Hilti is a 'generic brand' in the world: In other words, it gave its name to the product group
Hilti, which was born in 1941 in the Principality of Liechtenstein with a population of approximately 35 thousand, one of the smallest countries in the world, and has become a global brand with approximately 30 thousand employees, operates in more than 120 countries on 6 continents.
Hilti was founded in 1941 by Martin and Eugen Hilti, and its name comes from the surname of the founding family.
It is a Liechtenstein-based company that manufactures, markets and develops building materials and materials for the mining industry, especially for professional users.
It operates in more than 120 countries on 6 continents, with approximately 30 thousand employees worldwide, production facilities and R&D investments in Europe, South America and Asia.
Hilti received the “most successful corporate culture award” from Germany. It is the establishment of the corporate culture created under the leadership of the Hıltı sherpas that has led the Hıltı company to this success.
Sherpa is the name of an ethnic group found in the mountainous region of Nepal or Tibet. They carry the loads of mountaineers climbing the Himalayas, set up their tents and guide them. Their burdens and responsibilities are many; Behind the success of mountaineers climbing the Himalayas lies the selfless support of the sherpas; but the mountaineers lift the trophy.
Impressed by this success, Hilti sets up a team of corporate employees to build a strong corporate culture. Each member of this established team also calls himself “HILTI Sherpas”. Their aim is to “strengthen the value-driven and visionary nature of the HILTI culture; is to ensure that these values are internalized and transformed into behavior by each employee.
The internal trainers' team was established for this purpose; They begin their work by creating a value and vision-oriented “cultural construction” program so that each employee can be a part of the HILTI culture.
Hilti employees embark on a training journey every two years, in which each employee takes turns. The address of this journey is the training camps, and in this journey, everyone from the CEO to the company tea man wears the same clothes, sits at the same table, eats the same food, receives the same training, and discusses or shares company problems with the same authority. The leaders of this educational sharing, where there is no superiority and authority, are the sherpas. From this point of view, the company culture is constantly supported by an experience-based training accumulation. Some hands-on group games in the training camps also give participants a chance to experience success measurement methods. Thus, information, activities and reflections on creating and strengthening the corporate culture ensure the internalization of the messages intended for the creation and placement of the corporate culture.