By: Arjen de Bruin - Group CEO at OIM Consulting

Commodity price dips are part of the mining cycle – but when prices fall, the pressure to cut costs rises fast. The real challenge? Staying profitable without sacrificing productivity or safety.

At OIM Consulting, we’ve found that the key to resilience isn’t more equipment or bigger budgets – it’s stronger supervisors on the ground.

Even in good times, many operations suffer from inefficiencies. But in a downturn, there’s no buffer. Mines often try to maintain output regardless of price. When margins shrink, the only lever left is operational efficiency, and that’s something supervisors directly influence. They set the tone for each shift, make critical decisions in real time, and guide teams through the unexpected. They’re the ones who see where time’s being lost, and how to recover it.

Why supervisors matter more when times are tough

We’ve worked with mines that saw up to a 20% jump in productivity by making a few key changes on the shift level. That kind of improvement starts with frontline leadership.

Take equipment availability. Most mines have planned maintenance schedules but the plans are often poorly executed. When supervisors manage maintenance more actively, machine availability improves. That leads to better blasting, smoother throughput and more tons moved safely. One good decision leads to another, creating a positive chain reaction. That kind of productivity doesn’t happen by accident. It depends on supervisors with the right capabilities.

What makes a good supervisor?

First, planning. Strong supervisors know how their shift should unfold and how to adjust when things go off-script. Whether it’s a late arrival or a breakdown, they stay ahead of the disruption.

Second, problem-solving. Many sites deal with the same issues every day because no one’s had the time or mandate to fix them. We coach supervisors to involve their teams in solving those recurring problems. This builds ownership and reduces repeat mistakes.

Third, presence. Some supervisors fall into firefighting mode, always reacting. The best ones create calm, focus and energy. They’re clear in their communication, keep pressure in check and lead with consistency, not panic.

Fewer leaders mean bigger problems

When budgets tighten, leadership roles are often the first to be cut. But removing supervisors rarely improves performance. Instead, it introduces new problems: operations become harder to control, teams lose direction, and small issues go unaddressed until they escalate. Without consistent oversight, safety risks increase, communication breaks down, and targets slip further out of reach.

We also see another costly pattern: time being lost in small, frequent increments. Five minutes here, 10 there… over a 12-hour shift, that lost time adds up fast. Left unchecked, it affects output, morale and overall momentum. And when no one is actively managing that time or helping the team stay on track, it becomes part of the culture.

This is why we put coaching and planning at the heart of our approach. We work with mines to build lean but well-supported teams, where supervisors are trained to manage shifts with intention, not just react to issues as they arise. Strong supervisors make better use of time, communicate clearly and keep teams focused, even when things don’t go to plan.

To stay competitive, start on the shift floor

If mines want to stay competitive when commodity prices drop, they need to focus less on what they can’t control and more on what they can. That starts with supporting the people who keep daily operations on track. Your supervisors already hold the shift together. Give them the tools, training and backing to lead more confidently – and they’ll help carry your mine through the ups and downs of the commodity cycle.