team Magazine 05|2021 EN

EDI TOR IAL A digital edition. There’s more to discover in this issue: more images, more videos and interesting links. IMAGE VIDEO LINK INTERVIEW INTERVIEW with Jan Doongaji, designated CEO designated CEO designated CEO as of 2023 FUTURE Production 2025+ INSIGHT Worldwide projects E-Paper 05 | 2021 Hilti employee magazine | International I FL I CH I Thüringen Cover photo: Jan Doongaji at a photo shoot in February 2021 as part of the generational change announcement. Greetings from team magazine’s “Home Ofﬁ ce” desk, Especially in times like these, when everyday life in many places remains characterized by lockdown and monotony, it’s even more worthwhile to look around at everything that is moving and changing. That’s exactly what we’ve collected in this spring issue of Hilti’s global team magazine: In the next two years, Hilti will be ﬁlling a number of key positions, so the cover story looks at the future of the Group with our future CEO Jan Doongaji. There’s a look into the crystal ball starting on page 8, as we asked ET&A and F&P what manufacturing will look like in 2025. We received some interesting insights. Also, what’s next on our sustainability journey? On pages 16 and 17 you can read how Hilti’s sustainability strategy is brought to life and implemented regionally in HNA. Together with the business units we put together a selection of some new products on pages 20 and 21 that will continue to make everyday work easier for our customers in 2021. You’ll ﬁnd these and many more stories and reports in the magazine and on REDi. I hope you enjoy reading them, Sabrina Feliu Editor-in-Chief

CONTENT INTERVIEW 04 Generational change Interview with Jan Doongaji 26 Five questions for … Tatiana Masalska, General Manager of MO Israel EMPLOYEES 08 Production 2025+ Manufacturing processes of the future Lean continues to ﬂourish 18 Award-winning 23 Diversity & Inclusion Generations at Hilti 24 LADIES – OWN IT! The network for women at HQ 28 A day with … Per Bodin, Senior Account Manager MO Sweden SPOTLIGHT 14 Global Brand Refresh How do you develop an icon while simultaneously staying true to it? 16 Spotlight on the USA and Canada Our Sustainability Journey 20 Innovations Made by Hilti 22 Thüringen More protection through testing concepts 30 Insight Worldwide Projects 36 A look back News from the Hilti Archive HILTI FOUNDATION 12 BIC in Manila A research and testing center for affordable and green housing technologies ANNIVERSARIES / RETIREES 34 Hilti celebrates colleagues from FL/CH and Thüringen team M AG A Z I N E Our magazine is available in an e-zine version or as a PDF on REDi under: Company/Group 04 Generational change Interview with Jan Doongaji 12 Hilti Foundation A research and testing centerfor affordable and green housing technologies 20 Innovations Made by Hilti 26 Five questions for … Tatiana Masalska, General Manager of MO Israel

Jan, how do you feel after just having been announced as the new CEO? As all these changes have been planned for a long time now, I obviously have had enough time to adjust and get used to the idea of being the next CEO. But of course, it’s still dif- ferent when word gets out. How do I feel? I feel honored to have been given this great responsibility and excited at the prospect of all that we can achieve together in the years to come. A big project on the horizon is the new corporate strategy. To what extent will we have to adjust it due to the pandemic? Building on the solid foundation that our successful C2020 strategy provides, we are in the process of identifying some areas where we feel that we need to adjust and fine-tune – this, however, is independent of the pandemic. After all, the pandemic will hopefully be gone soon, but our new strategy will guide us for up to the next 7 to 10 years. Having said that, the pandemic has also taught us a couple of things relevant for our new group strategy. One has to do with our supply chain. You often read that this pandemic will lead to less globalization, that supply chains will, as a result, be brought back home. I don’t believe this will happen in our business. It is just not realistic that every country or geog- raphy will be able to build up an independent supply chain for the many components that make up our products. What we will need, however, are more options – we need more plan Bs. This would mean more than one global source for products or components, even if they are identical. You could thus argue that one of the things we learned is that the pandemic will lead to more globalization, not less. Another topic that the pandemic has again highlighted is the impor- tance of customer engagement. For example, throughout the crisis we continued to increase our total fleet contract value, showing how resilient this offering makes us. On the other hand, the pandemic has kick-started the digitalization of our entire industry, and we are learning how we can also use digital means to serve all of our customers even better. On this end, the acceleration and global rollout of Evolution has been one good example of how we can turn digitaliza- tion into an opportunity to move fast and equip ourselves with more effective systems and processes to engage with our customers. Following this, with more and more economic activity taking place online, and customer relationships moving into the digital sphere, what does this development mean for Hilti’s business model? We could see this development as both an opportunity and as a threat. It is an opportunity, because digital sales allow us to not only engage our focus customers better, but also give us a means to address the many non-focus and small- er customers that we cannot serve economically today. And we can do this within the frame of our direct sales model. You could, however, also see it as a threat, as digital chan- nels also allow our traditional competitors to service cus- tomers better and access their customers directly, that means without having to go through dealers. Also, pure digital players are emerging as competitors. What this means for us is that we need to continue investing into digital sales and marketing, with the strategy to differentiate from com- petition by integrating our physical and digital channels which, together with our offering, makes us unique. INTERVIEW 4 – 5

What could we be doing better? We at Hilti can look back at a successful track record over many years, one that many other companies can be envious of. We have done many things right in the past, and this has led us to the strong situation that we are in today. But a suc- cessful track record can also have its downsides. It can lead us to increasingly turn our focus inward, to compare ourselves with our own past and other internal things rather than to the only thing that really counts, and that is how we are faring against competition. What can we do better? It is to strike the correct balance between self-confi dence and being proud of our achievements while still maintaining a healthy dose of paranoia about what the competition is doing at the moment. If you could choose one question about our new strategy for which you would already like to have an answer – which question would it be and why? One of the targets of Champion 2020 was to make our com- pany more global and reduce our dependency on Central Eu- rope. While we have made some progress in this regard, there is still work to be done. We remain underrepresented in Asia, and while we have grown in North America, we have not been able to increase market share there. The question of how we can sustainably grow strongly outside of Europe will also defi - nitely be an important part of our new group strategy. What have been some of the most defi ning moments in your personal life and your professional career? On the personal side, what has defi ned me most are really two things. One was the move from India – where I lived until I was 19 years-old – to Switzerland. As you can imagine these two countries are probably as different as can be. And living in both these extremes has made it easier for me to relate to the many different cultures of our global business. The other was the tragic situation some years ago that left me as the single parent of my 3 children, the youngest of which was less than 5 at the time. Professionally, what has shaped me was my fi rst job as an engineering graduate. Working as a com- missioning engineer on a power station site in Indonesia, I learned to take on a substantial amount of responsibility early in my career. And my fi rst job with Hilti where, as customer service manager in Switzerland, I had the opportunity to get to know our customers, understand our business model and make my fi rst experiences in people management. How would you describe your leadership style? I strongly believe that a vigorous exchange of ideas always leads to a superior solution. To enable this, as a leader I try to create as open and secure an atmosphere as possible in my team. An important component of that is transparency – peo- ple should know where they stand through a robust feedback culture – in the MOMENT and across levels. Equally important to fostering the discussion culture, however, is driving timely decisions in order to enable the team to move forward – and I try to strike that balance in the best way possible. Listening is an important skill of every manager, and I work on that every day by always trying to understand what the other person’s reality and motivation is. Finally, we should never take our- selves too seriously. In the end, it’s only and always about the team. Click here for more information on Hilti’s generational change. Hilti team • May 2021 INTERVIEW

MANUFACTURING PROCESSES OF THE FUTURE As part of the international benchmarking study “Managing Global Production Networks in Today’s Business Environment,” conducted by the universities of St. Gallen (HSG) and Karlsruhe (KIT), Hilti was recognized as a particularly successful company in the field of production network management. The two global manufacturing divisions of F&P and ET&A took part in the study together and were thus able to demonstrate their solid cooperation. A good opportunity to ask a wide range of colleagues what processes should look like in the future. “Many tasks will be simplified and we will learn new skills in dealing with processes and digital “Our internal manufacturing is of tremendous importance for the technologies. Today, we already work with clever sustainable business success of software that gives us insights into how well our purchasing process is going and at what point an order has been lost. In the future, it will be normal our company because it makes a significant contribution to the differentiation and quality of our future. Increasingly, digital instruments, soft- for us to have clever software that gives us a tip on products. Throughout the entire ware and technology will be used to monitor where we can improve. But even if digitalization product development process, and analyze production processes and optimize changes many things, people still play the central starting in R&D, we are developing them at the appropriate time or alert us to errors. role. Digital technologies can analyze quickly and a competitive edge, especially in We will use the transparency we gain to make production even safer, simpler and more effi- cient.” accurately, but only the human behind the machine production, which makes our prod- can make responsible decisions while taking the ucts unique and generates added big picture into account.” value for the customer.” Oliver Fachinger P4L Team Leader Process Management Patrick Hacker Head of Manufacturing Excellence Jan Doongaji Member of the Executive Board Hilti team • May 2021 EMPLOYEES How will we work in manufac in 2025 and beyond? “Our production system is currently under- going an incredible transformation that is taking place at an increasingly rapid pace. Our traditional fields of innovation in the development of production technology, and in Hilti’s internal plant and tool engineering, are being supplemented by a wealth of new digital technologies. These approaches are becoming increasingly powerful and enable the networking of complete production process chains, which we will systematically implement.” Carl Hoffmann Head of Global Manufacturing ET&A “I am convinced that in 2025 and beyond, we will have networked and adaptive production in our plants end-to-end. The digitalization and networking of machines and systems within the production and value chain will enable our company to achieve greater quality, flexibility, delivery readiness, efficiency and competitiveness. We will achieve this primarily by obtaining and using data in production, which will allow for transparency, predictability, adaptability and interchangeability.” Stefan Nöken Member of the Executive Board “Various initiatives and projects will influence and change everyday business well into the

Dennis Biederer Jan Doongaji Oliver Fachinger Patrick Hacker Production Specialist Member of the Executive Board P4L Team Leader Process Management Head of Manufacturing Excellence Armin Küper Stefan Nöken Horst Schoenfelder Value Stream Manager Head of Global Manufacturing ET&A Head of Global Manufacturing Member of the Executive Board Carl Hoffmann How will we work nufacturing 25 and “I see largely autonomous production in 2025. This means that plants produce autonomously, in-line measurements send “I envision production 2025+ as having an even higher level of automation and digitization in manufacturing in order to map simple and monotonous motion sequences. This also applies to final inspections, which are not too complex and can be handled by quality camer- as and their algorithms, for example. Complex system maintenance with several programs will no longer be necessary since data from SAP, EIQMI and other systems can be displayed and operated centrally – the goal will be to make complex processes simpler and clearer. I also see predictive main- tenance playing a big role, because the values to a quality system when limits by collecting data, we will have more are reached, and the plant independently reliable predictability about the life of “The performance mandate of the plants will continue to include the core topics of innovation and operational excellence in the future. To meet this in a volatile environment, I expect a work- corrects production parameters within its limits. With each finished product, consump- tion data is transmitted and compared with the inventory, filling levels are continuously updated and orders for raw materials or tools, wear parts, etc., and the equip- ment will tell us on its own: ‘Stop, part XY has reached the end of its life cy- cle, please replace it.’ We will be less dependent on manually created Excel ing environment strongly characterized goods are automatically triggered. Order lists, tally sheets or other manual pro- by digital tools within the framework of changes and current production statuses cesses, but the systems will give us a global network. In addition, value creation will be CO2-neutral. Digitaliza- tion in particular is leading to substan- tial changes to existing processes and systems, such as the use of data in shop floor management or the use of new technologies such as robotics and are visualized in real time through digitaliza- the data we need to get better and tion and automatically completed once the analyze problems. Furthermore, digitali- order quantities have been reached and zation will provide a transparent and documented in the system. Plant status and key figures are available in real time. This in- cludes cycle time, output, quality costs and clear knowledge platform for all em- ployees. With regard to sustainable production, in construction we can ask current status, (e.g. maintenance necessary the question whether the use of heavy automated transport systems. The key in x hours), malfunctions and material short- and massive components is neces- to success continues to be our compe- age. Activities of the employees will include sary, or whether 3D-printed plastic tent employees, who will remain at the setup processes that are not automated, parts can be used instead, which are heart of production and actively drive change.” maintenance, preventive maintenance, refilling/changing raw materials.” much lighter and therefore require less energy.” Armin Küper Head of Global Manufacturing Horst Schoenfelder Value Stream Manager Dennis Biederer Production Specialist EMPLOYEES 8 – 9

“We need to take care of three issues: “We achieve the vision of networked “We must continue to work on our funda- First, at Hilti we have an incredibly compe- adaptive manufacturing through a mentals, which will form the foundation of tent and motivated workforce and are powerful infrastructure that enables digitalization and process standardization therefore able to tackle even the most difficult issues with great results. It’s im- portant here to activate creative power by the real-time provision and processing in the future. This involves, for example, of information along the entire process technical topics such as digital machine chain. Stable, trouble-free and synchro- connections, automated quality data acqui- means of empowerment. IT competence nized production processes with high sition, automated processes in planning or in manufacturing must also increase sig- nificantly. To achieve this, we are working closely with our global IT team, which is plant availability as well as global pro- agile project management in engineering. cess standards in our plant network are Important projects have already been mandatory prerequisites. Once again, initiated here, and others are being scaled supporting us in this change. And, of our employees will be crucial to our globally. For example, the introduction of course, we have to implement the right success. I am convinced that their the Manufacturing Execution System in the ideas and topics. Projects such as the willingness to change, their ability to plants will help to control production more introduction of the new CIP process and learn and their commitment will make easily. For digitalization to be implemented the Manufacturing Execution System are this vision a reality.” effectively, globally orchestrated processes and systems are needed to a certain extent, as well as close cooperation with Global helping to take our processes to a new level. The task now is to continue to find the right topics and implement them professionally.” Patrick Hacker Head of Manufacturing Excellence Stefan Nöken Member of the Executive Board IT, Lean, Logistics and the business units. We will support this with a Global Process Organization, which is currently being developed.” Armin Küper Head of Global Manufacturing How do w achieve th “We have already laid a good foundation “Based on this motivation, we are moving “Bold ideas and new initiatives from with tools such as Zenon or PowerBI. All forward with the establishment of world- many bright minds are needed. We are employees need a good level of IT know- wide competence centers where we rich in experience, knowledge and know- ledge to cope with the ongoing digitalization, develop state-of-the-art products and how and have always shown that we can and at the same time the operation of the systems should be intuitive and clear – similar to smartphones and their apps. In general, a change in thinking will be necessary for production in 2025+ in order to continue to production technologies. While we will reinvent the much-cited wheel with great- continue to work intensively on innova- er success. With our teams, global net- tions in materials research and the most efficient manufacturing technologies, we are accelerating the implementation works, exchanges between organizations and an eye and sense for new things, we always come up with creative new solu- say goodbye to analog systems. In order of digitalization, which will generate new tions and encourage ourselves to break to produce sustainably, I see the increasing opportunities for us.” new ground and think outside the box. Jan Doongaji Member of the Executive Board Exciting years lie ahead of us.” Oliver Fachinger P4L Team Leader Process Management need to include the environmental aspect in the planning of production facilities and the like in the future.” Dennis Biederer Production Specialist Hilti team • May 2021 EMPLOYEES

“Trouble-free production systems based on predictive maintenance, seamless process monitoring in production with the goal of a zero- defect philosophy, smart facilities with increased energy efficiency – these potentials are within reach of the possible with Industry 4.0. In this way, exciting new jobs are being created in our plants, with top-trained and highly motivated employees. This will enable us to further expand our position as the preferred partner of Hilti’s business units.” Carl Hoffmann Head of Global Manufacturing ET&A w do we How do we achieve this?The production of the future is already visible ve this? “Consequently, investments in robots and corresponding visualization systems are necessary. The most important prerequisites, however, are digital networking, 5G technology and qualified manufacturing and IT employees who have mechanical- electrical knowledge and training in manufacturing processes.” Horst Schoenfelder Value Stream Manager today in the gradual digitalization of processes and machines and in the expanded use of the data obtained. It helps us to improve the quality of our products, to enable differentiation, and thus to continue to create enthusiastic features for our customers as well as to take a decisive step toward sustainability. Of course, this requires a smart technology landscape, effective process organization and broad IT expertise in manufacturing. This makes working in manufacturing sustainably attractive, especially when working with decision-supporting digital systems. The foundation for progress is a networked, competent and global team that paves the way for the production of the future and actively drives it forward. EMPLOYEES 10 – 11

A RESEARCH AND TESTING CENTER FOR AFFORDABLE AND GREEN HOUSING TECHNOLOGIES In January 2021, the BASE Bahay Foundation opened the BASE Innovation Center (BIC) in Manila, Philippines. The BIC is a research and testing center for construction practices using bamboo and other alternative building materials. Click here for more on the topic of houses in the Philippine province Negros Occidental Hilti team • May 2021 HILTI FOUNDATION The BASE Innovation Center uses a universal testing machine to determine the mechanical properties of bamboo.

Luis Felipe Lopez, head of the BASE Innovation Center (left), shows BASE employees how bamboo is used to make wall panels. The BASE Innovation Center in Manila uses a full-scale model house to test applications directly. Since its founding in 2014, re- search and development has been one of the BASE Bahay Foundation’s areas of focus. According to Maricen Jalan- doni, President of the BASE Bahay Foundation, the only way to continue to provide leading-edge con- struction technology for affordable and disas- ter-resistant housing is by further advancing bamboo technology. The BASE Innovation Center takes this aspi- ration to the next level. Led by a dedicated team of researchers and engineers, and equipped with all key testing and inspection machinery, the BIC is setting new standards in the development of innovative solutions for building with bamboo. In doing so it lays im- portant foundations for using the technology in the creation of affordable housing for the neediest people. Not everything, however, is focused on bamboo. The BIC also opens its doors to other devel- opers who design products and technologies that help needy families find safe accommo- dations. “The cost of a product obviously plays an important role when you want to reach families in need,” says Johann Baar, a member of the Hilti Foundation’s Executive Board. “Equally important, however, are aspects such as du- rability, disaster resistance and ease of use, allowing even unskilled workers to use products effectively. The BIC thereby takes on a central role in realizing our vision of sustainably im- proving construction in informal and low-wage contexts.” In addition to conducting its own research and development and collaborating with other de- velopers in the region, the BIC will additional- ly collaborate with renowned research institu- tions from around the world to holistically drive innovation. Agreements have already been reached with various institutions such as ETH Zurich, Hong Kong University of Science and Technology, and the University of Bologna. Not least of all is the focus of working jointly with government and interest groups that pro- mote building with bamboo. The medium-term goal is the inclusion of bamboo as a building material in the national building code of the Philippines as well as other countries in the region. The inclusion of bamboo in the national build- ing code would mark a big step for the BASE Bahay Foundation and its mission to provide safe and affordable housing for people in need. To date, the foundation, established by the Hilti Foundation in 2014, has built more than 800 bamboo houses in the Philippines. The collaboration with Habitat for Humanity aims to use the construction technology on a larger scale. To this end, a project to build 10,000 houses has been launched in Negros Occidental province, and a further project has begun to focus on Nepal. All projects are supported by the development of a sustainable bamboo value chain that ensures the supply of treated bamboo while creating numerous jobs in rural areas. HILTI FOUNDATION HILTI FOUNDATION 12 – 13

GLOBAL BRAND REFRESH How do you develop an icon while simultaneously staying true to it? Our brand represents who we are, what we believe in and how we strive to be perceived by our audience. A brand is a promise. How each one of us delivers on that promise, every day, in every interaction with our custom- ers, significantly influences our success as a company. That is why branding is so important to our organization as it ulti- mately has a positive impact on our business performance. In this spirit, the Hilti Brand has been developed consciously and cautiously over many years. The brand’s most iconic move was launched in 2016. Strengthening the positioning of the Hilti Brand and holistically rejuvenating all brand touch points has been a highly ambitious, eclectic and complex mission. In the past four years, literally all our brand touch points have been revised, updated and upgraded. Through the strong commit- ment of management teams, the tireless effort and the passion of hundreds of team members globally, the Brand Management and Corporate Design Team could finally report “mission ac- complished” in December 2020. What has changed since 2016? Complete refresh of the office buildings, training centers, warehouses, repair centers 8th generation toolbox design Packaging update for 80% of Hilti’s sales volume Brand Portal, the one-stop shop platform with global brand style guides. Hilti team • May 2021 SPOTLIGHT Over 100 new promotional items developed Why was the brand relaunched? The goal of the brand relaunch, then as now, was to achieve a strong positioning among the competition and focus on authentic communication that places the customer at the center of things. Although the relaunch is complete the de- velopment of the brand continues, even after four years. Numerous projects and initiatives are waiting in the wings so that we can continue to visibly deliver on our brand promise in the future. You can find additional information on the brand and the brand relaunch on REDi 3,600 revised document templates for 70 markets, on the basis of which, the … … 140 million documents are sent to customers annually 450 Hilti Stores rebranded The Hilti brand remains a highly valuable asset, perceived value driver and an important element for maintaining our price premium. Christoph Loos, CEO

Thank you, for making the Hilti brand stronger every day, with every action. Everything we do and say refl ects on our brand – so it’s important to maximize the brand’s potential by displaying it in consistently recognizable ways – with value-adding content, engaging interactions and visually striking execution. Alexander Bösch, Head of Brand & Corporate Design Over 200 trade fair booths rebranded SPOTLIGHT 14 – 15 34 digital products rebranded (apps, plug-ins) 27k new images, videos and icons published Asset Library Icon Library 13k rebranded vehicles Thousands of rebranded stationery, signage, and 70+ print media designs Hilti websites and partner websites rebranded 215k corporate fashion items distributed

Environment People SUSTAINABILITY IN ACTION Society Spotlight on the USA and Canada Claire Combs, Senior Manager Corporate Communication for the W1 Region Find out more about the current level of our ambitions, and get information on some of the worldwide projects in the recently published Sustainability Report. Find out more about our sustainability strategy on our REDi site. Hilti team • May 2021 SPOTLIGHT I n 2020 the global sustainability strategy laid the founda- tion for addressing sustainability efforts with greater consistency and thoroughness, thereby taking them to a new level. For decades, we have been addressing issues relating to the health and safety of our employees, as well as that of the people who use our products. We have long been active in terms of the social commitment of the Hilti Foundation, but we need to step up our efforts in light of the challenges posed by climate change and the associated social problems. How is the global sustainability strategy given life and implemented regionally? Claire Combs, Senior Manager Corporate Communication for the W1 Region, gives us an insight into how the Region is organizing itself to ensure that sustainability initiatives are implemented consistently, and what is being done in the in- dividual areas. “We have experts who provide advice and support on each pillar. Last year we also established the ‘W1 Sustainability Coalition’, a cross-functional team of process experts from all the relevant areas who regularly share ideas, best prac- tices and information while driving and implementing initiatives.”

This year, the team is focusing on regularly updating all em- ployees in the W1 Region on the global strategy and provid- ing them access to regional and local activities and initiatives. “Currently, we have two regional communities on REDi (Envi- ronmental Sustainability and Community Involvement) that are used to keep HNA employees up-to-date and where every- one can interact and share experiences,” says Combs. Environment: Developing recycling programs Our colleagues in the USA and Canada focus on the circular economy regarding tool repair and on reducing cardboard packaging in distribution centers. As a result, they have been able to save 314,748 individual packaging units since 2018. They did this by minimizing the number of packaging cartons per customer order and by making better use of available space, as well as by reusing various product pack- aging that was returned to the warehouse. Additionally, they are gradually converting to a lower-emission (hybrid and electric) vehicle fleet and are currently evaluating which and how many charging stations can be installed at the Tulsa and Irving locations. There is already one station in Plano. Ener- gy consumption is being reduced in Hilti buildings and recycling programs are being developed. Existing recycling programs are evaluated on site to determine where they can be improved or further standardized at all HNA sites. In 2019 and 2020, for example, the W1 Region donated more than CHF 1 million worth of functioning and reconditioned Fleet Management tools to Habitat for Humanity and other charitable organizations. These tools are now being used in disaster relief, for the construction of buildings in underserved communities and in training programs. Society: Two days a year dedicated to charitable community service In 2020, the Engaged Beyond Business program was estab- lished together with the Hilti Foundation. All our Hilti MOs are encouraged to spend 0.1 percent of their sales on employee social engagement outside the business area. There are already numerous examples where teams are becoming involved in the various regions. Since 2016, employees in the USA and Canada have been involved in a wide range of activities on behalf of their communities. Currently, all W1 team members receive two paid days for community service each year. “Our efforts are aimed at creating engaged communities and making an enthusiastic and meaningful social contribution to building a better future. In the year preceding the pandemic our team volunteered more than 8,000 hours,” continues Combs. In October 2020 colleagues from Texas and Louisiana came together to help socially disadvantaged people in cleaning up after Hurricane Laura. Together with SBP, a local aid or- ganization, they helped rebuild homes, providing important support for the city’s residents who were hard-hit by the disaster. In another project, they partnered with the St. Louis- based organization “Rebuilding Together” to renovate and maintain homes of low-income elderly people. Shortly before the start of the pandemic, the HNA team built a house together with the Habitat for Humanity organization. Shortly before the pandemic began, the team in HNA built a house together with the Habitat for Humanity organization. In the aftermath of Hurricane Laura, colleagues from Texas and Louisiana came together to help people from disadvantaged backgrounds with cleanup efforts. “Our goal is to embed innovative projects, initiatives and pro- cesses across North America in support of our global sustain- ability strategy. This is coupled with our efforts to increase team members’ engagement at the regional level as we work together to build a better future for our environment, for the people who live in it and for society at large,” says Claire Combs, summarizing the sustainability efforts of HNA. SPOTLIGHT 16 – 17

LEAN CONTINUES TO FLOURISH For more than 10 years the Global Lean Management team, in the Fastening & Protection area of Executive Board Member Stefan Nöken, has been focusing on lean management. T his means continuous improvement in everything we do across the entire value chain. Lean is the- refore an important component in all areas of our company - in the business units and the market organizations, at developmental sites and, of course, in manufacturing, logistics and in our repair centers. In each of these areas employees are constant- ly considering how they can optimize process steps and their ways of working every day, thereby generating added value for our customers, for Hilti employees and for the company. In 2020 alone, the total impact of all the Lean Award entries generated savings of more than CHF 10 million. “The jury is impressed by the projects submitted and their remarkable quality, creativity, commitment and by the passion of our employees,” says a delighted Stefan Nöken. “It is en- couraging to see the attitude, motivation and behavior with which our team members constantly question existing proces- ses or ways of working in order to improve them even further.” The Lean Award is presented in two categories: Continuous Improvement Process (CIP): Step-by-step improve- ments initiated and developed by employees themselves (bot- tom-up) and implemented independently in their areas of busi- ness. Lean Initiative: Major improvement measures (step changers) in projects, implemented by cross-functional teams, achieving significant results. Due to the current Covid-19 situation, the award ceremony took place as an online event this year. The finalists cheered along via MS Teams as Stefan Nöken and Christoph Loos symboli- cally presented the awards. This type of execution had the great advantage that employees worldwide could watch and experience the joy of the winners live. Hilti team • May 2021 EMPLOYEES A total of submissions Lean Award winners video.

There have been over 400 submissions in the past 9 years 400 The video of the online event has been viewed over 500 times by employees. There were over 300 participants in the online Lean Award ceremony CIP winner for 2020: Hydromat @ P8 OEE breakthrough improvement Improved overall equipment effectiveness (OEE), focusing on the hydromat cutting process, which is the main bottleneck on the HKD/HKV production line in Plant 8. The team implemen- ted a new cooling system and introduced a new maintenance concept that significantly improved production line capacity, maintenance costs, indirect production material costs as well as a direct improvement of the working conditions. Lean Initiative winner for 2020: MO Canada Sales Team Time to Perform MO Canada introduced the “Co-Hort” system, a completely new concept for onboarding account managers in a coordina- ted way. It relieves regional managers from individual training sessions by activating all relevant employees across the MO. This gives new sales colleagues a faster ramp-up time to de- liver customer value and have an impact. At the end of an award ceremony the only thing left to say is “the end of the competition is the beginning of the competition.” Lean continues to flourish within the company. 2020 Lean Award highlight video. EMPLOYEES 18 – 19

INNOVATIONS MADE BY HILTI We present some of the most important innovative new products (INP) as well as new services, software and process improvements. DIAMOND ANCHORS DGH 150 Diamond Grinder KB-TZ2 and KB1 Expansion Anchors After 18 years on the market, one As the leader in anchoring technol- of the most recognizable Hilti con- ogy, Hilti understands the need for crete grinders has received an up- high-performing mechanical an- grade. The latest generation DGH chors that are easier to install. Enter 150 was launched in early 2021 with the new expansion anchors KB-TZ2 great results in Germany and Scan- and KB1. With new functional coat- dinavia. The new DGH 150 is a de- ings and a unique wedge design, dicated grinder offering the highest Hilti has created expansion anchors removal rate & longest life for tough with 20% greater tension values tasks, like glue and epoxy removal. compared to the previous KB-TZ, Improvements include a smaller and that have the best edge and design, increased performance, spacing in the industry. Offering improved ergonomics and no more increased performance, an expand- need for a separate unit with elec- ed portfolio and more approvals, tronics. Reduced production costs the KB-TZ2 and KB1 can be used also help make attractive offers for in more application and jobsite con- all customers. ditions than any other expansion anchor. The KB-TZ2 is also the only expansion anchor with diamond cored hole approvals. INSTALLATION SYSTEMS DIAMOND MT Modular Support System The new MT modular support sys- tem offers less complexity and more possibilities. It can be used for both Auto Feed Cut Assist for Diamond Coring Machines; DD AF-CA L (for DD 150-U) and AF-CA H (for DD 250-CA) light- and heavyweight mechanical, Hilti’s line of diamond coring ma- F&P SOLUTIONS SERVICES Firestop Selector Software (ON!Track) electrical and plumbing (MEP) ap- chines is ready for the future of Firestop solutions are very impor- The new and redesigned ON!Track plications in buildings or in indus- construction site automation. Cut tant for making a building safe for Generation 3 makes it easier to trial settings. Creating a digital Assist coring, previously reserved the people who will use it. Contrac- manage equipment and consum- design is easier with the improved for the larger DD 350-CA/500-CA tors and engineers have a major ables, regardless of manufacturer, PROFIS MSE design software and rigs, is now available for the DD responsibility to ensure that the right across warehouses and jobsites. further external software integra- 150-U and DD 250-CA machines. products are selected and installed ON!Track 3 is an updated version, tions. New thread-forming bolts The new AF-CA L and AF-CA H auto allow brackets to be attached di- feed units constantly monitor drilling rectly to girders without nuts and progress and adapt the system for properly. A new Firestop Selector is currently on first release to the German market. It’s offered online washers. Plus, an innovative twist lock fastener simplifies open-chan- nel installation. Bolts can be tight- optimum performance based on via hilti.de and can help customers real-time feedback. Bluetooth con- apply the right solutions on their rebuilt and reimagined based on years of customer feedback. It has a completely new user interface made for field use, and contains several innovative features to help nectivity turns the core drills, auto ened with a SIW 6-AT cordless feed units and the DD WMS 100 impact wrench and adaptive torque water management system into a module, further connecting hard- self-optimizing team of equipment. projects, navigate the process of firestop approvals, download and save typical application configura- tions, get indications on consump- further boost productivity and im- prove workforce safety. The upgrad- ed interface and new features will enable our customers to digitalize, ware and software for safer instal- The entire group can be controlled tion and create a bill of materials. automate and optimize their busi- lation. and monitored via digital displays The platform is the result of cross ness processes, thereby allowing on the drilling tools. functional effort between the Fire them to spend their valuable time Protection and F&P Solutions busi- where they need it the most. ness units, the E3 Hub marketing team and MO Germany. Hilti team • May 2021 SPOTLIGHT

SERVICES ANCHORS DIAMOND POWER TOOLS Calculation Service 2.0 Concrete Sensors DCH 150-SL Wall Chaser TE-Y Multiline Chisel Portfolio Hilti’s renewed, and fully digital Cal- Waiting for concrete to cure and The DCH 150-SL slitting tool arrived culation Service 2.0 is used by en- harden is a very time-consuming in late 2020 to replace the well- The new TE-YX (SDS Max) chisel, gineers and contractors who design process. This small, wireless sensor known DC SE20. Commonly known with state-of-the-art wave design support structures for mechanical, can be embedded in concrete to as a “wall chaser”, the tool is de- and self-sharpening technology, electrical and plumbing installations. collect real-time curing and hard- signed to cut parallel slits on the delivers ultimate breaking and chis- Customers use the platform to easi- ening data. Information about esti- surface of concrete and masonry eling performance. All new TE-YX ly make requests for Hilti calcula- mated strength, temperature and walls, to help with creation of chan- connection chisels are produced tions directly from our engineering back-office, without having to go through emails or make phone calls. relative humidity is transmitted from nels for electrical conduit and pipe with Hilti’s unique inductive hard- inside the concrete to a smartphone installation. The DCH 150-SL offers ening technology which makes for app. Concrete sensors add to the a more powerful motor, soft-grip combined hardening zones: tough The all-in-one Hilti Construction growing “Internet of Things” digital handles, a blade-depth lock, and a in the tip and connection end, to Platform gives them full transpar- portfolio for customers to increase guide laser for straight cuts. The bring the power to the concrete and ency on the progress of their request productivity and minimize downtime. tool was launched with specially take the impact of our powerful and helps create a strong pipeline of business opportunities. Lead Market Region E3 will host a pilot program starting in May, the first step toward a full global rollout lat- er this year. designed blades, offering a choice tools, and a shell-hardened zone in to customers between Ultimate the shaft which allows for bending (SPX) and Premium (SP) classes. and prevents the chisels from break- When paired with a Hilti vacuum, ing. These chisels are the only ones customers have a system for cap- which are built to withstand the turing harmful dust while they work. enormous power of Hilti’s new TE 70.4. POWER TOOLS TE 3000-AVR ANCHORS Tracefast DIRECT FASTENING DIAMOND DX 6 Powder-actuated Tool DWS 225 Long-neck Drywall Sander Can you believe it’s been 10 years since the launch of the iconic TE 3000-AVR heavy demolition break- er? Even after a decade, it is the strongest TE-type tool in the Hilti portfolio and still the strongest elec- tric breaker in the world. The latest generation, set for first launch in select markets later this year, brings 40% more demolition performance, 3kg lower weight and lower vibra- tions compared to the previous version. As an electrically powered tool, the TE 3000’s performance is comparable to the biggest and strongest compressed-air-powered “jackhammer” breakers on the mar- ket. Being able to identify what has been installed is the idea behind Hilti’s The new DX 6 takes decades of The DWS 225 long-neck drywall tracefast technology. A data matrix direct fastening innovation even code makes every fastener unique- ly identifiable and traceable. It holds a unique ID that contains all relevant further. Like the DX 460 and DX 5 before it, it’s a fully automatic tool for light-duty fastening on concrete information, including instructions and steel. Can’t remember which for use, relevant approvals and tech- power or color of cartridge to use? nical data. The 25-digit ID even No problem! A one-step power regu- contains the item number, batch lation wheel, and one brand-new number and a serial number so the all-purpose cartridge, eliminate the fastener can be traced back to its need to use the various cartridges. sander completes Hilti’s offering to interior finish customers. Customers already use measuring, cordless power tools, and firestop during the planning and installation phases. The DWS 225 completes our appli- cation relevance by offering a fin- ishing solution. This lightweight tool has a long reach and flexible head, helping a worker to take fewer steps manufacturing origins. Documen- Plus, a new chuck makes changing and cut down on fatigue as they tation is also digital and intuitive: fastener guides for different appli- cover a large area of a wall. Fine When scanned with the Documen- cations faster and simpler. The tool dust created by the sander is cap- tation Manager App, information is also includes a setting counter and tured and pulled away through the read and saved directly. digital tool interface. The global porous sanding disk by a VC 40M- rollout will begin for European pilot X vacuum. markets in the coming months. SPOTLIGHT 20 – 21

MORE PROTECTION THROUGH TESTING CONCEPTS How COVID-19 testing will increase safety in production and logistics Production running at full capacity, 470 employees in regular shift operations: not a matter of course in the time of the coronavirus, but a comprehensive testing strategy at Plant 4, in Thüringen, Austria, has made this possible. This primarily serves the early detection for asymptomatic infected employees according to safety manager Günter Walser: “In order to prevent production downtimes infection clusters are to be detected at an early stage resulting in the quarantining of entire department areas and production lines.” The tests began in the first workweek of January, with the assistance of the company doctor and the Red Cross. In the meantime, all plant employees are tested every Monday and Wednesday. In total, this amounts to 1,250 tests per week. In addition, more than 10,000 self-tests were ordered and have been used in almost all system-relevant departments since February. “This has allowed us to resolve obstructive shift disruptions and relax home office rules.” In- ternal training courses are also carried out again once partic- ipants have had a negative test. Additional safety tool Employees have responded very positively to the test concept: “Acceptance is high,” says Walser, and it is “a matter of course” for everyone. Armin Küper, Head of Global Manufacturing, finds this effort sensible and right in order to protect all production employees. “This is clearly our first priority. That’s why it’s really good to test so much.” At the same time, however, the concept is just an additional safety tool, he says. “Vaccination will help further relax measures such as hygiene and behav- ioral rules. There are also comparable testing strategies in other plants. In Mexico, the entire plant is tested twice a week,” Küper said. “We also offer testing for relatives of employees.” Because of the local living conditions - small housing units, large families - the risk of infection is much higher than in oth- er regions. Spot tests Similar test concepts also exist in logistics units, such as in the distribution centers in Oberhausen and Nuremberg, Germany. Roeland Baaijens, Head of Global Logistics, says that selective testing is particularly promising when the situation requires it: “In Carpiano, Italy, there were increasing reports of infection from the warehouse and tool service team. We therefore test- ed all 100 employees.” This type of serial testing is now repeat- ed if more than three employees report a positive test. However, in our China-based factories, there is no comparable testing. “The authorities took a very restrictive approach to contact tracing. After Chinese New Year 2020, the plant was closed for four weeks,” Küper recalls. However, the number of cases then dropped sharply - throughout the entire country. There have been no restrictions since then. Meanwhile, the local coronavirus app is the personal entry ticket to the plant. Once the app shows a green light, the shift can begin. Hilti team • May 2021 SPOTLIGHT

GENERATIONS AT HILTI Generations are represented at Hilti both in the founding family and the company’s workforce. In our last edition, we introduced two families who have been a part of Hilti for generations. In this edition we continue to explore family ties throughout generations within our organization globally. Gabriel/Schneider Fasser/Fasser Pius Fasser joined Hilti in 1977 at Plant 3. After two years, he joined the “advertising department” and was responsible for creating communication materials for new Hilti products sent to market organizatons for product launches. Over his 32 years in Hilti’s communi- cation department, Pius’s son Simon was always surrounded by Hilti products. In 2008, Simon started his apprenticeship as a polymechanic in vocational training at HQ and later represented the company at the World Vocational Championship in 2014.Simon gained experience in and outside the company and, after four years externally, he has returned to Hilti Schaan and is now working in the Installation BU. With a background in mechanical engineering and an avid interest for the newly developed World Wide Web, Gunter Gabriel joined Hilti in 1995 where he started in the Corporate Re- search “Numerical Simultation” team. Gunter has worked in numerous digital functions over the years and today manages Hilti’s Search Engine Marketing & Content Performance. When asked about his favorite part of Hilti, he responds, “the culture and the people. And the ability to sometimes change and make your hobby your job.” His passion for Hilti has obviously been passed on: All of Gunter’s children have worked in support roles at Hilti; his son Björn had many different stations. Starting as an intern in Plant 1 at 17, he has held multiple roles in and out of the company including a long-term team member in E-Business working in the same team as his father. Björn has been a BU Analyst in Tool Services Controlling since 2018. Last year, both Gunter and Bjoern celebrated service anniversaries: 25 and 15 years, respectively. EMPLOYEES 22 – 23

LADIES – OWN IT! A women’s network was founded at Corporate Headquarters in Schaan that also makes a point to invite men to take part. What’s behind this? More information on EBS Universität für Wirtschaft und Recht in Wiesbaden You can join the group on REDi here. Hilti team • May 2021 EMPLOYEES Women’s networks have a difficult reputation. In particular, women often find it difficult to create support groups with other people for the sole purpose of advancing professional- ly as a group, something that has been shown in studies, including one by EBS Universität für Wirtschaft und Recht in Wiesbaden. Yet networks are a deeply meaningful thing: people meet, talk, motivate each other and provide each other advice. “This is precisely what has been missing for women at Hilti headquarters,” says Birte von Schwarzenfeld, Head of Corpo- rate Development in Schaan. When she came to Hilti headquar- ters in 2020 there were already local communities on certain topics, such as the global mentoring program or the initiatives of the D&I team. However, a forum for continuous exchange on topics that specifically address women, helping to shape their careers, was lacking.

Together with Dina Gracheva, Head of Industry in the E&I team and more than 10 female comrades in arms, and in coopera- tion with the D&I team, Birta therefore founded “Ladies OwnIt!@ HQ” at the end of 2020. This is a network that aims to close this gap and connect women from various fields. Active participation at all levels As networks thrive on regular exchanges that require commit- ment, participation and, above all, involvement, the group purposely gave itself the name “Ladies OwnIt!” when creating the REDi group. “Ladies OwnIt! is a platform that supports women in growing professionally and personally in order to make Hilti a more equal and diverse employer,” says Nahid-No- ra Elhami, Global D&I Manager at headquarters, in summarizing the group’s central concern. This also includes making sure that men are equally welcome in the group and are actively involved in event concepts. “Because that’s the only way we can learn from each other and work together in a truly inclu- sive way,” explains Elhami. The group kicked things off with its first event, which took place on March 31. Alongside Martina McIsaac, Region Head and CEO of Hilti North America, and Barbara Thoralfsson, a member of Hilti’s Board of Directors, Jan Doongaji, CEO-designate of the Hilti Group, also took part in the discussion group. “The event formats are deliberately shaped around topics that are designed to support women, in particular, in their careers, and that includes bringing all per- spectives and expertise to the table,” said Dina Gracheva. The start of something big “Our group is still in its infancy,” says Luise Birgelen, Segment Manager for Mechanical Anchors at Hilti in Schaan, and a founding member of Ladies OwnIt!, “but we have already ex- perienced a lot of interest and encouragement from all sides and we now have the vision of working with other like-minded networks in the Hilti Group to exchange ideas in an even more diverse way.” Interested parties at headquarters in Schaan are therefore invited to join the group on REDi and actively parti- cipate. Three more events are planned for 2021, the next of which will be in June. The invitation will once again be com- municated on REDi. The group’s first event was held on March 31. Be not afraid to get out of your comfort zone and learn how to be a very good active listener. Barbara We have to choose what our priorities are. The company will not solve it for us. Martina There are also active women’s networks in other Hilti Group countries. HNA GB A1 Australia Indonesia Panama META For the other regions please contact the regional D&I Manager. EMPLOYEES 24 – 25

We’re returning to face-to-face interactions. Tatiana Masalska How do you prepare for your first steps of the day? First of all, we work from Sunday to Thursday. So on Thursday afternoon I open my calendar and go through what is coming up in the next week, making some notes if I need to prepare something. I also do the same thing on Wednesday: going through the agenda, thinking about questions I want to ask as well as any topics I may want to have a deep dive into. I use a lot digital notebooks because they are so convenient. I can use them anywhere at any time and this helps a lot. How do you keep up with all the developments that are shaping our business? Next to all digital information, I really appreciate face-to-face meetings, but right now this is im- possible. Working in different countries and re- gions, I was actually getting most inspiration from our customers. Whether in Poland, Germany, Vietnam, Dubai, South Africa or Israel: I was learn- ing something from every single customer inter- action. This is so fascinating because we can get this knowledge and then perhaps also implement it somewhere else in a totally different environment. Why would you advise someone to take on tasks that, at first glance, appear to be a size too big? If you don’t try, how do you know? This is always my advice. Sometimes we also believe we don’t have enough information or knowledge for this role, this task or this process. What is really ama- zing at Hilti is that we have 30,000 fantastic em- ployees that are willing to help and willing to support anywhere and at any point of time. You now have experience in taking steps as a new GM in Israel after moving from South Africa to Italy to Israel within 12 months. How has this been for you in these exceptional times? This was not my first international move, but cer- tainly the most complex one, and it’s not because of the location or because of the paperwork, but because it was in the middle of a pandemic and we were crossing so many borders. In every country there were different pandemic situations, restrictions and requirements. The lesson from last year is to stay positive no matter what. And also to rely on Hilti’s fantastic HR team in the different countries. This helped me and my family. Which steps does the Hilti organization in Israel have to take? Israel has been one of the most successful coun- tries worldwide in terms of vaccinating the po- pulation. Currently, the vast majority of the adult population has been vaccinated. This gives us more possibilities for returning to face-to-face interactions. It’s a long process and we’re taking careful steps. But we’re very optimistic. It’s also very important for our business relationships. Evolution, for example, will bring our direct sales approach to a different level. The opportunity-ori- ented approach is just a fantastic glue between customer relationships and cooperation between departments. So I think the timing is perfect for us to return to personal interactions after the pandemic, along with the launch of Evolution. Tatiana Masalska on her fi rst steps as the General Manager of Hilti Israel. INTERVIEW INTERVIEW 26 – 27

A DAY WITH … Per Bodin Senior Account Manager MO Sweden Seven years ago, Per Bodin was working on job sites as a building construction carpenter for a local contractor. He talked to a friend who worked for Hilti about joining the company, and it wasn’t long until he traded in his regular work shirt for the Hilti red button- down. The native of Uppsala, near Stockholm, lives and works in his hometown serving customers who do the same type of work he once did. After several years of consistent outperformance as an account manager, he says he still enjoys getting to work in and around the building construction trade. 05:45 Our son was born 8 months ago, and since then, no longer need an alarm clock to wake up. My wife is on maternity leave, so I spend time with him and let my wife sleep another hour before managing a long day at home. Changing diapers and making the baby‘s breakfast, along with breakfast for myself, is a part of my daily routine these days. 07:00 I plan for the coming week on Monday morn- ideally, ing, so I have a full calendar for the com- ing workday. The Evolution project brought a huge improve- ment to how I plan, and now I do it all via Outlook. My calen- dar looks like a painter’s pallet now that I can color code things, but it helps me quickly visualize what’s coming. Red means an opportunity meeting, green means a new lead, orange is for Fleet and so on. Today’s going to be a good day. I have a few meetings booked, time set aside for physical training and we will have a nice team lunch. 07:30 I’m with a client who is interested in our new DGH 150 diamond grinder. I gave him a few highlights, but let the demo do most of the talking. The client is impressed with the machine, but he has no real need for it right now, but he thinks he might have a need for it in a coming project in 3 months. I close the meeting and convert my lead to an oppor- tunity with a due date in 3 months to make sure I don’t forget to get back to him about the project, and to discuss Fleet. It’s going to be a perfect fit for his company. Hilti team • May 2021 EMPLOYEES 08:30 I got a call yesterday from one of my clients saying that he had an issue with getting his BX3 fasteners to hold properly. We try a few different nails and realize he had the wrong type of nail. After a quick order, the team will be up and running again tomorrow. He mentioned that his workers do a lot of overhead fastening work, so I brought the new EXO-O1 and helped him to adjust it. He’s going to keep it and try it out for 2 days to see if it suits them. 09:15 It was getting close to my 09:30 appointment, but the client called and postponed. I decided to check if any short-term leads had been coming my way. I get them sometimes if Salesforce understands a customer of mine was looking at something specific on Hilti.se. Our team is getting used to this new Evolution lingo. Leads can be re- jected, if it turns out there is no real need or lost if the client chooses a competitor’s solution. On the positive side, a lead is won if it results in quick transactional business or it can be converted into an opportunity. Unfortunately, no new leads this time, but I had a few old ones that had been

pushed for a while. Results? 2 new opportunity meetings next week. If they go well, then I can bring in some specia- lists to help. One lead was won with a small order and two leads rejected since there was no real need with the client. 10:00 In my role I have a special assignment to take the lead on ventilated façade business in the team (the Euro Fox offering). It is one of the more complex prod- ucts and systems we sell in building construction and it is usually a big hit when we manage to sell it. So now I have a “Teams” meeting with my colleague Henrik to help him prepare for a meeting he will have with his client regarding a Euro Fox opportunity. 10:30 Hilti Sweden encourages us to stay in good physical shape, especially since a large part of our job is sitting in the car. We therefore have what we call “health hour” which allows us to plan for an hour of physical activ- ity during work time once a week. I use my hour today by taking a 45-minute run before lunch. 11:30 We have a tradition in our team that when anyone gets a large order (above 500k SEK) we have lunch together at the best hamburger place in town. In this case my colleague Lisa had a big hit a few weeks ago which we have decided to celebrate today. Despite the pandemic we try to keep our tradition and meet up at the parking lot and eat in our own car with Microsoft Teams connected for the whole team. 12:30 Booked a kickoff meeting for a new project with one of my largest local B-clients. We have a protocol we try to follow for these meetings in order to get as much info as possible regarding the design and specifications of the building as well as which subcontractors they plan to use. Before the meeting I had created a project in Sales- force. 14:00 I take some time in the car to make sure I close the system-activities in Salesforce from my previous meeting. I uploaded the protocol from the kick-off meeting into the project in SFDC. I create a few new ship-to addresses based on the info I received. I create a few Leads, some for myself and some for my colleague Johan who is responsible for M&E for this project. I also update the project team so that the cor- rect people have the correct access. This part is extra import- ant for me right now, since I have planned to be on a 6-month parental leave early next year. Someone else in the team will cover for me, and I want the data in the system to be correct and easy to understand. 14:30 On my way home, I stop to see a focus cus- tomer. I called him earlier today to see if it was still OK for him to see me, outdoors of course due to the pandemic. I showed him our new SF4 screw fastener, since I know he has a num- ber of SFC’s on Fleet coming up for exchange in a few months. During the chat, I learned that he wasn’t fully aware of the full Fleet offering, and that the company has just welcomed a new CEO that has never heard of Fleet at all. I entered this as a new Opportunity meeting on my app and jumped in the car. 15:15 Back home. During the day I mostly work in my mobile phone, but now is a good opportunity to open the lap- top and use the full Salesforce overview interface. In no time I closed a customer tender task and placed another two small lead orders for a client that called me earlier. 16:00 Before putting work aside, I have one last glance at the calendar again to see what my day looks like tomorrow. As everyone in the world knows, you have good days at work, and you have bad days at work. This was a good day, and days like these are the reason why I love my job. Of course, the pandemic has changed the way I work, but I look forward to getting back to in-person interactions where I can keep on growing my business and friendships. EMPLOYEES 28 – 29

MO INDIA Working at High Altitude Hilti India was involved in the construction of the longest road tunnel in the world above an altitude of 10,000 feet. The challenges faced included water pouring into one end of the tunnel from a glacial lake. At an altitude of over 13,000 feet the Rohtang Pass, in the Western Himalaya region of Northern India, ranks with the highest trafficable passes in the world. Heavy seasonal snowfall makes the pass road all but unpassable for nearly six months each year. The Atal Tunnel project was designed to create an all-weather route as an alternative to the pass road. At just over 9 kilometers in length, the tunnel took ten years to build and features many Hilti products and solutions. The biggest challenge Hilti faced was performing onsite pull-out tests of the RE 500 epoxy an- chor in a fault fracture zone. There was a great deal of water entering the tunnel, up to 127 liters per second, from a glacial lake far above the south portal, making the pullout tests and other construction activity nearly im- possible. In the end, however, Hilti India managed to conduct onsite tests and other activities whenever required. The tunnel opened in the fall of 2020 and will be completed by May 2021. IND Hilti colleagues are on duty for the customer on the roadways of the world. SPOTLIGHT 30 – 31

MO THAILAND Thailand’s Longest Railway Tunnel Hilti Thailand wins a rail project involving the longest rail tunnel in Thailand. This contract will set up the MO for additional Thai government projects in the future. The double-track railway project from the Map Kabao-Thanon Jira junction made engineering history in Thailand. At a cost of CHF 894.5 million, the project consists of both ground level and elevated track sections and 3 tunnels, one of which will be the longest rail tunnel in Thailand, and will be built with the first waterproof mem- brane used in tunnel construction in the country. The project called for a supplier that could not only provide all the installa- tion products, but would also bring world- wide engineering experience, expertise and consulting services. Hilti Thailand became aware of this opportunity very early in planning stages thanks to the joint efforts of people in the field and the back-office. Learning from the experience of other MOs, Hilti Thailand was able to provide a safe, reliable and cost-effective solution to win the project, which has great significance for MO Thailand, not the least of which is the rev- enue it will bring. More important- ly, it puts Hilti front and center for future govern- ment projects in Thailand. FIN MO FINLAND Close Cooperation with Finnish Authorities Hilti Finland is raising awareness regarding installation support regulations, ensuring a better and safer environment for everyone. Finnish construction regulations mandate specific designs regarding installation supports. However, some investors, specifiers and contractors are unaware of these regulations, leading to a situa- tion where regulations were both neglected and went unenforced. Over the last two years our engineering team has spent much time and effort highlighting the topic and related risks for the author- ities. The intention was to help focus the regulators’ attention on enforcing compliance with valid instal- lation support laws and regulations, thereby build- ing a better and safer future for all. Good progress is now being made. Legislation has been adapted by authorities, changes have been openly commu- nicated and we are seeing much stricter enforce- ment from authorities as well as greater awareness on the construction side. The work should continue both internally and externally, to better educate our own sales and engineering teams regarding opportunities that arise, and to create additional awareness on legislation and how Hilti can join with authorities to ensure enforcement and education regarding these vital regulations. Hilti team • May 2021 SPOTLIGHT

RUS REGION EE Never Waste a Crisis Hilti’s EE Region develops a new approach to sales that has proven to be a winner. The productivity sales approach won the 2020 Michael Hilti Marketing Cup. The productivity sales approach, or PSA, provides guidance to sales teams on how to demonstrate Hilti solutions more efficiently and how to explain to customers that their productivity will increase by using these solutions. The PSA approach, actively implemented across all the MOs of Region EE, helped the region achieve net sales growth of 5.3% in local currencies in 2020 while also expanding engagement and VIP clients in the Russian MO. The key principles of PSA include a competence buildup on key trade applications, identifying customers with the most untapped potential using the “Opportunity Finder - Power BI analytics tool”, powerful demonstrations of Hilti solutions to customers, and highlighting the potential for productivity increases to decision makers. PSA development and implementation are the result of the efforts of the entire team and began with the Russian MO Marketing Team. 2020 proved that this approach also works in a crisis and leads to both customer and employee engagement. The PSA was so impressive that it took home first place in the 2020 Michael Hilti Marketing Cup competition. MO JAPAN Greater Productivity for the Customers Hilti Japan uses ON!Track and Fleet Management to help a major customer have more efficiency and productivity. A classic Hilti moment. The American Engineering Corporation is one of the largest building and facility construc- tion companies in Okinawa Prefecture and has over 500 employees. They had a problem with managing tool assets and overall tool transparency. The management team also recognized the need to improve worker pro- ductivity as employees often had to use older tools. We convinced the customer of the ben- efits of both the ON!Track system and Fleet Management, which immediately gave them an accurate grasp of the number of tools owned and simplified tool usage manage- ment. Fleet Management also optimized the tool renewal cycle, aimed at reduced pro- ductivity due to the usage of old tools. Productivity immediately began to rise as both the repair and purchase process were unified. The introduction of both ON!Track and a large Fleet Management agreement of some 660 items last Octo- ber generated roughly 13,700,000 yen in turnover. SPOTLIGHT 32 – 33

MO FINLAND CON- GRATULA- TIONS! 30 years of service Anniversaries and retirees in Liechtenstein, Switzerland and Thüringen January - April 2021 Hilti team • May 2021 ANNIVERSARIES / RETIREES Kindle Alexander, REX Miesel Franz, GLD Schmid Helmut, P4C Schrotter Arnold, XTT Slaaen Eivind, SHD 25 years of service Bruno Giovanni, MOCH Dittrich Tilo, XEI Djosic Dragan, P1EU Köfel Markus, P4X2 Lang Myriam, RMCR Nett Heinz, FS 40 years of service Payer Reinold, P4LL Senti Paul, LRNOA 35 years of service Burtscher Thomas, HPY Radl Christof, MP Metzler Peter, SHD Netzer Dietmar, DC Rauch Helene, TG Rinner Otto, P4XG Rogina Reinhard, P1ES Staudacher Jon, OFE Tschabrun Peter, TWTP Wohlwend Mario, P1BK Rohrmoser Guenter, XP Zeller Roger, FIPP

10 years of service Aupperle Heiko, HDI Bernhard Simone, OAP Bralla Dario, TPA Castelluccio Francesco, FIS Chengappa Arun, FCP Dagli Arzu, GM Diem Julia, SLCT Dillen Gregory, CM Fuchs Reto, MOCH Glauser Stefan, MOCH Harput Nathali, NMT Hess Felix, FC Inganaes Martin, OM Jain Vikram, SHE Kammerlander Jessica, GLMH Lampacher Manuel, P4LL Leitgeb Natalie, HS Loacker Gabriele, FCT Retirements Marcheggiani Giorgio, MOCH Bourgund Ulrich, AR Matezovic Marijo, MOCH Büchel Heinz, SHZ Meyer Djurdja, P4D3 Mezaber Sofian-Faycal, MOCH Momeni Siavash, HEC Cavada Peter, OS Eberle Raymond, FIPZ Ender Elisabeth, FCP 20 years of service Antonaci Luigi, MOCH Berlinger Johannes, HMY Boes Stefan, HPY Brugger Rainer, P4X5 Buechele Emanuel, FCK Fritsch Meinrad, P1MM Furxer Harald, P4X2 Guntli Leo, P1EM Haefele Christian, TQD Keraudren Jean-Louis, RMEX Khandozhko Serhey, TPA Kunz Bernhard, ZP Lampert Ulrich, JTTZ Meier Sandra, REN Merki Stefan, MOCH 15 years of service Acklin Magdalena, MOCH Breuer Thomas, P4 Florineth Andreas, P4PA Müller Alexander, P4XM Gasnakis Stelios, ZL Mueller Vidalia, TC Entz Arno, FIMC Müller Sabine, P4D3 Gebhard Juergen, ADP Oppel Kerstin, SLMM Gasser Roman, P1TM Ng Yin, FIMD Glaser Arno, HEC Pierce Phillip David, SLCT Griesser Wilfried, P1MU Oppeneiger Simon, P1TS Gut Manuel, P4Q Rickers Peter, ANT Inhelder Harry, XTT Pellizzeri Silvano, GLMC Koechl Thomas, P1TM Schremser Daniela, FCT Kalberlah Fabiola, UA Scheidegger Fritz, MOCH Koehl Stefan, P1WS Schuster Christian, TQD Kammerer Jörg, GLMX Schroeder Martin, FIP Matt Thomas, XP Spasojevic Jadranka, P4D1 Mauser Sabine, F Stamm Joerg, XEL Stevic Dragan, ZEH Stangl Hannes, P1MM Meusburger Mathias, HPU Ulrich Elfriede, SHM Maurer Wolfgang, P4LV Schaer Roland, TPA Steiner Martina, KS Vils Myriam, GLME Yoelek Bayram, P1EU Nemeth Attila, HSM Pegam Astrid, P4D1 Vernacchio Massimo, MOCH Tichy Markus, SHP Wechselberger Otto, P4Q Winkler Hermann, P4 Yurtsever Sedat, MOCH Peters Carsten, TNS Weiss Katharina, UV Zaggl Raimund, D/ZR Ziswiler Dominic, MOCH Ruppin Andreas, FIGI Woerner Markus, DQX Züger Hansruedi, MOCH ANNIVERSARIES / RETIREES 34 – 35

FROM THE HILTI ARCHIVES 25 years ago Introduction of the Champion 3C corporate strategy, which was based on customer, competence and concentration. “Champion 3C” laid the foundation for the “Vision 2015” strategy that followed in 2007, as well as our current corporate strategy, “Champion 2020.” 35 year ago The year 1986 saw the introduction of “Strategy 2000” which launched Hilti’s focus on market segmentation. A globally uniform corporate culture was also introduced for the first time under the motto “Leadership Makes the Difference”. This would be replaced in 2004 by Our Culture Journey. As the Deputy CEO, Michael Hilti introduced a new corporate policy starting in 1986: Strategy 2000. One of the changes was the professionalization of the sales force, much to the benefit of customers. Publication details Champion 3C succeeded in turning the com- pany’s thinking back to its classic strengths: customers and innovative products. This involved aggressive market segmentation as well as enhancing sales channels to include e-business and store-within-a-store. It did not take long to see that they had made the right decision. From 1994 to 2006, corporate reve- nue grew from just over CHF 2 billion to more than CHF 4 billion, and profi ts tripled. team is the magazine for the employees of the Hilti Group. Opinions published in team do not necessarily agree with those of the editor or the Executive Board. Articles in team represent offi cial state- ments of the Executive Board only when expressly marked as such. The editor is responsible for selecting content and is advised by the editorial committee. The editor reserves the right to shorten articles submitted for publication. Different shades of meaning may result from translation. In the event of differing interpretation, the original German text shall be viewed as valid. Published by: Hilti Corporation Global Corporate Communications Feldkircherstrasse 100 9494 Schaan Liechtenstein Tel. +423 234 39 27 E-Mail: media@hilti.com Editorial team: sabrina.feliu@hilti.com fritz.hanselmann@hilti.com kim.koula@hilti.com svenja.kopp@hilti.com chris.larson@hilti.com dan.phillips@hilti.com felix.reichstein@hilti.com Editor-in-Chief:: Sabrina Feliu Creative Direction: Benno Erhardt, Kristijan Sessa (Hilti Global Brand & Design) Layout: heureka GmbH, DE-45134 Essen Hilti is a registered trademark of the Hilti Corporation, Schaan, Principality of Liechtenstein.