CORPORATE CULTURE AS DRIVER FOR SUSTAINABLE … Download/180531_Business Ethics...The Hilti Way 2007...
Transcript of CORPORATE CULTURE AS DRIVER FOR SUSTAINABLE … Download/180531_Business Ethics...The Hilti Way 2007...
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CORPORATE CULTURE AS DRIVER FOR SUSTAINABLE SUCCESS
Pius Baschera
May 2018
Zürich
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THIS IS HILTI
• Founded in 1941 in Schaan, Liechtenstein
• World market leader in fastening and
demolition technology for construction
professionals
• Sales of CHF 5.1 billion
• 28,000 employees in more than
120 countries
• Direct sales approach:
~ 230,000 customer contacts per day
• 100% family owned: all shares held by
the Martin Hilti Family Trust
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HILTI BUSINESS MODEL
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CHAMPION 2020 – HIGH PERFORMING GLOBAL TEAM
• We employ a highly competent, motivated, international
team, as foundation of our success
• We are recognized as one of the most attractive employers
worldwide
• Outstanding, long-term career opportunities worldwide
• Continuous investments in personal and professional
growth
• Secure base, rewarding performance
• A diverse workforce with equal opportunities is essential
for our success
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CORPORATE CULTURE – A DEFINITION
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Organizational culture encompasses values and behaviors that "contribute to
the unique social and psychological environment of an organization“
Wikipedia
“A caring & performance-
oriented culture.”
“Culture is the organization’s immune system.”
Michael Watkins, Professor at IMD
“Culture is what people do when no one is looking.”
Herb Kelleher, former CEO of Southwest Airlines
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2009
WE INVEST TO MAKE OUR CULTURE TANGIBLE AND RELEVANT - OUR CULTURE JOURNEY
• Lived every day in the company
• Fully supported by top management
• Sustained by regular Team Camps for
continuous learning on all hierarchical levels
• Having a positive impact on the engagement of
our team members and is high value for us:
– 18’000 - 32’000 days/year
– ~70 Sherpas (facilitators) worldwide
– 7-10 Mio CHF expense/year
The Hilti Way
2007
20092003 2005 2007 2015 20182012
Foundation
Purpose & Values
Rubicon
Alignment
Pit Stop
Managing Energy
Moment of Truth
Customer
The Hilti Way
Entrepreneurship
in Hilti
Pit Stop
Champion 2020
Pit Stop
Care & Perform
Our Culture is…
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THE WAY WE DO THINGS AT HILTI IS BASED ON LIVING STRONG VALUES
• We act with integrity in all we do
• We demonstrate courage to go beyond the circle of habits
• We outperform through teamwork
• We have commitment to personal and company growth
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TEAM CAMPS – FOR ALL TEAM MEMBERS WORLD-WIDE
We discuss selected and relevant topics on a global and vertical plane in a biannual rhythm
• Effective leadership
• Customer orientation
• Entrepreneurship
• Strategy implementation
All team members participate, starting with Board of Directors & Executive Board
The Team Camps are facilitated by internal people, called “Sherpas”, in the local language
All team leaders participate twice in a team camp
• As member of a management team
• With their own team
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OUR TEAM CAMPS WORLD-WIDE HAVE THREE CORE ELEMENTS
Contribution to Company
“Face the brutal facts” & align on critical issues
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Could you send us the
original images?
Team building
Address relevant team issues, e.g.
inclusion
Individual Reflection
Personal reflection & feedback
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DEVELOPING CULTURE TAKES TIME AND REQUIRES LEADERSHIP COMMITMENT & REINFORCEMENT
Top management …
• Is fully committed
• Act as role models
• Is close to organization
Leadership is key Long-term Act on Values
• It takes time
• Needs rituals / catalysts, e.g. team
camps
• Celebrate success
Values & culture…
• As frame for all HR processes
• Most important criteria for promotion
• Visible sanctions in case of non
compliance
Caring and performance-oriented culture
Core Purpose & Values
Understanding the business
Functional expertise
Understanding
and defining
what needs to
be done
Developing
yourself
and others
Getting things
done
Working inclusively
with others
Source & Select
Develop & Coach (PMP, SMD)
Reward
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LEADERS PLAY A DECISIVE ROLE IN SHAPING THE CULTURE AND WE HAVE HIGH EXPECTATIONS TO OUR LEADERS
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WE ARE CONVINCED THAT …
Business Performance:
Sustainable Value
Creation
Customer engagement
& loyalty
Employee engagement
& morale
Managerial behavior & leadership
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“ONLY WHAT GETS MEASURED GETS DONE"
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* As per October 2016
Employee Engagement
Annual
Customer Engagement
Bi-monthly
Value Creation
Value Cockpit
Monthly
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HILTI TODAY AMONG THE BEST EMPLOYERS WORLDWIDE
Great-Place-to-Work
• Global: # 22 in 2017
• Europe: # 7 in 2017
Low Fluctuation:
• With ~14% much better than industry average
Outstanding Employee Engagement*
• Employee Engagement: 70%
• "I recommend Hilti as a great place to work": 72%
• "It would take a lot to get me to leave this
organization": 67%
• "Hilti inspires me to do my best work every day": 70%
Successful people development:
• 77 % of all leadership positions and
• 100% of top management filled from within
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LEARNINGS FROM A 30 YEARS LONG JOURNEY
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• Top-Management must agree on Mission, Strategy and Corporate Culture/Values
• Engage all team members through
• Top Management as role models
• Making values tangible and relevant
• Offering regular platforms for discussions / cultural trainings
• Embed corporate culture/values in the strategy and business processes
• E.g. people development processes to nurture personal growth
• Zero compromise on leadership promotions
• Measure development regularly (Geos / Brutal Facts) and implement corrective
actions as needed
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It’s all about people!
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