INTERVIEW with Matthias Gillner on returning to normal operations MOMENT A look at our new people approach GRAND PARIS EXPRESS Hilti involved in project of the century 05 | 2020 team, the magazine for Hilti employees | International I FL I CH I Thüringen

04 Interview Matthias Gillner on returning to normal operations 12 All in the MOMENT My Contribution is explained 28 A day with ... Mitsiu-Jose Siu-Da-Silva CONTENTS INTERVIEW 04 Corona Matthias Gillner on returning to normal operations 12 All in the MOMENT My Contribution explained 30 Five questions for … Joaquim Sardà, Executive Board Member EMPLOYEES 06 Remote Working How we work at home 08 Behind the scenes How things are at HQ 10 Smile and stay strong Hilti employees brave the crisis 18 Cyber security concerns everyone How to help reduce cyber risks 22 Worldwide kickoffs in a new decade How the year began at Hilti around the globe 28 A day with … Mitsiu-Jose Siu-Da-Silva, Corporate Research & Technology at HQ in Schaan SPOTLIGHT 16 Hilti takes to the airwaves Podcast made by Hilti North America 24 Grand Paris Express Hilti involved in project of the century 29 Lean@Hilti The winners of the 2019 Lean Award 2019 THÜRINGEN 17 FabLab A space for young talents HILTI FOUNDATION 20 A ray of light in hard times How Walter started his company ANNIVERSARIES / RETIREES 32 Hilti celebrates colleagues team M AG A Z I N Our magazine is available in an e-paper version or as a PDF on REDi under: Company/Group 24 Grand Paris Express Hilti involved in project of the century

work we have allows local teams to do their job in the most efficient way. They have a particularly important role to play here. They are much closer to the scene, have better in- sights and decide which measures are appropriate, from their point of view, and how they are implemented in detail. Fortunately, after a long period of downtime, we can now talk about resuming operations at headquarters in a step- wise approach. Starting on May 5, normal operations in Schaan are to be slowly restored. What will that look like in concrete terms? First, a big thank you to everyone who has acted in an exem- plary way over the past few weeks. Those who have been working remotely for weeks, and especially those who have continued to perform their duties from their workplaces in the LCN, in Plant 1, the testing unit or in our office buildings. Special thanks also to our Central Services teams, Plant Se- curity and the staff restaurant who have implemented many changes within a short time in an exemplary manner. In an initial phase of “normalization,” beginning on May 5 and going into June, we want a maximum of one third of the employees per department to be at our sites at the same time. This will be organized in a way that there will always be one group that will continue to work remotely 100%. We are talking about people at risk, employees who have long com- mutes to work via public transportation or those who do not feel comfortable returning to the office at this stage. The re- maining team members will be divided into two groups and will be allowed to return to their workplaces in weekly rota- tion. It is important that the division is made in such a way that, in case of a possible infection in one team, people in the other team can replace the function. This allows us to guarantee that we maintain business operations. A similar system has been successfully in place in the plants and at the LCN since mid-March. The second phase will start around mid-June – if further de- velopment of the situation allows – and calls for a 50:50 dis- tribution of the teams which were previously divided into three groups. Employees in the risk group will continue to work remotely. After summer, if all measures have been suc- cessful and the virus is no longer spreading, all employees will be able to return to work. What do employees who have been working remotely have to adjust to when they return to the offi ce? The local crisis team, Plant Security and the staff restaurant team have implemented many measures to ensure a safe environment for our employees. For example, we have set up stations with disinfectant dispensers that should be used regularly. We have also significantly increased the frequency of cleaning at all critical points in our buildings. We have divided the seating area of the staff restaurant into sections in which a maximum of five people are allowed to sit while observing the required distance. In order to offer an alternative, the Barista will be reopened and will be offering packaged food to take away. We would like to continue to conduct all meetings digitally. If a face-to-face meeting is unavoidable, there are clear rules which must be followed. For example, until further notice, there can be no more than five people in a meeting room. There are signs at meeting rooms indicating the maximum number of participants and rules of conduct. There will also be restrictions on the number of people in the coffee kitch- ens as well as more frequent cleaning. All other meeting places will also be cleaned and disinfected several times a day. Of course, the length of any meeting should be as short as possible, and gatherings of more than five people should be avoided. The distancing rules must be strictly respected. Team leaders will design the various office situations using guidelines ensuring that the minimum distances can be maintained. In offices using flex desk, dedicated worksta- tions will be assigned each week so that the same person can always sit in the same place during the entire week. I can only emphasize once again that we are also relying on the sense of responsibility and cooperation of our employ- ees when it comes to maintaining the distancing and hy- giene rules. We also continue to ask every employee show- ing the slightest symptoms (cough, sore throat, fever, etc.) to work from home. We will refrain from measuring tempera- tures at the entrances and from an obligation to wear face masks. Face masks are only mandatory where employees have contact with external parties or where the distancing rules cannot be maintained. We are also providing face masks for this purpose. It goes without saying that everyone is free to wear their own protective mask. Until what date do the above measures apply? For the time being, all measures apply until further notice. This may change according to how the situation develops. All measures, recommendations and travel regulations are regularly updated and published on both REDi and Yammer. The team leader remains the most important source of infor- mation. Whatever we end up doing, one thing is clear: we will protect what we have built up together over the years. This is also refl ected in the fact that all strategic projects are con- tinuing as planned. What personal lessons have you drawn from the current situation? We at Hilti are a great and strong team. I am currently expe- riencing a period of team spirit and motivation among our employees which is incredibly positive and inspiring. Our managers in organizations around the world do not need de- tailed instructions but are independently taking the right measures to protect our employees while continuing to sup- ply and advise customers within the bounds of what is pos- sible and permissible. I am proud and impressed to see that our strong values give Hilti employees the right compass to find the right course even in these difficult times. INTERVIEW 4 – 5

It’s no coincidence that digital workstations were able to make their way into living rooms within a very short time. Christoph Baeck, head of IT Infrastructure in Buchs, and his team had been preparing the introduction of the various functions and systems that would allow us to work from anywhere, without problems, for some time. “The change- over to Microsoft Teams was to be tested in small teams, in stages, starting in summer 2020 and then rolled out globally in several waves,” explains Klaus Allgäuer, project manager for the introduction of Microsoft Teams. But employees worldwide were simultaneously up and running on the new system within a very short period. The test community consisted of members of the Executive Board and the Executive Management Team, who were able to see the successor to Skype for themselves during an online session. The focus was to quickly provide a solution for all employees so that they could work together ef- fectively despite physical separation. In addition to many im- provements regarding video phoning and conferencing, Micro- soft Teams also provides links to collaboration tools such as SharePoint, OneDrive and OneNote. Video conferencing, however, is not the only thing that makes work easier for worldwide Hilti employees at the moment. Johannes Stein, digital workplace manager in Christoph Bae- ck’s team, reports on the VPN connection of all computers with the Hilti network, which is the responsibility of the Access Net- work Services Team. For example, customer support staff can easily access SAP and the contact center from home, allowing them to provide customers with telephone assistance from there. The greatest lesson learned in the last few weeks? “That was an intensive training course on what the working environ- ment of the future could look like. The digital workplace offers much more flexibility and a new approach to collaboration,” summarizes Baeck, emphasizing that the strategy is not new, but that implementation was much faster than planned. Well done! 3. Set boundaries • When you are working, do so with full concentration and try to avoid distractions. • End your workday at the usual time and establish a transition ritual into leisure time. 4. Celebrate daily wins • Appreciate the positive. • Finish the day by listing 3 positive things that happened today. Tips for effective remote working If you move your workplace from one office to another, there is always an initial period of familiarization until the new be- comes routine. But the shift to working remotely came sud- denly. Not everyone has the optimal conditions within their own four walls. Additionally, some people are unfamiliar with the new way of working. Philip Janssen, head of HR in Schaan, and his team are therefore very popular at the moment. “Times of crisis are HR times. We provide support in case of questions and are particularly true to our promise to be car- ing. The switch to MOMENT and the related digitalization of our HR systems will also help us to be closer to our employ- ees.” Global Learning and Development has also published tips on REDi for effective remote working. The Corporate Communications unit also asked Hilti employees, on REDi and Yammer, how they are doing with the new arrangements and if they had any helpful tips for colleagues. If you would like some additional tips on how to optimize your setup when working from home, follow the link from Hilti IT’s Work Smarter page. EMPLOYEES 6 – 7

PLANT SECURITY AND HSE Heinz Büchel, Manager Security and HSE at headquarters “All employees in the team were instructed early on according to the newly applicable hygiene and virus pro- tection measures. We have developed a new process for emergencies; in the event of an infection at headquarters, immediate measures will be taken to prevent any spread. Soon, offices will again see more people. As part of this process we have adapted things in Schaan to reflect this situation – there are mobile disinfection stations, worksta- tions have been rearranged somewhat, there are notices in meeting rooms as well as plexiglass dividers at certain stations, such as in the restaurant and at the reception desks. Employees involved in testing have also been pro- vided with protective plexiglass shields.” LOGISTIC CENTER NENDELN Volker Klose, Head of Logistics Replenishment Nendeln “Since mid-March we have established new work routines. Employees are now working in two independent shifts, allowing us to continue to complete our orders while limiting personal con- tact to the minimum. We have also introduced the measuring of employee temperatures at the beginning of the shifts and provided a sufficient amount of hand disinfectant. A maximum of flexibility is required from our colleagues as both working hours and capaci- ty utilization are currently very volatile. For example, consignments that were already prepared for dispatch had to be unpacked and stored once again as the recipient country is currently unable to accept consignments. At the outset, conditions were different al- most every day. It is nice to see the motivation and pride in the faces of the employees who are allowed to make their contribution to keep the “Hilti wheel” turning on the rocky road of the crisis. The fast and professional reaction has been perceived very posi- tively, with the health of the employees being the main focus.” Picture gallery apprentice workshop, plants and testing area APPRENTICE WORKSHOP Remo Kluser, Head of the Vocational Training at headquarters “We benefit from the fact that we outfitted all apprentices with computers last year as part of our new vocational training strategy BA 2025. So all apprentices can follow and complete their vocation- al schoolwork from home. All apprentices who are studying com- mercial, office-based subjects can work remotely. Intermediate examinations for technical vocations are likely to take place as scheduled, so we drew up a plan to help students complete their workload despite the adverse circumstances. Where possible, they are given tasks that they can complete at home. Those who are studying a more technical or machine-based subject, i.e. working on machines, are divided into two groups and can thereby carry out their tasks in the apprentice workshop. It was important that we discuss our decisions and procedures immediately with the parents of the apprentices and also communicated them in writing. This ensured universal acceptance and also strengthened trust in Hilti.” PLANT AND TESTING AREA Armin Küper, Head of Global Manufacturing, Martin Pitsch, Unit Manager Diamond Inserts at headquarters “In Plant 1, some of the employees have been on short-time work since mid-April. Due to the substantial differences in demand from the regions, capacity utilization of the individual product lines varies greatly at the moment. Parallel to this, we continue to work on new product launches, so certain areas of the plant continue to operate at full capacity. Meeting customer requirements and adapting quickly to capacity utilization fluctuations is only achieved through the exemplary commitment and high flexibility of all employees at the plant. Naturally, the local teams work in such a way that they can maintain the minimum distance of 2 meters and observe the conduct rules established by the Federal Office of Public Health. We issue protective masks where this is not possible. All those col- leagues who belong to a risk group currently remain at home, but we are working on technical and organizational concepts so that we can once again have them join us. We currently regularly adapt our planning to meet market demand and are working very closely with teams from HR, the business units and logistics. Our team is highly motivated so that we can quickly ramp up production again if the situation requires it.” A big thank you for your support in helping us to get things going again! EMPLOYEES 8 – 9

Unusual circumstances call for unusual solutions. When the boss tells you to prepare a demonstration for a customer, it may end up looking like what the colleagues in the USA arranged. The fast, efficient construction of modular, temporary hospitals is quite significant at the moment. In Buenos Aires, Hilti employ- ees are helping out, using Hilti tools and also donating chemical and mechanical anchors. How do you organize yourself when you suddenly work from home? In order to give his colleagues an idea of what this could look like, Marc Simon, Account Manager with Hilti Netherlands, shot a home video of his workday from home. When professional emergency medical care was urgently needed in Bergamo to help combat Covid-19, Hilti Italy launched a fundraising campaign. Within a very short time Hilti employees in Italy and around the world had collected 35,000 euros, which went to the purchase of a new ambulance for the Croce Bianca aid organization. While normal operations slowly resumed in A1, Hilti offices and vehicles remained empty in many places. Knowing how that feels, colleagues from China and Hong Kong sent a virtual greeting to the Hilti world. They also established a motto for the moment – smile and stay strong. To aid efforts to resume trade, the Hilti Family Foundation Liechtenstein is donat- ing 1 million protective masks for trade and commerce in the Principality of Liech- tenstein. Furthermore, all Hilti Foundation partnerships will be maintained so that the projects can continue. EMPLOYEES 10 – 11

MOMENT: Our People Approach was introduced to all Hilti organizations through local kickoffs. Workday, as a key enabler of MOMENT, went live on March 2, 2020. Matthias Gillner, member of the Executive Board and Sabine Krauss, head of Global HR, discuss the My Contribution part – just one of the key elements of MOMENT. A s a core element, Workday is the central system for all personnel topics or new MOMENT processes, from My Contribution, My Development and Hilti People to Review and My Reward. Especially now, with many employ- ees working from home, the digitization of HR systems brings great advantages. Why has Hilti decided to change PMP to “My Contribution”? Matthias Gillner: While Hilti people perform very well and the PMP process is well established, we want to address several issues. Firstly, we felt that the formality and complexity of our processes and systems slows us down and gets in the way of meaningful conversations and actions. In addition, external studies indicate that people report to have a good day at work when they make meaningful progress. Often these are small wins and the positive motivation that comes with them carries over into the next day and beyond. To cater to new ways of working, we wanted to increase the flexibility and allow for targets that are not only set for a calendar year but can also change more frequently. Almost all companies over-empha- size achieving long-term goals, to the detriment of realizing that these goals will be achieved by ‘day-to-day’, ‘mo- ment-by-moment’ activities. Therefore, My Contribution is designed to enable each of us to seize opportunities and make the difference in the moment. How does “My Contribution” work? Matthias Gillner: At the core of My Contribution are three key components: First: we want to enable more ongoing conver- sations between team member and team leader. A lot of our team leaders are having regular check-ins with their team members throughout the year and are not sticking to formal sessions only. Our Workday system enables team leaders and team members to use the check in function to capture all the ongoing conversations in one place. My Contribution al- lows all team members to recognize people, request feed- back, and give feedback in a very easy way. Especially in pro- jects or for cross-functional roles, this was done by endless email chains in the past. And thirdly, with the introduction of Hilti Value Behaviors, we want our values to become an even greater part of our daily lives. To do this we will have conver- sations not only about the “what” we do, but also the “how” we get it done, focusing on our behaviors. Matthias Gillner, Member of the Executive Board INTERVIEW 12 – 13

INTERVIEW 14 – 15

FABLAB A space for young people at the Thüringen manufacturing facility T he FabLab is a joint initiative of Technology Ma- nagement and the Vocational Training unit at Plant 4 in Thüringen, Austria. Young, talented people have the possibility to try out their own ideas, to tinker on projects and to experiment with solutions. This in- cludes assembling robots in order to learn more about their application and construction, and also implementing concre- te ideas that make work simpler. In March, for example, a pro- ject began that was aimed at developing an inexpensive and easy to produce pallet magazine that would simplify the work of employees at the plant. The idea sprung from this project group and the three-member team is now is now working on designing and developing the magazine. The knowledge they acquire helps them to prepare for the future challenges they will face in their vocational life. The newly-created FabLab provides a great deal of space and a creative environment. Outfitted with the latest technology, a foosball table, and comfortable seating, the room generates the necessary atmosphere to provide free rein for creative exchanges among the apprentices. The initiative began in Fe- bruary 2020 as a pilot project with a number of selected apprentices. In the future, the FabLab will serve as an open area for all interested employees at the plant. These two departments are contributing to the success of the initiative: Technology Management (TWTT) Coordination & Mentoring Vocational Training Plant 4 Young Talents Innovation Management Business Impact Learning Impact Facilities & equipment Technical Support Sponsorship 1 2 1 The DIY robot can be managed via smartphone. 2 Amine Ouled-Salem discusses future projects with the team. THÜRINGEN 16 – 17

20 – 40,000 cyberattacks are successfully blocked by our fi rewalls every day. Every day, our systems are attacked in over 90 different ways. 200,000 damaging activities take place every day. We protect all users from these when they are surfing the Internet. ting by independent cyber experts. The re- quired security certificate meets the highest industry standards.” The goal is to provide users with a stable sys- tem that is easy to use and that also contain complex security functions. IT security require- ments find their way into all relevant activities and lead to clear regulations and standards which are also expressed in the Hilti Code of Conduct or in the General Working Condi- tions. The development of a strong cyber security strategy also means that we understand where there are weaknesses. Cyber crimi- nals generally focus on a system’s weakest link: the inattentive employee. So if we want to reduce cyber risks we need to ensure that everyone is aware of their own responsibilities, that they can identify security risks, and that they can quickly react: • Be attentive; it’s better to report one too many suspicious e-mails than to simply click on it. • Be aware and critically monitor the persons sending you e-mail. • Be level-headed and don’t simply provide information to people you don’t know. • Please note our IT behavior standards and use, for example, different passwords for various applications. • Be sure and carry out updates on your devices when they become available as updates also contain import ant security functions. • Carry out corresponding online searches promptly. EMPLOYEES 18 – 19

The Hilti Foundation was founded in 1996 by the Martin Hilti Family Trust as a charitable organiza- tion. Since 2007 the Hilti Foundation has been jointly managed by the Martin Hilti Family Trust and the Hilti Group. Two per- cent of the Group’s annual profi t fl ows into Hilti Foundation projects. Under the motto “We build a better future” the Foundation supports projects focused on the areas of edu- cation, science and social development worldwide, and aims to help people achieve an indepen- dent life of self-deter- mination. Walter began by planting vegetables and initially had only 10 chickens. Today he proudly sells tomatoes and also now has some 400 chickens. HILTI FOUNDATION 20 – 21 Walter is already generating a regular income. The amount he earns also allows him to support his parents fi nancially. and is also now the leader of the self-help group that enabled him to pursue a career as a small business owner. Walter’s story is a ray of hope. Thanks to in- tensified project efforts in Eastern Africa, around 40,000 more small entrepreneurs are to follow his example in the next five years and a total of 140,000 people are to achieve economic independence. Encouraging pros- pects – especially in times like these. A ccording to current estimates, the coronavirus could drive an additional 500 million people into extreme poverty in de- veloping countries alone by the end of 2020. These figures are concer- ning and call for international solidarity to counteract this humanitarian catastrophe. We are convinced that we have to make this effort, even though no nation, institution or company in the world will remain unaffected by the pandemic. The Hilti Foundation, together with “Hand in Hand International”, has therefore decided to further expand its successful project in the region: Self-help groups that teach people in the rural communities of Eastern Africa simp- le entrepreneurial principles so that they can make the leap to self-employment and eco- nomic independence. Walter is one who has already achieved this. Like many Kenyans he had to quit school early and go to work to keep himself and his family afloat. Jobs without any future pros- pects, and he himself always on the verge of crime. In 2018 the turning point finally came: Walter decided to join one of these self-help groups set up by the Hilti Foundation and Hand in Hand International. Walter learned quickly and well. He soon ventured into self-employment with a small vegetable gar- den and, at the beginning, only 10 chickens. Today, the 28-year-old not only lives from his earnings, but has already hired an employee

REGION W2 PLANT 1 MO JAPAN MO GREAT BRITAIN MO ALGERIA MO CHINA Click here to view the kickoff video of Great Britain: Together We Win. MO GREAT BRITAIN Together we win Number of participants: 900 Location: Manchester, GB The main topic in Manchester: strength- en the team concept to help achieve targets jointly. The Leadership team hosted a live Q&A where they answered questions from the audience. Executive Board Member Joaquim Sardà Solsona was there and provided a look at the current state of the company. MO ALGERIA Alone we go fast, together we go further (teamwork)! Number of participants: 60 Location: Bou Saada, Algeria The kickoff event for the Algerian MO was characterized by teamwork: “We are not developing the company, we are developing the people and they are the ones who will develop the company,” explained Akrour Imene, Human Re- sources Manager. HNA Going All-In on Customer Engagement Number of participants: 900 Location: Irving, Texas Both “Moment” and “Customer Engage- ment” were key areas of focus for North America’s kickoff, which was led for the fi rst time by Martina McIsaac, Region Head and CEO. She provided an inside look into the local strategy and a sharp- ened focus to engaging customers and team members in 2020. The HNA team also recognized more than 4,000 com- bined years of service at their annual Service Awards celebration. “Our annu- al meeting is a big week for the leaders that attend, and the whole team works hard to make sure that it’s a worthwhile experience,” said Leah Kelso, direc- tor of Corporate Communications for North America. “Coming together for a kick-off is exciting, and there is always so much to cover; this year was no ex- ception.” REGION W2 All in for Engagement Number of participants: 250 Location: Panama City, Panama MO JAPAN Customer Engagement Number of participants: 570 Location: Yokohama, Japan The highest priority for the region this year is the development of their VIP customers. Additionally, 2020 is the fi rst full year for the newly-founded Peruvian MO. The focus in W2 is on integration and growth. Celebrating success together, and then setting the sail for 2020: This is how Ja- pan celebrated double-digit growth and good GEOS results. In the meantime, the focus for the current year has been clearly defi ned: customer engagement and fl eet management. MO CHINA Stay the Course Number of participants: 450 Location: Shanghai, China “Stay the course” is the motto with which MO China began the new year. This echoed the ‘A1 Olympic Year. Go for Gold.’, theme which is the A1 Re- gion’s initiative for accelerating region- al growth. The MO is in the fast lane in terms of direct sales and customer development. Employees gathered in- formation at various topical stands on the topics of full offering, INP, customer development and the new HR system “Moment”. The second day featured the MO’s Olympic Games, a sporting event consisting of basketball and tug of war. MO FRANCE 2020: Our moment Sales: Number of participants: 400 MO FR Headquarters Employees Number of participants: 1400, divided into 10 kickoff events Location: France The French MO divided the 2020 kick- off event into several locations in order to be closer to participants. This meant that the organization teams coordinat- ed 11 events in various regions. Three central topics for 2020 were focused on at all events: Great Place to Work & employee development, improving processes, better understanding and knowledge of customers. EMPLOYEES 22 – 23

A nyone who has sat in a car in central Paris during rush hour has experienced it live. The French capital, with its ever-expanding “Ban- lieues” has a traffic problem. There’s a solid line of vehicles along the Périphérique, Paris’s ring highway, that constricts the city into its 1860 borders. An improvement, however, is on the way for the traffic-weary people in the region. Several new commuter rail routes, in- cluding a ring line around the city, common in other large cit- ies, are designed to alleviate the main traffic arteries. Grand Paris Express is fully automated and without drivers The Grand Paris Express is more than likely the largest infra- structure project currently under construction in Europe. By 2030 greater Paris will see the introduction of four new metro lines deploying trains that are fully automated and move with- out a driver. The new routes will close a hole in the region’s commuter transit network, linking suburbs to one another. Until now, people travelling from one suburb to another often had to travel into the city center and change lines to continue their journey. Construction work on Metro line numbers 15, 16, 17 and 18 has been in high gear since 2014. Expanding the Metro network to include the greater Paris area, known as Île-de-France, poses a construction challenge. Three-quarters of the new routes will travel in tunnels located approx-imately 30 meters under- ground. SPOTLIGHT 24 – 25 Editor’s note: Work was temporarily stopped on March 17. The resumption date was unknown when team went to press.

Five new stations and eight access shafts built with Hilti know-how Hilti is part of a construction consortium working on building the Line 15 South, a particularly demanding section of Line 15, which will be fully underground. Over the next five years a collection of Hilti solutions will go toward constructing five rail stations and eight access shafts. An 8.2-km-long tunnel cur- rently under construction, will be the longest tunnel of the en- tire segment. The logistical resources required at this single construction site illustrate the dimensions of this extraordinary project. The list includes two earth-pressure balance tunnel boring ma- chines, having a diameter of almost 10 meters, that are work- ing concurrently. Some 3.2 million tons of excavated material needs to be removed while more than 470,000 cubic meters of concrete will be poured during construction. At peak times almost 900 people will be working on the construction site at the same time. Paris super-metro will serve an area greater than the London Underground In 2007, when this ambitious urban expansion project was launched by the former French president Nikolas Sarkozy, the response to the project was lukewarm. But Sarkozy was implementing a plan that had first seen the light of day in 1910. Construction of the Grand Paris Express, which is being referred to as a super-metro based on the innovative technol- ogy it calls for, will double Paris’s metro network. Once com- pleted the entire network will be the largest in Europe, cover- ing an area even greater than the previous title holder, the London Underground. If forecasts of city planners are to be believed, some 2 mil- lion more people will use the metro line than do today. It is hoped that many commuters will then have shifted from driving to using the new commuter opportunities. Paris city officials are already planning additional motivation to get people to move from vehicles to rail commuting when the system is fully operational in 2030: this is the tentative date for banning vehicles powered by combustion engines from the streets of Paris. SPOTLIGHT 26 – 27 3.2 million tons of excavated material had to be removed

LEAN@HILTI The winners of the 2019 Lean Award Picture of the winning teams Hilti’s eighth annual Lean Award ceremony was held in Schaan on March 4. The Lean Award acknowledges the outstanding results achieved by teams from all areas of the company that have implemented exciting lean initiatives and projects linked to Operational Excellence, one of the strategic imperatives of Champion 2020. A total of 46 submissions were reviewed and asses- sed by the jury in the categories of Continuous Im- provement and Lean Initiative. “As a jury we were impressed by the breadth and depth of the activi- ties, the geographical and functional coverage as well as the creativity, courage and engagement of our people,” said Ste- fan Noeken in his opening remarks. which could be used to rework Hilti rotors, thereby reducing cost and the impact on the environment. “The jury really liked that fact that the idea was developed within the team and that it was implemented with creativity, entrepreneurship and with an eye towards the sustainable use of resources,” said Stefan Noeken on the jury’s decision to select this project from among the 19 submissions in this category. In the “Lean Initiative” category the ET&A global manufacturing team took the prize from among the 26 submissions. The win- ning project was “TDV Tool Data Visualization @ P4.” Here the team leveraged digital solutions that allowed for root-cause tool problems to be solved faster and with greater accuracy, impro- ving the process of tool repair. This also translates into a positive influence on the environment. The jury particularly liked how technology can be optimally used in combination with lean me- thods and ideas in order to improve processes. On the occasion of the 10th anniversary of our Lean journey at Hilti, the jury also awarded a one-time Lean Award Special Jury Prize. This was presented to the Business Unit Direct Fastening for its commitment and dedication to continuously improve our products, services and processes and their ongoing effort of driving lean forward. In past years the Direct Fastening BU has submitted 15 Lean Award entries, placed among the nominees 5 times and won the award twice, in 2016 and 2018. The winner in the CIP category was the team from Tool Service Center Vantaa, Finland, for its project “Circular economy – scal- able 3D printed lathe solutions for small tool service centers.” The team combined their remote-control car racing experience with 3D printing knowledge to create a modified motor lathe Congratulations to all the winners and participants and thank you for your submissions! SPOTLIGHT 28 – 29

Now we can start the digital and physical game Joaquim Sardà„ You have been a member of the Executive Board since January 2020. How was the start for you? It has been very intense and very interesting. It has been a time, and it is still, because ac- tually it wasn’t that long ago that I started this job, of getting to know many more people getting to know more of our organizations; understanding processes I was not really ac- quainted with. And also, I’ve been spending a lot of time together with the team shaping how we want to drive the company forward. What would you advise someone who is taking their first steps with Hilti? I would advise you to try to understand as much as you can, our context, how we do our business. What are our customers doing? How do we think? What is important? What matters for us? Because then you will be cer- tain to contribute. You can participate, and you can have fun in what we do. How do you keep up with all the developments that are shaping our business? Well, many things happen, and you need to strike a balance between how deep you go into things. How much do you stay on top of things? I would say that there are basically two ways to keep up with topics: One is reading and the other one is talking to people. And I must say that we have a quite well-organized schedule in this EB job that allows us to syste- matically meet a lot of people. So, striking that balance between looking outside, looking insi- de, and hearing and listening to the people, reading material is what I do. You are responsible for Strategic Marketing. Which steps does the company have to take here? Well, that’s very clear. We need to do ever- ything we can so that we can really align all our sales force activities towards customer engagement. And we need to make ever- ything possible so that we can multiply the contacts we have with our customers, using both the digital means and the physical, tra- ditional means of our multi-channel-system. That’s what we have to do. And actually, we have a great project to do that; we are cur- rently in the middle of doing that. I was in Bel- gium yesterday seeing how the new Evolution CRM (customer relationship management system) is taking shape, so I’m really excited about it. And which of these steps do you see as particularly promising? Two things strike me most: The first one is the new CRM that we are building to realize the vision of systematic account development. It is really impactful. I saw people very, very ex- cited and enthusiastic about using it, and I’m convinced this will help us to take a strong step forward. And the second thing is the en- gagement marketing piece. We now have our teams in Plano and Paris. We’ve built the or- ganization and the tools and the systems that allow us to start playing that digital and phy- sical game. And I’ve seen very interesting things there, very promising use cases that can help us to take a step ahead there as well. From the daily routine to the career path: Watch our first episode of “First Steps” featuring Joaquim Sardà. INTERVIEW 30 – 31

Werner Wallner Starting at Hilti in 1980, in finance and controlling, Werner Wallner has been CEO of the Hilti Foundation since 2019. Celebrating their service anniversaries at headquarters in Schaan Bottom row, from left: Hans Rusch (30), Herbert Melter (25), Manfred Hohenberger (30), Gerhard Stampfl (30), Wolfang Kerber (25), Rainer Marxer (40), Werner Ladurner (30), Robert Hilgart (25), Stefan Tobler (25), Heinrich Näf (35) Top row, from left: Elmar Franz (25), Martin Bertsch (30), Norbert Heeb (30), Matthias Böni (25), Uwe Forster (25), Paul Colman (30), Daniel Wagner (25), Heinrich Bücheler (25) 20 years of service Barbisch Anita, P4PA Bianchi Pietro, RMCE Böhm Kurt, WTA Colusso Carlos, P4D5 Cramer Till, ME Dressel Gerold, P4PA Ehrne Christoph, SHZW Gourinchas Olivier, KAI Holzer Hermann, REX Kovatsch Stolz Ulrike, FCH Lor Ferenc, DQX Maetzler Markus, FIM Neudeck Roland, P4X2 Noeken Stefan, D Pflüger Rainer, OMA Rappke Olaf, ANM Schubert Gernot, DLM Speckle Wolfgang, FIMS Sutor Bernard, REX 15 years of service Barahona Nina, RMC Ender Elisabeth, FCP Eyring Sven, SHZS Gaisser Rene, ASP Gapp Rene, P1MU Goncalves-Oliveira Rita-Maria, P1WS Haupter Patrick, FIMS Huber Johannes, ZL Huebner-Borbely Aniko, ASP Jenny Oezlem, FCH Knight Helga, GLME Meier Stefan, HMG Mock Gunnar, P1EM Pfefferkorn Christoph, P1MU Przybylowicz Edward, AL Tschirky Michael, RMBB Ulrich Daniela, FISW Yoelek Kadir, P1EM 10 years of service Baaijens Roeland, GL Bischoff Pierre, REE Bohn Dominique, MOCH Claus Alexander, SPE Esquius-Serra Marc, OP Kharitonova Yana, DC Klein Thorsten, ZEC Kopf Annett, TGD Maschler Marina, FIMD Medalhas da Silva Carvalho Rui, AMT Mettler Marco, MOCH Schneider Roland, AD Walser Günter, 4PW Weinmann Kerstin, KCE Retirements Hermann Fritz, NE Hertz Michael, FISI Illes Kerstin, GLMC Kobler Roger, GLMH Loose Rainer, NA Marschall Michael, SHE Marxer Siegfried, LRNOA Metzler Johannes, FIIS Pitschmann Günter, GLMC Schädler Hans-Peter, P1ML Simon René, MOCH Stutz Georg, MOCH Taymans Gusty, OAE Tschabrun Ingrid, SHM Zoller Josef, FIFC ANNIVERSARIES / RETIREES 32 – 33