UTAH STATE EDITION
A Supplement to:
®
September 3 2017 Vol. II • No. 18
“The Nation’s Best Read Construction Newspaper… Founded in 1957.” Your Utah Connection – Debbie Hansen – 1-702-239-0348 – dhansen@cegltd.com
Maintaining Utah’s Rio Tinto Mine By Giles Lambertson CEG CORRESPONDENT
Productive mines are hard on machinery, which are constantly pummeled and stressed by the ore and overburden they process, hour after hour, day after day. The constant flow of rock through the machinery stresses hightensile steel, induces friction in bearings, warps static components in smelting heat and otherwise tests the integrity of engineered equipment. The fundamental challenge every mine manager accepts is to maintain essential machinery while minimally interrupting vital production. In rather spectacular fashion, Patrick Boitumelo proved up to the task. As general manager of engineering and projects at Rio Tinto Kennecott, Boitumelo headed up an unprecedented simultaneous shutdown of major processing units — concentrator, refinery and smelter — at the company’s Bingham Canyon, Utah, mine. The broad shutdown was accomplished in good order. More to the point, it succeeded without a single reportable incident in terms of safety and with far less expense and production loss than anticipated. How did Boitumelo do it? By having leaders engage with maintenance shutdown teams around the clock, by fully partnering with contractors in safety protocols and enforcement and by daily compiling and analyzing “robust” safety data. The result: 260 maintenance projects were completed by the company over a period of more than 400,000 manhours, all without experiencing a recordable injury. The Bingham Canyon mine not only is a gigantic hole stair-stepped into the ground three-quarters of a mile, it is part of a landmark operation. A pit was started in the canyon, which is across a valley from Salt Lake City, at the end of the 19th century after several decades
The fundamental challenge every mine manager accepts is to maintain essential machinery while minimally interrupting vital production.
Daniel Thomas, Regional Partner of St. John Properties — Utah addresses guests.
St. John Properties Breaks Ground on $250M Valley Grove
of puttering by gold, lead, and silver miners. Kennecott became involved in the operation about a hundred years ago. When Rio Tinto absorbed Kennecott in 1989, the operation was modernized to the tune of $2 billion. Some 25 percent of copper production in the United States comes from
this mine. It has produced 20 million tons of the element to date, more than any other mine in the world, plus silver and molybdenum. Because the mine is a low-grade, if voluminous, deposit, a ton of ore contains just 13 lbs. of copper. This level of concentration means
St. John Properties hosted Gov. Herbert, company founder Edward St. John and more than 200 VIPs to the official groundbreaking ceremony of the master planned development known as Valley Grove. Construction activities began on the Grove office tower in April. At the ground breaking the group celebrated the $250 million investment of St. John Properties in Pleasant Grove City. Over the life of the project, Valley Grove is anticipated to generate more than $800 million in tax revenue to the state, county and Pleasant Grove, while hosting more than 7,000 employees. Several of the presenters at the ceremony were current or future businesses at Valley Grove, including CBC Advisors, R&R BBQ and Instructure. “We are thrilled with the pro-business climate and warm reception we’ve received in Utah,” said St. John, chairman and founder of St. John Properties. “We strive every day to provide places for great companies to grow their businesses,
see MINE page 10
see VALLEY page 8
Page 2 • September 3, 2017 • www.constructionequipmentguide.com • Utah State Supplement • Construction Equipment Guide
MA AKE EVE E RY PASS P AS SS COUNT COUN C NT
With SMARTCONSTRUCTION from Komatsu, all of your op perators, machines and jobsites work rk more efficiently thaan you ever thought possible. High tech services like dig gital site surveying, modeling and setup, etup, and GNSS ma achine control will not only take your ur projects to the ne ext level, but to the next generation. Fo or more than 60 years, y , Komatsu Equipment quipment q p Company p y has been here to help with leading innovations nnovations for Utah’s construction owners. SMARTCONSTRUCTION is just one mo ore part of our continued commitment ment to your success.
Call, click, or sttop in today and learn hhow SMARTCONSTRUC CTION can make your ooperations more profitable able than everr..
UTTAH AH
Salt Lake City 801-972-3660
Myton 435-216-7777
St. George 435-986-1000
NEV VADA ADA
Las Vegas 702-399-1004
Elko 775-753-7557
Reno 775-356-1334
WYOMING
Casper 307-223-4660
Gillette 307-682-1445
Rock Springs 307-686-1300
Winnemucca 775-753-7557
Construction Equipment Guide • Utah State Supplement • www.constructionequipmentguide.com • September 3, 2017 • Page 3
Page 4 • September 3, 2017 • www.constructionequipmentguide.com • Utah State Supplement • Construction Equipment Guide
Human Performance Center...
Dixie State Awards Building Contract to Layton Construction Dixie State University has selected Layton Construction to build the university’s 155,000-sq.ft. Human Performance Center. Using a value-based model, Dixie State looked at builders’ qualifications, management plans and construction costs and awarded the bid to the company that performed best overall. Layton Construction impressed the selection committee with its experienced team and strong working relationships with local contractors. “Dixie State University worked with Layton Construction on Campus View Suites last year, and we had a great partnership,” Sherry Ruesch, executive director of facilities management at Dixie State, said. “Layton did a high-quality job on our student housing and finished in record time. We expect the same results with the Human Performance Center.” MHTN Architects has been selected to manage the architectural work and Hastings+Chivetta is providing planning and design services for the $50 million proj-
Dixie State University photo
A rendering of a possible concept for Dixie State University’s new Human Performance Center.
ect. The Human Performance Center is funded by $25 million in appropriations from the Utah State Legislature, $20 million from student fees and $5 million in dona-
tions from Washington County, the city of St. George and private contributors. The facility will hold the specialized classrooms and labs Dixie
State needs to offer academic programs in exercise science, sports and recreation management, health administration, and population health as well as partner with the
University of Utah to offer physical therapy and occupational therapy degrees. Additionally, the center will house campus’s recreation and intramural programs and exercise facilities including a fitness center, a track, a climbing wall and basketball courts that convert to indoor soccer venues. The facility also will feature a 50-meter swimming pool with deck space, making it the only pool in southern Utah to meet NCAA requirements to host Division II meets and only the second in Utah to do so. Located off University Avenue in front of the Student Activities Center, the Human Performance Center will cater to the needs of southern Utah’s event-based tourism industry. The facility will be equipped to host local, regional and state high school games, Huntsman World Senior Games competitions and communitysponsored sports events. (This story also can be found on Construction Equipment Guide’s website at www.constructionequipmentguide.com.)
Phaze Concrete Helps Employees on, Off the Work Site From pouring driveways for small residential projects in the states of Nevada and Utah, to completing hundreds of projects featuring large box stores, warehouses, distribution centers, parking garages, hotels and airports, Phaze Concrete has been delivering quality concrete to the construction industry. While the list of projects they have completed is impressive, Phaze Concrete prides itself on employing a team of workers that carry the company’s mission statement to the construction site. To achieve this, they ensure all of their employees work together as part of a team so that everyone is committed to creating a professional and safe working atmosphere. Phaze Concrete’s Experience Modification (EMOD) rating currently stands at 0.72 percent, which shows the commitment from the company and its workers. Additionally, the company joined forces with the Department of Labor’s Department of Apprenticeships, creating an exciting and unique work education program. The decision has been extremely successful, provid-
ing young people with the high-quality onthe-job training and instruction. The importance of training has been highlighted by Alexander Acosta, U.S. Secretary of Labor, who attended the G-20 Late and Employment Ministers’ Meeting in May 2017. The White House Office of American Innovation also is equally committed to fostering and supporting apprenticeships. Phaze Concrete is just one of 37,000 different program sponsors in the country. At present time, they have some 26 cement mason apprentices taking part in the program. Also, the company is proud of the fact that their programs are no longer seen as a “union organization benefit,” particularly since they are not unionized. They would rather be focused on everyone being able to learn on the job. “We don’t want our employees simply to come to work and earn a paycheck and go home,” said a company representative. “We want them to come and have a valuable experience, learning transferable skills that can improve every aspect of their life.
Registered apprentices, regardless of their age, will have the opportunity to complete their GED, if they did not receive a high school diploma or equivalent. Phaze Concrete provides the GED readiness course that is available to all employees and family members of our employees. When employees make the commitment to the apprenticeship program, Phaze makes a commitment to give them the most well-rounded industry training available.” Caring for their workers and families has translated into being recognized by the construction industry and gain high-end jobs. Phaze Concrete was chosen to work on the Family Dollar distribution center, measuring more than 1 million sq. ft. They also earned the ACI Intermountain Chapter Award of Excellence in flatwork and tilt-up concrete for their work. Today, the company has more than 250 staff members who are able to work on projects in concrete, utilities and earthwork all over the western United States. The crew members focus on completing jobs ahead of
schedule and within budget. “Doing the right thing has been an important value for the Phaze team,” a company representative adds. “The team often goes the extra mile to make sure customers get what they expected and have an active involvement with solutions to the daily challenges and hurdles of today’s construction industry. Our crews work hard as a team to keep commitments and schedules while traveling across the nation to deliver the quality the industry has come to expect from us.” Creating an inclusive environment where their employees feel as though they are part of a team, completely committed to safety and keeping their work environment professional and safe, they are creating better opportunities for themselves each year. Phaze Concrete’s drive to helping their employees improve themselves personally and professionally will be a trend that spreads across the construction industry. (This story also can be found on Construction Equipment Guide’s website at www.constructionequipmentguide.com.)
Construction Equipment Guide • Utah State Supplement • www.constructionequipmentguide.com • September 3, 2017 • Page 5
MESCO Inc. 295 S Redwood Road • North Salt Lake, UT 84054 800-397-1629 • Fax: 801-936-3896 www.mescoequipment.com
Page 6 • September 3, 2017 • www.constructionequipmentguide.com • Utah State Supplement • Construction Equipment Guide
Salt Lake City...
State Officials Break Ground on New Correctional Facility The Department of Corrections reached a historic milestone Aug. 16 as state officials conducted the ceremonial groundbreaking at the site of the new Utah State Correctional Facility. The groundbreaking event marked both a celebration of the collaborative effort of government and private organizations to build a new facility, as well as a milestone for paving the way for the future of corrections in the state of Utah. “This is more than building a building,” said Gov. Gary R. Herbert in his remarks. “This is about restoring lives.” The facility, located off I-80/7200 West in Salt Lake City, is designed to foster safer and more efficient operations for the incarceration of state inmates. Additionally, it will play an important role in improving public safety for the entire state. “The future of corrections is all about providing treatment, education, programs and job training we know are proven to help prepare people for successful and safe return to our communities,” said Rollin Cook, UDC executive director. The ceremony included remarks from Gov. Herbert; Executive Director Cook; Executive Director of the Department of Administrative Services Tani Downing; State Rep. Brad Wilson; Director of the Division of Facilities and Construction
State officials conducted the ceremonial groundbreaking at the site of the new Utah State Correctional Facility.
Management Jim Russell; and Director of Salt Lake County Regional Development Carlton Christensen. Following remarks, representatives from the Governor’s office, state agencies, BDK Joint Venture, and Layton-Okland construc-
tion joined shovel lines to mark the ceremonial start of construction. Onsite infrastructure and transportation construction started in January 2017. The facility is slated for completion in late 2020 with inmates moving from the Utah
State Prison in Draper in 2021. You can follow the project’s progress at newutahstateprison.utah.gov. (This story also can be found on Construction Equipment Guide’s website at www.constructionequipmentguide.com.)
Cats in a Cat...
Spanish Fork Workers Rescue Kittens Inside Cat Skid Steer By Emily Buenzle CEG WEB EDITOR
A crew of Utah landscapers rescued seven kittens from inside a Caterpillar skid steer. Green Forest Landscaping workers were at the Fieldstone Homes construction site in Spanish Fork, Utah, when they heard meows coming from beneath their equipment, Aug. 9, KSL reported. The workers said they found the kittens after they had been using the tractor for several hours. In order to rescue them, the workers had to remove the cab from the tractor. “I opened it because they were so little,” said Jose Arias, a Green Forest Landscaping employee. “I
A crew of Utah landscapers rescued seven kittens from inside a Caterpillar skid steer.
don’t have any cats, but I didn’t want them to live in the machine, so I [opened] it and [pulled] them out,” KSL reported. Ashley Valley Community Cats took the kittens in and is now treating them for upper respiratory infections. According to Aubrey Moulton, the organization’s coordinator, the kittens’ mother probably chose to move the kittens inside the skid steer to keep them safe from predators. The kittens will be ready for adoption in about five weeks, KSL reported. (This story also can be found on Construction Equipment Guide’s website at www.constructionequipmentguide.com.)
CEG
Construction Equipment Guide • Utah State Supplement • www.constructionequipmentguide.com • September 3, 2017 • Page 7
Page 8 • September 3, 2017 • www.constructionequipmentguide.com • Utah State Supplement • Construction Equipment Guide
NEVER SIDETRACKED.
HitachiCo onstruction.com
HONNEN EQUIPMEN NT
1-800-6 646-6636 w w w.ho nnen.c om
CBC Advisors Signs Lease for Offices in Valley Grove Workforce Services. Utah Valley’s tech heavy Silicon Slopes are pulling the epicenter of population growth south of the state’s capitol city as new jobs and new homes dot the Utah County landscape, according to the University of Utah’s Kem C. Gardner Policy Institute. This is driving increased demand for office space in Utah Valley.
VALLEY from page 1
increase employment, generate profits and pay taxes.” The number one commercial estate firm in Utah County, Coldwell Banker Commercial Advisors (CBC Advisors), announced its expansion and planned relocation to Valley Grove’s Grove Tower, taking nearly 16,000 sq. ft. “We are excited to expand our commitment in Utah County and establish our new Class A office in Pleasant Grove, located at the prestigious six-story Grove Tower,” said Brandon Fugal, chairman of CBC Advisors. “As the only fullservice commercial real estate office in Utah County, our 50 professionals — and growing — offer the most cutting-edge market intel- Signing the lease. ligence, and will continue to lead designed buildings for maximum energy and the market from this new location.” Valley Grove includes easy access to water savings and minimize negative envimore than one million sq. ft. of class A ronmental impact. “We are thrilled with the pro-business clioffice, restaurant, retail and hospitality destinations. Valley Grove, upon completion will mate and warm reception we’ve received in include more than 2,000 trees. The greenery Utah,” said St. John. “We strive every day to will accompany a selection of LEED provide places for great companies to grow
their businesses, employ Utahans, generate profits and pay taxes.” Utah Valley Rising The state added 42,100 jobs between November 2015 and November 2016, according to the Utah Department of
About St. John Properties Established in 1971 by Edward St. John, St. John Properties has evolved from a developer of commercial buildings into a long-term real estate investment company. Now expanding in Utah, St. John Properties is attracted by the State’s economic strength, pro-business climate, quality of life, and projected growth. St. John’s new Valley Grove development in Pleasant Grove marks the company’s commitment to Utah’s quality of life with its 40th LEED certified commercial office building. (This story also can be found on Construction Equipment Guide’s website at www.constructionequipmentguide.com.)
Construction Equipment Guide • Utah State Supplement • www.constructionequipmentguide.com • September 3, 2017 • Page 9
YOUR SOURCE FOR BOBCAT
EQUIPMENT RENTALS NEE OF BOBCAT® REN NTAL GET IT REN TED.
GET IT DONE.
Oggden 84 80 15
West Vallley City
80
215
80
154
Intermountain B Bobcat Salt Lake City
Orem
Ogden
Bobcatt® and the Bobcat Bobca Bobcat logo aare registered trademarks of Bobcat Bobcat Company. Company 17-B0244
Intermou untain Bobcat | www w .imbobcat.com m
15
Orem
40 189
Page 10 • September 3, 2017 • www.constructionequipmentguide.com • Utah State Supplement • Construction Equipment Guide
Mine Shuts Down for Maintenance to Minimize Impact MINE from page 1
that a lot of processing is required to refine the raw ore into pure copper. That translates into constant operation of processing machines, which are staged along a 24-mi.long path that leads from the mine pit to a shipment facility. The processing centers are linked by, first, conveyors for the ore, then pipes for liquid concentrate and, finally, railcars for anodes. It is along this continuum that Boitumelo directed the overhaul of machinery in the concentrator, smelter and refinery centers. Shutdown maintenance crews annually undertake major work on the concentrator and refinery equipment, but the smelter only receives such maintenance every two or three years. What was different this year at Bingham Canyon is that all three facilities were simultaneously shut down for maintenance. “We said, let’s combine these projects and do all the maintenance in a 25-day period,” Boitumelo said. “It made a lot of sense from an efficiency perspective and in reducing impact on production.” It made sense, but it wasn’t easy. Planning for the concentrator and refinery shutdown maintenance work consumed eight months. A full two years of planning preceded the day that power was shut off on the smelter. Boitumelo, former general The “major” maintenance Patrick manager of engineering and projects involved during a shutdown of Rio Tinto Kennecott Mine. is far beyond routine checkups. Boitumelo characterizes the safety, plenty of room existed for difference in terms of car repair, serious injury accidents as the “major” work being on the order of work got up to speed. Yet none replacing pistons in an engine ver- occurred. This is why: Contractors — who sus minor work that is akin to rouwere hired from all across the tinely changing an engine’s oil. The scope of management country as well as outside the involved in the Bingham shutdown United States — were required to might be measured in people. have safety managers on their indiBesides the normal complement of vidual teams. Rio Tinto also hired employees — 200 people work third-party safety consultants to each shift just in the mine itself — help ride herd on the massive the shutdown operation required around-the-clock effort. Atop this pyramid was an additional 1,700 laborers, tech- management nicians and supervisors. They were Boitumelo, who insisted upon supplied by 74 contracting compa- active middle-management leadernies. Because many of the contract ship on every shift every day. employees had little or no previous Managers had hands-on roles, exposure to Rio Tinto’s culture of rather than being assigned to keep
Shutdown maintenance crews annually undertake major work on the concentrator and refinery equipment, but the smelter only receives such maintenance every two or three years.
“At nine o’clock in the morning, we would analyze everything from the previous day, and if something was noncompliant, that was the focus for the next day. We did that every single day.” Patrick Boitumelo Rio Tinto Kennecott Mine
an eye on things from the office. “We had leaders on duty all the time,” Boitumelo said. “Every day. Across the shutdown. From a safety perspective, you can’t put a dollar price on having that leadership there around the clock. It really impacted the operation and was major factor in our success.” Another key component of the management plan was heavy reliance upon task boards, or lean management boards, to keep the work on course across shifts. “We wanted to make sure that any issues that arose on a previous shift were passed on to members of an incoming shift, as well as word of any improvements made in an
area,” Boitumelo said. The lean boards tracked tasks needing to be done, in the process of being done, or completed. The boards helped managers see that tasks were not inadvertently dropped nor safety concerns passed along unaddressed. Key messages about what went well and what didn’t were left for the next shift, targets of each shift were outlined, and actions were recommended to increase efficiency. The poetry of teamwork was on full display. Helpful as it proved to be, this level of communication between shifts was not well-received at first, Boitumelo said. “We got a bit of pushback, because this was not the
usual way of running meetings by contractors, nor was it expected.” A week or two into the project, however, attitudes changed as the value of the system was recognized. That came after relentless coaching by supervisors and with the support of contractors in their pre-start-up meetings. In the course of the month-long project, some 8,100 critical risk management verifications were recorded — 8,156, to be precise. That is a lot of second-guessing, double-checking and following up on safety concerns. General managers and managers worked night shifts to ensure the safety effort didn’t flag overnight. Leaders expert in one process or another of the mining operation were assigned to another area of the mine to bring fresh eyes to the assessment process — refinery managers helping with verifications at the smelter, for example. Two full-time CRM administrative personnel supervised this constant risk assessment and response process. “At nine o’clock in the morning, we would analyze everything from the previous day, and if something was noncompliant, that was the focus for the next day. We did that every single day,” he said. The tension between production and maintenance, between the natural tendency to check off something as complete when it barely qualified as such instead of persevering toward a fuller resolution, was never addressed by compromising safety, Boitumelo said. “Safety came first. Safety always was given priority.” For instance, after shutting down one piece of equipment, teams found more damage than they thought they would find — and there went the schedule. Yet the undeniable need for additional time to fully repair the machine was evident, so the time was taken. No hesitation. Most of the “surprises” the shutdown team encountered in their inspection of machinery were in the smelter, which in itself is not surprising. After all, copper concentrate is liquified in smelter furnaces at temperatures reaching 2,300 degrees Fahrenheit, a sure test of metallurgical and manufacsee MINE page 11
Construction Equipment Guide • Utah State Supplement • www.constructionequipmentguide.com • September 3, 2017 • Page 11
24 Hour Emergency Service
ALL EQUIPMENT IS D SAFETY INSPECTE
• Ogden • Park City • Layton • Provo • Tooele • Salt Lake City
PROMPT DELIVERY L O C A L LY O W N E D A N D O P E R AT E D S I N C E 1 9 5 3
NEED EQUIPMENT? • • • • • • • • • • • •
Forklifts Scissor & Boom Lifts Scaffolding Excavators Mixers Welders Sweepers & Scrubbers Compressors Compaction Equipment Skid Loaders Backhoes Dump Trucks
CALL TODAY!
w w w. h o w e r e n t a l s . c o m
801-463-7997
Toll Free 866-436-HOWE Fax: 801-463-7488 4235 South 500 West, Murray, UT 84123
Rio Tinto Mine Manager’s Maintenance Plan Saves $12M MINE from page 10
turing breaking points. “Smelters always need maintenance,” Boitumelo said, “and some of the smelter equipment hadn’t been opened for two years.” Yet, all in all, the equipment was found to be in good shape. The concentrator and refinery centers were re-started after a few days, but smelter production didn’t return for 26 days. By every post-shutdown measurement, the simultaneous ore-processing stoppage at Bingham Canyon was deemed to be a success. Even the bottom line testified to it. While $70 million had been budgeted for the shutdown, the final price tag was $58 million, including expenditure of extra time and materials for unanticipated repairs. A big factor in the cost savings was the efficiency produced by thorough pre-planning, Boitumelo said, but a significant change in the bidding process contributed as well. Instead of estimating time and materials for all individual projects, lump sum bids were sought and evaluated for projects where there was particular potential to save
money without compromising safety. As a rule, bids were lower than previous estimates, yet bids weren’t just weighed on price. “One thing that I found interesting was that we didn’t always accept the lower price,” Boitumelo says. “We changed expectations in the bidding process. We focused on overall value creation based on contractor cost, safety performance, and records of quality and schedule delivery.” Boitumelo has an engineering degree from England’s Leeds University and a masters degree in business leadership from the University of South Africa. Fresh from his success at Bingham Canyon, he has been appointed president and chief operating officer of Rio Tinto’s Diavik Diamond Mine in Canada’s Northwest Territory. He will oversee an expansion of production at the Diavik mine. Boitumelo started his new company assignment at the beginning of July. (This story also can be found on Construction Equipment Guide’s website at www.constructionequipmentguide.com.) CEG
FULL PAGE
UTAH PUBLISHING 2017
10.125”x10.625”
Open $615
12 Time Issue# $555
1/2 PAGE
Closing
Publishing
20
9/21/2017
10/1/2017
22
10/19/2017
10/29/2017
24
11/16/2017
11/26/2017
26
12/14/2017
12/24/2017
10.125”x5.25” or 5”x10.625”
Open $510
12 Time $425
1/4 PAGE 5”x5.25”
Open $345
12 Time $315
Page 12 • September 3, 2017 • www.constructionequipmentguide.com • Utah State Supplement • Construction Equipment Guide
BUY YA NEW CAT COMPA P CT MACHINE
®
AND GET 1.9% FINANC CING
FOR 72 MO M NTHS PLUS, YOU’LL GET AN EQUIPMENT PROTECTION PL AN AT T NO COST.*
Contact yourr Wheeler Machinery C Co. Sales Representative for details. Call 801-978--1625 or visit wheelercaat.com/spend-less for a list of eligible machines. nes.
Offer valid from July 1, 2017 to Septemb ber 30, 2017 on all new models of machines manufactured by Caterpillar llar Inc. Building Construction Products Division. Financing and published shed rate and term are subject to credit approval through C Cat Financial for customers who qualify. Not all buyers may qualify. Higher rates apply for buyers with lower credit rating. Offer available only nly at participating Cat dealers. Flexible payment terms avvailable to those who qualify. Offer is available to customers in the USA and Canada only and cannot be combined with any other offers. rs. Offer subject to machine availability. Payments are bassed on an Installment Sale Contract with 72 monthly payments. Payments do not include taxes, freight, set-up, delivery, document fees, inspections, pections, additional options, or attachments. Final machinee prices are subject to change. Offer may change without prior noticce and additional terms and conditions may apply. Contact your Cat dealer for details. *The Powertrain Equipment Protection n Plan (EPP) is provided through Cat Financial for use at participating Cat dealers. Please see your participating Cat dealer for details. © 2017 Caterpillar. All Rights Reserved. Reserved CAT, CA ATERPILLAR, TERPILLAR BUILLTT FOR IT, their respective logos, TERPILLAR, logos “Caterpilla Caterpillar Yellow, llow ” the “Power Edge” trade dress, as well as corporate and product roduct identity used herein, are trademarks of Caterpillar and may not be used without permission.