The Team Counts
At a Glance
Successes and Actions
- Development and adoption of our Safety Road Map
- Certification of our market organization in Italy according to ISO 45001
- Protecting employee health during the COVID-19 pandemic through effective crisis management
Employee Health and Safety
We are responsible for the well-being of our approximately 30,000 employees worldwide. We want to provide them with the safest possible working conditions in all areas of activity – in our plants, in logistics, in repair centers, in direct sales and at an office workplace – and consequently minimize physical and mental hazards and strains. We focus not only on the specific risk of injury to our employees, but also on their long-term health. Many work-related strains are associated with certain movement and posture patterns. The specific way of working in direct sales, with long car journeys, numerous appointments and irregular daily routines, can also have a negative impact on health in the long term. In addition, there is the individual feeling of stress. Mental symptoms are therefore also a possible health effect.
We want to counteract the various stresses in everyday working life and thus promote the basis of our successful existence as a company: the health, performance and job satisfaction of a highly motivated team.
Our goal is to be a leader in the health and safety of our employees.
We steer our plants, logistics and repair centers worldwide with our Occupational Health and Safety Management. Approximately 20 percent of our employees work in these production-related areas, where the individual safety risk is comparatively high. The Global H&S Process Manager, from Health & Safety (HSE), is responsible for this. The function reports directly to the Chief Compliance Officer (CCO).
Management systems and policies
Different management systems are dominant in different regions. These include ISO 45001 in Europe or OHSAS in the U.S. The management systems throughout the Group are therefore similar but not identical. To ensure compliant implementation, internal and external occupational safety specialists carry out audits in plants, logistics and repair centers.
How we ensure safety
Our “STOP in case of danger” principle applies at all locations worldwide: No Hilti employee should be exposed to dangerous situations, but instead distance themselves from these situations immediately. We expressly accept interruptions in our work processes in this context. In addition, all hazards are recorded and maintained by the local HSE team in the plants and supplemented by in-depth risk analyses.
If a dangerous situation or an accident occurs despite all precautionary measures, a structured investigation is carried out to determine which factors led to the accident, which immediate measures and which longer-term improvement potentials are necessary, including within the occupational safety management system. In addition, there are daily exchanges between local HSE experts and employees across all hierarchy levels, where occupational safety is managed as a permanent agenda item.
Our sustainability strategy places even greater emphasis on employee safety for the entire Group. We not only want to expand the scope of our measures, but also to build new organizational structures, intensify exchanges of knowledge within the Group and establish a vibrant safety mentality throughout the Group. The Global H&S Process Manager supports this Group-wide networking.
In particular, the employees in our market organizations, in which local managers currently ensure that the current statutory health and safety regulations are complied with, should be addressed and involved more closely than before. The risk situation is generally lower in market organizations than in production-related areas. However, direct sales activities involve the specific safety risks in road traffic, which we address in some organizations, for example, with driver safety trainings.
We are aware that safety in all areas of activity cannot be increased by rules and training alone. Instead, we rely on all employees to take our safety mentality to heart and to think and act in a safety-conscious manner in their daily work. Our team leaders have special responsibility in this change of mentality. They must have internalized this mindset and show all team members the way to an even better handling of safety issues, reaching their hearts and minds at the same time.
Building a strong safety mentality begins with reflection
Our path to greater safety
We made important progress in terms of processes and data technology in the reporting year 2020.
Safety Mindset Road Map
In the reporting year, we agreed on a road map, with which we want to anchor the new safety mentality in the Group. Our “Safety Mindset Road Map” will take shape in three dimensions: in the way team leaders deal with the topic and take responsibility, in the processes and habits of daily work as well as in the transfer of knowledge and in the creation of risk awareness.
For the safety mentality to prevail as effectively as possible in our organization, several factors are especially important. For example, we will use the tools of an integrated management system according to ISO, such as identifying dangerous situations in a structured manner or assigning risk responsibilities. In addition, we will raise the awareness of risks of our employees, for example through continuous training, through the behavior of superiors and coworkers and through a mentality of mutual caring. Finally, we will involve our employees in safety issues and promote their active engagement. In this way, we will transform potentially affected persons in the area of safety into real stakeholders.
Introduction of new IT solutions
With the introduction of new IT solutions, we are creating Group-wide transparency on the subject of occupational safety. Starting from 2021, accidents at work will be reported uniformly via a central platform. Since accidents from external parties are also recorded in this system, we are also improving the data situation compared to previous reporting systems. In addition, we have already introduced a legal management system at locations in Austria, Italy, Germany, Hungary and Liechtenstein, which lists all legal occupational health and safety obligations in our organizations and monitors their compliance. In another technical solution, all Hilti organizations will be able to track audits and resulting measures in the future.
Training courses on occupational safety and safety instructions
We also conducted various training courses on occupational safety and safety instructions for our employees in the reporting year 2020. These training courses are based on risk analyses in production-related areas and especially provide insights from near misses.Temporary workers are also required to participate in safety trainings. All employees undergo a mandatory occupational safety training at our Group headquarters.
ISO 45001 certification
Our market organization in Italy was the first of our organizations to receive ISO 45001 certification for a health and safety management system at work in the reporting year.
Data and incidents in 2020
The information in the table on this page relates to reported accidents from our larger plants, logistics and repair centers. We compiled the data from our sales organizations and office locations as well as smaller operating units on the basis of surveys in several organizations.
Employee accidents during work
|of which with severe consequences2||31||41||35|
|of which fatal3||1||1||0|
|Total accident rate1|
(based on 1,000,000 hours worked)
|Accident rate with severe consequences|
(based on 1,000,000 hours worked)
(based on 1,000,000 hours worked)
1 Employees off work for at least one day
2 Accidents with subsequent work loss > 60 days
3 Fatal traffic accidents
Health – our most important asset
Hilti’s health management system is being implemented in the various regions in the form of independent concepts that meet the respective requirements on site. Some regions, such as North America and Central Europe, already have holistic health programs, while others are still being defined.
Using the example of the health management system at our Group headquarters, we explain below how we implement the development of a progressive health concept that enables our employees to be – and remain – healthy and efficient. We focus on three aspects:
We sensitize our employees to health issues and increase knowledge in this area. For this purpose, for example, we design theme years with specific offers intended to enable our employees to consciously deal with their health. In addition, we have developed a structured reintegration management system to help employees return to work after a longer illness.
We want to impart health-relevant knowledge to our team leaders and support them in sustainably maintaining and increasing the engagement and resilience of their employees. The topics of mental well-being are examined in detail in the chapter “Sustainable Culture and Employee Engagement”.
Healthy working conditions
We consider it very important to ensure healthy working conditions for all employees, both physically and mentally. Together with a physiotherapist, we have already carried out inspections at several locations and evaluated the functionality of aids and the ergonomic quality of office furniture.
We have defined concrete measures in our “Health@HILTI HQ” program for the implementation of the health concept. The basis for this is the prerequisite of good general working conditions, which include a continued payment of wages for 720 days in the event of illness, occupational and private accident insurance, care provided by our company doctor and flexible working time models. Supplementing this, there are offers for physical health, such as healthy nutrition in our staff restaurant and the rental of e-bikes as part of our mobility concept. In addition, we operate the “Innofit” fitness center directly at headquarters, where both conventional training with gym equipment is possible and a wide range of courses are offered. In this way, we provide options for active compensation of desk work. In addition to supporting physical health, we have also developed various mental health offerings. This includes training courses as well as relaxation and meditation rooms.
Free usage as part
of our mobility concept
at Group headquarters
The HSE departments, which report to the Chief Compliance Officer, together with the Human Resources Department, which reports directly to the Group Executive Board, bear responsibility for the best possible implementation of the employee health concept.
- Knowledge transfer
- Healthy working conditions
How we promote health
The 2020 fiscal year put the health of our employees in the spotlight as a result of the coronavirus pandemic. All Hilti organizations shared the common guiding principle that the health of employees is always clearly the top priority.
Thanks to a well-structured, decentralized crisis management system, we were able to react quickly and flexibly to the constantly changing conditions. The implementation of the measures to protect employee health was carried out in the Hilti organizations on site, where the managing directors of the respective organizations are already being trained to perform their role in crisis management. The global crisis management team acts as a point of contact for questions and provides platforms to enable organizations to learn from each other during the dynamic course of the pandemic.
In addition to the administrative adjustments, direct measures have also been implemented. For example, face masks and disinfectants were made available to all employees. In general, our employees in markets outside Europe have access to Hilti-subsidized health insurance that goes beyond the level of insurance in local healthcare systems. Our flexible working models already in place before the pandemic have made it much easier to switch to working from home where possible. The strong support the Hilti organizations provided to each other should also be emphasized. For example, at the beginning of the crisis, a shortage of masks and personal protective equipment in Asia was compensated for by deliveries from other parts of the world. Furthermore, knowledge, best practice examples and – last but not least – encouraging messages and positive news were exchanged via our digital channels during this difficult time for all.
In November of the reporting year, we conducted a health survey at Group headquarters. In doing so, we strove to receive additional guidance and ideas from our employees on how to further improve our health-promoting environment. The digital survey consisted of 60 questions on topics such as work design, health behavior, work-life-balance and the impact of COVID-19. The results of the survey will be analyzed by an external partner and lecturers at the universities of Innsbruck and Liechtenstein and made available to us in an anonymized form.
Biology of Enthusiasm
In the reporting year, we conducted the “Biology of Enthusiasm” program in our development company at our location in Kaufering (Germany), together with the consultancy “Neuro Pioneer” from the field of professional sports. All team leaders were able to participate voluntarily in a two-day workshop in which details on mindfulness and fundamentals of neuropsychology were taught. The contents dealt with sports, relaxation, sleep and nutrition and their influence on our immune system and performance. Heart rate and neurotransmitter measurements (e.g., cortisol and serotonin) were carried out in advance, the results of which were evaluated in individual coaching. The goal is to achieve a positive change in the participants, so that they can live healthier, increase their performance and be happier. On the second day, the topic of “healthy leadership” was addressed in detail. Afterwards, we started a one-day program rollout that is available for all team members.
We keep a distance