The Influence of Work Environment and Work Culture on the Fatigue of the MT. Sultan Mahmud Badaruddin II Crew

Agus Widodo; Dedtri Anwar; Siwi Woro Herningsih

doi:10.61132/prosemnasproit.v2i2.52

Authors

Agus Widodo Politeknik Maritim Banten
Dedtri Anwar Politeknik Maritim Banten
Siwi Woro Herningsih Politeknik Maritim Banten

DOI:

https://doi.org/10.61132/prosemnasproit.v2i2.52

Keywords:

STCW 2010, Tanker Vessel, Work Culture, Work Environment, Work Fatigue

Abstract

This research is motivated by the high risk of fatigue experienced by ship crews during voyages, which directly affects occupational safety and mental well-being. Fatigue arises from long working hours, inadequate rest time, heavy workloads, and extreme environmental conditions such as high temperatures, engine noise, and vessel vibrations. On the MT. Sultan Mahmud Badaruddin II, the problem becomes more complex due to the tight work rhythm, short berthing periods, and fast, repetitive loading–unloading activities. Harsh weather conditions, short but intensive sailing distances, and limited relaxation facilities make the crew increasingly vulnerable to both physical and mental fatigue. In addition, a work culture that tends to be authoritarian and lacks communication exacerbates psychological pressure, especially when crew members find it difficult to report their fatigue to superiors. This study uses a qualitative method through direct observation and interviews with all crew members in the deck and engine departments. The aim is to analyze the influence of the work environment and work culture on fatigue levels onboard. The results show that environmental factors such as high temperatures, narrow workspaces, and vessel instability significantly affect physical fatigue. Meanwhile, mental fatigue is triggered by ineffective communication, hierarchical pressure, and an unsupportive work culture. These findings align with the perspectives of Mathis and Jackson and comply with the provisions of the STCW 2010 and MLC 2006, which emphasize the importance of regulating working hours and fatigue management. Overall, optimizing rest hours, improving the work environment, and reforming organizational culture are required to reduce fatigue risks.

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