Optimalisasi Manajemen Jam Istirahat Guna Meningkatkan Kinerja Crew MV. Warih Mas

Agus Widodo; Siwi Woro Herningsih; Ahmad Munawir

doi:10.61132/nuansa.v4i3.2828

Authors

Agus Widodo Politeknik Pelayaran Banten
Siwi Woro Herningsih Politeknik Pelayaran Banten
Ahmad Munawir Politeknik Pelayaran Banten

DOI:

https://doi.org/10.61132/nuansa.v4i3.2828

Keywords:

Crew Performance, Fatigue Management, Maritime Safety, MLC 2006, Rest Hour Management

Abstract

Seafarer fatigue due to lack of rest time is a critical safety issue in maritime operations, especially on short-route container ships with high docking frequencies. This research was conducted at MV. Warih Mas, a container ship owned by PT. Temas Shipping, which experienced a work accident in 2025 related to overtime exceeding the provisions of the 2006 Maritime Labour Convention (MLC). The purpose of the study was to describe the implementation of rest time management in accordance with MLC 2006 Regulation 2.3, identify internal and external factors that affect the implementation, analyze the impact of non-optimal rest management on crew performance, and evaluate optimization efforts carried out. The study used a descriptive qualitative approach with in-depth interview techniques with the Captain, Mualim I, and the Head of the Engine Room, complemented by observation and documentation studies. The validity of the data was guaranteed through triangulation of sources, techniques, and time. The results showed that the management of rest hours had been carried out through guard schedules, recording of Hours of Work and Rest, and supervision of senior officers, but in the period of 11-14 February 2025 there was overtime due to engine damage, equipment repairs, low crew awareness, and high frequency of docking. The impacts that arise include decreased concentration, productivity, physical and mental health, and an increased risk of human error. Optimization efforts through safety meetings, supervision, and work recording have shown positive results, but consistency in the implementation of the Planned Maintenance System (PMS) and strengthening the fatigue management culture remain top priorities.

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