Illinois Wesleyan University

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Honors Projects Political Science Department

1966

Public Relations and Political Power: A Case Study of the Caterpillar Tractor Co.
Frank Simpson
Illinois Wesleyan University

Recommended Citation
Simpson, Frank, "Public Relations and Political Power: A Case Study of the Caterpillar Tractor Co." (1966). Honors Projects. Paper 41. http://digitalcommons.iwu.edu/polisci_honproj/41

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Public Relations and Political Power:

A Case Study

of

the

Caterpillar Tractor Co.

059. II! 10 13

ARCHIVES

Submitted

for

Honors Work

In the Department of Political Science Illinois Wesleyan University Bloomington, IllinQis

1966
by

Frank Simpson

BUCK MEMORIAL LIB RARY ILUHOIS WESLEYA N UNIVERSITY

\\

ment for departmental

Illinois Wesleyan University in

. ,

Aoe:ep1ted by the'Department

of Political

h6nors _J1

fulfillment

of

the require-

Science of

>vq.rU/
Project. Advisor

PREFACE

case

study of the public relations activities of the

The central concern of the p ape r is to present a

Caterp i ll ar Tra.ctor Co..

employer

in the

state of Illino i s

Cater p il l ar is the l arg e s t private and the largest single It has plants,
n ine

employer in the

city

of

Peoria
-

off i ces ,

and parts dep o ts in

twenty

two pla.ces in

t e en

different

congressional districts;

and the

Company also

ha s many

facili ties overseas.

Finally,

Caterpillar is a maj o r
Such an

exporter o f heavy machinery.

I

ther e for e be highly interested in--and

organization would
sensitive to--the

political climate in which it o p er ate s .

The purpose
, , '

of the paper is to provide a description

corpo rate political ac t i v i ties using Caterpillar as an

example. No a

of the relationship of co rporate public rela ti o ns ano.

ttempt s

are made

to

p ro vi de

moralistic

judg

ments on the topiC.

Company's activities will be di s c usse d in its' political

capac it y of pr o idin g

The public relations asp e c t of the

means of po l ti cal persuasion affecting the policies of

the national and local governments .

corporate political i nsuranc e by

Consequently,

the

paper will only bring in public relations princ ip les as

points of clexification and explanation

in no way rep re sen ts
an

s i nc e

the paper

atte mp t to present a general

iii

dl:escriptiolli of

corporate

public relations activities. part of the

University. Senior

Phe paper was

initiated as

-!funors Program at Illin6is Wesl eyan thanks is due: t'G Dr .. 1>., P. lB'r6WJJl,

Special

Project Advisor at

linois

1h:-actr '&'i..:(ill'

Wesleyan

"Uhiversity; and 110 the Caterpillar

In addi tiollIt,

]?oria,

Illinois, ana its

President,

William Bla.crkie.

express his ap pre ci ati o n

yron

the wri ter

would like. to
Vice-President;

to Roger T. FUblic

Kelley,

DeNaan, Manager o
and

Ken
mQ;.

Gerber,

Don merman of

Affairs; P't1iQ1. ic

Carl

Winterrose, Department;

the

Affairs

Fred Rrescotll" Manager of Emplo;yiee Relations.

tv

ABLE OF CONlfEN"TS
PAGE PREFACE
e . . ' .

iii
.1

Chapter
II ..
I.

Ilt'fR6ll')1(1;T!ON.
THE

'III.

PUBLIC AFFAIRS DEPARTN illN T

. . . . . . . . . . . . . .

COMMUNITY! RELATIONS.,

:';4

APPENDIX IIr

APPENDIX II

APPENfi3L I

e" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . " . . ..

44 47 51

e . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . .. .......

BIBlJIOGRAPHY .

I.

INTRODUCTION no single

There are many definitions and descrip tions of corporate public relations-";so many that there is

accepted definition of what public relations is in either a normative or

1I

descriptive sense . by information ,

It has been oalled: and adjustment , cause, movement,

the attempt,

persuasion,

to engineer public support fo r an activity , or inst.i tutio n . 141

the a.x't of making friends _I'! Other business people

More

simply put:

"Public relations

have

is

called public relations activities the ohief means of eduoating the publio; that much of and many businessmen frankly admit

their public relations work is unabashed

selling of their company' s attitudes towards commun ity and governmental matters . Regardless of the many defini tions of public rela tions, most people in the field will at least agree tht the primary function of public relations, the modern oorporation , is to presen t the as practiced by "truth" on civic

and political iS6ues as the company sees it so as to gain

the aoceptance of possible. that "truth" by as mu.ch

of the public as

The working defini tion of public relations used at the Caterpillar Traotor Company is that public relatio ns-is the means whereby the story o f free enterprise in general and the tractor industry in particular is told to 1. the publio .

2
The objective is to contribute to the company's profit making 8.b11i ty by developing
an
'I

in this case refers to the factors that affect the cost

at the local, state, and national levels. 3

improved ,. business climate Business clima.te

of doing

business in a particular

are.

The method of the Public Affairs Department is :'to tell the story of the free enterprise system te public and to goernment officials at

the

all

levels.

It

seeks ad.justment of publio opinion through the channels

of information thereby causing persuasion.

is interested primer.ily

The department

st'anda,rdizing public
,

in building

public attitudes and

::;; -

opllaiio!ls
,

about polfi.tt eJ. qiiJations

!s:, IJhvin

o'S&l s:t tes:

It should be kept in mind, however, that the goal of the

Public ilffairs Department of Cat rpillar is !lot just to merely sell American capitalism--itis hardly a controversie.l. subject aIlym6re.
. ' . '

. 'Itlat.l? is 'trY1Ilgto" "'sfenSe" are ":the merits ,Elf,a :oorpora.tion a.nd<tll. merits
eapi talist system. ' .

partj,.oul of. the' .American

,

i:Q. at1 u:Li;uate

Rather,the department is trying

.' .

to sell .American capitalism as:it is presently constituted and as short,

it presently proves beneficial to the company.

-', .

In

things should be left pretty much alone except for "improvements" in tax

possible

ar'eas

and union matters.

In any corporate effort in the field

of public

relations advocacy,

the various prejudices,

ap athies,

3
and

preconceptions of the public must be tion. At the same time,

taken into

consider

rel a tions approach must be a long

of the long range effort

the typical corporate public

range one.

_ if a COlD,t> any, over a period of time, is sWathed in layers,iOf good will, it wil,not bedamae by an o c c asi o nal

is

The purpo se

pointed out by Irwin Ross:

In shor t,

fuslade of abuse.

Caterpillar's public r e l a tions effort by its

free enterprise system

"

Public Affair I$af';tmellt has as its goal the educati{)ii of

and the laying down of an insul ati o n of good will as pro

the public regarding the merits of

the

tection against public rea c ti o n in times of bad corp o r a te

publicity_

The means of bringing this about is described

by Irwin Ross:

th provision of scholarships to de serving studentrill, the production ot' educational aids for use in "the SChools , ta-e assiduous cultivation of oo<,lrelations with sto ck , B:14'&ra.. The" stoe1tho ; Iders,. when Er:ffe gti Y""" ' J;7b"at'ea, are nt!hemselves a FU.b1.i

Thus e nor.mous attention (is) paid to charitable proj.,cts in plant communities,

tcgovernmen;t.',
Relations: ,lBUsiness

,: WOlf,or1is, againt an un -

Before: pro eedil1g further with the

Caterpillar,

through the 1940's is needed to lend perspec tive to the paper.

it should be p o inte d out

a briehistory of business and

.-

Through
,

1,940'19
discussion of

"

pub11. rel ations

business ,

In the discussion of the history

of public relations and tha t the

relationship

4
between the two has not always been a close one.

But

if their marriage began out of necessity,

it has now

turned into a deep and permanent love affair. Until around 1900, the predominant attitude of the

average businessman towards politics and the public was

one of disinterest--ifnot a:Loofness.

His was a secure and the business

posi tion

Condi tions changed,

however,

man found himself faced with attacks on business and the

capitalistic sys tem in general by the press and magazines.

Editorial assaults were soon followed by trust busting

atpts by the national government in conjunction with $t11te and national regulation of certain aspects of business activities.
As a consequence,

the business

commu

nity found it necessary to make at least token gestures in the realm of public relations in an att empt to pla cate some of its more outspoken critics and to adjust itself to a new p ol i tical situation. The additional rude shock of public indignation and additional governmental regulations in the post depression era lent further impetus to the development of corporate public relatione.
to

Once again business had

itself to' the nation.

tion in this manner:

rebuild its "image" by pr o j ecting a new picture of, Irwin Ross summed up the situa

The wholesale disesteem. which befell American business, in the depths of the depression, pro-

favor. at nIt' youlookbaok at 1936" that time the so .... called political rev>lution was in effe-o-t. lVIuch of the suspi ci o n about ?p-g business arose from the fact that nobody knew what went on inside. There were high fences around the plants--no one went ins ide exc ep t the workmen. Newer m anagem en t realized that it had to o p er ate in a goldfish bowl. It One of U.ll. Steel's first mo v es, after this revelationbr0ke over it, was to provide o wls conGlucted tours of the plant gold ish . , , for ,any CJ. tizens who mJ.ght be curJ.0us

vided the mo tive force for the establishment of PR departm.entsin a number of large corpo rations. Charles Huse, se c on d in command of the public re l at ions department at U. S. Steel, vividly r e o a lls the atmosphere when our largest st$elproducer began concerted efforts to win

pUblic

In the 1940's,

therefore,

industry in general opened its

the Community Relations

doors to the public.

In 1944,

Division was fo rmed at Caterpillar.

The Community Rel ations Division

Prior to 1944,

Caterpill ar did not have any formal

administrative body to handle public r ela ti o n s activities

as such.

Of co urse the company did perform several community

relati ons activities,

but a need was felt to provide a more

formal method of administering the community relations

Relations Di vi sion was es

activities of the corporation.

Co nse quent ly, in

Commun i ty Relations,
company,

ac co rding to ROlbert

blished

1944.9

the Community
The purpose of the

A. Newman of

was to develop understanding of the company among In addi tion , the division significance

the citizens of th e community.

also sought to

interpret the meaning

of the American free en te rprise

system to the community.

and the

lO

6
Mr. Newman stated: Lack of pub lic understanding of the Am eric an IIway of business" could threaten the business existence of all comp anies, including Oaterpillar. Understanding the free enterprise system is like buying. good illsuran.ce it may ke p the company 11 in busness som, day'. '
' ,

Mr. Newman's reference

seems to in

to public

,"

'

relations as

"good insurance"

1937 c oncerning

echo a similar st atement that Norton E. Long made

the p ublic relations effort of the Bell

System: Though widely denounced as immoral, the attempt on the part of bus ine ss management to insure itself against changes in the political framework--a framework which it must, to a large degree, be able to take for granted if it is to concentrae on its more orthodox economic tasks--seems'as 12 : logie as insuringag4l.inst fire or flood.

'

Community Relati ons supervisedc'seven progTams to accomplish its goals

I .

They were: Plant tours Mailings to important community l e a ders Assistance to chairmen of various c ivi c groups in the community

(1)
(2)

( 3) (4) (5)
(6)

Company donations to charitable groups, hospital funds and other c,o

Distribution of discarded but usable office turni ture and other i tems to worthy organizations such as schools, churches, and welfare agencies Oommunity service advertiSing in area pap e rs, radio' elevision, and sch o o l yef!Xbooks and l . papers

Urging ac!tti ve

part
0f

company personnel to take an in communi ty affairs

(7)

Wi th the passage of time ,

however,

the need :for

. and the need for the in corporation of the public relations

function into the new field of public affairs birth of the Public Affairs Department in

expansion of the

Company's public relations activities

1959.

led to the

The c ir-

cumstan ces behind this development are taken up in the next se ction of the chapter. Public Relations

The impetus beliind the creation o f the Public Affairs

and Business after

1957

Departmen t at Ca terpillar was President Eis enhower's urging . of businessmen to take a more ac tive Ilart in politics--at

least this was one reason given by Oarl Winterrose of the .Puplic Affairs

Department.14 However, s. more thorough

at that time is

,amination o f conditions

needed to give

a correct picture.

The late fifties mark the beginning

of an intensive

renewal af activities

in

the publi c relati ons area.

As

things stood up to this point in time ,

primarily used as

public relations was. The use of

a curative,

stopgap measure.

corporate public relations wi th the ac cent on., prevention -developed slowly until aro und own as a politi c al tool. reasons for the new accent B. J .
on

1957 when it came into i ts

Mullaney describes the prevention:

to depend, year af ter year , upon the usual political expedients for stopping hostile legislation is short sightedness. In the long run isn't it be tter and surer to lay a ground work with the peo ple back home who have the

8
votes, so that proposals of this chacter ( proposals that are not Ubeneficial" tobu.sines s) are not populwar with thm, rather than depen4 Upon. s:topping sucl.! propoS)8.ls whenl ey ge;t into the legislature or coission?

lhphasis was still being placed olf. cormnUJ;lity and/or pubiLc relat::J.ons. :But th pUbli? relaions function was n o w being

Bu.iness in g e neral began to realize that 'al tllough the Feq.eral

operated in conj ciiion with the public affairs function.

qorrupt

Pra c t1.c es . Ac t diQ. rule out direct financial

contributionSJby no1;
and

corporations tq political parties,

it did iss ue s ;

from. taking

it did not prohbit the Efmployees of a corporation

an

prohibit a corpo!'ation from taking pOsitions

on

the business in politics,movement c on c n t!'at ed on the

activ part

in

political affairs.

Hence

busi.nessiJ;;Ldividual as the activist and as a tlci tizenlJ

that ,had the ri;,h t and had tll e responsibility

on tnEil

cqrporation

to speak out on.civic and political matters that affected

itt.

J3ackgro--;Sj;arting arqund 1957,

, I

article after

article began appearing inbusines:j3 Pllblica-Pions.urging Rev;.iew, Horace l:.

executives to get

i,nto poitics.

Sheldon stated the general problenir,

In the Harvard Business

Mr.

Sl}.eldon's reasons for urging buEliness to enter the

if business is to improve its effectiv;ene$$ ilf the l e gisla tive process and with gQvel't generally, it must beQomm.ore actiI and . effectiva in, the . poli ti'cal proce'Els.

political arena were given as the waning influence of

9 business in government as demons.trated by th resuJ.. ts of la.bor

the 195$: .cogt'ilsi0nal elections' and. the mbtintng influence

of

inte8
by

en lierprJ.se system: .

continued.

:p

Sheldon "s discussion o poli iiical power. ' ificance the free aYinghomage to the si

of

.. merl'P :e{;rUiEt',tha1f:ijlf[J:.tl(aSS., pqple 'articulate their points, :of' V'1}eW:>'Wh:re : ' oQl.lll ts ,mc1.i/!3t. The t'f ;;spendillg; taritt :Qr()olp:e!lt,. 'an1Ji
..

The free busills-s vstem.is a Qorllertoe of .o,ur tli'ee.1?I00iety. l!itd.its defaIlse and adviillce-

all have be!j.:n,;g ; <>nbusJ.ness

trust, e

and

fOJ:',@l aid ,oli 9a l'

.

of government,
,

spoke of the results up to that time of

L '

N;ovember:: J;, 6J is suesorf:r:Nft;m:Q:l$::) Jl).pt'''E, , " j, .

1
r , ' :. . ".

businessmen intq pol:itics:

te

driye td get
! ,

I,

, .

'.

',

"..

Reord numbers of executives are studying the mechanioa of practictal. :pol,i tics: examining issues and thebaokgrq'Unds of" avowed;or:P9tentialli:id.a;B.eSf,wei ing whichio:f':f'iceseker to siU.pp()rt. with money or persolla ef l orl.i; or both; "urg;,ng ,mheir 3.. "-em;plQYEts . regar'<jiless Qf party a:t'fi:ihiation to ip.form th.ms'elvs d to partlcipate in . the electJ.vp:r:'0cesllit.

gh

..

The av.erage businessman. was now becoming aware of the faot governmen t al units at all levels.
,

that his in teres ts wer bound up with the- deoisions of

1\

of Ford's Civio" and Gov'9,rnmental Affairs Department stated:

What go vernment . interel; to eompeti1;0rs do. "So what
oan

Thomas Reed, Direotor

FOl theE3' days

,

does is; ju.st as much of

as what our

0.0 about all of this?" asks Mr. Average

Bu.sinessIna:Ii.

The Chamber

'of Commerce

suppli s the answer:

of

the United States

NIl:t.. Busin e ssman , i te your country, too. The nation belongs to um all, in cluding you. And we should all have our say in d e ci d ing what way its: going. This brings up a subject tha t is anathema to many business leaders--politics. But it shouldn't be. Politics the art of dealing with peop19, of convincing them that it you in is to their advan tage to join getting your 1',o1'os&.1s aocepted.

10

wiit]

is

po si ti on is public relations.

The means of getting the

p eo ple to support the business

Corporations h ave fully
It

they are now t akin g stands and becoming inv ol ved in civic
and political. affairs.

embraced the role of the) "corporate oit ize n .

As a result,

final step into complete involvement 'in public affairs

;ttl.

sh or t ,

business has taken the

completing the swing away

viously held.

The story of how Ca terp i ll ar made this ,

from the aloo f position it pre

adjustment will be taken up in the next chapteF' along with a detailed description of its publ ic affairs activities.

11
ote$ on Ohapter I
lEdward L. Bernays, "!rhe Theory and Practice of Public Relations," The EngineJ!'ring of Oonsent, ed. Edward L. Bernays (University of'Oklah0ma Press, 1952), pp. 3-4.

2Wena: llarlan and lian Scott, contem orarl Public Relations) (New York: Prentice-Hall Inc., 1755), p. 4.

York:

4Irwin Ross, The Image Merchants (Garden City, New Doublemy and, Oomp&nY;, 1959) p. 21.

JThe

deinition here is the writer's own.

5tprov.ements"1 in this instance refer to improvements in relation to the business clate.

7 I bl. G.i.e .

'

81bid., p. 162.
9Fred R. Jjolly, "Public Relations 4mr!I.r"iJ.{}iI1riBadr4:y'ard, e:: Publie Rel a tion s J;ournal, Vol. 3 i'b. 8, (AUgust, 1947) .. i"'
....!

It

1!!!

lORobert A. Newman, "Public Relations on MamJlu:,S'treeif," Manager's Kel, ( Fe bruary, 1957), p. 11.

llIbicli., p . 12.

12S'tanle Kell ey Jr., Professional Public Relat i o ns and PoliticalPowe;: (Belitimore: The Johns Hopkins Press, 1956), p. 19_. The quote is:; talma;t'rom the ar ti cl e , "bilic Relation&: of the BellL S.yst.em," Publ;Lc Opinion {luarterll I . (October, 1937), p. 7.
. 'N

lNewman,

The Man.$gers Key,

p.

12.

personeli interviews with personnel of the PubliC Affair. Department 'Oarl Winterrose), June 15, 1965.;.

l4bli gij., 8g."

Relations

15Kel ey, B. J. Mullaney qouted in Professioneli Public l Political power, p. 12.

12

l6Horace, E. Sheldon, lBUsinessmen.Must Get Into Po1i tics ,. " Harvard Bus i n ess Review,, (March-April, 1959), p. 37.
l7rfmci\., p.

38.

For

l8Nation I s BU iness, "Coming t Business," Vol 5l, No. 11

;NovemberJ.1963},

Biggest; Role Ever ,. 34 ..

20WaShington

Report,

Vol. 41 No. 37 ,(Aug. 27, 1965).

II..
Briar to

1959, the

THE PUBLIC AFFAIRS DEPARTMENT

public relati ons activi ties

of C aterpillar were'. handl e d by different s egments of the Oompany. Publi c ati ons was under ploye e rela tions and

legislative ac tivi ti e s were par t of the admini s tr ation . Oommuni ty rg,lations were handled by the Communi ty Relations Departmen t--f or.merly a d ivi s i on as de s cribe d in Chapter

I.

It was d e c i ded tha t a riew admini strative se tup was ne eded to handle the s e opera tions, condu c te d
an

and BYron DelFaan of Caterpillar

inv e s tigation of the publi c affairs dep artments

at o ther companie s and re commended that Oaterpi llar create su ch a department in At the start,

1959.

the Publi c Affairs Department only

ncluded a publications division and a legislative divi s i on .

"The Departmentta ac tivi ti e s cons i s ted o f an alysing curren t

publi c i s sue s,

and communi c at ing the po si tion to 'company offi c i als and

employe es . In

put ting the

company' s position in writing,

1963, the ac tivi ties of the Communi ty Relations

the Publi c Affairs Department,

Department were merged into

thus merging the public affairs function of Caterpillar into i ts publ ic a ffai r s ac tivi tie s . l

The Publi c Aff airs Department attemp ts to ful fil l i ts goal of a b e t ter bus ine s s c l ima te an d a be t ter under s tanding of the free enterpri s e sys tem in two ways:

13

(1) By

14
speaking out on some of the important issues of the times; and, (2) by encouraging e mplo yee s as individuals to better 2
The employee best

meet the responsibility of citizenship.

fulfills his citizenship responsibility by informing him-

self on public matters and by becoming actige in the political

party of his cho ice.

In

summary,

the Department feels that

its effectiveness depends on chieving understanding by all

and participation by the many.

In conjunction with the

urging of good citizenship on the part of its employees,

Caterpillar also fulfills its role of a corporate citizen

through i tsl;};ggihSlIH:!l.intwer;;;a-en:tt.:tD:esp,:axid its co mmunity relations .

work. Legislative Activities

The,legislative activities

(lobbying)

CDf Caterpillar

center around the legislative committees at the various plants and the Public Afairs Bulletins.
The Public Affairs

Bulletins--which are stateme nts of the Company's Viewpoints on current issues--are contained in the Public Affairs

Notebo ok held by ninety management people in the corporation. e purpose of the notebook is to make part-time lobbyists out of some of the Company's best pe ople . fU]fills three objectives:
1. It informs reCipients of existing or pro posed legislation, or of the need for legislation, either on a state or national Any given bulletin

basis;

2.

It describes the likely impact of such legislation on Ca terp illar, and;

3. It often recommends specific action in

15

terms of letters, phone calls; personal contacts, or:whatever method of contact seems most appropriate, considering the' issue and the time fao tor. '.

The' processing of a typical bulletin d.oes elude administrative clearance with the President to avoid policy conflicts. Administrative clearance is in

-ri stead made wi th the. manager of' the department an,d the appropriate administrative Y:ice-president whose area is concerned with the issues covered by the bulletin.
The

idea is that the vice-president is supposed to know the thinking of the President on the matter--theory, at least.

The legislative committee at each plant is made up of legislative advisors which are individuals i:n regular departments assigned related legislative areas for conr

sultation.

This committee can make the decision as to what

course of action is to be taken regarding any given policy bulletin. Letters may be written to legislat.ors or to Editorials

congressmen.

may be put in local employee papers.

Consequ.ently, and, dire.ct per no pro

Visits may be made to lawmakers.

sonal contact is made by Company officials; fessional lobbyists as such are used.

Roger Kelley, Vice

President of Personnel and Public Affairs at Caterpillar, states the purpose of this method of lobbying:
the views expressed by local managers--or by managers whose functional responsibility qualifies them to assess various legislative

propoeals--carries considerably more weight with legislators than the views of the public ffairs staff man.' The latter, after all, can look pretty much like industry's full-time lobbyist, unless he assumes his proper role as back-up man, idea feeder, and- coordinator for the front-line managerl who contact legislators on key issues.
I

16

The advantage of the current program of legislative activities according to Kelley is in the fact that Ca:terpillar does not utilize professionsl lObbyists. Over the years, the Company's position on legis lative matters has b'ecome more sophisticated that they do not flatly oppose everything.
in Mr.

the sense

The bulletins

usually recommend alternative proposals as substitutes . many.measureEl.receive . the support of the Oqmpany.aa ex.
. , ' ,

for the item.or prqgram

', ' . ,

that

they oppose

In add,ition,

pressed.

in,

the bulletins.

But,.

of course, the bills

I

that receive;Cqmpapy support are usually beneficial to the Company or resul t i

, .

the

improvement

of

cOmm'@ ty

relations cm d!or the business climate.

in

1961, the Company sqp:Qorted an iJ;lcrease in the state

In

For exple,

sr4es tax..

Company was merely re:flectinghe general policy belief

of

s1l-};)prting this PJ;'oposal, however, the

tax. is preferable to income

busl,nessthat a Sales tax--or

the

en

increase in a sales
of
,

implementation

a state

tax"

The Public Affairs Bulletins, therefore, set the

the

policy guidelines of
Company. In

legislative activities 'of the

I ,

attempting to develop among the.

employees

and t,

local community a bet t er understanding of

m at ters

17

legislative

affecting the Company,

eight

lines of,action are fallowed by the Public Affairs Departmen ,

1.

Analyze and take public positions on many ,of/the, important: issues of the times, wh!eth,e:r thei;r relationship to Caterpill,ar bu;s,1ness is direct,:or'ind:4rect, "an9-with out f'ear of c0ntroversy tht may lie 'ahead.
Engage in such nonp ar ti s an activity without, 11'eference to the positi0ns tkenbyariypoli tical party. '
I '

2.

I,

3. Lend supp o rt only to those things deemed to be,in th best intEirests of

'

4 . Promulgate the Company's beliEd's thr0ugh 1s ,publiqa tions and se,ek un.derstandingof these beliefs ,through the issuapce,ofre
'I

the l'1ation" as,well as, ,on tl;l.e Company .

" ,

'

5. Foster education, formal and informal,

, l'

Whenver possible , appear independently ofpendihg legislation thatthe Company's viewpoints are so 'wid.eYk:rio.l{.l1 findcearly understood in advart,oe Q,;f,new legislative proposals that may r'eiaie tohm:. ,
' , '

la:t:ed statements,. In accordance wi th past practi,ce, U:Ch statem9J+ts 'require approp:r iate 'adininistr'ative a.provals.

i;. Communicate with legislators and ap:potnted

ecohomic andpoli,tical, on public issueSl and a.qhieve ,broa.clr understanding among managers as tq their rights and, limita,tions un,der'the statutes that gevern political ,participation by individuals and corporations.

7. Follow

officials in order to secure better Gom pt-ehenSion ;of each other', s viewpoints ; and of the" effect of propose.dleg'islation on the Company..

and report on the performance of legislatoors and appointed officials. This !-:

may take

l. Workcloselywt,h
"

the form. of comment relating to their s,ta,nds on specific issues, butshould not tke tli form. 6fbroad general 'support , or oppoSlitiGn.. '
associatio,nS :LlL the

trade and

In addi t;i.cin

, 'COeIly'beli,::ts.1?aXticipe.tfng in re lated committee w9:rk,anq"helpingkeep "th,e public a.t'fa:rs:t:grts ,of such' : association$,' ,cqnchj{";ratea. and effec,tive. :,' to "legislative activities,
" ' " "

advancement

business
of,,'

"l,"i

the

Department

that

the, maintn&nce"of'g$()d,commW:J.ityirelatiQns is the

.
. ' ' , ' i I . "

.i"

cornerstone '(!jj th'Company's community relations for any legislative

program
or

is the ne c essy precondition

"pblitical

activities.

A goo d

J:u.s"tt.

"his fellow Citizens, so must of" the commu.ni ty- in

acc'eptance

s.sthe'J':'individual ci ti z en desirous!

political activity

fn

of his political views must 'have the respect ,c,f

a

of

aChieving the

an;x; company.

it can gain acceptance of its

WhCh

it

conducts'it"":9pera.tj.ans befere

cor:portion
\\ .:

have the'respect

"actin ties of the Public AffairS Depa:rtment.'

se c ti o n

of

the

chapter will deal

pol! tical

views.

The next

with

the

IIre".ett'en'ga:,aeerJ.n:gll

m.munit:i
\ '

Inland Steel, o nce stated:

:Clence Randall, former Dh&i.irman

Relations

"People pay best attention to

of

theEbard at

relations work at any company is to l)uild the necessary

those 'whom

they most respect.

The pUljJose of community

19
"re spe c t "' for i t a s
a

corporate c i ti zen in community so

that it c an have the ri mte re s pons ibili ti e s

t spe ak o ut on

publi c i s sue s .

that

mue

be met: to build r' sp e c t

primarily p onsi s t o f ac tive parti c ipation in commun i ty affairs fO llowe d

I , "

by moral and finandial "support for \' ,

, '._ ' ,<

eomtnuni ty pro gT aYlls .

,

Failure

'

to l ive up to theee respol'l:s1':::;

b :t t s i s de aori be d by Mr .
.

onee a ce>mpany ge t s 1ihe reputation o f duCking i:tl!;! ' c'ommu;ni ty . rel;3p6ns1bili tie s , hen they pound 'G:h.e ne: one ' will} If s "tell w J

'

Randall :

tabl e b e s ave d

ay 'that
.'.

f're e enterprise mas t

In the . o p eration o f i t s c omm'i'D-;i.ty relations pro

into c on ideration the s i z e

am ,

the nep ar tment mus t take

e o

o f the c o rporati on i n relation t o " and o ther lo c al indus tri e s . the app e arance o f
,

thE!! communi ty o f Pe o r i a

a domine ering

In short i t mus t avo i d cre ating

c orp o r a t e

giant ;

and ,

in a

communi ty where " i t is to be

no

the JJrgest Single empl oyer , One me m ber o f

t small task .

PUbli c Af f airs go e.s s o

thi s preve s

f ar as

to ' contend that the be s t that can be ho p e d for i s that

the pro gram prevents p e o pl e froIn r e s n ting the Oompany ; plac e s them on a plateau o f neutral i ty .

In o ther words ,
To

it

communi ty relaions ke eps l atent ho s tili ti e s l aten t . thi s par ti cul ar gentl eman ,

the l ayers o f go o d will are

suppre:s'Su in -nature than lubri9 a-t;ive .

It i s the fe eling

o f the wri ter that bo th d e s crip ti ons ..:: eo.lhlil, d : cbe different time s ,

u.s ed"':btit,a. t.

. !he Publi c Affairs Department chann e l s the maj ori ty

20
of i ts communi ty rel a tions work through the hands of O . Ken Gerber .

D.

Maddox and the Pl ant Tours S upervisor ,

i s Mr .

Maddox

Caterp ill ar to the maj ori ty o f c i ty o ffi c i al s ; when

some th ing invol ving CaterpillaD comes up in civic a ffair s , he i s the man sought out for a s s i s tan,c e ..

Maddox

is also

the rthat fills.' the personnel r eques ts o f the various

by s e e king Caterpillar people as vo lun teer s for the se po s i tions . 0c casionally , pers onnel reque s ts are communi ty groups fo r

bo arel!

'

members

and o ther p o si tions

turned

down . the organizati on1 is di s cr e e tly

di re c t e d

to o the r

sour c e s o f manpower be caus e i t i s fel ; that there i s a c ertain saturation p o int be yo nd whi ch no additio nal

Caterp illar p ersonn e l

hind thi s a

should

be us e d .

The re aso ning be

c orp o r a t e

is

that they wish to avoid cre ating the image o f ruling; the c ommuni ty f S affairs.
The to no t Lc

pant

bal an c e mus t be s truck on the razor ' s e dge so as

a pear to be do ing to o much or to o li ttle. p

ri sk being accus e d o f do ing to o

Jus u as they

r isk o f being accuse cf o f fail i ng to me e t up to

o bl igations

much,

they al so run the their

to

the

communi ty .

Pl an t mo urs mh ffii s cussion o f

p& 1m

uours is

s e t o ff be cause

the wri ter feels that the nature o f this topi C meri ts clo se at tenti on.
conduc te d tours : to ur s are At Caterpillar there are two regul ar , typ e s

of
Regular

and

sp e c i al gro up to urs .
the general publi c ,

conducted

daily for

visiting

21

caterpillar DealenfI,

and

ous tomers .

The:

purpose of the'

regulan tour i s to create a go od impression o f the Oompany

and

i s des cribed as being made po ssible; by the free enterpris e system. More bluntly put , the core o f the message s tates
product are

Tb.e Companyl 8 I'fttn:*:bdt:o.n1;l:dWqqU:aJ.:tj;yU\ i s exemplified and

to demons trate the meri ta o f he free enterprise sys tem .

that quality

only pQ ssibl. under the fre e

i-

enterpri se sys tem.

mba "sp:e.iall group tours:: are conduc ted yearly wi th

various' communi ty groups Eluch a s the clergy , barbers , county offiCials , lawyerSl, OPA l s , <itl c tors , dentists , women ' s civi c l e ader s . Th e w.ogram is s e t up s o that each The the
and

ackage program--tailor-mad to fi t the de sire s cha.racterisics of the group....-consis ts<. of

a

group is cycleru through every thre e or four years .

and

meal , product

demons tration , !B,! , a message .

"

The me ssage i s the key part

o f the

pro gram be cause

i t .is delivered to the mo s t important people in the commun i ty : the .. talkers " or opinion mol ders .
of

their duti e s , members of the se groups usually oonverse a deal wi th their cus tomers .
up of If

During the performance

gre at

the subj e c t

of

Caterpillar

comes

during the course

of

the conversation , i t is the

poli cy

the Department that" the opinion mo lder ( t>al1ber or As

an

hairdresser ) be "properly informe d . "

a

man go e s into a barber shop and s tarts talking about

example , suppose

Caterpillar ' s o ve r s e as ac tivi ti e s an d how

thle. t;tr, e

22
taking

j o bs away from the Peoria are a in parti cular and the

Uni ted S tate s in general .

The barber , i f he wen t to the

would in fo rm hi s
ous

last Barber ' s day at C at e r p i l l ar ,

t omer that Cat pl ants overs e as do no t take j o bs away from

the dome s ti c e oonomy .

ano ther s to ry .

The important thing i s tha t the gen tle

than like ly re turn "hoih
ao tivi ti e s ar e
o
,,:>

Whe ther o r no t thi s i s the c as e is

m an i n que s ti on will now more

re as sur e d that Cat ' s overs e as

will no t now be

to the

cOUIltry

no--t -hmfru ."

he

or

to his home town .

ap t

to

More

impo r tan tly ,

wr i t e

hi s congre s sman o n the sub-

j e e t--if ever he fe l t that s trongly in the fir s t plaoe .:liO:

23
Dro te s on Chap ter II lSupra p.

7.

2Bfron DeHaan , Manager o f the Publi c Affairs gave an explanati on o f Caterpill ar ' s interest in the:: busine sr-8 climate o f the; Peoria are a . In a July 30 , 196 5 in tervi ew , Mr . DeHaan s ai d : ItWe have a ri ght and an o bligation to talk about things that affe c t us . We have pee:r;l. here for fifty-SI:''ix ye ar s , an& we have an inter.es,t in . the are a . u ,

partme:nt,

' Affairs

Department o f Caterpillar . January 1 4 , 1966 .

3P:ersonal iD.tervi ews wi tiL personnel o f the Publi c Jiune 1 5 , 1954 and

oger 1'. Kelle y , I re So l d on the .An Addre s s by Hoger T. Kelley , Vi ce Publi c Affairs , "; Pre sident , Caterpill ar Tractor Co . at Public Affairs Conferenoe of the .Ameri c an Irmu and StellL Ins ti tute ,

"W

Impartance

of

( J anuarlf 13-14-, 196 5 1 , p . J.

, 5Caterpill an , however , do e s maintain membership in busin e s s iand trade as s o c i ati ons and reli e s on their dire c t lo bbying ac tivi ti e s . , Membership in such organi zations affo rds oppo rtuni ti e s for e s tabli shing contac ts wi th the community and tho s e who mo l d public s entiment . Oompany men can thlis act as spo kesmen for Caterpillar f D-.al so perform the: equally important ' rol e o f intelligence gents, gathring information re garding the fe el ings of a parti cular group towards the 6ompany . 6E1is expl anation o f the po s sibl e re as on for Caterpill ar ' s backing o f the incre ase d s al e s tax i s s tri c tly the wri ter ' s own .

(JUly 2"

7 po l i c-:[ . Le. tter No ., 34 , Oaterpillar Trac tor Co . , .,. . , 19 !i9 ) , p . 3 .

8 Cl arenee B . Randall , A Cre e for Enterpri s e ( Bo s ton Li ttle Brown an d Oomp any , l) , p . 10 .

9]bid. ,

p ..

67 .

de s cription i ar, o f c ours e , an ac count o f an ideal cOlI1lIl.un i ca tiona ere tup . In re ality , things do no it; op erate as smo o thly as the passage may l e ad one to bel i eve .

l)iThis

I I I . COMMUNI TY RELATIONS A de s crip tion o f the publi c affairs pro gram would
be inc omple te if

only the communi ty re l ati ons work o f the

Al though

Publi c Affairs Depar tmen t was di s cus s e d .

lJep'ar1D:nent i s
,

the

formally as s i gn e d the. oommuni 'by relati ons

and

fun c tion ,

o ther s e gme n ts

p e rs onne l o f the Company

Npper

regularly p ar ti cipat in c ommuni ty rel a ti o ns work.

mllW.agemen t people ,

various de p artmen t s , and even the Ameri can Oi ty in civi c affairs .

Pre si dent

find
and
,c.

themselife.s;

Oater12illazr

In:. 196 5 , F.e oria entere d the lUl American Ci ty eoti-

.1

t e s t spon sore d by the National MuniCipal L e ague and

magazine .

Operating under the

auspi c e s o f' , the Peoria

As oci ati on o f Commerc e , Carl Win terr o s e

Publi c Affairs Dep ar tmen t , comp e ti tion . made in the le d

of'

the Caterpillar

Peoria ' s candidacy in the

As evidence of the progr es s that Peori a had

areas o f urban re development and civi c

pro gre s s ,

s everal items o f

"pro gre s s " were c i t e d . - A closer examination

o f some

of (1)

the more important i tems pr o ve s to be quite

reve aling :
the re bui l ding

As the fir s t and mo s t impr e s s ive bi t o f " eVidenc e , " o f the downtown are a was mentione d . The

maj or imp e tus to thi s re deve l o pmen t was the d e c i si on by Caterpillar to l o c ate its new W o rld He adquarters building

in

wha t i s

now

the c en ter o f
the

( 2 ) In
to P e ori a ,
Pre si den"tr

Cate rp i l l ar did no t t ake howe ver ,

wro te

ann ex a t i on o f the Ri chwo o ds Town shi p any

the re developmen t

25
are a .

publi c s tand .
to

Blackie ,

a l e t ter

the P e o r i a

Journal en do rs ing the Ri chwo o ds annexation on bas i s

s to p that as
a.

tl priva te

c i ti z en " " he wan ted to

put a

the

in

the are a . l I t

once
'

and for all is

to

the b i ck e r in g and fac ti onali sm

c on c e de d by

the wri ter that any

" private citi zen " the

c an wri te a le tt e r to
"private c i t i z en ,
"

the l o c al p aper ; j us t

le tters

o f some

happen to

c arry

a l i t tl e

howeve r ,

more we ight than tho s e " private ci ti zen "

o thers-- e sp e c i ally i f the happen s t o be

in que s tion

of

As an inte r e s tin g s i d e l i ght ,

the

pr e s i d en t

of

inently

in

thi s

Asso ci ation of

Comme r c e ' s

matter

through hi s

Carl Win t e rr o se figured

the Caterpillar Trac tor Co .

prom

COmInittee on .AIplex:t;on. .
the
re tention o f

work for the Peoria

manage r mitte e

gove rnm en t , Carl Winterro se

that led thi s drive .

( 3 ) In

the, c ampaign for

councilcom-

chairmane d the

Public Affai r s Dep ar tment c0n tributed space publ i c ati ons showin g the ac co mp l i s hmen t s

The publ i c ations uni t o f

in Company
the

the

of

council-

manager form

o f government in Peori a .
The
"

(4)
to

C a t e rp i l l ar Fo undation contribute d funds

the Lakewi ew Center Fund .

(5 )
po r ting the

The Fire

Company to o k an

'; ,

o ff i c i al

po s i tion sup/,'

Bond

i s sue and the new libr ary re fer-

26 endum in

i ts (6)

empl oye e The

publi cations .

Chairman o f the Bo ard at Caterpi llar Franc i s Ho spi tal Fund drive .

was chairman o f the S t .

Al though the Company did no t o ffi c i ally spons o r Pe o ri a ' s entry in to the

All Amer i c an C i ty compe ti tion , i t

mus t be no te d that a Caterpillar employe e o f the Public Affairs Depar tment was ins trumen t al in bringing about Peo ri a ' s entry into o ther personnel , the c ompe ti tion . The the s ame employe e ,

the Pre si dent ,

and

Chairman of the

Bo ard , and an o ffi c i al Company po s i ti on were ins trumen tal

in bringing about us e d as the c ommuni ty deve lopments

evidence

in the

All Ameri c an Ci ty competi tion .

.

that were

I t i s the conten tion o f Peoria into

, -. '

o f the writer $hat the entry

CUlminati on o f

c ,?mpe ti ti on r epre s en t e d the

a s tring o f intenti onal and purpo s e ful c ommUni ty devel o p men ts brought about by Caterpill ar wi th a go al in mind . The ac t that i t was Carl inently i s immater i al .

Winterrose
'- '

who fi gured so prom that if i t that

The impor tant thing i s i t i s more than

had no t been Mr . Win terro s e ,

likely

ano ther Oompany man wo ul d have c arr i e d out the s e duti e s . No formal dire c tive or o rder i s n e c e s s ary ,exoep t the

general o rder corporate

o f mee ting the normal re spons ibili ti e s o f

through fulfilling civi c obligations . thi s work? For one

c i ti zenship

What i s the purp o s e o f all thing , it would c ertainly improve

the bus ine s s climate

for Caterpillar and the en tire Peori a are a to have Peoria

27
s e l e c t e d as suc a Peoria
an

All Ameri c an Ci ty .

The bene fi ts

of

deve lopment to a worldwide corporation wi th as the lo c ation o f i ts World He adquarters are to s e e--gr an t e d such benefi ts are intangi

no t hard ble

in nature ; but in the fi e l d o f publ i c rel'liaid.ons ,

it i s often the li ttle intangibl e s that c ompo s e the

big tangibl e s o f

communi ty relations , l o c al poli ti c al

a.

e-ondi tio nS , Jiuid., the..; abi l i ty to make

1 1 there clusion , po l i ti C al pap er i t is

pro fi t .

is any one point to be made in con publi c relati()Jns and :,:L,ts Although the

that corporate

implications are here to s tat .

o nly d e al s wi th the de s cripti on o f the pblio

the underlying Can be

relations ac tivi ti e s a t Caterpi llar ,

p!'1l'loiple SJ drawn from the Caterpillar example appli e d e qually well.

to o ther l arge corporatio ns .

aomp:i e s have ado p te d the ro le and they have

o f the " c orporate c1 tiz.en,}"

M __

Many

ely in p o l i t i cal al so parti cipated more ac t1v than ever b e fo re .,

and publ i c matters

SemE!f' que s tion may ac tivi ty should tende d that too l; pr e s en t

ari s e as to how far thi s

It

the use o f public rel ations as a po l i ti c al

,[).e ;'!Qllowed to go .

is s ome time s con

a gro s s distortion o f re ali ty , de s troys the

and manipul ate s the publ i c in The wri ter tends
a

demo crati c pro ae:s s e s ,

purely Machi avelli an manner .

to di8'. <
In the firs t

agre E!:: with thi s vi ewp o int on s everal plac e ,

points .

it s e ems impo s s i bl e that any one group--1ndustry in

28 thi ease--can gain compl e te informational the ci ti zenry in

o ur so c i e ty . control

over

Secondly , the general

e ffe c tivene s s o f any publi c relati ons pro gram should be is no t all-pervasive . j udge d in the T.e.aJ.d zation that
.

any

of indus try i s ,,'dnlne d outf1 ON" the selec tive pro ce ss e s o f the people that i t i s dire c te d to . mo s t fai thful
supporters
"

Much o f

the public relati ons effor t

given propaganda effor t

Qui te o ften indus try ' s

are the only one s that give full In the third

attenti oni.<to the in publi c rel ations output., place , al though there exi s ts
an

in the ac ti on s o f a c orp o rat i o n a s a tl oorporate o i ti zen , ac tivi ty should no t be overlooke d .

sho ul d

element of s elf-intere s t
II

the humani tari an and al trui s ti c asp e c ts prompting thi s

inally ,

indus tlry ' s

intere s t and parti Cipation in publi o and poli ti c al affairs be wel comed and no t eri ti c i s e d .
co

For it

is onl

through involvement in

n- temporary

affairs ' that indus try

will: be encourage d to fulfill i ts re sponsibili ti e s to the communi ty and the

c o untry .

29
o te a

on Chap ter III

Ipe r sonal intervi ew wi th Willi am Blackie , Pre sident of the Caterpillar Tractor Co . January 26 , 196Q.
from

ann o illl c ed by March o f 1966 ..

2peoria was one of twent- two finalists in competition which eleven All Ameri can Ci ti e s will be lIel.e c ted and

APPENDIX I Th.i s materi al per tains to the work

_ the Publi c

Affairs Department o f Caterpillar .

VICE

PRESIDENT

Roger Kelley

PUB LIC AFFAIRS B . D ehaan

C IVIC AFFAIRS

CO MMUNICAT IONS

." -#t. ,

LEGISLATIVE LIASON

CO MMUNIT Y RELATIONS "

PLANT TOURS . "VISITORS II

D. W . Hyle r

0. 0 .

II
.

S PE C IAL ASSIGNMENTS

..

,
INT ERNAL NEWS MEDIA '"

j<.
-

'

,,,

'

EXT ERNAL NEWS

Maddox

K. Gerber ,

w Alberti

MEDIA

. '

l.!,J, ....,.

F. R. J.

3-5-62

32

CATERPILLAR ' S COMMUNITY RELATIONS PHILOSOPHY

Like all parts of the " relations " group , Community Relations is the implementation of a philosophy of management . lightened management . In the field of good human re lations , Caterpillar is a leader, having decided a great many years ago that it would put cons iderat ion of the right treatment of people at the top of the list . And it is the implementation of an . en-

It did this from the start with customers , deciding that it would build only

the best and pricing its products accordingly , yet trying always to keep prices low . The Company s policy of permitting no product to become obsolete is

another example of its concern for the customer .

In another area of high concern for people , Caterpillar management has determined that owners shall be rewarded fully for their confidence . missed paying dividends since its formation . Our Company has not

Its determination to repay owners

for their support has resulted in still further confidence and this is reflected in the public ' s estimate of the Company ' s worth . It haa now been JD8.llY years since a formal program was establi shed to implement our philosophy with regard to Caterpillar people ... employees . Believing that

the Company ' s best interests were served by a work force of people who were well paid in every sense of the word, a fa.rs ighted management here has provided employees with a s core of "plus values " to their jobs - in addition to good wages and salaries ... to make a life-time of work for Caterpillar an interesting, challenging opportunity to contribute both to self and to a constructive force in society .

- 2 1944 33
first and then again a couple of years ago -

More re cently - in

administrative management further deve loped it s philosophy that a company is ,a corporate citizen in its community 'by establishing the Community Relations Department and, later , the Public Affairs Department .

Community Relations '

j obs , as I see it , are to develop understanding of the

Company and the things it does of interest to community neighbors - and thus to create good will for Cate rpillar .

Like every activity, ours must benefit the Company, directly or indire ctly . There are several s , it seems to me , that our program does benefit the Company . First , and here we go back to one of the reasons for Employee Relations functiOns , employee s who like their company and the community where they live are almost certain to be better employees . It is our thinking that whatever we do to make

this place better i s a contribution in that dire ction .

Thus , when we find Caterpillar people who will serve on committee s of the Association of Commerce , or on Boys ' Club and Junior Achievement Boards , or in

other community spot s , we believe we have demonstrated that we and our people want this to be the best possible place to live and raise our familie s . Now this might seem like a slow to go about our j ob we started in

1944

and we lmew when

that it wasn ' t going to be easy and fast to convince people

that Caterpillar was a good neighbor ; that you could borrow wheelbarrows and tarps from us for church j obs ; that you could drop in and see how we live and how well we keep house - and on occasion you could share a meal with us .

We knew that we weren ' t going to announce a Community Relations program one day

- 3 -

34
and have an informed public the next . As a matter of fact , it was our thinking that we were going to make our friends slowly - just a few at a time - and that the best friends we ' d make - the ones who would give us a recommendation when we needed it - would be those we got to know pretty well - and who got to know us as well . What I ' m saying is , we have always believed that our staunchest support will came from people who have the kind of confidence in us that comes from firsthand acquaintance with us . These are the friends we make

at time .

Therefore , the activities in which we ' ve engaged have been those which take time and personal contact . They are such things as the patient listening to thousands , For example , we are We

of requests for contributions , for all manne r of things . ,

asked to help local police associations in the ir work with junior police . listen to and support nearly every youth program we know about .

There is a

special reason for our enthusiasm here - this Company and this country will be
run by these young people in a few years .

We had better do all we can to see

that they are prepared for the j ob .

We are also asked for support for all the usual things .

Hospitals have rece ived

over a million and a half dollars from us in the past several years

Privately United

endowed colleges and universities have had ma. hundreds of thousands .

Fund' agencie s , the Red Cross and other charitable and we lfare programs have had our support . But our gifts aren' t all s ix-figure gift s . Many are for

$100,

and some for

$1, 000

or

$2, 000 .

$25

and

It has been our philosophy that we will support those programs which our community ne ighbors believe in and support . For example , it was demonstrated that

this community would underwrite new facilities at Carver Center - and we gave

. $30, 000

to that

$250, 000

proje ct .

- 4 35
But there are many othe r ways we can give things to people . and the Human Relations Commiss ion Office and others have small budgets . of little value as trade -ins
-

Country s chools

and little basement churche s

When we have surplus wooden desks and chairs we give them to the se worthy organizations .

We give away old typewriters and research inst rume nts that are out-of-date even air cleaners to the C ivil Defense people for breather tubes for bomb shelters .

I said we support the United Fund . stantial .

The Foundation does this and does it sub-

A number of years ago we began to feel that employee s would do an

even better j ob of charitable giving if they felt one great obje ction could be overcome . We had already jumped one hurdle when we said we ' d solicit them o

once a year .

The b ig problem was that they were be ing asked to give both in their home community and at Peoria where they worked . After a good deal of study , we hit on the

Caterpillar Employees United Communitie s Appeal, whi ch works with home-town Chests - to their great satisfaction - in the arithmetical allocation of employee gifts to all

t:, p.

S R. 6) s-<'J

24

Funds in the s ix counties where Caterpillar people live .

It is almost a full-time j ob from August through November for Bill Watson to handle all the details of this complicated program, but it has made employee s much more contented - and i t has certai tied our neighbor communi ties close r t o u s - to have CEUCA . We think we have made many fine and close friends .

If you want real proof of employee satisfaction - let us remind you that employee gifts have , every year s ince CEUCA started, subs cribed more than fifty per cent more dollars than they did before UCA .

- ) -

Many others of our activities mean personal contacts .

Plant visits are , of

ne ce ssity, personal visits - and neighbors outnumber customers about three or four to one in a year ' s time . the individual ' s interest . Our plant visits have always been tailored to

We have never had the memorized speech .

Our

escorts are truly hosts - they act and dress like management men and they talk with authority be cause they are trained for at least three months before theY' are given important customers as , their guests . It is the close , personal touch -

the last ten per cent - that makes the difference between friendship and ac quaintanceship .

We are not now doing it - but I am hopeful that we will again someday set up to take every man' s family to his department - and have them here with him for . a meal . ' These are the kind of " one-at-a-time ll activities that we think are After our last family vi s it program, we had the feeling that

most effective .

wives would be hard to convince that this was such a ' hell-hole t to work
in .

There are , of course , a s core of other things we can do to develop understanding . We can find Caterpillar people who will man s cience fairs and judge exhibits we

can and do take underprivileged children to our Christmas parties .. we can

and do invite newcomers like clergymen to have lunch with us - each of us in Community Relations belongs to a service club - for the contacts it brings us . and the opportunities it gives us to schedule Company speakers at appropriate t1mes .

Many of our people serve in church activitie s , in political and Board

of Education ass ignments .

If same fine community group - a nonprofit organization - wants us to provide a speaker .. or just wants to borrow a proj e ctor and s creen .. or a slide proje ctor .. or a film - or a public address system .. we have the se right at hand . In the

- 6 37f

well over a million people have sat in audience s whe re our speakers or equipment were in evidence . high, They ' ve seen, in letters a little les s than a foot They know we ' ve

" Caterpillar Tractor Co . " across the base of a screen .

been of he lp to them .

One other thing

we do to keep our neighbors informed is to le t them look over On spe cial i s sues of

our shoulder at the excellent pUblications we enj oy .

FOLKS and NEWS AND VIEWS we mail to the eight thousand opinion molders of the area, teachers , ministers , busine ssmen and others . sele cted Sometimes we mail to a This is an effective way of

600 ,

or an even finer selection of

100 .

keeping contact , too .

Almost everything we do, then, is aimed at face-to-face contact with our fellow employee s and neighbors .

Our purpose is to develop some liking for Caterpillar .

to make folks know that this is a company of people who believe in and support this community - just as any other good citizen would .

There i s one thing certain about our j obs . have done more than get a good start . better j ob . We welcome ideas .

We do not have the notion that we

We are always finding new ways to do a We are only a dozen people -

We welcome help .

there are twenty thousand needed for good will ambas sadors program on that fact .

and we base our

I'l JI lT , T C

/\YF!\ IR-; G UI D EL INEi formed t n 1 9 1) 9 , 8. s ct o f qu e wt', L on s 1 'o('tay 1:.h (: :; 0 from plant :\ .

a bri ef re - s tat ement

S o on a.ft e r

th c Pub li c

Aft'.']. i r :;

D" prl(tmcn t wa r>

a n d an s vers v a s a : ; c'mbll:d guid el i ne s ) for the m o s t prog ram . With

l oc at i ons

of the g eneral pr i n c i pl e s upon wh i ch pub l i c affa i rs a c t ivi t i e s in all Cat erpillar

should be bas ed :

s ome m i n o r chang e s ,

p:wt ,

i n r c[; pon s (; t o :inqu L r i c ::;

c ont i nue; t o b e the fo undat i on o f Cat erpil l a r 1 s

they are aga in offere'd as

1.

"mat a r e th e g oa l s
/1"

of :pub H c affa i r s at

Cat e rp i l lar ? '

lictL t' I' , \. 1',1 \ 1 ' 1' -pub ! i ( " i llq'1r( ' : : : : i (>11 " of Cn L c: rp i l 'l ar \ h \ \ . \'J , ) \ ' 1 1 1 I t i , IV 1 ir 1. 1 , IV ( : 1 1 1 1 i I ) II , :

1,ihn.t

vm n,Y'f.' ,

b.

Bc t t m' l md c rntn.nd i ng
marl\:et s .

0 ['

l;h c 1'lI.ct,

' VIC a r c d o 1ng b u n :L n e ::: s

in worlil

c,

Bett er und e rs t anding of the b,us i ne s s v i ewpoint , on important nat i onal and s t at e l eg i sla t i on .

d.
e.

B ett e r 1md e rs t and i ng of bus i n e s [ -l Improv ed grO'l.,rth

in

e c onomi c

pr inC i pl e s .

c ommun Lty att Ltu(1 e t owarcl fa c t ors 'wh -L c h m8.ke s ct t l f;ment and
a

g i v e n c ountry ,

s tat e or local e ntt ra c t lve to 'bu:J L n c c;\ s .

1'.

Inc rea s ed c ommun ity c on f i d en c e j n and g o od w i l l t owa.rd the Company, i t s o perat i on s and :i t s pe opl e .

g.

Great er ind i v 1. dual part i c i pat i on in pub l i c affa i r s .

1. S meant by the t erm ,

2.

What

bus ine s s c l imat e ?

A 'c ommun ity ' s bUc) 'i n e s s

the ' " ext ernal " f(tet on: that. i n thA t. arC':'l .
are

c l imat e c an , b e (1 e f J. n e c1 a s t h e net
affect anel c a r; c

t:hc c o n !:.

re sult of al l

of (l o i ng b\w :Ln e :1 r

3.

lJhat

th t:' H (' " c xt c' l'nn.l " ['nctol'H 'i

- - b roacHy - - b e l ow . Most of them a r e to i s this :

Th e y are LL s t c:d

plant l o cat i on su rvey form .

The ma in point

S inc e th e s e fact ors is is

be found on any

are important d o l l a r - and - c en t s ' c ons i d erat :i ons when B . new plant s it e b e ing s ought , e s tabli shed , a. b. c. th ey ought t o b e equally important aft er the plant and th roughout t h e c our s e o f it s e x i s t en c e .

Commun ity progre s s iv e n e s s . IIone s t , eff:i c :ient gov ernment and fa i r tax e s . relat:L on s . employe e s .

Good lab o r - management

d.
e.

Ava ilab i l i t y of s k i l l e d Fa i r and

reas onab l e wage rat e s .

C-

f.

h ighwayc; , and t ran' port ; d ; :i on .

Good s c rV i C C [3 [lnd

J'u,c :i LL t L e[: :

L'irc ,

poLi c e ,

utH. :L t i c f3 , G t r c c::tf: an(1

39

g. h.

Gobd s ch o ol s , churches and re c r eat i onal fa c ili t i es .

Evid en c e of bus ine s s c it i z enshi p in area affa irs .

4.

What i s the d i ff e r enc e b etween pa.rt i s an and nonpart i san pol it i c s ?

Bas,i cal l y ,

b e c ome L d ent i r .L ed w ith any pol i t i c al P.'l.Tty . Nonpart i s an pol it t c s , on the other hand ,

RLrt i nnn pol i t i c [ ha s to do w :Lth pol iti cal part:L es , cand :Ldat e r3 . and campai gns . it j e; Dem o c ra t 'IS . Republ i c an . rrh e Company yho ul d not ancl largely cannot , cmd cr the law, take part in part i san matt ers . The Company should not

by any pol i t i cal party.

w ith9ut f ear of c ontroversy and w ithout referenc e to the . pos it i ons taken

t o , that of cand idat e s .

Here we carl and should take part ' as a Compariy,

i s the f i e l d of i s sues as

oppo s ed

5.

Does any part of .our f i eld of int e re s t Yes

' "

relate to part i san pol i t i c s ?

, a s al ready ment I o n ed , the Compnny enc ourages all empl oyeei:l t o take rart :i.n part i s an . affa i rs in a c c Onl an e G with t h e i r own pers onal rarty preferen c es . ,
'

6.

part i c ipat e a;

What are s ome of the ways through wh:Lch empl oyee s can be enc ouraged to in part i san po l it i c s ? . . .

enc ouragement

a c t i v i t i e s such as

Prov:i.d e a good . atmo sphere . . .

abl e t ime o f f i n keeping with

urge key peopl e t o s et a good example' Empl oyee . Relat i ons Lett er

Uni t ed Fund ,

j ust as

B oy S c out s ,

is d one in regard to c ommunity et c .

Give recogn it i on and

b.

o n l o c al ,

Prov id e i.nformati on On i s sues and cand idat es .

t i on on cand idat es .

information from other s durc es appears t o b e l acking

s tat e Rnd nat i onal i s sues .

Where appropriat e - - that --

Give empl oye e s ;the fa c t s is ,

2 : 19 .

. . .

' allow r ea s on

ment i on ed , c .

should n ot be s el e c t ive or in the form of an end o r s ement ;

I

"thumbna i l sket ches " of, all cand idat es for a part i c ular off i c e . the Company- ' d o e s not want it o' end ors e cand idat e s .

( Not e :

Thi s c ould ,

for example , b e in the form of as already It

provid e informa

whe r e

'

part i e s and c and idat e s campa:igns ; :t dea.

. . .

Enc ourage pol it i c al c ont ribut ions by ind ividual empl oye es of th e i r choi c e .

el e c t i on of good peopl e ;, the el ect i on of good e f f e c t iv e ' campaigns requ i re money . whe re pos s ibl e ;

Good government requ i r e s the people requires

. . .

to the

t o 8, c amprl.ign,

a c c eptab l e t o m o s t employee El . ob s erved :

c1 el i c R t e propos i t l on , n.3 you know . ) rfuere :i s no s :ingle b e s t answer . Any plan l nt en(1 nc1 for b road expOfmre nhould be fa :i r , b i put L san and
In any event ,

anel fac H itat e ,

he usually b e c om e s more :i.nt erest ed in it .

When a perS'on c ont rIbut e s the " fa c i l itat e " is a

effective

( Not e :

S o promot e the

the s e three rul e s must b e

1) . 2) .

An empl oyee should not b e s ol i c it e d by h i s b o s s . He should und erstand that the sub j ec t of whether or how much

he gave will be t reat e d as a pers onal and c onfi d ent i al matt e r .

3) .
d.

Ilc Hl1 uuld Jl o L 1) ( ' polit i c al [j iv i ng

" :pr c : : : ;ur( d . " i.n.

']'h e C orrrpr.H(y c}D.iJ orr ', cr: thc; J r J ca of g e n e ral , but not any u pc e :L f .i. c c am pa i gn
.

40

Oet out the vot e:: .

is v e ry lo'w , . . ..

when c ompared to other c ount ri es . . . .

Ave:: r agc U , 8 . vot e r - part i c i pat i on :in fed eral el ect i ons
Urge people to regist er and e s pec ially i n the primar i e s .
"

t o vote in general elect i ons

Primar i es are the forums

in which peopl e can make sure the i r ovm part i e s

are putt ing forth the b est pos s ibl e c and i d at e s . e. Support " prac t i c al pol it i c s " t raining programs und erstand ing of and . . .

d e s i gned t o in

ind i v i d ual s '

mental proc es s es .

i nt ere s t i n the pol iti cal and g overn '

r ease

7.

Of the many "pract ical pol it i c s " c ours es ava ilab l e , ov er-al l , Aft er a s e ems to be the b e st one ? the U. S .

which o f the s e c ours e s ,

study of many programs , Pol it i c s . " . .

.

Pract i c al

s t ill appears

to b e the b es t of the lot

'

Chamber c ours e , . "Ac t i on Cours e in. . . . it is In s ome c ommunit i es ,

eas i e s t :
'

c :int :L on of Commer,c c haL; g i v en :Lmprtun aml ci :i. rcc: t L on t o pl omoli J on of the c ourro e . I0::pt)rL cnc e hD,,: nhown , . howevC!r' , tl1nt wh JJ . c r C fl ponn l i n g()o(l at the out s ct, j t becomeG inc r Gl, n l nc;ly more d -L fl' l eulL to cnC OllrD{';C , onrollrrwnt in nuch c ommun:lty c ours oro . A no,,, approach wh 1ch hn,:: uh own out utand:tng rc sult c i.n c overal plant locat i ons i s the i n - plant off - uh.U't c ourn c . .'0 (I n,t e , n,Pllrox'Jinat cly 1200 Cat erpil lar people ( inc lud :Lng 111 2 w e el{.ly sal ary and hourly employee s ) have'
.

t o admin i s t e r

nne1 th e lC(1,f,t c o ::: tly.

tile l ocal 1\s 8 0 -

c ompl et ed pol i t i c al educat i on \-rorkshops .

workshops .

c ours e c o s t s o n a 50 - 50 bas i s with any empl o ,ye e enroll ing .in one of thes e

The Company \-rill share reas onab l e

. 8.

to a s t at e l e g i s lature or the U . S .

Suppo s ing a Cat e rpillar empl oyee runs for and s uc c eeds in b e c oming el e ct ed Congre s s . 'What then?

He should apply for and be grant ed a formal l eave of abs en c e s d ef inea in Elnpl oyee Relat i'ons Lett er 2 : 1 9 , At the C l os e o f hi. s t e rm o f o f f i c e ,
h e should return t o worl<: . , , ' or, i f suc c e s s ful i n be ing re - el ec t e d , for an ext ens ion of the l eave .

apply

Cons i s t ency reui res that i f an employee then his '

i s to be g rant ed a Formal leave t o hold such el ect ivc ' offic e , b e c ons i d ered . the campaign pe ri od i s d i ffi cult t o d ef i n e , However,

t ime reui rement s for n e c e s s ary campai gning ' for the s ame off i ce must al s o unl ike the per i qd , ' o f s ervi c e o f el e c t iv e offi c e , ' and i s often mad e up of widely and t o avo id

varying:, t ime reuirement s .

s i rabl e effect 0 :[' such variat i ons on ComIK '1ny work schedul e s , s 1tuat :L onD ,.;h ere an empl oyc9 :['rcquently l eaves A.c e or\l ingly,

It is the Company ' s d e s i r e to l imit the und e

not ic e .
. . .

An exampl e and events that may b e d i f f icult t o ant i c i pat e i n advanc e . i onal d ignitary of the cand. idat e 1 s party . , might be a l oc al v i s it by a nat Info rmal l eaves o f l imited durat i on may al s o b e appropr i at e i n c ertain But onc e agai n i t should be emphas i z ed that the Company d e s i re s cases . pos s ible , in fact o r i e s and offic es .

and then t o apply for a Forn.al . l e ave for the ext ent of such peri od . Beyond thi s po int , r eas onab l e t ime off c an be given for s pe c i al oc cas i ons

fully c ons:L l1 e r h1s c ampR ign needD well :in advan c e 6f the c,ampaign per i od

the employe e - cancU cl at e should bo enc ouraged t o care

or r eturns t o \-rork on short

t o plan f o r such ab s en c e s as far in advanc e as avoid ups ett i ng work s chedule s

i n order t o

- )1 Al} far n orq nrt i :all

a r < ( : unc crnC'd Ln Lh L r : f i eLd '!

9.

:::l2:(;omp:tn::L, I l u
Po1 1 c y Let LL;r N o . a.

;].:3

a l '[', t L J';

( ; cc

qlw r : t i on No , ) 1

fur

(1 cf LnLt:LC.iY2.h

, 41

31 an cwE; r s thi c que s t i on in d etail.

In bri e f :

Analyz e and take pos it i ons on i s sues whi ch have an important relat i onsh i p t o Company operat i ons , . . approaching i s sues, with c ons i d e rat i on o f the i r effect o n t h e nat i on , , a s well as the i r effect o n t h e Company .

b.

Promot e the Company ' s , pos it ion through empl oyee publicat i ons and other fOTIns of c ommunj. c at ion , . . with appropriat e admini s t rat ive approval as . requi red . ,

c.

Communi cat e ,-lith lec;i slators and appointed ' of f i c ial s t o c reat e b etter mutual und erstand ing of vi ewpo ints and to l eg i s l at i on on Company operat i ons . Fol l ow and report ori 'pos i t i ons and

Clar i fy

e f f e c t of pro o s ed

performanc e of e l e c t ed and appo int ed offi c ials . d.

e.

En c ourage employee s t oward inc reas ed

ec onom i c and pol it i c al e duc at i o n .

Advan c e Compsmy b eLL efs 'wl th t rad e nnCl bus :i n c fJ s a s n oc i. a.t t onB the pnbLL c nffn L rs
can n,

10 .

'l,mnt

:e1ant d o to l nlElcmcnt thn r l C n c t lv i t :l eo "

0['1.'01' [;[1

of [ HICh

. . . help keep D. u [l O e i.nt L onD c ft'oc t :Lvc and meanIngful .

A f i r s t s t e p i s build ing and ma intaining good pers onal relat i onships with l bcal , ways , includ ing period i c luncheons at the plant w ith key plant people . , " It' . . . s o that the Company ' s b e s t i nt erest will be a part ' stat e and nati onal repres eptat ives . \ . : th i s c an be d one in s everal

fac i l i t i es and peopl e

i s d es i rabl e that repres entat ives b e reas onably fam i l i a r w ith Cat erpilla

of the thinking they bring to b ear on any g iven i s sue .

11 .

Does thi s mean cand idat es el e ct i on ? No .

should b e g iven free run of a plant j u s t pri or t o

W e want to promot e b ett er mutual und erstand ing o f each other ' s problems . . . . but i s probab ly b e s t ac c ompl i shed b etween Cand idat es should not be all ow ed to d i s t ribut e pol it i cal c ard s pr'omot e individual c ampaigns on - Caterpillar property during

Thi s c an be d one at any t ime campai gns . and , work hours . in g eneral ,

12 .

Suppos ing a c and idat e asks

for empl oyee ma i l ing l i s t s ? W e d o not want t o

g i v e out such l i s t s a t any t im e .

To sat i s fy such a request would amount t o part i sansh i p .

13 .

What about us ing a plant aud it orium or s ome othe r Company- owned meet ing pla c e a s a forum for pol it i c al cand idat es ' during campaigns ? Can b e a good i d ea or local , . . . prov id ed that all part i san groups , whethe r nat i onal

amount to part i sansh i p .

are g iven an opportunity to part i c i pat e .

To db otherwi s e would

,.)

14 .

Suppos ing an i s sue , l ocal r e f erendum ,

rather than c andidat e s , w ere involved

. . .

s ome s'ort o

for exampl e ?

42

be all r i ht

15 .

to que st i on No .

If Ccrt erpillar has tCl.len a p08 Lt :i on with r e s pect t o Quch an :i s sue , :Lt YT01).ld g 1n most ra;3 en to uc c, n. Compnny me e t i ng plnc e to h( l p promot e ou r s id e of the i s s ue . II' the ComIlany har; noi; takr::n a pall tt t on, both 8i (1 88 should be g iven an o pportun:ity to part i c i pat e :.. - as s et :forth in the answer
'

13 .

As far as taking a pu l i c stand on an i s sue i s c onc erned , required ?

l?

what i s fi rst

Nat i onal and stat e i s cues should b e referred t o the Publ ic : Affa i rs Department for study and res earch . proposal , etc .

16 .

may already haVe ac cumulat ed s ome thinking or expe ri enc e in th e s ame f i el d What about tho plant l eg i s lat ive c ommitt e e s ? The s e c o:it t e e s have proven to be effe c t iv e : s c reen ing f}, ' vari ety . of propos ed l e g i s lat i on . . . f i rp t "

mal be

referred t o Publ i c Affairrs, i i f you: b e li eve the. Compa.ny.

.

Local is sues

( c i ty

manag e

referendum,

s chool board

f om the s tandpoint of for the prov i d ing of . . : and Comfrom

"

thi rd ,

peopl e to t es t i fy b efore repres entati'\tie bod i e s on part icular i s sues

s ec ond ,

for generating l et t e r s and other c ommun i c at i ons on such i s sues : or the i r repres entat ive s ,

mitt e e s should be mad e up of d epartment head s ,

d epartments most l ikely to b e aff e c t e d by l eg i s lat i on .

.Rec ommend at i ons of ,

17 .

the s e groups should b e t ransmitted ' to Publ i c Affairs Department .

What has b e en d one t o fac i l itat e c ommunicat i on on l eg i s lative matt ers ?

Th e prinC i pal ref erenc e i s the " Pub l i c Affa i rs Notebook , hands of all plant Legis lat ive Committ e e memb ers , d es i gnat ed by plant manag ers . 1fua,t about Company part c ipat i on , i'n bus ine s s and t rad e as s o c iat i on s c onc ernet with publ i c affa i rs ? 1 The t arget here is not nec e s s arily to broad en part i c i pat i on . . . t o adopt a They exist b ecaus e bus ine s s ent er r i s e s , can perform a valuab l e s erv i c e .
II

.. '
'''' I

whi ch is

"' i

d epot manag ers ,

and others

in the

18 .

but rathe r

purpos e ful v i ew of our memb ersh i ps in such organ i zat i ons .

such a s . Cat e rpillar,

will "mi s s t.h e mark " wit,hout t h e pa rt l c i pat t on ahd guidanc e of th e i r member firms . ' 19 .
As far as the law or s el f - impo s ed restri c t i ons " c annot s " and are c onc e rned , what a!re

E.xperi en c e has d emonst rat d such '

bel i eve they

o rgani zat i on s
the

basic a.

" c ans " with referenc e tq the Company i t s elf?

The Company c annot make a c ont ribut i on or expend iture in c onne c t i on with the e l e c t i on of a cand idat e .

b.

The Company can d o all of th e things l is t ed und e r quest i on N o , , 'The Company can d i st ribut e promot e

6.

c.

( or

oppo s e nncl c ri t :i c J z e )

i nf ormat i o n

a part i c ular

on . an :i s s ue ,

and d efend and

s L d e of tb at. i S 8 ue .

- 6 -

Prohib i t s any c orporat i on what ever , at whi c h Pr e s id ent ial and Vi c e l\epr e s entat ive i n , are t o b e vot ed for ,

or any labor organi zat i on ,

from

making a c ont ribut i on or expend iture in c onnect i on with any e l e c t i on or 'a Del egat e or Re s id ent

Pres id ent ial e l e ct ors or. a S enat or or.

the forego Lng offic E:) s , thL 2> s ec t L on .

poLit i c al c onvent i on or caucus held to s e l e c t c and idat es for any o f or i n c onn ec t i on w ith any primary e l e c t :i on or or for any cand i d at e, pol i t i c al c ommit t e e ,

Commi s s i oner to Congre s s

o r other pprs on t o ac c ept o r rec e iv e any c ont ribut i on pr oh :Lb i t e d by

., ' )'

b.

The Hat ch Act Proh ib i ts

any c ont ribut ion of money ' or any oth e r thing of value t o c OYnmitt,ee o r cand idate for pub l i c off i c e or: t o or an y d epartment or agency or flxrn i. r:l hln g

anY 'pol it i c al party,

any pers on for any pol it i c al purpos e o r u s e b y tho s e who have ent ered int o " Ctny c ontn'1.ct w Lth the Un t t e d Rtat cs tho r e o f , 0 1 thor for trw rcmll. L U. on o f pcrn onal n crv L c c)f,:

:\ny mat e d :!} , GU}Jpl L c D , or cqu i T1l1lCnt to the United n Lat e n or fj,ny
the Uni t e d )tat e s o r any d epartment .Or ag ency thereof, suppl i e s , equi pment , land , l't op.1.rtmont or agency thereof , ' or s el 1 :Lng any lanel or buHd ing t o

i f payment

for the performanc e of such c ontract or payment for such mat erial , or build i ng i s to be mad e . in whole or in Congr'e s s , during the period of part from fund s . appropriated by the ,

n eg ot iat i on 'for , of mat er ial ,

suppl i e s , . equipment ,

or performanc e und er such c ontra c t or furni shing land ,

or buil d i ngs .

if

ed in the Publi c Affairs No tebo e k on the subj e c t of

government

The:' materi al i n thi s appendix is medi cal care .

,M>PENDIX II

sample 1t1lBtlll e tin "

P U B LI C

A F FAI RS
C AT E R P I L L A R

T R A C T O R.

45
CO.

January 26, 1965

MEDICARE The following l etter from Vi c e Pre s id ent R. T . Kell ey has b een mailed t o memb ers Bulletin of the Hous e Ways and Means Committee and t o all Ill ino i s congres smen . recipi ents out s i d e Ill ino i s are urg ed t o c ontact their congres smen, a s s oon as practicabl e , al ong the same general l ines . January 26, 1965 Dear May I point up a s ign ificant feature of the Med icare is sue whi ch appears t o have largely escaped the att ent ion of the pres s ? I refer t o the im pres s ive numb er of firms who already have c omprehens ive hos pital and m ed ic al ins uranc e plans for their own ret irees . Caterpillar , 39, 000 U. S . benefit s are t o vi rtually for exampl e , provides such b enef its without cost to it s These c o st - free employees and their qual ified d ependents . available to 90% of our currently ret ired employe es , ana:- all employees who ret ire in the future .

Under Med icare, each of our active employees would b e required t o pay taxes during hi s working l ifet ime for aft er-65 med i c al benefits that he is now ent itl ed to without c ost . Hi s individual tax of $2 5 . 20 a year would very l ikely increa s e with l ib eral i zat i on of this program over the years . We b el i eve the Caterpi llar example i s quite pert inent . When the effect is mult i pl i ed by the many bus ines s es and indust ries that have such pro grams , more than 50 mi llion U. S . workers would b e affect ed . In add ition to our own m ed i c al insuranc e, we have g iven c ons i s t ent support t o c ommunity, stat e , and nati onal programs provid ing health care for the needy aged . It s eems to us that a publ i c program pro vid ing l imited b enefits to all aged ( regardless of financ ial need and the ex istenc e of other coverage ) reduc es th e government ' s ab il ity to pay ad equat e benef it s to thos e who really need such prot ection . Thes e argument s are not mot ivat ed by Company cost fact ors . loc at i ons , Caterpillar ' s l iab il ity for health insuranc e for would b e automat ically reduc ed at the pas sage of Med icare . Soc ial S ecurity c o s t s would then be roughly balanc ed out by reduct i on in our insuranc e cost s . At most ret irees Inc reas ed thi s

- 2 -

46
We b e l i eve that a program, needy aged , c ompl et ely d etached from Soc ial Security, from provid ing low- c os t o r free c omprehens ive health insuranc e to the wow_d be a far b etter s olut i on to the probl em . . . the long - t e rm s t andpoint of b oth employe es and employers . S inc erely,

/s/
Not e : The following c ongre s smen, Ways and Means

R. T . Kelley

l is t ed by home stat e ,

are memb ers of the Hous e

Committee who have alr eady b e en addres s ed d i rectly on the Med i c ar e Dupl icate correspond enc e should therefore not b e Rep . Cecil R. King , Rep . James B . Land rum ; utt ; Jr. ; Georgia : Rep. Phil M. Cal ifornia :

i s sue i n t h e l etter abov e . d i rect ed t o the s e men . Florida : B. LOUi s iana : Rep. Rep . A.

Curt is ;

Sydney Herlong ,

Rep . Hale Boggs ; Mi s s ouri : Rep . Frank M . Kar s t en , Rep . Thomas New York : Rep. Eugene J . Keogh ; Pennsylvani a : Rep . George M . Rhod e s , Schneeb el i ; Wi s c ons in : Rep . John W . Byrn e s .

Herman T .

--

FUBLIC AFFAIRS DEPARTMENT

DPgVIX In
!the ma.terial. in thi s appendix cons i s ts o f newspaper
articl e s . The arti cle from the; Wall Stre et Jio urnaJ. i s in

Cludecili as an example o f the kind o f 8.i tuation that an e ffe c tive publ i c rel ations and publ i c affairs pro gram shoul d avo i d .

Edi tori als from the Pe o ri a Journal

and the are in

Le tter o f the Peoria ks s o eiation o f Commerce

cluded to demons trate how the ac tivi ti e s o f Caterpillar as

a " corpo rate

ci ti zen '" were re c e ive d in one ins tance .,

48
'- , T1l GM.ChfYi11er,: :Sh!?wlng i 5 ; do!fu!,'lln., J ortllneJe f9X' them pca,lls, it W!),Iil $q" un.f , ' n ec ess a ry. The Ame rican Motors perf(lt'm; 1<"" / , , ', , ', ..:..;J J " Vt;-, ' ' lll1 ce ah()wed that the lawmakers c:01}ld be f,', ,; " " ." ', mollifi d. Indeed, " l the ,weel{Cl' d , ' l i t U. 't4 & O i U e : ' : t en :S Y a n: e ' ___ " ." , " ::-,-= " " " " , . ,',"" ," , ,,,' ' Sen, Ribicoff ,a concillatory leUer accom{ " '" , '" ',, _ , When Sen: J{ennedy asked for GM's 1964 " _ , ___ "" , " , , " [ profits, a preViously published figlil re i presi' P.ftni .a d ': by ' a lo ng-de t.ail ed accounting ' ' :By' DAN CORDTZ safety'related spending. 'rhe grand total, c " . , WASHlNGTON-So dismal is the auto in' i .dent James RGche tried to. argue that it was . t 'dustry's performance at the Senate's safety 0t ' g:ermae. , The enator , p<1l'si'ited and uI- Donner, wrQte, came to $193 million lai ; l1: ear. A of yest erd ay afternoon nothing' hadl hea,rings that the chan ces of Federal legisla; ' Mr. Donner snapp e d, "I wil l have' y hroately , to ask one aL my. ' asso ciates :," ' '\'Vh en , 1\1r. bee n heard from Chry slc l', . ' ., t1on .in the field have markedly increased. . , . GM's " cri tic s ' , on t he subcommittee e Of the thrM m anufacturers that have tes' : Roche then gave the information , S n Ken el be more imp ressed by the company 's: n edy drew the imfavorable comparlsori'be- llk y ' tiffed so , far; '()nly little , American MotorS i l'etreat than by figures themselves, Yet. ' tween profits and safety spendIng that the , Corp, emerge;; with cre(ltt. Of General Mo: ' within the l\mihj, here'!\I. no queshon ,tors , Corp. and, hrysler Cql'p. one Senator exe cutives knew was . coming, . , Impo s ed ! by competitIVe pressures and the; , ',. l.'efleets : ''1' rCfl.lly wouldn't have belie ved After Mf'. Donner sought to ' evade ' com. tesultu: \g Obse8in . with styling, Detroit: menting o n It Cornell University study ab6tlt , they could be so bad , " AmI Ford Motor Co. , ' noes have a S(:liClt.ude for safety. It'a their;' '' ' , " appearing. tomorrow, may find its 'hat cal the fallure of GM door hinges, Sen. Kennedy faUure , to ntal11 es hH concern l cut in tartly to insist, "I think . YOl1 can an- . ;approach to' advertil';ing the most attractive ly t at maltcs mfIl11b ly, more probab e : ;trget of' aU to the Senate Gov-ernment Op- i s,,:et my question. Isn't the Cornell study . thm.. . t/'le a,uo mN WI" h 1 cntical of. GM ? " Clearly irritated, Mr. Jj)on ' erati olls Subcommittee on ExecutiVe Reor. , e structlOna , ?n hQ\';' 'b:i ,lff . ne repUed, ,. " Oh,J I. suppose. so . " Sen. Keh: : 1',a.l i gap.zation. The , subcommittee is studying the i . ' . neely coldly commented : "That is not.,the ' :, 9v: ernment's role . in highway . safety and < hopes ()r'better coordination of the fforts. of. , right attitude, ' it you ask me," ,. '. . . ...'; Mr. D<;mner's few attempts to spar back.' " vs.rious' Fedel'a agencies in this field. l ,. , > Clearly o,M and Chrysler underestimated . fired. Iri ,one exchange , Sen. Kennedy asked .. :-:,the : opY'oitioll and failed to prepare ade_ , about : expenditres( on sfety. resarch and : . Mr. Donner. saId, ' We don't know, Senator,. , . q\lately Moreover, their executives antag. [ ; how to add thes things up.'" onized bot.h subcommittee ch a.irman Ribi. .. Feign ing . astonishment, ' Sen; Kennedy ! .cotf (D;, COrin,) and the even more formida.'tked, Genel'ltl Motors 'doesn' t know how to " aola Sen. Rohel't Kennedy of New York. Yet " ' ' .. : the hbstilQ ,.Cong:re'lsiQnal reaction evidently;, . add' these matters up ? ! ! < "It isn't adding, " retbrted' Mr; ' Donner . : c:am a1! a llhockin g s1Jrprise ' .to the auto ) I ::\ . " "It is dividing!', ; . " .. . . . " . .. ' , .. ' :" . . . ' , . quickly ' remnded Mr. Don . ' . . Sen Kennedy i: ) ,At the: .outset, both c.ompanies atternpted " ' n'er that the .'word " add" w as. hiS own. . ' . V'to :seize the offensive 'by rmeans that were . '. . . . , . .. tr;\nsparently obvious. . . Finally, for men who guide the destlnl.es ; GM ' board chairman , Fredric Donner, of (:orpoi'a,te giants, the GM antl Chrys!er ex r .w,hose owIt salary and bonus last year to, ecutives were astonishingly ill,prepared , 'sug-, taled $833,298, grandly announced the' dona" ges ting to Sens; Ribicbff and Kennedy a less- '. i . :" tlon of $1 mi1lion over the next four years to than compelling ihteJ:est .in the " subject . . of < !: the Mass\tchusetts Institute of . !iechnoiogy ,safety. gaJn and again Sen, Kennedy sought' , ! !, for a study of traffic accident statiRtics. Yet " ,. the .daci:'11ort to malte even that moriest !loi1' . fi gures on. s8,fety expenditures, but their im Donner conceded under ques, ' :' pr essive ;lineup of off!Clals , and public reI a- , ' tdhUtlorl, ttons nide s couldn't. provide any. :Hlxplana-: . il, g ' W!l.Brt't g,rrived at until 8.ftcr the' sub tiona of why It's so difficult to calculate such . . c;Ccol1.l,mittee. had, asked ,GM nfficia.ls to. appear. . . .. . .. . outh\'y s were unconvincing, especially in vi ew Ignored MoekUp ,. " ' 0; ' . >, ' " , ' of Detroit's penchant for' cranking out fig " Chrysler " vice president Harry Chese . , ' , ures when :tne 'r more self-serving-the a I y e' ' I egedly astronomical cost ot switchlin g to the' ( prough proudly annotll1ced that his , 1 91\& c ars , , , <, Will have ,'!i new concept of door latch reo " ' metria, system o , measurement , ' for eXarih, ' ,Iea,sa' !J'Iech,anism"' whereupon a press agent, ' pIe, or the daimed investment in" bringing , ' , , " UnilWited and with no further ,exnlan ation " " out , e ach hew car ' modeL ;'11'om Mr; Qhesebrough. laid an imp essively ' r , Even the technical experts Vl'rere " weak, " ' " m ounted mock-up of arm re st and door ' Hal'ry Barr, GM ,vice president In 'charge''of : ,' nandJe" on',the desk beside Sen. Ribicoff. The , the engineering staff, appeared entirely un;i : chairman, with, barely a glance, ' had it refamiliar with a Cornell University stUdY " " ':tnoved Whel1 Sen/Curtis (R , Neb. ) , the in which the company ,had helped finan,ce , . and .qustry's champion' in the hearings, walked fumbled .answers to a number of Jther, ques- i ', ' over to inspect the gadget he ,couldn;t figure tions , on safety development. Chrysler' s Mr. ! , how it worked,. , '. ' Chesebr:Jugh, chief pC ,product , planning, ;! didn't know ho"" }orig tlle firm has \Vbrked The t""o auto titans. stubbornly refused to on, a collaplSible steering wheel ' or why it ,admit even the jJ:Jssibi1ity that car design . is'n't ready y et. . . '. , " may play a significant role in the traffic .. . ; toll. Thus,. when Alnerican Motors presiden t , " By ttui time they were . fhrough/ ' Tee . marks ..one ',lJubcommittee member, "I had. Roy' Abernethy conceded that the product ,\ 101'e doulirt'll al'out the Rafty of their cars' } 1l , isn't perfect 1)e . won Mr, Ribicoff's sympa, ,tliY : "You're . the . first witness to a.droit that ; 1:at:l:!{gtf;they .fJtrtl(l,i' ;j,' . t . .. .. ; l!.sh. Yi9 hrightn !ls.. 'J rtafrW.h ii, :, " " , ,. ',,'ci,.: ,. : . " . ; .i. .;
"
"' ' "

E" Xecu t-ier V:J(,> ' ' j Uu' 1";'t' "OWn ,,.--va'u'se' '; ' " -' ' : , . V,.,j",!;_,_ I =: c:;: '_,:" ": _',." ,'." " , ,.
r ,A :..,'ff tO ' (.t:L
t " ' ; ,.' " " ,

f ; III

...

" .

"

;..

'rhe' earl'i.er \Jithe;;sa; espiiCilIy Mr.. l)Qn: nl', a4l0 l1dUlged in the,: n9tly luxury ot displaying annoyance<when questionll too k , an unwelcome turn. But eVl;tding -a, query i\l vasV. ly easier at a GM press conference, as .the earne d than ' at Congre l s:' a t

'

1 b:

G:rvr>g'

Mt,' '

'I

he

hat,

'. I I'

m,pst.,;c ll.v'otd,' e!l.r:.

. june.' 2() ,

Ii'age . 14 '

1965

ri}ites; '; \ )

Not WeU Prepated

!:;.' tlon.

'Mt',.

,' The

, ?ut

/ carscl1lPmetHn

::,\:,,:;, . ; :":; ;;;')A ''; " ,.: . ,

:i01

!;I". , , ' ,l

'1 . / '

49

..

. j'>: f" );'igrear metig f t iridrisiI . hat

' '

tt"'''j:'I{''eaf pilr '' ffiaVrri aHVe 1\ei' er as

.

they: cam e :, c e' o el"",::: :1to :nationallyknowii . firms . of great leaders maklng prodllcts usec:j'by Ct pillar Tractor Co. this . week. i :whicl(: stature in so many instances, d at , they ,were given a . tremendous.: intro.;, they did n.ot. send " representatIves. a \ ductQn . to " thi rea a lts advl!tage . .. . S $o .often tbe ",se bu,t; th.e , oll l1'1ii . for industrial . sites" was unprecedented , .... . came" THEMSELVES. '; ., '" .... '::1':;: . :' " :so }ar as we know here or anywhe e r ' ; That didn't'just happen. '; ); ) . : else , ,. . : , That came bet8use of tb, 'kmfui ' , .' ' ' " " . . ; It was ' an imaginativ handling of the arrangements and llla i ,. treP1endou ,pls fo th, e!l\ ' \ . : "; '<:'; 1 perSortal interest and participation o ! ,; . . . ."" No company could ave, pedoi'tne \ ': ;' President William BlacJd beyon'aj ; more significant 'service, ' n o r' ex , doubt. It couldn't be done ,any. oth''J ' , pressed more realisticallYJts . ties, its" , way' , ". .. , :: , . 'Concern, ' and its. faith fn the w Ii () 1 e ' ' )' e pr6grm wasl clearly artd pow; : ,h ,. community ill which iHuntiollsC ' ' : r ny designed to hammet h ome in ' e fu ; , A eat deal more than a . day off . the strongest way possible Caterpmat$'i and a few speeches was:involved .iri 'this;:'::" recommendatlon ' that theY, locate new1t " p odtiction 'It had to take tnonths of facilities in ' this area and .that theY i planning, close flttention, and deveIop . would find it a good place to do 50.1:"., f " mente . '" , . ' This was someone: of povt :: . , ,It was one ofthose things i'l c,enow'; rfuHnfluehee with a 'brotherhoo" an' . ',company can ". do hat no : Uindust ial . custonier relationship, a n d some<Jej , cmmittee" or other promotional civi<:;T\Who ':talks the samE,t languag; ',' ,/ <\;;,',) t ". . agency ca.,:" , posSiblY,, 111atC;!t.,; becus"';;t; How'cal1,yu t()P hat?' " , ., 'only the . ma}o :idustrjal " 'cocer,n; ' H":" %;;" /'And . the. ivote?tial ,cqsq1J.:nce ilf ,; , ,, ' self, bas the pgsltlqrHrom hlCh to' act terms of everythmg fro:q1 hOUSIng, :em,< ' so effectively ': ': \ i ' \. \ ployment, s cb o o l s , opportunitY. and.,:\:# Sorp.ethmg C?f te nature of the prep. ; prosperity are greater than could fi9" J -, " " ,\ aration , is revealed by the ,'single fact.., from any other single act or ,1'
. .

' J11Y m. tht

. .

"

'

'j

'

'

'

a9tion ,: a
' ,

"

"

', .

,"

'

'

'

....

'

gr

done .by

. '

'

".' : :j:

. ,

. . _-,_: , ' ,

'-""

l'ori , Jio a.:', a1td) ".;,7" j:' " ,/1,,,

,

1p",,, l. 'k.,)y : , ;,, ,_:r:< ,: "';

" :1' ,./.'i.

'

,,<

' , &'<" 1t t . '

",;":, ",, . ,. ;[: ; " " , ,1
' ','

,.:. > ' : .\- " ,

;.': fw<' ':

SU I T E 307 F I RST NA T I ONAL B A N K BU I LD I N G PEOR I A , I L L I N O I S 6 1 602

A R E A C OD E 309
"

E O RIA
-

A S S O C I AT I O N O F C O M M E R C E
Agu s t 1 8,

PH O N E 676.0755

1 9 65 50

PJEDJJR JIA :!PIlR (Q)(G IlR m:: $ $ !IDAYl

'

TU ESDAY, JU LY 2 7 ,
.
. .

1 96 5

Caterpillar T ra ctor C o. has again demonstrated, by additi onal taQ.gible evi dence,

in a p o s itive, c onstru ctive manner, their de s i r e to be g o od cotpo rate and individual citizens in our c ommunity.

On Tu e s day, July 27 ,
"
"

1 965,
.

of s ele cted maj o r suppli e r s who s pent the day in P e o ria a s their gue s t s .
I ,

l Caterpilla r wa s ho st to s ome lOO key eecutive s . : ' . '.

r

l' I

The event wa s fashioned to demons trate to their gue sts the man
, . ,

y advantag e s

. :., , '

'of

. the Pe oria Area a s a pla c e to work, live and ope r ate a bus in s s

and to .
.

sug g e s t t o their gue s t s , as it was appr opriate to do s o , that ' th: r e ar

mutual

. b enefits t o b e gained in having . supplie r s m o r e advantag e ou s ly r e,pre s ented near '. . ' their

p rincipal bas e

of operations .

C OJ.l gratulations , and a s in c e r e thank you, to Cate rpillar T ra ctor C o. ! Progr e s s Day will p r ovide for b r oade r indu strial development an d e c onomi c div e r s ifi cation for the Pe oria Ar ea.

IvHght we suggest that other Pe oria Area manufa ctu rer's c on s i de r a s imilar p r og ram. One hundr ed new indus trial employe e s develop s int

359

more

:nw

employment opportuniti e s in a community,

BIBLIO GRAPHY

52
JBt> oks
Be may s ,

Edward L . Publi c Relations . x , e f Oklahoma be s s , 19 52 .

374

p. ,

Universi ty

Be mays ,

:J4WlU'd L . ( e d . ) . The !ngine ering 0 f Cons en t. vii i , 2446 p . " tlrb.iversi ty-o? . Oklahoma Pre s s , 19 5 5 . Bernays has oollected s everal good arti cle s on the sub j e c t and pre sente d them in this boo k .

!:I1his. i s a goo d basic text on the sub j e c t .

Mills , c . Wri ght.. .!!!!. Power Elite . 423p . , ()OCford;. 1lJInivers:ii.ty Pres s\, 1 9 5 9 .. ".' Al though no t dire c tly related to thi s paper , i t dG e s provide an interesting antilysi s o f the so ciety that the pro c e s s de s cribe d in the p ap er take s plac e . Randall , marence B . ... Oreed for Free . Enterpri s e .. 171'];> . , lBbst0ll1: :: ill.. t tle :Brown and Company, 1952 . . J:lrQvide s the . views of an indus try ' epoke sman .
.

Eel'!ey , Stanley , Jr., Profe s s ion al Publi c Relations and Poli ti cal Power . 247tj.; , BlJ.; timor4lu: The: John S Fopkins Press, 19 56 . " An excellent enalysis o f the 'po litic al us e s o ft publi c relations).
.

Griswold , Glenn. an d Denny . (ed . ) . Your Publ i c Rel ations . xix , 6 341' . , Ne:w. York :: FunlC'-aild Wagnalls , 1948. ffihi s coll e c ti on of wri tings i s similar to the Eernays ' book.

Werner , . WiJlli am. Lloydl. !he e-orpora tion in . :&nergen t (:; j Am.fJdtlfan 8:0 ci e ti:;:-b41R. , . mew: 'JeJl''"andJ EVens ton :: EFarpel!"' Elll d .R0W!, 196 2 ' . Jlx eElll analys i s o f the mo dern corporation " and 1 ts problems " in contemporary life . kti cl e s and Ferio.di e;als : cravens, Ken ton R . ":A; Wew Fo r c e; in. 1'0 Ii ti cs , Hi in :JBa.nke.]!" " s IlGnthl..z , 'lhXXWI ., Ai>rilL 1 5 , 1965l. l! spe akS, o f the ri eing influence o f busin e s s . in p oli ti c s .
""

t':

l'enn ,

Ban m ,
. .

lBUsine s s an d Fo li t i c s , uPro..a in Revi ew: Jr . in Ifarvard . RUsine s s Revi ew, 1"01 .. 37/ No. .. J" 'Iay/Une . .. ' . 19-5 9 1., b-14,, 131 42 . . ' . . .... .'. :rt1;tdy, . o f the ' relationship be twe en the S e two' . spheres,. ,
. ' ' " 1 ,

JIO:l.ly,

Fred R ." nbli c_ ReJl.ati0ns in Our Own Backyard , " im The PUbli a: Rati one Journal , "lau . 3 N[Q . Sl, . tAUgus t , 1194 , 'Reprin t . W} '. llIue:niption 6 f the e arly communi ty rel ations work at Caterpill ar .
SIS

ETation '

ilp,1. 51 Nb . .

N!e;mnan t Ro bert A. tltpUbli c Rel a iid. ons on

ut(loming :; Bli.gge s t Role A ver for :Busine s s , 11, November , :E96 3 . Predi c tion of :ffu.r ther growth o f busine s s influence i n Washington .'\ ' EUsd.ne s e . S tre e t , Itl in Reprint; .

It

Shel don;, lli> race , B e ".sine s smen Mus t Ge t Into Po li t i c s Uf t in , Ifarvardi; lBUsin e s e Revi ew, (Maroh:"'A'pril , 1959 }, .' '. ' " " " 37-4#. ' Sheldo:n eli:1ilJbusl s s parti oipation in communi ty. and ' poli ti cal affairs--as a me ans o f self-preservation .

Main . Ma.nagr ' 113 XeJW, ( F'eb;ruary , 19 57-) ,

PUbl i she d by the Chamber o f Commerce o f Washington Report . the Unite d State s , Vol ., 4 No . 37 , Aug . 2:7 , 196 5 . Ro ger " ''We ' re S.o l d on the Impo rtance o f PUbl i c Mfains, .tt . An address by Roger T . Kelley', Vi ce Pre si cllen t, Jlaterpillar e tl'r eo . , at Publi c Affairs Gonferen c e o f the Ameri can Iron and S t e el Ins ;j. tute , ' J anuary: 1 3-14, 196 5 . 'Nnpubli shed Materi al

Kelley ,

Po l i cy Le tter.,

Co .

No .

34 , JTuly 2 , 1 9 5 9 , Caterpillar Trac tor

ather Sources Caterpill ar Tractor Co .. " Personal interviews wi th personnel of the Publi c Mfairs Department .. J) une 1 5 , 196 5 , . an d J anuary 14 , 19;66 . .
____

Personal' interview wi th :myron DeHaan , Manager o f S:5 .. the Publi c Affairs Department .. JJuly 30 , l:9

__ __ __

.'

Personal in tervi ew wi th William l ackie , Fre sident of the Caterpillar Trac to r Co . January 2 5, 1 9 6 6 . Kelley , Vi ce J anuary 26 ,

____

Personal in tervi ew wi th Roger T. ,.' Pres i den t , cCaterpillar Tractor Co ..

1966 .