Perceived safety outcomes 3.95 0.883 Respondents perceive improvements in decision-making and prevention 7.3 Human + Digital Index and Perceived Outcomes The perceived safety outcomes index obtained a mean score of 3.95/5 and a Cronbach’s alpha of 0.883. Respondents reported high perceived improvements in safety decision-making (83.9%), response to early risk signals (83.1%), and prevention of high-potential incidents (83.1%). Agreement was lower for the solidity of learning culture (70.2%), suggesting that organizational learning remains an area for improvement. Exploratory Spearman correlations showed a positive association between Human + Digital leadership maturity and perceived safety outcomes. The global index correlated positively with perceived outcomes (ρ = 0.656). Among the pillars, the strongest association was observed for strategic foresight and change management (ρ = 0.640), followed by communication and trust (ρ = 0.576) and AI-augmented judgment and critical thinking (ρ = 0.435). These results should be interpreted as exploratory associations, not causal effects. Differences between mine operators and contractors were small: the global index was 3.85 for mine operators and 3.83 for contractors. However, broader digital adoption showed a clearer pattern: respondents reporting wide use of digital tools had a higher Human + Digital Index (3.99) than those reporting partial (3.81), limited (3.63), or no use (3.58). 7.4 Barriers and Enablers The main barrier to integrating digital tools with human-centered leadership was resistance to change (40.3%), followed by lack of training (17.7%), lack of strategic alignment (16.1%), low trust in systems (12.9%), and information overload (10.5%). The main enabler was visible field leadership (26.6%), followed by adequate technological support (24.2%), strategic alignment (22.6%), effective communication (16.1%), and training in leadership competencies (8.9%). This reinforces the central argument that digital transformation in safety depends not only on tools, but on leadership capability, trust, and change management. Table 2 - Main barriers and enablers for Human + Digital integration Barriers % Enablers % Resistance to change 40.3 Visible field leadership 26.6 Lack of training 17.7 Adequate technological support 24.2 Lack of strategic alignment 16.1 Strategic alignment 22.6 Low trust in systems 12.9 Effective communication 16.1 Information overload 10.5 Training in leadership competencies 8.9 36
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