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Navigating the Future Control Room: Trends, Challenges, and
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Svensson, S., Osvalder, A., Borell, J. (2024). Navigating the Future Control Room: Trends,
Challenges, and Opportunities. AHFE Open Access Series in 36 Volumes of 2024 Applied Human
Factors and Ergonomics International, 140. http://dx.doi.org/10.54941/ahfe1005043
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Human Factors in Software and Systems Engineering, Vol. 140, 2024, 105–115
https://doi.org/10.54941/ahfe1005043
Navigating the Future Control Room:
Trends, Challenges, and Opportunities
Signe Svensson1, Anna-Lisa Osvalder1, and Jonas Borell2
1Chalmers University of Technology, Sweden
2Lund University, Sweden
ABSTRACT
The energy system is undergoing significant changes and is expected to continue to
evolve. Energy demand is anticipated to increase, as is renewable energy capacity,
and technical solutions are advancing. For electrical power, traditionally centralized
production is increasingly complemented by distributed production, transforming fun-
damental system functionality. These developing factors will affect both the power
generation and the electric power control systems, which are supervised and run by
human operators with support from various technical systems. The purpose of this
paper is to present trends in the nuclear power and electric power control room sys-
tems as well as possible effects on the human technology organization (HTO) system.
Semi-structured interviews were performed with 16 people having various types of
expertise linked to process control. The results indicated that in the future there are
many possible new technologies and support systems that would affect nuclear power
plant - and transmission grid operators in their daily work and the organizations they
belong to. With a digitalized control room with higher level of automation, remote
operations were pointed out as a path forward. However, cyber-security issues were
raised as a challenge. Furthermore, small modular reactors were mentioned to be safer
and more efficient but raised many questions regarding organizational changes and
operator activity levels. An increasing amount of weather dependent power was pre-
dicted to make balancing tasks more complex for transmission grid operators, also
affecting the nuclear power plant organizations. To conclude, this study underscores
the need for a comprehensive HTO perspective to address evolving roles, safety con-
cerns, and protocols for operator intervention during system failures, necessitating
further research in these areas.
Keywords: HTO system, Future, Electric power control systems, Nuclear power control systems
INTRODUCTION
Electricity consumption is projected to grow globally, as indicated by the
International Energy Agency (IEA, 2023). This upward trajectory is antici-
pated to be mirrored in Sweden, driven by the imperative to achieve climate
goals and a consequential shift from fossil fuels to electricity. According to
an analysis made by the Swedish Energy Agency (2021, 2023), the energy
production and need is increasing. The surge in electricity demand is driven
by the escalating digitalization of society, the establishment of more data cen-
tres, and an impending growth in the transport sector. Moreover, the amount
of non-dispatchable solar and wind power is expected to grow (European
© 2024. Published by AHFE Open Access. All rights reserved. 105
106 Svensson et al.
Commission, 2023), increasing the necessity and complexity of balancing the
energy system. These changing factors are anticipated to affect the power gen-
eration and the electric power control systems respectively that are supervised
and run by human operators with support from various technical systems.
Rollenhagen (1997, p. 10) defines Human Technology Organization
(HTO) as follows: “Overall, the HTO area can be tentatively defined as
a perspective on safety whose purpose is to study how people’s physical,
psychological and social conditions interacts with different technologies and
organizational forms and act based on this knowledge for increased safety.”
Furthermore, Rollenhagen (1997, p. 14) applies a systems perspective on
HTO and states that it is in the interaction between the sub-systems’ human-
technology-organization factors that are crucial for safety are found. “The
interest is mainly in relations between the subsystems human, technology
and organization rather than on the subsystems themselves”. Furthermore,
Karltun et al. (2017) suggests that the HTO concept can facilitate non-
ergonomists in understanding how the human in the system affects and
is affected by interaction with the technology and organization in a work
system. They underline that a focus on the interaction between the HTO sub-
systems elicits the fact that the whole system becomes more than the sum of
its parts.
Many industries, for example oil and gas (Andersen & Johnson, 2006)
and drilling (Lauche et al., 2009), have transformed into centralized, remote-
control centres, and with increasing levels of automation. As described by
Bainbridge (1983), undesirable automation irones risk to occur when intro-
ducing automation in a human-machine system, such as out of the loop
problems, loss of operator skills, and automation distrust- or over. trust.
Transmission System Operators (TSOs) bear the responsibility of oversee-
ing and managing high-voltage electricity transmission infrastructure within
a given geographic area or region. Their primary functions encompass ensur-
ing secure, reliable, and efficient operation of the electrical grid. They are thus
responsible for transmitting the energy produced by different energy produc-
ers, such as nuclear power plants. The operational control centres of nuclear
power facilities and transmission system operations exhibit a certain degree
of operational autonomy; however, they are subject to mutual influence and
external variables. Notably, control rooms within nuclear power plants dis-
play varying degrees of digitalization, with a notable prevalence of analogue
components. In contrast, the control rooms of TSOs have undergone a com-
prehensive process of digitalization. The hierarchical configurations of roles
within these control rooms are meticulously defined, and operational teams
operate in a rotational shift pattern. A profound comprehension of both the
facility and energy processes is widely acknowledged as crucial within this
operational context. As renewable energy capacity and technical solutions
are advancing and the system complexity increases, it is of great importance
that the future HTO system within energy production and transmission is
understood, and accordingly that the control room operators have sufficient
levels of situational awareness. The present study investigates and describes
the future challenges and opportunities on a holistic HTO system level as
described by domain experts. The purpose of this paper is thus to present
Navigating the Future Control Room: Trends, Challenges, and Opportunities 107
visons and trends in the nuclear power and electric power control room sys-
tems and their effects on the HTO system, according to researchers, human
factors specialists, suppliers, and operators.
METHOD
A semi-structured interview study was conducted with 16 people from
academia, industry, and operation working in the Nordic countries, such as
human factors researchers, human factors specialists, suppliers, and opera-
tors (Table 1). Their expertise was linked to process control in nuclear power
plants and electrical power systems respectively. Apart from one participant,
all interviewees had ten or more years of experience. Four of the interviewees
had more than 20 years of experience. Seven of the interviewees had prac-
tical experience working as operators. To form a diverse participant group
for the interview study, a snowballing effect was initiated through the utiliza-
tion of established contacts. Furthermore, interviews were conducted with
individuals suggested to contact, resulting in a varied participant group. The
interviews were performed online and took about one hour. The questions
asked concerned the interviewees perspectives on the future control room sys-
tems, including what technical trends they predicted regarding the future, and
their effects on the human, and the organization. The interviews were tran-
scribed, and thematically analysed. Statements and reflections about control
room trends, visions, challenges, and opportunities, as well as effects on the
humans and the organizations in the whole HTO system were included in the
analysis.
Table 1. The interviewees’ roles, domain, years of experience, country of work and
whether they had experience of working as an operator.
Role / Domain Years of
Experience
Previously
Operator
Country
Human Factors Specialist / NPP 18 years Sweden
Human Factors Specialist / NPP 10 years Sweden
Human Factors Specialist / NPP 1 year Sweden
Human Factors Specialist / NPP 15 years Finland
Human Factors Specialist / NPP 10 years Finland
Human Factors Specialist / Mixed 10 years Sweden
Human Factors Researcher / NPP 18 years Finland
Human Factors Researcher / NPP 25 years Norway
Simulator Instructor / NPP 14 years x Sweden
Operational Manager / NPP 28 years x Sweden
Engineer on Duty / TSO 12 years x Sweden
Organizational Developer / NPP 34 years x Sweden
Strategic Advisor / TSO 25 years x Sweden
Customer Experience / Mixed 10 years Sweden
Shift Technical Advisor / NPP 17 years x Sweden
Power System Analyst / TSO 10 years x Sweden
108 Svensson et al.
RESULTS
The findings from the interviews suggested numerous potential advancements
in the HTO system including nuclear power plants and transmission grids,
but also challenges and opportunities. The interviewees primarily originated
their discussions from technology trends, and reviewed how the projected
technological developments could or should affect the human and/or the
organization, and the result is categorized accordingly.
Table 2. Primary themes and their corresponding sub systems within the HTO system,
as identified by the insights shared by the interviewees.
Theme Technology Human Organization
Automation Artificial intelligence IT & facility skills Simultaneous
processes
Decision supports Decision making
timeframe
Remote operations
Optimization Maintenance role
Error identification Activity Level Centralization
Small Modular
Reactors
System trust Decision making
whereabouts
Digitalization Back-up System Interpretation Data maintenance
‘Digitalized’
knowledge
Decision making Workplace
attractiveness
Data &
visualizations
IT & facility skills Control room
teamwork
Balancing &
Regulating power
Techn. limitations Observability Maintenance role
Support systems Operator tasks Inter-organizational
teamwork
Theme 1: Automation
This theme explores the impact of automation, machine learning, and arti-
ficial intelligence in nuclear power and transmission grid domains. The
professionals discussed challenges such as heightened complexity and central-
ization, along with divergent views on the adaptability of AI. The shift from
active to passive operator roles is said to be executed for partly economic
reasons, raising questions about skill retention and increased importance of
IT proficiency. Centralization trends were highlighted, predicting a control
centre model with experts monitoring various processes. Also, the role of
maintenance gains prominence in a system leaning heavily on automation,
amplifying the responsibility of technology.
Automation in Transmission Grid Operations
One of the principal technological advancements highlighted by the profes-
sionals in both the nuclear power and transmission grid domains pertained
the integration of automation, machine learning, and artificial intelligence.
Automation within the transmission grid was identified as a tough challenge,
contingent upon heightened complexity, centralization, and the prolifera-
tion of data. One interviewee working with transmission grid operations
Navigating the Future Control Room: Trends, Challenges, and Opportunities 109
expressed scepticism regarding the feasibility of artificial intelligence com-
prehending the intricate energy system, attributing this scepticism to the
inherent complexity and the unpredictable trajectory of future developments.
Conversely, another interviewee working for a supplier organization, with a
mixed domain presented a more optimistic approach, postulating that the
forthcoming energy landscape could evolve into a fully autonomous system
seamlessly interwoven with production, transaction, consumption, and mar-
ket dynamics. Two interviewees working within transmission grid operations,
brought up that more and more tasks had become automated, such as bal-
ancing tasks, and anticipated that this trend would persist in that trajectory.
These two had positive attitudes toward automation, seeing a need to get bet-
ter tools in a system becoming more complex and less predictable. They also
revealed that the operators often individually analyse incoming data, and
when the operators have different views on the situation, they have short
meetings, discussing with each other to find the best decision. In the future,
interviewees hoped for more decision support tools, removing the insecurity
and risk of different views. However, out of the loop issues were also raised,
in a future with a higher level of automation, and the need for strategies to
take over the control when needed.
Automation in Nuclear Power Plant Operations
One of the most frequently discussed technological advancements by intervie-
wees working in the nuclear power domain was the advent of Small Modular
Reactors (SMRs). This was identified by ten interviewees as a pivotal com-
ponent of future energy production. SMRs are designed with an emphasis on
enhanced safety features and reduced operator interventions. Speculations
abound regarding the profound impact SMRs could have, particularly at the
organizational level and in reshaping human tasks. Should SMRs become
reality, the envisaged trajectory involves the implementation of multi-unit
control rooms, where a single operator oversees multiple simultaneous pro-
cesses. Concerns were raised regarding how many units one operator can
monitor, especially during disturbances. Within the nuclear power domain,
characterized by its critical emphasis on safety, the discourse centred around
the integration of passive nuclear safety measures. Passive safety systems,
reliant on inherent physical phenomena such as gravity, natural circulation,
or intrinsic material properties, obviate the necessity for active intervention
or electronic feedback, thereby assigning tasks to automated processes rather
than to human operators.
Artificial Intelligence
In the context of an envisioned future system predominantly grounded in
artificial intelligence, interviewees contended that the decision support mech-
anisms could be enhanced. Another perspective suggested that the primary
role of artificial intelligence in the power system lies not in decision support,
but rather in the validation of signal faults and the optimization of facility
operations.
Five of the interviewees with human factors background working within
the nuclear domain specifically mentioned artificial intelligence and machine
110 Svensson et al.
learning to be part of the future control room system within nuclear power.
Another interviewee, with experience from a mixture of domains, thought
and hoped that nuclear power would be the last domain to use artificial intel-
ligence as support systems, due to its safety critical nature. One interviewee
within transmission system operations was highly negative to artificial intel-
ligence and automation, due to the system complexity, and could not imagine
how an AI could manage the complex tasks.
Automation Turning a Shift Towards Simultaneous Processes
Anticipating the increasing energy demand and higher level of automa-
tion, five interviewees within different domains and with different roles,
suggested a future scenario wherein diverse energy processes, including
nuclear, hydropower, and coal plants, would be centrally controlled. This
centralization was perceived as a consequence of the escalating levels of
automation.
Human Affected by Automation-Activity Level and Skills
The development of automation was stated to partly be due to economic
considerations, prompting a shift in the operator’s role from active engage-
ment to a more passive observational stance. This transformation was said
to influence the degree of operator activity, with reduced engagement, poten-
tially extending the time required for the operator to comprehend situations
necessitating intervention or decisions imposed by the system. Eleven inter-
viewees in diverse roles and domains, reflected that a heightened automation
level could make the human into an observer rather than the active operator.
The interviewees raised challenges such as how to solve tough and stressed
situations, when being a passive observer most of the time. In practice it
could mean that the operator must monitor the automation and then deter-
mine if the automation is faulty or not. Nevertheless, advocates of heightened
automation contend that advanced safety systems afford operators additional
time to assess situations before acting or making decisions. Also, potential
trust issues were raised; the operators must consider whether they trust the
automated system. If the facility experiences power outage, the organization
must have continuity to go back to the manual tasks. Thus, it was stressed
by several interviewees that there will be situations when the system does not
work.
Concerns were raised by six interviewees about potential challenges to the
preservation of skills and knowledge in a system reliant on automation. This
underscores the necessity for operators to in the future cultivate their skills
in comprehending IT systems, enhance analytical capabilities, and optimize
operational processes. It was also stated that operators must enhance their
training for scenarios where the automation malfunctions, requiring the oper-
ator to assume control. Notably, one interviewee emphasized the imperative
for ‘digitalizing knowledge’, drawing parallels with similar practices in other
control room domains, such as oil and gas, from which they had prior expe-
rience. The interviewee elaborated that digitalized knowledge could be better
tools or instructions in digitalized environments, rather than paper-based
instructions and knowledge about the facility. Furthermore, if the operator
Navigating the Future Control Room: Trends, Challenges, and Opportunities 111
must monitor several different processes, it is not reasonable for one operator
to have all the knowledge needed for every single process, thereby pressing
the need for more support systems, in contrast to today’s operators extensive
understanding of the complete facility they control. Also, today in nuclear
power plants, most operators ascend through the ranks, from technicians at
the facility to operators in the control room. One dominant effect on automa-
tion, explored by five interviewees within the nuclear power domain, could
be in what way the operators gain their knowledge, and what knowledge
they might have difficulties gaining. If having to monitor many processes,
their role could change to monitoring the IT system rather than the actual
process.
Organization Affected by Automation-Centralization
To centralize the control of different processes has become the natural con-
sequence of a higher level of automation in domains such as pulp and paper
and mining, due to remote monitoring and control. If the energy system
could have a higher level of automation, centralization was mentioned by
eight interviewees as a likely consequence. The interviewees described that if
the operator becomes more passive and rarely make decisions, the decisions
could be moved to an expert control centre, in which the more intricate deci-
sions will be made. One interviewee speculated that if the power generating
companies are highly automated and remote, the control of the power gen-
eration could be sold to the power grid owner. The consequence would be
that the grid owner controls all power production, which would change the
whole energy market.
Organization Affected by Automation-the Maintenance Role
Five interviewees speculated that in a system where more responsibility is
laid on the automation, the reliance on the technology will increase, which
in turn will make the relative importance of maintenance larger. It was also
mentioned that in an automated system, operators and maintenance person-
nel can be provided with information in advance if a component might break,
i.e. before it happens.
Theme 2: Digitalization and Data Providing Tools
The imminent future of nuclear power control rooms is anticipated to witness
a transition towards digitalized systems with display-based interfaces. Mod-
ern control rooms exhibit a greater prevalence of digital interfaces compared
to their older counterparts. Despite this, the retention of analogue backup
systems is deemed necessary to address potential power outages, demand-
ing a fallback to conventional systems. In the context of the conservative and
safety-critical nature of the nuclear power industry, interviewees underscored
that the primary attributes facilitating adoption are not aesthetically appeal-
ing interfaces but rather licensure and operational efficacy. This contributes
to the gradual pace of technological advancement.
The control room of the transmission grid was reported to be more digi-
tally oriented already. Two interviewees within transmission grid operations
112 Svensson et al.
stated that new tools are introduced rather often and fast, making it diffi-
cult to accommodate these technological changes in routines and other parts
of the HTO system. As the amount of non-dispatchable energy increases, it
was mentioned that the energy loads are expected to be less predictable, and
more flexible towards energy consumption. More tools helping operators to
understand what is to happen in the next hour or even minutes will therefore
be needed for TSOs.
The biggest challenge to overcome would however be cyber security – how
to keep the power grid and nuclear power plant free from intruders. Being
safety critical domains, this issue is currently yet to be overcome.
Human Affected by Digitalization
With a digital interface, seven interviewees within nuclear power declared
that much more information could be provided to the operator. Interviewees
in different domains also declared that more data could be helpful in deci-
sion making, since there would be more information to ground decisions on.
However, interviewees raised issues regarding potential information over-
load. In scenarios involving small modular reactors with extensive passive
safety systems and digital interfaces, the emphasis shifts from detailed infor-
mation to the operational status of safety systems, interviewees said. The
advent of future digital control systems necessitates an elevation in IT skills
among operators.
Two interviewees mentioned ‘gaming skills’ to potentially be beneficial in
the future. Additionally, the appeal of digital control rooms was posited to be
higher for younger operators, who are more adept at computer-based work,
as opposed to their older counterparts accustomed to legacy systems.
Organization Affected by Digitalization
One Human Factors specialist explored on that a shift to digital control
sometimes diminishes the ease of common overviews, compared to analogue
counterparts, potentially compromising the overall situational awareness. In
shutdown scenarios, it was suggested that senior operators may find it more
unproblematic to revert to traditional backup systems due to their famil-
iarity, whereas junior operators lacking experience with legacy systems may
encounter challenges in doing so.
Theme 3: Balancing and Regulating Power
Due to a higher penetration of solar and wind power, greater complexity, and
necessity of balancing the power system was mentioned to influence primarily
transmission grid organizations, but also nuclear power plant organizations.
Eight interviewees stated that balancing, or power regulating tasks, already
have been affected, and probably will continue to develop, as solar and wind
power increases.
Navigating the Future Control Room: Trends, Challenges, and Opportunities 113
Human Affected by More Balancing Tasks
It was discussed by three interviewees that the balancing tasks are becoming
more complex for TSOs, and already have been more automated, and it was
anticipated that it will continue to evolve.
In Sweden, nuclear power has traditionally served as the primary source
of base load power, complemented by using hydropower to fine-tune the
balance between power supply and demand. However, six interviewees men-
tioned there has been instances where nuclear power plants have taken on
the role of regulating power output. This emerging trend was anticipated to
undergo further developments. According to the interviewees, this shift is not
expected to significantly impact operator tasks; instead, it is likely to alter the
relative importance of maintenance activities. Operators will need to acquire
the necessary skills to safely regulate power downward, since the facilities are
not often originally designed for such regulatory functions.
Organization Affected by Balancing Tasks-Teamwork and Maintenance
A less predictable energy system compels greater flexibility. The heightened
demand for balancing tasks within the transmission grid places an increased
emphasis on inter-organizational collaboration. This necessitates enhanced
teamwork among various TSOs and fosters a closer connection between
TSOs and regional transmission operator organizations. Five interviewees
discussed that historically, the maintenance has been and is scheduled reg-
ularly on a timely base, since the power plants have been run in a more
predictable way. But as the energy production and distribution might be oper-
ated more flexibly in the future, i.e., in a way that is not optimal for the
facility, the timely schedules may not be applicable. Planning and managing
maintenance tasks may have to be reconsidered, as the maintenance’s rela-
tionship to organization together with operation is predicted to change due
to dynamic management of operations and production.
DISCUSSION
The HTO framework within complex systems, notably within the energy
sector, manifests a high degree of intricacy. Interactions among its subsys-
tems - comprising humans, technology, and organizational structures - are
multifaceted and further complicated by external influences such as polit-
ical, social, and economic factors. This study presents how experts within
the process control system domains nuclear and electric power describe and
reason about the future and its challenges, seen from a HTO perspective.
Advancements in technology, exemplified by innovations like SMRs, dig-
italization and data visualizations, coupled with increasing energy demand
and production, herald a potential for automation and the use of artificial
intelligence. However, the challenges accompanying automation echo con-
cerns articulated as early as Bainbridge’s seminal work in 1983, cautioning
about negative side-effects of automation. Nonetheless, such benefits center
upon the presumption that the presented information is not only pertinent but
also comprehensible and accessible. Conversely, an overwhelming amount of
information hampers overview and might obscure relevant cues. Too much
114 Svensson et al.
data competing about space in the operator’s working memory could con-
tribute to worsened operator situational awareness. Some of the interviewees
expressed the need for better decision support systems to understand the pos-
sible increase of data. This pinpoints future needs of not more information
per se, but rather technical supports that do not require the operators to
interpret data. Hence, the interpretation can be different among the opera-
tors, and it is of great importance that all individuals in the control room
team are comfortable enough to raise their opinion or interpretation. Having
a support system that all trust benefits team dynamics.
The course toward heightened automation signifies a shift towards central-
ized control centers, driven by economic imperatives, with effects extending
across organizational structures, operational dynamics, skill requirements,
and workforce composition. Many of the interviewees seem to believe that
a higher level of automation is the future. Nevertheless, opposing voices
persist. Notably, individuals closely associated with, or operating within,
control room environments exhibit skepticism towards fully automated sys-
tems, perhaps due to hesitations concerning system complexity, and fears of
labor displacement. Regardless of disciplinary domain or occupational role,
the interviewees converge on the observation that the energy sector, partic-
ularly the control room domain, embodies a conservative ethos prioritizing
safety above all else. Consequently, while divergent attitudes and strategies
may prevail concerning the attainment of a secure energy infrastructure, a
unanimous acknowledgment of safety’s paramount importance unites stake-
holders. Given the march of technological progress and escalating energy
production imperatives, a holistic understanding of the evolving HTO sys-
tem becomes imperative to ensure the fulfilment of future energy needs in a
manner that upholds safety standards.
CONCLUSION
In conclusion, the exploration of the automation’s impact on nuclear power
and transmission grid domains reveals a dynamic landscape shaped by tech-
nological advancements and evolving industry paradigms. The integration of
automation, machine learning, and artificial intelligence emerges as a piv-
otal force, driving changes in operational roles, system centralization, and
the overall human-machine interface. In transmission grid operations, the
challenges posed by increased complexity and scepticism about AI’s ability
to comprehend intricate energy systems are contrasted by optimistic views
envisioning a seamlessly interconnected autonomous energy landscape. The
transformation of operators into passive observers prompts considerations
about trust issues, and the ability to revert to manual tasks during system
failures. Centralization emerges as a natural consequence of higher automa-
tion levels, with experts envisioning expert control centres making critical
decisions.
The interview data indicated probable changes in parts of the HTO system
and underscored the importance of analysing and understanding the devel-
opment with a holistic approach, for instance, through the adoption of an
HTO perspective and consideration of system aspects. This can be carried
Navigating the Future Control Room: Trends, Challenges, and Opportunities 115
out at various levels, e.g., individual facility, energy system, as well as the
broader society of which the energy system is a crucial part. This is neces-
sary for effectively addressing both efficiency aspects and safety and security
concerns.
Consistent with this, it would be valuable to conduct further research on
what information is possible and relevant to have in a future remote control-
centre. Additionally, contextualized enquiries into how operators’ system
understanding is shaped by education and experience, and how it interacts
with the information that operators demand, are needed in this evolving
domain. Also, further investigations are needed to elicit how safety aspects
are affected given the presented changes, with help from existing theories on
for example HTO, risk and safety, situation awareness and human cognition
and decision making. Finally, more research is required to understand when
and how the operators must reclaim the control when the automated system
fails.
ACKNOWLEDGMENT
This work has been financed by The Swedish Energy Agency. The authors
would like to acknowledge all the interviewees for their time and engagement.
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