2010 YEAR IN REVIEWTHINK LIKEYOUR CUSTOMER
Put on a hard hat. Walk the job site. Check the engine readings. Examine the projectschedule. Evaluate the bottom line.
These are just a few of the tasks that thousands of Caterpillar customers around theworld perform every day. The more closely we can see the job from our customers’ pointof view, the more likely we are to meet their needs. And when that happens, we all win.

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2010 YEAR IN REVIEWCHAIRMAN’S MESSAGE

THINK LIKE AN OWNER

Doug Oberhelman
Chairman and CEO

Throughout my career, whenever I’ve taken on a new job,
I’ve really had to learn as I go. Most people probably
have that same experience because there usually isn’ttime for a lengthy transition – your boss shows you
to your new desk and away you go. But this year, asI started my new job – my dream job – as Chairman and
CEO of Caterpillar, I did have the benefit of a smoothand carefully planned transition.
Jim Owens designed a plan that allowed me to focus on creating our new strategy
while he kept the day-to-day operations under control. For six months, I led adiverse group of Caterpillar leaders as we took a critical, in-depth look at ourbusiness and laid out our new Enterprise Strategy to guide Caterpillar from 2010 to2015. Jim kept the team focused on finishing strong on our 2010 goals, while I worked
with our leaders to create and teach our new strategy to employees, dealers andsuppliers. It couldn’t have worked out better!

Team Caterpillar Delivers
2010 proved to be exciting. While we faced challenges, including continued uncertainty in the global economy, our teamrolled up their sleeves and delivered. Sales and Revenues were $42.588 billion, an increase of 31 percent from 2009, and our
profit per share of $4.15 was up from $1.43 in 2009. We had good news worldwide – and after the pain of the past couple ofyears, it feels pretty good! I can’t say enough about our team as they delivered these outstanding results in the face of not
only continued external uncertainty, but also some significant internal changes.
First, we reorganized into strategic businesses, which will give group presidents direct profit and loss responsibility for
their parts of the business, as well as end-to-end accountability for the products and services in their organizations. Thesechanges signal a change in the way we think about Caterpillar, the way we serve customers and the speed with which we
respond to our markets.
Second, we rolled out a new Enterprise Strategy that builds on the foundation of Our Values in Action, keeps us focused on
customers and renews our commitment to our Business Model. We win by delivering valued, quality products, services
and solutions to our customers that provide the lowest total owning lifecycle costs. This, along with our unmatchedcustomer support, creates the largest field population, highest customer loyalty and attractive profitability throughout thebusiness cycle. Our leaders did a great job teaching our new strategy not only to our employees, but also to our dealersand suppliers who are critical to our success. Leadership and personal accountability are a big part of our new strategy,
and taking responsibility for helping everyone learn, understand and internalize the strategy was a great place to start.
I could not be more pleased with how our team has already responded. We launched a new leadership development
program. We are acting on ideas from suppliers as we have the opportunity to add value for our customers at every levelof the supply chain. We are taking costs out of products and adding in value. And we are beginning to change the way
we work, so we are faster and more responsive.
Third, we made major announcements about new facilities and capacity expansion around the world including three
big acquisitions that will profoundly change our company – Electro-Motive Diesel, Inc., MWM Holding GmbH and BucyrusInternational, Inc. All of these deals will help us take our company to the next level, expand our business in ways thatmake sense and serve customers like never before.

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2010 YEAR IN REVIEWCHAIRMAN’S MESSAGE

A newly updated strategy will guide our business over the next five years as we work toward our 2020 vision.

We were able to make these moves because of our cash flow in 2010. And all of these investments align perfectly with ourstrategy and will set us up for profitable growth in the future. Timing is important. We made these investments at the righttime. We’ve seen positive signs in terms of the economy and demand, so we want to be positioned and ready to takeadvantage of the upturn.

Policies Critical To CompetitivenessOutside of Caterpillar, we’ve also faced uncertainty – certainly in terms of the global economy, but also in terms of policy
decisions that will either help or hurt the long-term competitiveness of companies operating from a U.S. base. The UnitedStates used to lead the world on trade, but today the story is becoming alarming. Progress has been painfully slow withthe pending trade agreements with South Korea, Colombia and Panama. The WTO Doha Development Round has yet tobe completed. And we lack free trade agreements with some of our largest trading partners and key growth markets
such as Brazil, China and India. Meanwhile, other countries have aggressively pursued trade agreements that leave U.S.
exporters at a competitive disadvantage. We have to step up our game on trade and make sure our people understandthat when markets are truly open, businesses do exceedingly well, which translates into economic growth and more jobs.
We also have a problem with the mounting deficit levels at the federal and state levels. We need to restore a sense of
fiscal discipline, and as unpleasant as it may be, it has to start with cutbacks, streamlining and some good old-fashioned
belt tightening.
But we also need a renewed focus on prioritizing investments that yield the best return. And nowhere is this more evident
than in our nation’s infrastructure. Once the pride of the world, our infrastructure is aging and in need of updates toenhance our country’s competitiveness, grow jobs and increase exports.
The U.S. tax code is another source of uncertainty. At the end of 2010, Congress extended a number of important businessprovisions like the Research & Development tax credit, but these provisions are still temporary and will expire again without
congressional action. To keep pace with the rest of the world, the U.S. must reform the tax code and enact permanent reforms
that will provide certainty and a level playing field for businesses competing at home and abroad.

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2010 YEAR IN REVIEWCHAIRMAN’S MESSAGE

What’sDriving
Growth That
That Drives
OurOurPerformance?
What’sDriving
theTheGrowthDrivesPerformance?
Rising GDP in Growth Markets

A Large Emerging Middle Class with a Higher Standard of Living

Higher Demand for Goods & Services

Increased Urbanization

Rising Energy Consumption

Higher Demand for Commodities

Increased Need for Infrastructure

Finite Energy Resources

More Mining of Commodities

Increased Construction Equipment

New Energy Solutions

Global macroeconomic trends are creating multiple growth paths for Caterpillar.

And finally, we have to take a hard look at difficult issues like healthcare and state pension reforms. Yes. A massive healthcare
bill was passed in the United States. Most everyone can agree that reform is needed, but the bill placed a significant burden on
businesses and missed an opportunity for real reform. To truly control healthcare costs, we need a greater focus on disease
prevention, improvements in the quality of care, pay-for-performance provisions, evidence-based care and treatment, comparative
effectiveness research and payment reform.
It’s true, we have challenges that need immediate attention, but we urge everyone to look at the complete picture. Innovationand investment have been the keys to successful economic growth and job creation for years. And our future growth andprosperity will continue to depend on our ability to be competitive and cutting edge in the global market.

External Perspective Needed
As we look to the future, a few things are clear – the world’s energy needs will continue to grow, countries and cities aroundthe world will continue to develop and we will need ways to efficiently transport goods and services around the world.
No matter what else happens, these needs will be there, and Caterpillar will be positioned to take advantage of growth andprogress in our changing world.
When we look ahead to 2011, we have a lot of work to do, but I can sum it up very simply – it’s all about delivering resultsfor our customers and doing it better than our competitors.
The best quote I heard all year was from one of our very own Caterpillar leaders. During a meeting when we were creating
our new strategy, this person said something like, “For years our competitors have been obsessed with Caterpillar. And at
the same time Caterpillar has been obsessed with Caterpillar.”4

2010 YEAR IN REVIEWCHAIRMAN’S MESSAGE

Of course I laughed at the comment, but you know, he had a point. Caterpillar is big. Our products are world class – and inmany cases those products are the global market leader. We had the top-performing stock in the Dow Jones Industrial
Average for 2010. I could go on, but the point is, we are used to being on the top – and that’s not necessarily a good thing.
The challenges we face in the industry and from our competitors are formidable. Too much confidence leads to complacency.
That’s not what we want and it won’t help us serve our customers. Instead we have to renew our strengths – be proud of
our history and past successes and build on them. But at the same time we have to actively shape our future, and that
requires looking outside of Caterpillar.

Customers Drive Caterpillar
This past summer we introduced our updated Enterprise Strategy. It’s simple.
It’s straightforward. And it’s all about serving our customers better.
We love our customers. It’s easy. They are the reason we are in business,
and we are grateful every time they choose Caterpillar products, services
and solutions.

Our service businesses, such as the Cat ®
Rental Store, extend our ability to meetdifferent customer needs.

But loving our customers and serving them are two very different things.
Serving them is difficult. Customers are a tough group. They are demanding.
They have extremely high expectations. Sometimes they are really happy
with us, and other times they are, quite frankly, irritated with us.

I’ve made it a point to personally meet with at least one customer each week. I never know what I’m going to hear at thesemeetings, but the information I learn is always valuable. And we use that information to learn how to serve our customers
better – that’s what it’s all about.
We have to think like our customers. That’s what has to drive our decisions every day because we know that when ourcustomers win, our company wins – and that includes our stockholders and our people.
And every customer is different, but one thing is absolutely the same, our customers want the world’s best products, readily
available and ready to work every day, priced in line with the money they can earn with them. That’s what will drive our work
at Caterpillar both today and tomorrow.

Douglas R. Oberhelman
Chairman and CEO
Caterpillar Inc.

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2010 YEAR IN REVIEWTHINK LIKE YOUR CUSTOMER

Think Opportunity“ We feel the machine isvery productive, and we
now have the confidence to takeon heavier milling jobs in the future.”
Rajesh Ghanekar, Jobsite Foreman
Ashwini Infra Development Pvt. Ltd.

When the day ends at the Shivaji International
Airport in Mumbai, progress begins.
Crews from Ashwini Infra Development work through the night using two Cat® cold planers
simultaneously to speed their work cutting asphalt. The project will result in longer andstrengthened runways at India’s largest airport. The need is urgent: India’s booming economy
has resulted in the most frequent late flight arrivals of any country in the world.

Strategic Thinking
Understanding global tradeand economic growth
dynamics helps to guideinvestment in Strategic
Businesses, a Caterpillar
operating principle.

On the other side of the world, crews from NorthGate Constructors also work their Cat fleet through the night on athree-year highway rebuild project near Dallas-Fort Worth International Airport. It’s a much needed investment by theUnited States to bring an aging transportation system in line with a growing population and changing economy.
Two projects, two different economic scenarios, one common need – more infrastructure. From emerging economies
where new infrastructure is required, to the developed world where aging infrastructure needs improvement, Caterpillar
customers around the world have an enormous opportunity to meet these needs. In order to transform these opportunities
into profitable business, however, these customers must have their own needs
met, such as new products delivered on time, responsive aftermarket supportand innovative jobsite solutions to enhance productivity.

The rebuilding of this Dallas-Fort Worthhighway is representative of needed
infrastructure improvements in thedeveloped world.

In anticipation of meeting its increasing customer needs, Caterpillar is in the
midst of numerous expansion projects of its own, both globally and in the U.S.
These include new manufacturing operations in China – among them a large
engine manufacturing facility and the expansion of Caterpillar Xuzhou Limited(CXL). Once the CXL excavator expansion plans are completed in 2014, Caterpillar
will have increased its China-based excavator capacity by 400 percent. Also in
China, a new 97,000-square-foot logistics center will support Caterpillar’s
growing manufacturing footprint in the country.

Beyond Asia, a new 450,000-square-foot parts distribution center in Dubai is partof a multi-year enhancement of the Cat parts distribution network in Europe, the Middle East and Africa. In Brazil, a new
backhoe loader and small wheel loader manufacturing plant will meet growing customer demand across Latin America.
And, in South Dakota, a new engineering design center is part of Caterpillar’s Product Development and Global Technology
Division’s strategy to increase velocity and ultimately to serve customers better.

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2010 YEAR IN REVIEWTHINK LIKE YOUR CUSTOMER

Think Fast
“Our management team received
direction to start mobilization for
millions of dollars worth of equipment
to be loaded on a ship in two weeks.”
Neal R. Winberg, Director Equipment Purchasing and Sales
Kiewit Corporation

The closer you get to the North Pole, the shorter the window of time.
Kiewit Corporation, one of the world’s largest contractors, realized this fact quickly when a new client tasked them withbuilding a nickel mine in northern Quebec. No roads lead to this remote location, which is closer to the North Pole than to
the U.S. border. Consequently, Kiewit’s initial challenge was to get 18 pieces of needed equipment to the site during the few
summer weeks when water access is available. They learned on June 14, 2010, that theship would sail in two weeks.
Kiewit, whose fleet includes more than 1,500 Cat® machines, immediately called Cat®
dealer Hewitt Equipment in Quebec and Western Labrador. Hewitt had many of theneeded machines, but not all. Swift collaboration among six other Cat dealers and froma product distribution center in Decatur, Ill., shipped the remaining machines. Meanwhile,
Hewitt’s team worked overtime to prepare all of the equipment for the job. The result: theship sailed on time with all 18 machines ready to hit the job.
“The Hewitt team pulled off what evensome of our people thought impossible,”
explains Neal Winberg, Director of
Equipment Purchasing and Sales
for Kiewit. “Their execution andperformance under pressure clearly
demonstrate why our company
continues to purchase Cat products
through your dealers.”
A narrow window of warm weather during
the summer enabled machinery to reachthe project site.

The Kiewit job site is on thenorthern tip of Quebec near
Deception Bay.

Strategic Thinking
When we put our CustomerFocused operating principle
in action, it often means
the difference between acustomer purchasing Cat
equipment or purchasing acompetitor’s equipment.

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2010 YEAR IN REVIEWTHINK LIKE YOUR CUSTOMER

Think Value“Fleet replacement requires a
big financial outlay, but a rebuildof existing equipment offers acompelling investment alternative.”
Raouf Bouchamaoui, CEO
Bouchamaoui Industrie

The Bouchamaoui family knows something about longevity.
Since 1900, the construction company that bears the family name has helped shape the development of Tunisia andsurrounding countries through more than 1,000 projects. Three generations of family management and a commitment tomaintain an up-to-date equipment fleet have helped Bouchamaoui Industrie remain competitive for more than a century.
In late 2009, the company decided that it was time to begin a progressive renewal of its aging fleet, which often works in
the harsh conditions of the Sahara Desert. A difficult economic environment, however, prompted Bouchamaoui to consider
rebuilding, rather than replacing. First up: a Cat® D7F track-type tractor from the early 1970s with over 40,000 operating hours.
The D7F first received a rebuilt transmission and undercarriage and acompletely new engine. Electrical installation was redone. The blade andripper were straightened and all hoses changed. Four technicians worked
eight hours per day to complete the project in two months. The result was a
D7F as close to new as possible for a used machine and at only 40 percentof the cost of a new machine. The cost also included a one-year warranty.

The re-built D7F costs Bouchamaoui
60 percent less than a new machine.

“This D7F was no longer in use and had been dumped as scrap,” explains
Ben Ammar, executive manager of local Cat® dealer Parenin SA. “The rebuild
was a great choice, both economically
Strategic Thinking
and ecologically.”

During 2010 and after the success story of the D7F, Bouchamaoui Industrie has ordered
Parenin to rebuild 11 additional pipelayers with all of them being commissioned for the
first time since the 1970s.

We provide customers
with Valued Products andServices, a Caterpillar
operating principle, when
we can offer the lowest
total owning and operating
life cycle costs.

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2010 YEAR IN REVIEWTHINK LIKE YOUR CUSTOMER

Think Support“The project currently has 41 Cat earthmoving rental
units on site, demanding constant daily service andmaintenance that is provided by Wagner Asia.”
Dale Derby, Operations and Maintenance Manager
Oyu Tolgoi Project Construction Team

Where there are minerals, there are mining customers.
Where there are customers, there is Caterpillar.

What Lies
BeneathThis philosophy was behind Cat® dealer Wagner Asia’s decision to open a Cat® Rental Store in the
middle of the remote and sometimes inhospitable Gobi Desert. Wagner’s decision was made without
hesitation as soon as new gold and copper mining operations in the region were announced in 2008.

Strategic Thinking
Unmatched Dealer Support
is the Caterpillar operating
principle that extends ourcustomer relationships far
past the initial sale of a
product to offer ongoingparts, solutions and service
for the life of the product.

“To keep these operations running at optimum productivity,
we thought a Cat Rental Store would be helpful,” says
Tselmuun Gal, Director of Rental Services for Wagner Asia.
“In addition to providing extra equipment at peak times, ourtechnicians could also provide service to keep all kinds ofmachines up and running.”

While the decision to open the store was simple, the opening
itself was more complex. The store is situated in the middleof the Gobi Desert, which occupies 500,000 square miles ofnorthern China and southern Mongolia. There are no towns or
roads. Everything – building materials, equipment and people– had to traverse 390 miles of harsh terrain. In addition, temperatures in the region are extremewith a range of -40°F in winter to well over 122°F in the summer.
Despite these conditions, the Khanbogd store (named for the closest village) opened on schedulein 2009 with a fleet that ranges from model 773 trucks to backhoe loaders to excavators. During 2010,
business doubled and the staff increased from eight to 14 employees, four of whom are permanent
service technicians. Also during the year, another store opened in the Gobi at Tsogttsetsii to support
development of large coal reserves. Wagner Asia also is adding office facilities and a parts warehouseto this operation. Finally, yet another store, Nariin Sukhait, is planned to support customers in the
Umnugobi province, Southwest region.
“Why would anyone build a rental store in the desert?” asks Tselmuun. “The answer is simple:
because our customers appreciate it.”

The Gobi Desert is a rocky,
gravel-covered land, but
beneath lies some of theworld’s largest and mostvaluable mineral deposits.
The Khanbogd Cat Rental
Store supports Oyu Tolgoi,site of the world’s largest
copper deposit and amajor gold resource. The
second Cat Rental Store
opened to support Tavan
Tolgoi in the South Gobi
Desert, which is estimatedto contain 7.1 billion
metric tons of coal. The
region’s coal reserves areenormous and commonly
called Mongolia’s “black
gold.” Some experts haveestimated that theseresources could support
production for the next
10,000 years. If so,
Caterpillar is likely to beclose by, supporting its
customers.

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2010 YEAR IN REVIEWTHINK LIKE YOUR CUSTOMER

Think Quality“ We expect a lot from Caterpillar. We expect
world-class products with great reliability,
long life, great parts availability, great field
service and great value.”
Steve McCandless, Senior Vice President
Garney Construction

For Garney Construction, a large underground and wastewater utility
contractor, quality is essential.
When a machine breaks, Garney crews do not work. Their downtime can cost between $6,000 and $10,000 per day,
depending on the size of the crew. These costs add up fast and profitability can suffer quickly.
Several years ago, Garney faced reliability and availability issues with Cat® excavators that caused this scenario to occur
more than once. As Garney began to question its longtime loyalty to Cat equipment, Caterpillar District Manager Paul Clark
grew concerned and instinctively followed the first rule of customer service: he listened. As Garney’s Steve McCandlessvoiced his concerns, Clark realized quickly that other team members needed to hear from McCandless directly. Soon,
McCandless was at Caterpillar’s Aurora plant speaking one-on-one with engineers and production employees.
“Steve pointed out some issues that only someone who operates a machine day
in and day out on different job sites could detect,” explains account manager
Adam Zimmermann. “His comments enabled us to identify improvements quickly
and precisely; nothing can match the value of insights from a customer who uses
our equipment constantly in the field.”

Caterpillar Chairman and CEO Doug
Oberhelman and Garney Senior Vice
President Steve McCandless discuss
expectations for customer focus.

After meeting with Garney, the team went to work,
making standardized changes in both design andproduction that would benefit not only Garney, butother customers as well. Parts that experienced
significant wear in the field, for example, changed
from a bolted to a welded production process.
Today, Garney is a more satisfied customer and
Aurora is a more empowered team.

“Bringing the customer into our everyday work changed our perspective,” adds
Zimmermann. “When you can see firsthand how the quality of a machine improvesjobsite efficiency, it’s powerful and makes us more committed to continuous
improvement than ever.”

Strategic Thinking
Taking the customer’s viewis a Guiding Principle of
the Caterpillar Production
System (CPS), which, in turn,is a Caterpillar operating
principle that helps us toachieve consistency in theareas of People, Quality,
Velocity and Cost.

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2010 YEAR IN REVIEWTHINK LIKE YOUR CUSTOMER

Think Now
“We work with customers in risky and moderaterisk environments. These people need service
that’s quick and efficient.”
Naguib Bestavros, Parts and Service Operations Manager
Mantrac Group, Egypt

For the staff at the Caterpillar’s parts distribution center in
Grimbergen, Belgium, thinking “right now” is the only way to think.
Grimbergen
By-the-Numbers

540

On-Site Employees(not including support groups)

1.5 Million

Total Square Feetof Storage Area

10,000Up to
Emergency Orders
Shipped

2 hours 45 minutes
Emergency Order
Processing Time

Up to 17,000

Part Numbers Shipped
From Stock Daily

600 Tonsof
Up to
Daily Shipping Volume

73 Dealers in 106
Countries Served“When a customer needs a part, they need it fast, so we move fast. It’s our whole reason forbeing here,” explains Sharon Craig, parts order fulfillment division manager at Grimbergen, apart of Caterpillar Logistics Services.
Thanks to this mindset and state-of-the-art technology, the Grimbergen facility has an excellent
reputation for making that happen. When a Cat machine operator needs a part, the first call ismore than likely to the local dealer. If the dealer does not havethe part, then the part number is entered into the Caterpillar
Strategic Thinking
information system and transmitted via satellite to Grimbergen
within seconds. With staff present 24/7, the order is processed
The staff at Grimbergen
immediately and a staff member rushes to pick the right part.
distribution center upholds
The goal is to process, pick, pack and ship emergency orders
the operating principle ofwithin three hours. Parts not in stock are more than likely
being Accountable foravailable in Morton, Ill., home of Caterpillar’s largest distribution
Results by delivering
center. Morton can ship to Grimbergen via airfreight and frombetween 98 percent andthere it goes to the customer – a process that usually can be
99 percent of total parts
completed within 48 hours.
requests in 24 hours.
Grimbergen’s ability to provide the right part, right now is an
essential part of the value proposition of the Cat brand. “Cat machines and equipment are built
to offer our customers the kind of productivity that shortens projects and boosts profitability,”
explains Craig. “Fast replacement of a part is vital.”

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2010 YEAR IN REVIEWTHINK LIKE YOUR CUSTOMER

Think Together“We are trying to run a businessevery day. What we really wantto know is what you’re doing
to positively impact mybottom line.”
Customer in Tier 4 Focus Group

Caterpillar helps its customers manage change.
When the United States and European Union announced new regulations that call for non-road equipment to approachnear-zero emissions of particulate matter and oxides of nitrogen, Caterpillar went to work to develop solutions for
its customers.
For Caterpillar, this meant re-engineering hundreds of complex products in order to meet these standards. The undertaking –resulting in the largest research and development program in Caterpillar’s history – was about meeting the requirements,
known in the U.S. as Tier 4 standards, and delivering more value to customers. One thing was certain: the effort would
require a different kind of thinking. Caterpillar knew it had to find suppliers who
Strategic Thinking
could meet its requirements and deliver the level of experience, expertise andexcellence that Caterpillar customers expect. In short, Caterpillar needed a
supplier that could integrate with its development team and bring a deep level
The collaborative approachof design and manufacturing expertise.
chosen for Tier 4 development
So Caterpillar entered into an agreement with Tenneco, Inc. to provide aftertreatment
solutions for Tier 4 Interim products in the size range from C4.4 to C32 engines. Byleveraging Tenneco’s expertise in design, development and manufacture of exhaustsystems and aftertreatment, the team developed the Cat Clean Emissions Module(CEM). CEM is a systematically applied suite of technologies that is integrated into
the Cat ACERT™ engine range.

is a model for how we approach
Supplier Collaboration, aCaterpillar operating principle.
In the process of identifying key
strategic suppliers, Caterpillar
uncovered a wealth of assets andknowledge about its suppliers
that it will continue to leveragein the future.

Tenneco’s technical and manufacturing resources have helped manage the massive
product development workload involved in the Tier 4 process and delivering thequality levels that customers expect. Early indications point to a successful
collaboration. In its pilot stages, the Tier 4 Interim aftertreatment line’s actual delivered quality has outperformed previous
generation products.
Thanks to the successful collaboration with Tenneco and other suppliers, Caterpillar’s Tier 4-compliant product will not only
have a significant positive impact on the environment, but also provide customers with up to a 5 percent improvement infuel efficiency. Simply put, Caterpillar will help its customers manage change by delivering real change for the better.

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2010 YEAR IN REVIEWTHINK LIKE YOUR CUSTOMER

Think Smart“Beautiful, smooth, quiet – I love
this machine. Unbelievable.
Braking is great. It’s simple tooperate. Build them faster.”
G. Turley, Operator
Kennecott Utah Copper Corporation

Sometimes, the best way to talk to the smartest expert is to talkto your customer.
The development team behind Caterpillar’s electric drive mining truck demonstrated just how well this advice works. As an
industry leader in large mining trucks, Caterpillar’s mechanical drive trucks have become the standard for performance andcustomer value. Some customers, however, prefer the advantages of electric drive trucks, such as higher top speeds andlower power train maintenance.
So when customers asked for improvements to Caterpillar’s fleet of mining trucks –including the design and launch of an electric drive truck – the company responded
by making a record investment of both money and resources. Not only did Caterpillar
pull together an internal team with decades of experience, but this development
team also tapped industry experts from around the world, including its own customers.

Customer input contributed to thedevelopment of the 795F AC.

The result? An extensively developed and highly integrated electric drive truck,the 795F AC.

“Having our customers engaged in our development
programs is vital to having a successful project,” explained David Rea, Mining Truck Marketing& Commercial Manager. “They help focus our attention on critical customer requirements in theareas of safety, serviceability and performance. By working with our customers throughout thedevelopment process, we successfully achieve true differentiation.”
The company met with nearly 150 different customers around the world to learn from theirexperience with electric drive and to gather their input on areas such as machine design andperformance. These insights, coupled with maximizing proven components and technologies
from existing products as well as Caterpillar’s own history with electric drive prototype trucks,
enabled the company to deliver the 795F AC as a complement to the existing product line.

Strategic Thinking
Customers look toCaterpillar not only as asupplier of machines andengines, but also as asolutions provider thatbrings Deep Expertise,a Caterpillar operating
principle, to theiroperations.

The first production models of the 795F AC were delivered to Boliden’s Aitik mine in Sweden in late 2010. Adding electric
drive trucks to its fleet enables Caterpillar to provide a solution to match customer preferences.
“Every machine is designed, built, serviced and supported by Caterpillar and the Cat dealer network,” said Rea. “So customers
get higher availability and a lower cost per ton from one reliable source. No other manufacturer can offer that.”13

2010 YEAR IN REVIEWTHINK LIKE YOUR CUSTOMER

Think Efficiency“Cat generator sets have delivered power and heat toour main lodge around the clock for nearly 25 years.
They help us get the most out of the limited energy
supply available to our remote location.”Bill McEwen, Co-Generation Supervisor
Snowbird Ski and Summer Resort

Snowbird Ski and Summer Resort has much to offer visitors – close
proximity to Salt Lake City, ideal skiing conditions and an abundanceof scenic views. One thing in short supply, however, is electricity.
The resort’s location in remote Little Cottonwood Canyon – at an elevation of 8,100 feet (2,470 meters) – limits the amountof available electric power from a utility. Hence, it is essential to generate electricity in order to satisfy a long list of needs:
power for the lodge and spa facility, employee housing, fire station, parking facilities, a drain tunnel and heating for theentire lodge, two swimming pools, four hot tubs and steam-fed pipes thatkeep sidewalks clear of ice and snow.

Snowbird staff follows a strict
maintenance schedule to help
ensure generator longevity.

Cat® gas generator sets help to satisfy this long list. These gensets are partof a co-generation utility plant that provides efficient power solutions to
Snowbird. Three Cat gas gensets provide
Strategic Thinking
prime power for a combined heat andpower (CHP) solution that maximizes theuse of all available energy produced by
Maximum productivity andthe engines.
product longevity combine

to deliver Competitive Costs,
The CHP solution is key. When electricity
a Caterpillar operatingis generated through traditional engineprinciple that is criticalgenerator technology, only a third of theto our overall customer
potential energy converts to usable energy; the other two-thirds is a heat byproduct thatvalue proposition.
usually “wastes” into the atmosphere. In contrast, CHP technology captures waste heat
energy from the engine’s jacket water and exhaust to produce steam or hot water thatcan serve facilities. This process enables users to achieve total energy system efficiencies of 70 percent to 90 percent,lowering fuel consumption and reducing emissions compared to processes that generate heat and power separately.
Cat gensets not only have helped to satisfy Snowbird’s long list of heating and power needs, but they also have been doing
so for a long time. First commissioned in 1986, the three gas generator sets recently passed 200,000 hours of service, far
exceeding their expected operating life and further adding to their record of efficient performance.

14

2010 YEAR IN REVIEWLEADERSHIP

Left to right: Steve Wunning, Gerard Vittecoq, Rich Lavin, Doug Oberhelman, Stu Levenick, Ed Rapp.

Executive Officers
Doug Oberhelman
Chairman and CEO – Doug Oberhelman joined Caterpillar in 1975 and has held a variety of positions including seniorfinance representative based in South America for Caterpillar Americas Co.; region finance manager and district manager
for the company’s North American Commercial Division; and managing director and vice general manager for strategicplanning at Caterpillar Japan Ltd. (CJL).
Oberhelman was elected a vice president in 1995, serving as Caterpillar’s chief financial officer with responsibility for the
corporation’s accounting, information services, tax, treasury, investor relations and marketing support services areas from1995 to 1998. In 1998, he became vice president with responsibility for the Engine Products Division, including the market
development, strategic planning, supplier management, electric power generation and worldwide marketing and administration
for Caterpillar’s engine business. Oberhelman was elected group president in 2002. He was elected chief executive officer
and a member of the Board of Directors effective July 1, 2010, and became chairman effective November 1, 2010.
Rich Lavin
Construction Industries & Growth Markets – Rich Lavin is group president of Caterpillar with responsibility for theConstruction Industries & Growth Markets, which includes the Earthmoving, Excavation and Building Construction
Products Divisions, Caterpillar Japan Ltd. (CJL), Europe / South America Integrated Manufacturing Operations, Caterpillar
China Division, large contractor industry and India/ASEAN.
Stu Levenick
Customer & Dealer Support – Stu Levenick is group president of Caterpillar with responsibility for Customer & Dealer
Support , which includes Europe-Africa-Middle East (EAME), Americas, and Asia Pacific Distribution divisions,Remanufacturing & Components, Customer Services Support and Parts Distribution & Logistics.
Ed Rapp
CFO & Corporate Services – Ed Rapp is group president and chief financial officer of Caterpillar with responsibility for
the Finance Services Division, Human Services Division, Global Information Services Division, Global Purchasing Division
and Financial Products Division. He is also responsible for Strategy & Business Development, Corporate Auditing, Shared
Services and Investor Relations.

15

2010 YEAR IN REVIEWLEADERSHIP

Gerard Vittecoq
Energy & Power Systems – Gerard Vittecoq is group president of Caterpillar with responsibility for Caterpillar’s growing
Energy & Power Systems Group, which includes Industrial Power Systems & Growth Markets Division, Large Power
Systems & Growth Market Division, Marine & Petroleum Power Division, Electric Power Division, Progress Rail Division
and Solar Division. He is also responsible for driving enterprise profit and loss accountability for the EAME region.
Steve Wunning
Resource Industries – Steve Wunning is group president of Caterpillar with responsibility for the Resource Industries
Group, which includes Advanced Components & Systems Division, Diversified Products Division, Integrated Manufacturing
Operations Division, Global Mining Division, and Product Development & Global Technology Division. He is also responsible
for leading manufacturing excellence through the Caterpillar Production System.

16

2010 YEAR IN REVIEWLEADERSHIP • EXECUTIVE OFFICERSCOMPETING HARD, WINNING BIG
I’m often asked why markets like China are so important. And the answer is much
simpler than you might think – the sheer size of the market makes winning in China
critical to our goal to be recognized as the leader everywhere we do business.
The Chinese economy has been growing at a rapid pace, and China has been investingheavily in infrastructure for years. Not surprisingly, the growth of the machine industry
in China is dramatic. By the year 2012, we estimate the market to be about a half million
machines annually. We want to be the market leader in that business – we want to win
in China.

Big 8 Imperatives
Win in China…grow toleadership in India, ASEAN
and CIS.
Achieve profitable global
machine leadership…
Excavation, Earthmoving
and BCP.

So do our competitors.
The competition in China is tough. Not only are multinational companies competing for business, but we’ve also seen
dozens of small, regional companies get into the business. They are producing low-cost machines that are popular withmany customers in China. Our competitors know China is key to being the global leader, and they are aggressively trying
to take our position – we won’t let this happen.
Fortunately, we are well positioned to take advantage of the opportunities and to beat the competition. We have beenbuilding our Business Model to establish a competitive advantage. And while our competitors will continue to improvetheir products, it’s difficult to replicate our dealer network or the individual aspects of our Business Model that include
product support, logistics, rental and used equipment, remanufacturing and financing. The total Caterpillar model iswhat separates us from every competitor.
We have thousands of new customers to develop. And these aren’t just new customers to Caterpillar; they are often
completely new to the industry and new to business. We have an opportunity to lend our expertise to help new and growing
businesses in China, and to show the Caterpillar difference.
In fact, our business in China is also driving us on another one of our “Big 8” Imperatives – Achieve
profitable global machine leadership…Excavation, Earthmoving and BCP. In particular, we are focusing
on two critical actions that will enable our success in delivering profitable market leadership – to be thelow-cost producer and to build capacity leadership. Being the low-cost producer is all about eliminating
waste and providing the customer with the highest value possible – when the customer wins, we win.
Capacity leadership (by product, by region) ensures we have the complete supply chain aligned to deliver
the best product, highest quality, on time as needed by the customer.
We can win in China and in every market we serve. The competition is getting tougher, but if we stay
focused on our game plan, execute our strategy and continue to put Our Values in Action into practice,
we will come out on top.

Rich Lavin

Lavin joined Caterpillar in 1984 as an attorney in what is now the Legal Services Division; served innumerous positions in the company’s Asian and Latin American operations and was a productmanager in Track-Type Tractors. He was director of Corporate Labor and Human Relations and directorof Compensation and Benefits. Lavin was also vice president of Caterpillar’s Human Services Division.
Before becoming a group president in 2007, he was most recently vice president of manufacturing
operations for the Asia Pacific Division, serving as chairman of Shin Caterpillar Mitsubishi Ltd. (SCM) –now Caterpillar Japan Ltd. (CJL) – and chairman of Caterpillar (China) Investment Co., Ltd. Lavin had
responsibility for manufacturing operations in the region, including facilities in China, India andIndonesia and for deploying the company’s emerging markets strategy.

17

2010 YEAR IN REVIEWLEADERSHIP • EXECUTIVE OFFICERSREALIZING VALUE THROUGH THE LIFE CYCLE
Our Business Model is the foundation of our success and, like everything we do, it
begins and ends with the customer. We win by delivering valued, quality products,
services and solutions that provide the lowest total owning and operating life cycle costs
to our customers. This value proposition, enabled by our unmatched customer support,
creates the largest global field population, highest customer loyalty and most attractive
profitability through the business cycle.

Big 8 Imperative
Execute the Business
Model…accelerate
aftermarket parts andservices growth.

Our ability to help our customers maximize the return they get from the products, services and solutions we provide is oneof the fundamentals of our business. Unlike our competition, the initial sale of a Caterpillar product is only the beginning of
the product life cycle value opportunities.
A strong focus on aftermarket parts and service is a vital element in all three phases of our Business Model. We SEED thebusiness with great products, services and unique solutions that meet our customers’ needs and support their businesses.
We understand what customers value, then design and build products and solutions with these values in mind. We take a life
cycle perspective during product development. Caterpillar’s differentiated and proprietary parts are a key part of that equation.
We GROW the business by building the largest global field population of products. This large field population helps us
sell parts and services, which leads to increased customer loyalty. To get there, we take advantage of rental and usedequipment sales opportunities, as well as new machine sales.
By supporting our customers over the long run, we HARVEST the opportunities we create in the SEED and GROW phasesof our Business Model. We seize parts and services opportunities and provide our customers with the solutions they value
throughout the life cycle – whether they are the first, second or third owner of the equipment.
To efficiently execute the Business Model, we’ve established our new Customer & Dealer Support Organization to bringstrong focus to aftermarket parts and customer services and to deliver outstanding dealer development. For the first time,
this new organization brings together the primary divisions that are fundamental to the execution of our Business Model.
On behalf of our strategic businesses, Customer & Dealer Support will drive the actions necessary togrow our Cat parts sales and services opportunities. This includes substantial design/manufacturing,
distribution, planning/support, dealer development and sales execution responsibilities related to
Cat parts.
We have the right Business Model and the right team in place to execute.

Stu Levenick

Levenick joined Caterpillar as a sales and marketing development representative in 1977 and brings astrong background in marketing and general management as well as broad global experience from theUnited States, Canada, Russia, Asia Pacific and Japan. After serving in various management positions
in marketing, commercial management and product source planning, he became a division manager in
1989, regional manager for Cat Asia Pte. Ltd. in 1995 and general manager for company operations in the
Commonwealth of Independent States (CIS) in 1998. Prior to becoming group president in 2004, he served
as vice president of Caterpillar’s Asia Pacific Division and chairman of Shin Caterpillar Mitsubishi Ltd. (SCM) –now Caterpillar Japan Ltd. (CJL).

18

2010 YEAR IN REVIEWLEADERSHIP • EXECUTIVE OFFICERSGROWING WITH DISCIPLINE AND FOCUS

Big 8 Imperatives

The new enterprise strategy contains many references to the need to drive a competitive
cost structure and deliver profit and cash pull through; delivering incremental profit andcash flow on incremental sales.

Simplify and attack cost
structure.

Achieve profit and cash pullWith great engagement from our employees, suppliers and dealers during 2009 andthrough.
early 2010, Caterpillar successfully navigated through the most significant downturn
since the Great Depression. In 2009, we maintained profitability with strong cash flow,
held our “mid-A” credit rating and increased the dividend, setting the foundation for a strong recovery in 2010. We ramped
up schedules with great support from our suppliers and closely managed costs, which resulted in a significant improvementin profitability and operating cash flow.
We have deployed the additional cash flow in 2010 to fund investments that benefit all of our stakeholders – customers,
employees and stockholders. We executed strategic acquisitions and invested in new markets, products and technology
to better serve our customers. This will lead to growth and opportunity for our employees. To the benefit of stockholders,
we increased the dividend. In addition, Caterpillar was the number-one performer for the year on the Dow Jones Industrial
Average in terms of total stockholder return.
As the global economy further improves, we must remain diligent and focused on the strategy moving into 2011. We must
be externally focused to win in today’s competitive marketplace. We need to recognize that we still have opportunities toimprove the competitiveness of our cost structure. And finally, we must deliver the profit and cash pull through following
the recipe of our Caterpillar Production System to improve velocity and working capital efficiency in order to support thegreat growth opportunities that lie ahead.
One of the most pleasing parts of 2010 was our ability to deliver for our customers, stockholders and employees. We
significantly increased our sales volume to meet customer demand around the world. We delivered outstanding growthin shareholder value. And eligible employees were recognized for the great results through their participation in our
incentive/gainsharing compensation plans. But the best part is that we laid a strong foundation for the years ahead. While
we still have work to do, I remain convinced the best is yet to come.

Ed Rapp

Rapp joined Caterpillar in 1979 as a pricing analyst and has held positions related to pricing, production
scheduling, marketing, dealer development, manufacturing and product development. In 1987, he transferredto the North American Commercial Division where he held positions in Planning Support and as district
manager of the San Francisco district. He later transferred to Johannesburg, South Africa, as area manager
and then on to Geneva, Switzerland, where he was the department manager in Building Construction
Products, and Europe Region Manager. In 2000, Rapp became vice president of the Europe-AfricaMiddle East (EAME) Marketing Division. Prior to becoming group president in 2007, Rapp served asvice president of Caterpillar’s Building Construction Products (BCP) Division, based in Cary, N.C.

19

2010 YEAR IN REVIEWLEADERSHIP • EXECUTIVE OFFICERSHELPING TO POWER CHANGE
Caterpillar has had a strong focus on the Power Systems business for many years.
While we’ve been successful, we recognize that the global Power Systems landscape ischanging and growing. To continue to be an industry leader with the broadest products
and solutions offerings, we have to change too. It’s not enough to provide just Power
Systems, we also must provide total system solutions that meet the growing and diverse
needs of our global customers. We’ve aligned ourselves to do just that.

Big 8 Imperative
Aggressively grow Power
Systems…rail, power
conversion, growth markets
and alternative fuels.

As part of our corporate reorganization in 2010, we created a new Energy & Power Systems organization. This group is
focused on aggressively growing from our solid base as a traditional engine manufacturer to a full-line power systems
provider. Our new group brings together all of our Power Systems teams under one umbrella with a sharp focus onproviding solutions to marine, oil & gas, alternative fuels, electric power, industrial and rail end-markets.
While developed markets remain an important opportunity, the emerging countries increasingly require more power andbroader solutions with huge potential. We are positioning ourselves to be the industry leader in both the developed andemerging markets.
Leveraging the strength of our new organization, we’ve taken a hard look at our internal operations and made great strides
in improving our speed, efficiency and quality. In 2010, those efforts had tangible results. For example, Solar Turbines wasable to meet urgent customer demands through a short build-to-order lead time that is unmatched in our industry. Similarly,
we have reduced lead times by up to 70 percent to deliver large engines from our facility in Kiel, Germany, that enables us
to more efficiently supply products and solutions to our customers. In our Larne, Northern Ireland, facility we inaugurated a
new assembly line for smaller gensets, which has created additional capacity and increased productivity. At the same time,
we improved our product performance and compliance needs. Our Tier 4 programs are on time, on cost and live up to thequality standards our customers have come to expect from Caterpillar.
We’ve also worked to expand our capacity to provide power solutions. In June 2010, we opened a new state-of-the-art
engine assembly plant in Seguin, Texas, with positive results in safety, quality, velocity and cost. In November 2010, ournew engine plant in Wuxi, China, produced its 10,000th engine. Caterpillar was officially recognized as one of the top-fiveengine manufacturers in China at Shanghai Bauma. Finally, in November 2010, we announced our plans to
produce 3500 series engines in Tianjin, China, to supply customers in China and the Asia-Pacific region.
We made great progress in expanding our Energy & Power Systems business through acquisitions. In
August, we acquired Electro-Motive Diesel, one of the largest diesel electric locomotive manufacturers in theworld. This acquisition will allow us to expand in the U.S. and internationally, and strengthens our existing
Progress Rail services business. In October, we signed an agreement to acquire MWM, a leading Germanalternative fuels engine manufacturer. Following the closing of this transaction, MWM is expected to position
Caterpillar to be a leader in providing gas engines solutions for our customers. Combining our existing
strengths and competencies with these two new businesses will improve our competitive position andprovides significant opportunities in the future.

Gerard Vittecoq

Vittecoq joined Caterpillar in 1975 and held various accounting and finance positions at Caterpillar’s Vernon
foundry in his first six years with the company. In 1982, he was appointed finance representative and later
assistant manager at Caterpillar Overseas S.A. (COSA). In 1985, he became comptroller for COSA. From 1987
to 1990, he was in charge of strategy projects and was appointed director of strategy & planning in 1990. In
1995, Vittecoq was promoted to managing director of Caterpillar France S.A. In 1997, he became managing
director of Caterpillar Belgium S.A. He was elected vice president in January 2001, overseeing the EAME
Product Development & Operations Division. In January 2004, Vittecoq was named group president.

20

2010 YEAR IN REVIEWLEADERSHIP • EXECUTIVE OFFICERSMINING OPPORTUNITY
BY DEVELOPING GREATNESS
It’s an exciting time for Caterpillar to be in the mining industry. The need forcommodities like coal, copper and iron ore is expected to continue growing at arobust rate due to global economic growth, increased energy demand and mass
urbanization. When the world grows, so does the demand for mining equipment.
We proved this year that we are serious about listening to our customers andremaining the industry leader for mining products and technologies on a global level.

Big 8 Imperatives
Expand leadership in Mining and
Quarry & Aggregates…new
products and solutions.
Excel at Product Development…
quality, emissions, growth markets
and next-generation products.

2010 showcased how successful we can be in the mining business. We delivered our 50,000th off-highway truck (a 777F)
to begin coal mining in Colombia. Our 10,000th large mining truck rolled off the line and we shipped our 500th 797, withboth trucks headed to work in Australia. In Wyoming, a fleet of 797 trucks continues to work over 8,000 hours per year –a 93 percent utilization rate. These are world-class achievements of which we can all be proud.
Our future in the mining industry is very bright. We have announced an agreement to acquire Bucyrus, which will give us
the world’s broadest surface and underground product line and allow us to participate more fully in the opportunities in
the global industry. Many customers have witnessed first hand our new autonomous mining trucks in action at ourdemonstration facility in Arizona. These developments, coupled with technologies like MINEGEM™ for undergroundmining, remote-controlled dozers, electric drive mining trucks and Cat MineStar™, will significantly change the mining
landscape. I’m proud to say that Caterpillar is at the forefront…right where leaders like Caterpillar should be.
Caterpillar’s ability to stay at the forefront of mining equipment technology reflects an ongoing commitment to excel at
product development. We are fortunate to have a world-class team of engineers and technical experts to designindustry-leading products – the kind of products our customers expect and deserve from Caterpillar. In 2010, this teamwas challenged to raise the bar in the design, development and validation of next-generation technology and productwith unprecedented efficiency.
Execution of the largest product development effort in Caterpillar history – Tier 4/Stage IIIB/IV/Step 4 non-road diesel
emissions regulations – was an area of intense focus as it has been for the past several years. With Interim regulations
taking effect in 2011, we were challenged to ramp up design, validation, assembly planning, manufacturing and productsupport readiness to meet an aggressive execution schedule. Using state-of-the-art virtual tools,
processes and validation, coupled with good old-fashioned hard work, our teams are delivering cleaner,more sustainable products. Cat® Tier 4 machines and engines will produce near-zero particulate matterand oxides of nitrogen, and will provide customers with the power, performance, fuel efficiency andvalue they need to enhance their business success.
The knowledge and capabilities gained as a result of Tier 4 product development are now being
leveraged through all of our Caterpillar New Product Introduction programs. The proven success andamazing potential of our global R&D team has once again set the mark for excellence in the industry.

Steve Wunning

Wunning joined Caterpillar in 1973 and has held numerous positions with increasing responsibility in theareas of quality, manufacturing, product support and logistics. In 1987, he was one of the first employees
in the newly formed subsidiary Caterpillar Logistics Services, Inc. (Cat Logistics), which was established
to leverage Caterpillar’s expertise by providing logistics services to other companies. He became vicepresident of Cat Logistics in 1990 and president in 1994. In 1998, Wunning was named vice president
with responsibility for the Logistics & Product Services Division. In 2000, he became vice president withresponsibility for Cat Logistics, which combined all of the internal Caterpillar and external client logistics
operations into a single unit. In 2004, Wunning was named group president.

21

2010 YEAR IN REVIEWLEADERSHIP • OFFICERS (as of February 15, 2011)

CHAIRMAN AND
CHIEF EXECUTIVE OFFICERDOUGLAS R. OBERHELMANGROUP PRESIDENTS
RICHARD P. LAVIN
STUART L. LEVENICKEDWARD J. RAPPGERARD R. VITTECOQ

VICE PRESIDENTS

CHIEF FINANCIAL OFFICER

KENT M. ADAMSEDWARD J. RAPPWILLIAM P. AINSWORTH
ALI M. BAHAJ
MARY H. BELL
THOMAS J. BLUTH
DAVID P. BOZEMANRICHARD J. CASEROBERT B. CHARTER

CHIEF INFORMATION OFFICER
JOHN S. HELLERCHIEF TECHNOLOGY OFFICER
TANA L. UTLEYFRANK J. CRESPOCONTROLLER AND
CHIEF ACCOUNTING OFFICERSENIOR VICE PRESIDENT AND
CHIEF LEGAL OFFICERCHRISTOPHER C. CURFMAN

JANANNE A. COPELAND

JAMES B. BUDAWILLIAM E. FINERTYSTEVEN H. WUNNING

PAOLO FELLINSTEVEN L. FISHER

TREASURER
EDWARD J. SCOTTGREGORY S. FOLLEYCHIEF AUDIT OFFICERSTEVE A. GOSSELIN

MATTHEW R. JONESHANS A. HAEFELIBRADLEY M. HALVERSONKIMBERLY S. HAUERJOHN S. HELLER
GWENNE A. HENRICKSSTEPHEN P. LARSONWILLIAM J. ROHNERCHIEF ETHICS ANDCOMPLIANCE OFFICERCHRISTOPHER C. SPEARSCORPORATE SECRETARYCHRISTOPHER M. REITZ

CRISTIANO V. SCHENAASSISTANT TREASURERWILLIAM F. SPRINGERROBIN D. BERANGARY A. STAMPANATOGARY A. STROUPASSISTANT SECRETARY

D. JAMES UMPLEBYLAURIE J. HUXTABLE

TANA L. UTLEY

Officer biographies are available at www.caterpillar.com/company/governance/officers

222010 YEAR IN REVIEWLEADERSHIP • BOARD OF DIRECTORS

2010 Board of Directors
Front row, left to right: Edward B. Rust, Jr., Gail D. Fosler, W. Frank Blount, Douglas R. Oberhelman, Eugene V. Fife, David R. Goode.
Back row, left to right: Joshua I. Smith, John R. Brazil, Charles D. Powell, Peter A. Magowan, Susan C. Schwab, Daniel M. Dickinson,
John T. Dillon, William A. Osborn, Juan Gallardo.

Board of Directors
W. FRANK BLOUNT, 72, Chairman and CEO of JI Ventures, Inc. (venture capital) and former Chairman and CEO of TTS,
Inc. (private equity firm). Other current directorships: Alcatel-Lucent S.A.; Entergy Corporation; and KBR, Inc. Other
directorships within the last five years: Adtran Inc. and Hanson PLC. Mr. Blount was a director of the Company from1995 until December 2010.
JOHN R. BRAZIL, 64, former President of Trinity University (San Antonio, Texas). Dr. Brazil has been a director of theCompany since 1998.
DANIEL M. DICKINSON, 49, Managing Partner of Thayer | Hidden Creek (private equity investment). Other current directorships:
IESI-BFC Ltd., Mistras Group, Inc. and Thayer | Hidden Creek. Mr. Dickinson has been a director of the Company
since 2006.
JOHN T. DILLON, 72, Senior Managing Director of Evercore Capital Partners’ (advisory and investment firm) investment
activities and private equity business and former Vice Chairman of the firm. Current directorships: E. I. du Pont deNemours and Company and Kellogg Co. Other directorships within the last five years: Vertis Inc. Mr. Dillon was a directorof the Company from 1997 until December 2010.
EUGENE V. FIFE, 70, Managing Principal of Vawter Capital, LLC (private investment). Mr. Fife served as the interim CEO andPresident of Eclipsys Corporation (healthcare information services) from April to November of 2005 and the non-executive
Chairman from 2001 until 2010, when Eclipsys merged with Allscripts Healthcare Solutions, Inc. Other current directorships:
Allscripts Healthcare Solutions, Inc. Mr. Fife has been a director of the Company since 2002.
GAIL D. FOSLER, 63, Senior Advisor of The Conference Board (research and business membership). Prior to her current
position, Ms. Fosler has served as President, Trustee, Executive Vice President, Senior Vice President and Chief
Economist of The Conference Board. Current directorships: Baxter International Inc. Other directorships within the last
five years: DBS Group Holdings Ltd. and Unisys Corporation. Ms. Fosler was a director of the Company from 2003 until
December 2010.

23

2010 YEAR IN REVIEWLEADERSHIP • BOARD OF DIRECTORSJUAN GALLARDO, 63, Chairman and former CEO of Grupo Embotelladoras Unidas S.A. de C.V. (bottling). Other current
directorships: 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.
DAVID R. GOODE, 69, former Chairman, President and CEO of Norfolk Southern Corporation (holding company engaged
principally in surface transportation). Other current directorships: Delta Air Lines, Inc. and Texas Instruments
Incorporated. Other directorships within the last five years: Norfolk Southern Corporation and Georgia-PacificCorporation. Mr. Goode has been a director of the Company since 1993.
PETER A. MAGOWAN, 68, former President and Managing General Partner of the San Francisco Giants (major league baseballteam). Directorships within the last five years: DaimlerChrysler AG, Safeway Inc. and Spring Group plc. Mr. Magowan has
been a director of the Company since 1993.
DOUGLAS R. OBERHELMAN, 57, 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 July 1, 2010.
WILLIAM A. OSBORN, 63, retired 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 the last five years: Nicor Inc., Tribune Company and Northern Trust Corporation. Mr. Osborn has beena director of the Company since 2000.
CHARLES D. POWELL, 69, Chairman of Capital Generation Partners LLP (asset and investment management), LVMH Services
Limited (luxury goods) and Magna Holdings (real estate investment). Prior to his current positions, Lord Powell was Chairmanof Sagitta Asset Management Limited (asset management). Other current directorships: LVMH, Moët-Hennessy Louis
Vuitton and Textron Inc. Lord Powell has been a director of the Company since 2001.
EDWARD B. RUST, JR., 60, Chairman, CEO and President of State Farm Mutual Automobile Insurance Company (insurance).
He is also President and CEO of State Farm Fire and Casualty Company, State Farm Life Insurance Company and otherprincipal State Farm affiliates as well as Trustee and President of State Farm Mutual Fund Trust and State Farm Variable
Product Trust. Other current directorships: Helmerich & Payne, Inc. and The McGraw-Hill Companies, Inc. Mr. Rust has been a
director of the Company since 2003.
SUSAN C. SCHWAB, 55, Professor, University of Maryland School of Public Policy. Prior to her current position, 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.
JOSHUA I. SMITH, 69, Chairman and Managing Partner of The Coaching Group, LLC (management consulting). Other current
directorships: Comprehensive Care Corporation, FedEx Corporation and The Allstate Corporation. Other directorships within
the last five years: CardioComm Solutions, Inc. Mr. Smith has been a director of the Company since 1993.
Effective January 1, 2011, Jesse J. Greene, Jr., and Miles D. White became directors of the Company.
JESSE J. GREENE, JR., 65, former Vice President of Financial Management and Chief Financial Risk Officer, International
Business Machines Corporation (computer and office equipment). Mr. Greene became a director of the Company effective
January 1, 2011.
MILES D. WHITE, 55, Chairman and Chief Executive Officer of Abbott (pharmaceutical and medical products). Other current
directorships: McDonald’s Corporation. Other directorships within the last five years: Motorola, Inc. and Tribune Company.
Mr. White became a director of the Company effective January 1, 2011.

24

2010 YEAR IN REVIEWPERFORMANCEPERFORM LIKE A LEADER
Strengthening economies, rebounding demand and continuing

CONSOLIDATED SALES & REVENUES(dollars in millions)$60,000

in 2010. Consolidated sales and revenues increased 31 percent$51,324$50,000$42,588$40,000

to $42.588 billion. The improvement reflected economic growth$32,396$30,000

operational discipline translated into a good year for Caterpillar

in the developing world and improvement from low levels of$20,000

machine demand in 2009 in developed countries. Accordingly,$10,000
2008

2009

machinery sales increased 53 percent from 2009. Improved

2010

volume required Caterpillar factories to increase machine
shipments in 2010 by the largest amount, in both dollars and

SALES & REVENUES(dollars in millions)$51,324

percent, in more than 30 years.

$42,588$32,396$31,804$18,148$11,392$2,856$16,240$3,2802008

2009

Total Sales & Revenues

Our U.S. exports totaled $13.4 billion in 2010 compared with

$27,767

Machinery$12,100$2,721
2010

Engines

Financial Products

EXPORTS FROM THE U.S. BY REGION(dollars in millions)$3,500$1,691

customer demand.
Consolidated operating profit was $3.963 billion in 2010
compared with $577 million in 2009. Higher sales volume,
contributed to the increase in operating profit, which was$3,717

partially offset by higher selling, general and administrative,
and research and development expenses, as well as

2010
EAME

approximately 7,500 U.S. jobs during the year to meet growing

improved price realization and lower manufacturing costs$4,512

Canada$10.4 billion in 2009. Caterpillar’s workforce increased by

Latin America

Asia Pacificunfavorable impacts from currency.

25

2010 YEAR IN REVIEWPERFORMANCEIn addition to its solid financial performance, Caterpillar
accomplished much – ramping up production substantially,
improving factory efficiency and driving Machinery and

OPERATING PROFIT$5,000$4,921$3,000investment continued to be a priority with significant funding$2,000directed toward product development, additional capacity$1,000and strategic acquisitions.

$3,963

$577
2006

2007

2008

2009

2010

CAPITAL EXPENDITURES

Capital expenditures totaled $1.575 billion. Caterpillar also
continued to invest in technologies that will enable its customers$2,500to operate Machinery and Engines with higher efficiency and$2,000cleaner energy. Investment in research & development reached$1,500to more than 750 inventors within the Caterpillar enterprise.

(dollars in millions)$4,448$4,000Engines operating cash flow to an all-time record. Long-terma record level of $1.9 billion. About 620 patents were awarded$4,921(dollars in millions)$2,320$1,504$1,5752009

2010$1,000$500
2008(excludes equipment leased to others)

The Company’s strong operational and financial performance

RESEARCH & DEVELOPMENT

also benefitted its stockholders. Caterpillar’s stock performance(dollars in millions)

was the best among the companies comprising the Dow Jones$2,000Industrial Average in 2010. Profit per share of $4.15 in 2010 was$1,500up from $1.43 in 2009. For the seventeenth consecutive year,$1,000Caterpillar paid higher dividends to stockholders. Caterpillar’s$500

performance in 2010 underscored its commitment to pursue
compelling growth opportunities, maintain operational and costdiscipline and make strategic long-term investments – all witha goal of delivering superior returns through the business cycle.

$1,905$1,728$1,347$1,4042006

2007$1,421

2008

2009

2010

PROFIT PER SHARE (diluted)
$5.66

$6.00
$5.00

$4.15

$4.00
$3.00
$2.00

$1.43

$1.00
2008

2009

2010

DIVIDENDS DECLARED PER SHARE
2.0
1.5

$1.15

$1.38

$1.62

$1.68

$1.74

2008

2009

2010

1.0
0.5
2006

2007

26

2010 YEAR IN REVIEWPERFORMANCE • 2010 STOCK PERFORMANCE$100.00$107.89$129.99$82.16$109.36$184.47

TOTAL RETURN – CATERPILLAR VS. S&P

2005

2006

2007

2008

2009

2010

The market acknowledged Caterpillar’s
improved performance in 2010 with a
64.3 percent increase in share price during
the year. Caterpillar also was the best
performing stock among the companies
comprising the Dow Jones Industrial
Average in 2010.

Caterpillar Inc.
S&P 500 Index
S&P 500 Machinery
Index (S5MACH)
Cumulative stockholder return assuming an investment of $100 on December 31, 2005,
and reinvestment of dividends issued thereafter.

2008-2010 CLOSING STOCK PRICE$100$93.66

$80
$60
$40

$56.99$44.67

$20
2008

2009

2010

27

2010 YEAR IN REVIEWPERFORMANCE • FIVE-YEAR FINANCIAL SUMMARY(dollars in millions except per share data)
Years ended December 31,
2010
2009
2008
2007
2006
Sales and revenues$42,588$32,396$51,324$44,958$41,517
Sales$39,867$29,540$48,044$41,962$38,869
		 Percent inside the United States
32%
31%
33%
37%
46%
		 Percent outside the United States
68%
69%
67%
63%
54%
Revenues$ 2,721$ 2,856$ 3,280$ 2,996$ 2,648$ 2,700$   895$ 3,557$ 3,541$ 3,537
Profit 4, 6$  4.28$  1.45$  5.83$  5.55$  5.37
Profit per common share 1, 6$  4.15$  1.43$  5.66$  5.37$  5.17
Profit per common share – diluted 2, 6
Dividends declared per share of common stock$ 1.740$ 1.680$ 1.620$ 1.380$ 1.150
27.4%
11.9%
46.8%
44.4%
45.9%
Return on average common stockholders’ equity 3, 5, 6
Capital expenditures:					Property, plant and equipment$ 1,575$ 1,504$ 2,320$ 1,682$ 1,531
Equipment leased to others$ 1,011$   968$ 1,566$ 1,340$ 1,082
Depreciation and amortization$ 2,296$ 2,336$ 1,980$ 1,797$ 1,602
Research and development expenses$ 1,905$ 1,421$ 1,728$ 1,404$ 1,347
As a percent of sales and revenues
4.5%
4.4%
3.4%
3.1%
3.2%
Wages, salaries and employee benefits$ 9,187$ 7,416$ 9,076$ 8,331$ 7,512
Average number of employees
98,50499,359106,518
97,444
90,160December 31,					$64,020$60,038$67,782$56,132$51,449
Total assets 6Long-term debt due after one year:					Consolidated$20,437$21,847$22,834$17,829$17,680
Machinery and Engines$ 4,505$ 5,652$ 5,736$ 3,639$ 3,694
Financial Products$15,932$16,195$17,098$14,190$13,986
Total debt:					Consolidated$28,418$31,631$35,535$28,429$27,296
Machinery and Engines$ 5,204$ 6,387$ 7,824$ 4,006$ 4,277
Financial Products$23,214$25,244$27,711$24,423$23,019
1. Computed on weighted-average number of shares outstanding.
2. C omputed on weighted-average number of shares outstanding diluted by assumed exercise of stock-based compensation awards, using the treasury stock method.
3. R epresents 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.
5. E ffective January 1, 2009, we changed the manner in which we accounted for noncontrolling interests. Prior periods have been revised, as applicable.
6. In 2007 we changed the manner in which we accounted for uncertain tax positions.

28

2010 YEAR IN REVIEWPERFORMANCE • HIGHLIGHTSMACHINERY
Announced the first model, the Cat® CT660, in our full line of Cat® vocational trucks. The trucks will offer custom solutions
for a large variety of job applications – from moving rock and hauling trash to logging and pouring concrete.
Introduced Cat® TH514 telehandler for general construction and industrial markets.
Acquired assets of Underground Imaging Technologies, Inc., an advanced geophysical service company and technology
developer. Underground’s advanced technologies will enhance Caterpillar’s Connected Worksite offering by providing
detailed information and clearer pictures of underground projects to design engineers and contractors.
Added a seventh model to popular E Series backhoe loader line in response to customer demand in central and eastern
European markets.
Observed the 50th anniversary of the first production of Cat® wheel loader, the 944, which became the foundation forleadership in the worldwide market for mid-size wheel loaders.
Delivered the 50,000th off-highway truck (a 777F) to begin coal mining in Colombia.
Acquired Electro-Motive Diesel (EMD), an original equipment manufacturer of diesel-electric locomotives. EMD offers thelargest installed base of locomotive products in the world and offers the most extensive range of locomotive products in therail and transit industry. The acquisition will enable Progress Rail to provide rail and transit customers an industry-leading
range of locomotive, engine and emissions solutions, as well as unmatched aftermarket support.
Announced plans for the expansion of excavator production in China that, when complete, will increase China-based
excavator capacity by 400 percent.
Announced plans to expand manufacturing in Brazil through a new facility to produce backhoe loaders and small
wheel loaders.
Announced plans to expand U.S. manufacturing through the opening of a new hydraulic excavator facility in Victoria,
Texas, which will triple the current capacity of excavator production in the United States.

29

2010 YEAR IN REVIEWPERFORMANCE • HIGHLIGHTS

ENGINES
Expanded capabilities of Caterpillar Emissions Solutions through acquisition of CleanAIR Systems, Inc., a leader in designingand manufacturing customized stationary aftertreatment solutions for internal combustion engines.
Opened new logistics center for MaK™ diesel engines near Hamburg, Germany, to serve as a hub to distribute MaK spareparts for customers around the world.
Introduced Cat® C15 ACERT™ and C18 ACERT Industrial Power Units that allow customers to order preconfigured powerpacks ready-made for a variety of applications including irrigation, dewatering, mining and hydraulic pump applications.
Introduced five Tier 4 Interim/Stage IIIB technology industrial engines for Original Equipment Manufacturers of agricultural,
construction, mining, forestry and general industrial markets.
Announced plans to build a state-of-the-art manufacturing facility in Tianjin, China, to increase worldwide capacity forlarge-engine production. Once operational in 2013, the engine facility will become Caterpillar’s third global source for its
3500 Series engines and will focus on producing engines for customers in China and the Asia Pacific region.

30

2010 YEAR IN REVIEWPERFORMANCE • HIGHLIGHTSFINANCIAL PRODUCTS2010 after-tax profits were $350 million, a 14 percent increase from 2009.
Cat Financial’s new retail financing increased $1.8 billion, or 24 percent, from 2009 to $9.46 billion in 2010.
Cat Financial’s overall portfolio quality reflected continued improvement in global economic conditions. At the end of 2010,
past dues were 3.87 percent, down from 5.54 percent at the end of 2009.
Cat Financial issued its first-ever renminbi (RMB)-denominated medium term note to assist in funding operations in China,
a significant milestone in expanding Cat Financial’s global funding platform.
Caterpillar entered into a finance collaboration agreement with dealers in India and with a number of key infrastructure-focusedbanks and Non-Banking Financial Companies (NBFCs) to give customers in India greater access to new finance options topurchase Cat® equipment.
As a result of teamwork, Cat Financial funded 92 percent of the over 200 Cat machines being used for the Panama Canal
expansion project.
In support of the launch of the Cat vocational trucks, Cat Financial financed the first Cat CT630 in Australia and the 9800
International truck in Brazil.

31

2010 YEAR IN REVIEW

AT-A-GLANCE • CORPORATE PROFILE

2006-2010 GLOBAL EMPLOYEES
120,000
100,000

94,593

101,333

112,887
93,813

104,490

WORK LIKE A TEAM
For more than 85 years, Caterpillar has been making sustainable

80,000progress possible and driving positive change on every continent.

60,000Caterpillar is the world’s leading manufacturer of construction

40,00020,000and mining equipment, diesel and natural gas engines, industrial
2006

2007

2008

2009

2010

gas turbines and diesel-electric locomotives. The Company also
is a leading services provider through Cat Financial, Caterpillar
Remanufacturing Services, Caterpillar Logistics Services, Inc.
(Cat Logistics) and Progress Rail Services Corporation (Progress

2006-2010 SALES & REVENUES PER EMPLOYEERail). Caterpillar is also a leading U.S. exporter. Through a global(dollars in thousands)

network of independent dealers and direct sales of certain products,

$500

$460

$461

$482

$400

$432
$326

$300

Caterpillar builds long-term relationships with customers aroundthe world.

$200
$100

Caterpillar’s success is built on the talent and commitment of
2006

2007

2008

2009

2010

more than 104,000 employees in countries spanning the globe.
Guided by Our Values in Action and leveraging the Caterpillar
Production System and 6 Sigma principles, Caterpillar people
demonstrate a passion for innovation and customer service.
Our diverse workforce speaks more than 100 languages andis bound by a common goal: making the world better tomorrow
because of the work we are doing today.

32

2010 YEAR IN REVIEW

AT-A-GLANCE • CORPORATE PROFILE

Our vast dealer network helps Caterpillar and our customers win
around the world. Caterpillar and its dealers are expanding theircoverage and making significant investments in countries suchas China, India and the countries that comprise the Commonwealthof Independent States, as these markets represent significant
growth opportunities in the industries we serve.

GLOBAL CAT® DEALERS
200

182

181

180

178

188

2006

2007

2008

2009

2010

150
100
50

Cat dealers and their employees share our passion, enhance®

GLOBAL CAT® DEALER EMPLOYEES

our competitive edge and ensure that our customers receive
maximum business value from our products and services. Most

160

Cat dealers are independently owned, locally operated businesses

120

and benefit from strong, long-standing customer relationships.

80(in thousands)

117.4

121.4

2006

2007

131.8

135.7

2008

2009

126.7

40
2010

GLOBAL CAT® DEALER NET WORTH(dollars in billions)

$20.0
$15.0

$12.1

$14.2

$16.5

$15.7

2008

2009

$17.7

$10.0
$5.0
2006

2007

2010

33

2010 YEAR IN REVIEW

AT-A-GLANCE • BUSINESS OVERVIEW

Caterpillar powers world progress. Cat® equipment – more than 3 million pieces around the world – is at work for our customers
on highways, rail lines, oceans and rivers, in forests, quarries and oil fields. We supply the machines, solutions and support soour customers can excel in varying terrain, soil and climate conditions. Our engines and gas turbines provide the horsepower forcustomers to move goods and commodities across the globe, while generators deliver power wherever it is needed. Caterpillar
manufacturing excellence is supplemented by world-class service businesses providing logistics, financial products andremanufacturing. More information about Cat products, services and solutions can be found at www.cat.com.

Major Product Groups

Major Industries Served

Major Service Areas

Articulated Trucks
Backhoe LoadersCompactors
Engines
Forest Machines
Generator Sets
Hydraulic Excavators
Locomotives
Material Handlers
Motor Graders
Off-Highway Trucks
Paving Equipment
Pipelayers
Scrapers
Skid Steer Loaders
Track Loaders
Track-Type Tractors
Turbines
Underground Mining Vehicles
Wheel Dozers
Wheel Excavators
Wheel Loaders

Demolition and Scrap
Forestry
General Construction
Governmental
Heavy Construction
Industrial/OEM
Landscaping
MarineMiningOil & Gas
PavingPipeline
Power Generation
Quarry & Aggregate
RailroadRoad Construction
Underground Utilities
Waste Services

Financing
Insurance
Locomotive & Railcar Maintenanceand Repair
Logistics
OEM Solutions
Remanufacturing
RentalSolar Turbine Customer Services
Training

Brands: Caterpillar Inc. owns a complex portfolio of brands whose roles and relationships support the growth to achieve ourenterprise goals. The Caterpillar brand represents our corporation with the investment community, employees, public policymakers
and other key stakeholders. Built on decades of performance, our portfolio of brands – including our primary public-facing brand
name, Cat – speaks quality, reliability and an assurance of the finest in design, engineering and customer service. For an overview
of the Caterpillar brand portfolio, visit www.caterpillar.com/brands.

34

2010 YEAR IN REVIEW

AT-A-GLANCE • WORLDWIDE LOCATIONS

Dealer Main
FG Wilson - MaK - Perkins - Solar
Manufacturing
Office Facilities
Parts
Progress Rail

2010

2010

2010

2010

Sales & Revenues (in millions)
Machinery$10,419
Engines(1)4,103Financial Products
1,571

Sales & Revenues (in millions)
Machinery$4,292Engines(1)1,565Financial Products
297

Sales & Revenues (in millions)
Machinery$7,482Engines(1)2,411
Financial Products
426

Sales & Revenues (in millions)
Machinery$5,574
Engines(1)4,021
Financial Products
427

Employees
Cat Dealers

Employees
Cat Dealers

Employees
Cat Dealers

Employees
Cat Dealers

North America

48,54055

MachineryEngines
FinancialProducts(1)

Latin America

15,22031

MachineryEngines
FinancialProducts

Asia/Pacific

17,75358

MachineryEngines
FinancialProducts

EAME

22,97744

MachineryEngines
FinancialProducts oes not include internal engine transfers which totaled $2.523 billion in 2010.
D
Internal engine transfers are valued at prices comparable to those for unrelated parties.

35

2010 YEAR IN REVIEW

AT-A-GLANCE • FORWARD-LOOKING STATEMENTSFORWARD-LOOKING STATEMENTS
Certain statements in this 2010 Year in Review relate to future events and expectations and are forward-looking statements within the meaningof the Private Securities Litigation Reform Act of 1995. These statements are subject to known and unknown factors that may cause Caterpillar’sactual results to be different from those expressed or implied in the forward-looking statements. Words such as “believe,” “estimate,” “will be,”“will,” “would,” “expect,” “anticipate,” “plan,” “project,” “intend,” “could,” “should” or other 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, andCaterpillar does not undertake to update its forward-looking statements.
It is important to note that Caterpillar’s actual results may differ materially from those described or implied in its forward-looking statements
based on a number of factors, including, but not limited to: (i) global economic conditions and economic conditions in the industries and markets
Caterpillar serves; (ii) government monetary or fiscal policies and government spending on infrastructure; (iii) commodity or component priceincreases and/or limited availability of raw materials and component products, including steel; (iv) Caterpillar’s and its customers’, dealers’ andsuppliers’ ability to access and manage liquidity; (v) political and economic risks associated with our global operations, including changes inlaws, regulations or government policies, currency restrictions, restrictions on repatriation of earnings, burdensome tariffs or quotas, national andinternational conflict, including terrorist acts and political and economic instability or civil unrest in the countries in which Caterpillar operates;(vi) Caterpillar’s and Cat Financial’s ability to maintain their respective credit ratings, material increases in either company’s cost of borrowing or
an inability of either company to access capital markets; (vii) financial condition and creditworthiness of Cat Financial’s customers; (viii) inability
to realize expected benefits from acquisitions and divestitures, including the acquisition of Bucyrus International, Inc.; (ix) the possibility that theacquisition by Caterpillar of Bucyrus International, Inc. does not close for any reason, including, but not limited to, a failure to obtain required
regulatory approvals; (x) international trade and investment policies, such as import quotas, capital controls or tariffs; (xi) the possibility that
Caterpillar’s introduction of Tier 4 emissions compliant machines and engines is not successful; (xii) market acceptance of Caterpillar’s products
and services; (xiii) effects of changes in the competitive environment, which may include decreased market share, lack of acceptance of priceincreases, and/or negative changes to our geographic and product mix of sales; (xiv) union disputes or other employee relations issues;(xv) Caterpillar’s ability to successfully implement the Caterpillar Production System or other productivity initiatives; (xvi) adverse changes
in sourcing practices of our dealers or original equipment manufacturers; (xvii) compliance costs associated with environmental laws andregulations; (xviii) alleged or actual violations of trade or anti-corruption laws and regulations; (xix) additional tax expense or exposure;(xx) currency fluctuations, particularly increases and decreases in the U.S. dollar against other currencies; (xxi) failure of Caterpillar or Cat
Financial to comply with financial covenants in their respective credit facilities; (xxii) increased funding obligations under our pension plans;(xxiii) significant legal proceedings, claims, lawsuits or investigations; (xxiv) imposition of operational restrictions or compliance requirements
if carbon emissions legislation and/or regulations are adopted; (xxv) changes in accounting standards or adoption of new accounting standards;(xxvi) adverse effects of natural disasters; and (xxvii) other factors described in more detail under “Item 1A. Risk Factors” in Part I of ourForm 10-K filed with the SEC on February 22, 2011 for the year ended December 31, 2010. This filing is available on our website atwww.caterpillar.com/secfilings.

36

2010 YEAR IN REVIEW

AT-A-GLANCE • TRADEMARKS

Trademark Information
CAT, CATERPILLAR, their respective logos, “Caterpillar Yellow,” and the POWER EDGE trade dress as well as corporate andproduct identity used herein, are trademarks of Caterpillar and may not be used without permission. Cat and Caterpillar are
registered trademarks of Caterpillar Inc., 100 N.E. Adams, Peoria IL 61629.
© Caterpillar public release. All rights reserved. Printed in the USA.

37