DEERE & COMPANY 2006 GLOBAL CITIZENSHIP REPORT
2006 Citizenship Brochure Page 1
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John Deere’s Worldwide Headquarters in Moline, Ill.,
designed by famed architect Eero Saarinen, was completed in 1964. It was designed to reflect the company’s
timeless values and its ties to the land.
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2006 Citizenship Brochure Page 2
“How we get results
is as important as
the results we get.”
- Robert W. Lane, Chairman and Chief Executive Officer,
Deere & Company
About John Deere
TABLE OF CONTENTS
Deere & Company, known familiarly as John Deere,
is a publicly held company incorporated in Delaware, USA.
It has four divisions:
Agricultural Equipment – John Deere is the world’s leading manufacturer of farm equipment. The company offers a
complete line of farming services and solutions with products
primarily sold and serviced through the industry’s premier
dealer network.
Chairman’s Letter
4
John Deere at a Glance
6
Our Values
8
Four Founding Values
Public Affairs
Commercial and Consumer Equipment – John Deere produces and markets North America’s broadest line of lawn and
garden tractors, mowers, and other outdoor power products.
John Deere Landscapes provides irrigation equipment and
nursery supplies to landscape-service professionals across the
United States.
Governance
Ethics & Compliance
Our Stewardship
Construction and Forestry – The company is the world’s
leading manufacturer of forestry equipment and is a major
manufacturer of construction equipment in North America.
Environment
Credit – John Deere Credit is one of the largest equipment
finance companies in the United States and has operations
in 17 countries. It provides retail, wholesale and lease financing,
and offers revolving credit and operating loans.
Health & Safety
12
Climate Change
John Deere serves customers in more than 110 countries, always abiding by World Trade Organization guidelines.
Our Products
24
Our Employees
28
Our Suppliers and Dealers
32
Our Philanthropy
35
Unless otherwise indicated, all capitalized or otherwise
typographically distinguished names of products and services
are trademarks or servicemarks of Deere & Company.
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leadership, helps us improve the world while growing a business as great as our products.
OUR VALUES
John Deere fully recognizes the need to conduct business with
integrity wherever we do business. Without a doubt: How we
get results is as important as the results we get.
We believe our independent board of directors (I am the only
Deere & Company employee on the board) provides us a level
of corporate governance that is best in class. Drawn from a
range of industries and sectors, our directors provide helpful
insight to the company and carefully promote and safeguard the
interests of our shareholders. Likewise our business conduct
guidelines for employees and suppliers worldwide hold every
individual accountable for fair dealing, respecting others and
obeying the law. Our independent board and our compliance
guidelines have earned the company its standing on Business
Ethics magazine’s list of most ethical companies for the past
seven years. Our long-standing values of integrity, quality,
commitment and innovation are touchstones for our behaviors
worldwide.
Achieving Performance that Endures
The Deere & Company 2006 Global Citizenship Report reflects
the commitment and efforts of our employees, dealers and
suppliers around the world, who support our company’s mission to distinctively serve customers – those linked to the land
– through a great business. At John Deere, we are proud of the
global role we play in feeding and clothing people, helping to
develop renewable energy sources, building much-needed
infrastructure, and beautifying homes, parks and public spaces.
OUR STEWARDSHIP
John Deere aims its worldwide operations and processes at improving productivity while minimizing environmental impacts.
For example, major investments in state-of-the-art facilities
this past year in Waterloo, Iowa, Pune, India and Montenegro,
Brazil, are helping us respond to variable market conditions
while reducing waste and energy use. From our advanced paint
systems to our remanufacturing processes, we manage and
reclaim materials effectively.
We also are proud of the work our employees have done to
support the company’s success of the past few years:
• Customer focus, with rigorous attention to asset management, has helped us deliver record operating performance.
• Disciplined growth has extended our footprint into new markets and geographies.
We have invested in and continue to explore exciting alternative energy technologies, such as solar energy, to power some
of our facilities. In the United States, the company is joining the
Environmental Protection Agency’s Climate Leaders and has
become an early member of the United States Climate Action
Partnership.
• Aligned high-performance teamwork throughout the enterprise has focused our energies and added clarity of purpose.
To make sure that our work results in performance that endures,
we integrate the needs of our customers, shareholders, employees, suppliers, dealers and communities. Our effort to satisfy
these needs comprises our global citizenship. In other words,
we provide products that are relevant to our customers and
society at large. We create, distribute and service our offerings
in ways that respect the earth’s limited resources and the health
and well-being of its inhabitants. We provide employees with
safe and healthy workplaces and challenge them to develop to
their full potential. We operate our facilities and processes in
ways that protect the environment and make them valued assets
for our communities.
Vitally important, our factories provide remarkably safe environments – employees are the safest in the industry, and in fact,
are safer at work than at home!
OUR PRODUCTS
John Deere invests approximately $2 million a day in research
and development – much of which is aimed at increasing productivity and reliability while enabling our customers to operate
in safe and environmentally sound ways. For instance, we offer
precision agricultural technologies to minimize input requirements for seed, fertilizer and pesticide. We have certified the
This broad approach to citizenship, coupled with our market
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use of 5 percent biodiesel in most of our heavy equipment. Our
U.S. EPA Tier 3-compliant diesel engines not only dramatically
reduce emissions, they also have achieved improved fuel efficiency. Investments in water management technologies help
farmers reduce water requirements and eliminate wasteful runoff. Practices such as no-tillage planting reduce wind and water
erosion and the release of chemicals into the air.
donations, sponsorships and memberships as well as through
innumerable volunteer hours.
The primary giving arm is the John Deere Foundation, based in
the United States, which donates between $9 million and $12
million annually. Its major areas of support include the Solutions to World Hunger initiative, arts and cultural programs,
education, and economic development. In Canada, Europe,
Latin America, Asia and Australia, smaller foundations and
localized contribution programs have supported a wide range
of organizations and projects that have lasting value for their
communities.
OUR EMPLOYEES
Although it is my privilege to lead Deere & Company, it is the
people who work here who make it the great company it is.
John Deere employees have the opportunity to develop their
own potential and contribute to the world through goods and
services that benefit humankind. To achieve the company’s
aim of growing a business as great as our products, we depend
on diverse employees around the world to develop innovative
ways to meet customer needs.
******
At John Deere, we believe performance that endures is possible because our corporate citizenship integrates the interests
of shareholders, customers, employees, suppliers, dealers and
communities. This approach to citizenship around the world
helps us attract and retain the best talent, gives our customers
reason to be loyal to our products and services, enriches our
dealers and suppliers, supports the quality of life in the communities in which we live and work, helps protect the environment and preserve precious resources, and, ultimately, delivers
a valuable return to our investors.
Our ranking in both FORTUNE magazine’s lists of America’s
and global “Most Admired” companies is attributable in great
part to the talent, innovation and volunteerism of our 47,000
employees. For instance, it was a proud moment when our
United Auto Workers Union employees in Dubuque, Iowa
volunteered their time to build equipment needed by Hurricane
Katrina victims.
OUR SUPPLIERS AND DEALERS
Please enjoy this Global Citizenship Report which, together
with our annual report, demonstrates ways in which John Deere
contributes to human flourishing.
John Deere is proud of its diverse and high-quality worldwide
supply base. All of our suppliers are expected to adhere to
the company’s Supplier Code of Conduct, which prohibits
gift-giving or improper payments to secure business; prohibits
engaging in or supporting child, involuntary or forced labor;
and requires paying competitive wages. The company expects
suppliers to support diversity and equal employment opportunity, as well as comply with environmental, health and safety
regulations. They are also expected to be familiar with the business practices of their suppliers and ensure they operate within
the guidelines of our Supplier Code of Conduct,
Sincerely,
1 April 2007
Robert W. Lane
Chairman and Chief Executive Officer
Deere & Company
To our customers, the “face” of the company is the John Deere
dealer. These independent business people and their employees personify our company in their own communities. Just as
a diverse and inclusive employee base enriches John Deere, so
does a dealer organization that mirrors the range of customers
we serve worldwide. John Deere dealers are held to high ethical
standards, consistent with the company’s own code of conduct.
OUR PHILANTHROPY
John Deere has long supported its communities around the
world. We do this through monetary contributions, in-kind
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Operating Locations
Valley City, ND
Fargo, ND
Edmonton, Alberta
Minneapolis, MN
Burlington, Ontario
Mississauga, Ontario
Zweibrücken, Germany
Bruchsal, Germany
Grimsby, Ontario
Luxembourg
Langley, British Columbia
Welland, Ontario
Schaffhausen, Switzerland
Waterloo, IA
Dubuque, IA
Madison, WI
Horicon, WI
Davenport, IA
Des Moines, IA
Ottumwa, IA
Springfield, MO
Moline, IL
Milan, IL
Torrance, CA
East Moline, IL
Cary, NC
San Marcos, CA
Coffeyville, KS
Kernersville, NC
Lenexa, KS
Fuquay-Varina, NC
Greeneville, TN
Alpharetta, GA
Augusta, GA
Orenburg
Torreón, Mexico
Monterrey, Mexico
Thibodaux, LA
Saltillo, Mexico
Madrid, Spain
Saran, France
Catalão, Brazil
Arc-les-Gray, France
Horizontina, Brazil
Montenegro, Brazil
Rosário, Argentina
Porto Alegre, Brazil
JOHN DEERE AT A GLANCE
2006 Net Sales and Revenues: $22.1 billion
Agriculture: $10.2 billion
Construction & Forestry:$5.8 billion
Commercial & Consumer: $3.9 billion
Credit: $1.8 billion
Other: $445 million
2006 Net Income: $1.7 billion
Deere & Company and its affiliated companies manufacture,
distribute, and finance a full line of equipment for use in agriculture, construction, forestry, and lawn and turf care; manufacture engines and other powertrain components for John Deere
equipment and other manufacturers; and provide credit and
other services to customers around the world.
The company markets its products primarily through a worldwide network of independent dealers supported by a decentralized marketing organization.
(Fiscal year ending October 31, 2006)
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Richards Bay, So
ENVIRONMENTAL, HEALTH AND SAFETY
PERFORMANCE AT A GLANCE
Workplace Safety
Lost-Time Injury Frequency Rate
n, Germany
Tampere, Finland
sal, Germany
2005
2006
0.35
0.29
0.27
(lost-time injuries per 200,000 hours worked)
Joensuu, Finland
uxembourg
2004
Enschede, Netherlands
Horst, Netherlands
Gummersbach, Germany
Lost-Time Injury Severity Rate
2004
2005
2006
7.4
4.4
5.7
(days lost per 200,000 hours worked)
Stadtlohn, Germany
Mannheim, Germany
Environmental Impact
Jiamusi, China
Tianjin, China
Beijing, China
Total Waste
2004
2005
2006
22.4
23.9
23.4
(kilograms per ton of production)
Hazardous Waste
Orenburg, Russia
Singapore
2004
2005
2006
1.84
1.97
2.06
(kilograms per ton of production)
Pune, India
Process Wastewater
Magarpatta, India
2004
0.91
Richards Bay, South Africa
2005
0.96
2006
0.94
(cubic meters per ton of production)
Brisbane, Australia
Greenhouse Gas Intensity
Tokoroa, New Zealand
2004
2005
2006
0.66
0.64
0.65
(tons of CO2 equivalent per ton of production)
WORLDWIDE HEADQUARTERS
EMPLOYEES
Deere & Company
One John Deere Place
Moline, IL 61265-8098
EUROPEAN HEADQUARTERS
At Oct. 31, 2006, John Deere had approximately 46,500
full-time employees, including approximately 27,000
employees in the United States and Canada. Unions are
certified as bargaining agents for approximately 38 percent
of John Deere’s United States employees.
Deere & Company European Office
Steubenstrasse 36-42,
D-68163 Mannheim
Germany
For more information and a complete listing of operating,
marketing, sales, and parts distribution locations, please visit
www.johndeere.com.
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OUR VALUES
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standing Contributor honor was established to recognize those
who aid in “carrying forward the spirit of rural development and
setting forth a commendable example to the industry.”
THE VALUES THAT SUPPORT
PERFORMANCE THAT ENDURES
PUBLIC AFFAIRS WORLDWIDE
John Deere’s values – integrity, quality, commitment and innovation – can be traced back to the company’s founder,
John Deere. During his lifetime, no report on the progress of his
Plow Works was without accolades for his personal and professional integrity.
John Deere has a long history of community and government
involvement. Since founder John Deere served as mayor of
Moline, Illinois, in the 1870s, the company has been engaged
in the advancement of sound public policy. This work remains
an important business strategy today.
Throughout the company’s 170-year history, the values
John Deere lived by have been fundamental guides and measures in every aspect of the company’s operations and an
explicit part of its strategy. John Deere employees have always
understood that while business results are critical, how results
are achieved is as important as the results themselves.
John Deere recognizes that sound public policy helps the company achieve its business objectives and highly values company
and employee involvement in the political process. Public
Affairs Worldwide promotes good citizenship by encouraging
employee participation in voting. In addition, John Deere offers
employee involvement programs, including the John Deere
Political Action Committee (JDPAC), the company’s voluntary
employee political contributions program in the United States,
and the John Deere Government Action Information Network
(JDGAIN), a company program through which employees are
asked to voluntarily contact their elected officials about pending
legislation of interest to the company.
THE VALUES
Integrity means telling the truth, keeping our word and treating
others with fairness and respect. It is demonstrated through
honest relationships, effective decisions that consider the balanced interests of all those who have a stake in our success, and
unquestioned commitment to ethical and legal behavior.
Just as John Deere employees apply the company’s values to
their work in business and in their communities, our Public
Affairs Worldwide organization advocates for sustainable and
fair government policies and practices throughout the world.
John Deere recognizes that its businesses operate in a diverse,
ever-changing world. Public Affairs Worldwide works to keep
the employees of John Deere informed and engaged with that
changing world. By doing so, a working environment of learning continually fosters educated thought leadership.
Quality means delivering the value that customers, employees,
shareholders and other business partners expect, every time we
interact with them.
Innovation means inventing, designing and developing breakthrough products and services that customers want to buy from
John Deere. Strategic investment in research and development
is a mainstay of the company as we constantly strive to delight
customers with products and services that help them realize
their own aspirations of effectiveness and efficiency.
Public Affairs Worldwide collaborates with an international
network of public affairs professionals to monitor economic,
political, and social policies and trends throughout the world
that affect customers, employees, and the company.
Commitment means doing our best to meet expectations predictably on time, every time, over the long run.
VALUES IN ACTION
John Deere employees strive to exemplify the John Deere values in their work. In 2006, for example, a John Deere employee
was given a personal award from the government of China for
his contributions to development in that country.
GOVERNANCE: LEADERSHIP FOR HIGH PERFORMANCE
Strong corporate governance is an essential foundation for
delivering high performance over the long term – performance
that endures.
Wayne Haughton, Director of Marketing, East Asia, was named
one of 10 outstanding contributors to the construction of
China’s agricultural machinery distribution system. The Out-
A diverse and independent board of directors provides rigorous
and diligent oversight and expectations of high performance. It
also brings expertise, business skills, and strategic global perspectives to guide the company’s growth while maintaining its
values, stewardship, and contribution to human flourishing.
John Deere has always served those linked to the
land, and the company’s values reflect the integrity,
efficiency, and stewardship that are common characteristics of its customers.
Recognizing that the company would be better able to serve
shareholders in an era of global growth and increasingly complex business requirements if it changed its board composition,
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John Deere moved to an independent board of directors more
than a decade ago.
the chairman, such as setting agendas for board and committee meetings, to be shared by all directors.
Since then, the board has been able to attract top talent from
business, academia and government. It has also adopted policies
and practices aimed at deep understanding, effective oversight,
and inspired business guidance for Deere & Company’s diverse
businesses, markets, and growth opportunities.
• The board makes extensive use of the “presiding director”
concept for executive sessions and for specific subjects, such
as succession planning.
• The independent directors annually review the performance
of the chief executive officer on business results, execution of
strategies and development of employees.
Important policies include:
• To provide board members with detailed knowledge about
the company, the board holds its meetings at various company
locations and requests presentations on major projects and
strategies.
• To further align board members and shareholders’ interests,
a significant portion of directors’ compensation is paid in
restricted Deere & Company stock.
• The board has five chartered committees, Corporate Governance, which includes an environment, health, safety, and climate program review, Audit Review, Compensation, Pension
Plan Oversight, and Executive.
• A majority of directors must be independent. Deere & Company
Chief Executive Officer Robert W. Lane is the Chairman of
the Board and currently the only member who is an employee
of the company.
By charter, the Corporate Governance, Audit Review, and Compensation committees are made up of independent directors.
• Board policy calls for many of the conventional functions of
John Deere’s Board of Directors reflects the company’s complexity and its global presence. Board members come from a variety of countries,
professions, and cultures. Board members are, from left, Antonio Madero B., Vance D. Coffman, Dipak C. Jain, Crandall C. Bowles, T. Kevin
Dunnigan, Robert W. Lane, Arthur L. Kelly, Thomas H. Patrick, Richard B. Myers, Joachim Milberg and Aulana L. Peters.
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ETHICS AND COMPLIANCE
e-mail; and a post office box as alternative means for confidential reporting of possible unethical or improper actions.
We choose to operate Deere & Company by a standard of business ethics that is rooted in the company’s core values. We are
committed to living our values and, through doing so, building a
business as great as our products.
Social Responsibility – John Deere takes seriously its responsibility to the communities in which it has a presence. Employees
are encouraged to participate in community service as may be
appropriate on a voluntary basis. The company is also committed to conducting its worldwide business operations in a
manner that safeguards people and sustains the environment
through the design of its products and the conduct of its operations. Our products should not pose unreasonable risk of injury
to persons or damage to property. Safety is an integral consideration in the development of products.
The company has for many years had a formal statement, the
Deere & Company Business Conduct Guidelines, that describes
how we will do business. We will always strive to abide by the
law, and, as demonstrated throughout the history of the company, we will adhere to the highest ethical standards.
The Business Conduct Guidelines address human and business
relationships, business ethics, and social responsibility.
OFFICE OF CORPORATE COMPLIANCE:
FOSTERING AND MAINTAINING AN ETHICAL CULTURE
Human Relationships – The company’s commitment to human
rights is a fundamental element of its daily operations. Our objective is to be an exemplary global corporate citizen. Employees are expected to:
While our ethical standards are deeply rooted in our culture, we
take additional measures to help ensure consistency and compliance.
• honor the human rights and respect the individual dignity of
all persons globally;
In 2001, the John Deere Office of Corporate Compliance was
established in response to the increasing complexity of laws,
regulations, and cultural practices in the global markets where
John Deere does business. The role of the Office of Corporate
Compliance is to provide the company and employees with
guidance on compliance with law and adherence to all aspects
of the company’s Business Conduct Guidelines, policies and
practices.
• support diversity and equal opportunity in employment and
freedom of association;
• not tolerate unlawful discrimination in company workplaces;
• continually work to provide safe and healthy workplaces for
all employees; and
• reject the use of any form of forced or indentured labor or
child labor in the production or manufacture of goods.
The Office of Corporate Compliance conducts continuous training, communications, and sharing of best practices
throughout John Deere’s operations to ensure and enhance
compliance with all laws and regulations. It provides employees
with access to all of John Deere’s global policies, and provides
guidance to employees in their responses to complex and sometimes ambiguous business and cultural situations.
Business Relationships – Our business relationships must be
mutually beneficial — that is, the relationship has to be a good
one both for the other party and for the company. Commercial
relationships with all parties must not be tainted by favoritism or
unethical practices.
Privacy – Maintaining and respecting the privacy of current and
prospective customers, employees, retirees, dealers, suppliers, and investors is critical to John Deere’s continued global
success. The company is dedicated to complying with applicable
laws concerning privacy.
John Deere is well-regarded for its governance and compliance
policies and its heritage of ethical business practices and good
corporate citizenship. The company regularly appears among
the top-rated companies in CRO magazine’s ranking of publicly
held U.S. companies (published by Business Ethics magazine
until it merged with CRO last year). The magazine’s latest ranking of 1,100 companies appears in its January/February 2007
issue.
Business Ethics - Employees who observe what they believe
to be unethical or improper actions are encouraged to contact
company officials about their concerns. John Deere also maintains a compliance hotline, available 24 hours a day; anonymous
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OUR STEWARDSHIP
Sustained growth and well-being require husbanding the
planet’s resources for our own and future generations.
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T
A company-wide focus on quality extends to our EHS programs,
which emphasize continuous improvement. We believe that
this commitment to the responsible management of human and
natural resources contributes to the sustainable growth of our
company. To this end, the company is committed to:
THE WORLD AND OUR PLACE IN IT
John Deere places great value on environmental protection and
human safety. We believe that our commitment to the responsible management of human and natural resources contributes
to the sustainable growth of our company.
• making EHS considerations a priority in business planning and
decision-making;
As a global manufacturer, we strive to conduct our business in a
manner that safeguards our employees, customers, community
neighbors, suppliers and the environment.
• developing and implementing EHS management systems at
each unit to assure regulatory compliance;
• providing adequate financial and human resources for EHS
programs;
Our operating processes reflect this commitment to environmental protection through energy-efficient systems and waste
elimination and reduction. When investing in new products,
approaches or technologies, we give preference to those that
have the most favorable impact and safeguard our customers.
• implementing controls and reports necessary to monitor
performance; and
• promoting a healthy workplace through health management
programs.
By their very nature, many of our products interact with the
environment to achieve their purpose: improving the human
condition. We recognize and willingly accept our responsibility
to promote efficient, responsible use of natural resources while
preventing or minimizing unfavorable impacts.
ENVIRONMENTAL, HEALTH & SAFETY
MANAGEMENT SYSTEM
John Deere’s long traditions of environmental stewardship and
commitment to safety in the workplace are integrated throughout the company’s operations through the John Deere EHS
Management System. The system is a set of formal, documented processes for controlling environmental, health and safety
impacts and driving continuous improvement. It provides the
framework for John Deere facilities to meet legal obligations
and company standards everywhere the company does business. The system includes elements from published standards
ISO 14001, OHSAS 18001, ANSI Z10, and Deere & Company’s Business Conduct Guidelines.
Significant resources and effort are dedicated to designing
products that meet customer needs most effectively and efficiently while minimizing environmental disruption and sustaining natural resources.
EHS POLICIES AND PRACTICES
The Deere & Company Environment, Health & Safety (EHS)
Policy requires that wherever we do business we will comply
with the spirit and intent of all applicable EHS regulations.
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The John Deere EHS Management System is composed of four
sections – assessing, planning, implementing, and reviewing.
All John Deere manufacturing sites are required to have management systems in place that meet the John Deere EHS
Management System or have ISO 14001 and OHSAS 18001
certification.
• External Audit Program: Under the EHS External Audit
Program, teams of John Deere auditors from throughout the
company are led by external auditors to review compliance to
environmental, health and safety legal obligations and conformance with the John Deere EHS Management System at our
manufacturing and parts distribution facilities. Facilities may
be audited every one to four years, depending upon EHS risk,
status of program development, unit performance, and the time
since any previous audit. In addition, the Deere Production System, a set of common tools and processes being implemented
throughout John Deere, includes an audit process that contains
audit protocols on safety and ergonomics against which all
facilities are measured.
The John Deere EHS Management System ensures each unit
manages EHS risk consistently around the world including
taking potential EHS risks into account when designing or
changing processes, using new materials, tools or equipment, or
making other changes.
John Deere considers protection of the environment and the
safety of employees to be the responsibility of all employees,
and therefore requires training programs at all locations. The
general manager at each location is accountable for the unit’s
EHS performance.
These audits provide assurance that environmental and safety
policies and standards are implemented worldwide. Progress
on corrective actions is reported quarterly in audit scorecards
provided to the company’s worldwide management team.
AUDITS AND ASSURANCE
• Self-Audit Program: The Self-Audit Program complements
the External Audit Program. The scope of a unit’s self-audit
depends upon the environmental, safety and health risk of the
facility.
John Deere’s EHS assurance program is composed of three elements: an annual compliance-assurance letter, an external audit
program, and a self-audit program.
• Compliance Assurance Letter: Annually, the company chairman requires managers of John Deere manufacturing and parts
distribution facilities to provide formal documentation of their
facilities’ efforts to appropriately manage risks and safeguard
employees and the environment. These letters are submitted
to the corporate EHS director with copies to members of the
company’s senior management team.
2006 ENVIRONMENTAL HIGHLIGHTS
• The John Deere Davenport Works was accepted into the U.S.
Environmental Protection Agency’s Performance Track program, a voluntary partnership that encourages and rewards top
environmental performances among U.S. companies.
• Deere-Hitachi Construction Equipment Machinery Corporation in Kernersville, N.C., received an award from the city for
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The development of alternative energy sources is
important to John Deere and its customers.
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one year of perfect performance by the factory’s wastewater
treatment facility even though during the same period the factory increased production by 61 percent, hired 500 new employees, and had a 65-percent increase in wastewater volume.
GHG, emissions from current operations while ensuring that
any new facilities minimize them. In addition, the company continues to reduce its products’ emissions, which helps customers
reduce their GHG emissions. As part of that effort, the company has become an early member of the United States Climate
Action Partnership.
• Motores John Deere, Torreón, Mexico, earned Clean Industry
certification by Mexico’s Environment and Natural Resources
Department (PROFEPA). The two-year certification is issued
to businesses that pass an analysis of the environmental impacts
of equipment and processes used in manufacturing and service.
Certification requires an initial environmental assessment by a
third-party registrar. The factory assembles engines and axles as
part of John Deere Power Systems.
TRACKING OUR EMISSIONS
John Deere began its energy efficiency program in 1972 with
our North American units. The program includes implementing energy conservation programs and tracking energy use.
In 2003, John Deere began its worldwide GHG inventory
program. Between 1972 and 2006, the energy conservation
programs reduced the company’s total GHG emissions by 63
percent per ton of production.
• The company’s new tractor factory in Montenegro, Brazil,
was designed and constructed with respect for the environment. About 25 percent of the building site is maintained
as undisturbed nature habitat. Disturbance to the land was
minimized through tree relocation and the planting of four trees
for every one that had to be removed during construction. In
addition, all wastewater is treated on-site and recycled to water
vegetation, minimizing the use of potable water for irrigation. There are no buried tanks at the site and no floor drains.
Groundwater monitoring wells have been installed, the factory
uses low-emission paints, and water curtain technology helps
control paint-booth emissions. Minimal-energy-use principles
were used to select energy-efficient motors, lighting design and
energy management systems.
As part of the company’s commitment to reduce greenhouse
gases, in early 2007, Deere & Company joined the U.S. Environmental Protection Agency’s Climate Leaders program, a voluntary initiative in which the EPA works with companies to set
aggressive long-term emission-reduction goals. The company
is currently working to ensure its inventory process is consistent
with the program’s inventory guidance. When that process is
complete, the company will begin working with the EPA to set
emissions-reduction goals.
Greenhouse gas emissions from John Deere operations are
mostly carbon dioxide. Less than 3 percent of emissions are of
other greenhouse gases (CH4, N2O, HFCs, PFCs, SF6). John
Deere measures its GHG emissions in tons of carbon dioxide
equivalent per ton of production. The company’s GHG inventory protocol classifies emissions into two categories, direct
emissions from site operations and indirect emissions from
CLIMATE CHANGE
The impact on global climate from the emissions of carbon
dioxide, or CO2, and other greenhouse gases is a global business issue. John Deere is working to reduce greenhouse gas, or
0ROCESS7ASTEWATER
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electricity and steam purchases. In 1972, approximately
17 percent of our GHG emissions were indirect. In 2006,
indirect emissions accounted for more than 60 percent of the
company’s GHG emissions.
40 percent. All energy generated by the cells is fed into the
factory’s power grid.
• New paint systems were completed at both John Deere
Werke Bruchsal in Germany and John Deere Davenport Works
in the United States. Both systems were designed to minimize
energy and material usage. The result: a combined reduction of
more than 1,500 tons of greenhouse gas emissions annually.
Since 2004, our climate program results and strategy have been
reviewed annually with senior management.
2006 FACILITY ENERGY EFFICIENCY HIGHLIGHTS
• Maschinenfabrik Kemper GmbH & Co. KG, a John Deere unit
in Stadtlohn, Germany, has replaced disposable plastic packaging with returnable bags. That has cut cycle time by two-thirds
and reduced emissions from the propane formerly used to heat
the shrink-wrap the plant was using. The factory manufactures
headers for self-propelled forage harvesters and stores finished
goods outdoors until they are shipped to John Deere dealers.
• The John Deere factory in Enschede, Netherlands, replaced
an outdated building with a larger, more energy-efficient one.
The move immediately cut natural gas use by 25 percent and
electricity consumption by 20 percent. The new building was
designed to use more natural light, improving the work environment. The factory reduced energy consumption further
with the installation of a new compressor. During the winter, air
used to cool the compressor is used to heat adjacent areas.
• John Deere factories in Dubuque and Davenport, Iowa, partnered to change how steel scrap from laser-cutting and flamecutting operations is recycled by sorting it and sending it directly to the company’s foundry in Waterloo, Iowa. The change
eliminated a more-circuitous recycling process that included a
recycler and additional transport requiring more energy usage.
• John Deere Waterloo (Iowa) Works redesigned and relocated
its heat treat operations, moving 42 pieces of equipment from
eight building locations to a single 70,000-square-foot building
and adding 25 new pieces of equipment. The move resulted in a
50-percent reduction in natural gas, decreased material handling and a reduction of more than 8,000 tons of greenhouse
gas emissions annually.
RESEARCHING AND PROMOTING
ALTERNATIVE ENERGY SOURCES
• In Germany, John Deere Werke Mannheim has installed
photovoltaic cells to turn sunlight into energy. A solar panel
measuring 3,940 square feet, which is thought to be the largest
of its type in Germany, is embedded in the roof of the factory’s
apprentice workshop and can generate up to 45,000 kilowatthours of electricity annually. A second, smaller panel uses
an electrically powered tracking system to ensure the panel is
always directed toward the sun, increasing its energy yield by
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Raising awareness of green power options, the John Deere
parts distribution center in Dallas, Texas, is one of the U.S.
EPA’s Green Power Partners participating in the agency’s
Fortune 500 Green Power Challenge. The goal of the challenge is for participating companies to buy a total of more than
5 billion kilowatt-hours of power from alternative sources by
the end of 2007.
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In 2006, the United Soybean Board presented John Deere
with its Outstanding Achievement Award for the company’s
biodiesel factory fill program. In early 2005, John Deere began
using a 2-percent biodiesel blend as the preferred factory fill in
machines made in the United States. Since then, John Deere facilities have used more than one million gallons of the biodiesel
blend. In addition, Deere was recognized by the U.S. National
Biodiesel Board in 2006 with an Industry Partnership award for
promoting the use of biodiesel.
Besides using biodiesel to fuel new products and promoting its
development and use in the industry, John Deere commits part
of its research and development spending to research into other
energy sources.
Wind energy, too, is an area of alternative energy focus for the
company. For example, John Deere partnered with developer
Wind Capital Group and Missouri’s Rural Electric Cooperatives
to begin work on the state’s first utility-scale wind energy project in northwest Missouri. The 50-megawatt project, named
“Bluegrass Ridge” in tribute to the area’s historic role in bluegrass seed harvesting, will produce enough power for 30,000
homes.
Springfield, Missouri-based Associated Electric Cooperative,
Inc., will purchase the project’s power output and distribute it
through its network of regional and local rural electric cooperatives. John Deere provides financing for the project through its
John Deere Wind Energy business unit. Farmers involved in the
project area receive annual lease payments and the area benefits
from job creation and an expanded tax base.
That project was just one of many. At the end of 2006, John
Deere’s wind energy business had 45 turbines in operation with
generating capacity of 55 megawatts, representing an investment of $65 million, and an additional $245 million in projects
were under construction.
For its financing of community-based wind energy projects,
John Deere Wind Energy was named a runner-up for a renewable-energy financing award by investment firms Euromoney
Institutional Investors PLC and Goldman Sachs.
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ENERGY LEADERSHIP
John Deere uses its technological prowess and market presence
to help educate people about the possibilities of less-harmful
ways of creating energy.
In Germany, John Deere Werke Mannheim partnered with a
new regional energy efficiency agency to host an exhibit on
renewable energy. More than 40 companies from throughout
Germany participated in the two-day event, which provided
information and demonstrations of photovoltaic technology,
biogas production, alternative heating systems and other renewable energy technologies.
Almost 2,500 people visited the exhibition, which filled the
indoor display floor of the factory’s visitor center and some outdoor areas.
The exhibition was jointly organized by John Deere Werke
Mannheim, Mattfeldt & Sänger, a specialist on environmental
fairs, and the Energy Efficiency Agency of the newly formed
Metropolitan Region Rhine-Neckar. The regional initiative
aims to integrate the population across the borders of the three
German states of Hessia, Baden-Württemberg and RhinelandPalatinate.
The visitors’ train at the Parc Floral in Orléans, France, is now
powered by a quieter and cleaner John Deere engine thanks
to John Deere distributor Equip’ Jardin. With the aid of a grant
from the European John Deere Goodwill Fund and help from
the John Deere marketing division in Ormes, a donated 60-kilowatt John Deere 4045T engine was installed in the train. The
upgraded train improves the visitor experience and the environment. The engine produces 75 percent less pollution than the
engine it replaced.
The small train takes visitors on a 3-kilometer tour around the
site. The Parc is one of France’s 10 most-visited attractions,
drawing about 145,000 visitors every year who are attracted
by the park’s reputation for clean air and tranquility.
Product designs take into account the work that will have
to be done in assembly by employees such as those building tractor and combine cabs at John Deere’s Bruchsal,
Germany, factory, left.
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WORKPLACE SAFETY AND HEALTH
• Also during the year, the John Deere Waterloo (Iowa) Works
Foundry passed 4.4 million employee hours, or more than
five years, without a lost-time injury, exceeding its previous
safety record.
Safeguarding employees has been a priority at John Deere
throughout its history, and the company’s commitment to the
safety and health of employees remains a fundamental requirement at all John Deere operations, contributing to the sustainable growth of the company.
• In Tokoroa, New Zealand, where 66 employees manufacture
forestry harvesting equipment, John Deere’s Waratah factory
completed its fifth year without a lost-time incident.
Employees show that they value a workplace where they are
safeguarded from injuries through their loyalty, increased productivity and quality, and reduced absenteeism. Other benefits
of a focus on safety and health include lower than average
workers’ compensation costs.
• John Deere’s Pune, India, operation exceeded 2 million hours
without a lost time injury in 2006.
• The company’s worldwide headquarters, in Moline, Illinois,
surpassed 22 million hours without a lost-time injury.
John Deere’s goal is zero injuries. This aggressive goal, coupled
with the company’s historical emphasis on employee safety and
health, has made John Deere factories among the safest in the
world.
• The John Deere facility in Horst, Netherlands, reported in
2006 that it had not had a lost time injury in over four years.
• John Deere’s Zweibrücken, Germany, facility reached
3.6 million hours without a lost-time injury during the year.
The company’s worldwide injury frequency rate improved
7 percent in 2006 compared with 2005, and its severity rate
improved 23 percent from levels already far lower than the
averages in even non-manufacturing sectors. Enterprise-wide,
those measures are at their lowest rates in history even though
the company has added 18 facilities to its safety measurement
system over the past three years.
• The company’s Waterloo (Iowa) Works posted more than
18.7 million hours without a lost-time injury.
• John Deere operations in Jiamusi, China, achieved 1.5 million
hours without a lost-time injury.
• The company’s Greeneville, Tennessee factory, which, as
part of a U.S. Occupational Safety and Health Administration
program, is a Voluntary Protection Plan site for maintaining
safety excellence, reported that it had logged eight million
work hours without a lost-time injury.
In 2006, the U.S. National Safety Council presented 79 awards
to 41 John Deere units for their safety performances, adding
to an impressive record: In the past 30 years, John Deere units
have received more than 900 safety awards from the agency.
ERGONOMICS
At the end of fiscal year 2006, there were 26 John Deere facilities that had each worked more than a million hours without a
lost-time injury.
One reason for John Deere employees’ success in creating safe
work environments is the company’s long history of research
into ergonomics, or designing work and workstations to eliminate repetitive and awkward movement. Doing so helps reduce
stress and eliminate many potential injuries and disorders associated with the overuse of muscles, bad posture, and repetitive
tasks. The practical application of ergonomics remains a primary
driver in John Deere’s efforts to reduce workplace injuries
through continuous improvement principles.
Among other safety landmarks celebrated in 2006:
• John Deere’s European factories’ frequency rates fell to
88 percent below the European metal-working industry
average.
• Lost-time injury frequency rates at John Deere’s Mexico
factories are 89 percent below the average for agricultural
equipment manufacturing, according to statistics maintained
by the Mexican Labor Ministry.
As part of that effort, the safety department at the John Deere
Waterloo (Iowa) Works has built a virtual reality theater, one
of only four such facilities in the world dedicated to optimizing
ergonomics in manufacturing. Virtual reality lets engineers and
others immerse themselves in a computer-generated representation of a work environment to examine product and component designs for potential safety and ergonomic hazards before
manufacturing begins.
• John Deere’s China factories have lost-time injury frequency
rates that are 88 percent below the U.S. industrial machinery
and equipment industry average.
• During 2006, John Deere Welland Works in Canada surpassed 4.8 million employee hours, or almost three years,
without a lost-time injury.
The application of advanced technology is an important ad-
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Between 2005 and 2007, the company produced three television programs to help educate large property owners about
standard safety principles for operating and maintaining their
equipment.
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vance, but practical experience continues to drive the company’s ergonomics training.
An Ergo Daze event in 2006 at the John Deere Des Moines
Works, for example, helped increase employees’ awareness of
ergonomics-related injuries and prevention by assigning manufacturing engineers to job shadow assemblers for three days.
Through the event, engineers were better able to understand
how improved product manufacturing designs can affect workmanship, efficiency and the health of assemblers. Assemblers
had the opportunity to provide suggestions for improvement.
Together, the participants identified 83 potential ergonomic
and safety issues that were then assigned to several groups for
resolution. An added benefit of such exercises is that the knowledge gained can be passed on to dealers and customers who
maintain John Deere equipment.
OFF-THE-JOB SAFETY
S
By tracking off-the-job injury statistics, the company is able to
tailor specific safety messages covering risks away from work
to employees at individual facilities. In addition, many units
host safety and health fairs, promoting everything from hunting
safety to cholesterol screening and awareness.
OCCUPATIONAL HEALTH AND INDUSTRIAL HYGIENE
By participating in professional organizations and monitoring regulatory news, the company’s occupational health and
industrial hygiene professionals provide expertise for evaluating
potential employee exposures to hazardous materials. They also
manage employee injuries and illnesses to minimize impacts to
the employee and productivity; protect the confidentiality of
employees’ medical information; and ensure that all units have
medical emergency action plans that include consideration of
0.42
0.35
0.29
0.27
03
04
05
06
Lost-Time Injury Frequency Rate
( injuries per 200,000 hours worked )
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In addition to injury prevention, occupational health services are
provided on-site at John Deere’s large units.
Another reason for John Deere’s enviable safety record is the
work of continuous improvement teams. The Continuous
Improvement Process, originally a joint Deere and United Auto
Workers union initiative that is now used throughout the company, has work teams of production employees setting quarterly goals in the areas of quality, safety, efficiency, and delivery.
02
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John Deere’s safety ethic isn’t limited to its factories. The company encourages employees to apply safety principles in their
homes, too.
At John Deere Turf Care in North Carolina, a team of 13 employees conducted a different kind of ergonomics event: a fourday RAPID, or Risk and Performance Improvement Deployment. Their assignment was to identify ergonomic risk factors,
quickly implement solutions to eliminate those risks, and plan
for longer-term solutions where necessary. The team reviewed
18 work stations and identified more than 100 opportunities
for improvements.
0.29
Safety goals are set based on frequent safety audits, production employees’ experience and observations, and formal gap
analysis tools. The teams then undertake projects to make their
workplaces safer, and share their project results with other CI
teams from their own and other facilities. The result: Hundreds
of safety-improvement projects are completed every quarter
throughout the company.
2006 Citizenship Brochure Page 22
t
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s
c
automatic external defibrillators. Occupational health and industrial hygiene services include providing guidelines on medical surveillance of employees who work in positions where
they could be exposed to hazardous materials, and providing
guidance and support to a community of practice made up of
wellness advocates. The community of practice can implement
programs to improve employee health.
John Deere Injury and Illness Rates
Compared to Selected Industries
(Frequency rate: Cases involving days away from
work and deaths per 200,000 employee hours worked)
Such added programs can build on company-sponsored wellness programs already available to help employees maintain
their health and balance their personal and work-life needs. The
programs provide resources such as health risk assessment tools
and health coaches who deliver personalized education and
support to assist employees in maintaining or improving their
physical, mental and social well-being.
Many John Deere units have on-site fitness centers, while others subsidize memberships at nearby health clubs. Individual
units also regularly offer health fairs and educational seminars
where employees can receive free screenings and gain valuable
information about their health.
In 2006, the company added to its health services by developing an enterprise-wide pandemic influenza planning procedure
that individual factories and offices will use to create local
response plans.
0.18
John Deere China
0.21
Finance,Ins., Real Estate
0.30
John Deere Mexico
0.32
John Deere S. America
0.46
Electronic Equip/Computer
0.50
John Deere Europe
0.71
Apparel
0.80
Aircraft
1.00
Telecommunications
1.10
Lawn & Garden Equipt. Mfg.
In the event of a pandemic, or global disease outbreak, the
company’s employees will thus be well-informed as to the
steps they should take to protect their health and that of their
co-workers.
John Deere U.S. & Canada
1.10
Printing
1.10
Services
1.20
Grain Milling
1.20
Utilities
1.30
Mining
1.50
Food Mfg
1.60
Furniture
1.70
Farm Machinery & Equipt. Mfg.
1.80
Construction Machinery Mfg.
2.10
Motor Vehicles
2.20
Warehouse & Storage
2.20
Construction
2.40
Forestry & Logging
2.80
Iron & Steel Foundries
2.90
Trucking
2.90
(Sources: John Deere; U.S. Bureau of Labor Statistics)
,OST4IME)NJURY3EVERITY2ATE
DAYSLOSTPERHOURSWORKED
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OUR PRODUCTS
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V
VALUES IN MOTION
John Deere’s fundamental values – integrity, quality, commitment, and innovation – are expressed in our products as well
as in the way we make them. Our products are known for their
quality, reliability, innovative designs, and performance.
All John Deere products incorporate features to lessen environmental impact or advance sustainable production and efficiency.
EFFICIENCY AND PRODUCTIVITY
John Deere’s PowerTech Plus family of diesel engines boasts
best-in-class fuel economy as well as increased performance
and power density compared with earlier engines while meeting strict U.S. Environmental Protection Agency Tier 3 and European Union Stage III emission requirements. The company’s
PowerTech E 4.5L and 6.8L engines are also Tier 3 certified by
the U.S. EPA and Stage III A certified by the European Union.
Customers thus have a wide variety of environmentally friendly
engine options that don’t compromise on performance.
Coupling these engines with John Deere’s leading transmission
designs, the company’s products achieve remarkable efficiency
levels. The John Deere 8430 Tractor set a record for lowest
specific fuel consumption among row crop tractors at the University of Nebraska Tractor Test Laboratory, the officially designated tractor testing station for the United States. The 8430 was
equipped with the PowerTech Plus 9.0L engine coupled to the
John Deere Automatic Power Shift transmission. The PowerTech Plus engine features variable geometry turbo and cooled
exhaust gas recirculation in a more-powerful, cleaner-burning
design. It incorporates the new Vari-Cool cooling system with
precise control for fan speed and air flow.
The John Deere 350D Excavator with Tier 3-certified John Deere
engine provides more horsepower than its predecessor using the same
amount of fuel. Among fuel-saving features: Auto-idle reduces engine
speed when hydraulics aren’t in use.
are easy to transport and store. A bundler that sits on a forwarder chassis compresses the residue into standard-sized cylindrical
bundles called slash logs that can be picked up by standard logging trucks and delivered to power plants. A slash log normally
weighs 500kg-700kg and contains about 1MWh of energy, or
the equivalent of about a half a barrel of oil.
PRODUCTS FOR SUSTAINABILITY
The environmental benefits of no-till farming methods, pioneered by John Deere, are easier to realize with such products
as the John Deere 1770NT Planter, which was named the 2006
No-Till Product of the Year at the 15th annual National NoTillage Conference. Featuring MaxEmerge XP or Pro-Series
XP row units, the planter provides outstanding seed spacing
accuracy, depth control, and seed-to-soil contact for superior
germination, bulk seed filling for more efficient no-tilling,
and has a narrow transport width for maneuvering along tight
country lanes.
Machine performance is just one aspect of John Deere’s focus
on environmental impacts. Just as important is what goes into
our products and how they’re used.
John Deere uses recycled or renewable materials in its products, such as a B2 biodiesel blend as factory fill and corn- and
soy-based plastics for components of our combines and some
tractors.
The John Deere 1490D Energy Wood Harvester is a direct contributor to alternative energy use. It creates fuel bundles from
logging residue by compressing the residue into bundles that
John Deere’s GreenStar AutoTrac assisted steering system
helps farmers conserve agricultural inputs while decreasing environmental impact and fuel consumption by using GPS to steer
the vehicle down the field. In 2006, John Deere announced a
completely automated system, iTECPro, for intelligent To-
John Deere product design benefits from eight simulation
laboratories, like this virtual reality lab, left, that can help
engineers quickly get innovative new products to market.
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tal Equipment Control. Besides guiding the tractor precisely
through the field, the system also automates implement controls, speed, and headland turns, further reducing input costs
and fuel usage.
RESOURCE MANAGEMENT
John Deere Agri Services offers even higher levels of precision
and efficiency in land use. Its OptiGro service, for example, uses
digital aerial imaging to create maps from which agronomists
can generate plot-specific prescriptions. These prescriptions
can be downloaded to Swath Control Pro-equipped John Deere
sprayers to deliver chemicals precisely and only where needed.
The end result is uniform crop growth that increases yields and
makes harvesting far more efficient while minimizing chemical
use and field passes.
Agri Services’ digital multispectral imagery enables better environmental management. Large-scale environmental changes
such as fire damage, flooding, erosion, or chemical spills can
be quickly located and quantified and effects tracked over time,
which allows for the most effective containment and solution
planning.
John Deere Agri Services digital multispectral imagery enables
large-scale environmental changes to be quickly located and
quantified for efficient environmental management.
Agri Services’ Soil Information System spots field-level soil variability to enhance the design of a new planting or to troubleshoot fertility problems. The system uses special machines
that combine a suite of sensors with GPS to probe the soil and
collect readings on soil compaction, texture, moisture, and resistivity at levels of resolution previously unavailable. Armed with
three-dimensional maps detailing physical and chemical soil
variability at a sub-inch level of accuracy, producers can undertake soil management practices that enhance design, productivity and conservation.
ago saves energy equal to 10.7 million barrels of crude oil. Also,
because products that are remanufactured are kept out of the
waste stream longer, landfill space is preserved and air pollution
is reduced.
Other studies have shown that about 85 percent of the energy
expended in the manufacture of the original product is preserved in the remanufactured product.
John Deere’s Phoenix Reman Group, which includes Phoenix
Piston Hydraulics Inc., in Edmonton, Alberta, Canada, provides remanufactured hydraulic and powertrain components
to manufacturers of heavy equipment. ReGen Technologies
L.L.C., a joint venture between John Deere and SRC Holdings
Co., remanufactures engines, fuel systems and engine components for John Deere at its plant in Springfield, Missouri.
Water management is another critical aspect of our customers’
businesses and a focus of John Deere’s growth. The company’s
John Deere Golf & Turf One Source, a service platform through
which the company provides products and services for golf
courses, launched John Deere Golf Irrigation in early 2006. In
June, John Deere acquired Roberts Irrigation Products, a manufacturer of high performance plastic micro and drip irrigation
products for the agricultural, nursery, and greenhouse markets.
Both businesses help customers effectively manage water to
improve plant health, and reduce the use of chemicals.
The company recently expanded the Missouri factory, increasing its total floor space to 133,000 square feet. The expansion
increases both production space and room for core storage.
PRODUCT SAFETY
As a global manufacturer, John Deere strives to conduct its business in a manner that safeguards our customers. Appropriate
features are built into John Deere products in an effort to help
protect operators from injury, illness and fatigue. User understanding is also key to safety, and we are committed to helping
customers learn the most effective and safest ways to operate
and maintain our products.
REMANUFACTURING: THE ULTIMATE IN RECYCLING
John Deere has been involved in remanufacturing engines,
components, and hydraulic pumps for more than a decade. Remanufacturing has well-known environmental benefits. Studies
performed at the Fraunhofer Institute in Stuttgart, Germany,
suggest that worldwide remanufacturing at levels of a few years
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At John Deere, product safety is guided by a single principle, the
General Rule for Product Safety. It says that an acceptable design is one that does not present an unreasonable risk of injury
to a product user or others in its vicinity.
John Deere factories have product safety committees and product safety facilitators that carry out the safety review process
during both product improvement and product development.
This includes undertaking comprehensive safety reviews using
such tools as John Deere’s Hazard Discovery and Rating System,
checklist-based reviews, Failure Modes and Effects Analysis,
and the Quantitative Safety Risk Assessment.
Product safety is an integral part of product development.
Employing the company’s virtual reality technology to explore
design issues such as visibility, control placement, headroom
and ergonomics regularly results in product innovations related
to safety. For example, the ComfortGard cab available on popular John Deere 3000 Twenty and 4000 Twenty series compact
utility tractors earned the AE50 Award from the American Society of Agricultural and Biological Engineers. The award cited
the cab’s intuitive operating systems, its design for operator
comfort, and its unobstructed foot deck. The cab is sealed and
pressurized to maintain a dust-free operator environment and
the unique offset mounting system reduces noise levels for an
ultra-quiet ride.
Able to harvest the debris, or slash, left during forest management, the John Deere 1490D Energy Wood Harvester
creates energy packets out of material that would otherwise go to waste.
At the corporate level, the Product Safety Department monitors
safety developments inside and outside the company to assure
they are communicated among company units. Product Safety
professionals participate in safety-related trade associations
and standards development organizations. They also maintain
a product incident reporting system that helps to guide design
changes in new or existing equipment.
Realizing that the most important safety element of any machine is the operator, John Deere works with customers, John
Deere dealers and external safety organizations to promote
proper use and maintenance of its products. The company and
its divisions and units provide training resources such as videos,
posters, brochures, and guides. The company also encourages
dealers to promote safety in their communities through local
John Deere Safety Days.
Besides regular training programs for professional equipment
operators, the company delivers safety DVDs with new lawn
and garden tractors to help consumers learn to operate equipment safely. Between 2005 and 2007, the company produced
three television programs to educate a growing customer
segment known as large property owners, who typically have
country acreages but may not be aware of standard safety practices for the equipment they buy to maintain their land.
The view from inside a John Deere ComfortGard cab isn’t
much different from that of an open station, but there’s far
less noise and no dust.
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A
ALIGNED TEAMWORK
John Deere’s 47,000 employees around the world invest their
time, intellect, talent and energy to help the company build
and grow a business as great as our products. Talented, diverse
employees understand customers and are committed to their
success. Employees set high quality standards, manage assets
wisely, generate new ideas, keep the company competitive,
open new markets, protect the environment, operate safely,
support each other and our communities, and act with integrity.
THE WAY WE WORK TOGETHER:
ALIGNED HIGH-PERFORMANCE TEAMWORK
The first two elements of the company’s three-pronged strategy (exceptional operating performance and disciplined growth)
rely heavily on the third element: aligned high-performance
teamwork, which enables John Deere employees to focus on
the most important metrics and concentrate their efforts toward
common goals. As a highly decentralized company, John Deere
encourages decision making at the closest point of use. Therefore, it is important to have uniform processes, approaches and
systems that allow for both focus and immediacy.
Three key tools have been implemented across the worldwide
salaried workforce to support aligned high-performance teamwork. In 2006, the company was recognized as one of the top
25 world leaders in HR practices by Human Resource Executive magazine, in great part due to the consistent application of
these advanced tools.
• The Global Performance Management System (GPMS),
an online tool, clarifies the ways in which goals can be met
– business unit by business unit, department by department,
and individual by individual. Over 18,000 salaried employees
participate with management in the creation of their annual
performance plans, mid-year reviews and year-end appraisals.
All employees are expected to accept responsibility for achieving specific business results. At the same time, employees need
appropriate resources, including feedback, to be fully successful. Objective and fair appraisal of employee performance is
vital. Employees are evaluated on what is accomplished and on
how the results are achieved. Managers and employees share
the responsibility to engage in both formal and informal performance discussions.
• The Total Rewards Strategy (TRS) provides competitive total
John Deere’s processes and systems are all designed to
foster aligned high-performance teamwork.
compensation for good company performance. John Deere aims
for upper quartile total compensation for great company performance. In both 2005 and 2006, the company achieved great
performance and paid out at its maximum range for short- term
bonuses (linked to a single year’s performance) and mid-term
bonuses (linked to a rolling four-year cycle to encourage sustained performance). The benefits provided to our employees
are also calculated as part of TRS. In keeping with the laws
specific to each country in which it has operations, John Deere
provides a broad range of highly competitive health and other
insurance benefits as well as retirement funding mechanisms.
• The Global Job Evaluation (GJE) process carefully defines
and evaluates the salary range level of every position in the
company, according to a methodology developed by the Hay
Consulting Group, the world’s leading human resource experts.
Factors affecting the rating a position receives can include
responsibilities, level of strategic contribution, span of control,
budget and management requirements, revenue generation
potential, degree of complexity and sophistication, specialization of skills, educational requirements and experience. GJE positions are supported by development paths that help employees understand how to progress from one level to another to
advance in their careers.
The company has established respectful and inclusive relationships with its wage employees as well, whether they are
represented by unions or works councils or are independent. In
addition to job-training, wage employees learn about our financial and operating metrics and, in most cases, when productivity
targets are met these employees also have the opportunity to
share in the success of the company. Under a process known as
CI, for Continuous Improvement, production employee teams
also set their own goals for quality, efficiency, delivery, and
safety improvements. They then create projects, typically within
their work areas, to reach those goals. In addition, employees
are rewarded for improving productivity.
PERSONAL DEVELOPMENT
In 2005, a new career-development process was introduced to
John Deere’s 16,000 salaried employees in the United States
and Canada that helps employees take ownership of their own
progress. The process identifies “paths,” which if followed, can
build the skills, experience, knowledge and competencies that
could qualify an individual for a specific position. This system
allows employees to own many aspects of their own career
development. Employees also post internal resumes into the
company’s worldwide system so that when job opportunities
occur in the organization, hiring managers can search for individuals with the right skills and experience. Such a system helps
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to ensure that everyone has an equal opportunity to progress
based on their abilities. The process is being expanded to other
countries.
EMPLOYEE NETWORKS
Employees with diverse backgrounds, talents and perspectives are in the best position to help the company understand
customer needs. John Deere supports a range of employee
networks addressing three key factors – business, career and
community. These vital and engaging groups help the company
attract and retain top talent and achieve improved results, and
they have supported their local communities through events
and sponsorships.
• John Deere Learning is a set of “colleges” and course curricula
that support each of the major functions of the company, from
engineering to marketing, manufacturing to finance, and human
resources to supply management. “Learning paths” define and
provide ways for employees to build skills and acquire knowledge and experience.
• Coaching and Mentoring services are available to salaried
employees to enhance individual performance. Individuals are
matched up (coaches and employees or mentors and mentees)
and then helped to create trusting relationships that lead to
improved results. Employees report that through coaching or
Networks located around the world bring together people with
shared interests, gender, ethnicity, skills or specialization in order to welcome new employees, sponsor professional and technical forums, encourage a broad understanding of corporate
goals, participate in community outreach programs and plan
and implement social, cultural and educational events. In 2006,
new networks were founded in Spain, Germany, Finland and
Brazil. This past year, Minority Engineer magazine ranked John
Deere eighth in its listing of the top 50 companies for minority
workers; the ranking is up from 40th place in 2005.
Employee networks currently include:
• African-American: An inclusive group dedicated to developing the skill sets of its members to lead, assist and excel professionally and to help improve recruitment and retention through
personal relationships. This network accomplishes its objectives through the creation of a collaborative environment. In
2006, this network was responsible for securing $1.6 million
in new sales through relationships developed with the National
Conference of Black Mayors.
• Asian/Pacific Islander or LOTUS: (Lead, Organize, Teach,
Unite and Support.) This group aims to promote an inclusive,
collaborative environment for all employees within John Deere
in order to help them accomplish outstanding business results.
This group leads, assists and supports the company’s efforts to
employ, develop and retain Asian/Pacific Islanders.
Rigorous and comprehensive training and education programs
help John Deere employees reach high performance levels.
• Hispanic: This group works to improve and enrich employees’ professional performance and involvement in the community, as well as to improve communication among members.
The group’s vision is unity within John Deere; its mission is to
lead, assist and support the company’s effort to employ develop
and retain Hispanics in the workforce.
mentoring, they have been able to get started in a new position
effectively, handle difficult situations, manage complex projects, deal with stress, become a better supervisor or manager,
get organized or prioritize efficiently, and even overcome
personal limitations.
• Advanced education at community colleges, technical institutions and universities is supported by the company when such
study helps employees develop skills, knowledge and competencies important to the company. John Deere provides tuition
reimbursement and assistance for associate, technical, four-year
and graduate degrees as appropriate.
• Multicultural: These networks bring together employees
from a variety of racial and ethnic backgrounds to promote understanding, create an inclusive and collaborative environment
and foster personal and professional development.
• New employees or NEON: (New Employee Organizational
Network.) This network welcomes new employees or those
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who are early in their careers, with the aim of helping them acclimate to the company, build networks and socialize.
ways easy (especially for those who are traveling or as we near
production deadlines), it is important.
• Women REACH: (Relating, Enriching, Achieving, Challenging and Helping.) This network has regular meetings, forums,
educational events and conferences to help women share, grow,
and build professional relationships. The aim of this group is to
help female employees reach their full potential.
We know our employees are committed to getting their jobs
done well and we understand the need to be flexible. Not only
does making time for family and personal interests make for
more well-rounded individuals, it also makes for more productive employees. John Deere management understands that
people need to let their minds take time off from work in order
that they return refreshed and ready to go.
WORK-LIFE BALANCE
We believe John Deere has among the best working environments in the corporate world. We offer our employees a
number of options to suit their needs, from flexible schedules
to telecommuting to job sharing. While we do not offer on-site
daycare, we subsidize daycare facilities in a number of our communities so that employees have viable options. Additionally,
some of our larger facilities have fitness centers on site. We
provide access to other services to save employees time, such
as a credit union, barbershop and dry cleaning. We also have a
deep commitment to our local communities, which often translates into interesting and rewarding volunteering experiences
– many of which can involve family members and friends.
In any growing and high-performing company, employees will
have peaks in their workloads. However, most employees at
John Deere are able to maintain reasonable schedules much of
the time. We believe employees need to make time for their
families and their personal interests. Although that is not al
High-performance teamwork is a vital part of John Deere’s
strategy for growing a business as great as our products.
A team of employees at John Deere’s Davenport, Iowa, factory
celebrated production of the first articulated dump trucks under a
strategic alliance with South Africa’s Bell Equipment Limited.
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OUR SUPPLIERS AND DEALERS
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MONITORING ENVIRONMENTAL RISKS
VALUES ACROSS BORDERS
John Deere does more than require compliance with the Supplier Code of Conduct. The company also closely evaluates
potential suppliers who provide services that might carry a
higher-than-normal environmental risk. In those cases, John
Deere environmental and supply management experts conduct
an on-site environmental evaluation to assess the potential
supplier’s past site history and environmental performance.
Among the processes and policies reviewed are the supplier’s:
John Deere’s commitment to integrity and social responsibility extends into businesses and communities around the world
through its diverse and worldwide supply base and its unparalleled dealer network.
JOHN DEERE SUPPLIER CODE OF CONDUCT
To ensure that suppliers conduct business with integrity and in
a socially and environmentally responsible manner, all of John
Deere’s suppliers are expected to abide by the John Deere Supplier Code of Conduct.
• operational controls;
Under the Supplier Code of Conduct, suppliers:
• water pollution controls;
• may not offer gifts, even of nominal value, to John Deere or
its employees;
• solid and hazardous waste management; and
• may not offer gifts to government agencies, or bribes, kickbacks, or other payments to gain business advantages;
In addition, because John Deere prohibits the use of certain
chemical compounds in its products and processes, all
John Deere suppliers are expected to exclude these substances
from materials and products they provide to the company.
• environmental management system;
• air pollution controls;
• spill control and emergency planning.
• are expected to comply with applicable local child labor laws
and employ only workers who meet legal age requirements
for their locations;
Even when a supplier meets all the requirements, certain “environmental flags” can trigger a focused review. If the review indicates the need, an environmental re-inspection of the supplier
is undertaken. Among environmental flags are changes observed on a supplier’s property, such as stockpiling of waste,
evidence of chemical spillage on floors and roof surfaces, and
housekeeping problems. Regulatory activities, significant
events such as fires, or changes in facility water treatment capabilities, or changes in management or ownership also call for
re-inspections.
• must not engage in or support the use of forced or involuntary
labor;
• are expected to comply with all applicable local laws concerning discrimination in hiring and employment practices;
• are expected to conduct their operations in a way that protects
the environment and to comply with all applicable environmental laws and regulations in the countries in which they
operate; and
• are expected to provide safe working environments that support accident prevention and minimize exposure to health
risks and to comply with all applicable safety and health laws
and regulations in the countries in which they operate.
SUPPLIER SUPPORT AND DIVERSITY
John Deere recognizes that a sustainable business relies on
strong, competent suppliers and a supply base that mirrors the
diversity of its customers worldwide. In that regard, John Deere
maintains programs to find, qualify, and help develop capable
small and diverse suppliers.
Besides adhering to the code of conduct, suppliers are expected
to be familiar with the business practices of their own suppliers
and sub-contractors and ensure that they, too, operate within
the guidelines of the code. John Deere provides a reporting
process through which suppliers or their employees can anonymously report potential violations of the code of conduct.
Since 1980, John Deere’s supplier diversity program has been
an integral part of our business. The company seeks out capable
suppliers through a supplier diversity Web site, supplier fairs
and other research by corporate and factory-based supplier
diversity coordinators. Through its supplier development function, the company’s engineers routinely work with suppliers to
help them improve manufacturing processes to reduce waste
and costs.
Engine assembly, like that at John Deere’s Torreón, Mexico,
factory, left, relies on high-quality suppliers as well as highly
skilled employees.
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JOHN DEERE DEALERS
to crises. John Deere dealers and territory managers were
among the first to enter New Orleans following the devastating storm surge that hit the coast along with Hurricane Katrina.
Dealer employees from nearby cities provided assistance while
assessing equipment needs, and worked to get John Deere-donated equipment into the hands of police departments in Kenner, Louisiana, and New Orleans. John Deere equipment was
also presented to the Orleans Levee District, Plaquemines and
St. Bernard parishes, and disaster response agencies.
For most customers, John Deere dealers are the face of the company, even though dealers are, in fact, independent businesses.
Our dealers accept responsibility for promoting the John Deere
line in their territories and enhancing John Deere’s reputation
with their customers. Our dealers are commonly leaders in the
communities where they do business.
To become a John Deere dealer one must be of good character,
have the capability to manage and run a business, and command sufficient creditworthiness to ensure sustained successful
operations.
John Deere distributes information on how to become a dealer
so that the company can attract high-caliber, qualified candidates with diverse backgrounds. For Deere’s three equipment
divisions in the United States, for example, more than 220
dealers are members of minority groups – African-American,
American Indian, Asian, and Hispanic, or are owned by women.
Through its training materials and guidelines, John Deere works
to help dealers operate safe and environmentally sound dealerships. Training is available to dealer employees through
John Deere University courses, both classroom and online,
on topics such as chemical management, including the use of
refrigerants, used oil, and other potentially hazardous material.
Spill prevention and control, waste management planning, and
workplace and customer safety training are also made available
and promoted to dealers.
John Deere dealership employees work to keep John Deere
machines productive and safe for customers.
Training is also undertaken at product introductions, such as the
one in Warsaw, Poland, in 2006, which attracted about 3,700
people from John Deere dealerships in Europe, Africa and the
Middle East.
Deere’s independent dealers are often significant businesses in
their trade areas, providing economic opportunities for residents. This is especially true in growing markets such as Russia
where John Deere is expanding its dealer networks.
In developed markets, John Deere dealerships have always
been important to local economies. John Deere agricultural
equipment dealers in the United States, as an example, hold
more than $4 billion in assets, generate more than $14 billion
in revenues, and employ nearly 32,500 workers. They spend
more than $65 million in advertising, sales promotion and
professional services and more than $15.6 million on employee
training annually.
As community leaders, dealers commonly support local charities and events, sometimes by lending equipment as well as
through direct monetary donations.
Dealers are the face of John Deere in their communities, helping
show the company’s concern for customer satisfaction and safety.
As important, John Deere dealers are known for their response
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OUR PHILANTHROPY
VALUES IN THE COMMUNITY
John Deere’s values – integrity, quality, commitment, and innovation – are demonstrated daily, not only in the company’s
business dealings, but also in the many ways it contributes to
communities and causes around the world where John Deere
employees and their families live and work.
Besides its formal structures and contributions program, the
company encourages its employees around the world to contribute their time and talents in helping to improve the conditions of their communities. Such volunteerism is considered an
integral part of employment with John Deere, and the company’s support of such efforts is seen by employees as a benefit.
The company’s philanthropic structures include the John Deere
Foundation, the John Deere Foundation of Canada, the European John Deere Goodwill Fund, and Fundaçaõ John Deere in
Brazil. Through these entities, the company partners with public
and private organizations to improve communities and provide
active leadership in growth and development initiatives.
John Deere supports a variety of educational programs, such
as volunteer classroom instructors for Junior
Achievement and partnering with SECME, Inc. to help interest minority students in technical and engineering careers.
Photo courtesy JA Worldwide and StretchPhotography.com
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SUSTAINED GIVING
THROUGH THE JOHN DEERE FOUNDATION
lift 400,000 more people out of poverty. Although KickStart
sells the pumps, such grants are essential to defray the costs
of marketing necessary to get the pumps into farmers’ hands
at a price they can afford and providing training in the use and
maintenance of the pumps.
Philanthropic efforts must be sustained to be effective in bettering communities and society in general. The work of the
John Deere Foundation is one way the company’s philanthropy
is able to have lasting effects. The foundation was established in
1948 and, since its inception, has invested millions of dollars to
support education, human services, community development,
and arts and culture.
GROWTH PLANS
The John Deere Foundation has doubled its annual giving over
the past three years and anticipates awarding grants and gifts totaling $12 million in 2007. The foundation is currently funded
by annual contributions from John Deere, but plans are under
way to create an endowment fund by 2037, the company’s
200th anniversary.
The foundation expanded its scope globally in 2005, and added
Solutions for World Hunger as a fifth category of giving. As
part of that expansion, the foundation established relationships
with KickStart, the Food Resources Bank, the World Food Prize,
and the Wheaton (Illinois) College Human Needs and Global
Resources Program.
Guiding the work of the John Deere Foundation is a board of
directors that meets regularly to review funding requests. The
board bases its funding decisions on its categories of giving,
the availability of funds, the expected success of a requestor’s
program, the program’s effect upon John Deere employees, and
the demonstrated level of community support.
FOUNDATION GIVES $3 MILLION TO KICKSTART
KickStart, a non-profit organization that helps farmers in Kenya,
Tanzania, and Mali get out of poverty, is a major foundation
partner.
EDUCATION SUPPORT: A JOHN DEERE TRADITION
KickStart develops and sells low-cost equipment such as
simple irrigation pumps to subsistence farmers, many of whom
struggle to cultivate tiny parcels of land. This small investment
often means the difference between barely growing enough to
feed a family and growing enough to operate a profitable commercial farm.
Education is the key to success, both for individuals and organizations. John Deere is committed to improving education for
students from pre-elementary through college, helping to create a vital and diverse workforce for the future.
John Deere’s support benefits a wide variety of programs, from
Junior Achievement, FFA and the National 4-H Council to colleges and universities around the world.
Based on sophisticated impact monitoring, KickStart reports
that 85 percent of the farmers who invest in a KickStart treadle
pump for small-field crop irrigation see their net incomes rise
from $100 to $1,000 in the first year of using the pump. The
additional income also boosts village economies as farmers
spend money on health care, education and other goods.
Through partnerships with organizations such as SECME, Inc.,
(formerly the Southeastern Coalition for Minorities in Engineering), which seeks to interest minority students in technical
and engineering careers, and INROADS, a program that places
students into internships, John Deere encourages students of all
backgrounds to explore the possibilities of a technical career.
Farmers using KickStart equipment, ranging from the pumps
to an oilseed press and a simple machine to make blocks for
building, have had enough success to account for a measurable
impact on their countries’ economies. As of late 2006, KickStart had helped more than 47,000 families (about 240,000
people) start profitable commercial farm businesses.
The European Goodwill Fund supports educational projects
such as the donation of the “Young Scholar Award” of the
Mannheim Center of European Economic Sciences, and the
Heidelberg Center of American Studies spring academy, where
20 young scientists from all over the world spend a week in
Heidelberg discussing their Masters or Ph.D. theses on issues
related to American studies.
A three-year, $3 million grant from the John Deere Foundation
is helping KickStart expand its program into three more African
countries with a goal of selling 125,000 pumps and helping to
In Brazil, Fundaçaõ John Deere sponsored the publication of
the book Balaio de Idéias, or Basket of Ideas, which educates
children about environmental protection and issues related to
climate, geography, and history. The government of São Paulo
State printed 2500 additional copies of the educational book to
distribute to public schools after an initial 3000 were printed.
The majority of farmers who invest in the KickStart pump
see their net income rise from $100 to $1000 in the first
year of using the pump.
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CIVIC BETTERMENT FOR ORGANIC GROWTH
The historic Lanz Chapel in Mannheim, Germany, today serves
as a community meeting hall, after being reconstructed in part,
through a contribution from the John Deere Foundation. The chapel was originally built in 1907 next to the Heinrich Lanz agricultural equipment facility, Deere’s industrial predecessor in Mannheim.
The foundation’s support of community development is important for organic growth. In 2006, the foundation approved a
$500,000 grant to the Greater Cedar Valley Alliance to support
economic development in Waterloo, Iowa, where a major
John Deere factory is located. Another example is the
$100,000 grant to the Illinois Quad Cities Chamber of
Commerce, which serves Moline, Illinois, where John Deere’s
Worldwide Headquarters and other facilities are located, to
support the chamber’s five-year development plan. Civic betterment through the John Deere Foundation is often inspired
and supported by senior John Deere officers and managers who
are involved in many community projects.
Foundation contributed $500,000 to the Central America and
Mexico Hurricane Relief, or CAMHR organization. The foundation also contributed $50,000 to the Southeast Asia Earthquake
Relief Fund (SAERF) for relief and reconstruction efforts in
Pakistan.
John Deere responded to the December 2004 Indonesian tsunami in 2005 and the August 2005 Hurricane Katrina through
its partnership with the Red Cross of America. Besides donating
$1 million to the relief funds, the company matched its employees’ donations to the Red Cross for Hurricane Katrina relief
efforts.
DISASTER RESPONSE:
A STRATEGY FOR HELPING THOSE IN NEED
John Deere has a long history of supporting people in need. In
2006, Deere & Company Chairman and CEO Bob Lane was
one of four prominent business leaders identified by the Bush
Administration to lead fund-raising efforts in response to disasters in Central America and Mexico. In addition, the John Deere
Donating equipment is also an important part of John Deere’s
support of disaster relief. While cash donations are vital,
John Deere equipment makes long-lasting impacts in disaster
recovery and reconstruction. (Some $500,000 of equipment
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was donated in 2005 in support of hurricane recovery efforts.)
Proficiency Award, the Farm Business Management Career
Development Event and the PAS Ornamental Horticulture
Specialist Award.
In 2006 John Deere developed a disaster plan that would
provide the foundation with a consistent approach and hasten
response to future disasters. Part of the plan included setting
aside $1 million for disaster relief as part of the foundation’s
regular giving every year.
The U.S. Jaycees Outstanding Young Farmers has been sponsored by John Deere for over 30 years. The program recognizes
some of the most prominent young farmers in the United States
each year. The purpose of the program is to foster better urban
and rural relations, and show appreciation to young farmers for
their contributions and achievements in their profession and
their communities.
DEERE GIVES BIG TO UNITED WAY
The United Way is a top charity for John Deere and its employees. The company and its employees across the United States
contribute every year to United Way through campaigns at John
Deere facilities. John Deere supports United Way in other ways,
too, through company grants, employee participation, and
loaned executives.
JOHN DEERE VITAL TO ITS COMMUNITIES
In addition to grants made by the John Deere Foundation,
support for a variety of organizations and activities is provided
through other corporate gifts and grants from subsidiary and
division operating units around the world.
JOHN DEERE SPONSORSHIPS
BUILD CLOSE RELATIONSHIPS
JOHN DEERE AND THE ARTS
John Deere’s national sponsored program provides financial
support to selected national non-profit organizations or events
which will benefit or promote the company and its products.
John Deere has built long-standing relationships with many
organizations through corporate sponsorships, such as National
FFA, the Society of Hispanic Professional Engineers, the National 4-H Council, the U.S. Jaycees Outstanding Young Farmer
program, Skills U.S.A., and Minorities in Agriculture, National
Resources and other Related Sciences, or MANRRS.
As part of its commitment to community betterment, John
Deere has supported arts and cultural venues for many years.
The company’s long-standing commitment to arts and culture was formally recognized in 2005 when John Deere was
selected as one of the “Ten Best Companies Supporting the Arts
in America.” Presented by the Business Committee for the Arts,
the award acknowledges companies for “exceptional involvement with the arts that enrich the workplace, education and the
community.” The organization cited the company’s ongoing
support for museums, galleries, symphonies, concert series and
other organizations that actively promote the arts and cultural
education in many forums.
John Deere is one of the largest and longest continuous sponsors of National FFA, supporting the organization for over 60
years. The company sponsors National FFA programs including
LifeKnowledge, Collegiate Team Ag Education, the Turfgrass
Management Proficiency Award, the Forest Management
*OHN$EERE&OUNDATION#ONTRIBUTIONS
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#OMMUNITY$EVELOPMENT
%DUCATION
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