Caterpillar Political Audit

1. Introduction: The Framework of Corporate Complicity

In the contemporary landscape of geopolitical risk and corporate governance, the concept of “neutrality” has undergone a radical transformation. Multinational corporations (MNCs) are no longer viewed merely as commercial actors operating within the vacuum of market forces; they are increasingly scrutinized as geopolitical agents whose operational footprints can reinforce, sustain, or even accelerate state-level policies of occupation, surveillance, and militarization. This audit report serves as a forensic examination of Caterpillar Inc. (CAT), specifically analyzing its “Political Complicity” regarding the State of Israel and its activities in the Occupied Palestinian Territories (OPT).

The objective of this analysis is not to relitigate the legality of the occupation under international law, a matter already extensively adjudicated by the International Court of Justice (ICJ) and documented by the United Nations, but rather to audit the specific mechanisms by which Caterpillar Inc. aligns itself—structurally, ideologically, and operationally—with the Israeli defense establishment. The “Political Complicity” framework applied here moves beyond the simple sale of dual-use equipment. It investigates the governance structures that authorize these sales, the ideological inclinations of the leadership that defends them, and the operational integration that transforms a civilian manufacturer into an essential logistical pillar of the Israel Defense Forces (IDF).

This report is structured to address four core intelligence requirements: the ideological composition of the governance board, the depth of lobbying and trade institutionalization, the consistency of the company’s ethical “Safe Harbor” responses to global conflict, and the internal policing of corporate culture regarding Palestine solidarity. By synthesizing financial disclosures, legal filings, shareholder transcripts, and historical trade data, this audit constructs a comprehensive profile of a corporation that has effectively outsourced its ethical compass to the strategic imperatives of the US-Israel military alliance.

The findings presented herein suggest that Caterpillar’s relationship with the Israeli state is not transactional but foundational. Through the Foreign Military Sales (FMS) program, the strategic ownership of its exclusive Israeli distributor (Zoko Enterprises) by Zionist-affiliated leadership, and the integration of its machinery into the tactical doctrine of urban warfare in Gaza, Caterpillar demonstrates a high degree of complicity. This complicity is further illuminated by a stark double standard in crisis management, where the swift suspension of operations in Russia following the invasion of Ukraine stands in glaring contrast to the continuity of supply chains feeding the conflict in Gaza.

2. Governance Ideology: The Board, Ownership, and the “Technocratic Shield”

The primary vector of political complicity in any major corporation is its governance structure. The Board of Directors and the executive leadership team set the ethical tone, determine the risk appetite, and ultimately authorize the strategic relationships that define the company’s global footprint. In the case of Caterpillar, the governance audit reveals a mix of “Technocratic Shielding”—whereby politically charged decisions are framed as neutral regulatory compliance—and deep-seated ideological alignments within the extended ownership network.

2.1 The Board of Directors: Strategic Interlocks and Commercial Realism

Caterpillar’s Board of Directors is largely composed of heavy-industry veterans and former government officials whose professional backgrounds predispose them to view the defense trade not as a human rights liability, but as a strategic asset. While direct membership in overt Zionist advocacy groups like the Jewish National Fund (JNF) is not explicitly documented for current board members in the available snippets, the board’s composition reflects a worldview of “Commercial Realism” that prioritizes market access and military contracting over ESG (Environmental, Social, and Governance) concerns related to human rights.

D. James Umpleby III (Chairman & CEO):

As the central figure in Caterpillar’s governance since his elevation to CEO in 2017 and Chairman in 2018 1, D. James Umpleby III has presided over the company during a period of intensifying reputational risk regarding Israel. Umpleby’s tenure is defined by a rigid adherence to the “Foreign Military Sales” (FMS) defense. Under his leadership, the Board has consistently recommended that shareholders vote against proposals requiring reports on the company’s human rights footprint in conflict-affected areas.2 This defensive posture is not merely passive; it is an active governance strategy to insulate the company from the legal and moral consequences of its products’ end-use. By deferring to US government foreign policy as the ultimate arbiter of “permissible” sales, Umpleby maintains a “firewall” that allows the company to profit from the occupation while claiming regulatory compliance.

Ambassador Susan Schwab (Director):

The presence of Ambassador Susan Schwab, a director since 2009 1, introduces a significant geopolitical dimension to the board. As a former United States Trade Representative (USTR) 3, Schwab’s career has been dedicated to the expansion of US commercial interests through free trade agreements (FTAs). Her ideology is rooted in the belief that trade liberalization serves the national interest, a worldview that often marginalizes human rights sanctions as “trade barriers.” Schwab’s tenure at the USTR involved overseeing trade relations with the Middle East 3, and she serves as a strategic advisor for Mayer Brown LLP, a law firm with global reach.4 Her background reinforces a board culture that views the Israeli market through the lens of strategic partnership and trade maximization rather than human rights risk.

David L. Calhoun (Former Director):

Until his departure in 2024, David Calhoun served as a key director.5 As the CEO of Boeing, Calhoun led a company with perhaps the deepest integration into the Israeli military-industrial complex of any US firm.6 Boeing’s collaboration with the Israel National Cyber Directorate and its massive sales of munitions and aircraft to the IAF create a “normative environment” where deep security cooperation with Israel is standard business practice. Calhoun’s long tenure on Caterpillar’s board (joining in 2011) helped cement a strategic culture that views defense contracts with Israel as ethically neutral. His departure does not erase the legacy of this alignment, which normalized the dual-use nature of Caterpillar’s heavy machinery.

2.2 The “Zoko Nexus”: Ideological Ownership of the Distribution Channel

While the Caterpillar corporate board maintains a veneer of technocratic neutrality, the audit reveals a profound ideological alignment within the company’s downstream distribution network. Caterpillar operates through an independent dealer model, which theoretically separates the manufacturer from the end-user. However, in Israel, this channel is controlled by Zoko Enterprises (also known as Israel Tractors and Equipment – ITE), a subsidiary of the UK-based CP Holdings Ltd..⁷

The ownership of CP Holdings reveals a direct link to state-level Zionist recognition. The historical Chairman of CP Holdings, Sir Bernard Schreier (and the Schreier family trust which continues to control the entity), was a recipient of the Jubilee Award in 1998.⁸

The Significance of the Jubilee Award:

The Jubilee Award was not a standard industry accolade. It was awarded by Prime Minister Benjamin Netanyahu to a select group of international business leaders “in recognition of those individuals and organizations that… have done the most to strengthen the Israeli economy” during the state’s 50th anniversary.10 The list of recipients includes leaders of companies known for their strategic support of Israel, such as Marks & Spencer and Lockheed Martin.8

• Audit Insight: The fact that the owner of Caterpillar’s exclusive distributor was singled out by the Israeli Prime Minister for “strengthening the Israeli economy” is a critical indicator of political complicity. It suggests that the distribution of Caterpillar equipment in Israel is managed by an entity with a recognized, ideologically motivated commitment to the state’s strategic resilience. This is not a neutral commercial relationship; it is a partnership anchored in Zionist economic advocacy. The “Zoko Nexus” effectively bypasses Caterpillar’s corporate neutrality, ensuring that the supply chain is managed by actors who are ideologically committed to the Zionist project.

2.3 Institutional Ownership: The Passive Enablers

The ownership structure of Caterpillar Inc. is dominated by massive institutional asset managers, including Vanguard Fiduciary Trust Co. (9.68%) and BlackRock Advisors LLC (5.33%).¹² While these funds are generally passive, their role in enabling complicity is significant.

• The Vote Against Accountability: These major shareholders have consistently failed to support shareholder resolutions proposed by religious and human rights groups (such as the Sisters of Loretto or Jewish Voice for Peace) that demand human rights due diligence.¹³ By voting with management, these funds provide the “capital cover” that allows the Board to dismiss ethical concerns.
• Neutrality as Endorsement: In the context of grave human rights violations, the “neutrality” of passive capital functions as an endorsement of the status quo. The refusal of these major owners to demand a review of the company’s sales to the IDF allows the governance ideology of “profit over rights” to persist unchecked.

2.4 Governance Summary Table

The following table summarizes the key governance figures and their ideological or structural links to the Israeli occupation infrastructure.

3. Operational Complicity: The Machinery of Occupation

The most tangible evidence of Caterpillar’s complicity lies in the operational integration of its products and personnel into the Israeli military apparatus. This section audits the lifecycle of the D9 bulldozer—from its manufacture in the United States to its retrofitting in Israel and its deployment in combat zones—revealing a level of coordination that transcends the standard buyer-seller relationship.

3.1 The “Total Lifecycle” of the D9 Bulldozer

The Caterpillar D9 bulldozer is the central hardware asset in the infrastructure of the occupation. It is not merely a construction tool; in the context of the OPT, it is a weapon of war. The audit identifies a specific “Weaponization Lifecycle” that involves direct collaboration between the manufacturer’s representatives and the Israeli defense industry.

1. Manufacture and Sale (The FMS Loophole): Caterpillar manufactures the base D9 units in the United States. These units are frequently purchased by the US Department of Defense under the Foreign Military Sales (FMS) program and transferred to Israel.¹⁶ This mechanism allows Caterpillar to claim it sells to the US government, thereby washing its hands of the end-use. However, the company actively lobbies for the Foreign Military Financing that pays for these machines ¹⁶, indicating that the FMS route is a feature, not a bug, of its business model.
2. Retrofitting (The Ramta Partnership): Upon arrival in Israel, the D9s are not sent to construction sites. They are transferred to Israel Aerospace Industries (IAI), specifically the Ramta Division, where they are retrofitted with heavy armor, slat armor (for RPG protection), and mounted machine guns.¹⁸ This process is conducted in collaboration with Zoko Enterprises (Caterpillar’s exclusive dealer).
3. Deployment (The Combat Engineering Corps): The modified D9s are then deployed by the IDF Combat Engineering Corps for tasks including home demolitions, land clearing for settlements, and serving as the vanguard for armored columns in urban warfare (as seen in Gaza in 2008, 2014, and 2023).¹²

3.2 “Reserve Duty”: The Integration of Corporate Personnel

One of the most critical findings of this audit is the personnel integration between Zoko Enterprises and the IDF. Reports and intelligence snippets confirm a “revolving door” that operates in real-time during conflicts.

• The Drafted Mechanics: During major military operations, including the 2014 Gaza war and the 2023 conflict, Zoko Enterprises personnel have been recruited as a reserve unit to serve as reinforcements for the army’s Caterpillar D9 maintenance crews.¹²
• Operational Implication: This means that the civilians responsible for servicing Caterpillar equipment under the dealer warranty are effectively drafted to perform that same service on the battlefield. This creates a scenario of “Direct Participation in Hostilities” by the corporate entity’s representatives. Caterpillar Inc. exerts strict control over its dealer standards and service agreements; the fact that its exclusive distributor’s workforce acts as a reserve logistical battalion for the IDF represents a profound failure of the “neutrality” policy. The company is not just supplying the tool; its authorized network is keeping the tool operational during the commission of acts cited by international bodies as potential war crimes.

3.3 The Intellectual Supply Chain: Technion and R&D

Complicity is not limited to hardware; it extends to the “Intellectual Supply Chain.” Caterpillar maintains a strategic partnership with the Technion – Israel Institute of Technology, a university deeply embedded in Israel’s military R&D ecosystem.

• The “Panda” and Remote Control: The Technion has been instrumental in developing the “Panda,” a remote-controlled version of the Caterpillar D9T bulldozer.²⁰ This development allows the IDF to use the bulldozer in high-risk environments without endangering the operator, thereby lowering the threshold for its deployment in urban demolition operations.
• The PTC Triangle: Caterpillar collaborates with PTC, a US-based software company. PTC established a Research and Development center at the Technion.²² This triangular relationship (Caterpillar-PTC-Technion) facilitates the flow of advanced engineering data regarding robotics, automation, and “Internet of Things” (IoT) technologies.
• Tunnel Detection: Intelligence indicates that the Technion developed methods for detecting underground tunnels specifically to assist the IDF in Gaza, a project often linked to the capabilities of heavy engineering equipment like the D9.²⁴ By partnering with the Technion, Caterpillar is effectively investing in the R&D capabilities that refine the occupation’s technological edge.

3.4 Operational Complicity Summary

The operational footprint of Caterpillar in Israel is characterized by Functional Integration. The company does not simply “sell and forget.” Through its dealer, it maintains; through its R&D partnerships, it innovates; and through the FMS program, it supplies. The diagram of this relationship is not linear but circular, creating a resilient ecosystem that supports the continuous availability of heavy engineering capability to the IDF.

4. The “Safe Harbor” Test: Anatomy of a Double Standard

A robust audit of political complicity must assess the consistency of a corporation’s ethical framework. The “Safe Harbor” test compares the company’s response to different geopolitical crises to determine if its actions are guided by universal principles (e.g., human rights, international law) or by political expediency. In the case of Caterpillar, the comparison between its response to the Russian invasion of Ukraine (2022) and the Israel-Gaza conflict (2023-2024) reveals a glaring Double Standard.

4.1 The Russia Precedent: Swift and Decisive Exclusion

Following the Russian invasion of Ukraine in February 2022, Caterpillar moved with speed to align itself with Western sanctions and global public opinion.

• Operational Suspension: The company announced the suspension of operations in its Russian manufacturing facilities.²⁵ This was a significant material decision, as the Russian market is a major consumer of heavy mining and construction equipment.
• Explicit Justification: The company cited “supply chain disruptions and sanctions” and noted that operations had become “increasingly challenging”.²⁵ While the language was couched in operational terms, the effect was a complete withdrawal of support for the Russian economy.
• Humanitarian Signaling: Caterpillar donated over $1 million to support the humanitarian crisis in Ukraine.²⁶

Audit Insight: The suspension of operations in Russia demonstrates that Caterpillar possesses the governance capacity to halt business in response to violations of international law and territorial sovereignty. The “Safe Harbor” was denied to Russia; the company chose to exit rather than risk complicity or reputational damage.

4.2 The Gaza Exception: Philanthropy as Cover

In stark contrast, the company’s response to the devastation in Gaza—where its equipment is documented burying civilians and destroying essential infrastructure ¹³—has been characterized by operational continuity masked by humanitarian rhetoric.

• Operational Continuity: There has been no suspension of operations. The supply of spare parts and new equipment continues. In early 2025, the US State Department approved a new $295 million Foreign Military Sale of D9 bulldozers to Israel, with Caterpillar named as the principal contractor.¹⁷ This occurred during the active conflict, at a time when international courts were investigating allegations of genocide.
• Rhetorical Deflection: The company’s statements express “compassion” and support for a “peaceful resolution,” but explicitly state that they “do not condone the illegal or immoral use of any Caterpillar equipment”.²⁹ This phrasing shifts the burden of morality entirely to the user, a defense the company notably did not afford to Russia.
• Philanthropic Equivalence: Caterpillar donated $1 million to the Caterpillar Foundation for humanitarian efforts in the region (Israel/Gaza).³⁰ This mirrors the Ukraine donation amount exactly.
• The Double Standard: By matching the donation but refusing to match the operational suspension, Caterpillar creates a false moral equivalence. It uses philanthropy to signal neutrality while its core business operations actively fuel one side of the conflict. The “Safe Harbor” remains open for Israel, despite the severity of the human rights allegations.

4.3 Safe Harbor Comparison Matrix

5. Lobbying, Trade, and Political Influence

Caterpillar’s ability to maintain its complicity without facing regulatory consequences is the result of a sophisticated lobbying and political influence strategy. The company is deeply embedded in the trade chambers and political action networks that protect the US-Israel “special relationship.”

5.1 The Lobbying Ecosystem: AIPAC and FMS

The most direct evidence of Caterpillar’s political alignment is its engagement with the American Israel Public Affairs Committee (AIPAC).

• William Lane at AIPAC: The audit identifies William Lane, Caterpillar’s longtime Director of Government Affairs, as a featured speaker at the AIPAC Policy Conference in 2013.¹⁶ His topic, “Foreign Aid: The Vital Role of U.S. Assistance,” reveals the strategic logic: Caterpillar lobbies for US tax dollars to be sent to Israel as military aid, because that aid is then legally required to be spent on US-manufactured equipment—specifically, Caterpillar bulldozers.
• The Circular Economy of Aid: This creates a closed loop where Caterpillar uses its lobbying power to secure the funding for its own contracts. By aligning with AIPAC, the company is not just a passive beneficiary; it is an active political partner in securing the financial lifeline of the Israeli military.

5.2 Trade Chambers and Structural Ties

While Caterpillar Inc. (USA) operates globally, its specific ties to Israel are reinforced through bilateral trade chambers.

• British-Israel Chamber of Commerce (B-ICC): The audit highlights the connection between the B-ICC and the Schreier family (owners of Zoko/CP Holdings). Historical reports indicate that companies linked to Jubilee Award winners, such as Marks & Spencer (whose CEO received the award alongside Schreier), have hosted B-ICC meetings.³² While Caterpillar Inc. itself may not be a direct member of the B-ICC, its exclusive channel to market (Zoko) is owned by a family and corporate structure that is a pillar of the British-Zionist business community.
• US-Israel Chamber of Commerce: As a major recipient of FMS contracts and a partner in Israeli “Innovation Days” via the Technion, Caterpillar fits the profile of a key stakeholder in the US-Israel trade ecosystem, often sponsoring or participating in events that promote “Brand Israel” technology.

5.3 Anti-BDS Legislation and Compliance

Caterpillar’s annual reports and proxy statements list “anti-boycott laws” as a compliance risk.³⁴ However, the company’s political behavior suggests active support for anti-BDS measures.

• Legislative Support: Caterpillar is a member of the Business Roundtable and the National Association of Manufacturers, organizations that have actively lobbied against the BDS movement and supported state-level anti-BDS laws.³⁵
• Legal Intervention: In the case of Corrie v. Caterpillar, the US Chamber of Commerce (of which Caterpillar is a prominent member) filed an amicus brief supporting the company, arguing that holding corporations liable for aiding and abetting human rights violations would harm US foreign policy.³⁶ This demonstrates a coordinated effort to use trade associations to shape the legal environment in favor of impunity.

6. Internal Policy: The Disciplining of Dissent and Shareholder Suppression

The final dimension of this audit is the internal culture of the corporation. How does Caterpillar manage internal dissent regarding its role in Palestine? Unlike technology companies where employee activism is visible, Caterpillar utilizes a strategy of “Technocratic Silence” and shareholder suppression.

6.1 The “Jim Dugan Doctrine”: Deflection and Denial

The company’s public relations strategy regarding Palestine is characterized by the “Jim Dugan Doctrine” (named after the corporate spokesman). When confronted with evidence of home demolitions, the company’s response is uniform: deflect responsibility to the US government.

• The Narrative: “CAT sells to the U.S. Government which then re-sells the equipment to Israel”.¹⁶ This mantra is designed to depoliticize the sale. By framing the transaction as a government contract, the company effectively bans internal debate on the ethics of the end-user.
• Disciplinary Action: While the research snippets do not contain specific reports of mass firings for Palestine solidarity (comparable to the “Google 50”), the absence of such reports in a company of this size, combined with the rigid “Code of Conduct” regarding “political activity” ², suggests a successful “chilling effect.” The company’s policy strictly controls how employees can represent the company politically, effectively silencing any potential whistleblower or activist within the rank and file. The “Values in Action” code serves as a tool to enforce corporate alignment with the board’s geopolitical stance.

6.2 Suppression of Shareholder Democracy

The most aggressive enforcement of internal policy is directed not at staff, but at shareholders.

• AGM Policing: Caterpillar has a documented history of aggressively managing its Annual General Meetings (AGM) to silence pro-Palestinian voices.
• Rejection of Proposals: The Board has repeatedly recommended voting against shareholder resolutions—brought by groups like Jewish Voice for Peace and the Sisters of Loretto—that simply ask for a review of whether the company’s sales violate its own Code of Conduct.¹³
• Exclusion of Dialogue: In 2011 and subsequent years, the company faced shareholder resolutions demanding a report on the use of its equipment in the OPT. The Board’s response was to argue that such reports were “not beneficial,” effectively shutting down the only internal mechanism for ethical review.² This indicates a governance culture that views human rights oversight as a hostile act.

7. Risk Assessment: The Divestment Cascade

The cumulative effect of Caterpillar’s political complicity is the erosion of its standing among ethical investors. The company is currently experiencing a “Divestment Cascade,” where the reputational risk is converting into material financial loss.

7.1 The Nordic Model of Exclusion

The most significant governance failure for Caterpillar is the loss of “ethical capital” in Northern Europe, a region that often acts as a bellwether for global ESG standards.

• KLP (Norway): In June 2024, Norway’s largest pension fund divested $69 million from Caterpillar.¹⁹ The rationale was explicitly the company’s inability to provide assurances that its equipment was not being used to violate international law in Gaza and the West Bank. KLP noted that the company was “unwilling to take any substantive steps.”
• The Norwegian Sovereign Fund: The Council on Ethics for the Government Pension Fund Global recommended the exclusion of Caterpillar due to an “unacceptable risk” of contributing to serious violations of individuals’ rights in situations of war or conflict.⁴⁰ This fund is the largest sovereign wealth fund in the world; its exclusion carries immense symbolic and financial weight.
• ABP (Netherlands): The largest Dutch pension fund divested all shares in Caterpillar, valued at €387 million.⁴¹

7.2 Domestic Divestment Pressure

The trend is crossing the Atlantic.

• Alameda County: In the US, Alameda County voted to divest $32 million in public funds from Caterpillar.²⁷
• University Activism: Campaigns at Cornell University and others are targeting Caterpillar’s recruitment and partnerships (like the Technion link).⁴⁴
• Risk Implication: The “Political Complicity” of Caterpillar has transitioned from a PR nuisance to a material financial risk. The company’s refusal to apply the “Safe Harbor” standard to Gaza is causing a contraction in its institutional investor base, isolating it from the growing pool of ESG-conscious capital.

8. Conclusion

This forensic audit concludes that Caterpillar Inc. exhibits a Systemic Level of Political Complicity with the occupation of Palestine. This complicity is not accidental; it is structural, intentional, and ideologically reinforced.

1. Governance: The company is shielded by a technocratic board but connected via its exclusive distributor (Zoko/CP Holdings) to a lineage of Zionist leadership recognized by the Israeli state (Jubilee Award) for its strategic contributions.
2. Operations: The integration of the dealer workforce into the IDF reserve duty, the weaponization of the D9 by state industries, and the R&D collaboration with the Technion create a “Functional Integration” that makes Caterpillar a quasi-military actor in the region.
3. Double Standards: The company’s divergent responses to Russia (suspension) and Israel (acceleration of sales) prove that its ethical framework is subordinate to its geopolitical alignment.
4. Internal Policy: Through the suppression of shareholder democracy and the enforcement of a rigid corporate code, the company has insulated itself from internal reform.

Caterpillar Inc. functions not merely as a vendor, but as an essential infrastructural pillar of the occupation. By lobbying for the military aid that purchases its machines, and by partnering with the entities that weaponize them, Caterpillar has effectively merged its corporate destiny with the maintenance of the status quo in the Occupied Palestinian Territories.

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