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reminded Jeff that the Polish contractors needed to tie up their equipment.

      “Absolutely,” Jeff said. “The bottles are secured, pipes are all lashed down. So yeah, that should be all right.”

      “Lash down your workers?” Danielle joked.

      “They’re all excited,” he answered.

      “I don’t think they realize what they’re getting into,” she said with a nervous giggle.

      “See what color their heads are tomorrow,” Jackie cracked, and the three had a good laugh. They knew they’d all be green tomorrow, too, if the weather turned as foul as expected.

      At 2:30, Davidson came up to the bridge to remind Danielle that he was thinking about taking the Old Bahama Channel on the northbound run back to Jacksonville. Joaquin was forecasted to intensify in a few days, so Davidson wanted to play it safe and sail in the lee of the islands, then hug the Florida coast all the way back up to Jacksonville. He was obsessing about this proposed route change and was anxious to get TOTE’s response to his request. Maybe he thought they’d thank him for being so proactive and conscientious. He was working hard to please the shoreside folks.

      “I have to wait for confirmation from the office, but I put it out there,” he said about the rerouting. “And I’ll let you know.”

      “Does the company want to give permission now?” Danielle asked, half surprised, half exasperated. “Because it used to be just, We’re doing it. You people are sitting in your office behind a desk and we’re out here. We’re doing it. Hell yeah.”

      “Well, I’m extending that professional courtesy because it does add 160 nautical miles to the distance,” said Davidson defensively.

      “Yeah, but rerouting also saves stress on the ship,” she said.

      Why was she giving him a hard time? “That’s why I just said, ‘Hey, I would like to take this going northbound. I’ll wait for your reply.’ I don’t think they’ll say no. I gave them a good reason why, because if you follow this hurricane track down, then look what it does on October third, fourth, and fifth. And that’s right where we’re going.”

      “Yeah, and lightly loaded, it gets even worse,” said Danielle. After unloading in San Juan, El Faro took on mostly empty containers. Without cargo weight, she sat higher in the water and would bounce around in the wind and waves.

      “So I just put it out there and we’ll see what happens.”

      Davidson didn’t like his second mate’s nervous energy. It rubbed him the wrong way. He had to put this whole thing to rest. “We’re gonna be far enough south that we’re not gonna hit the damn thing,” he declared. “Watch. Gonna get a little rougher, but these ships can take it.”

      This exchange is one of the most contentious pieces of El Faro saga. Much time has been spent parsing Davidson’s apparent request to take the Old Bahama Channel home, which he did via email earlier that morning to multiple managers at TOTE’s Jacksonville office. Did he actually need the company’s permission to reroute? His request was carefully worded and thoughtful:

      “I would like to transit the old Bahama Channel on our return North bound leg to Jacksonville? This route adds approximately 160 nautical miles to the route for a total of 1,261 nautical miles. We need to make around 21 knots for the scheduled 10:05, 10:45 arrival time at Jacksonville pilot station.

      I have monitored Hurricane Joaquin tracking erratically for the better part of a week. Sometime after 9/30 0200 she began a southwesterly track early this morning. Adjusted our direct normal route in a more southeasterly direction towards San Juan, Puerto Rico, which will put us 65 plus/minus nautical miles south of the eye. Joaquin appears to be tracking now as forecasted and I anticipate us being on the backside of her by 10/01 0800.

      Presently, conditions are favorable and we’re making good speed. All departments have been duly notified as before. I have indicated a later than normal arrival time in San Juan, Puerto Rico. Anticipating some loss in speed throughout the night. I will update the ETA tomorrow morning during our regular pre-arrival report to San Juan Port, etc.”

      Was Davidson planning to plow through in spite of the looming hurricane because he felt pressure to get to Puerto Rico on time? Had TOTE chastised him for playing it safe and going through the Old Bahama Channel in August during Tropical Storm Erika?

      TOTE maintains that scheduling was never an issue. The captain is in complete command of the ship and its route. TOTE says that in all instances, safety comes first. The company claims that this email exchange was simply a formality—regardless of how one might read it, Davidson had full command of his vessel and his course. He did not need permission to take a different route.

      That may be true at TOTE, but most ship’s masters I interviewed tell a different story. Although a few can’t believe that a company would pressure anyone to go into a storm, most captains (both foreign and domestic) say that fending off schedulers and managers is simply part of the job. The office worries about customers and profits; captains worry about everything else. Sometimes their interests diverge.

      A captain’s best attitude, my sources say, is the one that keeps crew and cargo safe. With pride, they’ve told their schedulers: You can find another captain or fire me, but I’m not putting this ship or cargo in danger. I can always find another job. They say that it’s absurd to take orders from a person sitting behind a desk. He or she can’t see what’s going on at sea, usually lacks nautical experience, and can’t imagine the conditions the crew is dealing with. Sure, the ship might be able to pull through a weather system, but if a new car breaks loose and smashes up fifty others, would it really matter that they arrived on time?

      Regardless, some people, for whatever reason, cave to economic pressures. They assess their risk and decide they’ve got too much to lose if they defy the shipping company. It’s not worth fighting. One ship’s master told me about the time he was ready to ship out of Antwerp when a storm kicked up off the coast of England. He kept his vessel in port while another captain in his fleet chose to steam ahead. The ship that sailed was battered and beaten by the waves and winds, but it did get to the next port. The first captain showed me a photo on his iPhone of the resultant damage: mayhem aboard. Everything—the cars, trucks, and containers—was smashed to bits.

      Davidson didn’t get an answer to his request right away. On September 30, the one person on land in charge of keeping TOTE’s ships safe at sea was attending an industry conference in Atlanta. His name was Captain John Lawrence, TOTE’s designated person ashore (DPA) and the manager of safety and operations. Lawrence was responsible for the welfare of twenty-six vessels. When he was out of the office, it wasn’t clear who was supposed to take calls or emails in his stead. TOTE didn’t have a clear organizational chart to address that inevitability.

      TOTE’s officers aboard the ships didn’t understand the company’s structure, either. Davidson sent his message to half a dozen people, assuming someone at TOTE would eventually respond.

      Lawrence seemed like a questionable choice for the job of safety officer at a shipping company. In 2010, he held a similar position at a New York–based tug and barge company when one of his Delaware River tug drivers pushed a barge right over a disabled duckboat filled with tourists, killing two people. The duckboat operator tried to radio a warning the tug driver that he was heading straight for them, but never got a response. During the National Transportation Safety Board (NTSB) investigation of that incident, the tug driver admitted that he’d been using his cell phone and his laptop for personal reasons belowdecks instead of keeping watch. Following a criminal trial, the tug driver went to jail. What kind of safety culture had Lawrence fostered at that company that would allow such a thing to happen?

      And now, as El Faro steamed full speed on a collision course with a hurricane, Lawrence was out of communication. No one in TOTE’s office was tracking any of their vessels, nor were they tracking the developing storm. It’s difficult to fathom how that could happen these days, especially since a ship’s location is publicly available on any number of vessel tracking websites.

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