BRIDGE RESOURCE MANAGEMENT (BRM) The genesis for this type of training was in the aviation sector, when it became clear that despite technological improvements, human errors in the cockpit were the leading cause of some of the deadliest air accidents. These accidents were attributed to a failure to detect and stop a developing error chain, or a loss of situational awareness. Since then, a number of industries have adopted similar programmes. The maritime version called Bridge Resource Management (BRM) was launched in 1993. The programme evolved through the years, to match industry challenges such as the ever-increasing cultural diversity of seafarers and the complexity of team interactions. In 2003 the programme was renamed Maritime Resource Management (MRM) to encourage participation of all target groups including masters, deck officers, engineers, maritime pilots and shore-based personnel. Alongside BRM, Engine Room Resource Management (ERM) is the twin programme focused on the engine room team. The 2010 Manila Amendments to the International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW), fully implemented from 1 January 2017, introduced specific requirements for officer training in bridge/engine resource management, leadership, teamwork and managerial skills. BRIDGE RESOURCE MANAGEMENT (BR M) In order to meet these requirements, individuals must demonstrate their knowledge by having had approved BRM or ERM training, approved in­ service experience, or approved simulator training. Many national administrations will only accept an approved course for this purpose. ·To ERR IS HUMAN, BUT TO PERSIST IN ERROR IS DIABOLICAL' THIS LATIN SAYING SUMMARIZES THE SPIRIT OF WHAT BRIDGE RESOURCE MANAGEMENT IS INTENDED TO PREVENT. AS HUMANS, WE ALL ARE PRONE TO MAKE MISTAKES, WHICH UNFORTUNATELY ON OCCASION CAN LEAD TO INCIDENTS UNLESS CAUGHT AND CORRECTED IN TIME. BRM AIMS TO REDUCE THIS RISK BY HELPING THE BRIDGE TEAM TO FORESEE AND CORRECTLY RESPOND TO THEIR SHIP'S CHANGING SITUATION AND THEREFORE PREVENT A NAVIGATIONAL INCIDENT FROM ARISING. Table A-11/1 of the STCW Code lists the following key principles of BRM: • Allocation, assignment, and prioritization of resources • Effective communication • Assertiveness and leadership • Obtaining and maintaining situational awareness • Consideration of team experience Let us have a closer look at the critical elements of BRM. ALLOCATION OF RESOURCES The key part of BRM is the ability to use all available resources effectively to make the best possible decisions. As an example, human resources available on the bridge include lookouts, additional officers, marine pilots and even vessel traffic system (VTS) officers. Technical/information resources include the passage plan, charts, navigation equipment and radio etc. To enable optimal decision-making, the resources need to be available in good time and used to their full potential. This can be achieved through foresight and planning, for example by including the appropriate manning level and operational task responsibilities in the passage plan. The passage plan and bridge procedures may not provide a solution for every possible scenario in a changing environment. Good BRM skills achieved through training and experience are also required for the optimal assignment and prioritization of resources, in particular in dynamic situations of increased complexity. For example, tasks should be continually delegated between