another operator had been working, they had to contact that underground operator. It was important that they understood what the control room operator had been doing in that area, as the person collecting the loader would need to retrieve the machine, install barriers, secure passes, replace covers, and reattach chains once the job was complete. Another example was when loaders required refuelling or when cameras and lasers became dusty. Operators in the control room reported feeling isolated because the crew underground was on a different shift. This disconnection with co-workers had led to a lack of communication with co-workers who operated manual loaders. Communication mainly occurred with the supervisor, shift boss, dispatch office and automine technicians. Although operators held a pre-start meeting once a week, some had become disengaged, contributing to this lack of communication. Operators also noted that manual operation enabled more communication and interaction among the crew, as tasks could be switched. In contrast, in the control room, they were confined to the automation zone. 5. DISCUSSION The results show that, unlike in aviation or military domains—where automation often provides structured, multimodal cues—operators in automated mining environments build situation awareness through a hybrid, sometimes inconsistent combination of system alerts and human communication. The study demonstrates that reliance on visual alarms, the absence of auditory cues such as loader sounds or vibrations, and variable handover quality create vulnerabilities that are not widely discussed in previous mining research, which has largely emphasised productivity or system performance rather than human-system interaction. Compared with earlier studies in domains where autonomous operations have been implemented, automation is reported to reduce mental workload. However, the results of this research indicate that mining operators experience variable workload, with some reporting increased cognitive demand during prolonged monitoring in the control room. This differs from research in other domains, where it is reported that workload often stabilises as operators adapt to higher levels of automation. In contrast to established findings showing that automation can erode team communication, this study reveals an additional mining-specific effect: physical and organisational separation between underground crews and control-room operators, contributing to isolation, reduced peer communication, and weakened supervisory contact. These patterns have not been extensively documented in the mining sector. The study also highlights the varying perceptions of mental workload among operators, particularly the cognitive demands associated with continuous monitoring in the control room. Additionally, it uncovers emerging social and organisational challenges, such as reduced communication, operator isolation, and weakened relationships between automation operators and underground crews. These changes have direct implications for safe teamwork and overall well-being. 27
RkJQdWJsaXNoZXIy MTM0Mzk2