Military reference books and manuals (2009-2023, Volume 5)

are cached. Provisions for casualty and enemy prisoner evacuation depend on the

company and Kandak plans.

d. Deception Plan. Most stay-behind operations are set up covertly. It is essential to

mislead the enemy during this effort to cause him to act in a manner favorable to the

unit's plan of action. Deception can continue throughout the mission.

e. Concept of the Operation. In most cases, units operate in small groups in their own

area of operation. The actual concept, however, depends on the commander's intent.

1-24. BREAKOUT FROM ENCIRCLEMENT

A breakout from encirclement may be necessary when a stay-behind force is detected

and encircled by the enemy or from other situations that result in the encirclement of the

company.

a. General Considerations. The specific situation at the time of the encirclement will

determine the proper actions to be taken by the encircled force. If the company is still

combat effective and in a position to continue the mission according to the higher

commander's concept, a breakout may not even be considered. If a breakout is required or

directed by higher headquarters, the senior officer within the encirclement assumes

control of all encircled forces. He then decides whether to conduct a breakout attack or to

conduct an exfiltration to prevent the capture/destruction of the force. Whichever

technique is selected should be conducted during limited visibility and as soon as

possible to prevent the enemy from establishing his positions and concentrating

additional forces against the encircled force.

b. Breakout Attack. A breakout attack is planned as any other attack with the following

special considerations. The friendly force is normally in a defensive posture and the

consolidation of this defense is the first requirement. This is accomplished as a perimeter

defense. Once the force is secured, the CO directs reconnaissance to identify enemy

weaknesses or gaps that can be exploited by the attack. Then he plans the attack and

integrates all available fire support to include assets outside the encirclement if possible.

The plan may incorporate an activity to mislead or fool the enemy of the true location for

the main attack. This may be difficult unless there are considerable friendly forces

available. The plan must carefully consider the timings required to pull out units from

their positions on the perimeter to follow the main attack. If they move too soon and are

detected by the enemy, the breakout may fail because of the too early collapse of the

perimeter defense. Contingency plans to switch to a decentralized exfiltration by the

remaining forces may be effective in this case.

c. Breakout by Exfiltration. The initial actions are identical to the breakout attack. Once

the reconnaissance has identified enemy gaps and weaknesses, the CO decides how to

exploit them. He must also decide what size elements will conduct the exfiltration. If

appropriate, a technique similar to the withdrawal not under enemy pressure may be used.

This entails thinning the units on the perimeter, leaving a DLIC for each platoon to fool

the enemy, and providing a security force in the event the enemy attacks. At a given time

or on order, these DLICs would then disengage and begin exfiltration on their designated

lanes. The CO must also decide how many lanes to use and whether or not to plan for

linkups before reentering friendly line

ARTEP 7-10-MTP

PREFACE

This mission training plan

(MTP) is designed for the Infantry rifle company. This MTP

provides company commanders with a descriptive, mission-oriented training program to train their

units to perform their critical wartime missions. Although a unit’s missions and deployment

assignments impact on the commander’s final set of training priorities, the tasks described herein

are the primary ones the unit must be able to execute with proficiency. The unit is expected to

train all tasks to standard. Standards for training may be made more difficult but may not be

lowered.

The proponent and preparing agency for this publication is Headquarters, Kabul Military

Training Center, Kabul, Afghanistan. Recommendations for changes to this document should be

sent to them.

Unless otherwise stated, masculine nouns and pronouns do refer exclusively to men.

ARTEP 7-10-MTP

CHAPTER 1

UNIT TRAINING

1-1. General. This MTP provides the infantry company

commander with a tactical training and evaluation program

for the company. It also provides guidance on how to train,

as well as the key missions on which to train. The specific

details of the training program depend on many factors,

including:

a. The unit's Mission Essential Task List (METL).

b. Training directives and guidance established by the

chain of command.

c. Training priorities for the platoon and squad.

d. Training resources and areas available.

1-2. Supporting Material. This MTP describes a critical

wartime mission-oriented company training program, which

is part of the battalion's training program. The

battalion's training program consists of the battalion-

level MTP(ARTEP 7-20-MTP) and also includes MTPs, drills,

soldier tasks, and leader tasks.

a. Mission training plans. MTPs for the infantry rifle

platoon and squad (ARTEP 7-8-MTP) and for the mortar

platoon, section, and squad (ARTEP 7-90-MTP) are used to

train the company.

b. Infantry drills (ARTEP 7-8-Drill). Drills are used by

the platoon and squad leaders to train skills that must be

sustained by the company and platoon.

c. Soldier tasks. Soldier's manuals for the appropriate

MOS and skill levels are used to train individual tasks.

d. Leader tasks. The MQS II manual is used to train the

company commander.

1-3. Definitions. The terms mission and operation are used

often throughout this manual. These terms mean different

things and each must be understood.

a. A mission and an operation are defined as follows:

(1) A mission is defined as "The primary task assigned

to an individual, unit, or force. It usually tells the

unit what to do, when to do it, where to do it and the

reason for doing it, but usually doesn’t tell the unit how

to do it.”

(2) An operation is defined as "A military action in the

larger sense, intended to gain the objectives of a battle or

campaign.”

b. Examples of infantry operations are movement to contact

(offensive), attack (offensive), delay

(retrograde), and defend (defensive). These operations

become a mission when the five elements of who, what, when,

where, and why are employed. For example, an attack

operation becomes a mission when situation-specific

information is provided, such as Company A attacks to seize

Objective BLUE vicinity LA059699 NLT 231200Dec03 to prevent

the enemy from reinforcing Objective RED.

1-4. Contents. This MTP is organized into six chapters.

a. Chapter 1, Unit Training, outlines the organization of

this MTP and discusses collective training concepts. It

explains how to use this MTP in establishing an effective

training program.

b. Chapter 2, Training Matrixes, shows the relationship

between operations and collective tasks.

c. Chapter 3, Operation Outlines, describes the use of

the MTP for developing company training plans. It also

presents a graphic portrayal of the relationship between

critical operations and collective tasks inherent to those

operations.

d. Chapter 4, Training Exercises, consists of field

training exercises (FTXs) and situational training

exercises(STXs) that combine with leader training activities

to aid in training the company's critical operations and

tasks. FTXs and STXs provide training information and a

scenario to aid in sustaining the training of a key mission.

It may also serve as part of an internal or external

evaluation of the company executing the mission in a

tactical setting.

e. Chapter 5, Training and Evaluation Outlines, provides

the company with tasks, conditions, standards, and

performance measures that are needed to train their critical

operations. These training criteria orient on the levels of

collective training executed by the company. Each T&EO is a

part of one or more critical operations and, in various

combinations, make up larger training exercises such as the

FTXs and STXs in Chapter 4.

f. Chapter 6, External Evaluation, provides instructions

for the planning, preparation, and execution of an external

evaluation.

1-5. Operations and Tasks. The company's critical wartime

operations are movement to contact, attack, raid, ambush,

reconnaissance and security, defend, and retrograde. Each

operation includes major activities that the company must

execute to accomplish its mission. It also includes the

tasks that each platoons, squads, and soldiers must

perform. Each of these tasks requires training.

a. Company tasks may be trained individually or jointly.

They must be oriented on the training criteria provided in

the T&EOs and in ARTEP 7-8-Drill. Drills and collective

task T&EOs can be linked through a logical, tactical

scenario to form an STX. Although an STX is mission-

oriented, it will not, by itself, result in training to

mission proficiency. Various combinations of STXs can be

used in developing an FTX for the company. Several STXs can

be used for an external evaluation (designed by brigade

headquarters) of a company's ability to perform multiple

missions under stress in a realistic environment.

b. Platoon and squad tasks are trained the same way as

described above. However, the platoon leader and squad

leader must also train the drills provided in ARTEP 7-8-

Drill.

c. Leader tasks are individual tasks trained by using:

o Tactical exercises without troops (TEWT).

o Battle simulations.

o Execution of platoon and company missions.

o Officer and or NCO professional development training

based on MQS/STP tasks.

d. Individual tasks are mastered through training to

standards outlined in MQS and STP manuals.

1-6. Training Principles. These principles should

be followed in all training.

a. Train as a combined arms team. ANA doctrine requires a

strong focus on teamwork. When committed to battle, each

unit must be prepared to fight as a team with other units

such as artillery, engineers, airplanes, logistics units and

police without additional training. Leaders must regularly

train with these other units in order to accomplish their

missions successfully.

b. Train as you plan to fight. The goal of all training

is to make that training as similar to combat as possible.

Every effort must be made to attain this difficult goal.

Within the confines of safety and common sense, leaders must

accept less than perfect results initially and demand

realism in training. They must integrate such realistic

conditions as smoke, noise, darkness, battlefield debris,

loss of key leaders, and bad weather.

c. Use appropriate doctrine. All soldiers must be trained

using the appropriate training doctrine. If the soldiers are

all trained by the same doctrine, they will know how to

react in recurring situations and soldiers newly assigned to

the unit will learn their jobs quicker. Leaders must insure

that the proper mission training plans, drill books,

soldier's manuals, regulations, and other training and

doctrinal publications are used to plan, conduct and

evaluate the training.

d. Use performance-oriented training. Soldiers

learn best by doing, using a hands-on approach. Leaders are

responsible for developing and executing a training strategy

that allows the soldier to learn by actually doing the

tasks.

e. Train to challenge. Tough, realistic, and

intellectually and physically challenging training excites

and motivates soldiers and leaders. It builds competence

and confidence by developing and honing skills. Challenging

training inspires excellence by fostering initiative,

enthusiasm, and eagerness to learn.

f. Train to sustain proficiency. Once individuals and

units have trained to the required standard, leaders must

structure collective and individual training plans to insure

they can continue to meet the standard. MTPs and individual

training programs are tools to help achieve and

sustain collective and individual proficiency.

g. Train using multi-echelon techniques. Commanders must

try to simultaneously train individuals, leaders, and

platoons/squads at each echelon in the company.

h. Train to maintain. Maintenance is a vital part of

every training program. Maintenance training designed to

keep equipment working is as important to soldiers as their

knowing how to use the equipment. Soldiers and leaders are

responsible for insuring that equipment is always working.

i. Make company commanders the primary trainers. They are

responsible for the training and performance of their

soldiers. They should approve all training before it’s

conducted and they should be present and supervising

training while it’s being conducted.

1-7. Training Strategy. The infantry company commander’s

training strategy consists should consist of three separate

training strategies. When integrated with the training tasks

in the MTP, they form a comprehensive and focused training

strategy that allows the company to train to standard. The

elements of the infantry company training strategy are

maneuver, gunnery, and soldier.

a. Maneuver strategy. This strategy covers how often

(called training frequency) that the company conducts

maneuver training such as battle drills, STX’s and FTX’s

during the course of a training year. The amount of time

that the commander devotes to maneuver training depends on

the amount of time and resources available.

b. Gunnery strategy. This strategy covers how often that

the company conducts live fires with its assigned weapons.

This includes both individual weapons such as pistols and

rifles, and crew-served weapons such as machine guns and

mortars. The amount of time that the commander devotes to

maneuver training depends on the amount of time and

resources, especially ammunition and ranges, available.

c. Soldier strategy. The soldier strategy provides an

annual plan for training and maintaining skills at the

individual level and lists the resources required to train

the soldier.

d. Training Steps of Crawl, Walk, Run. Just as a child

must first learn to crawl before they can walk and walk

before they can run, soldiers and units must do the same

with their tasks and missions. The commander’s training

strategy must train the simplest tasks to standard first

(crawl), then the more difficult tasks (walk), then the most

difficult tasks and missions (run). It is important that

the commander insure that each training step be trained to

standard before progressing to the next step.

1-8. Conduct of Training. This MTP aids in planning,

preparing, and conducting company training.

a. The battalion commander assigns missions and tasks

to the company based on his Mission Essential Task List

(METL) and his brigade commander's training guidance.

Trainers must plan and execute company training in support

of this guidance.

b. The Operation Outlines in Chapter 3 must support the

battalion commander's guidance. Most likely they will need

to be changed slightly. These changes should be based upon

the company commander’s assessment of Mission, Enemy,

Terrain, Time, and Troops available (METT-T).

c. The company commander must determine the priority of

all tasks. The commander will never have enough time to

train all tasks to standard so he must focus on the most

important tasks (Mission Essential Tasks) and individual

soldier skills. The company commander should hold weekly

training meetings with his first sergeant, platoon leaders,

and platoon sergeants in order to decide what these

important training tasks are.

d. Training tasks must be written into the training

schedule. The following procedures are used to do this:

(1) List the tasks in the priority and frequency they

need to be trained.

(2) Determine the required training time.

(3) Determine the best procedure for using multi-echelon

training for the best effect.

(4) Determine the training location(s).

(5) Determine the training responsibilities (who will

be responsible for what training).

(6) Determine the time needed for training.

(7) Determine the best training method.

(8) Determine the resources needed to support the

training.

e. The company commander provides this training schedule

to his battalion commander. Once the battalion

commander has approved it, he adds it to the

battalion training schedule.

f. Leaders must keep subordinate leaders informed of

training they are conducting. Standards must be rigidly

enforced. If they are not, the company and soldiers will

suffer.

1-9. Battle Focus. Battle focus derives peacetime training

requirements from wartime missions. It guides the planning,

execution, and assessment of the company's training program

to ensure the company trains as it will fight. Battle focus

is critical throughout the entire training process. It is

used by commanders to allocate resources for training based

on wartime mission requirements. It helps the commander

recognize that a company cannot attain proficiency to

standard on every task due to time or resource constraints.

A successful training program is achievable, however, by

narrowing the focus to a reduced number of vital tasks that

are essential to mission accomplishment.

1-10. Safety. A well-trained company is normally accident-

free, although accidents can occur through no fault of the

soldier or equipment operator. Most accidents result from

unsafe acts of untrained, unsupervised, or complacent

soldiers or leaders.

a. Effective training occurs when soldiers are confident

in their abilities to perform their tasks to standard,

including appropriate safety standards. Leaders must ensure

that all soldiers know and follow company safety Standard

Operating Procedures (SOPs)during all training events.

Leaders should make on-the-spot corrections when an unsafe

act is observed.

b. Using safety checklists will greatly enhance the

overall safety practices of soldiers during training.

c. Leaders must conduct a risk assessment of all planned

training. Commanders must be especially careful when

moderate-or high-risk training is conducted.

1-11. Evaluation. Training and Evaluation Outlines

(T&Eos) in Chapter 5 list the standards that the company

must meet for each of its tasks. This is probably the

most important chapter in this manual.

a. Evaluations can be internal or external. Internal

evaluations are those where the evaluators are members of

the unit being trained. For example, the company commander

evaluating his company while they train on a company task is

an internal evaluation. External evaluations are those

where the evaluators come from outside the unit. External

evaluations are formal, meaning that the evaluations are

normally done in writing, and are usually conducted by the

headquarters two levels above the company.

b. A critical weakness in training is the failure to

evaluate each task every time it is performed. Simultaneous

training and evaluation are the basis for the ARTEP concept.

Every training exercise provides the potential for

evaluation, and every evaluation is a training session. To

optimize training, the company commander must restate to the

trainers and leaders the need for continuous training

evaluation.

c. Leaders should emphasize direct, on-the-spot

evaluations. Correcting poor performance during individual

or small-group training is easy to do. Outside evaluators

usually make this difficult to do during higher-level

exercises. Leaders should plan After Action Reviews (AARs)

at frequent and logical intervals during exercises. This

allows the company commander to correct poor performance

while they are still fresh in everyone's mind and prevents

the reinforcement of bad habits.

d. Chapter 6 of this manual provides detailed instructions

for conducting an AAR and detailed guidance on coaching and

evaluating the individual soldiers and units during

training.

1-12. Feedback. We request your recommendations for

improvement of this manual. Feedback will ensure that this

ARTEP MTP answers the training needs of companies in the

field. Send your written comments to the address listed

in the preface.

ARTEP 7-10-MTP

CHAPTER 2

TRAINING MATRIXES

2-1. General. This chapter provides training matrixes that

help the company commander in near-term, short-range, and

long-range, training plans and schedules. The matrixes

complement the battalion training management plan. They

provide an organized set of relationships that make the

leader's job easier.

a. As discussed in Chapter 1, company proficiency requires

rifle and mortar platoons trained to the standards of ARTEP

7-8-MTP.

b. Once the platoon collective tasks in ARTEP 7-8 MTP have

been trained to standard, they must be integrated and

sustained through training the company collective training

tasks. These collective tasks are in Chapter 5 of this

manual as training and evaluation outlines.

c. When the company collective tasks are trained to

standard, they are integrated and sustained through mission-

oriented training exercises, such as STXs and FTXs.

d. The company collective tasks, selected by the company

commander to make up an STX, are linked by leader command

and control tasks.

e. STXs in various combinations can be used in developing

an FTX. FTXs are normally trained at company or higher

level.

2-2. Battlefield Operating Systems. The Battlefield

Operating Systems (BOS) are functions of the combined arms

force. (The T&EOs in Chapter 5 are organized according to

BOS). The operating systems are defined as follows:

a. Intelligence. This is knowledge of the enemy, weather,

and terrain features required by a commander to plan and

conduct combat operations. The task Perform Reconnaissance

is listed under this operating system.

2-1

ARTEP 7-10-MTP

b. Maneuver. This is the act of moving forces on the

battlefield, to achieve a position of advantage over the

enemy. Examples include Move Tactically and Perform Linkup.

c. Fire support. This entails generating and applying

indirect fire weapons (mortars and artillery) to support

maneuver. The task Employ Fire Support is listed under this

operating system.

d. Mobility and Survivability. This includes tasks that

allow the company the freedom to move and maneuver, with the

protection necessary they need to fulfill their primary

mission. Example T&EOs are Maintain Operation Security.

e. Air Defense. This includes all measures taken to

nullify or reduce the effectiveness of hostile aircraft

attack. Defend Against Air Attack is an example of this

task.

f. Combat Service Support. This includes tasks performed

by the company to ensure that the company can provide itself

the food, water, fuel, ammunition, and replacement soldiers

that it needs. The task Treat and Evacuate Casualties is

listed under this operating system.

g. Command and Control (C2). This refers to the orders

that commanders give their units in order to control their

units’ actions and accomplish the mission. It also includes

the planning and coordination necessary to prepare those

orders and the equipment, such as radios, that the commander

uses to send the orders to his subordinates. The

task Develop and Communicate a Plan is listed under this

operating system.

2-2

ARTEP 7-10-MTP

2-3. Operation-to-Collective Task Matrix.

a. Figure 2-1 reflects the relationship of T&EOs to

company operations. It illustrates the seven company

critical wartime operations across the top and supporting

T&EOs down the side. An "X" in a column indicates a T&EO

that supports the operation at the top of that column. Where

more than one X appears in a row, the X indicates that the

T&EO supports more than one operation.

Therefore, in addition to looking down a column to see which

T&EOs support a particular operation, the commander should

look across a row to see which T&EOs support more than one

operation.

b. This matrix presents the full range of collective

tasks. The company commander, however, need not train every

task under an operation to fully support a specific mission.

He should select important tasks according to his battalion

commander's guidance, his company battle focus, the training

status of his company, resources available, METT-T analysis,

and other company requirements.

OPERATIONS

COLLECTIVE TASKS

MTC ATK RAID AMB R&S DEF

BOS

Perform Reconnaissance

Intel

7-2-1002

Perform Screen/Guard

Intel

7-2-1006

Perform Movement to

Man

Contact 7-2-1101

Take Action on Contact

Man

7-2-1107

Execute Attack

Man

7-2-1100

Perform Overwatch/

Man

Support by Fire 7-2-1108

Perform Raid

Man

7-2-1102

Withdraw under Enemy

Man

Pressure 7-2-1121

Withdraw Not under

Man

Enemy Pressure 7-2-1120

Figure 2-1: Operation to Collective Task Matrix

OPERATIONS

COLLECTIVE TASKS

MTC ATK RAID AMB R&S DEF

BOS

Perform Delay

Man

7-2-1119

Execute Assault

Man

7-2-1103

Perform Airborne

Man

Assault 7-2-1127

Break-Out from

Man

Encirclement 7-2-1129

Occupy Assembly Area

Man

7-2-1136

Perform Stay-Behind

Man

Operations 7-2-1116

Perform Ambush

Man

7-2-1106

Execute Defense

Man

7-2-1115

Perform Relief Operations

Man

7-2-1124

Move Tactically

Man

7-2-1134

Perform Air Assault

Man

7-2-1126

Perform Tactical

Man

Road March 7-2-1123

Perform Link-Up

Man

7-2-1128

Perform Operations with X

Man

Armored Vehicles 7-2-1140

Perform Passage of

Man

Lines 7-2-1125

Perform Infiltration/

Man

Exfiltration 7-2-1137

Execute an Assault

Man

(MOUT) 7-2-1109

Defend Building (MOUT)

Man

7-2-1118

Perform Cordon and

Man

Search 7-2-1105

Figure 2-1. Operation to Collective Task Matrix (continued)

OPERATIONS

COLLECTIVE TASKS

MTC ATK RAID AMB R&S DEF

BOS

Perform Route Clearance X

Man

7-2-1104

Perform Demolition

Man

Guard 7-2-1117

Employ Fire Support

7-2-1200

Breach an Obstacle

M & S

7-2-1402

Maintain Operations

M & S

7-2-1409

Establish a Road Block

M & S

7-2-1401

Perform Combat Service

CSS

Support Operations 7-2-1501

Process Enemy Prisoners X

CSS

Of War/Captured Materials 7-2-1503

Treat & Evacuate

CSS

Casualties 7-2-1504

Develop & Communicate

A Plan 7-2-1605

Prepare for Combat

7-2-1606

Perform Consolidation

& Reorganization 7-2-1607

Figure 2-1. Operation-to-Collective Task Matrix (continued).

ARTEP 7-10-MTP

CHAPTER 3

OPERATION OUTLINES

3.1 GENERAL. An operation outline is a diagram of the relationship between each

operation and its subordinate collective tasks. Each operation outline provides the

commander a diagram of an operation, example STXs, and the collective tasks that

comprise them. These operation outlines are an integral part of the overall training plan.

The infantry rifle company has six critical wartime operations (Table 3-1).

FIGURE

OPERATION

PAGE

3-2

Movement to Contact

3-3

3-4

Attack

3-3

3-6

Raid

3-4

3-8

Ambush

3-4

3-10

Reconnaissance & Security

3-5

3-12

Defend

3-5

Table 3-1. Listing of Operation Outlines

While the operation does not change, the supporting tasks and collective tasks

vary in combat with the mission, based on METT-T. Figures 3-1 through 3-11 contain

example STXs and example operation outlines for the seven critical operations of an

infantry company.

3.2 Relationship of Operation Outlines to collective Task Matrixes. The matrixes in

Chapter 2 provide the collective tasks for each of the six company critical wartime

operations. These tasks can be combined into STXs based on different

conditions/missions. Combinations of these tasks can be put into many different STXs

and training plans.

3-1

a. Situational Training Exercises (STXs). The example operation outlines can be used

to help build training plans. The example STXs are developed from the operation outline

(paragraph 3-3). The commander can either select an STX from the examples in this

chapter, or he can develop a different STX based on his company’s training needs.

Different conditions require changing the selection of collective tasks to accomplish the

same operation. Therefore, STXs must be tailored to the company’s mission-essential

task list and METT-T conditions.

b. Field Training Exercises. Platoons and squads are trained through drills, platoon

T&EOs, and platoon STXs. However, platoon training is not enough to fully train the

platoons. Platoons normally fight as part of a company operation. Many platoon tasks

require close teamwork with other platoons and must be trained during a controlled

company-level FTX. Company-level training requires the integration of rifle platoons, the

weapons platoon, and the company headquarters section to accomplish the mission.

3-3. Use of Operation Outlines. The operation outline is used to select the appropriate

tasks when planning STXs or FTXs. The first row under the operation contains collective

tasks and T&EOs, which are normally performed each time the operation is executed.

3-4. Conditions Statement. The conditions statement, included with each operation, is

developed to set the tactical situation and to develop the mission statement. The

conditions in the Operations Outlines are examples; commanders are encouraged to

develop their own conditions based on their company’s METL and the conditions of

METT-T.

3-2

OPERATION 1: MOVEMENT TO CONTACT

EXAMPLE CONDITIONS FOR STX 1: The enemy has broken contact with ANA

forces. Our intelligence indicates that the enemy has withdrawn deep into territory he

controls, he is being reinforced, and he is preparing to counterattack us. Your company is

leading the battalion movement to regain contact with the enemy.

EXAMPLE MISSION STATEMENT: B Company conducts a movement to contact

along Axis BRAVO NLT 221300May 06 to regain contact with the enemy.

STX 1: MOVEMENT TO CONTACT

a. Develop & Communicate a Plan

b. Prepare for Combat

c. Move Tactically

d. Take Action on Contact

e. Perform Consolidation and Reorganization

Figure 3-1. Example of Movement to Contact STX

OPERATION 2: ATTACK

EXAMPLE CONDITIONS FOR STX 2: Latest intelligence indicates that the enemy has

established defensive positions in an area with lots of trees. He has been observed with

SA-14 anti-aircraft missiles in these positions. Your company has received the mission

to attack one of these positions.

EXAMPLE MISSION STATEMENT: B Company attacks to destroy the enemy anti-

aircraft missile site vicinity (state enemy’s positions on the map) NLT 220200 JUN06 to

destroy or capture all enemy personnel and equipment.

STX 2: ATTACK

a. Develop and Communicate a Plan

b. Prepare for Combat

c. Perform Infiltration/Exfiltration

d. Perform Linkup

e. Perform Assault

f. Perform Stay-Behind Operations

Figure 3-3. Example of Attack STX

3-3

OPERATION 3: RAID

EXAMPLE CONDITIONS FOR STX 3: Your company has been given the mission of

conducting a raid to destroy an enemy base camp. The camp is along a river with a high

ridgeline on the far side of the camp. The surrounding terrain is hilly and has many trees.

There is one main road along the river that runs through this camp. Helicopters to

transport your soldiers are available and an area suitable for their landing is about 5

kilometers from the camp.

EXAMPLE MISSION STATEMENT: A Company conducts a raid, vicinity (state

enemy’s positions on the map) NLT 131300JUL06 to destroy the enemy base camp.

STX 3: RAID

a. Develop and Communicate a Plan

b. Prepare for Combat

c. Move Tactically

d. Perform Air Assault

e. Perform Raid

f. Consolidate and Reorganize

Figure 3-5. Example of Raid STX

OPERATION 4: AMBUSH

EXAMPLE CONDITIONS FOR STX 4: Latest intelligence indicates that enemy forces

have been using a trail network in our area of operations to infiltrate men, equipment and

supplies for the enemy to use in operations against us. The enemy is lightly armed and

traveling in groups of three to four men. Your company will ambush these groups to keep

the men, supplies and equipment from reaching their destination.

EXAMPLE MISSION STATEMENT: A Company conducts ambush vicinity (give

ambush map location or locations), NLT 031900JAN06 to destroy or capture enemy men,

equipment and supplies.

STX 4: AMBUSH

a. Develop and Communicate a Plan

b. Prepare for Combat

c. Move Tactically

d. Occupy Assembly Area

e. Perform Ambush

f. Consolidate and Reorganize

Figure 3-7. Example of Ambush STX

3-4

OPERATION 5: RECONNAISSANCE AND SECURITY

EXAMPLE CONDITIONS FOR STX 5: The company has had very little enemy contact

over the last 4 days. Your battalion has ordered your company to begin reconnoitering to

locate and enemy command post.

EXAMPLE MISSION STATEMENT: A Company reconnoiters, vicinity Objective

ROCK, (give map location of Objective ROCK), NLT 121800DEC06 to locate the

enemy command post.

STX 5: RECONNAISSANCE AND SECURITY

a. Develop and Communicate a Plan

b. Prepare for Combat

c. Move Tactically

d. Perform Reconnaissance

Figure 3-9. Example of Reconnaissance and security STX.

OPERATION 6: DEFEND

EXAMPLE CONDITIONS FOR STX 6: Latest intelligence indicates that the enemy

plans to attack a police station in your area of operations. The police station is located in

a large village. You must defend the entire village in order to protect the police station,

policemen, and villagers by not allowing the enemy to use the buildings in the village.

EXAMPLE MISSION STATEMENT: A Company defends village, vicinity TT

131200NOV06 to deny the enemy entrance to the village.

STX 6: DEFEND

a. Develop and Communicate a Plan

b. Prepare for Combat

c. Perform Tactical Road March

d. Conduct a Screen/Guard

e. Execute Defense

Figure 3-11. Example of Defend STX

3-5

ARTEP 7-10-MTP

CHAPTER 4

TRAINING EXERCISES

4-1. GENERAL. Training exercises are used to train,

evaluate, and practice performance-oriented collective

tasks. An infantry rifle company must participate in a

variety of exercises based on guidance from the battalion

commander. The two types of exercises in this MTP are the

FTX and STX. These exercises aid the commander in

developing, sustaining, and evaluating unit mission

proficiency. STXs are single-mission oriented while FTXs are

multiple-mission oriented and involve more time, more

complexity, and more support.

4-2. FIELD TRAINING EXERCISES. An FTX is an exercise of the

entire company and is planned, supported, and controlled by

the battalion. It is normally conducted against a designated

Opposing Force (OPFOR) in as realistic a combat

environment as possible. This allows participants to

appreciate realistic communications, effects of casualties,

time and distance, and numerous factors that complicate the

battlefield. FTXs are also costly, requiring extensive fuel,

repair parts, support personnel, OPFOR, maneuver areas, and

evaluators and controllers. The company

FTX provides a logical sequence for performance of the tasks

that the company has been trained for in the STX. Full-scale

company FTXs must be planned, resourced, and conducted by

battalion or brigade staffs. Companies may plan and conduct

small-scale (one-mission-oriented) FTXs. This would entail

combining several STXs and using internal resources--for

example, provide internal OPFOR, evaluators, and

controllers. Figure 4-1 shows the relationship between the

STXs and a small-scale company FTX.

4-1

4-3. EXAMPLE FTX. The example FTX at Figure 4-1 contains two

STXs selected or developed by the company commander to

support different operations. The sequence of events is used

as an example only. The company commander, battalion

commander, and battalion staff must make their own training

plans (FTXs and STXs) based on the company and battalion

METL, local training guidance, assessment of unit strengths

and weaknesses, training priorities, local readiness

posture, and other factors of METT-T.

STX 2-1

STX 2-2

ATTACK T&EOs

RAID T&EOs

Develop and Communicate a Plan

Occupy Assembly Area

Prepare for Combat

Perform Raid

Perform Infiltration/Exfiltration

Perform Infil./Exfil.

Perform Linkup

Perform Passage of Lines

Execute Assault

Consolidate & Reorganize

Perform Stay-Behind Operations

Figure 4-1. Example of Small-Scale Company FTX

(conducted at Company Level)

4-2

INFANTRY RIFLE COMPANY

EXAMPLE FIELD TRAINING EXERCISE

1. Objective. This example FTX is designed to train the

infantry rifle company in conducting general operations.

It also provides platoons an opportunity to operate in a

setting that prepares them for full-scale FTXs conducted and

evaluated by the parent battalion. This exercise provides

practice for the company commander, platoon leaders, squad

leaders, and company headquarters personnel in planning,

coordinating, and controlling combat operations.

2. Supporting Documents.

a. ARTEP 7-10-MTP, Mission Training Plan for the Infantry

Rifle Company.

(1) Attack STX 2-1.

(2) Raid STX 2-2.

b. ARTEP 7-8-MTP, Mission Training Plan for the Infantry

Rifle Platoon and Squad.

(1) Defend, retrograde, and attack STXs (Chapter 4).

(2) T&EOs:

o 7-3/4-1108, Perform Overwatch/Support by Fire.

o 7-3/4-1103, Execute Assault.

o 7-3-1102, Perform Raid.

o 7-3/4-1136, Occupy Assembly Area.

o 7-3/4-1134, Move Tactically.

o 7-3/4-1125, Perform Passage of Lines.

o 7-3/4-1605, Develop and Communicate a Plan.

4-3

o 7-3/4-1607, Perform Consolidation and

Reorganization.

o 7-3/4-1116, Perform Stay-Behind or Hide Operations.

o 7-3/4-1137, Perform Infiltration/Exfiltration.

o 7-3/4-1606, Prepare for Combat.

c. ARTEP 7-8-DRILL, Battle Drills for the Infantry Rifle

Platoon and Squad.

o Battle Drill 2, React to Contact.

o Battle Drill 3, Break Contact.

3. Training Enhancers

a. Platoon/squad drills, platoon MTP T&EOs, and platoon

and company STXs must be practiced and mastered before FTX

training.

b. Force Protection. Protecting the force must be an

integral component of training. Safety must be exercised in

combat to prevent injury to soldiers; therefore, it must be

practiced in training. Realistic, demanding training can be

safe if all leaders and soldiers incorporate safety into the

planning, preparation, and execution of wartime tasks.

Leaders must make their soldiers aware of individual safety

in all subordinate leaders and soldiers. Soldiers must be

constantly alert for and avoid situations that may result in

injury or death. For example, lock cargo hatches securely

and do not grab the hot barrel of a machine gun.

Leaders at all levels must also teach and enforce

collective safety. For example, use ground guides for

vehicle movement, always be aware of your

buddies' location during live-fire exercises and enter and

exit a helicopter properly. Soldiers must know the

capabilities and limitations of their equipment and vehicles

so they can understand the potential hazards involved.

4-4

c. Leader training (train the trainer) for this FTX may

be conducted by any of the following methods.

(1) A chalk-talk is an exercise where the commander or

leader discusses a mission, type of operation, task,

technique, or procedure with his subordinate leaders.

(2) A chalk-talk uses minimal resources and can be

conducted at any location and level. The leader may use

butcher paper, poster board, or charts. This is a beneficial

exercise for both leaders and soldiers, since it graphically

depicts the placement of items, actions, and

responsibilities.

(3) When a Map Exercise (MAPEX) is combined with a sand

table exercise, the map and sand table should replicate the

actual terrain. The company MAPEX is conducted to allow

leaders to analyze terrain and to make tentative plans for

areas such as infiltration and withdrawal routes, location

for support weapons, vehicles, command posts, and other

critical locations.

(4) A Tactical Exercise Without Troops (TEWT) is a

terrain walk that is conducted over the same area as the

FTX. The TEWT provides the commander and subordinate leaders

training in terrain analysis, emplacement of weapons

systems, and planning the conduct of the mission. The

exercise provides the commander an opportunity to orient

subordinate leaders on the terrain and to point out

prominent features and their importance to the exercise.

During this exercise, the STX scenario can be rehearsed and

briefed back to ensure leaders understand the mission and

the commander's intent.

(5) Communications Exercise (COMMEX) may be conducted

separately or at the same time as the MAPEX or TEWT. The

COMMEX gives leaders an opportunity to set up and test

communications equipment and to review procedures.

4-5

4. General Situation. The battalion is ordered to conduct

offensive operations in support of the brigade mission. The

company is ordered to infiltrate enemy lines, destroy an

enemy supply site and to be prepared to perform stay-behind

operations. This exercise should be conducted at night if

the company’s training status permits.

5. Support Requirements.

a. Minimum trainers/evaluators. This exercise should be

conducted for practice with the company commander as the

senior evaluator for his platoons. The XO, First Sergeant,

and platoon leaders should serve as the primary trainers

during this exercise.

b. Vehicles/Communications. The company should bring all

its assigned communications equipment.

c. Opposing Force (OPFOR). The OPFOR can come from the

company or from another unit in the battalion. The T&EOs in

Chapter 5 have the tasks, conditions, and standards for the

OPFOR.

d. Maneuver Area. A training area of at least 25 square

kilometers is desired for this exercise.

e. Ammunition and Pyrotechnics. Recommend each rifleman

receive 120 rounds each and each machine gun team to receive

600 rounds each. If any explosive simulators or smoke is

available, it too should be used.

4-6

15 November 2005

T&EO’S FOR THE INFANTRY COMPANY

TABLE OF CONTENTS

Page

Preface

iii

Purpose

Conduct a Route Reconnaissance (07-2-2009)

Conduct an Area or Zone Reconnaissance (07-2-2018)

Establish Observation Post (07-2-2027)

Reconnoiter a Built-Up Area (07-2-2054)

Conduct a Cordon and Search in a Built-Up Area (07-2-1027)

Conduct a Defense (07-2-1045)

Conduct a Raid (07-2-1135)

Conduct an Ambush (07-2-1243

Conduct an Attack by Fire (07-2-1256)

Conduct an Attack of a Built-Up Area (07-2-1261)

Defend in an Urban Environment (07-2-1378)

Conduct Coordination (07-2-5036)

Conduct Risk Management (07-2-5063)

Occupy an Assembly Area (07-2-5126)

Operate a Command Post (07-2-5135)

Prepare for Combat (07-2-5153)

Conduct Movement to Contact (07-2-1090)

Conduct Hasty Displacement (07-2-1297)

Report Tactical Information (07-2-2072)

Conduct a Deliberate Attack (07-2-1000)

Conduct a Bypass (07-2-1018)

Conduct a Delay (07-2-1054)

100

Conduct a Guard Mission (07-2-1063)

105

Conduct a Link-Up (07-2-1081)

110

Conduct a Passage of Lines as the Passing Unit (07-2-1108-A)

114

TABLE OF CONTENTS

Page

T&EO’s Cont’d

Conduct a Passage of Lines as the Stationary Unit (07-2-1126-A)

119

Conduct a Tactical Road March (Dismounted) (07-2-1189)

123

Conduct an Infiltration or Exfiltration (07-2-1270)

129

Conduct Convoy Escort (07-2-1279)

133

Conduct a Screen (07-2-1171)

139

Conduct Operations During Limited Visibility (07-2-1306-A)

143

Conduct Patrol Operations (07-2-1315)

146

Conduct a Tactical Movement (07-2-1342)

151

Conduct a Tactical Movement in a Built-Up Area (07-2-1351)

157

Control Civil Disturbance Operations (07-2-1360)

162

Employ a Reserve Force (07-2-1387)

166

Establish a Base Camp (07-2-1405)

169

Establish Checkpoints and or Roadblocks (07-2-1414)

174

React to Snipers (07-2-1432)

178

Secure Routes (07-2-1450)

181

Take Actions on Contact (07-2-1468)

185

Breach an Obstacle (07-2-1477)

190

Integrate Direct Fires (07-2-3027)

195

Integrate Indirect Fire Support (07-2-3036)

199

Employ Camouflage, Concealment, and Deception (07-2-6045)

204

Conduct a Withdrawal (07-2-1216)

208

Maintain Operations Security (07-2-6063)

212

Conduct Resupply Operations (07-2-4000)

215

Handle Enemy Prisoners of War (07-2-4027)

219

Process Captured Documents and Equipment (07-2-4045)

222

Secure Civilians During Operations (07-2-4054)

224

Treat and Evacuate Casualties (07-2-4063)

227

Conduct a Rehearsal (07-2-5009)

230

Conduct Consolidation and Reorganization (07-2-5027)

233

Conduct Troop-Leading Procedures (07-2-5081)

236

Establish Communications (07-2-5090)

239

PURPOSE

Introduction Training and evaluation outlines are the foundation of the mission training

plan and the collective training of the units. Training and evaluation outlines are training

objectives (task, conditions, and standards) for the collective task which support critical

wartime operations. The unit must master designated collective tasks to perform its critical

wartime operations. Training and evaluation outlines may be trained separately, in a

situational training exercise, in a field training exercise, or in live fire exercises. For

collective live fire standards, the trainer needs to refer to the applicable gunnery manual for

the appropriate course of fire. Those standards and courses of fire need to be combined

into the training exercise.

Format. The training and evaluation outlines are prepared for every collective task

supports critical wartime operation accomplishment. Each training and evaluation outlines

contains the following items:

a. Task. This is a description of the action to be performed by the unit, and the task

number.

b. Iteration. Use to identify how many times the task is performed and evaluated

during training.

c. Commander/Leader Assessment. Is used by the unit leadership to assess the

proficiency of the unit in performing the task to standard. Assessments are

subjective in nature and use all available evaluation data and leader input to

develop an assessment of the organization’s overall capability to accomplish the

task. Use the following ratings:

(1) T- Trained. The unit is trained and has demonstrated its proficiency in

accomplishing the task to wartime standards.

(2) P- Need practice. The unit needs to practice the task. Performance has

shown that the unit does not achieve standard without some difficulty or

has failed to perform some task steps to standards.

(3) U- Untrained. The unit can not demonstrate an ability to achieve wartime

proficiency.

d. Condition. A statement of the situation or environment in which the unit is to

do the collective task.

e. Task Standard.

(1) The task standards states the performance criteria that a unit must

achieve to successfully execute the task. The overall standard should be

the focus of training. It should be understood by every soldier.

(2) The trainer or evaluator determines the unit’s training status using

performance observation measurements (where applicable) and his

judgment. The unit must be evaluated in the context of the mission, enemy,

troops, terrain and time (METT-T) conditions. These conditions should be as

similar as possible for all evaluated elements. This will establish a common

base line for unit performance.

f. Task Steps and Performance Measures. This is a listing of actions that is required

to complete the task. These actions are stated in terms of observable performance

for evaluating training proficiency. The task steps are arranged in order along with

supporting individual tasks. Leaders tasks within each training and evaluation outline

are indicated by an asterisk (*). Under each task step are listed the performance

measures that must be accomplished to correctly perform the task steps. If the unit

fails to correctly perform one of these task steps to standard, it has failed to achieve

the overall task standard.

g. GO/NO-GO column. This column is provided for noting the platoon’s

performance measure for a task step and place an “X” in the appropriate column. A

major portion of the performance measures must be marked a “GO” for the task step

to be successfully performed.

h. Task performance/evaluation summary block. This block provides the trainer a

means of recording the total number of task steps and performance measures

evaluated and those evaluated as “GO”. It also provides the leader with a historical

record for five training iterations.

i. Supporting Individuals Tasks. This is a listing of all supporting individual task

required to correctly perform the task.

Use. The training and evaluation outline can be used to train or evaluate a single task.

Several training and evaluation outline can be used to train or evaluate a group of tasks

such as a situational training exercise or field training exercise.

TRAINING AND EVALUATION OUTLINE

TASK: Conduct a Route Reconnaissance (Infantry Company)

(07-2-2009)

ITERATION:

(Circle)

COMMANDER/LEADER ASSESSMENT: T P U

(Circle)

CONDITIONS: The company is conducting operations as part of a larger force and has

received an operation order (OPORD) or fragmentary order (FRAGO) to conduct a route

reconnaissance to obtain detailed information about the route and all adjacent terrain. The

start point (SP), release point (RP),company boundaries, phase lines (PLs), lines of

departure (LDs), and a limit of advance (LOA) or recon objective are specified. All necessary

personnel and equipment are available. The company has communications with higher,

adjacent, and subordinate elements. The company has been provided guidance on the rules

of engagement (ROE) and or rules of interaction (ROI). Coalition forces and noncombatants

may be present in the operational environment. Some iterations of this task should be

conducted during limited visibility conditions.

TASK STANDARDS: The company conducts the route reconnaissance in accordance with

(IAW) tactical standing operating procedures (TSOP), the order, and or higher commander's

guidance. All specified information is collected and reported to higher headquarters as

required. The company completes the reconnaissance without being detected. The company

complies with the rules of engagement (ROE) and or rules of interaction (ROI).

TASK STEPS AND PERFORMANCE MEASURES:

* 1. Company leaders gain and or maintain situational understanding using

information that is gathered from maps, intelligence summaries, situation

reports (SITREPs), and or other available information sources.

* 2. Company commander receives an operation order (OPORD) or

fragmentary order (FRAGO) and issues warning order (WARNO) to the

company using radio or other tactical means.

* 3. Company commander determines the requirements for the

reconnaissance.

a. Verifies requirements with the company commander and kandak

staff as necessary, using radio, or other tactical means.

* 4. Company commander plans using troop-leading procedures.

a. Conducts a map reconnaissance.

(1) Identifies tentative reconnaissance routes, rally points,

contact points, and phase lines as required.

(2) Identifies tentative support by fire and assault positions, if

applicable.

(3) Identifies likely enemy avenues of approach.

(4) Marks tentative dismount points on maps as appropriate.

(5) Designates boundaries, a line of departure (LD), and a limit of

advance (LOA).

(6) Places contact points at the intersections of phase lines and

boundaries and any other places he wants physical contact and

coordination between his recon platoon.

b. Identifies the focus of the reconnaissance (oriented on the terrain or

on the enemy force).

c. Organizes the company as necessary to accomplish the mission

and or compensate for combat losses.

d. Coordinates with the units patrolling in the adjacent areas using

radio or other tactical means.

e. Coordinates indirect fires to support the company's scheme of

maneuver.

f. Selects a mounted or dismounted reconnaissance based on factors

of mission, enemy, terrain, troops, time available, and civil

considerations.

g. Addresses actions on contact with the enemy.

h. Plans and coordinates a passage of lines if required.

* 5. Company commander issues orders and instructions including rules of

engagement (ROE) and or rules of interaction (ROI).

a. Issues clear and concise taskings to platoons/elements.

6. Company conducts a rehearsal.

* 7. Company commander issues a fragmentary order (FRAGOs), as

necessary, to address changes to the plan identified during the rehearsal.

8. Company conducts a passage of lines, if required.

9. Company moves tactically to the line of departure (LD).

a. Uses different covered and concealed routes.

b. Maintains security during movement.

c. Deploys sections abreast across the line of departure (LD).

10. Company moves along the route.

a. Uses the formation and appropriate technique of movement,

adjusting the technique as required by factors of mission, enemy,

terrain, troops, time available, and civil considerations.

(1) Traveling over watch when enemy contact is possible.

(2) Bounding over watch, within sections, when enemy contact is

expected.

11. Company conducts the reconnaissance.

a. Determines traffic ability of the route.

(1) Identifies the available space in which a force can maneuver

without being forced to bunch up due to obstacles (reported in

meters). The size of trees and the density of forests are reported

due to the effect on vehicle movement.

b. Reconnoiters terrain that dominates the route.

c. Reconnoiters all lateral routes.

d. Identifies aspects of adjacent terrain from both the friendly and

enemy points of view.

e. Attempts to locate a bypass around built up areas, obstacles, or

other restrictions.

f. Inspects and classifies all bridges on the route, within their

capability.

g. Reconnoiters all defiles along the route.

h. Locates minefields and other obstacles along the route.

i. Locates fords or crossing sites near all bridges on the route.

(1) Landing zones and pickup zones.

(2) Locations along the route that provide good cover and

concealment.

(3) Observation and fields of fire along the route and adjacent

terrain.

j. Reconnoiters intersecting routes beyond direct fire range.

k. Determines road width of constrictions (bridges, tunnels, and so

forth) with width and lengths of the traveled ways in meters.

(1) Underpass limitations with limiting heights and widths in

meters.

(2) Bridge bypasses classified as easy, difficult, or impossible.

(3) Civil or military road numbers or other designations.

(4) Locations of fords, ferries, and tunnels, including limiting

information.

12. Reconnaissance and security elements conduct withdrawal and

disseminate information.

a. Secure enemy prisoners of war (EPW) as required.

b. Evacuate casualties.

c. Return to the objective rally point (ORP).

d. Consolidate and reorganize as necessary.

e. Consolidate gathered information.

f. Provide gathered information to designated recorder(s).

g. Disseminate gathered information to all platoon members through

the squad leaders at the objective rally point (ORP), or moves to

another position at least one terrain feature away to disseminate

information.

h. Report information of immediate effect to higher headquarters using

radio, or other tactical means.

13. Company moves tactically to designated debriefing site.

a. Processes captured documents and or equipment as required.

*14. Company commander submits the route reconnaissance overlay using

radio other tactical means.

a. Includes required information.

(1) Two grid references.

(2) Magnetic north arrow.

(3) Route drawn to scale.

(4) Title block.

b. Includes additional information as directed.

(1) All restrictions to the traffic flow, to include bypass capability

and classification for all restrictive passages.

(2) Road curves having a radius less than 45 meters.

(3) Steep grades with their maximum gradients.

TASK PERFORMANCE SUMMARY BLOCK

ITERATION

TOTAL

TOTAL TASK STEPS AND PERFORMANCE

MEASURES EVALUATED

TOTAL TASK STEPS AND PERFORMANCE

MEASURES “GO”

“*” indicates a leader task step.

SUPPORTING INDIVIDUAL TASKS

Task Title

Locate a target by Grid Coordinates

Move as a Member of a Fire Team

React to Indirect Fire While Dismounted

Select a Movement Route Using a Map

Control Movement of a Fire Team

Conduct the Maneuver of a Squad

Identify Terrain Features on a Map

Determine the Grid Coordinates of a Point on a Military Map

Determine a Magnetic Azimuth Using a Lensatic Compass

Determine a Location on the Ground by Terrain Association

Navigate from One Point on the Ground to Another Point While Dismounted

Convert Azimuths

Orient a Map Using a Lensatic Compass

Orient a Map to the Ground by Map-Terrain Association

Locate an Unknown Point on a Map and on the Ground by Resection

Practice Noise, Light, and Litter Discipline

Analyze Terrain

Conduct a Leader's Reconnaissance

Conduct the Maneuver of a Platoon

SUPPORTING COLLECTIVE TASKS

Task Title

Conduct a Passage of Lines as the Passing Unit (Infantry Company)

Conduct Tactical Movement (Infantry Company)

Report Tactical Information (Infantry Company)

Integrate Indirect Fire Support (Infantry Company)

Process Captured Documents and Equipment (Infantry Company)

Treat and Evacuate Casualties (Infantry Company)

TRAINING EVALUATION OUTLINE

TASK: Conduct an Area or Zone Reconnaissance (Infantry Company)

(07-2-2018)

ITERATION:

(Circle)

COMMANDER/LEADER ASSESSMENT: T P U

(Circle)

CONDITIONS: The company is conducting operations as part of a larger force and has

received an operation order (OPORD) or fragmentary order (FRAGO) to conduct an area

or zone reconnaissance to obtain detailed information about the specified location and

surrounding area. Coordinates for the designated area or zone and the start time are

provided. Enemy contact is likely. All necessary personnel and equipment are available.

The company has communications with higher, adjacent, and subordinate elements. The

company has been provided guidance on the rules of engagement (ROE) and or rules of

interaction (ROI). Coalition forces and noncombatants may be present in the operational

environment. Some iterations of this task should be conducted during limited visibility

conditions.

TASK STANDARDS: The company conducts the area reconnaissance in accordance with

(IAW) tactical standing operating procedures (TSOP), the order, and or higher

commander's guidance. All specified information is collected and reported to higher

headquarters as required. The company commander selects a mounted or dismounted

reconnaissance based on factors of mission, enemy, troops, terrain, time and civil

considerations (METT-TC). The company reconnoiters all specified terrain within the area

or zone. The company completes the reconnaissance without being detected. The

company complies with the rules of engagement (ROE) and or rules of interaction (ROI).

T ASK STEPS AND PERFORMANCE MEASURES:

1. Company leaders gain and or maintain situational understanding

using information that is gathered from maps, intelligence summaries,

situation reports (SITREPs), and or other available information

sources.

* 2. Company commander receives an operations order (OPORD) or

fragmentary order (FRAGO) and issues warning order (WARNO) to

the company using radio or other tactical means.

* 3. Company commander determines the requirements for the

reconnaissance. Verifies requirements with the kandak commander

and staff as necessary.

* 4. Company commander plans using troop-leading procedures.

a. Conducts a map reconnaissance.

(1) Identifies tentative objective rally points (ORPs),

reconnaissance routes, rally points, contact points, and

phase lines as required.

(2) Identifies tentative support by fire and assault

positions if applicable.

(3) Identifies likely enemy avenues of approach.

(4) Identifies routes to and from the objective rally point

(ORP) and objective as appropriate.

(5) Marks tentative dismount points on maps as

appropriate.

(6) Encloses the specified area within a company zone.

(a) Verifies boundaries, a line of departure (LD), and

a limit of advance

(LOA).

(7) Places contact points at the intersections of phase

lines and boundaries and any other places he wants

physical contact and coordination between his recon

sections.

b. Identifies the focus of the reconnaissance (oriented on the

terrain or on the enemy force).

c. Organizes the company as necessary to accomplish the

mission and or compensate for combat losses.

d. Coordinates with the units patrolling in the adjacent areas

using other tactical means.

e. Coordinates indirect fires to support the company's scheme

of maneuver.

f. Plans and coordinates a passage of lines.

g. The company mentions those activity and actions that should

be taken on the chance contact.

* 5. Company commander issues orders and instructions including rules

of engagement (ROE) and or rules of interaction (ROI).

a. Issues clear and concise taskings to platoons and or

elements.

6. Company conducts a rehearsal.

* 7. Company commander issues fragmentary orders (FRAGOs) as

necessary to address changes to the plan identified during the

rehearsal.

8. Company conducts a passage of lines, if required.

9. Company moves tactically to the line of departure (LD).

a. Uses different covered and concealed routes to and from the

area or zone.

b. Maintains security during movement.

c. Deploys sections abreast across the line of departure (LD).

10. Company moves tactically from the line of departure (LD) to the

objective rally point (ORP).

11. Company conducts reconnaissance of and occupies the objective

rally point (ORP).

a. Establishes and or maintains security at the objective rally

point (ORP).

(1) Positions other security teams as required on likely

enemy avenues of approach into the objective area.

12. Company conducts an AREA reconnaissance from the objective

rally point (ORP).

a. Recons the objective.

(1) Issues a contingency plan before departure the objective

rally point (ORP).

(2) Pinpoints the objective.

(3) Locates observation or surveillance positions, routes,

and security positions.

(4) Determines or confirms the enemy situation in the

objective area.

(5) Locates enemy observation posts (OPs).

(6) Determines enemy security status and activity.

(7) Designates the release point and the positions for the

reconnaissance and security elements.

b. Company conducts actions at the objective.

(1) Uses surveillance or vantage points.

(2) Maintains communications with the company throughout

the reconnaissance using other tactical means.

(3) Selects one of the following reconnaissance techniques

based on factors of mission, enemy, troops, terrain, time

and civil considerations (METT-TC).

(a) Conducts reconnaissance by short-range

observation and surveillance.

(b) Conducts reconnaissance by long-range

observation and surveillance.

13. Company conducts a ZONE reconnaissance from the objective

rally point (ORP).

a. Uses the designated method along routes.

(1) Fan method.

(2) Converging routes method.

(3) Successive sectors method.

b. Maintains communications with the company throughout the

reconnaissance using other tactical means.

c. Gathers all information based on priority intelligence

requirements (PIR) in accordance with (IAW) the operations

order (OPORD).

d. Continues until all assigned areas are reconnoitered

14. Reconnaissance and security elements conduct withdrawal and

disseminate information.

a. Secure enemy prisoners of war (EPW) as required.

b. Evacuate casualties.

c. Return to the objective rally point (ORP) or to a rally point.

d. Consolidate and reorganize as necessary.

e. Consolidate gathered information.

f. Provide gathered information to designated recorder(s).

g. Disseminate gathered information to all company members

through the squad leaders at the objective rally point (ORP), or

moves to another position at least one terrain feature away to

disseminate information.

h. Report information of immediate effect to higher headquarters

using radio, or other tactical means

15. Company reports to the designated debriefing area.

a. Generates reconnaissance reports and or overlays.

b. Processes captured documents and or equipment as required.

TASK PERFORMANCE SUMMARY BLOCK

ITERATION

TOTAL

TOTAL TASK STEPS AND PERFORMANCE

MEASURES EVALUATED

TOTAL TASK STEPS AND PERFORMANCE

MEASURES “GO”

“*” indicates a leader task step.

SUPPORTING INDIVIDUAL TASKS

TASK Title

Move as a Member of a Fire Team

React to Indirect Fire While Dismounted

Control Movement of a Fire Team

Conduct the Maneuver of a Squad

Coordinate with an Adjacent Platoon

Perform Surveillance without the Aid of Electronic Devices

Analyze Terrain

Conduct a Leader's Reconnaissance

Control Organic Fires

Conduct an Area Reconnaissance by a Platoon

SUPPORTING COLLECTIVE TASKS

Task Title

Conduct Tactical Movement (Infantry Company)

Report Tactical Information (Infantry Company)

Integrate Indirect Fire Support (Infantry Company)

Conduct a Rehearsal (Infantry Company)

Conduct Consolidation and Reorganization (Infantry Company)

Conduct Risk Management (Infantry Company)

Conduct Troop-leading Procedures (Infantry Company)

Prepare for Combat (Infantry Company)

Maintain Operations Security (Infantry Company)

TRAINING AND EVALUATION OUTLINE

TASK: Establish Observation Posts (Infantry Company)

(07-2-2027)

ITERATION:

(CIRCLE)

COMMANDER/LEADER ASSESSMENT:

T P U

(CIRCLE)

CONDITIONS: The company is conducting operations as part of a larger force in a

stability and or support (SASO) environment and has a requirement to establish

observation posts (OPs). The period of time that observation posts (OPs) will be operated

and the purpose is provided in the order. All necessary personnel and equipment are

available. The company has communications with higher, adjacent, and subordinate

elements. The company has been provided guidance on the rules of engagement (ROE)

and or rules of interaction (ROI). Coalition forces and noncombatants may be present in

the operational environment. Some iterations of this task should be conducted during

limited visibility conditions

TASK STANDARDS: The company establishes observation posts (OPs) in accordance

with (IAW) tactical standing operating procedures (TSOP), the order, and or higher

commander's guidance. Observation posts (OPs) detect and report all activity specified in

the order within the assigned sector. Observation posts (OPs) maintained all-around

security and meet minimum marking requirements for visibility by all forces. Observation

posts (OPs) are support by fighting positions, barriers, and patrols. The company complies

with the rules of engagement (ROE) and or rules of interaction (ROI).

TASK STEPS AND PERFORMANCE MEASURES:

Note: OPs in a stability and support (SASO) environment can be overt or

covert.

* 1. The disposition of the company on the ground.

* 2. Company commander receives an operation order (OPORD) or

fragmentary order (FRAGO) and issues warning order (WARNO) to the

company using radio or other tactical means.

* 3. Company commander plans using troop-leading procedures.

a. Conducts analysis based on factors of mission, enemy, troops,

terrain, time and civil considerations (METT-TC).

b. Conducts a map reconnaissance.

(1) Identifies observation post (OP) locations.

(2) Identifies tentative security positions.

(3) Identifies avenues of approach to observation posts (OPs).

(4) Identifies routes to and from observation posts (OPs).

(5) Marks tentative dismount points on maps as appropriate.

c. Determines appropriate manning level for either continuous or

periodic operation.

d. Determines number of areas requiring observation (day and night).

e. Identifies special equipment requirements for observation posts

(OPs) based on mission requirements.

f. Plans for local security.

g. Plans for continuous communications between observation posts

(OPs).

h. Prioritizes observation post (OP) work requirements with special

emphasis on accomplishing the mission and protecting the force.

i. Identifies required report formats.

j. Integrates observation posts (OPs) into supporting direct and

indirect fire plans and into the overall observation plan.

k. Plans and coordinates combat service support (CSS).

l. Organizes the company as necessary to accomplish the mission

and compensate for combat losses.

m. Coordinates details of quick reaction force (QRF) employment with

the quick reaction force (QRF) commander. At a minimum:

(1) Confirms quick reaction force (QRF) radio frequency (ies),

call sign(s), and recognition signals.

(2) Identifies quick reaction force quick reaction force (QRF) link-

up points for each observation post (OP).

(3) Confirms link-up procedures.

(4) Confirms battle hand off procedures.

(5) Confirms procedures for transfer of information.

* 4. Company commander or designated representative ensures

observation post (OP) personnel have the proper equipment, supplies, and

information.

* 5. Company commander disseminates overlays, and other pertinent

information to each platoon to keep them abreast of the situation.

* 6. Company commander issues orders and instructions to include rules of

engagement (ROE) and or rule of interaction (ROI).

a. Issues clear and concise taskings to platoons.

7. Company conducts a rehearsal.

a. Rehearses movement to observation post (OP) sites.

b. Rehearses occupation of the observation post (OP) sites.

c. Rehearses relief and shift changes.

d. Rehearses evacuation of observation posts (OPs) under attack.

e. Rehearses casualty evacuation.

f. Rehearses actions on contact.

g. Rehearses quick reaction force (QRF) link-up.

* 8. Company commander issues fragmentary orders (FRAGOs), as

necessary, to address changes to the plan identified during the rehearsal.

9. Company elements establish and operate observation posts (OPs).

* 10. Company commander and or designated representative supervise

observation post of (Ops).

a. Coordinates and or synchronizes actions of subordinate elements.

b. Uses fragmentary orders (FRAGOs) as necessary to redirect

actions of subordinate elements.

c. Ensure local security is maintained.

d. Monitors shift changes.

11. Company conducts observation posts (OP) operations.

a. Maintains continuous communications with higher headquarters,

quick reaction force (QRF), and other observation posts (OPs).

b. Employs minimum necessary force within rules of engagement

(ROE).

c. Requests quick reaction force (QRF), if required.

d. Employs the quick reaction force (QRF) as part of the company or,

responds to orders of quick reaction force (QRF) commander,

depending on decision of the higher headquarters commander.

e. Maintains observation of assigned sector.

f. Identifies enemy activity in sector.

g. Reports activity in accordance with (IAW) order, tactical standing

operating procedures (TSOP), and or guidance.

TASK PERFORMANCE SUMMARY BLOCK

ITERATION

TOTAL

TOTAL TASK STEPS AND PERFORMANCE

MEASURES EVALUATED

TOTAL TASK STEPS AND PERFORMANCE

MEASURES “GO”

“*” indicates a leader task step.

SUPPORTING INDIVIDUAL TASKS: NONE

SUPPORTING COLLECTIVE TASKS

Task Title

Conduct Tactical Movement (Infantry Company)

Employ Obstacle(s) (Infantry Company

Conduct an Area or Zone Reconnaissance (Infantry Company)

Report Tactical Information (Infantry Company)

Integrate Indirect Fire Support (Infantry Company

Secure Civilians during Operations (Infantry Company)

Conduct a Rehearsal (Infantry Company)

Conduct Risk Management (Infantry Company)

Conduct Troop-leading Procedures (Infantry Company

Prepare for Combat (Infantry Company)

Maintain Operations Security (Infantry Company)

TRAINING AND EVALUATION OUTLINE

TASK: Reconnoiter a Built-up Area (Infantry Company)

(07-2-2054)

ITERATION:

(CIRCLE)

COMMANDER/LEADER ASSESSMENT:

T P U

(CIRCLE)

CONDITIONS: The company is conducting operations as part of a larger force and

receives an operation order (OPORD) or fragmentary order (FRAGO) to reconnoiter a built-

up area. Primary intelligence requirements (PIR), information requirements (IR), special

information requirements (SIR), and reporting instructions are provided. All necessary

personnel and equipment are available. The company has communications with higher,

adjacent, and subordinate elements. The company has been provided guidance on the

rules of engagement (ROE) and or rules of interaction (ROI). Coalition forces and

noncombatants may be present in the operational environment. Some iterations of this task

should be conducted during limited visibility conditions.

TASK STANDARDS: The company reconnoiters the built-up area in accordance with

(IAW) tactical standing operating procedures (TSOP), the order, and or higher

commander's guidance. All specified information is collected and reported to higher

headquarters as required. The company commander selects a mounted or dismounted

reconnaissance based on factors of mission, enemy, terrain, troops, time and civil

considerations (METT-TC). The company reconnoiters all specified terrain within the built-

up area. The company completes the reconnaissance without being detected. The

company complies with the rules of engagement (ROE) and or rules of interaction (ROI).

TASK STEPS AND PERFORMANCE MEASURES:

* 1. Company leaders gain and or maintain situational understanding using

information that is gathered from maps, intelligence summaries, situation

reports (SITREPs), and or other available information sources.

* 2. Company commander receives an operation order (OPORD) or

fragmentary order (FRAGO) and issues warning order (WARNO) to the

company using radio or other tactical means.

* 3. Company commander determines the requirements for the

reconnaissance.

a. Verifies requirements with the company commander and kandak

staff as necessary, using radio or other tactical means.

* 4. Company commander plans using troop-leading procedures.

a. Conducts analysis based on factors of mission, enemy, terrain,

troops, time available, and civil considerations.

(1) Determines if reconnaissance effort is subterranean.

b. Conducts a map reconnaissance.

(1) Identifies start point, rally points, reconnaissance routes, and

phase lines as required.

(2) Identifies security positions, if applicable.

(3) Identifies the best approach route into and exit route out of

the urban area.

(4) Identifies surveillance positions within the urban area

(5) Identifies key terrain.

(6) Identifies likely enemy avenues of approach.

(7) Identifies potential safe havens for enemy forces, such as.

(a) Hospitals.

(b) Clinics.

(d) Identifies hazardous and or danger areas, such as

Intersections.

(9) Identifies major and key terrain features, such as bridges.

(10) Identifies routes to and from rally points as appropriate.

(11) Marks tentative dismount points on maps as appropriate.

(12) Designates boundaries and a line of departure (LD).

(13) Places contact points at the intersections of phase lines and

boundaries and any other places he wants physical contact and

coordination between his recon sections.

c. Selects appropriate company organization, if not specified in the

operation order (OPORD) or fragmentary order (FRAGO).

d. Develops a sketch of the urban area showing the objective area

and areas of concern.

e. Plans for redundant communications that will allow the company

freedom of movement.

f. Coordinates with elements patrolling in adjacent areas.

g. Coordinates indirect fires to support the company's scheme of

maneuver.

h. Selects a mounted or dismounted reconnaissance based on factors

of mission, enemy, terrain, troops, time available, and civil

considerations.

i. Addresses actions on chance contact with the enemy.

j. Coordinates and synchronizes activities within each battlefield

operating system (BOS).

k. Considers the enemy's capabilities, likely course of actions (COAs),

and specific weapons capabilities.

l. Plans and coordinates a passage of lines, if required.

* 5. Company commander disseminates overlays, sketch of urban area,

and other pertinent information to each squad to keep them abreast of the

situation.

* 6. Company commander issues orders and instructions including rule of

engagement (ROE) and or rule of interaction (ROI).

a. Issues clear and concise taskings to platoons and or elements.

7. Company rehearses.

* 8. Company commander issues a fragmentary order (FRAGOs), as

necessary, to address changes to the plan identified during the rehearsal.

9. Company conducts passage of lines, if applicable.

10. Reconnaissance elements move to start point and cross line of

departure at the designated time and conduct tactical movement to

designated rally point vicinity the built-up area.

a. Maintain security during movement.

b. Halt mounted movement and dismounts far enough away from the

built-up so as not alert an enemy force its presence.

(1) Clears the area forward to establish visual contact with the built-up

area from a distance as far away as practical.

(a) Once secured, mounted elements are brought forward

and occupy concealed positions to observe and cover

dismounted operations.

11. Reconnaissance elements visually reconnoiter built-up area from

maximum practical range for evidence of enemy forces (movement,

antennas, fortification, rubble, etc.)

a. View the objective from several different positions, if possible, to

provide maximum coverage.

* 12. Company commander coordinates and or synchronizes actions of

reconnaissance elements.

* 13. Company commander uses fragmentary orders (FRAGOs) as

necessary to redirect actions of subordinate elements

14. Element conducts reconnaissance MOUNTED. (See "Conduct an Area

or Zone Reconnaissance [Company and Squad]" for additional information

on conducting a reconnaissance.)

a. Secures external equipment and weapons high enough on the

vehicle to prevent locals from trying to snatch it/them.

b. Uses different entry and exit routes.

c. Uses moderate speeds (24 to 32 kilometers per hour).

d. Lead vehicle stops only to investigate those areas that pose a

potential threat to the company.

e. Dismounts soldiers to provide security, when vehicles are required

to stop.

f. Ensures mutual support and depth by maintaining constant

observation among vehicles.

g. Maintains all-round security.

h. Maintains communications between mounted and dismounted

elements.

i. Adjusts patrol routes and speed to promote deception and avoid

repetitive patterns.

j. Moves through the built-up area undetected by enemy forces.

k. Collects intelligence information in accordance with (IAW) the

operation order (OPORD) and or commander's guidance.

15. Element conducts reconnaissance DISMOUNTED.

a. Moves in traveling overwatch to provide security and observes for

signs of activity (rubble, spent shell casings, building damage, etc.)

while collecting required intelligence and information.

b. Clears into the built-up area under cover of company vehicles,

using avenues that provide the best cover and concealment. Stealth is

required to avoid detection and compromise of the mission.

c. Moves through the built-up area undetected by enemy forces.

d. Maintains communications between mounted and dismounted

elements.

e. Collects intelligence information in accordance with (IAW) the

operation order (OPORD) and or commander's guidance.

16. Company commander assigns subterranean reconnaissance to

platoons.

a. Team leader supervises reconnaissance.

(1) Determines and or briefs recognition signals to prevent

fratricide.

(2) Organizes patrol to accomplish the mission and provide

security.

(a) Point man enters the subterranean area 10 minutes

before the rest of the team follows to determine whether the

air is safe to breathe and if movement is restricted.

(3) Point man moves about 10 meters in front of team leader.

(a) Other team members maintain five-meter intervals.

(4) Navigates and records data through the passage.

(5) Posts two soldiers at the point of entry as security.

(6) Assigns personnel to carry special equipment and tools, such

as a tool to open manhole covers.

(a) Notes the azimuth and pace count of each turn he takes

in the tunnel.

(7) Maintains communications between mounted and

dismounted elements.

(8) Collects intelligence information in accordance (IAW) the

operation order (OPORD) and or commander's guidance

17. Company commander submits situation reports (SITREPs) to higher

headquarters as necessary.

18. Designated personnel complete the following.

a. Secure enemy prisoners of war (EPW) as required.

b. Evacuate casualties

19. Company withdraws to a designated rally point and or area.

a. Consolidates and reorganizes as necessary.

b. Consolidates gathered information.

c. Provides gathered information to designated recorder(s).

d. Disseminates gathered information to all company members as

necessary.

e. Reports information of immediate effect to higher headquarters.

20. Company moves to the designated debriefing area.

a. Generates reconnaissance reports and or overlays.

b. Processes captured documents and or equipment as required.

TASK PERFORMANCE SUMMARY BLOCK

ITERATION

TOTAL

TOTAL TASK STEPS AND PERFORMANCE

MEASURES EVALUATED

TOTAL TASK STEPS AND PERFORMANCE

MEASURES “GO”

“*” indicates a leader task step.

SUPPORTING INDIVIDUAL TASKS: NONE

SUPPORTING COLLECTIVE TASK

Task Title

Conduct Tactical Movement in a Built-up Area (Infantry Company)

Report Tactical Information (Infantry Company)

Integrate Indirect Fire Support (Infantry Company)

Process Captured Documents and Equipment (Infantry Company

Secure Civilians during Operations (Infantry Company)

Treat and Evacuate Casualties (Infantry Company)

Conduct a Rehearsal (Infantry Company)

Conduct Consolidation and Reorganization (Infantry Company)

Conduct Risk Management (Infantry Company)

Conduct Troop-leading Procedures (Infantry Company)

Maintain Operations Security (Infantry Company)

TRAINING AND EVALUATION OUTLINE

TASK: Conduct a Cordon and Search in a Built-up Area (Infantry Company) (07-2-1027)

ITERATION:

(CIRCLE)

COMMANDER/LEADER ASSESSMENT:

T P U

(CIRCLE)

CONDITIONS: The company is conducting operations as part of a larger force and has

received an operation order (OPORD) or fragmentary order (FRAGO) to conduct a cordon

and search for insurgents and sympathizers at the location and time specified. The

company is provided an interpreter(s). Army aviation assets are available. Engineer and

explosive ordinance demolition (EOD) assets are available. All necessary personnel and

equipment are available. The company has communications with higher, adjacent, and

subordinate elements. The company has been provided guidance on the rules of

engagement (ROE) and or rules of interaction (ROI). Coalition forces and noncombatants

may be present in the operational environment. Some iterations of this task should be

conducted during limited visibility conditions.

TASK STANDARDS: The company conducts the cordon and search in accordance with

(IAW) tactical standing operating procedures (TSOP), the order, and or higher

commander's guidance. The company establishes a cordon of the designated area without

being detected by the insurgents or sympathizers. The company conducts the search and

captures all insurgents and enemy material within the cordon. The Company complies with

the rules of engagement (ROE) and or rules of interaction (ROI).

TASK STEPS AND PERFORMANCE MEASURES:

* 1. Company leaders gain and or maintain situational understanding using

information that is gathered from maps, intelligence summaries, situation

reports (SITREPs), and other available information sources. (Includes

human intelligence [HUMINT] and signal intelligence [SIGINT]).

* 2. Company commander receives an operation order (OPORD) or

fragmentary order (FRAGO) and issues warning order (WARNO) to the

company using radio or other tactical means.

* 3. Company commander plans using troop-leading procedures.

a. Conducts analysis based on factors of mission, enemy, troops,

terrain, time and civil considerations (METT-TC).

b. Considers insurgent and or sympathizer capabilities, likely courses

of actions (COAs), and specific weapons capabilities.

c. Conducts a map reconnaissance.

Note: Company commander avoids a physical reconnaissance of the area

just before the search. (Uses intelligence such as aerial photographs, if

available).

(1) Identifies search location(s).

(2) Identifies tentative security positions.

(3) Identifies cordon boundaries and other control measures.

(4) Identifies routes to and from the search area.

(5) Marks tentative dismount points on maps as appropriate.

d. Plans security positions to ensure the protection of the force

conducting the operation.

e. Designs the cordon to prevent the escape of individuals to be

searched.

f. Divides the cordoned area into zones and assigns a search team.

g. Coordinates and synchronizes activities within each battlefield

operating system (BOS), as required.

h. Develops plan to handle captured and apprehended personnel.

i. Addresses actions on chance contact with belligerents.

j. Organizes the company as necessary to accomplish the mission

and compensate for combat losses.

(1) Organizes the search element into special teams.

Note: This task may be delegated to a subordinate leader.

(a) Search team(s)

(b) Handlers of prisoner(s).

(d) Documentation team(s) (using a recorder with a camera).

(e) Demolition team(s).

(f) Psychological operation (PSYOP) and or civil affairs team(s).

(g) Mine detection team(s).

(h) Fire support team(s).

(i) Scout dog team(s).

(j) Tunnel reconnaissance team(s).

* 4. Company commander disseminates overlays, and other pertinent

information to each element to keep them abreast of the situation.

* 5. Company commander issues orders and instructions to include rule of

engagement (ROE) and or rule of interaction (ROI).

a. Issues clear and concise taskings to platoons and or elements and

or cordon and search elements.

6. Company conducts a rehearsal.

* 7. Company commander issues a fragmentary order (FRAGO), as

necessary, to address changes to the plan identified during the rehearsal.

* 8. Company commander coordinates/synchronizes actions of the cordon

and search elements.

* 9. Company commander uses fragmentary orders (FRAGOs) as

necessary to redirect actions of subordinate elements.

*10. Company commander uses fragmentary orders (FRAGOs) as

necessary to redirect actions of subordinate elements.

11. Company elements move to the area to be searched

12. Cordon element establishes cordon.

a. Rapidly moves into the positions by stealth in accordance with

(IAW) tactical standing operating procedures (TSOP), order, and or

guidance from higher headquarters.

b. Surrounds the area simultaneously to prevent escape of insurgents

and to block any reinforcements (during hours of limited visibility, if

possible).

c. Positions elements in overwatch or blocking positions to support the

cordon and isolate the search area from reinforcements.

d. Establishes checkpoints and roadblocks.

13. Search element conducts the search.

Note: The search may be announced or unannounced in accordance with

(IAW) the order or situation.

a. Conducts the search of suspected insurgents and or sympathizers,

supplies, and equipment with the least inconvenience to the populace

using one of three methods.

(1) Assembles inhabitants in a central location if they appear to

be hostile. (This method provides the most control and simplifies

the search and interrogation; however, taking inhabitants away

from their dwellings encourages looting and ill feelings.)

(2) Restricts inhabitants to their homes. (This prohibits civilian

movement and discourages looting, but makes control and

interrogation difficult).

(3) Controls the heads of households. (Reduces looting and

ensures the search teams do not steal anything; this is the best

method of searching since it is less disruptive to the inhabitants).

b. Searches all underground and underwater areas.

c. Uses observed fire to cover any gaps in the cordon.

d. Inspects any freshly excavated ground. (It could be a hiding place.)

e. Uses mine detectors to locate metal objects underground and

underwater.

* 14. Company commander controls the company's rate of search and

directs reorganization as needed.

a. Employs the reserve to assist the cordon and search elements as

the situation requires.

b. Reports the progress of the company to the higher headquarters

commander.

c. Enforces the rules of engagement (ROE) and or rules of interaction

(ROI).

15. Company consolidates and reorganizes as necessary.

16. Company secures captured insurgents as required.

a. Uses the least force to detain the insurgents.

b. Turns the insurgents over to the local police as soon as the

situation allows.

17. Company treats and evacuates casualties.

18. Company processes captured documents and or equipment as

required.

19. Company continues operations as directed.

TASK PERFORMANCE SUMMARY BLOCK

ITERATION

TOTAL

TOTAL TASK STEPS AND PERFORMANCE

MEASURES EVALUATED

TOTAL TASK STEPS AND PERFORMANCE

MEASURES “GO”

“*” indicates a leader task step.

SUPPORTING INDIVIDUAL TASKS: NONE

SUPPORTING COLLECTIVE TASKS

Task Title

Conduct Tactical Movement in a Built-up Area (Infantry Company)

Establish Checkpoints and or Roadblocks (Infantry Company)

Report Tactical Information (Infantry Company)

Integrate Indirect Fire Support (Infantry Company)

Handle Enemy Prisoners of War (Infantry Company)

Process Captured Documents and Equipment (Infantry Company)

Secure Civilians during Operations (Infantry Company)

Treat and Evacuate Casualties (Infantry Company)

Conduct a Rehearsal (Infantry Company)

Conduct Consolidation and Reorganization (Infantry Company)

Conduct Risk Management (Infantry Company)

Conduct Troop-leading Procedures (Infantry Company)

Prepare for Combat (Infantry Company)

Maintain Operations Security (Infantry Company)

TRAINING AND EVALUATION OUTLINE

TASK: Conduct a Defense (Infantry Company)

(07-2-1045)

ITERATION:

(CIRCLE)

COMMANDER/LEADER ASSESSMENT:

T P U

(CIRCLE)

CONDITIONS: The company is conducting operations as part of a larger force and has

received an operation order (OPORD) or fragmentary order (FRAGO) to defend. The

defense can be linear, nonlinear, or reverse slope. Time is available for a deliberate

occupation of defensive position(s). All necessary personnel and equipment are available.

The company has communications with higher, adjacent, and subordinate elements. The

company has been provided guidance on the rules of engagement (ROE) and or rules of

interaction (ROI). Coalition forces and noncombatants may be present in the operational

environment. Some iterations of this task should be conducted during limited visibility

conditions.

TASK STANDARDS: The company defends in accordance with (IAW) tactical standing

operating procedures (TSOP), the order, and or higher commander’s guidance. The

company occupies designated defensive positions, orients on the designated portion of the

engagement area or sector of fire, and maintains security. The company destroys or

defeats the enemy force within its area. The company complies with the rules of

engagement (ROE) and or rules of interaction (ROI).

TASK STEPS AND PERFORMANCE MEASURES:

* 1. Company leaders gain and or maintain situational understanding using

information that is gathered from maps, intelligence summaries, situation

reports (SITREPs), and other available information sources.

* 2. Company commander receives an operation order (OPORD) or

fragmentary order (FRAGO) and issues warning order (WARNO) to the

company using radio, or other tactical means.

* 3. Company commander confirms friendly and enemy situations.

a. Receives an updated report showing the location of forward and

adjacent friendly elements, if applicable.

b. Receives an updated enemy situational template for added

fratricide prevention and increased force protection, if applicable.

c. Clarifies priority intelligence requirement (PIR) requirements.

d. Confirms any changes to the higher headquarters and company

task or purpose.

e. Confirms any changes to the scheme of maneuver.

* 4. Company commander plans using troop-leading procedures.

a. Conducts analysis based on factors of mission, enemy, troops,

terrain, time and civil considerations (METT-TC).

(1) Considers the enemy's capabilities, likely courses of action

(COAs), and specific weapons capabilities.

b. Conducts a map reconnaissance.

(1) Identifies likely enemy avenues of approach.

(2) Identifies the enemy scheme of maneuver using intelligence

products.

(3) Determines where to kill the enemy.

(4) Identifies tentative locations for weapons systems.

(5) Identifies tentative primary, alternate, and supplemental

mounted and dismounted defensive positions (as required).

(6) Identifies tentative target reference points (TRPs) for each

defensive position.

(7) Identities tentative observation post (OP) positions.

(8) Identifies tentative dismount/remount points (as required).

c. Designates the main effort and supporting effort.

d. Plans and coordinates indirect fire support and or close air support,

if available.

e. Identifies direct fire responsibilities.

f. Plans the integration of direct and indirect fires in accordance with

(IAW) higher headquarters' fire support plan.

g. Develops an integrated obstacle plan.

h. Designates defensive fire control measures.

i. Develops disengagement criteria.

j. Organizes the company as necessary to accomplish the mission

and or compensate for combat losses.

k. Addresses actions on contact with the enemy.

l. Coordinates and synchronizes activities within each battlefield

operating system (BOS).

m. Considers the enemy's capabilities, likely courses of actions

(COAs), and specific weapons capabilities.

n. Conducts coordination with adjacent unit as required.

o. Addresses actions on contact with the enemy.

* 5. Company commander disseminates overlays, and other pertinent

information to each platoon to keep them abreast of the situation.

* 6. Company commander issues orders and instructions to include rules of

engagement (ROE) and or rules of interaction (ROI).

a. Issues clear concise taskings to platoons and or elements.

7. Company conducts a rehearsal, time permitting.

* 8. Company commander issues fragmentary orders (FRAGOs), as

necessary, to address changes to the plan identified during the rehearsal.

9. Company starts movement to a tactical assembly area or designated

area short of the defensive position(s).

a. Uses appropriate formation/technique based on factors of mission,

enemy, troops, terrain, time and civil considerations (METT-TC).

b. Moves on covered and concealed routes.

c. Maintains security during movement.

d. Secures designated area.

* 10. Company commander and reconnaissance element conducts the

reconnaissance (based on factors of mission, enemy, troops, terrain, time

and civil considerations (METT-TC).

a. Pinpoints the defensive position(s).

b. Positions security elements.

c. Determines and confirms the engagement area (where he plans to

kill the enemy).

d. Drives or walks the engagement area to confirm the selected

positions.

e. Ensures positions are free of enemy, mines, and obstacles.

f. Selects primary, alternate, and supplementary fighting positions

(mounted and dismounted) to achieve the desired effect for each

TRP.

g. Assigns platoon sectors and observation posts (OP) locations.

Observation posts (OPs) have wire communications, if available.

h. Identifies dead space between platoons.

(1) Determines how it is to be covered.

i. Selects weapons positions to cover likely avenues of approach.

(1) Ensures platoon leaders position weapons systems so the

required number of weapons, vehicles (if applicable), and

platoons can effectively cover target reference points (TRPs).

j. Selects covered and concealed routes between primary, alternate,

and supplementary defensive position(s).

k. Confirms tentative dismount/remount points (as applicable).

l. Verifies and updates intelligence information.

m. Leaves a surveillance team to observe the defensive position(s), if

required.

n. Returns to the company location.

* 11. Company commander adjust the plan based on updated intelligence

and reconnaissance effort.

* 12. Company commander updates the enemy situation.

* 13. Company commander disseminates updated overlays, and other

pertinent information.

* 14. Company commander coordinates and or synchronizes actions of

subordinate elements.

* 15. Company commander uses fragmentary orders (FRAGOs) as

necessary to redirect actions of subordinate elements.

16. Company elements move tactically to assigned defensive positions.

a. Use covered and concealed routes.

b. Enforce camouflage, noise, light, and litter discipline.

c. Maintain security during movement.

d. Construct, establish, and or occupy primary defensive positions in

accordance with (IAW) tactical standing operating procedures (TSOP)

and or as directed.

e. Maintain security (to include observation posts (Ops), hasty

perimeter, or security patrols).

f. Assign sectors of fire, engagement priorities, and other fire control

measures.

g. Position weapons systems so the required number of weapons,

vehicles (as applicable), and platoons can effectively cover each

target reference point (TRP).

h. Ensure the company is tied in with the unit on its right and left.

i. Emplace obstacles and other protective as required.

(1) Identify dead space and requirements to refine the location of

the obstacle group and fire control measures.

(2) Ensure obstacles are covered by direct or indirect fire and

under friendly observation.

(3) Ensure obstacles are concealed from enemy observation as

much as possible.

(4) Ensure obstacles are employed in depth.

(5) Ensure obstacles are tied in with existing obstacles, if

possible.

j. Reconnoiter in front of the position to become familiar with the

terrain and locate dead space.

k. Clear fields of fire.

17. Company elements improve fighting positions.

a. Adjust primary fighting positions as necessary to cover the sector of

fire/engagement area identified by the company commander.

b. Establish alternate and supplemental defensive positions in

accordance with (IAW) tactical standing operating procedures (TSOP)

and or as directed.

c. Completes consolidated sector sketch cards and forwards copy to

the company commander. (Platoon leader)

(1) Plots grid lines.

(2) Records individual and or vehicle positions.

(3) Records platoon sector or engagement area.

(4) Records target reference points (TRPs) (including location,

range, and coverage responsibilities).

(5) Records range lines, trigger points, break points, and other

key terrain features (these may coincide).

(6) Records locations of observation posts (OP) and obstacles

and designates coverage responsibilities.

(7) Records dead space and covers with indirect fire targets.

(8) Records indirect fire targets, including final protective fires

(FPF), if allocated.

(9) Records appropriate marginal information, including (as

required) engagement criteria, effective range of available

weapon systems, fire pattern, and disengagement criteria.

* 18. Company commander consolidates sketch cards and finalizes the

company fire plan.

* 19. As time permits, company commander directs platoons and or

elements to take additional steps to improve positions IAW deliberate

occupation of a battle position (BP).

a. Dig firing positions.

b. Establish communications.

c. Emplace camouflage, alarms, and decoys.

d. Pre stock ammunition and supplies.

e. Complete vehicle maintenance and prepare to fire checks.

* 20. Company commander adjusts readiness condition (REDCON) status

in accordance with (IAW), mission enemy, troops, terrain, time and civil

consideration (METT-TC), factors, operation order (OPORD) or

fragmentary order (FRAGO), and tactical standing operating procedures

(TSOP) using radio, or other tactical means.

a. Assesses readiness requirements based on tactical situation and

mission, enemy, terrain, troops, time and civil considerations (METT-

TC) factors.

b. Directs company to assume appropriate readiness condition

(REDCON) level.

* 21. Company commander coordinates and or synchronizes actions of

subordinate elements.

* 22. Company commander uses fragmentary orders (FRAGOs) as

necessary to redirect actions of subordinate elements.

23. Company conducts the defense.

a. Scans sector of responsibility.

b. Reports to commander using radio or other tactical means and

takes one of the following actions in accordance with (IAW)

commander’s intent and or operation order (OPORD) or fragmentary

order (FRAGO).

c. Engages enemy forces using direct fires until enemy is destroyed or

an order to cease fire is received.

d. Displaces as required.

24. Company consolidates and reorganizes as necessary.

25. Company secures enemy prisoners of war (EPW) as required.

26. Company treats and evacuates casualties.

27. Company processes captured documents and or equipment as

required.

28. Company continues operations as directed.

TASK PERFORMANCE SUMMARY BLOCK

ITERATION

TOTAL

TOTAL TASK STEPS AND PERFORMANCE

MEASURES EVALUATED

TOTAL TASK STEPS AND PERFORMANCE

MEASURES “GO”

“*” indicates a leader task step.

SUPPORTING INDIVIDUAL TASKS: NONE

SUPPORTING COLLECTIVE TASKS

Task Title

Defend in an Urban Environment (Infantry Company)

Conduct an Area or Zone Reconnaissance (Infantry Company)

Establish Observation Posts (Infantry Company)

Report Tactical Information (Infantry Company)

Integrate Indirect Fire Support (Infantry Company)

Destroy Unit Vehicles and Equipment (Infantry Company)

Process Captured Documents and Equipment (Infantry Company)

Treat and Evacuate Casualties (Infantry Company)

Conduct a Rehearsal (Infantry Company)

Conduct Consolidation and Reorganization (Infantry Company)

Conduct Risk Management (Infantry Company)

Conduct Troop-leading Procedures (Infantry Company)

Establish Communications (Infantry Company)

Operate a Command Post (Infantry Company)

Prepare for Combat (Infantry Company)

Maintain Operations Security (Infantry Company)

TRAINING AND EVALUATION OUTLINE

TASK: Conduct a Raid (Infantry Company)

(07-2-1135)

ITERATION:

(CIRCLE)

COMMANDER/LEADER ASSESSMENT:

T P U

(CIRCLE)

CONDITIONS: The company is conducting operations as part of a larger force and has

received an operation order (OPORD) or fragmentary order (FRAGO) to conduct a raid at a

specified location and time. All necessary personnel and equipment are available. The

company has communications with higher, adjacent, and subordinate elements, as

required. Indirect fire support is available. The company has been provided guidance on

the rules of engagement (ROE) and or rules of interaction (ROI). Coalition forces and

noncombatants may be present in the operational environment. Some iterations of this task

should be conducted during limited visibility conditions.

TASK STANDARDS: The company conducts the raid in accordance with (IAW) tactical

standing operating procedures (TSOP), the order, and or higher commander's guidance.

The company surprises the enemy and assaults the objective to achieve the intent of the

raid. The company does not become decisively engaged. The company complies with the

rules of engagement (ROE) and or rules of interaction (ROI).

TASK STEPS AND PERFORMANCE MEASURES:

*1. Company leaders gain and or maintain situational understanding using

information that is gathered from maps, intelligence summaries, situation

reports (SITREPs), and or other available information sources.

* 2. Company commander receives an operation order (OPORD) or

fragmentary order (FRAGO) and issues warning order (WARNO) to the

company.

* 3. Company commander plans using troop-leading procedures.

a. Conducts analysis based on factors of mission, enemy, troops,

terrain, time and civil considerations (METT-TC).

(1) Considers the enemy's capabilities, likely courses of action

(COAs), and specific weapons capabilities.

b. Conducts a map reconnaissance.

(1) Identifies tentative objective rally point (ORP).

(2) Identifies tentative support by fire and assault positions.

(3) Identifies likely enemy avenues of approach.

(4) Identifies routes to and from the objective rally point (ORP)

and objective.

(5) Marks tentative dismount points on maps as appropriate.

c. Designates the main effort and supporting effort.

d. Establishes control measures.

e. Organizes the company as necessary to accomplish the mission

and or compensate for combat losses.

(1) Designates a support, assault, and breach element as

required.

(2) Identifies special teams.

f. Coordinates and synchronizes activities within each battlefield

operating system (BOS).

g. Addresses actions on chance contact with the enemy.

h. Plans and coordinates combat service support (CSS).

i. Designates the withdrawal sequence.

j. Plans the integration of direct and indirect fires in accordance with

(IAW) higher headquarters’ fire support plan.

* 4. Company commander disseminates overlays, and other pertinent

information to each platoon to keep them abreast of the situation.

* 5. Company commander sets the conditions for the raid by employing

one or more of the following.

a. Screening or obscuring smoke to isolate enemy forces from friendly

forces.

b. Direct fires to fix adjacent or reserve enemy elements, preventing

them from repositioning or reinforcing the objective area.

c. Indirect fires, direct fires, or both to suppress and or destroy enemy

forces on the objective.

* 6. Company commander issues orders and instructions to include rules of

engagement (ROE) and or rules of interaction (ROI).

a. Issues clear and concise taskings to platoons and or elements.

7. Company prepares for mission.

a. Refines the plan based on continuously updated intelligence.

b. Conducts precombat checks.

c. Conducts a rehearsal.

* 8. Company commander issues a fragmentary order (FRAGO), as

necessary, to address changes to the plan identified during the rehearsal.

9. Company moves tactically to the objective rally point (ORP).

a. Secures the objective rally point (ORP).

b. Leaves a contingency plan with the senior company leader

remaining at the objective rally point (ORP).

* 10. Company commander or designated representative and

reconnaissance element conducts the reconnaissance based on factors of

mission, enemy, troops, terrain, time and civil considerations (METT-TC).

a. Pinpoints the objective.

b. Establishes security at the objective.

c. Selects security, support, and assault positions.

d. Verifies and updates intelligence information.

e. Leaves a surveillance team to observe the objective.

f. Returns to the objective rally point (ORP).

* 11. Company commander adjust the plan based on updated intelligence

and reconnaissance effort.

a. Recommends to higher headquarters:

(1) Aborting if the combat power of the enemy significantly alters

the engagement ratio.

(2) Aborting if enemy activity in the target area is significantly

increased, movement of outside elements in the area is

detected, or increased air coverage is present.

(3) Continuing with the raid.

* 12. Company commander updates the enemy situation.

* 13. Company commander disseminates updated overlays, and other

pertinent information.

* 14. Company commander assigns positions for all elements.

15. Company elements move from the objective rally point (ORP) to

support or assault positions.

a. Move using the designated/appropriate technique.

b. Attempt to breach any obstacle it cannot bypass.

* 16. Company commander coordinates and or synchronizes actions of the

support and assault elements.

* 17. Company commander uses fragmentary orders (FRAGOs) as

necessary to redirect actions of subordinate elements.

18. Company executes the raid.

a. Conducts the raid DISMOUNTED. (Raids are normally conducted

dismounted.)

(1) Employs indirect fires to isolate portions of the objective area,

to obscure enemy element, and or to screen the movement of

friendly elements.

(2) Surprises the enemy.

(3) Increases the volume and accuracy of fires to suppress and

or destroy enemy vehicles and fighting positions (support

elements and or platoons).

(4) Conducts initial breach of obstacles, if required to penetrate

the enemy's protective obstacle belt.

(5) Lifts and shifts fires as assault element(s) moves beyond the

obstacle using other tactical means.

Note: Both direct and indirect fires shift to suppress areas adjacent to the

objective, to destroy enemy forces retreating, or to prevent enemy

reinforcement of the objective.

(6) Assaults onto the objective by conducting fire and maneuver

(assaulting elements and or platoons).

(7) Achieves the intent of the raid.

b. Conducts the raid MOUNTED.

(1) Employs indirect fires to isolate portions of the objective area,

to obscure enemy element, and or to screen the movement of

friendly elements.

(2) Maintains radio silence.

(3) Increases the volume and accuracy of fires to suppress and

or destroy enemy vehicles and fighting positions (support

elements and or platoons).

(4) Commences firing and advances toward the object (assault

element).

(5) Assaults onto the objective by conducting fire and maneuver

(assaulting elements and or platoons).

(6) Achieves the intent of the raid.

19. Company occupies designated defensible positions, if necessary.

*20. Company commander assesses the situation and reports to higher as

required.

a. Compiles platoon leader situation reports (SITREPs).

b. Submits updated situation report (SITREP) to the higher

headquarters commander as necessary.

21. Elements withdraw from the objective in the sequence designated in the

fragmentary order (FRAGO) to a covered and concealed position away

from the objective area.

22. Company conducts consolidation and reorganization.

a. Maintains all around security to prevent and or defend an enemy

counterattack.

b. Reestablishes the chain of command.

c. Remains key weapons.

d. Redistributes ammunition and equipment.

23. Company secures enemy prisoners of war (EPW).

24. Company treats and evacuates casualties.

* 25. Company commander assesses and reports the status of personnel,

ammunition, supplies, and essential equipment.

26. Company continues operations as directed.

TASK PERFORMANCE SUMMARY BLOCK

ITERATION

TOTAL

TOTAL TASK STEPS AND PERFORMANCE

MEASURES EVALUATED

TOTAL TASK STEPS AND PERFORMANCE

MEASURES “GO”

“*” indicates a leader task step.

SUPPORTING INDIVIDUAL TASKS

Task Title

LOCATE MINES BY VISUAL MEANS

NEUTRALIZE BOOBY TRAPS

LOCATE A TARGET BY GRID COORDINATES

LOCATE A TARGET BY SHIFT FROM A KNOWN POINT

Engage Targets with a PKM Machine Gun

Engage Targets with an AK-47 Rifle, Assault

Unload a PKM Machine Gun

Load an RPK Machine Gun

Engage Targets with an AK-47 Rifle, Assault

Engage Targets with a GP-30 Grenade

Employ Hand Grenades

Move as a Member of a Fire Team

Move under Direct Fire

Move Over, Through, or Around Obstacles (Except Minefields)

React to Indirect Fire While Dismounted

React to Flares

Select a Movement Route Using a Map

Issue an Oral Operation Order

Control Movement of a Fire Team

Select an Overwatch Position

Conduct the Maneuver of a Squad

Conduct Movement Techniques by a Platoon

Identify Terrain Features on a Map

Determine the Grid Coordinates of a Point on a Military Map

Determine a Magnetic Azimuth Using a Lensatic Compass

Determine a Location on the Ground by Terrain Association

Navigate from One Point on the Ground to another Point while Dismounted

Analyze Terrain

Establish a Helicopter Landing Point

Conduct a Leader's Reconnaissance

Control Organic fires

Plan for use of supporting fires

Conduct the maneuver of a platoon

SUPPORTING COLLECTIVE TASKS

Task Title

Conduct a Deliberate Attack (Infantry Company)

Conduct a Withdrawal (Infantry Company)

Conduct an Area or Zone Reconnaissance (Infantry Company)

Report Tactical Information (Infantry Company)

Integrate Indirect Fire Support (Infantry Company)

Handle Enemy Prisoners of War (Infantry Company)

Process Captured Documents and Equipment (Infantry Company)

Treat and Evacuate Casualties (Antiarmor/Infantry Company)

Conduct a Rehearsal (Infantry Company)

Conduct Consolidation and Reorganization (Infantry Company)

Conduct Risk Management (Infantry Company)

SUPPORTING COLLECTIVE TASKS Cont’d

Task Title

TASK: Conduct an Ambush (Infantry Company)

(07-2-1243)

ITERATION:

(CIRCLE)

COMMANDER/LEADER ASSESSMENT:

T P U

(CIRCLE)

CONDITIONS: The company is conducting operations as part of a larger force and has

received an operation order (OPORD) or fragmentary order (FRAGO) to conduct an area,

point, or antiarmor ambush at the location and time specified. All necessary personnel and

equipment are available. The company has communications with higher, adjacent, and

subordinate elements. The company has been provided guidance on the rules of

engagement (ROE) and or rules of interaction (ROI). Coalition forces and noncombatants

may be present in the operational environment. Some iterations of this task should be

conducted during limited visibility conditions.

TASK STANDARDS: The company emplaces and executes the ambush in accordance

with (IAW) tactical standing operating procedures (TSOP), the order, and or higher

commander's guidance. The company surprises and kills or captures enemy forces in the

engagement area(s) (EA). The company destroys or captures enemy equipment based on

the commander's intent. The company complies with the rules of engagement (ROE) and

or rules of interaction (ROI).

TASK STEPS AND PERFORMANCE MEASURES:

*1. Company leaders gain and or maintain situational understanding using

information that is gathered from maps, intelligence summaries, situation

reports (SITREPs), and or other available information sources.

* 2. Company commander receives an operation order (OPORD) or

fragmentary order (FRAGO) and issues warning order (WARNO) to the

company using radio or other tactical means.

* 3. Company commander plans the ambush using troop-leading

procedures.

a. Conducts a map reconnaissance.

(1) Identifies tentative objective rally point (ORP).

(2) Identifies tentative support by fire and assault positions.

(3) Identifies likely enemy avenues of approach.

(4) Identifies routes to and from the objective rally point (ORP)

and objective.

(5) Marks tentative dismount points on maps as appropriate.

b. Plans for.

(1) Covering the entire kill zone by fire.

(2) Using existing or reinforcing obstacles to keep the enemy in

the kill zone.

Military reference books and manuals (2009-2023, Volume 5) - page 8