THE POWER OF TEAMWORK In Developing Lead 2030 70 YEARS Of Direct Fastening NET ZERO Paving the Way for a Sustainable Tomorrow 05 | 2023 Hilti employee magazine

04 The Power of Teamwork in Developing Lead 2030 08 Take a Deep Breath 22 Our Latest Innovations 26 A Day With ... Jessica Bily CONTENT INTERVIEW 14 Take a Deep Breath A New Dimension in Dust Management 24 41 Questions for … Jan Doongaji and Christoph Loos SPOTLIGHT 04 The Power of Teamwork in Developing Lead 2030 10 Sustainability in Action Net Zero: Paving the Way for a Sustainable Tomorrow 14 70 Years of Direct Fastening 18 Hilti Celebrates 25 Years in India 22 Innovations Made by Hilti Our Latest Innovations 30 The Countdown To Manufacturing Has Begun 32 International Worldwide Projects 38 Safety Is Caring Occupational Safety Starts With You HILTI FOUNDATION 20 Music for Life: A Path To Personal Development EMPLOYEES 26 A Day With ... Jessica Bily 28 Families at Hilti team M AG A Z I N Our magazine is available in an e-zine version or as a PDF on REDi at: Company/Group

Caroline Stern Circularity and sustainability are now strongly represented in both Lead 2030 and our associ- ated targets. Defining the circularity KPIs was a collaborative effort across business units and regions, incorporating feedback over multiple iterations. From the global side, we provided the data for the big picture and base- lines, and worked with the markets on realistic projections for setting ambitious targets. The question we asked was: “In 2030, after a decade of working on sustainability & circularity, where do we want to be?” It was great to see the engagement from the regions, and I believe that having Lead 2030 targets on reuse and tools on demand will elevate our circularity efforts to the next level. Martin Nemetz At the Tool Service Business Unit we were part of the team responsible for delivering the dimensions of software for Lead 2030. Personally, I have been involved in evaluat- ing the options for how to place software in attractive bundles, with the aim of making them more relevant to our customers. During the strategy work we applied what we learned, from both the technology and customer offerings, that had been gathered from ON!Track since 2016. We are excited to contribute to Lead 2030 and to making construction better with our planned software. Georg Connert My contribution to Lead 2030 started a year earlier, when we developed the contractor productivity software strategy, which led to the successful acquisition of Fieldwire in December 2021. After this, my team and I were involved in several other initiatives where F&P software and services proved instrumental. Contributing to the Digital Design & Engineering, Large Projects and Coverage initiatives was very intense but also rewarding. Seeing so many puzzle pieces coming together to form a greater picture that will shape the future of Hilti and assist with making construction better has been my best experience in 18 years with the company. I can't wait to get it started! Roeland Baaijens Global Logistics was highly engaged in the development of Lead 2030. Together with Reini Schindler, head of E&I, we led the Large Projects initiative. During the definition of the strategy, we created the blueprint for the organization, the project management setup and the offer, and also started to develop the system architecture so that we could scale this business in a successful way. It was a huge opportunity to work together with other people and departments. Global Logistics was also highly involved in the Customer Experience stream. The order-to-payment process was selected as one of the two journeys to be funded and we have already started to have an impact on the customer experience. One clear outcome of Lead 2030 is that we really have to work more cross-functionally to have successful implementation. That is really exciting. SPOTLIGHT 4-5 the Lead 2030 project team managed to create a strategy that builds on our strengths and core values but also takes on the significant developments that we are seeing in the construction industry. We can’t wait to see Lead 2030 come to life.

Melanie Frick-Heinzmann Corporate Development served as the key coordinator during the entire Lead 2030 development process. We had a coordinating role across all teams and contributed to the content development of the various Lead 2030 initiatives. I was part of the Contractor Productivity Software and Full Fleet initiative team. The software strategy is already being put into practice, for example in the Fieldwire acquisition, where I was part of the post-merger integration office. Thomas Breuer I was a member of the sounding board during the development of Lead 2030. Together with 15 colleagues from all functions and regions, our task was to assess the external impact of the stra- tegy, so we posed the question: Will the content also be received correctly, or as intended, by someone who was not involved in its development? We were also concerned with the rollout. How can we ensure that all 30,000 employees know about Lead 2030 by the end of 2023? We also had to exercise out creative talents when it came to finding a name for the Lead 2030 image – a helix. Julia Amorim The People initiative counted on a diverse, global and cross-functional team that brought in significant cont- ributions and perspectives throug- hout the project. As part of the PMO, I worked on defining the project methodology, developing the overall project plan and working closely with the different workstreams to define how best to attract, engage and retain our people, enab- ling our company’s business growth. Through collabora- tion with the different teams, we were able to develop the key people focus areas to be a great employer for ever- yone, everywhere. Cornelia Hauth During the development of Lead 2030 I had the opportunity to work on two very exciting initiatives early on in the process: Full Fleet and Contrac- tor Productivity Software. Together with colleagues from various func- tions (from the regions, BUs, and Finance, among others), we were able to shape our future software and service offering. One development that has been very rewarding for me personally is that we are already imple- menting these initiatives in the Tool Services Business Unit. Luis de la Maza It was great to be involved in the defini- tion of Lead 2030. We had the chance to discuss, provide input and reflect on our different market perspectives regar- ding all the initiatives. Together with my colleague Jochen Olbert, I was given the responsibility of leading the CX initiative. Over the last 24 months we have been working together with external partners and many Hilti colleagues across the company on building a vision, a team and the tools that will allow us to deliver a superior customer experience. I am also part of the team working on DEI within the People initiative. Both initiatives are very relevant to Lead 2030 and I am honored to play a role in their development. Jochen Olbert All regions were involved at a very early stage and were able to contribute perspectives from their various markets. On a personal level, everyone in the EMT was given certain thematic responsibili- ties. As head of the software workstream, I was able to discuss how we could fur- ther strengthen our offering of products and services, not least regarding soft- ware. Another workstream that I was responsible for, together with Luis de la Maza, was customer experience. These two topics are enormously important for us in E3 in terms of the development of our fleet management, to name one example. Martin Lenart I found the development and rollout of our new strategy to be very consistent with Hilti’s values. As part of the Tool Services Business Unit, I am particularly pleased that AMS and the Tool Services BU have been given a leading role in the new strategy, with our tools on demand and fleet management offerings, along with our numerous circularity and custo- mer experience initiatives. It is exciting to see how Lead 2030 is helping us to set the stage to become a true solution provider for our customers, combining our various product, service and software offerings. SPOTLIGHT 6-7

When I think about the construction site of the future, it’s dust-free and cordless. Svenja Frey, Product Manager for Dust Management What is so special about the air cleaner and what is the difference between the two models? What trends and developments do you see for construction sites in the future? “Compared to other products on the market, Hilti's air cleaners “At the moment, many countries are tightening dust regulations are small and mobile. This was particularly important to us during and health and safety authorities are taking a harder line on development, as our customers are often climbing narrow staircases compliance with the existing regulations. In Germany, we can or scaffolding, as opposed to using a spacious elevator, to get to where they are working on a construction site. It is therefore crucial that the air cleaner has a high output and circulates a lot of air, which we achieve with a powerful turbine and three large filters, located on the cleaner’s sides. expect ongoing efforts to improve health protection in the coming years, specifically by reducing the exposure of construction workers to airborne dust.” Is Hilti already planning what it will do in this regard in the future? The difference between the two devices is in the volume flow and negative pressure. The AIC 1000 has a volume flow of 1425 m³/h and is quite sufficient for the vast majority of customers. This model is also the right choice if you want to get very close to the source “Yes – as part of Lead 2030, we recently formed a project team that is working on a comprehensive strategy for safety, sustainability and productivity in construction. This is where products such as our air cleaners will play a major role. But we also have some new of the dust with the dust hose, or if you value low noise levels. products in development that focus on dust prevention. When I However, if you have very large rooms and are looking to place the think about the construction site of the future, it’s dust-free and air cleaner closer to the middle of the room, amid a lot of ongoing cordless. There will be less vibration and noise, the safety features work, you should opt for the AIC 2000. of our tools will contribute to user protection, while systems such as the exoskeleton will help to prevent overexertion.” It is especially important to mention that we are the professionals when it comes to system manufacturing. We’ve not only tested the air cleaner individually, but our extensive expertise also allows us to test the entire system chain, consisting of the dust generating tool, dust extractor and air cleaner, in our dust lab and thus adapt the air cleaner specifically to construction site applications.” What advantages do users have when they choose Hilti? “The Hilti product range covers all the options for both primary and secondary measures that should be used to aid dust-free work. In addition to equipment with integrated dust extraction devices, the portfolio includes construction dust extractors and special dust Air Cleaner Product Information With a low weight of 15 kg, large wheels and a telescopic handle, the AIC 1000 and AIC 2000 air cleaners are ideal for mobile use. They are extremely flexible as they allow air purification in four diffe- rent scenarios: free-standing in hoods which target dust extraction directly where dust is generated. the room, integrated into a dust- The AIC 1000 and AIC 2000 air cleaners close the dust-free work wall, or by means of a dust hose loop, greatly simplifying dust management on the construction site.” at the air cleaner's inlet or outlet. Health protection is a significant factor that generates other positive effects for customers. What are some of these? Accessories for attaching hoses are not necessary and installation is simple. The exceptional per- “One obvious response is that working conditions on the construc- formance is based on the cle- tion site are improved by using low-dust applications. This can lead aner taking in air from three to a reduction in absenteeism and sick days. Low-dust work also saves time by eliminating cleaning steps and increasing the satisfac- tion of the end customer, who wants a cleaner construction site.” sides, which is directed th- rough three separate filters. Dust class: M INTERVIEW 8-9

It is important to understand the implications of global warming and how our actions can help reduce green- house gas emissions. Global warming is a serious issue that affects us all – from extreme weather events to rising sea levels. As individuals and corporations, we must take steps to reduce our carbon footprint so that we may all benefit from a healthier environment, both now and into the future. Related to Hilti’s Lead 2030 customer promise to be the best partner for sustainability, we have raised our ambi- tions and committed to reducing emissions in our value chain in line with the Science Based Target initiative (SBTi). work for corporations in line with the Paris Climate Agreement (1.5°C pathway). SBTi comes with a mandatory near-term target (within 5–10 years) and an optional net-zero target to be reached by 2050 at the latest. If we talk about science-based targets, we also have to talk about the various emission scopes. Scopes are categories into which all emissions are divided. Scope 1 emissions are direct emissions from burning fuel on our own premises and from company vehicles. Scope 2 covers indirect emissions from imported electricity, heat and steam. In December 2022, we committed to set a near-term target (2023– 2033) and aim to reach net-zero emissions by 2050. The SBTi is the only credi- ble carbon reduction frame- Investments Scope 3 To reach our Scope 1 and 2 targets, which account for roughly 5% of our total emissions, we will continue to drive the measures that Business travel we have initiated over the past few years. Franchises Scope 2 Purchased goods and services End-of-life treatment of sold products Use of sold products Scope 1 Purchased electricity Purchased heating and Company Company cooling facilities vehicles Capital goods Fuel and energy- related activities Processing of sold products Transportation and distribution Light areas in Scope 3 currently not relevant for Hilti. Employee commuting Waste generated in operations SPOTLIGHT 10-11

OUR PATH TO NET ZERO IN 2050 Reaching net zero is far more ambitious than reaching CO2 neutrality. It requires further transparency and a commitment to reduce indirect emissions from our company’s value chain, which account for roughly 95% of our emissions. In the course of 2023, all business units have already received CO2 reduc- tion targets for Scope 3 emissions. To reduce the correspond- ing carbon footprint of our Hilti products, increased emphasis will be placed on sustainability in the development phase, supply management and transportation. In concrete terms, this means: Reduce: Increasing the performance-to-weight ratio. Devel- oping products that have a lighter weight but produce the same level of performance will be a win-win situation for all three aspects of differentiation, costs and CO2 reduction. Another lever is designing products with greater longevity, which aligns with our positioning as a premium provider. Reuse: Where possible, we will increase the recycled content of our products. We will also increasingly reuse spare parts, batteries or entire tools. Replace: We will switch to materials with a low CO2 footprint in our products (e.g., green steel) or vegetable oil (HVO) to power trucks in our logistics operations. Remove: For a small share of our emissions, we will remove carbon from the atmosphere, either technically (through carbon capture and sequestration, for example) or by natural-based solutions (such as forestation). 1 2 CO2 emissions Reductions Compensation / carbon credits Reductions outside value chain 1 2 3 CO2 emissions Reductions Removals from atmosphere Will be reached in 2023 2050 target Carbon neutral 0 Net zero Hilti can only achieve this with the help of all our colleagues worldwide. Your expertise, talent and passion are needed. Let’s make sustainable construction a reality by driving innovative, sustainable solutions together now. Removing our Scope 3 emissions with these initiatives translates to Hilti becoming net zero by 2050. Net zero is cutting greenhouse gas emissions to close to zero, and removing, instead of offsetting, the remaining emissions from the atmosphere, thus contributing to the global reduction of CO2 emissions and supporting the goal of keeping global warming below 1.5°C. We estimate that around 60 percent of the near-term CO2 reduction targets can be reached with today’s knowledge and expect additional measures to be developed over time. However, closing the gap will be extremely challenging and requires innovation outside of standard channels. SPOTLIGHT 12-13

Iconic moments of the beginnings of DX in 7 second DX Innovations over decades in 7 seconds What team members feel about DX Technology in 7 seconds idea how many construction site stairs and tables we damaged while demonstrating the DX to convince people that, contrary to their expectations, the technology was truly safe.” The incredible creation of the DX 100 in 1957, the world’s first low-velocity powder-actuated tool – was a technological breakthrough that didn’t happen by chance. It was the result of the ongoing efforts of the Hilti brothers, along with many concepts and prototypes, that led to improved safety and performance. This remarkable feat of engineering not only trans- formed fastening technology for the construc- Collated cartridges Trigger actuation tion trades, but it also gave birth to the Hilti business model of direct customer relation- ships. By the early 1960s, Hilti had expanded its footprint beyond the borders of Liechten- stein, operating in 30 countries, including Belgium, Poland, Finland, Norway, Germany, Denmark, the Netherlands, Portugal, Austria, France, Australia, Canada and the USA. The Transformational Journey From the first Perfix to the latest DX 6, inno- vation followed upon direct-fastening innova- tion over seven decades, upgrading and improving the technology to find safer and quicker ways of fastening various materials. The journey to bring direct fastening technol- ogy to the construction world may have been long, and even after 70 years it remains one of the most famous engineering develop- ments in the construction world and beyond; it has even appeared in the entertainment industry. “Seventy years ago, the birth of safe direct fastening technology at Hilti gave new impetus to faster and safer methods of fastening in construction. The same philoso- phy used to develop this innovation still drives our commitment to make construction better and will continue to guide us in years to come. We have a bright future ahead of us, with more innovative breakthroughs to create productivity gains on jobsites,” said Rafael Garcia, Business Unit Head Direct Fastening. SPOTLIGHT 14-15 1960s1970s

One of the team members from Great Britain, Arman Ahmad, Product Manager for DX/SF in the E1 Region, told us with pride: We regularly receive calls from custo- mers who are still using their original tools, which in some cases may be up to several decades old! We are happy to supply parts and consumables for these tools if they are still available. It is heartwarming to see how our customers don’t just trust Hilti, but actually love it and don’t want to let go of the first family of DX tools. Wolfram Schwertner, Technical Project Leader: I am filled with pride when I bring a prototype of a tool or system to the customer and they say, ‘It’s cool, I’d like to keep it. When can I buy it?’ It gives you the confidence that you have taken the right step. Jochen Kuntner, Head of Development for DX Fastening: When we launched the DX 6, we reinvented the technology 70 years after our first tool. It was quite an emotional moment for me. Axel Schweiker, DX Segment Manager: I recall that we were testing the BX 3 in Germany. Two sales colleagues said, ‘This is just another tool like the GX’. I asked them, ‘Could you please show me where you can enter a gas canister?’. They were puzzled and looked at me with astonishment when they could not find any opening or slot. When I told them there is no gas, that it works without any combustion and is a battery- driven tool, they were speechless for a minute. Guenter Rohrmoser, TTM Project Manager for BX: I still cherish and feel proud of the moment when we won the Martin Hilti Innovation Prize for the world’s first battery nailer for concrete and steel in May 2016. Sybille Renner-Michel, Compliance and Sustainability Manager: I was on the DX 351 project team in 1998, and the task was to develop an automatic tool with mechanical piston return. It was quite a journey, with many ups and downs. But in the end, it was satisfying to see that customers loved this new technology. Eric Schulte Suedhoff, Head of Fastener Technology, BU DX: When you are on a jobsite with customers and bring out products, you can see their excitement when they have a new product in their hands. I find those moments thrilling. Veronica Teo, Finance Business Partner, SF: I was able to test the DX 6 during development. I felt proud when I saw how fast and easy it was to use the tool. It was amazing to see the value that we are bringing to our customers. Mario Grazioli, Head of Quality, DX BU: When we were testing the BX 3 and went to a jobsite, the customer was so impressed that they wanted to keep the tool. Peter Grzesik, Codes and Approval Manager: Being in direct fastening, you learn so much about construction applications globally - what customers struggle with and their needs. This is fascina- ting to me as it lets you see the bigger picture. Spencer Cheung, E1 Product Manager for DX/SF: During a TTM project, Oscar Jones and I were visiting a customer with the product prototype. The customer tried it out and really liked the tool. He half- jokingly asked whether he could keep the prototype – he didn’t want to let it go. Simon Beauvais, Head of Development, SF BU: Once I went to Portugal to deal with a complaint that our fastener was not holding, but later the customers were pleasantly surprised that they could hold a full glass façade with a few studs. A few team members simply couldn't believe it, as they couldn't understand the technology behind it. But overall, the managers at the company were quite excited that the solution worked as well as it did. These are not the only heartwarming stories; we spoke to many people in the direct fastening team, and the memories poured out. SPOTLIGHT 16-17

A chronicle of Hilti’s 25 years in India Celebration with the star-studded night and musical performance by India’s sensational singing duo Salim-Sulaiman. We want to keep living Hilti’s mission of making construction better in India for many more years to come. Many more milestones, many more success stories and many more achievements are yet to come our way in the happy pursuit of creating a better future. Launch of Hilti in India at India Gate in October 1997 Subhashish Basu, Marketing Director, Hilti India SPOTLIGHT 18-19

Music can change lives. It is especially significant when it helps young people discover talents and abilities to reach their full potential, contributing to their ability to make conscious choices and enabling a self-determined future. T his is precisely the opportunity that Hilti Foundation programs offer in its Music for Social Change focus area. Here, children and young people have access to music lessons, learn together from the very beginning in ensembles, choirs or orchestras, and experience the impor- tance of collaboration: each individual counts, but they will only reach their goal when working together. As a result, the young musicians develop social skills, learn about social norms and values, and at the same time develop their individual abilities and talents – in music and beyond. With a sense of responsibility for one another, they can ultimately use these skills and contribute to their community. The positive impact is not only measurable in the program participants, it also benefits their families and social environment. The Hilti Foundation's work in the Music for Social Change focus area addresses three main points: Grassroots programs: By supporting selected social music programs, such as “Sinfonía por el Perú”, “Papageno” in Chile, the “Mangaung String Program” in South Africa or even “Superar” in Austria, Switzerland and various coun- tries in Eastern Europe, the Hilti Foundation contributes to spreading and strengthening the idea of Music for Social Change internationally. Academy for Impact through Music (AIM): Established in 2020 by the Hilti Foundation as a charitable foundation, the AIM initiative is dedicated to the education and training of teachers in the field of music that has a social impact and more. Innovative and holistic methods are developed that focus on impact-oriented teaching to sustainably achieve the goal of social change through music. Building bridges: Collaborating with the established music world opens opportunities for social music programs to be part of an international network. This helps to set quality standards and generates a growing awareness of the importance of arts and music in society. Building bridges International concert tours, which are only possible when coupled with a strong international network, are undoubtedly among the most valuable and motivating experiences for young musicians. A good example of successful bridge build- ing is the long-term exchange project between the Iberacad- emy in Colombia and the Mozarteum Foundation in Salzburg. The Sinfonía por el Perú Youth Orchestra built another successful bridge in the summer of 2022 with its performances at the renowned music festivals in Salzburg, Gstaad and Lucerne. There, the young talent not only gained initial experi- ence on the international concert stage, they were also able to inspire the respective audiences with the quality of their musi- cal talent and passion. HILTI FOUNDATION 20-21

PLT 400 First automatic self-calibrating digital layout tool A new digital layout tool designed with the world’s first-ever feature of automatic self-calibration combined with a powerful camera. It combines simplicity, ease-of- use and high-end specifications to quickly and accurately AIC 1000/2000 The first air cleaners VC 10-22 The first cordless dust extractor With this innovation, Hilti launched the first air cleaner to further improve productivity and safety on the jobsite. The AIC 1000 and AIC 2000 are Hilti's first air cleaning systems designed to actively remove fine dust particles from the air. Despite using dust removal The Hilti VC 10-22 is a compact, powerful lightweight dust extractor for wet and dry suction. It is Hilti’s first vacuum cleaner that can extract dust directly from power tools. With the automatic filter cleaning system and high suction power, systems and traditional dust it can extract dust created by extraction via vacuum cleaner, all the cordless power tools perform complex layouts. It some dust may escape into the running on the Nuron platform. self-calibrates and measures environment. If these dust parti- The optional backpack makes longer ranges with greater cles are not removed, they can it very easy to bring to the speed and accuracy. It is up to stay in the air for up to two weeks jobsite. 50% faster than the traditional and they have proven to be most method, which means that it also contributes to a highly effi- cient end-to-end workflow in BIM. harmful to the lungs. In combination with other products, this cordless dust Hilti’s air cleaners not only improve extractor has now made the safety but also save time in clean- SafeSet anchor setting appli- ing up, as the dust ends up in the filters and not on the jobsite. Our air cleaners are much lighter and more easily transportable than competitor products and are also easy to operate. cation fully cordless. For the first time there are no more cords involved in SafeSet installation. VC 10-22 – The first cordless dust extractor SPOTLIGHT 22-23

Jan, one thing we should do more often? Christoph, what’s your best way to decompress? INTERVIEW 24-25

does not follow a schedule, so one sleeps when there is time and they must remain engaged. The squads consist of four to five people made up of two USAR technicians, two field engineers (a structural engineer and opera- tions manager), a doctor and a search-and-rescue dog. They began searching during the night. The first two successful rescues happen fairly quickly. The subsequent search mission, the one Jessica and many team members will remember for a long time, lasts 20 hours. Jessica is trained to perform core drilling and to use the rescue probe to search for signals that will give her a better feel for what she faces as she makes her way into buildings, both to locate knows that the two people are in the child's room. "After hours people and to elicit the best route to get to them. She is the one up of more drilling and debris removal, we found them, initially with the front when it comes to going into the collapsed buildings. “There’s probe. Both were doing relatively well, considering the hypothermia,” always a residual risk, but that's what we're trained for - to be able says Jessica. Other missions followed, but the moment when they to assess this risk, analyze it jointly and keep it from escalating.” were able to recover those two people after 20 hours remains etched Progress is slow on this day. "These are residential buildings, so there's always a heater or a curtain rod blocking the path,” says Jessica. For a long time, she and her team do not know whether in their minds. When they returned to Frankfurt Airport, Hilti colleague Markus Stengele is waiting for the team. He is also a longtime @fire volunteer and has a great deal of deployment experience. Markus they will be able to carry out a rescue as it is freezing cold and knows how important it is to be able to share what you have experi- temperatures have fallen to -10º C. Over a lengthy period there is enced. no clear response to the calls they make inside the building. "The local population was extremely helpful - we always had translators Letting go at our side, often spontaneously. There were also workers who "The chronological sequence, and by that I mean sorting out what happened in retrospect, is very important in order to process the entire deployment experience," Jessica explains. In the days and weeks following their return from deployment, the teams work together as a group to reconstruct what they experienced. Each team member notes three good and three bad personal experi- ences during the deployment and they are also encouraged to store an image in their memory. "It has to be a positive image," Jessica says. The moment she chooses is when an English teacher, who spontaneously stepped in as a translator when her assigned inter- preter was taking a much-needed nap, called out into the rubble and the child's voice on the other side answered. The high-five they gave each other in response is the image that she will take from the experience. Thank you Jessica, for giving this interview and for your valuable work. quickly carved out a tunnel with a pickax. There were background noises everywhere from the ongoing cleanup work, but when someone whistled, to indicate that a person had been found, complete silence suddenly descended on the scene,” she recalls. This is what happened after 12 hours. “The translator yelled into the building again in the local language – ‘Hello?! Is there anyone there? Make yourself heard somehow, please!’ - and all of a sudden a child calls back. That was such an incredible feeling!” Jessica's eyes light up with joy as she remembers. Now, it's a race against time. A neighbor of the mother and the six-year-old girl trapped in rubble can describe to the team exactly how the apartment is designed and where rooms are. So the team EMPLOYEES 26-27

Kropshofer Family Originally from Munich, Gustav Kropshofer joined Hilti in Thuringen, Aust- ria in July 1973. Over the next 27 years, he worked in production planning, first at Plant 4, then at Plant 1, in Schaan. He retired in 2000. During his time at Hilti, he was active in the community, enjoying the work environ- ment and culture, and was an active outdoorsman. He was also a member of the Hilti football team and took part in Hilti’s local ski races. Bernd Kropshofer grew up in a home filled with Hilti tools and atten- ded school near Plant 4, where his father worked. After completing his studies in 2011, he applied for the quality manager position in the Anchors Business Unit. He has spent the past twelve years in various roles. Bernd currently works as a business process excellence manager. He is grateful for the opportunity to have had a job at Hilti, North America before returning to Schaan. Hartpence Family In July 1971, Mike Hartpence saw an ad in the Rocklin County, New York Journal News, a local newspaper. It was the first time Hilti had ever advertised for a sales position. Mike was selling insurance at that time, but he was looking for something else, something with a better culture. He applied for the position at Hilti. In October 1971, he joined Hilti as a territory sales repre- sentative in Rocklin County, NY. When he took the position, he had to relocate from Rocklin County to Westbrookville, NY, to be in the center of his sales territory. After six years, he was promoted to regional manager of Hawaii. Over the years, he held other regional manager roles in San Diego, CA, and Tampa, FL. He also spent three years as a divisional manager in Seoul, South Korea. His final stop in his Hilti career was as director of strategic busi- years before moving to Orange County, CA for two years. Ryan was promoted to regional manager, in ness. He cherished customer relationships and seeing Sacramento, CA, in 2005, where he remained for his customers succeed with our solutions. He was twelve years. In 2017, Ryan was able to relocate back successful enough to earn membership in the Presi- to his adopted home of San Diego, CA, as the regional dent's Sales Club twelve times. Mike retired at the end manager. He now works in the same role his father held of 2020. for 15 years, covering the same area and many of the same customers. As of today, the Hartpence family has tallied more than Ryan Hartpence watched his dad's career as he grew 75 years of work for Hilti. According to Ryan, “We know it up. At a young age, he knew he wanted to work for says Hilti on the side of the van, but because of the Hilti Hilti. Ryan joined Hilti in May 1997 as a Hilti Store representative in Orange, CA. He then became a terri- tory sales representative in east Los Angeles for four culture, we treat every day like it's our family business. It still feels that way after all these years.” EMPLOYEES 28-29

Thomas Breuer, Plant Manager Plant 4 (right), saying goodbye to József Nádudvari shortly before his 40th trip to Plant 18. Preparations for estab- lishing electric tool assembly at Plant 18 in Kecskemét, Hungary, are moving forward with an assist from Plant 4 in Thüringen, Austria. József Nádudvari is celebrating a kind of milestone today. It’s his 40th trip from Plant 18, near his home in Kecskemét, Hungary, to Plant 4, in Thüringen, Austria. “I prefer to drive on Sundays, when the highway is less crowded and I can hold my initial meetings first thing on Monday morning.” It all began three years ago when he was offered the opportunity to manage the assembly unit at Plant 18, starting in 2024. Shortly before that, the EB made the decision to expand the plant in Kecskemét. Until now, power tools have only been manufactured at two Hilti sites: Plant 4 in Thüringen, and Plant 88 in Shanghai, China. “The expansion at Plant 18 will extend our manufacturing footprint and create the capacity that we will need for upcoming growth,” says Thomas Breuer, manager of Plant 4. He has been involved in the strategic planning of this project from the beginning. Some 4500 square meters of assembly space will be created in Hungary, a size similar to the current assembly hall in Plant 4. Construction began in August 2022, and production is scheduled to start in April 2024. By 2025, 150,000 “Hungarian-made” rotary hammers and hammer drills should be assembled each year in the new production hall. For 11 years, József managed the production unit at Plant 18 responsible for manufacturing Hilti chisels. “I have a lot of experience as a depart- mental manager,” he says, “but I have had little experience with the assembly of power tools. This is an exciting and challenging task and there’s a lot to learn!” On May 1, 2021, József was introduced as Team Leader for the assembly of the TE30 and TE50 small combihammers in Plant 4. These are the very products that will be assembled in Plant 18 starting in 2024. For 16 months, until October 2022, he monitored and worked on the assembly every day. “That was jumping into the deep end! New task, new environment and everything in German. The colleagues in Plant 4 were very patient with me, showed me everything and always had time to respond to my questions and comments. Now I have a good idea of what can be expected. The daily exchange with the workers, the technology specialists and the materials managers – all that was irreplaceable.” He has had a more stable schedule since he returned to Hungary. Three weeks in Kecskemét are followed by one week in Thüringen. József coordinates the know-how development for all necessary functions. It takes many people and positions to ensure that the right product, in the right quality and quantity, leaves the plant at the right time. “We have defined about 15 key tasks that we want to work on before we fully relocate. Additionally, colleagues from Plant 18 also work in Thüringen for anywhere between three and 12 months. What makes my work particularly easy is that I've been able to build up a great network in Plant 4.” Many functions have to work hand in hand. “It's not just about the time that various team members will spend at Plant 4. We are looking at their personal development over the next three to five years. This includes the handover of the current task, the time onsite, then the transition period until the work in Plant 18 actually starts. Everyone we send to Thüringen will eventually serve in a key function and we will be relying on them in the new organization,” says Gyula Takacs, Manager of Plant 18. He has a message of thanks for the HR departments of both organizations. They managed all of the transfers and personnel planning alongside their usual, everyday tasks. Then there’s the actual relocation of the assembly lines, each of which will take six weeks according to the schedule: two weeks for dismantling, two weeks for transport, two weeks for assembly and to get things up and running. A two-month supply of tools is being manufactured in advance to ensure a sufficient supply of tools during the transition. This amounts to almost 30,000 pieces. “Plant 18 assembly employees will be involved in the pre-production, and will be assembling the additional units together with their colleagues from Plant 4 before returning to Kecskemét together with the assembly lines. It is now Thursday afternoon and József will soon be on his way back to Kecskemét. “When we start next year in Kecskemét, the products and assembly lines will hopefully be like old friends to me. I’ll know their quirks and idiosyn- crasies and will look forward to seeing them again in new surroundings.” But what will happen to the space that becomes available in Plant 4? Thomas Breuer has the answer: “There are already plans for every square meter of space. Frankly, we have a lack of space at the moment, so we have temporarily placed new assembly lines, which are scheduled to be ready for production in the course of this year, in our marketplace, which is generally reserved for breaks and meetings. But in 2024 the assembly hall will be reorganized.” SPOTLIGHT 30-31

dwide GER About the Fichtebunker The Fichtebunker in Berlin’s Kreuzberg district has had a very eventful history. Built in 1884, it was part of a complex of what were once four gasometers that supplied the gas streetlamps of the time. After it closed in 1937, it was converted into a high bunker in 1940, with six floors and a three-meter-thick ceiling. The bunker was designed for around 6,000 people. Towards the end of World War II as many as 30,000 people sought shelter there. Afterwards, the Fichtebunker experienced a variety of uses: refugee home, storage facility for care packages, home for the elderly, youth detention center, shelter for the homeless and a store house for provisions. In 1991 the building was designated a historical monument and in 2007 apartments were built under the steel dome. You can find more information in the profile on the Pro 7 television channel’s Galileo report. Go to minute 4:09: Hidden Places in Berlin: Tiefe Einblicke in das Innere des Brandenburger Tors I Galileo | ProSieben - YouTube This ensured that the building’s history was as visible and tangible as possible. There was no tolerance for error in the work. A major project segment was the demolition of more than 700 tons of concrete pieces. Once cut into pieces, all this material had to be transported from the third floor down to the second floor via the bunker's interior stairs. All the work was done in what were very cramped conditions. An integral part of the planning included waste management and, by extension, the issue of sustainability. Before work began, a pollutant analysis of the concrete parts to be demolished was carried out and factored into the disposal concept. All materials were removed professionally and dis- posed of by a certified waste disposal company. The result- ing drilling and sawing sludge was separated into pressed pieces and clear water through the use of a chamber filter press. Let there be light After detailed planning, the conical opening of the exterior wall windows was completed by using a Hilti DSW 7.5-EC circular saw and a Hilti DS-WS 15 wire saw. “It was a great moment when the first rays of light came through the window openings,” recalls Frank Hüttig, site manager at behse GmbH. “It was a really impressive project that even specialists like us don't see every day.” Service and digitalization make the difference When working on construction projects, it is crucial that all the equipment is in place. If something happens to break down during operation, it is even more important that replacements are readily available and that the equipment in question can be quickly repaired. Kapitzki needn’t worry, as he has the support of both Hilti's Fleet Management and ON!Track asset management services, which provide him with the necessary transparency he needs to manage behse’s tool fleet. He has been using ON!Track since 2017 and remains convinced that it was more than worthwhile being one of the first customers to have the asset management service when it was introduced. Hilti Fleet Management also provides him with loaned tools if and when any of his tools need to be repaired. He can also rent additional equipment if the project calls for it. “I think that the technological capabilities of the tools have almost reached their peak, and the resulting quality is outstanding. But the general conditions are getting tougher for all of us. Time management, safety and ergonomics are issues of concern. Today, services and well- functioning digital processes that make certain processes easier for both my employees and me are really significant. They support us and allow us to be able to carry out demanding projects like this one in the Fichtebunker,” says Michael Kapitzki. He truly appreciates having Hilti as a partner he can rely on. SPOTLIGHT 32-33

POLAND Upcycling at Hilti The upcycling of company clothing project launched at MO Poland is based on the idea of combining the two pillars of Hilti's sustainability strategy – positive impact on the environment and society. How does it work? The first element of the project is to introduce circularity into the process of using corporate clothing. Each Hilti employee is provided with a set of corporate clothing on his or her first few days at work that corresponds to his or her position, such as a red shirt, a soft shell jacket or a winter jacket. From time to time, employees replace their used clothes with new ones, and the old clothes were previously disposed of. The upcycling project will give them a second lease on life. The project is implemented in cooperation with the Goldenberry Group, which has been building a partnership with Hilti Poland through joint projects for years. Both companies base their business development strategies on sustainability, and our partner Goldenberry has been responsible for storing and distributing clothing for Hilti employees for years. The entire process is supported by an online application that ensures the smooth exchange and return of clothing. The result of this collaboration and creative approach is the upcycling of corporate clothing. It is worth noting that this is not only an environmental measure, but also has a social dimension. Disinfected old Hilti work clothes are reprocessed by the Social Cooperative, which was founded in 2020 with the idea of combining ecology and less waste with helping people who are disadvantaged in the labor market. The cooperative employs women who are excluded from the labor market – disabled, long-term unemployed or with a migrant background. Through its activities, the social cooperative helps them to find their place in the labor market, discover their strengths, make the most of their potential and, if possible and necessary, organize further training courses or legal assistance. Before becoming involved in the Hilti upcycling project, the cooperative gave advertising materials a second lease of life. PVC or mesh banners, roll-ups and billboards have been transformed into new objects. However, the Hilti job was the first to involve the upcycling of corporate clothing. According to Social Cooperative representatives: "The project sparked the interest of the entire studio and everyone was very involved in coming up with ideas for practical uses for the second life of the garments." At Hilti, the project is also generating excitement among employees, who are enjoying the new gadgets made from their old company clothes. As a result of the upcycling project, more than 400 new items have been created from more than three pallets of used company clothing since its launch in November 2021. We're always looking for new ideas to give our old clothes a new life. We want make sure that the objects created are really needed and can serve a new purpose for a long time to come. SPOTLIGHT 34-35

USA er UNITED STATES A massive new logistics center is ready to meet our Lead 2030 ambitions. Lewisville, Texas, USA is the new home of the Dallas National Distribution Center, the largest distribution center in the global Hilti logistics network. It’s a staggering 350,000 square feet (32,516 square meters), or eight football fields of space under one roof. Moving to the new facility was an incredi- ble feat. “We moved over 94 truckloads in one weekend and worked around the clock to ensure that by Monday morning we were ready to ship orders,” says Gary Johnson, Senior Regional Warehouse Operations Manager. The Lewisville facility also houses the Value-Added Service Center, where Hilti technicians prepare solutions for customers ranging from complete Hilti Installation System assemblies to special drill bits. Nearby, the Engineering Service Center features laser cutting and heavy lifting capabilities for more complex solu- tions. The space is completed by modern breakroom and workstation amenities for team members. Reliable product delivery and engineered solutions translate to better projects and experiences for our customers. This mas- sive investment is one Texas-sized effort for Region W1 toward Making Construc- tion Better. SPOTLIGHT 36-37

Work-related health and safety issues are a well-known challenge in the construction industry. At Hilti, our product offering has always been focused on improving health and safety on the jobsite, as well as on contributing to safer buildings that help save lives and protect assets. Alongside promoting health and safety for our customers, our employees’ health and safety has always been important to us. Safety is part of our caring and performance-oriented culture. It is a way of showing that we care for the safety and well-being of all team members globally. It is a mindset that is built on responsibility and commitment Jörg Bareis, Global Process Manager H&S Safety in line with our company culture Our key principle is to provide safe working conditions for every employee in line with our caring and perfor- mance-oriented culture. To ensure occupational safety throughout the entire company, health and safety teams around the globe continuously work on analyzing and mitigating potential risks as well as developing necessary standards and training together with the global process manager. The team’s work is based on the Safety Mindset Road Map. This takes account of the results of the employee safety perception survey from 2021, which revealed some potential for improvement. These results are also used to develop appropriate measures to continuously minimize health and safety risks for all our colleagues. This will help us achieve our ambition of becoming an industry leader in employee health and safety. Building a strong safety mindset We are on a journey of improving our safety performance. During 2022, we improved our results and saw a 17% decrease in the lost time incident rate, one of our key performance indicators when it comes to employee safety. We also further anchored safety roles and responsibilities within the organization by establishing new standards like making safety observations a stan- dard agenda point in leadership meetings. Your engagement in the safety journey Have you ever experienced an incident in your everyday work where you thought to yourself, “That was a close one”? How did you deal with it? Did you report the inci- dent via our Accident Reporting Tool? Alongside the initiatives that are being implemented on a global level, a big part of our safety awareness depends on every single one of us. With a strong safety mindset, everyone feels responsible for their own safety as well as for the safety of others. By identifying unsafe condi- tions and behaviors, and being willing to intervene to correct them, we can maximize our safety performance. This safety mindset is also of particular importance when it comes to our direct customer relationships. Making safety a way of life establishes credibility. A company that sells products with safety as part of their DNA also requires its representatives to live a strong, safety-conscious corporate culture. Be attentive in your daily work, especially when completing routine tasks. Familiarize yourself with our Health & Safety Policy and remember: Safety starts with you. Watch out for the next safety perception survey, coming this summer, and contribute to further improving health and safety at your workplace. Report incidents and near misses via our Accident Reporting Tool INTERVIEW 38-39