"No to reverential fears, the captain must impose 'Social Responsibility' on shipowners too."
Rosario Fortuna's analysis: a new pact between crews, brokers, and shipyards is needed to overcome the dangerous "do not disturb" mentality.
There's a fine line, often invisible but extremely dangerous, aboard superyachts, separating the "dream vacation" from the reality of the sea: an environment that treats no one for granted, not even those paying six-figure sums for charter. At the crossroads of this line is the Captain, who finds himself managing the lives of people often completely unaware of the risks. Rosario Fortuna, an experienced captain and instructor at nautical training institutes, explains this to SUPER YACHT 24, sounding a clear and pragmatic warning: written procedures aren't enough; we need to rediscover what's called "Social Responsibility."
Commander Fortuna, you train future officers. What's the fundamental concept you try to convey, which, it seems, sometimes gets lost once they board large yachts?
The key issue is a cultural discrepancy that arises long before they get on board. We take kids from nautical schools at 15: they can already complete their navigation logbook, and by starting right away with fire prevention, first aid, and PSSR courses, they grow up with an emergency mentality. On land, however, in public schools, they reach 18 without any real awareness of the danger. There, the courses are often seen as purely bureaucratic, entrusted to those who lack the field experience or the passion to make you understand that fire is no joke. And the results are unfortunately seen in the news, with kids who remain trapped because no one has ever truly taught them how to save themselves. We then find this cultural gap on board: the guest is the product of that inadequate 'land' education and lives in a bubble. That's why I teach my students above all 'Social Responsibility'. It's a credo: whoever comes aboard is in your hands. While the crew is trained to Surviving—knowing where the exits are and how to use a fire extinguisher—the guest is unaware. And when the unexpected happens, like a fire or a sinking, if we don't bridge this gap, the outcome could be fatal.”
News stories, such as the Bayesian tragedy, have highlighted precisely this situation.
The Bayesian case is emblematic and painful. Information transmission was tragically lacking there. The brutal truth we must accept is that the crew often survives because they are trained, while the guest dies because they don't know how to escape. If, in a moment of panic, in the dark and with the hull tilting, you don't know where to go, you're trapped. Social responsibility means precisely this: ensuring that the guest, as soon as they board, knows exactly how to evacuate as quickly as possible. It's not enough for the crew to know, they must know it themselves.
Often, there's an unwritten "do not disturb" rule in charters. Does a captain who insists too much on evacuation drills risk appearing pedantic in the eyes of brokers or shipowners?
There's an undeniable conflict. Between the brokers' demands and the festive atmosphere, safety risks becoming a nuisance. People are often afraid of being a nuisance, of ruining the mood. The broker might make you understand that you should let things slide, that the guests are there to have fun. On smaller vessels, the risk is calculated because they stay close to the coast, but on 50, 60, or 100-meter vessels, which have complex layouts with cabins located two decks below deck, we can't afford to be overwhelmed. On land, if something happens, the ambulance or firefighters arrive within minutes. At sea, this immediacy doesn't exist: external help can arrive only when it's too late. You're essentially alone. So my appeal to colleagues is to regain our bargaining power: we must have the courage to be strict and take the time necessary to train the guest, even if he or she is grumbling.
What's the right argument to convince a reluctant boat owner to waste an hour of sunshine for a serious safety drill?
I always use the family as a lever, reminding him that, as the head of the family, if he wants to ensure the safety of his children and wife in the event of a 'hell', he must listen to me on this matter. Normally, when I put the matter on this level, the shipowner understands. I don't do it for bureaucracy, I do it for them. You have to be forceful. A ten-minute 'lesson' as soon as they board, which the guest forgets after an hour of cocktails and a swim, is pointless. We need constant awareness, almost a habit, without terrorizing, but without trivializing either.
Besides the human factor, there's also a technical one. You've often raised the issue of modern design. Is anything changing?
"Today, design still dictates: the boat must be clean and linear. The result is an aesthetic that hides the equipment: the liferafts are hidden, the escape route markings are minimalist, the emergency hatch handles are camouflaged in the paneling. We work to ensure that safety doesn't disturb the eye. But in a real emergency—with smoke, listing, and panic—you shouldn't look for a hidden handle, you have to see it immediately. Architects and classification registers should stop being complacent about this. Safety must be visible, even at the cost of sacrificing aesthetics."
What's needed to change course? New laws or a new mindset?
"The rules are there; we have too many of them. The IMO intervenes after every disaster, but often it's just paperwork added to paperwork. What's missing is the culture of rigorous and responsible application of the rules that already exist, as happens on land. What's missing is the courage to say, 'No, we're stopping now and doing the abandon ship test, and we're doing it seriously.' We captains must be the ones demanding more from shipyards during construction and demanding attention from guests during operations. Because when the ship sinks or burns, it doesn't care about anyone's wallet."
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Here are the two panels and the first speakers confirmed for the 8th SUPER YACHT 24 Forum
