john deere — csr project process book

DESIGN BRIEF

Deere & Company, www.deere.com

1837

COMPANY/BRAND

YEAR FOUNDED

John DeereFOUNDER

“Nothing Runs Like a Deere” SLOGAN

“Guided by our company’s four core values – commitment, innovation, integrity and

quality –we conduct our business in a manner that protects our employees, customers,

communities, suppliers and the environment. This requires that, wherever we do busi-

ness, we will comply with the spirit and intent of all applicable environmental, health and

safety laws and regulations. A company-wide focus on quality extends to our EHS

programs, which emphasize continuous improvement. We believe this commitment to

the responsible management of human and natural resources contributes to the

sustainable growth of our company.”

The birth of company can be dated back to 1837, where at the age of 33 blacksmith

John Deere saw the need for an innovatively shaped plow by farmers to work the land.

Deere fabricated his first plow design using what was immediately available to him, an

old broken saw blade. He quickly discovered that his predictions were correct and there

was a high demand for this type of product among famers. Just four years later Deere

found himself producing approximately 100 plows annually. Unable to keep up with the

growing demand for his products he entered into a partnership with Leonard Andrus.

This partnership was dissolved shortly after in 1848 however. Deere & Company during

this initial period was located in Grand Detour, Illinois, but moved Moline in order to

improve production where this area o�ered the company several advantages (such as

cheaper transportation cost, and multiple energy sources of water and coal).

Only thirteen years after fabricating his initial plow from a broken saw blade, the

company found itself producing a staggering 1600 plows annually and soon diversified

its o�erings to include other agriculture production products. Deere had mentored his

son Charles in the business practices of the company during his youth and appointed

MISSION STATEMENT

BACKGROUND

him to serves as vice president of the company in 1858 to handle the day to day oper-

ations and as well as the companies business strategies. John continued to maintain his

title of president however. Being relieved of the majority of his previous business duties

he began to focus his attention on political and civil work that his wealth and stature

enabled him to do.

BACKGROUND

The company’s success was no doubt due to the work ethics and high values of John.

Deere strongly believed that in order for any business to be successful it must operate

with “integrity, quality, commitment and innovation.” The company still operates today

based on these values of its founder. In fact the company strongly believes that these

values “…are not ideals we work towards. We live them. We breathe them. These values

are the true essence of how we work and are in every product, service, and opportunity

we o�er you.” Deere & Company also prides itself on still maintaining those high work

ethics of its founder as well as “the deepest desire to develop and promote fairness in

public policies and practices.”

VALUES

Other notable e�orts by Deere & Company include the reduction of landfill waste

produced by its Turf Care division. Between late 2010 and late 2011, this division of the

company was able to reduce the amount of landfill waste it produces by an incredible

80%. Going from producing approximately forty-six pounds of waste per ton of produc-

tion to an astonishing eight pounds.

SUSTAINABILITY

Deere & Company has also established the John Deere Foundation (the company also

has smaller groups and departments around the world contributing to these e�orts in

the local communities they operate in) to promote and execute its philanthropy e�orts.

During 2009 the foundation made contributions of 6 million dollars towards community

betterment e�orts, 2.52 million for educational improvements, 2.88 million towards

world hunger solutions, and 6 hundred thousand for disaster relief e�orts.

PHILANTHROPY

PRINT 3 | Marc English | Summer 2012 | Kevin BeutelspacherDeere & Company | Design Brief | Corporate Social Responsibility 2 3

Responsible management of human and natural resources contributes to the sustainable growth of our company

Some of the company’s most notable citizenship achievements include: being ranked

in CRO magazines list of top global corporate citizens and the Hay Groups survey of the

50 most admired companies. Deere & Company was also ranked as fourteenth in the

world for leadership development by Fortune magazine, and made the list of Newsweek

magazines Green Rankings of the 500 largest green companies.

CITIZENSHIP

Today Deere & Company is considered an industry leader with dealer, business o�ces,

and manufacturing location around the world. The countries they are currently located

in include; Argentina, Australia, Brazil, Canada, Chile, China, Finland, France, Germany,

India, Ireland, Israel, Italy, Luxembourg, Mexico, New Zealand, Norway, Poland, Russia,

Singapore, South Africa, Spain, Sweden, Switzerland, Turkey, The Netherlands, Thailand,

Ukraine, United Kingdom, United States, and Uruguay.

GLOBAL LOCATIONS

PRODUCTS

Commercial – ZTrak Mowers, Walk-Behind & Stand-On Mowers, Front Mowers, Wide-

Area Mowers, Utility Vehicles, Tractors & Attachments, Clean-Up Solutions, Worksite

Products, Workshop Products, and Agronomic Products.

Construction – Articulated Dump Trucks, Backhoe Loaders, Compact Track Loaders,

Crawler Dozers, Crawler Loaders, Excavators, High-Speed Dozers, Scraper Tractors,

Motor Grades, Skid Steers, Waste Equipment, Wheel Loaders, WorkSight Technology

Solutions, Tractor Loaders, and Worksite Pro Attachments.

Forestry – Forestry Crawler Dozers, Feller Bunchers, Forwarders, Harvesters, Knuckle-

boom Loaders, Skidders, Forestry Swing Machines, and Attachments & Working Tools.

Engines & Drivetrain – Industrial Diesel Engines, Generator Drive Engines, Pump Drives,

Marine Diesel Engines, Mining Diesel Engines, Transmissions, Axels, and Planetary Drives.

Deere & Company provides a variety of products for several di�erent industries.

Agriculture – Tractors, Planting & Seeding machines, Harvesting machines (grain, cotton,

sugar), Hay & Foraging machines, Tilling machines, Material Handling machines, Utility

Vehicles, Mechanical Cutters & Shredders, Mechanical Scrapers, Self-Propelled

Sprayers, and Mechanical Nutrient Applicators.

Residential – Ridding Mowers, Zero¬-Turn Mowers, Tractors, Utility Vehicles & Attach-

ments, Walking-Behind Mowers, Home & Workshop Equipment, and Snow Equipment.

Golf & Sport – E-Cut Hybrid Mowers, Fairway Mowers, Greens Mowers, Rough/Trim &

Surround Mowers, Front Mowers, Turf Vehicles, Bunker Rakes, Specialty Equipment,

Tractors & Attachments, Workshop Products, Agronomic Products, Landscape Supplies,

Skid Steers, and Golf Course Accessories.

PRODUCTS

PRINT 3 | Marc English | Summer 2012 | Kevin BeutelspacherDeere & Company | Design Brief | Corporate Social Responsibility

Ranked fourteenth in the world for leadership development by Fortune Magazine in 2011

4 5

First Trademark — 1876 to 1910

Deere & Company o�cially registered first trademark version in 1876, although the

company had been using it for three years prior to is registration. This mark established

the concept of the leaping deer (in the company’s early versions, the mark include a

small serried of mountains below the deer that conformed to the contours of the deer’s

belly and legs) to the left that all subsequent marks would incorporate. In addition to

the leaping deer the mark also contained the name company name as well as the initial

location the company manufactured its products, Moline, Illinois. Both typographic

elements of the logo where set in the same black or bold weight sans serif typeface,

with small amount of contrasted created through scale change (company name was

slightly large, but did not create a significant enough amount of contrast between it and

the other typographic element to create an e�ective visual hierarchy). The company

name was set in a curved arch shape where the deer’s antlers separated the first and

last name. Ironically the deer image used in the logo represented a species that was

indigenous to Africa and not the United States.

Second Trademark — 1910 to 1936

The next mark used by the company was introduced in 1910, but was not o�cially

registered until 1912. This second mark contained only minor di�erences from the initial

mark. The most evident is the increased contrast between all the elements that was

achieved decreasing the stroke weight of deer’s contour and the application of subtle

crosshatch shading to avoid excessive negative space inside it. Another change to the

central illustration was the replacement of the mountain range to a log and small foliage

on the sides of it. The illustration elements were also all touching, eliminating the separ-

ation between them that the first mark had. However, the deer’s antlers that were used

to separate the first and last name no longer connecting or bleeding into company

name, making it read as if the two names were unrelated. There was also an increased

scale change between the typographic elements in this version, attempting to create

a more significant visual hierarchy, although not enough to be e�ective. It also di�ered

from the first by the addition of the company’s slogan, “ The Trade Mark of Quality

Made Famous by good Implements,” below the location name.

Third Trademark — 1936 to 1937

Deere & Company’s third version had more dramatic changes than the previous. In this

version there were changes to all the elements as well as the addition of a twelve side

geometric shaped border that contained all the elements. The illustrated elements were

also modified by eliminating the cross-hatching and small details in the foliage beneath

the deer, and replaced with solid silhouettes. Each element was completely separated

in this version. The typeface was also changed to a di�erent variation that eliminated

the thick and thin stroke width contrast in characters that the first versions contained.

This new design was created because the company acknowledged the need to “better

adapt the trademark for stenciling on products”.

Forth Trademark — 1937 to 1940

Only a year after the third version was introduced the company introduced a di�erent

version. In this version the mark was significantly simplified, making it bolder and much

stronger visually. The typographic and illustrated elements of the mark remained the

same, but were increased in size as a result of the elimination of the border and slogan

at the bottom of the mark. This created a much more versatile mark, which could be

applied more e�ectively to all the company’s products and signage. It is also thought

that reason for this significant change could be due to the fact that the company was

marking its centennial that year.

Fifth Trademark — 1940 to 1956

In this fifth refinement of the trademark it began to take on a form that is recognizable

to the trademark currently used by the company. The most noticeable change was to the

overall arrangement or composition of all elements. The visually awkward separation

between the first and last name was eliminated due to the deer silhouette’s decreased

size and new position below the name. This version was also the first trademark to

drop the original manufacturing location from it (a requirement, since the company’s

operations had dramatically expanded, and were now operating in multiple locations).

It was replaced with the company’s new slogan “Quality Farm Equipment,” which was set

in a contrasting serf typeface reversed out if its container shape. The main elements


TRADEMARK EVOLUTION

The first trademark was designed for Deere & Companyin 1873, and registered threeyears later in 1876.

6 7

of the mark were also now contained inside an oval shape, which was cropped with

straight vertical lines on the sides. In addition to the very noticeable overall changes, this

version also contained subtle yet important changes to the deer used in the mark. The

deer in this version was finally modified to represent a species native to North America,

which was indicated in the illustration by the antlers arching to the front and its upward

pointing tail (meant to resemble a white-tailed deer).

Sixth Trademark — 1956 to 1968

The sixth version of the mark was used by the company starting 1956, but was not

registered until 1962. This mark was clearly a much more simplified version than previous

versions, making it much stronger at quickly visually communicating the company’s

identity to the public. It was the first version where the name was finally relocated to

beneath the leaping deer and all other typographic elements were dropped (as well

as the log beneath the leaping deer). These elements were not simply eliminated for

aesthetic reasons, but because the company no longer produced only agricultural

equipment. By 1956 Deere & Company’s o�erings had increased to include construc-

tion equipment and forestry equipment. The heavy weight key line shape around the

mark was also modified into a more organic shape with flowing rounded corners that

complimented the new san serif typeface used for the name. Modifications were made

to the deer as well, although they were relatively minor (more detail was given to the

antlers, the contour of the body was simplified, and the leg widths were reduced to

provide increased contrast).

Seventh Trademark — 1968 to 2000

As a result of increasing and diversifying their o�erings, Deere & Company’s seventh

trademark evolution continued to take on a more contemporary design that became

popular as a result of iconic trademarks made by influential designers like Paul Rand

(who had created bold iconic identity marks for companies like Westinghouse 1960, UPS

1961, ABC 1962, and IBM 1967). An internal company memo noted, “the new trademark

is in keeping with the progress made throughout all divisions of the Company….it

provides for better reproduction and greater readability under a wider range of usage.”

TRADEMARK EVOLUTION The most notable changes in this version were the streamlining of the deer silhouette

where the two antlers were reduced to one, and the four legs were reduced to two, as

well as the overall size. The animals overall shape was streamlined, eliminating subtle

curves that indicated muscle structure found in previous versions. Typographic changes

were made as well with the company name now being set in a hand-modified version

of Helvetica. The shape of the outer container was also modified from the oval like shape

of the previous version into a more rectangular shape.

Eighth Trademark — 2000 to Present

Deere & Company’s final and most recent version brings a new sense of energy and

movement to the mark with the addition of color (and gradations) and a more stylized

typographic treatment. While the name continues to use all uppercase characters, the

designers also added some typographic contrast through the use of small caps for the

letters following the first (typeface believed to be a modified version of Copperplate

Gothic). Typographically, there is an increased contrast has been created between the

individual characters by eliminating the rounded contours on all characters and giving

those characters composed of only straight lines a much more rigid geometric feel, that

the company feels is “reflective of today’s technology world: bolder, stronger, high tech-

nology oriented.” Another noticeable change in this final version is the orientation of the

deer.“ After being known for decades as the “leaping deer,” for the first time it’s actually

leaping upward instead of landing.” The new design also unites it with the border in the

lower right corner into one element. The deer’s design has gained a more “energized

and dynamic edge,” through an even more stylized silhouette achieved by the stretched

out torso and pointy shape of the tail, antler, and hoof.

TRADEMARK EVOLUTION

COLOR

Yellow = PMS 128 — Cyan – 0, Magenta – 11, Yellow – 65, Black – 0 — #FFE359

Green = PMS 364 — Cyan – 65, Magenta – 0, Yellow – 100, Black – 42 — #349400

TYPEFACE

Copperplate Gothic (modified, serifs have been removed)

LOGO SPECS


The current trademark was designed to be “reflective of today’s technology world”

8 9

Customers — residential, agricultural, commercial, construction, forestry, golf & sport

Investors — individuals, venture capitalists, investment trusts, mutual & hedge funds

Employees – sales & customer service representatives, manufacturers, corporate

DIRECT AUDIENCE

Everyone Else — General Public, Media, Consumer Watch Groups, Environmental

Agencies, Third Party Sales Establishments who carry their products.

INDIRECT AUDIENCE

CULTIVATORS & CARE TAKERS

residential, agricultural, commercial, construction, forestry, golf & sport

Age & Lifecycle Segmentation — is composed of young adults to adults (21-65) from

the Baby Boomer Generation, Generation X, and Generation Y who typically work in

blue collar or manual labor fields. They enjoy outdoor adventurous activities as well as

sporting events. When dinning out the typically frequent establishments that would be

classified as family establishments and the occasional casual fine dinning establishment

for special occasions. When purchasing apparel products their decisions are made based

on price and the quality of the products, and are rarely influenced by brand names or

designer labels. Due to the fields they work many of the individuals within this segment

purchase and drive cars that are used for both work and recreation, like sport utility

vehicles and trucks. Although a sizable number from this segment enjoy working on and

restoring classic muscle & sports cars for recreation. They are often very family oriented

with households usually containing a minimum of 2 children.

Gender Segmentation — consists of 75% male and 25% female. This audience tends to

consist of a higher percentage of males due to the physical demands of the company’s

products are often used for.

Income Segmentation — this majority of this group typically has only a high school

education and sometimes less. Their estimate annual income will range from $40,000

to $65,000. This level of income results in low levels of disposable income. There is a

small percentage of this group however that has obtained a higher level of education,

AUDIENCE ANALYSIS

with one or sometimes multiple college degrees. These individuals typically work in

management or leadership positions, and earn an estimated annual income of $65,000

to $120,000. As a result they have a moderate to high level of disposable income.

Geographic Segmentation — roughly 50% of this segment live in rural areas or in other

areas on the outskirts of large suburbs. Another 25% live in large suburbs where there is

large-scale development in the immediate area or large cities within driving distance

where large-scale construction projects are being undertaken for industrial buildings.

The remaining 25% is split among those living in upscale suburbs and those who live

and work very remote areas as a result of their occupation (such as timber harvesters).

Benefit Segmentation — these individuals often demonstrate a high level of loyalty to

a particular brand. This brand loyalty is sometimes the result of previous generations of

family members or workers who have grown attached to using a particular brand of

machinery for production and maintenance needs, which results in future generations

continuing to be loyal to the same brands. While this segment demands quality and

durability in these products, they also demand competitive prices. If other brands

demonstrate a higher value product they will not hesitate to try those products.

GROSS GRAZERS

individuals, angels, venture capitalists, investment trusts, mutual & hedge funds

Age & Lifecycle Segmentation — this segment shares the same age segmentation as

the cultivators and caretakers, composed of young adults to adults (21-70) from the

Baby Boomer Generation, Generation X, and Generation Y. This group does not share

the same lifestyle segmentation as the cultivators and care takers however. They are

typically drawn to trends, popular brands, and designer apparel labels. When dinning

out they typically choose fine dinning restaurants and those that o�er fusion cuisine or

those o�ering dishes demonstrating the latest molecular gastronomy techniques. They

purchase high-end luxury vehicles not simply for the quality and extravagant features,

but because of the status symbolism it represents as well.

AUDIENCE ANALYSIS


Gender Segmentation — consists of 50% male and 50% female.

Income Segmentation — this segment is more often than not very well educated with

a minimum of one college degree. Often this segment has multiple degrees, which have

been earned from Ivy League Universities. As a result of being very well educated they

annually earn between $80,000 to $130,000, and often more. They work in broad range

of fields, and are often very career oriented. This allows them to have access to large

amounts of disposable income.

Geographic Segmentation — typically they live in large cites or suburbs within driving

distance where they work. Often drawn to areas with an active nightlife scene and o�er

extensive dinning and cultural activities.

Benefit Segmentation — they invest in companies largely based on their potential for

profitability, but are also conscientious of the way the company operates and its environ-

mental impact. While they are vey motivated by the potential profits of investments,

they will not invest in those companies which demonstrate little or no regard for the

environmental impact of their operations.

CONSCIENTIOUS CRAFTSMEN

sales representatives, manufacturers, corporate, customer service representatives

Age & Lifecycle Segmentation — this segment is again composed of composed of

young adults to adults (21-70) from the Baby Boomer Generation, Generation X, and

Generation Y. As a result of the varying positions of employment within the company

the lifestyle segmentation for this group is blend lifestyle segments discussed for the

cultivators & care takers and gross grazers.

Gender Segmentation — consists of 65% male and 45% female. The reason that this

segment is composed of a higher percentage of males, due to the fact that traditionally

job fields such as electrical engineering and mechanical engineering have been male

dominated. However, this higher percentage will likely decrease dramatically over the

next several years.

AUDIENCE ANALYSIS Income Segmentation — this segments income segmentation is again a mix of both

discussed in the previous target audiences due to the wide range of positions within the

company and the widely varying levels of compensation.

Geographic Segmentation — the majority live in suburban or metropolitan areas, but

there is also smaller percentage that live in more rural areas (such as those individuals

who operate dealerships or carry Deere products at authorized retail locations, as well

as sales representatives and repair technicians).

Benefit Segmentation — they work for Deere & Company as result of the competitive

compensation and the growth potential the company has as a result of the products it

produces. Although they also chose to work for the company because of the work

environment provided along with the socially and environmentally responsible manner

the company operates in.

AUDIENCE ANALYSIS


To create a design concept which supports & builds upon Deere & Company’s current

sustainability, philanthropy, and citizenship strategies and activities. This concept should

also tie into the positive e�ects their products have on development and agricultural

production as well. The design concept/theme should provide a visual sense of conti-

nuity between the collateral materials currently in use (website, annual report, catalogs,

sales brochures, etc.) by the company, while at the same time also di�erentiating itself

visually. Elements which should be kept consistent among all materials desinged include

designated typefaces established for print and digital mediums along with logo scale

and set positioning requirements.

The design concept/theme’s main focus should be clearly established in all materials

created for this project (employee magazine, product packaging, and website) while at

the same time providing subtle variations which separate one from the other. Current

employees, potential future employees, retailers, and investors should be able to identify

that these new materials represent the same company identity currently used while at

the same time being able to see that they are di�erent in their design.

One of the main goals should be to shed the stu�y, rigid corporate feel contained in

the majority of their visual communications used for business practices and operations.

It well be essential to create a softer more natural feel that will not only strengthen

their voice and message, but will also make it easier for the company’s target audience

to relate to trust the message being communicated.

PROJECT OUTLINE

To design a series of print deliverables, which e�ectively communicate and demonstrate

Deere & Company’s commitment to operating all aspects of their business (internal and

external) in socially responsible manner. The design of all materials (print and digital)

should e�ectively communicate the company’s awarded & praised socially responsible

stance. The company’s corporate social responsibility will be communicated through a

design concept, which visually captures the essence of multiple socially responsible and

sustainable stances the company is out spoken on. Preliminary research has provided

several possible options for the theme/concept of the design solution to be consistently

applied throughout multiple print and digital elements.

DESIGN OBJECTIVE

The design concept/theme will based on one of the focuses of Deere & Company’s

philanthropy e�orts and their citizenship programs. Cultivating life to feed the world

and combat world hunger. In addition to the monetary donations the company made

(2.88 million from the John Deere Foundation alone) to those e�orts, the company is

committed the success of those who cultivate, harvest, transform, enrich and build

upon the land. This commitment by the company is not limited to domestic e�orts (U.S.),

but extends globally to six main regions. These regions include the United States,

Canada, Europe, Brazil, Russia, India and China. These areas are of focus because it

is estimated that they will be the regions where “at least 75% of the world’s future

growth will occur.” While this large estimated growth includes development due to the

construction equipment the company produces it also includes agricultural production

(an area that the company’s products are most often associated with by the general

public, since the first products produced by the company where industrial agricultural

machinery). A slogan such as, “Cultivating life to sustain life.”

KEY OBJECIVES

1) Understanding how an increase in profitability, can be created by following an

e�ective CRS strategy.

2) Demonstrates that Deere & Associates operate with more important goals than

simply increasing the value of their company (stock) and generating profits.

DESIGN OBJECTIVE

commercial reliable industrial integrity

quality innovative eco-friendly consistent

nourishing ambitious leading e�cient

durable distinctive committed synthesizing

renew generate

KEY ADJECTIVES


Caterpillar — www.cat.com

Hitachi — www.hitachiconstruction.com

Volvo Construction Equipment — www.volvoce.com

Massey Ferguson — www.masseyferguson.us

Mitsubishi — www.mitsubishicorp.com

Sany — www.sanyamerica.com

New Holland — www.newholland.com

International Harvester Company — www.caseih.com

Mahindra — www.mahindrausa.com

Zoomlion — www.zljt.com

Kubota — www.kubota.com

Kobelco — www.kobelcoamerica.com

Komatsu — www.Komatsu.com

Terex — www.terex.com

Bobcat — www.bobcat.com

DIRECT COMPETITORS

Toro — www.toro.com

Cub Cadet — www.cubcadet.com

Ariens — www.ariens.com

Ryobi — www.ryobitools.com

Honda — www.honda.com

Husqvarna — www.husqvarna.com

INDIRECT COMPETITORS


MOOD BOARD


MOOD DESIGN OPTIONS CARD 1








THUMBNAILSCONCEPT 1

22 23


THUMBNAILSCONCEPT 2

THUMBNAILSCONCEPT 3

24 25


THUMBNAILSCONCEPT 4

CITIZENSHIP

I. Environmental Stewardship — Safeguarding the environment is nothing new to

John Deere. We know that responsible resource management is vital to our company,

our employees, our customers, our neighbors, and our world. John Deere works tire-

lessly to develop and o�er products that are e�cient and e�ective, and minimize the

environmental impact. And we design, build, and support those products in o�ces,

factories, and dealerships built and maintained with environment in mind. It's no small

commitment we make to this area. Significant resources and e�ort are fully dedicated

toward meeting our goals. It's what you'd expect from us. Being green is in our blood.

A. Operations — Our operating processes reflect a strong commitment to protecting

the world around us. We're on constant lookout for energy-e�cient systems. Systems

that sustain air and water quality. Systems that eliminate or reduce waste. And, when

investing in new products, approaches or technologies, we give preference to those that

have the most favorable environmental impact.

1. Priorities

a. Energy & Greenhouse Gases — Goals: become more energy e�cient and reduce

greenhouse gas emissions. In 1972, John Deere initiated its energy e�ciency program.

Then, in 2003, we added a worldwide greenhouse gas inventory program. The results:

between 1972 and 2006, our energy conservation programs reduced total worldwide

greenhouse gas emissions by 63% per ton of production. To further manage the risks

of GHG emissions from our operations and identify cost-e�ective opportunities, Deere

joined the U.S. Environmental Protection Agency (EPA)'s Climate Leaders program in

2007. We established a goal to reduce the company's global greenhouse gas emissions

by 25% per dollar of revenue through 2014.

b. Water — Manufacturing locations in water-scarce regions set goals to reduce water

usage. Water usage data is collected and tracked at all manufacturing locations. And,

we're currently developing standards and guidelines for construction of new manufac-

turing facilities, encouraginginclusion of water reduction technology in project design.

CONTENT OUTLINE

26 27


receives regular updates on strategy in conjunction with a briefing on environment,

health, and safety issues. Additionally, the company Global Leadership Council, which

includes our CEO and extended sta�, receives an update on our strategy at least once

a year – more often if requested. The Executive Environment & Product Sustainability

Council, our operations vice presidents, provides support and advocacy. They provide

the people & financial resources for operational changes needed to implement environ-

mental strategies and achieve goals.

3. Suppliers

John Deere works to be environmentally responsible. We expect our suppliers to do

the same. So, to minimize environmental liabilities, we first consider those suppliers with

a focus on sound resource management. Supplier environmental policies, standards,

systems, and programs are in place in order to audit supplier environmental compliance.

This includes high-risk supplier audit programs, restricted materials policies, purchased

product compliance, and adherence to the Supplier Code of Conduct.

One way this is all making an impact is through recycling e�orts. As our manufacturing

facilities step up recycling e�orts with a goal of reducing landfill waste, our suppliers

have to be supportive. If their products come to us in packaging or pallets that aren't

recyclable, then our goals are not met. Thankfully, we're all in this together. Here's just

one example. By stepping up its recycling program to include paper, cardboard, many

types of plastic, wood, steel, and metals, John Deere Turf Care in Fuquay-Varina, North

Carolina, has reduced the amount of waste it sends to area landfills by more than 80%

over the past year, from 46 lb. of landfill waste per ton production to just 8 lb. produced.

4. Achievements

a. John Deere Iberica Facility Built With Sustainable Features — The perforated metal

skin that surrounds John Deere's Spanish branch building shades the building while also

allowing air to flow around it.

b. Using the Sun to Reduce Greenhouse Gas Emissions — John Deere's factory in Pune,

India, added solar water heating in 2009 and is finding other ways to reduce energy use.

c. Facility Design — Leadership in Energy and Environmental Design, LEED, is an

internationally recognized green building certification system. John Deere uses LEED

criteria for new facility construction. In fact, several of John Deere o�ce buildings have

received LEED recognition. Our dealers are also focused on sustainable facilities. One

example: the newly rebuilt dealership in Greensburg, Kansas. Achieving a LEED gold

rating, the dealership uses wind energy to assist in powering the facility. John Deere

o�ers design guidance to dealers who are constructing or remodeling their facilities

to encourage e�cient energy and water use.

2. Facilities

We say we’re committed to sustainable practices and environmental stewardship. And

we follow through, by supporting strong environmental policies, vigilantly complying

with applicable regulations where we do business, considering environmental impact

in all our business planning, and fostering a culture of eliminating waste. Environmental

policy is integrated into the company's worldwide operations through the John Deere

Environmental Management System. This system includes a documented processes for

controlling and are continuously improving environmental performance based on the

ISO14001 standard. Our manufacturing facilities, worldwide, must follow this standard.

Each year, every John Deere manufacturing and parts distribution facility manager

provides formal documentation of their facility's e�orts to appropriately manage risks

and safeguard employees and the environment. Third-party audits are also conducted

at all manufacturing sites – internal audits at other sites – to verify compliance with the

John Deere Environmental Management System standard and local legal requirements

around the world. For all acquisitions, leases, and purchase of property, we make sure

steps are taken to identify and quantify any environmental risks and liabilities. A formal

integration process brings newly acquired businesses into the John Deere Environmen-

tal Management System swiftly.

Global environmental professionals attend rigorous training, helping them understand

complex legal and corporate requirements and vital company processes and procedures.

Our leaders provide oversight. Board of Director's Corporate Governance Committee

CONTENT OUTLINE CONTENT OUTLINE

28 29


John Deere products are designed for e�ciency and productivity. And, by truly

understanding your needs and by incorporating innovative technology, we're able to

o�er machines that are more productive and more e�cient, they also demonstrate a

deep respect for the environment. 'Product Sustainability,' as it's known, is one of the

best ways to o�er lasting value to you, our employees, our business, and our world.

2. Products

Our products are designed for e�ciency and productivity. And, by truly understanding

your needs and by incorporating innovative technology, we are able to o�er machines

that are not only more productive and more e�cient, they also demonstrate a deep

respect for the environment. 'Product Sustainability,' as it's known, is one of the best

ways to o�er lasting value to you, our employees, our business, and our world.

a. Product Performance

1. Solutions to Emissions — Starting in 2011, the United States Environmental Protection

Agency will require engines in new o�-highway equipment to meet stringent Interim

Tier 4 (IT4) emissions regulations. These regulations a�ect diesel engines with 174 to

750 hp, and require a 90% reduction in particulate matter and a 50% reduction in oxides

of nitrogen emissions from Tier 3 levels. John Deere is up to the challenge. We are ready

with new technology that considers cost, e�ciency, and ease of use, as well as reducing

emissions. We'll take our proven Tier 3 PowerTech™ Plus engine that includes cooled

exhaust gas recirculation (EGR) for reducing oxides of nitrogen emissions and add an

exhaust filter that reduces particulate matter. This approach o�ers up a fuel-e�cient

engine platform while also providing a proven IT4 solution with the least amount of

inconvenience. That's John Deere ingenuity.

2. Setting a Green Course with Hybrid Mowers — One thing golf course superintendents

have to worry about is having their finely manicured turf damaged by hot hydraulic oil

before an important tournament. Most hydraulic leaks in the reel mowers used on golf

courses come from flexible hoses that feed hydraulic oil to the reel drive. Those hoses

get a lot of flexing as cutting units are raised and lowered throughout the day, and as

they move to follow ground contours. John Deere has an answer. The 8000 E-Cut™

c. Making Recycling Routine — Turf Care has reduced the amount of waste it sends to

area landfills by more than 80% over the past year, from 46 lb. of landfill waste per ton of

production to just 8 lb. produced.

d. Completing the Recycling Loop — New factory flooring at John Deere Zweibruecken

Works is made of recycled cable sheathing.

5. Metrics

How are we doing? We are proud to show our environmental support and progress

towards our goals with real numbers. Take a look.


30 31


economic recovery for the country' forestry communities," said John Deere Marketing

Manager Andrew Bonde. "We launched this website to explain just how it works."

In three short, informative videos available on the website, experts-from scientists to

state senators-provide insight to help educate the interested public, loggers and other

industry members, policymakers and the press. The videos include:

• "Harvesting a Cleaner Environment," shares how woody biomass can be processed

into liquid fuel

• "Healthier Forests," which discusses how uncollected forest floor residue can be an

accelerant in forest fires

• "Stronger Rural Communities," a review of how harvesting woody biomass helps

provide out-of-work loggers with a new revenue stream and revitalize rural communities.

The website's "Making It Reality" section provides visitors an opportunity to fill out a

simple form that sends an automated letter, encouraging inclusion of woody biomass

in the new renewable energy standards, to their legislators in Washington, DC.

b. Water — Using water wisely. While much needed today – and certainly in the future,

not everyone has a focus on this essential resource. John Deere does. We o�er products

and services specifically aimed at helping customers use and conserve precious water.

In fact, John Deere Water is one of the largest water irrigation companies in the world,

providing high-performance plastic micro-irrigation and drip-irrigation products for

the agricultural, nursery, and greenhouse markets. These irrigation methods certainly help

improve yields. And they improve water use e�ciency.

Another John Deere division – John Deere Green Tech – provides field engineering for

irrigation control equipment. Green Tech achieved a new-product award in 2009 for

developing a generator that produces electricity from water flowing through pipes.

The device yields enough energy to power a landscape irrigation controller system or

other functions such as low-power lighting or data-logging systems.

Hybrid Fairway Mower. By our removal hydraulics from the cutting unit drive, this

machine eliminated leak points. The cutting units are powered, instead, by a 48-volt,

180-amp alternator. And no additional batteries are required, The design also reduces

the engine speed needed for mowing, which saves significantly on fuel and reduces

noise for both the operator and all those around.

3. Fuel Efficiency — John Deere has a long history of providing fuel-efficient equipment.

a. John Deere 8320R Tractor Sets Fuel Efficiency Records at Nebraska Test. Nebraska

Tractor Test results prove the 8320R Tractor provides up to 26% greater fuel e�ciency

over competitor tractors of similar size in the 75% of pull at maximum power category.

b. D-Series Knuckleboom Loaders Deliver Higher Productivity and Fuel Efficiency.

Productivity-increasing features also include the fuel-efficient John Deere 6068 Tier 2

PowerTech™ engines with a high-pressure common rail electronic fuel injection system.

4. Recycling and Remanufacturing — We use recycled or renewable materials in some

products, such as corn- and soy-based plastics for components on combines and some

tractors. We also provide remanufactured products to customers around the world.

Remanufacturing has been a part of our business for over a decade.

5. Renewable Energy — The development and growth of renewable energy sources is

vital to the health of our world. John Deere is at the forefront with products that serve

the sugarcane and corn ethanol industry. Our hay and forage and forestry equipment

are at the center of the biomass movement. And, we are pursuing solutions to serve

customers in rapeseed, other oil seed crops, crop & forest residues, dedicated energy

crops, planted forests, and other potential bio-energy feed stocks.

6. Biomass Production — Just recently, we introduced a website designed to educate

and inform visitors about the importance of harvesting woody biomass. The user-friendly

website explains what woody biomass is, why harvesting it is important, how it works

as a fuel and what types of innovative public policies are needed to encourage respon-

sible harvesting and the use of woody biomass. "Woody biomass harvesting can provide

a significant source of renewable energy, promote forest stewardship and generate


32 33


d. Sustainable Agriculture — Why would John Deere – the company founded on the

invention of a plow – pioneer no-till farming practices? Because, for many farmers, it

makes sense. No-till leaves crop residue on the soil surface, improving soil structure,

conserving moisture and reducing soil erosion. Yet, it does require sensible management

and machinery solutions. John Deere continues to provide the support and products

no-till farmers need to make their chosen production method successful and sustainable.

We also provides solutions for forest management. Biomass harvesting, for example, is

an eco-friendly system of removing residual waste and overstocked, diseased or dying

stands of trees. Previously just a fuel for fire and of little use commercially, this forest

residue now o�ers a biomass alternative. It provides a business solution to the logging

industry: how to make new money out of an old problem. John Deere has the right tools

at the right time to take advantage of this great opportunity.

II. Safety — John Deere takes safety very seriously … for the sake of our employees,

our dealers and customers, and those around them. John Deere is moving the industry

ahead with product safety advancements and training. We're setting the standard for

workplace safety and even encouraging employee health and wellness outside of the

workplace. Safety is everybody's responsibility. We're just making it easier for every-

one to do their part.

A focus on product safety — Attention to detail. That's where product safety starts.

At every factory, product safety committees & engineers are involved in product improve-

ment and development. However managing risk is a team e�ort. And if you're operating

equipment, or are around it, you're part of that team.

A focus on employee safety — John Deere is committed to a safe workplace. That

commitment has resulted in John Deere being regularly recognized as a leader in this

area. But the commitment goes beyond the workplace.

A. Product Safety — Those linked to the land – farmers and ranchers, contractors

and builders, loggers, homeowners, turf-care professionals – know that when they turn

the key on their John Deere machine, they are taking on a lot of responsibility.

c. Technology — It is amazing what new technology can do for you. Make your life

easier. Simpler. More productive. And save you time and money. At John Deere, we know

that the best technology also helps the environment.

For example, by using GPS (global positioning systems), we can increase machine

e�ciency and productivity in many operations. Besides helping to steer equipment, our

precision GPS technology helps control equipment functions from field preparation

through harvest. Seeding equipment can also use GPS to control where to seed, helping

prevent wasteful overlap or planting through waterways. Machines that apply crop

protection products and fertilizers use GPS with other machine intelligence technology,

as well. That leads to more precise application of crop care products. Less waste, less

environmental impact.

Combines use machine intelligence features that deliver automatic feed rate control,

assisted steering for higher e�ciency and less fuel consumption.

Of course, saving time in the field also dramatically reduces fuel consumption. In 2009,

the company introduced its new Load Command system that can reduce the time needed

to load a self-propelled sprayer from as much as 15 minutes to as little as 3 minutes.

Over a growing season, that's hours of field time saved. Gallons of fuel saved.

With our forestry equipment, machines are designed for maximum productivity and

minimal environmental disturbance. Forestry skidders with lockup torque converters

make better use of available horsepower. And while John Deere machines use fuel

more e�ciently, less fuel is needed overall for the operation. For instance, booms on some

of our forestry machines can extend beyond 30 feet in many cases, reducing machine

movement, requiring less fuel.

The 844K Loader features ride control to navigate jobsites more quickly. And intelligent

shifting technology matches clutch engagement to the load. Many machines have Total

Machine Control, an electro-hydraulic system that automates many functions.

Greater productivity. Less time at the task. More fuel e�ciency. All born of John Deere

technology and a commitment to enhance, improve, and protect your life environment.


34 35


B. Workplace Safety — John Deere is committed to a safe workplace. That commitment

has resulted in John Deere being regularly recognized as a leader in this area. But the

commitment goes beyond the workplace. We are focused on each employee's health

and welfare on and o� the job. Because our employees' overall health can impact perfor-

mance, and performance of their co-workers. So, through health assessments, training,

and support, Deere looks to enhance the well-being of every employee.

1. A Great Work Environment — Safety is everyone's responsibility. Part of everyone's

job at John Deere. The di�erence at Deere is that we constantly work to reduce risk by

concentrating on potential issues before someone gets hurt.

The keys to Deere's success are our Continuous Safety Improvement Teams. Over 400

teams in the U.S. alone; more than 800 worldwide. At every John Deere factory, team

members – wage, management, technicians, engineers – workto establish quarterly

goals, handle risk assessments, develop recommendations, and follow through to make

approved changes. Hundreds of safety projects are tackled each year, with results

shared throughout the company.

Every John Deere facility has safety goals. It's a management imperative. But having

goals is not quite enough. Every employee must commit to those safety goals, as well.

And, specific safety metrics are reported monthly.

The results? Major changes to factory floors, ergonomic workstations, even improved

training and safety communications have reduced injury frequency and severity rates.

In fact, John Deere facilities continue to be among the safest in the world. Out of 116

Deere locations, 69 went without a lost-time injury during all of 2010. And 34 of those

have exceeded 1,000,000 hours without a lost-time case. This shows a true dedication

to safety from all John Deere employees.

2. Health and Wellness — Health and wellness programs are staple ingredients in John

Deere's activities day to day. Risk assessments and coaching help employees maintain,

improve, and manage their personal health and work-life needs.

Responsibility for their well-being, as well as all those around them. Working with

the land is hard work and there are risks.

1. Managing Risks is Team E�ort — If you're operating or around equipment, you

are part of that team. Operators must be fully aware of how to operate the machine

safely. Know the operator's manual. Ask your John Deere dealer about training for

operators, educational resources, and support for safety programs and events. Stay

alert. Be familiar with the safety equipment and features, how to use it, and how it

can help you. And you need to be aware of who and what's around you.

Of course, we're a big part of that team, too. We take product safety very seriously

and it's a common thread through all products we design and build. In fact, John Deere

actively takes the lead in developing equipment safety standards around the world.

Examples include roll-over protective structures (ROPS), lighting and marking for agricul-

tural equipment, safety of agricultural auto-guidance systems, the safety of complex

electrical/electronic control systems, safety of chemical application equipment, and

reverse implement operation on riding lawn equipment.

2. A Commitment To Product Safety — Attention to detail. That is where product

safety starts. At every factory, product safety committees and engineers are involved

in product improvement and development. And, they conduct comprehensive safety

reviews and testing of all products. An enterprise product safety organization works

closely with these factory safety committees, especially during product technology

development. Projects are coordinated between factories. Processes are consistent and

e�ective. The department keeps units up-to-date on safety developments in industry.

3. Dealer and Customer Care — Even experienced operators require training. That's

why we o�er simulators for large agricultural, construction, and forestry machines.

Recently, we added a grader simulator to a lineup that includes trainers for loaders,

combines, excavators, forestry harvesters, and forwarders. We also developed a wide

variety of training resources videos, brochures, and guides. There are comprehensive

training programs for professional equipment operators. Safety DVDs are delivered

with all new lawn and garden tractors.


36 37


4. Awards — John Deere facilities regularly earn safety awards and other recognition.

In 2011, John Deere units in the United States, for example, earned 52 safety awards from

the U.S. National Safety Council.

Included are 48 Deere units that earned the organization's Occupational Excellence

Achievement Award, which recognizes units that have no fatalities and report injury and

illness rates that are less than half the average of organizations whose employees do

the same kind of work. The rates are calculated by the U.S. Bureau of Labor Statistics

using 2010 safety performance figures. Three units earned the National Safety Council

Industry Leader Award: John Deere Waterloo (Iowa) Works, the North American Parts

Distribution Center, Milan, Illinois, and Deere & Company World Headquarters in Moline,

Illinois. This award recognizes the top 5 percent of recipients of the Occupational

Excellence Achievement Award.

John Deere Turf Care, Fuquay-Varina, North Carolina, earned the Safety Leadership

Award for five consecutive years without an occupational injury or illness resulting in

lost employee work days or death. The National Safety Council is a nonprofit public

service organization that works to educate and influence people to prevent accidental

injury and death.

Here are the John Deere units that earned National Safety Council awards.

a. Industry Leader Award

• Waterloo Works

• North American Parts Distribution Center, Milan

• Deere & Company World Headquarters, Moline

b. Occupational Excellence Achievement Award Manufacturing Operations

• Coffeyville Works

• Commercial Products, Augusta

• Cylinder Group, Moline

• Davenport Works

• Deere-Hitachi Specialty Products, Langley

At many John Deere units, occupational health and industrial hygiene professionals

work to evaluate potential exposures to hazardous materials, manage employee injuries

and illnesses, and protect the confidentiality of medical information.

Deere has also set up procedures for dealing with extraordinary health risks such as

pandemics. Factories and other Deere facilities have local response plans, as well. All

this is done globally. We have established health programs that address specific and

varying issues and infrastructures from country to country, culture to culture.

3. How We Rate — Compared to other equipment manufacturers, John Deere leads

the way in workplace safety. And, surprisingly, we have injury rates below those common

even in non-manufacturing sectors.


38 39


d. Sales, Marketing, O�ce, and R&D Locations

• Construction Equipment Company, Moline

• Grimsby Sales Branch

• John Deere Cary Office

• John Deere Credit, Canada

• John Deere Credit, Johnston

• John Deere Credit, Madison

• John Deere Intelligent Solutions Group, Torrence

• John Deere Intelligent Solutions Group, Urbandale

• John Deere Landscapes, Alpharetta

• John Deere Lenexa Office and Training Centers

• Nortrax

• SouthEast Engineering Center

• Deere & Company World Headquarters

e. Safety Leadership Award

• John Deere Turf Care

B. Philanthropy — A great company is also a great citizen. Throughout our history,

John Deere has embraced the understanding that we have a responsibility to support

and enrich the quality of life in communities where we live and work.

1. Education (We're helping support a brighter future) — Education and training … the

keys to a bright future for our company, our employees, our customers, our world. That's

why John Deere is proud to support educational programs. We partner with accredited

colleges and universities. And we support select not-for-profit organizations or events

that align with our values, business direction and objectives. All to provide learning

opportunities for the next generation of leaders, inventors, and skilled employees.

2. Support For Education — The John Deere Foundation supports scholarships, key

programs, and faculty development at more than 40 colleges and universities in the

United States. We focus our efforts on the fields of science, technology, engineering,

mathematics, and business.

• Deere-Hitachi, Kernersville

• Des Moines Works

• Dubuque Works

• Engine Works, Waterloo

• Harvester Works

• Horicon Works

• John Deere Water – San Diego

• John Deere Water – San Marcos

• John Deere Water – Valdosta

• Ottumwa Works

• Phoenix International

• Power Products, Greeneville

• John Deere Reman, Edmonton

• John Deere Reman, Springfield

• Seeding Group, Moline

• Seeding Group, Valley City

• Thibodaux

• Turf Care

• Waterloo Works

• Welland Works

c. Parts Distribution Locations

• Atlanta Regional Parts Distribution Center

• Dallas Parts Depot

• Denver Parts Depot

• Grimsby Regional Parts Distribution Center

• Lathrop Regional Parts Distribution Center

• North American Parts Distribution Center, Milan

• Portland Regional Parts Distribution Center

• Regina Regional Parts Distribution Center

• Sunbelt Outdoor Power Products, Charlotte


40 41


with training in leadership, teambuilding skills, citizenship, and character development.

SkillsUSA serves more than 300,000 students and instructors annually. John Deere is a

national sponsor of the program. The company also sponsors SkillsUSA's national

mechanics award contest and national small engines contest.

2. World Hunger — Our goal: to help eliminate world hunger. That's why the John Deere

Foundation supports agricultural development for sustainable food supplies & economic

growth in underdeveloped countries. In 2005, the foundation added Solutions for World

Hunger as an area of focus. In 2008, we started working with Opportunity International,

providing increased access to financial services for small-holder farmers and small

business owners in Africa. In the U.S., we've helped start BackPack Programs to supply

supplemental food for elementary school children. Want to know more? Check out

the tabs below.

a. Kickstart — Many farmers in Kenya, Tanzania, Mali, and Burkina Faso live in poverty,

struggling to cultivate tiny parcels of land. Kickstart gives them hope.

The program develops and sells low-cost equipment, primarily irrigation pumps, to

these subsistence farmers. This small investment often means the di�erence between

barely growing enough to feed a family and growing enough to operate a profitable

commercial farm. By 2010, KickStart had helped over 100,000 families (about 500,000

people) start profitable commercial farm businesses. Today, families enjoy economic

stability. And, they can also provide sustainable, highly nutritious food supplies to

those who live nearby.

In 2005 and again in 2008, the John Deere Foundation made three-year, $3 million

grants to KickStart. With Deere's support, KickStart can get the pumps into farmers'

hands at a price they can a�ord.

b. World Food Prize —The John Deere Foundation provides annual support to the

World Food Prize. This international award is given to those whose work has significantly

improved food quality, quantity or availability. The World Food Prize organization is a

prominent international leader in promoting research and collaboration to eliminate

Our support for education reaches around the world, as well. In Germany, for instance,

John Deere supports an internship program designed to acquaint young Russian farmers

with western technology. And we provide assistance to an annual gathering of young

scientists from all over the world who meet to discuss their Masters or Ph.D. theses on

issues related to American studies.

b. Support For Non-Profits

1. National FFA — Formerly known as the Future Farmers of America, FFA is a national

youth organization with more than 500,000 student members. FFA prepares members

for leadership and careers in the science, business, and technology of agriculture. John

Deere is one of the largest and longest continuous sponsors of National FFA, support-

ing the organization for more than 60 years. We support such National FFA programs

as LifeKnowledge, Consortium, National O�cers Leadership Training, the Turfgrass

Management Proficiency Award, the Forest Management Proficiency Award, the Farm

Business Management Career Development Event, and the Ornamental Horticulture

Specialist Award.

2. Junior Achievement — John Deere is a long-time supporter of Junior Achievement.

JA educates students about workforce readiness, entrepreneurship and financial literacy

through hands-on programs. We support those programs in communities where we

have large operating units and a major employee presence. John Deere employees also

regularly volunteer to teach Junior Achievement curriculum at schools, sharing their

own experiences with students. Internationally, the Foundation is a major sponsor of

the Junior Achievement AgroMESE Challenge in Argentina since 2007.

3. MANRRS — MANRRS stands for Minorities in Agriculture, Natural Resources and

Related Sciences. The organization promotes agriculture, natural resources, and related

sciences to ethnic minorities. John Deere serves as a corporate advisor for MANRRS,

as well as a major sponsor for the annual MANRRS National Conference.

4. SkillsUSA — SkillsUSA is a partnership between students, teachers, and industry

to develop a highly skilled technical workforce. Students can augment their education


42 43


d. HNGR — The Human Needs and Global Resources (HNGR) program was founded

at Wheaton College (Wheaton, Illinois) in 1976. The program helps students confront the

challenges faced by people in developing regions of the world. Challenges include:

poverty, hunger, exclusion, underdevelopment, conflict, injustice, ecological disasters,

and major health concerns.

HNGR combines classroom study with field-based internships. Students learn to help

people live whole, secure, productive lives. Since the program began, more than 600

students have participated in HNGR internships in 63 countries worldwide. A John

Deere Foundation grant of $250,000 in 2005, and now funds an annual symposium for

students, program alumni, and others to further advance the causes of hunger and

poverty elimination, and human development.

e. Opportunity International — Opportunity International is dedicated to helping the

working poor. The organization provides small loans to entrepreneurs so they can start

or expand a business, develop a steady income, provide for their families and create

jobs for others.

Opportunity International also o�ers savings, microinsurance, business training, and

other services to 1.1 million people in 28 developing nations.

In 2008, the John Deere Foundation stepped in, providing a $1.26 million grant. These

funds will help make microfinance services available to farmers and others engaged in

food processing and distribution. The goal – create a sustainable framework in Malawi

and Mozambique to increase food production, food availability at local markets, family

income for food. By 2011, the grant is expected to create a $10.6 million of economic

impact, helping thousands of farmers, food processors, and retailers. Its growing benefit

is the result of Opportunity International's business model. Each time a client repays a

loan, that money is re-loaned to others. Money in clients' savings accounts also adds to

the funds available to borrow.

hunger and advance human development. To increase awareness of the award, the

organization also has two key programs for students:

Global Youth Institute — Global Youth Institute is a three-day conference intended to

help high school students learn about and comprehend the problems of world hunger.

Students selected for the institute must conduct research and write a paper. During

their time at the institute, students meet with World Food and Nobel Prize laureates and

other international experts to discuss food security and related agricultural issues.

Borlaug-Ruan Scholarships — The Borlaug-Ruan International Internship program sends

talented students to agricultural research centers in Africa, Asia, and Latin America each

summer to work with scientists on research projects related to hunger and agricultural

and human development. Part of the John Deere Foundation's annual $100,000 contribu-

tion to World Food Prize funds two scholarships for interns.

c. FRB —Supporting the Foods Resource Bank (FRB) allows us to make a big impact

through one organization. Here's how FRB works:

In the U.S., community "growing projects" raise a crop or other marketable agricultural

resources. The proceeds are given to 15 FRB member organizations worldwide. They, in

turn, help support individuals or small groups wishing to establish small commercial

farming operations or other ag-based businesses. Many of these farms or businesses

work in some of the world's poorest areas. And their goals are simple: produce enough

to support an entire community; produce extra food to share; barter or sell food in order

to purchase basic medicines and staples; send all children to school.Through this work,

individuals and their communities can become self-su�cient and food-secure.

In 2010, the John Deere Foundation donated $80,000 in order to help FRB support

its growing programs in the United States. FRB also uses some of the grant money to

match John Deere dealer donations to growing projects in local communities. In 2008,

FRB matched 31 dealer donations totaling $33,000. The proceeds from these growing

programs have exceeded $500,000, used for international agricultural development.


44 45


2. Human Services — While our primary relationships in the Human Services area are

with United Way agencies, we also support other like organizations when appropriate.

United Way

With a mission to improve lives and make a positive impact in their individual commu-

nities, United Way organizations throughout the U.S. are supported by John Deere.

Through United Way, we help promote the betterment and welfare of communities and

residents where Deere has a major presence.

The company and our U.S. employees contribute to United Way chapters through annual

campaigns at Deere facilities, often setting the pace for community-wide giving. In 2010,

the John Deere Foundation made grants to United Way chapters of $1.8 million.

3. Arts and Culture — As part of our commitment to community betterment, John Deere

supports strategic arts and cultural venues, both at the corporate and unit levels. Our long

-standing commitment has been recognized by the Business Committee for the Arts,

which acknowledges companies for "exceptional involvement with the arts that enrich

the workplace, education, and the community."

Some examples of Deere's support of the arts and culture:

Bix Jazz Festival

Davenport, Iowa, is the home of the Bix Beiderbecke Memorial Jazz Festival. Held

each year in late July, the festival perpetuates the music and memory of renowned jazz

musician Leon "Bix" Beiderbecke, a Davenport native. Dixieland, swing and other jazz

groups from across the country perform at the 4-day festival.

Quad Cities Cultural and Educational Supporting Charitable Trust

The John Deere Foundation is a founding member of the Quad Cities Cultural and

Educational Supporting Charitable Trust, an organization formed to help support key

cultural venues in the Quad Cities region, including the Figge Art Museum, the Putnam

Museum, Quad City Botanical Center, the Quad City Symphony, River Music Experience.

f. BackPack Program — The John Deere Foundation partners with food banks and

school administrators in six John Deere communities in order to help children through

the "BackPack Program."

The concept was developed by Feeding America, a leading hunger-relief charity in the

U.S. Chronically hungry elementary school students – whose main meals may come as

free or reduced-price lunches they're given at school – are sent home each Friday after-

noon with a bag of child-friendly food. Most of the items are ready-to-eat, so children

can prepare them on their weekends during the school year. The program began when

teachers and administrators realized hunger was a�ecting kids' ability to learn, and that

many kids spent weekends hungry.

Through grants to community food banks, the Foundation sponsors BackPack Programs

in Des Moines, Dubuque, Ottumwa, and Waterloo Iowa; the Quad Cities (eastern Iowa and

western Illinois); and Greenville, Tennesse.

c. Community Betterment

1. Community Development — Like you, John Deere understands the need for economic

growth and how supporting community development makes sustainable, lasting impacts.

That's why the John Deere Foundation works with local chambers of commerce and

development groups to leverage the strengths of our communities, making them more

attractive to potential employers. A thriving business environment with a new and

growing companies and added employment ultimately will improve the lives of all who

live in the region.

At John Deere, we promote community development by contributing our time, leader-

ship and dollars to a variety of worthy not-for-profit organizations and programs in the

U.S. communities in which we have a presence.

Community development activities are supported in the following Iowa regions and

cities: Dubuque, Ottumwa, Quad Cities and Greater Cedar Valley.


46 47


In addition, key organizations from outside these communities may also be considered:

• Accredited colleges and universities

• Organizations focused on international development initiatives related to our

Solutions for World Hunger initiative

John Deere dealerships are owned and operated independently from John Deere, so

their considerations maybe di�erent. Locations are not included in our geographic scope.

3. Canada Philanthropy — Established in 1985, the John Deere Foundation of Canada

has supported programs focused on health and social services, education, civics, culture,

and the environment. Recent funding includes capital campaign donations (amounts

listed in Canadian dollars):

• $50,000 each to Grimsby Public Library and Welland Public Library

• $150,000 to the West Lincoln Memorial Hospital, and $125,000 to the Woodstock

General Hospital

• $50,000 to McMaster University for its Athletics & Recreation Centre and stadium

• $75,000 towards the Cool Climate Oenology and Viticulture Institute Campaign at

Brock University

• $40,000 pledge to the YMCA of Niagara

• $35,000 to the Children's Discovery Centre of Niagara

The Foundation also provides John Deere scholarships at several Canadian universities.

And, we have established solid relationships with technical colleges in Quebec, Manitoba,

Ontario, Alberta, and Saskatchewan. These schools offer yearly Ag Tech scholarships

to students, funded by the Foundation.

To encourage young adults to pursue advanced education, we fund John Deere awards

at local secondary schools. And our work extends into the classroom with support of

Junior Achievement.

4. International Philanthropy — John Deere operations in other areas of the world are

engaged in philanthropic e�orts within their countries. Their e�orts reflect enterprise

intent as well as the cultural distinctions unique to specific geographic regions.

d. Working With Us

1. Our Focus — We focus our philanthropic e�orts in these areas:

• Education – accredited colleges and universities, and organizations such as Junior

Achievement and National FFA

• Community Betterment – community development, human services (primarily United

Way), and arts and culture

• Solutions for World Hunger – agricultural development that results in sustainable

food supplies and economic growth in underdeveloped countries

Funds are not available for the following organizations or purposes:

• Individual initiatives, including scholarships

• Sports teams, racing teams, athletic endeavors or scholarships designated for athletes

• Faith-based organizations for sectarian purposes

• Political candidates, campaigns or organizations

• Private clubs, fraternities or sororities

• Other foundations for purposes of building endowment

• Tax-supported entities

2. U.S. Philanthropy — Our efforts are focused in communities with major John Deere

operating units and employee presence.

• Georgia – Augusta

• Illinois – Quad Cities

• Iowa – Des Moines, Dubuque �Quad Cities, Ottumwa, Waterloo

• Kansas – Coffeyville, Lenexa

• Louisiana – Thibodaux

• Missouri – Springfield

• North Carolina – Cary, Fuquay-Varina

• North Dakota – Fargo

• Tennessee – Greeneville

• Wisconsin – Horicon, Madison


48 49


5. Matching Gifts — Deere employees have a long heritage of supporting charitable

giving in areas ranging from education to world hunger. Through the Employee Matching

Gift Program, the John Deere Foundation supports employees' interests by matching

all or part of their charitable contributions to these eligible organizations:

Educational Institutions

• Two-year and four-year public and private colleges and universities accredited by

major regional accreditation organizations

• Tax-exempt college and university foundations, with the requirement that the

employee donation and match are used to support education objectives

KickStart

• A John Deere Foundation signature organization that helps farmers in Kenya,

Tanzania, Mali, and Burkina Faso get out of poverty (www.KickStart.org)

For more information, please see the employee gift program application and guide-

lines. Questions about the program may be directed to the John Deere Foundation.

6. Disaster Relief —Throughout our history, John Deere has shown a strong commitment

to helping those in need. Especially when disaster strikes. Our relief and recovery e�orts

follow regional, national, international disasters in areas where we have large operating

units and major employee presence. Through funding & individual employee involvement,

we help people rebuild lives, rebuild communities.

One way we do this is through our work with the American Red Cross, an organization

with a long history of assisting families and communities in times of need. In 2010, the

John Deere Foundation made annual grants of $250,000 to both the American Red

Cross Annual Disaster Giving Program and the International Red Cross Annual Disaster

Giving Program.

In addition, throughout the company, individual units also support local disaster appeals,

donate warehouse space, and provide volunteers that support the Red Cross mission.

In limited cases, equipment has been made temporarily available to communities to

help recovery e�orts.

CONTENT OUTLINE COMPUTER ROUGHS CONCEPT 1

50 51


COMPUTER ROUGHS CONCEPT 1


52 53




54 55




56 57




58 59


COMPUTER REVISIONS 1 CONCEPT 3


60 61




62 63




64 65




66 67




68 69




Good citizenship is good business. In delivering advanced products and services to customers throughout the world, John Deere is mindful of

our commitment to serving global communities and society, to fair dealing in all relationships, and to minimizing environmental impacts. As outlined in this report, and in detail in our citizenship pages at www.JohnDeere.com, sustainability is an essential part of our strategies. By promoting philanthropy, environmental stewardship, employee development, and workplace health and safety, we help customers provide the food, fuel, �ber, and infrastructure needed by a rapidly growing and developing world.

Conservation of resources is the essence of environmental sustainability. During 2009, John Deere employees found more ways to conserve energy, often as part of our goal to reduce greenhouse-gas emissions. One example, our Pune, India, plant added a solar water-heating system. Many operations expanded already-e�ective recycling programs, and we continued to build facilities, such as our Iberica branch headquarters in Madrid, with particular attention to sustainability. We also build sustainability into our products. Improvements in our awardwinning guidance systems increase field-work efficiency and precision. In 2009, we introduced forage harvester headers that can harvest renewable energy crops such as fast-growing trees.

Citizenship is an essential part of who we are at John Deere. As stated on many occasions, how we achieve results is as important as the results we are able to achieve. �erefore, as the company serves customers at the highest level and pursues ambitious business goals, it remains focused on the broader obligation of supporting a higher quality of life in everything we do.

On behalf of the John Deere team,

Samual R. Allen

A WORD FROM THE CHAIRMAN Good Citizenship is Good Business

SAFE GAURDING THE ENVIRONMENT On to Future and Greener Pastures We know that responsible resource management is vital to our company, our employees, our customers, our neighbors, and our world. John Deere works tirelessly, to develop and o�er products that are e�cient and e�ective, and minimize the environmental impact. And we design, build, and support products in o�ces, factories, and dealerships built and maintained with the environment in mind. It’s not a small commitment that we make to this area. Signi�cant resources and e�ort are fully dedicated toward meeting our goals.

It’s what you’d expect from us. Being green is in our blood. Our operating processes reflect a unyielding commitment to protecting the our world around us. We’re always on the lookout for energy-e�cient systems. Systems which sustain

air and water quality. Systems which can reduce or eliminate waste. And, when investing in new products, approaches or technologies, we give preference to those that have the most favorable environmental impact.

�e goals: become more energy e�cient and reduce greenhouse gas emissions. Back in 1972, John Deere initiated its energy efficiency program. In 2003, we added a worldwide greenhouse gas inventory program. �e results: in between 1972 and 2006, our energy conservation programs reduced total worldwide greenhouse gas emissions by 63% per ton of production. To further manage the risks of GHG emissionsfrom our operations and identify new possible cost-e�ective opportunities, in 2007 John Deere joined the U.S. Environ-

mental Protection Agency (EPA)’s Climate Leaders program. We established a goal to reduce our global greenhouse gas emissions by 25% per dollar of revenue through 2014.

Leadership in Energy and Environmental Design, LEED, is and internationally recognized green building certification system. John Deere uses LEED criteria for our new facility construction. In fact, currently several of our o�ce buildings have received LEED recognition. Our dealers also focuse on sustainable facilities. One example: the rebuilt dealership in Greensburg, Kansas. Achieving a LEED gold rating, for the dealership’s use of wind energy to power the facility a large portion of the facility. John Deere continually o�ers design guidance to dealers constructing or remodeling their facili-

ties to encourage e�cient energy as well as water use. John Deere’s unparalleled dealer network and worldwide supply base re�ects our desire to work with those companies which share our high ethical standards as well as fully comply with environmental, health and safety regulations. Through our focus on safe guarding the environment we have also been able to increase our pro�tabilty, decrease production costs, decrease energy consumption, and become more e�cient in all our operations around the world. John Deere continues to be recognized as an industry leader for our environemtal stewardship practices, and have even inspired other industry leaders to implement many of the same practices. Provinggood citizenship is good business.

MAKING IT HAPPEN RESPONSIBLY Following �rough On Our Commitment We say we’re committed to sustainability and environmental stewardship. And we follow through by supporting strong environmental policies throughout the company, vigilantly complying with all applicable regulations wherever we do business, considering environmental impact in all our business planning, and fostering a culture of eliminating waste.

Environmental Management System: Our environmental policy is integrated into the company’s operations through the John Deere Environmental Man- agement System. �e JDEMS system includes a set of documented processes for controlling and continuously improving environmental performance based on the ISO14001 standard. John Deere manufacturing facilities, worldwide, must follow this standard. Each year, our manufacturing and parts distribution facility manager provides formal documentation of their facility’s efforts to appropriately manage risks, safeguard employees and the environment. �ird party audits are also conducted at all manufacturing sites – internal audits at other sites, in order to verify compliance with the John Deere Environmental Management System standard and local legal requirements around the world.

For acquisitions, leases, and purchase of property, we always make sure steps are taken to identify and quantify any environmental risks and liabilities. A formal integration process brings allows newly acquired businesses into the John Deere Environmental Management System swiftly. Global environmental professionals attend rigorous training, to help them best understand complex legal and corporate requirements, vital company processes and procedures.Our leaders provide oversight. �e Board of Director’s Corporate Governance Committee receives regular updates on strategy in conjunction with a brie�ng on environment, health, and safety issues. Additionally, the company Global Leadership Council, which includes our CEO and extended sta�, receives an update on our strategy at least once a year, and more often if requested. �e Executive Environment & Product Sustainability Council, our operations vice presidents, provides support and advocacy. �ey provide the people as well as �nancial resources for operational changes needed in order to implement new environmental strategies and achieve goals.

John Deere is consistantly awarded a position among Newsweek’s Green Rank- ings of the 500 largest U.S. companies. A list that isbased on environmental researchers’ assessments of environmental impact, green policies, as well as their reputation.

John Deere is consistantly awarded a position among Newsweek’s Green Rank- ings of the 500 largest U.S. companies. A list that isbased on environmental researchers’ assessments of environmental impact, green policies, as well as their reputation.

SUPPLIER ENIVORNMENTAL POLICIES & STANDARDS Always Working To Be Responsible John Deere always works to be environmentally responsible. We expect all our suppliers to do the same. So, to minimize environmental liabilities, we first consider those suppliers with a focus on sound resource management. Our supplier environmental policies, standards, systems, and program are in place to e�ectively audit supplier environmental compliance. �is also includes high-risk supplier audit programs, restricted materials policies, purchased product compliance, and adherence to the Supplier Code of Conduct. One way this is all making an impact is through recycling.

As John Deere manufacturing facilities continue to step up their recycling efforts to achieve a goal of reducing landfill waste, our suppliers have to be supportive. If their products come to us in packaging or pallets which aren’t recyclable, then our goals are not met. Thankfully, we are all working together towards the same goals. Here is just one example. By stepping up, expanding its recycling program to include paper, cardboard, plastics, wood, steel, and various metals, John Deere Turf Care in Fuquay-Varina, North Carolina, has reduced the amount of waste sent to area landfills by more than 80% over the past year, from 46 lb. of land�ll waste per ton of production to just 8 lb. produced.

Another example of John Deere’s commitement to completing the Recycling Loop is the recycled cable sheathing flooring at our John Deere Zweibruecken Works factory.




74.4

2009

64.1

2010

70.1

2011

Total Waste Intensity - TonnageKilograms per metric ton of production

2.6

2009

2.4

2010

2.9

2011

Hazardous Waste Intensity - TonnageKilograms per metric ton of production

56.8

2009

54.5

2010

45.6

2011

Normalized Emissions: Greehouse Gas Intensity - Revenue

Metric tons of Co2-equivalent per Million $ of Revenue

56.8

2009

54.5

2010

45.6

2011



1.3

2009

1.4

2010

1.5

2011

Absolute Greenhouse Gas Emissions Million metric tons of Co2-equivalent

0.59

2009

0.52

2010

0.52

2011

Greenhouse Gas Intensity - Tonage Metric tons of Co2-equivalent per metric ton of production

11.4

2009

11.4

2010

9.1

2011

Water Intensity - Tonnage Cubic meters per metric ton of production

66.2

2005

59.2

2011

Normalized Emissions: Greenhouse Gas Goal Progress Meters tons tons of Co2-equivalent per

Million $ of RevenueJohn Deere pledges to reduce global

greenhouse gas emissions 25% per dollar of adjusted revenue from 2005 to 2014

(2011 revenue is adjusted to be expressed in terms of the 2005 goal baseline dollars)

PRODUCT PERFORMANCE On to Future and Greener Pastures We know that responsible resource management is vital to our company, our employees, our customers, our neighbors, and our world. John Deere works tirelessly, to develop and o�er products that are e�cient and e�ective, and minimize the environmental impact. And we design, build, and support products in o�ces, factories, and dealerships built and maintained with the environment in mind. It’s not a small commitment that we make to this area. Signi�cant resources and e�ort are fully dedicated toward meeting our goals. It’s what you’d expect from us. Being green is in our blood.

Our operating processes reflect a unyielding commitment to protecting the our world around us. We’re always on the lookout for energy-e�cient systems. Systems which sustain

air and water quality. Systems which can reduce or eliminate waste. And, when investing in new products, approaches or technologies, we give preference to those that have the most favorable environmental impact.

�e goals: become more energy e�cient and reduce greenhouse gas emissions. Back in 1972, John Deere initiated its energy efficiency program. In 2003, we added a worldwide greenhouse gas inventory program. �e results: in between 1972 and 2006, our energy conservation programs reduced total worldwide greenhouse gas emissions by 63% per ton of production. To further manage the risks of GHG emissionsfrom our operations and identify new possible cost-e�ective opportunities, in 2007 John Deere joined the U.S. Environ-

mental Protection Agency (EPA)’s Climate Leaders program. We established a goal to reduce our global greenhouse gas emissions by 25% per dollar of revenue through 2014.

Leadership in Energy and Environmental Design, LEED, is and internationally recognized green building certification system. John Deere uses LEED criteria for our new facility construction. In fact, currently several of our o�ce buildings have received LEED recognition. Our dealers also focuse on sustainable facilities. One example: the rebuilt dealership in Greensburg, Kansas. Achieving a LEED gold rating, for the dealership’s use of wind energy to power the facility a large portion of the facility. John Deere continually o�ers design guidance to dealers constructing or remodeling their own

facilities to encourage efficient energy and water use. John Deere’s unparalleled dealer network and worldwide supply base re�ects our desire to work with those companies which share our high ethical standards as well as fully comply with environmental, health and safety regulations. Through our focus on safe guarding the environment we have also been able to increase our pro�tabilty, decrease production costs, decrease energy consumption, and become more e�cient in all our operations around the world. John Deere continues to be recognized as an industry leader for our environemtal stewardship practices, and have even inspired other industry leaders to implement many of the same practices. Provinggood citizenship is good business.

Sustainability, helps drive Deere & Company’s success.

SUSTAINABLE AGRICULTURE Why Pioneer No-Tilling Farming Pracitces? Because, for many farmers, it just makes sense. No-till farming leaves crop residue on the soil surface, improving soil structure, conserving moisture and reducing soil erosion. Yet, it requires both sensible management and machinery solutions. John Deere continues to provide both the support and products no-till farmers need to make their chosen production method successful and sustainable for the short and long term.

We also provide solutions for forest management. One example is Biomass harvesting, which is an eco-friendly system of removing residual waste and overstocked, diseased or dying stands of trees. In the past, this material was typically used as fuel for �re and of little use commercially, this forest residue now offers a biomass alternative. Additionaly it provides a business solution for the logging industry: how to make new money from an old problem. John Deere has the right tools at the right time to take advantage of this unique opportunity, bene�ting the harvesting industry and environment. �is is justone of the many pioneering practices which has made us a revered industry leader in corporate social responsibility. The new challenges we face ahead drive our innovation and passion.

Recently, John Deere introduced a website designed to educate and inform visitors about the importance of biomass harvesting. �e user-friendly website explains what woody biomass is, why harvesting it is important, how it works as a fuel and what types of innovative public policies are required to encourage responsible harvesting and the use of woody biomass.

“Woody biomass harvesting can provide a signi�cant source of renewable energy, promote forest stewardship, and generate economic recovery for country forestry communities.” — Andrew Bonde John




MAKING A LITTLE GO A LONG WAY Waste Not Want Not While much needed today, and certainly in the future not everyone has a focus on this essential resource. John Deere does. We offer products and services specifically aimed at helping our customers use and conserve precious water. In fact, John Deere Water is one of the largest water irrigation companies in the world, providing high performance plastic micro-irrigation and drip-irrigation products for nursery, agricultural, and greenhouse markets.

�ese irrigation methods certainly help improve yields �ey also improve water use e�ciency. Another division of John Deere – John Deere Green Tech – provides �eld engineering for irrigation control equipment. In 2009 Green Tech won a new-product award for developing a generator which produces electricity from water �owing through pipes. It is able to generate enough energy to power a landscape irrigation controller system or even other functions such as low-power lighting or data-logging systems.

Manufacturing locations in water-scarce regions have goals to reduce their water usage. Usage data is collected and thentracked at all manufacturing locations. And, we’re currently developing standards and guidelines for construction of new manufacturing facilities, encouraging the inclusion of water reduction technology in the initial project design.

Although food security has been significantly increased in the past thirty years, water withdrawals used for irrigationrepresent 66 percent of the total withdrawals and up to 90 percent in arid regions, the other 34 percent being used by domestic households (10 percent), industry (20 percent), or evaporated from reservoirs (4 percent). While the per capita use increases due to changes in lifestyle and as population increases as well, the proportion of water for human use is

increasing as a result. �is, coupled with spatial and temp- oral variations in water availability, means that the water to produce food for human consumption, industrial processes and all the other uses is becoming scarce.

Whatever the use of freshwater, huge saving of water along with improving of water management is possible. Just about everywhere, water is wasted, and as long as people are not facing water scarcity, they feel access to water is an obvious and natural thing. With urbanization and lifestyle changes, water consumption is bound to increase. However, changes in food habits, for example, might help reduce the problem, knowing that growing 1killogram of potatoes requires only 100 litres of water, whereas 1 killogram of beef will typically require 13 000 litres of water. Only when we recognize theproblems of tommorrow can begin to �nd solutions.

While much needed today, and certainly in the future, not everyone has a focus on this essential resource. John Deere does.

Just one of the many bene�ts for famers who practice using no-till farming practices is a substantial overall reduction in energy consumption. Several independent studies have shown that energy consupmtion was reduced by an astonishing 75 percent. Further benefits for farmers who utilize no-till farming practices include higher crop production, reduced production costs, and reduction of the amount of pestisides.

Lowering Energy Consumption

MAKING LIFE EASIER It’s Amazing What Technology Can Do For You Simpler. More productive. And save you time and money. At John Deere, we know that the best technology also helps the environment. For example, by using GPS (global positioning systems), we can increase machine efficiency and productivity in many operations. Besides helping to steer equipment, our precision GPS technology can help control equipment functions from field preparation through harvest. Seeding equipment can also use GPS to control where to seed, helping prevent wasteful overlap or planting through waterways. Machines that apply crop protection products and fertilizers use GPS with other machine intelligence technology also. That leads to more precise application of crop care products. Less waste, less environmental impact.

Combines use machine intelligence features that deliver automatic feed rate control, assisted steering for higher e�ciency and less fuel consumption. Of course, saving time in the field also dramatically reduces fuel consumption. In 2009, we introduced its new Load Command system that can reduce the time needed to load a self-propelled sprayer from as much as 15 minutes to as little as 3 minutes. Over a growing season, that’s hours of �eld time saved. Gallons of fuel saved.

Our forestry equipment, machines are designed for maximum productivity and minimal environmental disturbance. Forestry skidders with lockup torque converters make better use of available horsepower. And while John Deere machines use fuel more efficiently, less fuel is needed overall for operations. For instance, booms on some of our forestry machines can extend beyond 30 feet in many cases, reducing machine movement, requiring less fuel. �e 844K Loader features ride control to navigate jobsites more quickly. And intelligent shifting technology matches clutch engagement to the load. Many of our machines have Total Machine Control, an electro-hydraulic system which automates many functions.

Greater productivity. Less time at the task. More fuel efficiency. All born of John Deere technology and a commitment to enhance, improve, and protect your life and your environment.

CLOSE ATTENTION ON ALL THE DETAILS �at’s Where All Safety StartsJohn Deere takes safety very seriously … for the sake of our employees, dealers and customers, and those around them. We are continually moving the industry ahead with product safety advancements and training. John Deere is setting the standard for workplace safety and even promoting employee health and wellness outside of the workplace. Safety is everybody’s responsibility. We are making it easier for everyone to do their part.

A focus on product safety, and paying attention to all the details. That’s where product safety starts. Everyone of our factory’s product safety committees and our engineers are involved in all product improvement and development. But managing risk is a team e�ort. If you’re operating equipment

or are around it, you’re part of that team. With a focus on employee safety — John Deere is committed to providing a safe workplace. �is commitment has resulted in John Deere being regularly recognized as a leader in this area. Although commitment goes beyond the workplace.

�ose linked to the land, farmers and ranchers, contractors and builders, loggers, homeowners, turf-care professionals know that whenever they turn the key on their John Deere machine, they are taking on a lot of responsibility. Respon- sibility for their well-being, as well as all those around them. Managing risks is a team e�ort, and if you are operating or around equipment, you’re part of that team. Operators must be fully aware of how to operate the machine safely. Know

the operator’s manual. Ask your John Deere dealer anytime about training for operators, educational resources, as well as support for safety programs and events. Stay alert. Make sure to be familiar with the safety equipment and features, how to use it, and how it can help you. And you need to be aware of who and what’s around you.

Of course, we’re a big part of that team as well. John Deere takes product safety very seriously and it’s a common thread through all products we design and build. In fact, we actively takes the lead in developing equipment safety standards all around the world. Examples include our roll-over protective structures, lighting and marking for agricultural equipment,safety of agricultural auto-guidance systems, safety of com-

plex electrical/electronic control systems, safety of chemical application equipment, and the reverse implement operation on riding lawn equipment.

Attention to detail. �at’s where all product safety starts. At every factory, product safety committees and engineers are involved in product improvement and development. And, they conduct comprehensive safety reviews and testing of all products. Also, an enterprise product safety organization works closely with factory safety committees and especially during product technology development. Projects are often coordinated between factories. Processes are consistent and e�ective, and up-to-date on safety developments.




ALWAYS SAFE & SOUND John Deere Is Commited To A Safe Work Place

�at commitment has resulted in John Deere being regularly recognized as a leader in this area. But the commitment goes beyond the workplace. We are focused on each employee’s health and welfare … on and o� the job. Because our employees’ health can impact performance, as well as the performance of co-workers. So, through health assessments, training, and support, John Deere looks to enhance the well-being of everyone of our employees. Safety is everyone’s responsibility and part of everyone’s job. �e di�erence at Deere is that we constantly work to reduce risk by concentrating any potential issues that may arise before someone gets hurt.

�e keys to Deere’s success are our Continuous Safety Improvement Teams. Over 400 teams in the U.S. alone; more than 800 worldwide. At every John Deere factory, team members – wage, management, technicians, engineers – work together to establish quarterly goals, handle risk assessments, develop recommendations, and follow through to make approved changes. Hundreds of safety projects are tackled each and every year, and their results are sharedthroughout the company.

Every John Deere facility has safety goals. It’s a management imperative. But having goals is not quite enough. Every employee must commit to those safety goals, as well. And, speci�c safety metrics are reported monthly. �e results? Major changes to factory floors, improved higher ergonomic workstations, and even improved training and safety communications have reduced injury frequency and severity rates. In fact, our facilities continue to be among the safest in the world. Out of 116 Deere locations, 69 went without a lost-time injury during all of 2010. And thirty-four of those have exceeded 1,000,000 hours without a lost-time case. This shows a true dedication to safety from all John Deere employees.

STAYING STRONG IS A MUST Health and Wellness Programs

Health and wellness programs are staple ingredients in John Deere’s activities day to day. Risk assessments and coaching help employees maintain, improve, as well as manage their personal health and worklife needs. At many of our facility locations, occupational health and industrial hygiene professionals work to evaluate potential exposures to hazardous materials, manage employee injuries and illnesses while also protecting the con�dentiality of medical information. Deere has also outlined procedures for dealing with extraordinary health risks such as pandemics. Factories and other Deere facilities have local response plans, as well. All this is done globally. We have established health programs that address speci�c and varying issues and infrastructures from country to country and culture to culture.

4.27

2009

6.94

2010*

3.99

2011

Lost-Time Injury Severity RateDays lost per 200,000 hours worked

0.18

2009

0.26

2010*

0.19

2011

Lost-Time Injury Frequency RateInjuries per 200,000 hours worked

*2010 metrics include 20 new reporting sites

John Deere U.S. & Canada

John Deere Asia Paci�c

John Deere Mexico

Finance & Insurance

Services

John Deere S. America

Electronic Equip./Computer

John Deere Europe

Apparel

Aircraft

Printing

Lawn & Garden Equipt. Mfg.

Mining

Telecommunications

Grain Milling

Furniture Mfg.

Motor Vehicles

Food Mfg.

Construction Machinery Mfg.

Construction

Farm Machinery & Equipt. Mfg.

Forestry & Logging

Warehouse & Storage

Utilities

Trucking

Iron & Steele Foundries

0.05

0.10

0.11

0.20

0.30

0.39

0.40

0.41

0.70

0.90

1.00

1.00

1.00

1.20

1.20

1.30

1.40

1.40

1.40

1.50

1.60

1.80

1.80

2.10

2.40

2.60

John Deere Injury and Illness Rates Compared to U.S. Selected Industries

Frequency rate: cases with days away from work per 200,000 emlpoyee hours worked

(Sources: John Deere; U.S. Bureau of Labor Statistics)

A LITTLE RECOGNITION John Deere Facilites Regularly Earn Safety Awards In 2011, John Deere units in the United States, for example, earned 52 safety awards from the U.S. National Safety Council. Included are 48 Deere units that earned the organization’s Occupational Excellence Achievement Award, which recognizes units that have no fatalities and report injury and illness rates that are less than half the average of organizations whose employees do the same kind of work. The rates are calculated by the U.S. Bureau of Labor Statistics using 2010 safety performance �gures.

�ree units earned the National Safety Council Industry Leader Award: John Deere Waterloo (Iowa) Works, the North American Parts Distribution Center, Milan, Illinois, and Deere & Company World Headquarters in Moline, Illinois. �e award recognizes the top 5% of recipients of the Occupational Excellence Achievement Award.

John Deere Turf Care, Fuquay-Varina, North Carolina, also earned the Safety Leadership Award for five consecutive years without an occupational injury or illness resulting in lost employee work days or death. �e National Safety Council is a nonpro�t public service organization that works to educate and in�uence people to prevent accidental injury and death.

John Deere feels honored to be recognized for our e�orts to create and maintain a safe work environment at all our facilities around the world. We simply strive to give our employees the safest work environment, and continualy look to improve all areas of our facilities so that the entire John Deere family will continue to strive and prosper.




AMERICAN HERO COMPANY Our Values Continue To Be Award & Praised To earn the “American Hero” designation a company must score at least 380 out of a possible 500 on our proprietary “values-�rst” scoring system. �e company analysis includes over 280 questions grouped under the �ve (5) critical valuesof Integrity, Humility, Diligence, Caring and Courage.

Within these four values are �fteen (15) categories including key aspects such as servant leadership, �scal responsibility, support of family, employee relations, community relations, and others. John Deere is very proud to be ranked 41st (out of 124) among the other the industry leaders who share in our core values & commitment to exellence. Being awarded with this honor only makes us more passionate about our growing philanropy and citizenship efforts. Every year we continue to be acknowledge and awarded for our founders core values established in 1837.

Of the thousands of public companies considered for these pretigous awards, less than five percent of them are designated as American Hero Companies. Each year the number varies as new companies are added and removed, however normally there are between 100-125 awarded.

Intergrity 84%1. Mission/Vision/Values in Corportate Culture 46/50 2. Mission/Vision/Values Statement 25/303. Managment’s Commitment to Values 17/304. Awards and Recognition 30/30

Humility 83%1. Servant Leadership 28/402. Teamwork 30/30

Intergrity 82%1. Fiscal Responsibility/Giving 70/95 2. Continuos Improvement 18/20 3. Quality/Life Enhancing Products 23/25 4. Environmental Responsibilties 20/20

Intergrity 77%1. Employee Relations 44/552. Support of Family 21/35 3. Community Relations 19/20 4. Customer Relations 16/20

DEERE UNITS DOING IT RIGHT Earned National Saftey Council AwardsOCCUPATIONAL EXCELLENCE ACHIEVEMENT AWARD MANUFACTURING OPERATIONS

SALES, MARKETING, OFFICE, & R&D LOCATIONS PARTS DISTRIBUTION LOCATIONS

SAFETY LEADERSHIP AWARD

JOHN DEERE PHILANTHROPY A Great Company Is Also A Great Citizen �roughout our history, we’ve embraced the understanding we have a responsibility to support and enrich the quality of life in communities where we live and work. Education and training … the keys to a bright future for our company, our employees, our customers, our world. �at’s why John Deere is proud to support educational programs. We partner with accredited colleges and universities. And we support select none pro�t organizations or events that align with our core values, business direction and objectives. All in order to provide learning opportunities for future generations of leaders, inventors, and skilled employees.

The John Deere Foundation supports scholarships, faculty development, and key programs at more than 40 colleges and universities in the United States. We focus our efforts on �elds of science, technology, engineering, mathematics, and business. Our support for education reaches around the world, as well. In Germany, for instance, Deere supports an internship program designed to acquaint new young Russian farmers with western technology. And we provide assistance to an annual gathering of young scientists from all over the world who meet to discuss their Masters or Ph.D. theses on issues related to American studies.

Formerly known as the Future Farmers of America, FFA is a national youth organization, which has more than 500,000 student members. FFA prepares members for leadership and careers in the science, business, and technology of todays agriculture. John Deere is proud to be one of the largest and longest continuous sponsors of National FFA, supporting the organization for more than 60 years. We support National FFA programs such as LifeKnowledge, Consortium, National O�cers Leadership Training, Forest Management Pro�cie-ncy Award, the Turfgrass Management Proficiency Award, the Farm Business Management Career Development Event, and the Ornamental Horticulture Specialist Award. Deere is an active, long-time supporter of Junior Achievement (JA).JA works towards teaching students about entrepreneurship, workforce readiness, and �nancial literacy through hands-onprograms. We support programs in communities where we have large operating units and a major employee presence.

HUNGRY TO COMBAT WORLD HUNGER Our goal: to help eliminate world hunger �at’s why the John Deere Foundation supports agricultural development for sustainable food supplies and economic growth in underdeveloped countries. In 2005, the foundation added Solutions for World Hunger as an area of focus. And in 2008, we started working with Opportunity International, providing increased access to �nancial services for small-holder farmers and small business owners in Africa. In the U.S., we’ve helped start BackPack Programs to supply supplemental food for elementary school children.

A large number of farmers in Kenya, Tanzania, Mali, and Burkina Faso live in poverty, struggling to cultivate tiny parcels of land. Kickstart gives them hope. �e program develops and sells low-cost equipment, primarily for irrigation pumps, to these subsistence farmers. �is small investment often means the di�erence between being able to barely growing enough to feed a family and growing enough to operate a pro�table commercial farm. By 2010, KickStart had helped more than 100,000 families (about 500,000 people) start pro�table commercial farm businesses. Today, these families enjoy economic stability. And, they also provide sustainable, highly nutritious food supplies to those in need who also live in the area.

In 2005 and again in 2008, the John Deere Foundation made three-year, $3 million grants to KickStart. With our support, KickStart can get the pumps into farmers’ hands at a price they are able to a�ord. �e John Deere Founda- tion provides annual support to the World Food Prize. �is award is given to those whose work has been able to significantly improved availability, food quality, or quantity . The World Food Prize organization is an international leader in promoting research & collaboration to eliminate hunger and advance human development.




OUR EFFORT TO CULTIVATE SUPPORT Supporting the Food Resource Bank

In the U.S., community “growing projects” raise a crop or other marketable agricultural resources. Proceeds are given to 15 FRB member organizations worldwide. �ey, in turn, help support individuals or small groups wishing to establish small commercial farming operations or other ag-based businesses. Many of these farms or businesses work in some of the world’s poorest areas. And their goals are simple: produce enough to support an entire community; produce extra food to share; barter or sell food to purchase basic medicines and staples; send all children to school. Through this work, individuals and their communities can ultimately become self-su�cient and food-secure. In 2010, the John Deere Foundation donated $80,000 to help FRB support its growing programs in the U.S. FRB also uses some of the grant money to match John Deere dealer donations to growing projects in many local communities. In 2008, FRB matched 31 dealer donations, totaling $33,000. The proceeds from these growing programs have exceeded $500,000, all of which is being used for international agricultural development.

Thanks To John Deere Things are Looking Up for Hungry Students.

MORE THAN JUST FOOD FOR THOUGHT �e John Deere Foundation’s BackPack Program

�e John Deere Foundation partners up with a variety of local food banks and school administrators in six John Deere comunities to help children through the “BackPack Program.”The concept was developed by Feeding America, a leading hunger-relief charity in the U.S. Chronically hungry elementary school students whose main meals may come as free or reduced-price lunches they’re distributed at school are sent home each Friday afternoon with a bag of child friendly food. Most of the items are ready-to-eat, so that children can prepare them on their own on weekends during the school year. �is program began when teachers and administrators realized hunger was a�ecting kids’ ability to learn, and many kids spent their weekends hungry. Through grants to community food banks, the Foundation now sponsors BackPack Programs in Des Moines, Dubuque, Ottumwa, and Waterloo Iowa; the Quad Cities as well as Greenville, Tennesse. Helping hungry students become more succesfull. Just like you, John Deere understands the need for economic growth and how supporting community development can help make sustainable and lasting impacts. That’s why the John Deere Foundation works with local chambers of commerce and development groups to leverage the strengths of our communities, making them more attractive to potential employers. By creating a thriving business environment with new growing companies and increased employment opportunites ultimately will improve the lives of all who live in the region.At John Deere, we are proud to promote community development by contributing our time, leadership and dollars to a variety of worthy not for profit organizations and programs in the U.S. communities in which we have a presence.


WEBSITE THUMBNAILSCONCEPT 1


82 83


PACKAGING THUMBNAILSCONCEPT 1



CITIZENSHIPMISSION

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ENVIRONMENTAL STEWARDSHIPENVIRONMENTAL STEWARDSHIP PHILANTHROPYPHILANTHROPY MILESTONESMILESTONES NEWS & EVENTSNEWS & EVENTS REPORTINGREPORTING|| || || || ||SAFETYSAFETY

MAKING LIFE EASIER It’s Amazing What Technology Can Do For You

know that the best technology also helps the environment. For example, by using GPS (global positioning systems), we can increase machine e�ciency and productivity in many operations. Besides helping to steer equipment, ourprecision GPS technology can help control equipment functions from �eld preparation through harvest. Seeding equipment can also use GPS to controlwhere to seed, helping prevent wasteful overlap or planting through water-ways. Machines that apply crop protection products and fertilizers use GPS

application of crop care products. Less waste, less environmental impact.

Combines use machine intelligence features that deliver automatic feed rate

course, saving time in the �eld also dramatically reduces fuel consumption. In 2009, we introduced its new Load Command system that can reduce the time needed to load a self-propelled sprayer from as much as 15 minutes to

Gallons of fuel saved.

Our forestry equipment, machines are designed for maximum productivityand minimal environmental disturbance. Forestry skidders with lockup torque

machines use fuel more e�ciently, less fuel is needed overall for operations. For instance, booms on some of our forestry machines can extend beyond 30feet in many cases, reducing machine movement, requiring less fuel.

intelligent shifting technology matches clutch engagement to the load. Many of our machines have Total Machine Control, an electro-hydraulic system

Greater productivity. Less time at the task. More fuel e�ciency. All born of

your life and your environment.

Simpler. More productive. And save you time and money. At John Deere, we

with other machines intelligence technology also. �at leads to more precise

control, assisted steering for higher e�ciency and less fuel consumption. Of

as little as 3 minutes. Over a growing season, that’s hours of �eld time saved

coverters make better use of available horsepower. And while John Deere

�e 844K Loader features ride control to navigate jobsites more quickly. And

which automates many functions.

John Deere technology and a commitment to enhance, improve, and protect

ANOTHER EXAMPLE OF

JOHN DEERE’S COMMITEMENT TO COMPLETING THE RECYCLING LOOP THE RECYCLED CABLE SHEATHING FLOORING AT OURJOHN DEERE ZWEIBRUECKEN WORKS FACTORY.

ANOTHER EXAMPLE OF

JOHN DEERE’S COMMITEMENT TO COMPLETING THE RECYCLING LOOP THE RECYCLED CABLE SHEATHING FLOORING AT OURJOHN DEERE ZWEIBRUECKEN WORKS FACTORY.

74.4

2009

64.1

2010

70.1

2011

Total Waste Intensity - TonnageKilograms per metric ton of production

2.6

2009

2.4

2010

2.9

2011

Hazardous Waste Intensity - TonnageKilograms per metric ton of production

56.8

2009

54.5

2010

45.6

2011



56.8

2009

54.5

2010

45.6

2011



1.3

2009

1.4

2010

1.5

2011

Absolute Greenhouse Gas Emissions Million metric tons of Co2-equivalent

0.59

2009

0.52

2010

0.52

2011

Greenhouse Gas Intensity - Tonage Metric tons of Co2-equivalent per metric ton of production

11.4

2009

11.4

2010

9.1

2011

Water Intensity - Tonnage Cubic meters per metric ton of production

66.2

2005

59.2

2011

Normalized Emissions: Greenhouse Gas Goal Progress Meters tons tons of Co2-equivalent per

Million $ of RevenueJohn Deere pledges to reduce global

greenhouse gas emissions 25% per dollar of adjusted revenue from 2005 to 2014

(2011 revenue is adjusted to be expressed in terms of the 2005 goal baseline dollars)

CITIZENSHIPMISSION


ENVIRONMENTAL STEWARDSHIPENVIRONMENTAL STEWARDSHIP PHILANTHROPYPHILANTHROPY MILESTONESMILESTONES NEWS & EVENTSNEWS & EVENTS REPORTINGREPORTING|| || || || ||SAFETYSAFETYCITIZENSHIPMISSION



AMERICAN HERO COMPANY Our Values Continue To Be Award & PraisedTo earn the “American Hero” designation a company must score at least 380 out of a possible 500 on our proprietary

of Integrity, Humility, Diligence, Caring and Courage.

support of family, employee relations, community relations,and others. John Deere is very proud to be ranked 41st (out of 124) among the other the industry leaders who share in our core values & commitment to exellence. Being awarded with this honor only makes us more passionate about our growing philanropy and citizenship e�orts. Every year we continue to be acknowledge and awarded for our founders core values established in 1837.

Of the thousands of public companies considered for these pretigous awards, less than �ve percent of them are desig-nated as American Hero Companies. Each year the number varies as new companies are added and removed, howevernormally there are between 100-125 awarded.

“values-�rst” scoring system. �e company analysis includesover 280 question grouped under the �ve (5) critical values

Within these four values are �fteen (15) categories includingkey aspects such as servant leadership, �scal responsibility,


G dna stcudorp decnavda gnireviled nI .ssenisub doog si pihsnezitic doo services to customers throughout the world, John Deere is mindful of

our commitment to serving global communities and society, to fair dealing in all relationships, and to minimizing environmental impacts. As outlinedin this report, and in detail in our citizenship pages at www.JohnDeere.com,sustainability is an essential part of our strategies. By promoting philanthropy,environmental stewardship, employee development, and workplace health

needed by a rapidly growing and developing world.

Conservation of resources is the essence of environmental sustainability. During 2009, John Deere employees found more ways to conserve energy,often as part of our goal to reduce greenhouse-gas emissions. One example, our Pune, India, plant added a solar water-heating system. Many operations

facilities, such as our Iberica branch headquarters in Madrid, with particular attention to sustainability. We also build sustainability into our products. Improvements in our awardwinning guidance systems increase �eld-work e�ciency and precision. In 2009, we introduced forage harvester headersthat can harvest renewable energy crops such as fast-growing trees.

Citizenship is an essential part of who we are at John Deere. As stated on many occasions, how we achieve results is as important as the results we are

level and pursues ambitious business goals, it remains focused on the broaderobligation of supporting a higher quality of life in everything we do.

A WORD FROM THE CHAIRMANGood Citizenship is Good Business

and safety, we help customers provide the food, fuel, �ber and infrastructure

expanded already-e�ective recycling programs, and we continued to build

able to achieve. �erefore, as the company serves customers at the highest


ENHANCING THEQUALITY OF LIFE, YESTERDAY, TODAY, TOMORROW.

ENHANCING THEQUALITY OF LIFE, YESTERDAY, TODAY, TOMORROW.

CITIZENSHIPMISSIONWEBSITE COMPUTER ROUGHS CONCEPT 1

WEBSITE COMPUTER ROUGHS CONCEPT 1



MAKING A LITTLE GO A LONG WAYWaste Not Want Not

Good citizenship is good business. In delivering advanced products and services to customers throughout the world, John Deere is mindful of ourcommitment to serving global communities and society, to fair dealing in all relationships, and to minimizing environmental impacts. As outlined inthis report, and in detail in our citizenship pages at www.JohnDeere.com,sustainability is essential to all our strategies. By promoting philanthropy, environmental stewardship, employee development, and workplace health

services to customers throughout the world, John Deere is mindful of ourcommitment to serving global communities and society, to fair dealing in all relationships, and to minimizing environmental impacts. As outlined inthis report, and in detail in our citizenship pages at www.JohnDeere.com,sustainability is essential to all our strategies. By promoting philanthropy, environmental stewardship, employee development, and workplace health and safety, we help customers provide the food, fuel, �ber, and infrastruc-

this essential resource.

While much needed today, and certainly in the future, not everyone has a focus on

John Deere does.


AMERICAN HERO COMPANYOur Values Continued To Be Awarded & Praised


Intergrity 84%1. Mission/Vision/Values in Corportate Culture 46/50

2. Mission/Vision/Values Statement 25/30

3. Managment’s Commitment to Values 17/30

4. Awards and Recognition 30/30

Humility 83%1. Servant Leadership 28/40

2. Teamwork 30/30

Intergrity 82%1. Fiscal Responsibility/Giving 70/95

2. Continuos Improvement 18/20

3. Quality/Life Enhancing Products 23/25

4. Environmental Responsibilties 20/20

Intergrity 77%1. Employee Relations 44/55

2. Support of Family 21/35

3. Community Relations 19/20

4. Customer Relations 16/20

GOOD CITEZENSHIPIS GOOD BUSINESS


PRODUCTPERFORMANCEOn to Future and Greener Pastures


74.4

2009

64.1

2010

70.1

2011

2.6

2009

2.4

2010

2.9

2011

Hazardous Waste Intensity - TonnageKilograms per metric tonof production

Total Waste Intensity - TonnageKilograms per metric tonof production


PRODUCTPERFORMANCEOn to Future and Greener Pastures


ENHANCING THEQUALITY OF LIFEYESTERDAY, TODAY, TOMORROW.




ENVIRONMENTAL STEWARDSHIP PHILANTHROPY MILESTONES NEWS & EVENTS REPORTING| | | | |SAFETY

PRODUCTPERFORMANCEOn To Future And Greener Pastures

We know that responsible resource management is vital

to our company, our employees, our customers, our neigh-

bors, and our world. John Deere works tirelessly, in order

to develop & o�er products that are e�cient and e�ective,

and minimize the environmental impact. And we design,

build, support products in o�ces, factories, and dealerships

built and maintained with the environment in mind. It’s

not a small commitment that we make to this area.

Signi�cant resources and e�ort are fully dedicated toward

meeting our goals. It’s what you’d expect from us. Being

green is in our blood. Our operating processes re�ect a

unyielding commitment to protecting our world around

us. We are always on the lookout for additional energy-

e�cient systems. Systems which can sustain air and water

quality. Systems which can reduce or eliminate waste. And,

when investing in products, approaches or technologies,

we give preference to those that have the most favorable

environmental impact.




AMERICAN HERO COMPANYOur Values Continue To Be Awarded & Praised

We know that responsible resource management is vital

to our company, our employees, our customers, our neigh-

bors, and our world. John Deere works tirelessly, in order

to develop & o�er products that are e�cient and e�ective,

and minimize the environmental impact. And we design,

build, support products in o�ces, factories, and dealerships

built and maintained with the environment in mind. It’s

not a small commitment that we make to this area.






2. Teamwork 30/30











SUPPLIER ENVIRONMENTALPOLICIES & STANDARDSAlways Working To Be Responsible In All Endeavors

Good citizenship is good business. In delivering advanced products and

services to customers throughout the world, John Deere is mindful of our

commitment to serving global communities and society, to fair dealing in

all relationships, and to minimizing environmental impacts. As outlined in

this report, and in detail in our citizenship pages at www.JohnDeere.com,

sustainability is essential to all our strategies promoting philanthropy.

74.4

2009

64.1

2010

70.1

2011

2.6

2009

2.4

2010

2.9

2011

Hazardous Waste Intensity - TonnageKilograms per metric tonof production

Total Waste Intensity - TonnageKilograms per metric tonof production


A WORD FROM THE CHAIRMANGood Citizenship Is Good Business

Good citizenship is good business. In delivering advanced products and



all relationships, and to minimizing environmental impacts. As outlined in

this report, and in detail in our citizenship pages at www.JohnDeere.com,

sustainability is essential to all our strategies. By promoting philanthropy,

sustainability is essential to all our strategies. By promoting philanthropy,

environmental stewardship, employee development, and workplace health


and safety, we help customers provide the food, fuel, �ber, and infrastruc-


ture needed by a rapidly growing and developing world.





ENVIRONMENTAL STEWARDSHIP PHILANTHROPY MILESTONES NEWS & vEVENTS REPORTING| | | | |SAFETY


AMERICAN HERO COMPANYOur Values Continue To Be AwardedTo earn the “American Hero” designation a company must score at least 380 out of a possible 500 on our proprietary






To earn the “American Hero” designation a company must score at least 380 out of a possible 500 on our proprietary


support of family, employee relations, community relations,and others. John Deere is very proud to be ranked 41st (out of 124) among the other the industry leaders who share in our core values & commitment to exellence. Being awarded with this honor only makes us more passionate about our growing philanropy and citizenship e�orts.



Of the thousands of public companies considered for these pretigous awards, less than �ve percent of them are desig-nated as American Hero Companies. Each year the number varies as new companies are added and removed, however






2. Teamwork 30/30











ENVIRONMENTAL POLICIES Always Working To Be ResponsibleTo earn the “American Hero” designation a company must score at least 380 out of a possible 500 on our proprietary












JOHN DEERE’S COMMITEMENT TO COMPLETING THE RECYCLING LOOP JOHN DEERE’S COMMITEMENT TO COMPLETING THE RECYCLING LOOP



A MESSAGE FROMTHE CHAIRMANGood Citizenship Is Good BusinessTo earn the “American Hero” designation a company must score at least 380 out of a possible 500 on our proprietary












A LITTLERECOGNITIONJohn Deere Facilites Regularly Earn AwardsTo earn the “American Hero” designation a company must score at least 380 out of a possible 500 on our proprietary















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<head><title>JOHN DEERE Citizenship - Environmental Stewardship</title><link rel="stylesheet" type="text/css" href="style.css"/>


#container {margin-right: auto;margin-left: auto;margin-top: -30px;width: 1320px;}#header {background: white;width: 1320px;height: 80px;}#main {background-color: white;float: left;width: 1320px;height: 623px;padding-top: 30px;}#pulls2 {position:relative;top: -150px;left: 530px;width: 730px;height: 150px;}#copyheader {background-color: white;float: left;width: 1320px;height: 60px;padding-top: 10px;} #copy {background-color: white;float: left;width: 1320px;height: 200px; } #footer {clear: left;padding: 15px;background: #CCC;}#extras {margin-right: 5%;}body { font-family: verdana, sans-serif; font-size: small;margin: 0; padding: 0;} </style>

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<div id="header"><div id="subnavbartext"><ul id="subnav"><li><a class="subnav" href="http://www.google.com">Site Map</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Privacy & Data</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Legal</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Accessibility</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Contact Us</a></li></ul></div><div id="logo"><a href="index.html"><img src="images/deere_logo2"></a></div><div id="navbartext"><ul id="nav"><li><a class="nav" href="environmental_stewardship1.html">ENVIRONMENTAL STEWARDSHIP</a></li><li>|</li><li><a class="nav" href="safety.html">SAFETY</a></li><li>|</li><li><a class="nav" href="philanthropy.html">PHILANTHROPY</a></li><li>|</li><li><a class="nav" href="http://www.google.com">MILESTONES</a></li><li>|</li><li><a class="nav" href="http://www.google.com">NEWS & EVENTS</a></li><li>|</li><li><a class="nav" href="http://www.google.com">REPORTING</a></li></ul></div></div><div id="space"></div><div id="main"><img src="images/deere_peeling_paint" width="100%" height="100%"></div><div id="pulls"><h1 class="pulls">GOOD</h1><h1 class="pulls2">CITIZENSHIP</h1><h1 class="pulls3">IS GOOD BUSINESS</h1></div><div id="copyheader"><h2>A WORD FROM</h2><h1>THE CHAIRMAN</h1></div><div id="copy"><p class="columns">Good citizenship is good business. In delivering advanced products and services to customers throughout the world, John Deere is mindful of our commitment to serving global communities and society, to fair dealing in all relationships, and to minimizing environmental impacts. As outlined in this report, and in detail in our citizenship pages at www.JohnDeere.com, sustainability is an essential part of our strategies. By promoting philanthropy, environmental stewardship, employee development, and workplace health and safety, we help customers provide the food, fuel, fiber, and infrastructure needed by a rapidly growing and developing world.Conservation of resources is the essence of environmental sustainability. During 2009, John Deere employees found more ways to conserve energy, often as part of our goal to reduce greenhouse-gas emissions. One example, our Pune, India, plant added a solar water-heating system. Many operations expanded already-effective recycling programs, and we continued to build facilities, such as our Iberica branch headquarters in Madrid, with particular attention to sustainability. We also build sustainability into our products. Improvements in our awardwinning guidance systems increase field-work efficiency and precision. In 2009, we introduced forage harvester headers that can harvest renewable energy crops such as fast-growing trees.Citizenship is an essential part of who we are at John Deere. As stated on many occasions, how we achieve results is as important as the results we are able to achieve. Therefore, as the company serves customers at the highest level and pursues ambitious business goals, it remains focused on the broader obligation of supporting a higher quality of life in everything we do.</p> </div></div></body></html>

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<div id="header"><div id="subnavbartext"><ul id="subnav"><li><a class="subnav" href="http://www.google.com">Site Map</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Privacy & Data</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Legal</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Accessibility</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Contact Us</a></li></ul></div><div id="logo"><a href="index.html"><img src="images/deere_logo2"></a></div><div id="navbartext"><ul id="nav"><li><a class="nav" href="environmental_stewardship1.html">ENVIRONMENTAL STEWARDSHIP</a></li><li>|</li><li><a class="nav" href="safety.html">SAFETY</a></li><li>|</li><li><a class="nav" href="philanthropy.html">PHILANTHROPY</a></li><li>|</li><li><a class="nav" href="http://www.google.com">MILESTONES</a></li><li>|</li><li><a class="nav" href="http://www.google.com">NEWS & EVENTS</a></li><li>|</li><li><a class="nav" href="http://www.google.com">REPORTING</a></li></ul></div></div><div id="space"></div><div id="main"><img src="images/deere_tractor_paint" width="100%" height="100%"></div><div id="pulls2"><h1 class="pulls4"> ON TO</h1><h1 class="pulls5">FUTURE</h1><h1 class="pulls6">GREENER PASTURES</h1></div><div id="copyheader"><h2>SAFE GAURDING</h2><h1>THE ENVIRONMENT</h1></div><div id="copy"><p class="columns">We know that responsible resource management is vital to our company, our employees, our customers, our neighbors, and our world. John Deere works tirelessly, to develop and offer products that are efficient and effective, and minimize the environmental impact. And we design, build, and support products in offices, factories, and dealerships built and maintained with the environment in mind. It's not a small commitment that we make to this area. Significant resources and effort are fully dedicated toward meeting our goals. It's what you'd expect from us. Being green is in our blood. Our operating processes reflect a unyielding commitment to protecting the our world around us. We're always on the lookout for energy-efficient systems. Systems which sustain air and water quality. Systems which can reduce or eliminate waste. And, when investing in new products, approaches or technologies, we give preference to those that have the most favorable environmental impact. The goals: become more energy efficient and reduce greenhouse gas emissions. Back in 1972, John Deere initiated its energy efficiency program. In 2003, we added a worldwide greenhouse gas inventory program. The results: in between 1972 and 2006, our energy conservation programs reduced total worldwide greenhouse gas emissions by 63% per ton of production. To further manage the risks of GHG emissions from our operations and identify new possible cost-effective opportunities, in 2007 John Deere joined the U.S. Environmental Protection Agency (EPA)'s Climate Leaders program. We established a goal to reduce our global greenhouse gas emissions by 25% per dollar of revenue through 2014. </p> </div></div></body></html>

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#container {margin-right: auto;margin-left: auto;margin-top: -30px;width: 1320px;}#header {background: white;width: 1320px;height: 80px;}#main {background-color: white;float: left;width: 1320px;height: 623px;padding-top: 30px;} #graphs2 {position:relative;top: -620px;left: 1px;width: 500px;height: 150px;} img.graph2 {opacity: 0.6;filter: alpha(opacity=60);transition: opacity 1s ease-in-out;-moz-transition: opacity 1s ease-in-out;-webkit-transition: opacity 1s ease-in-out;}img:hover.graph2 {opacity: 1;filter:alpha(opacity=100); }#copyheader {background-color: white;float: left;width: 1320px;height: 60px;padding-top: 10px;} #copy {background-color: white;float: left;width: 1320px;height: 200px; } #footer {clear: left;padding: 15px;background: #CCC;}#extras {margin-right: 5%;}body { font-family: verdana, sans-serif; font-size: small;

margin: 0; padding: 0;} </style></head><body><div id="container"><div id="header"><div id="subnavbartext"><ul id="subnav"><li><a class="subnav" href="http://www.google.com">Site Map</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Privacy & Data</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Legal</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Accessibility</a></li><li>|</li><li><a class="subnav" href="http://www.google.com">Contact Us</a></li></ul></div><div id="logo"><a href="index.html"><img src="images/deere_logo2"></a></div><div id="navbartext"><ul id="nav"><li><a class="nav" href="environmental_stewardship1.html">ENVIRONMENTAL STEWARDSHIP</a></li><li>|</li><li><a class="nav" href="safety.html">SAFETY</a></li><li>|</li><li><a class="nav" href="philanthropy.html">PHILANTHROPY</a></li><li>|</li><li><a class="nav" href="http://www.google.com">MILESTONES</a></li><li>|</li><li><a class="nav" href="http://www.google.com">NEWS & EVENTS</a></li><li>|</li><li><a class="nav" href="http://www.google.com">REPORTING</a></li></ul></div></div><div id="space"></div><div id="main"><img src="images/deere_emboss" width="100%" height="100%"></div><div id="graphs"><img class="graph" src=”images/graphs5”></div><h1 class="pulls6">GREENER PASTURES</h1></div><div id="copyheader"><h2>CLOSE ATTENTION</h2><h1>ON ALL THE DETAILS</h1></div><div id="copy"><p class="columns">John Deere takes safety very seriously, for the sake of our employees, dealers and customers, and those around them. We are continually moving the industry ahead with product safety advancements and training. John Deere is setting the standard for workplace safety and even promoting employee health and wellness outside of the workplace. Safety is everybody's responsibility. We are making it easier for everyone to do their part. A focus on product safety, and paying attention to all the details. That's where product safety starts. Everyone of our factory's product safety committees and our engineers are involved in all product improvement and development. But managing risk is a team effort. If you're operating equipment or are around it, you're part of that team. With a focus on employee safety – John Deere is committed to providing a safe workplace. This commitment has resulted in John Deere being regularly recognized as a leader in this area. Although commitment goes beyond the workplace. Those linked to the land, farmers and ranchers, contractors and builders, loggers, homeowners, turf-care professionals know that whenever they turn the key on their John Deere machine, they are taking on a lot of responsibility. Responsibility for their well-being, as well as all those around them. Stay alert. Make sure to be familiar with the safety equipment and features, how to use it, and how it can help you.</p> </div></div></body></html>

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WEBSITE SCREENSHOTSHOMEPAGE

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PACKAGING COMPUTER REVISIONS 1INNER BOXES TOMATOES

PACKAGING COMPUTER REVISIONS 1INNER BOXES TOMATOES

TOMATOSEEDSWARM SEASON 55 DAYS TO HARVEST SWEETNESS OF SUMMER FROM SPRING TO FALL. A VARIETY THAT IS EXTREMELY COLD TOLERANT BURSTING WITH FLAVOR.

TOMATOBUSHGLACIERGlacier will be one of your �rst ripe tomatoes of summer, and one of your last tomatoes in the fall. �is tomato sets fruit earlier and in cooler temperatures than other early varieties, and continues to produce throughout the season. �ese medium sized fruits (2.5” to 3”) are great for a wide variety of uses. Enjoy the sweetness of summer longer than ever with their high tolerance for cold temperatures, making them a garden staple.

When to sow outside: RECOMMENDED. 1 to 2 weeks after average last frost and when temperatures are warm. Successive sowings every two weeks for a continual supply. When to start inside: Not recommended.If you are not completely satis�ed with any of our products, please contact us. In the USA and Canada, call 1-800-MYDEERE (1-800-693-3373), weekdays 8 AM – 5 PM PST. Or anytime at johndeere.com/contactus

John Deere Agriculture1001 Champlain Ave, Suite 401Burlington, Ontario L7L 5Z4

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CARROTSEEDSCOOL SEASON 65 DAYS TO HARVEST MEDIUM TO LARGE IN SIZE, WITH A CLASSIC SWEET,FLAVOR. EXCELLENT FOR HEAVY & DENSE SOIL CONDITIONS.

CARROTDANVERS126�is carrot variety was intially developed durring the late nineteenth century in BostonMassachusetts: it worked wonderfully interplanted with onions and grew particularly well in the heavy souls because of its higher �ber content than other Nantes type carrots. Wonderful �avor. Very Resistant to cracks and splits, strong tops make harvesting easy. �is container plants twenty 10-foot rows.

When to sow outside: RECOMMENDED. 2 to 4 weeks before average last frost. Succesive sowings every 3 weeks until 60 days before �rst fall frost. In climates with lows above 25° F,grow all winter long. When to start inside: Not recommended.If you are not completely satis�ed with any of our products, please contact us. In the USA and Canada, call 1-800-MYDEERE (1-800-693-3373), weekdays 8 AM – 5 PM PST. Or anytime at johndeere.com/contactus


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PACKAGING COMPUTER REVISIONS 1INNER BOXES CARROTS

PACKAGING COMPUTER REVISIONS 1INNER BOXES CARROTS





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BEANSEEDSCOOL SEASON 50 DAYS TO HARVEST FRESH BEANS IN ONLY FIFTY DAYS, WITHOUT SACRIFICINGANY OF THE DELICIOUS FRESH INTENSE FLAVOR AND TENDERNESS.

BEANCONTENDER�is amazing bean variety is one of the top varieties avaliable. Capable of producing harvestable beans within 50 days from sowing, and tolerant of heat and mildew unlike other similar varieties. A delicious stringless bean variety, and excellent cooked, or eaten right o� the plant. �is container plants �ve 6 to 9-foot rows.

When to sow outside: RECOMMENDED. 1 to 2 weeks after average last frost and when temperatures are warm. To produce beans all season, sow a new crop every 7 - 14 days up to 60 days before �rst fall frost. When to start inside: Not recommended.If you are not completely satis�ed with any of our products, please contact us. In the USA and Canada, call 1-800-MYDEERE (1-800-693-3373), weekdays 8 AM – 5 PM PST. Or anytime at johndeere.com/contactus


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Days to

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PACKAGING COMPUTER REVISIONS 1INNER BOXES BEANS

PACKAGING COMPUTER REVISIONS 1INNER BOXES BEANS





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EDAMAMESEEDSWARM SEASON 90 DAYS TO HARVEST VERY PRODUCTIVE PLANTS FOR ABOUNTIFUL HARVEST OFBUTTERY SWEET BEANS. DELICIOUS WHEN EATEN FRESH OR DRY.

EDAMAMEBUTTERBEANEdamame, edible green soybean, has quickly become one of everyones favorite vegetables. Edamame beans are 40% protien (11 grams per 1/2 cup of cooked beans), high in vitamins A and B, calcium and iron, and very high in �ber and essential fatty acids. Lower cholesterol and reduced risk of heart disease are two of the bene�ts credited to increased consumption of soy products. And endamame taste incredible! �is container plants �ve 5-foot rows.



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PACKAGING COMPUTER REVISIONS 1INNER BOXES EDAMAME

PACKAGING COMPUTER REVISIONS 1INNER BOXES EDAMAME





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CABBAGESEEDSCOOL SEASON 95 DAYS TO HARVEST DELICIOUS LEAVES ADD BRILLIANT JEWELED COLOR TO SALADS AND COOKED DISHES. BEST CABBAGE FOR STORAGE.

CABBAGEREDACREPerk up cole slaw o your favorite stir-fry with this gorgeous deep red cabbage. �e sweet �avor of fresh cabbage is much better than store-bought. Solid heads from early on small, compact plants making it an ideal choice for small plots. Resistant to splitting and the disease, “cabbage yellows.” Heads store very well in the refrigerator or root cellar. Highly adaptable to a wide range of climates. �is container plants sixty 10-foot rows.

When to sow outside: RECOMMENDED. 10 to 12 weeks before average �rst fall frost. When to start inside: 4 to 6 weeks before average last frost for spring planing, or 4 to 6 weeks before transplanting outdoors. Start in pulp pots that go directly in ground.If you are not completely satis�ed with any of our products, please contact us. In the USA and Canada, call 1-800-MYDEERE (1-800-693-3373), weekdays 8 AM – 5 PM PST. Or anytime at johndeere.com/contactus


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PACKAGING COMPUTER REVISIONS 1INNER BOXES CABBAGE

PACKAGING COMPUTER REVISIONS 1INNER BOXES CABBAGE


PACKAGING COMPUTER REVISIONS 1OUTER BOX

PACKAGING COMPUTER REVISIONS 1OUTER BOX

john deere — csr project process book

Documents

birth of company

design briefdeere company

companywide focus

deere sloganguided

blacksmith john deere

high values of john

high work ethics

business practices