Professional issues & strategies
MSc Tunneling Module
Ross Dimmock
MD Normet UK & Qatar
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Normet globally
39 locations in 26 countries
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Qatar – Doha: 130km running tunnels and 90 stations
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NORMET IN A NUTSHELL
Demanding solutions for selected
customer processes in
underground mining and tunnelling
Fulfil our customers’ needs by
exceeding their expectations
Over 50 years of experience in the
industry
Over 10 000 delivered machines
Services throughout the entire
lifecycle of our products
Global operation with over 900
business professionals
Normet Group‘s 2013 turnover
EUR >210 Mio
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What we do to support our partners
Competent
people
Reliable
equipment
and supply
Continual
development
of all
offerings
Performing
product
solutions
Early involvement, “from start
to finish”
Provide a solution orientated
offering with state of the art
equipment and products
Have the most competent
people in the business
Be reliable with all that we do
We believe in “active listening”
and we act on what we hear
Above all, this is a people to people business
Our flying engineers team
Expert application engineers with 25
years experience in sprayed concrete
and ground injection
Our site
representatives can
develop solutions but
also solve most
problems on site.
They can provide
training for your
teams
Where we help reduce tunnel project and mine risks and
costs with innovative solutions
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Tunnel sprayed concrete machines
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My route so far . . . 1987 to 2014
My journey from Geologist to MD UK and back in Qatar again after 26yrs
A professional route . . . . Mostly!
Certainly a lot of gathering of knowledge and great friendships so far!
Qualified
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Geologist
Engineer
Engineer
Technical
Manager
Technical
Director
Managing
Director
UK
And now
helping
Qatar
Some of the UK Normet team
Our UK organisation is based in Coventry
We built the team from around 8 people in 2010 to 28 people today
We built a production facility and laboratories
We have grown in turnover from £1M p.a. in 2010 to £6M at end of 2014
But we are motivated by the future
Underground construction is a people to people business . . .
And I am proud to have some of the best here in UK!
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What does being
"Professional" mean to you?
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What is being "Professional" ?
Marco Tizzi (Microsoft AX team) and Italian
"Rossi, being professional is not about being boring and sad!"
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What is being "Professional" ?
Andy Enzler (Swiss), VP Normet
Europe, Middle East and Africa:
"It's a state of mind Ross"
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What is being "Professional" ?
Tom Melbye (Norwegian most of the
time!), President of the Normet Group:
"It's about being honest to yourself, your
team and the people who you do work for“
And Tom is also an excellent listener and
motivator!
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What is being "Professional" ?
Dr Benoit Jones (A bit of French,
and a bit of English), Your Leader!
“Surely Ross, it must be about
improving the society we live in,
and being accountable”
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Good old Wikipedia defines "Professional" as:
A professional is a member of a profession.
The term also describes the standards of education and training that
prepare members of the profession with the particular knowledge and
skills necessary to perform the role of that profession.
In addition, most professionals are subject to strict codes of conduct
enshrining rigorous ethical and moral obligations. Professional
standards of practice and ethics for a particular field are typically agreed
upon and maintained through widely recognized professional
associations.
Some definitions of "professional" limit this term to those professions
that serve some important aspect of public interest and the general
good of society.
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To be professional, from my experience, and our needs in
Normet, requires a more holistic view
Qualified
Managing
conflicts
On time
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Educator
Integrity
Staying
at the
cutting
edge
Able to
let go
1
Coherent
Healthy
homework
balance
Being
Professional
Supportiv
e team
Available
18%
Has
vision
and
strategy
Walking
the talk
Organised
Ethical
Seeing
things
through
Hard to
knock off
balance
Technical knowledge and
accreditation
58%
Behavioural skills
24%
Communication skills
Ethics & Behaviour in Normet
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Purpose
Leadership skills - Team behaviour 1
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Purpose
Leadership skills - Team behaviour 2
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Purpose
Leadership skills - Team behaviour 3
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Purpose
Leadership skills - Team behaviour 4
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Purpose
Leadership skills - Team behaviour 4
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Purpose
Leadership skills - Team behaviour 5
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Vision through to daily action
Vision
What do we want to be
Shorter term
Longer term
Mission
Our roadmap what what we do
Values
What do we cherish and how do we act
Strategy
How we will do it
Strategic
Measures &
Initiatives
Team communicating and
setting action plans and KPIs
Personal &
Team
Objectives
What we need to do
on a daily level
Normet Strategy - UK
Strategic goal
Customer needs
Competitive, local
supply of products for
T&M, GE and R&M
Competitive, full package
of reliable underground
construction solutions,
leading to profitable
organic growth
Competitive equipment
range
Internal focus
Local production plant
producing key state-of-the-art
reliable products
Normet:
Improve tunnelling equipment
offering
Promote mining equipment
Injection Pumps:
Enhance equipment offering
Key actions
Create AS-CS production and office facility in
Coventry by 2nd quarter 2011
Ensure products achieve client requirements
– testing and development
Develop and produce “Oruga and Suprema”
SC package
Promote Spraymec 8100
Promote Normet equipment to Irish Mines
Marketing material and extend range of
pumps
Hire GE Technical Manager
Hire CS Project Manager (SE)
Achieve complete, competent
team
Expert technical support
and client confidence
Training and team development
Establish Normet site support approach
Site presence and customer
demos/
training/workshops/marketing
material
Training facility at new factory and organise
events and marketing materials/events
Route to success – Each step has a plan!
Advocacy
Trials & Award
Creating awareness
D-Bolt
TBM
Excite the customer
Spray
membranes
Sprayed concrete and Injection
Repeat
customer
Strategic decision and approved
business plan
Normet communication for successful projects
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Project Start-Ups
Video conferencing
Telephone
Email
•Face to face
•Set goals
•Set responsibilities
•Get commitment
•Quite a few in the early
stages
•Cheaper than flying!
•Project updates and all
attend
•Underrated in modern world!
•Use to check progress and
problem solving with
individuals
•Used too much
•Document transfer and
written agreement on
actions
Steve Head made an impact on me!
I have been lucky to study mini-MBAs in
INSEAD Business School in Paris
I have had numerous week long
residential courses on management
I have had a leadership programme at
Ashridge Business School
But nothing compares to a few hours with
Steve Head
Best one day lecture on leadership I
have ever been to . . . In my life!
Simple truths, simple lasting messages
Leaving you thinking “Why didn’t I ever
think about this before?”
He is now my coach!
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Warning all teams! These guys can suck the lifeforce out of you!
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Rewards are good - Throw them some fish!
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Sometimes we think we know more than we do?
(Highly modified from Kruger and Dunning, 1999)
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Score
Perceived
Actual
Ability
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The need for continual professional development
Consciously
incompetent
Consciously
competent
Ability
And this why
CPD is ever
important!!
Time
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Unconsciously
incompetent !
Value
impact
Society
Industry
Company
Team
Self
Using professional skills
Knowledge with professionalism brings value
Your knowledge
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Vital
otherwise
high risk!
We find confidence is key success factor too
Confidence
Competence
Passion
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Knowledge
So my final thoughts to help you on your professional paths
Grow some antennae, use your eyes, ears and
mouth in the correct proportions!
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People and team culture make the difference between
good and bad organisations
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Avoid, re-educate or remove Mood Hoovers at all cost!
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Find your passion . . . Nothing will stop you!
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Visualising your future. This is powerful stuff!
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Spend the same amount of time planning your next steps
as you do a holiday
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These people are far away from professional.
Do not do this in the home or in the workplace!!
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