustainable Product Development        Operational Sustainability        People & Communities        Governance        Numbers & Honors
13
12
Engaged, highly engaged, and sustainably engaged acres allow John Deere 
to partner with customers on a deeper level to further unlock economic and 
sustainable outcomes. 
Engaged acres serve as the foundational measurement for Deere’s 
Leap Ambition goals — from enhancing customer outcomes, reducing 
environmental footprint, and tapping into $150 billion USD of incremental 
addressable market opportunities. 
 
While engaged acres helps us understand the initial breadth of Deere 
technology utilization across acres, the newly launched highly and sustainably 
engaged acre metrics are focused on delivering opportunities to grow more 
with less. As more acres are highly and sustainably engaged, Deere expects  
to
Keyword: governance
Introduction         Sustainable Customer Outcomes         Sustainable Product Development        Operational Sustainability        People & Communities        Governance        Numbers & Honors
15
14
“John Deere’s vision is to have the best digital 
ag platform for producers and trusted 
advisors to plan, execute, and document 
sustainable practices and analyze sustainable 
outcomes. Additionally, we want to make 
it easy for farmers to access credible 
sustainability programs that offer meaningful 
financial outcomes for their businesses.”
ORIANA LISKER BOSIN
Group Product Manager  
for Sustainability Solutions
CLASSROOM AND FIELD MERGE
To study and innovate in a real-world application setting, John Deere 
has partnered with Iowa State University (ISU) to create an 80-acre 
demonstration farm. What makes the demo farm unique is that the 
eight individual fields not only turn ISU science into practice, but
Keyword: governance
Introduction         Sustainable Customer Outcomes         Sustainable Product Development        Operational Sustainability        People & Communities        Governance        Numbers & Honors
17
16
Growers know the key to bigger and better yields starts with 
maximizing — and protecting — the potential of every seed. 
Crop protection inputs represent an estimated 20 percent 
of an average row crop producer’s budget, including things 
like herbicides, insecticides, and fungicides.1 And when the 
traditional method of using these inputs through broadcast 
application results in underutilizing more than two-thirds of  
that expense, it becomes clear there should be a better way.2
John Deere’s revolutionary See & Spray™ technology is that solution 
and is the centerpiece to the company’s Leap Ambition journey 
of helping farmers improve crop protection use efficiency by 20 
percent by 2030.3
See & Spray repr
Keyword: governance
Introduction         Sustainable Customer Outcomes         Sustainable Product Development        Operational Sustainability        People & Communities        Governance        Numbers & Honors
19
18
John Deere is focused on delivering 
technology and solutions that help improve 
nitrogen use efficiency by 20 percent by 
2030 as part of the Leap Ambitions. Nitrogen 
is an essential nutrient in plant growth and 
development. Plants can get nitrogen from 
soil mineralization, fertilizer applications, and 
nitrogen fixing bacterial products. Research 
shows that nearly 50 percent of what is 
applied is not utilized by the crop.1 
In addition, nitrogen is one of the most 
carbon-intensive inputs in a crop production 
system. In corn production, for example, 
fertilizer can represent an estimated 75 
percent of the greenhouse gas emissions.2
Over the last several decades there have 
been improvements in genetic
Keyword: governance
Introduction         Sustainable Customer Outcomes         Sustainable Product Development        Operational Sustainability        People & Communities        Governance        Numbers & Honors
21
20
through mapping. Yancy Wright, small grain 
test lead at John Deere, said, “Once you know 
how much protein you have in your yield, you 
can calculate the nitrogen you’re removing — 
and the difference between your nitrogen 
application and removal can tell you about 
the effectiveness of your fertilizer practices 
and the soil mineralization of nitrogen that 
year.” HarvestLab 3000’s measurement and 
mapping capability is just one step Deere 
has taken to unlock tools to develop higher 
nitrogen efficiency.  
THE POWER OF TIME
A key component of optimizing nitrogen 
usage is applying what the seed needs when 
it can utilize it most. Revealed in early 2023 at 
CES, ExactShot™, Deere’s newest on-planter 
fertil
Keyword: governance
Introduction         Sustainable Customer Outcomes         Sustainable Product Development        Operational Sustainability        People & Communities        Governance        Numbers & Honors
23
22
Of all the inputs on a farm, time and labor are two of the most critical; both are  
in short supply.
On average, during a typical North American corn crop cycle from spring through 
fall, there are nine passes through a field and seven passes on average for a 
typical soybean crop cycle.1  This includes spring tillage, planting, multiple sprayer 
applications, harvest, and fall tillage. And many farmers cannot do them all on the 
day they need to be done.
In addition, many times there are multiple jobs on the farm that need to be 
executed on the same days for a similar stretch on the calendar, creating high 
demand with limited supply.
In January 2022, John Deere revealed an industry-changing solution design