May 17, 2020

CEO SPOTLIGHT: Dean Mehmet, Hastings Deering

CEO
Hastings Deering
Machinery
Caterpillar
Admin
6 min
CEO SPOTLIGHT: Dean Mehmet, Hastings Deering
“Im first generation, born of immigrant parents who came to Australia from Europe,” explained Dean Mehmet, CEO of Hastings Deering.

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“I’m first generation, born of immigrant parents who came to Australia from Europe,” explained Dean Mehmet, CEO of Hastings Deering.

“I grew up in a multi-cultural country that represents a variety of values and ethnic backgrounds. I feel very lucky to have experienced life in such a diverse culture: It has allowed me to understand that there are a lot of different people in this world, and that we can all make a difference once we accept these differences.”

In addition to altruism and kindness, diversity seems to be a theme for Mehmet, both personally and professionally: his career has consisted more of forging paths than merely following trails.

• Related content: Hastings Deering: Caterpillar's largest dealer network in Australia

Mehmet’s experience covers the “…full gamut of both functional and operational roles leading up to the more general management roles,” he explained, which includes roles within engineering, sales, marketing, business development, and mergers and acquisitions.

As of 2014, he was able to add another role to his impressive resume: after a mere two years as COO of Hastings Deering (the largest Cat dealer network in Australia), Mehmet was promoted to CEO.

Q: What do you believe are the most important qualities of a leader?

I believe in values-based leadership: our values drive our behavior. They are what define us and how we make decisions and they drive people to take ownership and be accountable. A good leader is someone who can live by their values and the values of the organization that they aspire to grow a culture in; someone whose behavior consistently matches those values.

This is something we aspire toward at Hastings Deering by being consistent in our approach to all matters, whether with a customer, an employee or even a shareholder: Our core values are always our foundation.

Q: What drives you to want to succeed? What is the origin of your ambition?
My ultimate driver is making a difference, building on the successes of the past and helping to improve. I want to leave a legacy where this business – and culture of this business – is stronger than ever before.

Q: How do you measure success?

Our customers often tell us what they like and what they don’t like, so we measure [ourselves based on] their satisfaction—which should always be improving.

We also look to our shareholders to ensure we provide the right return, and our relationship with the communities we live and work in is also a good indicator. Hastings Deering has a large geographic footprint extending across  multiple towns and cities across four  countries, and being a part of those communities—being respected within those communities—is very important.

For me personally, success is the legacy of leaving something behind when I am no longer here; something that is sustainable and better than it was yesterday.

Q: How do you remain inspired in your day-to-day activities?

Knowing that our people work their hardest to give customers the best service in the marketplace inspires me.

I get inspired by wandering around the business; by going to see customers; by experiencing the success stories in which we have helped improve lives because of the products and services we’ve provided.

I’m also inspired by good behavior that matches the values that we aspire to; seeing people act with absolute integrity, even if it doesn’t always benefit the organization but because it is the right thing to do, inspires me every day.

Externally, there are so many people out there who want to make a difference and do better; people who strive to create a better tomorrow. Seeing that really does inspire me to do more as well.

Q: How do you inspire others?

We communicate with our employees  consistently to not only explain “what” we are doing but fundamently “why”—why we are doing what we are doing and how that fits in with our core values and the aspirations of our corporation and customers.

Additionally, we don’t just discuss the organization but also provide  our people the broader picture -  what’s going on in the world and in the markets we are dealing with.

One of our largest mining clients recently hosted a workshop at his site and afterwards told me that the most engaged people – and the most difficult questions he received – were from Hastings Deering. He commended us on our ability to educate our people about what is going on outside the four walls of just our company.

Q: What traits do you look for when hiring new staff?

The assessment process at Hastings Deering begins with an evaluation of core values and beliefs—there are a lot of psychometric tests one can do to easily ascertain those traits.

We also look for a diversity of background and a diversity of thought. For us, diversity has many, many facets, and gender is clearly important as this has historically been a male-dominated environment, at least in Australia. Having a company that looks more like the world we live in is important and we as an organization are trying to address this.

More importantly, there are a variety of different backgrounds and experiences that people have brought from different cultures and organizations: We look to bring that diversity of experience into the business to give us broader, more rounded and (hopefully!) better decision-making abilities.

Q: What is your go-to question during interviews?

“Give me an example of a time when you were part of a team that made a difference.”

The answer isn’t really important; I get people to talk through the part they played and how it made them feel, which links right back to the values piece. You can get a really good idea about a person when they explain a time they feel they made a difference.

Q: What made you want to join the Hastings Deering team?
I’ve worked in the industry that Hastings Deering supports for many, many years, and this organization’s reputation in the marketplace for delivering best quality service from the best people – and being an organization that acts with integrity and does not backout on its word – really is second-to-none.

When I finally joined the organization, I was also able to see the quality of the people: a company does not have a positive reputation based on quality and innovation without having some of the best people out there [on the team].

We recently celebrated an employee’s 50th anniversary with the organization – 50 years!

Q: What is the most rewarding part of your current role?

Watching people grow and being the best they can possibly, helping our customers do their jobs and improve productivity, and providing value to shareholders.

“Treat others as you want to be treated,” Mehmet replied when asked to describe the most important qualities of a leader.

A similar response was given when asked to reveal the “secret” behind Hastings Deering’s continued success in a competitive – and often tumultuous – industry.

And – not surprisingly – he remained consistent when providing a similar answer about the alignment of his personal morals with Hastings Deering’s professional values.

The consistency in these answers is quite refreshing and genuine: Mehmet leads by example, practices what he preaches and maintains his core values both inside and outside of the office.

Seems like he was born to lead. 

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Dec 3, 2020

Net zero benefits the mining industry and the environment

digital mining
Oren
Emitwise
mining
Dan Brightmore
3 min
Learn how to future proof your business for a zero-carbon world with help from Emitwise and the Oren Marketplace.
Learn how to future proof your business for a zero-carbon world with help from Emitwise and the Oren Marketplace...

How do we get the world to net-zero faster?

Emitwise’s founders, Mauro Cozzi, Eduardo Gómez and Ben Peddie, approached a network of more than 100 of the world's largest enterprises and asked their CEOs, CFOs, and sustainability managers the big question: How do we get the world to net-zero faster? The challenge many shared was the lack of timely and accurate emissions data to enable strategic decisions. Companies often relied on annual audits of their carbon footprint for carbon accounting purposes. However, static yearly results were outdated upon publishing.

Emitwise saves companies an average of 260 working days a year by automating their scope 1, 2 and 3 emissions data. With the added benefits of clean audit trails and auto-populated accounting reports in line with GHG Protocol, all at the click of a button. Their easy to use solution enables businesses to quickly identify the carbon hotspots to target, and the precise real-time data empowers teams to remain agile and respond effectively, making achieving those goals possible.

Unique AI Technology

Emitwise’s unique AI technology empowers businesses to automatically measure, report and reduce their carbon footprint across their operations and supply chain, future-proofing companies for a zero-carbon world. It is the only solution that enables companies to fully automate their carbon accounting across all business units and suppliers, therefore liberating them from the drudgery of collecting and processing emissions data.

By using artificial intelligence to precisely measure emissions in real-time, businesses can identify and tackle carbon hotspots swiftly, enabling them to devise a trackable roadmap to net-zero carbon. At the same time, accurate audit trails and auto-populated annual reports ensure that companies comply with international reporting requirements, and align businesses with global climate targets to mitigate risk across their operations and supply chain. 

The Oren Marketplace

Environmental management, social license to operate, safety, renewable energy to lower emissions and operational efficiency for mining can be supported by a range of digital solutions enabling dynamic operations. To address these issues, Shell and IBM joined forces to create the Oren Marketplace – the first B2B solutions platform for the mining sector. 

With the adoption of many of the digital solutions offered through Oren, mining companies can adapt in real-time to risks or adjust plans ahead of a problem occurring. The goal is a shift towards proactive management as the optimal outcome for all stakeholders – community, shareholders, and employees.

Emitwise was founded with the goal of helping industries across all sectors reduce their carbon footprint. Similarly, Shell aims to become a net-zero emissions energy business by 2050, or sooner, in step with society and its customers. And Oren is focused on offering innovative products and services that can help mining companies track and reduce their emissions. 

“Oren is the starting point for how we help our mining customers to de-carbonise,” explains Carol Chen, Global Lubricants Marketing, Vice President, Shell. “It’s our ambition to work with sectors like mining to help them find their own pathway to net-zero emissions through collaboration. The Oren marketplace offers a great opportunity for collaboration between the miners and technology companies that are joining this digital marketplace.” 

Web Summit

Emitwise will be showcasing its vision for a net-zero future live from Lisbon at this year’s Web Summit. Bringing together the people and companies redefining the global tech industry, the online event welcomes 100,000+ attendees from around the world to hear from more than 800 speakers and view offerings from 2,500 startups covering a vast range of topics from Data Science and Climate Change to AI and Machine Learning. To find out more and book your ticket visit Web Summit. 

Emitwise is one of many solutions providers on the Oren platform seeking to address the pain points and environmental concerns of heavy industries like mining. To discover a range of solutions that can further support your operation’s digital transformation and commitment to sustainability, visit the Oren Marketplace.

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