Abstract
This study examines wellbeing and job performance in Isolated, Confined, and Extreme (ICE) environments, using Antarctica as a case study. The research focuses on the logistical personnel of the XXVI Ecuadorian Antarctic Expedition, recognizing the distinct geographical and human dynamics involved. Its relevance stems from the absence of similar studies in Latin America and the critical role of human capital in the success of missions carried out under adverse conditions. A qualitative, cross-sectional, exploratory-descriptive design was employed. The purposive sample consisted of 17 members of the expedition's logistical team. Data were collected through semi-structured interviews and a thematic focus group. The analysis involved thematic coding, content analysis, and sentiment analysis using Python. Key wellbeing factors included transformational leadership, adequate infrastructure, interpersonal relationships, workload, and the ability to separate work from personal life. Job performance was shaped by role clarity, extrinsic motivation, perceived institutional support, and team dynamics. Habitability conditions, prior training, and conflict management emerged as recurrent themes. Findings confirm that wellbeing and job performance are closely interrelated and influenced by both contextual and organizational factors. The study highlights the need for tailored wellbeing strategies and leadership development programs specific to ICE environments. This research makes a pioneering contribution to human resource management in extreme settings by addressing a gap in the Latin American literature. It offers practical implications for future Antarctic expeditions and other comparable occupational contexts.