team Magazine 2021|11

team Magazine 2021|11_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 INTERVIEW with Stefan Nöken on his time with Hilti and what helped shape him EVENTS Online, ofﬂine and hybrid SUSTAINABILITY Spotlight on the A1 region E-Paper 11 | 2021 Hilti employee magazine | International I FL I CH I Thüringen Cover photo: Stefan Nöken visits Hilti’s Colombia MO in 2019. Dear Hilti Colleagues, The German philosopher Friedrich Nietzsche once said: “New paths are created by walking them.” This issue of “team” magazine is all about that sentiment. Stefan Nöken will be handing back his Hilti ID card at the end of this year and travelling new paths in 2022. He tells us exactly what he plans to do, and how the last days of work at Hilti feel for him, in the interview on pages 4 to 9. The COVID-19 pan- demic has resulted in all of us having to change the way we work – this includes the Events Team. The new path they are on has resulted in different event concepts, both for face-to-face meet- ings and for digital and hybrid meetings that will connect us even more as a global company in the future. Read more about this on pages 10 to 13. On pages 34 and 35, our plant in Thüringen, Austria, shows us what new paths apprentices are taking with their “Journey to Myself” personality development program. You can ﬁnd these and many more stories and reports in the magazine and on REDi. Enjoy the latest issue of «team» and have a pleasant end of the year, Svenja Kopp

04 An emotional roller coaster Interview with Stefan Nöken 14 Hilti Foundation Helping people to escape extr eme poverty by creating resilience 24 Five questions for … Birte Von Schwarzenfeld Head of Corporate Development 28 Expert BIM Exchanges BIM grows up CONTENT INTERVIEW 04 An emotional roller coaster Interview with Stefan Nöken 24 Five questions for … Birte Von Schwarzenfeld, Head of Corporate Development EMPLOYEES 26 A day with … Daniel Du Head of Production at Plant 88 34 Thüringen “Journey to Myself” – development for vocational traineess 36 Families at Hilti SPOTLIGHT 10 Global events Following the new normal: The digital transformation of events at Hiltii 16 80 years and counting 20 Sustainability in action Spotlight on the A1 Region 22 Innovations Made by Hilti 28 Expert BIM Exchanges BIM grows up 30 Worldwide projects HILTI FOUNDATION 14 Creating resilience Helping people to escape extreme poverty by creating resilience ANNIVERSARIES / RETIREES 38 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

An Emotional Roller Coaster After 22 years at Hilti, Stefan Nöken will leave the Executive Board at the end of 2021 due to term limits. He will start a new chapter of his life outside of Hilti. Stefan Nöken began his Hilti career in 2000, as Head of Corporate Engineering. In 2004 he assumed responsibility for Supply Chain Management and then joined the Executive Board in 2007 where he was responsible for Fastening Technology, Software and Logistics. In an interview Stefan Nöken gave us a personal insight into how he feels at the moment, what has shaped him most during his time at Hilti and how he’s planned for his time after leaving the company – “because nothing happens without planning,” says Stefan Nöken. Hilti team • November 2021 INTERVIEW

When people meet you in the corri- dors of Schaan or have an online meeting with you, you seem very relaxed and content. How are you doing at the moment? I am doing well and I am very happy. I have largely been able to settle the things that I wanted to ﬁnish up and the issues that I still wanted to initiate I’ve been able to get off the ground. The main projects, activities and con- tacts have been handed over to Tassilo Deinzer. Tassilo will do a great job, so I know that my team and my topics are in the best hands with him. What feelings do you have when you think about the fact that your 22 years at Hilti will end soon? I’m excited and my anticipation rises when I think about the near future. Hilti was not just a job for me, but a passion. That’s why I’ve invested a lot of time in my work, and my fami- ly often comes up short. I’d like to now give something back to my wife and children and spend more time together. But there are many more feelings involved. On a rational level, it was clear that this moment was coming eventually, so I’ve been able to calmly prepare for it. I ﬁnd the company’s age and term limits for the Executive Board to be a good thing. It allows for new momentum and also supports the ongoing development of the company. But there’s also an emotional component. To be honest, I’m on an emotional roller coaster at the moment. I’ve spent most of my profes- sional life at Hilti, and my children were born and grew up during this time. There’s a sense of melancholy and sadness at no longer see- ing close colleagues on a daily basis, but also gratitude for all the experiences I had, and happiness for the various professional steps I was able to take with Hilti. The fact that I can now face new projects with a great deal of energy, and as a healthy person, is a gift; that I can reinvent myself to a certain extent. This can’t be taken for granted, and I’m looking forward to it. If we look back 22 years, can you still remember your ﬁrst day at Hilti? Indeed, I can. I still have that day very much in mind. I was supposed to report to the front desk at 8:00 on January 3, 2000. So I was there on time and I introduced myself. The person at the desk looked at me awkwardly and told me that the person I was reporting to no longer worked for Hilti and that he didn’t know where to send me. So I simply said that I would be INTERVIEW 4 – 5

fine on my own and I could walk to Corporate Engineering my- self and off I went. Once I arrived I began introducing myself to my new colleagues there. Everyone was friendly, but a little confused. The sixth person I introduced myself to then kindly pointed out that I had ended up in Facility Management, and that Corporate Engineering was actually on the other side of the building. So I began my round of introductions once again. Our onboarding is more professional today. But I certainly had the best relationship with Facility Management right from the start! Let’s take a closer look at your daily work routine. How do you usually prepare for the coming day? I have a reputation for being very structured and disciplined. I very much dislike going into an appointment or a meeting unprepared. It’s very important to familiarize yourself with the subject matter first, and it’s also true that you can only achieve your goals if you’ve formed an opinion in advance. Specifically, my daily routine starts at 7:00 in the morning. This is one hour that is reserved for my personal preparation time. Additionally, I have gotten into the habit of putting “MyTime” blocks in my calendar to study papers and pre-readings as well as to think through certain topics. What advice would you like to give to colleagues who are facing a new professional challenge, be it taking on a management position or a new area of responsibility? Look, Listen, Learn. I can highly recommend spending a lot of time being on-site, whether in production, development, in the field, or with a customer or supplier. Also, I would advise switching to “receive,” asking questions and listening. We often tend to express our opinion very quickly without really having understood what opinion our conversation partner holds and why. This is a matter of respect. And one should always be willing to learn, to pick up and accept new things. What’s the first thing that comes to mind when you think back on your time with Hilti? People and emotions! This is what gave me energy all these years. I have been able to get to know an incredible number of wonderful and dedicated people and I carry many unforget- table moments in my heart. Very personal moments when I was able to help individual colleagues and accompany them on their professional journey at Hilti. It was very satisfying for me when I hired new employees and could follow how they developed. I truly get goose bumps when I think back on various events and Hilti team • November 2021 INTERVIEW

business travel. You can sense this feeling of togetherness and enthusiasm for the company everywhere. My first trip to the Philippines is still an impressive memory. It was the first visit by an EB member and all the colleagues gathered around and wel- comed me with flower garlands. Or when you stand on stage in a large hall at a kickoff meeting and hundreds of team members, dressed in red shirts, stand in front of you and greet you. You also experienced difficult times. How did you deal with these challenges? Yes, there were those, too, also on the level of colleagues. It was important in these situations to simply be there for each other, to empathize and to have each other’s back. But I have also experienced several crises on a professional level: the economic crisis of 2008/09, the currency crisis of 2015 and the current coronavirus pandemic. Of course, there are sleepless nights, but you never have the feeling that you have to deal with it by yourself. Particularly in these times, it’s “all hands on deck” . You pull together and manage as a team. And you grow with your tasks. The growth you experience in a crisis lets you know which gear to shift into and when to take which steps when the next crisis appears. You have set many things in motion and have many achieve- ments. What would you highlight in particular? Everything I have achieved over the past years, I have achieved together with the team. As part of the process, I questioned and initiated issues, procedures and projects. And it’s impor- tant to remember to always keep an eye on the big picture. Sometimes that also means being “uncomfortable”, but that’s the only way we can continue to develop and achieve good results. I like to look back on the internationalization of our development and supply systems. When I took over as head of the Supply Chain, in 2004, we had a global sourcing share of 6 percent. Today, 40 percent of our products are manufactured outside Europe and we have plants, suppliers and development centers located worldwide and a global logistics structure. It is important to me that we continue to develop and study, always looking at and optimizing our processes. I have a pas- sion for operational excellence (OE). As a result, over the years I have always driven OE in research and development, purchas- ing, production and logistics. Over time this has led to sub- stantial improvements in quality, delivery performance, lead time, inventory levels, as well as for product, operating and capital costs. The third point I would like to mention is our software and service area. In the recent past, a significant part of my ener- gy went into building up our F&P software and services business, which we have built up almost from scratch over the last six years, and is now a key part of our value proposition. Where do you see Hilti in the next five years? Hilti’s potential is far from exhausted. Wherever you look, you see opportunities to do things even better. With our claim to market leadership and a robust construction industry, we will grow strongly and further expand our global presence. In the future, we will be the leading company in the digitalization of the construction industry and our software and services Hilti team • November 2021 INTERVIEW

Thank you very much for the interview and for review- ing your time at Hilti. We wish you all the best for your future and that you can realize all of your plans. You are always welcome at all of Hilti’s worldwide locations. business will grow disproportionately. As this happens, we will be the productivity and digitalization partner for our customers. We will also be the benchmark company for sustainability in the construction industry and will set new standards. So I’m not worried about the future of the company. The new group strategy, currently being drawn up by the Executive Board, will show the way. What are your plans for your time after Hilti? As I’ve already mentioned, I am a rather structured person, so the next steps are also planned. After handing in my ID card on December 17, I’m going on vacation with my family the next day to initially gain some distance. I will start the new year with board mandates at various companies in different industries. I am looking forward to contributing my experience in this manner while, at the same time, getting to know new and ex- citing topics and people. I will also be getting more involved at universities, promoting young engineers, and also being involved in research projects. My bucket list is long and contains many travel destinations, sporting ambitions and areas of learning. INTERVIEW 8 – 9

FOLLOWING THE NEW NORMAL: THE DIGITAL TRANSFORMATION OF EVENTS AT HILTI 2020 By May, companies had adopted a new way of working, and those who could were prompted to work from home. At Hilti, we transitioned into a hybrid working model and quickly adapted to the situation at hand. With no ending in sight, this was a time of uncertainty for the Events Team, which has given us everlasting and memorable experi- ences that help to reinforce our strong company culture. May January If we look back at our year-end celebrations or the Lean Award ceremonies at Corporate Headquarters, or all those other special events and moments that brought us together and further emphasized our company culture, we were able to attend these in person. Then, at the beginning of 2020, Covid-19 made its way to Europe and around the world, bringing the day-to-day routines we knew to a standstill. As small and large gatherings came to a halt, the event industry came to an abrupt stop. Not knowing how long the situation would last, the global Events Team at headquarters negotiated cancellation fees and postponed all their events to the fall or spring of 2021. Hilti team • November 2021 SPOTLIGHT

We turned a challenge into a great opportunity for our team and the whole company. Anne Helmes, Head of Events & Guest Relations June Analyzing the situation, the team was proactive and prepared for a longer break from physical events. At first, team members were given the opportunity to expand their expertise by supporting other departments in various tasks and fields. However, even in August, all in-person events continued to be postponed, so the decision was made to move forward with a virtual Hilti Management Forum. The Events Team invested their time educating themselves in the digital event sector, learning about new software and solutions in the industry. Shifting its strategy, the events team adapted and implemented what it had learned. In Sep- tember, they coordinated their first mass virtual events – the HQ Town Hall Meeting in Schaan, and a hybrid factory opening for employees in both Taiwan and Schaan, followed by the Martin Hilti Innovation Prize in October. While attend- ance of our HQ town halls is typically 400 em- ployees, going digital truly turned this into a global Hilti event. Understanding the exposure they were able to attain using a Covid-safe concept, the team set up a temporary studio for the Hilti Management Forum in their former offices in the old North Office Building. The professional equipment, such as back wall, cameras and technology, now moved into the new studio. Producing a digital event brought new complexities and de- tails that need to be considered, including tim- ing, tone, lighting and cues. With a new sense of motivation and belonging, the team embraced their new way of working, producing digital events, and embracing virtual interaction. October SPOTLIGHT 10 – 11

Starting fresh in 2021, without the help of external technicians, the team supported departmental kickoffs at headquarters as well as Executive Board recordings for local kickoffs. Additionally, they embraced their first large-scale digital event in collaboration with Global Logistics – The Global Logistics Award. The team continuously improved and optimized their way of working. Though they faced challenges due to strict Covid-19 regulations at headquarters – for example, a maximum capacity of five people in the studio – they were able to adapt. 2021 January December By connecting the organization through live streams and virtual events, the team expanded its reach and now supported markets globally by sharing best practices and providing guid- ance. After many digital events and a better understanding of how to control a streaming studio, the team felt confident investing in a fully equipped, permanent studio that could host streaming events. Hilti team • November 2021 SPOTLIGHT

Over the past year, the team has resiliently adapted to the conditions that Covid-19 has brought. With the loosening of restrictions and a positive outlook for physical events, the Events Team has started to plan for the return of in-person events. After gaining so much experience producing digital trainings and guiding markets, the team looks forward to a more flexible setup this fall, and is prepared to adapt depending on the conditions the season will bring. November SPOTLIGHT 12 – 13 March In March, there was a big focus on the monu- mental generational change announced at the global Town Hall Meeting. The Events Team meticulously produced a safe studio environment, while adhering to the Covid- related measures and having eleven execu- tives on stage. Over 8,000 employees tuned in to watch the live stream, the biggest audience for a digital event yet.

International Poverty Line The International Poverty Line is deﬁ ned by USD 3.20 per day and the Extreme Poverty Line by USD 1.90 per day. This is what’s required to keep a person alive. Below this amount, sustainable life is not possible. CREATING RESILIENCE Helping People to Escape Extreme Poverty Hilti team • November 2021 HILTI FOUNDATION

“The training has left indelible ﬁngerprints in my life.” Felista Wambui Kairu, a dairy and poultry farmer from Kiambu County in Kenya smiles: “And our group table banking has stabilized, so members can now borrow and repay loans promptly.” in rural industry and agriculture makes it difﬁcult for job seekers to ﬁnd employment. Those who choose to migrate to urban cities, will likely add to the growing number of urban poor. That’s why safe and solid business models, enabling people to stay in their home areas, are key for the pro- gram’s effectiveness. Earning sustainable income will not only help them to recover from the effects of COVID-19 pandemic, but also remain success- ful for the years to come. No words explain that better than Walter Irungi’s – he joined the BET in 2018: “I am no longer de- pending on the government or any NGO. I only depend on myself. I know what to do!” Table Banking This group-based funding system works completely off-bank and is very common in developing countries. Each member con- tributes with weekly or monthly savings to create a fund, from which everybody can request a loan for business investments – being aware to pay it off with interest. T he Basic Entrepreneur Training (BET) Felista is referring to, is facilitated by the Hilti Foundation and led by the aid organization Hand in Hand Internation- al. It emphasizes women’s decision- making power in the household and climate- resilient practices, such as topsoil regeneration, biodiversity and rainwater harvesting. Since its initiation in 2017 more than 16,000 women and men in rural East Africa have been able to escape extreme poverty, as they learned how to start a micro-business and generate sustainable income. Based on that success, the Hilti Foundation has decided to accelerate the program and expand outreach to nine counties in Kenya and three districts in Tanzania. The project’s goal is to train a total number of 40,000 farmers on how to run a proﬁtable micro-business in the region’s most attractive value chains like dairy, poultry and other products. “Already before the pandemic, we were eager to expand our partnership with Hand in Hand Inter- national. But now our program in East Africa has become even more important: It enables small businesses in rural areas to grow into thriving enterprises and creates economic and social development for entire regions.” Werner Wallner, Managing Director of the Hilti Foundation, is convinced that creating resilience by teaching basic entrepreneurial skills, ﬁnancial literacy and best practice on livestock farming will help people to survive any shock until the business can be restarted again: “That’s exactly what happened to our beneﬁciaries: Even if their businesses also suffered from lockdowns, they have been able to easily be ramped back up by applying the very same mechanisms, they once have been created with.” Resilience is an ongoing topic, since day-jobbers or subsistence farmers are extremely vulnerable to any kind of economic crisis. Underinvestment in rural infrastructure as well as low productivity HILTI FOUNDATION 14 – 15

80 YEARS AND COUNTING The Hilti Corporation was founded 80 years ago, in 1941, by brothers Eugen and Martin Hilti. In 2016 the company celebrated its 75th anniversary under the motto “Ready For The Future.” Celebrations were held at headquarters and in many regions and market organizations. A three-day series of events at Corporate Headquarters included a beneﬁt concert featuring the Simon Bolivar Youth Orchestra, a press event and a day-long company gathering for employees. In the ﬁve years since then, the company has continued to grow and to build a better future. Here’s a brief look at ﬁve developments that the company has invested in over the last ﬁve years. Hilti team • November 2021 SPOTLIGHT

The Hilti Brand Refresh In 2016 the company began a process aimed at refreshing the Hilti brand. This four-year progression was based on a substantial brand analysis that took place over the course of the preceding two years and resulted in the redeﬁnition of the company’s global brand positioning and further devel- opment of our brand identity and its design expression. The redeﬁnition was based, among other factors, on shifting tar- get groups, the rise of new technologies and sales channels. This outsized effort, which began in earnest in 2017 and included hundreds of hours of training sessions and work- shops, was concluded during the fourth quarter of 2020. SPOTLIGHT 16 – 17

Hilti Campus Takes Shape Subsequent to the completion of the Innovation Center (2015) Hilti set out to update, expand and improve its headquarters and create a contemporary and inspirational working environ- ment for existing and future employees. This development included remodeling the façade, and renovating the interior, of the Main Administration Building (completed in 2016) before work began on two new office buildings, a parking garage and a campus park. The multi-story parking garage opened in 2017 while construction of the Middle Office began in March 2018, with the first teams moving into their new surroundings in January 2020. Ground was broken on the new North Office in July of 2018 and employees began moving into the building in September 2021. At the end of November 2021, demolition work will begin on the old North Office with the Campus Park to appear in its place. By May 2023 the Hilti Campus will be finished, and when it is, headquarters will certainly be ready for the future. Hilti team • November 2021 SPOTLIGHT

Generational Change (announced in 2021) In the spring of this year Hilti made a significant announcement regarding the future of the company’s executive management. This reflects a key tenet of Hilti’s strategy: long-term stability and thorough preparation based on advance planning. In the following two years, major leadership changes within the Martin Hilti Family Trust (Family Trust), the Board of Directors and the Executive Board will happen due to age and tenure limitations for key positions. Among other changes, Heinrich Fischer, who has been a member of the Board of Directors since 2007 and Hilti Chairman since 2017, will retire after reaching the maximum tenure of 15 years on the Board of Directors at the end of 2022. Christoph Loos, who has been on the Executive Board since 2007, and CEO since 2014, will take over as the new Chairman of the Board of Directors as of January 1, 2023. Jan Doongaji, who has been with the company since 2000 and a member of the Executive Board for eight years, will become the new CEO of the Hilti Group on January 1, 2023. The timing of these changes is synchronized with the commencement of develop- ing our group strategy beyond 2022. In hindsight, one can say that the 75th anniversary motto, Ready For The Future, could not have been more appropriate. Ongoing Technological Leadership Hilti continues to lead the way in terms of innovation. The company opened the BIM Experience Center in Rotterdam, Netherlands, in 2019. The center brings the digital evolution of construction projects to life through a combination of applications, services and digital elements. In 2020 Hilti launched both the Jaibot semi-autonomous construction robot and, in collaboration with the medical technology com- pany Ottobock, the EXO-O1 exoskeleton. These twin innova- tions are the clearest examples of construction digitalization, and emphasize additional health and safety aspects on the construction site. Networking the Hilti World In late 2018 the Hilti Group launched its first Group-wide intranet platform, REDi. The modern system was initially launched on December 12, 2018 for employees in Liechtenstein and in neighboring Buchs, Switzerland. All Hilti markets gained access to this comprehensive portal over three launch waves that were completed during the first six months of 2019. On REDi, employees can find company news, classic intranet in- formation from various departments, as well as collaboration opportunities. Work also began on what would eventually be known as Evolution in the fourth quarter of 2018. Evolution stands for a new, collaborative way of working – not least through the introduction of a new Customer Relationship Management platform that offers users a 360-degree overview of all cus- tomer information. The focus is even more on systematic customer development. A pilot project in the Belux Marketing Organization was launched in April 2020, with wave 1 imple- mentation taking place between July and September 2020. Wave 2 was launched in March 2021, completing the rollout. SPOTLIGHT 18 – 19

Environment SUSTAINABILITY IN ACTION People Spotlight on the A1 Region Society A project team based in the Hong Kong hub orches- trates the many projects of the various MOs and brings them together to exploit synergies. The following focus areas have been deﬁned in the A1 Region: CO2 reduction: Introduction of electric and/or hybrid vehicles, reducing business travel, and deﬁning an energy reduction road map. Circular economy: Reuse of spare parts in all repair centers and improving waste management. Offering and implementing Hilti’s “Engaged Beyond Business” corporate volunteering program. Understanding the sustainability requirements for custom- ers and for green building in North Asia. Develop sustaina- bility solution proposals for future partnerships. “This year we put the month of May under a special theme: Sustainability in A1,” explains Serena Ping. At an A1 town hall meeting on this topic, Sam Nunn showed how the global sus- tainability strategy is structured and in which areas the region is active. The meeting also highlighted where we intend to expand and where the journey in A1 will lead. Most of the market organizations in A1 participated, either together at their headquarters or with each individual from home ofﬁce – de- pending on local COVID-19 regulations. “Afterwards, the par- ticipating employees signed the A1 Sustainability Commitment.” MOHK townhall Our sustainability journey now takes us into the A1 Region in North Asia. Hilti’s sustainability efforts are now being taken to a new level with various projects, initiatives and ideas. Serena Ping, Head of HR in A1, and Sam Nunn, Regional Operations Manager, coordinate the local activities and provide us with an insight into what has been happening in A1. Serena Ping, Head of HR A1, and Sam Nunn, Regional Operations Manager You can ﬁnd additional information on the global sustainability strategy on REDi Team Magazine series “Sustainability in Action – Spotlight on HNA.” More on the Kiva microﬁnancing program. More on the “Love Save Pneumoconiosis” organization. Hilti team • November 2021 SPOTLIGHT

2021 Activities at a glance Shifted logistic of plant to MO central warehouse in Shanghai from road to rail, resulting in a savings of ~400 tons of CO2, which is a 51% reduction. Installation of 1,890 solar panels in Plant 88. This will generate a peak performance of 850.5 KW. Transition to ~130 new electric / hybrid vehicles in the China and Japan MOs. Target for the entire A1 Region by 2023: shifting approximately 765 vehicles to electric/ hybrid vehicles. Approval for reusing 17 separate spare parts at tool service centers in Japan. Start of ten projects collected under the Engaged Beyond Business umbrella. Over 340 employees in A1 participated as volunteers. Living a circular economy Region A1 has set the goal of reusing all spare parts removed from repaired tools at all A1 tool repair centers, thereby improving waste management. How is this accomplished? Spare parts in very good condition that are obtained from returned equipment (ﬂeet management) are used in the repair of other tools. In addition to saving resources, this step can also save considerable costs. By the end of 2022, all repair centers in the A1 Region will be using this approach. Jointly for a worthwhile cause Many different activities and initiatives included in Engaged Beyond Business are offered to employees in the region. This includes volunteering time for employees’ own social causes, organized activities, and the Kiva microﬁnancing program. “Eight Hours for a better Future”, allows each team member to take special leave to donate their time to the social causes of their choice,” explains Serena Ping. For example, Plant 88 has performed a ‘River Watching’ event at Song Jiang Xin Qiao. Thirty-seven volunteers participated by completing a water sample quality check and visited a local river. The Hong Kong hub cleared trash from a stretch of beach. Employees raised around RMB 6,000 (roughly USD 930) in a digital charity run that was organized by the China MO. This money will be donated to the “Love Save Pneumoconiosis” organization, a charity dedicated to helping Chinese migrant workers in the countryside who have contracted pneumoconiosis. All A1 market organizations can participate in the Kiva microﬁnance platform provided by the Hilti Foundation. Our sustainability journey continues in 2022. All MOs are working on various projects and initiatives to achieve our glob- al goals in the areas of people, the environment and society on a step-by-step basis. CO2 Reduction in A1 The China and Japan market organizations began efforts aimed at increasing electric mobility this year. They took delivery of a total of 59 electric vehicles (China) and 71 hybrid vehicles (Japan). “In addition to the initial successes in con- verting the vehicle ﬂeet, we are also excited about the solar panels installed on the roof of Plant 88 in Shanghai,” said Sam Nunn. “This means that 25 percent of the energy required for the plant can be generated by solar power, saving us around 200 tons of CO2 per year. We are currently evaluating the possibility to add additional panels for other sites and plants in A1.” Another important step towards achieving our global goal of being CO2-neutral by 2023 is the conversion of transport routes from road to rail in China. In a pilot project last year, we shifted the transport from Plant 8 to our Central Warehouse in Shanghai from road to rail. Calculated over the year, MO China thus expects a reduction of 400 tons of CO2, which corresponds to a total reduction of 51 percent. “In addition to the environmental beneﬁts, costs have also been reduced by 10 percent,” adds Nunn. Digital Charity event MOCN P88 EBB River Watching event SPOTLIGHT 20 – 21

INNOVATIONS MADE BY HILTI Here is an overview of some of Hilti’s latest innovative products, services and software. F&P SOLUTIONS PROFIS Engineering Suite: Concrete to Concrete Module Connection design software increases Hilti’s relevance for many customers and creates opportu- nities for our product and service offering. We now expand the PROFIS Engineering Suite with the Concrete to Concrete Module. It’s the ﬁrst solution of its kind for overlay, structural joint and exten- sion design, complemented by online engineering training for DIAMOND Air cleaner AIC 1000 and 2000 Our customers have used Hilti’s dust removal systems for many years as a solution for managing dust on the job site. The AIC 1000 & 2000 air cleaners will soon be concrete-to-concrete applications. added to the portfolio, further expanding jobsite and worker safety. They help to reduce a worker’s dust exposure by ﬁltering very small dust particles which are the most harmful to our lungs and There are many examples of why concrete must be added or joined to existing concrete installations. This software helps structural and in-house engineers and speciﬁers test their post-installed rebar otherwise can remain in the air for designs using Hilti adhesive several days. Air cleaners are mostly found on renovation job anchoring solutions. Concrete to Concrete provides an intuitive user sites where large amounts of dust interface, enabling users to freely are created. The launch is planned position rebar and assess devia- to start in January 2022. tions in real time. Early users reported a signiﬁcant reduction to their design time. Hilti team • November 2021 SPOTLIGHT

ANCHORING HAC-V Cast-in Anchor Channel FIRE PROTECTION CS-S SA light smoke and acoustic sealant SERVICES ON!Track Asset Gateway – ProActive Tracking Cast-in-place anchor channels are A wide range of products and sys- ON!Track ProActive Tracking often used in landmark buildings to fasten curtain wall façades. They are positioned close to the edges of a ﬂoor slab along with the struc- tural reinforcement and fastened in tems help restrict the passage of noise or, in the case of a ﬁre, smoke within a building. As more Gateway transforms a warehouse or a jobsite container into a loca- tion that is connected 24/7. The and more customers install these new solution helps customers systems, Hilti is supporting to sup- increase productivity by automat- place as concrete sets. The latest port them with a new solution. ing mundane and time-consuming HAC-V cast-in anchor channel is CS-S SA light smoke and acoustic tasks, such as regular inventory more robust, has an improved per- sealant is being developed by the checks or delivery notes made by formance and more options on USCDS Fire Protection team in embedment depth. Customers can Dallas, Texas, to further cover ap- hand. Any employee can know what tool has been taken away now downsize to design smaller, plications and the growing number from the storage area, and check more economic channels. Soft- of professionals that use them. In what tools are still there, reducing ware, services and systems around region W1, the goal is to prove that the amount of time wasted look- HAC-V come together to create a CS-S SA light is an easier to install very useful package that sets Hilti solution with relevance to both ing for critical tools when they are needed. apart. Customers work with added speed and safety when designing with PROFIS, supported by local general installers and specialty ﬁrestop contractors. It’s lighter in weight, meaning less fatigue for Hilti engineers, and when using the someone applying it overhead or SIW 6A adaptive torque module to ﬁnish the application. while carrying a case of the prod- uct across a jobsite. Plus, it’s com- patible with a well-known, speciﬁc type of CPVC pipe found in many buildings in the United States. SPOTLIGHT 22 – 23

FIVE QUESTIONS FOR BIRTE VON SCHWARZENFELD Head of Corporate Development Hilti team • November 2021 INTERVIEW

It’s truly exciting work that sets us up for the next 10 years. Birte von Schwarzenfeld How do you prepare for your ﬁrst steps of the day? Well, usually I would take a look the night before to see if there are any meetings that I still need to prepare, or what is coming up so I can be ready. Also, in the mornings I usually reﬂect on the things that I need to do because they are urgent and important to do during the day. With that, I usu- ally have a pretty good road map in the morning. What were your ﬁrst steps with Hilti like? I started in sales in Hilti North America, so there were a lot of ﬁeld rides. That was the ﬁrst thing that really took me into the ﬁeld – it was a great time. I rode with countless account managers in the U.S., across the Western United States and also in the central United States. It was great to get that experience up front because I was there hearing from the customers about their concerns, seeing their working conditions and all of the products and services that Hilti offers and our account managers bring to the table every single day. Then of course that was complemented with more formal trainings, but having this on-the-ground experience was a great ﬁrst step into Hilti. How do you keep up with all the devel- opments that are shaping our business? Well, that is part of my job now. In corporate development one of the key things we do is that we watch our competition and the external market environment. In an annual workshop, and we also did that this year in May, we look at the develop- ments in the outside world, also focusing on our competitors and their actions. We completed a trend assessment also this time around, because for the group strategy we wanted to make sure that we don’t miss out on anything that’s going on. We created a fairly big exercise, looking at external trends from expert sources, but then also launched a survey with a lot of Hilti colleagues to get input from inside the company. That was a very interesting exercise. We also realized that there are a lot of trends that Hilti is already lever- aging, and we had more conversations about how we can further bank on these trends and leverage opportunities that might arise. Why would you advise someone to take on tasks that, at ﬁrst glance, appear to be a size too big? You never know until you try. In German there is a saying that you grow with the tasks that you have. So I would say don’t assume that it is too big for you. Try it out. At the worst case, you fail and you learn from it. But at the best case you learn some- thing on the way and were also successful. I would deﬁnitely encourage everybody to be bold and try. You are now responsible for Corporate Development. Which steps does the company have to take here? We have some pretty big steps ahead of us. As you probably know, we currently have a strategy in place, Champion 2020, that will take us, after the extension, to 2023. But there is a time after- wards. With the Executive Board and our execu- tive members all around the globe, we’re doing a review of this group strategy. Basically, taking all the external input that we have and rethinking some of the pieces that we’re doing internally to set us up for the long-term and really for the future, let’s say until 2030, 10 years ahead. So that is truly exciting work. We already took some initial steps and we kicked off a fairly large effort with 10 sub-teams, but there’s a lot of exciting work ahead and I’m curious and excited to share all of that, likely in 2022, with all of you. Birte von Schwarzenfeld on her ﬁ rst steps as Head of Corporate Development. INTERVIEW 24 – 25

Daniel Du A DAY WITH... Daniel Du Head of Production at Plant 88 D aniel Du joined Plant 88 in September 2020 as Head of Production. He’d spent the last 13 years in manu- facturing for a well-known lighting brand and was looking for something new. Daniel said that after joining, he was impressed by how much everyone seemed to care for him, each other and their work. Let’s join Daniel for a typical day on the job. 06:30 I’m up early every morning to help my wife prepare breakfast for our two daughters. It’s almost time for my second daughter’s birthday. My wife and I discussed what kind of gifts and surprises we’ll prepare. Mornings with my family are so important, and it’s a wonderful way to spend time before work. 07:15 My drive to the plant in Xinzhuang Industrial Park near Shanghai is only 15 kilometers, but it will take me about 40 – 50 minutes with traffic. This gives me plenty of time to listen to an audiobook and to notice details along the way. For example, I see more and more green license plates, which are reserved for electric vehicles. 08:05 Work starts with a Gemba walk through the plant. Gemba is a part of Lean @Hilti and comes from a Japa- nese word meaning “the place where value is created”. I want to say hello to our machine operators and bring them a bit of energy and fun in the morning. I’ve done this almost every day since I joined Hilti one year ago. 09:00 Time for the first of three Shop Floor Man- agement (SFM) Meetings. The Level 1 session is attended by our production coach, maintenance, quality and pro- duction shift leaders. We review key performance indicators (KPIs), actions in progress and escalations from SFM Lev- el 0. Today, all the KPIs show positive results, but there was a mechanical issue on one of the production lines. To avoid a potential injury, the shift leader stopped the line and called in technicians and engineers to create a solution. I was happy that the team acted so quickly. The health and safe- ty of our production staff takes top priority. 09:45 At SFM Level 2, all actions are on track and only one yellow KPI, which was caused by the mechanical issue and line shutdown I heard about earlier. We share this case with the other area leaders so we can find any similar mechanical issues and take steps to resolve them. Our engineering team will need this feedback as it will allow them to design the assembly line in a different way. Hilti team • November 2021 EMPLOYEES

Story time with my daughter. 10:00 On another quick Gemba walk, I talk to the people who were using the machinery when it malfunctioned to understand what went wrong and confirm our action plan. I also shared my appreciation with the operator and shift leader about how well they handled the situation. 17:15 It’s the end of the day, so I check the calendar for what’s in store tomorrow. Oh, yes, tonight is our team celebration! They delivered on their promise to make progress with reducing waste on our production lines, one of our Lean principles. We’re having a dinner to recognize their success. 11:00 The production startup meeting. A lot of Hilti’s innovative solutions are produced right here in Plant 88. We make some heavy-duty electric tools, but our focus is on lighter electric and cordless tools. There’s a lot of new things coming, and this session is to make sure we are ready. 12:00 Lunchtime. I came from the middle of China and, like me, most people there enjoy noodles for the midday meal. Occasionally, I go to our staff breakroom to play pool together with other colleagues. It’s a fantastic place to relax and get to know others, especially for a newcomer like me. Today, the weather is too nice to stay in, so I will walk around outside. 13:00 Time for the third, and highest-level Shop Floor Management meeting. Our general manager hears about two focus areas from operations: material and container short- ages. We’ve added extra weekly updates to stay on top of these items. With a lot of teamwork and attention, we can keep our production on track for the new product lines. 14:00 Today is my monthly one-on-one coaching meeting with one of my direct team members. During this important time, I can understand more of the daily business and offer support where needed. We also talk about each team member’s personal development, so that I can coach them on a plan for growth using our MOMENT approach and processes. 15:00 Considering the dynamics of our global sup- ply chain, it’s time for another look at plant capacity. Every two weeks we receive an update on sales performance and do a capacity analysis based on demand. This helps us plan resource orders, hire new people in high-demand seasons or, when things slow down, prepare for the future by training our people to be more flexible. 21:15 The celebration was great, and now it’s time for some rest and relaxation at home. I’m looking forward to ending this busy day much like it started, by focusing on family. My youngest daughter is ready to hear a bedtime story before she falls asleep. There is no better way to relax, refresh and recharge for a new day. Bowling with the team Recognition on a Gemba walk. EMPLOYEES 26 – 27

“We have successfully taken the first steps with Building Information Modeling. Now we have to manifest the topics and anchor them in the industry,” says Stefan Nöken, Hilti Executive Board Member. The pandemic has accelerated and pushed many trends forward, including building via the BIM method, he said. “Current megatrends include digitalization, the issue of productivity, as well as sustainability.” Stefan Nöken, Hilti Executive Board Member BIM GROWS UP Expert BIM Exchanges The German Market Organization organized its sixth Hilti Expert Forum at mid-year. This year’s forum was titled “BIM in adole- scence.” Impressive practical examples were used to illustra- te the inﬂuence BIM has on construction projects and how this has changed, and will continue to change, the approach and cooperation of those involved. Due to the COVID-19 pandemic, the event was held for the ﬁrst time at the Hilti Academy in Kaufering. A studio was built spe- ciﬁcally for this purpose and the event was broadcast live. Experts held their presentations and the group discussion directly on site and the roughly 550 participants, including customers and planners, posed live questions. T he megatrend of digitalization does not stop when it comes to construction. The digital trans- formation is in full swing and the dynamic, some- times rapid development is also changing the construction industry. One aspect of digitalization is an abbreviation, BIM, that continues to gain in popularity. Building Information Modeling, or BIM, describes the working processes for net- worked planning, construction and management of buildings and other structures with the aid of software. BIM involves the process of digitally modeling, combining and recording all relevant building data. BIM has now been around for a few years and is growing out of its infancy – the digital twin is coming of age and going through the exhilarating phase of being a teenager. The task now is to manifest BIM methodology and ﬁrmly estab- lish it in the industry. But the increasing use of BIM also makes it apparent that work processes, and thae various roles inherent in the construction industry, will change permanently. More information Überseequartier in Hamburg Hilti team • November 2021 SPOTLIGHT

Technology is changing us and BIM is changing the construction industry. This also means that in the future we will take things for granted that we now consider to be unnecessary. Now is not the time to talk about digitalization. Now is the time to digitalize. Dr. Jens-Uwe Meyer, CEO of Innolytics AG BIM in Practical Terms Hilti’s future R&D building in Kaufering, the Chemical Inno- vation Center, which is scheduled for completion in the second quarter of 2023, integrates various functional areas, including around 200 ofﬁce workplaces, labs and test facilities where anchors and ﬁre protection products, among others, will undergo technical testing and qualiﬁcation. The entire building was planned via BIM. Hilti is the client in this project. • The Überseequartier in Hamburg (completion planned for 2023). This project encompasses some 650 apartments, ofﬁces with approximately 4,200 workplaces, three hotels, shopping, restaurants, culture and entertainment facilities, including a ﬂagship cinema, as well as a cruise terminal and an underground bus station. The interaction of many planning specialists from different cultures can be a major challenge in this type of megaproject. Hilti is involved here as one of the planning specialists. Deﬁning a detailed platform, as well as meeting structures and BIM coordinators, who are also available to respond to small, detailed questions, help to structure the ﬂood of data. • BIM and automation – safety and productivity on the con- struction site by using the Hilti Jaibot. It can be viewed as a prime example of the use of digital data from BIM modeling, and also scores points in the area of work safety. Overhead applications are among those that create the greatest physi- cal stress on the construction site. The Jaibot is designed to provide additional work safety. Practical examples show that the digital construction site already works. The declared goal for the future continues to be: build digitally, then physically. This implies great potenti- al for efﬁciency in the design phase, in the construction phase and in maintenance. SPOTLIGHT 28 – 29

dwide MO CZECH REPUBLIC Tools4Schools The project from the Czech Republic MO is about acting in an environmentally friendly way while providing help. Many customers asked Hilti Czech Republic what happens to the tools when a Hilti ﬂeet rental period ends. This prompted colleagues from the Czech Republic to think about how they can be more environmentally friendly while helping others at the same time. They came up with a project called “Tools4Schools” and decided to give tools a second life by donating them to technical colleges. The colleagues now help to support a new generation of plumbers, engineers or potential business owners. This year the Czech Republic MO has provided 500 tools to corresponding trade schools and more will follow. “We are happy that we could run this project. There was another unfortunate event recently that also allowed us to provide help. That was the tornado in Moravia”, explains Tomáš Lapka, Fleet Regional Process Expert for the Czech Republic MO. “In cooperation with our customers, we were able to deliver Hilti tools to those who needed them the most”. SPOTLIGHT 30 – 31

RUS MO RUSSIA From course completion to people engagement Connecting the right people with the right knowledge at the right time and enabling them to grow and perform while using the best technology possible. This motto, from a digital learning project, has been successful for ten years, since it was launched in Russia back in 2011. It has evolved to become a regular learning process in the Russia market organization and has been used by more than three-quarters of the employees in the MO. Our Russian MO believes that the more opportunities people have to grow, the more engaged and productive they become. That’s why Hilti Russia has continuously invested into people development. This digital learning project is a great example of the benefit of this kind of investment. The market organization started regular digital trade days long before 2020. This experience, and the proactive position of the Russian MO’s management, helped to develop multiple learning programs that have effectively supported the MO’s business in challenging times such as these. Now it’s very hard to imagine all the local initiatives, such as digital trade days and playbook camps for sales employees, as well as global projects like Moment and Evolution, without comprehensive digital training support. As part of the Russian MO’s ten-year development plan, it has established an entire learning ecosystem, based on the Fuse platform, as a cornerstone for its internal knowledge base and other resources in support of further development. “We are happy to see our teams strive for knowledge. An average of 76 percent of the Russian MO’s audience visits Fuse on a monthly basis, including an incredible 88 percent of visitors from our sales teams! Moreover, our Eastern Europe Fuse community can count more than 1,500,000 views of learning materials since the launch, ranking it as one of the most popular platforms among learning communi- ties” says Egor Semenikhin, Head of Online Training & Learning in the Russian MO. Hilti team • November 2021 SPOTLIGHT MO RUSSIA The eighth metro station with hilti VFH technologies was opened in Moscow The Narodnoye Opolchenie metro sta- tion opened in Moscow in April. Hilti facade system technology was used in the station and made it possible to quickly install the façade cladding which covers all the various engineer- ing networks. The system deployed features two parts: a galvanized MR subsystem, for the perception of wind loads and loads from the weight of the cladding, and an aluminum VFH system for high installation accuracy and to create a unique design. Nikolay Cherednichenko, Head of Civil Engineering with Hilti Russia, adds: “It is the eighth station in Moscow built and commis- sioned with Hilti elements for fastening track wall facades. This solution meets the high requirements of the metro for reliability and safety.” More than 42,000 passengers will use the new station each day, with rider usage ex- pected to increase to more than 95,000 in the future.

MO POLAND Hilti Poland adopts a Rothschild’s giraffe Corporate social responsibility has always been an integral part of Hilti’s corporate culture. With an eye toward caring for the environment, Hilti Poland undertook the care of Anastazja, a Rothschild’s giraffe from the Warsaw Zoo. Why a giraffe? At Hilti we believe in facing chal- lenges head-on and overcoming them with team- work and commitment. Many giraffes live a life surrounded by dangers posed not only by their natural predators. They are a symbol of gentleness and are minder that everyone has the potential to grow tall enough to ﬁguratively overcome their challenges. Despite their popularity, giraffes are on the Inter- national Union for Conservation of Nature’s Red List of threatened species. Two of the subspe- cies, including Rothschild’s giraffes, are classi- ﬁed as endangered. One of our responsibilities is to care for the environment. Hilti Poland has therefore provided ﬁnancial support for Anastazja’s maintenance at the Warsaw Zoo and is also sharing information on giraffes on social media and in the local press. The MO is thereby raising awareness about this endangered species. REGION W1 Getting the Hilti van up to date Region W1 started a program to regularly inform their sales teams about how useful inventorying the stock in their Hilti van can be. The focus here is not just on counting, but also removing non-core and excess products and scrap items. The sales colleagues are motivated to prepare their van for the best possible demo experience in two ways: “Core Tools” or “Flex Spend”. Core Tools focusses on having the right mix of tools by relevant trade, depending on the account manager. This helps to ensure the proper application demonstration for the trade customers they visit on a daily basis. Flex Spend provides sales colleagues with the ﬂexibility they need to localize van stock based on customer needs. The sales teams were informed via several touchpoints, including sales news- letter, REDi news channel and in meetings designed speciﬁ- cally to integrate this program into their routine. UK MO UNITED KINGDOM On-site art The luxurious art’otel is being built on Old Street in London’s hip Shoreditch district – and provides a colorful backdrop for this snapshot. The new building requires that some 100 holes, with a dia- meter of 500 mm, be drilled into the concrete at a 25-degree angle. A job for core bits of the highest performance class. Gregor Dynus, MO UK, drills the holes for the piles seeming- ly without effort when using the DD 500 diamond coring ma- chine for the demonstration. SPOTLIGHT 32 – 33

JOURNEY TO MYSELF– PERSONALITY DEVELOPMENT FOR VOCATIONAL TRAINEES “Imagine that we are taking a journey together. A journey in which you discover your strengths, develop self-confidence, build a powerful mindset and continuously develop both yourself and your team.” These were the words spoken by coach and trainer Nicole Scheichl at the launch of a new personality development program for Hilti apprentices in Thüringen. The program is called “Journey to Myself.” Hilti team • November 2021 EMPLOYEES Personal development of employees and managers is an important pillar in Hilti culture. Hilti Thüringen is breaking new ground with its innovative Journey to Myself program. It was designed and implemented under the leadership of Thomas Breuer, Manager of Plant 4, Daniel Bitschnau, Head of Vocational Training in Thüringen, the apprentice training team and Nicole Scheichl, an external trainer. The innovative apprentice training program is unique in this form and focuses on the continuous development of personal strengths, developing a growth mindset, and the constructive handling of feelings, challenges and stress. Team- work, communication and soft skills are significant key compe- tencies that are coached. The apprentices experience them- selves as creative shapers of their own future, learn to grow beyond themselves and to develop their potential. Journey to Myself is a ten-month program consisting of a basic and an advanced module, each of which has four parts. These take place in the form of monthly half-day workshops and thus extend over the period of the first two years of train- ing. Between the interactive and experience-centered modules, regular peer group meetings take place in which the appren- tices and trainers consolidate their experiences and insights in a professional context. To aid in the sustainable transfer into everyday life, the apprentices can expect regular challenges that have to be mastered. The special feature of this personal development program is the continuity and regularity in which the modules are carried out. This ensures sustainability, a transfer to everyday working life and the ability to apply this in one’s private life. The combined content of the selected topics is unique and corresponds to the current state of research. The Journey to Myself invites you to participate, inspires and it’s also fun!

With the Journey to Myself, we are taking the personality development of apprentices to a new level. The experience and expertise of our trainer, Nicole Scheichl, are largely responsible for this. She has succeeded in turning our ideas and visions into a complex and innovative personality development program that absolutely exceeds our expectations and generates a great deal of enthusiasm. Daniel Bitschnau, Head of Vocational Training I learned to appreciate the positive and beautiful things in my life more and to deal with negative feelings in a better way. Discovering my strengths and becoming aware of them was very exciting and I was fascinated by this. The games and activities were particularly fun and we really grew together as a team. Colleen Schuster, Plant Logistics Specialist Apprentice At ﬁ rst it was unusual to work on and to discuss the topic of feelings and emotions. But after a short time I felt comfortable and realized that what I had learned helped me and that I could also use it, for example, in difﬁ cult situa- tions when dealing with others, both professionally and privately. Alexander Widerin, Mechanical Engineer Apprentice With the Journey to Myself, we succeeded in creating a program that provides the participants with real added value and sustainable beneﬁ ts. The feedback we received from the apprentices on their personal development conﬁ rmed this. It’s a real pleasure to work with Hilti, whether it’s jointly tinkering and developing the course or running the workshops. Nicole Scheichl, Trainer EMPLOYEES 34 – 35

Families at Hilti The tradition of working with family remains as strong throughout Hilti as our tradition of innovation, so in this edition of “team”, we’re going beyond generations to introduce a family from Hilti North America who collectively represents nearly 100 years of Hilti service. In 1981, Donna Haggard began working for Hilti North Ameri- ca in Tulsa, Oklahoma as an account payables clerk. She recommended Hilti to her husband, Bill, who joined the team in the National Distribution Center for two years, beginning in 1988. Around the same time, Gary Gaenslen joined Hilti North Ameri- ca as an account manager in Houston, Texas. Two years later Gary was promoted to division sales planning manager, and his brother Gerald was hired to backﬁll the open AM role. The brothers recall wearing pagers, writing orders on multi- copy forms, and making sure they carried enough change for pay phones. Over the years, their careers progressed with both spending time as national account managers, regional man- agers and product managers. In 1989, Gary moved to Tulsa, as the product manager for Direct Fastening. In this role, Gary met Kim Haggard, Bill and Donna, Bill, Kim, Gary, Großmutter (von links nach rechts) Donna’s daughter. Kim was part of the Hilti telecommunications team and worked as a switchboard operator and receptionist. Gary and Kim married in 1993. After ﬁnishing college, Gary and Kim’s son, Justin also joined the organization as a Hilti Store representative in the Dallas market. Gerald retired in 2018 after 33 years of service, and Gary will celebrate his 40th anniversary with Hilti in 2022. In total, the family’s service to Hilti spans an incredible 100 years. According to Gary, “The common thread is our love for the people we have met and the life-long friendships we have built along the way.” Hilti team • November 2021 EMPLOYEES

MO FINLAND CON- GRATULA- TIONS! 30 years of service Hart Werner, FIIWP Anniversaries and retirees in Liechtenstein, Switzerland and Thüringen May – October 2021 40 years of service Bitschnau Christian, P4D5 Dietrich Edith, P4D7 Frick Wolfgang, P1EU Frieser Manfred, P4ZQ Jenny Norbert, TWTT Muhr Günter, P4LV Jussel Peter, KAR Olschnoegger Gerald, HDV Tiefenthaler Markus, TWTP Vogt Silvio, HP 25 years of service Bauernfeind Kurt, P4XE Nicolussi Thomas, P4PW Benko Monica, GLMP Noser Martin, TFL Bujalka Peter, GLD Russenberger Silvio, P1WE Burton James, REZI Schairer Horst, HSM Domig Marco, P1E Sprenger Markus, XEH Govedar Zoran, P4LV U 35 years of service Haldner Patrick, MEX Hoop-Gaiser Brigitte, RE Katzenmayer Markus, SHP Moseley Steven, HEC Perillo-Aurora Giuseppin, MOCH Rettenhaber Erich, TWTA 45 years of service Auderset Marco, UA Sever Eduard, ZP Bartenbach Jürgen, P4XM Solioz René, MOCH Fujs Stanko, P1MM Steiner Martin, GLMF Leuthard Beat, MOCH Surberg Astrid, XMP Mattle Wolfgang, P1QC Sutter Guenther, SLCP Schoenenberger Willy, ZEH Unverzagt Stefan, DQN Fritsche Werner, P4XE Volle Patrick, P1EE Zwischenbrugger Klemens, FISM Hilti team • November 2021 ANNIVERSARIES / RETIREES

15 years of service 10 years of service Amarandei Iulian, NMT Anton Anantha, MOCH Ackerer Jürgen, P4X4 Barrafon Gomez Marc, XP Amann Christoph, TQM Belleri Marco, SHZB Baniavichius Konstantin, REP Bitschnau Daniel, P4P Bell Dunja, GLMH Bell Michael, P1ML Boeckle Claudia, RMBW Britt Thomas, P1WE Bischof Thomas, P1EU Buehler Nicolas, P1M Buryi Alexandr, REX Da Silva Margreiter, De la Fuente Jesus, FCC Juliana, P4D4 U Delgado Gutierrez Ana Maria, FCH Deutsch Roger, P1MU Egger Michael, P1TM Eyrich Petra, MEM Dietschi Philip, SLGP Draxler Milijana, FCH Florineth Markus, P4XQ Ellensohn Ernst, P4D2 Frey Andreas, HPY Frick Gabi, SHPR Fuchs Martina, FIMS Ewen Anna, OAE Feurstein Andrea, KRI Fitsch Martin, TWTP Setz Martin, MOCH Grundner Philip, P4DE Fitz Mario, SLMS Sipatsang Tenzin Cheogyal, Haefelin Jacob Giovanni, FIMP Gartlacher Thomas, FCT P1MM Hämmerle Eva, P4X4 Gautschi Finn, MOCH Sprecak Osman, MOCH Hartman Rainer, P4D1 Hirsch Simon, FISM Godat Philippe, FCH Grosser Philipp, ANT Haag Stefan, XSET Stadler-Zimmermann Simone, FCT Steiner Olaf, NET 20 years of service Bhattacharyya Anita, GLMZ Jud Pascal P., P1 Blum Kerstin, FISM Kuester Herbert, TQP Haas Nicolas Benjamin, FIPS Stöckler Georg, P4X3 Burtscher Thomas, P4DQ Kuntner Jochen, XE Hengstmann Thomas, DQ Straessle Philipp, RMXD Carbonare Martin, AN Celik Ali, P1EM Cerri Pierluigi, FIIC Meier Robert, AM Mock Udo, P1EU Hermann Pascal, P1MU Stuertzel Christoph, XSEP Höfel Christian, TWTA Sturm Dominik, HSM Moosbrugger Markus, P4ZQ Kehl Alexandra, GLM Tschugmell Markus, GLMC Dizdarevic Zuhdija, P1EU Mueller Manuel, NP Keller Christoph, MOCH van der Knokke Henri, NVP Eck Beat, MOCH Frieser Markus, P4L Nesensohn Sabrina, P4LL Kern Veit, FCP Veith Patrick, P4X2 Pelc Thomas, XTT Kerschbaumer Marco, OMD Vonbank Melanie, P4XQ Geiger-Kopf Simon, P4PA Peraemaeki Seppo, P1Q Kondratiuk Jens, TMM Weiner Andreas Matthias, FIA Gerold Uwe, XTT Puntigam Marcel, P4X2 Koula Tomas, XMG Young Glynnis Tin, FCH Kaufmann Sabrina, P1C Reuter Stefan, LRNOE Laternser David, P1TM Zemasch Oliver, P4XM Kinzl Karl-Michael, SHZB Riello Giovanni, NA Leupold Susanne, GLMM Zogg Urs, ZEH Lakowitsch Dieter, FIPP Robbi Gian-Fadri, SLMS Metzler Christian, ZEH Lendi Christian, P1Q Lepir Sascha, P4QA Loos Christoph, K Roth Andreas, FIIC Salhotra Amit, REP Morris Nicholas, NED Nigg Kevin, MP Schaeffer Marc, ADM Nikolaev Dmitry, XSM Looser Heinrich, MOCH Schaller Zsolt, ZP Pertl Michael, TNS Martone Mario, MOCH Schlechtweg Uwe, P1MM Piccinin Roberto, ARC Milosavac Radivoje, P4D2 Schneider Wim, SLCP Quan Caecilia, GLME Pallud Bertrand, REZ Schoenbeck Dietmar, MEX Ramos Carlos, MOCH Prinz Oliver, XT Schreiber Verena, P4PP Rapin Isabelle, FIMC Rauch Thomas, P1E Schuetz Erwin, GLMP Retter Mario, GLMH Retirements Bauer Herbert, P4C Becker Horst, FIFC Colusso Carlos, P4D5 Gaechter-Ruedisuehli Susanna, SHR Graf Irene, CL Renner-Michel Sybille, XTT Stoss Hannes, P4XE Ritter Christoph, MOCH Jost Peter, JTTZ Rheinberger Matthias, P4D1 Tschabrun Florian, P4XQ Romanov Sergey, SLCE Kalt Peter, FI Schaefer Martin, ZP Vetsch Heidi, P1TS Roncevic Petar, GLP Kranz Edgar, SHZS Scheidbach Christian, XTT Voigt Andre, FCC Sageder Achim Johann, P1EU Leitner, Guenter, P1EU Scheidecker Angela, P1BS Volke Dominik, ZH Santeiu Claudiu Radu, ZS Raid Antoine, FIID Simma Michael, GLM Wanger Johannes, LRNOA Santschi Christoph, MOCH Rauch Manfred, PI Tinner Walter, P1TL Wetter Christoph, HP Wetscher Florian, P1T Wolf Michaela, D Wetzlinger Rene, TWTA C Xander Gerit, KCE Winkler Bernhard, TNS Zoller Ansgar, JTTZ Schaller Dora, GLMH Schlieder Robert, TG Schnell Tiffany, OP Senyer Osman, P1EU Schaer Roland, TPA Schiefer Heinz, P4D3 Veith Liane, SHM Werle Wilfried, P1MEF ANNIVERSARIES / RETIREES 38 – 39

FROM THE HILTI ARCHIVES Unlike many companies active internationally, Hilti has a long his- tory of smooth transitions at the uppermost levels of management. Hilti’s long-standing success is closely linked to the company’s systematic succession planning which ensures stability and con- tinuity in key management positions. This was evident earlier this year when a significant generational change was announced due to age and tenure restrictions over key positions. In its 80-year history, the company has had only five chief executives with the first, of course, being company co-founder Martin Hilti, who served as CEO until 1990. Here’s a look at the company’s chief executives through the years, and the outlook to 2023. 1990 In 1990 Martin Hilti, who served as both CEO and Chairman of the Board, ceded the position of CEO to his son Michael, who had been appointed Vice Chair of the Executive Board in 1982. Martin Hilti remained Chairman of the Board of Directors. 1994 Pius Baschera became the first non-family member to take over the position of CEO at Hilti in 1994. He succeeded Michael Hilti who was named Chairman of the Board as his father, Martin, stepped back from the official duties of chairman and was named Honorary Chairman. 2007 At the beginning of 2007 Pius Baschera handed over CEO duties to Executive Board Member Bo Risberg. Having served as com- pany CEO for 13 years, Baschera moved to the Board of Directors, where he followed Michael Hilti as Chairman and served for ten years. Bo Risberg remained Hilti CEO for seven years and led the company through the 2008–2009 financial crisis and the 2011– 2012 currency crisis. 2007 1990 2014 2014 Christoph Loos is named Hilti CEO. He succeeded Bo Risberg, who left the company after having served one year longer than original- ly planned to maintain a desired level of management continuity as the company continued to face challenges caused by the financial and currency crises. 2023 As announced in March 2021, Jan Doongaji will become Hilti CEO in January 2023. Christoph Loos will move to become Chairman of the Board of Directors as Heinrich Fischer has reached the maximum tenure of 15 years on the Board. 2023 Publication details 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 official 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 2308 E-Mail: media@hilti.com Editorial team: fritz.hanselmann@hilti.com matthias.hassler@hilti.com svenja.kopp@hilti.com kim.koula@hilti.com chris.larson@hilti.com dan.phillips@hilti.com felix.reichstein@hilti.com Editor-in-Chief:: Svenja Kopp 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.