The Control Room of Tomorrow Human-Centered Design, Holistic Ergonomics and AI-Supported Decision Making

Control rooms are among the most demanding work environments in modern infrastructure. They operate continuously, manage highly complex systems and support decisions with immediate and far-reaching consequences. Whether in transportation, energy, security or emergency services, the reliability of a control room depends not only on technology, but on the quality of interaction between people, space and systems.

In theory, the requirements for a well-designed control room are clear and widely accepted. Adequate room height and floor space, well-designed traffic and escape routes, raised floors for flexible cabling, controlled lighting conditions and unobstructed sightlines form the physical foundation. Planning follows an inside-out logic: the room adapts to the operator, not the other way around.

In reality, however, control room planning rarely starts with a blank sheet of paper. Most projects must integrate existing buildings, legacy infrastructure and fixed spatial constraints. Ceiling heights may be limited, cable routes predetermined and fallback or crisis spaces missing altogether. Even when ergonomic standards and workflows are fully understood, these constraints inevitably lead to compromises.

The decisive factor is not whether compromises occur, but how they are managed. Intelligent control room design acknowledges physical and organizational limits while preserving usability, safety and long-term operational performance.

Experience from critical infrastructure projects shows that isolated optimization does not work. Space, technology, organization and people must be planned as an integrated system. This holistic approach is consistently reflected in international standards such as ISO 11064 and in current control room planning guidelines.

A future-ready control room must be resilient by design. This includes structural and organizational reserves that allow operations to scale in crisis situations, as well as sufficient flexibility to accommodate change over time. Control rooms are typically expected to remain in operation for up to thirty years. Within this period, multiple technology generations and reinvestment cycles are inevitable, often while operations continue without interruption.

Without adequate spatial, technical and organizational reserves, many control rooms reach their limits after just ten to fifteen years. Strategic planning therefore means designing not only for today’s requirements, but for unknown future scenarios. Modularity, scalability and clearly defined expansion reserves are essential to avoid costly retrofits and operational risk.

The physical layout of a control room directly influences concentration, communication and decision-making. For example traffic routes must be clearly defined and free from unnecessary crossings, particularly where visitor movement could distract operators. Visual connections between operator positions and surveillance or action areas are not merely architectural preferences, but functional requirements that support situational awareness.

Operator workplaces form the core of the human–machine system. They must be adjustable to individual needs, allowing variation in posture, reach and viewing distance throughout long shifts. Electrically height-adjustable worktops, flexible monitor positioning and professional 24/7 seating are not comfort features, but essential tools for maintaining performance and health.

Equally important is maintainability. Control rooms operate continuously, leaving little room for downtime. Technical compartments must allow easy access for maintenance and future integration; materials must withstand intensive cleaning and wear parts must be replaceable without disrupting operations. Ergonomics, in this sense, extends far beyond posture – it encompasses the entire lifecycle of the workplace.

Today’s control rooms manage unprecedented levels of complexity. Thousands of signals, assets and systems must be monitored and controlled in real time, often across distributed locations. As systems grow, so does the number of applications, interfaces and procedures operators must master. The result is frequently fragmented workflows and long training periods.

Technology alone does not resolve this complexity. In many cases, it amplifies it. The challenge is therefore not to add more systems, but to design efficient interaction between people and technology.

Humans and machines contribute different strengths to control room operations. Humans provide contextual understanding, ethical judgment and the ability to adapt to unexpected situations. Technology offers speed, consistency and the ability to process vast amounts of data.

Artificial intelligence sits at the intersection of these capabilities. In control rooms, AI should not be equated with automation. Its primary value lies in supporting human decision-making, not replacing it.

A clear design principle emerges: AI should amplify insight, automation should support execution, but responsibility must remain with the human operator. This principle is essential in safety-critical environments where accountability, transparency and trust are non-negotiable.

Practical experience shows that AI can be particularly effective when used as a decision-support tool for supervisors, providing suggestions rather than commands. It can also enhance training and workforce development by adapting learning paths to individual experience levels. At the same time, not every improvement requires AI. Clear performance metrics and well-designed processes often deliver significant benefits without added complexity.

The control room of tomorrow is not a technological showcase. It is a carefully balanced environment in which ergonomic design, resilient architecture and intelligent systems support people in making high-quality decisions under pressure.

Such environments acknowledge real-world constraints, comply with international standards and remain adaptable over decades of continuous operation. They protect operator health, reduce cognitive load and strengthen organizational resilience.

Ultimately, the success of a control room is measured not by the sophistication of its technology, but by how reliably people can work within it.

Cognitive, Organizational and physical ergonomics are therefore not a design preference. It is a strategic requirement for safety, performance and resilience in critical operations.

December 2025
Tim Holzapfel,
CEO Knürr GmbH