Jody Howard Director, Social Responsibility Caterpillar, Inc

Jody Sustainable Progress Possible Howard Making Director, Social Responsibility Page 1 | CATERPILLAR CONFIDENTIAL: GREEN Caterpillar, Inc.
Caterpillar: A Global Leader

Caterpillar:
Founded 1925 Broadest footprint in industry
Making Sustainable Progress Possible
Over 100,000 employees

500 locations in 50 countries & 6 continents
Outside North America 56%
North America 44%
Outside North America 44%
North America 56%
2007 : $45 Billion
1997 : $19 Billion
Caterpillar Dealers:
181 independently owned & operated dealers 3,600+ branches & rental stores Over 120,000 employees
Page 2 | CATERPILLAR CONFIDENTIAL: GREEN
Caterpillar Products

Yellow Iron, Clean Power, Diversified Services
This is Caterpillar

Integral to our Strategic Vision
SCALING NEW HEIGHTS IN EXECUTION Making Sustainable Progress Possible

Page 5 | CATERPILLAR CONFIDENTIAL: GREEN CATERPILLAR CONFIDENTIAL: YELLOW
Our Vision, Mission and Strategy

Vision
Our vision is a world in which all peoples basic requirements for shelter, clean water, effective sanitation and reliable power are not only met but provided in a way that sustains our environment
Mission
Our missio n is to enable economic growth through infrastructure and energy development and to provide solutions that protect people and preserve the planet.
Strategy
Our strategy is to provide work environments, products, services, and solutions that make wise use of the world's natural resources and reduce harmful impacts on people and nature. This means we leverage assets including technology and innovation to:
Promote & protect individual safety Provide employment, education, & training Minimize use of energy, materials & water Maximize recycling (remanufacturing) Minimize harmful emissions, H2O discharges, waste, & use of hazardous substances Optimize use of renewable sources

Making It Real: Products and Services
Customer Safety
Safety.cat.com
Increasing material efficiency

Sustainability in NPI
Reducing greenhouse gas
Increasing energy efficiency
Defined attributes that determine how to design for and improve a machines level of Sustainability.

Product Lifecycle Analysis

-1% Impact from Recycling
Steel parts from 1 MWL
Raw Materials

Design
966H Medium Wheel Loader Life Cycle Analysis (LCA) Results

Majority of Impact from Use Impact benefits from Recycle
End of Life
Fabrication Use 97% Assembly
1.8% of Impact from

MWL Production
97.5% of Impact from Engine Use 1.0% of Impact from Consumables excluding Tires 0.7% of Impact from Tires maintain/replace for 24900hr op. Making Sustainable Progress Possible
Considering a life of 8 years
Innovative From the Inside Out

35% more visibility 50% less operator noise 35-70% lower undercarriage operating cost 60% fewer moving parts in the electric drive train Making Sustainable Progress Possible
50% better steering performance Up to 20% less fuel consumed per hour Less fluids used 25% more material moved per gallon of fuel
Making It Real: Operations

2020 Goals for Operations

Operational Results To Date

Safety (July)
RIF = 1.68 LTCFR= 0.49
Alternative/ Renewable Fuel

Measure TBD
Water Consumption
2.44 billion gallons through June
Energy Efficiency
Measure TBD
Absolute GHG
1.45 million MT CO2 (June)
Zero Waste to Landfill

75.7% waste recycled (June)
LEED
8 new projects under construction

Making It Real: Operations
Heat Treat
Technical guidance was needed to implement energy reduction in heat treat operation as well as: Cut the cost of energy Sustain heat treat operation Reduce the companys CO2 footprint
Paint Plant
Within the Springvale facility approx 99% of product is powder coated. It is imperative that the powder paint plants run efficiently to ensure associated running costs are minimized.
Engine Development
Engine development and validations were traditionally performed through multiple trial-and-error tests requiring tremendous material, energy, and labor resulting in significant waste, fumes, and emissions.

Best Practice: Heat Treat Energy Reduction

US Operations Division East Peoria, IL May 2008
No Gas Meter 25% Installed Elec Meter 5%
Projected End 2009

No meters installed 18%
Installed Gas Meter 7%
No Elec Meter 63%
Project Focus on energy use and reduction Establish energy vs. production metrics Establish energy baseline Deploy meters
Furnaces with Meters Installed 82%
Results
15% improvement from tuning

$2.5 million / yr energy savings
Best Practice: Paint Plant Upgrades

Electric Power Divisions Springvale Facility Northern Ireland
Project 90% of plant natural gas consumption was for paint Upgraded paint booth recycles powder at a 95% rate Automatic spray guns increased efficiency Change pre curing to electric infra red Results
Cost savings of $500,000 per year

30% reduction in greenhouse gas emissions 40% reduction in energy consumption Significant reductions in waste from the process and water consumption

Best Practice: Virtual Engine Development

Technology and Solutions Divisions Technical Center Mossville, IL Project
Virtual engine development incorporating computer simulations, advanced analysis tools and leading measurement technology to plan, predict and analyze the outcome of engine development processes.
Results
Fosters innovative development and validation processes as engineers are able to study many what if scenarios
Preserves natural resources Limits emissions Reduced time and cost of overall engine development

Making strides externally

Awards & Recognition Reporting & Accountability Partners in the dialogue


Our commitment to being a leader in sustainable development will keep us focused on what really mattersmaking the intelligent choices that will drive the growth of our business and help create a more sustainable world.
--Jim Owens, Caterpillar Chairman and CEO


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Jody Sustainable Progress Possible Howard Making Director, Social Responsibility Page 1 | CATERPILLAR CONFIDENTIAL: GREEN Caterpillar, Inc.

Caterpillar: A Global Leader

Over 100,000 employees

Outside North America 56%

North America 44%

Outside North America 44%

North America 56%

2007 : $45 Billion

1997 : $19 Billion

Making Sustainable Progress Possible

Yellow Iron, Clean Power, Diversified Services

Making Sustainable Progress Possible

Integral to our Strategic Vision

SCALING NEW HEIGHTS IN EXECUTION Making Sustainable Progress Possible

Our Vision, Mission and Strategy

Making Sustainable Progress Possible

Making It Real: Products and Services

Increasing material efficiency

Reducing greenhouse gas

Increasing energy efficiency

Making Sustainable Progress Possible

Product Lifecycle Analysis

966H Medium Wheel Loader Life Cycle Analysis (LCA) Results

Fabrication Use 97% Assembly

1.8% of Impact from

Considering a life of 8 years

Innovative From the Inside Out

Making It Real: Operations

Making Sustainable Progress Possible

Operational Results To Date

Alternative/ Renewable Fuel

Zero Waste to Landfill

Making Sustainable Progress Possible

Making It Real: Operations

Making Sustainable Progress Possible

Best Practice: Heat Treat Energy Reduction

Projected End 2009

Installed Gas Meter 7%

No Elec Meter 63%

Furnaces with Meters Installed 82%

15% improvement from tuning

Best Practice: Paint Plant Upgrades

Cost savings of $500,000 per year

Making Sustainable Progress Possible

Best Practice: Virtual Engine Development

Making Sustainable Progress Possible

Making strides externally

Making Sustainable Progress Possible

Making Sustainable Progress Possible

--Jim Owens, Caterpillar Chairman and CEO

Making Sustainable Progress Possible

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