FIRE BATTALION
Tactical Standard
Operating
Procedure
READ IT, LEARN IT, USE IT
By: CDT Jason Stogner
Assisted by: CDT Lukasz Krauszowski
February 22, 2011
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TABLE OF CONTENTS
CHAPTER 1 - DUTIES AND RESPONSIBILITIES................................................................................................................................................ 4
COMPANY COMMANDER........................................................................................................................................................................ 4
EXECUTIVE OFFICER ................................................................................................................................................................................ 4
FIRST SERGEANT...................................................................................................................................................................................... 5
PLATOON LEADER ................................................................................................................................................................................... 5
PLATOON SERGEANT............................................................................................................................................................................... 5
PATROL LEADER (PL) ............................................................................................................................................................................... 6
ASSISTANT PATROL LEADER (APL) ........................................................................................................................................................... 6
SQUAD LEADER ....................................................................................................................................................................................... 7
TEAM LEADER ......................................................................................................................................................................................... 7
SPECIAL TEAMS ....................................................................................................................................................................................... 8
ENEMY PRISONER OF WAR (EPW) TEAM ........................................................................................................................................... 8
AID & LITTER TEAM ............................................................................................................................................................................ 8
CHAPTER 2 - COMMAND AND CONTROL ................................................................................................................................................... 10
SECTION I - TROOP LEADING PROCEDURES .......................................................................................................................................... 10
ASSUMPTION OF COMMAND .......................................................................................................................................................... 10
TROOP LEADING PROCEDURES ........................................................................................................................................................ 10
SECTION II - ORDERS ............................................................................................................................................................................. 13
SECTION III – HAND AND ARM SIGNALS ................................................................................................................................................ 17
CHAPTER 3 – OPERATIONS ......................................................................................................................................................................... 21
SECTION I – FIRE CONTROL AND DISTRIBUTION ................................................................................................................................... 21
FIRE CONTROL MEASURES: .............................................................................................................................................................. 21
ENGAGEMENT TECHNIQUES: ........................................................................................................................................................... 21
ELEMENTS OF A FIRE COMMAND: ................................................................................................................................................... 22
SECTION II – RANGE CARDS AND SECTOR SKETCHES ............................................................................................................................ 23
RANGE CARDS .................................................................................................................................................................................. 23
SECTOR SKETCHES ............................................................................................................................................................................ 25
SECTION III – MOVEMENT ..................................................................................................................................................................... 27
MOVEMENT: .................................................................................................................................................................................... 27
PLATOON FORMATIONS: ................................................................................................................................................................. 28
MOVEMENT TECHNIQUES ............................................................................................................................................................... 30
ACTIONS AT HALTS: .......................................................................................................................................................................... 30
SECTION VI – WEAPONS HANDLING ..................................................................................................................................................... 31
PLAN FOR LIMITED VISIBILITY CONDITIONS ..................................................................................................................................... 31
DEVELOP CONTINGENCIES FOR DIMINISHED CAPABILITIES............................................................................................................. 31
CHAPTER 4 – REPORTS AND RADIO CALLS ................................................................................................................................................. 32
SECTION I – REPORTS ............................................................................................................................................................................ 32
SALUTE ............................................................................................................................................................................................. 32
SITREP .............................................................................................................................................................................................. 32
ACE ................................................................................................................................................................................................... 32
5 - POINT CONTINGENCY PLAN ........................................................................................................................................................ 32
LOGISTICS......................................................................................................................................................................................... 32
SENSITIVE ITEM ................................................................................................................................................................................ 32
PERSONNEL STATUS ......................................................................................................................................................................... 32
UXO REPORT .................................................................................................................................................................................... 32
AAR – AFTER ACTION REPORT.......................................................................................................................................................... 33
9-LINE MEDEVAC.............................................................................................................................................................................. 33
SECTION II – RADIO CALLS ..................................................................................................................................................................... 34
RADIO ETTIQUITE ............................................................................................................................................................................. 34
CALL FOR FIRE .................................................................................................................................................................................. 34
CHAPTER 5 – BATTLE DRILLS & PATROLS ................................................................................................................................................... 35
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SECTION I – BATTLE DRILLS ................................................................................................................................................................... 35
THE SEVEN FORMS OF CONTACT ..................................................................................................................................................... 35
ACTIONS UPON CONTACT ................................................................................................................................................................ 35
BATTLE DRILL 1 – SQUAD ATTACK ................................................................................................................................................... 37
BATTLE DRILL 2 – REACT TO CONTACT ............................................................................................................................................. 40
BATTLE DRILL 3 – BREAK CONTACT .................................................................................................................................................. 42
BATTLE DRILL 4 – REACT TO AMBUSH.............................................................................................................................................. 44
BATTLE DRILL 5 – KNOCK OUT BUNKERS.......................................................................................................................................... 46
CHAPTER 6 – PATROLLING ......................................................................................................................................................................... 48
SECTION I – PRINCIPALS OF PATROLLING.............................................................................................................................................. 48
PRINCIPLES ....................................................................................................................................................................................... 48
SECTION II – TASK ORGANIZATION ....................................................................................................................................................... 49
SECTION III – PATROL PLANNING CONSIDERATIONS ............................................................................................................................ 50
SECTION IV – THE PATROL BASE............................................................................................................................................................ 52
SITE SELECTION: ............................................................................................................................................................................... 52
PLANNING CONSIDERATIONS: ......................................................................................................................................................... 52
PATROL BASE OCCUPATION: ............................................................................................................................................................ 53
PB ACTIVITIES (PRIORITIES OF WORK): ............................................................................................................................................ 53
SECTION V –PATROLS ............................................................................................................................................................................ 55
RECONNAISSANCE PATROLS: ........................................................................................................................................................... 55
ACTIONS ON THE OBJECTIVE – AREA RECONNAISSANCE (Figure 5-1): ............................................................................................ 56
ACTIONS ON THE OBJECTIVE – ZONE RECONNAISSANCE: ............................................................................................................... 59
ACTIONS ON THE OBJECTIVE – PLATOON ATTACK: .......................................................................................................................... 60
ACTIONS ON THE OBJECTIVE – DELIBERATE ATTACK: ...................................................................................................................... 64
CHAPTER 7 – FIRST AID .............................................................................................................................................................................. 66
TACTICAL COMBAT CASUALTY CARE ..................................................................................................................................................... 66
TACTICAL FIELD CARE ....................................................................................................................................................................... 66
CARE UNDER FIRE ............................................................................................................................................................................ 66
EVACUATION CARE .......................................................................................................................................................................... 67
APPLY A FIRST AID OR TRAUMA DRESSING ...................................................................................................................................... 71
APPLY A PRESSURE DRESSING .......................................................................................................................................................... 72
APPLY A TOURNIQUET ..................................................................................................................................................................... 73
TREAT FOR SHOCK ........................................................................................................................................................................... 74
OPEN CHEST WOUND ...................................................................................................................................................................... 75
NEEDLE DECOMPRESSION ............................................................................................................................................................... 77
CHAPTER 8 – QUICK REFERENCE ................................................................................................................................................................ 91
SECTION I: COMMON LOCATIONS AND MOVEMENT............................................................................................................................ 91
SECTION II – PRINCIPLES OF URBAN MOVEMENT ................................................................................................................................. 93
SECTION III – LEADERSHIP DIMENSIONS ............................................................................................................................................... 94
SECTION IV – ARMY ACRONYMS & TERMS ........................................................................................................................................... 96
SECTION V – CLASSES OF SUPPLY .......................................................................................................................................................... 97
SECTION VI – WEAPONS ........................................................................................................................................................................ 98
SECTION VII – EMPLOY THE M18A1 CLAYMORE MINE........................................................................................................................ 102
SECTION VIII – UNIFORM AND EQUIPMENT STANDARDS ................................................................................................................... 105
FIELD UNIFORM: ............................................................................................................................................................................ 105
LOAD BEARING VEST ...................................................................................................................................................................... 106
KEVLAR/ACH .................................................................................................................................................................................. 107
RUCK SACK PACKING LIST: ............................................................................................................................................................. 108
A BAG: ............................................................................................................................................................................................ 110
B BAG: ............................................................................................................................................................................................ 111
RUCK SACK: .................................................................................................................................................................................... 112
FIELD PACKING LIST:....................................................................................................................................................................... 113
EQUIPMENT MARKING CODES:...................................................................................................................................................... 115
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CHAPTER 1 - DUTIES AND RESPONSIBILITIES
COMPANY COMMANDER
The company commander leads by personal example and is responsible for everything the company
does or fails to do. His principle duties include the key areas of tactical employment, training,
administration, personnel management, maintenance, force protection, and sustainment of his company.
Given the asymmetrical, noncontiguous environment, he 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, he—
 Commands and controls through the subordinate leaders.
 Employs the company to accomplish its mission according to the 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 that the company command post (CP) effectively battle tracks the situation and status.
 Provides a timely and accurate tactical picture to the battalion commander and subordinate units.
 Implements effective measures for force protection, security, and accountability of forces and
systems.
 Develops the leadership and tactical skill of his platoon leaders.
EXECUTIVE OFFICER
The XO is second in command. His primary role is to assist the commander in mission planning and
accomplishment. He assumes command of the company as required and ensures that tactical reports
from the platoons are forwarded to the battalion tactical operations center (TOC). The XO locates where
he can maintain communications with the company commander and the battalion. He—
1. Plans and supervises
Plans and supervises, before the battle along with the 1SG, the company's sustainment operations;
ensures that pre-combat inspections are complete. The XO plans and coordinates logistical support with
agencies outside the company while the 1SG does the same internally. He prepares or aids in preparing
paragraph 4 of the company operation order (OPORD). He may also help the company commander plan
the mission.
2. Coordinates
Coordinates with higher headquarters, adjacent and supporting units. He may aid in control of critical
events of the battle such as a passage of lines, bridging a gap, or breaching an obstacle; or, he may
assume control of a platoon attached to the company during movement.
3. Performs as landing zone or pickup zone control officer
This may include straggler control, casualty evacuation, resupply operations, or air-ground liaison.
4. Leads of quartering party or detachment
The XO might lead a quartering party, an element consisting of representatives of various company
elements. Their 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 or attack, control company machine guns, or mortar section. He may also—
 Lead the reserve. Lead the detachment left in contact during a withdrawal.
 Control attachments to the company.
 Serve as movement control officer.
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FIRST SERGEANT
The 1SG is the senior noncommissioned officer (NCO) and normally the most experienced Soldier in the
company. He is the commander's primary tactical advisor and the expert on individual and NCO skills. He
helps the commander plan, coordinate, and supervise all activities that support the unit mission. He
operates where the commander directs or where he can best influence a critical point or what is viewed
as the unit's decisive point. The first sergeant—
 Supervises routine operations. This can include enforcing the tactical standing operating
procedures (TACSOP); 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 his expertise such as Soldier care, force protection, security, and accountability.
 Assists the XO and keeps himself prepared to assume the XO's duties, if needed.
 Leads task-organized elements or subunits for the company's shaping effort or other designated
missions.
PLATOON LEADER
The platoon leader is responsible for all the platoon does or fails to do. In the conduct of his duties he
consults the platoon sergeant in all matters related to the platoon. He must know his Soldiers and how to
employ the platoon and its organic and supporting weapons. During operations, the platoon leader—
 Leads the platoon in supporting the higher headquarters missions. He bases his actions on his
assigned mission and the intent and concept of his higher commanders.
 Supervises and spot-checks all assigned tasks, and corrects unsatisfactory actions.
 Maneuvers squads and fighting elements.
 Takes the initiative to accomplish the mission in the absence of orders.
 Keeps higher informed by using periodic situation reports (SITREP).
 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 himself where he is most needed to accomplish the mission.
 Assigns clear tasks and purposes to his squads.
 Understands the mission and commanders intent two levels up (the company and battalion).
The platoon leader works to develop and maintain situational understanding (SU). SU is a product of
four elements:
1. The platoon leader attempts to know what is happening in the present in terms of friendly, enemy,
neutral, and terrain situations
2. The platoon leader must know the end state that represents mission accomplishment.
3. The platoon leader determines the critical actions and events that must occur to move his unit from
the present to the end state.
4. The platoon leader must be able to assess the risk throughout.
PLATOON SERGEANT
The platoon sergeant (PSG) is the senior NCO in the platoon and second in command. He sets the
example in everything. He is a tactical expert in Infantry platoon and squad operations, which include
maneuver of the platoon-sized elements, and employment of all organic and supporting weapons. The
platoon sergeant advises the platoon leader in all administrative, logistical, and tactical matters. The
platoon sergeant is responsible for the care of the men, weapons, and equipment of the platoon. Because
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the platoon sergeant is the second in command, he has no formal assigned duties except those assigned
by the platoon leader. However, the platoon sergeant traditionally—
 Ensures the platoon is prepared to accomplish its mission, to include supervising pre-combat
checks and inspections.
 Prepares to assume the role and responsibilities of platoon leader.
 Prepares and issues paragraph 4 of the patrol OPORD.
 Acts where best needed to help C2 the engagement (either in the base of fire or with the assault
element).
 Receives squad leaders’ administrative, logistical, and maintenance reports, and requests for
rations, water, fuel, and ammunition.
 Coordinates with the higher headquarters to request logistical support (usually the company’s first
sergeant or executive officer).
 Manages the unit’s combat load prior to operations, and monitors logistical status during
operations.
 Establishes and operates the unit’s casualty collection point (CCP) to include directing the platoon
medic and aid/litter teams in moving casualties; maintains platoon strength levels information;
consolidates and forwards the platoon’s casualty reports; and receives and orients replacements.
 Employs digital C2 systems available to the squads and platoon.
 Supervises rear security during movement.
 Establishes, supervises, and maintains security.
 Understands the mission and commanders intent two levels up (the company and battalion).
PATROL LEADER (PL)
The Patrol Leader is responsible for all the patrol does or fails to do. The patrol leader is to consult with
the APL in all matters related to the patrol. The patrol leader must know the resources of his elements
and employ them in the most efficient and effective manner. During operations the patrol leader- Conducts Take charge minute.
 During movement located in between trail and lead squads, but places himself where he is most
needed to accomplish the mission.
 Task organizes patrol for specific mission (Designates assault, support, security,
security/overwatch, and recon elements as appropriate)
 Maneuvers and synchronizes the efforts of squads through plans, fragos, and direct leadership.
 Manages key signals for patrol (whistles, pyrotechnic signals, ambush and attack initiation, etc)
 Issues orders to SL in enough time to allow SLs to prepare and issue own OPORDER /
rehearsals
 Maneuvers with assault element in offensive operations
 Requests and controls assets for patrol including indirect fire
 Employs radio systems available to patrol
 Controls employment of the machine gun.
 Issues accurate and timely reports, meets all reporting requirements.
 Assigns clear tasks and purposes to his squads.
 Looks ahead to the “next” move for the patrol.
 Understands the mission and commanders intent two levels up.
ASSISTANT PATROL LEADER (APL)
The APL is the senior NCO in the patrol and is second in command. The APL advises the Patrol Leader
in all administrative, logistical, and tactical matters. The APL is responsible for the care of the men,
weapons, and equipment of the patrol. Because the APL is second in command he has no assigned
duties. However, these are actions that the APL should be ready to execute to ensure mission
accomplishment- Ensures the patrol is prepared to accomplish its mission, to include supervising pre-combat
checks and inspections.
 Prepares to assume the role of patrol leader in PL’s absence
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Maintains accountability of personnel during operations, establishes release points during ORP
activities, LDA crossings, and during actions on the objective. Ensures “No One Left Behind”
Establishes patrol base security immediately upon notification of leadership role.
Assigns sector sketches and ensures sector sketches are executed to standard.
Receives squad leaders’ administrative, logistical, and maintenance reports, and requests for
rations, water, fuel, and ammunition. Cross-levels mission essential items between squads
Prepares and issues paragraph 4 of the patrol operations order
Plans, establishes, and operates the patrol’s casualty collection point (CCP) to include directing
the patrol’s medic and aid/litter teams in treating and moving casualties. Maintains patrol strength
levels information, consolidates and forwards patrol’s ACE reports; and receives and orients
replacements.
Manages the patrol’s combat load prior to operations, and monitors logistical status during
operations.
During movement located, in rear of trail squad, but can be fluid in order to facilitate mission
success.
Establishes and supervises ORP security.
In charge of the support by fire element, but can be located anywhere he is most needed to
accomplish the mission.
Understands the mission and commanders intent two levels up.
SQUAD LEADER
The squad leader (SL) directs his team leaders and leads by personal example. The SL has authority
over his subordinates and overall responsibility for those subordinates’ actions. Centralized authority
enables the SL to act decisively while maintaining troop discipline and unity. Under the fluid conditions of
close combat, even in the course of carefully-planned actions, the SL must accomplish assigned missions
on his own initiative without constant guidance from above.
The squad leader is the senior Infantryman in the squad and is responsible for all the squad does or fails
to do. The squad leader is responsible for the care of his squad’s men, weapons, and equipment. He
leads his squad through two team leaders. During operations, the squad leader—
 Is the SME on all battle drills and individual drills.
 Is the SME in the squad’s organic weapons employment and the employment of supporting assets.
 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 the movement of his 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’s general location and sector in the defense.
 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 platoon sergeant or platoon leader as required.
 Understands the mission and commander’s intent two levels up (the platoon and company).
 Communicates timely and accurate spot reports (SPOTREPs) and status reports, including:
 Size, activity, location, unit, time, and equipment (SALUTE) SPOTREPs.
 Status to the platoon leader (including squad location and progress, enemy
situation, enemy
killed in action [KIA], and security posture).
 Status of ammunition, casualties, and equipment to the platoon sergeant.
TEAM LEADER
The team leader leads his team members by personal example. He has authority over his subordinates
and overall responsibility for their actions. Centralized authority enables the TL to maintain troop
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discipline and unity and to act decisively. Under the fluid conditions of close combat, the team leader
must accomplish assigned missions using initiative without needing constant guidance from above.
The team leader’s position on the battlefield requires immediacy and accuracy in all of his actions. He is a
fighting leader who leads his team by example. The team leader is responsible for all his team does or
fails to do. He is responsible for the care of his team’s men, 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 his team and its rate and distribution of fire.
 Employs digital C2 systems available to the squad and platoon.
 Ensures security of his team’s sector.
 Assists the squad leader as required.
 Disseminates PIR to his team.
 Is prepared to assume the duties of the squad leader and platoon sergeant.
 Enforces field discipline and PMM.
 Determines his 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).
Determining a suitable technique is 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.
SPECIAL TEAMS
Special teams perform specific tasks in accordance with the Platoon Leader’s guidance and mission
requirements. Special teams generally perform their tasks after security is established and the enemy
threat is minimized (win the fight first). Special teams should rehearse before the mission.
ENEMY PRISONER OF WAR (EPW) TEAM: At the Infantry platoon and squad levels, the six simple
rules for EPWs are search, silence, segregate, safeguard, speed to the rear (the five S’s), and tag. The
tag includes the date of capture, location of capture (grid coordinate), capturing unit, and special
circumstances of capture (how the person was captured). The five S’s include:
1. Search the EPW thoroughly and disarm him.
2. Silence—require the EPW to be silent.
3. Segregate the EPW from other EPWs (by sex and rank).
4. Safeguard the EPW from harm while preventing him from escaping.
5. Speed the EPW to the designated EPW collection point.
Once the enemy is under friendly control, they assume the protected status of detainee. This is an
umbrella term that includes any person captured or otherwise detained by armed force. Under the LOW,
leaders and Soldiers are personally responsible for detainees under their control. Mistreatment of EPWs
is a criminal offense under the Geneva Convention, AR 190-8, and The 1996 War Crimes Act (18 U.S.C.
§ 2441). The War Crimes Act makes it a federal crime for any U.S. national, whether military or civilian, to
violate the Geneva Convention by engaging in murder, torture, or inhuman treatment.
AID & LITTER TEAM: Responsible for treating friendly wounded and moving friendly dead and
wounded to the casualty collection point as directed by the Platoon Leader or Platoon Sergeant.
Wounded enemy or noncombatants may be treated at the direction of the Platoon Leader, after friendly
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wounded are treated.
1. Evaluate A Casualty
a. Responsiveness
b. Breathing
c. Pulse
d. Bleeding
e. Shock
f. Fractures
g. Burns
h. Head Injuries
2. Administer First Aid to a Nerve Agent Casualty
3. Perform Mouth to Mouth Resuscitation
4. Put on a Field or Pressure Dressing
5. Prevent Shock
6. Give First Aid for Burns, Heat Injuries, Frostbite
7. Transport a Casualty using a Litter to Collection Points
8. Transport a Casualty using a Two-Man Carry to Collection Points
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CHAPTER 2 - COMMAND AND CONTROL
SECTION I - TROOP LEADING PROCEDURES
ASSUMPTION OF COMMAND: When it is necessary for a new leader to assume command of the
platoon, if and when the situation allows it, they will accomplish the following tasks:
a. Take Charge
(1) Identify yourself
(2) Designate subordinate leaders
(3) Designate the 12 o’clock of the perimeter
(4) Security, security, security
(5) Identify your location
(6)Initiate Troop Leading Procedures
b. Inform higher headquarters of the change
b. Reestablish the platoon chain of command and ensure all subordinates are made aware of
changes
c. Check the platoon's security and the emplacement of key weapons
d. Check the platoon's equipment and personnel status
e. Pinpoint the platoon's location
f. Assess the platoon's ability to continue the mission
g. Inform higher command of assessment
h. Continue the mission / Initiate Troop Leading Procedures
TROOP LEADING PROCEDURES
a. Receive the Mission
b. Issue a Warning Order
c. Make a Tentative Plan
d. Initiate Movement
e. Conduct Reconnaissance
f. Complete the Plan
g. Issue the Operations Order
h. Supervise and Refine
(1) Receive the Mission
(a) Determine mission and time available (develop timeline)
(b) No detailed analysis of METT-TC
(c) 1/3-2/3 rule
(2) Issue a Warning Order
(3) Make a Tentative Plan
(a) Mission
Enemy
Terrain and Weather
Observation and Fields of Fire
Avenues of Approach
Key and Decisive Terrain
Obstacles
Cover and Concealment
Visibility, Winds, Precipitation, Cloud cover,
Temperature/humidity
Troops Available
Time Available
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Civil considerations
(b) Mission and intent of commander two levels up
(c) Mission and intent of immediate commander
(d) Platoon or Squad mission
(e) Constraints
(f) Identification of tasks (Specified, Implied, Essential)
(g) Identification of risks
(h) Restated mission
(i) Analysis of Enemy
a. Composition
b. Disposition
c. Strength
d. Capabilities
e. Anticipated Enemy Courses of Action
(j). Course of Action Development
a. Analyze Relative Combat Power
b. Generate Options
c. Array Initial forces
d. Develop Schemes of Maneuver
e. Assign Headquarters
f. Prepare COA Statements and Sketches
g. War gaming of COA(s)
h. COA Comparison and Selection
(4) Initiate movement
(5) Conduct Reconnaissance
(a) Confirm Priority Intelligence Requirements (PIRs)
(b) If leaving the platoon or squad to conduct leader’s reconnaissance, leave a five point
contingency plan, or GOTWA
 Where the leader is Going
 Others going with the leader.
 Amount of Time the leader plans to be gone
 What to do if the leader does not return.
 Unit’s and leaders Actions on chance contact while the leader is gone
(6) Complete the Plan
(7) Issue the Operations Order
(8) Supervise and Refine
(a) Confirmation briefs, rehearsals, and inspections
a. Ensure subordinates know the mission, the commander’s intent, the concept of the
operation, and their assigned tasks.
b. Rehearsals include map rehearsal, sand table or terrain model, radio rehearsal,
reduced-force rehearsal, and full-force rehearsal (preferred if time permits)
(b) 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:
a. actions on the objective
b. actions on enemy contact
c. special teams
d. movement techniques
e. others as required
(c) Security must be maintained during the rehearsal.
(d) Inspections
a. Squad leaders should conduct initial inspections shortly after receipt of the WARNO
b. The PSG should conduct spot checks throughout the preparation
c. The PL and PSG conduct final inspections
(e) Inspections should include:
a. Weapons and ammunition
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b. Uniforms and Equipment
c. Mission-essential equipment
d. Soldier’s understanding of the mission and their specific responsibilities
e. Communications
f. Rations and water
g. Camouflage
h. Deficiencies noted during earlier inspections
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SECTION II - ORDERS
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 FO
(5) PLT Medic
(6) Attachment leaders
b. Squad orders – at a minimum, the following individuals will attend squad
(1) Squad leader
(2) Team leaders
2. ORDERS FORMATS:
a. WARNING ORDER:
(WARNOs do not have to follow a specific format, but the 5 paragraph OPORD format is a good guide)
(1) Situation
(a) Enemy Forces
(2) Mission
(3) Execution
(a) Tasks to Subordinate Units
a. Terrain Model
b. Recorder
c. Primary/alternate: EPW, A&L, DEMO
(b) Coordinating Instructions
a. Tentative Timeline (Time now, Earliest Time of Departure, Time & Place of OPORD)
b. Subordinate Unit Rehearsals
c. PCI Check
(4) Sustainment
(5) Command and Control
b. FRAGMENTARY ORDER (FRAGO): The format for a FRAGO is that portion of the current OPORD
that has changed. If significant changes have occurred since the last OPORD, a new OPORD should
be prepared.
c. SQUAD OPERATIONS ORDER:
(1) Situation
(a) Enemy
(b) Friendly
(c) Attachments and Detachments
(2) Mission
(a) Who, What, When, Where, Why
(3) Execution
(a) Concept of the Operations
1. Scheme of Mobility
2. Scheme of Fires
(b) Fire Team Tasks
(c) Coordinating Instructions
(d) Risk Reduction Control Measures
(4) Sustainment
(5) Command and Control
13
d. PLATOON OPERATIONS ORDER:
1. Situation
a. Area of Interest
b. Area of Operations
(1) Terrain
(2) Weather
c. Enemy Forces
d. Friendly Forces
(1) Higher Headquarters’ Mission and Intent
(a) [Higher Headquarters Two Levels Up]
1 Mission
2 Commander’s Intent
(b) [Higher Headquarters]
1 Mission
2 Commander’s Intent
(2) Missions of Adjacent Units.
e. Interagency, Intergovernmental, and Nongovernmental Organizations
f. Civil Considerations
g. Attachments and Detachments
h. Assumptions
2. Mission
3. Execution
a. Commander’s Intent
b. Concept of Operations
c. Scheme of Movement and Maneuver
(1) Scheme of Mobility/Countermobility
(2) Scheme of Battlefield Obscuration
(3) Scheme of Intelligence, Surveillance, and Reconnaissance
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
(1) Time or condition when the OPORD becomes effective
(2) Commander’s Critical Information Requirements
(3) Essential Elements of Friendly Information
(4) Fire Support Coordination Measures
(5) Airspace Coordinating Measures
(6) Rules of Engagement
(7) Risk Reduction Control Measures
(8) Personnel Recovery Coordination Measures
(9) Environmental Considerations
(10) Information Themes and Messages
(11) Other Coordinating Instructions
4. Sustainment
a. Logistics
b. Personnel
c. Health System Support
5. Command and Control
a. Command
(1) Location of Commander
(2) Succession of Command
(3) Liaison Requirements
b. Control
(1) Command Posts
(2) Reports
c. Signal
14
OPORD SCRIPT
SITUATION:
Area of Interest:(give a distance, cardinal direction, name of objective)____________________________________
Area of Operations:(describe the terrain and weather)_________________________________________________
_____________________________________________________________________________________________
Enemy:(describe the disposition, location, strength, and probable COA)___________________________________
_____________________________________________________________________________________________
Friendly Forces: (Headquarters 1 Level Up Mission and Intent) ____platoon/company will be conducting a
____________________ on __________________ IVO_______________________ to facilitate_______________
____________________________ IOT______________________________________________________________
Missions of Adjacent Units: ___________________will be on our left flank, and _________________ will be on
our right flank. ___________________ will be in the lead of us, and ___________________will be trailing us.
___________________will be in the reserve.
Attachments and Detachments:___________________________________________________________________
MISSION:
________ squad/platoon will be conducting a____________________________________________at__________
__________________ IVO__________________ IOT facilitate___________________________________________
_____________________________________________________________________________________________
REPEAT THIS PARAGRAPGH TWICE!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
EXECUTION:
Commander’s Intent: My intent is to execute and accomplish this mission by maintaining our collective focus
honed in on safety. Our goal is to facilitate our mission with no loss of personnel to environmental or terrain
induced injury.
Concept of Operations: The mission will be conducted in 4 phases
Phase 1:_______________________________________________________________________________________
Phase 2:_______________________________________________________________________________________
Phase 3:_______________________________________________________________________________________
Phase 4:_______________________________________________________________________________________
Scheme of Movement and Maneuver: Please put away your writing materials and orient yourselves to my terrain
model. This direction is North.
Scheme of Intelligence, Surveillance, and Reconnaissance:(describe how you intend to utilize the intel given to
you, for example if you requested UAV support, what’s the location your exploiting? What intel are you requesting
from it?)______________________________________________________________________________________
_____________________________________________________________________________________________
Scheme of Fires: We are _____ in priority of fire for company mortars. Our TRP’s are located at grids _________,
_________, __________, __________.
Scheme of Protection: Describe how security will be maintained at the AA, ORP, RP, S&O, OBJ and during all
movement.
Tasks to Subordinate Units: A-Team will provide primary pace ___________, compass ___________, EPW
___________, COB __________, recon team 1 __________ and alternate everything else. B-Team is primary aid &
litter ____________, demo _____________, recon team 2 ___________, and alternate everything else.
Coordinating Instructions:
1. This operation will begin at: ______________
2. Commander’s Critical Information Requirements: __________________________________________________
_____________________________________________________________________________________________
3. Risk Reduction Control Measures: In order to reduce common risk we will observe safe weapons practices such
as muzzle awareness, fire aimed shots only, and utilize proper loading and clearing procedures. We will drink water
15
prior to departure to prevent dehydration during the mission and move carefully because the terrain ahead poses
risk to ankle and knee injury caused by uneven terrain, dense vegetation, tree roots and rocks.
Environmental Considerations: Do not engage wildlife or protected species.
SUSTAINMENT:
Logistics: Company trains are located at _________________ IVO grid __________________. Our class 1 cycle is
___,___,___. Top off water here as no resupply is available for ____ hours. We have _____ transportation. ______
_______________________________. We have ___ services available. ___________________________________.
We have ___ smoke, ___ AT4, ___ Claymore, ___ UAV, ___ stryker support. PCI’s & PCC will be conducted before
departure. Check Water, Camo, Ammo & mission understanding.
Personnel: The EPW collection point is located at the company AA._______________________.
Health System Support: MEDEVAC is available upon request. The casualty collection point is located at the
company AA._________________.
COMMAND AND CONTROL:
Command:
1. Location of Commander: I will be located in the center of the squad formation during movement or with the
assaulting element, or at the security and overwatch point.
2. Succession of Command: Myself, then _________, __________, __________, __________, then command will
transfer by alphabetical order.
Control:
1. Command Posts: The company AA is located at grid ___________________.
2. Reports: We will provide reports upon LD, Contact, EWP, LACE, SITREPS, SALUTE, and ___________, and
____________ upon consolidation.
Signal:
1. Call Signs: CO____, XO____, 1SG____, FO____, PL____, 1SL____, 2SL____, 3SL____, RCDR____.
2. Passwords: Challenge_________, Password_________, # Combo_________, Running Password_________.
Time is now:________ what are your questions?
16
SECTION III – HAND AND ARM SIGNALS
17
18
OBJECTIVE RALLY POINT
19
20
CHAPTER 3 – OPERATIONS
SECTION I – FIRE CONTROL AND DISTRIBUTION
FIRE CONTROL MEASURES:
a. Terrain-Based
(1) Target Reference Point (TRP)
(2) Engagement Area (EA)
(3) Sector of Fire
(4) Maximum Engagement Line (MEL)
(5) Final Protective Line (FPL)
(6) Principle Direction of Fire (PDF)
(7) Final Protective Fire (FPF)
(8) Restrictive Firing Line
b. Threat-Based
(1) Fire Patterns
(2) Engagement Priorities
(3) Weapons Ready Posture
(4) Weapons Control Status
(5) Trigger
(6) Weapons Safety Posture
c. Rules of engagement
d. Machine Guns
(1) Leaders position machine guns to—
(a) Concentrate fires where they want to kill the enemy
(b) Fire across the platoon front
(c) Cover obstacles by fire
(d) Tie-in with adjacent units
(2) The following definitions apply to the employment of machine guns.
(a) Grazing fire
(b) Dead space
(c) Final protective line
(d) Platoon machine guns have the following target priority
1. The FPF, if directed
2. The most dangerous or threatening target
3. Groups of dismounted infantry in primary sector
4. Enemy crew-served weapons
5. Groups of dismounted infantry in secondary sector
6. Unarmored command and control vehicles
ENGAGEMENT TECHNIQUES:
a.
b.
c.
d.
e.
f.
g.
h.
Point Fire
Area Fire
Volley Fire
Alternating Fire
Sequential Fire
Observed Fire
Time of Suppression
Reconnaissance by Fire
21
ELEMENTS OF A FIRE COMMAND:
a. Alert. The leader designates which weapon(s) is to fire by weapon type, Soldier’s position, or
Soldier’s name.
b. Location. The leader guides the Soldier onto the target.
c. Target Description. The leader identifies the target. For multiple targets, he also tells which
target to engage first.
d. Method of Engagement. The leader tells the Soldier how to deliver the fire onto the target.
e. Ammunition. The leader tells the Soldier which ammunition to use if munitions are other than HE
(this applies to M203 only).
f. Orientation. Identifies location or vicinity of target. (Ex. TRP13, One o’clock, left front, on my
tracer)
g. Execution (Time). The leader reconfirms that the target is hostile, then gives an execution
command.
22
SECTION II – RANGE CARDS AND SECTOR SKETCHES
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 weapon's capability. The distance to the terrain is determined and rounded
off to the next even hundredth, if necessary. 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 are drawn in the sector. They are 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) The weapon reference point is numbered last. The location is given 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. The position is
identified
as
primary
alternate,
or
supplementary.
(2) DATE. The date and time the range card was
completed is entered.
(3) WEAPON. The weapon block indicates the
weapons used.
(4) EACH CIRCLE EQUALS ______ METERS.
Write in the distance in meters between
circles.
(5) NO. Starting with left and right limits TRPs and
reference points are listed in numerical order.
(6) DIRECTION/DEFLECTION. The direction is
listed in degrees. The deflection is listed in
mils.
(7) ELEVATION. The elevation is listed in mils.
(8) RANGE. The distance in meters from the
position [to the left and right limits and TRPs
and reference points.
(9) AMMO. The type of ammunition used is listed.
(10) DESCRIPTION. The name of the object is
listed for example, farmhouse, wood line,
and hilltop.
(11) REMARKS. The weapon reference point
data and any additional information are
listed.
23
24
SECTOR SKETCHES
a. Squad sector sketches - The 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, the squad sector sketch includes:
(1) Key terrain within the squad sector.
(2) Each individual fighting position and its primary and secondary sectors of fire.
(3) Key weapons positions and their primary sector of fire, secondary sector of fire, and any fire
control measures.
(4) All CP and OP locations.
(5) All dead space within the squad sector.
(6) Any obstacles and mines within the squad sector.
Figure 1: Squad Sector Sketch
25
b. Platoon sector sketches - The 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, the platoon sector sketch includes:
(1) Squad positions and sectors of fire.
(2) Key weapons positions and their 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 the platoon sector.
(6) All mines and obstacles within the platoon sector.
(7) Any TRPs or FPFs (Final Protective Fires) within he platoon sector.
Figure 2: Platoon Sector Sketch
26
SECTION III – MOVEMENT
MOVEMENT:
a. Formation - Leaders choose the formation based on their analysis of METT-TC and likelihood
of enemy contact.
(1) Fire team formations - All soldiers in the team must be able to see their leader.
(a) Wedge - This is the basic fire team formation; it will be used unless modified because of
terrain, dense vegetation, terrain or mission.
(b) File - Used in close terrain, dense vegetation, limited visibility.
(2) Squad formations - Squad formations describe the relationships between fire teams in the
squad.
(a) Column –
1. The squad column is the squad's most common
formation.
2. It provides good dispersion laterally and in depth
without sacrificing control, and facilitates maneuver.
3. The lead fire team is the base fire team.
4. When the squad moves independently or as the
rear element of the platoon, the rifleman in the trail
fire team provides rear security.
(b) Line –
1. The squad line provides maximum firepower to
the front.
2. When a squad is acting as the base squad, the fire
team on the right is the base fire team.
Figure 3: Squad Column Fire Team Wedge
Figure 4: Line
(c) File –
1. When not traveling in a column or line, squads travel in file.
2. The squad file has the same characteristics as the fire team file.
3. If the squad leader desires to increase his control over the
formation, exert greater morale presence by leading from the front,
and be immediately available to make key decisions, he will move
forward to the first or second position.
4. Additional control over the rear of the formation can be provided
by moving a team leader to the last position.
Figure 5: File
27
PLATOON FORMATIONS:
(1) METT-TC will determine where crew-served weapons move in the formation. They normally move
with the platoon leader so he can quickly establish a base of fire.
(a) Column - Primary platoon formation, used unless METT-TC dictates otherwise.
Figure 6: Platoon Column
(b) Platoon line, squads on line - Used when the platoon leader wants all soldiers on line for
maximum firepower forward. Used when the enemy situation is known.
Figure 7: Platoon Line, Squads on Line
(c) Platoon line, squads in column - Used when the platoon leader does not want everyone
forward, but wants to be prepared for contact such as near the objective.
Figure 8: Platoon Line, Squads in Column
28
(d) Platoon Vee - Used when enemy situation is vague, but contact is expected to the front.
Figure 9: Platoon Vee
(e) Platoon wedge - Used when enemy situation is vague and contact is not expected.
Figure 10: Platoon Wedge
(f) Platoon file - Used when visibility is poor due to terrain or light.
Figure 11: Platoon File
29
MOVEMENT TECHNIQUES: Leaders choose a movement technique based on their mission analysis
of METT-TC and likelihood of enemy contact.
(1) Traveling - Used when contact is not likely and speed is important.
(2) Traveling overwatch - Used when contact is possible but speed is important.
(3) Bounding overwatch - Used when contact is likely or imminent and speed is not important.
Foot Marches. When moving along a road in a relatively secure area, the platoon will move with one
file on each side of the road. Fire teams are not split up. There will be 3 to 5 meters between
soldiers and 25 to 50 meters between platoons.
(1) The normal rate of marching for an 8-hour march is 4 mph. The interval and rate of marching
depends on the length of the march, time allowed, likelihood of enemy contact, terrain and
weather, condition of the soldiers, and the weight of the soldiers' load.
(2) A 15-minute rest will be conducted at the end of the first 45 minutes of a road march. During
this halt, the PLT Medic and squad leaders will check the soldiers' feet and report the
physical condition of the soldiers to the platoon leader and platoon sergeant. Thereafter, a
10-minute rest is conducted every 50 minutes.
ACTIONS AT HALTS: During halts, security is posted and all approaches into the platoon's area are
covered by key weapons. The platoon sergeant moves forward through the platoon, checking security as
he goes, and meets the platoon leader to determine the reason for the halt.
(1) During halts of 30 seconds or less, the soldiers drop to one knee and cover their assigned
sector.
(2) During halts longer than 30 seconds, a cigar-shaped perimeter is formed, and the soldiers
assume the prone position.
30
SECTION VI – WEAPONS HANDLING
Leaders must be proactive in reducing the risk of fratricide, especially when it concerns their Infantry platoon or squad on the
multi-dimensional battlefield. There are numerous tools to assist them in fratricide avoidance. By monitoring unit locations,
leaders at all levels can ensure that they know the precise locations of their own and other elements and can control their fires
accordingly. Infantry leaders must know the location of each of the squads.
The platoon can use infrared and thermal marking techniques to ensure that adjacent units do not mistakenly fire at friendly
forces during limited visibility. The assault element can use the infrared chemical lights, blacklight tube lights tied to poles, and
many other methods to mark the assault element's progress. Leaders must ensure that the enemy does not have night vision
capability before marking their Soldiers' progress with infrared marking devices.
PLAN FOR LIMITED VISIBILITY CONDITIONS
Dense fog, rain, heavy smoke, blowing sand, and the enemy's use of smoke may significantly reduce the leader's ability to
control direct fires of the platoon. Therefore, Infantry units are equipped with thermal sights and night vision systems that
allow squads to engage the enemy during limited visibility at nearly the same ranges normally engaged during the day.
DEVELOP CONTINGENCIES FOR DIMINISHED CAPABILITIES
A platoon leader usually develops a plan based on having all of his assets available and makes alternate plans to account for the
loss of equipment or Soldiers. The platoon leader should develop a plan that maximizes his unit's capabilities while addressing
the most probable occurrence. He should then factor in redundancy within the platoon. For example, he may designate
alternate sectors of fire for the squads that provide him the means of shifting fires if one squad has been rendered ineffective.
These contingencies may become items within a unit SOP.
1.
Basic Tenets:
a.
Weapons on safe until target is identified and acquired
b. Muzzle Awareness
c.
Finger outside of trigger well until sight are on the target
d. Every weapon is ALWAYS treated as loaded
2.
Weapons Readiness:
a.
GREEN:
(1) Weapon on Safe
(2) Empty Magazine inserted in weapon
(3) Bolt forward, ejection port cover closed
b. AMBER:
(1) Weapon on Safe
(2) Magazine with ammunition inserted in weapon
(3) Bolt forward, NO round in chamber, ejection port cover closed.
c.
RED:
(1) Weapon on safe
(2) Magazine with ammunition inserted in weapon
(3) 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 clear any ammo or debris.
e.
Ride your bolt forward.
f.
Place the weapon on semi.
g.
Pull the trigger.
h. Pull the charging handle back and let the bolt go forward.
i.
Place the selector switch on safe.
31
CHAPTER 4 – REPORTS AND RADIO CALLS
SECTION I – REPORTS
SALUTE a.
b.
c.
d.
e.
f.
Size
Activity
Location
Unit/uniform
Time
Equipment
SITREP - (situation report) given IAW OPORD
ACE - normally, team leaders give ACE reports to the squad leader and the squad leaders give them to
the platoon sergeant after contact with the enemy
g. Ammunition
h. Casualty
i. Equipment
5 - POINT CONTINGENCY PLAN - The 5-point contingency plan is issued any time a leader leaves his
unit. It explains to the subordinate leader in charge of the element the following items. An acronym to
remember for this is GOTWA.
j. Going, where is the leader going.
k. Others, other members he is taking with him.
l. Time, the amount of time he will be gone.
m. What to do if he does not return in the amount of time he said.
n. Actions on enemy contact. What the element will do and what the leader and his party will do if
contact with the enemy is made while the unit is separated.
LOGISTICS - team leaders and squad leaders report twice daily up the chain of command
SENSITIVE ITEM - status reported by team leaders and squad leaders up the chain of command twice
daily
PERSONNEL STATUS - team leaders and squad leaders report twice daily. Normally, reports are given
at stand-to and Before nightfall.
UXO REPORT o. Line 1: Date time group discovered: (Command policy will dictate Local or Zulu time).
p. Line 2: Reporting Activity (UIC / Unit designation). Location: mandatory 8 digit grid:(include:
landmarks, reference points, or street addresses).
q. Line 3: Contact Method: Radio Freq / Call Sign or Telephone Number. (If using phone number,
provide name).
r. Line 4: Type of Munition: (Dropped, Projected, Placed, or Thrown).
s. Line 5: NBC Contamination: Yes or No, known or suspected NBC Contamination. If yes, report
type of agent if known / identified.
t. Line 6: Resources Threatened: (What resource is threatened - is it a critical asset?).
u. Line 7: Impact on Mission: (How the UXO is affecting the mission).
v. Line 8: Protective Measures Taken: (Unit emplaced protective measures).
w. Line 9: Recommended Priority: (Immediate, Indirect, Minor, or No Threat).
32
AAR – AFTER ACTION REPORT
a. Key Points –
(1) Are conducted during or immediately after each event.
(2) Focus on intended training objectives.
(3) Focus on soldier, leader, and unit performance.
(4) Involve all participants in the discussion.
(5) Use open-ended questions.
(6) Are related to specific standards.
(7) Determine strengths and weaknesses.
(8) Link performance to subsequent training.
b. Format –
(1) Introduction and rules.
(2) Review of training objectives.
(3) Commander's mission and intent (what was supposed to happen).
(4) Opposing force (OPFOR) commander's mission and intent (when appropriate).
(5) Relevant doctrine and tactics, techniques, and procedures (TTPs).
(6) Summary of recent events (what happened).
(7) Discussion of key issues (why it happened and how to improve).
(8) Discussion of optional issues.
(9) Discussion of force protection issues (discussed throughout).
(10)Closing comments (summary).
9-LINE MEDEVAC
LINE ITEM
EXPLAINATION
1. Location of Pickup Site.
Encrypt grid coordinates. When using DRYAD Numeral Cipher, the same SET line will be used to encrypt
grid zone letters and coordinates. To preclude misunderstanding, a statement is made that grid zone
letters are included in the message (unless unit SOP specifies its use at all times).
2. Radio Frequency, Call
Sign, Suffix.
Encrypt the frequency of the radio at the pickup site, not a relay frequency. The call sign (and suffix if
used) of person to be contacted at the pickup site may be transmitted in the clear.
3. No. of Patients by
Precedence.
Report only applicable info & encrypt brevity codes. A = Urgent, B = Urgent-Surg, C = Priority, D =
Routine, E = Convenience. (If 2 or more categories reported in same request, insert the word “break”
btwn. each category.)
4. Spec Equipment.
Encrypt applicable brevity codes. A = None, B = Hoist, C = Extraction equipment, D = Ventilator.
5. No. of Patients by Type.
Report only applicable information and encrypt brevity code. If requesting MEDEVAC for both types,
insert the word “break ” between the litter entry and ambulatory entry: L + # of Pnt -Litter; A + # of Pnt Ambul (sitting).
6. Security Pickup Site
(Wartime).
N = No enemy troops in area, P = Possibly enemy troops in area (approach with caution), E = Enemy
troops in area (approach with caution), X = Enemy troops in area (armed escort required).
6. Number and type of
wound, Injury, Illness
(Peacetime).
Specific information regarding patient wounds by type (gunshot or shrapnel). Report serious bleeding,
along with patient blood type, if known.
7. Method of Marking Pickup
Site.
Encrypt the brevity codes. A = Panels, B = Pyrotechnic signal, C = Smoke Signal, D = None, E = Other.
8. Patient Nationality and
Status.
Number of patients in each category need not be transmitted. Encrypt only applicable brevity codes. A =
US military, B = US civilian, C = Non-US mil, D = Non-US civilian, E = EPW.
9. NBC Contamination,
(Wartime).
Include this line only when applicable. Encrypt the applicable brevity codes. N = nuclear, B = biological, C
= chemical.
9. Terrain Description
(Peacetime).
Include details of terrain features in and around proposed landing site. If possible, describe the
relationship of site to a prominent terrain feature ( lake, mountain, tower).
33
SECTION II – RADIO CALLS
RADIO ETTIQUITE
Proword
Meaning
ALL AFTER
I refer to the entire message that follows…
ALL BEFORE
I refer to the entire message that proceeds…
BREAK
I now separate the text from other parts of the
message.
There is an error in this transmission. Transmission will
continue with the last word correctly transmitted.
CORRECTION
GROUPS
This message contains the number of groups indicated
by the numeral following.
I SAY AGAIN
I am repeating transmission or part indicated.
I SPELL
I shall spell the next word phonetically.
MESSAGE
A message that requires recording is about to follow.
(Transmitted immediately after the call.) This proword
is not used on nets primarily employed for conveying
messages. It is intended for use when messages are
passed on tactical or reporting net.
Transmitting station has additional traffic for the
receiving station.
This is the end of my transmission to you and no
answer is required or expected.
MORE TO
FOLLOW
OUT
OVER
This is the end of my transmission to you and a
response is necessary. Go ahead: transmit.
RADIO CHECK
What is my signal strength and readability, i.e. How do
you hear me?
I have received your last transmission satisfactorily,
radio check is loud and clear.
ROGER
SAY AGAIN
THIS IS
Repeat all of your last transmission. Followed by
identification data means “repeat - (portion
indicated).”
This transmission is from the station whose designator
immediately follows.
TIME
That which immediately follows is the time or datetime group of the message.
WAIT
I must pause for a few seconds.
WAIT-OUT
Imust pause longer than a few econds.
I have received your transmission, 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.
WILCO
WORD AFTER
WORD
BEFORE
I refer to the word of the message that follows.
I refer to the word of the message that precedes.
CALL FOR FIRE – A call for fire is a message prepared by an observer. It has all the information needed
to deliver indirect fires on the target. Any soldier in the platoon can request indirect fire support by use of
the call for fire. Calls for fire must include
a. Observer identification and warning order: adjust fire, fire for effect, suppress, immediate
suppression (target identification).
b. Target location methods: grid, polar, shift from a known point.
c. Target description. A brief description of the target using the acronym SNAP is given: Size/shape,
Nature/nomenclature, Activity, Protective posture.
34
CHAPTER 5 – BATTLE DRILLS & PATROLS
SECTION I – BATTLE DRILLS
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.
FM 25-101 defines a battle drill as "a collective action rapidly executed without applying a deliberate decision-making
process."
Characteristics of a battle drill are- They require minimal leader orders to accomplish and are standard 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 responses to enemy actions or leader's orders.
 They represent mental steps followed for offensive and defensive actions in training and combat.
A platoons ability to accomplish its mission often depends on soldiers and leaders 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.
They require the full understanding of each individual and leader, and continual practice.
THE SEVEN FORMS OF CONTACT
In all types of operations, contact occurs when an individual soldier, squad, or section of the scout platoon encounters
any situation that requires an active or passive response to the enemy. These situations may entail one or more of
the following forms of contact:
1.
2.
3.
4.
5.
6.
7.
Visual contact (friendly elements may or may not be observed by the enemy).
Physical contact (direct fire) with an enemy force.
Indirect fire contact.
Contact with obstacles of enemy or unknown origin.
Contact with enemy or unknown aircraft.
Situations involving NBC conditions.
Situations involving electronic warfare tactics.
ACTIONS UPON CONTACT
Break contact and bypass. Break contact battle drill.
Maintain contact and bypass. This COA is appropriate when an enemy force, based on its current
disposition, is not in a position to influence the units higher headquarters. An element (normally a
section or squad) will be left to maintain contact while the rest of the platoon continues the mission.
The element that remains in contact will maintain visual contact with the enemy and report if the
enemy situation changes.
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Maintain contact to support a hasty attack. This COA is appropriate when the squad/section discovers
enemy element(s) the higher headquarters wants to destroy, but which the squad/section cannot
destroy, either because they lack sufficient combat power or because they have other tasks to perform.
In this situation, the element maintains contact by leaving a squad or team in contact. The rest of the
element continues on to accomplish its other tasks while monitoring any changes in the enemy situation
and supporting the hasty attack by a friendly unit.
a)
b)
c)
d)
e)
f)
g)
The platoon focuses on requirements for a successful friendly attack, including the following:
Locating covered and concealed movement routes for friendly attacking units.
Locating attack positions.
Establishing a contact point to link up with, brief, and guide the friendly unit as necessary.
Designating an LD to use as a handoff line to the attacking unit.
Preparing and coordinating fire support for the friendly attack.
Locating and preparing to occupy base of fire positions, if required.
It is essential that the squad or team left in contact understand what needs to be accomplished, who will
be executing the attack, and when the friendly unit anticipates being in position to receive handoff of
the enemy. As the unit responsible for the attack moves into position, the element in contact may rejoin
the platoon or be placed under the operational control of the attacking unit to ease command, control,
and coordination.
Conduct a hasty attack. React to contact battle drill.
Establish a hasty defense. The platoon will establish a hasty defense if it cannot bypass the enemy, the
sections/squads or teams are fixed or suppressed, and the element no longer has the ability to move
forward. A hasty defense will also be used when the enemy executes a hasty attack. The squad/section
maintains contact or fixes the enemy in place until additional combat power arrives or the
squad/section is ordered to move.
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BATTLE DRILL 1 – SQUAD ATTACK
SITUATION: The squad is moving as part of the platoon conducting a movement to contact or a hasty or deliberate
attack.
STEP 1. Action on Enemy Contact
1) Soldiers receiving fire take up nearest positions that afford protection from enemy fire (cover) and observation
(concealment).
2) The fire team in contact immediately returns heavy volume of suppressive fire in the direction of the enemy.
a) Soldiers in the fire team in contact move to positions (bound or crawl) from which they can fire their
weapons, position themselves to ensure that they have observation, fields of fire, cover, and concealment.
They continue to fire and report known or suspected enemy positions to the fire team leader.
b) The team leader directs fires using tracers or standard fire commands.
c) The fire team not in contact takes covered and concealed positions in place and observes to the flanks and
rear of the squad.
d) The squad leader reports contact to the platoon leader and moves toward the fire team in contact.
STEP 2. Locate the Enemy
1) Using sight and sound, the fire team in contact acquires known or suspected enemy positions.
2) The fire team in contact begins to place well-aimed fire on suspected enemy positions.
3) The squad leader moves to a position where he can observe the enemy and assess the situation.
4) The squad leader requests, through the platoon leader, for immediate suppression indirect fires (normally 60-mm
mortars).
5) The squad leader reports the enemy size and location, and any other information to the platoon leader. (As the
platoon leader comes forward, he completes the squad leader's assessment of the situation.)
STEP 3. Suppress the Enemy

1)
2)
The squad leader determines if the fire team in contact can gain suppressive fire based on the volume and
accuracy of the enemy fire.
If the answer is YES
a) The fire team leader continues to suppress the enemy.
b) The fire team destroys or suppresses enemy crew-served weapons first.
c) The fire team places smoke (M203) on the enemy position to obscure it.
d) The fire team leader continues to control fires using tracers or standard fire commands. Fires must be wellaimed and continue at a sustained rate with no lulls.
e) Buddy teams fire their weapons so that both are not reloading their weapons at the same time.
If the answer is NO –
a) The squad leader then deploys the fire team not in contact, to establish a support-by-fire position.
b) He reports the situation to the platoon leader. (Normally, the squad will become the base-of-fire element for
the platoon.)
c) The squad continues to suppress the enemy and responds to orders from the platoon leader. (The platoon
leader, his RATELO, the platoon FO, one machine gun team, and the squad leader of the next squad, as
well as the platoon sergeant and the other machine gun team, are already moving forward IAW Battle Drill 1,
Platoon Attack.)
STEP 4. Attack
 If the fire team in contact can suppress the enemy, the squad leader determines if the fire team not in
contact can maneuver. To do this he makes the following assessment:

Location of enemy position(s) and obstacles.

Size of enemy force engaging the squad. (The number of enemy automatic weapons, the presence of
any vehicles, and the employment of indirect fires are indicators of enemy strength.)

Vulnerable flank.

Covered and concealed flanking route to the enemy position.
1. If the answer is YES, the squad leader maneuvers the fire team in the assault:
a. The squad leader directs the fire team in contact to support the movement of the other fire team. He then
leads or directs the assaulting fire team leader to maneuver his fire team along a route that places the fire
team in a position to assault the enemy. (The assaulting fire team must pick up and maintain fire superiority
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2.
throughout the assault. handover of responsibility for direct fires from the supporting fire team to the
assaulting fire team is critical.)
b. Once in position, the squad leader gives the prearranged signal for the supporting fire team to lift fires or
shift fires to the opposite flank of the enemy position.
c. The assaulting fire team fights through enemy positions using fire and movement. (The supporting fire team
must be able to identify the near flank of the assaulting fire team.)
d. The team leader selects the route that allows him to reach his objective, while providing the best available
cover and concealment for his team. The team leader then leads his team, from up front, in a shallow wedge
throughout the attack.
e. Fire team members conduct individual movement techniques as individuals or buddy teams, while
maintaining their relative position in the assault formation. At the end of each move, soldiers take up covered
and concealed positions and resume firing.
If the answer is NO or the assaulting fire team cannot continue to move, the squad leader deploys the assaulting
fire team to add its fires against the enemy, reports to the platoon leader and requests instructions. The squad
continues suppressing enemy positions and responds to the orders of the platoon leader.
STEP 5. Consolidate and Reorganize
 Once the assaulting fire team has seized the enemy position, the squad leader establishes local security.
(The squad leader must quickly prepare to defeat any enemy counterattack. At the conclusion of the assault,
the squad is most vulnerable.)
1.
2.
3.
4.
The squad leader signals for the supporting fire team to move up into a designated position.
a. The squad leader assigns sectors of fire for both fire teams.
b. The squad leader positions key weapons.
c. All soldiers take up hasty defensive positions.
d. The squad leader develops an initial fire support plan against an enemy counterattack. (As the platoon
moves up, he hands the plan to the platoon leader for further development.)
e. The squad leader posts an OP to warn of enemy activity.
The squad performs the following tasks:
a. Reestablish the chain of command.
b. Redistribute and resupply ammunition.
c. Man crew-served weapons first.
d. Redistribute critical equipment (for example, radios, NBC, NVDs).
e. Treat casualties and evacuate wounded.
f. Fill vacancies in key positions.
g. Search, silence, segregate, safeguard, and speed EPWs to collection points.
h. Collect and report enemy information and materiel.
Team leaders provide ammunition, casualty, and equipment (ACE) reports to the squad leader.
a. The squad leader consolidates the ACE report and passes it to the platoon leader (or platoon sergeant).
b. The squad continues the mission after receiving instructions from the platoon leader. (The platoon follows
the success of the squad's flanking attack with the remaining squads as part of the platoon attack.)
The squad leader reports the situation to the platoon leader.
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39
BATTLE DRILL 2 – REACT TO CONTACT
SITUATION: A squad or platoon receives fires from enemy individual or crew-served weapons.
REQUIRED ACTIONS: (Figure 4-4.)
1. Soldiers immediately take up the nearest covered positions and return fire in the direction of contact.
2.
Team/squad leaders locate and engage known or suspected enemy positions with well-aimed fire, and pass
information to the squad/platoon leader.
3.
Fire team leaders control fire using standard fire commands (initial and supplemental) containing the following
elements:

Alert.

Direction.

Description of target.

Range.

Method of fire (manipulation, and rate of fire).

Command to commence firing.
4.
Soldiers maintain contact with the soldiers on their left and right.
5.
Soldiers maintain contact with their team leaders and report the location of enemy positions.
6.
Leaders check the status of their personnel.
7.
The team/squad leaders maintain contact with the squad/platoon leader.
8.
The squad/platoon leader—
a. Moves up to the fire team/squad in contact and links up with its leader. (The platoon leader brings his
RATELO, platoon FO, the squad leader of the nearest squad, and one machine gun team. The squad leader
of the trail squad moves to the front of his lead fire team. The platoon sergeant also moves forward with the
second machine gun team and links up with the platoon leader, ready to assume control of the base-of-fire
element.)
b. Determines whether or not his squad/platoon must move out of an engagement area.
c. Determines whether or not he can gain and maintain suppressive fires with his element already in contact
(based on the volume and accuracy of enemy fires against the element in contact).
d. Makes an assessment of the situation. He identifies—
(1) The location of the enemy position and obstacles.
(2) The size of the enemy force. (The number of enemy automatic weapons, the presence of any vehicles,
and the employment of indirect fires are indicators of the enemy strength.)
(3) Vulnerable flanks.
(4) Covered and concealed flanking routes to the enemy position.
e. Determines the next course of action (for example, fire and movement, assault, breach, knock out bunker,
enter and clear a building or trench).
f. Reports the situation to the platoon leader/company commander and begins to maneuver.
g. Calls for and adjusts indirect fire (mortars or artillery). (Squad leaders relay requests through the platoon
leader.)
9.
Team leaders lead their teams by example; for example, "Follow me, do as I do."
10. Leaders relay all commands and signals from the platoon chain of command.
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41
BATTLE DRILL 3 – BREAK CONTACT
SITUATION: The squad/platoon is under enemy fire and must break contact.
REQUIRED ACTIONS: (Figure 4-5.)
1.
The squad/platoon leader directs one fire team/squad in contact to support the disengagement of the remainder
of the unit.
2.
The squad/platoon leader orders a distance and direction, or a terrain feature, or last objective rally point for the
movement of the first fire team/squad.
3.
The base of fire (fire team/squad) continues to suppress the enemy.
4.
The moving element uses fragmentation, concussion, and smoke grenades to mask its movement.
5.
The moving element takes up the designated position and engages the enemy position.
6.
The platoon leader directs the base-of-fire element to move to its next location. (Based on the terrain and the
volume and accuracy of the enemy's fire, the moving fire team/squad may need to use fire and movement
techniques.
7.
The squad/platoon continues to bound away from the enemy until (the squad/platoon must continue to suppress
the enemy as it breaks contact)—
a. It breaks contact.
b. It passes through a higher level support-by-fire position.
c. Its fire teams/squads are in the assigned position to conduct the next mission.
8.
The leader should consider changing the direction of movement once contact is broken. This will reduce the
ability of the enemy to place effective indirect fires on the unit.
9.
If the squad or platoon becomes disrupted, soldiers stay together and move to the last designated rally point.
10. Squad/platoon leaders account for soldiers, report, reorganize as necessary and continue the mission.
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43
BATTLE DRILL 4 – REACT TO AMBUSH
SITUATION: If the squad/platoon enters a kill zone and the enemy initiates an ambush with a casualty-producing
device and a high volume of fire, the unit takes the following actions.
REQUIRED ACTIONS: (Figure 4-6.)
1.
In a near ambush (within hand-grenade range), soldiers receiving fire immediately return fire, take up covered
positions, and throw fragmentation concussion, and smoke grenades.
a. Immediately after the grenades detonate, soldiers in the kill zone assault through the ambush using fire and
movement.
b. Soldiers not in the kill zone immediately—
(1) Identify enemy positions.
(2) Initiate immediate suppressive fires against the enemy.
(3) Take up covered positions.
(4) Shift fires as the soldiers in the kill zone assault through the ambush.
2.
In a far ambush (beyond hand-grenade range). soldiers receiving fire immediately return fire, take up covered
positions, and suppress the enemy by—
a. Destroying or suppressing enemy crew-served weapons first.
b. Obscuring the enemy position with smoke (M203).
c. Sustaining suppressive fires.
(1) Soldiers (teams/squads) not receiving fires move by a covered and concealed route to a vulnerable
flank of the enemy position and assault using fire and movement techniques.
(2) Soldiers in the kill zone continue suppressive fires and shift fires as the assaulting team/squad fights
through the enemy position.
3.
The platoon FO calls for and adjusts indirect fires as directed by the platoon leader. On order, he lifts fires or
shifts them to isolate the enemy position, or to attack them with indirect fires as they retreat.
4.
The squad/platoon leader reports, reorganizes as necessary, and continues the mission.
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45
BATTLE DRILL 5 – KNOCK OUT BUNKERS
SITUATION: The squad/platoon identifies enemy in bunkers while moving as a part of a larger force.
REQUIRED ACTIONS: (Figures 4-7 and 4-8.)
1.
The squad/platoon initiates contact:
a. The team/squad in contact establishes a base of fire.
b. The squad leader/platoon leader, his RATELO, platoon FO, and one machine gun team move forward to link up with the
leader of the element in contact.
c. The team leader/platoon sergeant moves forward with the second machine gun team and assumes control of the base-offire element.
d. The base-of-fire element—
(1) Destroys or suppresses enemy crew-served weapons first.
(2) Obscures the enemy position with smoke (M203).
(3) Sustains suppressive fires at the lowest possible level.
e. The team/squad leader calls for and adjusts indirect fires.
2.
The squad/platoon leader determines that he can maneuver by identifying—
a. The enemy bunkers, other supporting positions, and any obstacles.
b. The size of the enemy force engaging the squad/platoon. (The number of enemy automatic weapons, the presence of any
vehicles, and the employment of indirect fires are indicators of enemy strength.)
c. A vulnerable flank of at least one bunker.
d. A covered and concealed flanking route to the flank of the bunker.
3.
The squad/platoon leader determines which bunker is to be assaulted first and directs one squad (not in contact) to knock it
out.
4.
If necessary, the team leader/platoon sergeant repositions a fire team, squad or machine gun team to isolate the bunker as
well as to continue suppressive fires.
5.
The assaulting team/squad, with the squad/platoon leader and his radio/RTO, move along the covered and concealed route
and take action to knock out the bunker.
a. The squad/platoon leader moves with the assaulting fire team along the covered and concealed route to the flank of the
bunker.
(1) The assaulting fire team approaches the bunker from its blind side and does not mask the fires of the base-of-fire
element.
(2) Soldiers constantly watch for other bunkers or enemy positions in support of it.
b. Upon reaching the last covered and concealed position—
(1) The fire team leader and the automatic rifleman remain in place and add their fires to suppressing the bunker
(includes the use of LAW/AT4s).
(2) The squad leader positions himself where he can best control his teams. On the squad leader's signal, the base-offire element lifts fires or shifts fires to the opposite side of the bunker from the assaulting fire team's approach.
(3) The grenadier and rifleman continue forward to the blind side of the bunker. One soldier takes up a covered position
near the exit, while one soldier cooks off (two seconds maximum) a grenade, shouts FRAG OUT, and throws it
through an aperture.
(4) After the grenade detonates, the soldier covering the exit enters the bunker, firing short bursts, to destroy the enemy.
The soldier who throws the grenade should not be the first one to clear the bunker.
c. The squad leader inspects the bunker to ensure that it has been destroyed. He reports, reorganizes as needed, and
continues the mission. The platoon follows the success of the attack against the bunker and continues the attack of other
bunkers.
6.
The squad/platoon leader repositions base-of-fire squads as necessary to continue to isolate and suppress the remaining
bunkers, and maintain suppressive fires.
7.
The squad/platoon leader either redesignates one of the base-of-fire squads to move up and knock out the next bunker; or,
directs the assaulting squad to continue and knock out the next bunker.
NOTE: The platoon leader must consider the condition of his assaulting squad(s) (ammunition and exhaustion) and rotate squads
as necessary.
a. On the squad/platoon leader's signal, the base-of-fire element lifts fires or shifts fires to the opposite side of the bunker
from which the squad is assaulting.
b. At the same time, the squad/platoon FO shifts indirect fires to isolate enemy positions.
8.
The assaulting squad takes action to knock out the next bunker (see paragraph 5, above).
9.
The squad/platoon leader reports, reorganizes as necessary, and continues the mission. The company follows up the success
of the platoon attack and continues to assault enemy positions.
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47
CHAPTER 6 – PATROLLING
SECTION I – PRINCIPALS OF PATROLLING
Infantry platoons and squads primarily conduct two types of patrols: reconnaissance and combat. This chapter
describes the principles of patrolling, planning considerations, types of patrols, supporting tasks, patrol base, and
movement to contact (FM 7-8, FM 3-0, and FM 101-5-1).
PRINCIPLES. All patrols are governed by five principles:
1.
Planning. Quickly make a simple plan and effectively communicate it to the lowest level. A great plan that takes
forever to complete and is poorly disseminated isn’t a great plan. Plan and prepare to a realistic standard and
rehearse everything.
2.
Reconnaissance. Your responsibility as a Ranger leader is to confirm what you think you know, and to learn
that which you do not already know.
3.
Security. Preserve your force as a whole. Every Ranger and every rifle counts; anyone could be the difference
between victory and defeat.
4.
Control. Clear understanding of the concept of the operation and commander’s intent, coupled with disciplined
communications, to bring every man and weapon available to overwhelm the enemy at the decisive point.
5.
Common Sense. Use all available information and good judgment to make sound, timely decisions.
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SECTION II – TASK ORGANIZATION
This section provides the planning considerations common to most patrols. It discusses task organization, initial
planning and coordination, completion of the plan, and contingency planning.
1.
Task Organization. A patrol is a mission, not an organization. To accomplish the patrolling mission, a platoon or
squad must perform specific tasks, for example, secure itself, cross danger areas, recon the patrol objective,
breach, support, or assault. As with other missions, the leader tasks elements of his unit in accordance with his
estimate of the situation, identifying those tasks his unit must perform and designating which elements of his unit
will perform which tasks. Where possible, in assigning tasks, the leader should maintain squad and fire team
integrity. The chain of command continues to lead its elements during a patrol. Squads and fire teams may
perform more than one task in an assigned sequence; others may perform only one task. The leader must plan
carefully to ensure that he has identified and assigned all required tasks in the most efficient way. Elements and
teams for platoons conducting patrols include-a. Elements common to all patrols:
(1) Headquarters Element. The headquarters consists of the platoon leader (PL), RTO, platoon sergeant
(PSG), FO, RTO, and medic. It may include any attachments that the PL decides that he or the PSG
must control directly.
(2) Aid and Litter Team. Aid and litter teams are responsible for buddy aid and evacuation of casualties.
(3) Enemy Prisoner of War Team. EPW teams control enemy prisoners using the five S’s and the leader’s
guidance.
(4) En Route Recorder. Part of the HQ element, maintains communications with higher and acts as the
recorder for all CCIR collected during the mission.
(5) Compass Man. The compass man assists in navigation by ensuring the patrol remains on course at all
times. Instructions to the compass man must include initial and subsequent azimuths. As a technique,
the compass man should preset his compass on the initial azimuth before the unit moves out, especially
if the move will be during limited visibility conditions. The platoon or squad leader should also designate
an alternate compass man.
(6) Point/Pace Man. As required, the PL designates a primary and alternate point man and a pace man for
the patrol. The pace man aids in navigation by keeping an accurate count of distance traveled. The
point man selects the actual route through the terrain, guided by the compass man or team leader. In
addition, the point man also provides frontal security.
b. Elements common to all combat patrols:
(1) Assault Element. The assault element seizes and secures the objective and protects special teams as
they complete their assigned actions on the objective.
(2) Security Element. The security element provides security at danger areas, secures the ORP, isolates
the objective, and supports the withdrawal of the rest of the patrol once actions on the objective are
complete. The security element may have separate security teams, each with an assigned task or
sequence of tasks.
(3) Support Element. The support element provides direct and indirect fire support for the unit. Direct fires
include machine guns, medium and light antiarmor weapons, small recoilless rifles. Indirect fires
available may include mortars, artillery, CAS, and organic M203 weapon systems.
(4) Demolition Team. Demolition teams are responsible for preparing and detonating the charges to destroy
designated equipment, vehicles, or facilities on the objective.
(5) EPW and Search Teams. The assault element may provide two-man (buddy teams) or four-man (fire
team) search teams to search bunkers, buildings, or tunnels on the objective. These teams will search
the objective or kill zone for any PIR that may give the PL an idea of the enemy concept for future
operations. Primary and alternate teams may be assigned to ensure enough prepared personnel are
available on the objective.
c. Elements common to all reconnaissance patrols:
(1) Reconnaissance Team. Reconnaissance teams reconnoiter the objective area once the security teams
are in position. (Normally these are two-man teams (buddy teams) to reduce the possibility of
detection.)
(2) Reconnaissance and Security Teams. R&S teams are normally used in a zone reconnaissance, but
may be useful in any situation when it is impractical to separate the responsibilities for reconnaissance
and security.
(3) Security Element. When the responsibilities of reconnaissance and security are separate, the security
element provides security at danger areas, secures the ORP, isolates the objective, and supports the
withdrawal of the rest of the platoon once the recon is complete. The security element may have
separate security teams, each with an assigned task or sequence of tasks.
49
SECTION III – PATROL PLANNING CONSIDERATIONS
Initial Planning and Coordination. Leaders plan and prepare for patrols using the troop-leading procedures and the
estimate of the situation. Through an estimate of the situation, leaders identify required actions on the objective
(mission analysis) and plan backward to departure from friendly lines and forward to reentry of friendly lines. Because
patrolling units act independently, move beyond the direct-fire support of the parent unit, and operate forward of
friendly units, coordination must be thorough and detailed. Coordination is continuous throughout planning and
preparation. PLs use checklists to preclude omitting any items vital to the accomplishment of the mission.
1.
Coordination with Higher Headquarters. This coordination includes Intelligence, Operations, and Fire Support.
This initial coordination is an integral part of Step 3 of Troop-Leading Procedures, Make a Tentative Plan.
2.
Coordination with Adjacent Units. The leader also coordinates his unit’s patrol activities with the leaders of
other units that will be patrolling in adjacent areas at the same time.
3.
Completion of Plan. As the PL completes his plan, he considers-a. Specified and Implied Tasks. The PL ensures that he has assigned all specified tasks to be performed on
the objective, at rally points, at danger areas, at security or surveillance locations, along the route(s), and at
passage lanes. These make up the maneuver and tasks to maneuver units subparagraphs of the Execution
paragraph.
b. Key travel and Execution Times. The leader estimates time requirements for movement to the objective,
leader's reconnaissance of the objective, establishment of security and surveillance, completion of all
assigned tasks on the objective, and passage through friendly lines. Some planning factors are-(1) Movement: Average of 1 Kmph during daylight hours in Woodland Terrain; Average limited visibility ½
Kmph. Add additional time for restrictive, or severely restrictive terrain such as mountains, swamps, or
thick vegetation.
(2) Leader’s recon: NLT 1.5 hr.
(3) Establishment of security and surveillance: 0.5 hr.
4.
Primary and Alternate Routes. The leader selects primary and alternate routes to and from the objective. The
return routes should differ from the routes to the objective. The PL may delegate route selection to a subordinate,
but is ultimately responsible for the routes selected.
5.
Signals. The leader should consider the use of special signals. These include hand-and-arm signals, flares,
voice, whistles, radios, and infrared equipment. Primary and alternate signals must be identified and rehearsed
so that all Soldiers know their meaning.
6.
Challenge and Password Forward of Friendly Lines. The challenge and password from the unit’s ANCD must
not be used beyond the FLOT.
a. Running Password. This code word alerts a unit that friendly Soldiers are approaching in a less than
organized manner and possibly under pressure. The number of Soldiers approaching follows the running
password. For example, if the running password is “Ranger," and five friendly Soldiers are approaching, they
would say “Ranger five."
7.
Location of Leaders. The PL considers where he and the PSG and other key leaders are located during each
phase of the mission. The PL positions himself where he can best control the actions of the patrol. The PSG is
normally located with the assault element during a raid or attack to help the PL control the use of additional
assaulting squads, and will assist with securing the OBJ. The PSG will locate himself at the CCP to facilitate
casualty treatment and evacuation. During a reconnaissance mission, the PSG will stay behind in the ORP to
facilitate the transfer of Intel to the higher headquarters, and control the recon elements movement into and out
of the ORP.
8.
Actions on Enemy Contact. Unless required by the mission, the unit avoids enemy contact. The leader’s plan
must address actions on chance contact at each phase of the patrol mission. The unit’s ability to continue will
depend on how early contact is made, whether the platoon is able to break contact successfully (so that its
subsequent direction of movement is undetected), and whether the unit receives any casualties because of the
contact. The plan must address the handling of seriously wounded Soldiers and KIAs. The plan must also
address the handling of prisoners who are captured because of chance contact and are not part of the planned
mission.
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9.
Contingency Plans. The leader leaves his unit for many reasons throughout the planning, coordination,
preparation, and execution of his patrol mission. Each time the leader departs the patrol main body, he must
issue a five-point contingency plan to the leader left in charge of the unit. The contingency plan is described by
the acronym GOTWA, as follows. The patrol leader will additionally issue specific guidance stating what tasks
are to be accomplished in the ORP in his absence:
a. G: Where the leader is GOING.
b. O: OTHERS he is taking with him.
c. T: TIME he plans to be gone.
d. W: WHAT to do if the leader does not return in time.
e. A: The unit’s and the leader’s ACTIONS on chance contact while the leader is gone.
10. Rally Points. The leader considers the use and location of rally points. A rally point is a place designated by the
leader where the unit moves to reassemble and reorganize if it becomes dispersed. Soldiers must know which
rally point to move to at each phase of the patrol mission should they become separated from the unit. They
must also know what actions are required there and how long they are to wait at each rally point before moving
to another.
a. Criteria. Rally points must be-(1) Easily identifiable in daylight and limited visibility.
(2) Show no signs of recent enemy activity.
(3) Covered and concealed.
(4) Away from natural lines of drift and high-speed avenues of approach.
(5) Defendable for short periods of time.
b. Types. The most common types of rally points are initial, en route, objective, and near-and-far-side rally
points.
11. Objective Rally Point. The ORP is typically 200 to 400m from the objective, or at a minimum, one major terrain
feature away. Actions at the ORP include-a. Conduct SLLS and pinpoint location.
b. Leaders Recon of the Objective.
c. Issuing a FRAGO, if needed.
d. Making final preparations before continuing operations, for example, recamouflaging, preparing demolitions,
lining up rucksacks for quick recovery. Preparing EPW bindings, first aid kits, litters, and inspecting
weapons.
e. Accounting for Soldiers and equipment after actions at the objective are complete.
f. Reestablishing the chain of command after actions at the objective are complete.
g. Disseminating information from reconnaissance, if contact was not made.
12. Leader’s reconnaissance of the objective. The plan must include a leader’s reconnaissance of the objective
once the platoon or squad establishes the ORP. Before departing, the leader must issue a 5-point contingency
plan. During his reconnaissance, the leader pinpoints the objective, selects reconnaissance, security, support,
and assault positions for his elements, and adjusts his plan based on his observation of the objective. Each type
of patrol requires different tasks during the leader’s reconnaissance. The platoon leader will bring different
elements with him. (These are discussed separately under each type of patrol). The leader must plan time to
return to the ORP, complete his plan, disseminate information, issue orders and instructions, and allow his
squads to make any additional preparations. During the Leader's Reconnaissance for a Raid or Ambush, the PL
will leave surveillance on the OBJ.
13.
Actions on the objective. Each type of patrol requires different actions on the objective. Actions on the
objective are discussed under each type of patrol.
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SECTION IV – THE PATROL BASE
A patrol base (PB) is a position set up when a squad or platoon, conducting a patrol, halts for an extended period.
PBs should be occupied no longer than 24 hours, except in an emergency. The platoon or squad never uses the
same patrol base twice. Platoons and squads use patrol bases—
1.
2.
3.
4.
5.
To stop all movement to avoid detection.
To hide during a long, detailed reconnaissance of an objective area.
To eat, clean weapons and equip, and rest (conduct Priorities of Work).
To plan and issue orders.
To reorganize after infiltrating an enemy area.
To have a base from which to conduct several consecutive or concurrent operations such as ambush, raid,
reconnaissance, or security.
SITE SELECTION:
The leader selects the tentative site from a map or by aerial reconnaissance. The site’s suitability must be confirmed;
it must be secured before occupation. Plans to establish a PB must include selecting an alternate PB site. The
alternate site is used if the first site is unsuitable or if the patrol must unexpectedly evacuate the first PB.
PLANNING CONSIDERATIONS:
Leaders planning for a PB must consider the mission and passive and active security measures.
1. Mission. A PB must be located so it allows the unit to accomplish its mission.
2. Security Measures. Security measures involve the following.
a. The leader selects—
(1) Terrain that the enemy would probably consider of little tactical value.
(2) Terrain that is off main lines of drift (paths of least resistance).
(3) Difficult terrain that would impede foot movement such as an area of dense vegetation, preferably
bushes and trees that spread close to the ground.
(4) Terrain near a source of water.
(5) Terrain that can be defended for a short period and that offers good cover and concealment.
(6) Terrain that offers cover and concealment from, directly and overhead.
b. The leader plans for—
(1) Observation posts.
(2) Communication with observation posts.
(3) Defense of the patrol base.
(4) Withdrawal from the patrol base to include withdrawal routes and a rally point, or rendezvous point or
alternate patrol base.
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c.
(5) A security system to make sure that specific soldiers are awake at all times.
(6) Enforcement of camouflage, litter, noise, and light discipline.
The leader avoids(1) Known or suspected enemy positions.
(2) Built-up areas.
(3) Ridges and hilltops, except as needed for maintaining communication.
(4) Roads and trails.
(5) Small valleys.
PATROL BASE OCCUPATION:
PBs are established using the following steps:
1. Platoons will have cigar shaped perimeters and squads will use circular perimeters. The PB is reconnoitered and
established the same as an ORP or RRP, except that the platoon will enter at a 90-degree turn (dog leg). This
action is METT-TC dependent; if there is nothing to be gained by doing this step, then the unit does not do it (for
example, flat desert terrain).
2. The PL may leave a two-man OP at the turn. The APL and the last fire team will get rid of any tracks from the
turn into the PB.
3. The PL and support element or weapons SL start at 6 o’clock and move in a clockwise manner adjusting the
perimeter. The PL and support element leader position the machine gun at the most likely avenue of enemy
approach.
4. After the PL has checked each squad’s sector, one team leader and one rifleman from each squad report to the
PL as an R&S team.
5. The PL issues the three R&S teams recon guidance, dictating how far out to go and to look for enemy, water,
built-up areas or human habitat, roads and trails, and any possible rally points. (Squads occupying patrol base
on their own do not send out R&S teams at night.)
6. The R&S teams depart from the left flank of their squad’s sector and move out a given distance, as stated by the
PL in his instructions. The team moves in a clockwise direction and reenters the patrol base at the right flank of
their squad’s sector. The R&S team, if at all possible, should prepare a sketch of the squad’s front and report to
the PL.
a. The distance the R&S team moves away from the squad’s sector will vary depending on the terrain and
vegetation (anywhere from 200 to 400 meters).
b. All members of the platoon are on 100 percent alert during this time.
c. The R&S team is of little value at night without the use of night vision devices. * The RTO must be able to
establish communications with higher headquarters using a directional antenna.
d. If the PL feels that the platoon may have been tracked, he may elect to maintain 100 percent security and
wait awhile in total silence before sending out the R&S teams.
7. Once all SLs (R&S teams) have completed their reconnaissance, they report back to the PL.
8. The PL gathers the information from his three R&S teams and determines if the platoon is going to be able to
use the location as a PB.
PB ACTIVITIES (PRIORITIES OF WORK):
If the PL/SL determines that he will be able to use the location as a PB, he gives the following info to his subordinate
leaders: percent security to be maintained, challenge and password, stand-to for night and morning, and Priorities of
Work. Leaders return to their elements, give out information and begin the Priorities of Work as stated by the PL.
Priorities of Work are a list of tasks that will be accomplished by everyone in the unit, in the order listed. After
everyone completes the first Priority of Work, the element moves to the second, and so on. Each priority of work will
have an amount of time that will be allowed for it to be accomplished in. The following is a list of Priorities of Work, in
the order that they usually occur.
1.
Security. Only one point of entry and exit is used. Noise and light discipline are maintained at all times.
Everyone entering the perimeter is challenged. SLs supervise the emplacement of aiming stakes and ensure
claymores are put out. Each squad/team may quietly dig hasty fighting positions. SLs/TLs prepare and turn in
sector sketches, to include range cards for machine guns.
2.
Alert Plan. The PL states the alert posture (for example, 50 percent or 33 percent security) and the stand-to time
for day and night. He sets up the plan to ensure positions are checked periodically, OPs are relieved periodically,
and at least one leader is up at all times.
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3.
Withdrawal Plan. PL designates which signal is used if enemy contact is made (for example, colored star
cluster, or black and gold oral command), the order of withdrawal if forced out (for example, squads not in
contact will move first), and the rendezvous point (give distance and direction) for the platoon (if the platoon is
not to link up at an alternate PB).
4.
Maintenance Plan. PL ensures all machine guns and all rifles are not broken down and cleaned at the same
time for maintenance. Soldiers take turns pulling security while another is cleaning his weapon. When cleaning,
weapons are field stripped. This means only the bolt carrier group is removed from the upper receiver. The bolt
carrier group is not disassembled; instead the outside is wiped down with a rag. The barrel is rodded twice. This
is all weapons maintenance consists of and should only take 2 - 3 minutes to complete per weapon system.
Ammunition is redistributed.
5.
Personal Hygiene Plan. Soldiers take turns pulling security and performing personal hygiene as well. All
soldiers accomplish the following daily: shave; brush teeth; wash face, hands, armpits, groin, and feet; and
darken (polish) boots. Soldiers ensure that no trash is left behind.
6.
Mess Plan. No more than half of the platoon eats at one time.
7.
Water Resupply. APL/BTL organizes a watering party. The watering party carries canteens in an empty
rucksack to a water point and refills them.
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SECTION V –PATROLS
RECONNAISSANCE PATROLS:
Recon patrols are one of the two types of patrols. Recon patrols provide timely and accurate information on the
enemy and terrain. They confirm the leader’s plan before it is executed. Units on reconnaissance operations collect
specific information (priority intelligence requirements [PIR]) or general information (information requirements [IR])
based on the instructions from their higher commander. The two types of recon patrols discussed here are area and
zone.
Gain all required information. The parent unit tells the patrol leader (PL) what information is required. This is in the
form of the IR and PIR. The platoon’s mission is then tailored to what information is required. During the entire patrol,
members must continuously gain and exchange all information gathered, but cannot consider the mission
accomplished unless all PIR has been gathered.
Avoid detection by the enemy. A patrol must not let the enemy know that it is in the objective area. If the enemy
knows he is being observed, he may move, change his plans, or increase his security measures. Methods of avoiding
detection are-1. Minimize movement in the objective area (area reconnaissance).
2. Move no closer to the enemy than necessary.
3. If possible, use long-range surveillance or night vision devices.
4. Utilize camouflage, stealth, noise and light discipline.
5. Minimize radio traffic.
Employ security measures. A patrol must be able to break contact and return to the friendly unit with what
information is gathered. Security elements are emplaced so that they can overwatch the reconnaissance elements
and suppress the enemy if needed.
Task organization. When the platoon leader receives the order, he analyzes his mission to ensure he understands
what must be done. Then he task organizes his platoon to best accomplish the mission IAW METT-TC. Recons are
typically squad-sized missions.
Area Reconnaissance. The area recon patrol collects all available information on PIR and other intelligence not
specified in the order for the area. The patrol completes the recon and reports all information by the time specified in
the order. The patrol is not compromised.
Zone Reconnaissance. The zone recon patrol determines all PIR and other intelligence not specified in the order for
its assigned zone. The patrol reconnoiters without detection by the enemy. The patrol completes the recon and
reports all information by the time specified in the order.
Route Reconnaissance. The route recon orients on a road, a narrow axis such as an infiltration lane or a general
direction of attack. A platoon conducts a hasty route reconnaissance when there is too little time for a detailed route
reconnaissance or when the mission requires less detailed information. Information sought in a hasty route
reconnaissance is restricted to the type of route (limited or unlimited), obstacle limitations (maximum weight, height &
width) and observed enemy.
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ACTIONS ON THE OBJECTIVE – AREA RECONNAISSANCE (Figure 5-1):
1.
The element occupies the ORP as discussed in the section on occupation of the ORP. The RTO calls in spare
for occupation of ORP. The leader confirms his location on map while subordinate leaders make necessary
perimeter adjustments.
2.
The PL organizes the platoon in one of two ways: separate recon and security elements, or combined recon and
security elements.
3.
The PL takes subordinates leaders and key personnel on a leader’s recon to confirm the objective and plan.
a. Issues a 5-point contingency plan before departure.
b. Establishes a suitable release point that is beyond sight and sound of the objective if possible, but that is
definitely out of sight. The RP should also have good rally point characteristics.
c. Allow all personnel to become familiar with the release point and surrounding area.
d. Identifies the objective and emplaces surveillance. Designates a surveillance team to keep the objective
under surveillance. Issues a contingency plan to the senior man remaining with the surveillance team. The
surveillance team is positioned with one man facing the objective, and one facing back in the direction of the
release point.
e. Takes subordinate leaders forward to pinpoint the objective, emplace surveillance, establish a limit of
advance, and choose vantage points.
f. Maintains communication with the platoon throughout the leader’s recon.
4.
The PSG maintains security and supervises priorities of work in the ORP.
a. Reestablishes security at the ORP.
b. Disseminates the PLs contingency plan.
c. Oversees preparation of recon personnel (personnel re-camouflaged, NVDs and binos prepared, weapons
on safe with a round in the chamber).
5.
The PL and his recon party return to the ORP.
a. Confirms the plan or issues a FRAGO.
b. Allows subordinate leaders time to disseminate the plan.
6.
The patrol conducts the recon by long-range observation and surveillance if possible.
a. R&S elements move to observation points that offer cover and concealment and that are outside of smallarms range.
b. Establishes a series of observation posts (OP) if information cannot be gathered from one location.
c. Gathers all PIR using the SALUTE format.
7.
If necessary, the patrol conducts its recon by short-range observation and surveillance.
a. Moves to an OP near the objective.
b. Passes close enough to the objective to gain information.
c. Gathers all PIR using the SALUTE format.
8.
R&S teams move using a technique such as the cloverleaf method to move to successive OP’s. In this method,
R&S teams avoid paralleling the objective site, maintain extreme stealth, do not cross the limit of advance, and
maximize the use of available cover and concealment.
9.
During the conduct of the recon, each R&S team will return to the release point when any of the following occurs:
a. They have gathered all their PIR.
b. They have reached the limit of advance.
c. The allocated time to conduct the recon has elapsed.
d. Contact has been made.
10. At the release point, the leader will analyze what information has been gathered and determine if he has met the
PIR requirements.
11. If the leader determines that he has not gathered sufficient information to meet the PIR requirements, or if the
information he and the subordinate leader gathered differs drastically, he may have to send R&S teams back to
the objective site. In this case, R&S teams will alternate areas of responsibilities. For example, if one team
reconnoitered from the 6 – 3 – 12, then that team will now recon from the 6 – 9 – 12.
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12. The R&S element returns undetected to the ORP by the specified time.
a. Disseminates information to all patrol members through key leaders at the ORP, or moves to a position at
least one terrain feature or one kilometer away to disseminate. To disseminate, the leader has the RTO
prepare three sketches of the objective site based on the leader's sketch and provides the copies to the
subordinate leaders to assist in dissemination.
b. Reports any information requirements and/or any information requiring immediate attention to higher
headquarters, and departs for the designated area.
13. If contact is made, move to the release point. The recon element tries to break contact and return to the ORP,
secure rucksacks, and quickly move out of the area. Once they have moved a safe distance away, the leader will
inform higher HQ of the situation and take further instructions from them.
a. While emplacing surveillance, the recon element withdraws through the release point to the ORP, and
follows the same procedures as above.
b. While conducting the reconnaissance, the compromised element returns a sufficient volume of fire to allow
them to break contact. Surveillance can fire an AT-4 at the largest weapon on the objective. All elements will
pull off the objective and move to the release point. The senior man will quickly account for all personnel and
return to the ORP. Once in the ORP, follow the procedures previously described.
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58
ACTIONS ON THE OBJECTIVE – ZONE RECONNAISSANCE:
1.
The element occupies the initial ORP. The radio operator calls in to notify higher of the ORP occupation . The
leader confirms his location on map while subordinate leaders make necessary perimeter adjustments.
2.
The recon team leaders organize their recon elements.
a. Designate security and recon elements.
b. Assign responsibilities (point man, pace man, en route recorder, and rear security), if not already assigned.
c. Designates easily recognizable rally points.
d. Ensure local security at all halts.
3.
The patrol recons the zone.
a. Moves tactically to the ORPs.
b. Occupies designated ORPs.
c. Follows the method designated by the PL (fan, converging routes, or box method, Figure 5-2).
d. The recon teams reconnoiter.
(1) During movement, the squad will gather all PIR specified by the order.
(2) Recon team leaders will ensure sketches are drawn or digital photos are taken of all enemy hard sites,
roads, and trails.
(3) Return to the ORP, or link up at the rendezvous point on time.
(4) When the squad arrives at new rendezvous point or ORP, the recon team leaders report to the PL with
all information gathered.
e. The PL continues to control the recon elements.
(1) PL moves with the recon element that establishes the linkup point.
(2) PL changes recon methods as required.
(3) PL designates times for the elements to return to the ORP or to linkup.
(4) PL collects all information and disseminates it to the entire patrol. PL will brief all key subordinate
leaders on information gathered by other squads, establishing one consolidated sketch if possible, and
allow team leaders time to brief their teams.
(5) PL and PSG account for all personnel.
f. The patrol continues the recon until all designated areas have been reconned, and returns undetected to
friendly lines.
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ACTIONS ON THE OBJECTIVE – PLATOON ATTACK:
SITUATION: The platoon is moving as part of a larger force conducting a movement to contact or a hasty or
deliberate attack.
REQUIRED ACTIONS: (see Figure 4-2.)
STEP 1. Action on Enemy Contact
1. The platoon initiates contact. The platoon leader plans when and how his base-of-fire element initiates contact
with the enemy to establish a base of fire. This element must be in position and briefed before it initiates contact.
If the platoon has not been detected, STEPS 1 and 2 consist of positioning the support element and identifying
the enemy's positions.
a. The enemy initiates contact. If the enemy initiates contact, the platoon takes the following actions:
b. The squad in contact reacts to contact (Battle Drill 2). It attempts to achieve suppressive fires with one fire
team and maneuvers the other team to attack the enemy in the flank. The squad leader notifies the platoon
leader of his action.
c. The platoon leader, his RATELO, the platoon FO, the squad leader of the next squad, and one machine gun
team move forward to link up with the squad leader of the squad in contact.
d. The squad leader of the trail squad moves to the front of his lead fire team.
e. The platoon sergeant moves forward with the second machine gun team and links up with the platoon
leader. If Directed, he assumes control of the base-of-fire element and positions the machine guns to add
suppressive fires against the enemy.
f. The platoon leader assesses the situation. He follows the success of the squad's flank attack by leading the
trail squads along the covered and concealed route taken by the assaulting fire team of the squad in contact.
g. If the squad in contact cannot achieve suppressive fire, the squad leader reports to the platoon leader.
(1) The squad in contact establishes a base of fire. The squad leader deploys his squad to provide
effective, sustained fires on the enemy position. The squad leader reports his final position to the
platoon leader.
(2) The remaining squads (not in contact) take up covered and concealed positions in place and observe to
the flanks and rear of the platoon.
(3) The platoon leader moves forward with his RATELO, the platoon FO, the squad leader of the nearest
squad, and one machine gun team.
2.
STEP 2. Locate the Enemy
a.
b.
c.
3.
The squad leader of the squad in contact reports the enemy size and location, and any other information to
the platoon leader. The platoon leader completes the squad leader's assessment of the situation.
The squad continues to engage the enemy's position.
The platoon sergeant moves forward with the second machine gun team and links up with the platoon
leader.
STEP 3. Suppress the Enemy
a.
b.
The platoon leader determines if the squad in contact can gain suppressive fire against the enemy based on
the volume and accuracy of the enemy's return fire.
(1) If the answer is YES, he directs the squad (with one or both machine guns) to continue suppressing the
enemy:
(a) The squad in contact destroys or suppresses enemy weapons that are firing most effectively
against it; normally crew-served weapons.
(b) The squad in contact places screening smoke (M203) to prevent the enemy from seeing the
maneuver element.
(2) If the answer is NO, the platoon leader deploys another squad and the second machine gun team to
suppress the enemy position. (The platoon leader may direct the platoon sergeant to position this squad
and one or both machine gun teams in a better support-by-fire position.)
The platoon leader again determines if the platoon can gain suppressive fires against the enemy.
(1) If the answer is YES, he continues to suppress the enemy with the two squads and two machine guns.
(a) The platoon sergeant assumes control of the base-of-fire element (squad in contact, the machine
gun teams, and any other squads designated by the platoon leader).
(b) The machine gun team takes up a covered and concealed position and suppresses the enemy
position.
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c.
(c) The platoon FO calls for and adjusts fires based on the platoon leader's directions. (The platoon
leader does not wait for indirect fires before continuing with his actions.)
If the answer is still NO, the platoon leader deploys the last squad to provide flank and rear security and to
guide the rest of the company forward as necessary, and reports the situation to the company commander.
Normally the platoon will become the base-of-fire element for the company and may deploy the last squad to
add suppressive fires. The platoon continues to suppress or fix the enemy with direct and indirect fire, and
responds to orders from the company commander.
4. STEP 4. Attack
If the squad(s) in contact together with the machine gun(s) can suppress the enemy, the platoon leader determines if
the remaining squad(s) not in contact can maneuver. He makes the following assessment:




a.
b.
5.
Location of enemy positions and obstacles.
Size of enemy force engaging the squad. (The number of enemy automatic weapons, the presence of any
vehicles, and the employment of indirect fires are indicators of enemy strength.)
Vulnerable flank.
Covered and concealed flanking route to the enemy position.
If the answer is YES, the platoon leader maneuvers the squad(s) into the assault:
(1) Once the platoon leader has ensured that the base-of-fire element is in position and providing
suppressive fires, he leads the assaulting squad(s) to the assault position.
(2) Once in position, the platoon leader gives the prearranged signal for the base-of-fire element to lift or
shift direct fires to the opposite flank of the enemy position. (The assault element MUST pickup and
maintain effective fires throughout the assault. Handover of responsibility for direct fires from the baseof-fire element to the assault element is critical.)
(3) The platoon FO shifts indirect fires to isolate the enemy position.
(4) The assaulting squad(s) fight through enemy positions using fire and maneuver. The platoon leader
controls the movement of his squads. He assigns specific objectives for each squad and designates the
main effort or base maneuver element. (The base-of-fire element must be able to identify the near flank
of the assaulting squad(s).)
(5) In the assault, the squad leader determines the way in which he will move the elements of his squad
based on the volume and accuracy of enemy fire against his squad and the amount of cover afforded by
the terrain. (Figure 4-1.) In all cases, each soldier uses individual movement techniques as appropriate.
(6) The squad leader designates one fire team to support the movement of the other team by fires.
(a) The squad leader designates a distance or direction for the team to move. He accompanies one of
the fire teams.
(b) Soldiers must maintain contact with team members and leaders.
(c) Soldiers time their firing and reloading in order to sustain their rate of fire.
(d) The moving fire team proceeds to the next covered position. Teams use the wedge formation when
assaulting. Soldiers move in rushes or by crawling.
(e) The squad leader directs the next team to move.
(f) If necessary, the team leader directs soldiers to bound forward as individuals within buddy teams.
Soldiers coordinate their movement and fires with each other within the buddy team. They maintain
contact with their team leader.
(g) Soldiers fire from covered positions. They select the next covered position before moving. They
either rush forward (no more than 5 seconds), or use high or low crawl techniques based on terrain
and enemy fires.
If the answer is NO, or the assaulting squad(s) cannot continue to move, the platoon leader deploys the
squad(s) to suppress the enemy and reports to the company commander. The platoon continues
suppressing enemy positions and responds to the orders of the company commander.
STEP 5. Consolidate and Reorganize
a.
Consolidate. Once the assaulting squad(s) has seized the enemy position, the platoon leader establishes
local security. (The platoon must prepare to defeat an enemy counterattack. The platoon is most vulnerable
at the conclusion of the assault.)
(1) The platoon leader signals for the base-of-fire element to move up into designated positions.
(2) The platoon leader assigns sectors of fire for each squad.
(3) The platoon leader positions keys weapons to cover the most dangerous avenue(s) of approach.
(4) The platoon sergeant begins coordination for ammunition resupply.
(5) Soldiers take up hasty defensive positions.
(6) The platoon leader and his FO develop a quick fire plan.
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b.
(7) The squads place out OPs to warn of enemy counterattacks.
Reorganize.
(1) The platoon performs the following tasks (only after it completes the consolidation of the objective):
(a) Reestablish the chain of command.
(b) Redistribute and resupply ammunition.
(c) Man crew-served weapons first.
(d) Redistribute critical equipment (radios, NBC, NVDs).
(e) Treat casualties and evacuate wounded.
(f) Fill vacancies in key positions.
(g) Search, silence, segregate, safeguard, and speed EPWs to collection points.
(h) Collect and report enemy information and materiel.
(2) Squad leaders provide ammunition, casualty, and equipment (ACE) reports to the platoon leader.
(3) The platoon leader consolidates ACE reports and passes them to the company commander (or XO).
(4) The platoon continues the mission after receiving guidance from the company commander. The
company follows the success of the platoon's flanking attack.
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63
ACTIONS ON THE OBJECTIVE – DELIBERATE ATTACK:
Most often, the platoon conducts either a hasty attack or a deliberate attack with the only difference being the level of
detailed planning and preparation. Platoons and squads conduct deliberate attacks as part of a larger force. The
commander may designate separate platoon objectives for his assault, support, and breach elements, resulting in
decentralized execution at all levels. SBCT forces can conduct deliberate attacks dismounted throughout the
operation or can use the ICVs to conduct movement to the assault position. This decision is situation dependent. The
phases of the deliberate attack are reconnaissance, movement to the objective, isolate the objective, seize a
foothold, and exploit.
1.
Reconnaissance. Before a deliberate attack, the platoon and company should gain enemy and friendly
information from a leaders recon. However, this may not always occur. The squad/section/platoon/company
should be prepared to conduct a reconnaissance of the objective to confirm, modify, or deny their tentative plan.
a. The reconnaissance element’s responsibility should determine the enemy’s size, location, disposition, most
vulnerable point, and most probable course of action. 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.
2.
Movement to the Objective. The attacking force advances to within assault distance of the enemy position
under supporting fires using a combination of traveling, traveling overwatch, and or bounding overwatch. The
squad/section/platoon advance to successive positions using available cover and concealment. The on-site
commander may designate support-by-fire positions to protect friendly forces with suppressive direct fires. As the
company maneuvers in zone, it employs fires to suppress, neutralize, and obscure the enemy positions. The
platoon concentrates direct and indirect fires, establishes a base of fire, and maneuvers to gain the initiative.
a.
Assembly Area to the Line of Departure. The LD is normally a phase line (or checkpoint) where elements
of the attacking force transition to secure movement techniques in preparation for contact with the enemy.
Platoons may maneuver from the LD to designated support-by-fire positions, assault positions, or breach or
bypass sites. Before leaving the assembly area, the platoon leader should receive a COP update (digital)
showing the location of forward and adjacent friendly elements. He should also receive updated enemy
locations. The platoon leader then disseminates these reports and digital overlays to each squad leader and
VC. 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
LD 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 LD at the
time of attack without halting in the attack position. If the platoon must halt in the attack position, it uses a
coil or herringbone formation, dismounts infantry, and takes care of last minute coordination.
b.
Line of Departure to Assault Position. The platoon’s assault element moves from the LD 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. The platoon leader verifies his vehicles are in the correct
formation for movement.
(1) By relying on the CTD’s position updates at night, the platoon leader does not have to restrict his
platoon’s dispersion as much, which increases his overall security posture. During movement, the
platoon communicates primarily by FM radio and signals (embedded digital reports) because these are
faster for the receiving station to understand and faster for the sending station to prepare.
(2) The platoon dismounts the squads at the dismount point. The vehicles move to a support position. The
platoon dismounts in an area providing cover and concealment from enemy observation and direct fire
as it assembles and orients itself.
Assault Position to the Objective. The assault position is the last covered and concealed position before
reaching the objective. Ideally, the platoon’s assault element occupies the assault position without the
enemy detecting any of the platoon’s elements. Preparations in the assault position may include preparing
AT4, other breaching equipment, or demolitions; fixing bayonets; lifting or shifting fires; or preparing smoke
pots. The platoon must halt in the assault position to ensure synchronization of 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 excessive casualties.
(1) 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
c.
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the flank nearest the support element. The assaulting soldiers and the support element sustain a high
rate of fire to suppress the enemy.
(2) 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 lifts indirect fire when it endangers the
advancing soldiers and coordinates this with the platoons’ assaults. As the fire of the platoons’ support
is masked, the platoon leader shifts or lifts it or displaces the weapons squad and ICVs to a position
where continuous fire can be maintained.
3.
Isolate the Objective. 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 likely be an isolating force within a
company. The platoon leader may use the mounted element to accomplish isolation if the platoon must isolate its
own objective. The mounted element by its nature is agile, has significant firepower, has protection from small
arms fire, and is led by the platoon sergeant. Using the mounted element for this purpose allows the dismounted
element (three infantry squads and a weapons squad) to conduct actions on the objective.
4.
Seize a Foothold and Exploit the Penetration (Actions on the Objective). The platoon leader often
designates assault, support, and breach elements within his platoon to conduct a deliberate attack. One
technique is to designate the ICVs as one support element, the seven-man weapons squad as another support
element, a nine-man infantry squad as the breach element, and the platoon (-) as the assault element.
a. The supporting elements support the breach element’s initial breach of the objective by placing suppressive
fires on the most dangerous enemy positions. The platoon augments the signals it uses to lift or shift fire and
to mark the left and right limits of the assault element with their OTN equipment. As the breach is being
established, the weapons squad (or mounted element) should shift fires of M240Bs (or local self-defense
weapons) to allow the breach element to penetrate the objective without committing fratricide. Visual
observation, as well as information provided via the COP, is vital to maintain suppressive fires just forward of
the breach and assault elements.
b. 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 element as it moves across the objective. The mounted
element most likely ceases direct fires.
c. 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 sergeant 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.
d. All communication from the mounted support element to the breach, assault, and weapons squads is by FM
radio or signals. If the platoon sergeant or weapons squad leader observe problems, they radio the platoon
leader. The platoon leader uses this information, the COP, and what he personally sees on the objective to
control the assault.
5.
Consolidation and Reorganization. Once enemy resistance on the objective has ceased, the platoon quickly
consolidates to defend against a possible counterattack and prepares for follow-on missions.
a. Consolidation consists of actions taken to secure the objective and defend against an enemy counterattack.
The platoon leader must use the troop-leading procedures to plan and prepare. He ensures the platoon is
ready to-(1) Eliminate enemy resistance on the objective.
(2) Establish security beyond the objective by securing areas that may be the source of enemy direct fires
or enemy artillery observation.
(3) Establish additional security measures such as OPs and patrols.
(4) Prepare for and assist the passage of follow-on forces (if required).
(5) Continue to improve security by conducting other necessary defensive actions.
(6) Adjust final protective fire (FPF).
(7) Secure enemy prisoners of war (EPWs).
b. Reorganization, normally conducted concurrently with consolidation, consists of actions taken to prepare for
follow-on operations. As with consolidation, the platoon leader must plan and prepare for reorganization as
he conducts his troop-leading procedures. He ensures the platoon is prepared to-(1) Provide essential medical treatment and evacuate casualties as necessary.
(2) Cross-level personnel and adjust task organization as required.
(3) Conduct resupply operations, including rearming and refueling.
(4) Redistribute ammunition.
(5) Conduct required maintenance.
(6) Reestablish chain of command.
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CHAPTER 7 – FIRST AID
TACTICAL COMBAT CASUALTY CARE
TACTICAL FIELD CARE
TASK: Evaluate a Casualty
OUTCOME: You will demonstrate an understanding of patient evaluation by employing proper
technique to identify all life threatening injuries while performing this task at a hands-on evaluation
station; you will not be required to provide any treatment to your simulated casualty. Failure to
perform to the prescribed standard will result in retraining and retesting until proficiency is achieved.
PERFORMANCE MEASURES
 Identify the stages of care in Tactical Combat Casualty Care
 Form a general impression of the casualty as you approach (extent of injuries, chance of
survival).
 Check Responsiveness (AVPU)
 Position the casualty and open the airway.
 Assess for breathing and chest injuries.
 Identify and control bleeding.
 Check for fractures.
 Check for burns.
 Administer pain medications and antibiotics (the casualty's combat pill pack) to any Soldier
wounded in combat.
 Document the casualty‘s injuries and the treatment given on the TCCC Casualty Card – DA
7656).
 Transport the casualty to the site where evacuation is anticipated.
CARE UNDER FIRE
 Determine best route of access to the casualty and egress
 Scan the area for danger
 Plan what you will do before you go to the casualty‘s aid
 Return fire as directed or required. Request covering fire.
 Do not expose yourself to enemy fire in order to provide care.
 If possible, direct casualty to return fire, move to cover, and administer self-aid; ―Play dead‖
if necessary.
 Casualties should be extricated from burning vehicles or buildings and moved to places of
relative safety. Stop burning process.
 Airway management is generally best deferred until the Tactical Field Care phase
 Stop life-threatening external hemorrhage if tactically feasible:
o Direct casualty to control hemorrhage by self-aid if able.
o Use a tourniquet for hemorrhage that is anatomically amenable to tourniquet
application.
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

o Apply tourniquet proximal to bleeding site, over uniform, tighten, move casualty to
cover.
Move casualty to safe place to perform Tactical Field Care.
Secure weapons and equipment if possible.
NOTE: Treat any severe, life threatening, bleeding not treated during care under fire.
Then…
 Form a general impression of the casualty as you approach (extent of injuries, chance of
survival).
 Check Responsiveness (AVPU)
 Position the casualty and open the airway.
 Assess for breathing and chest injuries.
 Identify and control bleeding.
 Check for fractures.
 Check for burns.
 Administer pain medications and antibiotics (the casualty's combat pill pack) to any Soldier
wounded in combat.
 Document the casualty‘s injuries and the treatment given on the TCCC Casualty Card – DA
7656).
 Transport the casualty to the site where evacuation is anticipated.
EVACUATION CARE
 Consider requesting MEDEVAC
 Double check all dressings and treatment
 Assist in loading casualty onto vehicle or aircraft
Consider this…
 The three primary preventable causes of death from injury on the battlefield are:
o Severe bleeding (apply a tourniquet or emergency trauma dressing)
o Collapsed lung (perform needle chest decompression)
o Airway blockage (insert a nasopharyngeal airway)
 Circumstances in which you should not treat a casualty while you are under enemy fire:
o Your own life is in imminent danger
o Other Soldiers in area require more urgent treatment
o The casualty does not have vital (life) signs (breathing, pulse)
 You should not treat a casualty while under enemy fire if the casualty‘s injury is not
survivable without immediate evacuation to a medical treatment facility and such evacuation
is not possible
o Penetrating head trauma with brain tissue exposed
o Severe burns covering a large part of the body
o Mutilating blast injuries
CHECK RESPONSIVENESS
 Gently shake or tap the casualty on the shoulder and ask in a loud, but calm, voice: ―Are
you okay?‖
 AVPU (Alert, Verbal, Painful, Unresponsive)
 If conscious, ask where it hurts or where his body feels different than usual.
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
Casualties with an altered mental status should be disarmed
POSITION THE CASUALTY AND OPEN THE AIRWAY
 Head-Tilt/Chin-Lift
 Jaw Thrust
 Airway Adjuncts (NPA)
Unconscious and making a gurgling or snoring noise:
 Insert a NPA


Penetrating chest wound and is breathing or making an effort to breath
Stop the evaluation and apply an occlusive dressing to the open chest wound.



Penetrating chest wound and is not making any effort to breath
Do not attempt to treat the injury.
In a combat situation, if you find a casualty with no signs of life (no respiration and no
pulse), do not continue first aid on the casualty.
IDENTIFY AND CONTROL BLEEDING
 Look for blood soaked
clothes
 Look for entry and exit
wounds
 If life-threatening bleeding
from an extremity (arm or
leg) is present:

Stop the evaluation and control the bleeding using a tourniquet or other means.
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CHECK FOR FRACTURES
 Check for open fractures by looking for bleeding or a bone sticking through the skin.

Check for closed fractures by looking for swelling, discoloration, deformity, or unusual body
position.

If a suspected fracture is present:
o Stop the evaluation and apply a splint.
CHECK FOR BURNS
 Look carefully for reddened, blistered, or charred skin. Also check for singed clothes.
If burns are found:
o Stop the evaluation and begin treatment.
 Thermal - remove from source
 Electrical - turn off source or drag casualty away with nonconductive
material
 Chemical - flush with copious amounts of water
PROVIDE ADDITIONAL CARE
 Administer pain medications and antibiotics (the casualty's combat pill pack) to any Soldier
wounded in combat.
 Document the casualty‘s injuries and the treatment given on the TCCC Casualty Card – DA
7656.
 Transport the casualty to the site where evacuation is anticipated
*Reassure the casualty
*If mission allows, provide assistance to the Combat Medic
CONTROL HEMORRHAGE
TASK: Perform first aid for a bleeding or severed extremity
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OUTCOME: You will demonstrate an understanding of material presented by identifying the
indications for treatment, selection of appropriate materials, and employment of the prescribed
technique while performing this task at a hands-on evaluation station. Failure to perform to the
prescribed standard will result in retraining and retesting until proficiency is achieved.
Performance Measures
Uncover wound, unless clothing is stuck to wound or in a chemical environment
Apply trauma or field dressing
Apply pressure dressing and elevate extremity
Apply tourniquet; mark forehead with T and time
Watch closely for life-threatening conditions and treat for shock
TREAT FOR SHOCK
TASK: Treat for shock
OUTCOME: You will demonstrate an understanding of material presented by identifying the signs
and symptoms of shock and applying proper technique to treat shock at a hands-on evaluation
station. Failure to perform to the prescribed standard will result in retraining and retesting until
proficiency is achieved.
Performance Measures
 Identify signs and symptoms of shock
 Position the casualty
 Loosen tight or binding clothes.
 Splint the limb, if appropriate.
 Prevent the casualty from chilling or overheating.
 Reassure the casualty.
 Watch the casualty closely for life-threatening conditions and checked for other injuries, if
necessary.
 Seek medical aid.
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APPLY A FIRST AID OR TRAUMA DRESSING
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APPLY A PRESSURE DRESSING
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APPLY A TOURNIQUET
If bleeding continues or a tourniquet was indicated during initial assessment…
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TREAT FOR SHOCK
Check the casualty for signs and symptoms of shock.
 Sweaty but cool skin.
 Pale skin.
 Restlessness or nervousness.
 Thirst.
 Severe bleeding.
 Confusion.
 Rapid breathing.
 Blotchy blue skin.
 Nausea and/or vomiting.
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MAINTAIN RESPIRATORY FUNCTION
TASK: Insert a nasopharyngeal airway (NPA).
OUTCOME: You will demonstrate an understanding of material presented by identifying the
indications for a nasopharyngeal airway and employment of the prescribed technique while
performing this task at a hands-on evaluation station. Failure to perform to the prescribed standard
will result in retraining and retesting until proficiency is achieved.
PERFORMANCE MEASURES
 Position the casualty - the casualty should be face-up
o Open the airway with a chin lift/jaw thrust maneuver.
o Assess the upper airway for visible obstruction.
 Lubricate the Nasopharyngeal Airway with a surgical lubricant.
 Insert the airway into the nose
o Push the tip of the nose upward gently.
o Position the tube with the bevel (pointed end of tube) toward the septum (the skin
separating the nostrils)
o Aim at a 90 degree angle to the face. Avoid aiming upwards towards the top of the
head.
o Use a rotary and/or back-and-forth motion to facilitate insertion.
o Insert all the way to the flange.
CAUTION: Never force the tube into the nostril. If resistance is met, pull the tube out and attempt to
insert it in the other nostril. If neither nostril will accommodate the tube, place the casualty in the
recovery position.
NOTE: Positioning the patient in the recovery position allows blood and mucus to drain out of the
casualty‘s nose and mouth and not back into the airway.
OPEN CHEST WOUND
TASK: Perform first aid for an open chest.
OUTCOME: You will demonstrate an understanding of material presented by identifying the
indications for treatment of an open chest wound, selection of appropriate materials, and employment
of the prescribed technique while performing this task at a hands-on evaluation station. This task
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includes bandaging an open chest wound and performance of a needle decompression. Failure to
perform to the prescribed standard will result in retraining and retesting until proficiency is achieved.
PERFORMANCE MEASURES
 Uncover the wound unless clothing is stuck to the wound or you are in a chemical
environment.
 Apply airtight material over the wound.
 Apply the casualty's dressing.
 Position the casualty on the injured side or in a sitting position, whichever makes breathing
easier.
 Perform needle chest decompression, if necessary.
 Watch the casualty closely for life-threatening conditions, check for other injuries (if
necessary), and treat for shock. Seek medical aid.
Note: Always check for both entry and exit wounds. If there are two wounds(entry and exit), treat the
wound that appears more serious first (for example, the heavier bleeding, larger wound, and so forth).
It may be necessary to improvise dressings for the second wound by using strips of cloth, a T-shirt,
or the cleanest material available.
1. Expose Injury
2. Apply Air Tight Dressing
3. Apply Dressing White Side Down
4. Hold Dressing
5. Wrap the Dressing
6. Tie the Dressing at end of exhale
7. Position Casualty (*or Perform Needle Decompression, then Position Casualty)
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

IF UNCONCIOUS, POSITION ON INJURED SIDE OR SEMI-SITTING
IF CONCIOUS, PLACE IN POSITION OF COMFORT
NEEDLE DECOMPRESSION
TASK: Perform Needle Decompression
PERFORMANCE MEASURES
 Identify the second intercostal space (ICS) on the anterior chest wall at the mid-clavicular
line (MCL) on the same side as the injury; approximately two-finger widths below the
clavicle.
 Clean the site with an antimicrobial solution (alcohol or Betadine) if available.
 Insert the needle into the chest.
o Remove the plastic cap from the 3.25 inch, 14-gauge needle. Also remove the cover
to the needle‘s flash chamber.
o Insert the needle into the skin over the superior border of the third rib, MCL, and
direct the needle into the second ICS at a 90 degree angle.
o As the needle enters the pleural space, a "pop‖ is felt, followed by a possible hiss of
air. Ensure that the catheter is advanced all the way to the hub.
o Remove the needle, leaving the catheter in place.
o If tension pneumothorax recurs (as noted by return of respiratory distress), repeat the
needle decompression on the injured side.
 Secure the catheter hub to the chest wall with tape.
 Listen for increased breath sounds or observe decreased respiratory distress.
 Document the procedure on the TCCC Casualty Card.
* Verbalize that the progressive respiratory distress is due to chest trauma.
* Verbalize that the needle to be used for the procedure is a 3.25 inch, 14 gauge needle.
* Verbalize the importance of ensuring that the needle entry site is not medial to the nipple line.
77
Normal Chest Cavity and
Lungs
Collapsed Lung –
Pneumothorax
78
79
TRANSPORT A CASUALTY
TASK: Transport a casualty
OUTCOME: You will demonstrate an understanding of manual carries by determining and
executing the appropriate carry based on enemy threat, distance to travel, and patient injuries. You
must employ proper technique to avoid causing unnecessary injury to the patient or yourself. This
task will be performed at a hands-on evaluation station. Failure to perform to the prescribed standard
will result in retraining and retesting until proficiency is achieved.
Performance Measures
 Select appropriate movement technique
 Transport casualty
 Does not cause unnecessary injury
Manual Carries
WARNING: Do not use manual carries to move a casualty with a neck or spine injury unless a
life-threatening hazard is in the immediate area. Seek medical personnel for guidance on how
to move and transport the casualty.
Fireman’s carry: Use for an unconscious or severely injured casualty.
Four Hand Seat Carry: Use in combat for moderate distances with two Soldiers.
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Improvised Litters: Use for moderate to long distances, or if manual carries will cause further
injury. Ensure stability of materials.
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82
83
84
85
86
REQUEST MEDICAL EVACUATION
TASK: Request a medical evacuation
OUTCOME: You will demonstrate an understanding of material presented by preparing and
transmitting a MEDEVAC request, using the prescribed format, within 25 seconds. You will be
provided a patient scenario, from which you must extract the information required to construct a 9line MEDEVAC request within two minutes and thirty seconds. You may use your Warrior Forge
TACSOP to assist you. You must then transmit the first five lines of the MEDEVAC request within
25 seconds. Transmission of lines six thru nine is required, but not timed. Failure to perform to the
prescribed standard will result in retraining and retesting until proficiency is achieved
Performance Measures
 Collected all information needed for the MEDEVAC request line items 1 through 9.
 Recorded the information using the authorized brevity codes.
 Transmitted the MEDEVAC request within 25 seconds.
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LINE
ITEM
EXPLANATION
1
Location of
Pickup Site
2
Radio
Frequency,
Call Sign and
Suffix
3
Number of
Patients by
Procedure
4
Special
Equipment
Required
5
Number of
Patients by
Type
6
Security of
Pickup Site
(Wartime)
6
Number and
Type of
Wounds,
Injury, or
Illness
(Peacetime)
Method of
Marking
Pickup Site
Encrypt the grid coordinates of the pickup
site. When using the DRYAD Numerical
Cipher, the name “SET” line will be used to
encrypt the grid zone letters and the
coordinates. To preclude misunderstanding,
a statement is made that grid zone letters
are included in the message (unless unit
SOP specifies its use at all times).
Encrypt the frequency of the radio at the
pickup site, not a relay frequency. The call
sign (and suffix if used) of the person to be
contracted at the pickup site may be
transmitted in the clear.
Report only applicable information and
encrypt the brevity codes.
A-URGENT
B-URGENT-SURGICAL
C-ROUTINE
D-CONVENIENCE
If two or more categories must be reported
in the same request using the word
“BREAK” between each category.
Encrypt the applicable brevity codes
A-None
B-Hoist
C-Extraction equipment
D-Ventilator
Report only applicable information and
encrypt the brevity code. If requesting
MEDEVAC for both types, insert the word
“BREAK” between the litter entry and
ambulatory entry.
L-# of Patients Litter
A-# of Patients Ambulatory (sitting)
N-No enemy troops in the area.
P-Possibly enemy troops in the area
(approach with caution)
E-Enemy troops in the area (approach with
caution)
X-Enemy troops in the area (armed escort
required)
Specific information regarding patient
wounds by type (gunshot or shrapnel)
Report serious bleeding, along with
patients’ blood type, if known
7
8
Patient
Nationality
Status
9
CBRN
Contamination
(Wartime)
9
Terrain
Description
(Peacetime)
WHERE/HOW
OBTAINED
From map
WHO NORMALLY
PROVIDES
Unit leadership
REASON
From SOI
RTO
Required so that the evacuation vehicle can
contact the requesting unit while enroute
(obtain additional information of change in
situation or directions)
From
evaluation of
patient(s)
Medic or senior
person present
Required by the unit controlling the
evacuation vehicles to assist in prioritizing
missions.
From
evaluation of
patient(s)
situation
Medic or senior
person present
Required so that the equipment can be place
on board the evacuation vehicle prior to the
start of the mission
From
evaluation of
patient(s)
Medic or senior
person present
Required so that the appropriate number of
evacuation vehicles may be dispatched to the
pickup site. They should be configured to
carry the patients requiring evacuation.
From
evaluation of
situation
Unit Leader
From
evaluation of
patient(s)
Medic or senior
person present
Required to assist the evacuation crew in
assessing the situation and determining if
assistance is required. More definitive
guidance can be furnished to the evacuation
vehicle while it is enroute (specific location of
the enemy to assist an aircraft in planning its
approach)
Required to assist evacuation personnel in
determining treatment and special
equipment needed.
Encrypt the brevity codes
A-Panels
B-Pyrotechnics
C-Smoke signal
D-None
E-Other
Based on the
situation and
availability of
materials
Medic or senior
person present
The number of patients in each category
need not be transmitted. Encrypt only the
applicable brevity codes.
A-US Military
B-US Civilian
C-Non-US Military
D-Non-US Civilian
E-EPW
Include this line only when applicable.
Encrypt the applicable brevity codes.
C-Chemical
B-Biological
R-Radiological
N-Nuclear
Include details of terrain features in and
around the proposed landing site. If
possible, describe relationship of the site to
prominent terrain feature (lake, mountain,
tower)
From
evaluation of
patients
Medic or senior
person present
From the
situation
Medic or senior
person present
Required to assist in planning for the mission
(Determine which evacuation vehicle will
accomplish the mission and when it will be
accomplished)
From an area
survey
Personnel at site
Required to allow evacuation personnel to
assess route/avenue of approach into the
area of particular importance if hoist
operation is required
Required so evacuation vehicle knows where
to pick up patient. Also, so that the unit
coordinating the evacuation mission can plan
the route for the evacuation vehicle (if the
evacuation vehicle must pick up from more
than one location)
Required to assist the evacuation crew in
identifying the specific location of the pickup.
Note that the color of the panels or smoke
should not be transmitted until the
evacuation vehicle contacts the unit (just
prior to arrival). For security, the crew should
identify the color and the unit should verify it
Required to assist in planning for destination
facilities and need for guards. Unit
requesting support should ensure that there
is an English-speaking representative at the
pickup site
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CHAPTER 8 – QUICK REFERENCE
SECTION I: COMMON LOCATIONS AND MOVEMENT
Assembly Area (AA) to the Line of Departure (LD). The LD is normally a phase line (or checkpoint) where
elements of the attacking force transition to secure movement techniques in preparation for contact with the enemy.
Platoons may maneuver from the LD to designated support-by-fire positions, assault positions, or breach or bypass
sites. Before leaving the assembly area, the platoon leader should receive a COP update (digital) showing the
location of forward and adjacent friendly elements. He should also receive updated enemy locations. The platoon
leader then disseminates these reports and digital overlays to each squad leader and VC. 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 LD 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 LD at the time of attack without halting in the attack position. If the platoon must halt in the attack
position, it uses a coil or herringbone formation, dismounts infantry, and takes care of last minute coordination.
Line of Departure to Objective Rally Point (ORP). The platoon’s assault element moves from the LD to the assault
position. During movement, he ensures the platoon navigates from checkpoint to checkpoint or phase line by using
basic land navigation skills. The platoon leader verifies his element is in the correct formation for movement.
The ORP is a site occupied by a unit that is out of sight, sound, and small-arms range of the objective area. It is
where final preparations are made prior to conducting Actions on the OBJ (AOO). It is also where the leader's recon
party will move from and return to. The ORP perimeter is the same shape and composition as the Patrol Base.
Actions at or from the ORP include:
1. Pinpointing the OBJ.
2. Reconnoitering the objective (leader's recon).
3. Issuing a FRAGO--changes to plan based on recon info.
4. Disseminating information from reconnaissance if contact was not made.
5. Making final preparations before continuing operations; for example, reapplying camouflage; preparing
demolitions; lining up rucksacks for quick recovery; preparing EPW bindings, first aid kits & litters; and inspecting
weapons.
6. Accounting for soldiers and equipment after AOO are complete.
7. Reestablishing the chain of command after AOO are complete.
Occupation of an ORP by a Squad. Squads will occupy their ORP by force. This means that they will move directly
into the ORP and occupy it, without stopping short of it and reconing it.
Occupation of an ORP by a Section/Platoon. The PL halts the element 100 - 200m from the ORP. He goes with a
recon party to identify the ORP and ensure it is suitable for use. He brings a soldier from each squad and his
navigator on his reconnaissance of the ORP and positions them at the 6 o’clock position. He issues a 5-point
contingency plan to the two squad members and returns to the rest of the unit with the navigator. The ORP is
occupied the same as a PB, in a cigar shape. The first squad in the order of march establishes the base leg 9 to 3 by
way of 12 o’clock. The trailing squad occupies from 3 to 9 by way of 6 o’clock, respectively.
Objective Rally Point to the Assault/Release Point. After final adjustments to the mission plan, information
dissemination, and final PCI’s the squad/section/platoon departs the ORP enroute to the Assault/Release Point. The
assault position is the last covered and concealed position before reaching the objective. Ideally, the platoon’s assault
element occupies the assault position without the enemy detecting any of the platoon’s elements. Preparations in the
assault position may include preparing the AT4, other breaching equipment, or demolitions; fixing bayonets. The
platoon must halt in the assault position to ensure synchronization of friendly forces. These points are the last
available known position just out of sight of the enemy where units are cut loose to conduct their missions. IOT
establish the Assault/Release Point the squad/platoon leader utilizes the following criterion to determine his
release/assault point:
1.
2.
It must be concealed from enemy sight.
It must provide cover.
91
3.
4.
It must be have the objective in sight.
It must be defendable.
Assault/Release Point to the Objective. Once the assault element moves forward of the assault position, the
assault must continue. If stopped or turned back, the assault element could sustain excessive casualties.
1.
Supporting fire from the weapons team/squad must continue to suppress the enemy and must be closely
controlled to prevent fratricide. The assaulting soldiers and the support element must sustain a high rate of fire to
suppress the enemy.
92
SECTION II – PRINCIPLES OF URBAN MOVEMENT
1. Security: Just as with patrolling, operations in urban terrain require 360 degree security. Move importantly, you
must take into account the 3-D aspect of the urban environment (i.e. sewers, rooftops, etc.)
2. Coordinated Fires and Movement: Individuals and fire teams must coordinate their fire and movement to
maintain security, avoid fratricide, and provide mutual support.
3. Communications: As with any military operation, communications between maneuvering elements is vital. Units
must be familiar with verbal, non-verbal, and radio communication procedures.
4. Cover and Concealment: Cover & concealment must be used whenever possible to protect and hide the
movement and activities of the fire team. Consider using all 3 dimensions (sewers, upper floors, etc.). Remember,
while smoke may conceal your movements it also shows the enemy your general location and also obstructs your
view of the enemy.
5. Speed: Both unit and individual actions need to be practiced until they become second nature. Movement must
be quick, but deliberate. When moving along a wall, stay at approximately 1 meter away from the wall as human
tendency is to fire along the line of the wall.
6. Momentum: Continual movement of the assault force is the key to mission success. Halting action only gives the
opposition time to regroup or react.
7. Violence of Action: Violence of action is essential to quickly neutralize an opposing element.
93
SECTION III – LEADERSHIP DIMENSIONS
1.
Character: A person’s moral and ethical qualities which give a leader motivation to do what is
appropriate regardless of circumstances or consequences.
a.
Army Values:
(1) LOYALTY (LO): Bears true faith and allegiance to the Constitution, Army, and Soldiers
(2) DUTY (DU): Fulfills professional, legal, and moral obligations
(3) RESPECT (RE): Treats others as they should be treated; promotes dignity, consideration, and fairness
(4) SELFLESS SERVICE (SS): Places welfare of others and Army priorities before self
(5) HONOR (HO): Adheres to the Army’s publicly declared code of values
(6) INTEGRITY (IT): Does what is legally and morally right; honest in word and deed
(7) PERSONAL COURAGE (PC): Faces fear, danger, or adversity; manifests physical and moral courage
(8) EMPATHY (EP): The ability to see something from another person’s point of view, to identify with and
enter into another person’s feelings and emotions
(9) WARRIOR ETHOS (WE): I will always place the mission first, I will never accept defeat, I will never
quit, I will never leave a fallen comrade
2.
b.
Presence - The impression made on others which contributes to a leader’s success; the image that a leader
projects
(1) Military Bearing (MB) - Projecting a commanding presence and professional image of authority
(2) Physically Fit (PF) - Having sound health, strength, and endurance that supports one’s emotional
health and conceptual abilities under stress
(3) Confident (CF) - Projecting self-confidence and certainty; demonstrates composure and poise; calm
and collected; possesses self control of emotions
(4) Resilient (RS) - Showing a tendency to recover quickly while maintaining a mission and organizational
focus
c.
Intellectual Capacity - The ability to draw on mental tendencies and resources that shape conceptual
abilities and impact on effectiveness
(1) Mental Agility (MA) - Flexibility of mind, tendency to anticipate or adapt to conditions; improvisation
(2) Sound Judgment (SJ) - Assesses situations and draws feasible conclusions; makes sound and timely
decisions
(3) Innovation (IN) - Ability to introduce something new; original in thoughts and ideas; creative
(4) Interpersonal Tact (IP) - Effectively interacts with others; possesses the capacity to understand
personal interactions with others; awareness of how others see you
(5) Domain Knowledge (DK) - Possessing facts, beliefs, and logical assumptions in relevant areas;
technical, tactical, cultural, and geopolitical knowledge
Core Leader Competencies: Works to lead others; develops themselves, their subordinates, and
organizations to achieve mission accomplishment
a.
Leads - Application of character, presence, intellect, and abilities while guiding others toward a common
goal and mission accomplishment
(1) Leads Others (LD) - Motivates, inspires, and influences others to take initiative, work toward a
common purpose, accomplish critical tasks to achieve unit objectives
(2) Extends Influence Beyond CoC (EI) - Uses indirect means to influence others outside normal chain
of command; involves diplomacy, negotiation, conflict resolution, and mediation
(3) Leads by Example (LE) - Provides the example to others; serves as a role model; maintains high
standards in all aspects of behavior and character
(4) Communicates (CO) - Clearly expresses ideas to ensure understanding, actively listens to others, and
practices effective communication techniques
b.
Develops - Taking actions to foster teamwork, encourage initiative, and to accept personal responsibility
while demonstrating care
94
(1) Creates a Positive Environment (CP) - Creates a positive and ethical environment
(2) Prepares Self (PS) - Self-study; self-development toward becoming multi-skilled; ensures preparation
for leadership
(3) Develops Others (DO) - Encourages and supports others to grow as individuals and teams; prepares
others for success; makes the organization more versatile
c.
Achieves - Sets objectives and focuses on mission accomplishment
(1) Gets Results (GR) - Structuring what needs to be done so results are consistently produced;
developing and executing plans while providing direction, guidance, and clear priorities towards mission
accomplishment; manages the resources required for mission accomplishment
95
SECTION IV – ARMY ACRONYMS & TERMS
1SG – First Sergeant
AA – Assembly Area
AAR – After Action Review
ACM – Anti-Coalition Militia
ACU – Army Combat Uniform
AIT– Advance Individual Training
AO – Area of Operations
AP – Assault Position
APL – Assistant Patrol Leader
ASU – Army Service Uniform
ASAP–As Soon As Possible
AT – Alpha Team
ATL – Alpha Team Leader
AWOL – Absent Without Official Leave
BCG– Birth Control Goggles
BCT– Basic Combat Training
BT – Bravo Team
BTL – Bravo Team Leader
BDU – Battle Dress Uniform
BRM – Basic Rifle Marksmanship
CBRN – Chemical Biological Radiological
Nuclear
CDT – Cadet
CO – Commanding Officer
COA – Course of Action
COB – Contingency Operating Base
COL – Colonel
CPL – Corporal
CPT – Captain
CQ– Charge of Quarters
CQB– Close Quarters Combat
CSM – Command Sergeant Major
CWST – Combat Water Survival Test
DA– Department of the Army
DD or DoD– Department of Defense
DEMO – Demolitions
DFAC – Dining Facilities Administration
Center
DX – Direct Exchange
ECP – Entry Control Point
ERP – Enroute Rally Point
EOD – Explosive Ordinance Disposal
EPW – Enemy Prisoner of War
ETA – Estimated Time of Arrival
FB– Fire Base
FOB – Forward Operating Base
FTX – Field Training Exercise
FUBAR– Fouled Up Beyond All
Recognition
GEN – General
HE – High Explosive
HMMWV – High Mobility Multipurpose
Wheeled Vehicle
HQ – Headquarters
HVT – High Value Target
IAW – In Accordance With
IED – Improvised Explosive Device
IG – Inspector General
KIA – Killed In Action
LBV – Load Bearing Vest
LCE – Load Carrying Equipment
LD – Line of Departure
LOA – Limit of Advance
LZ – Landing Zone
MEDEVAC – Medical Evacuation
METL – Mission Essential Task List
MG: Machine Gun or Major General
MIA – Missing In Action
MOLLE – Modular Lightweight Loadcarrying Equipment
MOPP – Mission Oriented Protective
Postures
MOS – Military Occupational Specialty
MP – Military Police
MRE – Meals Ready to Eat
NCO – Non-Commissioned Officer
OBC– Officer Basic Course
OBJ – Objective
OPFOR – Opposing Forces
OPORD – Operations Order
OPSEC – Operational Security
ORP –Objective Rally Point
PAX - Personnel
PCC – Pre-Combat Check
PCI – Pre-Combat Inspection
PIR – Priority Intelligence Requirement
PL – Patrol Leader or Platoon Leader
POC – Point Of Contact
POV – Privately Owned Vehicle
POW – Prisoner Of War
PSG – Platoon Sergeant
PT – Physical Training
QRF – Quick Reaction Force
ROE – Rules of Engagement
ROTC – Reserve Officer Training Corps
RP – Rally Point
RPG – Rocket Propelled Grenade
R&S – Recon & Surveillance
SAF – Small Arms Fire
SITREP – Situation Report
SCUNION – Heavy Fire
SL – Squad Leader
SLLS – Stop Look Listen Smell
SME – Subject Matter Expert
SNAFU- Situation Normal, All Fouled Up
S&O – Surveillance and Overwatch
STX – Squad Tactical Exercise
TSOP – Tactical Standard Operating
Procedure
TOC – Tactical Operations Center
TRP – Target Reference Point
TTP – Tactics Techniques & Procedure
WARNO – Warning Order
XO– Executive Officer
ASU’s - Light blue pants with dark blue jacket, used
for balls and formal events.
Ate up - something that's messed up or not up to
the standard (“You're all ate up, soldier!”); also
known “chewed up” or “jacked up”.
Blue Falcon - someone or something that screws
others over to elevate themself.
Cadre - a small group of trained professionals that is
the nucleus of a larger group; in basic training
parlance it generally refers to the drill sergeants of a
training company.
Chow - food, or "breakfast/lunch/dinner". Example:
"Is it time for chow yet?"
Class A's - a more formal service uniform that
consists of the Army green, single-breasted, 4button coat; Army green trousers; an Army green
shade 415 (a lighter shade of green) short- or longsleeved shirt; and a black four-in-hand necktie.
Down Range – Any forward deployed area or while
on a range, the direction of the targets.
Fireguard - overnight desk duty for your bay (the
room where your platoon sleeps in the barracks);
generally an hour in length and rotates among the
men; an historical term that described the duty
assigned to soldiers to maintain and keep an eye on
the campfires while the rest of the men slept.
Fobbit – Someone who avoids going outside the
wire at all cost
Geardo – Someone who buys the latest gear to
show off, not because they can use the gear.
GI - Government Issue; originally used for
government supplied equipment, often sardonically
used by soldiers to refer to themselves.
Gig line - visual straight line on fatigues formed by
the fatigue jacket (actually a shirt), the brass belt
buckle, and the fly of the fatigue pants
Grade - pay grade of a soldier, currently E1-E9 for
enlisted personnel, W1-W4 for warrant officers, O1O10 for commissioned officers. Each grade may
translate to several ranks; i.e., Grade E4 may be a
corporal (command position) or specialist (noncommand).
High Speed - a squared-away and highly motivated
soldier. Often used sarcastically when a Soldier is
motivated but doesn't really know what he's doing.
As in "Slow down High Speed."
Klicks - kilometers; .6214mi each
Latrine - Army term for bathroom.
Mikes - common term for "minutes"; taken from
the phonetic word for "M" ("My ETA is 15 mikes.")
Murphy’s Law – What can go wrong will go wrong
Outside the Wire – anywhere outside the confines
of a FOB or FB
Rank - named title of soldier with a particular grade
and responsibility, such as Private, Specialist, Staff
Sergeant, Captain, etc. See also grade.
Real World - return to civilian life; or: return to USA
from overseas
Ruck - shorthand for ruck sack; the Army version of
a backpack
Scunion – Extremely heavy fire
Shamming – avoiding work as an art form
Soup Sandwich – See “Ate Up” above
Spot Lighting – a show off
Top - first sergeant; head sergeant in unit
The Sand Box - Iraq, particularly the southern
96
SECTION V – CLASSES OF SUPPLY
CLASSES
Class I - Subsistence
SYMBOLS
EXAMPLE
EXAMPLE
SUBCLASSES
A - Nonperishable
C - Combat Rations
R - Refrigerated
S - Other Non-refrigerated
W - Water
Class II - Clothing, Individual
Equipment, Tools, Admin.
Supplies
A – Air
B - Ground Support Materiel
E - General Supplies
F - Clothing
G - Electronics
M - Weapons
T - Industrial Supplies
Class III - Petroleum, Oils,
Lubricants
A - POL for Aircraft
W - POL for Surface Vehicles
P - Packaged POL
Class IV - Construction
Materials
A - Construction
B - Barrier
Class V - Ammunition
A - Air Delivery
W - Ground
Class VI - Personal Demand
Items
Class VII - Major End Items:
Racks, Pylons, Tracked
Vehicles, Etc.
Class VIII - Medical Materials
A – Air
B - Ground Support Materiel
D - Admin. Vehicles
G - Electronics
J - Racks, Adaptors, Pylons
K - Tactical Vehicles
L - Missiles
M - Weapons
N - Special Weapons
X - Aircraft Engines
A - Medical Materiel
B - Blood / Fluids
Class IX - Repair Parts
A – Air
B - Ground Support Materiel
D - Admin. Vehicles
G - Electronics
K - Tactical Vehicles
L - Missiles
M - Weapons
N - Special Weapons
X - Aircraft Engines
Class X - Material For
Nonmilitary Programs
Agricultural
97
SECTION VI – WEAPONS
1. TYPES OF INFANTRY PLATOON WEAPONS – There are five types: small arms; machine guns;
grenade launchers; shoulder-launched munitions (SLM)/Close Combat Missile System (CCMS); and
mortars.
Small Arms
Machine Gun
Grenade
Launcher
SLM/CCMS
Mortars
Lay
Direct fire
Direct fire
Direct fire
Direct fire
Indirect fire
Ammunition
Penetration
Penetration
HE
Penetration/ HE
Trajectory
Low trajectory
Low trajectory
High trajectory
Low trajectory
HE WP ILLUM
High
trajectory
Point or Area
Enemy Target
Point target
Point and area
target
Point and area
target
Point target
Area target
Organic
Infantry Unit
Weapons
M4
M249 MG M240
MG
M203
AT4 SMAW-D
M72 Javelin
Organic to
company/
battalion
Weapon
Weight (lbs)
Length (in)
Max Rng (m)
Arming Rng
(m)
Min Safe Rng
(m)
M9 PISTOL
2.6
8.5
1800
M16A2
8.7
39
3600
M249 SAW
15.5
41.1
3600
M203
11
39
400
M60
23
43
3750
M240B
27.6
49
3725
n/a
n/a
n/a
14
n/a
n/a
n/a
n/a
n/a
31
n/a
n/a
Effective Rng
Area (m)
n/a
800
800
350
1100
1100
Effective Rng
Point (m)
50
580
600
160
600
800
Rate of Fire:
Cyclic
n/a
700-800
800
n/a
550
650-950
Rate of Fire:
Rapid
n/a
n/a
200*
35
200*
200*
Rate of Fire:
Sustained
60
13
85
35
100
100
Ball
Ball, Tracer,
Blank
Ball, Tracer,
Blank
HE, WP, CS,
ILLUM, Buck
Shot
Ball, Tracer,
Blank
Ball,
Tracer,
Blank
30
210
600
24
900
900
Ammunition
Basic Loads
(rds)
*With barrel
changes
98
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 (currently the M240B) 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, 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. Refer to
Appendix A for further information on machine guns.
d. GRENADE LAUNCHER - The grenadier is currently armed with the M203 40-mm grenade launcher.
The M203 is a direct fire, high trajectory weapon that can be used for either point or area targets. The
M203 fires several types of munitions including, HE, high explosive dual purpose (HEDP)
(antipersonnel/anti-armor), riot control (CS), buckshot, and signaling. As with the rifleman, the
grenadier‘s rate of fire is based on how quickly he can accurately acquire and engage the enemy.
e. SHOULDER-LAUNCHED MUNITIONS - Shoulder-launched munitions (SLM) are lightweight, selfcontained, single-shot, disposable weapons that consist of unguided free flight, fin-stabilized, rockettype 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 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. Refer to Appendix B for
further information on SLM.
3. MACHINE GUN SPECIFICATIONS –
WEAPON
FIELD MANUAL
TM
M249
FM 3-22.68
9-1005-201-10
M240B
FM 3-22.68
9-1005-313-10
M2
FM 3-22.65
9-1005-213-10
MK 19
FM 3-22.27
9-1010-230-10
99
DESCRIPTION
5.56-mm gasoperated
automatic
weapon
7.62-mm gasoperated
medium
machine gun
.50-caliber
recoil-operated
heavy machine
gun
40-mm aircooled,
blowbackoperated
automatic
grenade
launcher
WEIGHT
16.41 lbs (gun
with barrel) 16
lbs (tripod)
27.6 lbs (gun
with barrel) 20
lbs (tripod)
128 lbs (gun
with barrel and
tripod)
140.6 lbs (gun
with barrel and
tripod)
104 cm
50 RPM 6-9
rounds 4-5
seconds 10
minutes
110.5 cm
100 RPM 6-9
rounds 4-5
seconds 10
minutes
109.5 cm
40 RPM
100 RPM 6-9
rounds 2-3
seconds 2
minutes
200 RPM 10-13
rounds 2-3
seconds 2
minutes
850 RPM in
continuous
burst Barrel
change every 1
minute
650-950 RPM in
continuous
burst Barrel
change every 1
minute
156 cm
40 RPM 6-9
rounds 10-15
seconds Change
barrel end of
day or if
damaged
40 RPM 6-9
rounds 5-10
seconds Change
barrel end of
day or if
damaged
450-550 RPM in
continuous
burst
LENGTH
SUSTAINED
RATE OF FIRE
Rounds/burst
Interval
Minutes to
barrel change
RAPID RATE OF
FIRE
Rounds/burst
Interval
Minutes to
barrel change
CYCLIC RATE OF
FIRE
MAXIMUM
EFFECTIVE
RANGES
MAXIMUM
RANGE
Bipod/point:
Bipod/point:
600 m
600 m
Bipod/area: 800
Tripod/point:
m Tripod/area:
800 m
1,000 m
Bipod/area: 800
Grazing: 600 m m Tripod/area:
1,100 m
Suppression:
1,800 m
Grazing: 600 m
3,600 m
3,725 m
60 RPM
325-375 RPM in
continuous
burst
Point: 1,500 m
(single shot)
Area: 1,830 m
Grazing: 700 m
Point: 1,500 m
Area: 2,212 m
6,764 m
2,212 m
100
4. MORTAR SPECIFICATIONS –
Caliber
60-mm
81-mm
Weapon
M224
M29A1
81-mm
(imp)
M252
Max Rng (HE)(m)
3,490
4,595
5,608
107-mm
120-mm
M30
M285
M102
M119
M198
6,840
7,200
11,500
14,000
18,100
11,500
11,500
14,600
HE,WP,
ILLUM,
HEP-T,
APICM,
CHEM,
APERS,
RAP
10/min
1st min
3
HE,
M760
ILLUM,
HEP-T,
APICM,
CHEM,
RAP
10/min
1st min
3
HE,WP,
ILLUM, SMK,
CHEM, NUC,
RAP,FASCAM,
CPHD,
AP/DPICM
PD, VT,
MT,
MTSQ,
CP, DLY
DIRECT
FIRE
PD, VT,
MTSQ,
CP, MT,
DLY
Planning Rng (m)
Projectile Model
HE, WP,
ILLUM
HE, WP,
ILLUM
HE, WP,
ILLUM, RP
HE, WP,
ILLUM
HE, SMK,
ILLUM
Max Rate of Fire
(rd/min)
Sustained Rate of Fire
(rd/min)
Min Range (m)
30/min
1st min
20
30/min
1st min
8
30/min
1st min
15
18/min
1st min
3
15/min
1st 3 min
5
70
70
83
770
180
MO
PD, VT,
TIME,
DLY
PD, VT,
TIME, DLY
PD, VT,
TIME,
DLY
MO
Fuses
AP - Armor Piercing
APERS – Antipersonnel
APICM - Antipersonnel Improved Conventional
Munitions
CHEM – Chemical
CP - Concrete Piercing
CPHD – Copperhead
DLY – Delay
DPICM - Dual Purpose Improved Conventional
Munitions
FASCAM - Family of Scatterable Mines
HE - High Explosive
HEP-T - High Explosive Plastic Tracer
ILLUM – Illumination
105-mm
105-mm
155-mm
4/min 1st
min
2
PD, VT, CP,
MT, MTSQ,
DLY
KEY:
MIN – Minute
MO – Multi-option – VT, PD, DLY
MT - Mechanical Time
MTSQ - Mechanical Time Super Quick
NUC - Nuclear
PD - Point Detonating
RAP - Rocket Assisted Projectile
RP - Red Phosphorous
RPM - Rounds per minute
SMK - Smoke
TIME - Adjustable Time Delay
VT - Variable Time
WP - White Phosphorous
101
SECTION VII – EMPLOY THE M18A1 CLAYMORE MINE
1.
Inventory the M18A1 Claymore mine bandoleer, accounting for all accessories.
a. M7 Bandoleer
b. Claymore Mine Body
c. M40 Circuit Tester
d. M57 Firing Device
e. Connecting Wire
f. Instruction Sheet
WARNING: During testing and installation, keep the M57 firing device in your
possession to prevent accidental firing by someone else.
2.
Conduct a circuit test at the firing point.
a. Remove the electrical wire and accessories while leaving the mine in the bandoleer.
b. Remove the dust cover from the connector of the M57 firing device and from the female connector of the
M40 test set.
c. Plug the test set into the firing device.
d. Position the firing device bail to the FIRE position.
e. Actuate the handle of the firing device with a firm, quick squeeze, observing the flash of light through the
window of the test set.
Note. The flashing light indicates that the M57 firing device and M40 test set are
functioning correctly.
f. Remove the shorting plug cover from the connector of the firing wire and from the end of the test set.
g. Plug the connector of the firing wire into the test set.
WARNING: The blasting cap must be placed under a sandbag, behind a tree or in a
hole in the ground to protect the person performing the circuit check in case the
blasting cap detonates.
h. Place the M57 firing device bail in the FIRE position and actuate the firing handle.
Note. The lamp in the window of the M40 test set should flash.
i.
Place the firing device on SAFE, remove the M57 firing device and M40 test set.
j.
Place the shorting plug cover on the firing wire.
3.
Install the M18A1 Claymore mine.
a. Tie the shorting plug end of the firing wire to a fixed object, such as a stake or tree at the firing position.
b. Place the bandoleer on your shoulder.
c. Unroll the firing wire to the selected installation position.
Note. The firing wire is laid from the firing position to the mine installation site
because the blasting cap end is on the inside of the firing wire spool.
4.
Aim the mine.
a. Remove the mine from the bandoleer.
b. Open both pairs of legs to a 45-degree angle with two legs facing to the front and two legs facing to the rear
of the mine.
c. Push the legs about one-third of the way into the ground with the mine facing in the desired direction of fire.
In windy areas or when the legs cannot be pressed into the ground, spread the legs as far as they will go
(about 180 degrees) so the legs are to the front and rear of the mine and the mine will not tip over.
d. Select an aiming point at ground level about 50 meters (150 feet) in front of the mine.
e. Position one eye about 6 inches to the rear of the sight.
(1) On a knife-edge sight, align the two edges of the sight with the aiming point .
(2) On a slit-type peep sight, align the groove of the sight with the aiming point that is 2.5 meters (8 feet) off
the ground.
Note. The aiming point should be in the center of the desired area of coverage with
the bottom edge of the peep sight parallel to the ground that is to be covered with
the fragment spray.
5.
Arm the mine.
a. Secure the firing wire about one meter to the rear of the mine so the mine will not become misaligned if the
firing wire is disturbed.
b. Unscrew one of the shipping plug priming adapters from the mine.
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c.
d.
e.
f.
Slide the slotted end of the shipping plug priming adapter onto the firing wire of the blasting cap between the
crimped connections and the blasting cap.
Pull the excess wire through the slotted end of the adapter until the top of the blasting cap is firmly seated in
the bottom portion of the shipping plug priming adapter.
Screw the adapter, with the blasting cap, into the detonator well.
WARNING: Ensure that the face of the mine marked "front toward enemy" and the
arrows on the mine point in the direction of the enemy.
Recheck the aim of the mine.
6.
Camouflage the mine.
7.
Bury the firing wire (if possible) from the mine back to the firing position.
Note. The firing position should be in a hole or covered position at least 16 meters
to the rear or the side of the emplaced mine.
WARNING: The M40 test set must be used during retest of the circuit.
8.
Repeat step 2 to test the circuit after the firing wire is laid out and the cap is placed inside the mine to see if there
are any breaks in the wire.
Note. To ensure that the mine will function properly after installation, retest the
firing circuit to check for any break in the wire that may have occurred during
installation.
Note. Friendly troops within 250 meters to the front and sides and 100 meters to the
rear of the mine must be under cover.
WARNING: You must be behind cover or in a fighting position when retesting the
circuit on a Claymore mine with the blasting cap inserted in the detonation well.
9.
Fire the mine.
a. Remove the dust cover from the firing device and firing wire.
b. Connect the firing wire to the firing device.
c. Position the firing device safety bail in the FIRE position.
d. Actuate the firing device handle with a firm, quick squeeze.
e. Assume a prone position behind cover.
Note. The mine is most effective when employed against targets 20 to 30 meters in
front of it.
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104
SECTION VIII – UNIFORM AND EQUIPMENT STANDARDS
FIELD UNIFORM:
•
Helmet chin
strap worn
under chin
•
Eye protection
METT-TC
dependent
•
MOLLE pistol
belt will be
worn at waist
level above
hipbones
•
Canteens worn
at hip to allow
for wear of
ruck
•
Knee & Elbow
pads worn
properly not
around ankles
or wrists
•
ACU trousers
will be bloused
at all times
•
Note: Any
modifications
or exceptions
to packing list
must be
approved by
the c/SGM.
105
LOAD BEARING VEST:
106
KEVLAR/ACH:
107
RUCK SACK PACKING LIST:
000
108
Ruck / Packing Notes:
1. Some items may be worn, such as the Knee Pads, Elbow Pads, Gloves, and Glove Inserts are shown
in the Worn Uniform and the Ruck Packing list photos but these items are accounted for on the Ruck
Weight.
2. Training Committee along with WF Leadership will direct what is required for each training site.
3. The Patrol Pack will be either empty, inside the Ruck Sack or be attached to the Ruck Sack or used
separately. Again, the Training Committee along with WF Leadership will provide guidance.
4. Ruck Sack is a 3 day minimum pack.
5. Cadets will restock out of their A Bag.
6. Not Required, but Additional Authorized Items (AAI) may be shown on List.
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A BAG:
A Bag Notes:
1. The A Bag is a Duffle Bag which will be marked by a shoe tag and provided by the REGT. WF will have shoe
tags to help identify platoon integrity, when Cadets move TO and FROM Garrison, AA, TTB and to Garrison.
2. some items may be worn, in the A Bag, or in the laundry.
3. The A Bag is basically a 4 day pack where the Cadets may resupply their Ruck Sack.
4. Not Required, but Additional Authorized Items (AAI) may be shown on List.
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B BAG:
B Bag Notes:
1. Any other civilian clothing will be placed in the B Bag which includes personal items not to be used in the field.
2. A set of ACUs will be set aside in the B Bag for graduation.
3. Not Required, but Additional Authorized Items (AAI) may be shown on List.
4. Reflective Belt in B Bag is AAI and Not Required.
111
RUCK SACK:
Average weight of equipment
1. Boots and ACUs (with Wallet/pen/paper ) 6-8 LBS
2. Kevlar/Mitch and MOLLE System Worn w/water 17 LBS
3. Kevlar/MOLLE System Worn w/water and Ruck complete 46 LBS
Total Weight of Equipment 70 LBS (Min)
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FIELD PACKING LIST:
CARRIED OR WORN
a.
b.
ACU (COMPLETE) (1) (Boots Broken, see authorized boots)
HELMET, KEVLAR OR ACH (Block Letter Professional Looking with Permanent Marker and Sewn on is
Authorized. No other marking is authorized)
c. ID TAGS W/MED TAGS (If required)
d. MOLLE LBV (LOAD BEARING VEST), TO INCLUDE:
(1) POUCH, 30RD MAGAZINE (3) W/ MAGAZINES (4)
(2) POUCH, CANTEEN AND CANTEEN (2)
(3) CUP, CANTEEN (1) Inside left canteen cover
(4) FIRST-AID CASE W/DRESSING (1) Front right of vest
(5) FLASHLIGHT (1) Elbow type or Mini-Mag w/red lens & extra batteries. Mini-Mag inside left ammo
pouch, elbow type secured in grenade carrier on left ammo pouch
(6) POUCH, GRENADE (2)
(7) LENSATIC COMPASS (1) In right grenade pouch, secured with lanyard to waist belt
(8) EARPLUG CASE W/EARPLUGS (1) Inside left ammo pouch
(9) CAMO STICK/COMPACT (1) (Green, Loam or ACU color) Inside left ammo pouch
2. TACSOP (1) Inside pocket of LBV
3. M-16 RIFLE W/BLANK ADAPTER Blank adapter inside left ammo pouch when not on weapon
4. MAP AND PROTRACTOR Right trouser cargo pocket
5. NOTEBOOK W/PEN & PENCIL Left cargo pocket
6. KNEE & ELBOW PADS (METT-TC)
7. GLOVES, LEATHER BLACK W/WOOL INSERTS (1PR) (METT-TC)
8. EYE PROTECTION
9. WATCH
10. SPEED BEADS (Pace Count is AAI, not required)
RUCK SACK
a.
BAG, WATERPROOF (1) (note: place items (1) through (7) inside waterproof bag):
(1) ACU TOP & BOTTOM (1)
(2) T-SHIRTS, TAN (4), UNDERWEAR (3optional), SOCKS (4 PR)
(3) POLY PRO COLD WEATHER TOP
(4) PERSONAL HYGIENE KIT ( Males to include razors)
(5) BATH TOWEL (1) (Dark Solid Color)
(6) WASHCLOTH (2) (Dark Solid Color)
(7) BRA (FEMALES) (2)
b. LINER, PONCHO (1) Inside Sleep System Carrier
c. PARKA W/W (1) right sustainment pouch
d. WEAPONS CLEANING KIT (1) inside Center Pocket
e. 550 CORD inside top flap (min 50 ft)
f. CAP, ACU or PATROL CAP (1) inside top flap (Either Worn or in Ruck)
g. TERRAIN MODEL KIT, inside Center Pocket (There is no standard kit but WF provided JUST an example at
the end of this Packing List but not the required Terrain Model Kit.
h. TACTICAL BUNGEE CORDS (4) inside top flap (Med Size and Black, Brown, Green and ACU color
authorized)
i.
MRES (2) BROKEN DOWN IN left sustainment pouch
j.
TRASH BAGS (2) in center pocket
k. INSECT REPELLENT/SUNSCREEN COMBINATION IN ZIPLOC BAG, in center pocket (Will be issued from
REGT)
l.
FOOT POWDER IN ZIPLOC BAG, in center pocket
m. CARRIER, HYDRATION w/BLADDER attached to Ruck Sack or Worn
n. PAD, SLEEPING (1) secured on top of rucksack
o. MOLLE SLEEP SYSTEM includes: SACK, STUFF (Black), COVER, BIVY (Gore-Tex), BAG, PATROL
SLEEPING (Green) in sleep system carrier
p. MOSQUITO HEAD NET, in center pocket
q. REFLECTIVE BELT (1) secured around outside of rucksack (METT-TC)
r. Sewing Kit , Hand Sanitizer, Chap Stick, Gator Neck, PT Cap, (Some AAI, but Not Required)
s. PACK ASSAULT
113
t.
May be worn: KNEE PADS, ELBOW PADS, GLOVES/INSERTS
A BAG, BAG, WATERPROOF (1) INSIDE:
a.
ACU TOP & BOTTOM (4)
(1) SOCKS (4 PR min., but recommended more due to field time)
(2) UNDERSHIRT (4 min., but recommended more due to field time)
(3) UNDERWEAR (4 min., but recommended more due to field time)
(4) T-SHIRT, IPFU (2)
(5) TRUNKS, IPFU (2)
(6) BATH TOWEL (2)
(7) WASHCLOTH (1)
(8) SOCKS, WHITE (2 PR)
b. PARKA, GORTEX (1)
c. PADLOCKS (1)
d. BOOTS, COMBAT DESERT
e. SHOES, SHOWER
f. SHOES RUNNING
g. BRA (Females) (4)
h. POLY PRO COLD WEATHER BOTTOM
i.
LINER, PONCHO
j.
TROUSERS W/W (1)
k. BAG, BARRACKS (2)
l.
Set of Velcro Name Tapes/US Flag/Unit Patch (1)
m. Duffle Bag Shoe Tag Provided by the REGT and each PLT will have a different marking to help identify
Platoon movement to AA/TTBs.)
n. BUTT PACK from MOLLE KIT
All Items not listed above will be placed in B Bag
B Bag
o.
p.
q.
r.
s.
t.
u.
v.
UNDERWEAR (2), BRA (Females) (2)
ACU TOP & BOTTOM (1)
IPFU JACKET (1), IPFU PANTS (1)
T-SHIRT, IPFU (1),TRUNKS, IPFU (1)
SOCKS, WHITE (4 PR)
PADLOCKS (2)
T-SHIRT, TAN (1), SOCKS (2)
CAP, ACU (1)
114
EQUIPMENT MARKING CODES:
Ruck sacks will have two color markings (one set) to identify them by company and platoon. These colors will be
marked by two sets of tape: one set on the upper left side of the ruck frame and the other set on the top hand strap.
The color tape to denote company should be at least twice as thick as the tape to denote platoon. There will also be a
bag tag which will be wrapped around the handle of the rucksack. Refer to picture below.
Color system is as follows:
1.
2.
3.
AO North: Red
a. LOY: Red
b. NEIU: Black
c. DPU: Blue
d. RMU: White
AO Central: White
a. UIC: Red
b. IIT: Black
AO South: Blue
a. IUN: Red
b. CSU: Green
Place tape as indicated by arrows
115