Take a look at newer equipment from Caterpillar, John Deere, Luff Industries and Toku America.

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The 395 front shovel (FS) large excavator, which Caterpillar plans to launch this October, features next-generation standard capabilities that enhance operator comfort and control. According to Cat, three primary objectives topped the design wish list for the 395 FS: robust digging and breakout force, lightning-quick loading cycles and rigorous bucket fill. The company says its values of durability, reliability and serviceability are woven throughout the 395 FS’s design. This is evident in features such as the reinforced, extra-durable undercarriage and additional cylinder guards – plus long-life fuel and hydraulic oil filters to reduce costs and downtime.

Return roll improves belt cleanliness

According to Luff Industries, its Clean Weave return roll is comprised of polyurethane discs that offer abrasion resistance and wear life that’s at least five times longer than steel or rubber rolls. The Clean Weave is engineered with 90 durometer discs that are designed with a self-cleaning spiral surface to prevent material buildup between the discs or on the belt. The spiral design cleans the bottom side of conveyor belts through an auguring action. The spiral design ensures the roll discs always contact the belt in a new area, thus increasing the cleaning action.

Breakers tailored to material conditions

Toku America expanded its Striker TNB large quarry breakers line with options that allow operations to choose the breaker specifically designed to their material size, hardness and other jobsite condition variables. Comprised of five TNB models, Toku’s large hydraulic breakers are engineered for Caterpillar, John Deere and Komatsu excavators. They feature what the company calls “accumulator-free” technology and a simple, efficient design with just two moving parts.

Efficiencies elevated with new excavator model

The new 510 P-Tier excavator model replaced John Deere’s 470 P-Tier model. The excavator sports a 9-liter John Deere Power Systems engine, delivering the same net horsepower and responsive performance as the 470 P-Tier featuring a larger, 13.5-liter engine. Depending on the application and operating speed, John Deere says the 510 P-Tier offers reduced fuel consumption compared to its predecessor. A key update is a new electronic, on-demand cooling system that replaces traditional hydraulic fans and, ultimately, reduces engine load.

Related: Recent advancements in excavating, loading equipment

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Although weather took a toll on some operations, the company remains optimistic because of its record backlog and the state of infrastructure funding.

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Revenue was up 3 percent in the second quarter at Knife River Corp., which reported decreases in net income (down 35 percent) and adjusted EBITDA (down 9 percent) upon releasing its latest financial results.

Knife River says above-average precipitation in the quarter impacted its ability to get into the field while delaying projects in much of its footprint – particularly in the Central, Mountain and Energy Services segments.

In the Central segment, the company says key markets experienced rain on nearly 40 percent of available workdays. Additionally, Knife River says flooding in Texas last month limited truck and rail access to its Honey Creek Quarry.

In the Mountain segment, Knife River had rain on nearly 40 percent of the second quarter’s workdays in Cheyenne, Wyoming, and Billings, Montana.

“While we had a slower start to the construction season than anticipated – primarily due to wet weather throughout many of our states, project availability in Oregon and project timing in Mountain – these are challenges we have seen before and successfully managed,” says Brian Gray, president and CEO of Knife River. “Knife River is built to deliver shareholder value through growth and resiliency over the long term.”

A $1.3 billion backlog gives Knife River reason for optimism. The backlog is nearly 30 percent higher than the same period last year.

“While second-quarter financial results were below our expectations, we built our backlog to an all-time record of $1.3 billion and continued to invest in Knife River’s long-term success, including two new acquisitions since the first quarter and additional process improvements,” Gray says. “We believe these investments, along with a laser focus on our Competitive EDGE strategy, our proven business model and the nation’s clear demand for infrastructure development, will continue to drive meaningful growth at Knife River for years to come.

“We remain focused on price optimization, cost control and executing on our record backlog,” Gray adds. “Our nation’s roads need repair, funding levels are at or near record levels in most of our markets and we continue to improve our business through our EDGE initiatives. Knife River is resilient, and we believe we are well-positioned for long-term success.”

Related: Knife River to acquire Strata in $454M deal (2024)

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JJ Jenkins has worked with IRock dealers and end users for the last four years.

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IRock Crushers promoted Joe “JJ” Jenkins to technical support service manager.

According to IRock, Jenkins has delivered responsive product and support solutions to its dealers and end users for the past four years. IRock says Jenkins is viewed as the “go-to” for troubleshooting and identifying the root cause of complex electrical and hydraulic issues that can plague in-field operations.

“I’m excited and honored to step into this new role,” Jenkins says. “Providing next-level support to our customers remains a top priority for IRock, and it will remain the top priority for me.”

In the new role, Jenkins will lead IRock’s technical support team and continue to work with dealers and end users to facilitate OEM guidance during any unexpected or unique issues. Jenkins will work with customers to collect, analyze and incorporate their feedback to enhance product development endeavors.

“JJ’s exceptional talent is crucial to IRock’s ongoing and future success,” says Howard Malhado, director of product support at IRock. “His strong work ethic, meticulous approach and technical expertise are valuable assets that will shine through as he takes on these additional responsibilities.”

Related: IRock names product support director

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Mining fatalities this year are occurring at a faster pace than last year, which had 12 by Aug. 3.

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The Mine Safety & Health Administration (MSHA) reported four mining fatalities last month, increasing the year-to-date total to 18 through Aug. 3.

Mine fatalities this year are occurring at a faster pace than last year, which had 12 by Aug. 3. Fatal mining incidents are, however, trending at a better pace than 2023 (26 through Aug. 3 that year) and 2021 (24). Year-to-date fatalities are on the same pace as 2022.

MSHA reported just one fatality in June of this year, marking the 14th such incident of 2025. Including July’s four fatalities, the industry is now on track to finish the year with 30 miner deaths. That would match 2022’s full-year total but be less than 2021 (38) and 2023 (40). The total would be an increase from last year, though, when MSHA reported 28 fatalities.

According to MSHA, two miners died on July 12. One of the fatalities occurred at an underground zinc mine in Tennessee, with the cause reported as fall of roof or back. The second incident that day occurred at a cement facility in Colorado and was caused by a powered haulage incident.

On July 26, a miner died at an underground platinum group ore facility in Montana. The fatality was classified as an electrical incident. The final fatality in the month happened July 29 at a surface dimensional granite operation in California. Machinery was the reported cause.

With four fatalities reported in the month, July now has the second-highest fatality total this year. January had the most mining fatalities with five. February and March had three each, May had two and June had one. No fatalities were reported in April.

Through seven months of the year, powered haulage continues to be the leading cause of mining fatalities with seven recorded incidents. Machinery is responsible for the second-most fatalities, with four.

Fall or slide of material and fall of face, rib or highwall are each responsible for two 2025 fatalities. Fall of roof or back, electrical and explosives and breaking agents were each the cause of one fatality this year.

Construction sand and gravel and coal operations have had the most fatalities in 2025 with four apiece, followed by cement with two. Dimensional stone, crushed broken granite, crushed broken limestone, sand industrial, iron ore, zinc, platinum group ore and dimensional granite operations make up the rest of this year’s fatalities, with one each.

Of the 18 fatalities so far this year, 14 occurred at surface mines while four happened at underground sites.

Related: MSHA debuts compliance assistance program

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The company made two bolt-on, aggregate-led acquisitions that expand its presence in the central part of both states.

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Knife River Corp., which reported its second-quarter financial results Tuesday, closed on a pair of acquisitions in recent months.

According to Knife River, it acquired Kraemer Trucking & Excavating in May. Kraemer, which is based in St. Cloud, Minnesota, employs about 90 people. The company also has sand and gravel reserves to support Knife River’s existing operations, as well as a hard rock reserve that enhances Knife River’s ability to serve Minneapolis suburbs.

Additionally, High Desert Aggregate & Paving was acquired. High Desert employs about 60 people and is based in Bend, Oregon. The company has aggregate reserves, four asphalt plants and offers contracting services – including paving.

Related: Knife River promotes Stevens as Christenson retires

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Seasonal workloads in the pit and quarry industry heighten fatigue and safety risks, making proactive monitoring and rest essential for worker safety.

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The bulk of my time in the pit and quarry business has been spent in New England, where customer demand is seasonal in nature.

From a safety professional perspective, seasonal businesses face a unique challenge – a year’s worth of work is often done in a span of six to seven months. Because of this dynamic, organizations contend with turnover, time pressure, high temperatures at the height of the season and heightened fatigue.

These factors can contribute to conditions that increase the risk of human error and unsafe behavior.

Fatigue: What is it?

We all know what fatigue feels like. Your body has either been up too long or worked too hard – or a combination of both. 

Fatigue worsens when this pattern continues over time. If not controlled, it can impact one’s physical, cognitive and emotional abilities. 

According to the Centers for Disease Control & Prevention, fatigue also manifests through slow reaction times, reduced attention and concentration, and impaired judgment.

I have seen the effects of fatigue manifest in various incidents. Early in my time in pits and quarries, I investigated a simple event where a person fell backward – from ground level – onto a square, metal fuel container. The fall resulted in fractured ribs.  

At first glance, the event was relatively innocuous – one of the slip/trip/fall variety.  But people don’t fall backward easily – especially from ground level – so I dug deeper into the analysis.

As I investigated how many hours the individual had worked that week, it was clear he had logged more than 100 hours. Throw stress, heat, staffing concerns and other curveballs into the mix, and you have a recipe for an incident.

Managing fatigue

Following the event, the members of the executive management team looked at themselves and came up with a better process to monitor employee hours across sites. 

A color-coded report showing hours worked was distributed each week:

• Yellow for employees working more than 50 hours

• Orange for those over 60 hours

• Red for those over 70 hours

The visual helped the team identify trends early and intervene. “One-off” weeks where long hours were worked still occurred. But trends were noticed quicker, and significant events from fatigue were reduced dramatically. 

Managers have an obligation to their teams to act as outlined above. Still, on-the-ground employees also have responsibilities. Here are a few things all employees should keep in mind:

• Know your limits. Fatigue is a personal condition. If you’re burning the candle at both ends by overdoing it at home as well, it’s possible to be fatigued at work even if you’re only working 40 hours a week.

• Rest. In the heat of the summer and at the peak of the season, employees must prioritize rest when they can. Getting a full night’s sleep is very helpful to decision-making – and your personal safety.

• Breaks. Motors can run until they break down, but people can’t. Good supervisors will make sure they don’t allow their team members to burn out.

• Planning. When an operations team is planning activities like maintenance or construction, they should be very cognizant of fatigue issues. Proactively planning would mean considering the hours it will take to accomplish activities and then seeing how that impacts people in the field. This is where management should consider staffing levels and workload.

• Hydrate. As covered in this space last month, dehydration and heat stress can greatly impact fatigue.

• Stress. Everyone has some level of stress, but chronic or serious stress is very tiring and directly correlates with fatigue level.

Other fatigue concerns

Fatigue can pop up in any aspect of a company.  

Long days outside will likely present fatigue issues for those working in the field, but be aware that other departments in an organization can contend with the same challenges during the season. This includes mechanics, dispatchers, administrators, management and others, as no one is immune from fatigue issues.

To all those supervisors and team leaders reading this: Watch your teams, monitor their hours worked and plan out activities to minimize fatigue’s effects – particularly at the height of the season.

Stay safe out there, and please email any photos you’d like to see spotlighted here.

Previous column: How to keep yourself safe in the heat

Steve Fuller has worked over the past 20-plus years with a variety of industries – including aggregates – in operational and safety leadership roles. Now representing Steve Fuller Company, he can be reached at steve@stevefullercompany.com.

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Martin Marietta is exchanging its remaining cement plant and related ready-mixed concrete facilities for aggregate operations in three states and Canada – plus $450 million in cash.

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Martin Marietta and Quikrete Holdings came to terms on a deal whereby the two will trade an assortment of construction materials assets.

Under the terms of the agreement, Martin Marietta will receive aggregate operations producing about 20 million tons annually in Virginia, Missouri, Kansas and Vancouver, British Columbia, as well as $450 million in cash.

In exchange, Quikrete will receive Martin Marietta’s Midlothian cement plant, related cement terminals and northern Texas ready-mixed concrete assets.

The Martin Marietta-Quikrete deal is expected to close in the first quarter of 2026.

In a separate deal, Martin Marietta completed the acquisition of Premier Magnesia, a privately-owned producer of magnesia-based products with operations in Nevada, North Carolina, Indiana and Pennsylvania. Martin Marietta says the Premier deal enhances its position in natural and synthetic magnesia-based products.

“Consistent with the priorities outlined in the company’s Strategic Operating Analysis & Review 2025 plan, we continuously endeavor to improve the attractiveness of our portfolio through asset purchases, exchanges and divestitures,” says Ward Nye, chair, president and CEO of Martin Marietta. “Following a thorough evaluation, we believe that exchanging our remaining cement plant and related ready-mixed concrete operations for core aggregates assets and pursuing accretive bolt-on acquisitions for our complementary magnesia specialties business best positions the company for long-term earnings.”

Related: Heidelberg Materials acquires Burnco assets in Canada

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United States Lime & Minerals (USLM) reported double-digit percentage gains in revenue and gross profit in the quarter.

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Lime and limestone sales volumes were up in the second quarter at United States Lime & Minerals (USLM), whose quarterly revenue increased as a result.

USLM’s second-quarter revenue was up 19.6 percent in the quarter. The company’s first-half 2025 revenue was also up – 23.3 percent, in fact – to $182.8 million.

The company says sales to construction, environmental and steel customers were noticeably up. Additionally, USLM says average selling prices for lime and limestone products were up in the first half of the year.

USLM also made gains in gross profit, which increased 20.3 percent in the second quarter. The company’s first-half 2025 gross profit was up 34.5 percent versus the first half of 2024.

“We are pleased with the company’s strong financial performance in the second quarter 2025,” says Timothy Byrne, president and CEO of USLM. “Demand from our construction customers remained solid.”

USLM operates lime and limestone plants and distribution facilities in Arkansas, Colorado, Louisiana, Missouri, Oklahoma and Texas.

Related: How Vulcan Materials fared in the second quarter

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What producers should know before repurposing aging haul trucks for dust control operations.

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Equipment wears over time and tends to slow down as its hours increase.

This is bound to happen to every machine. But when equipment becomes less efficient, so does an operation.

When it comes to off-highway haul trucks, there are alternatives to getting rid of a truck entirely through an auction or trading toward another piece of equipment. Instead, an operation can repurpose a haul truck to extend its useful life and find new efficiency for the machine by converting it from a material hauler in a primary fleet to a water truck.

Converting an aging haul truck to a water truck not only lengthens its operating life, but it transforms one into a productive asset for dust control jobs. As such, a conversion reduces the expense associated with keeping dust below required thresholds, extending its lifespan and aiding in sustainability goals.

With the right water tank, operations can turn an aging, less-productive material hauler into a highly efficient water truck for years to come. Of course, it’s important to understand why a truck can continue to haul water after it’s reached the end of its useful life hauling material.

Extending truck life

One of the main reasons haul trucks can have an extended life as a water truck is the reduced overall burden on the vehicle.

Filling a water tank is significantly easier on a truck, causing much less impact than loading a dump body with large rocks and other heavy materials.

Production hours play a part, as well. Trucks designated for material hauling accumulate around 8,000 hours per year. As they approach the 50,000-hour mark, they become less efficient from years of heavy-duty hauling.

Water trucks, on the other hand, typically accumulate 2,000 to 3,000 hours per year, as the everyday demands on the truck are not as high.

Loading a truck with water instead of hard materials – combined with fewer operational hours – is a recipe for an extended truck life. If the machine is still in decent shape when converted to a water truck, it’s reasonable to expect the truck to comfortably surpass 50,000 service hours.

A third part of the longer-life equation is opting for a water tank that’s engineered and constructed for longevity. Water tanks built with high-strength 450 Brinell steel require minimal maintenance and can last for decades. With durable steel and meticulous engineering, some water tanks can last for 25-plus years.
Additional design considerations will maximize a water tank’s efficiency in its new role in dust control.

Why tank design matters

Dust control is a process that must be managed daily, and the proper water tank solution helps operations be as efficient as possible to minimize the associated cost.

At first glance, it might seem like a water tank is a water tank – without much in the way of design differences between them. It is, however, important to be mindful of tank design when converting a haul truck to a water truck.

Rounded water tanks are the most common and certainly get the job done – but not without hurdles. The curved sides raise the water’s center of gravity, making the truck less stable when navigating haul roads.

The absence of corners, edges and obstructions to slow the water’s momentum also contributes to water churning, posing a safety risk for the driver and anyone nearby because the water can shift the center of gravity and make the truck unstable.

To mitigate instability, operators often avoid completely filling tanks, meaning more frequent refills, as well as increased downtime and fuel consumption to travel back to the water source.

Alternatively, water tanks with a square design minimize churning and have a larger capacity by not rounding off the sides of the tank. They also offer enhanced safety features for more stable operation.

Water tanks’ internal baffling plays a critical role in impacting safety and efficiency. Baffles within the tank help to minimize water surging during movement. Nearly all water tanks feature baffles, but many have large holes cut out to allow maintenance personnel access to the tank’s compartments. These openings allow water to surge between compartments, increasing the risk of the truck tipping or getting into another type of accident.

To minimize surging and increase stability, some tanks are designed with water control systems that utilize baffling, running from floor to ceiling and along the complete length and width of the tank to fully compartmentalize the water. Within the outer components, some manufacturers also install side-surge stabilizers along the walls to prevent water from rolling or churning.

For ease of maintenance, look for a water tank that incorporates both baffle doors and external doors. When the tank is empty and needs service, external doors give technicians easy access to the inside of the tank and provide fresh air and natural light throughout the tank. Baffle doors allow technicians to easily walk through without the need to crouch during maintenance, and they provide access to multiple compartments – minimizing their work in confined spaces.

Water tanks with elements to increase safety – both while operating and during maintenance – are factors an operation should explore when considering water truck conversion.

How a conversion works

So, a decision has been made to retire an off-highway haul truck into a water truck. Now what?

Some manufacturers custom engineer each solution, which can take some time but guarantees the best-fitting water tank and that it addresses specific operational needs. Operations need not worry about lengthy installation when the tank is on-site, however, as the process can take less than two days.

First, an installer removes the old truck body and, in some cases, may also have to remove hoist cylinders. The water tank is then placed onto the chassis, shimmed for proper alignment and tightened. The control box in the cab is then replaced while electrical connections are made.

Now, the operation is ready to efficiently tackle dust control with its “new” water truck.

Long-term solution

Though no longer optimal for productively hauling material, converting an aging haul truck into a water truck can give a machine a new lease on life and provide a pathway to a safer, more efficient dust control solution.

So, rather than retiring that used truck, consider the alternatives and the opportunity to continue to use an existing asset in a new role in the support equipment fleet.

Josh Swank is chief growth officer at Philippi-Hagenbuch.

Related: How to properly select, use water trucks

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