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FIELDWIRE The First Year FIRST STEPS Customer Sustainability Management Team INNOVATIONS MADE BY HILTI Focus on Software 11 | 2022 11 | 2022 Hilti employee magazine | International I FL I CH I Thüringen Hilti employee magazine
EDI TOR IAL There’s more inside A Digital Edition. There’s more to discover in this There’s more to discover in edition: more photos, videos and this issue: more images, more interesting links. videos and interesting links. IMAGE IMAGE VIDEO VIDEO LINK LINK FIELDWIRE The First Year FIRST STEPS Customer Sustainability Management Team INNOVATIONS MADE BY HILTI Focus on Software E-Paper E-Paper 11 | 2022 11 | 2022 Hilti employee magazine Hilti employee magazine | International I FL I CH I Thüringen Cover Photo: Shanna Falch, Account Manager at HNA, has Cover photo, from left: Benjamin fun testing the new tools coming Nothaft, Martin Singer, Javed Singha, out on the Nuron platform. Gabriele Retucci, Yves Frinault, Jochen Olbert, Marielle Price and David Moufarège, Hilti and Fieldwire. DEAR COLLEAGUES, How smart are you in everyday life – not in style or appearance, but in a technical sense? Does your car know the temperature you find the most comfortable when you’re commuting? Does Alexa know the right song to play to get you going on a rainy day? At Hilti, we use artificial intelligence in various areas to improve our business processes and customer relationships. You can read about this in the article “Artificial Intelligence at Hilti”. The report on “Engagement Beyond Business” is also about improvement – specifically, how each and every individual can make a contribution to society. One year after the acquisition of Fieldwire, we asked how the merger of the two companies is going. You can read about it in our cover story “From Fieldwire and Hilti to Fieldwire by Hilti”. You will find these and many other topics in the current issue. Enjoy the read! Sabrina Feliu
04 04 INNOVATION From Fieldwire and Hilti Upgrade to Nuron to Fieldwire by Hilti 08 16 Art as Passion, Art as Profession INTERVIEW Michèle Frey-Hilti on Her New Role in the BoD 14 26 SUSTAINABILITY IN ACTION INTERNATIONAL Worldwide Projects 32 26 Augmented Worldwide Projects Reality at Plant 4 in Austria CONTENT INTERVIEW 08 Hilti Art Foundation Art as Passion, Art as Profession 18 Five Questions for… Customer Sustainability Management Team 32 Compliance eLearning campaign SPOTLIGHT 04 From Fieldwire and Hilti to Fieldwire by Hilti 10 Nuron Customer Story Winning with Nuron 12 Artificial Intelligence on the Go at Hilti 14 Sustainability in Action Care to Make a Difference? Be Part of Our Global Engaged Beyond Business Initiatives 16 Innovations Made by Hilti Focus on Software 26 INTERNATIONAL Worldwide Projects HILTI FOUNDATION 20 Dreaming of a Safe Place to Live Progressive Housing Initiative for Latin America EMPLOYEES 22 A Day With… Warren Busch 24 Families at Hilti 32 Thüringen P4 Eats Well... team M AG A Z I N E Our magazine is available in an e-zine version or as a PDF on REDi at: Company/Group
FROM FIELDWIRE AND HILTI TO FIELDWIRE BY HILTI Hilti team • November 2022 SPOTLIGHT
Fieldwire founders Javed and Yves with pilot customer Elektro Maier in Ulm, Germany, with Hilti employees Katja Miller, Silvia Braatz and Gabriele Retucci. Back, from left: Christian Scherer, Karl-Heinz Scherer, Silvia Braatz, Katja Miller Front, from left: Julia Scherer, Javed Singha, Gabriele Retucci, Yves Frinault. Since Hilti acquired Fieldwire at the end of 2021 a lot has happened in the digital business model. It’s a new start that has already recorded success stories in a short time. This is true both for customers, in terms of immense productivity gains, as well as for Hilti which has now expanded its software offering. Initially, it was a matter of bringing together two companies which, with their different product offerings, have a common denominator from the outset: increasing productivity in the construction industry. But they both develop completely different products. There are supposedly worlds between selling digital solutions compared to construction machinery and fastening technology. This is why it was important to understand the different business areas, business drivers and decisions along the path to finding a successful way forward for Hilti and Fieldwire. Getting to know you The development of the pilot markets in Germany, France and the USA had already started in the first half of 2022 when almost 160 Fieldwire employees, the vast majority of those with the company, traveled to Tulsa, Oklahoma to visit North America’s Operation Center and get a sense of what Hilti is all about. They engaged in face-to-face interactions with Hilti employees for the first time, learning about the Hilti product world and culture as well as getting to know their new colleagues. This experience was made even more special due to the fact that the growing team had not been together in one place due to remote work and pressures associated with the pandemic. Annika Ensrud, Head of Marketing and Sales Integration for Fieldwire by Hilti in North America, explains. “We want to accomplish the same thing and all the outstanding team members are working closely together to achieve this common goal. I think we are right where we need to be. Integration is not always easy as we have a lot of systems and processes to align, but we have made huge progress.” SPOTLIGHT 4-5 Start of a common future. From left: Christiane May, Jochen Olbert, Javed Singha, Yves Frinault, David Moufarège, Marielle Price, Benjamin Nothaft, Martin Singer and Gabriele Retucci
The same integration and learning also happened for Hilti team members tasked with leading the integration of Fieldwire into Hilti, noted Gabrielle Retucci, who manages the process of sales and marketing setup in Europe. He and others have attended master classes in both Europe and North America to multiply the expertise and end-to-end knowledge of the product. “A trainer from Fieldwire mentioned that he had experienced the same atmosphere seen at Fieldwire in the company’s early days,” says Retucci. “Hilti is no start-up, and the fact that we have been able, so far, to emulate the start-up spirit within our huge multinational company has been a tangible sign that the integration process has been a two-way exercise of inclusive leadership.” Communicating a common vision to customers So far, the pilot phase has shown that the market, even in the conservative construction industry, is ready for new solutions. “The receptiveness to digitalization is about five years behind in our customer structure,” says Tomas Koula, who is part of the team in Europe that will bring Fieldwire by Hilti to the Czech Republic. Due to the intuitive handling of the software and the process of gradual self-learning, no customer is required to make an abrupt change. Fieldwire company founders Javed Singha and Yves Frinault developed the user interface from years of experience in the gaming industry, “where no customer wants to read a manual,” according to Yves Frinault. Fieldwire by Hilti is designed in the same way: Anyone can jump in with a little basic knowledge and use functions and customize internal company processes at a self- determined pace. In this way, even skeptical customers can effortlessly embark on the path to digitalization and experience the inherent added values. The sales models of Fieldwire and Hilti also complement each other perfectly. While Fieldwire, as a start-up, focused on online acquisition, Hilti thrives on direct sales and a very trusting customer relationship. Tomas says that the pre-existing relationship of trust is a great help in gaining acceptance for change. “The direct sales force already knows where potential customers are. The relationship and trust are important there. If you’re changing your jobsite processes, you want to trust the company that is helping you through that.” The new customer process is clearly defined; no Hilti sales consultant has to become an expert for the software, but merely qualifies leads from their network. Further remote discussions follow in the form of telephone or video calls, in which the sales development managers very quickly find out whether there is any real interest on the part of the customer. “Customers who are ready and willing very quickly notice that the solution has a broad impact on optimizing processes, and thus has a positive effect on productivity and personnel planning,” says Martin Singer, Business Owner of Fieldwire by Hilti in the German Market Organization. “Especially when there is a shortage of skilled workers, this is a crucial point - that’s why we have to be quick now. We cannot keep our experts busy trying to convince skeptics.” A growing willingness to change direction While not all Central European customers are ready to make a digital change, the willingness for modernization is growing. For Christian Scherer, who will take over his father’s electrical trade business, a 100-year-old electric company in Ulm, Germany, the willingness to optimize and digitalize processes is there. However, an online search for a solution was unsuccessful because there was no software that allowed for smooth communication between mobile employees and the office by enabling projects to be processed on different devices in real time. When Hilti personally introduced him to Fieldwire by Hilti software, Scherer was thrilled because this solution covered his requirements. He also likes the one-stop shopping idea of his trustworthy partner Hilti. In Phoenix, Arizona, another potential customer was won over. Climatec is a leading provider of building technology and energy solutions and is active on construction sites Hilti team • November 2022 SPOTLIGHT
Impressions from Camp Fieldwire event in Tulsa, Oklahoma We want to accomplish the same thing and all the outstanding team members are working closely together to achieve this common goal. Annika Ensrud, Head of Marketing and Sales Integration for Fieldwire by Hilti in North America SPOTLIGHT 6-7 throughout North America. They were initially hesitant and seemed disinterested in Fieldwire. They felt their existing productivity solutions were sufficient. To the sales team’s delight, the potential customer called one week later to explain his “aha!” moment while reviewing the work done to his car at a local garage. The repairs were documented in great detail, including photos. He realized that his experience at the dealership would be possible in his own company thanks to Fieldwire. One meeting lead to another and another, until the company entered a three-year agreement worth more than USD 500,000. Clear sales targets have been set for the future of Fieldwire by Hilti. The completed pilot phases have proven that the market is large and the market entry strategy, with the combined approaches of Hilti and Fieldwire, is bearing fruit. These findings are now being integrated into day-to-day business, with large-scale involvement of Hilti’s field sales force. Martin Singer summarizes the coming months. “Digital marketing and communication as well as trade shows will support us in ensuring the necessary degree of awareness.” The combination of an analog and digital approach is important to reach and convince early adopters, such as Christian Scherer, who are able to recognize the problem they can solve with the Fieldwire by Hilti solution. The next phase of the Fieldwire story is already being written. Beyond the pilot phase, the broader rollout of Fieldwire by Hilti to the direct sales force started in September for teams in Czech Republic, Germany, France, USA and the United Kingdom. The scale-up will be enabled in three areas: • People: Continue buildup of dedicated resources and competences for sales, customer success management and support in the lead market organizations • Processes and systems: Implement further improvements of key processes and systems, such as “order-to-cash” and CRM • Product: Continue to implement the product road map – strong focus on integration both with Hilti’s software solutions such as ON!Track as well as with third-party software
“As private art collectors, we can pursue goals that are different than those of public institutions. Thus, our collections are also an expression of our freedom, a testimony to our preferences and what we consider important and of high quality. For us, collecting has never been a question of speculation, but always a question of pleasure and quality – art as an integral part of daily life and, as such, consciously living with it,” summarizes Michael Hilti. “Passion and quality are the basis for the significance of the Hilti Art Foundation’s collection, which draws attention to an era spanning almost a century and a half.” Curator Dr. Uwe Wieczorek has overseen the development and expansion of the collection for almost 20 years. The collection has now been documented in a comprehensive catalog which will be published in two volumes and serves all Hilti Art Foundation visitors as a detailed source of information and insight into the two collections, which continue to be expanded. In 2015 the Hilti Art Foundation presented parts of its collection to the public for the first time in its own museum rooms in Vaduz, which are both structurally and administratively affiliated with the Kunstmuseum Liechtenstein. Currently, the two private collections contain more than 300 paintings, sculptures, objects and photographs of museum quality. The aim of both collections is to continuously expand the image of this era and to communicate it to the public. Expressionism, cubism, futurism and surrealism as well as concrete art and ZERO are important focal points. Artists such as Picasso, Kirchner, Beckmann, Giacometti, Richter, Knoebel and Scully are each represented with several works. These works can be viewed in the museum of the Hilti Art Foundation in Vaduz as part of the collection and special exhibitions that change once or twice a year. Art as Passion, Art as Profession Individual members of the Hilti family have been collecting art since the 1970s. The establishment of the Hilti Art Foundation, in 1998, finally marked the beginning of the systematic and long- term development of a family collection, within the Martin Hilti Family Trust, of high- level works of art. The cornerstone of this family collection, which focuses on classical modernism, was formed by three paintings acquired by Martin Hilti in the last years of his life: “Dunkles Meer” and “Mädchen im Blumengarten” by Emil Nolde, and “Entre les Lys” by Paul Gauguin. Today, the Hilti Art Foundation encompasses two separate collections which, for all intents and purposes, appear to the public as a single entity. While the Martin Hilti Family Trust concentrates on classical modernism (ca. 1880 to 1950 with a focus on Europe), the private collection of the Michael and Caroline Hilti family includes works from classical modernism as well as works up to the present time. Hilti team • November 2022 INTERVIEW
From the museum: art collector Michael Hilti and curator Dr. Uwe Wieczorek. Hilti Art Foundation The Hilti Art Foundation was founded in 1998 and encompasses two collections that appear to the public as a single entity complementing each other programmatically. While the Martin Hilti Family Trust concentrates on works of art from the classical modern period (ca. 1880 to 1950), the focus of the collection of the Michael and Caroline Hilti family extends beyond this to the present. Today, the collection holds around 300 important works of art spanning almost a century and a half, which the Hilti Art Foundation has been making accessible to the public in changing exhibitions at its own museum premises in Vaduz since 2015. Candida Höfer. Liechtenstein The Kunstmuseum Liechtenstein and the Hilti Art Foundation present for the first time a jointly conceived and integrative exhibition. The starting point and focal point are photographs by Candida Höfer, which she took especially for this exhibition: A series created in and for Liechtenstein. The renowned artist (*1944 in Eberswalde) belongs to the “Becher-Schule” in Düsseldorf. September 30, 2022 – April 10, 2023 hiltiartfoundation.li and kunstmuseum.li INTERVIEW 8-9 Passion and quality are the basis for the significance of the Hilti Art Foundation’s collection, which draws attention to an era spanning almost a century and a half. Dr. Uwe Wieczorek, Curator of the Hilti Art Foundation
Winning with Nuron It doesn’t take much to get off schedule or out of budget, which is why what Hilti is doing in leveraging connected tools and field resource management software is so exciting and will be impactful for customers. Sam Kroon, Account Manager in Northern California Hilti team • November 2022 SPOTLIGHT
Sam Kroon, Account Manager in Northern California, joined Hilti in 2020. He leaned on his experience and empathetic messaging to gain 90 percent of the cordless tool share on a project at one of his largest building construction (BC) trade customers by telling Hilti’s full solution story, fueled by Nuron. A s a former field account executive at Fieldwire and, prior to that, a project manager at a construction subcontractor, Sam brought to his role at Hilti a deep understanding of the importance of combining high-performing hardware and software to increase productivity and profit. Having managed large construction projects, Sam knows what it is like to manage both people and tools during the lifecycle of a construction project. After learning about the Nuron platform in the regional wave last year and studying up on the value propositions, Sam immediately recognized the potential for one of the largest BC contractors, who run large yards with a lot of workers. Although Sam acknowledged the opportunity to convert this customer to Nuron with ON!Track, he knew he had to approach the organization strategically. The company recently secured one of its largest projects to date. At its height, the job would require more than 20 workers executing up to 15 concrete pours a day. The complex project led them to look for lean, high-performing solutions, so they turned to Hilti. This customer was a tough one. So, after a lot of collaboration with his team at Hilti, Sam decided to pitch Nuron to prove the value of having these connected tools all on one platform, as well as the ON!Track data, at the project level. “This is a USD 1.5 billion project with a lot of complexity,” said Sam. The customer wanted to ensure they could deliver their work within the aggressive project schedule and within their budget; there wasn’t room for losing productivity due to lost or broken tools or unnecessary downtime, which was one of the challenges they struggled with on previous projects and with previous tool suppliers. Their manual approach to tool management was not sufficient. Moreover, lack of tool park transparency was creating the costliest blind spots for them. Along with Solution Consultant Nick Splendorio, Solution Selling Specialist Derek Coar, and Strategic Business Director Patrick Coyne, Sam worked with them to propose solutions they needed. With so many workers working across projects, the customer needed transparency on where their tools were, when they were used and on what job site they were used. Essentially, they needed accurate and real-time data about the status of their tool park. This is where Nuron could prove its value. At a local customer experience event, Troy Ruggerio, Solution Product Manager, demonstrated how Nuron data can be aggregated into a customizable ON!Track dashboard to display tool status and health. Once they realized the information they could gather about their tools, they were convinced that it would help them manage the complexity of their upcoming project and, potentially, all their other projects as well. But it wasn’t just the Nuron data the company was excited about. They were also impressed by the prospect of integrating their complex cost data into ON!Track to streamline rental invoicing. One of the challenges this customer faced in previous projects was the inability to accurately assign costs to their various jobsites. With the recently launched ON!Track Unite, they are able to integrate their enterprise resource planning data to assign and analyze costs at a project level. This enabled decision makers to derive valuable insights that would lead to better resource allocation and, ultimately, better project outcomes. Like many large contractors, this customer needed to identify and reign in controllable costs to increase productivity and profit; and they witnessed the benefits of Hilti’s full solution for the productivity and profit of their entire organization. “This is just the beginning. This customer’s conversion to the Nuron platform took 90 percent of the cordless share from the competition on this pilot project. With their heavy focus on data and a large project pipeline, I anticipate we will continue to develop solutions to meet their current needs and solve for future challenges,” Sam said with a spark in his eyes. SPOTLIGHT 10-11
It’s hard to imagine a world where machines can do everything. Let’s explore how Hilti teams work together now, and how they will in the future, to drive operational excellence, differentiation and customer satisfaction. AI BECOMING A REALITY AT HILTI In 2013, big data powered by machine learning was a buzzword. Machine learning (ML) is a subset of AI and is good at creating rules for turning data into valuable insights by detecting patterns in data. At first, it was challenging to find ways to use technical results to create business value. But in 2015, step by step, Hilti teams started the first big data science project – the recommendation engine on the Hilti website. Today, we sell around CHF 400k every month through our tailor-made recommendations. Since then, there has been no stopping as we expanded our scope through data science teams at headquarters and at HDMS, Paris. Creating a machine learning model isn’t easy. But the exhilaration and productivity that come from successful collaboration make it worthwhile. In the last few years, various teams have worked on several projects aimed at driving operational excellence, differentiation in products and customer satisfaction. Here’s a glimpse of some of these projects. Good morning. It’s 7 a.m. The weather in Malibu is 72 degrees with scattered clouds. The surfing conditions are fair with waist-to-shoulder highlines. High tide will be at 10:52 a.m.” If you have ever seen the Iron Man movie, you might remember this dialogue from Jarvis. J.A.R.V.I.S. (Just A Rather Very Intelligent System), an advanced artificial intelligence (AI) assistant, serves as a source of information for his boss, Tony Stark, and performs his duties without any continuous commands. Most people still think of AI as science fiction. But AI is no longer the future; rather, it is the present. It is becoming part of our everyday lives in the form of many gadgets like Alexa, Siri, Google Maps and Amazon Echo, just to name a few. Hilti team • November 2022 SPOTLIGHT
AI IN ACTION AT HILTI Sales forecasting Sales forecasting is the process of predicting future sales. Reliable business and financial forecasts are central to our planning process and allow us as an organization to adapt accordingly. Until last year, it was done manually by gathering estimates from sales teams worldwide. However, we were heavily dependent on personal assumptions, which could be overestimated or underestimated, rather than concrete data, and it was quite a Herculean task to gather the data. But the process was revolutionized in 2021 after a multidisciplinary group from the Logistics, Finance and Data Science at Global IT units collaborated closely to develop a customized forecasting engine. You may be surprised to know that the new forecasting engine, powered by machine learning, predicts sales in all markets on a monthly basis, and up to two months in advance, on its own. In terms of accuracy, it performs on par with, or even outperforms, the traditional method. Insert development Diamond tools and inserts for cutting, grinding or coring through reinforced concrete are a key part of our power tools and accessories portfolio. Developing these tools and inserts is, however, not easy. There are thousands of potential combinations of parameters that our development engineers in Liechtenstein and India need to specify – from diamond size to chemical composition of the bond to details of the manufacturing process. The prototypes then need to be physically manufactured and tested in various situations. But physical simulations and testing a prototype is no longer the only option, as our tailor-made machine learning model can predict performance with the help of historical data from tests performed in the past. The model can also suggest prototypes with the most promising combination of design parameters for a given case, such as maximum cutting speed. Churn predictions for Fleet and ON!Track With a large customer base, it becomes difficult for our account managers to keep track of each of our Fleet Management and ON!Track customers’ contracts. This creates the possibility of customer churning. The churn prediction model, powered by machine learning, uses customer usage trends and provides a score on how likely it is that a customer is going to churn in the next few months. This score creates leads and tasks in Salesforce and is integrated into a dashboard to show useful statistics to our account managers to help them formulate engagement steps. This helps our account managers engage better with customers and instills a feeling of being cared for. With more and more digital offerings for our customers and more digital business processes, the amount of data will only grow, and we’ll continue leveraging the power of AI. Using machine learning in insert development helps make the process faster and cost- effective. But most importantly, it helps unveil promising design combinations that are invisible to the human eye through conventional data analysis and visualization techniques. Jens Stracke, Technical Project Lead, Diamond BU So far, we have created 8298 care tasks for 6903 Fleet and ON!Track customers. From the pilot in MO Poland, the results look promising. We managed to retain roughly eight out of ten customers at medium or high risk, which is an almost 50 percent higher rate than the industry standard. Martin Tampe, Global Product Manager for Life Cycle Management SPOTLIGHT 12-13
Environment SUSTAINABILITY IN ACTION People Society Care to Make a Difference? Be Part of Our Global Engaged Beyond Business Initiatives Hilti team members across the globe show great compassion by tackling societal challenges in the communities they live and work in. As a socially responsible company, we want to support our employees’ efforts by ensuring that their engagement positively impacts society and allows sustainable systemic change to thrive. T o encourage our team members’ social commitment we have founded the Engaged Beyond Business corporate volunteering program (EBB) together with the Hilti Foundation. Since 2020, the program has aimed to provide every single Hilti team member worldwide with opportunities to participate in social initiatives beyond business. How does EBB work? Our corporate volunteering program encourages all Hilti organizations to spend up to 0.1 percent of their net sales on the social engagement of their employees – either in monetary value or in the form of working time. In each organizational unit, Engaged Beyond Business is managed by a responsible person or team. Together, we have all set the goal of spending an average of one working day a year, for each employee, on social engagement. In 2021, more than 6000 of our team members participated across 50 countries, spending 26,000 volunteer hours and supporting more than 300 social and environmental causes around the world. Hilti team • November 2022 SPOTLIGHT Engaged Beyond Business in numbers What kind of projects are part of EBB? Volunteering at Hilti can be as diverse as our teams are. Our variety of different EBB initiatives are designed to appeal to every type of engagement. We encourage hands-on involvement, on-site project support, and skills-based involvement, where team members support projects with their professional know-how and competencies. Completing our offer, the Hilti Foundation, with its long-standing experience of empowering people to lead an economically independent life, has selected partnerships with organizations and offers international projects that our team members may join.
Looking for more inspiration on how you can spend your volunteering day? See how some of our teams have made their engagement count in 2022 Lending a helping hand Our Electric Tools & Accessories Business Area organized an employee volunteer day for all team members of the business area in spring 2022. After two years of remote work due to the pandemic, this day was all about reconnecting to support social projects close to headquarters. A total of 500 team members came together to support these projects and have made a great contribution to creating social impact at scale. The projects included building a sustainable, mobile playground container that can be delivered to kids in crisis regions and were already used to support Ukrainian refugees in Europe, developing a mechanical hand prosthesis for children injured by landmines in various countries, and assembling a water filtering unit for schools in Uganda that don’t have a connection to drinkable water. Many of our programs are run locally and focus on social commitment for causes right where our team members live and work. In certain emergencies or natural disasters, we also run global fundraising campaigns across the entire Hilti Group. One of the latest examples is our Solidarity Fund that was extended to Ukrainian team members affected by the war in Ukraine as an immediate relief action. Ready to be part of EBB? All team members are encouraged and given the necessary support to invest their time and money in local social projects. We are constantly expanding our partnerships so that we can offer a wide range of different projects and provide you with the opportunity to be part of our local EBB activities. We are convinced that every one of us can make a difference. Your engagement is our most powerful tool. Have a look at your local EBB opportunities by checking the EBB network and sign up for a project of your choice now. Have you already participated in an EBB initiative and would like to share your experience? Or would you like to stay up to date with the projects that are being supported by other teammates around the globe? Then check out our EBB-Yammer-Feed so that you won’t miss any news. It was absolutely great to see almost 500 colleagues from all across ET&A invest their time, their energy, their passion and their dedication for a good cause: to help society and to help people in need. Thomas Hillbrand, Member of the Executive Board With the SchoolWorks project, we kicked off a partnership with Habitat for Humanity in Hong Kong. We clearly wanted to partner with organizations active in affordable housing and construction, where Hilti can provide specific skills and expertise, and who could help us to achieve long-term impact. As a global partner of the Hilti Foundation and other markets around the world, Habitat for Humanity made perfect sense. We believe this event will be the first of many and look forward to seeing what the future brings. Sam Nunn, Regional Sustainability Manager A1 SchoolWorks: Building a better learning environment for students Forty team members from our A1 Hub and MO Hong Kong spent a day in June renovating a school in Hong Kong to create a place of creativity for students and teachers. The EBB day was the kickoff for many more initiatives to follow in partnership with Habitat for Humanity Hong Kong, a leading global housing charity with a focus on affordable housing and community development. The planned projects will offer team members in this region the opportunity to participate in larger events within the construction community and in skills-based volunteering initiatives where they can contribute construction. SPOTLIGHT 14-15
The Internet of Things (IoT) has been around since 1990. Since then, there has been a proliferation of IoT-enabled devices. But when did Hilti introduce its IoT solutions and how have we been helping our customers to manage their business? Let’s find out! Innova- tions Made by Hilti – IoT In 1990, the first IoT device was developed by John Romkey. He used the Internet to make toast. This seemingly bizarre experiment showed that the Internet could be used to physically control objects and was a huge success. This fun hack has become a global trend for the Internet of Things (IoT) since then. In 1990, the first IoT device was developed by John Romkey. He used the Internet to make toast. with an RFID tag on a fob. And now, with the ever-increasing complexities of managing projects at jobsites, there is a need to move into hyper-connected mode. It means more data, more devices and more interactions between the two, for a bigger impact for customers using that data. Despite increasing digitalization, the construction industry still trails behind other sectors. It will only speed up if the culture of the industry changes and there is a huge opportunity to drive this change. Hilti started its journey way back in 2005 with its first IoT project focusing on the theft protection feature for individual tools According to various industry reports, construction companies spend an average of 90 hours each month searching for construction site assets. It can take hours or days to find lost or misplaced tools and it costs a fortune to replace them. Another mammoth challenge is the lack of insight from the assets that Hilti team • November 2022 SPOTLIGHT companies have at their disposal to make good decisions. These inefficiencies cause large projects to run an average of 20 % longer than planned and up to 80 % over budget. By staying close to our customers we understand their problems, and over the years we have developed solutions based on IoT to help our customers overcome these challenges.
Asset tracking through ON!Track In 2015, Hilti launched the Increased productivity through connected Hilti tools – Nuron Heavy equipment management and asset management on the go with Trackunit construction asset management Everything is smart and connected solution ON!Track. It was designed to keep track of assets on specific jobsites and at warehouses, solving these days: cars, TVs, air Connectivity shouldn’t be limited conditioners, even light bulbs. just to equipment and tools at Then why shouldn’t tools be jobsites and warehouses. There problems related to managing connected to help our customers assets, services and inspection make the right decisions? documentation for our customers. is a huge need for construction companies to manage their fleet of heavy machines, as well as the For example, if the customers inventory of tools in their service We launched ON!Track 3 in 2021 could see how the tool is being vans. to help them stay ahead of the used and how often it is being game by having more data-driven used, or not used, to optimize Our partnership with Trackunit will insights in their hands. New “smart” their tool park. Moreover, they allow us to expand our ON!Track sensor tags let our customers would be aware of where the tool solution beyond light equipment know when, where and how their was last used and the health of to also cover heavy machinery. assets are being used. An innovative the batteries, gaining transparency This will help us elevate the Bluetooth-based gateway enables no matter where they are. customer experience to the next remote inventory checks and level by making sure that insights automated reporting. For example, This is what Nuron has made from all categories of tools and an alert is sent when an asset is possible for our customers – equipment are accessible to taken out of a warehouse without effortless and secure data capture customers on one single platform, approval. Additionally, this IoT from tools and batteries from allowing them to make more platform enables our customers every charge without a special informed decisions. to create cost reports for any setup or interruption of work. period and evaluate costs for And when the customer needs or Solutions like ON!Track and Nuron equipment at each project to steer their profitability. chooses to act on the data, they combine IoT technology with can do so easily via the ON!Track software and services to create This year, we launched ON!Track app or on the web. This is just the Unite, a new software integration beginning as we will continue to software platform on their mobile an impact on our customers’ profitability and productivity with actionable insights. We are platform based on open APIs to bring more data and insights to constantly working on expanding make better use of IoT data and our customers over time. our offering in IoT and software reduce the complexity of working solutions to help our customers with an ever-growing number of The Nuron platform was launched drive productivity and safety with software solutions. in the North American and European smarter decisions powered by markets this year and the global smart solutions. This is just the rollout in other markets will take place in 2023. beginning and there is much more to come. SPOTLIGHT 16-17
(From left) Theresa Eberhardt, Ashuhan Dogan and Cinzia Estori form the Customer Sustainability Management Team, created in 2022. FIVE QUESTIONS FOR THE CUSTOMER SUSTAINABILITY MANAGEMENT TEAM Hilti’s sustainability journey involves continuous communication with customers, which helps us to be a better and more environmentally responsible partner in the construction sector. Meet the team behind Customer Sustainability Management: Cinzia Estori, Ashuhan Dogan and Theresa Eberhardt. Hilti team • November 2022 EMPLOYEES
How do you prepare for your first steps of the day? Ashuhan: I take the first 15 minutes of the day to meditate and to prepare myself for the day, because I know that I’m not leaving home to do a regular 9-to-5 job. Coming to the office feels like coming to school. I learn something new every day. The first thing that I do is reach out to my colleagues in the region, because they have direct access to the customers. And this is the best way for me to keep up with things and get ready for the day’s first steps, not only for a single day, but also for the whole week. How do you keep up with all the developments that are shaping our business? Theresa: Most of my work is centered around sustainability, regulations and market standards. Part of this means staying up to date with different associations and regulatory bodies and joining the conversations happening in those spaces. Another large portion is also keeping up to date with what’s happening in the markets, and working very closely with the markets to understand what those markets are hearing in terms of customer trends and what customers are asking for specifically. Why would you advise someone to take on tasks that, at first glance, appear to be too big for them? Ashuhan: Be brave. You know, some tasks might look like they are too big, but that’s not what makes it scary. It looks scary because we are not ready to leave our comfort zone. And the moment we are ready to go one step further is when we have the perfect opportunity to show our capabilities and also our potential. When I was told that my profile might not be the perfect one, I said, just give me an opportunity and I will show you. Even though it looked very big compared to what I was doing previously. But I had the opportunity to take that challenge and turn it into the opportunity of having my current dream job. You now have experience taking first steps as a newly established Customer Sustainability Management team. How has this journey been for you so far? Cinzia: In one word I would define it as “intense.” The reason is that I effectively took my first steps in two different fields. One is the Customer Sustainability Management team and the other is taking on the responsibility of a team leader. So as part of the Customer Sustainability Management team, I think it has been exciting and energetic. In fact, we are really shaping the customer sustainability journey from the very beginning. It’s like drawing on a white canvas, setting the contour of a picture, in collaboration with management, and then getting to color it. The interest and passion on the topic from our side, but also from everyone around us is energetic. I feel that we need to channel this energy into a pipeline of prioritized tasks so that we can really focus on working to deliver the most important priorities and truly meeting the expectation that stakeholders have of us. As a team leader, I would define it as discovery. As the team is continuously changing, I think that this discovery phase will continue in the near future. I truly believe that people are the most important asset of a successful company. What I’m trying to do is to enable the team members to give their best. Now, not everybody functions the same way. So I think that where I put most of my energy is in understanding the different types of personalities, but also how these personalities work together and find an identity as a team. What steps does the organization need to take regarding customer sustainability? Cinzia: I have three words for that: education, transparency and partnership. The first big step that we took was to recognize that sustainability is no longer simply a trendy word, but it’s a new way of conducting business in which the environment, people and society are equally as important as economic factors. This is definitely creating a moment of change. And in order to be able to implement this change, all of us have to be on the same page. And that’s why I think it’s particularly important to educate the organization, as well as our customers and partners, about sustainability, through training and communication. Secondly, I think that transparency is very important, including transparency across the whole value chain, from the raw materials that we use and buy from our suppliers, all the way past the end of life of our products. Lastly, I think that if we want to be fast, it’s critical to join forces. It helps us to multiply the impact that we can have compared to operating alone. And, for this reason, the key word is partnership. We saw a glimpse of it during the live customer sustainability event with Mr. Rhomberg. The team on their first steps at Hilti and in the sector of customer sustainability. EMPLOYEES 18-19
Progressive Housing Initiative for Latin America Improving low-cost construction will only be possible if all aspects are addressed: access to finance, quality materials and innovation as well as better regulation, a skilled workforce and awareness. That’s why in 2021 the Hilti Foundation brought together ten of the most substantive housing organizations in Latin America to discuss and draft a comprehensive approach to how low-income families can build and live. By connecting their programs and driving change through collaboration, the idea is to massively improve the housing stock in the test phase districts and enable local administration to upgrade housing on a sustainable level. Dreaming of a Safe Place to Live Progressive Housing Initiative for Latin America Hilti team • November 2022 HILTI FOUNDATION
D reaming of a safe and dignified place to live is what everybody strives for. It’s critical not only for one’s safety and health, but also for social and economic development. Yet an estimated 1.6 billion people worldwide live in substandard housing, and that number is expected to rise to 3 billion by 2030. Can you imagine the influx of people into informal settlements over the next decade, and the impact on the residents of those neighborhoods? As a global phenomenon, the housing situation of the poor is dramatic and faces extremely complex challenges. Therefore, Affordable Housing & Technology is one of the Hilti Foundation’s focus areas. This involves more than the well-known Cement Bamboo Frame Technology, which provides safe and sustainable homes for families in need. The Foundation also supports the development and implementation of other solutions to improve the way families live and build. This movie from Peru shows the reality of substandard housing and the focus on incremental construction in Lima’s informal settlements where it takes decades to build a house. That’s what happened to Alicia. For 23 years, her family’s home had only a tin roof. They had plans to build on it, but they could never actually do it. Either a family member got sick, or even needed emergency surgery, or her father lost his job. All building plans came to a halt. As in many other places in the world, housing construction for low-income families in Peru is a long process and not simply a purchase, with construction costs playing a more important role than construction quality. Over the past decade, many successful programs have been launched and supported, such as the financial service MICRO BUILD FUND, CONSTRUYA, to improve builders’ training, and TECH ACCELERATORS for the introduction of better technologies. For a comprehensive solution to further improve building and housing for low-income families, the Hilti Foundation has now taken the next step. Together with their partner, Swisscontact, they engage with leading housing organizations from across the region, including UN Habitat, Miyamoto International and Habitat for Humanity, to discuss how they can join forces to transform entire ecosystems. “We will only be able to change low-cost construction if we include all aspects: access to finance, to materials and to innovation, better regulation, skills development and awareness”, says Johann Baar, Director Affordable Housing & Technology at the Hilti Foundation. Alicia (right) with her mother Rita, and her sister Patricia. In Lima, Alicia is more than happy about her family’s new home: “To see it built, so many years later, has been a great pleasure. We have never been able to build it like it’s supposed to be – until now.” Substandard housing and incremental construction Demographic change and rapid urbanization make people move from rural areas towards larger cities. They often end up in substandard housing, unsuitable for human habitation and threatening the health and safety of the residents. Such informal structures have been built incrementally over years, without any access to planning services, quality materials or skilled labor. Families invest in improving their homes whenever some money is available. In cities like Lima, Peru and Manila, Philippines, an estimated 60% of the population live under these conditions. Affordable Housing & Technology Adequate housing is a human right and a prerequisite for social and economic development. Currently, an estimated 1.6 billion people worldwide live in substandard housing, a figure expected to rise up to 3 billion by 2030. This has a significant impact not only on their safety and health, but also on their economic opportunities and social inclusion. By developing innovative technologies and sustainable building concepts, the Hilti Foundation is helping to create safe and affordable housing that can serve as a starting point for a better life for people in need. HILTI FOUNDATION 20-21
Warren Busch, Lead Sherpa for the E1 Region Warren Busch began his Hilti career at Hilti South Africa in 2004 as an Account Manager. He held various roles in MO ZA during the eleven years he spent there. In 2015 he moved to MO GB as Regional Manager before making the decision to become a Sherpa three years later. During this time he has achieved great personal results, although the most memorable ones, he says, are made when he has helped to develop team members who have moved on to greater roles in their Hilti careers. Team Camp day 6:00 Today is the start of a new week and I’m up in Manchester, excited to deliver Team Camp 8, “Change to Grow,” to one of our teams. This has probably been my best Team Camp to date as it has allowed me to grow not only at work but also in my private life. I believe that it has helped me to become a better version of myself. Team Camp 7, “Pit Stop Care & Perform,” made me realize how valuable it is to get a good, correct start to the day. So my day begins in the hotel with a five-minute meditation session followed by a trip to the gym, after which it’s time to get ready. Breakfast in the hotel is normally a bowl of oats and a glass or two of orange juice. 07:45 All done with the set up, and just in time as there are already team members arriving for the morning session. Time for a catch-up over a warm cup of coffee. Staying in contact with our employees is something I enjoy doing. Usually, those who arrive early do so because they want to beat the traffic. The more inquisitive participants may want to know what to expect for the new Team Camp. But this needs to be kept top secret. I have a quick check-in with the team leader to make sure that the team is ready and then we get going on time at 8:30. 10.00 End of the morning’s first session and time for a quick coffee and chat. This Team Camp is really a lot of fun for the Sherpa as we get to see team building at its best. 10:30 The morning’s second session begins. As the name “Team Camp” implies, these sessions are all about the various Hilti teams and helping them to develop more collaborative and positive ways of working. In this segment of the Team Camp, it’s my task, as the Sherpa, to ask the team some very real and challenging questions, trying to assist them in further strengthening their team. 12:30 A hard-earned break where I join all the participants at the hotel restaurant for their lunch. As I said earlier, Team Camp 7 has taught me the value of having breaks. I don’t always have lunch, but I will take this time to get in a good 15-to-25-minute walk before heading back to the meeting room to set up for the afternoon sessions. Once again, this in not done in silence, as the tunes will be blasting in the background. 13:30 Team Camp 8 afternoon sessions. While I can’t give away any details, as there are still many employees who will have to attend and complete Team Camp 8, this session involves me working with the assistance of the group’s team leader. We have deep conversations and once again answer some challenging questions, all to assist us in considering the idea that change allows us to grow. 17:30 End of day one of the Team Camp and time for an hour’s break before getting a drink and heading back into the strategic Sherpa session, after which we will all have a well-deserved dinner together. 07:30 I head off to the meeting location and make final preparations before the team arrives. This important step is not a silent one. I have my favorite tunes, mostly rock music, banging out in the background. 20:00 Dinner time, after which I’m off to my room to check in with the family to see how their day was. After the call, I’ll play a couple of games on my iPad before having a good night’s sleep to be ready for my 6:00 a.m. alarm. Hilti team • November 2022 EMPLOYEES
13:15 For the last few years, I have had the privilege of being in the team that arranges the Long Service Awards for MO GB. This involves some research to gather information and pictures of our long-serving team members for the upcoming awards event. I get to speak to people who have worked with these employees for many years, hear all about their careers at Hilti but also find out more about them personally. I enjoy being able to celebrate the achievements of these Hilti employees. 15:30 Strategic call with the logistics director to discuss his teams’ upcoming Team Camp, which takes place in a couple of weeks. We start by catching up on the team and how the warehouse is preparing for the pre-launch of Nuron. Things are certainly heating up in the logistics world. After running through the details of the Team Camp, and all questions have been answered, we are ready to deliver Team Camp 8 to the Logistics team. 17:00-22:30 Time to unwind with the family by playing a bit of football or darts. Then it’s time for dinner. Usually I do the cooking and tonight I am doing one of my favorites: Steak with vegetables. After catching up with some of my favorite shows, I’m off to bed. But not before I complete all my battles in “Clash of Clans”. EMPLOYEES 22-23 Non-Team Camp day: 5:30 The alarm sounds and it’s time to get out and on the bike for a 15-km ride; either that or nine holes at the golf course before the day starts. Back home, then a shower and breakfast and then it’s time for a five-minute meditation session before logging on for the day. Today is a special day as I will be having a call with our E1 regional Sherpas to catch up on how we are progressing with the Sherpa strategy and Team Camp rollout in the region. 8:30 Catch-up call with the E1 Sherpa community. It’s really great to catch up with the team today, as the last time we were together was at our train the trainer session for Team Camp 8, “Change to Grow,” in Switzerland. The Team Camp rollout has started in all regions and we have received very positive feedback so far. 10:30 Time for a break. Normally, when the weather is warm, I’ll go sit outside in the fresh air with a cup of coffee, and continue reading a bit. I’m currently reading “The Snowman” by Jo Nesbo. 11:00 Call with a new team leader to discuss the upcoming “Fast Leap” session with the team. It is always a pleasure talking to a new team leader about taking on the new role and letting them know just how I can assist them on their journey. 12:30 Lunchtime, and on the days when I’m working from home, this time is spent with my wife. Today we are having chicken salad; and because the sun is shining, we will enjoy the time outside in the garden.
w FAMILIES AT HILTI At Hilti, the tradition of working with family is just as strong as our tradition of continuing development. In this issue, you will get to know two families who have helped shape the company over the decades. Left: Manoj (at left) and Karan (at right) with their colleague Kirsty Walton in Tulsa. Large image: Manoj Malhotra visiting a customer in Wisconsin. Malhotra Family (Manoj & Karan) Manoj Malhotra joined Hilti in 2018 as the Industry OEM hub Segment Manager in HNA. He understood that Hilti was a great place to work when he first experienced the Hilti culture. Manoj knew this was the right company and a business he could see himself and his son Karan in. After two years, his career grew as he took on the responsibility of managing an entire industry segment as a Marketing Segment Manager for Industry in the U.S. and Canada. Manoj encouraged his son Karan to apply for the Hilti internship program after completing his third year at university. “I feel that I am working with professionals that I can learn from, and that they will push me to take on new and challenging opportunities. I am treated with respect, given daily encouragement and appreciation. I feel respected and valued for what I bring to Hilti,” shares Karan. In 2019, Karan completed a three-month project as a technical service intern and was then offered a full-time position. After finishing his studies, he joined his father in 2020 as a Technical Service Engineer under a technical leadership program. Hilti team • November 2022 EMPLOYEES
w Hilti’s British Columbia Team at a summer picnic. 1988. Image above: Dave Boychuk and the sales team, Burnaby, 1992 Boychuk Family (Dave & Trevor) Dave Boychuk had a friend working as a salesman at Hilti, in HNA, who always spoke highly of the company. In 1975 he applied for a warehouse position and was hired. Over his 41 years with the company, Dave was always grateful to have the opportunity to be creative and use what he learned to expand his career. Constantly feeling valued by the organization, it was exciting when his son Trevor showed interest in joining the company after graduating from university. Joining his dad at Hilti as a Hilti Store Sales Representative, Trevor also enjoys the company’s good values and culture. Over the past nine years, he has held several positions in finance and currently works as a Finance Manager supporting E&I. Trever shares his favorite part of working at Hilti: “The people. I can honestly say that everyone I have ever worked with at Hilti has good values and character. It shows what type of company Hilti is by the type of people we attract and the type of people that stay with the company. I am very grateful to work here with such amazing people and such great talent.” 2015: 40th anniversary celebration in Tulsa Dave and Trevor (middle, next to Avi Kahn) at Canada Executive Management Team Meet and Greet Dinner in 2014. EMPLOYEES 24-25
Worldwid Projects Hilti team • November 2022 SPOTLIGHT
dwide GER GERMANY Robot Power for a Megaproject The Überseequartier in Hamburg’s HafenCity is the largest building information modeling (BIM) construction project in Europe and also the largest BIM project in which Hilti is involved worldwide. Hilti employees are part of the international specialist planning team, and there’s also a spot for the Jaibot. Hilti Engineering has been involved in this mega project since August 2019. The HafenCity project includes residential buildings with about 650 apartments, four office buildings, three hotels, a cruise terminal, a shopping mall and a cinema. The whole thing is designed in a classic brick architecture and is designed to look like the district was organically developed. The project will include an emphasis on glass in the buildings near the harbor, where two piers for cruise ships are being built. Underground, there are parking facilities with 2,500 spaces for cars, 3,000 spaces for bicycles, 150 e-charging stations, and a bus and a cab terminal. Thomas Kleist, Senior Construction Manager at Unibail- Rodamco-Westfield, mfi Development GmbH, and Markus Schmitz, BIM Project Manager at Hilti, explain why BIM is indispensable for such a mega project and why some tasks require the Jaibot: Markus Schmitz: “Without a doubt, one of the challenges is the complexity of this kind of mega project. The number of people involved with different levels of knowledge, who all have to be brought up to a uniform level of knowledge, and with whom we have to regularly coordinate. This is all influenced by issues that do not normally arise in this way. There’s also a materials battle as well as the pure logistics involved in the buildings, having the material in the right place at the right time.” Thomas Kleist: “I would say that the use of BIM definitely helps to reduce complexity, as solutions to problems have to be worked out much earlier in the process. The Jaibot also makes it easier for us to work on the construction site – we have seven planners for technical building equipment working here, which makes coordination difficult and complex. By using the Jaibot, we have complete technical facility planning and the material suspension is naturally more structured than if everyone drills independently. In addition, we have a responsibility towards the employees on the construction site – overhead drilling is exhausting and generates a great deal of dust. The Jaibot is ideal for this as it can drill the holes independently on the basis of digital planning and also operates at night. A total of 55,000 holes have to be drilled and some 19 km of rail, 62,000 clamps and 21 km of suspension rods fastened – the use of the Jaibot definitely makes the work easier.” SPOTLIGHT 26-27
FRANCE 200 Companies Participate in French EXO-O1 Study FR In 2022, approximately 200 Hilti EXO-O1 exoskeletons were provided to partner companies of the Occupational Safety Administration for the Building and Public Works Sector to test the tool with selected employees. The use of exoskeletons in the construction sector is becoming increasingly popular as they provide support to skilled workers and relieve them from certain repetitive or difficult tasks that can lead to fatigue and musculoskeletal disorders. To date, no long-term study that analyzes the impact these tools have on the health and performance of users has been conducted on French construction sites. The French market organization has therefore launched a large- scale study on the use of the EXO-O1 in 2022. To carry out this study, a cooperation agreement was signed with the Occupational Safety Administration for the Building and Public Works Sector (OPPBTP), which is providing Hilti with its expertise in this field as well serving as a contact to partner companies participating in the study. Throughout 2022, professionals from around 200 companies used the EXO-O1 in their daily tasks. Louis Des Escotais, Marketing Segment Manager: “Hilti has been committed to developing an increasing number of innovative solutions and products for its customers in terms of health and safety on the construction site. The analysis of the results from this long-term study will enable us to provide even better advice to companies that use the EXO-O1.” Hilti is being supported by the Institute for Manual Therapy and Physiotherapy (ITMP) in conducting the study and collecting and analyzing the data. Dr. Bronislaw Kapitaniak, an ergonomics expert, also helped develop the study protocol and conduct intermediate user evaluations. Participants are surveyed every three months about changes they notice in themselves while a medical assessment is also conducted by ITMP physiotherapists. Results from the study are expected in 2023. AUT AUSTRIA Hands-On Event @ Plant 4 Over the last three years, Plant 4 in Thüringen has been involved in over 13 new tool launches involving the PT&A, Direct Fastening, Diamond and Measuring Business Units. We took the opportunity – repeating what we did in 2017 and 2019 – to hold a celebratory event at Plant 4 on June 24. Team members from the business units presented the tools while some 200 employees from Plant 4 took part in the event. It was great to see the enthusiasm and pride of the employees: • Machining employees were able to see where and how the parts they work on every day are used, and how important their work is in ensuring smooth operations. • Experiencing the crucial role that tool assembly also plays in the quality of our products was a valuable experience for the employees from this area. • Our apprentices had a great opportunity to experience Hilti tools live while also gaining an insight into Hilti’s product diversity during their apprenticeship. • Administration employees were happy to learn about the latest technology and innovations and to be able to test these in a hands-on environment. It wasn’t only the Hilti power tools that figuratively drilled and chiseled a smile into the faces of the participants, but also the opportunity to directly test and compare competitor tools from Bosch, Milwaukee and Hitachi and to feel the difference. The joint lunch rounded off the successful event and the exchange with team members from other departments and units was enjoyed by everyone – especially after two years without holding this kind of event. Many thanks to Thomas Blatz (Battery Cutter), Dominic Bihl (Exoskeleton), Günter Rohrmoser (BX3), Donato Clausi (DX6), Robert Jäger (TE60), Johannes Berlinger (TE2000 / 3000) and Florian Bernhard (Plant 4) for their support. You have made a significant contribution to our local event! Hilti team • November 2022 SPOTLIGHT Eiffage Énergie Systèmes employees testing the EXO-O1.
POLAND Nuron Launch Creates Enthusiasm and Excitement The Polish Market Organization launched the Nuron platform on May 26-27 of this year. The event took place in a conference center located in Żnin, a small town in northern Poland. Never before in the history of MO Poland have so many people gathered in one place in order to experience the launch of a new product range. The Nuron platform was greatly anticipated, and the general feeling of excitement was clearly palpable, beginning when the very first guests arrived at the hotel. The event started with a speech by General Manager Tomas Trocil. After some time, the special guest, Global Product Manager Krzysztof Wilk, joined Tomas on the stage and explained the story behind Nuron’s creation. Later, Marketing Director Anna Pańkowska explained the unique value proposition and reemphasized the importance of the new platform for Hilti and its customers. The final part of the session was led by managers from the sales, channels and professional services units who elaborated on creating chances in customer loyalty. Constant clapping and cheering were not a coincidence – the audience was eating up what they were hearing. The highlights began after the theoretical segment finished and the attendees were given a unique opportunity over several hours to test Nuron tools with their own hands. Every trade had its own stand and also focused on various trade-related applications and key trade-related innovations. The newest cordless tools, such as the TE 2000-22, DSH 600-22 and AG 6D-22, were very popular and stretched the testing and discussions well past the scheduled end of the event. Overall, this incredible event used more than 20 stands, 500 tools, 100 batteries, 700 square meters of space, 20 tons of concrete, 120 drills, 400 discs and many other consumables to deliver such an incredible, unforgettable event. The first day of the event ended with a grand party. Colleagues from different cities finally had a chance to once again spend time together and old friends were reunited to celebrate the significant changes coming to the organization. The next day was devoted to Nuron’s data-driven services. During two sessions, participants uncovered the unique opportunities made possible by the latest technological developments. Attendees were amazed at the number of new functions and the influence they will have on jobsite productivity and performance. Participants left the venue with incredible enthusiasm for the upcoming changes. Pre-booking began a few days after the Nuron introduction. Visits were made to the most loyal and promising clients, allowing them to be the first to experience the benefits of Nuron. Of all the shows, the biggest ones were those designed for rental trade customers. Some four day-long shows were held for the biggest rental clients. In some cases, guests from other countries, such as the Czech Republic and Slovakia, were invited by the clients to take part. Each Nuron rental show finished up with a segment on the dedicated data-driven services, where decision makers were shown what they can expect from the upcoming revolution. In order to make these meetings as comprehensive as possible, team members from trade marketing, communication and professional services were also invited to support the events with advice, presentations and enthusiasm. It will therefore come as no surprise that all involved rental customers expressed serious interest, not only in Nuron, but in the entire solution approach consisting of Nuron, fleet and ON!Track. SPOTLIGHT 28-29
P4 Eats Well... …and has for the last year. Together with Seidl Catering and Hämmerle Kaffee, Plant 4 in Thüringen has been on the journey to offering wholesome food to team members since October 2021. Read here how P4 eats well got from the whiteboard to the plates. T he food we provide supports the health of our team members, makes a contribution to environmental and climate protection and supports societal responsibility. This was one of the guiding principles with which the P4 eats well project was launched in 2021 and a new era of dining was ushered in at Plant 4 in Thüringen. Employee health is a high priority at the plant. For the P4 eats well project team, the first task was therefore to work out: • What is our goal and why are we doing this? • What are the concrete task packages? • Who do we want to achieve? • What do we want to offer, and what does our end result look like? • What issues do we all want to address? • How will communication with team members and partners take place? Together with nutritionist Angelika Stöckler, the team developed a catering mission statement for a healthy enjoyment, work and communication culture, which forms the basis for implementing the concept. Hilti team • November 2022 SPOTLIGHT It quickly became clear that implementation would require partners who not only understood the new orientation of employee catering, but also fully supported it. This marked the start of the tender process. After workshops, discussions and presentations, the plant found the right partner in Seidl Catering. This was a major milestone. Now it was a matter of developing the offering in concrete terms. How could the most important target group – the employees – be brought on board? To this end, an “enjoyment team” was set up, made up of team members from a wide range of areas in the plant. They meet every two weeks to jointly develop and implement various work packages within the project. The members of the enjoyment team also act as a mouthpiece. They represent the opinions and wishes of the employees and take the project information back to the teams. Regionality plays an important role, and not merely in the selection of partners. It is part of the goal regarding sustainability in the catering mission statement, which states: “Healthy, vitamin-rich, fresh food, strengthening regional economic cycles and local producers, short transport routes, fairness, protection of animals, the environmental and the climate.” The new offering is as follows:
This project is also about raising awareness and employee health and not just about implementing a concept. Judith Sparr (Project Manager P4 eats well) HEARTY, HEALTHY SNACKS / THREE BALANCED MAIN DISHES WITH REGIONAL PRODUCTS ON A DAILY BASIS Food for the soul with nutritious ingredients Toppings Bowl with crunchy salads and vitality-rich toppings Dish of the day with organic meat or fish / Take-away menus in recyclable packaging “Too Good To Go” Leftover meals are offered at a discounted price to prevent waste. / • Are we offering the right dishes? • Which nutritional trends and forms would we like to take into account in the future? • Are there additional opportunities to contribute to environmental and climate protection? • How can we continue to ensure or even expand our FRESH SEASONAL FRUIT FREE OF CHARGE responsibility to society? / Free supply of warm beverages, water, infused water with fresh herbs, seasonal fruits and vegetables October 1, 2021 was the big day of the launch. How will the offer be received? What are the first impressions? The project team is euphoric after all the months of preparation, but also has concerns. Will the price increases be accepted? Moreover, changing one’s diet also means changing habits and behavior. We all know that this is not easy and can be met with resistance. Admittedly, there were, and still are, stumbling blocks. It is necessary to take a broader view and be open to new and unfamiliar things. And this is required from everyone involved. So every second Tuesday there is an on-site consultation with the Seidl crew. The aim is to scrutinize the current offering and make any necessary changes at an early stage. “An idea came up at lunch.” Exchanging ideas with colleagues in an informal atmosphere is very important to employees and is perceived to be very valuable. Often, the best conversations and most creative ideas arise during this time. For example, lunch can also be eaten “family style” at our company. Employees prepare their meals for themselves and others directly at the table, which has already been set out. Once again, it becomes clear that nutrition is more than just eating food. The team is pleased with the success of P4 eats well. SPOTLIGHT 30-31
COMPLIANCE ELEARNING CAMPAIGN An interview with Mirko Haase, Chief Compliance Officer We constantly work on efficiency driven by topic relevance for learners and on-the-spot learning opportunities. Mirko Haase, Chief Compliance Officer A t Hilti we hold ourselves and our industry to the highest standards in business ethics. Comprehensive and target-group oriented compliance training concepts ensure that we inform our employees about our compliance requirements. We asked Chief Compliance Officer Mirko Haase, who is responsible for compliance management, for more information about the eLearning campaign that is currently running around the globe. Let’s start with the most obvious question: What are all these compliance eLearning sessions? This year we are doing three different things: We are finalizing the roll out of the first part of the Code of Conduct training, we are rolling out the second part of the Code of Conduct training and we are running a global anti- corruption training campaign, with localized or global content, depending on the local setup. Not all team members completed part 1 of the Code of Conduct training in 2021 and, as a result, many team members now have three compliance trainings to complete at once. We also had the conflict-of-interest survey so team members might feel that 2022 has a lot of compliance content. Why are these training modules necessary? Our revised Code of Conduct consists of 14 chapters. Our team members can expect that we will explain what each of these chapters means and that we will illustrate the relevance of the chapter for our organization. In addition to the learning aspect, we also have to include a knowledge check, or short quiz, to meet the expectations of the authorities for this kind of training. Hilti team • November 2022 INTERVIEW
What is the outlook for compliance learning? We get very good feedback on our training content. We will work on further targeted training sessions while maintaining the task of having all team members trained on anti-corruption and competition law topics, as well as our code of conduct onboarding efforts. We are creative regarding refresher courses. One way we do this is by allowing users to bypass knowledge checks, which cuts down on the learning time for people who already know the topic well. I would also like to thank the HR teams that support us in providing this special content to those who don’t work in an office. This allows all of our team members to fully participate in the compliance aspects of our caring culture. Access the compliance learning content on FUSE: We also have to deliver on global sustainability reporting requirements, which rate us not on relevant user-based training, but on total coverage. Is there any way to shorten the training sessions? We have established a time limit of five minutes for each chapter, which comes to a total time of 70 minutes. The total time needed is thereby about 90 minutes, including the quiz. This timeline places us on the very low end for code of conduct training within the industry. To make it easier for our colleagues, we cut the training in two areas by approximately 40 minutes each. The global anti-corruption section is only twelve minutes long. Over the last five years we have reduced the overall employee compliance learning time by 54%. We also offer more than 62 courses in more than 20 languages and we are constantly working on efficiency, driven by topic relevance, and on-the-spot learning opportunities. Some team members complain that they cannot run the course, or that their completion is not tracked. What can be done about this? The most common issue if the course is not marked as completed is that team members may not close the course’s browser window. The completion is not lost, it is just not tracked correctly. This is a technical issue that we have tried to address. So yes, the platform has its limitations. Another issue is when a topic is not completed – and this is shown as in progress. Other issues come from user-specific browser configurations such as pop-up blockers. We have created an FAQ for the issues that we have seen – it is linked to the learning module, and we provide answers directly in the comment section of the course. INTERVIEW 32-33
FROM THE HILTI ARCHIVES Hilti looks back on more than 80 years of history. For each issue of “team,” we scan the Hilti archive for facts, developments and milestones in the company’s history. In this issue, we highlight the Hilti Foundation, which was established more than 25 years ago. 1996: Creation of the Hilti Foundation. The Foundation initially provided financial support for the work of underwater archaeologist Frank Goddio. Goddio’s historic discoveries of the lost cities of Heracleion and Canopus led to the “Egypt’s Sunken Treasures” exhibit, which toured the world and was viewed by millions of people. These successes also contributed to the establishment of the Oxford Centre for Maritime Archaeology, in 2003, founded jointly by The European Institute for Underwater Archaeology, the Hilti Foundation and Oxford University. 2007: Joint sponsorship agreement established. The Foundation’s activities are officially funded by both the Martin Hilti Family Trust and the Hilti Corporation. 2007: The Foundation began supporting what was then known as the Simón Bolívar Youth Orchestra. At this time the orchestra was led by Gustavo Dudamel, who has since achieved worldwide renown. This marked the genesis of the Foundation’s focus area of Music for Social Change. 2012: A Hilti engineer began tests on housing technology using bamboo as the sole structural element. In 2014, the Base Bahay Foundation, a Hilti Foundation initiative, was formed in the Philippines to develop Cement Bamboo Frame Technology (CBFT). By 2018, hundreds of homes had been built using CBFT and a local supply chain for engineered bamboo was developed, creating employment in rural areas of the country. 2014: Start of the international EBB housing projects. 2017: Project-based cooperation between the Hilti Foundation and Hand in Hand International began with a training project in rural East Africa, teaching basic entre- preneurial skills, financial literacy and best practices relating to livestock farming. Emphasis was also placed on women’s decision-making power in the household and on climate-re- silient practices. 2020: Within the framework of the Hilti Group’s sustainability strategy the Hilti Foundation begins working even closer with the Group with an aim of creating social impact at scale. Of the Hilti Group’s three sustainability pillars, environment, people and society, the Foundation is a strong partner in the society pillar and works hand-in-hand with the Group on a range of social projects. This includes the expansion of the EBB concept. 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 statements 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 text shall be viewed as valid. Hilti is a registered trademark of the Hilti Corporation, Schaan, Principality of Liechtenstein. Published by: Hilti Aktiengesellschaft Global Corporate Communications Feldkircherstrasse 100 9494 Schaan Liechtenstein Tel. +423 234 2308 E-Mail: media@hilti.com Editor-in-Chief: Sabrina Feliu Creative Direction: Benno Erhardt Layout: heureka GmbH, DE-45134 Essen Editorial team: loveleen.arora@hilti.com sabrina.feliu@hilti.com lukas.gruber@hilti.com jana.heiss@hilti.com fritz.hanselmann@hilti.com svenja.kopp@hilti.com kim.koula@hilti.com chris.larson@hilti.com lena-sophia.nachbaur@hilti.com judith.sparr@hilti.com dan.phillips@hilti.com kristina.rancic@hilti.com felix.reichstein@hilti.com solene.esnoux@hilti.com dariusz.bogacz@hilti.com