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Cadet Handbook (1)

The U.S. Army Cadet Handbook provides standard operating procedures for infantry platoons and squads, tailored for ROTC Cadets. It covers various topics including leadership competencies, risk management, mission command, operations, communications, first aid, tactics, and cultural awareness. The handbook emphasizes the importance of character, adaptability, teamwork, and continuous learning for effective leadership in the Army.

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Kennedy Balmori
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0% found this document useful (0 votes)
29 views170 pages

Cadet Handbook (1)

The U.S. Army Cadet Handbook provides standard operating procedures for infantry platoons and squads, tailored for ROTC Cadets. It covers various topics including leadership competencies, risk management, mission command, operations, communications, first aid, tactics, and cultural awareness. The handbook emphasizes the importance of character, adaptability, teamwork, and continuous learning for effective leadership in the Army.

Uploaded by

Kennedy Balmori
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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U.S.

ARMY CADET COMMAND

CADET HANDBOOK
2015

DISTRIBUTION RESTRICTION: APPROVED FOR PUBLIC RELEASE; DISTRIBUTION IS UNLIMITED.


USACC, DoLD-E, CST Planning Branch, March 2015.
CADET HANDBOOK
This publication is generally comprised of extracts from FM 3-21.8 Infantry Rifle Platoon and Squad, but
references multiple sources. It provides the standard operating procedures for infantry platoons and
squads and focuses on the needs of the ROTC Cadet. The procedures included in this handbook apply
unless leadership makes a decision to deviate from them based on METT-TC. Deviations from this
handbook must be narrow and apply only to specific situations.

Chapter 1: THE ARMY LEADER


Section I: 21 CENTURY SOLDIER COMPETENCIES pg. 1-1
Section II: CREEDS AND OATHS pg. 1-4
Section III: DUTIES AND RESPONSIBILITIES pg. 1-5

Chapter 2 RISK MANAGEMENT


Section I: RISK MANAGEMENT PROCESS pg. 2-1

Chapter 3: MISSION COMMAND


Section I: MISSION COMMAND INTRODUCTION pg. 3-1.
Section II: TROOP LEADING PROCEDURES pg. 3-3
Section III: ORDERS pg. 3-6

Chapter 4: OPERATIONS
Section I: REPORTS pg. 4-1.
Section II: FIRE CONTROL AND DISTRIBUTION pg. 4-2.
Section III: WEAPONS pg. 4-3
Section IV: RANGE CARDS AND SECTOR SKETCHES pg. 4-5

Chapter 5: COMMUNICATIONS
Section I: PRO-WORDS, PHONETIC ALPHABET pg. 5-1
Section II: RADIO CALL PROCEDURES pg. 5-5
Section III: BATTERIES, LOADING FREQUENCY pg. 5-9

Chapter 6: FIRST AID


Section I: EVALUATE A CASUALTY pg. 6-1
Section II: PREVENT OR CONTROL SHOCK pg. 6-3
Section III: FIRST AID FOR BLEEDING OF AN EXTREMITY pg. 6-4
Section IV: TRANSPORT A CASUALTY pg. 6-6
Section V: PERFORM FIRST AID FOR BURNS pg. 6-12
Section VI: OPEN AN AIRWAY pg. 6-14
Section VII: REQUEST MEDEVAC pg. 6-16

Chapter 7: TACTICS
Section I: MOVEMENT OVERVIEW pg. 7-1
Section II: MOVEMENT FORMATIONS pg. 7-5
Section III: MOVEMENT TECHNIQUES pg. 7-15
Section IV: PLATOON OPERATIONS pg. 7-20
Section V: OFFENSIVE OPERATIONS pg. 7-22
Section VI: DEFENSIVE OPERATIONS pg. 7-28
Section VII: CORDON AND SEARCH pg. 7-29
Section VIII: BATTLE DRILLS pg. 7-37
Section IX: CALL FOR FIRE pg. 7-50
Chapter 8: OTHER CONSIDERATIONS IN THE OPERATING ENVIRONMENT
Section I: CULTURAL AWARENESS pg. 8-1
Section II: ROE/DETAINEE OPERATIONS pg. 8-3

Chapter 9: QUICK REFERENCE CARDS


Section I: MEDEVAC REQUEST FORM pg. 9-1
Section II: STANDARD RANGE CARD pg. 9-3
Section III: INFANTRY LEADERS REFERENCE CARD pg. 9-4
Section IV: CALL FOR FIRE pg. 9-18
Section V: HAND GRENADE pg. 9-20

Send recommendations for change with a summary letter to:


DEPARTMENT OF THE ARMY
Directorate of Leader Development and Training, TRAINING
DIVISION (CST Planning Branch)
BUILDING 5931, ALSACE STREET
FORT KNOX, KENTUCKY 40121
CHAPTER 1: THE ARMY LEADER
SECTION I – 21st Century Soldier Competencies
(TRADOC Pam 525-8-2)

1. Character and Accountability


a. Soldiers and leaders demonstrate Army values, the Soldier’s Creed, and Warrior Ethos
through action while also developing character and accountability in subordinates. They accept
obligations of service before self and for assigned tasks, missions, their subordinates, and
themselves while building confidence in leaders, peers, and subordinates that they can be
counted upon to accomplish goals. Soldier and leader actions are guided by the Army Ethic,
which consists of the shared values, beliefs, ideals, and principles held by the Army Profession
of Arms and embedded in its culture that are taught to, internalized by, and practiced by all
Soldiers in full-spectrum operations as well as peacetime.

b. Adhering to and internalizing the Army Ethic develops strong character, ethical reasoning
and decision making, empathy for others, and the self-discipline to always do what is right for
fellow Soldiers, the Army, and the Nation. Character enables the Soldier to operate in a complex
and uncertain environment with the understanding that the Soldier is individually accountable for
not only what is done, but also for what might not be done. The pride, esprit, and ethos required
of Soldiers as members of the Profession of Arms may require them to sacrifice themselves
willingly to preserve the Nation, accomplish the mission, or protect the lives of fellow Soldiers.
Qualities of character and ethical behavior will be stressed at every level.

2. Comprehensive Fitness - Soldiers and leaders develop and maintain individual, as well as
that of their subordinates, physical, emotional, social, Family, and spiritual fitness. They display
physical, mental, and emotional persistence, quickly recover from difficult situations, and
exemplify the resilience necessary to fight and win in any operational situation.

3. Adaptability and Initiative

a. Soldiers and leaders are comfortable operating in unexpected situations throughout the
world. They scan the environment, identify unique or unexpected conditions, and adjust to
handle the situation effectively.

b. Soldiers and leaders recognize when standard procedures are not an effective solution to
a situation and use innovation to develop new procedures, devices, and others, that are necessary
to handle the situation. Mental agility and a global mindset allow them to anticipate changes in
the operational environment, adapt to the changes, and anticipate the second and third order
effects of their actions and decisions.

c. Soldiers and leaders take appropriate action and calculated risks in the absence of orders
or in situations that require modifying orders to achieve the commander’s intent while also
developing initiative and risk taking in subordinates. They anticipate changes in the operational
environment assess the situation and use sound judgment to decide when and how to act. Self-
awareness allows Soldiers and leaders to monitor and adjust their actions and those of their
teams to constantly assess performance and seek improvement.

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4. Lifelong Learner (includes digital literacy)

a. Soldiers and leaders continually assess themselves, identify what they need to learn
and use skills that help them to effectively acquire and update knowledge, skills, and attitudes.
Soldiers and leaders value and integrate all forms of learning (formal, informal) on a daily basis
to seek improvement of themselves and their organizations continuously.

b. Soldiers and leaders access, evaluate, and use information from a variety of sources
and leverage technology (hardware and software) to improve their effectiveness and that of their
teams while executing the Army’s missions. Digital literacy skills are developed at initial entry
and increase progressively at each career level.

5. Teamwork and Collaboration – Soldiers and leaders create high-performing formal and
informal groups by leading, motivating, and influencing individuals and partners to work toward
common goals effectively. They are effective team members, understand team dynamics, and
take appropriate action to foster trust, cohesion, communication, cooperation, effectiveness, and
dependability within the team. Leaders build teams, seek multiple perspectives, alternative
viewpoints, and manage team conflict.

6. Communication and Engagement (oral, written, and negotiation)

a. Soldiers and leaders express themselves clearly and succinctly in oral, written, and digital
communications. They use interpersonal tact, influence, and communication to build effective
working relationships and social networks that facilitate knowledge acquisition and provide
feedback necessary for continuous improvement.

b. Soldiers and leaders inform and educate U.S., allied, and other relevant publics and actors
to gain and maintain trust, confidence, and support. Engagement is characterized by a
comprehensive commitment to transparency, accountability, and credibility, and is an imperative
of 21st century operations.

7. Critical Thinking and Problem Solving – Soldiers and leaders analyze and evaluate
thinking, with a view to improving it. They solve complex problems by using experiences,
training, education, critical questioning, convergent, critical, and creative thinking, and
collaboration to develop solutions. Throughout their careers, Soldiers and leaders continue to
analyze information and hone thinking skills while handling problems of increasing complexity.
Select leaders also develop strategic thinking skills necessary for assignments at the national
level.

8. Cultural and Joint, Interagency, Intergovernmental, and multinational competence -


Soldiers and leaders use cultural fundamentals, self-awareness skills, and regional competence to
act effectively in any situation. They use communication, including foreign language, influence,
and relational skills to work effectively in varied cultural and joint, interagency,
intergovernmental, and multinational contexts. Soldiers and leaders consider and are sensitive to
socially transmitted behavior patterns and beliefs of individuals from other communities and/or

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countries and effectively partner, influence, and operate in complex joint, interagency,
intergovernmental, and multinational environments.

9. Tactical and Technical Competence (full spectrum capable)

a. Soldiers and leaders employ tactical and technical skills in full-spectrum operations to
accomplish the mission and support the commander’s intent. They are experts on weapons
systems, combined arms operations, and train their subordinates to be technically and tactically
competent. At lower levels, they are technical experts in their specialty and continue to develop
their technical skills and those in their subordinates. As leaders grow, they increase their
understanding and application of mission command, operational contexts, systems, and
technology while operating in increasingly complex environments.

b. Soldiers and leaders are prepared to execute offensive, defensive, stability, and civil
support missions throughout the continuum of operations and transition between diverse tasks
and operational actions as complex and uncertain operational situations are developed through
action. Leaders anticipate tactical, operational, and strategic transitions and use mission
command to apply lethal and nonlethal effects to achieve the commander's intent.

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SECTION II – CREEDS AND OATHS

1. The Soldier's Creed:


I am an American Soldier.
I am a Warrior and a member of a team.
I serve the people of the United States and live the Army Values.
I will always place the mission first.
I will never accept defeat.
I will never quit.
I will never leave a fallen comrade.
I am disciplined, physically and mentally tough, trained and proficient in my warrior
tasks and drills. I always maintain my arms, my equipment and myself.
I am an expert and I am a professional.
I stand ready to deploy, engage, and destroy the enemies of the United States of America
in close combat.
I am a guardian of freedom and the American way of life.
I am an American Soldier.

2. Cadet Creed
I am an Army Cadet. Soon I will take an oath and become an Army Officer committed to
DEFENDING the values which make this Nation great. HONOR is my touchstone. I
understand MISSION first and PEOPLE always.
I am the PAST: the spirit of those WARRIORS who have made the final sacrifice.
I am the PRESENT: the scholar and apprentice Soldier enhancing my skills in the science
of warfare and the art of leadership.
But above all, I am the FUTURE: the future WARRIOR LEADER of the United States
Army. May God give me the compassion and judgment to lead and the gallantry in battle
to WIN.
I WILL do my duty.

3. Oath of Commissioned Officers


I, _____, having been appointed an officer in the Army of the United States, as indicated
above in the grade of _____ do solemnly swear (or affirm) that I will support and defend
the Constitution of the United States against all enemies, foreign and domestic, that I will
bear true faith and allegiance to the same; that I take this obligation freely, without any
mental reservations or purpose of evasion; and that I will well and faithfully discharge the
duties of the office upon which I am about to enter; So help me God."

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SECTION III - DUTIES AND RESPONSIBILITIES
(FM 3-21.10 Chap 1, Sect IV JUL06; FM 3-21.8 Chap 1, Sect III MAR07)

1. COMPANY COMMANDER (CO) - leads by personal example and responsible for


everything the company does or fails to do. Principle duties include the key areas of tactical
employment, training, administration, personnel management, maintenance, force protection, and
sustainment of the company. Given the asymmetrical, noncontiguous environment, the
commander must now integrate and synchronize a greater mix of forces for full spectrum
operations, including other combined arms and combat support elements, civil affairs (CA),
psychological operations (PSYOP), interpreters, media, unmanned aerial system (UAS) and
robotics teams. Among other things, the commander:
– Mission Command through subordinate leaders.
– Employs the company to accomplish its mission according to battalion
commander's intent and concept.
– Selects the best location to maneuver the platoons and other elements.
– Conducts mission analysis and troop-leading procedures (TLP) and issues
operation orders for company tactical operations.
– Maintains and expresses situation awareness and understanding.
– Resources the platoons and other elements and requests battalion support when
needed.
– Ensures the company command post (CP) effectively battle tracks the situation
and status.
– Provides timely and accurate tactical picture to battalion commander and
subordinate units.
– Implements measures for force protection, security, and accountability of forces
and systems.
– Develops the leadership and tactical skill of platoon leaders.

2. EXECUTIVE OFFCIER (XO) - Second in command. Primary role is to assist the


commander in mission planning and accomplishment. Assumes command of the company as
required and ensures that tactical reports from platoons are forwarded to battalion tactical
operations center (TOC). Locate where to maintain communications with the company
commander and battalion. Along with the 1SG, plans and supervises the company's sustainment
operations; ensures that pre-combat inspections are complete. Plans and coordinates logistical
support with agencies external to the company while the 1SG does the same internally. Prepares,
or aids in preparing, paragraph four of the company operation order (OPORD). Assist the
company commander in planning the mission. Coordinate with higher headquarters, adjacent
and supporting units. May aid in control of critical events of the battle such as a passage of lines,
bridging a gap, breaching an obstacle or may assume control of a platoon attached to the
company during movement. Might lead a quartering party, an element consisting of
representatives of various company elements whose purpose is to precede the company and
reconnoiter, secure, and mark an assembly area. The XO might lead a detachment with other
tactical tasks, including shaping or sustaining force leader in a company raid, attack, control
company machine guns, or mortar section. May also—
– Lead the reserve. Lead the detachment left in contact during a withdrawal.
– Control attachments to the company.

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– Serve as movement control officer.

3. FIRST SERGEANT (1SG) – leads by personal example and is responsible for everything the
company does or fails to do. The senior noncommissioned officer (NCO) and normally the most
experienced Soldier in the company. 1SG is the commander's primary tactical advisor and expert
on individual and NCO skills. Helps the commander plan, coordinate, and supervise all activities
that support the unit mission. Operates where the commander directs or where can best influence
a critical point or what is viewed as the unit's decisive point. In addition:
– Supervises routine operations, including enforcing tactical standing operating procedures;
planning and coordinating both training and full spectrum operations; and administering
replacement operations, logistics, maintenance, communications, field hygiene, and
casualty evacuation operations.
– Supervises, inspects, and influences matters designated by the commander as well as
areas that depend on expertise such as Soldier care, force protection, security, and
accountability.
– Assists the XO and keeps self prepared to assume the XO's duties, if needed
– Leads task-organized elements or subunits for the company's shaping effort or designated
missions.

4. PLATOON LEADER (PL) - Responsible for the entire platoon does or fails to do. In the
conduct of duties, consults platoon sergeant in all matters related to the platoon. The PL knows
Soldiers and therefore how to employ the platoon and its organic and supporting weapons.
During operations, the platoon leader—
– Leads platoon in supporting higher headquarters missions. They will base actions on
assigned mission and intent and concept of higher commanders.
– Maneuvers squads and fighting elements.
– Synchronizes the efforts of squads.
– Looks ahead to the next “move” for the platoon.
– Requests and controls supporting assets.
– Employs C2 systems available to the squads and platoon.
– Ensures 360-degree, three-dimensional security is maintained
– Controls the emplacement of key weapon systems.
– Issues accurate and timely reports.
– Places self where most needed to accomplish the mission.
– Assigns clear tasks and purposes to squads.
– Understands the mission and commanders’ intent two levels up (the company and
battalion).
CST Cadet Platoon Leader
– Coordinate with the CO and XO.
– Control platoon organization.
– Complete all required platoon tasks.
– Establish platoon plan of action.
– Create and issue platoon operations orders (OPORD).
– Conduct platoon inspections and rehearsals.
– Organize physical training activities.

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5. PLATOON SERGEANT (PSG) - Senior NCO in the platoon and second in command. The
PSG sets the example in everything. He is a tactical expert in Infantry platoon and squad
operations, including maneuver of platoon-sized elements and employment of all organic and
supporting weapons. The PSG advises the PL in all administrative, logistical, and tactical matters
and is responsible for the care of personnel, weapons, and equipment of the platoon. As second
in command, assumes duties as assigned by the PL. Traditionally—
– Ensures platoon is prepared to accomplish mission, to include supervising pre-combat
checks and inspections.
– Prepares to assume the role and responsibilities of platoon leader.
– Acts where best needed to help mission command the engagement (either in base of fire
or with assault element).
– Receives squad leaders’ administrative, logistical, and maintenance reports, and requests
for rations, water, fuel, and ammunition.
– Coordinates with higher headquarters to request logistical support (usually 1SG or XO).
– Manages platoon’s combat load prior to operations and monitors logistical status during
operations.
– Establishes and operates platoon’s casualty collection point (CCP), including directing
platoon medic and aid/litter teams in moving casualties; maintains platoon strength levels
information; consolidates and forwards platoon’s casualty reports; receives and orients
replacements.
– Employs digital mission command systems available to the squads and platoon.
– Understands the mission and commanders intent two levels up (the company and
battalion).
CST Cadet Platoon Sergeant
– Assist the PL.
– Coordinate with Cadet 1SG and Cadet SLs.
– Organize platoon formations.
– Account for platoon attendance.
– Prepare and submit morning reports.
– Control sick call and account for absences.
– Supervise issue/turn in of supplies and equipment.
– Supervise barracks maintenance.
– Control movement of the platoon.

6. SQUAD LEADER (SL) - Senior Infantryman in the squad, is responsible for all the squad
does or fails to do. Directs team leaders and leads by personal example. Has authority over
subordinates and overall responsibility for those subordinates’ actions. Centralized authority
enables the SL to act decisively while maintaining troop discipline and unity. Even in the course
of carefully-planned actions, must accomplish assigned missions using initiative without
constant guidance from above. Responsible for the care of personnel, weapons, and equipment.
During operations, the squad leader—
– Is SME on all battle drills and individual drills?
– Is SME in squad’s organic weapons employment and the employment of supporting
assets?

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– Knows weapon effects, surface danger zone(s) (SDZ), and risk estimate distance(s)
(RED) for all munitions.
– Effectively uses control measures for direct fire, indirect fire, and tactical movement.
– Controls movement of squad and its rate and distribution of fire (including call for and
adjust fire).
– Fights the close fight by fire and movement with two fire teams and available supporting
weapons.
– Selects the fire team general locations and sectors in the defense.
– Communicates timely and accurate spot reports (SPOTREPs) and status reports,
including—
– Size, activity, location, unit, time, and equipment (SALUTE) SPOTREPs.
– Status to PL (including squad location and progress, enemy situation, enemy killed in
action [KIA], and security posture).
– Status of ammunition, casualties, and equipment to the PSG.
– Employs digital C2 systems available to the squad and platoon.
– Operates in any environment to include the urban environment.
– Conducts troop-leading procedures (TLP).
– Assumes duties as the PSG or PL as required.
– Understands the mission and commander’s intent two levels up (platoon and company).

CST Cadet Squad Leader


– Ensure the squad is in proper uniform with proper equipment for training.
– Lead and supervise up to 13 squad members.
– Ensure that the squad draws all necessary equipment and rations required for training.
– Personally prepare and inspect the squad for all missions.
– Keep squad accountability and report to the PSG.
– Control movement of the squad.
– Prepare and submit reports.
– Prepare and issue the squad operation order (OPORD).

7. TEAM LEADER (TL) - Leads team members by personal example. Has authority
over subordinates and overall responsibility for their actions. Centralized authority
enables the TL to maintain troop discipline and unity and to act decisively. Under the
fluid conditions of close combat, the TL must accomplish assigned missions using
initiative without needing constant guidance from above. The TL’s position on the
battlefield requires immediacy and accuracy in all of his actions. TL is a fighting leader
who leads the team by example. Responsible for all the team does or fails to do.
Responsible for the care of the team members, weapons, and equipment. During
operations, the team leader—

– Is the SME on all of the team’s weapons and duty positions and all squad battle drills.
– Leads his team in fire and movement.
– Controls the movement of the team and its rate and distribution of fire.
– Employs digital C2 systems available to the squad and platoon.
– Ensures security of team’s sector.
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– Assists the squad leader as required.
– Is prepared to assume the duties of the squad leader and platoon sergeant.
– Enforces field discipline and preventive medicine measures (PMM).
– Determines team’s combat load and manages its available classes of supply as required.
– Understands the mission two levels up (squad and platoon).
– When maneuvering the team, the team fights using one of three techniques:
(1) Individual movement techniques (IMT, the lowest level of movement).
(2) Buddy team fire and movement.
(3) Fire team fire and movement (maneuver).
– Determines a suitable technique based on the effectiveness of the enemy’s fire and
available cover and concealment. The more effective the enemy’s fire, the lower the level of
movement. Because the team leader leads his team, he is able to make this assessment
firsthand. Other leaders must be sensitive to the team leader’s decision on movement.

CST Cadet Team Leader


– Ensure the team is in proper uniform with proper equipment for training.
– Lead and supervise up to 6 team members.
– Ensure that the team draws all necessary equipment and rations required for training.
– Personally prepare and inspect the team for all missions.
– Keep team accountability and report to the SL.
– Control movement of the team.
– Prepare and submit reports.

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NOTES

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CHAPTER 2 – RISK MANAGEMENT PROCESS

RISK MANAGEMENT PROCESS


(ATP 5-19, APR 14)

PRINCIPLES OF RISK MANAGEMENT

1. Risk management is the process of identifying, assessing, and controlling risks arising from
operational factors and making decisions that balance risk cost with mission benefits (JP 3-0).
The Army
uses risk management (RM) to help maintain combat power while ensuring mission
accomplishment in
current and future operations. RM applies to operations and to nonoperational activities.

Note. For more information on RM application to nonoperational activities, see DA Pam 385-30.

2. The Principles of RM are:


• Integrate RM into all phases of missions and operations.
• Make risk decisions at the appropriate level.
• Accept no unnecessary risk.
• Apply RM cyclically and continuously.
a. Integrate Risk Management Into All Phases of Missions and Operations - Army forces must
integrate RM throughout planning, preparation, execution, and assessment activities. Army units
should use RM for on- and off-duty activities. Commanders must emphasize RM in planning
processes; they must dedicate sufficient time and other resources to RM during planning to
ensure Army forces manage risk effectively throughout all phases of missions and operations.

b. Make Risk Decisions at the Appropriate Level - A risk decision is a commander, leader, or
individual’s determination to accept or not accept the risk(s) associated with an action he or she
will take or will direct others to take. RM is only effective when the specific information about
hazards and risks is passed to the appropriate level of command for a risk decision. Subordinates
must pass specific risk information up the chain of command. Conversely, the higher command
must provide subordinates making risk decisions or implementing controls with the established
risk tolerance—the level of risk the responsible commander is willing to accept. RM
application must be inclusive; those executing an operation and those directing it participate in
an integrated process.

c. Accept No Unnecessary Risk - An unnecessary risk is any risk that, if taken, will not
contribute meaningfully to mission accomplishment or will needlessly endanger lives or
resources. Army leaders accept only a level of risk in which the potential benefit outweighs the
potential loss. The process of weighing risks against opportunities and benefits helps to
maximize unit capability, save lives, and preserve resources. The appropriate level of command
makes prudent risk decisions after applying RM and weighing potential gain against potential
loss. Commanders need not be risk averse. Forces may undertake even high-risk endeavors when

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commanders determine that the sum of the benefits exceeds the sum of the costs. Commanders
establish the basis for prudent risk decisions through RM.

d. Apply Risk Management Cyclically and Continuously - RM is a cyclical and continuous


five-step process, applied across all Army operations (including training), individual and
collective day-to-day activities and events, and base operations functions. Soldiers use this
cyclical process (illustrated in figure 1-1) to identify and assess hazards; develop, choose,
implement, and supervise controls; and evaluate outcomes as conditions change.

e. Application Levels of Risk Management - Army leaders use judgment to manage risk based
on the situation. They approach RM at the appropriate application level, using a deliberate
approach or a real-time approach. The main factor that differentiates their approach is the
amount of time available for planning. A deliberate approach is more analytical but takes more
time; a real-time approach is more intuitive and tends to take less time. Regardless of the amount
of time available, Army forces manage risk throughout the operations process using the five
steps of RM.

(1) Deliberate Risk Management - Deliberate RM refers to situations in which ample time
is available to apply the five-step process as part of detailed planning for an operation. At this
level, experienced commanders, staff, Army leaders, and individuals apply RM steps and
principles analytically. Deliberate RM is most effective when done in a group. The joint
operation planning process illustrates ways to integrate RM into planning at the deliberate
application level (see JP 5-0 for more information on joint operation planning). Other examples
of deliberate RM include integrated planning of unit missions, tasks, or events; review of
standard operating, maintenance, or training procedures; recreational activities; and the
development of damage control and emergency response plans. The discussion in this chapter
emphasizes deliberate RM.

Figure 1-1. A cyclical, continuous process for managing risk

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(2) Real-Time Risk Management - Army forces plan for all anticipated risks, but during
execution, new risks can arise unexpectedly. Real-time RM refers to immediate management of
hazards as they occur, usually during execution of an operation or performance of a task. In time-
constrained conditions, intuitive decisionmaking tends to replace deliberate planning. Soldiers
may only have time for a quick mental or verbal assessment of the new or changing situation.
Real-time RM and deliberate RM have the same foundation. Leaders must master the principles
and steps of RM. They must practice applying them during planning and execution in time-
constrained situations so real-time RM becomes second nature.

3. Steps of Risk Management –

 Step 1–Identify the hazards.


 Step 2–Assess the hazards.
 Step 3–Develop controls and make risk decisions.
 Step 4–Implement controls.
 Step 5–Supervise and evaluate.

Figure 1-2. Assessment steps and management steps

a. Identify the Hazards - The mission variables—mission, enemy, terrain and weather, troops
and support available, time available, and civil considerations (METT-TC)—serve as a standard
format for identifying hazards, on- or off-duty. The factors of METT-TC are institutionalized in
the Army. They are part of the common knowledge imparted through the Army’s professional
military education and the civilian education system. Some other resources and tools support the
identification of hazards include—
– Experience and other experts.
– Regulations, manuals, standard operating procedures (SOPs), and policies.
– Accident data.
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– War-gaming what-if scenarios.
– Data from risk assessment matrixes.
– Readiness assessments.
– Cause and effect diagrams.
– Change analysis.
– Energy trace and barrier analysis.
– Logic diagrams.
– Mapping techniques.
– Training assessments.
– After action reviews (AARs).

b. Assess the Hazards - To assess hazards, RM practitioners consider how identified hazards
(conditions) could lead to harmful events and how those events would affect operations. They
envision the potential for the events and their predictable effects. Risk levels reflect a
combination of the probability of occurrence and the severity of the adverse impact. In the
context of RM, probability is the likelihood an event will occur; it is assessed as frequent,
likely, occasional, seldom, or unlikely. In the context of RM, severity is the expected
consequences of an event in terms of injury, property damage, or other mission-impairing
factors; it is assessed as catastrophic, critical, moderate, or negligible. A risk level is a type
of score that assesses the odds (probability) of something going wrong and the effect (severity)
of the incident when it occurs.

(1) Risk Levels - Planners assess hazards (the conditions and the events that could result)—
and assign associated risk levels—during mission analysis; course of action (COA) development;
COA analysis; and orders production, dissemination, and transition steps of the MDMP.
Commanders and staff must consider aspects directly or indirectly related to the mission that
could affect risk during operations. The result of this assessment is an initial estimate of a risk
level for each identified hazard, expressed as—
 Extremely high (EH).
 High (H).
 Medium (M).
 Low (L).

(a) Planners determine the level of risk by using the risk assessment matrix (illustrated
below).

(b) Planners apply three sub-steps in step 2, using the risk assessment matrix

– Estimate the probability of a harmful event or occurrence from a hazard.


– Estimate the expected severity of an event or occurrence.
– Determine the level of risk for the estimated probability and severity.

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Risk assessment matrix
Probability (expected frequency)
Frequent: Likely: Occasional: Seldom: Unlikely:
Risk Assessment Matrix continuous, Several or Sporadic or Infrequent Possible
rugular, or numerous intermittent occurrences occurrences
inevitable occurrences occurrences but
occurrences improbable
Severity (expected
A B C D E
consequence)
Catastrophic:
Mission failure,
unit readiness
I EH EH H H M
eliminated, death,
unacceptable loss
or damage
Critical:
Significantly
degraded unit
readiness or
II EH H H M L
mission capability,
severe injury,
illness, loss or
damage
Moderate:
Somewhat
degraded unit
readiness or
III H M M L L
mission capability,
minor injury,
illness, loss or
damage
Negligible: Little
or no impact to unit
readiness or
IV M L L L L
mission capability,
minimal injury,
loss or damage
Legend: EH -Extremely High Risk, H - High Risk, M - Medium Risk, L - Low Risk

(2) Sub-step 1 – Estimate the Probability of an Occurrence - Probability is an estimate,


based on the information known about the hazard and on the hazard-related occurrences

2-5
experienced by others in similar situations. The RM practitioner estimates the probability levels
of harmful events occurring for each hazard, taking into account all relevant factors including the
mission, scheme of maneuver, and frequency of similar occurrences. Probability estimates take
into account the current situation and previous similar situations. For the purpose of RM, the five
levels of probability are –
 Frequent (A).
 Likely (B).
 Occasional (C).
 Seldom (D).
 Unlikely (E).

(3) Sub-step 2 – Estimate the Expected Severity of an Occurrence - A severity level is a


prediction of the effects of a harmful event on combat power, mission capability, or readiness.
The severity level does not consider probability; severity is an estimate of the loss that would
follow the envisioned event. The RM practitioner estimates the level of severity for each
anticipated occurrence based on knowledge of the results of similar past occurrences. For the
purpose of RM, severity is assessed at one of four levels:
 Catastrophic (I) - Severity is estimated as catastrophic when consequences of an
event, if it occurs, are expected to include death, unacceptable loss or damage, mission failure, or
the loss of unit readiness.
 Critical (II) - Severity is estimated as critical if the consequences of an event, if it
occurs, are expected to include severe injury, illness, loss, or damage; significantly degraded unit
readiness; or significantly degraded mission capability.
 Moderate (III) - Severity is estimated as moderate if the consequences of an event, if
it occurs, are expected to include minor injury, illness, loss, or damage; degraded unit readiness;
or degraded mission capability.
 Negligible (IV) - Severity is estimated as negligible if the consequences of an event
are expected to include minimal injury, loss, or damage; little or no impact to unit readiness; or
little or no impact to mission capability. (Table 1-2 summarizes examples of catastrophic,
critical, moderate, and negligible severity.)

Levels of severity and examples of consequences


Level Sample Consequences
• Complete mission failure or the loss of ability to accomplish a
mission.
• Death or permanent total disability.
I Catastrophic • Loss of major or mission-critical systems or equipment.
• Major property or facility damage.
• Severe environmental damage.
• Unacceptable collateral damage.
• Significantly degraded mission capability or unit readiness.
• Permanent partial disability or hospitalization of at least 3 personnel.
II Critical
• Extensive major damage to equipment or systems.
• Significant damage to property or the environment.

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• Significant collateral damage.
• Degraded mission capability or unit readiness.
III Moderate • Minor damage to equipment or systems, property, or the environment.
• Lost days due to injury or illness.
• Minimal injury or damage.
• Little or no impact to mission or unit readiness.
IV Negligible
• First aid or minor medical treatment.
• Little or no property or environmental damage.

(4) Substep 3 – Determine Level of Risk - After identifying and analyzing hazards, RM
practitioners determine the level of risk for each hazard. Using the standard risk assessment
matrix, practitioners assess the level of risk as extremely high, high, medium, or low. To make
this determination, they combine probability and severity levels estimated for each hazard. The
vertical axis on the left side of the risk assessment matrix (table 1-1) shows severity, with the
Roman numerals I through IV representing severity levels. The horizontal axis across the top of
the matrix shows probability, with the capital letters A through E representing probability levels.
Where each Roman numeral and capital letter intersects, the combination correlates with one of
the four levels of risk. The level of risk is not an absolute measure of the relative danger of a
given operation, activity, or event. Moreover, considerations for determining the initial level of
risk include effects beyond the immediate situation. The assessment of a level of risk in step 2 is
an initial assessment; practitioners will revise the level of risk when they complete step 3.

 Extremely High Risk - Extremely high risk refers to expected loss of ability to
accomplish the mission if exposure occurs during operations. A determination of extremely high
risk (sometimes recorded as EH) results from three possible combinations of probability and
severity. The first combination assessed as extremely high risk is a probability estimate of
frequent for an envisioned event that would have catastrophic consequences in terms of severity
(IA). The next involves a probability estimate of likely for an event that would have catastrophic
consequences (IB). The third combination is a probability estimate of frequent for an event
expected to be of critical severity (IIA). For an assessment of extremely high risk, the
consequences could extend beyond the current operation. When a risk is assessed as extremely
high, practitioners carefully weigh the decision to continue against the potential gain from
continuing the COA.

 High Risk - High risk refers to significant degradation of mission capabilities in


terms of the necessary standard, inability to accomplish all parts of the mission, or inability to
complete the mission to standard if exposure occurs during operations. A determination of high
risk (sometimes recorded as H) results from five possible combinations of probability and
severity. The first two combinations assessed as high risk involve envisioned events for which
the severity of the consequences would be catastrophic, and probability is estimated to be
occasional (IC) or seldom (ID). The next two combinations involve events for which severity
would be critical, and probability is estimated to be likely (IIB) or occasional (IIC). The final
combination involves events expected to have moderately severe consequences, with a
probability estimate of frequent (IIIA). An assessment of high risk implies that serious
consequences will follow a hazardous event, if it occurs. Commanders carefully weigh the risk
against the potential gain of the COA.

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 Medium Risk - Medium risk refers to the expectation of degraded mission
capabilities in terms of the necessary standard and reduced mission capability if exposure occurs
during operations. A determination of medium risk (sometimes recorded as M) results from five
possible combinations of probability and severity. The first combination assessed as medium risk
involves a probability estimate of unlikely for an event expected to have catastrophic
consequences (IE). The second is a probability estimate of seldom for an event expected to have
consequences of critical severity (IID). Additional combinations assessed as medium risk involve
the expectation of moderately severe consequences for events with probability estimates of likely
(IIIB) or occasional (IIIC). Finally, an event that would cause negligible loss with a probability
estimate of frequent (IVA) is assessed as medium risk.

 Low Risk - Low risk refers to expected losses that would have little or no impact
on accomplishing the mission. A determination of low risk (sometimes recorded as L) results
from seven possible combinations of probability and severity. The first combination assessed as
low risk involves a probability estimate of unlikely for an event that would have consequences of
critical severity (IIE). The next combinations are events expected to have consequences of
moderate severity, with probability estimates of seldom (IIID) or unlikely (IIIE). Finally, events
expected to have consequences of negligible severity, with probability estimates of likely or
below (IVB, IVC, IVD, or IVE), are assessed as low risk. Either the event that would cause
injury, damage, or illness is not expected, or losses would be minor and would have no long-term
effect.

c. Develop Controls and Make Risk Decisions

(1) After assessing each hazard, Army leaders or individuals develop one or more controls
that either eliminate the hazard or reduce the risk (probability and severity of loss) from a
harmful occurrence. In developing controls, Army leaders must consider the reason for the
hazard, not just the hazard in isolation. Controls can take many forms but normally fall into one
of three categories:
• Educational controls.
• Physical controls.
• Hazard elimination controls.

(2) Effective controls meet the eight criteria of effectiveness (see descriptions in table 1-3)
• Feasibility.
• Acceptability.
• Suitability.
• Support.
• Explicitness.
• Standards.
• Training.
• Leadership.
• The individual

Table 1-3. Criteria for effective controls

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Criteria Descriptions
Feasibility The unit has the capability to implement the control.
Acceptability The benefit gained by implementing the control justifies the cost in resources
and time. The assessment of acceptability is largely subjective. Past experience,
the commander’s guidance, or other external restrictions influence the
assessment.
Suitability The control removes the hazard or mitigates (reduces) the residual risk to an
acceptable level (determined by the responsible individual).
Support Adequate personnel, equipment, supplies, and facilities necessary to implement
the control are available.
Explicitness The control clearly specifies who, what, where, when, why, and how each
control will be used.
Standards Guidance and procedures for implementing the control are clear, practical, and
specific.
Training Knowledge and skills of personnel are adequate to implement the control.
Leadership Army leaders are ready, willing, and able to enforce standards necessary to
implement
the control.
The Individual Individual personnel are sufficiently self-disciplined and capable of
implementing the
control.

(3) Examples of Controls - Whether conducting deliberate or hasty risk assessment, RM


practitioners identify all essential aspects of controls precisely—including who, what, when,
where, and how. Table 1-4 shows examples of preliminary documentation identifying who, what,
when, where, and how for sample hazards and controls. RM practitioners completing DD Form
2977 must, at a minimum, document the what, who, and how aspects on the form.

Table 1-4. Examples of hazards and controls


Hazard Control
Who: Supervisors, Army leaders, drivers, operators.
What: Ensure loads are secured in accordance with
loads plans and applicable manuals or publications.
Unsecured or unstable loads Where: In the assembly area.
When: Before vehicle is allowed to leave.
How: Emphasize cargo center of gravity, ammunition,
and pyrotechnics.
Who: Supervisors, Army leaders, drivers, operators.
What: Inspect and correct unsafe conditions.
Where: In the assembly area.
Unsecured hatches or ramps
When: Before executing operations (during
preparation).
How: Secure with locking pin or latch devices.
Unsecured crew and passengers Who: Supervisors, Army leaders, drivers, operators.
exposed during operations on rough What: Position is no higher than nametag defilade
terrain (tracked vehicles) unless engaging targets; all persons wear seatbelts or

2-9
harnesses as appropriate; equipment is stowed and
secured according to load plans.
Where: In the assembly area or motor park.
When: Before and during operations (preparation and
execution).
How: Spot-check vehicles and crews
Who: Supervisors, Army leaders, drivers, operators.
What: Establish and enforce standards; train vehicle
operators to pass other vehicles only at safe places and
times while considering road visibility and traffic
conditions.
Improper passing Where: In assembly areas and vehicle staging lanes.
When: Train operators and drivers before licensing;
brief operators and drivers during preparation (before
execution).
How: Verify training and licensing of drivers and
operators; enforce standards.
Who: Supervisors, Army leaders, drivers, operators.
What: Establish and enforce standards for operation of
vehicles in congested areas (bivouac sites, forward
operating bases, maintenance areas, assembly areas and
battle positions).
Where: Assembly areas, motor parks.
Improper ground guiding
When: Before licensing drivers and operators; before
deployments or exercises.
How: Require use of ground guides while operating in
limited visibility, backing vehicles, moving vehicles in
bivouac, and conducting maintenance; and during
assembly and battle postions.

(4) Residual Level of Risk - After RM practitioners identify effective controls, they return
to the risk assessment matrix (see table 1-1) to determine the residual level of risk for each
hazard and the overall residual risk for the operation. They should continue analyzing the
hazards and proposing options to reduce or eliminate them until they have identified the most
effective controls (see criteria in table 1-3). The appropriate level of command must approve the
mission, making a final risk decision based on the residual level of risk. Planners should sort
hazards and controls under consideration according to residual risk, placing the highest-risk
hazards first. This allows decision makers at the appropriate level of command to identify the
highest-risk hazards easily. Decision makers should keep in mind that the residual level of risk is
valid (true) only if forces implement the controls.

(5) Make Risk Decisions - The purpose of RM is to provide a basis for individuals and
leaders to make sound and informed risk decisions. To make those decisions, they must know the
established risk tolerance and the potential gain. Ultimately, commanders are responsible for
determining the risk tolerance within the command and for making risk decisions for operations,
missions, or tasks. The appropriate level of command or leadership must make risk decisions

2-10
about specific hazards and controls, consistent with the risk tolerance guidance. Decision makers
must balance risk against expected gains. When Soldiers are off-duty, a risk decision may be a
personal one. Individuals use RM to evaluate hazards, mitigate risks, and weigh costs versus
benefits of an action both on- and off-duty. (For further guidance on the appropriate risk
acceptance authority and nonoperational RM integration, see DA Pam 385-30. In addition,
Soldiers should consult local regulations, SOPs, or other command policy.)

d. Implement Controls - Soldiers normally implement controls during the preparation


activities of the operations process. Army leaders establish how the controls will be implemented
and who will manage them. They ensure selected controls are translated into briefings and
curricula and then integrated with training. They direct trainers to develop practical training
solutions. They ensure units receive safety equipment and instructions on its use. Army leaders
ensure subordinates fully understand and implement the controls. They ensure the implemented
controls are maintained to standard. Examples of ways to disseminate guidance and ensure
implementation of controls include—
 Overlays and graphics.
 Drills for vehicle and aircraft silhouette identification.
 Rehearsals and battle drills.
 Refresher training on intensive threat and friendly vehicle identification for all anti-
armor and air defense weapons crews.
 Installation and maintenance of communications links for key civilian organizations.
 Operation of convoys with a prescribed minimum number of vehicles.
 Provisions to carry weapons and wear body armor and helmets when outside secure
compounds.
 Accident awareness, safety briefings, and warnings.

e. Supervise and Evaluate - Primarily, step 5 involves ensuring that controls are implemented
and performed to standard. RM practitioners apply this step to validate that selected controls
support achieving the end state. They identify weaknesses of controls and make changes or
adjustments based on performance or changing situations, conditions, or events. However,
supervision and evaluation are not limited to controls. Like other steps of RM, supervision and
evaluation must occur throughout all phases of any operation or activity. RM practitioners
supervise and evaluate all aspects of RM continuously.

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Notes

2-12
CHAPTER 3 MISSION COMMAND
SECTION I: MISSION COMMAND INTRODUCTION

1. Mission Command is the exercise of authority and direction by the commander using
mission orders to enable disciplined initiative within the commander’s intent to empower agile
and adaptive leaders in the conduct of unified land operations.

a. Mission Command is exercised by Army commanders; it blends the art of command


and the science of control while integrating the war fighting functions to conduct the tasks of
decisive action. Mission command has six fundamental principles:

 Build cohesive teams through mutual trust.


 Create shared understanding.
 Provide a clear commander’s intent.
 Exercise disciplined initiative.
 Use mission orders.
 Accept prudent risk.

b. The exercise of mission command is based on mutual trust, shared understanding, and
purpose. Commanders understand that some decisions must be made quickly at the point of
action. Therefore, they concentrate on the objectives of an operation, not how to achieve it.
Commanders provide subordinates with their intent, the purpose of the operation, the key tasks,
the desired end state, and resources. Subordinates then exercise disciplined initiative to respond
to unanticipated problems. Every Soldier must be prepared to assume responsibility, maintain
unity of effort, take prudent action, and act resourcefully within the commander’s intent. Mutual
trust is shared confidence among commanders, subordinates, and partners.

c. Effective commanders build cohesive teams in an environment of mutual trust. There are
few shortcuts to gaining the trust of others. Trust takes time and must be earned. Commanders
earn trust by upholding the Army values and exercising leadership, consistent with the Army’s
leadership principles.

2. Unified Land Operations is the Army’s operational concept. This concept is based on the
central idea that Army units seize, retain, and exploit the initiative to gain a position of relative
advantage over the enemy. This is accomplished through decisive action—the simultaneous
combination of offensive, defensive, and stability operations (or defense support of civil
authorities) that set the conditions for favorable conflict resolution.

3-1
The Exercise of Mission Command

3-2
SECTION II – TROOP LEADING PROCEDURES
(FM 6-0 MAY14)

Troop leading procedures provide small-unit leaders with a framework for planning and
preparing for operations. Leaders of company and smaller units use troop leading procedures to
develop plans and orders. This chapter describes the eight steps of troop leading procedures and
their relationship to the military decision making process (MDMP). While this chapter explains
troop leading procedures from a ground-maneuver perspective, it applies to all types of small
units.

TROOP LEADING PROCEDURES


1. Receive the Mission
a. Give confirmation brief to higher CDR.
(1) Brief the higher CDR’s intent, mission, the Concept of the Operation (COO), and
assigned tasks.
(2) Obtain clarification on any portions of plan
b. Perform Initial assessment of situation and allocate time available for planning and
prep (METT-TC)
2. Issue a Warning Order
a. Contains as much detail as possible.
b. Follows the 5-para OPORD format.
c. Initial WARNORD normally includes: mission; time and place for issuing OPORD;
elements participating in the operation; specific tasks not addressed in SOPs;
timeline.
3. Make a Tentative Plan. Conduct Mission Analysis following the METT-TC format:
 Mission- Analyze highers’ missions/intent, COO, Tasks/your mission, Constraints.
 Enemy- Analyze enemy situation. (composition, disposition, strengths, Course of
Action (COA)s).
 Terrain and Weather. Analyze military aspects of terrain and weather:
– Terrain:
 Observation and Fields of Fire
 Avenues of Approach
 Key Terrain
 Obstacles
 Cover and Concealment
– Weather:
 Visibility
 Winds
 Precipitation
 Cloud cover
 Temperature/humidity
 Troops Available. Determine combat potential.

3-3
 Time Available- Analyze avail. time through mission accomplishment. Monitor,
assess, and update throughout.
 Civil considerations- Analyze ASCOPE: areas, structures, capabilities, organizations,
people, and events. How may these affect your mission?
4. Initiate Movement
5. Conduct Reconnaissance
a. Personally observe the AO if possible
b. Minimum action is a thorough map/aerial imagery recon
6. Complete the Plan
a. Incorporate results of recon into OPORD
b. Prepare overlays, refine IDF target list, coordinate sustainment with signal
requirements, update tentative plan.
c. At lower levels, may entail only confirming/updating info in tentative plan.
d. If time allows, make final coordination with adjacent units and Higher HQ prior to
issuing the order.
7. Issue the Operation Order
a. Small-unit orders normally issued verbally and supplemented by graphics
b. Follows the standard 5-paragraph OPORD format
c. Typically, leaders below company level do not issue a commander’s intent. They
reiterate the intent of their higher and next higher commanders
d. Issued ideally with a view of the Obj. If not feasible, use sand table, detailed sketch,
maps, and other products to depict the AO and situation.
8. Supervise and Refine
a. Throughout TLP, monitor mission prep., refine plan, coordination with adjacent units,
supervise and assess preparation.
b. Conduct Confirmation brief with subordinates. Ensure subordinates know the
mission, the commander’s intent, the concept of the operation, and their assigned
tasks
c. Crucial component is Rehearsals. (NOTE: Security must be maintained during
rehearsals.)
(1) Leaders conduct rehearsals to:
– Practice essential tasks
– Identify weaknesses or problems in the plan
– Coordinate. subordinate element actions
– Improve soldier understanding of the COO
– Foster confidence among Soldiers
(2) Rehearsal Types [Chap 12, FM 6-0]
– Back-brief (Given to Cdr after subordinates given time to complete plan)
– Combined arms
– Support

3-4
– Battle drill or SOP (Most common for PLTs, SQDs, Sections)
(3) Rehearsal Techniques:
– Full-Dress (preferred if time permits)
– Reduced Force (key leaders)
– Terrain Model
– Sketch Map
– Map
– Network
(4) The leader should establish a priority for rehearsals based on available time. The
priority of rehearsals flows from the decisive point of the operation. Thus the
order of precedence is:
– Actions on the objective
– Actions on enemy contact
– Special teams
– Movement techniques
– Others as required
d. Inspect personnel and equipment.
(1) SLs should conduct initial inspections shortly after receipt of the WARNORD
(2) A leader (TL/APL/PSG) should conduct spot checks throughout the preparation
(3) The unit leader(s) (SL/ PL/APL/PSG) conduct final inspections
(4) Inspections should include:
(5) Weapons and ammunition
(6) Uniforms and Equipment
(7) Mission-essential equipment
(8) Soldier understands the mission and their specific responsibilities
(9) Communications
(10) Rations and water
(11) Camouflage
(12) Deficiencies noted during earlier inspections

3-5
SECTION III – ORDERS
(ATTP 5-0.1 SEP11)

Commanders direct operations and communicate their vision, commander’s intent, and decisions
through plans and orders. Effective plans and orders clearly describe how the commander intends
to combine offensive, defensive, and stability or civil support operations throughout the conduct
of operations. They synchronize subordinate activities in time, space, and purpose to achieve
objectives and accomplish missions. Plans and orders not only direct subordinate units but
provide information to facilitate coordination among organizations outside the command.
Effective plans and orders account for those joint, interagency, intergovernmental, multinational,
and host-nation organizations involved in the operation.

Effective plans and orders encourage subordinate’s initiative by providing the “what” and “why”
of tasks to subordinate units, and leave the “how” to perform the tasks to subordinates. To
maintain clarity and simplicity, the base plan or order is kept as short and concise as possible.
Detailed information and instructions are addressed in annexes as required.

1. ORDERS GROUP
a. Platoon Orders – at a minimum, the following individuals will attend platoon orders:
(1) Platoon leader
(2) Platoon sergeant
(3) Squad leaders
(4) Platoon Forward Observer (FO)
(5) PLT Medic
(6) Attachment leaders
b. Squad Orders – at a minimum, the following individuals will attend squad orders:
(1) Squad leader
(2) Team leaders
2. ORDERS FORMATS
a. Warning Order (WARNORD)
(1) Contains as much detail as possible.
(2) Follows the 5-para OPORD format.
(3) Initial WARNORD normally includes: mission; time and place for issuing
OPORD; elements participating in the operation; specific tasks not addressed in SOPs; timeline.
b. Fragmentary Order (FRAGORD) - Include all five OPORD paragraph headings and
differ from OPORDs only in the degree of detail provided.
c. Operation Orders (OPORD) – The following are adjusted OPORD formats to
accommodate the CST training environment.
(1) Situation
(2) Mission
(3) Execution
– Commander’s Intent
– Concept of Operation
3-6
– Scheme of Movement and Maneuver
– Scheme of Fires
– Tasks to Subordinate Units
(4) Sustainment
(5) Command and Signal
d. Performance Steps
3. Develop the SITUATION paragraph.
a. Weather and light data.
(1) Light conditions:
– Begin morning nautical twilight (BMNT).
– Sunrise.
– Sunset.
– End evening nautical twilight (EENT).
– Moonrise.
– Moonset.
– Percent of illumination.
(2) Weather forecast for the operation.
(3) Effects of the weather and light conditions on the operation.
(a) Trafficability.
(b) Visibility.
(c) Effect on the lasers and the thermals.
b. Terrain.
(1) Obstacles, hills, valleys, road types and conditions, streams, rivers, bridges, and
built-up areas.
(2) Avenues of approach.
(a) Size of unit that can be supported.
(b) Start and end point.
(c) Objective.
(3) Key terrain (discuss how friendly and / or threat forces may attempt to use it to
their advantage).
(4) Observation and fields of fire.
(5) Cover and concealment.
(6) Engagement areas (EA).
(7) Overall effect of terrain on the operation
g. Enemy forces.

Note: In this subparagraph, it should be noted that there will be groups or individuals in
the area of operations (AO) that present a threat or may be hostile to friendly forces, but
are not included as the enemy. Criminal gangs, religious factions, desperate refugees, or
those inhabitants upset with the local situation, present circumstances that will complicate
operations, but do not warrant the same response as enemy combatants.

3-7
(1) Identification.
(2) Activity.
(3) Location.
(4) Disposition.
(5) Strength.
(6) Composition, to include type and capabilities of equipment.
(7) Other threat information critical to the upcoming operation, to include:
(a) Chemical, nuclear, field artillery, and obstacle capabilities.
(b) Air defense artillery (ADA).
(c) Aviation, including helicopters.
(d) Electronic warfare.
(8) Most probable threat courses of action (COA).
(9) Most dangerous threat COA.
h. Friendly forces
(1) Mission of higher headquarters (company team / troop) including commander’s
intent and scheme of maneuver.
(2) Combat Identification (CID) equipment or procedures / mission of adjacent units
(left, right, front, rear)
(3) ID - mission of reserves in higher headquarters.
(4) ID - mission of supporting units with a direct support (DS) / reinforcing (R) role
to higher headquarters (field artillery, engineer, ADA).
(5) Which higher headquarters element has priority of fires.
(6) Close air support (CAS) allocated to higher headquarters, including number of
sorties available.
i. Attachments and detachments to the platoon and higher
4. Develop the MISSION paragraph
Note: This is the WHO, WHAT, WHEN, WHERE, and WHY which states essential task(s) to be
accomplished by the entire unit, to include on-order missions, and clearly defines the platoon’s
objective.
5. Develop the EXECUTION paragraph
a. Commander’s intent
b. Concept of the operation; the sequence of subparagraphs is:
Note: The concept statement further explains and expands on your (and / or the commander's)
intent, particularly his vision of HOW he will conduct the operation and WHO he will assign to
execute it.
(1) Scheme of maneuver.
(2) Fires, as follows:
(a) Purpose for field artillery and mortar fires or aviation fires (how fires will be
used to support the maneuver).
(b) Priority of fires within the unit.

3-8
(c) Allocation of final protective fires (FPF).
(d) Preparation starting time and duration of fires.
(e) Triggers (trigger line / point or event).
(f) Description of threat fires in the AO.
(g) Special fire allocation / use (smoke, illumination, and CAS.
(h) Restrictions.
(3) Engineer support (obstacles, mines, and fortifications), as follows:
(a) Priority of engineer effort (mobility, counter-mobility, survivability).
(b) Priority of engineer support.
(c) Obstacle overlay and obstacle list.
(d) Logistical constraints.
(e) On-order missions.
c. Specific instructions.
d. Coordinating instructions, as follows:
(1) Time schedule for critical events, including:
(a) Rehearsals confirmation briefing (back briefs).
(b) Pre-combat inspection.
(c) First movement.
(d) Arrival of any attachments / detachments.
(e) Bore sighting.
(2) Movement instructions.
(3) Passage of lines, including:
(a) Contact points.
(b) Passage points.
(c) Lanes, to include identification / markings.
(4) Actions at danger areas.
(5) Actions on expected contact.
(6) Rally points.
(7) Rules of engagement (ROE) / rules of interaction (ROI).
(8) Intelligence requirements, to include priority intelligence requirements (PIR).
(9) Air defense warning and weapons control status.
(10) Mission-oriented protective posture (MOPP) level and operational exposure
guidance (OEG) data.
(11) Be-prepared tasks or other general information not provided in concept of the
operation or specific instructions.
4. Develop the SUSTAINMENT paragraph.
a. Location and movement plan of the company / troop trains (initial and subsequent
grids).
b. Material and services.
(1) Supply.

3-9
(a) Priorities of supply.
(b) Resupply points and pre-stock sites.
(c) Ration cycle.
(d) Location of task force trains.
(2) Transportation.
(a) Supply routes.
(b) Logistics release points (LRP).
(c) Priorities established on the main supply route (MSR).
(3) Services: handling of killed in action (KIA).
(4) Maintenance.
(a) Maintenance procedures.
(b) Vehicle evacuation.
(c) Task force unit maintenance collection point (UMCP) location.
c. Medical evacuation and treatment.
(1) Location of company / troop medics.
(2) Location of battalion / squadron aid station.
(3) Procedures for treatment and evacuation of wounded.
(4) Aero medical evacuation information.
(5) Location of the ambulance exchange points.
(6) Handling of contaminated wounded.
d. Personnel.
(1) Handling and disposition instructions for enemy prisoners of war (EPW).
(2) EPW guard instructions.
(3) Location of EPW collection point.
(4) Instructions for ROI.
(5) Number of expected replacements.
(6) Cross-leveling procedures.
e. Miscellaneous.
5. Develop the COMMAND AND SIGNAL paragraph.
a. Command.
a. Location of:
(a) Phase line (PL) during the operation.
(b) Commander.
(c) Executive officer (XO).
(d) Tactical operations center (TOC).
(e) Tactical command post (TAC CP).
b. Succession of command.
b. Control - Command Posts Describe the employment of command posts (CPs),
including the location of each CP and its time of opening and closing, as appropriate. State the

3-10
primary controlling CP for specific tasks or phases of the operation (for example, “The division
tactical command post will control the air assault”)
c. Signal.
(1) Signal operating instructions (SOI) index and edition in effect.
(a) Key frequencies.
(b) Key call signs.
(c) Current item number identifier.
(2) Appropriate fills, time, and change over data.
(3) Listening silence instructions.
(4) Challenge and password.
(5) Special signals, to include use of pyrotechnics.
(6) Code words.

3-11
NOTES

3-12
CHAPTER 4 – OPERATIONS

SECTION I - REPORTS

1. SALUTE -
a. Size
b. Activity
c. Location
d. Unit/Uniform
e. Time
f. Equipment

2. SITREP - (situation report) given IAW OPORD

3. Spot Reports (FM 6-99 AUG13) - normally, team leaders gives an Ammunition, Casualty,
Equipment (ACE) report (a common spot report) to the squad leader and the squad leaders give
them to the platoon sergeant after contact with the enemy.
a. Ammunition (GREEN, AMBER, BLACK)
b. Casualty (UP or # OF CASUALTIES)
c. Equipment (UP or NAME OF MISSING EQUIPMENT)

4. Logistics - team leaders and squad leaders report twice daily up the chain of command.

5. Sensitive item - status reported by team leaders and squad leaders up the chain of command
twice daily.

6. Personnel status - team leaders and squad leaders report twice daily. Normally, reports are
given at stand-to and before nightfall.

UNEXPLODED ORDNANCE/IED 9 LINE REPORT


(FM 3-21.10 Pgs G-13, G-14 JUL06)

Many areas, especially previous battlefields, might be littered with a wide variety of sensitive
and deadly Un-exploded Ordnance (UXO). Soldiers need to follow these precautions on
discovering a suspected UXO:
1. Do not move toward the UXO. Some types of ordnance have a magnetic or motion-
sensitive fuse.
2. Never approach or pick up UXO even if identification is impossible from a distance.
Observe the UXO with binoculars if available.
3. Send a UXO report to higher HQ. Use radios at least 100 meters away from the ordnance.
Some UXO fuses might be set off by radio transmissions.
a. DTG: Date and time UXO was discovered.
b. Reporting Unit or Activity, and UXO Location: Grid coordinates.
c. Contact Method: How EOD team can contact the reporting unit.
d. Discovering Unit POC: phone number and unit frequency or call sign.

4-1
e. Type of UXO: Dropped, projected, thrown, or placed, and number of items
discovered.
f. Hazards Caused by UXO: Report the nature of perceived threats such as a
possible chemical threat or a limitation of travel over key routes.
g. Resources Threatened: Report any equipment, facilities, or other assets
threatened by the UXO.
h. Impact on Mission: Your current situation and how the UXO affects your status.
i. Protective Measures: Describe what you have done to protect personnel and
equipment such as marking the area and informing local civilians.
4. Mark the area with mine tape or other obvious material at a distance from the UXO to
warn others of the danger. Proper markings will also help Explosive Ordnance Disposal (EOD)
personnel find the hazard in response to the UXO report.
5. Evacuate the area while carefully scanning for other hazards.
6. Take protective measures to reduce the hazard to personnel and equipment. Notify local
people in the area.

SECTION II – FIRE CONTROL AND DISTRIBUTION


1. Fire control measures Fire control measures are the means by which the company
commander or subordinate leaders control direct fires. Helps the unit acquires the enemy, focus
fires, distribute the effects, and prevent fratricide.

2. Engagement Techniques – Effects-oriented direct-fire distribution measures.


a. Point Fire
b. Area Fire
c. Volley Fire
d. Alternating Fire
e. Sequential Fire
f. Observed Fire
g. Time of Suppression
h. Reconnaissance by Fire
3. Fire Commands – Oral orders issued by leader to focus and distribute fires as required in
order to achieve desired effects. The elements of a Fire Command include:
a. Alert. The leader designates which weapon(s) is to fire by weapon type, Soldier’s
position, or Soldier’s name. (Ex: GUIDONS (all subordinate elements), RED (1st Plt only))
b. Weapon or Ammunition (Optional). Identifies weapon or ammunition to be employed.
May designate type or number of rounds to limit ammo expenditure. (Ex: JAVELIN,
MACHINE GUN)

4-2
c. Target Description. The leader identifies the target. For multiple targets, he also tells
which target to engage first. (Ex: TROOPS IN TRENCH, BUNKER, PCs)
d. Orientation. Identifies location or vicinity of target.(Ex: Target Reference Point
(TRP)13, ONE O’CLOCK, LEFT FRONT, ON MY TRACER)
e. Range (Optional). Distance to target.
f. Control (Optional). Used to direct desired target effects, distribution methods, or
engagement techniques. (Ex: JAVELIN ENGAGE VEHICLE, MACHINE GUNS ENGAGE
TROOPS)
g. Execution (Time). Specifies when direct fires should be initiated. (Ex: FIRE, AT MY
COMMAND, AT YOUR COMMAND, AT PHASE LINE ORANGE)

SECTION III – WEAPONS


1. Basic Safety:
a. Weapons on safe until target is identified and acquired
b. Muzzle Awareness
c. Finger outside of trigger well until sights are on the target
d. Every weapon is ALWAYS treated as loaded

2. Weapons Readiness
a. GREEN:
– Weapon on Safe
– Empty Magazine inserted in weapon
– Bolt forward, ejection port cover closed
b. AMBER:
– Weapon on Safe
– Magazine with ammunition inserted in weapon
– Bolt forward, NO round in chamber, ejection port cover closed.
c. RED:
– Weapon on safe
– Magazine with ammunition inserted in weapon
– Round chambered, ejection port cover closed.
3. Clearing the M16/A1, M16/A2, or M4 Rifle -
a. Point the weapon in a safe direction. Place the selector lever on safe.
b. Remove the magazine
c. Lock the bolt to the rear
d. Inspect the chamber and receiver areas for ammunition
e. With the selector switch on safe, allow the bolt to go forward.

INFANTRY PLATOON WEAPONS GUIDE (FM 3-21.8 Pgs 2-5, 2-8, App A MAR07)

1. TYPES OF INFANTRY PLATOON WEAPONS – There are five types: small arms;
machine guns; grenade launchers; shoulder-launched munitions (SLM) i.e. AT4 / Close Combat
Missile System (CCMS) i.e. Javelin; and mortars.

4-3
Small Machine Grenade
SLM/CCMS Mortars
Arms Gun Launcher
Indirect
Lay Direct fire Direct fire Direct fire Direct fire
fire
Ammunition Penetration Penetration HE Penetration/ HE WP
HE ILLUM
Trajectory Low Low High Low High
trajectory trajectory trajectory trajectory trajectory
Point or Area Point target Point target Area
Point and Point and
Enemy target
area target area target
Target
Organic M4 M249 MG M203 AT4 Organic to
Infantry Unit M240 MG SMAW-D company/
Weapons M72 Javelin battalion

2. FIRE TEAM WEAPONS – The rate of fire is the number of rounds fired in a minute by a
particular weapon system. The leader dictates the rate of fire for each weapon system under his
control. There are two factors that contribute to leader decisions about rates of fire: achieving fire
superiority; and ammunition constraints.

a. RIFLE - Rifleman and Infantry leaders are currently armed with the M4 rifle. The M4
rifle is a direct fire weapon that fires ball and tracer 5.56-mm ammunition. The rifleman’s
primary role is to kill the enemy with precision fire. In this capacity, the rate of fire for the M4
rifle is not based on how fast the Soldier can pull the trigger. Rather, it is based on how fast the
Soldier can accurately acquire and engage the enemy. The second role of the rifleman is to
engage likely or suspected enemy targets with suppressive fire.

b. M249 MACHINE GUN - The automatic rifleman is currently armed with an M249
machine gun. The M249 is a direct-fire, low trajectory weapon that is primarily used to fire ball
tracer 5.56-mm ammunition linked at area targets. The M249 also has the ability to fire unlinked
5.56-mm ammunition in 30-round magazines, but reliability is greatly reduced. Firing with a
magazine should be limited to emergency situations.

c. M240B MACHINE GUN - Two medium machine guns and crews are found in the
Infantry platoon’s weapons squad. Machine gunners are a self-contained support by fire element
or with a rifle squad to provide long range, accurate, sustained fires against enemy Infantry and
apertures in fortifications, buildings, and lightly-armored vehicles. Machine gunners also provide
a high volume of short-range fire in self defense against aircraft. The M240B fires 7.62-mm
ammunition.

d. SHOULDER-LAUNCHED MUNITIONS - Shoulder-launched munitions (SLM) are


lightweight, self-contained, single-shot, disposable weapons that consist of unguided free flight,
fin-stabilized, rocket-type cartridges packed in launchers. SLM provide the Soldier a direct fire
capability to defeat enemy personnel within field fortifications, bunkers, caves, masonry
structures, and lightly armored vehicles. Soldiers use SLM to engage enemy combatants at very
close ranges—across the street or from one building to another. Likewise, SLM may be fired at

4-4
long distances to suppress the enemy or kill him. Soldiers may employ the SLM as a member of
a support-by fire element to incapacitate enemy forces that threaten the friendly assault element.
When the assault element clears a building, the leader may reposition the SLM gunner inside to
engage a potential counterattack force.

SECTION IV – RANGE CARDS AND SECTOR SKETCHES


(STP 7-11B1-SM-TG Pg 218; ATTP 3-21.71 NOV10)

1. RANGE CARDS
a. The marginal information at the top of the card is listed as follows

(1) SQD, PLT, CO. The squad, platoon, and company designations are listed. Units higher
than company are not listed.
(2) MAGNETIC NORTH. The range card is oriented with the terrain and the direction of
magnetic north arrow is drawn.

b. The gunner's sector of fire is drawn in the sector sketch section. It is not drawn to scale, but
the data referring to the targets must be accurate.

(1) The weapon symbol is drawn in the center of the small circle.
(2) Left and right limits are drawn from the position. A circled "L" and "R" are placed at
the end of the appropriate limit lines.
(3) The value of each circle is determined by using a terrain feature farthest from the
position that is within the weapons capability. The distance to the terrain is determined and
rounded off to the next even hundred. The maximum number of circles that will divide evenly
into the distance is determined and divided. The result is the value for each circle. The terrain
feature is then drawn on the appropriate circle.
(4) All TRPs and reference points in sector are drawn, numbered consecutively and circled.
(5) Dead space is drawn in the sector.
(6) A maximum engagement line is drawn on range cards for anti-armor weapons.
(7) Weapon reference point is numbered last. Location uses a six-digit grid coordinate.
When there is no terrain feature to be designated, the location is shown as an eight-digit grid
coordinate.

c. The data section is filled in as follows:


(1) POSITION IDENTIFICATION. Identified as Primary, Alternate, or Supplementary.
(2) DATE. Date and time the range card was completed.
(3) WEAPON. Indicates the weapons used.
(4) EACH CIRCLE EQUALS ______ METERS. Write distance in meters between circles.
(5) NO. Starting with left and right limits, TRPs and reference points listed in numerical
order.
(6) DIRECTION/DEFLECTION. The direction listed in degrees, deflection listed in mils.
(7) ELEVATION. The elevation listed in mils.
(8) RANGE. Distance in meters to left and right limits, TRPs, and reference points.
(9) AMMO. Type of ammunition used.
(10) DESCRIPTION. Name of the object (e.g., FARMHOUSE, WOODLINE, HILLTOP).

4-5
(11) REMARKS. Record weapon reference point data and any additional information.

4-6
2. SECTOR SKETCHES
1. Squad sector - Squad leaders prepare an original and one copy of the sector sketch. The
original remains in the squad CP, and the copy is turned in to the platoon leader. As a
minimum, include:
(1) Key terrain within the squad sector.
(2) Each individual fighting position and its primary and secondary sectors of fire.
(3) Key weapons positions, primary and secondary sectors of fire, and fire control
measures.
(4) All CP and OP locations.
(5) All dead space within squad sector.
(6) All obstacles and mines within squad sector.

Squad Sector Sketch


2. Platoon sector - Platoon leader prepares an original and one copy of the sector sketch.
The original remains in the platoon CP, and the copy is turned in to the company commander. As
a minimum, include:
(1) Squad positions and sectors of fire.
(2) Key weapons positions, sectors of fire, and fire control measures.
(3) CPs (Command Post), OPs (Observation Post), and patrol routes.
(4) Platoon maximum engagement lines.
(5) All dead space within platoon sector.

4-7
(6) All mines and obstacles within platoon sector.
(7) Any TRPs or FPFs (Final Protective Fires) within platoon sector.

4-8
AR= Automatic Rifleman
SL= Squad Leader
MG= Machine Gun
TL= Team Leader
PL= Platoon Leader
= OP

4-9
NOTES

4-10
CHAPTER 5 – COMMUNICATIONS
(FM 6-02.53; FM 3-21.10 Pg 4-51 JUL06; FM 3-21.8 Pg 2-12 MAR07; FM 21-60 SEP87)

SECTION I – PROCEDURE WORDS (PROWORDS)

1. PROWORDS
a. Speed up communications
b. Add a degree of security
c. Help with mission command
d. Pro-words are established during tactical operations to describe objectives, phase
lines, check points and link ups and to keep voice transmission as short and clear as possible;
radio operators use them to take the place of long sentences.

2. Signals - Signals can be used in many forms during an operation. Signals are usually either
audio or visual. The key to the use of signals is ensuring everyone is aware of the signal and its
meaning.

PROWORD Explanation
ALL AFTER The portion of the message to which I have
reference is all that which follows ______.
ALL BEFORE The portion of the message to which I have
reference is all that which precedes ______.
AUTHENTICATE The station called is to reply to the challenge which
follows
AUTHENTICATION IS The transmission authentication of this message is
______.
BREAK I hereby indicate the separation of the text from
other portions of the message.
CALL SIGN The group that follows is a call sign.
CORRECT You are correct, or what you have transmitted is
correct.
CORRECTION An error has been made in this transmission.
Transmission will continue with the last word
correctly transmitted.
An error has been made in this transmission (or
message indicated). The correct version is ______.
That which follows is a corrected version in answer
to your request for verification.
DISREGARD THIS This transmission is in error. Disregard it. This

5-1
TRANSMISSION -- PROWORD shall not be used to cancel any message
OUT that has been completely transmitted and for which
receipt or acknowledgement has been received.
DO NOT ANSWER Stations called are not to answer this call, receipt for
this message, or otherwise to transmit in connection
with this transmission. When this PROWORD is
employed, the transmission shall be ended with the
PROWORD "OUT".
EXECUTE Carry out the purpose of the message or signal to
which this applies. To be used only with the
executive mode.
EXECUTE TO Action on the message or signal which follows is to
FOLLOW be carried out upon receipt of the PROWORD
"EXECUTE". To be used only with the delayed
executive method.
FLASH Precedence FLASH
FROM The originator of this message is indicated by the
address designator immediately following.
I AUTHENTICATE The group that follows is the reply to your challenge
to authenticate.
IMMEDIATE Precedence IMMEDIATE.
IMMEDIATE Action on the message or signal following is to be
EXECUTE carried out on receipt of the word EXECUTE. To
be sued only with the Immediate Executive Method.
I READ BACK The following is my response to your instructions to
read back.
I SAY AGAIN I am repeating transmission or portion indicated.
I SPELL I shall spell the next word phonetically
I VERIFY That which follows has been verified at your request
and is repeated. To be used only as a reply to
VERIFY.
MORE TO FOLLOW Transmitting station has additional traffic for the
receiving station.
OUT This is the end of my transmission to you and no
answer is required or expected.
OVER This is the end of my transmission to you and a
response is necessary. Go ahead, transmit

5-2
PRIORITY Precedence PRIORITY
READ BACK Repeat this entire transmission back to me exactly as
received.
ROGER (Use instead of I have received your last transmission satisfactorily.
“copy”)
ROUTINE Precedence ROUTINE
SAY AGAIN Repeat all of your last transmission. Followed by
identification data means "Repeat _____ (portion
indicated)".
SILENCE(Repeated three Cease transmission on this net immediately. Silence
or more times) will be maintained until lifted. (When an
authentication system is in force, the transmission
imposing silence is to be authenticated).
SILENCE LIFTED Silence is lifted. (When an authentication system is
in force, the transmission lifting silence is to be
authenticated).
SPEAK SLOWER Your transmission is at too fast a speed. Reduce
speed of transmission.
STOP Cut the automatic link between the two nets that are
REBROADCASTING being rebroadcast and revert to normal working.
THIS IS This transmission is from the station whose
designator immediately follows.
TIME That which immediately follows is the time or date
time-time group of the message.
UNKNOWN STATION The identity of the station with whom I am
attempting to establish communication is unknown.
VERIFY Verify entire message (or portion indicated) with the
originator and send the correct version. To be used
only at the discretion of or by the addresses to which
the questioned message was directed.
WAIT I must pause for a few seconds
WAIT -- OUT I must pause longer than a few seconds.
WILCO I have received your signal, understand it, and will
comply. To be used only by the addressee. Since
the meaning of ROGER is included in that of
WILCO, the two PROWORDS are never used
together.

5-3
WORD AFTER The word of the message to which I have reference
is that which follows ______.
WORD BEFORE The word of the message to which I have reference
is that precedes ______.

PHONETIC ALPHABET
A ALFA AL FAH
B BRAVO BRAH VOH
C CHARLIE CHAR LEE or SHAR LEE
D DELTA DELL TAH
E ECHO ECK OH
F FOXTROT FOKS TROT
G GOLF GOLF
H HOTEL HOH TELL
I INDIA IN DEE AH
J JULIETT JEW LEE ETT
K KILO KEY LOH
L LIMA LEE MAH
M MIKE MIKE
N NOVEMBER NO VEM BER
O OSCAR OSS CAH
P PAPA PAH PAH
Q QUEBEC KEH BECK
R ROMEO ROW ME OH
S SIERRA SEE AIR RAH
T TANGO TANG GO
U UNIFORM YOU NEE FORM or OO NEE FORM
V VICTOR VIK TAH
W WHISKEY WISS KEY
X XRAY ECKS RAY
Y YANKEE YANG KEY
Z ZULU ZOO LOO

Number pronunciation guide

Numeral Spoken As Numeral Spoken As


0 ZE RO 5 FIFE
1 WUN 6 SIX
2 TOO 7 SEV EN
3 TREE 8 AIT
4 FOW ER 9 NIN ER

5-4
SECTION II – RADIO CALL PROCEDURES

A preliminary call will be transmitted when the sending station wishes to know if the receiving
station is ready to receive a message. When communications reception is good and contact has
been continuous, a preliminary call is optional. The following is an example of a preliminary
call—
A1D THIS IS B6T, OVER.
B6T THIS IS A1D, OVER.
A1D THIS IS B6T (sends message), OVER.
B6T THIS IS A1D, ROGER OUT.

1. JULIAN DATE – The SINCGARS uses a special two-digit form of the Julian date as part of
the sync time. The two digit Julian date begins with 01 on 1 January and continues through 00,
repeating as necessary to cover the entire year.

2. SYNC TIME – To maintain proper sync time, the SINCGARS uses seven internal clocks: a
base clock, plus one for each of the six FH channels. Manual and cue settings will display the
base clock time.

3. Very High Frequency Radio Systems - SINCGARS provide interoperable communications


between C2 assets and have the capability to transmit and receive secure voice and data.
SINCGARS is secured with electronic attack (EA) security features (such as frequency hopping
[FH]) that enable the United States (US) Army, United States Navy (USN), United States Air
Force (USAF), and United States Marine Corps (USMC) communications interoperability. This
interoperability ensures successful communications for joint and single component combat
operations.

4. Single-Channel Ground Radio System Characteristics and Capabilities

a. The SINCGARS family is designed on a modular basis to achieve maximum


commonality among various ground and airborne configurations. A common RT is used in the
man pack and all vehicle configurations. These individual components are totally
interchangeable from one configuration to the next. Additionally, the modular design reduces the
burden on the logistics system to provide repair parts.

b. SINCGARS operates in either the SC or FH mode. It is compatible with all current US


and multinational VHF radios in the SC non-secure mode. SINCGARS is compatible with other
USAF, USMC, and USN SINCGARS in the FH mode. SINCGARS stores eight SC frequencies,
including the cue and manual frequencies and six separate hopsets.

c. SINCGARS accepts either digital or analog input and imposes the signal onto a SC or FH
output signal. In FH, the input changes frequency about 100 times per second over portions of
the tactical VHF range. This hinders threat intercept and jamming units from locating or
disrupting friendly communications.

5-5
GROUND VERSION RECEIVER/TRANSMITTER
Either the RT-1523/A/B/C/D (refer to Figure 6-1) or the RT-1523E (refer to Figure 6-2)
comprise the core component of all ground-based radio sets. The RT-1523 series has internal
COMSEC circuits (source of the ICOM designation). The ground versions are equipped with a
whisper mode for noise restriction during patrolling or while in defensive positions. The
RTO whispers into the handset and is heard at the receiver in a normal voice.

Figure 6-1 Front panel ICOM radio RT-1523/A/B/C/D

Figure 6-2. Front panel ICOM radio RT-1523E

ADVANCED SYSTEM IMPROVEMENT PROGRAM

The SINCGARS ASIP increases the performance of the SINCGARS SIP (RT-1523 C/D
models). It also increases its operational capability in support of the tactical Internet,
specifically improved data capability, manpower and personnel integration requirement
compliance, and flexibility in terms of interfaces with other systems. Figure 6-3 is an example
of the SINCGARS ASIP radio.

5-6
Figure 6-3. SINCGARS ASIP radio

Table 6 -2 outlines a comparison of the SINCGARS ICOM, SINCGARS SIP, and the
SINCGARS ASIP. All ASIP radios can be physically remoted by another ASIP radio up to 4 km
(2.4 miles) away, via a two-wire twisted pair (typically WD-1 or WF-16). To remote a radio, an
external two-wire adapter is used as the interface between the radio and the wires. This remote
control feature can be performed between the dismounted RT and the VAA, or between two
dismounted RTs. Another host controller can control the ASIP radio via the external control
interface when the ASIP radio system is integrated as part of a larger system.

ICOM capabilities (RT- SIP capabilities (RT-1523C/D) ASIP capabilities (RT 1523E/F)
1523A/B) Point-to-point communications Point-to-point communications
Point-to-point communications

1. FH per MIL-STD-188-241. 1. FH per MIL-STD-188-241. 1. Same as SIP.


2. SC per STANAG 4204. 2. SC per STANAG 4204.
3. Mode 1, 2, 3 fill. 3. Mode 1, 2, 3 fill.
4. Electronic remote fill (ERF). 4. ERF.

Plain text (PT) and cipher text Circuit switching and Circuit switching and
(CT) mode packet network packet network
communications communications

1. Railman COMSEC. 1. CSMA protocol. 1. Same as SIP.


2. Seville advanced remote 2. Railman COMSEC.
keying. 3. Seville advanced remote
keying.

Table 6-2. SINCGARS enhancements comparison

5-7
Table 6-2. SINCGARS enhancements comparison (continued)
Point-to-point Point-to-point Point-to-point
data data data
1. 600 to 4,800 bps standard 1. 600 to 4,800 bps standard 1. Same as SIP.
data mode. data mode.
2. Tactical Fire Direction 2. TACFIRE, analog data.
System (TACFIRE), analog 3. Transparent 16 kbps data.
data.
4. 1,200 to 9,600 bps EDM
3. Transparent 16 kbps data. data.
5. Recommended standard-
232 EDM data.
6. Packet data.
7. External control interface.
Other features Other features Other features
1. Noisy channel avoidance. 1. Noisy channel avoidance. 1. Same as SIP plus—
2. Enhanced message 2. Enhanced message  Enhanced system
completion. completion. improvement program
3. External global positioning (ESIP) waveform.
system (GPS) interface.  Faster channel access
to reduce net
4. Embedded GPS hooks.
fragmentation.
5. Remote control unit (RCU).  Enhanced noisy
channel avoidance
algorithm to improve
FH sync probability.
 Improved time of day
tracking and
adjustments.
 Extra end of message
hops to improve sync
detection and reduce
fade bridging.
 Embedded battery.
VAA (AM-7239B): VAA (AM-7239C): VAA (AM-7239E):
1. Dual transmit power supply. 1. Dual transmit power supply. 1. Same as SIP plus—
2. Host interface.  More powerful 860
3. Backbone interface. microprocessor.
 Ethernet interface.
4. MIL-STD-188-220A.
 Enhanced protocols.
 Increased memory and
buffer size.

5-8
SECTION III – BATTERIES AND LOADING FREQUENCY
(TM 11-5820-890-10-6)

Batteries
WARNING
1. LITHIUM NON-RECHARGEABLE BATTERIES
a. Lithium Non-Rechargeable Batteries contain a great deal of energy. They must never be
charged or abused. Attempting to do so could result in leakage, fire or even an explosion.
b. Lithium-Sulfur Dioxide (Li-SO2) batteries, such as BA-5590, contain a toxic,
pressurized, and liquefied gas. It has a strong pungent odor. Lithium-Manganese Dioxide
(Li-MnO2) batteries such as BA-5372 (HUB or Hold-Up battery) and BA-5390 contain a
flammable electrolyte. Both types of batteries contain pure Lithium which reacts
violently with water.

DO NOT heat, incinerate short circuit, puncture, mutilate or attempt to disassemble any battery.
DO NOT USE any battery which shows signs of damage, such as bulging, swelling,
disfigurement, leaking or staining inside the plastic packaging. Keep all batteries in their original
packaging until ready for use.
DO NOT test Lithium batteries for capacity with a test set. No external test set exists that
provides a reliable result.
DO NOT store batteries in unused equipment for more than 30 days.
If a battery compartment becomes hot to the touch, if it hisses or makes a burping sound, or if
you smell irritating pungent Sulfur Dioxide gas:
• Turn off the equipment immediately and clear the area.
• Let the equipment cool for at least an hour.
• After the equipment is cool and the odor has cleared, remove the battery or
batteries.
• Install new battery or batteries and resume operation.

c. If the equipment again becomes hot to the touch, go through the above steps but do not
install new batteries. Turn in the equipment for maintenance.

DO NOT place Lithium batteries in ordinary trash; turn them in for disposal in accordance with
local regulations.
DO NOT store Lithium batteries with other hazardous materials and keep them away from open
flame or heat.
DO NOT use water to fight a Lithium battery fire. This is an extremely intense fire frequently
characterized by a bright red flame. Carbon Dioxide or dry chemical fire extinguishers are
effective in fighting fires of other combustibles and in keeping the batteries cool when exposed
to fires in the vicinity. Sprinklers are recommended for storage areas to douse fires of other
combustible materials and to keep batteries cool.

d. NEVER use a Halon type fire extinguisher on a Lithium battery fire. This will only
increase the intensity of the fire.

5-9
e. In the event of a Lithium fire, immediately EVACUATE THE AREA and contact the
appropriate emergency authorities. Class D fire extinguishers are to be used only by
professional fire fighters.
WARNING
2. RECHARGEABLE BATTERIES
a. This includes BB-390/U Nickel-Metal Hydride (Ni-MH) and BB-2590/U Lithium-Ion
(Li-Ion) batteries.

DO NOT leave batteries in equipment for long term storage (more than 30 days).

b. Charge batteries in long term storage at least annually, and charge them before inserting
in equipment.
c. Before opening original packaging always examine the package for signs of leakage,
staining or other indications of battery damage.

DO NOT use a damaged battery.

a. Always charge a rechargeable battery on the appropriate charger according to the dictates
of the manufacturer.
NEVER disassemble, heat, burn, or incinerate these or any batteries.

b. CO2 or Dry Chemical fire extinguishers are suggested for fires involving these batteries.
Turn in batteries for disposal. Dispose of them in accordance with local regulations.

WARNING
3. NON-RECHARGEABLE ZINC-AIR BATTERIES

a. This includes BA-8180/U and BA-8140/U Zinc-Air (Zn-Air) batteries.

DO NOT leave batteries in equipment for long term storage (more than 30 days).

b. Before opening original packaging always examine the package for signs of leakage,
staining or other indications of battery damage.

DO NOT use a damaged battery.

c. Zn-Air batteries contain gelled Potassium Hydroxide (KOH) as an electrolyte. This is


corrosive and will burn the skin. If it comes in contact with the skin, wash thoroughly
with soap and water. If it comes in contact with the eyes, flush with copious amounts of
water and seek immediate medical attention.

NEVER disassemble, heat, burn, or incinerate these or any batteries.


d. CO2 or Dry Chemical fire extinguishers are suggested for fires involving these batteries.
e. Turn in batteries for disposal. Dispose of them in accordance with local regulations.

5-10
LOADING FREQUENCIES

1. SINCGARS is a "single channel" radio in that it can transmit or receive on only one channel
at a time. Single channel or the SC mode of operation, refers to the fact that only one
frequency is being used for communications.

2. FREQUENCIES The SINCGARS radio will operate on 2320 different frequencies in the
range of 30.000 to 87.975 MHz, with a 25 KHz separation between frequencies.

3. CHANNELS Eight single channel frequencies can be loaded into a SINCGARS RT: one in
each numbered channel 1-6, plus one each in the CUE and MAN channels.

4. LOADING SC frequencies are loaded via the RT keypad. Although a matter of command
policy, operators are normally required to load only those SC frequencies they are expected
to need during mission operations. To load SC frequencies, use the procedure shown in
Figure 4.2, below. (Also, see Primary Operator Task 1, "Load Single Channel Frequencies
into SINCGARS RT.")
(1) Set FCTN switch to LD; MODE to SC.
(2) Select CHAN 1-6, CUE, or MAN.
(3) Press FREQ, then CLR.
(4) Enter 5-digit frequency.
(5) Press STO.
(6) Repeat for each channel to be loaded.
Figure 4-2. HOW TO LOAD SC FREQUENCIES

PRIMARY TASK 1: Load Single Channel Freq in SINCGARS RT


SUBTASKS ACTION RESULTS
a. Prepare to (1) Obtain proper freqs from (Load CUE freq only if directed)
perform task ANCD*
(2) Set RT controls COMSEC to RT display shown [GOOD] (or
PT MODE to SC FCTN to ZFH, see unit maintainer)
TST, and then to LD CHAN to
MAN, CUE, or 1-6
b. Load SC Freq (1) Press: Display shows [00000] or
FREQ [30000]
CLR Display shows [ _ _ _ _ _ ]
XXXXX (Freq) Display shows SC freq entered
STO Display blinks (data is stored)
(2) Repeat Step b-1 for each freq (As directed by NCS or unit
needed SOP)
(3) Set Loading of SC freq is complete
FCTN to SQ ON
*In units using secure, FH nets, operators normally load on a routine basis only a MANSC
frequency. CUE and CHAN 1-6 SC frequencies are loaded only as needed or directed
**Only NCS and Alt NCS routinely load a CUE frequency
***RT settings for RT-1523E are set via MENU

5-11
NOTES

5-12
CHAPTER 6 FIRST AID
(STP 21-1-SMCT APR14; STP 21-24 SEP08)

BATTLEFIELD CASUALTY ASSESSMENT


SECTION I – EVALUATE A CASUALTY

NOTE: This section is not ALM 2015 compliant and does not utilize the ASALTE
methodology. It utilizes the current published Army doctrine and will be updated as required
IOT reflect current doctrine.

TASK: Evaluate a Casualty (081-COM-1001)


WARNING
If a broken neck or back is suspected, do not move the casualty unless to save his/her life.

1. Perform care under fire.


a. Return fire as directed or required before providing medical treatment.
b. Determine if the casualty is alive or dead.

Note: In combat, the most likely threat to the casualty’s life is from bleeding. Attempts to check
for airway and breathing will expose the rescuer to enemy fire. Do not attempt to provide first
aid if your own life is in imminent danger. In a combat situation, if you find a casualty with no
signs of life--no pulse, no breathing--do NOT attempt to restore the airway. Do NOT continue
first aid measures.

c. Provide care to the live casualty. Direct the casualty to return fire, move to cover, and
administer self-aid (stop bleeding), if possible.

Note: Reducing or eliminating enemy fire may be more important to the casualty’s survival than
the treatment you can provide. If the casualty is unable to move and you are unable to move the
casualty to cover and the casualty is still under direct enemy fire, have the casualty "play dead."

Cue: Enemy fire has been suppressed


d. In a battle-buddy team, approach the casualty (use smoke or other concealment if
available using the most direct route possible.
e. Administer life-saving hemorrhage control.
(1) Determine the relative threat of enemy fire versus the risk of the casualty bleeding to
death.
(2) If the casualty has severe, life-threatening bleeding from an extremity or has an
amputation of an extremity, administer life-saving hemorrhage control by applying a tourniquet
from the casualty's IFAK before moving the casualty. (See task 081-COM-1032.)

Note: The only treatment that should be given at the point of injury is a tourniquet to control life-
threatening extremity bleeding.

6-1
f. Move the casualty, his weapon, and mission-essential equipment when the tactical
situation permits.
g. Recheck bleeding control measures (tourniquet) as soon as behind cover and not under
enemy fire.

Cue: You are now behind cover and are not under hostile fire
2. Perform tactical field care.

Note: When evaluating and/or treating a casualty, seek medical aid as soon as possible. Do NOT
stop treatment. If the situation allows, send another person to find medical aid.
a. Form a general impression of the casualty as you approach (extent of injuries, chance of
survival).

Note: If a casualty is being burned, take steps to remove the casualty from the source of the
burns before continuing evaluation and treatment. (See task 081-COM-1007.)

(1) Ask in a loud, but calm, voice: "Are you okay?" Gently shake or tap the casualty on
the shoulder.
(2) Determine the level of consciousness by using AVPU: A = Alert; V = responds to
Voice; P = responds to Pain; U = Unresponsive.

Note: To check a casualty’s response to pain, rub the breastbone briskly with a knuckle or
squeeze the first or second toe over the toenail. If casualty is wearing IBA, pinch his nose or his
earlobe for responsiveness.

(3) If the casualty is conscious, ask where his body feels different than usual, or where it
hurts.

Note: If the casualty is conscious but is choking and cannot talk, stop the evaluation and begin
treatment. (See task 081-COM-1003.)

b. Identify and control bleeding.


(1) Check for bleeding.
(a) Reassess any tourniquets placed during the care under fire phase to ensure they
are still effective.
(b) Perform a blood sweep of the extremities, neck, axillary, inguinal and extremity
areas. Exposure is only necessary if bleeding is detected.
 Place your hands behind the casualty's neck and pass them upward toward the top of
the head. Note whether there is blood or brain tissue on your hands from the
casualty's wounds.
 Place your hands behind the casualty's shoulders and pass them downward behind the
back, the thighs, and the legs. Note whether there is blood on your hands from the
casualty's wounds.

Note: If life-threatening bleeding is present, stop the evaluation and control the bleeding. (See
task 081- COM-1032).

6-2
(2) Once bleeding has been controlled, continue to step 2d.
c. Position the casualty and open the airway. (See task 081-COM-1023.)
d. Assess for breathing and chest injuries.
(1) Expose the chest and check for equal rise and fall and for any wounds.
(2) Look, listen, and feel for respiration. (See task 081-COM-1023.)

Note: If the casualty is breathing, insert a nasopharyngeal airway (see task 081- COM-1023.) and
place the casualty in the recovery position. Only in the case of non-traumatic injuries such as
hypothermia, near drowning, or electrocution should CPR be considered when in a tactical
environment prior to the CASEVAC phase.

(3) If in a non tactical environment, begin rescue breathing as necessary to restore


breathing and/or pulse (See tasks 081-COM-1023 and 081-COM-0046.).
(a) If the casualty has a penetrating chest wound and is breathing or attempting to
breathe, stop the evaluation to apply an occlusive dressing (See task 081-COM-1026.).
(b) Position or transport with the affected side down, if possible.
(c) Check for an exit wound. If found, apply an occlusive dressing.
e. Dress all non-life threatening injuries and any bleeding that has not been addressed
earlier with appropriate dressings. (See task 081-COM-1032.)
3. Determine the need to evacuate the casualty and supply information for lines 3-5 of the 9-Line
MEDEVAC request to your tactical leader. (See task 081-COM-0101.)
4. Check the casualty for burns.
a. Look carefully for reddened, blistered, or charred skin. Also check for singed clothes.
b. If burns are found, stop the evaluation and begin treatment. (See task 081-COM-1007.)
5. Administer pain medications and antibiotics (the casualty's combat pill pack) if available.

Note: Each Soldier will be issued a combat pill pack before deploying on tactical missions.

6. Document the injuries and the treatment given on the casualty's own Tactical Combat
Casualty Care Card (found in IFAK), if applicable.

Note: The FMC is usually initiated by the combat medic. However, a certified combat lifesaver
can initiate the FMC if a combat medic is not available or if the combat medic directs the combat
lifesaver to initiate the card. A pad of FMCs is part of the combat lifesaver medical equipment
set.
7. Transport the casualty to the evacuation site. (See task 081-COM-1046.)
8. Monitor the patient for shock and treat as appropriate. (See task 081-COM-1005.) Continually
reassess casualty until a medical person arrives or the patient arrives at a military treatment
facility (MTF).

SECTION II – PREVENT OR CONTROL SHOCK


TASK: Perform First Aid to Prevent or Control Shock (081-COM-1005)

1. Check the casualty for signs and symptoms of shock.


a. Sweaty but cool skin.

6-3
b. Pale skin.
c. Restlessness or nervousness.
d. Thirst.
e. Severe bleeding.
f. Confusion.
g. Rapid breathing.
h. Blotchy blue skin.
i. Nausea and/or vomiting.
2. Position the casualty.
a. Move the casualty under a permanent or improvised shelter to shade him from direct
sunlight.
b. Lay the casualty on his back unless a sitting position will allow the casualty to breathe
easier.
c. Elevate the casualty's feet higher than the heart using a stable object so the feet will not
fall.

WARNING
Do not loosen clothing if in a chemical area

3. Loosen clothing at the neck, waist, or anywhere it is binding.


4. Prevent the casualty from getting chilled or overheated. Using a blanket or clothing, cover the
casualty to avoid loss of body heat by wrapping completely around the casualty.

Note: Ensure no part of the casualty is touching the ground, as this increases loss of body
heat.

5. Calm and reassure the casualty.


a. Take charge and show self-confidence.
b. Assure the casualty that he/she is being taken care of.
6. Watch the casualty closely for life-threatening conditions and check for other injuries, if
necessary. Seek medical aid.
7. Seek medical aid.

SECTION III – PERFORM FIRST AID FOR BLEEDING OF AN EXTREMITY

TASK: Perform First Aid for Bleeding of an Extremity (081-COM-1032)

CAUTION
All body fluids should be considered potentially infectious. Always observe body
substance isolation (BSI) precautions by wearing gloves and eye protection as a minimal
standard of protection. In severe cases, you should wear gloves, eye protection, gown and
shoe covers to protect yourself of splashes, projectile fluids, spurting fluids or splashes
onto your clothing and foot wear.

1. Determine if the bleeding is life threatening. If bleeding is life threatening, immediately apply
a CAT tourniquet. See step #4.

6-4
NOTE: If in a tactical environment, evaluate a casualty (See task 081-COM-1001). The three
methods of controlling external bleeding are direct pressure, pressure dressing, and tourniquet.

CAUTION
Once bleeding has been controlled, it is important to check a distal pulse to make sure that
the dressing has not been applied too tightly. If a pulse is not palpable, adjust the dressing
to re-establish circulation.

2. If bleeding is not life threatening, apply direct pressure.


a. Expose the wound.
b. Place sterile gauze or dressing over the injury site and apply fingertips, palm or entire
surface of one hand and apply direct pressure.
c. Pack large, gaping wounds with sterile gauze and apply direct pressure
WARNING
The emergency bandage must be loosened if the skin distal to the injury becomes cool,
blue, numb, or pulseless.

3. Apply the pressure dressing (casualty's emergency bandage).


a. Open the plastic dressing package.
b. Apply the dressing, white (sterile, non-adherent pad) side down, directly over the wound.
c. Wrap the elastic tail (bandage) around the extremity and run the tail through the plastic
pressure bar.
d. Reverse the tail while applying pressure and continue to wrap the remainder of the tail
around the extremity, continuing to apply pressure directly over the wound.
e. Secure the plastic closure bar to the last turn of the wrap.
f. Check the emergency bandage to make sure that it is applied firmly enough to prevent
slipping without causing a tourniquet-like effect.

CAUTION
In combat, while under enemy fire, a tourniquet is the primary means to control bleeding.
It allows the individual, his battle buddy, or the combat medic to quickly control life
threatening hemorrhage until the casualty can be moved away from the firefight. Always
treat life threatening hemorrhage while you and the casualty are behind cover.

4. Apply a Combat Application Tourniquet (C-A-T).


a. Pull the free end of the self-adhering band through the buckle and route through the
friction adapter buckle.
b. Place combat application tourniquet (C-A-T), 2-3 inches above the wound on the injured
extremity.
c. Pull the self-adhering band tight around the extremity and fasten it back on itself as
tightly as possible.
d. Twist the windlass until the bleeding stops.
e. Lock the windlass in place within the windlass clip.
f. Secure the windlass with the windlass strap.

6-5
g. Assess for absence of a distal pulse.
h. Place a “T” and the time of the application on the casualty with a marker.
i. Secure the C-A-T in place with tape.
5. Initiate treatment for shock as needed. (See task 081-COM-1005).
6. Record treatment given on the DD Form 1380, US Field Medical Card (FMC) or DA Form
7656, Tactical Combat Casualty Care.
7. Seek medical aid.

SECTION IV – TRANSPORT A CASUALTY


TASK: Transport a Casualty (081-COM-1046)

WARNING
If the casualty was involved in a vehicle crash you should always consider that he/she may
have a spinal injury. Unless there is an immediate life-threatening situation (such as fire,
explosion), do NOT move the casualty with a suspected back or neck injury. Seek medical
personnel for guidance on how to transport the casualty.
1. Remove a casualty from a vehicle, if necessary.
a. Laterally.
(1) With the assistance of another Soldier grasp the casualty's arms and legs.
(2) While stabilizing the casualty's head and neck as much as possible, lift the casualty
free of the vehicle and move him/her to a safe place on the ground.

Note: If medical personnel are available, they may stabilize the casualty’s head, neck, and upper
body with a special board or splint.

b. Upward.

Note: You may have to remove a casualty upward from a vehicle; for example, from the
passenger compartment of a wheeled vehicle lying on its side or from the hatch of an armored
vehicle sitting upright.

(1) You may place a pistol belt or similar material around the casualty's chest to help pull
him/her from the vehicle.
(2) With the assistance of another Soldier inside the vehicle, draw the casualty upward
using the pistol belt or similar material or by grasping his/her arms.
(3) While stabilizing the casualty's head and neck as much as possible, lift the casualty
free of the vehicle and place him/her on the topmost side of the vehicle.

Note: If medical personnel are available, they may stabilize the casualty’s head, neck, and
upper body with a special board or splint.

(4) Depending on the situation, move the casualty from the topmost side of the vehicle to
a safe place on the ground.

6-6
WARNING
If the casualty was involved in a vehicle crash you should always consider that he/she may
have a spinal injury. Unless there is an immediate life-threatening situation (such as fire,
explosion), do NOT move the casualty with a suspected back or neck injury. Seek medical
personnel for guidance on how to transport the casualty.
2. Select an appropriate method to transport the casualty.

Note: The fireman's carry is the typical one-man carry practiced in training. However, in reality,
with a fully equipped casualty, it is nearly impossible to lift a Soldier over your shoulder and
move to cover quickly. It should be discouraged from being practiced and used.

a. Fireman's carry. Use for an unconscious or severely injured casualty.


CAUTION
Do NOT use the neck drag if the casualty has a broken arm or a suspected neck injury.

b. Neck drag. Use in combat, generally for short distances.


c. Cradle-drop drag. Use to move a casualty who cannot walk when being moved up or down
stairs.
d. Use litters if materials are available, if the casualty must be moved a long distance, or if
manual carries will cause further injury.

Cue: The appropriate type of carry has been selected.

3. Evacuate the casualty using a manual carry.


a. Fireman's carry.
(1) Kneel at the casualty's uninjured side.
(2) Place casualty's arms above his/her head.
(3) Cross the ankle on the injured side over the opposite ankle.
(4) Place one of your hands on the shoulder farther from you and your other hand on
his/her hip or thigh.
(5) Roll the casualty toward you onto his/her abdomen.
(6) Straddle the casualty.

Note: This method is used if the rescuer believes that it is safer than the regular method due to
the casualty’s wounds. Care must be taken to keep the casualty’s head from falling backward,
resulting in a neck injury.

(7) Place your hands under the casualty's chest and lock them together.
(8) Lift the casualty to his/her knees as you move backward.
(9) Continue to move backward, thus straightening the casualty's legs and locking the
knees.
(10) Walk forward, bringing the casualty to a standing position but tilted slightly
backward to prevent the knees from buckling.

6-7
(11) Maintain constant support of the casualty with one arm. Free your other arm, quickly
grasp his/her wrist, and raise the arm high.
(12) Instantly pass your head under the casualty's raised arm, releasing it as you pass
under it.
(13) Move swiftly to face the casualty.
(14) Secure your arms around his/her waist.
(15) Immediately place your foot between his/her feet and spread them (approximately 6
to 8 inches apart).
(16) Again grasp the casualty’s wrist and raise the arm high above your head.
(17) Bend down and pull the casualty's arm over and down your shoulders bringing
his/her body across your shoulders. At the same time pass your arm between the legs.
(18) Grasp the casualty's wrist with one hand while placing your other hand on your
knee for support.
(19) Rise with the casualty correctly positioned.

Note: Your other hand is free for use as needed.

WARNING
Do NOT use the neck drag if the casualty has a broken and/or fractured arm or a suspected
neck injury. If the casualty is unconscious, protect his/her head from the ground.

b. Neck drag.
(1) Place the casualty on his back, if not already there. [See steps 3a (1)-(5)].
(2) Tie the casualty's hands together at the wrists. (If conscious, the casualty may clasp
his/her hands together around your neck.)
(3) Straddle the casualty in a kneeling face-to-face position.
(4) Loop the casualty's tied hands over and/or around your neck.
(5) Crawl forward, looking ahead, dragging the casualty with you.
c. Cradle-drop drag.
(1) With the casualty lying on his/her back, kneel at the head.
(2) Slide your hands, palms up, under the casualty's shoulders.
(3) Get a firm hold under his/her armpits.
(4) Partially rise, supporting the casualty's head on one of your forearms.

Note: You may bring your elbows together and let the casualty’s head rest on both of your
forearms.

(5) With the casualty in a semi-sitting position, rise and drag the casualty backwards.
(6) Back down the steps (or up if appropriate), supporting the casualty's head and body
and letting the hips and legs drop from step to step.
4. Evacuate the casualty using a SKED litter.
a. Prepare the SKED litter for transport.
(1) Remove the SKED from the pack and place on the ground.
(2) Unfasten the retainer strap.
(3) Step on the foot end of the SKED litter and unroll the SKED completely.

6-8
(4) Bend the SKED in half and back roll.
(5) Repeat with the opposite end of the litter so that the SKED litter lays flat.
(6) Point out the handholds, straps for the casualty, and dragline at the head of the litter.
b. Place and secure a casualty to a SKED litter.
(1) Place the SKED litter next to the casualty so that the head end of the litter is next to
the casualty's head.
(2) Place the cross straps under the SKED litter.
(3) Log roll the casualty onto his side in a steady and even manner.
(4) Slide the SKED litter as far under the casualty as possible.
(5) Gently roll the casualty until he is again lying on his back with the litter beneath him.
(6) Slide the casualty to the middle of the SKED litter, keeping his spinal column as
straight as possible.
(7) Pull out the straps from under the SKED litter.
(8) Bring the straps across the casualty.
(9) Lift the sides of the SKED litter and fasten the four cross straps to the buckles directly
opposite the straps.
(10) Lift the foot portion of the SKED litter.
(11) Feed the foot straps over the casualty's lower extremities and through the unused
grommets at the foot end of the SKED litter.
(12) Fastens the straps to the buckles.
(13) Check to make sure the casualty is secured to the SKED litter.
c. Lift the casualty.

Note: For a SKED litter, lift the sides of the SKED and fasten the four cross straps to the buckles
directly opposite the straps. Lift the foot portion of the SKED and feed the foot straps through
the unused grommets at the foot end of the SKED and fasten to the buckles.

(1) Using four Soldiers (two on each side), all facing the casualty's feet. Have each
rescuer grab a handle with their inside hand.
(2) In one fluid motion on the command of "prepare to lift, lift" raise as a unit holding the
casualty parallel and even.
5. Evacuate the casualty using a Talon litter.
a. Prepare a Talon litter for use.
(1) Remove the litter from the bag.
(2) Stand the litter upright and release buckles from the litter.
(3) Place the litter on the ground and completely extend it with the fabric side facing up.
(4) Keeping the litter as straight as possible, grab the handles and rotate them inward
until all the hinges rotate and lock.

Note: This action is done best using two individuals on each end of the litter executing this step
simultaneously.
(5) While maintaining the hinges in the locked position, apply firm, steady pressure on
the spreader bar with your foot. Increase pressure with your foot until the spreader bar locks into
place.
b. Place the casualty on the litter.

6-9
(1) Place the litter next to the casualty. Ensure that the head end of the litter is beside the
head of the casualty.
(2) Log roll the casualty and slide the litter as far under him/her as possible. Gently roll
the casualty down onto the litter.
(3) Slide the casualty to the center of the litter. Be sure to keep the spinal column as
straight as possible.
c. Secure the casualty to the litter using litter straps or other available materials.
6. Evacuate the casualty using an improvised litter.
a. Use the poncho and two poles or limbs.
(1) Open the poncho and lay the two poles lengthwise across the center, forming three
equal sections.
(2) Reach in, pull the hood up toward you, and lay it flat on the poncho.
(3) Fold one section of the poncho over the first pole.
(4) Fold the remaining section of the poncho over the second pole to the first pole.
b. Use shirts or jackets and two poles or limbs.
(1) Zipper close two uniform jackets and turn them inside out, leaving the sleeves inside.
(2) Lay the jackets on the ground and pass the poles through the sleeves, leaving one at
the top and one at the bottom of the poles to support the casualty's whole body.
c. Place the casualty on the improvised litter.
(1) Lift the litter.
(2) Place the litter next to the casualty. Ensure the head end of the litter is adjacent to the
head of the casualty.
(3) Slide the casualty to the center of the litter. Be sure to keep the spinal column as
straight as possible.
(4) Secure the casualty to the litter using litter straps or other available materials.
7. Load casualties onto a military vehicle.
a. Ground ambulance.

Note: Ground ambulances have combat medics to take care of the casualties during
evacuation. Follow any special instructions that they give for loading, securing, or unloading
casualties.

(1) Make sure each litter casualty is secured to his litter. Use the litter straps when
available.
(2) Load the most serious casualty last.
(3) Load the casualty head first (head in the direction of travel) rather than feet first.
(4) Make sure each litter is secured to the vehicle.

Note: Unload casualties in reverse order, most seriously injured casualty first.

b. Air ambulance.

Note: Air ambulances have combat medics to take care of the casualties during evacuation.
Follow any special instructions that they give for loading, securing, or unloading casualties.

6-10
(1) Remain 50 yards from the helicopter until the litter squad is signaled to approach the
aircraft.
WARNING
Never go around the rear of the UH-60 or UH-1 aircraft
(2) Approach the aircraft in full view of the aircraft crew, maintaining visual
confirmation that the crew is aware of the approach of the litter party. Ensure that the aircrew can
continue to visually distinguish friendly from enemy personnel at all times. Maintain a low
silhouette when approaching the aircraft.
(a) Approach UH-60/UH-1 aircraft from sides. Do not approach from the front or rear. If
you must move to the opposite side of the aircraft, approach from the side to the skin of the
aircraft. Then hug the skin of the aircraft, and move around the front of the aircraft to the other
side.
(b) Approach CH-47/CH46 aircraft from the rear.
(c) Approach MH-53 aircraft from the sides to the rear ramp, avoiding the tail rotor.
(d) Approach nonstandard aircraft in full view of the crew, avoiding tail rotors, main
rotors, and propellers.
(e) Approach high performance aircraft (M/C-130/-141B/-17/-5B) from the rear, under
the guidance of the aircraft loadmaster or the ground control party.
(3) Load the most seriously injured casualty last.
(4) Load the casualty who will occupy the upper berth first, and then load the next litter
casualty immediately under the first casualty.

Note: This is done to keep the casualty from accidentally falling on another casualty if his
litter is dropped before it is secured.

(5) When casualties are placed lengthwise, position them with their heads toward the
direction of travel.
(6) Make sure each litter casualty is secured to his litter.
(7) Make sure each litter is secured to the aircraft.

Note: Unload casualties in reverse order, most seriously injured casualty first.

c. Ground military vehicles.

Note: Nonmedical military vehicles may be used to evacuate casualties when no medical
evacuation vehicles area available..

Note: If medical personnel are present, follow their instructions for loading, securing, and
unloading casualties.

(1) When loading casualties into the vehicle, load the most seriously injured casualty last.
(2) When a casualty is placed lengthwise, load the casualty with his head pointing
forward, toward the direction of travel.
(3) Ensure each litter casualty is secured to the litter. Use litter straps, if available.

6-11
(4) Secure each litter to the vehicle as it is loaded into place. Make sure each litter is
secured.

Note: Unload casualties in reverse order, most seriously injured casualty first

SECTION V – PERFORM FIRST AID FOR BURNS


TASK: Perform First Aid for Burns (081-COM-1007)

1. Eliminate the source of the burn.


CAUTION
Synthetic materials, such as nylon, may melt and cause further injury.
a. Thermal burns. Remove the casualty from the source of the burn. If the casualty's
clothing is on fire, cover the casualty with a field jacket or any large piece of non-synthetic
material and roll him/her on the ground to put out the flames.
WARNING
Do not touch the casualty or the electrical source with your bare hands. You will be injured
too!
WARNING: High voltage electrical burns from an electrical source or lightning may cause
temporary unconsciousness, difficulties in breathing, or difficulties with the heart (irregular
heartbeat).

b. Electrical burns. If the casualty is in contact with an electrical source, turn the electricity
off, if the switch is nearby. If the electricity cannot be turned off, use any nonconductive material
(rope, clothing, or dry wood) to drag the casualty away from the source.
WARNING
Do not touch the casualty or the electrical source with your bare hands. You will be injured
too!
WARNING: High voltage electrical burns from an electrical source or lightning may cause
temporary unconsciousness, difficulties in breathing, or difficulties with the heart (irregular
heartbeat).

c. Chemical burns.
(1) Remove liquid chemicals from the burned casualty by flushing with as much water as
possible.
(2) Remove dry chemicals by carefully brushing them off with a clean, dry cloth. If large
amounts of water are available, flush the area. Otherwise, do not apply water.
(3) Smother burning white phosphorus with water, a wet cloth, or wet mud. Keep the area
covered with the wet material.
d. Laser burns. Move the casualty away from the source while avoiding eye contact with the
beam source. If possible, wear appropriate laser eye protection.

Note: After the casualty has been removed from the source of the burn, continually monitor the
casualty for conditions that may require basic lifesaving measures.

6-12
WARNING
Do NOT uncover the wound in a chemical environment. Exposure could cause additional
harm.

2. Uncover the burn.


WARNING
Do NOT attempt to remove clothing that is stuck to the wound. Additional harm could result.

a. Cut clothing covering the burned area.


CAUTION
Do not pull clothing over the burns.

b. Gently lift away clothing covering the burned area.


c. If the casualty's hand(s) or wrist(s) have been burned, remove jewelry (rings, watches)
and place them in his/her pockets.
3. Apply the casualty’s dry, sterile dressing directly over the wound.

Note: If the burn is caused by white phosphorus, the dressing must be wet.
CAUTION:
• Do not place the dressing over the face or genital area.
• Do not break the blisters.
• Do not apply grease or ointments to the burns.

a. Apply the dressing/pad, white side down, directly over the wound.
b. Wrap the tails (or the elastic bandage) so that the dressing/pad is covered.
c. For a field dressing, tie the tails into a nonslip knot over the outer edge of the dressing,
not over the wound. For an emergency bandage, secure the hooking ends of the closure bar into
the elastic bandage.
d. Check to ensure that the dressing is applied lightly over the burn but firmly enough to
prevent slipping.

Note: If the casualty is conscious and not nauseated, give him/her small amounts of water to
drink.

4. Watch the casualty closely for life-threatening conditions, check for other injuries (if
necessary), and treat for shock. Seek medical aid.
5. Seek medical aid.

6-13
SECTION VI – OPEN AN AIRWAY
TASK: Open An Airway (081-COM-1023)
WARNING
The casualty should be carefully rolled as a whole, so the body does not twist.

1. Roll the casualty onto his/her back, if necessary, and place him/her on a hard, flat surface.
a. Kneel beside the casualty.
b. Raise the near arm and straighten it out above the head.
c. Adjust the legs so they are together and straight or nearly straight.
d. Place one hand on the back of the casualty's head and neck.
e. Grasp the casualty under the arm with the free hand.
f. Pull steadily and evenly toward yourself, keeping the head and neck in line with the
torso.
g. Roll the casualty as a single unit.
h. Place the casualty's arms at his/her sides.

Cue: Casualty is unconscious, does not appear to be breathing, and is lying on his or her back.

2. Open the airway.

Note: If foreign material or vomit is in the mouth, remove it as quickly as possible.


CAUTION
Do NOT use this method if a spinal or neck injury is suspected
a. Head-tilt/chin-lift method.
(1) Kneel at the level of the casualty's shoulders.
(2) Place one hand on the casualty's forehead and apply firm, backward pressure with the
palm to tilt the head back.
(3) Place the fingertips of the other hand under the bony part of the lower jaw and lift,
bringing the chin forward.

Note: Do NOT use the thumb to lift.

Note: Do NOT completely close the casualty's mouth. CAUTION: Do NOT press deeply into the
soft tissue under the chin with the fingers.
CAUTION
Use this method if a spinal or neck injury is suspected. Note: If you are unable to maintain an
airway after the second attempt, use the head-tilt/chin-lift method.
a. Jaw-thrust method.
(1) Kneel above the casualty's head (looking toward the casualty's feet).
(2) Rest your elbows on the ground or floor.
(3) Place one hand on each side of the casualty's lower jaw at the angle of the jaw, below
the ears.
(4) Stabilize the casualty's head with your forearms.

6-14
(5) Use the index fingers to push the angles of the casualty's lower jaw forward.

Note: If the casualty's lips are still closed after the jaw has been moved forward, use your thumbs
to retract the lower lip and allow air to enter the casualty's mouth.

CAUTION: Do not tilt or rotate the casualty's head.

3. Check for breathing.


a. While maintaining the open airway position, place an ear over the casualty's mouth and
nose, looking toward the chest and stomach.
b. Look for the chest to rise and fall.
c. Listen for air escaping during exhalation.
d. Feel for the flow of air on the side of your face.
e. Count the number of respirations for 15 seconds.
f. Take appropriate action.
CAUTION
Do NOT use the NPA if there is clear fluid (cerebrospinal fluid-CSF) coming from the ears or
nose. This may indicate a skull fracture.
(1) If the casualty is unconscious, if respiratory rate is less than 2 in 15 seconds, and/or if
the casualty is making snoring or gurgling sounds, insert an NPA.
(a) Keep the casualty in a face-up position.
(b) Lubricate the tube of the NPA with water.
(c) Push the tip of the casualty's nose upward gently.
(d) Position the tube of the NPA so that the bevel (pointed end) of the NPA faces toward
the septum (the partition inside the nose that separates the nostrils).

Note: Most NPAs are designed to be placed in the right nostril.


CAUTION
Never force the NPA into the casualty’s nostril. If resistance is met, pull the tube out and
attempt to insert it in the other nostril. If neither nostril will accommodate the NPA, place the
casualty in the recovery position.
(e) Insert the NPA into the nostril and advance it until the flange rests against the nostril.
(f) Place the casualty in the recovery position by rolling him/her as a single unit onto
his/her side, placing the hand of his/her upper arm under his/her chin, and flexing his/her upper
leg.
(g) Watch the casualty closely for life-threatening conditions and check for other injuries,
if necessary. Seek medical aid.
(2) If the casualty is not breathing seek medical aid.

Note: If the casualty resumes breathing at any time during this procedure, the airway should be
kept open and the casualty should be monitored. If the casualty continues to breathe, he/she
should be transported to medical aid in accordance with the tactical situation.

6-15
SECTION VII – REQUEST MEDICAL EVACUATION
TASK: Request Medical Evacuation (081-831-0101)

1. Collect all applicable information needed for the MEDEVAC request.


a. Determine the grid coordinates for the pickup site. (See STP 21-1- SMCT, task 071-329-
1002.)
b. Obtain radio frequency, call sign, and suffix.
c. Obtain the number of patients and precedence.
d. Determine the type of special equipment required.
e. Determine the number and type (litter or ambulatory) of patients.
f. Determine the security of the pickup site.
g. Determine how the pickup site will be marked.
h. Determine patient nationality and status
i. Obtain pickup site nuclear, biological, and chemical (NBC) contamination information,
normally obtained from the senior person or medic.

Note: NBC line 9 information is only included when contamination exists.

2. Record the gathered MEDEVAC information using the authorized brevity codes. (See table 7-
1)

Note: Unless the MEDEVAC information is transmitted over secure communication systems, it
must be encrypted, except as noted in step 3b(1).

a. Location of the pickup site (line 1).


b. Radio frequency, call sign, and suffix (line 2).
c. Numbers of patients by precedence (line 3).
d. Special equipment required (line 4).
e. Number of patients by type (line 5).
f. Security of the pickup site (line 6).
g. Method of marking the pickup site (line 7).
h. Patient nationality and status (line 8).
i. NBC contamination (line 9).

3. Transmit the MEDEVAC request. (See STP 21-1-SMCT, task 113-571-


1022.)
a. Contact the unit that controls the evacuation assets.
(1) Make proper contact with the intended receiver.
(2) Use effective call sign and frequency assignments from the SOI.
(3) Give the following in the clear "I HAVE A MEDEVAC REQUEST;" wait one to
three seconds for a response. If no response, repeat the statement.
b. Transmit the MEDEVAC information in the proper sequence.
(1) State all line item numbers in clear text. The call sign and suffix (if needed) in line 2
may be transmitted in the clear.

6-16
Note: Line numbers 1 through 5 must always be transmitted during the initial contact with the
evacuation unit. Lines 6 through 9 may be transmitted while the aircraft or vehicle is en route.

(2) Follow the procedure provided in the explanation column of the MEDEVAC request
format to transmit other required information.
(3) Pronounce letters and numbers according to appropriate radio/telephone procedures.
(4) Take no longer than 25 seconds to transmit.
(5) End the transmission by stating "Over."
(6) Keep the radio on and listen for additional instructions or contact from the evacuation
unit.

6-17
TABLE 7-1

6-18
TABLE 7-1 (continued)

10

6-19
NOTES

6-20
CHAPTER 7 TACTICS
(FM 3-21.8 MAR07)

SECTION I – MOVEMENT OVERVIEW

Tactical movement is the movement of a unit assigned a tactical mission under combat
conditions when not in direct ground contact with the enemy. Tactical movement is based on the
anticipation of early ground contact with the enemy, either en route or shortly after arrival at the
destination. Movement ends when ground contact is made or the unit reaches its destination.
Movement is not maneuver. Maneuver happens once a unit has made contact with the enemy.
Because tactical movement shares many of the characteristics of an offensive action, the
battlefield is organized in a manner similar to other offensive actions. This chapter discusses the
basics and formations of tactical movement.

1. Movement refers to the shifting of forces on the battlefield. The key to moving successfully
involves selecting the best combination of movement formations and movement techniques for
each situation. Leaders consider the factors of METT-TC in selecting the best route and the
appropriate formation and movement technique. The leader's selection must allow the moving
platoon to—
a. Maintain cohesion.
b. Maintain communication.
c. Maintain momentum.
d. Provide maximum protection.
e. Make enemy contact in a manner that allows them to transition smoothly to offensive or
defensive action.

2. Careless movement usually results in contact with the enemy at a time and place of the
enemy’s choosing. To avoid this, leaders must understand the constantly-changing
interrelationship between unit movement, terrain, and weapon systems within their area of
operations. This understanding is the basis for employing movement formations, movement
techniques, route selection and navigation, crossing danger areas, and security (Figure 8-1).

Figure 8-1. Basics of tactical movement

7-1
3. Leaders executing tactical movement have three primary goals:
a. Avoid surprise by the enemy.
b. When necessary, transition quickly to maneuver while minimizing enemy effects.
c. Get to the right place, at the right time, ready to fight.

4. Units moving behind enemy lines seek to avoid enemy contact. They choose the movement
that allows them to retain security and control. To avoid loss of surprise and initiative, casualties,
and mission failure, platoons normally—
a. Avoid chance enemy contact, if possible.
b. Move on covered and concealed routes.
c. Avoid likely ambush sites and other danger areas.
d. Practice camouflage, noise, and light discipline.
e. Maintain 360-degree security.
f. Make contact with the smallest element if enemy contact is unavoidable.
g. Retain the initiative to attack at the time and place of the unit's choice.
h. Take active countermeasures such as using smoke and direct and indirect fire to suppress
or obscure suspected enemy positions.

5. Infantry platoons primarily move on foot. However, there are circumstances when they will
move, and even fight, mounted. Because their units may operate with vehicle support, leaders
must be comfortable employing tactical movement with a variety of vehicle platforms.

6. In selecting formations and movement techniques, leaders must consider other requirements
such as speed and control as well as security. When conducting tactical movement, leaders must
be prepared to quickly transition to maneuver and fight while minimizing the effects of the
enemy. This requirement calls for the leader to determine which formation or combination of
formations best suits the situation.

7. MOVEMENT FORMATIONS - Movement formations are the ordered arrangement of


forces that describes the general configuration of a unit on the ground. They determine the
distance between Soldiers, sectors of fire, and responsibilities for 360-degree security.
Movement formations are used in combination with movement techniques (and other security
measures), immediate action drills, and enabling tasks. Movement techniques define the level of
security one subordinate provides another within a formation. Immediate action drills are those
combat actions that enable the unit to quickly transition to maneuver during unexpected enemy
contact. Enabling tasks facilitate transitions between other combat tasks. See Section II of this
chapter for more on movement formations.

8. Movement techniques describe the position of squads and fire teams in relation to each other
during movement. Platoons and squads use three movement techniques: traveling, traveling
over-watch, and bounding over-watch.

9. Like formations, movement techniques provide varying degrees of control, security, and
flexibility. Movement techniques differ from formations in two ways:

7-2
a. Formations are relatively fixed; movement techniques are not. The distance between
moving units or the distance that a squad bounds away from an over-watching squad varies
based on factors of METT-TC.
b. Formations allow the platoon to weight its maximum firepower in a desired direction;
movement techniques allow squads to make contact with the enemy with the smallest element
possible. This allows leaders to establish a base of fire, initiate suppressive fires, and attempt to
maneuver without first having to disengage or be reinforced.

10. Leaders base their selection of a particular movement technique on the likelihood of enemy
contact and the requirement for speed. See Section III of this chapter for more on movement
techniques.

11. ROUTE AND NAVIGATION – Planning and selecting a route is a critical leader skill. One
of the keys to successful tactical movement is the ability to develop routes that increase the unit’s
security, decrease the Soldier’s effort, and get the unit to the objective on time in a manner
prepared to fight. Good route selection begins with a thorough terrain analysis and ends with
superior navigation. Planning and preparation are worthless if a unit cannot find its way to the
objective, or worse, stumbles onto it because of poor navigation. See Section IV of this chapter
for more on route and navigation.

12. DANGER AREAS – When analyzing the terrain (in the METT-TC analysis) during the
troop-leading procedures (TLP), the platoon leader may identify danger areas. The term danger
area refers to any area on the route where the terrain would expose the platoon to enemy
observation, fire, or both. If possible, the platoon leader should plan to avoid danger areas.
However, there are times when he cannot. When the unit must cross a danger area, it should do
so as quickly and as carefully as possible. See Section V of this chapter for more information on
danger areas.

13. SECURITY – Security during movement includes the actions that units take to secure
themselves and the tasks given to units to provide security for a larger force. Platoons and squads
enhance their own security during movement through the use of covered and concealed terrain;
the use of the appropriate movement formation and technique; the actions taken to secure danger
areas during crossing; the enforcement of noise, light, and radiotelephone discipline; and the use
of proper individual camouflage techniques. See Section VII of this chapter for more on security.

14. Formations and movement techniques provide security by:


a. Positioning each Soldier so he can observe and fire into a specific sector that overlaps
with other sectors.
b. Placing a small element forward to allow the platoon to make contact with only the lead
element and give the remainder of the platoon freedom to maneuver.
c. Providing over-watch for a portion of the platoon.

15. In planning tactical movement, leaders should also consider the requirements for—
• Terrain.
• Planning.
• Direct fires.

7-3
• Fire support.
• Control.
a. TERRAIN – The formations and techniques shown in the illustrations in this chapter are
examples only. They are generally depicted without terrain considerations (which are usually a
critical concern in the selection and execution of a formation). Therefore, in both planning and
executing tactical movement, leaders understand that combat formations and movement
techniques require modification in execution. Spacing requirements and speed result from a
continuous assessment of terrain. Leaders must stay ready to adjust the distance of individuals,
fire teams, squads, and individual vehicles and vehicle sections based on terrain, visibility, and
other mission requirements.
(1) While moving, individual Soldiers and vehicles use the terrain to protect themselves
during times when enemy contact is possible or expected. They use natural cover and
concealment to avoid enemy fires.
(2) The following guidelines apply to Soldiers and vehicle crews using terrain for
protection:
• Do not silhouette yourself against the skyline.
• Avoid possible kill zones because it is easier to cross difficult terrain than fight
the enemy on unfavorable terms.
• Cross open areas quickly.
• Avoid large, open areas, especially when they are dominated by high ground or
by terrain that can cover and conceal the enemy.
• Do not move directly forward from a concealed firing position.
b. PLANNING – One of the leader’s primary duties is to develop a plan that links together
route selection and navigation, combat formations, and appropriate security measures with
enabling tasks that moves the unit from its current location to its destination. This plan must take
into account the enemy situation and control during movement.
c. DIRECT FIRES – While moving or when stationary, each Soldier (or vehicle) has a
sector to observe and engage enemy soldiers in accordance with the unit’s engagement criteria
(see Chapter 2). Individual and small unit sectors are the foundation of the unit’s area of
influence. Pre-assigned sectors are inherent in combat formations. When formations are
modified, leaders must reconfirm their subordinates’ sectors. Leaders have the added
responsibility of ensuring their subordinates’ sectors are mutually supporting and employing
other security measures that identify the enemy early and allow the leader to shape the fight.
d. FIRE SUPPORT – Planning should always include arranging for fire support (mortars,
artillery, CAS, attack helicopters, naval gunfire), even if the leader thinks it unnecessary. A fire
plan can be a tool to help navigate and gives the leader the following options:
• Suppressing enemy observation posts or sensors.
• Creating a distraction.
• Achieving immediate suppression.
• Covering withdrawal off of an objective.
• Breaking contact.

e. CONTROL – Controlling tactical movement is challenging. The leader must be able to


start, stop, shift left or right, and control the unit’s direction and speed of movement while
navigating, assessing the terrain, and preparing for enemy contact. Determining the proper
movement formations and techniques during planning is important, but the leader must be able to

7-4
assess his decision during execution and modify or change his actions based on the actual
situation.
f. Without adequate procedural and positive control, it is difficult for the leader to make
decisions and give orders, lead an effective response to enemy contact, or accurately navigate.
Leaders exercise procedural control by unit training and rehearsals in the basics of tactical
movement. The better trained and rehearsed subordinates are, the more freedom leaders have to
concentrate on the situation, particularly the enemy and the terrain. Leaders exercise positive
control by communicating to subordinates. They do so using hand-and-arm signals as a method
of communication. They also use the other means of communication (messenger, visual, audio,
radio, and digital) when appropriate.
g. All available communication is used (consistent with OPSEC and movement security) to
assist in maintaining control during movement. March objectives, checkpoints, and phase lines
may be used to aid in control. The number of reports is reduced as normally only exception
reports are needed. The leader should be well forward in the formation but may move throughout
as the situation demands. Communications with security elements are mandatory. Operations
security often prevents the use of radios, so connecting files, runners, and visual signals can be
used. Detailed planning, briefing, rehearsals, and control are valuable if there is enemy contact.
Alternate plans are made to cover all possible situations.

SECTION II MOVEMENT FORMATIONS

1. This section discusses movement formations of Infantry fire teams, squads, and platoons.
The platoon leader uses formations for several purposes: to relate one squad to another on the
ground; to position firepower to support the direct-fire plan; to establish responsibilities for
sector security among squads; or to aid in the execution of battle drills. Just as they do with
movement techniques, platoon leaders plan formations based on where they expect enemy
contact, and on the company commander’s plans to react to contact. The platoon leader evaluates
the situation and decides which formation best suits the mission and situation.

2. Every squad and Soldier has a standard position. Soldiers can see their team leaders. Fire
team leaders can see their squad leaders. Leaders control their units using hand-and-arm signals.

3. Formations also provide 360-degree security and allow units to give the weight of their
firepower to the flanks or front in anticipation of enemy contact.

4. Formations do not demand parade ground precision. Platoons and squads must retain the
flexibility needed to vary their formations to the situation. The use of formations allows Soldiers
to execute battle drills more quickly and gives them the assurance that their leaders and buddy
team members are in the expected positions and performing the right tasks.

5. Sometimes platoon and company formations differ due to METT-TC factors. For
example, the platoons could move in wedge formations within a company vee. It is not necessary
for the platoon formation to be the same as the company formation unless directed by the
company commander. However, the platoon leader must coordinate his formation with other
elements moving in the main body team’s formation. Figure 8-2 illustrates platoon symbols.

7-5
FIG 8-2 Legend of platoon symbols

NOTE: The formations shown in the illustrations are examples only. They generally are
depicted without METT-TC considerations, which are always the most crucial element in the
selection and execution of a formation. Leaders must be prepared to adapt their choice of
formation to the specific situation.

PRIMARY FORMATIONS

1. Combat formations are composed of two variables: lateral frontage, represented by the line
formation; and depth, represented by the column formation. The advantages attributed to any one
of these variables are disadvantages to the other. Leaders combine the elements of lateral
frontage and depth to determine the best formation for their situation. In addition to the line and
column/file, the other five types of formations—box; vee; wedge; diamond; and echelon—
combine these elements into varying degrees. Each does so with different degrees of emphasis
which result in unique advantages and disadvantages (Table 8-1).

2. The seven formations can be grouped into two categories: formations with one lead element,
and formations with more than one lead element. The formations with more than one lead
element, as a general rule, are better for achieving fire superiority to the front, but are more
difficult to control. Conversely, the formations with only one lead element are easier to control
but are not as useful for achieving fire superiority to the front.

3. Leaders attempt to maintain flexibility in their formations. Doing so enables them to react
when unexpected enemy actions occur. The line, echelon, and column formations are the least
flexible of the seven formations. The line mass to the front has vulnerable flanks. The echelon is
optimized for a flank threat—something that units want to avoid. The column has difficulty

7-6
reinforcing an element in contact. Leaders using these formations should consider ways to reduce
the risks associated with their general lack of flexibility.

Table 8-1 Primary formations

7-7
PLATOON FORMATIONS
The actual number of useful combinations of squad and fire team combat formations within the
platoon combat formations is numerous, creating a significant training requirement for the unit.
Add to that the requirement to modify formations with movement techniques, immediate action
drills, and other techniques, and it is readily apparent that what the platoon leader needs is a
couple of simple, effective strategies. These strategies should be detailed in the unit’s SOPs. For
a full description of each combat formation and advantages and disadvantages refer again to
Table 8-1.

PLATOON LEADER RESPONSIBILITIES


1. Like the squad leader, the platoon leader exercises command and control primarily through his
subordinates and moves in the formation where he can best achieve this. The squad and team
leader execute the combat formations and movement techniques within their capabilities based
on the platoon leader’s guidance.

2. The platoon leader is responsible for 360-degree security, for ensuring that each subordinate
unit’s sectors of fire are mutually supporting, and for being able to rapidly transition the platoon
upon contact. He adjusts the platoon’s formation as necessary while moving, primarily through
the three movement techniques (see Section III). Like the squad and team, this determination is a
result of the task, the nature of the threat, the closeness of terrain, and the visibility.

3. The platoon leader is also responsible for ensuring his squads can perform their required
actions. He does this through training before combat and rehearsals during combat. Well-trained
squads are able to employ combat formations, movement techniques, actions on contact, and
stationary formations.

4. The platoon leader designates one of the squads as the base squad. He controls the platoon’s
speed and direction of movement through the base squad, while the other squads and any
attachments cue their movement off of the base squad.

PRIMARY FORMATIONS
1. Platoon formations include the column, the line (squads on line or in column), the vee, the
wedge, and the file. The leader should weigh these carefully to select the best formation based on
his mission and on METT-TC analysis. A comparison of the formations is in Table 8-4.

2. Within these platoon formations, the rifle squads are either in a column or a line. Within the
rifle squad formations, the teams are in one of the six formations. Normally the platoon leader
does not personally direct fire team formations, but he can do so if the situation dictates. He
should at a minimum know the formation of the base fire team of the base squad. The weapons
squad travels separately or attached to the rifle squads.

7-8
Table 8-4. Comparison of platoon formations

7-9
PLATOON COLUMN
In the platoon column formation, the lead squad is the base squad (Figure 8-8). It is normally
used for traveling only.

Figure 8-8. Platoon column

7-10
NOTE: METT-TC considerations determine where the weapons squad or machine gun teams
locate in the formation. They normally move with the platoon leader and /or PSG so he can
establish a base of fire quickly.

Platoon Line, Squads on Line


1. In the platoon line, squads on line formation, when two or more platoons are attacking, the
company commander chooses one of them as the base platoon. The base platoon’s center squad
is its base squad. When the platoon is not acting as the base platoon, its base squad is its flank
squad nearest the base platoon. The weapons squad may move with the platoon, or it can provide
the support-by-fire position. This is the basic platoon assault formation (Figure 8-9).

2. The platoon line with squads on line is the most difficult formation from which to make the
transition to other formations.

3. It may be used in the assault to maximize the firepower and shock effect of the platoon. This
normally is done when there is no more intervening terrain between the unit and the enemy,
when antitank systems are suppressed, or when the unit is exposed to artillery fire and must
move rapidly.

Figure 8-9. Platoon line, squads on line.

Platoon Line, Squads in Column


When two or more platoons are moving, the company commander chooses one of them as the
base platoon. The base platoon’s center squad is its base squad. When the platoon is not the base
platoon, its base squad is its flank squad nearest the base platoon (Figure 8-10). The platoon line
with squads in column formation is difficult to transition to other formations.

7-11
Figure 8-10. Platoon line, squads in column.
Platoon Vee
This formation has two squads up front to provide a heavy volume of fire on contact (Figure 8-
11). It also has one squad in the rear that can either over-watch or trail the other squads. The
platoon leader designates one of the front squads to be the platoon’s base squad.

Figure 8-11. Platoon vee.

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Platoon Wedge
1. This formation has two squads in the rear that can over-watch or trail the lead squad (Figure 8-
12). The lead squad is the base squad. The wedge formation—
a. Can be used with the traveling and traveling over-watch techniques.
b. Allows rapid transition to bounding over-watch.

Figure 8-12. Platoon wedge.

Platoon File
This formation may be set up in several methods (Figure 3-13). One method is to have three-
squad files follow one another using one of the movement techniques. Another method is to have
a single platoon file with a front security element (point) and flank security elements. The
distance between Soldiers is less than normal to allow communication by passing messages up
and down the file. The platoon file has the same characteristics as the fire team and squad files. It
is normally used for traveling only.

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Figure 8-13. Platoon file

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SECTION III MOVEMENT TECHNIQUES

1. Movement techniques are not fixed formations. They refer to the distances between Soldiers,
teams, and squads that vary based on mission, enemy, terrain, visibility, and any other factor that
affects control. There are three movement techniques: traveling; traveling over-watch; and
bounding over-watch. The selection of a movement technique is based on the likelihood of
enemy contact and the need for speed. Factors to consider for each technique are control,
dispersion, speed, and security (Table 8-5)

Table 8-5. Movement techniques and characteristics.

2. From these movement techniques, leaders are able to conduct actions on contact, making
natural transitions to fire and movement as well as to conducting tactical mission tasks. When
analyzing the situation, some enemy positions are known. However, most of the time enemy
positions will only be likely (called templated positions). Templated positions are the leader’s
“best guess” based on analyzing the terrain and his knowledge of the enemy. Throughout the
operation, leaders are continuously trying to confirm or deny both the known positions as well as
the likely positions.

PLATOON MOVEMENT TECHNIQUES

1. The platoon leader determines and directs which movement technique the platoon will use.
While moving, leaders typically separate their unit into two groups: a security element and the
main body. In most scenarios, the Infantry platoon is not large enough to separate its forces into
separate security forces and main body forces. However, it is able to accomplish these security
functions by employing movement techniques. A movement technique is the manner a platoon
uses to traverse terrain.

2. As the probability of enemy contact increases, the platoon leader adjusts the movement
technique to provide greater security. The key factor to consider is the trail unit’s ability to
provide mutual support to the lead element. Soldiers must be able to see their fire team leader.
The squad leader must be able to see his fire team leaders. The platoon leader should be able to
see his lead squad leader.

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TRAVELING
The platoon often uses the traveling technique when contact is unlikely and speed is needed
(Figure 8-19). When using the traveling technique, all unit elements move continuously. In
continuous movement, all Soldiers travel at a moderate rate of speed, with all personnel alert.
During traveling, formations are essentially not altered except for the effects of terrain.

Figure 8-19. Platoon traveling

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TRAVELING OVER-WATCH
1. Traveling over-watch is an extended form of traveling in which the lead element moves
continuously but trailing elements move at varying speeds, sometimes pausing to over-watch
movement of the lead element (Figure 3-20). Traveling over-watch is used when enemy contact
is possible but not expected. Caution is justified but speed is desirable.

2. The trail element maintains dispersion based on its ability to provide immediate suppressive
fires in support of the lead element. The intent is to maintain depth, provide flexibility, and
sustain movement in case the lead element is engaged. The trailing elements cue their movement
to the terrain, over-watching from a position where they can support the lead element if needed.
Trailing elements over-watch from positions and at distances that will not prevent them from
firing or moving to support the lead element. The idea is to put enough distance between the lead
unit and the trail unit(s) so if the lead unit comes into contact, the trail unit(s) will be out of
contact but have the ability to maneuver on the enemy.

3. Traveling over-watch requires the leader to control his subordinate’s spacing to ensure mutual
support. This involves a constant process of concentrating (close it up) and dispersion (spread it
out). The primary factor is mutual support, with its two critical variables being weapon ranges
and terrain. Infantry platoon’s weapon range limitations dictate that units should not generally
get separated by more than 300 meters. In compartmentalized terrain this distance is obviously
closer while in open terrain this distance is greater.

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Figure 8-20. Platoon traveling over-watch

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BOUNDING OVER-WATCH
Bounding over-watch is similar to fire and movement in which one unit over-watches the
movement of another (Figure 3-21). The difference is there is no actual enemy contact. Bounding
over-watch is used when the leader expects contact. The key to this technique is the proper use of
terrain. Subordinate units fall into one of three categories: bounding, over-watching, or awaiting
orders.

Figure 8-21. Platoon bounding over-watch

Command and Control of the Bounding Element


Ideally, the over-watch element maintains visual contact with the bounding element. However,
the leader of the over-watch element may have the ability to digitally track the location of the
bounding element without maintaining visual contact. This provides the bounding element more
freedom in selecting covered and concealed routes to its next location. Before a bound, the
platoon leader gives an order to his squad leaders from the over-watch position. He tells and
shows them the following:
• The direction or location of the enemy (if known).
• The positions of the over-watching squad.
• The next over-watch position.
• The route of the bounding squad.
• What to do after the bounding squad reaches the next position.
• What signal the bounding squad will use to announce it is prepared to over-watch.
• How the squad will receive its next orders.

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SECTION IV – Platoon Operations
(FM 3-21.8 MAR07; TC 3-21.8 AUG13)

The unit task list (UTL) shown in Table A-1 identifies collective tasks that the unit is organized,
manned and equipped to conduct according to their Tables of Organization & Equipment (TOE).
The platoon leader uses this list to select those tasks that support the company Mission Essential
Tasks List (METL). The platoon leader may accept risk and not train the entire UTL. The task
numbers and task titles are listed under each of the six warfighting functions.
Table A-1
Task Number Task Title
Mission Command
07-2-5081 Conduct Troop-Leading Procedures (Platoon-Company)
55-2-4806 Prepare Equipment for Deployment
55-2-4828 Plan Unit Deployment Activities Upon Receipt of a Warning Order
Movement & Maneuver
07-2-1090 Conduct a Movement to Contact (Platoon-Company)
07-2-9001 Conduct an Attack (Platoon-Company)
07-2-1256 Conduct an Attack by Fire (Platoon-Company)
07-2-1261 Conduct an Attack in an Urban Area (Platoon-Company)
07-2-9008 Conduct a Raid (Platoon-Company)
07-2-1477 Breach an Obstacle (Platoon-Company)
07-2-9002 Conduct a Bypass (Platoon-Company)
07-2-9003 Conduct a Defense (Platoon-Company)
07-2-1378 Defend in an Urban Area (Platoon-Company)
07-2-9004 Conduct a Delay (Platoon-Company)
07-2-9009 Conduct a Withdrawal (Platoon-Company)
07-2-9012 Conduct a Relief in Place (Platoon-Company)
07-2-3000 Conduct Support by Fire (Platoon-Company)
07-2-1387 Employ a Reserve Force (Platoon-Company)
07-2-3027 Integrate Direct Fires (Platoon-Company)
17-2-0320 Conduct Infiltration (Platoon-Company)
07-2-1324 Conduct Area Security (Platoon-Company)
07-2-1396 Employ Obstacles (Platoon-Company)
07-3-9018 Enter and Clear a Building (Section-Platoon)
17-2-9225 Conduct a Screen (Platoon-Company)
17-2-4010 Conduct Zone Reconnaissance
17-2-4011 Conduct Area Reconnaissance (Platoon-Company)
07-2-9006 Conduct a Passage of Lines as the Passing Unit (Platoon-Company)
07-2-9007 Conduct a Passage of Lines as the Stationary Unit (Platoon-
Company)
19-3-2406 Conduct Roadblock and Checkpoint Operations
07-2-5027 Conduct Consolidation and Reorganization (Platoon-Company)
07-2-9014 Occupy an Assembly Area (Platoon-Company)
07-2-5009 Conduct a Rehearsal (Platoon-Company)
07-2-1405 Establish an Outpost (Platoon-Company)

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44-3-3220 Perform Passive Air Defense Measures
44-3-3221 Perform Active Air Defense Measures
07-2-1189 Conduct a Dismounted Tactical Road March (Platoon-Company)
07-3-9016 Establish an Observation Post
07-2-6063 Maintain Operations Security (Platoon-Company)
07-2-1198 Conduct a Mounted Tactical Road March(Platoon-Company)
07-2-1450 Cross a Water Obstacle (Platoon-Company)
07-2-1342 Conduct Tactical Movement (Platoon-Company)
07-2-1369 Secure Routes (Platoon-Company)
17-2-3070 Breach an Obstacle (Platoon-Company)
07-2-5036 Conduct Coordination (Platoon-Company)
07-2-6045 Employ Camouflage, Concealment, and Deception Techniques
(Platoon-Company)
07-2-9005 Conduct a Linkup (Platoon-Company)
07-3-9013 Conduct Action on Contact
07-2-9011 Conduct Tactical Movement in an Urban Area (Platoon-Company)
07-2-9051 Conduct a Cordon and Search (Platoon-Company)
07-2-1495 Conduct an Air Assault (Platoon-Company)
07-3-1072 Conduct a Disengagement
07-3-1333 Knock Out a Bunker
07-3-9017 Conduct Actions at Danger Areas
17-2-4000 Conduct Route Reconnaissance (Platoon-Company)
19-3-2007 Conduct Convoy Security
03-2-9226 Cross a Chemically Contaminated Area
Intelligence
34-2-0010 Report Tactical Information
34-3-0001 Monitor Platoon Operational Status
34-3-0003 Maintain Operations Security
Fires
07-2-3036 Integrate Indirect Fire Support (Platoon-Company)
Sustainment
63-2-4546 Conduct Logistics Package (LOGPAC) Support
08-2-0003 Treat Casualties
08-2-0004 Evacuate Casualties
Protection
03-2-9224 Conduct Operational Decontamination
07-2-4054 Secure Civilians During Operations (Platoon-Company)
03-2-9201 Implement CBRNE Protective Measures
07-2-5063 Conduct Composite Risk Management (Platoon-Company)

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Section V – Introduction to Offensive Operations

1. CHARACTERISTICS OF OFFENSIVE OPERATIONS

a. Surprise - Platoons achieve surprise by attacking the enemy at a time or place he does not
expect or in a manner for which he is unprepared. Unpredictability and boldness, within the
scope of the commander’s intent, help the platoon gain surprise. Total surprise is rarely essential;
simply delaying or disrupting the enemy’s reaction is usually effective. Surprise also stresses the
enemy’s command and control and induces psychological shock in his Soldiers and leaders. The
platoon’s ability to infiltrate during limited visibility and to attack are often key to achieving
surprise.

b. Concentration - Platoons achieve concentration by massing the effects of their weapons


systems and rifle squads to achieve a single purpose. Massing effects does not require all
elements of the platoon to be co-located; it simply requires the effects of the weapons systems to
be applied at the right place and time. Because the attacker moves across terrain the enemy has
prepared, he may expose himself to the enemy’s fires. By concentrating combat power, the
attacker can reduce the effectiveness of enemy fires and the amount of time he is exposed to
those fires. Modern navigation tools such as global positioning systems (GPSs) allow the platoon
leader to disperse, while retaining the ability to quickly mass the effects of the platoon’s weapons
systems whenever necessary.

c. Tempo - Tempo is the rate of speed of military action. Controlling or altering that rate is
essential for maintaining the initiative. While a fast tempo is preferred, the platoon leader must
remember that synchronization sets the stage for successful accomplishment of the platoon’s
mission. To support the commander’s intent, the platoon leader must ensure his platoon’s
movement is synchronized with the company’s movement and with the other platoons. If the
platoon is forced to slow down because of terrain or enemy resistance, the commander can alter
the tempo of company movement to maintain synchronization. The tempo may change many
times during an offensive operation. The platoon leader must remember that it is more important
to move using covered and concealed routes (from which he can mass the effects of direct fires),
than it is to maintain precise formations and predetermined speeds

d. Audacity - Audacity is a simple plan of action, boldly executed. It is the willingness to risk
bold action to achieve positive results. Knowledge of the commander’s intent one and two levels
up allows the platoon leader to take advantage of battlefield opportunities whenever they present
themselves. Audacity enhances the effectiveness of the platoon’s support for the entire offensive
operation. Marked by disciplined initiative, audacity also inspires Soldiers to overcome adversity
and danger.

2. TYPES OF OFFENSIVE OPERATIONS

a. The four types of offensive operations, described in FM 3-90, are movement to contact,
attack, exploitation, and pursuit. Companies can execute movements to contact and attacks.
Platoons generally conduct these forms of the offense as part of a company. Companies and
platoons participate in an exploitation or pursuit as part of a larger force. The nature of these

7-22
operations depends largely on the amount of time and enemy information available during the
planning and preparation for the operation phases. All involve designating decisive points,
maintaining mutual support, gaining fire superiority over the enemy, and seizing positions of
advantage without prohibitive interference by the enemy.

b. MOVEMENT TO CONTACT - Movement to contact is a type of offensive operation


designed to develop the situation and establish or regain contact. The platoon will likely conduct
a movement to contact as part of a company when the enemy situation is vague or not specific
enough to conduct an attack.

c. ATTACK - An attack is an offensive operation that destroys enemy forces, seizes, or


secures terrain. An attack differs from a movement to contact because the enemy disposition is at
least partially known. Movement supported by fires characterizes an attack. The platoon will
likely participate in a synchronized company attack. However, the platoon may conduct a special
purpose attack as part of or separate from a company offensive or defensive operation. Special
purpose attacks consist of ambush, spoiling attack, counterattack, raid, feint, and demonstration.

d. EXPLOITATION - All commanders are expected to exploit successful attacks. In the


exploitation, the attacker extends the destruction of the defending force by maintaining constant
offensive pressure. Exploitations are conducted at all command levels, but divisions and brigades
are the echelons that conduct majorexploitation operations. The objective of exploitation is to
disintegrate the enemy to the point where they have no alternative but surrender or fight
following a successful attack. Indicators such as increased enemy prisoners of war (EPW), lack
of organized defense, loss of enemy unit cohesion upon contact, and capture of enemy leaders
indicate the opportunity to shift to an exploitation. Companies and platoons may conduct
movements to contact or attacks as part of a higher unit’s exploitation.

e. PURSUIT - Pursuits are conducted at the company level and higher. A pursuit typically
follows a successful exploitation. The pursuit is designed to prevent a fleeing enemy from
escaping and to destroy him. Companies and platoons may conduct pursuits as part of a higher
unit’s exploitation.

3. PLATOON ATTACKS

a. Platoons and squads normally conduct an attack as part of the Infantry company. An attack
requires detailed planning, synchronization, and rehearsals to be successful. The company
commander designates platoon objectives with a specific mission for his assault, support, and
breach elements. To ensure synchronization, all leaders must clearly understand the mission,
with emphasis on the purpose, of peer and subordinate elements. Leaders must also know the
location of their subordinates and adjacent units during the attack. In addition to having different
forms based on their purposes, attacks are characterized as hasty, or deliberate. The primary
difference between the hasty and deliberate attack is the planning and coordination time
available to allow the full integration and synchronization of all available combined arms assets.
Attacks may take the form of one of the following:
• Enemy-oriented attacks against a stationary force.
• Enemy-oriented attacks against a moving force.

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• Terrain-oriented attacks.

b. Additionally, some attacks may be significantly focused on executing a select task by a


certain date/time group. Attacks will either be daylight attacks or limited visibility attacks.
Limited visibility attacks are further divided into illuminated and non-illuminated attacks.
Leaders must always plan on non-illuminated attacks becoming illuminated at some point,
whether due to friendly or enemy efforts.

4. TYPES OF ATTACK
a. A Deliberate Attack - a type of offensive action characterized by preplanned coordinated
employment of firepower and maneuver to close with and destroy the enemy. The deliberate
attack is a fully coordinated operation that is usually reserved for those situations in which the
enemy defense cannot be overcome by a hasty attack. Commanders may order a deliberate attack
when the deployment of the enemy shows no identifiable exposed flank or physical weakness, or
when a delay will not significantly improve the enemy’s defenses. The deliberate attack is
characterized by detailed intelligence concerning a situation that allows the leader to develop and
coordinate detailed plans. The leader task-organizes his forces specifically for the operation to
provide a fully synchronized combined arms team. Time taken to prepare a deliberate attack is
also time during which the enemy can continue defensive improvements, disengage, or launch a
spoiling attack. The phases of the deliberate attack are reconnaissance, move to the objective,
isolate the objective, seize a foothold and exploit the penetration (actions on the objective), and
consolidate and reorganize.

(1) Reconnaissance
(a) Before a deliberate attack, the platoon and company should gain enemy,
terrain, and friendly information from the reconnaissance conducted by the battalion
reconnaissance platoon. However, this may not always occur. The platoon and company should
be prepared to conduct their own reconnaissance of the objective to confirm, modify, or deny
their tentative plan.
(b) Platoons should not conduct reconnaissance unless specifically tasked to do so
in a consolidated reconnaissance plan. If possible, the company should determine the enemy’s
size, location, disposition, most vulnerable point, and most probable course of action. At this
point, and with permission from battalion, the company should direct the platoon to conduct a
reconnaissance patrol. This element conducts a reconnaissance of the terrain along the axis of
advance and on the objective. It determines where the enemy is most vulnerable to attack and
where the support element can best place fires on the objective.
(c) The tentative plan may change as a result of the reconnaissance if the platoon
or squad discovers that terrain or enemy dispositions are different than determined earlier in the
TLP. The platoon or squad leader may modify control measures based on the results of the
reconnaissance, and must send these adjustments to their leader as soon as possible. For
example, the platoon may discover the weapons squad cannot suppress the enemy from the north
side of the objective as originally planned because of terrain limitations. Therefore, the platoon
leader moves the support-by-fire positions to the south side of the objective, adjusts the tentative
plan’s control measures, and radios the control measures to his commander for approval. The
graphics are subsequently disseminated throughout the company and to adjacent units as needed.

7-24
(2) Advance to the Objective - The attacking element advances to within assault
distance of the enemy position under supporting fires using a combination of traveling, traveling
overwatch, or bounding overwatch. Platoons advance to successive positions using available
cover and concealment. The company commander may designate support-by-fire positions to
protect friendly elements with suppressive direct fires. As the company maneuvers in zone, it
employs fires to suppress, neutralize, and obscure the enemy positions. The support-by-fire
elements may need to occasionally change locations to maintain the ability to support the
advancing assault element.

(3) Assembly Area to the Line of Departure


(a) The line of departure is normally a phase line where elements of the attacking
element transition to secure movement techniques in preparation for contact with the enemy.
Platoons may maneuver from the line of departure to designated support-by-fire positions,
assault positions, and breach or bypass sites. Before leaving the assembly area, the platoon leader
should receive an update of the location of forward and adjacent friendly elements. He should
also receive updated enemy locations. The platoon leader then disseminates these reports to each
squad leader.
(b) The platoon moves forward from the assembly area to the line of departure,
usually as part of a company formation along a planned route. The platoon leader should have
reconnoitered the route to the line of departure and specifically to the crossing point. During the
planning stage, he plots a waypoint on the line of departure at the point he intends to cross. The
platoon navigates to the waypoint during movement. The move from the assembly area is timed
during the reconnaissance so the lead section crosses the line of departure at the time of attack
without halting in the attack position. If the platoon must halt in the attack position, the squads
establish security and take care of last minute coordination.

(4) Line of Departure to Assault Position - The platoon moves from the line of
departure to the assault position. The platoon leader plots waypoints to coincide with checkpoints
along the route. During movement, he ensures the platoon navigates from checkpoint to
checkpoint or phase line by using basic land navigation skills supplemented by precision
navigation.

(5) Assault Position to the Objective


(a) The assault position is the last covered and concealed position before reaching
the objective. Ideally, the platoon occupies the assault position without the enemy detecting any
of the platoon’s elements. Preparations in the assault position may include preparing bangalores,
other breaching equipment or demolitions, fixing bayonets, ceasing or shifting fires, or preparing
smoke pots. The platoon may halt in the assault position if necessary to ensure it is synchronized
with friendly forces. Once the assault element moves forward of the assault position, the assault
must continue. If stopped or turned back, the assault element could sustain unnecessary
casualties.
(b) Supporting fire from the weapons squad must continue to suppress the enemy
and must be closely controlled to prevent fratricide. At times, the assault element may mark each
Soldier or just the team on the flank nearest the support element. The key is to ensure the
support-by-fire element knows the location of the assault element at all times. The assaulting
Soldiers and the support element sustain a high rate of fire to suppress the enemy.

7-25
(c) When the assault element moves to the breach point, the base-of-fire leader
verifies the assault element is at the right location. The base-of-fire leader is responsible for
tracking the assault element as it assaults the objective. The company commander shifts or
ceases indirect fire when it endangers the advancing Soldiers and coordinates this with the
platoon’s assault. As the fire of the platoon’s support is masked, the platoon leader shifts or
ceases it or displaces the weapons squad to a position where continuous fire can be maintained.

(6) Isolate the Objective


(a) The goals of isolation are to prevent the enemy from reinforcing the objective
and to prevent enemy forces on the objective from leaving. Infantry platoons will probably be an
isolating element within a company.
(b) The platoon leader often designates assault, support, and breach elements
within his platoon to conduct a deliberate attack. One technique is to designate the weapons
squad as the support element, an Infantry squad as the breach element, and the remainder of the
platoon as the assault element.
(c) The supporting elements assist the breach element’s initial breach of the
objective by placing suppressive fires on the most dangerous enemy positions. As the breach is
being established, the weapons squad shifts fires (or local self-defense weapons) to allow the
breach element to penetrate the objective and avoid fratricide. Visual observation and
information provided through the radio are vital to maintain suppressive fires just forward of the
breach and assault elements.
(d) The supporting elements monitor the forward progress of the assault element
and keep shifting suppressive fire at a safe distance in front of them. The weapons squad
positions itself to provide continual close-in suppressive fire to aid the actions of the assault
squad(s) as it moves across the objective.
(e) Once the breach element has seized the initial foothold on the objective, the
assault element may then move through the breach lane to assault the objective. As this occurs,
the platoon leader closely observes the progress of the breach and assault elements to ensure
there is no loss in momentum, and that assault and breach elements do not cross in front of the
supporting elements
(f) All communication from the support element to the breach, assault, and
weapons support is by frequency modulated (FM) radio or signals. If the platoon sergeant or
squad leader observes problems, they radio the platoon leader. The platoon leader uses this
information and what he personally sees on the objective to control the assault.

(7) Consolidate and Reorganize


(a) Once enemy resistance on the objective has ceased, the platoon quickly
consolidates to defend against a possible counterattack and prepares for follow-on missions.
(b) Consolidation consists of actions taken to secure the objective and defend
against an enemy counterattack.
(c) Reorganization, normally conducted concurrently with consolidation, consists
of preparing for follow-on operations. As with consolidation, the platoon leader must plan and
prepare for reorganization as he conducts his TLP.

(8) Site Exploitation - Once the sensitive site is secure, enemy resistance eliminated,
and safe access established, exploitation of the site begins. Subject matter experts and teams

7-26
carefully enter and exploit every structure, facility, and vehicle on the site and determine its
value and its hazard to the platoon. The security force continues to secure the site. Leaders may
elect to rotate the assault, support, and security forces if the site exploitation lasts for a prolonged
period of time.
b. Hasty Attack - The platoon normally participates in a hasty attack as part of a larger unit,
during movement to contact, as part of a defense, or whenever the commander determines that
the enemy is vulnerable. A hasty attack is used to—

• Exploit a tactical opportunity.


• Maintain the momentum.
• Regain the initiative.
• Prevent the enemy from regaining organization or balance.
• Gain a favorable position that may be lost with time.

Because its primary purpose is to maintain momentum or take advantage of the enemy
situation, the hasty attack is normally conducted with only the resources that are immediately
available. Maintaining constant pressure through hasty attacks keeps the enemy off balance and
makes it difficult for him to react effectively. Rapidly attacking before the enemy can act often
results in success even when the combat power ratio is not as favorable as desired. With its
emphasis on agility and surprise, however, this type of attack may cause the attacking element to
lose a degree of synchronization. To minimize this risk, the commander should maximize use of
standard formations, well-rehearsed, thoroughly-understood battle and crew drills, and SOPs.
The hasty attack is often the preferred option during continuous operations. It allows the
commander to maintain the momentum of friendly operations while denying the enemy the time
needed to prepare his defenses and to recover from losses suffered during previous action. Hasty
attacks normally result from a movement to contact, successful defense, or continuation of a
previous attack.
b. Conduct of the Hasty Attack
(1) By necessity, hasty attacks are simple and require a minimum of coordination with
higher and adjacent leaders. Leaders, however, still take the necessary measures to assess the
situation, decide on an appropriate course of action, and direct their subordinates in setting
conditions and execution.
(2) Execution begins with establishment of a base of fire, which then suppresses the
enemy force. The maneuver element uses a combination of techniques to maintain its security as
it advances in contact to a position of advantage. These techniques include:
• Use of internal base-of-fire and bounding elements.
• Use of covered and concealed routes.
• Use of indirect fires and smoke grenades or pots to suppress or obscure the enemy or to
screen friendly movement.
• Execution of bold maneuver that initially takes the maneuver element out of enemy direct
fire range.

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SECTION VI – DEFENSIVE OPERATIONS
(FM 3-21.8 MAR07)

Though the outcome of decisive combat derives from offensive actions, leaders often find it is
necessary, even advisable, to defend. The general task and purpose of all defensive operations is
to defeat an enemy attack and gain the initiative for offensive operations. It is important to set
conditions of the defense so friendly forces can destroy or fix the enemy while preparing to seize
the initiative and return to the offense. The platoon may conduct the defense to gain time, retain
key terrain, facilitate other operations, preoccupy the enemy in one area while friendly forces
attack him in another, or erode enemy forces. A well coordinated defense can also set the
conditions for follow-on forces and follow-on operations.

1. CHARACTERISTICS OF THE DEFENSE

• Preparation
• Security
• Disruption
• Massing effects
• Flexibility

a. Preparation

(1) The friendly defender arrives in the battle area before the enemy attacker. As the
defender, the platoon must take advantage of this by making the most of preparations for combat
in the time available. By thoroughly analyzing the factors of METT-TC, the platoon leader gains
an understanding of the tactical situation and identifies potential friendly and enemy weaknesses.

(2) By arriving in the battle area first, the Infantry platoon has the advantage of preparing
the terrain before the engagement. Through the proper selection of terrain and reinforcing
obstacles, friendly forces can direct the energy of the enemy's attack into terrain of their
choosing. Friendly forces must take advantage of this by making the most thorough preparations
that time allows while always continuing to improve their defenses—security measures,
engagement areas, and survivability positions. Preparation of the ground consists of plans for
fires and movement; counterattack plans; and preparation of positions, routes, obstacles,
logistics, and command and control (C2) facilities.

(3) The Infantry platoon must exploit every aspect of terrain and weather to its advantage.
In the defense, as in the attack, terrain is valuable only if the friendly force gains advantage from
its possession or control. In developing a defensive plan, the friendly force takes account of key
terrain and attempts to visualize and cover with fire all possible enemy avenues of approach into
their sector. The friendly defense seeks to defend on terrain that maximizes effective fire, cover,
concealment, movement, and surprise.

(4) Friendly forces must assume that their defensive preparations are being observed. To
hinder the enemy's intelligence effort, leaders establish security forces to conduct counter
reconnaissance and deceive the enemy as to the exact location of the main defenses.

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b. Security - The goals of the platoon’s security efforts are normally tied to the company
efforts. These efforts include providing early warning, destroying enemy reconnaissance units,
and impeding and harassing elements of the enemy main body. The platoon will typically
continue its security mission until directed to displace.

c. Disruption - Defensive plans vary with the circumstances, but all defensive concepts of
the operation aim at disrupting the enemy attacker’s synchronization. Counterattacks, indirect
fires, obstacles, and the retention of key terrain prevent the enemy from concentrating his
strength against selected portions of the platoon’s defense. Destroying enemy command and
control vehicles disrupts the enemy synchronization and flexibility. Separating enemy units from
one another allows them to be defeated piecemeal.

d. Massing Effects - The platoon must mass the overwhelming effects of combat power at
the decisive place and time if it is to succeed. It must obtain a local advantage at points of
decision. Offensive action may be a means of gaining this advantage. The platoon leader must
remember that this massing refers to combat power and its effects—not just numbers of Soldiers
and weapons systems.

e. Flexibility - Flexibility is derived from sound preparation and effective command and
control and results from a detailed analysis of the factors of METT-TC, an understanding of the
unit’s purpose, and aggressive reconnaissance and surveillance. The platoon must be agile
enough to counter or avoid the enemy attacker’s blows and then strike back effectively. For
example, supplementary positions on a secondary avenue of approach may provide additional
flexibility to the platoon. Immediate transitions from defense to offense are difficult. To ease this
transition, the platoon leader must think through and plan for actions his platoon may need to
take, and then rehearse them in a prioritized sequence based on time available.

SECTION VII – CORDON AND SEARCH


(ATP 3-06.20, Cordon and Search Tactics, Techniques, & Procedures; MAY13)
A cordon and search operation is conducted to seal (cordon) off an area in order to search it
for persons or things such as items, intelligence data, or answers to PIR. Effective cordon
and search operations possess sufficient forces to both effectively cordon a target area
and thoroughly search that target. Usually, this operation contributes to establishing public order
and safety, a key establish civil control subtask. It is also one of the techniques used in the
“clear” phase of a clear-hold-build operation.

Cordon is a tactical task given to a unit to prevent withdrawal from or reinforcement to a


position. Cordon implies occupying or controlling terrain especially mounted and dismounted
avenues of approach. Search implies the physical and visual inspection of an area. Both the
object of the search and the physical area of the search influence the type and degree of the
search.

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1. Methods

a. The two basic methods of executing a cordon and search are—cordon and knock
and cordon and enter. They differ in level of aggression. Based on the enemy SITEMP
and identified operational risk, actual cordon and search operations vary between these two
levels.

b. Key factors to consider in selecting the method to use include the enemy threat, the local
populace support, the level of intelligence available, and the capabilities of the HN security
forces. In both methods, the cordon is still established with as much speed or surprise as possible
to isolate the objective. Both methods may require some integrated HN security forces or civil
authorities to obtain the agreement by the occupants of the targeted search area. The figure below
compares the characteristics of permissive and non-permissive cordon and search operations.

Comparison of cordon and search methods.


(1) Cordon and Knock
(a) This is less intrusive than cordon and search. It is used when the populace is seen
as friendly or neutral, when no resistance is expected, and when the goal is to disrupt
and inconvenience the occupants as little as possible. One version of this is called the tactical
callout. This is a procedure where occupants are asked to exit the before search forces enter. If
occupants refuse to exit, or if the ground commander believes that the potential exists for an
insurgent encounter, he may escalate to cordon and enter.

(b) A second version of the cordon and knock is cordon and ask which means
occupants or the local Host Nation authorities are asked for permission to search a particular
location. If permission is denied, no entry occurs. However, the cordon and knock and the
cordon and ask require some degree of integration with HN security force or HN authorities
to obtain the agreement by the occupants of the target to the subsequent search. At a minimum, a
sufficient number of translators, preferably one with each element is required.

(2) Cordon and Enter


(a) This approach is intrusive. The intent is to rapidly breach barriers to gain entry
into the search area, typically using speed and surprise to allow the unit to quickly gain control.
This action allows units to maintain the initiative over a potentially unknown insurgent force
operating in the search area. Intrusive entry ranges from a Soldier simply opening a door without
occupant permission, to mechanical ballistic, or explosive breaching. In addition, mounted units
can use vehicles to breach. The cordon and enter approach does not explicitly require integrated
HN security forces or HN authorities, because occupants' permission is not required. However,
during a counterinsurgency, obtaining the leadership or direct support of the HN is always
preferred. Commanders assume operational risk in COIN by foregoing these considerations.

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(b) Some considerations when using the cordon and enter method follow. These
considerations may be more or less important than capturing the target individual, site,
or equipment. Gains in security by violent capture of a key insurgent leader may result in far
more substantial losses along the other LOE:
• Risk to civilian occupants and bystanders.
• Collateral damage to infrastructure.
• Perception of the populace.
• Risk to Soldiers.
• Rehearsals.
• Level of training of breach element.
• Effects on subsequent tactical site exploitations.

2. Approaches – Leaders plan and execute cordon and search operations using either a systematic
or selective approach. A systematic approach is the search of all buildings in the targeted area,
while a selective approach is the search of specific locations within a targeted area. The approach
used depends on numerous factors. However, the purpose of the operation is still to capture the
designated personnel, site, or equipment.

3. Considerations – If intelligence indicates enemy presence, and the local populace is either
neutral or supportive of the insurgency, then the principles of speed and surprise are the keys to a
successful cordon and search. Specific considerations using elements of the mission variables
are—

a. Mission - Leaders determine the focus and method of the cordon and search based on the
anticipated threat and the level of violence in the area of operations.

b. Enemy - Cordon elements cannot effectively block pedestrian egress or ingress.


Therefore, commanders should consider how to best physically stop pedestrian traffic. Lethal fire
is not a universal means of enforcing the nature of a cordon.

c. Troops and Support Available - The size and composition of the cordon and search force
is based on the size of the area to be cordoned, the size of the area to be searched and the
suspected enemy SITEMP. Normally, a military commander, with the police in support, best
controls a search involving a battalion or larger force. The police, with the military in support,
best control a search involving smaller forces. Regardless of the controlling agency, HN police
are the best choice for performing the actual search. However, they must be available in adequate
numbers and be trained in search operations.

d. Time Available - As time available to plan and prepare for a cordon and search mission
is generally limited, it is often necessary to conduct planning while reconnaissance
and intelligence collection are ongoing. The size of the area, especially the interior layout
of urban buildings, impacts force size and search time. Leaders should plan on allowing time
for follow-on missions based on exploitable information.

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e. Civil Considerations - Cordon and search operations are a great opportunity for all
Soldiers to conduct information engagements with the population. Each Soldier should know
and understand the information engagement task and purpose.

4. Phases - The phases of a cordon and search are the planning phase, reconnaissance phase, and
movement to the objective phase; isolate the objective phase, search phase and the withdrawal
phase.

a. Plan
(1) Establishing the cordon requires detailed planning, effective coordination,
and meticulous integration and synchronization of available assets to achieve the desired effects.
This requires the commander to consider both lethal and nonlethal effects. Each subordinate
cordon position such as a traffic control point or blocking position must have a designated leader
and a clearly understood task and purpose.

(2) A cordon and search operation can usually support the conduct engagement LOE.
Commanders must develop, integrate, and nest the information message in accordance with the
purpose of the search. Often the best message in COIN is one’s actions or that of the entire unit.

(3) Search of an urban area varies from a few, easily isolated buildings to a large well
developed urban city. Leaders should divide the urban area to be searched into zones. Buildings
should be numbered and assigned specific search parties for coordination and clarity

Enablers
1. Assets employed during the cordon and search may include tactical PSYOP teams
(TPTs), tactical HUMINT teams (THTs), law enforcement professionals (LEPs), special
advisors, attack, reconnaissance, and assault aviation, CAS, SIGINT enablers, MASINT
enablers, military working dog teams, (MWDs) biometrics collection efforts, female searchers,
and civil affairs teams (CATs).

2. A TPT is an outstanding combat multiplier. Messages broadcast in the local language


during cordon and search/knock operations facilitates situational awareness and understanding
for the local inhabitants. These TPTs, using vehicle mounted or man pack loudspeaker systems,
can help inform and control the population. In addition, the TPT conducts face-to-face
communication along with disseminating handbills or leaflets explaining the purpose and scope
of the cordon and search. This helps in gaining compliance by the local population.

3. THT is also an outstanding combat multiplier. THTs collect valuable information from
individuals in the search area, provide a tactical questioning capability, and have additional
language capabilities.

Organization – The typical cordon and search organization includes a command element, a
cordon element, a search element, and a reserve element each with a clear task and purpose. The
figure below displays a typical organization for search operations.

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Typical organization for cordon and search operations.

(1) Command Element - An overall commander controls the unit conducting the cordon
and search. He identifies the subordinate element leaders.

(2) Cordon Element - This force must have enough combat power to cordon off the area.
An effective cordon that both prevents the egress of individuals from the search area
and prevents outside support to the search area, is critical to the success of the search effort.
Based on the mission variables (METT-TC), two cordons are often established: an outer cordon
to isolate the objective from outside reinforcements or disruptions, and an inner cordon
to prevent individuals from leaving or communicating with someone outside the search area.
Both cordon elements must maintain 360-degree security. UAS, scouts, attack reconnaissance
aviation, or sniper teams should be considered by tactical units for use in observing the objective
area for enemy both before and during the operation.

(3) Search/Assault Element

(a) The search element conducts the actual search operation. A search may orient on
people, on materiel, on buildings, or on terrain. Normally, it is organized into special teams. The
most basic search team is a two person team consisting of one person who conducts the actual
search while another person provides immediate security to the searcher. Establish discipline
and standardized search SOPs to ensure searches are thorough, PIR-focused, and of minimal risk
to Soldiers.
(b) All search elements must be prepared to handle male and female personnel, key
equipment, hazardous materials (biohazards or other toxic elements), ordinance, and record key
events. They must be trained to understand and on order execute information engagements,
tactical site exploitation, detainee operations, and adjacent unit coordination. Search personnel
must be trained to operate with HN security forces and within the established ROE. First aid
and other medical training is critical. Soldiers must be proficient with signaling and marking
devices as well as detection and recording equipment. Biometric and video/audio recording
device proficiency is crucial in COIN search operations. Basic language training is essential
to maintain effective searches and overall operational tempo.

(c) Typical search teams are organized in two- to three Soldier teams. Female
Soldiers are a proven combat multiplier during search operations, because few cultures tolerate
males searching females. Search teams clear each room or area in accordance with FM 3-21.8.

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Units should not confuse entry methods and their levels of aggression with the requirement
to respect the Host Nation’s people and homes. Typically, once a room is cleared, one team
member provides security while the other(s) searches. All search element personnel are prepared
to fight. Basic considerations for any search team include the following:
 Detailed instructions including prohibited items such as weapons, chemicals,
medicines, and machine tools.
 Understanding of search restrictions and special considerations to include—
• Searching of religious buildings.
• Searching of females by female Soldiers.
• Searching of historical, cultural, or governmental sites (unauthorized or hostile).
 Host nation security forces or local interpreters.
 Biometrics tools.
 Breaching kit.
 Vehicle access tools such as lock picks.
 Information engagement products and tools.
 Audio and video recording devices and data imaging devices.
 Markings and signaling techniques and any constraints.
 Respect for personal property.
 Tools to collect and record information for HUMINT.
 Necessity to maintain communication and report location.
 Standardization of maps, imagery, and labeling conventions.

(4) Reserve Element


The reserve element or QRF must possess and maintain enough combat power to defeat the
insurgent forces template within the AO. The commander gives priorities for planning to the
reserve that could include to be prepared to execute any of the subordinate unit missions.
Priorities can also include additional missions such as CASEVAC or reinforcement. The reserve
element leader focuses efforts on synchronized communications, rehearsals, battle tracking,
and positioning before and during the operation.

b. Reconnaissance – Every target area should be reconnoitered prior to execution using


many of the available resources. If the target is part of a unit’s AO, then a patrol around the
target may not be out of order. ISR assets, attack reconnaissance aviation, local nationals,
and imagery are other methods for conducting reconnaissance. The reconnaissance plan must not
provide the enemy with indicators of an impending cordon and search. Given the nature
of COIN, the reconnaissance phase could last an extended period, as units identify the relative
size and location of buildings, entry points, cordon position and avenues of approach. Further
tools for objective analysis may be obtained from attack aviation photographs, maps, and local
emergency services departments.

c. Movement to the Objective - The timing, routes, and execution of movement to the
objective should consider the factors of METT-TC, and whether it should be simultaneous
or phased. If contact is made in the movement, commanders should consider whether they wish
to send forces forward to initiate the cordon.

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d. Isolation of the Objective – Although analysis of the mission variables using METT-TC
determines specifics, a unit typically establishes the outer cordon first, establishes the inner
cordon second, and moves the search element to the objective last. Commanders should consider
the value of using the opposite technique of forming the cordons following rapid movement to
the objective to gain surprise. Timing is when executing either technique is important. The
quicker these three events are accomplished, the less time personnel on the objectives have
to egress, find concealment, or destroy materials or equipment.

(1) Position the Reserve Element - The reserve element or QRF is a mobile force
positioned in a nearby area, with multiple planned ground, water, or air routes to the objective
area. Its mission is to aid the search and security elements if they require assistance or become
unable to achieve their purpose.

(2) Establish the Cordon

(a) There are two techniques for emplacing the actual cordon positions:
simultaneously and sequentially. Careful consideration must be given to both, because each has
advantages and disadvantages. Units establishing a cordon position themselves to be able
to block movement to and from the objective area. This may be by observed fire, but usually it
will be by physically controlling routes. Cordon positions should be occupied rapidly just prior
to the search element reaching the objective. Establishing the cordon during a period of limited
visibility increases movement security but makes control difficult. Cordon positions, once
occupied, will be detected by locals as they conduct their daily business.

(b) Both the outer and inner cordon leaders must maintain situational understanding
of not only their AOs, but also each other’s cordon and the progress of operations of the search
element. In doing so, they can anticipate insurgent activity; controls direct and indirect fires,
and achieve their task and purpose.

(c) The various positions of the outer and inner cordons may include, vehicle
mounted platoons or sections, dismounted platoons or squads, interpreters, detainee security
teams, crowd control teams, tactical PSYOP teams, observation posts, traffic control points
or blocking positions, Host Nation security forces (military or police), and aviation assets.

(d) The outer cordon usually focuses on traffic control points and blocking positions,
while the inner cordon focuses on over-watching the objective and preventing ex-filtration
or reposition of persons within the search area. The two figures below show the typical
establishment of a cordon and the details of an inner cordon in an urban setting. Note the
technique of assigning each building a number to increase clarity and coordination between
units.

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Typical establishment of an urban cordon.

Urban inner cordon.


e. Search

(1) A search may be oriented toward people, materiel, buildings, or terrain. It usually
involves both HN police and military personnel. It must be a systematic action to ensure that
personnel, documents, electronic data, and other material are identified, evaluated, collected,
and protected to develop intelligence and facilitate follow-on actions.

(2) The tempo at which a search operation is conducted should be slow enough to allow
for an effective search, while not so slow that it allows the insurgent force time to react to the
search. Search teams must consider a return to an area after an initial search. This can surprise
and remove insurgents who may not have been detected or may have returned. All searches

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should create pressure on insurgents and sympathizers to not stay in the area, but not
inconvenience the local residents to the degree that they will collaborate with the insurgents.

(3) Special laws regulate the search powers of military forces. Misuse of search authority can
adversely affect the outcome of operations and future legal proceedings; therefore, all searches
must be lawful and properly recorded to be of value. These laws must be disseminated to the
population to ensure understanding and compliance. Additional information on searches can be
found in ATP 3-06.20. Search teams must have instructions for three basic categories:
Personnel - This includes both male and female and both persons of interest and other persons.
Physical Items - This includes weapons, equipment, documents, computers, and cameras.
Information Mediums - This includes data inside computers, cameras, and cell phones.

f. Withdrawal - During this phase, the unit may be the most vulnerable. To mitigate risk, a
commander may choose to—
 A relief in place.
 Stay-behind elements to cover the withdrawal.
 Different routes and timing.

SECTION VIII BATTLE DRILLS


(TC 3-21.8 AUG13)

Infantry battle drills describe how platoons and squads apply fire and maneuver to commonly
encountered situations. They require leaders to make decisions rapidly and to issue brief oral
orders quickly. A battle drill is defined as “a collective action rapidly executed without applying
a deliberate decision-making process.”

Characteristics of a battle drill are:


• They require minimal instructions or guidance and are standardized throughout the
Army.
• Sequential actions are vital to success in combat or critical to preserving life.
• They apply to platoon or smaller units.
• They are trained and rehearsed responses to enemy actions or leader’s orders.
• They are reflexive steps followed for offensive and defensive actions in training and
combat.

A platoon’s ability to accomplish its mission often depends on Soldiers’ and leaders’ ability to
execute key actions quickly. All Soldiers and their leaders must know their immediate reaction to
enemy contact as well as follow-up actions. Drills are limited to situations requiring
instantaneous response; therefore, Soldiers must execute drills instinctively. This results from
continual practice. Drills provide small units with standard procedures essential for building
strength and aggressiveness.
• They identify key actions that leaders and Soldiers must perform quickly.
• They provide for a smooth transition from one activity to another; for example, from
movement to offensive action to defensive action.
• They provide standardized actions that link Soldier and collective tasks at platoon level
and below. (Soldiers perform individual tasks to CTT or SDT standard).

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• They require the full understanding of each individual and leader, and continual
practice.

The format for drills discussed in the following pages includes the title, the SITUATION that
would cue the unit or the leader into initiating the drill, the REQUIRED ACTIONS in sequence,
and supporting illustrations. The following Squad Battle Drills are discussed:

Task 07-3-D9501: React to Contact


Task 07-3-D9505: Break Contact
Task 07-3-D9502: React to Ambush (Near)
Task 07-3-D9503: React to Ambush (Far)
Task 07-4-D9509: Enter and Clear a Room

TASK: React to Contact (Visual, IED, Direct Fire [includes RPG]) (07-3-D9501)

CONDITIONS: Visual (dismounted/mounted). The unit is stationary or moves, conducting


operations. Visual contact is made with the enemy. Mounted. The unit is stationary or moves,
conducting operations. Visual contact is made with the enemy. Improvised explosive device
(IED) (dismounted/mounted). The unit is stationary or moves, conducting operations. The unit
identifies and confirms an IED or one is detonated. Direct fire dismounted/mounted. The unit is
stationary or moves, conducting operations. The enemy initiates contact with a direct fire
weapon.

CUE: This drill begins when visual contact, direct fire, or an IED is identified or detonated.

STANDARDS: Visual (dismounted). The unit destroys the enemy with a hasty ambush or an
immediate assault through the enemy position. Visual (mounted). Based on the composition of
the mounted unit, the unit either suppresses and reports the enemy position and continues its
mission, or suppresses the enemy position for a follow-on assault to destroy them. IED
(dismounted/mounted). The unit takes immediate action by using the 5Cs procedure (confirm,
clear, call, cordon, check, and control). Direct fire (dismounted/mounted). The unit immediately
returns well-aimed fire and seeks cover. The unit leader reports the contact to higher
headquarters (HQ).

TASK STEPS AND PERFORMANCE MEASURES


1. Visual dismounted.
a. Hasty ambush. Unit leaders take the following actions:
(1) Determine that the unit has not been seen by the enemy.
(2) Signal Soldiers to occupy best available firing positions.
(3) Initiate the ambush with the most casualty-producing weapon available, immediately
followed by a sustained well-aimed volume of effective fire.
(4) If the unit is prematurely detected, the Soldier(s) aware of the detection initiates the
ambush.
(5) Ensure the unit destroys the enemy or forces them to withdraw.
(6) Report the contact to higher HQ.
b. Immediate assault.

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(1) The unit and the enemy simultaneously detect each other at close range.
(2) All soldiers who see the enemy engage and announce “contact” with a clock direction
and distance to enemy, (example, “contact three o’clock, 100 meters”). Unit personnel
take the following actions:
(3) Elements in contact immediately assault the enemy using fire and movement.
(4) The unit destroys the enemy or forces them to withdraw
(5) The unit leader reports the contact to higher headquarters.
2. Visual mounted. Unit personnel take the following actions:
a. The Soldier who spots the enemy announces the contact.
b. The element in contact immediately suppresses the enemy.
c. The vehicle commander of the vehicle in contact sends contact report over the radio.
d. The unit maneuvers on the enemy or continues to move.
e. Vehicle gunners fix and suppress the enemy positions.
f. The unit leader reports the contact to higher HQ.
3. IED dismounted/mounted. Unit personnel take the following actions:
a. React to a suspected or known IED prior to detonation by using the 5Cs.
b. Unit determines if there is a requirement for explosive ordnance disposal (EOD), while
maintaining as safe a distance as possible and 360 security, Unit “confirms” the presence of an
IED by using all available optics to identify any wires, antennas, detcord, or parts of exposed
ordinance. Take the following actions:
(1) Conduct surveillance from a safe distance.
(2) Observe the immediate surroundings for suspicious activities.
(3) Requests EOD if the need is determined.
c. Unit “clears” all personnel from the area a safe distance to protect them from a potential
second IED.
d. Unit "cordons" off the area, directs personnel out of the danger area, prevents all military or
civilian traffic from passing and allows entry only to authorized personnel. They take the
following actions:
(1) Direct people out of the 300-meter minimum danger area.
(2) Identify and clears an area for an incident control point (ICP).
(3) Occupy positions and continuously secure the area.
e. Unit "checks" the immediate area for secondary/tertiary devices around the incident control
point (ICP) and cordon using the 5/25 meter checks.
f. Unit "controls" the area inside the cordon to ensure only authorized access
g. Unit continuously scans the area for suspicious activity. They take the following actions:
(1) Identify potential enemy observation, vantage, or ambush points.
(2) Maintain visual observation on the IED to ensure the device is not tampered with.
4. Direct fire dismounted. (See Figure 1.) Unit personnel take the following actions:

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a. Soldiers under direct fire immediately return fire and seek the nearest covered positions.
They call out distance and direction of direct fire.

Figure 2. React to contact, direct fire (dismounted)


b. Element leaders locate and engage known or suspected enemy positions with well-aimed
fire and pass information to the unit leader.
c. Element leaders control their Soldier's fire by:
(1) Marking targets with lasers.
(2) Marking the intended target with tracers or M203 rounds.
d. Soldiers maintain contact (visually or orally) with the Soldiers on their left or right.
e. Soldiers maintain contact with their team leader and relay the location of enemy positions.
(See Figure 3.)

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Figure 3. React to contact, direct fire (dismounted)
f. Element leaders (visually or orally) check the status of their Soldiers.
g. Element leaders maintain contact with the unit leader.
h. Unit leader reports the contact to higher headquarters.
5. Direct fire mounted. Unit personnel take the following actions:
a. If moving as part of a logistics patrol, vehicle gunners immediately suppress enemy
positions and continue to move.
b. Vehicle commanders direct their drivers to accelerate safely through the engagement area.
c. If moving as part of a combat patrol, vehicle gunners suppress and fix the enemy allowing
others to maneuver against and destroy the enemy.
d. Leaders (visually or orally) check the status of their Soldiers and vehicles.
e. Unit leader reports the contact to higher HQ.

TASK: Break Contact (07-3-D9505)

CONDITIONS: (Dismounted/Mounted) - The unit is stationary or moving, conducting


operations. All or part of the unit is receiving enemy direct fire.

CUE: The unit leader initiates drill by giving the order, BREAK CONTACT.

STANDARDS: (Dismounted/Mounted) - The unit returns fire. A leader identifies the enemy as
a superior force, and makes the decision to break contact. The unit breaks contact using fire and
movement. The unit continues to move until the enemy cannot observe or place effective fire on
them. The unit leader reports the contact to higher headquarters (HQ).

TASK STEPS AND PERFORMANCE MEASURES


1. Dismounted–

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a. The unit leader designates an element to suppress the enemy with direct fire as the base-
of-fire element.
b. The unit leader orders distance, direction, a terrain feature, or last rally point for the
movement of the first element.
c. The unit leader calls for and adjusts indirect fire to suppress the enemy positions.
d. The base-of-fire element continues to suppress the enemy. (See Figure 1.)

Figure 1. Break contact (dismounted)

e. The bounding element uses the terrain and/or smoke to conceal its movement and bounds
to an overwatch position.
f. The bounding element occupies their overwatch position and suppresses the enemy with
"well-aimed fire." (See Figure 2.)

Figure 2. Break contact (dismounted) (continued)

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g. The base-of-fire element moves to its next covered and concealed position. (Based on
the terrain and volume and accuracy of the enemy's fire, the moving element may need to use fire
and movement techniques). (See Figure 3.)

Figure 3. Break contact (dismounted)

h. The unit continues to suppress the enemy and bound until it is no longer in contact with
enemy.
i. The unit leader reports the contact to higher headquarters.
2. Mounted–
a. The unit leader directs the vehicles in contact to place "well-aimed" suppressive fire on
the enemy positions.
b. The unit leader orders distance, direction, a terrain feature, or last objective rally point
over the radio for the movement of the first section.
c. The unit leader calls for and adjusts indirect fire to suppress the enemy positions.
d. Gunners in the base-of-fire vehicles continue to engage the enemy. They attempt to gain
fire superiority to support the bound of the moving section.
e. The bounding section moves to assume the overwatch position.
(1) The section uses the terrain and/or smoke to mask movement.
(2) Vehicle gunners and mounted Soldiers continue to suppress the enemy.

f. The unit continues to suppress the enemy and bounds until it is no longer receiving
enemy fire.
g. The unit leader reports the contact to higher HQ.

TASK: React to Ambush (Near) (07-3-D9502)

CONDITIONS: (Dismounted/Mounted) - The unit is moving tactically, conducting operations.


The enemy initiates contact with direct fire within hand grenade range. All or part of the unit is
receiving accurate enemy direct fire.

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CUE: This drill begins when the enemy initiates ambush within hand grenade range.

STANDARDS:
Dismounted. Soldiers in the kill zone immediately return fire on known or suspected enemy
positions and assault through the kill zone. Soldiers not in the kill zone locate and place “well-
aimed” suppressive fire on the enemy. The unit assaults through the kill zone and destroys the
enemy.
Mounted. Vehicle gunners immediately return fire on known or suspected enemy positions as
the unit continues to move out of the kill zone. Soldiers on disabled vehicles in the kill zone
dismount, occupy covered positions and engage the enemy with accurate fire. Vehicle gunners
and Soldiers outside the kill zone suppress the enemy. The unit assaults through the kill zone and
destroys the enemy. The unit leader reports the contact to higher headquarters (HQ).

TASK STEPS AND PERFORMANCE MEASURES


1. Dismounted (See Figure 1.); takes the following actions:

Figure 1. React to ambush (near) (dismounted)


a. Soldiers in the kill zone execute one of the following two actions:
(1) Return fire immediately. If cover is not available, immediately, without order or
signal, assault through the kill zone.
(2) Return fire immediately. If cover is available, without order or signal, occupy the
nearest covered position, and throw smoke grenades. (See Figure 2.)

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Figure 2. React to ambush (near) (dismounted) (continued)

b. Soldiers in the kill zone assault through the ambush using fire and movement.
c. Soldiers not in the kill zone identify the enemy location, place “well aimed” suppressive
fire on the enemy's position and shift fire as Soldiers assault the objective.
d. Soldiers assault through and destroy the enemy position. (See Figure 3.)

Figure 3. React to ambush (near) (dismounted) (continued)

e. The unit leader reports the contact to higher HQ.


2. Mounted; takes the following actions:

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a. Vehicle gunners in the kill zone immediately return fire and deploy vehicle smoke, while
moving out of the kill zone.
b. Soldiers in disabled vehicles in the kill zone immediately obscure themselves from the
enemy with smoke, dismount if possible, seek covered positions, and return fire.
c. Vehicle gunners and Soldiers outside of the kill zone identify the enemy positions, place
"well-aimed" suppressive fire on the enemy, and shift fire as Soldiers assault the objective.
d. The unit leader calls for and adjusts indirect fire and request close air support according
to METT-TC.
e. Soldiers in the kill zone assault through the ambush and destroy the enemy.
f. The unit leader reports the contact to higher HQ.

TASK: React to Ambush (Far) (07-3-D9503)

CONDITIONS:
Dismounted/mounted. The platoon/squad/section moves tactically, conducting operations. The
enemy initiates contact with direct and indirect fire.

CUE: This drill begins when the enemy initiates ambush with direct and indirect fire.

STANDARDS:
Dismounted. The unit immediately returns fire and occupies covered and/or concealed positions.
The unit moves out of the kill zone, locates the enemy position, and conducts fire and maneuver
to destroy the enemy.
Mounted. Vehicle gunners immediately return fire on known or suspected enemy positions as
the unit continues to move out of the kill zone. The unit leader reports the contact to higher
headquarters (HQ).
TASK STEPS AND PERFORMANCE MEASURES
1. Dismounted. (See Figure 1.) Unit personnel take the following actions:

Figure 1. React to ambush (far) (dismounted)

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a. Soldiers receiving fire immediately return fire, seek cover, establish a support by fire, and
suppress the enemy position(s).
b. Soldiers not receiving fire move along a covered and concealed route to the enemies flank
to assault the enemy position. (See Figure 2.)
c. Unit leaders or forward observers call for and adjust indirect fires and close air support, if
available. On order, the unit leaders or forward observers lift or shift fires to isolate the enemy
position or to attack them with indirect fires as they retreat.
d. Soldiers in the kill zone shift suppressive fires as the assaulting Soldiers fight through and
destroy the enemy. (See Figure 3.)

Figure 2. React to ambush (far) (dismounted) (continued)

Figure 3. React to ambush (far) (dismounted) (continued)

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e. Unit leaders report the contact to higher HQ.
2. Mounted. Unit personnel take the following actions:
a. Gunners and personnel on vehicles immediately return fire.
b. If the roadway is clear, they move all vehicles through the kill zone.
c. Soldiers on the lead vehicle deploy vehicle smoke to obscure the enemy's view of the kill
zone.
d. The vehicle commander, in disabled vehicles, orders Soldiers to dismount according to the
variables of mission, enemy, terrain and weather, troops and support available-time available and
civil considerations (METT-TC) and sets up security while awaiting recovery.
e. The remainder of the unit follows the lead vehicle out of the kill zone while continuing to
suppress the enemy.
f. Unit leaders report the contact to higher HQ.

TASK: Enter and Clear a Room (07-4-D9509)

CONDITIONS: The unit is conducting operations as part of a larger unit and has been given the
mission to clear a room. Enemy personnel are believed to be in building. Noncombatants may be
present in the building and are possibly intermixed with the enemy personnel. The unit has
support and security elements positioned at the initial foothold and outside the building. Some
iterations of this drill should be performed in mission oriented protective posture 4 (MOPP 4).

CUE: This drill begins on the order of the unit leader or on the command of the clearing team
leader.

STANDARDS: The team secures and clears the room by killing or capturing the enemy, while
minimizing friendly casualties, noncombatant casualties and collateral damage; team complies
with rules of engagement (ROE). The team maintains a sufficient fighting force to repel an
enemy counterattack and continue operations.

TASK STEPS AND PERFORMANCE MEASURES


1. The unit leader occupies a position to best control the security and clearing teams.
a. Unit leader directs a clearing team to secure corridors or hallways outside the room with
appropriate firepower.
b. The clearing team leader (normally the number two Soldier) takes a position to best control
the clearing team outside the room.
c. The unit leader gives the signal to clear the room.

NOTE: If the unit is conducting high intensity combat operations and grenades are being used,
the unit must comply with the ROE and consider the building structure. A Soldier of the clearing
team cooks off at least one grenade (fragmentation), throws the grenade into the room and
announces, FRAG OUT. The use of grenades should be consistent with the ROE and building
structure. Soldiers can be injured from fragments if walls and floors are thin or damaged.

2. The clearing team enters and clears the room.


a. The first two Soldiers enter the room almost simultaneously. (See Figure 1.)

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Figure 1. Clear a room, first two Soldiers enter

(1) The first Soldier enters the room and moves left or right along the path of least
resistance to one of two corners. He assumes a position of domination facing into the
room. During movement, he scans his sector and eliminates all immediate threats.

(2) The second Soldier (normally the clearing team leader) enters the room immediately
after the first Soldier. He moves in the opposite direction of the first Soldier to his
point of domination. During movement he eliminates all immediate threats in his
sector.

NOTE: During high intensity combat the Soldiers enter immediately after the grenade detonates.
Both Soldiers enter firing aimed bursts into their sectors engaging all threats or hostile targets to
cover their entry.
NOTE: If the first or second Soldier discovers that the room is small or a short room (such as a
closet or bathroom), he announces: SHORT ROOM or SHORT. The clearing team leader
informs the third and fourth Soldiers whether or not to stay outside the room or to enter.

b. The third Soldier moves opposite direction of the second Soldier while scanning and
clearing his sector as he assumes his point of domination. (See Figure 2.)

Figure 2. Clear a room, third Soldier enters

c. The fourth Soldier moves opposite of the third Soldier to a position that dominates his sector.
(See Figure 3.)

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Figure 3. Clear a room, fourth Soldier enters
d. All Soldiers engage enemy combatants with precision aimed fire and identify
noncombatants to avoid collateral damage.
NOTE: If necessary or on order, number one and two Soldier of the clearing team may move
deeper into the room while overwatched by the other team members.
e. The clearing team leader announces to the unit leader when the
room is CLEAR.

3. The unit leader enters the room.


a. Makes a quick assessment of room and threat.
b. Determines if unit has fire power to continue clearing their assigned sector.
c. Reports to the higher unit leader that the first room is clear.
d. Requests needed sustainment to continue clearing his sector.
e. Marks entry point according to unit SOP.

4. The unit consolidates and reorganizes, as needed.

SECTION IX – CALL FOR FIRE


(ATP 3-09.30, Techniques for Observed Fire, AUG 13)

The battalion fire support execution matrix may require the platoon to call for and adjust its
own indirect fire support. Normally, the battalion fire support annex will designate company
targets. However, the matrix also might designate platoon targets. The platoon uses these
preplanned artillery targets to call for and adjust indirect fire. Either a Soldier or a forward
observer (FO) can prepare and request a call for fire. To receive immediate indirect fire
support, the observer must plan targets and follow proper call-forfire procedures. If available,
he should use a GPS and laser range finder.
The call for fire consists of required and optional elements. If the observer is untrained, FDC
personnel are trained to assist him in the call-for-fire procedure and subsequent adjustments
by asking leading questions to obtain the information needed. Optional elements, methods of
engagement, and methods of fire and control require a relatively high level of experience, but
are not necessary to get fire support.

1. Required Elements
 Observer identification and warning order.
 Target location.
 Target description.

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a. Observer Identification and Warning Order - identification tells the fire direction center
(FDC) who is calling. It also clears the net for the duration of the call. The WARNORD tells the
FDC the type of mission and the method of locating the target. The types of indirect fire missions
are adjust fire, fire for effect (FFE), suppress, and immediate suppression.

(1) Adjust Fire - Use this command when uncertain of target location. Calling an adjust
fire mission means the observer knows he will need to make adjustments prior to
calling a fire for effect.

(2) Fire for Effect - Use this command for rounds on target, no adjustment. An example
of this situation is if it is known that the target is in building X. Building X is easily
identified on the map as Grid ML 12345678910.

(3) Suppress - Use this command to obtain fire quickly. The suppression mission is used
to initiate fire on a preplanned target (known to the FDC) and unplanned targets. An
example is calling for fire to force the enemy to “get down and seek cover.” This
should enable friendly forces to close with and destroy the enemy with direct fire.

(4) Immediate Suppression - Use this command to indicate the platoon is already being
engaged by the enemy. Target identification is required. The term “immediate” tells
the FDC that the friendly unit is in direct fire contact with the enemy target.

b. Target Location Methods - When locating a target for engagement, the observer must
determine which of the target location methods he will use: grid, polar, or shift from a known
point.

(1) Grid Mission - The observer sends the enemy target location as an 8- or 10-digit grid
coordinate. Before the first adjusting rounds are fired, the FDC must know the
direction from the observer’s location. The observer sends observer-target (OT)
direction (to the nearest 10 mils) from his position to the target.
Example fire mission, grid.
Initial Fire Request From Observer to FDC
Observer FDC
Z57, THIS IS 271, ADJUST FIRE, OVER. THIS IS Z57, ADJUST FIRE, OUT.
GRID NK180513, OVER. GRID NK180513, OUT.
INFANTRY PLATOON IN THE OPEN, INFANTRY PLATOON IN THE OPEN,
ICM IN EFFECT, OVER. ICM IN EFFECT, OUT.
Message to Observer
FDC Observer
Z, 2 ROUNDS, TARGET, AF1027, Z, 2 ROUNDS, TARGET IS AF1027,
OVER. OUT.
For Subsequent Rounds (From Observer to FDC)
Observer FDC
DIRECTION 1680, OVER. DIRECTION 1680, OUT.
Note: Send direction before or with the first subsequent correction.

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(2) Polar Mission - The observer sends direction, distance, and an up or down
measurement (if significant) from his location to the enemy target. The FDC must
know the observer’s location prior to initiating the call for fire. The word “polar” in
the WARNORD alerts the FDC that the target will be located with respect to the
observer's position. The up or down correction is an estimated vertical shift from the
observer’s location to the target and is only significant if greater than or equal to 35
meters. If the target is higher, it is an up correction. If the target is lower, it is a down
correction. Normally, inexperienced observers only send a direction and distance and
ignore the up or down correction.
Example fire mission, polar plot.
Initial Fire Request From Observer to FDC
Observer FDC
Z56, THIS IS Z31, FIRE FOR EFFECT, THIS IS Z56, FIRE FOR EFFECT,
POLAR, OVER. POLAR, OUT.
DIRECTION 4520, DISTANCE 2300, DIRECTION 4520, DISTANCE 2300,
DOWN 35, OVER. DOWN 35, OUT.
INFANTRY COMPANY IN OPEN, ICM, INFANTRY COMPANY IN OPEN, ICM,
OVER. OUT.
Message to Observer
FDC Observer
Y, VT, 3 ROUNDS, TARGET AF2036, Y, VT, 3 ROUNDS, TARGET AF2036,
OVER. OUT.

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(3) Shift From a Known Point - is performed when the observer and FDC have a
common known point. The observer sends OT line and then determines the lateral
and range shifts. The enemy target will be located in relation to a preexisting known
point or recorded target. The point or target from which the shift is made is sent in the
WARNORD. (Both the observer and the FDC must know the location of the point or
recorded target.) The observer sends a target/known point number, a direction, and
left/right, add/drop, and up/down corrections as listed below:
 Direction from observer (grid azimuth in mils) to target.
 The lateral shift in meters (how far left or right the target is) from the known
point.
 The range shift (how much farther [ADD] or closer [DROP] the target is in
relation to the known point, to the nearest 100 meters).
 The vertical shift (how much the altitude of the target is above [UP] or below
[DOWN] the altitude of the known point, expressed to the nearest 5 meters). A
vertical shift is usually only significant if it is greater than or equal to 35
meters.
Example fire mission, shift from a known point.
Initial Fire Request From Observer to FDC
Observer FDC
H66 THIS IS H44, ADJUST FIRE, SHIFT THIS IS H66, ADJUST FIRE, SHIFT
AA7733, OVER. AA7733, OUT.
DIRECTION 5210, LEFT 380, ADD 400, DIRECTION 5210, LEFT 380, ADD 400,
DOWN 35, OVER. DOWN 35, OUT.
COMBAT OP IN OPEN, ICM IN COMBAT OP IN OPEN, ICM IN
EFFECT, OVER. EFFECT, OUT.
Message to Observer
FDC Observer
H, 1 ROUND, TARGET AA7742, OVER. H, 1 ROUND, TARGET AA7742, OUT.

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c. Target Description - helps the FDC to select the type and amount of ammunition to best
defeat the enemy target. Following is a brief description of the target using the mnemonic SNAP:
 Size and or shape (“one enemy soldier” or “platoon of enemy soldiers”).
 Nature and or nomenclature (“T72,” “sniper team,” “machine gunner”).
 Activity (“stationary” or “moving”).
 Protection and or posture (“in the open,” “dug in,” or “on a rooftop”).
Message to Observer
After the FDC receives the call for fire, it determines if and how the target will be attacked. That
decision is announced to the observer in the form of a message to the observer. The observer
acknowledges the message to observer by reading it back in its entirety.
Additionally, the FDC will send the following transmissions:
 Shot. The term SHOT, OVER is transmitted by the FDC after each round fired in
adjustment and after the initial round in the fire for effect (FFE) phase. The observer
acknowledges with SHOT, OUT.
 Splash. The term SPLASH, OVER is transmitted by the FDC to inform the observer
when his round is five seconds from detonation/impact. The observer responds with
SPLASH, OUT.
 Rounds Complete. The term ROUNDS COMPLETE, OVER signifies that the number
of rounds specified in the FFE have been fired. The observer responds with ROUNDS
COMPLETE, OUT.

2. Optional Elements

 Method of engagement.
 Danger close.
 Method of fire and control.
 Refinement and end of mission.

a. Method of Engagement - The observer uses the method of engagement portion of the call
for fire to tell the FDC how to attack the enemy target. The method of engagement consists of
the type of engagement, trajectory, danger close (if applicable), ammunition, and distribution.

(1) Trajectory - A low-angle trajectory is standard without a request. A high-angle


trajectory is at the request of the observer or when required due to masking terrain.
An example of this terrain would be an enemy position in defilade on the backside of
a mountain range. This allows the indirect fire munitions to successfully clear the top
of the masking terrain and have more of a vertical descent, resulting in the munitions
impacting directly on the enemy position.

(a) Danger Close - is announced when applicable. Include the term danger close in the
method-of engagement portion of the call for fire when the target is within 600 meters
of any friendly elements for both mortars and field artillery. When adjusting naval
gunfire, announce DANGER CLOSE when the target is located within 750 meters
and naval guns 5 inches or smaller are in use. For naval guns larger than 5 inches,

7-56
announce DANGER CLOSE when the target is within 1,000 meters. The creeping
method of adjustment will be used exclusively during danger close missions. The
forward observer makes range changes by creeping the rounds to the target using
corrections of less than 100 meters.

(b) Ammunition - is the type of projectile, the type of fuse action, and the volume of fire
desired in the fire-for-effect phase stated in rounds per howitzer. The type of
ammunition can be requested by the observer, but final determination is by the FDC
based on Class V unit basic load and target description.

b. Method of Fire and Control - indicates the desired manner of attacking the target,
whether the observer wants to control the time or delivery of fire, and whether he can observe the
target. The observer announces the appropriate method of fire and control.

(1) Fire When Ready - is standard without request, and is not announced. The mission will
be fired as soon as the data is processed, guns are laid on the target, and munitions are
loaded.

(2) At My Command - If the observer wishes to control the time of delivery of fire, he
includes AT MY COMMAND in the method of control. When the pieces are ready to
fire, the FDC announces PLATOON (or BATTERY or BATTALION) IS READY,
OVER. (Call signs are used.) The observer announces FIRE when he is ready for the
pieces to fire. In certain scenarios, the observer must consider the time of flight for the
munitions to leave the indirect fire system and impact on the target. The “time of
flight” data can be requested by the observer and determined by the FDC. This only
applies to adjusting rounds and the first volley of an FFE. AT MY COMMAND
remains in effect throughout the mission until the observer announces CANCEL AT
MY COMMAND, OVER. AT MY COMMAND can be further specified. BY
ROUND AT MY COMMAND controls every round in adjustment and every volley in
the FFE phase.
(3) Time on Target - The observer may tell the FDC when he wants the rounds to impact
by requesting, for example, TIME ON TARGET, 0859, OVER. The observer must
ensure his time and the FDC's time are synchronized prior to the mission.

(4) Time to Target - The observer may tell the FDC when he wants the rounds to impact
by requesting TIME TO TARGET (so many) MINUTES AND SECONDS, OVER,
STANDBY, READY, READY, HACK, OVER. Time to target is the time in minutes
and seconds after the "hack" statement is delivered when rounds are expected to hit the
target.

(5) Check Firing - is used to cause an immediate halt in firing. Use this command only
when necessary to immediately stop firing (for example, safety reasons) as it may
result in cannons being out of action until any rammed/loaded rounds can be fired or
cleared from the tubes.

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(6) Repeat - can be given during adjustment or fire-for-effect missions. During
adjustment, REPEAT means firing another round(s) with the last data and adjusting
for any change in ammunition if necessary. REPEAT is not sent in the initial call for
fire. During fire for effect, REPEAT means fire the same number of rounds using the
same method of fire for effect as last fired. Changes in the number of guns, the
previous corrections, the interval, or the ammunition may be requested.

(7) Request Splash - can be sent at the observer's request. The FDC announces SPLASH
to the observer 5 seconds prior to round impact. SPLASH must be sent to aerial
observers and during high-angle fire missions.

c. Refinement and End of Mission - The observer should observe the results of the fire for
effect and then take one of the following actions to complete the mission:
 Correct any adjustments.
 Record as target.
 Report battle damage assessment.
 Report end of mission.

(1) Adjust Fire - If the rounds have accurately impacted the target after the initial call for
fire, the observer requests fire for effect. If the rounds are not impacting the target, the
observer adjusts the indirect fire onto the enemy target. Making adjustments to an indirect
fire mission requires the observer to determine deviation and range corrections. Deviation
corrections move the round right or left toward the target while range corrections add or
drop the round toward the target with respect to the observer’s position. If the observer
cannot locate the target (due to deceptive terrain, lack of identifiable terrain features, poor
visibility, or an inaccurate map), he adjusts the impact point of the rounds. The observer
chooses an adjusting point. For a destruction mission (precision fire), the target is the
adjusting point. For an area target (area fire), the observer picks a well defined adjusting
point close to the center. The observer spots the first and each successive adjusting round
and sends range and deviation corrections back to the FDC until rounds hit the target. The
observer spots each round by relating the round’s point of impact to the adjusting point.
See ATP 3-09.30, Techniques for Observed Fire, AUG 13, for a more detailed discussion
of adjusting mortar and artillery fire.

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NOTES

7-59
Chapter 8 – OTHER CONSIDERATIONS IN THE OPERATING ENVIRONMENT
SECTION I – CULTURAL AWARENESS
(FM 3-24, MAY14; AR 350-1, 19AUG14)

Culture forms the basis of how people interpret, understand, and respond to events and people
around them. Cultural understanding is critical because who a society considers to be legitimate
will often be determined by culture and norms. To be successful in interacting with the local
population to gain information on the enemy, or to understand their requirements, military
members must do more than learn a few basic facts or “do’s and do not’s.” They must
understand the way that their actions can change the situation for the local population (both
positively and negatively) and the resulting perceptions of the population towards those actions.

Commanders and staffs consider four fundamental aspects of culture when planning and
executing military operations:
 Culture influences how people view their world.
 Culture is holistic.
 Culture is learned and shared.
 Culture is created by people and can and does change.

1. Culture
a. Culture is a "web of meaning" shared by members of a particular society or group within
a society.
(1) Culture influences perceptions, understandings, and interpretations of events.

(2) U.S. interpretations of events are often quite different from the perceptions of these
events by other people in an area of operations.

(3) The U.S. military refers to this pattern of assuming others see events in the same way
the U.S. does as mirror imaging. Mirror imaging is dangerous because it leads
Soldiers and Marines into thinking that their assumptions about a problem and its
solution are shared by the population and multinational partners, rather than
employing perspective taking, and looking at the problem from the population’s
perspective.

b. Culture is learned and shared.


(1) Children learn the appropriate way to act in a culture by observing other people; by
being taught accepted values and ways of thinking about the world from their parents,
teachers and others.

(2) The Process of learning a new culture is called socialization.

(3) Culture can be learned at any age.

c. Cultures are not static; they can and do change, often rapidly.
(1) As security declines, the threat of attack, rape, and murder forces many changes in
society.

8-1
(2) Counterinsurgency planners need to recognize and plan for the impact that their
operations will have upon the people and cultures in an area of operations.

(3) Influences on culture may include: Geography, Climate, History, Religion,


Economics, Political Structures, Social Organizations

2. Tools for Understanding Unfamiliar Cultures

a. PMESII-PT - Operational Analysis of Culture


 Political
 Military
 Economic
 Social
 Information
 Infrastructure
 Physical Environment
 Time

b. ASCOPE - Mission Analysis of Culture


 Areas
 Structures
 Capabilities
 People
 Events

c. Tactical Conflict Assessment and Planning Framework (TCAPF)


 What changes need to be made?
 What are the most important problems?
 Who can solve these problems?
 What should be done first?

d. Barriers to Cultural Understanding


 Force protection
 Stereotypes and biases
 Miscommunication
 Culture shock

e. Building Rapport
 Use active listening and take interest in your counterpart
 Greet and interact according to local customs
 Identify mutual goals
 Relax, get comfortable, be friendly, smile, and laugh
 Show and accept hospitality
 Show that you care, are concerned about the local situation, respect them, and
empathize with their situation

8-2
 Communicate clearly, show when grateful, and forgive errors
 Establish trust - look for easy short term tasks and deliver on promises

SOLDIER RULES Army Regulation (AR) 350-1, App. G-23b


1. Soldiers fight only enemy combatants
2. Soldiers do not harm enemies who surrender. They disarm them and turn them over to
their superiors
3. Soldiers do not kill or torture enemy prisoners of war
4. Soldiers collect and care for the wounded, whether friend or foe
5. Soldiers do not attack medical personnel, facilities or equipment
6. Soldiers destroy no more than the mission requires
7. Soldiers treat civilians humanely
8. Soldiers do not steal. Soldiers respect private property and possessions
9. Soldiers should do their best to prevent violations of the law of war
10. Soldiers report all violations of the law of war to their superior

SECTION II – ROE/DETAINEE OPERATIONS


(FM 2.22.3, 6SEP06; JP 1-02; CJCSI 3121.01B, 13JUN05)

1. Definition - Rules of Engagement (ROE) are directives issued by competent military


authority, which delineate the circumstances and limitations under which US forces will initiate
or continue combat engagement with other forces encountered.

2. Rules of Engagement
a. The ROE apply to US forces during all military operations and contingencies.
Commanders may augment the ROE for specific operations. Commanders must assess the
capabilities and intent of other forces and make recommendations for supplemental ROE through
the chain of command. Clearly state the ROE in simple language.

b. These ROE are intended for the following:


(1) Implementing the right of self-defense, this is applicable worldwide, to all echelons of
command.
(2) Providing guidance governing the use of force consistent with mission
accomplishment.
(3) Use in peacetime operations other than war, during transition from peacetime to
armed conflict or war, and during armed conflict in the absence of superseding
guidance.

3. Guide for Handling Detainees, Captured Enemy Documents (CEDs), & Captured
Enemy Equipment (CEE) - Detainees, retained personnel, CEDs, and CEE are critical sources
of combat intelligence. Often the Maneuver Battalion S2 is the first MI officer to encounter these
sources. His actions are critical to the exploitation system. Information from these items is time
sensitive, and these information sources need to be exploited at as low an echelon as possible.
The S2 should anticipate requirements for support based on planned missions and request
HUMINT collector support as necessary. If unable to receive HUMINT collector support, the S2
must be prepared to exploit these sources of information to the best of his ability and more
importantly expedite their evacuation to locations and units where they can be exploited.
8-3
Purpose
This guide is for battalion and brigade S2s. It explains standard procedures on what the S2
should do when his unit—
• Captures an enemy soldier or other detainee.
• Encounters a civilian on the battlefield.
• Finds or captures an enemy document.
• Discovers an unusual enemy weapon or other unusual piece of equipment during tactical
operations.

4. PERSONNEL HANDLING OVERVIEW


a. The Geneva Convention defines persons entitled to treatment as prisoners of war upon
capture, in Article 4.

b. The Geneva Convention defines the civilian population (exclusive of those civilian
persons listed in Article 4) who benefit to varying degrees from the provisions of the Geneva
Conventions.

c. Persons in each of these categories have distinct rights, duties, and restrictions. Persons
who are not members of the Armed Forces, as defined in Article 4, who bear arms or engage in
other conduct hostile to the enemy thereby deprive themselves of many of the privileges
attaching to the members of the civilian population. The capturing unit treats all combatants and
noncombatants who are suspected of being part of the threat force as EPWs or retained personnel
until their status can be determined. This determination normally occurs at the detainee
collection point or at a higher echelon. Noncombatants are handled, questioned, detained,
evacuated, and released in accordance with theater policy. In all cases, detainees are treated
humanely.

d. Detainees are treated humanely but with firmness at all times. High standards of
discipline are required not only of detainees but also of capturing and escort forces.
Fraternization with detainees or mistreatment or abuse of them is not only a violation but also is
not conducive to good discipline. In addition to not being conducive to good discipline, the
mistreatment or abuse of detainees is a violation of the UCMJ for which violators may be
punished. The control of detainees is exercised through the issuance and firm enforcement of
necessary instructions in their own language. Instructions relating to their control during
evacuation from the combat zone should be as brief as possible. Care must be taken to ensure
that detainees have a clear understanding of all instructions to them.

e. At the capture point, the capturing element performs the following steps on detainees.
The senior soldier will ensure that the steps are performed. The steps are referred to as the "Five
S's and a T".

STEPS IN PERSONNEL HANDLING


1. SEARCH
a. The capturing unit's first job is to disarm, search, and maintain positive control over all
detainees. The detainees are disarmed and searched for concealed weapons and for equipment
and documents of particular intelligence value immediately upon capture, unless the number of

8-4
detainees captured, enemy action, or other circumstances make such a search impracticable.
Until each detainee is searched, the responsible forces must be alert to prevent the use of
concealed weapons or destruction of documents or equipment.

b. The capturing unit gathers all loose CEDs and CEE in the area. Identification documents
and protective military equipment such as helmets or CBRN gear stay with the detainee unless
otherwise directed by the battalion S2.
(1) Equipment. Items of personal or individual equipment that are new or appear to be
of a type not previously observed may be of intelligence value and should be
processed and reported in accordance with the unit's SOP, specific evacuation
instructions in Annex B (Intelligence) of the OPORD, and theater policy. Equipment
for personal protection such as protective masks or protective clothing may not be
taken unless replaced with equivalent equipment.
(2) Documents. A CED is any piece of recorded information that has been in the hands
of the enemy. CEDs include but are not limited to maps, sketches, photographs,
orders, tactical and technical manuals and instructions, code books, log books,
maintenance records, shipping and packing slips and lists, war and field diaries,
personal diaries, pay books, newspapers, service records, postal savings books,
payrolls, postcards and letters, and any written, printed, engraved, or photographic
matter that may contain information relative to the enemy and to weather and terrain
data. A capturing unit is normally not able to accurately determine the potential
intelligence value of any documents found on the detainee. It is therefore normally
expedient to remove all documents, with the exception of the detainee's primary
identification document. These documents are sealed in a waterproof container and
tagged with part C of the capture tag. If capture tags are not available, the document
bag must be marked at a minimum to identify the detainee to whom the documents
belong.
(3) Personal effects. Except as provided in Step 1, detainees should be permitted to
retain all of their personal effects including money; valuables; protective equipment,
such as helmets, protective masks, and like items; effects and articles used for
clothing or eating, except knives and forks; identification cards or tags; badges of
grade and nationality; and articles having a personal or sentimental value. When
items of equipment issued for the personal protection of detainees are taken from
them, they must be replaced with equivalent items serving the same purpose.
Although money and other valuables may be taken from detainees as a security
measure, they must then be receipted for and a record thereof maintained in a special
register. These administrative steps normally are not practical to accomplish prior to
arrival of the detainee at an EPW camp.

2. SILENCE - Detainees are kept silent so that they cannot plan deception or encourage each
other to resist. Keeping the detainees silent also prevents them from relieving the stress and
shock of capture by talking with others. If the shock of capture is preserved, HUMINT collectors
can take advantage of it in an approach. The capturing unit instructs or signals the detainees to be
silent. If that does not work, the detainee is gagged. Guards give orders to detainees, but do not
converse with them or give them any comfort items.

8-5
3. SAFEGUARD - All detainees are promptly evacuated out of the "danger" zone. Their
presence may not be used to render points or areas immune to attack, nor should they be retained
for participation in psychological warfare or other activities. The capturing forces must protect
detainees from reprisals. Detainees will not be denied food, potable water, or appropriate
clothing and shelter. Necessary medical attention will not be delayed. Those detainees held in an
area should be provided protective facilities and equipment and should be oriented as to
procedures to be followed in case of chemical, biological, and radiological agent attack.

4. SEGREGATE - The capturing unit separates officers from enlisted, senior from junior, male
from female, and civilian from military within their capabilities to both guard and safeguard the
detainees. (Physical segregation at this point is not always possible.) Deserters and people of
different nationalities and ideologies should be further segregated. The capturing unit prepares a
capture tag and puts one on each detainee (see DD Form 2745)

5. SPEED TO THE REAR


a. The capturing unit moves detainees and CEDs to the unit supply point or other area
where transportation to the rear is available for evacuation. Evacuation of detainees from the
combat zone should be effected within the minimum time after capture. While in the combat
zone, not only may detainees become casualties as the result of enemy fire but also the fluidity of
operations, the wide dispersion of units, and the austerity of facilities may necessitate their rapid
evacuation.

b. The normal evacuation channel is from the detainee collection point through intermediate
detainee holding areas to an internment facility at a higher echelon. Available returning
transportation, however, may bypass any intermediate detainee holding area and proceed directly
to a corps or theater internment facility. Detainees will then be processed directly into the corps
or theater internment facility. Evacuation may be by foot, vehicle, rail, aircraft, or ship. Evacuate
detainees who are litter patients through medical channels.

c. The command (brigade and above) from which the detainees are being evacuated is
responsible to provide transportation and rations and for coordinating all other matters related to
the evacuation. Escort guards are furnished by the command (division and above) to which the
detainees are being evacuated.

6. TAG - When the detainees have been searched and segregated, the capturing unit prepares a
capture tag and puts one on each detainee. It is very important that the capturing unit fill out the
Capture Tag as accurately and completely as possible. HUMINT collectors will use the
information from the tag when preparing to interrogate detainees. The "capturing unit" and
"location of capture" information will be used to provide direct feedback to the capturing unit
when information of immediate tactical value is obtained. Each EPW tag has a different serial
number used for the purpose of accountability and cannot be reproduced. The EPW tag is
perforated into three parts: Part A is attached to the detainee, Part B is retained by the capturing
unit, and Part C is attached to the detainee's property (see DD Form 2745).

8-6
DOCUMENT HANDLING
1. DOCUMENTS FOUND ON ENEMY PRISONER OF WAR (EPWs)
a. The battalion S2 and subordinate unit commander ensure that CEDs found on detainees
are handled as follows. The capturing unit will—
(1) Search each detainee.
(2) Return identification documents to detainees. It may be preferable to return only one
identity document, to preclude the detainee from spreading extras around to cause
confusion. The preferred ID document to return to the detainee is a picture ID (such
as a military or government ID card). If the detainee has several identification
documents, the S2 returns the ID that most accurately reflects the detainee's official
status. This might be a military ID for a soldier and a passport or government-issue
ID for a civilian. If the detainee has several identification documents with different
names, this may be an indicator of CI interest. The S2 notifies the nearest Counter
Intelligence (CI) unit.
(3) Write the following on the top and bottom half of the EPW capture tag: Number of
documents taken, date and time, location and circumstances of capture, capturing
unit's designation.
(4) Put CEDs in a waterproof bag, one per detainee.
(5) Affix Part C of the capture tag to the bag.
(6) Give CEDs to the senior escort.
(7) Direct the senior escort to evacuate CEDs with the detainee.

2. DOCUMENTS FOUND IN THE AO


a. An example of CEDs found in the AO is paperwork discovered in an overrun CP, but not
on a detainee. The capturing unit will—
(1) Put CEDs in a waterproof bag.
(2) Follow the same procedures described above, and tag the bag.
(3) Evacuate the CEDs to the battalion S2.
(4) Evacuate all CEDs as dictated by Annex B of the OPORD. This is normally through
the MI chain (for example, from Battalion S2 to Brigade S2, to the first HUMINT
collection or DOCEX unit in the MI chain). The S2 normally coordinates with the S4
for the use of supply vehicles returning empty to the rear for the transportation of
large numbers of documents.

3. INITIAL DOCUMENT EXPLOITATION


a. A combat unit without language-qualified personnel can perform limited battlefield
DOCEX, mainly on maps and overlays. The unit S2 is normally responsible for any
initial exploitation by the capturing unit. The S2 safeguards the items pending
disposition. At the same time he—
(1) Looks over the document.
(2) Does not mark or harm it in anyway.
(3) Uses whatever resources are available to decipher it; for example, dictionaries and enemy
map symbol guides.
(4) Looks for information that has a direct bearing on his current mission.

8-7
b. The S2 extracts the combat information and uses the SALUTE format as a template to
organize the information.

4. EQUIPMENT HANDLING PROCEDURES


a. CEE includes all types of foreign materiel found on a detainee or in the AO that may
have military application. The capturing unit—
(1) Always permits the detainee to keep protective equipment and equipment for his
personal well being unless this gear is replaced by equivalent items by the capturing
unit. This equipment includes helmet, CBRN gear, mess gear (excluding knife and
fork).
(2) Disposes of equipment in accordance with unit SOPs and instructions in Annex B of
the OPORD. Most routine equipment is normally destroyed in place. Unusual or new
equipment or equipment identified as being of technical intelligence is tagged with a
CEE tag (Part C of DD Form 2745) and evacuated to the nearest technical
intelligence unit. Communications equipment is also tagged and evacuated to the
nearest signals intelligence unit.
(3) Identifies equipment that cannot be easily evacuated; its location is passed through
intelligence channels to the nearest unit that will be involved in its exploitation.

5. FIELD-EXPEDIENT TAGGING PROCEDURES - When no standard tag forms are


available, the following field-expedient methods may be used:
• Use meals, ready-to-eat (MRE) cardboard or other type of paper.
• Write the capturing unit's designation.
• Write data and time of capture.
• Write POC coordinates.
• Write circumstances of capture.
• Identify EPW, captured document, or equipment captured.
• Put tag, without damaging the CED, in a waterproof bag.
• Attach EPW and CEE tags so they will not come off.

6. MEDICAL CARE
a. Medical equipment and supplies to permit the administering of emergency first aid
should be available at each EPW collecting point and EPW holding area. A qualified
medical retained person, if available, may administer first aid to other detainees. All
detainees suspected of having communicable diseases are isolated for examination by a
medical officer. Wounded detainees may be questioned by intelligence personnel once
the detainees are cleared by competent medical authority for questioning.

b. For evacuation purposes, detainees may be classified as walking wounded or sick, or as


non-walking wounded or sick. Walking wounded detainees are evacuated through MP
EPW evacuation channels. Non-walking wounded are delivered to the nearest medical
aid station and evacuated through medical channels.

8-8
NOTES

8-9
CHAPTER 9 QUICK REFERENCE AND GRAPHIC TRAINING AIDS (GTA)

SECTION I MEDEVAC
(ATP 4-02.2, AUG14)

Priority I—URGENT Is assigned to emergency cases that should be


evacuated as soon as possible and within a
maximum of 1 hour in order to save life, limb,
or eyesight and to prevent complications of
serious illness and to avoid permanent
disability.
Priority IA—URGENT- Is assigned to patients who must receive far
SURG forward surgical intervention to save life and
stabilize for further evacuation.
Priority II—PRIORITY Is assigned to sick and wounded personnel
requiring prompt medical care. This precedence
is used when the individual should be evacuated
within 4 hours or if his medical condition could
deteriorate to such a degree that he will become
an URGENT precedence, or whose
requirements for special treatment are not
available locally, or who will suffer
unnecessary pain or disability.
Priority III—ROUTINE Is assigned to sick and wounded personnel
requiring evacuation but whose condition is not
expected to deteriorate significantly. The sick
and wounded in this category should be
evacuated within 24 hours.
Priority IV Is assigned to patients for whom evacuation by
CONVENIENCE medical vehicles a matter of medical
convenience rather than necessity.
The NATO STANAG 3204 has deleted the category of Priority IV—
CONVENIENCE; however, this category is still included in the United
States Army evacuation priorities as there is a requirement for it in an
operational environment.
Categories of evacuation precedence
9-1
9-2
SECTION II STANDARD RANGE CARD

9-3
SECTION III INFANTRY LEADERS REFERENCE CARD
(GTA 07-01-038)

GTA 07-01-038 INFANTRY LEADERS' REFERENCE CARD

August 2012
HEADQUARTERS, DEPARTMENT OF THE ARMY
(Supersedes GTA 0?-01-038, January 1995)

DISTRIBUTION RESTRICTION: Distribution authorized to US


Government agencies only to protect technical or operational
information from automatic distribution under the International
Exchange Program or by other means. Other requests for the
document will be referred to Commander, US Army Training Support
Center, ATTN: ATIC-DMF, Fort Eustis, VA 23604-5166.
DESTRUCTION NOTICE: Destroy by any method that will prevent
disclosure of contents or reconstruction of document.
DISTRIBUTION: US Army Training Support Centers (TSCs).

9-4
WARFIGHTING FUNCTIONS
1. Mission command
2. Movement and maneuver
3. Intelligence.
4. Fires.
5. Sustainment.
6. Protection.

Multiplied by leadership, and complimented by


information.

RISK MANAGEMENT PROCESS


1. Identify hazards.
2. Assess hazards to determine risks decisions
3. Implement controls.
4. Supervise and evaluate.

9-5
OPERATION ORDER
1. Situation
a. Area of interest
b. Area of operations.
c. Enemy forces.
d. Friendly forces.
e. Interagency, intergovernmental and non-governmental
organizations.
f. Civil considerations.
g. Assumptions.
2. Mission
3. Execution
a. Commander's intent.
b. Concept of operations.
c. Scheme of movement and maneuver.
d. Scheme of intelligence.
e. Scheme of fires.
f. Scheme of protection.
g. Stability operations.
h. Assessment.
i. Tasks to subordinate units.
j. Coordinating instructions
4. Sustainment
a. Logistics
b. Personnel
c. Health system support
5. Command and Signal
a. Command
b. Control
c. Signal

9-6
METT-TC
Mission
Enemy
Terrain and weather
Troops and support available
Time available
Civil considerations

9-7
COMMON DEFENSE PLANNING CONSIDERATIONS
1. Establish security (OP, patrols, PWs).
2. Position key weapons:
a. Coordinate with units on left and right.
b. Establish FPF or PDF for machine gun.
c. Ensure mutual support between machine guns
d. Cover armor approaches with anti-armor
e. Establish fire control measures.
3. Prepare positions:
a. Check sectors of fire
b. Check overhead cover and view positions from enemy
vantage.
c. Position in depth and achieve mutual support
d. Select/prepare alternate and supplementary positions.
4. Integrate indirect fires, CAS, and obstacles with direct and
indirect fire.
5. Check communications and establish emergency signals.
6. Designate ammunition, supply, PW, and casualty points.

9-8
PHASES OF DELIBERATE ATTACKS
IN AN URBAN AREA

1. Reconnoiter the objective.


2. Move to the objective.
3. Isolate the objective.
4. Secure a foothold.
5. Clear the objective.
6. Consolidate and reorganize.
7. Prepare for future missions.

9-9
CHARACTERISTICS OF THE OFFENSE
1. Surprise
2. Concentration
3. Tempo
4. Audacity
CHARACTERISTICS OF THE OFFENSE
1. Preparation
2. Security
3. Disruption
4. Massing and concentration
5. Flexibility
6. Maneuver
7. Operations

9-10
TROOP LEADING PROCEDURES

1. Receive the mission


2. Issue a warning order
3. Make a tentative plan
4. Conduct reconnaissance
5. Complete the plan
6. Issue the order
7. Supervise and refine the plan

9-11
AIRCRAFT REQUEST

1. Identification.
2. Precedence or priority.
3. Target description.
4. Target location.
5. Target time/date.
6. Desired ordnance and results.
7. Final control
FIRE REQUEST

1. Observer identification.
2. Warning order.
3. Target location.
4. Target description.
5. Method of engagement.
6. Method of fire and control.

9-12
THREAT BASED FIRE CONTROL MEASURES
1. Engagement priorities.
2. Weapons-ready posture.
3. Engagement criteria.
4. Weapons control status.
5. Rules of Engagement (ROE).
6. Weapons safety posture.
7. Engagement techniques.
8. Fire patterns.
9. Target array.
TERRAIN BASED FIRE CONTROL MEASURES
1. Target reference point (TRP)
2. Engagement area
3. Sector of fire.
4. Direction of fire.
5. Terrain-based quadrant.
6. Friendly-based quadrant.
7. Maximum engagement line.
8. Restrictive fire line (RFL).
9. Final protective line (FPL)

9-13
9-14
9-15
PRINCIPLES OF COIN
1. Legitimacy is the main objective.
2. Unity of effort is essential.
3. Political factors are primary.
4. Counterinsurgentsmust
understand the environment.
5. Intelligence drives operations.
6. Insurgentsmust be isolated from
their cause and support.
7. Securityunder the rule of law is
essential.
8. Counterinsurgents should prepare
for a long-term commitment.

9-16
EXPLOSIVE HAZARD SPOT REPORT
1. Date-time group
2. Reporting unit and location
3. Contact method
4. Type of munitions
5. CBRN contamination
6. Resources threatened
7. Impact on mission
8. Protective measures taken
9. Recommended priority
SALUTE
1. Size
2. Activity
3. Location
4. Unit
5. Time
6. Equipment
9-17
SECTION IV CALL FOR FIRE

9-18
9-19
SECTION V HAND GRENADE
(TC 3-23.30, Grenades & Pyrotechnics, NOV13)

Perform Safety Checks on Hand Grenades

Conditions: Given any standard issue U.S. hand grenade with extra safety clips and load-carrying
equipment (LCE).

Standards: Inspect the grenade for defects; identify and correct defects, if possible. Report and
turn in grenades that have defects you cannot correct. Identify each grenade by type, and
correctly attach grenades to your ammunition pouch.

1. Identify the grenades listed in table 071-325-4401-1 by type, color, markings, and usage.

Table 071-325-4401-1. Hand grenades

2. Inspect hand grenades for defects. Correct defects, if possible.


a. Check the fuse to ensure that it is screwed tightly onto the body of the grenade.
b. Check the safety clip to ensure that—
(1) It is present.
(2) It is in the correct position.
c. Replace safety clips (only if missing).
(1) Slide the clip onto the handle.
(2) Attach the loop portion of the clip around the fuse.
(3) Snap the clip end around the safety lever.
d. Check the safety pin.
(1) Ensure that the clip is in the correct position. If not, carefully push it into place while
holding down the safety lever.
(2) Ensure that the clip is straight (not bent). If it is bent, carefully bend it back in
position.
e. Check the safety ring for cracking. Reject any grenade that has a cracked safety ring.
f. Check the grenade for dirt. Wipe any dirty or grimy grenade clean with a cloth.
g. Turn in any defective grenade.

9-20
WARNING
•Never attempt to modify a grenade.
•Never attempt to defuse a grenade.
•Never attempt to remove a grenade found upside down in its packing container.
•Never handle a dud grenade.
•Never attach grenades to clothing or equipment by the pull ring.

3. Attach the grenade to an ammunition pouch.


a. Attach the grenade to the new style pouch.
(1) Slip the grenade safety lever over the small strap sewn on each side of the
ammunition pouch.
(2) Push the grenade down until it firmly seats against the side of the pouch.
(3) Ensure that the pull ring points downward.
(4) Wrap the carrying strap around the fuse, safety lever, and pull ring.
b. Attach the grenade to the old-style pouch.
(1) Slip the safety lever over the strap sewn on each side of the pouch. Push down the
grenade until it firmly seats against the side of the pouch.
(2) Ensure the pull ring points downward, and wrap the carrying strap around the fuse,
safety lever, and pull ring.

4. Check grenades occasionally while moving to ensure that the fuse is tight and the strap is
secure.
Employ Hand Grenades

Conditions: Given load-carrying equipment (LCE) and an offensive (concussion), riot-control,


smoke, or incendiary grenade with a time-delayed fuze.

Standards: Throw the hand grenade to hit a target. Avoid exposing, and thus endangering,
yourself for more than 5 seconds at a time.

1. Position your body in a comfortable and natural position.


a. Make sure you are in a covered position.
b. Look at the target and judge the distance to the target.
c. Align your body with the target as if you were going to throw a football or baseball.
Note: This is body-target alignment.

2. Grip the hand grenade as follows:


a. Hold the safety lever down with your thumb.
b. Keep the pull ring and safety clip (if present) free, and face it towards your throwing
hand.

3. Arm the grenade.


a. Remove the safety clip.
Note: Hold the safety lever down with your thumb. This keeps the pull ring and safety clip
free and facing your non-throwing hand.

9-21
b. Insert index finger in the pull ring and rotate 90 degrees to disengage the ring from the
confidence clip.
c. Pull the pin.

4. Confirm your body-target alignment.


d. TARGET: Troops in the open. EFFECTIVE ENGAGEMENT: Within 5 meters of
center.
e. TARGET: Troops with overhead cover. EFFECTIVE ENGAGEMENT: Inside the
enclosure.
f. TARGET: Troops dug in without overhead cover. EFFECTIVE ENGAGEMENT:
Inside the position.

5. Toss the grenade using an overhand movement. Release the grenade when it comes into your
field of vision ensuring that you—
g. Keep your eyes on the target.
h. Follow through your throwing motion.
i. Take cover, exposing yourself to fire for no more than 5 seconds.

6. Return to the position behind cover until the grenade detonates, and avoid exposing yourself
for more than 5 seconds at a time.

7. Detonate the grenade within the effective bursting radius of the target.

9-22
NOTES

9-23

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