GLOBAL TEAM
Working Together for Mutual Success2014 YEAR IN REVIEWTABLESECTION
OF CONTENTSHEADINGLEADERSHIP
Chairman’s Message.........................................................2
Executive Officers/Officers.............................................4
Board of Directors..............................................................5

SEGMENTS AND CORPORATE DIVISIONS
Construction Industries....................................................7
Customer & Dealer Support...........................................11
Energy & Transportation.................................................15
Caterpillar Enterprise System Group...........................18
Financial Products & Corporate Services...................24
Law and Public Policy......................................................30
Resource Industries........................................................38

PERFORMANCE
Financial Performance....................................................44
Market Performance.......................................................46
Business Performance....................................................47
2014 Global Performance by Region.............................48
Five-Year Financial Summary.........................................50

AT-A-GLANCE
Business Overview..........................................................51
Global Footprint................................................................52
Caterpillar Foundation.....................................................53
Trademark Information....................................................59

CATERPILL AR INC.

1

2014 YEAR IN REVIEWCHAIRMAN’S MESSAGE

A Remarkable Global Team
When I think of the scope and breadth of Caterpillar, I know everyone
has to pull in the same direction every day to get done what we needto get done. It’s a huge, huge undertaking; that’s why a global team is
so important. We have a great team. It’s the best in the industry.
Our team delivered higher profit per share in 2014; it increased to $5.88 from $5.75 in 2013 and,excluding restructuring costs, it improved even more – from $5.97 in 2013 to $6.38 in 2014.
We had better profit per share even though sales and revenues for the year were down slightly –from $55.7 billion in 2013 to $55.2 billion in 2014.

Doug Oberhelman
Chairman & CEO
Caterpillar Inc.

We had our fourth consecutive year of market share improvement in 2014. Safety and quality
also improved. Operating cash flow was the third highest in our history. We ended the year witha strong balance sheet and rewarded our stockholders with $4.2 billion in stock repurchases.
Our Energy & Transportation segment had another great year in 2014 with record sales andprofit. While sales in our Construction Industries segment improved modestly, profit improved
over 60 percent. Unfortunately, continuing weakness in the mining industry led to lower sales
for Resource Industries.
We’re expecting a tough year in 2015, led by the dramatic drop in the price of oil, which occurred
over the second half of 2014. While lower oil prices may be positive for the overall world economy
and help support infrastructure and construction spending down the road, in the short term it will
likely be a net negative for our business.

WE’VE DONE SO MANY
THINGS THAT DEMONSTRATEHOW ENTHUSIASM AND
TEAMWORK ARE VERY ALIVE
AND WELL AT CATERPILLAR.

But that doesn’t deter our team. We’re doing the things we need to do to keep Caterpillar strong.
We’ve done so many things that demonstrate how enthusiasm and teamwork are very alive
and well at Caterpillar. We continued to roll out our Tier 4 machines and we’ve received many
compliments from our customers and dealers about high quality, fuel economy and operator
efficiency. The development and rollout of Tier 4 has been one of the best team efforts inCaterpillar’s history. And I know that innovation is continuing. The post-Tier 4 products that will
come out in the future are going to raise the bar even higher.
Since I became CEO in 2010, I’ve spent countless, enjoyable hours visiting customers and job
sites around the world, from landfills to surface and underground mines, to rail yards anddockyards. Cat dealers are with customers all of the time, and when a Caterpillar executive,engineer or product manager is also there, customers really open up and tell us about theirbusiness. They tell us what they need, what we’re doing right and what we need to improve.

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2014 YEAR IN REVIEWCHAIRMAN’SSECTIONMESSAGE
HEADING$5.88
PROFIT PER SHARE
IN 2014

That first-hand knowledge has shaped our successful journey to today’s quality and safety levels.
Our team will keep putting the customer first, learning, innovating and improving in all aspectsof our product development and operations.
We also put the customer first in our long-term commitment to service our products throughout
their life, which, as any customer will tell you, is very long because when you think of Caterpillar
products, you think of durability. Our Seed. Grow. Harvest. Business Model also informs our
future, because it helps us stay close to our customers and connected to the markets in which
we compete. We listen and learn, and then we adapt and develop products and services to
respond to today’s and tomorrow’s demands.
It takes a global team to accomplish all of this, and our team accomplishes even more.
Caterpillar employees are also responsible local citizens who donate their time and resources
throughout the world. In Bogor, Indonesia, our employees joined together to build Habitatfor Humanity homes in a program funded by our Caterpillar Foundation. In Wuxi, China,
Caterpillar Education Grants and the Caterpillar Hope Library are providing books andopportunity to local students. In Central Illinois, our company’s home base for 90 years,
employee donations and Caterpillar Foundation matching grants gave more than $6.6 million
to fund local United Way programs in 2014 alone. Those are just a few examples; I could citemany, many more.
In December 2014 we celebrated our 85th year trading on the New York Stock Exchange.
I think about the vision, perseverance and courage it took to go to Wall Street and publicly list
Caterpillar stock only months after the October 1929 stock market crash. Here we are, in a new
century – bigger, stronger and more connected to the world and to local communities than ever.
Caterpillar is a remarkable story, made possible by a remarkable global team – a team that will
always persevere to bring the most innovative products to the world.

Doug Oberhelman
Chairman & CEO
Caterpillar Inc.

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2014 YEAR IN REVIEWEXECUTIVE OFFICERS/OFFICERSSECTION HEADING

From Left to Right: James B. Buda; D. James Umpleby III; Bradley M. Halverson; Steven H. Wunning; Edward J. Rapp; Stuart L. Levenick; David P. Bozeman;
Douglas R. Oberhelman

Officers
Executive Vice President,
Law and Public Policy &Chief Legal Officer
James B. Buda

Group Presidents
Robert B. Charter**
Stuart L. Levenick*Thomas A. Pellette**
Edward J. Rapp
D. James Umpleby III
Steven H. Wunning*Group President &Chief Financial Officer
Bradley M. Halverson

Vice Presidents
Kent M. Adams
William P. Ainsworth
Mary H. BellThomas J. Bluth
Wai Man (Raymond) Chan**
Qihua Chen
Frank J. Crespo
Christopher C. Curfman

Bob De Lange**
Michael L. DeWalt
Paolo Fellin
William E. Finerty
Gregory S. Folley
Thomas G. Frake
Stephen A. Gosselin*
Kimberly S. Hauer
Gwenne A. Henricks

Douglas O. Hoerr**
Denise C. Johnson
James W. Johnson*
Kathryn D. Karol
Philip G. Kelliher**
Pablo M. Koziner
Julie A. Lagacy
Nigel A. Lewis
Steven W. Niehaus

E. Jean Savage
Mark E. Sweeney
George H. Taylor, Jr.**
Tana L. Utley
Karl E. Weiss
Ramin Younessi

Chief Accounting Officer
Jananne A. Copeland

Treasurer
Edward J. Scott

Corporate Controller
Jill E. Daugherty

Assistant Treasurer
Sally A. Stiles

Chief Ethics andCompliance Officer
J. Wesley Blumenshine

Assistant Secretary
Patrick G. Holcombe
Assistant Secretary
Joni J. Funk

Chairman of the Board &Chief Executive Officer
Douglas R. Oberhelman

Senior Vice President
David P. Bozeman

Corporate Secretary
Christopher M. Reitz

Chief Audit Officer
Amy A. Campbell* retired February 2015** effective 2015
CATERPILL AR INC.

42014 YEAR IN REVIEWBOARDSECTION
OF DIRECTORSHEADING

From Left to Right: David L. Calhoun; Susan C. Schwab; William A. Osborn; Jesse J. Greene, Jr.; Juan Gallardo; Miles D. White; Edward B. Rust, Jr.;
Douglas R. Oberhelman; Dennis A. Muilenburg; Daniel M. Dickinson; Jon M. Huntsman, Jr.

Board of Directors
JESSE J. GREENE, JR., 69, is currently an instructor at Columbia
Business School in New York City, where he teaches corporate governance, risk management and other business topics at the graduate andexecutive education levels. He was formerly Vice President of Financial
Management and Chief Financial Risk Officer of International Business
Machines Corporation (computer and office equipment). Mr. Greene
has been a director of the Company since 2011.

DAVID L. CALHOUN, 57, has been Senior Managing Director andHead of Private Equity Portfolio Operations of The BlackstoneGroup L.P. (private equity firm) since January 2014. He also serves
as Executive Chairman of the Board of The Nielsen Company B.V.
(marketing and media information) since January 2014. Prior to his
position at Blackstone, Mr. Calhoun served as Chief Executive
Officer of Nielsen Holdings N.V. (2010-2013) and Vice Chairman ofGeneral Electric Company and President and Chief Executive
Officer of GE Infrastructure (2005-2006). Other current directorships: The Boeing Company. Other directorships within the last five
years: Medtronic, Inc. Mr. Calhoun has been a director since 2011.

JON M. HUNTSMAN, JR., 54, former United States Ambassador to
China (2009-2011) and former governor of Utah (2005-2009). Other
current directorships: Chevron Corporation, Ford Motor Company
and Huntsman Corporation. Mr. Huntsman became a director of theCompany in 2012.

DANIEL M. DICKINSON, 53, is currently Managing Partner of HCI
Equity Partners (private equity investment). Other current directorships:
HCI Equity Partners. Other directorships within the last five years:
Mistras Group, Inc. and Progressive Waste Solutions Ltd. Mr. Dickinson
has been a director of the Company since 2006.

DENNIS A. MUILENBURG, 51, has been Vice Chairman, President andChief Operating Officer of The Boeing Company (aerospace/defense
products and services) since December 2013. Prior to his current
position, Mr. Muilenburg was Executive Vice President of The Boeing
Company and President and Chief Executive Officer of Boeing
Defense, Space & Security (2009-2013); President of Boeing Global
Services & Support (2008-2009); and Vice President and General
Manager of the Boeing Combat Systems division (2006-2008). Mr.
Muilenburg has been a director since 2011.

JUAN GALLARDO, 67, is currently Chairman and Chief Executive
Officer of Organización Cultiba, S.A.B. de C.V., the holding company
for Grupo GEPP S.A.P.I. de C.V. (Pepsicola bottling group in Mexico)and Grupo Azucarero Mexico, S.A. de C.V. (sugar mills). Other current
directorships: Grupo Financiero Santander S.A.B. de C.V. and Lafarge
SA. Other directorships within the last five years: Grupo Mexico, S.A.
de C.V. Mr. Gallardo has been a director of the Company since 1998.

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52014 YEAR IN REVIEWBOARDSECTION
OF DIRECTORSHEADING

Board of Directors (continued)
DOUGLAS R. OBERHELMAN, 61, is currently Chairman and Chief
Executive Officer of Caterpillar Inc. Prior to his current position,
Mr. Oberhelman served as Vice Chairman and Chief Executive
Officer-Elect and as a Group President of Caterpillar Inc. Other
current directorships: Eli Lilly and Company. Other directorships
within the last five years: Ameren Corporation. Mr. Oberhelman
has been a director of the Company since 2010.

MILES D. WHITE, 59, is currently Chairman and Chief Executive
Officer of Abbott (pharmaceutical and medical products). Other
current directorships: Abbott and McDonald's Corporation.
Mr. White has been a director of the Company since 2011.

WILLIAM A. OSBORN, 66, was formerly Chairman and CEO of
Northern Trust Corporation (multibank holding company) and The
Northern Trust Company (bank). Other current directorships: Abbott
and General Dynamics Corporation. Other directorships within thelast five years: Tribune Company. Mr. Osborn has been a director of
the Company since 2000.

PETER A. MAGOWAN, 72, was formerly President and Managing
General Partner (1993–2008) of the San Francisco Giants (major league
baseball team) and Chairman (1980–1998) and Chief Executive Officer(1980–1993) of Safeway Inc. (food retailer). Mr. Magowan had beena director since 1993.

Additional director in 2014, retired as ofDecember 31, 2014

EDWARD B. RUST, JR., 64, is currently Chairman and CEO of State
Farm Mutual Automobile Insurance Company (insurance). He is
also Chairman, President and CEO of State Farm Fire and Casualty
Company, State Farm Life Insurance Company and other principal
State Farm affiliates. He previously served as President of State Farm
Mutual Automobile Insurance Company and Trustee and President ofState Farm Mutual Fund Trust and State Farm Variable Product Trust.
Other current directorships: Helmerich & Payne, Inc. and McGraw-Hill
Financial, Inc. Mr. Rust has been a director of the Company since 2003.
SUSAN C. SCHWAB, 59, is currently a Professor at the University of
Maryland School of Public Policy and a Strategic Advisor for Mayer
Brown LLP. Prior to her current positions, Ambassador Schwab held
various positions including United States Trade Representative(member of the President's cabinet) and Deputy United States Trade
Representative. Other current directorships: FedEx Corporation and
The Boeing Company. Ambassador Schwab has been a director of
the Company since 2009.

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62014 YEAR IN REVIEWCONSTRUCTIONSECTION
INDUSTRIESHEADING

Systems Integration
A Conversation with Ed Rapp, Group President

Q: What is systems integration?
A: I think of it like a really good basketball team. You may have excellent individual players, butreal success comes when they play well together. It’s the same with systems integration in ourmachines. We can have great individual components, engines, transmissions, hydraulics … but
the secret is how you get those components to work together.

Construction Industries is built to
support customers using machinery ininfrastructure and building construction
applications. Responsibilities include
business strategy, product design,
product management and development,
manufacturing, marketing and sales, andproduct support. The product portfolio
includes backhoe loaders; compact,
small and medium wheel loaders; small
and medium track-type tractors; skid
steer loaders; multi-terrain loaders;compact track loaders; small, medium andlarge track excavators; mini excavators;
wheel excavators; motor graders; selectwork tools; pipelayers; track-type loaders;
mid-tier soil compactors; and telehandlers.

Sales ($ in millions)$18,532

Q: Can you give us an example?
A: One of the best examples is when we rolled out the Cat® 336 hydraulic hybrid excavator. We
lowered engine revolutions per minute (RPM), offset it with a larger hydraulic pump, added smart
valve technology to regulate hydraulic pressure, captured the unused energy from the swing of themachine, and then reused it. All the components are good by themselves, but when you integrate
the system, we get up to 25 to 30 percent improvement in fuel efficiency.
Q: Can you explain the difference between machine productivity and systems
productivity? And why is it so important that Caterpillar move from one to the other?
A: The work our customers do around the world rarely happens with a single machine. It tends tobe a system of machines. So it’s how you drive the productivity of that entire system that reallymakes the difference and leads to better results for our customers.
Q: What would greater systems integration and productivity deliver toCaterpillar customers?
A: Our objective is to help our customers make more money with our products, services andsolutions. For our customers, systems integration is going to mean even greater productivity andasset utilization, lower owning and operating costs and improved fuel efficiency.
Q: What are the greatest challenges to executing system productivity successfully?
A: We need customers to understand the benefits that come from systems integration and higher
productivity. The customers who adopt systems integration across a fleet of machines recognize
it as a key competitive advantage. They’re going to be the ones who win in the future. Success inthis business is going to be adoption in the dirt, on the job site, by the customers that build theworld’s infrastructure. That’s how I’ll measure success.

Segment Profit ($ in millions)$19,362$2,207$1,374

2013

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2014

2013

2014

7

2014 Sales by Geography ($ in millions)$8,403 North America$4,247 Asia-Pacific$4,267 EAME
$2,445 Latin America

2014 YEAR IN REVIEWCONSTRUCTIONSECTION
INDUSTRIESHEADING

Commitment to Quality
Tracing back from delivery to design, Lean principles eliminate
defects in processes and products to ensure the very best in
quality, efficiency and customer satisfaction. Listen to what
adopting a Lean culture has come to mean for the Construction
Industries team at our Victoria, Texas, facility.
View here

The Road to Progress Begins with a Road
James Construction Group counts on Cat ® machines
to keep things moving on a major highway project.
See how the reliability of Caterpillar products, services
and the dealer relationship add to the feeling of pridein a job well done. View here

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82014 YEAR IN REVIEWCONSTRUCTIONSECTION
INDUSTRIESHEADING

Cat Products
Cement China Quarry
Manager’s Success®

In 2012, following years of study and work in Australia, Mr. He Jianrong, general manager of
Cement and Quarry for Green Island Cement, returned home to China set on making somechanges. Upon observing that the quarry’s crude work platforms and roads, along withinefficient management, were greatly restricting production, Mr. He used Cat ® equipment
and Cat ® Connect to dramatically improve the infrastructure, production and efficiency ofthe operation.

“MY EXPERIENCE HAD
SHOWN ME THAT

CATERPILLAR
HAS THE LEADING INDUSTRYREPUTATION AMONG THE
MANY CONSTRUCTION
MACHINERY BRANDS.”

To address the inadequate work platform and haul roads, Mr. He’s first purchase was a Cat® 140K
Motor Grader. “I had already been using and supervising Cat® machines and equipment for many
years,” said Mr. He. “My experience had shown me that Caterpillar has the leading industry
reputation among the many construction machinery brands.”
Mr. He provided training to acquaint his managers with this unfamiliar piece of equipment.
The Cat 140K Motor Grader proved its worth when it took just three months to widen andlevel the work platform, as well as haulage roads, to allow off-highway trucks to travel
more efficiently.
With the new infrastructure in place, Mr. He began working to improve extraction operations.
For this he purchased nine additional Cat machines that came together to form a powerful
unit. Whereas the quarry previously produced three truckloads per hour, it soon began
producing 4.5 loads – a 50 percent increase. To better support the quarry’s accelerated
operations, Cat ® dealer CEL Engineering Co., Ltd., set up a parts warehouse on site andassigned two service engineers to monitor equipment and train managers and operators
to manage issues that may arise.

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92014 YEAR IN REVIEWCONSTRUCTIONSECTION
INDUSTRIESHEADING

Cat Products Cement China Quarry
Manager’s Success (continued)®

Next, Mr. He introduced Cat® Connect, so managers could continuously monitor equipment
location, status and fuel consumption data in real time. The monitoring services also reduced
downtime and extended service life. Thus far, there has been zero downtime for Cat equipment
at Green Island Cement, a critical factor in maintaining high work efficiency, production levels
and product quality.
Finally, Mr. He was able to reduce work hours based on Cat Connect data that revealed lower
efficiency and higher safety and security risks during nighttime shifts. Today, the average
operating time for Green Island Cement staffs and machinery is approximately nine hours
per day – less than most other quarry job sites in China.
With all of these improvements, Green Island Cement’s annual production has grown from
1 million to 3.8 million tons, and additional capacity has been added to increase production
when needed without recruiting more staff. Green Island Cement plans to develop anotherquarry job site nearby, as annual production is projected to reach 4.7 million tons – truly
a testimony to Caterpillar’s proven ability to help customers who are building the world.

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102014 YEAR IN REVIEWCUSTOMER & DEALERSECTIONSUPPORTHEADING

Across the Table
Workstreams

A Conversation with Stu Levenick, Group President
Q: Why are dealers so important to Caterpillar’s competitive position?
A: For our customers, combining the world’s leading manufacturer with a local dealer relationshipin their own language and culture is unbeatable. I think our designers and manufacturers are thebest in the industry, but what really sets us apart is the dealer organization.

Customer & Dealer Support is built tostrengthen Caterpillar’s product support
excellence by bringing a strong focus toCat ® -branded equipment and customer
service and delivering outstanding dealer
development. This group supports
customers and dealers in a variety ofways, such as providing employee
equipment training on job sites, supplying
aftermarket parts and service support
and offering e-business and equipment
management solutions. Also includes
the product portfolio for forestry, paving,industrial and waste products, and global
on-highway trucks. This group is also
responsible for dealer development andadministration of a wholly owned dealer
in Japan. Key strengths are the ability
to manufacture parts and components,
provide remanufacturing solutions anddeliver unmatched parts availability to
dealers and customers anywhere in
the world.

CATERPILL AR INC.

Q: What was the impetus for the Across the Table initiative?
A: Across the Table is about identifying best practices already in place and working, thendeploying them elsewhere. For example, the dealer’s role used to be very local, but the Internet
has broadened customers’ expectations, and the dealer is expected to live up to those standards.
Today, 40 percent of our customers do business with more than one dealer. This demands a much
more rigorous service excellence strategy, so customers get a consistent service experience
anywhere in the world.
Q: What did Across the Table accomplish in 2014?
A: We made great progress in 2014 on all of the Across the Table workstreams, and I am
pleased on how we are progressing toward our 2018 goals. One of the main areas of focus
where we truly made progress in 2014 was the dealers' long-term growth plans to achieve
higher market performance. Other workstreams were primarily driven by the customer/dealer
support organization internally at Caterpillar – things like parts integration, parts pricing
initiatives and rental and used markets.
Q: How is technology playing a role?
A: We made a lot of progress on dealer enterprise resource planning and data sharing. We’re
becoming recognized as one of the leading e-commerce practitioners in our industry. Then thereis the telematics and distribution aspect of technology-enabled solutions. We had tremendous
activity in terms of creating better customer awareness and insights.
Q: So what does this mean for the folks in customer and dealer support in 2015?
A: Across the Table will be at the heart of the strategic framework for the customer/dealer
support organization as we go forward over the next few years. It’s going to be a tremendous
contribution to the company, to our dealer organization and to our customers. Customers aregoing to wind up with a much more consistent experience with Caterpillar going forward.

11

2014 YEAR IN REVIEWCUSTOMER & DEALERSECTIONSUPPORTHEADING

Built In Quality (BIQ) SetsBest Foundation for New
Cat® 555D Wheel Skidder
CUSTOMERS CANENJOY UP TO A

20% INCREASEIN PROFIT POTENTIAL,
BASED ON THE SIZE OF
THE TRACTOR, VERSUS
THE PREVIOUS SERIES.

In 2014 we rolled out the impressive new Cat ® 555D Wheel Skidder, which is already gaining
ground in the forestry industry – for one thing, simply by getting more wood to the landing
faster. That’s because the Cat 555D, like all of our equipment, was designed to further increase
productivity for the customer. Besides representing a step change in performance, the launchof the Cat 555D also introduced our Lean initiative to Forest Products and showed how thetwo working in tandem will help bring Caterpillar to market leadership for this product.
Our overarching goal at Caterpillar is to deliver the highest-quality machines, produced in thesafest, most efficient way. To help us achieve that goal, we have deployed Lean manufacturing,with its foundational principle, Built In Quality (BIQ). BIQ works to ensure that processes are doneright the first time with the right tools, ergonomics and training for the job, thus eliminating
unplanned, out-of-process rework to correct defects. BIQ methodology is based on zero defects
passed on at any point during the manufacturing process. Any problems or defects in the process
are carefully traced back to their source and eliminated.
Following a remarkably successful pilot program, we saw an ideal opportunity to introduce
BIQ to Forest Products to coincide with the unveiling of the new wheel skidder. The productlaunch gave us the chance to get the process right for a new product rolling off the line.
That product, the Cat 555D, is our largest and strongest four-wheel offering of our forestry
product lineup and expands the D-Series lineup from three to four models. The new design
incorporates the first Cat ® C7.1 engine with Tier 4-Final emissions, a tilting cab, cross-flow
cooling package and completely redesigned structures. Customers can enjoy up to a 20 percent
increase in profit potential, based on the size of the tractor, versus the previous series. It’s aproduct with great possibilities, and we are committed to giving it the best start possible.
Based on what we’ve learned in our Lean manufacturing pilot program, we’ve invested in astate-of-the-art assembly line at our facility in LaGrange, Ga., to support the manufacture of
the D-Series models. Lean principles promise to improve productivity and safeguard thequality of this market-defining product.

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122014 YEAR IN REVIEWCUSTOMER & DEALERSECTIONSUPPORTHEADING

Integrating Products, Processes
and People Through Technology
FOR CATERPILLAR, CAT®
DEALERS AND CUSTOMERSALIKE, ACCESS TOCOMPREHENSIVE
AND USEFUL DATABUILDS CLOSER RELATIONSHIPS,STRONGER LOYALTIES AND
GREATER PROFITABILITY FOR
EVERYONE.

Complete and accurate data almost always leads to better decisions. To our dealers, thismeans more relevant, timely and actionable information that can be leveraged to enhance
the customer experience. To our customers it means an easier way to do business, alongwith scalable, technology-enabled solutions that work with mixed fleets. For Caterpillar,Cat ® dealers and customers alike, access to comprehensive and useful data builds closer
relationships, stronger loyalties and greater profitability.
Widely accessible technology and information is redefining how key business decisions are
made within the industries we serve. Ultimately, every aspect of products and services will
be able to be monitored, controlled and optimized through technology. With this paradigm inmind, Caterpillar has developed our Technology Enabled Solutions (TES) strategy to bringvalue to our customers’ businesses and job sites.
Technologies that enable equipment connectivity, plus the data flow from that equipment toCaterpillar to the dealer, form the heart of our connected services. When paired with robust
customer data, we deliver information value streams that can be leveraged to provide a more
complete picture of the customer experience – on- and offline – so expectations are met at
every turn.
This customer data is stored within our Customer Master Environment that integrates
customer data streams, providing the ability to leverage one universal view of Caterpillar
customers. A Customer Information team of experts within Caterpillar leverages that data
to provide dealers with insights to help them better service and sell. The shift has been
to focus on data and turn it into value for customers, dealers and for Caterpillar.

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2014 YEAR IN REVIEWCUSTOMER & DEALERSECTIONSUPPORTHEADING

Integrating Products, Processes
and People Through Technology (continued)
In turn, the role of our dealer network as consultative partners to our customer base becomeseven more critical. Data analysis allows dealers to assist customers with planning, analysis,
forecasting and other functions, because they know more about their buying patterns, purchasecycles and financing needs. Through the Dealer Data Integrity Process, dealers have accessto a robust suite of services that results in improved data quality, supporting everything frommarketing initiatives to resource planning. Connectivity among customers’ equipment andother assets is the first step to forging closer, more integrated relationships among customers,
dealers and Caterpillar people, products and processes.
Nowhere are these shifting relationships more apparent than in the sales process. Today’s
customers are more informed and empowered than ever. They go looking for what they want,research extensively and buy how, where and when they want. Increasingly, customers“do their homework” before buying – with over 80 percent beginning their purchasing process
online. eBusiness Marketing Automation gives customers access to relevant, targeted content
and timesaving tools for purchasing, service, financing, shipping and more.
As customers keep pace with ever-expanding capabilities, Caterpillar continues our commitment
to develop and maintain best-in-class offerings. Moving forward, we will intensify our focus onunderstanding customers and delivering the capabilities that matter most to them.

Cat Dealers Share What Works
Across the Table: In Their Words®

In 2014, we deployed our Across the Table initiative to take what is already Caterpillar’ssingle biggest competitive advantage, our dealer network, and make it even better.
The initiative draws its name from a 1926 Caterpillar publication of the same namethat provided insight into the business/dealer relationship and its benefit to customers.
The book still serves as a touch point, as it outlines the fundamental principles ofmutual performance and trust that govern the Caterpillar/dealer relationship tothis day. Across the Table allows for deeper collaboration between Caterpillar
and our 177 dealers by sharing and implementing best practices throughout the
network. In this way, our dealers are putting actions into place that already workand make sense. Watch how the Across the Table initiative is enabling thesedealers to take their business and their Caterpillar relationship to the next level.
View here

CATERPILL AR INC.

14

2014 YEAR IN REVIEWENERGY & TRANSPORTATIONSECTION HEADING

Meeting Energy Demand
A Conversation with Jim Umpleby, Group President

Q: What excites you about the future in Energy & Transportation?
A: Economic growth in the developing world is increasing the global demand for energy,
infrastructure and transportation. This trend is expected to last for several decades. Caterpillar
and our dealers are very well positioned to help our customers meet these growing demands.
Our medium and long-term future in Energy and Transportation is very bright.

Energy & Transportation supports
customers in oil & gas, power
generation, marine, rail and industrial
applications, including Cat ® machines.
The product and services portfolio
includes reciprocating engines,
generator sets, marine propulsion
systems, gas turbines and turbinerelated services, diesel-electric
locomotives and other rail-related
products and services.

Q: How are Caterpillar’s Energy & Transportation solutions helping customers meetthe growing demand for energy?
A: Our products are used across a large portion of the oil & gas value chain, including offshore
and onshore drilling, well servicing, oil & gas production, and natural gas pipeline transmission.
Our reciprocating engines and gas turbine generator sets also provide prime and standby powerusing diesel fuel, natural gas and alternative fuels for a wide variety of customer applications.
Q: What are some of the innovations occurring in Energy & Transportation?
A: We support a wide range of fuel sources, including natural gas, diesel and alternative
fuels, and we are continually innovating to provide more efficient and lower-cost solutions.
Liquefied natural gas (LNG) solutions are being developed for the rail, marine and mining
industries. Our 3500 engine, used for the exploration and production of natural gas, is now
being retrofitted to provide dual-fuel capability, burning both diesel and natural gas. Caterpillar
Marine developed an award-winning Twin Fin propulsion system that improves fuel efficiency
and reliability for ocean vessels.
Q: How does Caterpillar contribute to sustainability in the energy sector?
A: Our products are used in a wide variety of environmentally sustainable applications. One
great example is coke oven gas in China – our Solar gas turbine generator sets burn cokeoven gas that is a byproduct of steel making. The process reduces the coke oven gas being
vented into the atmosphere and produces electricity at the same time. Another example is therecent commissioning of 12 large natural gas-powered Cat ® engines to provide backup power
for multiple wind farms in Kansas. When the wind is not blowing in Southwest Kansas, ourgenerator sets use natural gas to provide 110mW of power to 200,000 homes. There are also
thousands of megawatts being produced by Cat® engines operating on landfill, digester andcoal mine methane gas.

Sales ($ in millions)$20,155

Segment Profit ($ in millions)$21,727$4,038$3,401

2013

CATERPILL AR INC.

2014

2013

2014 Sales by Geography ($ in millions)$9,612 North America$3,855 Asia-Pacific$6,297 EAME
$1,963 Latin America

2014

15

2014 YEAR IN REVIEWENERGY & TRANSPORTATIONSECTION HEADINGIntellitrain Solutions Keep
Fuel Efficiency on Track®

TWO SEPARATEINNOVATIONS, WHEN
PAIRED WITH LEADERS,ENABLE FUELSAVINGS AS WELLWILLAS REDUCE EMISSIONS

More Than You Know
Life Is Beautiful is an annual music,
culinary, art and learning festival held
in Downtown Las Vegas. In 2014, nearly
90,000 people participated in the threeday event. See why Cat® Entertainment
Services is called back each year
to provide the safe, dependable and“invisible” power that allows the festival
to take center stage.
View here

CATERPILL AR INC.

In the railroad business, fuel is the single-greatest
expense, after compensation and benefits.
Traditionally, a locomotive operator decides when
to run a locomotive at its maximum horsepower
levels – where diesel engines are the most fuelefficient – and when to brake. The challenge isthat spending time in a high-throttle position, thenbraking quickly, can waste fuel. Spending moretime in lower or middle throttle positions, however, runs the diesel engine at a lower fuelefficiency level. To address this problem, Electro-Motive Diesel (EMD) teamed up with train
control system supplier New York Air Brake (NYAB) to introduce two new automatic control
systems that can help reduce fuel consumption for rail customers.
Already standard equipment in the rail industry, LEADER, NYAB's train management system,
calculates the most fuel-efficient run and prompts crews when to throttle or brake. As part of
the Intellitrain suite of rail solutions, EMD and NYAB jointly developed Intellitrain® PilotAssist
to integrate LEADER with EMD’s locomotive control system. With PilotAssist, throttle anddynamic brake commands from LEADER can be applied autonomously by EMD’s locomotive
control system. PilotAssist works in lockstep with LEADER’s calculated commands, which canprovide additional fuel savings.
Working along with PilotAssist, the new EMD SmartConsist® 2.0 software product automaticallyattempts to run some locomotives of a connected group, or “consist,” at full throttle, then let
the other locomotives go to idle, achieving an effective middle-range throttle for the entire
group. The two separate innovations, when paired with LEADERs, will enable fuel savings aswell as reduce emissions for these locomotives. On later EMD™ units, new innovations likethese, provide real savings to the bottom line.

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2014 YEAR IN REVIEWENERGY & TRANSPORTATIONSECTION HEADING

Fast Ferry Powered by DGB
a Big Win for Rio 2016™

Each Olympic Games draws together talent from around the world, often with stunning results.
In line with that spirit, the 2016 Summer Games in Rio de Janeiro, Brazil, will feature Assessoria
Transporte Aquaviaro fast ferries – designed by Coco Yachts Holland B.V. of the Netherlands,
built by Afai Southern Shipyards in China and powered by the first Cat ® 3512C marine generator
sets with Dynamic Gas Blending™ (DGB™), built in Lafayette, Ind., U.S.A.

“THE NEW CAT MARINE DUALFUEL SOLUTION LEVERAGES THE
PROVEN DURABILITY OF THE

3500 DIESELENGINE,

WHILE OFFERING CUSTOMERSENHANCED FUEL FLEXIBILITY
AND POWER REDUNDANCYTO RUN DIESEL OR GAS”

A total of 28 Cat ® generator sets will be installed on seven aluminum-hull fast ferries,
with 14 Cat 3512 generator sets – each providing 1,550 eKW at 60 Hz of rated power –and 14 Cat C9 generator sets providing prime and auxiliary power, respectively.
One ferry will be equipped with Caterpillar Marine’s new DGB solution, which is based on thehighly successful dual-fuel application for land drilling introduced in 2012. Powered bycompressed natural gas (CNG), the dual-fuel solution is ideal for high-speed applications.
The Cat 3512 DGB features a low-pressure gas system with an approximately 70 percent
maximum gas substitution rate across a wide load range. The IMO II-compliant generator set
operates with diesel-like rated power and transient response while maintaining an overhaul
life similar to a diesel engine. Operators can achieve significant fuel savings due to the stellarload factor and substitution rate.
“The new Caterpillar Marine dual-fuel solution leverages the proven durability of the 3500
diesel engine, while offering customers enhanced fuel flexibility and power redundancy to run
diesel or gas,” explained Jason Spear, Caterpillar Marine product definition engineer.
The remaining six ferries are being constructed with the option to readily retrofit the engine
room to include the DGB kits in the future. Each ferry will feature diesel-electric propulsion(DEP) with azimuth thrusters and identical engine rooms.
“Assessoria Transporte Aquaviaro will not only be able to optimize the efficiency of theirvessels powered by Caterpillar Marine dual-fuel solutions, but also operate on the waters
with the confidence and product support you can get only from Caterpillar,” noted Chris
Chenette, Caterpillar Marine product value manager.

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2014 YEAR IN REVIEWCATERPILLAR ENTERPRISESECTIONSYSTEMHEADINGGROUPEnterprise Excellence
A Conversation with Dave Bozeman, Senior Vice President

Q: How does Enterprise Excellence align to Caterpillar’s overall enterprise strategy?
A: Enterprise Excellence takes our order-to-delivery process to the next level by allowing us todo even better what we already do well. When you look at the overall business, Enterprise
Excellence will drive our discipline and execution to a new level for Caterpillar and prove to be
a competitive advantage in the long term.

Caterpillar Enterprise System Group(CESG) brings together critical processes
and support groups with the goal to further
improve our holistic manufacturing andvalue chain capabilities worldwide. The
group is facilitating and supporting thestrategy to achieve Enterprise Excellenceby working deeply with the strategic
businesses to align the enterprise, drive
action and deliver superior results.

Q: What value does the Global Supply Network bring to the Enterprise
Excellence strategy?
A: Caterpillar does business in over 180 countries around the world. Having a network model that’s
linked to our overall logistics strategy provides great visibility through our value chain and allows us
to place our inventory where it needs to be, when it needs to be there. Our network will only getstronger in the future, and this will continue to be a competitive advantage for Caterpillar.
Q: How can Enterprise Excellence assist a business?
A: It all starts with the customer – understanding their requirements and needs. We look atwhen and how the customer wants their product and purposely engineer our logistics, ourfactories and our suppliers to meet their requirements. This ultimately improves the speed andflow of getting our products to customers. When we do that, we get delighted customers,
increased profits, better return on sales and reduction in inventory that improves our overall
cash flow. It’s a win-win when we start with our customers.
Q: How is Caterpillar leveraging Lean with the Enterprise Excellence strategy?
A: Lean allows us to go one step further on discipline and execution, driving stability within ourfactory and office environments. It starts with our commitment to a Built in Quality culture. Thatmeans refusing to pass on any defect, whether in a product or a process. That takes a deep
understanding of what a job should look like at each step. So whether it’s office work, or building
the greatest machines in the world, Built in Quality is the foundation, and our employees are thekey to making it happen.

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2014 YEAR IN REVIEWCATERPILLAR ENTERPRISESECTIONSYSTEMHEADING
GROUP

Delivering a More
Competitive Caterpillar
2014 Enterprise
Excellence
Highlights• Robust understanding of customer
service requirements by product,by region• Nine new pilots led by four engineeredvalue chain pilot teams• Simplification across all pilots ...
driven by configuration
rationalization• Continued momentum for Leancontinues ... with more than
50 deployments

The Driving Force Behind Enterprise Excellence
Customers trust Caterpillar to provide them with the best experience possible, withexpectations for quality products at a cost and availability that meets their everyday needs.
As part of our commitment to continuously improve the customer experience, a new initiative,
Enterprise Excellence, launched in 2014, that represents Caterpillar’s holistic vision for our
end-to-end business.
The strategy to achieve Enterprise Excellence was developed by a diverse group of officers who
are responsible for Caterpillar’s key product lines and service offerings. Enterprise Excellence
is challenging Caterpillar to get even closer to the customer in order to better understand themarket and our customer service requirements. Caterpillar is then using customer data to betteralign critical processes and support groups to further improve Caterpillar’s end-to-end business.
The strategy also includes efforts to provide the highest-quality products by leveraging a Leantransformation and strengthening core business processes across the enterprise.
The efforts underway are delivering a more connected, responsive and competitive Caterpillar.
It’s a Caterpillar that our people are proud of. A Caterpillar our customers can count on. And a
Caterpillar our stockholders are confident in.

• Development of Global Supply
Network Division ... delivering
improved visibility

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2014 YEAR IN REVIEWCATERPILLAR ENTERPRISESECTIONSYSTEMHEADINGGROUP

Getting Closer
to the Customer
WE WILL CONSISTENTLY
DELIVER OUR PRODUCTS

THE WAY THE
CUSTOMER
WANTS …
WHEN THE CUSTOMERWANTS …

Caterpillar customers have high expectations, which, if not met, can have a direct impact
on business. By gathering, analyzing and applying customer feedback, we can help avoid
such situations.
We gather feedback through a process called the market back approach, a key component of thestrategy to achieve Enterprise Excellence. In 2014, Caterpillar took this approach to the nextlevel. By gathering robust market feedback – such as the specific features, performance anddelivery our customers want and expect from us – Caterpillar can better define our customer
service promise and leverage the data to align critical processes and support groups thatfurther enhance our end-to-end business.
“I’ve seen a big change in communication,” observed Dino Colbourne with Shell Albian, who
is a customer in the oil sands industry. “I’ve seen engineers from Caterpillar coming up here
repeatedly, and they’re asking our opinion because we have a lot of history. We have thebiggest history for the region, and it’s great to be asked to support improving the products.”
By leveraging the market back approach, Caterpillar has established that different demand
segments exist based on specific buying occasions. As a result, Caterpillar is re-engineering
our order-to-delivery processes to provide the agility and flexibility required to consistently
meet customer expectations. In doing so, we will consistently deliver our products the way
the customer wants … when the customer wants … fulfilling the Caterpillar Customer
Service Promise.

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2014 YEAR IN REVIEWCATERPILLAR ENTERPRISESECTIONSYSTEMHEADINGGROUP

Strong Processes
Deliver Strong Results
Foundational
Capabilities
Processes and guidelines to drive
sustainable success.
• Customer Service Promise• Product Strategies• Global Supply Network• Lean Transformation• Business Systems Strategy• Governance

CATERPILL AR INC.

Every business in the world follows specific processes and guidelines to drive sustainablesuccess. At Caterpillar, these processes are called foundational capabilities, and we arecommitted to strengthening our foundational capabilities to achieve Enterprise Excellence.
A key foundational capability for Caterpillar is our Global Supply Network. In 2014, Caterpillar
created this network by joining our procurement and logistics teams. The result is one teamwithin Caterpillar focused on supply excellence, visibility and driving efficiencies fromorder-to-delivery.
The Global Supply Network monitors orders, shipments, deliveries and inventories acrossCaterpillar. It consists of internal and external suppliers, distribution hubs, consolidationand deconsolidation stations, and service parts. Each of these areas brings expertise, andthe alignment creates a strong network of value.
The goal of the Global Supply Network is to procure the right quality part or service, at theright time, from the right supplier, following the right plan, for the right total cost. The
network drives proactive, fact-based decisions for procurement and logistics and delivers
a competitive advantage for Caterpillar and our customers.

21

2014 YEAR IN REVIEWCATERPILLAR ENTERPRISESECTIONSYSTEMHEADINGGROUP

The Power of Perfect
A perfect tractor is achieved when a machine starts online and is fully assembled with zero
missed defects from start to finish. Caterpillar strives for perfection and is a company built
on a reputation of high quality products and services. In 2014, perfection started to take shapeas perfect Cat® tractors started rolling off assembly lines all across the globe.
How is Caterpillar achieving perfection? The answer is Lean.
Lean is Caterpillar’s disciplined execution to eliminate waste and drive efficiencies and is built
on a strong foundation of 6 Sigma and the Caterpillar Production System (CPS). The methodology,
first introduced in 2013, picked up momentum in 2014 and has been deployed more than 50 times
throughout the enterprise.
The first principle of Lean is Built in Quality or BIQ, and it requires that every person, working
every process, must guarantee 100 percent high quality at all stages of work. A defect cannot
be passed on during any stage, no matter how small or seemingly insignificant.

Inspector Henry Rogers and team lead Terry Boone
inspect a tractor at a quality gate in East Peoria, Ill.

Caterpillar’s East Peoria, Ill., facility celebrated its first perfect tractor in early 2014, and Leanis driving results because of strong enthusiasm and high engagement among employees.
“There is a lot of pride and craftsmanship on the line,” noted Terry Boone, a manufacturing
team lead. “Our biggest resource is our team. They make us great.”
Defect elimination is just one aspect of Lean. The methodology is also enhancing safety ofwork environments and increasing process flow, which ultimately improves product availability
for customers. Furthermore, Caterpillar’s Lean journey is not limited to manufacturing. Manyfunctional areas within Caterpillar execute business processes on a daily basis and areleveraging the Lean methodology to produce perfect work and deliver a more connected,
responsive and competitive Caterpillar.

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2014 YEAR IN REVIEWCATERPILLAR ENTERPRISESECTIONSYSTEMHEADINGGROUP

The Power of Perfect (continued)
Building on Success
Perfect work is possible at Caterpillar due to a continuous improvement journey that started
with 6 Sigma, the Caterpillar Production System and now Lean. Caterpillar introduced its Lean
Methodology in 2013.
6 Sigma standardizes problem-solving methodology by using facts and data. The Caterpillar
Production System gives Caterpillar a common language and promotes improvement throughPeople, Quality, Velocity and Cost metrics. Lean is the disciplined execution necessary toeliminate waste and drive efficiency.

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2014 YEAR IN REVIEWFINANCIAL PRODUCTS & CORPORATESECTIONSERVICESHEADING

Exceeding Expectations
A Conversation with Brad Halverson, Group President &Chief Financial Officer

Q: How would you describe Caterpillar's 2014 financial performance?
A: In 2014, we faced an economically challenged environment. As a result, Caterpillar sales andrevenues were about flat. Despite Resource Industries’ sales dropping nearly $3 billion, or over
20 percent, we did see some bright spots. It was a great year for Energy & Transportation withrecord sales and profit in 2014. Also, while still well below prior peaks, Construction Industries'
sales were up about 4 percent, with profit improving substantially. Despite overall company sales
and revenues being about flat in 2014, solid operational execution by our employees resulted
in higher profit per share of $5.88, up $0.13 from 2013, and excluding restructuring costs, profit
per share for 2014 was $6.38, up $0.41 from 2013.

Financial Products is built to provide
financing to customers and dealers forthe purchase and lease of Cat ® and otherbrands’ equipment, as well as financing forCat ® product sales to dealers. Financing
plans include operating and finance leases,
installment sale contracts, working
capital loans and wholesale financing
plans. The segment also provides various
forms of insurance to customers anddealers to help support the purchaseand lease of our equipment. Corporate
Services is built to provide business andhuman resources, information technology,
accounting and finance services toCaterpillar, serving as the enterprise
resource for business-related activities.

Despite the generally weak economic conditions, I am pleased with our 2014 accomplishments
as we continued to embrace and execute our business model. Through the hard work of ourpeople in partnership with our dealers, we provided our customers with improved quality
products and gained market share again in 2014, which marks the fourth consecutive year of
improvement. We also saw a significantly greater percentage of dealer deliveries financed
through Cat Financial, which is the second consecutive year of improvement in this area. These
efforts, coupled with a strong focus on cost management, enabled us to lower our structuralcost, improve our cost flexibility and achieve our operating profit pull-through targets.
Q: How would you describe the condition of our balance sheet and our cash
performance in 2014?
A: We continue to invest in future growth opportunities, our factories and research anddevelopment, which are so critical to our long-term success. We are able to do this because of
the strength of our balance sheet. This is a direct result of a strong focus on the balance sheet andcash flow that has been in place for the past several years. Machinery, Energy & Transportation(ME&T) generated $7.5 billion of operating cash flow in 2014, which was the third best incompany history. Our ME&T debt to capital ratio of 37.4 percent is well within our targetedrange, and the debt to capital ratio net of $6.3 billion of ME&T cash is at a very strong 18 percent.
This strong financial position was achieved while giving back to our stockholders througha 17 percent increase in our quarterly dividend and the $4.2 billion of stock we repurchased
during the year.
Q: What should employees focus on in 2015 to help Caterpillar achieve its goals?
A: As always, we need to start with safety. During 2014, our safety improved over 2013, somaking Caterpillar an even safer place to work in 2015 is a great place to start.
Operationally, we face another challenging year in 2015 with sales and revenues expected to be
down about $5 billion versus 2014, driven by the relatively slow growth forecasted for theworld economy and the continued weakness in commodity prices. Thus, we will need to staykeenly focused on cost management. Despite the challenges, I am really looking forward to2015, since we have tremendous momentum on cost management through our Lean initiatives.
We have proven we know how to manage through challenging times, and I am confident we will
do so again in 2015.

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2014 YEAR IN REVIEWFINANCIAL PRODUCTS & CORPORATESECTIONSERVICESHEADING

Exceeding Expectations(continued)

A Conversation with Brad Halverson, Group President &Chief Financial Officer

Leadership development also will be a critical area of focus for 2015 and will set the stage forcontinued success for the long-term. In 2014, we refreshed the overall Leadership (L.E.A.D.)
strategy to include new values-based leadership curriculum, and we formed new partnerships
to help deliver our programs for 2015. When you consider that more than half of our employees
have fewer than 10 years with the company, it is easy to see why I am so passionate about
the need to invest in leadership development.
Q: How would you characterize Caterpillar's position for the future?
A: We are positioned incredibly well for the long-term future. We continue to be in the rightindustries. The world needs what we make possible – energy, infrastructure, sustainability,
which are all key challenges the world is going to face in the years ahead, and we have
solutions. The world population is growing, the middle class is growing, energy demands are
growing, and infrastructure needs are building in developing markets and updating is neededin the developed markets. There is a lot of opportunity for Caterpillar and our customers!
When our industries recover, we will be well-positioned to take advantage of the operationaland structural improvements we have made over the past few years as well as the increased
investment we are making in research and development. We should feel good about what wehave accomplished in these challenging times and be excited about the bright future we have
before us.

Revenues ($ in millions)$3,224$3,3132013

2014

Segment Profit ($ in millions)
$990

2013

2014 Revenues by Geography ($ in millions)

$901

2014

$1,782 North America$ 569 Asia-Pacific$ 494 EAME
$ 468 Latin America*Charts represent financial performance for Financial Products segment.
CATERPILL AR INC.

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2014 YEAR IN REVIEWFINANCIAL PRODUCTS & CORPORATESECTIONSERVICESHEADING

Strengthening
Stockholder Valuefor the Long Haul
FOR THE FULL YEAR,$4.2 BILLION$1.6 BILLION
OF STOCK REPURCHASES AND
OF DIVIDENDS PAID MAKE
2014 A RECORD YEAR FOR
RETURN OF CAPITALIn 2014, Caterpillar marked its 85th anniversary as a New York Stock Exchange listed company,a milestone in our long legacy of strategy execution, operational performance and returning value tostockholders. The foundation of consistent financial strength has enabled us to weather market
cyclicality over the years and invest for the long term. Within our Enterprise Strategy, there
are defined metrics that help measure that success. A strong balance sheet, stable “mid-A”
credit rating and robust cash flow all demonstrate our financial strength and capabilities.
Caterpillar’s ability to generate cash flow, access credit and issue debt in the financial markets
support operations, fund cash deployment priorities and cushion against downturns. In 2014,
Caterpillar Inc. issued $2.0 billion of U.S. bonds with maturities of 10 years, 30 years and 50 years
at low rates. When potential lenders consider the creditworthiness of any company, balance
sheets provide a basic financial “snapshot” that indicates how well that company can handle
the normal ups and downs of sales and revenues, while still paying the bills. Accordingly, weended 2014 with a strong balance sheet and solid credit metrics. 2014 profit per share was$5.88. Excluding restructuring costs, profit per share was $6.38, up 7 percent from 2013, despite
slower-than-expected economic growth worldwide and relatively flat sales and revenues.
Our priorities for the use of cash include rewarding our stockholders through repurchasing
common stock and paying dividends. In January 2014, we announced our completion of the$7.5 billion stock repurchase program initially approved in 2007. Subsequently, the Boardof Directors approved a new $10.0 billion stock repurchase program, which will expire
on December 31, 2018. For the full year, $4.2 billion of stock repurchases and $1.6 billionof dividends paid make 2014 a record year for return of capital – and clearly demonstrate
our commitment to deliver superior returns to stockholders.
Our long-term outlook remains optimistic as the diversity and geographic reach of our businesses,
growing demand for our customers’ products and services, as well as our continued financial
discipline and operating strength, provide us with clear reasons to be confident about
Caterpillar’s ability to deliver strong results and continue to reward stockholders.

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2014 YEAR IN REVIEWFINANCIAL PRODUCTS & CORPORATESECTIONSERVICESHEADING

U.S. Manufacturing Day
Builds Pride and Possibilities
U.S. Manufacturing
12.5% of GDP1
$2.08 trillion contributed to economy
in 20131

9% of workforce directly employed1
1 in 6 private-sector jobs supported1
$1.32 added to economy for every$1.00 spent1

²/³

of all private-sector R&D(driving more innovation thanany other sector)1

90% of patents come frommanufacturing2
1

Source: National Association of Manufacturing2

Source: U.S. Department of Commerce

Autumn Cohan, a seventh-grader in Decatur, Ill., adjusted the motor assembly of her “brushbot,” a toothbrush head with a motor attached to it – that she has designed to sweep up a pileof rice. The brush bot keeps moving in circles, and she wants it to go straight. “It’s not as easy
as it looks,” she said.
Autumn, who wants to be an architect, is one of 80 middle-school girls chosen to tour the
Decatur Caterpillar plant in October 2014 for “Introduce a Girl to Engineering Day.” The girls
spent the day talking to some of Caterpillar’s female engineers and learning more about theskills and problem-solving they will need to focus on for careers in engineering.
This was just one of the events held throughout October in conjunction with National
Manufacturing Day – an annual event on the first Friday of October that provides an opportunityfor U.S. manufacturers to celebrate and showcase the potential of modern manufacturing andfoster interest in manufacturing careers.
In 2014, Caterpillar’s U.S. facilities hosted more than 200 events across 38 states. More than
25,000 employees and thousands of family members, community leaders, educators andstudents joined in. The activities varied by facility, including open houses and tours, demonstrations, cookouts and catered meals, games and hands-on manufacturing experiences. But
the theme was the same everywhere: Caterpillar manufacturing employees are valued fortheir skills and expertise – and their careers are making an impact.
Manufacturing is the core of our company and drives continuous innovation. Today, for example,
manufacturers are in the midst of a sustainable revolution, constantly innovating and improving toenhance the safety of products and facilities while at the same time using less energy, less waterand creating less waste. Technology is also playing an increasingly vital role. U.S. manufacturers
are at the forefront of these efforts, conducting two-thirds of all research and development in
the nation – more than any other sector – and claiming 90 percent of all U.S. patents.

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2014 YEAR IN REVIEWFINANCIAL PRODUCTS & CORPORATESECTIONSERVICESHEADING

U.S. Manufacturing Day (continued)
Our customers are literally building the world and couldn’t do it without the hard work andexpertise of the men and women who design and build reliable, durable Cat® engines andequipment. It’s our responsibility to ensure they are appreciated and that they are prepared tocompete on the world stage. To this end, we work to encourage education in vital technology
and skilled trades, as well as cultivating an environment where innovation is rewarded andcan flourish.
Caterpillar is committed to the continued success of our manufacturing facilities, which
includes a strong base in the U.S., which we see as the strongest, largest and most productive
manufacturing economy in the world.
View a short video about Today’s Manufacturing. Today’s Caterpillar.

Honoring Those Who Built a Life of Building the World
Betty Reed was making 75 cents a day as a babysitter when she learned of a job
as a General Assembler for Caterpillar subsidiary Solar Turbines, where she wasable to work alongside her husband, brother and cousin. That was in 1942, andBetty is still going strong as a cutter/grinder at Solar’s facility in San Diego.
Along with Charlie Pittman, a maintenance mechanic at Caterpillar’s East Peoria
facility, Betty received her 65-year service pin and starred in a documentary-style
video that was part of Caterpillar Visitors Center’s “Manufacturing Traditions”
exhibit. The exhibit celebrated Caterpillar’s nearly 90-year legacy of manufacturingand honored the people who made it possible.
“Manufacturing is the core of our company,” said Kathryn Spitznagle, Caterpillar Visitors Center Manager. “We hope that visitors willtake away the tradition of manufacturing, along with understanding the longevity and opportunity in today’s skilled labor careers.”
The exhibit focused on five key concepts of Caterpillar's history – Safety, Processes, Quality, Employee Recognition and Training –and included archive photos and more than 150 artifacts. “Many of the tried-and-true tools and processes that date back to the 1920s
still have a place in our modern factories,” said Spitznagle. “And then as visitors walk around the corner they see the innovative,
high-tech and more sustainable products we manufacture today, but that dedication to quality and safety hasn’t changed.”

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2014 YEAR IN REVIEWFINANCIAL PRODUCTS & CORPORATESECTIONSERVICESHEADING

Financing Program a Winning
Solution for UK Customers
J UST ADD
DIESEL

COMBINES TOTAL EQUIPMENTCOSTS INTO A SINGLE MONTHLYPAYMENT, LEAVING FUEL AS THE
ONLY ADDITIONAL EXPENSE TO
THE CUSTOMER.

CATERPILL AR INC.

Cat Financial is always looking for innovative ways to work with Cat® dealers to provide winningsolutions for Caterpillar customers. The Just Add Diesel campaign with Finning UK is a good
example. Together, with marketing representatives from Caterpillar's Global Construction andInfrastructure (GCI) group, Cat Financial and Finning put together a program for customers whovalue a high level of service. Built around an Operating Lease that includes an Extended
Protection Plan (EPP) and Finning’s Preventive Maintenance Agreement, Just Add Diesel
combines total equipment costs into a single monthly payment, leaving fuel as the only
additional expense to the customer. Finning offers a 98 percent uptime guarantee along withthe package. Over the last two years, the program has helped many UK customers find theright solution for their purchase of wheel loaders, excavators and articulated trucks. Malcolm
Construction, which runs a quarry in Ayrshire, Scotland, is a good example.
“When we were looking to upgrade our machines, we wanted an option that would give us
low life cycle costs with high productivity,” Malcolm Construction Managing Director Walter
Malcolm explained. “We identified the Cat® 972K and Cat® 980K as the ideal units for ouroperation, and the Just Add Diesel solution was a great alternative payment option that madesound business sense, enabling us to plan ahead financially. With the fuel savings andproductivity improvements, we’re essentially running one of the units for free.”29

2014 YEAR IN REVIEWLAW ANDSECTION
PUBLICHEADINGPOLICY

Legal LANE Strategy

A Conversation with Jim Buda, Executive Vice President &Chief Legal Officer

Law and Public Policy is built to sustain
Caterpillar’s world-class reputation. The
organization includes the Legal Services
Division and the Global Government &Corporate Affairs Division. Responsibilities
include legal and compliance services;media relations; internal communications;
government affairs advocacy; sustainability consulting; and global environmental,
health and safety services. Support for theCaterpillar Foundation is also provided byour group, making sustainable progresspossible around the world. We are a global
team, focused on serving our customers,
communities and countries.

Q: A “lane strategy” is usually associated with manufacturing. How are you using
this type of thinking in the legal area?
A: We actually replicated our legal lane strategy from the Caterpillar Production System.
It’s very similar in that it provides us with lanes through which we process and manage thevolume of work that comes in our doors. If we receive a commercial contract, for example,
the matter is reviewed using a lane in which most contract review begins. In that lane, many
aspects of legal review have been converted to standard work. If at some point the contract
requires special attention, it is escalated to another lane – much like a specialty build might
be diverted on the production line or pass through a different process. This is one way weuse lane strategies to determine the best resource for allocating time to issues in a contract
matter and to complete it in the most efficient way possible.
Q: What types of legal resources do you consider?
A: We still work with outside counsel – but now, we also work with other flexible resources
like legal process outsourcing companies, firms that provide contract attorneys and otherlegal professionals and managed services providers. Many of these have offices and teammembers in the U.S. and other countries. They supply us with very bright and smart lawyers
and other legal professionals who have expertise matched more closely with what is necessary for the task at hand. This gives Caterpillar more ways to get work done and not only
reduces overall costs, but increases the ability for attorneys with high levels of expertise
to focus more on Caterpillar’s most complex risk issues. By increasing global and expertisediversity within the entire team, we’re able to achieve better risk management andoutcomes at a lower cost for Caterpillar.
Q: Where did the idea of a legal lane strategy originate?
A: The strategy emerged after the 2009 downturn as we planned for requests for legal support
to increase along with sales and revenues. We determined that – because of the volatilityof the macroeconomic conditions in the world today – we simply couldn’t add or eliminate
resources every time our revenues fluctuated. Caterpillar’s business needed us to improveconsistency, flexibility, completeness and responsiveness in our services. We also needed
to improve employee engagement. We had to create and implement a new model that wasdifferent from traditional legal models.
Q: How has this strategy impacted employee engagement?
A: Caterpillar has a large volume and variety of legal issues that need attention. What iscomplex, exciting and/or engaging to one person may not be to another. Prior to the legal lane
strategies, we had a highly experienced paralegal or lawyer spending most of their time working

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Legal LANE Strategy(continued)

A Conversation with Jim Buda, Executive Vice President &Chief Legal Officer
on more routine matters that didn’t leverage their expertise. By allocating work based onmatching a person’s expertise with a task requiring similar expertise to successfully complete
the task, people are more satisfied and engaged with their work. By creating standard work,
we empowered some of Caterpillar’s buyers and other business personnel. They have abetter understanding of commercial risks and have clear decision-making authority andaccountability. More reliable turnaround times help buyers and other business managers
plan and deliver on their commitments.
Q: Can you quantify the cost and efficiency improvements?
A: Since we implemented the program in 2011, Caterpillar has saved over $25 million. In 2014,
we delivered over 55,000 hours of legal support through Legal Lane Strategies. We’re also
getting the work done faster. Prior to implementing Legal Lane Strategies, a document, suchas a procurement contract, would have taken more than five days to process. In 2014, weaveraged two days or fewer 79 percent of the time and four days or fewer 95 percent of thetime for the review. This not only helped us better serve our clients, more importantly, it hashelped Caterpillar achieve its business goals.

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Reforestation ProjectBears Fruit in China
Sustainable to
Our Core
In 2014, Caterpillar elevatedSustainability to a core value.

In the ancient city of Wuxi, Jiangsu province, China, white blossoms sway on rows of newly
planted pear trees that bring an ecological and economic boost to the community. Best known asa birthplace of China’s modern industry and commerce, Wuxi is pursuing strategies that ensure
environmental sustainability through its period of rapid economic growth.
In a number of Chinese cities, Caterpillar teams have volunteered their time to plant a varietyof trees that provide multiple benefits. In the spring of 2014, for example, employees andtheir families chose to plant 10-year-old pear trees, introduced from the village of Suzhou at
the suggestion of a local community leader.
At the end of the growing season, another team returned to pick, package and distributepears to community families. Resulting funds from pear sales will be used throughout 2015 tosupport local schools to carry out environmental education in the community and for families
in need. This is a win-win outcome for the community and the environment.
The planting effort is part of Charity Forest, a project that aims to build up green belts toconserve and protect water and soil resources. Charity Forest, which was a grant recipientfrom The Caterpillar Foundation, also is focused on sustaining the environment throughreforestation in key areas of North China and in areas surrounding Taihu Lake in South China,
where industrial development has been heaviest.

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Winning the Right Way
A global and complex business
An unmatched industry reach and presence
An unprecedented global regulatory enforcement environment
Complex cultural, political and economic contexts

17
KEY ENTERPRISECOMPLIANCE RISKS

With these dynamics as a backdrop, Caterpillar’s Ethics and Compliance Program is criticalto proactively managing compliance risk around the world, as well as protecting our nameand reputation.
Caterpillar’s values-based culture has always been one of our strengths. While this commitment
to our values is constant, we have taken additional steps to further transform and strengthen our
Ethics and Compliance Program. In 2014, our Office of Business Practices invested in human andprogram resources to better address the 17 key compliance risks across the enterprise throughcontinuing development and deployment of employee communications and training, audits andassessments, investigations and strategic business planning – all of which are driving accountability throughout the company.
Our accountability extends to our role as a leader in sustainability as we fulfill our commitment
to build, develop and power the world. In 2014, we elevated sustainability to a core value
for Caterpillar. This reflects the heightened focus being placed on sustainability around theworld and the priorities of our employees. At the same time, we refreshed Caterpillar’s
Code of Conduct and are continuing to focus on our values-based culture.
With operations in diverse cultural, political and economic environments, Caterpillar’s Ethics
and Compliance Program is how we proactively manage compliance risk and protect our
reputation. For Caterpillar, ethical leadership and winning the right way are essential to ourbusiness. That’s how corporate leadership success should be achieved, and that is what
Caterpillar strives for every day, around the world.

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Celebrating Our Legacy,
Building Our Future

MORE THAN

100,000

VISITORS FROM MORE
THAN 40 COUNTRIES TOURCATERPILLAR FACILITIESEACH YEAR.

From the Holt steam traction engines used in recovery efforts after the 1906 San Francisco
earthquake to the massive two-story Cat ® 797F mining trucks that can safely haul 400-ton
payloads of metal ore without a human driver, the Caterpillar Visitors Center chronicles thehistory of Caterpillar’s contribution to sustainable progress and development around the globe.
Each year, more than 100,000 visitors from more than 40 countries tour Caterpillar production facilities and the center to explore the legacy of the company, interact with the machines
and learn about the many ways our customers use Cat ® products and services to make theirprojects possible. Our VIP hosts, along with those at Corporate Tours and Corporate Heritage
Services, take pride in their ability to provide a world-class Caterpillar experience for our diverse
group of visitors by developing a connection with them and the people who make and operate
yellow iron around the world.
Visitors to the Caterpillar Visitors Center encompass everyone from the general public andschool groups to media, government officials and investors. Many more are employees, retirees,
dealers and customers. Often, the dealer-customer groups who visit have been doing businesswith Caterpillar for years; however, some are new to the company and others come to address
specific needs. No matter the reason for the visit, Corporate Tours works with each groupto customize their experience.
In 2014, the Caterpillar Visitors Center began partnering with our Corporate Heritage Services,
the repository for our company history, to share its collection of artifacts and photographs
through rotating exhibits, as well as to promote the company’s history through articles oncaterpillar.com and social media channels. Historically based content consistently achieves
higher engagement in online channels than other types of content, and the response toCaterpillar’s history has been overwhelming.
In addition to its partnership with the center, our Corporate Heritage Services serves a broad
spectrum of clients, including legal, product groups, brand, marketing, public affairs and dealers.
For example, the team provides history and content on the anniversaries of dealerships aroundthe world, facility openings and new product introductions. Dealers also use information
supplied by Heritage Services – such as spec sheets and servicing information – to facilitate
the sale of used equipment.

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Celebrating Our Legacy, Building Our Future (continued)
A visit to the Caterpillar Visitors Center complements a factory tour as a meaningful way tosynthesize all that visitors learn about Caterpillar quality, innovation and technology. While
factory tours offer insight into specific product lines and production processes, the center offersa global perspective into the breadth and depth of the industries we serve; our culture ofcontinuous improvement and future technologies; the brands within the Caterpillar family; andan in-depth look at our company history and the importance of legacy.

In April 2015, the the Caterpillar Visitors Center and Corporate Heritage
Services will showcase the world’s longest-running women’s softball teamwith an exhibit on the Caterpillar Dieselettes – now the Pekin Lettes.

A Holt Heritage – Click here to view an interview with Peter Holt: “You know,
I look back every once in a while to my great-grandfather and (wonder) what
he would think. He was such a practical guy. His attitude always was: ‘You do
the best; the best will happen.’ I think that’s what’s happened.”

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Pulling Together as
One Global Team
+42%
DIVERSE FEMALE
AND U.S. MINORITYATTORNEYS(2014 DATA)

Employees who know they are valued and respected want to contribute to their company’s
long-term success. At Caterpillar, hiring with a view to diversity is just the first step inour journey toward diversity and inclusion. The profile of our worldwide team must reflect
the world in which we do business. Caterpillar’s Law and Public Policy (LPP) organization,
comprised of the Legal Services Division and the Global Government & Corporate Affairs
Division, has done just that – dramatically diversifying the profile of its worldwide team.
“The importance of multicultural understanding and multinational business strategy cannot
be overstated for a company with our depth and breadth,” said Jim Buda, Executive Vice
President. “To best serve our markets, we need to employ our markets.”2014 ACC Value Champion

41%
ATTORNEYS BASEDOUTSIDE THE U.S.

In 2014, Caterpillar’s Legal Services Divisiondemonstrated its leadership in controlling legal costs
and improving division management. In recognitionof the team’s innovative success, the Association
for Corporate Counsel (ACC) recognized the division
as a 2014 ACC Value Champion. ACC, the global bar
association for in-house counsel with more than
33,000 members worldwide, selected Caterpillar
from a variety of industries, including technology,
finance and auto manufacturing, and from a rangeof company sizes.
Since 2011, Legal Services diversified its services model by teaming with twooutside law firms and a legal process outsourcer to reengineer legal processes
and allocate work to the most efficient resources, according to the level ofexpertise needed and the cost of the project. Since implementing thesestrategies, Legal Services has realized cost savings of over $25 million,
in addition to delivering greater value and improving customer satisfaction,
employee engagement, timeliness and quality.

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Pulling Together as One Global Team (continued)
But hiring with a view to diversity is just the beginning. As the division’s profile becomes morediverse, it’s important that new team members are welcomed, their ideas heard and theirperspectives understood in day-to-day interactions. To that end, LPP’s Diversity & Inclusion
Steering Committee was formed six years ago; and this past year, LPP’s Diversity & Inclusion
charter and mission were refreshed to reflect the progress made on its D&I journey with three
key areas of focus: awareness, integration and celebrating differences.
In order to advance these principles, the Steering Committee encompasses four subcommittees
with broad representation to continuously improve the division’s workplace environment:
the Awareness & Training, Mentoring and Integration subcommittees work internallyto organize activities and informational sessions to raise awareness, foster a culture of
integration and build community among our employees. Additionally, the External Resources
subcommittee was formed in 2014 to coordinate with external groups to benchmark on
diversity and inclusion topics and implement best practices.
To further support D&I efforts, Caterpillar joined the Leadership Council on Legal Diversity,a leading organization of chief legal officers and law firm managing partners who have a visionof significantly advancing D&I in the legal profession. A particularly valuable aspect of thisorganization is its Fellows program, through which select attorneys in the division participate
in a structured mentoring program focusing on leadership skills.

GGCA Worldwide Employees

56%

Female

GGCA U.S. Employees

48%

Femaleand Minorities

The division’s continuing effort to develop an inclusive culture as part of “One Global Team”
is evidenced by the enthusiastic participation of employees in the various inclusion activities
and programs, as well as their responses on internal surveys. An internal inclusion survey
indicated that employees view LPP as having a “High-Performing Culture” with particularly
strong results in “Diversity Thinking” and “Teamwork.”
The results reflect the ways in which focused D&I efforts pay off in every area of our business– contributing directly to increased creativity and productivity, global understanding, newprocesses and solutions, better market insight, stronger employee and customer loyalty, andimproved employee recruitment and retention.

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2014 YEAR IN REVIEWRESOURCESECTION
INDUSTRIESHEADING

Energy Poverty

A Conversation with Steve Wunning, Group President
Q: How does Caterpillar define and quantify energy poverty?
A: Energy access is arguably the most important factor in advancing health, literacy and education
and a higher standard of living. But about 3.5 billion people – half the world's population – do nothave adequate access to electricity. Even in the U.S., a household with $50,000 a year in income
will spend more on energy than they do on food and twice the amount they spend on healthcare. So
this is not just an issue for developing countries – it’s a global issue.

Resource Industries is built to support
customers using machinery in mining andquarrying applications. Responsibilities
include business strategy, product design,
product management and development,
manufacturing, marketing and sales andproduct support. The product portfolio
includes large mining trucks, off-highway
trucks, electric rope shovels, wheel tractor
scrapers, hydraulic shovels, large tracktype tractors, large wheel loaders, drills,
articulated trucks, hard rock vehicles andlongwall miners, draglines, highwall miners,
wheel dozers, machinery components,
electronics and control systems and selectwork tools. Resource Industries also
manages areas that provide services toother parts of the company, including
research and development and advanced
component systems.

Sales ($ in millions)

Q: What are some of the energy challenges customers are facing, and what isCaterpillar doing to help them?
A: Our customers need to respond to the demand for affordable, reliable, abundant energy, but
do so in a way that’s environmentally responsible. To accomplish both requires all sources ofenergy – from fossil fuels to renewables and even nuclear. So we help customers with our
products, technology and innovation. But we also can help them by being involved in the debateof energy in general. You can’t talk about sustainability without also talking about energy andvice versa. It’s one of the reasons we came up with our new corporate value of sustainability.
Q: Why don’t we just satisfy that demand with renewables?
A: There’s no question that renewables are an important source for electricity. But eventhough wind and solar have been subsidized by governments for the past 50 years, they still
represent less than 2 percent of the electricity that’s produced around the world. We can’tsatisfy the demand with renewables only. We must use all the energy sources that we haveat our disposal. That certainly includes renewables. It includes fossil fuels. And down theroad, it also includes nuclear. To provide that in a way that is affordable, reliable, safe andenvironmentally friendly, it has to be an all-of-the-above solution.
Q: What role does innovation play in helping meet the world’s energy needs while
taking care of the environment?
A: One great example is what we’ve done with our Tier 4 emissions. We’ve been able toproduce machines that emit far fewer emissions than ever before. So we’re able to conserveon fuel consumption, help improve a cleaner environment and do both with lower operating
costs for our customers.

Segment Profit ($ in millions)$11,805$1,586$8,921$501

2013

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2014

2013

2014 Sales by Geography ($ in millions)$3,193 North America$2,098 Asia-Pacific$2,116 EAME
$1,514 Latin America

2014

38

2014 YEAR IN REVIEWRESOURCESECTION
INDUSTRIESHEADING

Developing the Technology That
Keeps Us Pushing Forward
To meet the future with confidence, we need to continually consider how and where Cat ®
products will be working over the long term. Increasingly, that means identifying and developing
technologies that our customers will need to be successful. Caterpillar’s enterprise product andtechnology strategy, conceived in 2011 and introduced in 2012, defines the key technologies
and areas of research and development investment necessary to meet customer needs andsustain Caterpillar’s competitive advantage well into the future.

RESEARCH
ACTIVITIESUNDERWAY INCLUDE EFFORTS
TO REDUCE CUSTOMER OWNINGAND OPERATING COSTS,
IMPROVE PRODUCTIVITY,
ENHANCE SAFETY AND REDUCE
GREENHOUSE GAS EMISSIONS.

The strategy focuses on four themes – Energy & Transportation Solutions, Machines & Machine
Systems, and Automation & Enterprise Solutions, as well as the recently added Factory Technology
Solutions. The new Factory Technology Solutions theme will provide enterprise focus andalignment in the use of technology to improve manufacturing and supply chain performance.
Projects in this area will leverage emerging technology trends such as additive manufacturing
and big data, among others.
Each theme includes bold, customer-focused goals against which development progress ismeasured. Research activities currently underway within these areas include efforts to
reduce customer owning and operating costs, improve productivity, enhance safety andreduce greenhouse gas emissions.
We’re making great progress so far. In 2014, the technology strategy came to life in the formof several innovative technologies and products with customer value outcomes.
• Energy & Transportation Solutions – Caterpillar customers face constant pressure
to reduce their operating costs without compromising availability of power. Dynamic
Gas Blending (DGB™) is a solution that does just that. By substituting diesel with low-cost
natural gas, while retaining the option to switch to 100 percent diesel fuel without
interruption, DGB solutions are uniquely positioned to meet customers’ changing needs.
The Cat ® 3512 DGB is now in production and already making an impact in the energy
industry, while the Electro-Motive™ 710 DGB™ Locomotive is currently in field trials.

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INDUSTRIESHEADING

Developing the Technology
That Keeps Us Pushing Forward (continued)“DGB’s™ locomotive ability to burn natural gas and deliver diesel-like performance, whileautomatically adjusting to varying gas composition and pressure, allows us to maximize
fuel savings for our customers,” said Joel Feucht, General Manager for the Gas andMedium Speed Engine Business in the Large Power Systems Division. “Our customers
have told us they are seeing sustained gas substitution rates of 65 to 70 percent, reduced
maintenance and the high reliability that they expect from Cat® products. Those results,
combined with excellent service and support from Cat® dealers, are bringing substantial
savings to our customers’ bottom line and adding significant value to their business.”• Machines & Machine Systems – Applying proven technologies systematically andstrategically helps to meet customers’ high expectations for productivity and fuel efficiency.
With an advanced powertrain, the new Cat® 966MXE wheel loader has been designed
to deliver superior performance and fuel efficiency, while simplifying the operator
interface and operating techniques. Caterpillar’s deep integration of the engine andemissions, powertrain, hydraulic and cooling systems has resulted in performance andfuel consumption improvements otherwise unattainable with individual components.
“The Cat 966M XE leverages the full breadth of Caterpillar technology to provide ourcustomers with a 25 percent improvement in fuel economy compared to a conventional
machine. While the continuously variable transmission is at the heart of the machine,
extensive system integration and advanced control algorithms combine to fully optimize theadvantage,” said Tim Graham, Chief Engineer for Medium Wheel Loaders. “Our customers
have told us they've measured the advantage themselves and are seeing the payback in theirbottom line. And we're not stopping there. We continue to focus our research and development efforts on further fuel economy advancements and ease of machine operation.”

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Simulation Strategy Drives
Insight Before Iron
As technology continues to advance, thefuture is more “present” than ever before.
It’s imperative that we both understandour customers' current needs andanticipate their future needs. Accordingly,
forecasting abilities are becoming
increasingly more advanced and morecritical than ever before. Caterpillar isalways looking toward the future, todeliver even better products and solutions
for our customers. One way we’re doing
this is through the implementation of ourEnterprise Simulation Strategy acrossCaterpillar’s entire world-class productdevelopment process. Since we canpredict the performance and behavior ofmachines in the field, we can focus onand fine-tune the quality of every aspectof a product. Watch how Caterpillar usedsimulation in the development of our
990K Large Wheeler to exceed quality,
time and budget expectations.
View here

2014 YEAR IN REVIEWRESOURCESECTION
INDUSTRIESHEADING

Developing the Technology
That Keeps Us Pushing Forward (continued)• Automation & Enterprise Solutions – Caterpillar has made significant progress
toward advancing our customers’ autonomous mining journey in 2014. Dozens ofCat® autonomous trucks are running in Western Australia as customer demand forthe technology continues to grow. Continuous monitoring with Cat® Equipment Care
Advisor, a dealer condition-monitoring tool, maximizes the mechanical availability of the
fleets and enables the trucks to run 24/7/365, stopping only for fuel and scheduled
maintenance. Advanced sensing, reliable navigation and redundant safety systems
reduce the frequency of safety incidents when compared to manned operations.
“Our customers are pleased with the system performance thus far, and we continue
to work closely with them to find ways to enhance the safety and productivity of our
products,” noted Jim Hawkins, director of Technology Enabled Solutions for Caterpillar
Global Mining. “We’re also working to bring more automated technologies and equipment
to the mining industry. As we commercialize these technologies, we move ever closer
to our vision of a fully automated mine site.”
We know the future holds many challenges for Caterpillar customers. Our global productdevelopment community is working now to bring innovation to bear on those futurechallenges and turn them into opportunities for long-term success.

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INDUSTRIESHEADING

Driving Predictability and
Safety in Mining
Although people have been mining minerals from the earth for millennia, the environment hasremained challenging for both personnel and equipment. At Caterpillar, we know that the morepredictability we can build into mining processes and the more we can employ technology, themore effectively we will enhance safety and improve production. Autonomous solutions for mining
accomplish both – integrating people, processes and products in ways only recently possible.

AUTONOMOUS

SOLUTIONSFOR MINING ACCOMPLISH
BOTH – INTEGRATING PEOPLE,
PROCESSES AND PRODUCTS IN
WAYS ONLY RECENTLY POSSIBLE.

Autonomous solutions make next-generation mining a reality by allowing operation of equipmentfrom a remote location, either on the mine site or miles away. A control system, Command,
directs machines where to go and what to do. Onboard intelligence systems “decide” how tonavigate to the prescribed work area and accomplish the assigned tasks. Sophisticated perception
and guidance systems help minimize process variation. The machines precisely position themselves,maneuver, unload and refuel at optimum intervals. Onboard diagnostics even monitor the truck’s
mechanical systems and operating condition and let site managers know when maintenanceis required – all without requiring a person onboard.
Working with other Cat® MineStar™ capability sets, Command brings together the technologies
needed for fully integrated operation of autonomous, semi-autonomous and remotely controlled
mining systems. Highly advanced safety systems enable the autonomous trucks to work reliably
around other mining equipment, light vehicles and mine site employees, helping customers worksafely and use fewer resources in a wide range of challenging environments.
With predictability and safety built in, Caterpillar and Cat® dealers are helping their mining
customers deliver the lowest cost per ton, safely. It’s just another way that our global teamcontinues working toward the success and welfare of Caterpillar customers.

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INDUSTRIESHEADING

Well Conditioned,
Well Prepared
Identifying potential problems or conditions before they happen and stopping them in their tracks
before they lead to machine shutdowns or more costly repairs makes condition monitoring oneof the most valuable services that Caterpillar and Cat® dealers provide for customers. To
further enhance this value, Caterpillar Global Mining has teamed up with the best technology
partners in the industry to develop a Web-based application, Cat® Equipment Care Advisor(Cat ECA), that combines equipment and application information with analytics and Cat dealer
interpretive expertise.

CONDITION
MONITORINGEFFECTIVELY DEMONSTRATESTHE TOTAL VALUE OF THE CAT®
DEALER AND CAT® PRODUCTS.

Employing advanced analytics and knowledge sharing, Cat ECA enhances Cat dealers’ condition
monitoring services and increases the value they provide to customers. The application not
only analyzes data, but also identifies exceptions; provides supporting documentation andreports, along with recommended actions that should be taken as a result of the analysis; andthen tracks those actions – feeding all information back into the Cat ECA Knowledge Center,
where it is reviewed and updated on an ongoing basis. By continually populating The Knowledge
Center with new information, the capabilities within Cat ECA are continuously improved.
Caterpillar and its dealers use this valuable information jointly to develop maintenancestrategies and best practices. Caterpillar product groups can see how their machines are
performing against worldwide benchmarks. In turn, these insights can inform developmentof new and improved products.
Cat dealers use Cat ECA to take their services to a higher level, strengthening customer
relationships. In addition, improved maintenance leads to higher availability, which has adirect effect on the cost of many customer service agreements provided by dealers. Dealers
are able to better mitigate and manage risk from service agreements, so they may accurately
project costs and provide the high level of service their customers demand.
Condition monitoring effectively demonstrates the total value of the Cat dealer and Cat products.
Enhanced by Cat ECA, dealers are better equipped to work along with their customers to keep
costs low and productivity high.

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2014 YEAR IN REVIEWFINANCIAL PERFORMANCE

Financial Performance

There were many positive aspects to our financial performance in 2014 as we focused on things within our control. Our emphasis on cost management,
operational execution and cash flow helped us to deliver increased profit per share, compared with 2013. In addition, operating cash flow from Machinery,
Energy and Transportation was the third-highest in our history. Our balance sheet continues to be one of our greatest strengths. In 2014, the qualityof the machines delivered to our customers was better, safety improved in our factories and inventory turns improved – all thanks to the efforts ofCaterpillar employees around the world.

Consolidated Sales and Revenues
by Segment ($ in millions)

Consolidated Sales
and Revenues ($ in millions)$60,138$21,727$ 8,921$19,362$ 3,313$ 1,861$65,875$55,656$55,184$42,588

2010

2011

2012

2013

2014

Sales and revenues were down slightly, with increases in the
Energy & Transportation and Construction Industries segments
nearly offsetting sales declines in Resource Industries.

$55.2
BILLION TOTAL

2014 Exports from
U.S. by Region ($ in millions)$5,849$3,922$3,307$2,202$15.3
BILLION

CATERPILL AR INC.

Energy &Transportation
Resource
Industries
Construction
Industries
Financial
Products Revenues
All Other

The diverse range of end markets
that we serve around the world
helps us to mitigate the effectsof cyclical industry conditions.

Operating Profit ($ in millions)$8,573EAME$7,153Asia-Pacific$5,628$5,3282013

2014$3,963Latin America

2010

2011

2012

Canada$5.3
BILLION

Exports were down slightly
from 2013.

44

Operating profit declined from 2013 due
to weak economic growth in many partsof the world, combined with lower global
commodity prices.

2014 YEAR IN REVIEWFINANCIAL PERFORMANCE

Financial Performance (continued)

Capital Expenditures

Research and Development(excludes equipment leased) ($ in millions)($ in millions)$3,350$2,297$1,5752010$1,905$2,522$2,515$2,466$2,046$2,1352013

2014$1,5392011$1.5
BILLION

2012

2013

2014

2010

$2.1
BILLION

Capital Expenditures were lower in2014 as we aligned investments withmarket conditions.

2012

The majority of R&D spending was tiedto new product introductions.

Dividends Declared (per share)

Profit per Share (diluted)

$7.40

2011

$8.48
$5.75

$5.88

$1.74

$1.82

2013

2014

2010

2011

$2.02

$2.32

$2.70

$4.15

2010

2011

$5.88

CATERPILL AR INC.

2012

17%
INCREASE

Our emphasis on cost management, operational
execution and cash flow contributed to anincrease in profit per share.

45

2012

2013

2014

Our ability to generate continued
strong cash flow led to an increasein our quarterly dividend for the
21st consecutive year.

2014 YEAR IN REVIEWMARKET PERFORMANCE

Market Performance
Cat vs. S&P Machinery Index$100.002009$168.682010$166.102011$168.74

2012

5-Year Closing Stock Price$174.542013$180.53$93.66$90.60$89.61$90.81$91.53

2010

2011

2012

2013

2014

2014
Caterpillar common stock is traded on the New York Stock
Exchange under the symbol CAT.

Caterpillar Inc.
S&P 500 Index
S&P 500 Machinery Index (S5MACH)
Cumulative stockholder return assuming an investment of$100 on December 31, 2009, and reinvestment of dividends
issued thereafter.

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2014 YEAR IN REVIEWBUSINESS PERFORMANCE

Business Performance
Global Cat® Dealers

Global Employees (at year-end)

104,4902010

125,099

125,341

118,501

114,233

2011

2012

2013

2014

188

191

189

2010

2011

2012

178

177

2013

2014

$21.3

$22.3

$23.4

2012

2013

2014

114,233
EMPLOYEES177
GLOBAL DEALERS

Dealer Employees (in thousands)

Dealer Net Worth ($ in billions)

126.7

2010

141.3

152.5

2011

2012

162.2

2013

161.7

2014

161,700

$18.9

2010

2011

23.4

DEALER EMPLOYEESCATERPILL AR INC.

$17.7

BILLION

47

2014 YEAR IN REVIEW2014 GLOBAL PERFORMANCE BY REGION

2014 Global Performance by Region
NORTH AMERICA

53

DEALERS

51,222

CATERPILLAR EMPLOYEES

2014 Sales and Revenues
by Segment ($ in millions)$9,612$8,403$3,193$1,782$1,206

OFFICESFACILITIES**Facilities include principal locations where manufacturing, parts distribution, rail and remanufacturing
work takes place. In certain geographic areas, the facility symbol may represent multiple facilities.

EAME

Energy &Transportation
Construction
Industries
Resource
Industries
Financial
Products
All Other48

DEALERS

23,246

CATERPILLAR EMPLOYEES

2014 Sales and Revenues
by Segment ($ in millions)

OFFICESFACILITIES*$6,297$4,267$2,116$494$285

Energy &Transportation
Construction
Industries
Resource
Industries
Financial
Products
All Other*Facilities include principal locations where manufacturing, parts distribution, rail and remanufacturing
work takes place. In certain geographic areas, the facility symbol may represent multiple facilities.

CATERPILL AR INC.

48

2014 YEAR IN REVIEW2014 GLOBAL PERFORMANCE BY REGION

2014 Global Performance by Region (continued)
ASIA-PACIFIC

43

DEALERS25,353

CATERPILLAR EMPLOYEES

2014 Sales and Revenues
by Segment ($ in millions)$3,855$4,247$2,098$569$171

OFFICESFACILITIES*

Energy &Transportation
Construction
Industries
Resource
Industries
Financial
Products
All Other*Facilities include principal locations where manufacturing, parts distribution, rail and remanufacturing
work takes place. In certain geographic areas, the facility symbol may represent multiple facilities.

LATIN AMERICA

33

DEALERS

14,412

CATERPILLAR EMPLOYEES

2014 Sales and Revenues
by Segment ($ in millions)

OFFICESFACILITIES*$1,963$2,445$1,514$468$199

Energy &Transportation
Construction
Industries
Resource
Industries
Financial
Products
All Other*Facilities include principal locations where manufacturing, parts distribution, rail and remanufacturing
work takes place. In certain geographic areas, the facility symbol may represent multiple facilities.

CATERPILL AR INC.

49

2014 YEAR IN REVIEWFIVE-YEAR FINANCIAL SUMMARY

Five-Year Financial Summary
Dollars in millions except per share data
2014

2013

2012

2011

2010

$   55,184$   55,656$ 65,875$ 60,138$ 42,588

Years ended December 31,
Sales and revenues		Percent inside the United States

38%

33%

31%

30%

32%

		

Percent outside the United States

62%

67%

69%

70%

68%

Sales

$   52,142$   52,694$ 63,068$ 57,392$ 39,867

Revenues$   3,042$    2,962$  2,807$  2,746$  2,721$    3,695$    3,789$  5,681$  4,928$  2,700$  5.99$     5.87$   8.71$   7.64$   4.28

$  

5.88

$     5.75$   8.48$   7.40$   4.15$    2.700$    2.320$  2.020$  1.820$  1.740

Profit4

Profit per common share1
Profit per common share – diluted

2

Dividends declared per share of common stock
Return on average common stockholders’ equity

3

19.7%

19.6%

37.2%

41.4%

27.4%

Capital expenditures:
Property, plant and equipment$   1,539$    2,522$  3,350$  2,515$  1,575

Equipment leased to others$   1,840$    1,924$  1,726$  1,409$  1,011

Depreciation and amortization$    3,163$    3,087$  2,813$  2,527$  2,296

Research and development expenses$   2,135$    2,046$  2,466$  2,297$  1,905

As a percent of sales and revenues
Wages, salaries and employee benefits

3.7%

3.9%

3.7%

3.8%

4.5%

$   11,416$   10,962$ 11,756$ 10,994$  9,187

Average number of employees	   115,625

122,502

127,758

113,620

98,554$   84,681$   84,896$ 88,970$ 81,218$ 63,728

Consolidated$   27,784$   26,719$ 27,752$ 24,944$ 20,437

Machinery Energy & Transportation$   9,493$    7,999$  8,666$  8,415$  4,505

Financial Products$   18,291$   18,720$ 19,086$ 16,529$ 15,932

Consolidated$   39,285$   37,750$ 40,143$ 34,592$ 28,418

Machinery, Energy & Transportation$   10,012$    8,775$ 10,415$  9,066$  5,204

Financial Products$   29,273$   28,975$ 29,728$ 25,526$ 23,214

December 31,
Total assets
Long-term debt due after one year:

Total debt:

1 Computed on weighted-average number of shares outstanding.
2 Computed on weighted-average number of shares outstanding diluted by assumed exercise of stock-based compensation awards, using the treasury stock method.
3 Represents profit divided by average stockholders’ equity (beginning-of-year stockholders’ equity plus end-of-year stockholders’ equity divided by two).
4 Profit attributable to common stockholders.

CATERPILL AR INC.

50

2014 YEAR IN REVIEWBUSINESS OVERVIEWBusiness Overview
For 90 years, Caterpillar Inc. has been making sustainable progress possible and driving positive change on every continent. Customers turn toCaterpillar to help them develop infrastructure, energy and natural resource assets. With 2014 sales and revenues of $55.184 billion, Caterpillar is theworld’s leading manufacturer of construction and mining equipment, diesel and natural gas engines, industrial gas turbines and diesel-electric locomotives.
The company principally operates through its three product segments – Construction Industries, Resource Industries and Energy & Transportation,
and also provides financing and related services through its Financial Products segment.

3+ MILLION UNITSANY JOB SITE
3

9

1

10
6
4
5

7
8

MAJOR PRODUCT GROUPS INCLUDE:
ARTICULATED TRUCKCOMPACT TRUCK &MULTI-TERRAIN LOADERDRAGLINEDRILLELECTRIC ROPE SHOVEL
ENGINE
GENERATOR SET
HIGHWALL MINER

HYDRAULIC EXCAVATORHYDRAULIC SHOVEL
LOCOMOTIVEMARINE PROPULSION SYSTEMSMOTOR GRADER
OFF-HIGHWAY TRUCKON-HIGHWAY TRUCKPIPELAYER
SKID STEER LOADERTRACK EXCAVATOR

GLOBALTEAM
CATERPILL AR INC.

TRACK LOADERTRACK-TYPE TRACTORTUNNEL BORING
TURBINEWHEEL DOZERWHEEL EXCAVATORWHEEL LOADERWHEEL TRACTOR-SCRAPERWORK TOOLS AND ATTACHMENTS

visit www.caterpillar.com/brands

TO VIEW OUR PORTFOLIO
OF BRANDS

51

2

MAJOR AREAS
AND INDUSTRIES SERVEDAGRICULTURE
CONSTRUCTIONCUSTOMER SERVICESDEMOLITION AND SCRAP RECYCLING
ELECTRIC POWER GENERATIONFINANCING
FORESTRY
GOVERNMENTAL & DEFENSEINSURANCELANDSCAPING
LOCOMOTIVE & RAILWAY
MAINTENANCE AND REPAIR
MARINE
MATERIAL HANDLINGMININGOEM SOLUTIONSOIL & GASPAVINGPIPELINE
POWER PLANTSQUARRY, AGGREGATES AND CEMENTREMANUFACTURINGRENTALSAFETYTECHNOLOGY & SOLUTIONSTRAINING
WASTE

2014 YEAR IN REVIEWGLOBAL FOOTPRINT

Global Footprint

Offices
Facilities **Facilities include principal locations where manufacturing, parts distribution, rail and remanufacturing
work takes place. In certain geographic areas, the facility symbol may represent multiple facilities.

CATERPILL AR INC.

52

2014 YEAR IN REVIEWTHE CATERPILLAR FOUNDATIONThe Caterpillar Foundation
Making sustainable progress possible.

Our mission is to eliminate poverty by placing people on a path toprosperity. This builds strong economies and makes sustainable
progress possible. We focus our efforts on basic human needs,
education and the environment. With the help of our philanthropic
partners, we are committed to placing 50 million people on thepath to prosperity by 2020.

First public-private partnership for theCaterpillar Foundation and the U.S. State
Department to support the building ofcenters for women entrepreneurs in Africa.

$54

Donated by Caterpillar Inc. to the Caterpillar Foundation

MILLION
CATERPILL AR INC.

53

2014 YEAR IN REVIEWTHE CATERPILLAR FOUNDATION

Our support has provided over 6 million
meals to people across the U.S. with thehelp of our partner, Feeding America.

Our Goal:Place 50 million people on the path toprosperity by 2020.

50 MILLION

padf

P A N A M E R I C A N D E V E L O P M E N T F O U N D AT I O N

Our partnership with PADF is saving
the Araucaria Forest ecosystem while
teaching sustainable agriculture andforestry techniques to residents ofCampo Largo, Brazil.

12.8 MILLION

Total donations with employee match
to United Way.

DOLLARSCATERPILL AR INC.

54

2014 YEAR IN REVIEWTHE CATERPILLAR FOUNDATIONPATH TO PROSPERITY

The path to prosperity
results in active community
leaders who are able tohelp others.

Basic Needs

Lack of Education

With Jobs
No Jobs

With Education

The spiral of poverty repeats
across generations.

Basic Needs

CATERPILL AR INC.

55

2014 YEAR IN REVIEWTHE CATERPILLAR FOUNDATION

HOW WE WILL GET THEREVIA OUR STRATEGIC INVESTMENTS AND PARTNERSHIPS

When we invest and partner strategically and effectively, basic needs are met,
education is attained, jobs are created and economies grow.

BASIC HUMAN NEEDSEDUCATION

ENVIRONMENT

EnergyFood
Shelter
Disaster Relief
Water & Sanitation

Literacy & Numeracy
Workforce Readiness
S.T.E.M.
Mentoring Leadership

Environmental
programs that alleviate
poverty by building
strong economies

CATERPILL AR INC.

56

2014 YEAR IN REVIEWTHE CATERPILLAR FOUNDATIONOUR PARTNERS

Our philanthropic partners
are making profound changes
throughout the world. Ourinvestments enable themto scale their impact.
TM

OUR IMPACT
ONE Campaign “Do Agric”
This past year, we supported the ONE Campaign in
its efforts to get 2 million signatures in support of its“Do Agric” petition. This public policy and advocacy
program calls on African governments to live up to
their 2003 pledge to invest more and more strategicallyin African agriculture by providing jobs, boosting thecontinent’s economy and helping lift 85 million people
out of extreme poverty by 2024. The campaign has
been highly successful.

CATERPILL AR INC.

57

2014 YEAR IN REVIEWTHE CATERPILLAR FOUNDATION

LISC
Local Initiatives Support Corporation (LISC) helps rebuild
communities by focusing on housing, business development
and crime. To support them, the Caterpillar Foundation
has made grants in support of LISC’s mission in Milwaukee,
Phoenix and Peoria. Over the past three years, the Caterpillar
Foundation invested $3 million in LISC’s work in Peoria. The
same year, LISC opened the first Financial Opportunity Centerin Peoria to help families increase their income, reduce
unnecessary debt, make investments and save money.

Our Partnership Philosophy
We accomplish our charitable mission through an innovative
approach to grant making that facilitates collaboration andleverages the work of our philanthropic partners.
In 2014, this approach gave life to the Caterpillar Foundation
Partnership Summit. This first-of-its-kind event brought
together leaders from our partner organizations in acollaborative effort to alleviate poverty.

STAY CONNECTED TO OUR PROGRESS
For more on what we are up to, see our plans and learn more
about our partners, please visit together-stronger.org.

CATERPILL AR INC.

58

2014 YEAR IN REVIEWTRADEMARK INFORMATION© 2015 Caterpillar All Rights Reserved. CAT, CATERPILLAR, their respective logos, ACERT, BUILT FOR IT, MineStar, Product Link, Solar, VisionLink, “Caterpillar Yellow,”the “Power Edge” trade dress as well as corporate and product identity used herein, are trademarks of Caterpillar and may not be used without permission.
© 2015 CATERPILLAR PUBLIC RELEASE All Rights Reserved. Printed in the U.S.A.
Forward-Looking Statements
Certain statements in this 2014 Year in Review relate to future events and expectations and are forward-looking statements within the meaning of the Private Securities
Litigation Reform Act of 1995. Words such as “believe,” “estimate,” “will be,” “will,” “would,” “expect,” “anticipate,” “plan,” “project,” “intend,” “could,” “should” orother similar words or expressions often identify forward-looking statements. All statements other than statements of historical fact are forward-looking statements,
including, without limitation, statements regarding our outlook, projections, forecasts or trend descriptions. These statements do not guarantee future performance, andwe do not undertake to update our forward-looking statements.
Caterpillar’s actual results may differ materially from those described or implied in our forward-looking statements based on a number of factors, including, but notlimited to: (i) global and regional economic conditions and economic conditions in the industries we serve; (ii) government monetary or fiscal policies and infrastructure
spending; (iii) commodity price changes, component price increases, fluctuations in demand for our products or significant shortages of component products; (iv) disruptions or volatility in global financial markets limiting our sources of liquidity or the liquidity of our customers, dealers and suppliers; (v) political and economic risks,commercial instability and events beyond our control in the countries in which we operate; (vi) failure to maintain our credit ratings and potential resulting increases toour cost of borrowing and adverse effects on our cost of funds, liquidity, competitive position and access to capital markets; (vii) our Financial Products segment’s risks
associated with the financial services industry; (viii) changes in interest rates or market liquidity conditions; (ix) an increase in delinquencies, repossessions or net
losses of Cat Financial’s customers; (x) new regulations or changes in financial services regulations; (xi) a failure to realize, or a delay in realizing, all of the anticipatedbenefits of our acquisitions, joint ventures or divestitures; (xii) international trade policies and their impact on demand for our products and our competitive position;(xiii) our ability to develop, produce and market quality products that meet our customers’ needs; (xiv) the impact of the highly competitive environment in which we
operate on our sales and pricing; (xv) failure to realize all of the anticipated benefits from initiatives to increase our productivity, efficiency and cash flow and to reduce
costs; (xvi) additional restructuring costs or a failure to realize anticipated savings or benefits from past or future cost reduction actions; (xvii) inventory management
decisions and sourcing practices of our dealers and our OEM customers; (xviii) compliance with environmental laws and regulations; (xix) alleged or actual violations oftrade or anti-corruption laws and regulations; (xx) additional tax expense or exposure; (xxi) currency fluctuations; (xxii) our or Cat Financial’s compliance with financial
covenants; (xxiii) increased pension plan funding obligations; (xxiv) union disputes or other employee relations issues; (xxv) significant legal proceedings, claims,
lawsuits or government investigations; (xxvi) changes in accounting standards; (xxvii) failure or breach of IT security; (xxviii) adverse effects of unexpected events
including natural disasters; and (xxix) other factors described in more detail under “Item 1A. Risk Factors” in our Form 10-K filed with the SEC on February 17, 2015
for the year ended December 31, 2014.

CATERPILL AR INC.

59

2014 YEAR IN REVIEW