schedule 14ad18rn0p25nwr6d.cloudfront.net/cik-0000315189/0585...bmgi 43 2016 dipak c. jain director,...

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UNITED STATES SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

SCHEDULE 14A

Proxy Statement Pursuant to Section 14(a) of the Securities Exchange Act of 1934 (Amendment No. )

Filed by the Registrant [X]Filed by a Party other than the Registrant [ ] Check the appropriate box: [ ] Preliminary Proxy Statement[ ] Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2))[X] Definitive Proxy Statement[ ] Definitive Additional Materials[ ] Soliciting Material Pursuant to §240.14a-12

Deere and Company (Name of Registrant as Specified In Its Charter)

(Name of Person(s) Filing Proxy Statement, if other than the Registrant)

Payment of Filing Fee (Check the appropriate box):[X] No fee required.[ ] Fee computed on table below per Exchange Act Rules 14a-6(i)(1) and 0-11.

1)

Title of each class of securities to which transaction applies:

2) Aggregate number of securities to which transaction applies:

3) Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is

calculated and state how it was determined):

4) Proposed maximum aggregate value of transaction:

5) Total fee paid:

[ ] Fee paid previously with preliminary materials.

[ ] Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paidpreviously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing.

1) Amount Previously Paid:

2) Form, Schedule or Registration Statement No.:

3) Filing Party:

4) Date Filed:

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Notice of 2017 Annual Meeting and Proxy Statement

Deere & Company World Headquarters Moline, Illinois February 22, 2017

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Whoweare

John Deere is a world leader in providing advanced products and servicesand is committed to the success of customers whose work is linked to theland — those who cultivate, harvest, transform, enrich, and build upon theland to meet the world’s dramatically increasing need for food, fuel, shelter,and infrastructure.

OUR COMMITMENT

Wearecommittedtothoselinkedtotheland.Webelievethatbyservingthemwesupportimprovingthequalityoflifeforpeoplearoundtheworld.Throughtheexcellenceofourproductsandservices,wehelpourcustomersmeettwoofthebiggestchallengesintheworld:feedingapopulationgrowinginsizeandaffluenceanddevelopingtheinfrastructurerequiredtosupportgrowingurbanization.

JohnDeere,withagriculturalandconstructionequipmentbusinesses,isuniquelypositionedtohelpourcustomersmeetthosechallenges.

OURCOREVALUES

Inconductingourbusiness,weareguidedbyfourcorevaluesthatcompanyfounderJohnDeerewasknownfor—integrity,quality,commitment,andinnovation.

Weapplythosevaluesincreatingourproductsandservices,maintainingourrelationships,andoperatingourfactories.

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January13,2017

DEAR FELLOW STOCKHOLDERS,

OnbehalfoftheBoardofDirectorsandtheseniormanagementteam,wecordiallyinviteyoutoattendDeere&Company’sAnnualMeetingofStockholders,whichwillbeheldonWednesday,February22,2017,at10:00a.m.CentralStandardTimeatDeere&CompanyWorldHeadquarters,OneJohnDeerePlace,Moline,Illinois,61265.

Atthismeeting,youwillhaveachancetovoteonthematterssetforthintheaccompanyingNoticeofAnnualMeetingandProxyStatement,andwewillshareareportonouroperations.

Yourvoteisimportant.EvenifyouplantoattendtheAnnualMeeting,pleasevotebyinternet,telephone,ormailassoonaspossibletoensureyourvoteisrecordedpromptly.TheinstructionssetforthintheProxyStatementandontheproxycardexplainhowtovoteyourshares.

OnbehalfoftheBoardofDirectors,thankyouforyourongoingsupportofDeere&Company.

Sincerely,

Samuel R. Allen

Vance D. CoffmanChairmanandCEO PresidingDirector

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Noticeof2017AnnualMeeting

ofStockholders

Your opinion is very important. Please vote on the matters described in theaccompanying Proxy Statement as soon as possible, even if you plan to attend theAnnual Meeting. You can find voting instructions on page 82.

InadditiontotheProxyStatement,wearealsosendingyouourAnnualReport,whichincludesourfiscal2016financialstatements.Ifyouwishtoreceivefutureproxystatementsandannualreportselectronicallyratherthanreceivingpapercopiesinthemail,pleaseturntothesectionentitled“ElectronicDeliveryofProxyStatementandAnnualReport”onpage85forinstructions.

DATE Wednesday,February22,2017

TIME

10a.m.CentralStandardTime

PLACE

Deere & Company World Headquarters OneJohnDeerePlace

Moline,Illinois61265

At the 2017 Annual Meeting of Stockholders (the “Annual Meeting”), stockholders will beasked to:1. Electthetwelvedirectornomineesnamed

intheProxyStatement(seepage7). 2. ApprovethecompensationofDeere’s

namedexecutivesonanadvisorybasis(“say-on-pay”)(seepage27).

3. Vote,onanadvisorybasis,onthefrequencyoffutureadvisoryvotesregardingDeere’sexecutivecompensation(seepage76).

4. RatifytheappointmentofDeloitte&ToucheLLPasDeere’sindependentregisteredpublicaccountingfirmforfiscal2017(seepage77).

5. Voteonthestockholderproposal,ifproperlypresentedatthemeeting(seepages80).

6. Consideranyotherbusinessproperlybroughtbeforethemeeting.

PLEASE VOTE YOUR SHARES IfyouwereaDeerestockholderofrecordatthecloseofbusinessonDecember30,2016,weencourageyoutovotepromptlyinoneofthefollowingways:

BY TELEPHONE IntheU.S.orCanada,youcanvoteyoursharesbycalling1-800-690-6903.

BY INTERNET Youcanvoteyoursharesonlineatwww.proxyvote.com.Youwillneedthe16-digitcontrolnumberontheNoticeofInternetAvailabilityorproxycard.

IMPORTANT NOTICE REGARDING THE AVAILABILITY OF PROXY MATERIALS FOR THE STOCKHOLDER MEETING TO BE HELD ON FEBRUARY 22, 2017: The

ProxyStatementandAnnualReport

areavailableonourwebsiteatwww.

deere.com/stock.

BY MAIL Youcanvotebymailbymarking,dating,andsigningyourproxycardorvotinginstructionformandreturningitinthepostage-paidenvelope.

IN PERSON Youcanvoteinpersonattheannualmeeting.Seepage84forinformationonhowtopre-register.

OnbehalfoftheBoardofDirectors,Ithankyouforexercisingyourrighttovoteyourshares. FortheBoardofDirectors,

Todd E. Davies, CorporateSecretary

Moline,Illinois,January13,2017

Proxy Summary 2

Proxy Summary Election of Directors 7 Item 1 — Election of Directors15 Corporate Governance21 Compensation of Directors23 Security Ownership of Certain Beneficial Owners

and Management26 Review and Approval of Related Person

Transactions26 Section 16(a) Beneficial Ownership

Reporting Compliance Advisory Vote on Executive Compensation 27 Item 2 — Advisory Vote on Executive

Compensation28 Compensation Discussion & Analysis

29

Executive Summary33 2016 Compensation Overview35 Compensation Methodology and Process39 Direct Compensation Elements56 Indirect Compensation Elements58 Risk Assessment of Compensation Policies

and Practices59 Compensation Committee Report60 Executive Compensation Tables75 Equity Compensation Plan Information

Advisory Vote on Frequency of Future AdvisoryVotes on Executive Compensation 76 Item 3 — Advisory Vote on Frequency of Future

Advisory Votes on Executive Compensation Ratification of Independent Registered PublicAccounting Firm 77 Item 4 — Ratification of Independent Registered

Public Accounting Firm79 Audit Review Committee Report Stockholder Proposals 80 Items 5 — Stockholder Proposal Additional Information 82 Voting and Meeting Information85 Annual Report85 Householding Information85 Electronic Delivery of Proxy Statement and

Annual Report86 Information not Incorporated into this Proxy

Statement86 Other Matters86 2018 Stockholder Proposals and Nominations87 Cost of Solicitation Appendices 88 Appendix A — Director Independence Categorical

Standards of Deere & Company CorporateGovernance Policies

90 Appendix B — Deere & Company Reconciliationof Non-GAAP Measures

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TableofContentsThis Proxy Statement is issued in connection with the solicitation of proxies by the Board of Directors of Deere & Company for use atthe Annual Meeting and at any adjournment or postponement thereof. On or about January 13, 2017, we will begin distributing print orelectronic materials regarding the Annual Meeting to each stockholder entitled to vote at the meeting. Shares represented by a properlyexecuted proxy will be voted in accordance with instructions provided by the stockholder.

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DEERE & COMPANY

2017PROXYSTATEMENT

ProxySummaryThissummaryhighlightsselectedinformationcontainedinthisProxyStatement,butitdoesnotcontainalltheinformationyoushouldconsider.WeurgeyoutoreadthewholeProxyStatementbeforeyouvote.YoualsomaywishtoreviewDeere’sAnnualReportonForm10-KforthefiscalyearendedOctober31,2016.

Meeting Agenda and Voting RecommendationsItem Voting Standard Vote Recommendation Page Reference 1. Annual election ofdirectors

Majorityofvotescast FOR eachnominee

7

2. Advisory vote onexecutivecompensation

Majorityofvotespresent

inpersonorbyproxy

FOR 27

3. Advisory vote onfrequency of futureadvisory votes onexecutivecompensation


inpersonorbyproxy

FOR afrequency

of1YEAR

76

4. Ratification ofindependentregistered publicaccounting firm


inpersonorbyproxy

FOR 77to79

5. Stockholderproposal


inpersonorbyproxy

AGAINST theproposal

80to81

Director Nominees EverymemberofourBoardofDirectorsiselectedannually.Youarebeingaskedtovoteontheelectionofthesetwelvenominees,allofwhomcurrentlyserveasdirectors.

All directors other than Samuel R. Allen are INDEPENDENT.

Committee Memberships

Name

Age

Director Since

Executive

Audit Review

Compensation

Corporate Governance

Finance

Samuel R. Allen ChairmanandCEO,Deere&Company

63 2009 CHAIR

Crandall C.Bowles ChairmanEmeritus,TheSpringsCompany

69 1990–1994,

since1999

■ ■ CHAIR

Vance D.Coffman RetiredChairman,LockheedMartin

72 2004 ■ CHAIR ■

Alan C.Heuberger SeniorManager,BMGI

43 2016 ■ ■

Dipak C. Jain Director,SasinGraduateInstituteofBusiness

Administration

59 2002 ■ ■

Michael O.Johanns RetiredUnitedStatesSenatorfromNebraska

66 2015 ■ ■

Clayton M. JonesRetiredChairman,RockwellCollins

67 2007 ■ ■

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Brian M.Krzanich CEO,Intel

56 2016 ■ ■

Gregory R. Page RetiredExecutiveDirector,ChairmanandCEO,Cargill

65 2013 ■ ■ CHAIR

Sherry M. Smith FormerExecutiveVPandCFO,Supervalu

55 2011 ■ CHAIR ■

Dmitri L.Stockton SpecialAdvisortoChairmanandSeniorVP,GEand

Chairman,President,andCEO,GEAssetManagement

52 2015

■ ■

Sheila G. Talton PresidentandCEO,GrayMatterAnalytics

64 2015 ■ ■

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Proxy Summary Governance and Compensation Changes

Annual Meeting of StockholdersYouareentitledtovoteatthemeetingifyouwereaholderofrecordofourcommonstockatthecloseofbusinessonDecember30,2016.Pleaseseepage82forinstructionsonhowtovoteyoursharesandotherimportantannualmeetinginformation.Ifyouwishtoattendthemeetinginperson,weencourageyoutoregisteronorpriortoTuesday,February21,2017,inordertoobtainanadmissionticket.Seepage84foradditionalinstructions.

Governance and Compensation Changes Onethingwehavelearnedduringournearly180-yearhistoryistheimportanceofchange,whichiswhyweregularlyassesswhatwedotodeterminehowwecanadaptandimprove.Thisapproachappliestoourcorporategovernanceandcompensationplansasmuchasitdoestoourmanufacturingprocessesandproductinnovation.Hereisasummaryofthechangeswehavemadesinceourlastannualmeeting.

CORPORATE GOVERNANCE COMPENSATION

Priorto2015,wehadreceivedstrongstockholdersupportonthe“say-on-pay”advisoryvote,averagingmorethan90%approvalfrom2011through2015.Lastyear,approximately61%(71%excludingabstentions)ofourstockholdersvotedinfavorofourexecutivecompensationprograms.FollowingtheFebruary2016AnnualMeetingofStockholders,weinvitedourtop20stockholderstodiscussspecificgovernanceandcompensationmatterssowecouldunderstandthefactorsthatleadtothedeclineinthesay-on-payvote.TheoutreachtostockholderswasconductedbyDeeremanagement,bothinpersonandbyphone.Wediscussedthemostrecentrevisionstoourcompensationplansandtheproxyaccessby-lawamendmentswith17ofourtop20stockholders,representingabout48%ofourthenoutstandingshares.ThefeedbackfromtheseconversationsregardingcompensationplanswasreportedtotheCompensationCommitteeandconsideredintheirdeliberationsonsubsequentcompensationdecisions.Asaresultofthefeedbackreceivedfromstockholders,weimplementedanumberofchangestoourcompensationprogramtoensurecontinuedfocusonreturningvaluetoourstockholders.SeetheExecutiveSummaryoftheCompensationDiscussion&Analysis(“CD&A”)fordetails.

— Weadoptedaby-lawin2016allowingstockholdersmeetingcertainrequirementstonominatedirectorsandhavesuchnomineesincludedintheproxystatement—commonlyreferredtoas“proxyaccess.”

— Weincreasedtheretirementage

forboardmembersto75toreflectrecentindustrytrendsandtoprovidestabilityinthecompositionofourboard.

Fiscal 2016 Performance Highlights In2016,Deere&Companysalesandearningswereamongthe10bestinitshistory,despitedepressedvolumesduetotheglobalfarmrecessionandweakconstructionequipmentmarkets.NetincomeattributabletoDeere&Companywas$1,524millioncomparedtoearlyfiscal2016guidanceof$1,400million.Adeptexecutionandtheimpactofabroadproductportfolioaidedperformancewhilecontinuingtomakeprogressinestablishingamoreefficientcoststructure,positioningthecompanywellforthefuture.

Formoreinformationregardingourfiscalyear2016financialperformance,pleaseseeourAnnualReport,whichisavailableatwww.proxyvote.com.

Other highlights include: — Equipmentoperationsbenefitedfromimprovedprice

realizationandlowerproductioncosts

— Selling,administrative,andgeneralexpenseswerereducedby$110million

— Companyinvestednearly$1.4billioninresearchanddevelopment

— CompanycompletedstrategicacquisitionofMonosemandsecuredcontrollinginterestinHagieManufacturingCompanytoexpandDeere’sagriculturalproductportfolio

— Deerereturnednearly$1billiontostockholdersintheformofdividendsandsharerepurchases

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Proxy Summary Fiscal 2016 Performance Highlights

NET SALES AND REVENUES (Millions)

NET INCOME (Millions)

EARNINGS PER SHARE (Diluted)

DEERE SHARE PRICE (atOct.31)

Worldwidenetsalesandrevenuesdecreased8%in2016vs.2015.NetsalesforworldwideEquipmentOperationsdeclined9%in2016vs.2015,whichwastwopointslowerthanguidanceprovidedtoinvestorsearlyinfiscal2016.

Netincome*wasdown21%to$1,524million,thoughstillrepresentedthe10thhighesttotalinourhistory.Netincomeexceededguidanceof$1,400milliongiventoinvestorsearlyinfiscal2016.Employeescontrolledcosts(e.g.,reducingselling,administrative,andgeneralcostsbyalmost$100million)yetstillproducedaward-winningadvancedproductsandservicesandinvestedinfuturegrowth.

Earningspersharefell17%vs.2015,lessthanthedeclineinnetincome*,duetofewersharesoutstanding.

Investorsacknowledgedthecompany’sabilitytooperateprofitablydespiteextremelydifficultconditions.SharepriceappreciationplusdividendsgaveDeerestockholdersatotalreturnofabout17%fortheyear,comparedwithagainofabout5%fortheoverallU.S.equitymarket.

*Netincomeattributable

toDeere&Company

CASH FLOW FROM OPERATING ACTIVITIES (Millions) Consolidatedcashflowfrom

operationstotaledahealthy

$3,764million,essentiallythesameas

thepreviousyear.Cashflowfunded

importantprojectsandpaid$761

millionindividendstoourinvestors.

Deerehasraiseditscommonstock

dividend12timessince2004and

overthatperiodhasreturnedmore

thantwo-thirdsofitsconsolidated

operatingcashflowfordividend

paymentsandsharerepurchases

(netofissuances).

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Proxy Summary Fiscal 2016 Performance Highlights

PERFORMANCE IN RECENT DOWNTURNS OurEquipmentOperationsare

affectedbyeconomicfactorssuchas

pricesforcommoditiesandhealth

ofthehousingandinfrastructure

sectors.In2002,weadopteda

strategythatenablesmanagementto

quicklyrespondtochangingbusiness

conditions.Duringthismostrecent

downturnourdecreaseinnetincome

relativetothedecreaseinsalesisless

severethanwehaveexperiencedin

otherrecentcyclicaldownturns.

NET SALES AND EARNINGS PER SHARE (DILUTED)

Since2002,DeerehasmaintainedpositivedilutedEPSperformancedespitedownturnsinnetsales.AsdiscussedintheCD&Aelsewhereinthisproxy,webelieveourcompensationprogramcontributestothesefavorableresultsbyencouragingexecutivestofocusonmetricsthatcreatesustainedvalueforstockholders.

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Proxy Summary Fiscal 2016 Executive Compensation Highlights

Fiscal 2016 Executive Compensation Highlights Ourcompensationprogramsandpracticesaredesignedtocreateincentiveopportunitiesforadvancingourstockholders’long-terminterests.Weusemetricsthatalignwithourbusinessstrategyandmotivateourexecutivestocreatevalueforstockholdersatallpointsinthebusinesscycle.Wehavethreeseparatevariablepaycomponents(describedbelow)–Short-TermIncentive(“STI”),Mid-TermIncentive(“MTI”)andLong-TermIncentive(“LTI”)–whichstimulatecomplementarybehaviors.

This Metric For this type of compensation Contributes to this goalOperating return on operating assets(OROA)* Annualcashbonus

(knownwithinDeereasSTI)

exceptional operating performance forEquipment Operations

Return on equity (ROE)* exceptional operating performance forFinancial Services

Shareholder value added (SVA) Long-termcash

(knownwithinDeereasMTI)

sustainable, profitable growth

Revenue growth Long-termequity

(knownwithinDeereasLTI)

sustainable growth

Total shareholder return (TSR) LTIandMTI

exceptional equity appreciation

*TheEquipmentOperationsOROAcalculationexcludestheassetsfromourcaptivefinancialservices.ROEisbasedsolelyontheFinancialServicessegment.SeeappendixBfordetails.

Forinformationaboutthemetricsweusetomeasurecompensationandtheresultingpayouts,seetheExecutiveSummaryoftheCD&Aonpage29.

Thetablebelowhighlightsthe2016compensationfortheCEOand,onaverage,forthenamedexecutiveofficers(“NEOs”)asdisclosedinthesummarycompensationtableonpage60.Thetablealsoshowshowmuchcompensationwasdeliveredincash(versusequity)andthesignificantportionthatisperformance-based,andthereforeatrisk.

Summary Compensation Table Elements Salary STI MTI

Performance Stock Units

Restricted Stock Units and Stock Options

Retirement and Other

Compensation Total

CEOCompensation $1,500,000 $2,573,063 $1,919,363 $4,156,919 $5,016,272 $3,477,254 $18,642,871

%ofTotal 8% 14% 10% 22% 27% 19% 100%

Cashvs.Equity TotalCash32% TotalEquity49% Other19% 100%

Short-Termvs.Long-Term Short-Term22% Long-Term78% 100%

Fixedvs.PerformanceBased Fixed8% PerformanceBased73% Other19% 100%

Average NEOCompensation $649,384 $757,477 $551,672 $785,432 $947,900 $772,600 $4,464,465

%ofTotal 15% 17% 12% 18% 21% 17% 100%

Cashvs.Equity TotalCash44% TotalEquity39% Other17% 100%

Short-Termvs.Long-Term Short-Term32% Long-Term68% 100%

Fixedvs.PerformanceBased Fixed15% PerformanceBased68% Other17% 100%

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ElectionofDirectors

Item 1 - Election of Directors

How We Identify and Evaluate Director Nominees The Corporate Governance Committee of the Board is responsible for screeningcandidates and recommending director nominees to the full Board. The Board nominatesthe slate of directors for election at each annual meeting of stockholders, and also electsdirectors to fill vacancies or newly-created Board seats.

TheCorporateGovernanceCommitteeconsiderscandidatesrecommendedbystockholders,directors,officers,andthird-partysearchfirms.Ifyouwishtonominateadirector,pleasereviewtheproceduresdescribedunder“2018StockholderProposalsandNominations”onpage86ofthisProxyStatement.TheCorporateGovernanceCommitteeevaluatesallcandidatesinthesamemanner,regardlessofthesourceoftherecommendation.

Deere’sCorporateGovernancePolicies,whicharedescribedinthe“CorporateGovernance”sectionofthisProxyStatement,establishthegeneralcriteriaandframeworkforassessingdirectorcandidates.Inparticular,theCorporateGovernanceCommitteeconsiderseachnominee’sskills,experience,internationalversusdomesticbackground,andage,aswellaslegalandregulatoryrequirementsandtheparticularneedsoftheBoardatthetime.Inaddition,theBoardassessesthediversityofitsmembersandnomineesaspartofanannualperformanceevaluationbyconsidering,amongotherfactors,diversityinexpertise,experience,background,ethnicity,andgender.WebelieveaBoardcomposedofmemberswithcomplementaryskills,qualifications,experiences,andattributesisbestequippedtosatisfyitsresponsibilitieseffectively.

Anydirectorwhoexperiencesamaterialchangeinoccupation,career,orprincipalbusinessactivity,includingretirement,musttenderaresignationfromtheBoard.UponrecommendationfromtheCorporateGovernanceCommittee,theBoardmaydeclinetoacceptanysuchresignation.DirectorsmustretirefromtheBoarduponthefirstannualmeetingofstockholdersafterreachingtheageof75,exceptasapprovedbytheBoardunderrarecircumstances.

Director Nominees TheCorporateGovernanceCommitteehasrecommended,andtheBoardhasnominated,eachofSamuelR.Allen,CrandallC.Bowles,VanceD.Coffman,AlanC.Heuberger,DipakC.Jain,MichaelO.Johanns,ClaytonM.Jones,BrianM.Krzanich,GregoryR.Page,SherryM.Smith,DmitriL.Stockton,andSheilaG.Taltontobeelectedfortermsexpiringattheannualmeetingin2018.AllofthenomineesarecurrentmembersoftheBoard,butDeere’sCertificateofIncorporationandgoodgovernancepracticesrequireallmembersoftheBoardtobeelectedannually.

WehaveconfidencethatthistalentedslateofnomineeswillleadDeerecapablyintheyearahead.Wediscussthenominees’professionalbackgroundsandqualificationsintheshortbiographiesthatfollow.

Theboardofdirectorsrecommendsthatyouvote“FOR” alltwelvenominees.

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Election of Directors Item1 – Election of Directors

Board Diversity TheCorporateGovernanceCommitteerecognizesthatourBoardismosteffectivewhenitembodiesadiversesetofviewpointsandpracticalexperiences.Tothatend,theCorporateGovernanceCommitteeconsidershoweachnominee’sparticularbackground,experience,qualifications,attributes,andskillswillcontributetoDeere’ssuccess.Asshownbelow,themembersofourBoardhavearangeofviewpoints,backgrounds,andexpertise.

GENDER

TENURE

BOARD MEMBER SKILLS

Executive Manufacturing International Academic Government Law FinanceRisk

ManagementCorporate Governance

Samuel R. Allen ■ ■ ■Crandall C. Bowles ■ ■ ■ Vance D. Coffman ■ ■ ■ ■Alan C. Heuberger ■ ■ ■Dipak C. Jain ■ ■ ■Michael O. Johanns ■ ■ ■ ■Clayton M. Jones ■ ■ ■ ■Brian M. Krzanich ■ ■ ■Gregory R. Page ■ ■ ■ ■ ■Sherry M. Smith ■ ■Dmitri L. Stockton ■ ■ ■ ■ ■Sheila G. Talton ■ ■ ■ ■

■

AuditcommitteefinancialexpertunderSecuritiesandExchangeCommission(“SEC”)rules

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Election of Directors Item 1 – Election of Directors

Samuel R. Allen Chairman and Chief Executive Officer of Deere

AGE:

63

DIRECTORSINCE:

2009

COMMITTEES:

Executive(Chair)

Current and Past Positions

Positions at Deere:

— ChairmanandChiefExecutiveOfficersinceFebruary2010 — PresidentandChiefExecutiveOfficer—August2009toFebruary2010 — PresidentandChiefOperatingOfficer—June2009toAugust2009 — President,WorldwideConstruction&ForestryDivisionandJohnDeere

PowerSystems—March2005toJune2009 — President,GlobalFinancialServices,JohnDeerePowerSystems,and

CorporateHumanResources—November2003toMarch2005

Other Current Directorships

— WhirlpoolCorporation(since2010)

Key Qualifications, Experiences, and Attributes

InadditiontohisprofessionalbackgroundandpriorDeereBoardexperience,thefollowingqualificationsledtheBoardtoconcludethatMr.AllenshouldserveonDeere’sBoardofDirectors:hisleadershipexperienceasanofficerofDeeresince2001;thebreadthofhismanagementexperienceswithin,andknowledgeof,eachofDeere’smajorglobaloperations;andhissubjectmatterknowledgeintheareasofengineering,manufacturing,andindustrialmanagement.

Crandall C. Bowles Chairman Emeritus of The Springs Company

AGE:

69

DIRECTORFROM:

1990 to 1994and since 1999

COMMITTEES:

CorporateGovernance(Chair),

Compensation,Executive


— ChairmanEmeritusofTheSpringsCompany(assetmanagement)sinceApril2015

— ChairmanofTheSpringsCompany—August2007toApril2015 — ChairmanofSpringsIndustries,Inc.(SpringsWindowFashions)—

January2006toJune2013 — Co-ChairmanandCo-ChiefExecutiveOfficerofSpringsGlobalUS,Inc.

andSpringsGlobalParticipacoesS.A.—January2006toJune2007 — ChairmanandChiefExecutiveOfficerofSpringsIndustries,Inc.—April

1998toJanuary2006


— JPMorganChase&Co.(since2006)

Previous Directorships

— SaraLeeCorporation


InadditiontoherprofessionalbackgroundandpriorDeereBoardexperience,thefollowingqualificationsledtheBoardtoconcludethatMs.BowlesshouldserveonDeere’sBoardofDirectors:herleadershipqualitiesdevelopedfromherserviceasChairmanandChiefExecutiveOfficerofSpringsIndustries;thebreadthofherexperiencesinriskmanagementandotherareasofoversightwhileservingasamemberoftheboardsofdirectorsofotherglobalcorporations;andhersubjectmatterknowledgeintheareasofeconomicsandsalesandmarketingofconsumerproducts.

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Vance D. Coffman Retired Chairman of Lockheed Martin Corporation

AGE:

72

DIRECTORSINCE:

2004

COMMITTEES:

Compensation(Chair),

CorporateGovernance,Executive

PRESIDINGDIRECTORSINCE2016


Positions at Lockheed Martin Corporation (aerospace, defense, andinformation technology):

— Chairman—April1998toApril2005 — ChiefExecutiveOfficer—August1997toAugust2004


— 3MCompany(since2002) — AmgenInc.(since2007)


InadditiontohisprofessionalbackgroundandpriorDeereBoardexperience,thefollowingqualificationsledtheBoardtoconcludethatMr.CoffmanshouldserveonDeere’sBoardofDirectors:hisleadershipqualitiesdevelopedfromhisserviceasChairmanandChiefExecutiveOfficerofLockheedMartin;thebreadthofhisexperiencesincorporategovernanceandotherareasofoversightwhileservingasamemberoftheboardsofdirectorsofotherglobalcorporations;andhissubjectmatterknowledgeintheareasofengineering,manufacturing,andfinance.

Alan C. Heuberger Senior Manager, BMGI

AGE:

43

DIRECTORSINCE:

2016

COMMITTEES:

Audit Review,Finance


Positions at BMGI (private investment management):

— SeniorManagersince2004 — InvestmentAnalyst—1996to2004


— GAMCOInvestors,Inc.


Inadditiontohisprofessionalbackground,thefollowingqualificationsledtheBoardtoconcludethatMr.HeubergershouldserveonDeere’sBoardofDirectors:hisleadershipqualitiesdevelopedfromhisserviceasSeniorManagerofBMGI,thebreadthofhisexperienceingovernance,strategyandotherareasofoversightwhileservingasamemberoftheboardsofdirectorsandadvisorsofvariousassetmanagemententitiesandprivately-heldcorporationsandhissubjectmatterknowledgeintheareasofagricultureindustryinvestments,assetmanagement,finance,andeconomics.

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Dipak C. Jain Director, Sasin Graduate Institute of Business Administration

AGE:

59

DIRECTORSINCE:

2002

COMMITTEES:



— Director,SasinGraduateInstituteofBusinessAdministration(internationalgraduatebusinessschool)sinceAugust2014

— ChairedProfessorofMarketing,INSEAD(internationalgraduate

businessschool)—March2013toAugust2014 — Dean,INSEAD—May2011toMarch2013 — Dean,KelloggSchoolofManagement,NorthwesternUniversity—July

2001toSeptember2009 — AssociateDeanforAcademicAffairs,KelloggSchoolofManagement,

NorthwesternUniversity—1996to2001 — SandyandMortonGoldmanProfessorofEntrepreneurialStudiesand

ProfessorofMarketing,KelloggSchoolofManagement,NorthwesternUniversity—1994to2001andsince2009

OtherCurrentDirectorships

— NorthernTrustCorporation(since2004) — RelianceIndustriesLimited,India(since2005) — GlobalLogisticsPropertiesLimited,Singapore(since2010)


InadditiontohisprofessionalbackgroundandpriorDeereBoardexperience,thefollowingqualificationsledtheBoardtoconcludethatMr.JainshouldserveonDeere’sBoardofDirectors:hisleadershipqualitiesdevelopedfromhisexperienceswhileservingasDirectororDeanatseveralprominentgraduatebusinessschoolsandasaforeignaffairsadvisorforthePrimeMinisterofThailand;thebreadthofhisexperiencesincompensation,corporategovernance,andotherareasofoversightwhileservingasamemberoftheboardsofdirectorsofotherglobalcorporations;andhissubjectmatterknowledgeintheareasofmarketing,globalproductdiffusion,andnewproductforecastinganddevelopment.

Michael O. Johanns Retired United States Senator from Nebraska

AGE:

66

DIRECTORSINCE:

2015

COMMITTEES:

Audit Review,CorporateGovernance


— UnitedStatesSenatorfromNebraska—January2009toJanuary2015 — UnitedStatesSecretaryofAgriculture—January2005toSeptember

2007 — GovernorofNebraska—1999to2005


— BurlingtonCapitalGroup,LLC.(since2016)


InadditiontohisprofessionalbackgroundandpriorDeereBoardexperience,thefollowingqualificationsledtheBoardtoconcludethatMr.JohannsshouldserveonDeere’sBoardofDirectors:hisleadershipqualitiesdevelopedfromhisserviceinstateandfederalgovernment,includingservingasGovernorofNebraska;thebreadthofhisexperiencesinlaw,governance,andotherareasofoversightwhileservingasapartnerofalawfirmandamemberoftheU.S.SenateandvariousSenatecommittees;andhissubjectmatterknowledgeintheareasofagriculture,banking,commerce,andforeigntrade.

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Clayton M. Jones Retired Chairman of Rockwell Collins, Inc.

AGE:

67

DIRECTORSINCE:

2007

COMMITTEES:

Compensation,CorporateGovernance


Positions at Rockwell Collins, Inc. (aviation electronics andcommunications):

— Chairman-July2013toJuly2014 — ChairmanandChiefExecutiveOfficer—September2012toJuly2013 — Chairman,President,andChiefExecutiveOfficer—June2002to

September2012


— CardinalHealth,Inc.(since2012) — MotorolaSolutions,Inc.(since2015)


InadditiontohisprofessionalbackgroundandpriorDeereBoardexperience,thefollowingqualificationsledtheBoardtoconcludethatMr.JonesshouldserveonDeere’sBoardofDirectors:hisleadershipqualitiesdevelopedfromhisserviceasChairmanandChiefExecutiveOfficerofRockwellCollins;thebreadthofhisexperiencesinfinance,compensation,andotherareasofoversightwhileservingasamemberoftheboardsofdirectorsofotherglobalcorporations;andhissubjectmatterknowledgeintheareasofgovernmentaffairsandmarketing.

Brian M. Krzanich Chief Executive Officer of Intel Corporation

AGE:

56

DIRECTORSINCE:

2016

COMMITTEES:

Compensation,CorporateGovernance


Positions at Intel Corporation (advanced integrated digital technologyplatforms):

— ChiefExecutiveOfficersinceMay2013 — ExecutiveVicePresidentandChiefOperatingOfficer—2012toMay

2013 — SeniorVicePresidentandGeneralManagerofManufacturingand

SupplyChain—2010to2012 — VicePresidentandGeneralManagerofWorldwideManufacturingand

Systems—2007to2010


— IntelCorporation(since2013)


InadditiontohisprofessionalbackgroundandpriorDeereBoardexperience,thefollowingqualificationsledtheBoardtoconcludethatMr.KrzanichshouldserveonDeere’sBoardofDirectors:hisleadershipqualitiesdevelopedfromhisserviceasChiefExecutiveOfficerandChiefOperatingOfficerofIntel;thebreadthofhisexperiencesincorporategovernance,strategy,andotherareasofoversightwhileservingasamemberoftheboardsofdirectorsofIntelandtheSemiconductorIndustryAssociation;andhissubjectmatterknowledgeintheareasofmanufacturing,operations,informationtechnology,humanresources,andsupplychainmanagement.

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Gregory R. Page Retired Executive Director of Cargill, Incorporated

AGE:

65

DIRECTORSINCE:

2013

COMMITTEES:

Finance (Chair),Audit Review,Executive


Positions at Cargill, Incorporated (agricultural, food, financial, andindustrial products and services):

— ExecutiveDirector—September2015toAugust2016 — ExecutiveChairman—December2013toSeptember2015 — ChairmanandChiefExecutiveOfficer—2011toDecember2013 — Chairman,ChiefExecutiveOfficer,andPresident—2007to2011 — PresidentandChiefOperatingOfficer—2000to2007


— EatonCorporationplc(since2003) — 3MCompany(since2016)


— Carlson,Inc.

— Cargill,Incorporated

Key Qualifications, Experiences, andAttributes

InadditiontohisprofessionalbackgroundandpriorDeereBoardexperience,thefollowingqualificationsledtheBoardtoconcludethatMr.PageshouldserveonDeere’sBoardofDirectors:hisleadershipqualitiesdevelopedfromhisexperienceswhileservingasChairmanandChiefExecutiveOfficerofCargill;thebreadthofhisexperiencesinauditing,corporategovernance,andotherareasofoversightwhileservingasamemberoftheboardsofdirectorsofotherglobalcorporations;andhissubjectmatterknowledgeintheareasofcommodities,agriculture,operatingprocesses,finance,andeconomics.

Sherry M. Smith Former Executive Vice President and Chief Financial Officer of Supervalu Inc.

AGE:

55

DIRECTORSINCE:

2011

COMMITTEES:

Audit Review(Chair),Finance,Executive


Positions at Supervalu Inc. (retail and wholesale grocery and retailgeneral merchandise products):

— ExecutiveVicePresidentandChiefFinancialOfficer—December2010toAugust2013

— SeniorVicePresident,Finance—2005to2010 — SeniorVicePresident,FinanceandTreasurer—2002to2005


— PiperJaffrayCompanies(since2016) — RealogyHoldingsCorp.(since2014) — TuesdayMorningCorporation(since2014)


InadditiontoherprofessionalbackgroundandpriorDeereBoardexperience,thefollowingqualificationsledtheBoardtoconcludethatMs.SmithshouldserveonDeere’sBoardofDirectors:herleadershipqualitiesdevelopedfromherexperiencewhileservingasaseniorexecutiveandasChiefFinancialOfficerofSupervalu;thebreadthofherexperiencesinauditing,finance,accounting,compensation,strategicplanning,andotherareasofoversightwhileservingasamemberoftheboardsofdirectorsofotherpubliccorporations;herfamilyfarmingbackground;andhersubjectmatterknowledgeintheareasoffinance,accounting,andfoodandsupplychainmanagement.

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Dmitri L. Stockton Special Advisor to Chairman and Senior Vice President of General Electric Company andChairman, President, and Chief Executive Officer of GE Asset Management Incorporated

AGE:

52

DIRECTORSINCE:

2015

COMMITTEES:

Compensation,Finance


— SpecialAdvisortotheChairmanandSeniorVicePresidentofGeneralElectricCompany(powerandwater,aviation,oilandgas,healthcare,appliancesandlighting,energymanagement,transportationandfinancialservices)sinceJuly2016

— Chairman,President,andChiefExecutiveOfficerofGEAsset

ManagementIncorporated(globalinvestments)andSeniorVicePresidentofGeneralElectricCompanysince2011

— PresidentandChiefExecutiveOfficerofGECapitalGlobalBankingand

SeniorVicePresidentofGELondon-2008to2011 — PresidentandChiefExecutiveOfficerofGEConsumerFinance,

Central&EasternEurope-2005to2008


— GEAssetManagementIncorporated — GeneralElectricRSPU.S.EquityFundandGeneralElectricRSP

IncomeFund — ElfunFunds(sixdirectorships) — SynchronyFinancial


InadditiontohisprofessionalbackgroundandpriorDeereBoardexperience,thefollowingqualificationsledtheBoardtoconcludethatMr.StocktonshouldserveonDeere’sBoardofDirectors:hisleadershipqualitiesdevelopedfromhisserviceasChairman,President,andChiefExecutiveOfficerofGEAssetManagementandasaseniorofficerofotherglobaloperations;thebreadthofhisexperiencesinriskmanagement,governance,regulatorycompliance,andotherareasofoversightwhileservingasamemberoftheboardsofdirectorsandtrusteesofglobalassetmanagement,investment,andemployeebenefitentities;andhissubjectmatterknowledgeintheareasoffinance,banking,andassetmanagement.

Sheila G. Talton President and Chief Executive Officer of Gray Matter Analytics

AGE:

64

DIRECTORSINCE:

2015

COMMITTEES:



— PresidentandChiefExecutiveOfficerofGrayMatterAnalytics(dataanalyticsconsultingservicesforfinancialservicesandhealthcareindustries)since2013

— PresidentandChiefExecutiveOfficerofSGTLtd.(strategyand

technologyconsultingservices)—2011to2013 — VicePresidentofCiscoSystems,Inc.(informationtechnologyand

solutions)—2008to2011


— OGEEnergyCorporation(since2013) — WintrustFinancialCorporation(since2012)


— AccoBrandsCorporation

Key Qualifications, Experiences, andAttributes

InadditiontoherprofessionalbackgroundandpriorDeereBoardexperience,thefollowingqualificationsledtheBoardtoconcludethatMs.TaltonshouldserveonDeere’sBoardofDirectors:herleadershipqualitiesdevelopedfromherserviceasPresidentandChiefExecutiveOfficerofGrayMatterAnalyticsandasanofficerofotherglobaltechnologyandconsultingfirms;thebreadthofherexperiencesincompensation,governance,riskmanagement,andotherareasofoversightwhileservingasamemberoftheboardsofdirectorsofotherpubliccorporations;andhersubjectmatterknowledgeintheareasoftechnology,dataanalytics,andglobalstrategies.

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Election of Directors Corporate Governance

CorporateGovernanceCorporate Governance Highlights At Deere, we recognize that good corporate governance contributes to long-term stockholder value. We are committed to soundgovernance practices, including those shown below:

INDEPENDENCE BEST PRACTICES— AllofourdirectornomineesareindependentexceptforourCEO — TheindependentPresidingDirectorhasastrongrolewith

significantgovernanceresponsibilities — AllstandingBoardcommitteesotherthantheExecutive

Committeearecomposedwhollyofindependentdirectors — Independentdirectorsmeetregularlyinexecutivesessionwithout

managementpresent

— Directorsmaynotstandforreelectionaftertheir75thbirthdays,absentBoardapprovalunderrarecircumstances

— Ourrecoupmentpolicyrequiresanexecutivetoreturnany

incentivecompensationfoundtohavebeenawardederroneouslyduetotheaccountingmisconduct

— Directorsandexecutivesaresubjecttostockownership

requirements — Directorsandexecutivesareprohibitedfromhedgingorpledging

theirDeerestock

ACCOUNTABILITY RISK OVERSIGHT— Alldirectorsareelectedannually — Inuncontestedelections,directorsareelectedbymajorityvote — TheBoardandeachBoardcommitteeconductsanannual

performanceself-evaluation — Stockholdershavetheabilitytoincludenomineesinourproxy

statement(so-calledproxyaccessrights)

— TheBoardoverseesDeere’soverallriskmanagementstructure — IndividualBoardcommitteesoverseecertainrisksrelatedtotheir

specificareasofresponsibility — Wehaverobustriskmanagementprocessesacrossthecompany

Our Values AtDeere,ouractionsareguidedbyourcorevaluesofintegrity,quality,commitment,andinnovation.Westrivetoliveuptothesevaluesineverythingwedo—notjustbecauseitisgoodbusiness,butbecauseitistherightthingtodo.Wearecommittedtostrongcorporategovernanceasameansofupholdingthesevaluesandensuringthatweareaccountabletoourstockholders.

Director Independence aTheBoardhasadoptedcategoricalstandards(attachedasAppendixAtothisProxyStatement)thathelpusevaluateeachdirector’sindependence.Specifically,thesestandardsareintendedtoassisttheBoardindeterminingwhethercertainrelationshipsbetweenourdirectorsandDeereoritsaffiliatesare“materialrelationships”forpurposesoftheNewYorkStockExchange(“NYSE”)independencestandards.Thecategoricalstandardsestablishthresholds,shortofwhichanysuchrelationshipsaredeemednottobematerial.Inaddition,eachdirector’sindependenceisevaluatedunderourRelatedPersonTransactionsApprovalPolicy,asdiscussedinthe“ReviewandApprovalofRelatedPersonTransactions”sectionbelow.Deere’sindependencestandardsmeetorexceedtheNYSE’sindependencerequirements.

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InNovember2016,wereviewedtheindependenceofeachthen-sittingdirectorapplyingtheindependencestandardssetforthinourCorporateGovernancePolicies.Thereviewsconsideredrelationshipsandtransactionsbetweeneachdirector(andthedirector’simmediatefamilyandaffiliates)andeachofDeere,Deere’smanagement,andDeere’sindependentregisteredpublicaccountingfirm.Basedonthisreview,theBoardaffirmativelydeterminedatitsregularDecember2016meetingthatnodirectorotherthanMr.AllenhasamaterialrelationshipwithDeereanditsaffiliatesandthateachdirectorotherthanMr.AllenisindependentasdefinedinourCorporateGovernancePoliciesandtheNYSE’slistingstandards.Mr.AllenisnotanindependentdirectorbecauseofhisemploymentrelationshipwithDeere.

Board Leadership Structure TheChairmanoftheBoardalsoservesasDeere’sChiefExecutiveOfficer.TheBoardbelievesthatcombiningtheChairmanandChiefExecutiveOfficerrolesisthemostappropriatestructureforDeereatthistimeforthreereasons:

1.

Thisstructurehasservedourstockholderswellthroughmanyeconomiccycles,businesschallenges,andleadershipsuccessions. 2. TheBoard’sgovernanceprocessespreserveBoardindependencebyensuringdiscussionamongindependentdirectorsandindependent

evaluationofandcommunicationwithmembersofseniormanagement. 3. TheenhancedroleoftheindependentPresidingDirectorprovidesastrongcounterbalancetothecombinedChairmanandChiefExecutive

Officerroles.

Presiding Director VanceD.CoffmanhasservedasourindependentPresidingDirectorsincethe2016annualmeeting.

ThePresidingDirectoriselectedbyamajorityoftheindependentdirectorsuponarecommendationfromtheCorporateGovernanceCommittee.ThePresidingDirectorisappointedforaone-yeartermbeginninguponelectionandexpiringupontheselectionofasuccessor.

TheBoardhasassignedthePresidingDirectorthefollowingdutiesandresponsibilities:

—

PresideatallmeetingsoftheBoardatwhichtheChairmanisnotpresent,includingexecutivesessionsoftheindependentdirectors; — ServeasliaisonbetweentheChairmanandtheindependentdirectors; — InconsultationwiththeChairman,reviewandapprovethescheduleofmeetingsoftheBoard,theproposedagendas,andthematerialstobe

senttotheBoard; — Callmeetingsoftheindependentdirectorswhennecessary;and — RemainavailableforconsultationanddirectcommunicationwithDeere’sstockholders.

TheBoardbelievestheroleofthePresidingDirectorexemplifiesDeere’scontinuingcommitmenttostrongcorporategovernanceandBoardindependence.

Board Meetings UnderDeere’sby-laws,regularmeetingsoftheBoardareheldatleastquarterly.OurtypicalpracticeistoscheduleatleastoneBoardmeetingperyearatacompanylocationotherthanourWorldHeadquarterssodirectorshaveanopportunitytoobservedifferentaspectsofourbusinessfirst-hand.TheBoardmetfivetimesduringfiscal2016.

DirectorsareexpectedtoattendBoardmeetings,meetingsofcommitteesonwhichtheyserve,andstockholdermeetings.Moretothepoint,directorsareexpectedtospendthetimeneededandmeetasfrequentlyasnecessarytoproperlydischargetheirresponsibilities.Duringfiscal2016,allincumbentdirectorsattended75%ormoreofthemeetingsoftheBoardandcommitteesonwhichtheyserved.OverallattendanceatBoardandcommitteemeetingswas100%.AlldirectorstheninofficeattendedtheAnnualMeetingofStockholdersinFebruary2016.

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EachBoardmeetingnormallybeginsorendswithasessionbetweentheCEOandtheindependentdirectors.Thisprovidesaplatformfordiscussionsoutsidethepresenceofthenon-Boardmanagementattendees.Theindependentdirectorsmaymeetinexecutivesession,withouttheCEO,atanytime,butsuchnon-managementexecutivesessionsarescheduled(andtypicallyoccur)ateachregularBoardmeeting.ThePresidingDirectorpresidesovertheseexecutivesessions.

Board Committees TheBoardhasdelegatedsomeofitsauthoritytofivecommittees:theExecutiveCommittee,theAuditReviewCommittee,theCompensationCommittee,theCorporateGovernanceCommittee,andtheFinanceCommittee.TheFinanceCommittee,whichreplacedthePensionPlanOversightCommitteeinFebruary2016,focusesandenhancestheBoard’soversightofDeere’sfinancialaffairs.

Inadditiontocreatinganewcommittee,theBoardapprovedtherotationofcertaindirectors’committeemembershipseffectiveFebruary2016.TheBoardbelievesthatcommitteerotationisgenerallydesirabletoensurethatcommitteesregularlybenefitfromnewperspectives.

EachofourBoardcommitteeshasadoptedacharterthatcomplieswithcurrentNYSErulesrelatingtocorporategovernancematters.Copiesofthecommitteechartersareavailableatwww.deere.com/corpgovandmayalsobeobtaineduponrequesttotheDeere&CompanyStockholderRelationsDepartment.Eachcommittee(otherthantheExecutiveCommittee,whichdidnotmeetin2016andofwhichMr.Allenservesaschair)iscomposedsolelyofindependentdirectors.

ThecommitteestructureandmembershipsdescribedbelowreflectthechangesthatbecameeffectiveinFebruary2016.EverycommitteeotherthantheExecutiveCommitteeregularlyreportsonitsactivitiestothefullBoard.

EXECUTIVE COMMITTEE

2016 meetings: 0 Members: SamuelR.Allen(Chair)

CrandallC.Bowles

VanceD.Coffman

GregoryR.Page

SherryM.Smith

—ActsonmattersrequiringBoardactionbetweenmeetingsofthefullBoard —Hasauthoritytoactoncertainsignificantmatters,limitedbyourby-lawsandapplicablela

w —Allmembers,otherthanMr.Allen,areindependent

AUDIT REVIEW COMMITTEE

2016 meetings: 5 Members: SherryM.Smith(Chair)

AlanC.Heuberger

DipakC.Jain

MichaelO.Johanns

GregoryR.Page

SheilaG.Talton

—Overseestheindependentregisteredpublicaccountingfirm’squalifications,independence,andperformance

—AssiststheBoardinoverseeingtheintegrityofourfinancialstatements,compliancewith

legalrequirements,andtheperformanceofourinternalauditors —Pre-approvesallauditandallowablenon-auditservicesbytheindependentregistered

publicaccountingfirm —Withtheassistanceofmanagement,approvestheselectionoftheindependent

registeredpublicaccountingfirm’sleadengagementpartner —Allmembershavebeendeterminedtobeindependentandfinanciallyliterateunder

currentNYSElistingstandards —TheBoardhasdeterminedthatMs.Smith,Mr.HeubergerandMr.Pageare“audit

committeefinancialexperts”asdefinedbytheSECandthateachhasaccountingorrelatedfinancialmanagementexpertiseasrequiredbyNYSElistingstandards

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COMPENSATION COMMITTEE

2016 meetings: 6 Members: VanceD.Coffman(Chair)

CrandallC.Bowles

ClaytonM.Jones

BrianM.Krzanich

DmitriL.Stockton

—MakesrecommendationstotheBoardregardingincentiveandequity-basedcompensationplans

—Evaluatesandapprovesthecompensationofourexecutiveofficers(exceptforthecompensationofourCEO,whichisapprovedbythefullBoard),includingreviewingandapprovingtheperformancegoalsandobjectivesthatwillaffectthatcompensation

—EvaluatesandapprovescompensationgrantedpursuanttoDeere’sequity-basedandincentivecompensationplans,policies,andprograms

—Retains,oversees,andassessestheindependenceofcompensationconsultantsand

otheradvisors —Overseesourpoliciesonstructuringcompensationprogramsforexecutiveofficersto

preservetaxdeductibility —ReviewsanddiscussestheCD&Awithmanagementanddetermineswhetherto

recommendtotheBoardthattheCD&AbeincludedinourfilingswiththeSEC —AllmembershavebeendeterminedtobeindependentundercurrentNYSElisting

standards,includingthosestandardsapplicablespecificallytocompensationcommitteemembers

CORPORATE GOVERNANCE COMMITTEE

2016 meetings: 4 Members: CrandallC.Bowles(Chair)

VanceD.Coffman

MichaelO.Johanns

ClaytonM.Jones

BrianM.Krzanich

—MonitorscorporategovernancepoliciesandoverseesourCenterforGlobalBusinessConduct

—Reviewsseniormanagementsuccessionplansandidentifiesandrecommendstothe

Boardindividualstobenominatedasdirectors —Makesrecommendationsconcerningthesize,composition,committeestructure,andfees

fortheBoard —ReviewsandreportstotheBoardontheperformanceandeffectivenessoftheBoard —Overseestheevaluationofourmanagement —AllmembershavebeendeterminedtobeindependentundercurrentNYSElisting

standards

FINANCE COMMITTEE

2016 meetings: 3 Members: GregoryR.Page(Chair)

DipakC.Jain

SherryM.Smith

DmitriL.Stockton

SheilaG.Talton

—Reviewsthepolicies,practices,strategies,andrisksrelatingtoDeere’sfinancialaffairs —ExercisesoversightofthebusinessofDeere’sFinancialServicessegment —Formulatesourpensionfundingpolicies —Overseesourpensionplans —AllmembershavebeendeterminedtobeindependentundercurrentNYSElisting

standards

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Board Oversight of Risk Management TheBoardbelievesthatstrongandeffectiveinternalcontrolsandriskmanagementprocessesareessentialforachievinglong-termstockholdervalue.TheBoard,directlyandthroughitscommittees,isresponsibleforoverseeingrisksthatmayaffectDeere.

RISK MANAGEMENT APPROACH Wemaintainastructuredriskmanagementapproachtofacilitateourstrategicbusinessobjectives.Tothatend,weidentifyandcategorizerisks,andthenescalatethemasneeded.OurinternalriskmanagementstructureisadministeredbyaManagementRiskCommitteeconsistingoftheCEOandhisdirectreports.ThiscommitteeprovidesperiodicreportstotheBoardregardingDeere’sriskmanagementprocessesandreviewswiththeBoardhigh-priorityareasofenterpriserisk.

Dedicatedriskmanagementreportstypicallytakeplaceatregularly-scheduledBoardmeetingseachFebruaryandAugust,andriskmanagementtopicsarediscussedasneededatotherBoardandcommitteemeetings.

BOARD AND COMMITTEE RISK OVERSIGHT RESPONSIBILITIES EachBoardcommitteeisresponsibleforoversightofriskcategoriesrelatedtothecommittee’sspecificareaoffocus,whilethefullBoardexercisesultimateresponsibilityforoverseeingtheriskmanagementfunctionasawhole.

TheareasofriskoversightexercisedbytheBoardanditscommitteesareasfollows:

Who is responsible? Primary areas of risk oversightFull Board Overseesoverallriskmanagementfunction,andregularlyreceivesandevaluatesreportsand

presentationsfromthechairsoftheindividualBoardcommitteesonrisk-relatedmattersfallingwithineachcommittee’soversightresponsibilities.

Audit Review Committee Monitorsoperational,strategic,andlegalandregulatoryrisksbyregularlyreviewingreportsandpresentationsgivenbymanagement,includingourSeniorVicePresidentandGeneralCounsel,SeniorVicePresidentandChiefFinancialOfficer,andVicePresident,InternalAudit,aswellasotheroperationalpersonnel.

Regularlyreviewsourriskmanagementpracticesandrisk-relatedpolicies(forexample,Deere’sriskmanagementandinsuranceportfolio,andlegalandregulatoryreviews)andevaluatespotentialrisksrelatedtointernalcontroloverfinancialreporting.

Compensation Committee Monitorspotentialrisksrelatedtothedesignandadministrationofourcompensationplans,policies,andprograms,includingourperformance-basedcompensationprograms,topromoteappropriateincentivesthatdonotencourageexecutiveofficersoremployeestotakeunnecessaryandexcessiverisks.

Corporate Governance Committee Monitorspotentialrisksrelatedtoourgovernancepracticesby,amongotherthings,reviewingsuccessionplansandperformanceevaluationsoftheBoardandCEO,monitoringlegaldevelopmentsandtrendsregardingcorporategovernancepractices,theCodeofBusinessConductandevaluatingpotentialrelatedpersontransactions.

Monitorsrisksrelatingtoenvironmentalfactors,aswellasproductsafetyandothercompliancematters.Finance Committee MonitorsoperationalandstrategicrisksrelatedtoDeere’sfinancialaffairs,includingcapitalstructureand

liquidityrisks,andreviewsthepoliciesandstrategiesformanagingfinancialexposureandcontingentliabilities.

MonitorspotentialrisksrelatedtofundingourU.S.qualifiedpensionplans(otherthanthedefinedcontributionsavingsandinvestmentplans)andmonitorscompliancewithapplicablelawsandinternalpoliciesandobjectives.

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Stockholder Outreach Inordertoensurethecontinueddeliveryofsustainable,long-termvaluetoourstockholders,weengageinregulardialoguewithourstockholders.During2016,wediscussedgovernance,executivecompensation,andotherissueswithstockholdersrepresentingmorethan48%ofouroutstandingshares.TheBoardconsidersfeedbackfromtheseconversationsduringitsdeliberations,andweregularlyreviewandadjustourcorporategovernancestructureandexecutivecompensationpoliciesandpracticesinresponsetocommentsfromourstockholders.

Communication with the Board IfyouwishtocommunicatewiththeBoardyoumaysendcorrespondenceto:CorporateSecretary,Deere&Company,OneJohnDeerePlace,Moline,Illinois61265-8098.TheCorporateSecretarywillsubmityourcorrespondencetotheBoardortheappropriatecommittee,asapplicable.

YoumaycommunicatedirectlywiththePresidingDirectorbysendingcorrespondenceto:PresidingDirector,BoardofDirectors,Deere&Company,DepartmentA,OneJohnDeerePlace,Moline,Illinois61265-8098.

Corporate Governance Policies Becausewebelievecorporategovernanceisintegraltocreatinglong-termstockholdervalue,ourBoardofDirectorshasadoptedcompany-wideCorporateGovernancePolicies,whichareperiodicallyreviewedandrevisedasappropriatetoensurethattheyreflecttheBoard’scorporategovernanceobjectives.

PleasevisittheCorporateGovernanceportionofourwebsite(www.deere.com/corpgov)tolearnmoreaboutourcorporategovernancepracticesandtoaccessthefollowingmaterials:

—

CorporateGovernancePolicies — CodeofEthics — GuidingPrinciples — GlobalConflictMineralsPolicy — ChartersforourBoardCommittees — CodeofBusinessConduct — SupplierCodeofConduct

Political Contributions Topromotetransparencyandgoodcorporatecitizenship,since2012wehaveprovidedvoluntarydisclosurerelatingtothepoliticalcontributionactivitiesofDeereanditspoliticalactioncommittee.Thisinformationispubliclyavailableatwww.deere.com/politicalcontributions.

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Election of Directors Compensation of Directors

Compensation of DirectorsWehavestructuredthecompensationofournonemployeedirectorswiththefollowingobjectivesinmind:

— RecognizethesubstantialinvestmentoftimeandexpertisenecessaryforthedirectorstodischargetheirdutiestooverseeDeere’sglobalaffairs — Alignthedirectors’interestswiththelong-terminterestsofourstockholders — Ensurethatcompensationiseasytounderstandandisregardedpositivelybyourstockholdersandemployees

Wepaynonemployeedirectorsanannualretainer.Inaddition,committeechairpersonsandthePresidingDirectorreceivefeesforassumingthoseresponsibilities.DirectorswhoareemployeesreceivenoadditionalcompensationforservingontheBoard.Wedonotpaycommitteememberretainersormeetingfees,butwedoreimbursedirectorsforexpensesrelatedtomeetingattendance.

Tosupplementtheircashcompensationandaligntheirinterestswiththoseofourstockholders,nonemployeedirectorsareawardedrestrictedstockunits(“RSUs”)aftereachannualmeeting.ApersonwhoservesapartialtermasanonemployeedirectorwillreceiveaproratedretainerandaproratedRSUaward.

CompensationfornonemployeedirectorsisreviewedannuallybytheCorporateGovernanceCommittee.AtitsDecember2016meeting,theBoardapprovedincreasesasnotedbelowfornonemployeedirectorsasrecommendedbytheCorporateGovernanceCommittee.ThecashcomponentsbecameeffectiveonJanuary1,2017andtheequitycomponentiseffectivefortheequityawardfollowingtheannualstockholdermeetinginFebruary2017.

Thefollowingchartdescribesamountswepayandthevalueofawardswegranttononemployeedirectors:

Date Approved by Corporate Governance Committee: Effective Date of Annual Amounts:

August 2013 January 2014

December 2016 January & March 2017

Retainer

$120,000 $ 125,000Equity Award $120,000 $ 145,000Presiding Director Fee $ 20,000 $ 25,000Audit Review Committee Chair Fee $ 20,000 $ 25,000Compensation Committee Chair Fee $ 20,000 $ 20,000Corporate Governance Committee Chair Fee $ 15,000 $ 15,000Finance Committee Chair Fee $ 15,000 $ 15,000

UnderourNonemployeeDirectorDeferredCompensationPlan,directorsmaychoosetodefersomeoralloftheirannualretainersuntiltheyretirefromtheBoard.FordeferralelectionsupthroughDecember2016,adirectorcouldelecttohavethesedeferralsinvestedineitheraninterest-bearingaccountoranaccountwithareturnequivalenttoaninvestmentinDeerecommonstock.FordeferralseffectiveinJanuary2017andlater,directorsmaychoosefromalistofinvestmentoptions,noneofwhichyieldanabove-marketearningsrate.

OurstockownershipguidelinesrequireeachnonemployeedirectortoownDeerecommonstockequivalentinvaluetoatleastthreetimesthedirector’sannualcashretainer.ThisownershiplevelmustbeachievedwithinfiveyearsofthedatethedirectorjoinstheBoard.Restrictedshares(regularlygrantedtononemployeedirectorspriorto2008),RSUs,andanycommonstockheldpersonallybythenonemployeedirectorareincludedindeterminingwhethertheapplicableownershipthresholdhasbeenreached.OtherthanMr.Johanns,Mr.Stockton,andMs.Talton,whowerefirstelectedtotheBoardin2015,andMr.KrzanichandMr.Heuberger,whowerefirstelectedtotheBoardinJanuaryandDecemberof2016,respectively,eachnonemployeedirectorhasachievedstockholdingsinexcessoftheapplicablemultipleasofthedateofthisProxyStatement.

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Election of Directors Compensation of Directors

Werequirenonemployeedirectorstoholdallequityawardsuntiltheoccurrenceofoneofthefollowingtriggeringevents:retirementfromtheBoard,totalandpermanentdisability,death,orachangeincontrolofDeerecombinedwithaqualifyingterminationofthedirector.Directorsmaynotsell,gift,orotherwisedisposeoftheirequityawardsbeforetheoccurrenceofatriggeringevent.Whiletherestrictionsareineffect,nonemployeedirectorsmayvotetheirrestrictedshares(butnotsharesunderlyingRSUs)andreceivedividendsontherestrictedsharesanddividendequivalentsontheRSUs.

Infiscal2016,weprovidedthefollowingcompensationtoournonemployeedirectors:

Name * Fees Earned or

Paid in Cash (1)

Stock Awards

(2)

Non-Qualified Deferred Compensation

Earnings (3) Total

Crandall C. Bowles $ 135,000 $119,991 $ — $254,991Vance D. Coffman $ 155,000 $119,991 $ — $274,991Charles O. Holliday, Jr. (5) $ 53,333 $ — $ — $ 53,333Dipak C. Jain $ 120,000 $119,991 $ 26,292 $266,283Michael O. Johanns $ 120,000 $119,991 $ — $239,991Clayton M. Jones $ 120,000 $119,991 $ — $239,991Brian M. Krzanich (4) $ 100,000 $133,378 $ 607 $233,985Joachim Milberg (5) $ 40,000 $ — $ — $ 40,000Richard B. Myers (5) $ 40,000 $ — $ — $ 40,000Gregory R. Page $ 131,250 $119,991 $ 878 $252,119Thomas H. Patrick (5) $ 43,332 $ — $ — $ 43,332Sherry M. Smith $ 135,000 $119,991 $ 2,441 $257,433Dmitri L. Stockton $ 120,000 $119,991 $ — $239,991Sheila G. Talton $ 120,000 $119,991 $ — $239,991 * AlanC.HeubergerdidnotreceiveanycompensationinFiscal2016andisnotincludedinthistable.

(1) Allfeesearnedinfiscal2016forservicesasadirector,includingcommitteechairpersonandPresidingDirectorfees,whetherpaidincashordeferredundertheNonemployeeDirectorDeferredCompensationPlan,areincludedinthiscolumn.

(2) RepresentstheaggregategrantdatefairvalueofRSUscomputedinaccordancewithFinancialAccountingStandardsBoardAccountingStandardsCodificationTopic718,Compensation–StockCompensation,anddoesnotcorrespondtotheactualvaluethatwillberealizedbythenonemployeedirectors.Thevaluesinthiscolumnexcludetheeffectofestimatedforfeitures.Allgrantsarefullyexpensedinthefiscalyeargrantedbasedonthegrantprice(theaverageofthehighandlowpriceforDeerecommonstockonthegrantdate).Forfiscal2016,thegrantdatewasMarch2,2016,andthegrantpricewas$81.13.

ThenonemployeedirectorgrantdateissevencalendardaysaftertheAnnualMeeting.TheassumptionsmadeinvaluingtheRSUsreportedinthiscolumnarediscussedinNote24,“StockOptionandRestrictedStockAwards,”ofourconsolidatedfinancialstatementsfiledwiththeSECaspartofourAnnualReportonForm10-KforthefiscalyearendedOctober31,2016.ThefollowingtableliststhecumulativerestrictedsharesandRSUsheldbythenonemployeedirectorsasofOctober31,2016:

Director Name* Restricted Stock RSUs Director Name Restricted Stock RSUsCrandallC.Bowles 19,916 14,724 BrianM.Krzanich(4) — 1,656

VanceD.Coffman 6,532 14,724 GregoryR.Page — 5,176 DipakC.Jain 13,234 14,724 SherryM.Smith — 7,326

MichaelO.Johanns — 2,986 DmitriL.Stockton — 2,470

ClaytonM.Jones 824 14,724 SheilaG.Talton — 2,470

* AlanC.HeubergerwaselectedtotheBoardeffectiveDecember20,2016.HedidnotholdanyrestrictedsharesorRSUsasofOctober31,2016,andisnotincludedinthistable.

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Election of Directors Security Ownership of Certain Beneficial Owners and Management

(3) DirectorsareeligibletoparticipateintheNonemployeeDirectorDeferredCompensationPlan.Underthisplan,participantsmaydeferpartoralloftheirannualcashcompensation.Throughfiscal2016,twoinvestmentchoiceswereavailableforthesedeferrals:– aninterest-bearingalternativethatpaysinterestattheendofeachcalendarquarter(i)foramountsdeferredbetweenfiscal2010andfiscal2016,ataratebasedontheMoody’s“A”-ratedCorporateBondRate,and(ii)foramountsdeferredpriortofiscal2010,ataratebasedontheprimerateasdeterminedbytheFederalReserveStatisticalReleaseplus2%

– anequityalternativedenominatedinunitsofDeerecommonstockthatearnsadditionalshareseachquarteratthequarterlydividendrateonDeerecommonstockAmountsincludedinthiscolumnrepresenttheabove-marketearningsonanyamountsdeferredundertheNonemployeeDirectorDeferredCompensationPlan.Above-marketearningsrepresentthedifferencebetweentheinterestrateusedtocalculateearningsundertheapplicableinvestmentchoiceand120%oftheapplicablefederallong-termrate.

(4) Mr.KrzanichwaselectedtotheBoardeffectiveJanuary6,2016.Hiscompensationamountsreflectapro-ratedretainerfeefortheperiodfromJanuary2016throughOctober2016,apro-ratedRSUawardfortheperiodfromJanuary6,2016,throughtheFebruary2016annualmeeting,andafullRSUawardgrantedinMarch2016.

(5) Mr.Holliday,Mr.Milberg,Mr.Meyers,andMr.PatrickretiredfromtheBoardeffectivewiththe2016annualmeeting(February24,2016).Thecompensationamountsreflectapro-ratedretainerfeecoveringtheportionoffiscal2016duringwhichtheyservedasdirectors.

Security Ownership of Certain Beneficial Owners andManagementThefollowingtableshowsthenumberofsharesofDeerecommonstockbeneficiallyownedasofDecember31,2016(unlessotherwiseindicated)by:

– eachpersonwho,toourknowledge,beneficiallyownsmorethan5%ofourcommonstock– eachindividualwhowasservingasanonemployeedirectorasofDecember31,2016– eachofthenamedexecutiveofficerslistedintheSummaryCompensationTableofthisProxyStatement– allindividualswhoservedasdirectorsorexecutiveofficersonDecember31,2016,asagroup

Abeneficialownerofstock(representedincolumn(a))isapersonwhohassoleorsharedvotingpower(meaningthepowertocontrolvotingdecisions)orsoleorsharedinvestmentpower(meaningthepowertocausethesaleorotherdispositionofthestock).Apersonalsoisconsideredthebeneficialownerofsharestowhichthatpersonhastherighttoacquirebeneficialownership(withinthemeaningoftheprecedingsentence)within60days.Forthisreason,thefollowingtableincludesexercisablestockoptions(representedincolumn(b)),restrictedshares,andRSUsthatcouldbecomeexercisableorbesettledwithin60daysofDecember31,2016,atthediscretionofanindividualidentifiedinthetable(representedincolumn(c)).

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Allindividualslistedinthetablehavesolevotingandinvestmentpoweroverthesharesunlessotherwisenoted.

AsofDecember31,2016,Deerehadnopreferredstockissuedoroutstanding.

Shares Beneficially

Owned And Held (a)

Exercisable Options (b)

Options, Restricted Shares, and RSUs Available

Within 60 Days (c) Total

Percent of Shares Outstanding

Greater Than 5% Owners CascadeInvestment,L.L.C.(1)

2365CarillonPoint Kirkland,WA98033 31,423,573 — — 31,423,573

9.9% TheVanguardGroup,Inc.(2)

100VanguardBlvd.Malvern,PA19355 19,892,663 — — 19,892,663 6.2% Non-Employee Directors (3)CrandallC.Bowles 2,800 — 34,640 37,440 *VanceD.Coffman — — 21,256 21,256 *AlanC.Heuberger 100 — 259 359 *DipakC.Jain — — 27,958 27,958 *MichaelO.Johanns — — 2,986 2,986 *ClaytonM.Jones — — 15,548 15,548 *BrianM.Krzanich — — 1,656 1,656 *GregoryR.Page 1,100 — 5,176 6,276 *SherryM.Smith — — 7,326 7,326 *DmitriL.Stockton — — 2,470 2,470 *SheilaG.Talton — — 2,470 2,470 * Named Executive Officers (4)SamuelR.Allen 176,467 1,013,115 159,055 1,348,637 *JamesM.Field 33,090 98,466 0 131,556 *RajeshKalathur 18,147 116,985 0 135,132 *

MichaelJ.Mack,Jr.(5) 45,744 144,436 30,414 220,594 *JohnC.May 10,041 77,864 0 87,905 * All directors and executive officers as a group(22persons)(6) 378,568 1,939,728 374,708 2,693,004 *

*Lessthan1%oftheoutstandingsharesofDeerecommonstock.(1) TheownershipinformationforCascadeInvestment,L.L.C.isbasedoninformationsuppliedbyCascadeinastatementonForm4filedwiththeSEConAugust16,2016.Allsharesof

commonstockheldbyCascademaybedeemedbeneficiallyownedbyWilliamH.GatesIIIasthesolememberofCascade.Cascadehassolevotingpowerandsoledispositivepowerover31,423,573sharesowned.

(2) TheownershipinformationforTheVanguardGroup,Inc.isbasedoninformationsuppliedbyVanguardinastatementonSchedule13GfiledwiththeSEConFebruary10,2016.Vanguardholdsthesharesinitscapacityasaregisteredinvestmentadvisoronbehalfofnumerousinvestmentadvisoryclients,noneofwhichisknowntoownmorethanfivepercentofDeere’sshares.Vanguardhassolevotingpowerover581,732sharesownedandsoledispositivepowerover19,272,592sharesowned.

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(3) ThetableincludesrestrictedsharesandRSUsawardedtodirectorsundertheDeere&CompanyNonemployeeDirectorStockOwnershipPlan(seefootnote(2)totheFiscal2016DirectorCompensationTable).RestrictedsharesandRSUsmaynotbetransferredpriortoretirementasadirector.RSUsarepayableonlyinDeerecommonstockfollowingretirementandhavenovotingrightsuntiltheyaresettledinsharesofstock.Inaddition,directorsownthefollowingnumberofdeferredstockunits,whicharepayablesolelyincashunderthetermsoftheNonemployeeDirectorDeferredCompensationPlan:

Director Deferred UnitsCrandallC.Bowles 41,645

VanceD.Coffman 26,130

DipakC.Jain 8,490

MichaelO.Johanns 2,927

GregoryR.Page 3,818

DmitriL.Stockton 2,352

(4) SeetheOutstandingEquityAwardsatFiscal2016Year-EndtableforadditionalinformationregardingequityownershipforNEOsasofOctober31,2016.(5) Mr.MackretiredeffectiveNovember1,2016.FiguresshownareasofOctober31,2016.(6) Thenumberofsharesshownforalldirectorsandexecutiveofficersasagroupincludes130,292sharesownedjointlywithfamilymembersoverwhichthedirectorsandexecutiveofficers

sharevotingandinvestmentpower

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Election of Directors Review and Approval of Related Person Transactions

Review and Approval of Related Person Transactions

The Board has adopted a Related Person Transactions Approval Policy, which assigns our Corporate GovernanceCommittee the responsibility for reviewing, approving, or ratifying all related person transactions.

TheRelatedPersonTransactionsApprovalPolicyisconcernedwiththreetypesof“relatedpersons”:

(1)executiveofficersanddirectorsofDeere

(2)anyholderof5%ormoreofDeere’svotingsecurities

(3)immediatefamilymembersofanyoneincategory(1)or(2)

Eachyear,ourdirectorsandexecutiveofficerscompletequestionnairesdesignedtoelicitinformationaboutpotentialrelatedpersontransactions.Inaddition,thedirectorsandofficersmustpromptlyadviseourCorporateSecretaryifthereareanychangestotheinformationtheypreviouslyprovided.AfterconsultationwithourGeneralCounsel,management,andoutsidecounsel,asappropriate,ourCorporateSecretarydetermineswhetheranytransactionisreasonablylikelytobearelatedpersontransaction.TransactionsdeemedreasonablylikelytoberelatedpersontransactionsaresubmittedtotheCorporateGovernanceCommitteeforconsiderationatitsnextmeeting,unlessactionisrequiredsooner.Insuchacase,thetransactionwouldbesubmittedtotheChairpersonoftheCorporateGovernanceCommittee,whosedeterminationwouldbereportedtothefullcommitteeatitsnextmeeting.

Whenevaluatingpotentialrelatedpersontransactions,theCorporateGovernanceCommitteeoritsChairperson,asapplicable,considersallreasonablyavailablerelevantfactsandcircumstancesandapprovesonlythoserelatedpersontransactionsdeterminedingoodfaithtobeincompliancewithornotinconsistentwithourCodeofEthicsandCodeofBusinessConduct,andinthebestinterestsofourstockholders.

Section 16(a) Beneficial Ownership Reporting Compliance

Section 16(a) of the Securities Exchange Act of 1934 (the “Exchange Act”) and related regulations require our directors,certain of our officers, and persons who own more than 10% of a registered class of our equity securities to file reportsof ownership and changes in ownership with the SEC and to provide copies of those reports to Deere.

Toassistwiththeserequiredreports,wehaveestablishedprocedureswherebydirectorsandofficersprovideuswiththerelevantinformationregardingtheirtransactionsinDeeresharesandweprepareandfiletheownershipreportsontheirbehalf.Inaddition,ourdirectorsandofficershaveprovidedwrittenstatementsregardingtheirDeerestockownershipandreports.Basedsolelyuponareviewofthesestatementsandreports,webelievethatallSection16(a)filingrequirementsapplicabletoourinsiderswerecompliedwithduringfiscal2016.

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AdvisoryVoteonExecutiveCompensation

Item 2 – Advisory Vote on ExecutiveCompensation

In accordance with Section 14A of the Exchange Act, we are asking our stockholders toapprove, on an advisory basis, the compensation of the executives named in theSummary Compensation Table of this Proxy Statement. Deere’s practice, which wasapproved by our stockholders at the 2011 annual meeting, is to conduct this non-bindingvote annually.

Supporting Statement PAY FOR PERFORMANCE Deere’scompensationphilosophyistopayforperformance,supportDeere’sbusinessstrategies,andoffercompetitivecompensation.Ourcompensationprogramsconsistofcomplementaryelementsthatrewardachievementofbothshort-termandlong-termobjectives.ThemetricsusedforourincentiveprogramsareeitherassociatedwithoperatingperformanceorarebaseduponafunctionofDeere’sstockpricewithlinkagetorevenuegrowthandtotalshareholderreturn(“TSR”).See“ReviewofPayforPerformanceRelativetoPeerGroup”(seepage37)intheCD&A,whichhighlightsoursuccessinaligningexecutivecompensationwithDeere’sfinancialperformance.

PROGRAM DESIGN TheCD&Aoffersadetaileddescriptionofourcompensationprogramsandphilosophy.Ourcompensationapproachissupportedbythefollowingprinciples,amongothers,asfullydescribedintheCD&A:

— Westrivetoattract,retain,andmotivatehigh-caliberexecutives— Asexecutivesassumemoreresponsibility,weincreasetheportionoftheirtotalcompensationthatis“at-

risk”andthatistiedtolong-termincentives— Werecognizethecyclicalnatureofourequipmentbusinessesandtheneedtomanagevaluethroughout

thebusinesscycle— WeprovideopportunitiesforNEOstobelong-termstockholdersofDeere— Westructureourcompensationprogramtoberegardedpositivelybyourstockholdersandemployees

Atour2016AnnualMeeting,weheldastockholderadvisoryvoteonexecutivecompensationinwhichstockholdersapprovedtheadvisoryvoteonthecompensationofourNEOs.However,inourevaluationofourexecutivecompensationprograminlightofthepercentagevotereceivedin2016andinresponsetoourstockholderfeedbackinitiativefollowingthe2016AnnualMeeting,theCompensationCommitteetookseveralactionstoenhancetheprogrambymakingthechangesdiscussedintheCD&A.

TheBoardbelievesthattheexecutivecompensationasdisclosedintheCD&A,theaccompanyingtables,andotherdisclosuresinthisProxyStatementisconsistentwithourcompensationphilosophyandalignswiththepaypracticesofourpeergroup.

FORTHEREASONSSTATED,THEBOARDOFDIRECTORSRECOMMENDSTHATYOUVOTE“FOR” THEFOLLOWINGNON-BINDINGRESOLUTION:

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“RESOLVED,thatthestockholdersapprovethecompensationoftheNEOsasdisclosedinthisProxyStatementpursuanttothecompensationdisclosurerulesoftheSEC,includingtheCD&A,tabulardisclosures,andothernarrativeexecutivecompensationdisclosures.”

Effect of Proposal Thesay-on-payresolutionisnon-binding,buttheBoardvaluesyouropinionasexpressedthroughyourvotesandothercommunications.Therefore,theBoardandtheCompensationCommitteewillcarefullyconsidertheoutcomeoftheadvisoryvoteandthoseopinionswhenmakingfuturecompensationdecisions.However,theBoardbelievesthattheCompensationCommitteeisinthebestpositiontoconsidertheextensiveinformationandfactorsnecessarytomakeindependent,objective,andcompetitivecompensationrecommendationsanddecisionsthatareinthebestinterestsofDeereanditsstockholders.Thus,thefinaldecisionregardingthecompensationandbenefitsofourexecutiveofficers,andwhetherandhowtoaddressstockholderconcerns,remainswiththeBoardandtheCompensationCommittee.

Compensation Discussion & Analysis

In this section, we provide a detailed description of our compensation programs, including the underlying philosophyand strategy, the individual elements, the methodology and processes used by the Board and the CompensationCommittee (the “Committee”) to make compensation decisions, and the relationship between Deere’s performance andcompensation delivered in fiscal 2016. The discussion in this CD&A focuses on the compensation of our CEO, CFO,and the next three most highly compensated executive officers for the fiscal year ended October 31, 2016. Theseindividuals, referred to as Deere’s named executive officers (or “NEOs”), were:

Name TitleSamuel R. Allen ChairmanandChiefExecutiveOfficerRajesh Kalathur SeniorVicePresidentandChiefFinancialOfficerJames M. Field President,AgriculturalEquipmentOperationsMichael J. Mack Jr.* GroupPresident,JohnDeereFinancialServices,GlobalHuman

Resources,andPublicAffairsJohn C. May President,AgriculturalSolutionsandChiefInformationOfficer*Mr.MackretiredeffectiveNovember1,2016.

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ExecutiveSummaryOur business strategy emphasizes superior financial performance: maintaining aggressive goals for operatingmargin and asset turns and realizing sustainable Shareholder Value Added growth through disciplined expansion.Deere’s compensation program is designed to motivate NEOs to execute this strategy. In 2016, despite a globalfarm recession and weak construction equipment markets, we achieved net sales & revenue ($26,644 million) andnet income ($1,524 million) that are among the 10 best in Deere & Company’s history.

Theseresultsreflectthesuccessofourstrategy.Employeescontrolledcosts(e.g.,reducingselling,administrative,andgeneralcostsbyalmost$100million)andincreasedtheproductivityofourassets,yetstillproducedaward-winningadvancedproductsandservicesandinvestedinfuturegrowth.Theresultsalsoreflectthebenefitsofourbroadbusinesslineup—includingsmallertractors,turfequipment,forestryproducts,andserviceparts,aswellasFinancialServices—whichpartiallyoffsetcontinuingweaknessintheagriculturalandconstructionmarkets.

Sincealigningthemetricsofourcompensationprogramwithourstrategyin2002,wehaveoperatedprofitablyateverypointinthebusinesscycle.

Snapshot of Compensation Elements Thecomponentsofour2016compensationprogramareasfollows:

Total Direct Compensation

Total Indirect Compensation

Short-Term Compensation Long-Term Compensation Other Compensation and BenefitsBase Salary STI MTI LTI

Fixedcashcomponent Annualcashawardforprofitabilityandefficientoperationsduringthefiscalyear

Cashawardforsustainedprofitablegrowthduringathree-yearperiod

EquityawardforcreatingstockholdervalueasreflectedbyDeere’sstockprice,revenuegrowth,andTSR

Perquisites;retirementbenefits;deferredcompensationbenefits;additionalbenefitspayableuponachangeincontrol

Metrics: Operating Return on OperatingAssets (“OROA”) & Return OnEquity (“ROE”)*

Metric: Shareholder Value Added (“SVA”)

Metrics: Revenue Growth & TotalShareholder Return

*TheEquipmentOperationsOROAcalculationexcludestheassetsfromourcaptivefinancialservices.ROEisbasedsolelyontheFinancialServicessegment.SeeappendixBfordetails.

Ourincentiveprogramdesignreflectsthelong-term,cyclicalnatureofourindustryandprovidesaframeworkforbothexecutiveandbroad-based,non-executiveprogramstoensurethatallemployeespursuethesamefinancialandoperationalgoals.TheSTIdrivesfocusonnear-termresults,whileatwo-tieredlong-termincentiveprogram—MTIandLTI—rewardgrowthandsustainableprofitabilityoveralongerperiod.Introducedin2004,thecash-basedMTIrewardssustainedprofitablegrowthandreplacedanequityprogramthatwascostlyanddilutivetostockholders.MTIdiffersfromLTIinthatitmotivatesactionablebehaviorforlong-termprofitabilityandassetmanagement.Giventhelong-term,cyclicalnatureofourindustry,theSTIandMTImetricscreatedifferent,yetcomplementary,incentives.IntheyearssincetheBoardadoptedthesetwoincentiveplans,wehavedemonstratedtheabilitytomanagethroughvariousbusinessandmarketconditionsmoreprofitablyandtoconsistentlygenerateoperatingcashflow,(especiallyascomparedtopeergroupcompanies;seetheOROAchartonpage42andtheReturnonInvestedCapital(“ROIC”)chartonpage51.)Thecurrentcombinationofcash-andequity-basedlong-termcompensationreflectsthecurrentpeergrouppracticewithabout50%maintainingasimilarmix.

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Toaligncompensationwithourbusinessstrategyofexceptional operating performance ,wehistoricallyhaveusedOROAandROEasthemetricsforourSTIplan.Thesemetricsaredesignedtoinspiretheefficientuseofassetsandcapital.STIgoalsaredeterminedeachyearbasedonwhereweareinthebusinesscycletoensurethatgoalsareuniformlychallenginginalleconomicconditions.Beginninginfiscal2017,wewillusetwoadditionalmetrics—netsales&revenueandnetincome—todetermineSTIawards.Thesenewmetricsreflecttheimportanceofnear-termfinancialexecution.

Toaligncompensationwithdisciplined growth ,weuseSVAasthemetricforourMTIplan.SVAmeasuresoursuccessindeliveringsustainedgrowthineconomicprofitabilityoverathree-yearperformanceperiod.

Toaligncompensationwithexceptional equity appreciation andtomotivateandrewardsustainedoutperformance,ourLong-TermIncentive(“LTI”)planusesstockoptionsandrestrictedstockunits(“RSUs”),whoseultimatevaluesaretiedtoDeere’sstockprice,andperformancestockunits(“PSUs”),whichareearned(ornot)basedonDeere’srelativerevenuegrowthandTSRascomparedtotheS&PIndustrialSector.

HerearesomeofthekeydriversthataffecttheSTI,MTIandLTImetricsonashortandlong-termbasis.

DRIVERS OF ONE-YEAR DRIVERS OF THREE-YEAR DRIVERS OF REVENUEOROA AND ROE (STI) SVA (MTI) GROWTH AND TSR (LTI)— Operatingcostmanagement— Disciplinedassetmanagement— Efficientuseofequity— Near-termbusinessexecution

—Costmanagementdecisionswithalong-termfocus

— Efficientuseoflong-termassets—Long-terminvestmentdecisionsfor

capitalandR&D— World-classdistributionsystems— Technologyinnovation

— Marketconditions— Marketshare— Successfulexecutionof

businessstrategy— Stockpriceappreciationoverthelong-

term

Financial Performance and Compensation Metrics Asoutlinedabove,themetricsDeereusestomeasuresuccessinitsbusinessstrategyarethesameusedinourcompensationprogramstoensurethatemployeesareworkingasahigh-performanceteam.Furtherdetailsbelowillustratehowthecompany’scompensationplansaresensitivetofluctuationsinbusinessconditions.Forexample,payoutsforSTIandMTIaresignificantlylowerfor2016thanfor2015,inlinewithlowermetricoutcomes.However,thepayoutsareabovetarget,reflectingthelevelofdifficultyinachievingtheresultsduringsevere,extendeddownturnsinglobalagriculturalandconstructionmarkets.Deere’sgoalsforOROAremainabovethoseofitsmajorcompetitors.

2015

2016

% Change OROA 15.7% 14.4% -9%STI ROE 13.6% 10.4% -24%

Payout 199% 137% -31%

MTI SVA $744 $338 -55%Payout 200% 106% -53%

LTI-Revenue NetSales&Revenue $28,863million $26,644million -8%Growth PSUPayout 0% 0% n/a

StockPriceasof31Oct $78.00 $88.30 13%LTI-TSR 3-YearTSRasof31Oct -0.5% 5.4% +5.9pts

PSUPayout 0% 67% +67pts

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Afterourfiscal2016earningsreleaseonNovember23,2016,ourinvestorsrecognizedthisperformanceandourstockpriceincreasedto$100.20asofNovember30,2016—a13%increasethatwassustainedthroughtheendofDecember2016.

Stockholder Outreach Priorto2016,weconsistentlyreceivedstrongstockholdersupportonthe“say-on-pay”advisoryvote,averagingmorethan90%approvalfrom2011through2015.In2016,approximately61%(71%excludingabstentio

schedule 14ad18rn0p25nwr6d.cloudfront.net/cik-0000315189/0585...bmgi 43 2016 dipak c. jain director,...

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