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DEPARTMENT OF THE ARMY FIELD MANUAL

INFANTRYDIVISION

ENGINEERS

HEADQUARTERS, DEPARTMENT OF THE ARMY

MAY 1960AGO 5556C

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*FM 5-132

FIELD MANUAL HEADQUARTERS,DEPARTMENT OF THE ARMY

No. 5-132 WASHINGTON 25, D. C., 12 May 1960

INFANTRY DIVISION ENGINEERS

Paragraph Page

PART ONE. INTRODUCTION ------------ 1, 2 2Two. ORGANIZATION

CHAPTER 1. INFANTRY DIVISION EN-

GINEER BATTALION ------ 3-6 32. BATTALION HEADQUARTERS 7-9 73. HEADQUARTERS COMPANY_ 10-14 174. ENGINEER COMPANY, IN-

FANTRY DIVISION EN-GINEER BATTALION ------ 15-19 22

PART THREE. OPERATIONS

CHAPTER 5. INFANTRY DIVISION ------- 20-22 27

6. INFANTRY DIVISION EN-GINEER BATTALION

Section I. Administration ---------------- 23-30 30II. Intelligence ------------------- 31-39 34

III. Tactical Employment ---------- - 40-66 47IV. Logistics ---------------------- 67-70 107V. Communication ---------------- 71-76 120

VI. Security ------------------ 77-87 129VII. Infantry-type combat role ------ 88-90 141

VIII. Training ---------------------- 91-96 150CHAPTER 7. ENGINEER PLATOON, IN-

FANTRY BATTLE GROUPSection I. General --------------------- 97-105 159

II. Employment ---------------- 106-109 162APPENDIX I. REFERENCES ------------- 166

II. RECOMMENDED OUTLINEFOR SOP ------------------------ 171

INDEX_ ---------------------------------

This manual supersedes FM 5-132, 23 August 1957.

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PART ONE

INTRODUCTION

1. Purpose and Scopea. This manual is a guide for the battalion com-

mander, company commanders, platoon leaders, andsquad leaders in the organization and operations of theinfantry division engineer battalion, its componentunits, and the battle group engineer platoon.

b. It also contains information for the commanderand staff officers of the infantry division on the tacticalemployment of the infantry division engineers.

2. Specific Coveragea. The manual covers the organization, missions,

capabilities, training, employment, and normal opera-tions of the infantry division engineer battalion and itscomponents. It also covers the mission, organization,equipment, capabilities, and employment of the battlegroup engineer platoon.

b. It lists the major items of equipment of the engi-neer battalion and the battle group engineer platoon.

c. Duties of the battalion commander and his staffare discussed in the manual. Duties of other personnelare not discussed unless they vary from the dutieslisted in SR 605-105-5, for officers; and AR 611-201,for enlisted men.

d. The discussions of missions, organization, per-sonnel, and equipment are based on the latest issuesof tables of organization and equipment (TOE's) atthe time the manual was written.

e. The material presented herein is applicable, with-out modification, to nuclear and nonnuclear warfare.

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PART TWO

ORGANIZATION

CHAPTER 1

INFANTRY DIVISION ENGINEER BATTALION

3. Organization and Mission

The infantry division engineer battalion is organizedunder TOE 5-15 into a headquarters and headquarterscompany and five identical engineer companies (fig. 1).Its mission is to increase the combat effectiveness of theinfantry division, to which it is organic, and to carryout infantry-type combat missions.

4. CapabilitiesThe battalion has equipment and trained personnel

to give the following engineer support to the infantrydivision:

a. Engineer staff planning and supervision fororganic and supporting engineer troops.

b. Giving technical advice to supported organiza-tions on engineering matters. This includes recom-mendations for employment of engineer troops.

c. Constructing, repairing, and maintaining roads,bridges, ferries, fords, and culverts.

d. Supporting hasty stream crossings with its ownequipment and personnel; and, in deliberate rivercrossings, coordinating organic and supporting engineerequipment and troops.

e. Providing fixed bridges for crossing short gaps.

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f. Helping emplace and remove obstacles, includingmines and boobytraps.

g. Preparing and executing demolitions. This in-cludes the employment of atomic demolition munitions.

h. General construction, which includes landingstrips.

i. Assisting in assaults on fortified positions.j. Supplying maps.k. Constructing and placing deceptive devices.1. Performing engineer reconnaissance and intelli-

gence functions.m. Giving technical assistance to other troops in

preparing fortifications and camouflage.n. Providing engineer class II and class IV supplies.o. Providing engineer third echelon field maintenance

support.p. Purifying and supplying water.q. Engaging in infantry-type combat.

5. Major Items of EquipmentThe infantry division engineer battalion contains the

following major items of equipment:a. Assault boats.b. Armored vehicle launched bridges.c. Two light tactical raft sets.d. Crane-shovels.e. Road graders.f. Scoop loaders.g. Air compressors and pneumatic tools.h. Chain saws.i. Mine scoops.j. Medium tractors, with dozer blades.k. Water purification sets.1. Carpenter and pioneer tool kits.

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m. Combat engineer vehicles (the M-48 tank, withdozer blade attached, is being used as a substitute itemuntil the combat engineer vehicle is available.)

n. Dump trucks.

6. MobilityThe infantry division engineer battalion and all its

component units are 100 percent mobile with organictransportation.

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CHAPTER 2

BATTALION HEADQUARTERS

7. Organization and MissionBattalion headquarters (fig. 2) is organized under

TOE 5-16 into command elements, organizational staffelements, and special staff elements. Its mission is toprovide command and staff supervisory personnel foradministration, communication, reconnaissance, medi-cal services, and supply for the battalion and to provideengineer class II and class IV supply and engineer fieldmaintenance support to the division.

8. CapabilitiesThe infantry division engineer battalion headquarters

is capable of the following:a. Engineer staff planning and supervision for organic

and attached engineer troops.b. Giving technical advice on engineering matters

to supported organizations.c. Procuring maps and distributing them to the

division.d. Engineer reconnaissance and intelligence func-

tions.e. Furnishing engineer class II and class IV supplies

to the division.f. Engineer third echelon field maintenance support

to the division.g. Providing potable water for the division.

9. Duties of Personnela. Battalion Commander. The battalion commander

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has two separate responsibilities. He commands theinfantry division engineer battalion; and he is a mem-ber of the division commander's special staff as divisionengineer. As battalion commander, he directs theoperations of the battalion in implementing its assignedengineer missions. As division engineer he performsthe following engineer duties:

(1) He makes recommendations to the divisioncommander on the employment of engineertroops and equipment. This includes recom-mendations for engineer troop support ofdivisional elements.

(2) He makes recommendations to the divisioncommander on the requirements for engineermaterials for the division; and he suppliesthese materials to the division.

(3) He advises the division commander onengineer plans, on barrier plans, and onengineer recommendations for river-crossingoperations.

(4) He makes recommendations to the divisioncommander on mine warfare, on demolitionoperations, and on construction and removalof obstacles.

(5) He makes recommendations to the divisioncommander on the traffic circulation plan andthe main supply route (MSR) and on roadand bridge traffic regulations.

(6) He is responsible for preparing traffic signs forroutes and bridges; and he makes recommen-dations to the division commander on postingthe signs.

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(7) He is responsible for supplying maps to thedivision.

(8) He is responsible for supplying potable waterto the division.

(9) He is responsible for the construction, repair,and maintenance of roads, bridges, andlanding strips and for the engineer portion ofall types of river crossings.

(10) He is responsible for any defense works whichare not assigned to other troops.

(11) He is responsible for collecting, evaluating,and disseminating information on enemyengineer materiel and activities.

(12) He is responsible for engineer reconnaissanceand for preparing terrain estimates.

(13) He is responsible for engineer third echelonmaintenance, for all engineer equipmentwithin the division.

(14) Within the limits prescribed by the division.commander, he supervises engineer and cam-ouflage activities of divisional units.

(15) Upon the division commander's decision toemploy atomic demolition munitions, thedivision engineer designates the emplacingand firing unit; coordinates on supply and onmoving equipment, materials, and personnelto support the mission; and furnishes thecommander technical information on thefollowing:

(a) Quantity, types, and yield of weapons.(b) Height or depth of burst.(c) Emplacement site.(d) On-call detonation or time of burst.

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(e) Troop and civilian safety precautions.(f) Special equipment needed.

b. Staff.(1) Executive officer. The executive officer is

second in command. He supervises the staff;and he controls and coordinates staff activitiesin accordance with the orders and policies ofthe battalion commander.

(2) Assistant division engineer (ADE). There aretwo assistant division engineers on the bat-talion commander's staff. They representthe division engineer at the division staff andbrigade headquarters and are authorized tomake decisions for him in his absence. Theyare responsible for keeping the divisionsituation maps at division and brigade head-quarters accurate and up to date. They keepthe engineer battalion commander and staffinformed on the activities and plans of thedivision and brigade headquarters; and theykeep the division and brigade informed onactivities of the battalion.

(3) Adjutant (Sl). The adjutant handles thebattalion personnel and administrative mat-ters. These matters include pay records,promotions, assignments, transfers, awards,leaves, courts-martial, casualties, the bat-talion journal, routine orders, and the publi-cation and authentication of all orders andinstructions of the commander except combatorders and certain technical instructions.The adjutant also supervises athletics, enter-tainment, and other morale-building activities

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when no other officer is designated for theseduties.

(4) Intelligence officer (S2). The intelligence offi-cer is charged with the responsibility ofcollecting, evaluating, and disseminating en-gineer information. He keeps the S2 situa-tion map, trains others in intelligence work,and is responsible for engineer and combatintelligence for the organization. He isresponsible for map procurement and distri-bution. He acts as the division map supplyofficer under the supervision of the divisionG2, in accordance with the policies of thedivision commander. He is assisted by threereconnaissance officers who work within theS2 section. They supervise reconnaissanceoperations and personally participate inreconnaissance missions. Although the re-connaissance officers are assigned to the S2section, they perform reconnaissance missionsfor the entire organization.

(5) Operations and training officer (SS). Theoperations and training officer directs theactivities of the operations and trainingsection. He plans battalion training andassists in its supervision. He plans alloca-tions of engineer troops and constructionequipment to various tasks, prepares battalionoperation orders, arranges details for move-ment of the battalion under tactical condi-tions, and prepares plans and designs foraccomplishing engineer tasks. He assists inpreparing recommendations on traffic circu-

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lation, recommends security measures forbattalion headquarters, keeps the engineeroperations situation map, and prepares tac-tical and technical reports as directed.

(6) Supply officer (S4). The S4 is the divisionengineer supply officer. He effects pickup atarmy depots or army supply points and issuesto units of the division the engineer class IIand class IV items they need, except fortifi-cation and construction materials. The S4

coordinates and supervises the supply offortification and construction materials forthe division. He supervises the supplysection of the battalion and is responsible forits functioning. He keeps in close touchwith S2 and S3, with the tactical situation,with the division G4, and with all supplyinstallations.

(7) Communication officer. The communicationofficer advises the commander on matters ofsignal communication technique. He makesplans and recommendations for the engineercommunication system; and he establishes,operates, and maintains it. He supervisesand instructs communication center personnelin the function of a message center. He givestechnical assistance to S4 on supply of signalcommunication material. If the initial -andsuccessive locations of the battalion commandpost (CP) are not prescribed by higherauthority, he makes recommendations forthem. He supervises technical training ofcommunication personnel in the battalion.

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(8) Motor officer. The battalion motor officersupervises the battalion maintenance section.He advises the commander, staff, and sub-ordinate commanders within the engineerbattalion on the technical aspects of vehicleand equipment operations and maintenance.In coordination with S3, he directs trainingfor drivers, mechanics, and operators.

(9) Engineer equipment maintenance officer. Thebattalion engineer equipment maintenanceofficer executes the division engineers respon-sibilities for third echelon maintenance activi-ties for the division. He supervises thetraining, operations, and supply activities ofthe engineer field maintenance section of thebattalion. He advises commanders of divi-sional units and their staffs on the technicalaspects of engineer equipment maintenanceand operation and on the training of equip-ment operators.

(10) Chaplain. The chaplain is adviser to thebattalion commander and staff on all matterspertaining to religion, welfare, and moraleactivities of the command. He conductsreligious services, including funerals. Hecorresponds with relatives of deceased per-sonnel, coordinates the religious work ofvarious welfare societies, prepares reports onreligious and morale activities of the com-mand, and prepares estimates of funds forreligious activities which are not specificallycharged to other agencies of the command.

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(11) Medical officer. The medical officer super-vises the medical services of the battalion.He serves as adviser to the battalion com-mander and staff on matters affecting thehealth of the command and the sanitation ofthe battalion area. Specifically, he instructsbattalion personnel in personal hygiene,military sanitation, and first aid, makesmedical and sanitary inspections; establishesand operates the battalion first aid stationand dispensary; requisitions medical equip-ment and supplies for the battalion; preparesthe battalion medical plan; supervises col-lection and evacuation of wounded; andsupervises the preparation of casualty listsand other records pertaining to the medicalservice.

c. Staff Relationship. The battalion commandermust organize his staff so that staff functions operateefficiently. Figure 3 gives one such method oforganization.

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CHAPTER 3

HEADQUARTERS COMPANY

10. Organization and MissionThe headquarters company of the engineer battalion

is organized under TOE 5-16. It is composed (fig. 4)of the company officers and the enlisted men who workin battalion staff sections, in company headquarters,and in the two operating platoons: the bridge platoonand the equipment platoon. The mission of head-quarters company is to provide company-level admin-istration and administrative support for battalionheadquarters and to provide to elements of the bat-talion certain specialized equipment. It also engagesin infantry-type combat when necessary.

1 1. CapabilitiesThe headquarters company is capable of the fol-

lowing:a. Furnishing supplemental construction equipment

and operators to elements of the battalion.b. Furnishing combat engineer vehicles (fig. 5) to

elements of the battalion.c. Furnishing short-gap fixed bridging and light

stream-crossing equipment to the battalion.d. Providing personnel for battalion staff sections to

perform the tasks outlined in paragraph 8.e. Providing security for the battalion headquarters

command post.

12. Company HeadquartersThe company headquarters provides command and

administrative services for headquarters company and

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battalion headquarters. These services include mess,supply, quarters, and supervision of nonduty-houractivities.

13. Bridge Platoon

The bridge platoon consists of a platoon head-quarters, an armored vehicle launched bridge section,and a light tactical raft section. It provides the

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engineer companies with 60-foot-span armored vehiclelaunched bridges (fig. 6) for short-gap spanning, enoughassault boats to cross one rifle company in the assaultwave, and two light tactical raft sets for river crossings.The bridge platoon is also capable of giving technicalassistance to the supported organization in the utili-zation of its organic equipment.

14. Equipment Platoon

a. The equipment platoon contains the followingmajor items of equipment:

(1) Crane-shovels.(2) Road graders.(3) Pneumatic tools and air compressor.(4) Mine scoops.(5) Medium tractors, with dozer blades.(6) Combat engineer vehicles.(7) Dump trucks.

b. This equipment and the trained operators makethe platoon capable of furnishing the engineer com-panies equipment for the construction, maintenance,and repair of routes of communication, landing strips,obstacles, and field fortifications. The platoon is alsocapable of giving technical assistance to the supportedunit in the use of the equipment, assisting the head-quarters company in planning and directing theemployment of platoon equipment, and providingcombat engineer vehicle assault support.

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CHAPTER 4

ENGINEER COMPANY, INFANTRY DIVISIONENGINEER BATTALION

15. Organization and MissionThe engineer company is the basic administrative

unit of the infantry division engineer battalion. It isorganized under TOE 5-17 into a company head-quarters and two identical engineer platoons, each witha platoon headquarters and three identical operatingsquads (fig. 7). It is equipped to perform combatengineer tasks; and, when reinforced with additionalheavy equipment, it can perform more complexengineer work. It provides normal engineer supportfor a battle group; and it engages in infantry-typecombat when required.

16. Major Items of EquipmentThe equipment in company headquarters includes

pneumatic reconnaissance boats, mine scoop, pneu-matic tool and compressor outfit, and a mediumtractor with angle dozer blade. The equipment inplatoon headquarters includes carpenter and pioneertool kits, a portable electric pioneer outfit, a wheeledscoop 4-in-1 bucket loader, a demolition set, and adump truck. Each squad contains carpenter andpioneer tool kits, chain saw, demolition set, and adump truck.

17. Capabilities

a. The engineer company is capable of the following:(1) Constructing, repairing, and maintaining

roads, bridges, ferries, fords, and culverts.

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(2) Assisting in emplacing and removing obsta-cles, including mines and boobytraps.

(3) Preparing and executing demolitions, includ-ing atomic demolition munitions.

(4) Assisting other troops prepare fortificationsand camouflage.

(5) Conducting engineer reconnaissance.(6) Constructing and emplacing deceptive devices.(7) Giving technical advice to supported organi-

zations on engineer matters. This includesrecommendations for employment of engineertroops.

(8) Assisting in assaults on fortified positions.b. When supported by elements from headquarters

and headquarters company, the engineer company iscapable of the following:

(1) Providing raft and assault-boat support forstream-crossing operations.

(2) Furnishing fixed bridges for crossing shortgaps.

(3) General construction, including constructionof landing strips.

(4) Water purification and supply.

18. PlatoonThe mission of the platoon is to perform combat

engineer tasks that increase the combat effectiveness ofsupported units. It is the basic operating componentof the engineer company. It is capable of engineerreconnaissance; constructing, maintaining, and repair-ing fords and roads; constructing, repairing, strength-ening, and maintaining bridges and bypasses; removing,neutralizing, or destroying manmade and naturalobstacles (fig. 8), including minefields; and giving

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Figure 9. Engineers constructing a barbed wire fence.

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technical assistance to other troops in preparingobstacles and barriers (figs. 9 and 10).

19. Squad

The squad is the basic operating and working unitof the platoon. The mission of the squad is to performminor combat engineer tasks. It consists of specialistsin combat construction and demolition, to includepioneers who are trained to assist in accomplishingcombat engineer tasks. The equipment of the squadmatches the specialties of the individuals.

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Figure 10. Engineers preparing a roadblock.

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PART THREE

OPERATIONS

CHAPTER 5

INFANTRY DIVISION

20. CharacteristicsThe infantry division is one of the large units of the

combined arms and services. It is the basic unit toengage in land combat. Its mission is to destroy,defeat, or repel the enemy by aggressive offensiveaction. To achieve its mission, it employs nuclear andnonnuclear fire, maneuver, and close combat. It maybe employed as part of a land force of army groups,armies, and corps; in independent or joint operationsof no more than corps size; or in small combinedoperations with allied forces. The infantry divisioncan be stationed worldwide or moved, on short notice,to any threatened spot. It can apply the degree offorce required by situations ranging from a show offorce to total nuclear war. Flexibility, dispersion, andrapid concentration are characteristics of its operations.These characteristics enable it to conduct all types ofground operations under varying conditions of weatherand terrain, either as an independent organization,with appropriate attachments, or as part of a largerforce, with or without the support of nuclear weapons.For detailed information on the infantry division, seeFM 7-100.

21. The Battle GroupThe battle group normally is employed as an organic

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element of the infantry division (FM 7-40). Itsmission is to close with the enemy by fire and maneuverin order to capture or destroy him or to deny theenemy a vital area, to contain his forces, or to effectmaximum casualties and disorganization before takingoffensive action. Battle group task forces may beformed by the attachment of other units, includingengineer units. The composition of such task forcescan be designed to meet the needs of specific tacticalsituations.

a. Battle Group Task Force. A battle group taskforce is built around one infantry battle group. Itnormally has one engineer company in support. Theinfantry division engineer battalion provides thiscompany.

b. Smaller Task Forces. Task forces of less thanbattle group size vary in size from two or more infantrycompanies to one infantry platoon (FM 7-10). Theirassigned tasks and the engineer effort required are sovaried that many combinations of infantry-engineerunits are possible.

22. Engineer Support

The battle group has organic engineer capability-anengineer platoon, which is part of headquarters com-pany. However, most operations require additionalengineer support, which is provided by the infantrydivision engineer battalion and distributed among thedivisional components on the basis of one engineercompany per committed battle group. The remainingengineer companies perform general task assignmentsfor the division as a whole. Engineers provide supportin one of the following three ways:

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a. General Support. General support is the normalengineer support provided in the division area ofresponsibility. The battalion commander assigns theline companies projects, which they carry out on anarea or a task basis. He establishes his requirementsby operational plans, unit requests, and normalengineer reconnaissance. The engineer battalion com-mander retains full control of the battalion. Thedivisional units submit their requests for engineersupport to the battalion operations and trainingofficer (S3).

b. Direct Support. Direct support is the engineereffort devoted entirely to assisting a single divisionalunit, such as an infantry battle group. The battalioncommander still maintains control of the battalion.However, there is close liaison between the supportedand supporting units.

c. Attachment. Attachment is the engineer supportto a specific infantry unit which is controlled by thecommanding officer of the supported unit. Thistransfer of the command over to the infantry com-mander is necessary during the formation of taskforces, covering forces, and other situations whichrequire the removal of various units beyond theeffective control of their parent units. Along with theassumption of command over the supporting unit, thesupported infantry commander accepts full responsi-bility for it. The attachment may be qualified bystating that one unit is attached to another "forsupply" or "for rations". Unless the attachment isqualified, it is attached for all purposes except suchpersonnel matters as transfers and promotions.

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CHAPTER 6

INFANTRY DIVISION ENGINEER BATTALION

Section I. ADMINISTRATION

23. General

a. The application of sound principles of personnelmanagement is essential to the efficient operations ofthe battalion and companies. By careful selection ofindividuals to fill positions in the battalion and com-panies, the commanders can reduce the amount oftime necessary for the supervision of administrativematters, allowing themselves more time for the super-vision of combat operations.

b. The battalion adjutant must keep the battalioncommander informed concerning the personnel policiesof higher headquarters. He must advise the com-mander in the formulation of all battalion policieswhich affect personnel; and he must keep the com-mander informed of the effect of such policies onindividual and team proficiency, morale, discipline,and esprit de corps within the battalion.

c. The battalion adjutant, by applying the principleof centralized functions, can relieve the companycommanders of most of their administrative andpersonnel duties. The personnel section is the properagency to perform these functions. The companycommanders, if relieved of these administrative duties,can devote a greater amount of time to the trainingand tactical employment of their units.

d. When the division is committed to combat, thebattalion personnel section is placed under the control

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of the administrative service company and under thetechnical supervision of the division adjutant general.Information to the battalion personnel section for theaccomplishment of its mission is relayed to it throughthe battalion adjutant, except for those units onattached status who will relay through the adjutant ofthe supported unit.

e. The procedures described in this section areintended as a guide and are subject to modification byappropriate regulations, directions, and policies ofhigher headquarters.

24. Strength Records and Reportsa. The companies informally furnish the battalion

personnel officer with necessary information for thecompany morning report. The company morningreport is then prepared by the battalion personnelsection and signed by the personnel officer. A filecopy of the morning report is furnished to the company.

b. The companies also submit to the battalionadjutant a personnel daily summary report and, asrequired, a casualty or nonbattle loss status report.

25. Morale and Personnel ServicesThe company commander is responsible for the

morale and welfare of members of the company. Hisspecific responsibilities are as follows:

a. He insures that leave and rest quotas are equitablyallocated and that these quotas are filled when con-ditions permit. Emergency leaves are processedexpeditiously in accordance with regulations andpolicies.

b. He insures that all personnel are familiar withdecoration policies and that draft recommendations are

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promptly forwarded to battalion for preparation infinal form.

c. He insures that mail is promptly delivered and[properly handled (AR 65-75).

d. He insures that services such as legal assistance,welfare, army exchange, special services, and chap-lain's assistance are made available and are properlyutilized.

26. Replacements

Replacements are requisitioned by the battalionadjutant, based on vacancies existing in the companies.Upon receipt of replacements, the company com-mander insures that they are properly welcomed,oriented, and assigned.

27. Discipline, Law, and Order

a. Since discipline is the mental attitude and state oftraining which renders obedience and proper conductinstinctive under all conditions, it is evident thattraining within the unit must be pointed toward thedevelopment of moral responsibility within each indi-vidual. When such training is adequate and effective,problems of law and order diminish. Preventivemeasures are much more effective than correctiveaction. By exercising sound leadership, and byrequiring that subordinate commanders do likewise, theunit commander builds good discipline. Good disci-pline forestalls many problems of law and order.

b. The company commander is responsible for allmatter pertaining to discipline, law, and order withinthe company. When appropriate, he exercises juris-diction under article 15, UCMJ, or prefers charges.Charge sheets and allied papers are normally prepared

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by clerks of the battalion S1 section from informationfurnished by the company commander.

c. The battalion commander exercises summary andspecial court-martial jurisdiction. He insures theappointment of court-martial boards for promptdisposition of cases occurring within the organizationand for the efficient administrative processing ofcharges and proceedings.

d. The battalion adjutant maintains statistics on allabsences-without-leave, stragglers, rewards and pun-ishments, court-martial actions, and other mattersreflecting the status of discipline and law and orderwithin the command. He maintains records to insurethat corrective action is taken when required.

28. Prisoners of War

a. The company commander is responsible for theproper handling of prisoners of war in accordance withthe Geneva Convention of 1949 and for their evacu-ation to battalion headquarters or to headquarters ofthe supported organization.

b. The adjutant prepares and supervises the execu-tion of plans for the collection and evacuation of enemyprisoners of war. He must be careful to insure thatthese plans conform to the directives of higher head-quarters and that they are sufficiently comprehensive.He coordinates with S2 for estimates on prisonersanticipated and facilities for any interrogation desired,and with S3 for necessary guards for prisoners whilethey are being evacuated. He coordinates with S4 fortransportation to evacuate enemy prisoners of war andwith the battalion surgeon for evacuation of woundedprisoners.

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29. Recovery and Disposition

The company commander is responsible for collect-.ing, identifying, and evacuating the dead, and forsafeguarding their personal effects, while in the areaof his control. Deceased personnel are normallyevacuated to the battalion or supported organization'srecovery and disposition point on available trans-portation. Personal effects are not removed from thebody.

30. Civil Affairsa. The battalion adjutant coordinates the activities

of any civil affairs teams attached to or operating withthe battalion. In the event no such teams are avail-able, the adjutant normally performs their functions.In either case, the adjutant must be thoroughlyfamiliar with policies and directives of higher head-quarters concerning civil affairs operations. Theprimary mission of civil affairs during combat is toassist military operations by providing civilian labor,local supplies, buildings, public utilities, and control ofrefugees. In connection with civil affairs, the adjutantmust coordinate with S3 on security measures and onuse of troops.

b. The company commander executes such civilaffairs responsibilities as may be delegated by higherheadquarters. He also insures that the utilization ofcivilians by his unit conforms to directives of higherheadquarters.

Section II. INTELLIGENCE

31. GeneralThe battalion commander has three basic intelligence

responsibilities: to division, to technical channels, and

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to the battalion and its subordinate and supportingunits. The battalion intelligence officer (S2) assiststhe commander in these responsibilities.

32. Responsibility to Divisiona. The division engineer furnishes timely intelligence

information to the division on terrain; minefields andobstacles; effects of weather; effects of nuclear detona-tion on the terrain; enemy fortifications; enemyengineer troops, their capabilities, equipment, materieland techniques; routes of communication; and sourcesof usable engineer supplies and equipment.

b. The division engineer works closely with the G2in the preparation of the intelligence estimates and theintelligence annexes (FM 30-5). Spot reports onenemy engineer materiel should be disseminatedthrough the G2 to the units of the division as quicklyas possible. The supply of maps to the division is aresponsibility of the division engineer, and he shouldhave a close-knit relationship with the G2 on thisfunction, particularly in regards to future operationsso that a timely map coverage may be provided.

c. The division engineer assists the G3 in thepreparation of the operation orders on matters per-taining to engineer intelligence such as in the engineerand barrier annexes.

33. Technical Channel Responsibilitiesa. Engineer technical channel responsibilities deals

with the principles of design and operation, nomen-clature, physical characteristics, performance, opera-tional capabilities, and limitations of foreign materialand facilities used by or for the support of militaryforces. In a broader sense, this responsibility may also

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embrace the manufacture, storage, installation, main-tenance, and operating aspects of foreign materiel andfacilities, including the effects of weather, terrain, andmilitary action thereon, as the nature, organization,and activities of foreign military engineer organizationshaving functions similar to those of the United StatesArmy. For further information, see FM 30-16.

b. The duties of the division engineer relative to hisengineer technical channel responsibilities are to-

(1) Supervise all phases of this intelligenceactivity within the division.

(2) Know the technical aspects of foreign materielfor which the engineer has primary responsi-bility.

(3) Collect, examine, and report on capturedengineer enemy materiel and documents toinclude possible tactical capabilities, limita-tions, counterweapons, and countertactics.

(4) Implement and operate the system of evacu-ation of captured engineer materiel.

(5) Coordinate with other services on exploitationof materiel of interest to more than one of thetechnical services.

(6) Forward reports on processing of materiel andinformation derived therefrom through engi-neer intelligence and technical channels.

(7) Provide, within the engineer field of interest,information to instruct troops on foreignmateriel to include recognition, characteristics,use, and interchangeability with UnitedStates or allied equipment.

34. Responsibility to the Battalion

The division engineer as the battalion commander,

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and assisted by the battalion S2, directs the intelligenceactivities of the battalion (FM 5-30). These functionsare-

a. Disseminating all intelligence information tosubordinate and supporting units.

b. Preparing terrain analyses and studies for use ofthe battalion.

c. Supervising intelligence training.

35. Timing

Engineer intelligence must be placed in the hands ofthose agencies (troop commanders or staff sections)which need it, in time to permit them to make practicaluse of it in their planning and operations. Dissemi-nating agencies must allow both for time of physicaltransmission and for time to clear intermediate head-quarters before the item of intelligence reaches theultimate user. This is especially important in the caseof dissemination downward; it is also important, in afast-moving situation, with respect to dissemination inany direction. In urgent cases, partial or fragmentaryreports may be- sent; summaries may be sent by wireor radio, in advance of a complete report; or incom-pletely processed intelligence may be disseminated,with a precautionary note incorporated into the textof the report.

36. Sources of Engineer Informationa. In general terms, the division engineer obtains

engineer information in three ways: by the study ofdocuments, to include the interpretation of photo-graphs; by reconnaissance agencies; and by interro-gation of individuals. More specifically the sources

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are as listed below. Of those listed, photographs willprobably be the primary source of engineer information.

(1) Aerial and ground reconnaissance.(2) Aerial and ground photographs.(3) Maps.(4) Prisoners of war.(5) Refugees.(6) Local civilians.(7) Captured enemy materiel.(8) Captured enemy installations.(9) Captured enemy documents.

(10) Other documents, including texts, periodicals,and technical papers.

(11) Intelligence publications (including terrainand weather studies).

b. These sources are available to, and used by, theengineers of commands at all levels, but in varyingproportions. At divisional level, ground and short-range aerial reconnaissance and reports from otherfrontline troops, supplemented by data from localintelligence sources such as prisoner-of-war statements,are of vital importance in bringing up to date theavailable intelligence on terrain and enemy installa-tions. In a fast-moving situation they may be theonly sources of such intelligence.

37. Terrain and Weather Studiesa. The most effective employment of military forces

requires consideration of the influence of weather andterrain from the inception of a plan through its finalexecution. Accurate interpretation of the effects ofweather and terrain serves not only as a basis forincreasing the probability of success in operations, butserves also as a basis for determining probable enemy

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courses of action. The object of the study of the areaof operations is to determine the effect of the terrainand weather upon the mission and upon the capabilitiesof the enemy. This deduction is based on the criticalterrain features within the area and the best avenuesof approach to them. The effect of the area on thecapabilities of the enemy frequently assists in elimi-nating those capabilities not favored by conditions ofterrain and weather. For detailed information onterrain intelligence, see FM 30-10.

b. A terrain analysis is an evaluation of a piece ofterrain in the light of its five military aspects. Thefollowing is proposed as a guide for a terrain analysis:

(1) Critical terrain features.(2) Observation and fields of fire.(3) Cover and concealment.(4) Obstacles.(5) Avenues of approach.

c. All commanders must make a constant, never-ending study of the weather and terrain in their areaof operations. Normally, the intelligence officer con-veys his information of the weather and terrain to hiscommander by means of the intelligence estimate.The intelligence estimate is incorporated in the com-mander's estimate of the situation.

d. The engineer, under the staff supervision of G2,is responsible for the production and maintenance ofterrain studies based on technical analysis. Thesestudies are either basic or interpretive. Basic studiesemphasize the natural factors such as relief anddrainage, vegetation, and soils. Analyses of theseresult in interpretative studies which indicate thesuitability of the terrain for military operations such

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as trafficability. Engineer terrain studies generallytake the form of. overprinted maps or overlays onwhich the various terrain characteristics are empha-sized. The graphic description of terrain may,however, be supplemented by verbal summary. Thestudies that are more or less standard include: relief(plastic relief and layer tinting), cross-country move-ment, vegetation, routes of communication, drainage,surface materials, cover and fields of fire, and conceal-ment and observation.

e. Weather forecasts originate at corps or higherheadquarters and are disseminated through intelligencechannels. Weather forecasts covering periods rangingfrom less than 12 hours to more than 3 days can beobtained, and in some instances climatological studiesmay be of use.

f. Weather and climate exert significant effects onpersonnel, equipment and supplies, and on terrain, i.e.,soil trafficability, width of streams, etc., on manmadefeatures, and on the activities of tactical forces. Themost important weather elements and some of theeffects on military operations are-

(1) Precipitation. Precipitation materially af-fects trafficability and the extent of waterobstacles; restricts visibility and reduces theefficiency of listening posts and sound rangingequipment.

(2) Fog. Fog affects visibility and concealmentfrom ground and aerial observation. Con-ditions of poor visibility may favor theattacker by enabling him to close with theenemy unobserved. Good visibility normallyfavors the defender by allowing him toobserve the approach of the attacker.

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(3) Temperature. Temperature affects the oper-ating efficiency of both personnel and equip-ment. Alternate freezing and thawing affectstrafficability and the extent of water obstacles.

(4) Wind. Wind affects airborne operations, useof CBR, accuracy of artillery fire, drying ofwet ground, and the degree of cold at whichhumans can survive.

(5) Cloud cover. Cloud cover limits air opera-tions. Usually works to the disadvantage ofthe force having air superiority. Acts as areflector when searchlights are used for battle-field illumination at night.

(6) Light data. Light data includes time ofsunrise, sunset, moonrise, moonset, periods ofcivil, nautical, and astronomical twilight.Nautical twilight is useful for militaryoperations by providing a specific time for thecommencement of military operations.

(7) Effects of weather on ADM employment. ADM(atomic demolition munitions) employment isbasically the detonation of a surface or sub-surface atomic explosion. An ADM wouldnot be employed when friendly troops mightbe affected by radioactive fallout due towind direction or residual radiation.

38. Reconnaissancea. Reconnaissance and Counterreconnaissance. All

units have reconnaissance and counterreconnaissanceresponsibilities. Reconnaissance and counterrecon-naissance cannot be readily separated. Effectivereconnaissance helps insure security. Counterrecon-naissance activities also provide reconnaissance infor-

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mation. Forces executing reconnaissance missionsmay be employed simultaneously on counterreconnais-sance. However, the order to the force must statewhich mission has priority. In a force of sufficientsize, a part of the force may be assigned each task.

b. Mission of Reconnaissance. Reconnaissance is amission undertaken to obtain, through observation,information about the activities and resources of anenemy or potential enemy, and data concerning thephysical characteristics of a particular area. Observa-tion includes use of sensory devices. Reconnaissancedoes not include espionage. Reconnaissance missionswill, at times, require combat operations.

c. Mission of Counterreconnaissance. Counterrecon-naissance operations are measures taken to prevent orreduce the effectiveness of hostile observation of aforce, area, or place. Counterreconnaissance is sup-plemented by counterintelligence measures. Counter-reconnaissance becomes more difficult as dispersion ofunits increases.

d. Responsibility of Division Engineer. The divisionengineer is responsible for the reconnaissance neededby his command. He normally delegates to hisintelligence officer the planning and direction of thework.

(1) Battalion. The battalion S2 has three recon-naissance officers, who each commands areconnaissance team, to assist him in per-forming battalion reconnaissance missions(FM 5-36).

(2) Company. The company commander directscontinual general engineer reconnaissance;and he directs specific reconnaissance missions

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to obtain information for the battalion com-mander on a special subject or for a specialpurpose. The company commander directsthe formation and operation of reconnaissancepatrols requested by the battalion and by thesupported infantry battle group. Thesepatrols are usually composed of platoons,squads, or selected groups of men undercompany officers or noncommissioned officers(NCO's). The particular reconnaissance mis-sion determines the composition of the patrols.

(3) Platoon. The company commander mayrequire the platoon to operate engineerreconnaissance patrols; but these patrols arenormally of squad size and the platoon leaderassigns the mission to a squad. The patrolssearch in designated areas for specific infor-mation and items. The engineer battaliondevelops a standing operating procedure(SOP) for the platoon's engineer reconnais-sance. The platoon follows the SOP whenthe company commander has not assigned aspecific platoon mission.

(4) Squad. Members of the squad conductreconnaissance singly, in pairs, in smallgroups, and in squad formations. Theyusually make their searches in vehicles; butthey may make them on foot. The squadleader or assistant squad leader usually makesthe search. He is assisted by as many squadmembers as are necessary for security. Thesquad leader usually takes with him a combatconstruction specialist, who aids in bridge

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reconnaissance; the demolition specialists,who aid in demolition reconnaissance; and apioneer, who aids in reconnaissance of earth-moving and materials-handling projects. Mis-sions requiring the entire squad are usuallylimited to combat reconnaissance and to thegeneral search of an area for engineer ma-terials. The area searched may be brokendown into subareas, each covered by one ortwo men of the squad. Squad membersconstantly observe engineer intelligence itemsin their area of operation and report them tothe squad leader.

e. Reconnaissance in Offensive Action.(1) During the advance. Engineer reconnaissance

during the advance is performed initially byreconnaissance teams from battalion head-quarters. These teams provide the divisionengineer with early, reliable engineer infor-mation in the area over which the division isto advance. Routes of advance are thorough-ly examined for serviceability, type, condition,location of critical points, alternate routes,mines, and condition and types of bridges.This reconnaissance will enable the teams tomake an estimate of engineer work to be doneand of engineer materials available. Thison-the-ground reconnaissance must be supple-mented by air reconnaissance, map and aerialphotograph studies, and study of reconnais-sance from other elements of command. It isessential that this reconnaissance be madeprior to the movement, since the information

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gained provides a basis for the estimate ofengineer troops, supplies, and equipmentnecessary to support the operation and for theselection of routes and the formation of trafficcirculation plans. Engineer reconnaissanceelements from an engineer company mayaccompany the advance party of each leadingbattle group to provide the unit engineer withtimely warning of engineer requirements tothe front. Terrain which appears favorableto the advance is closely examined, especiallyfor possible enemy use of mines, obstacles,and defending weapons.

(2) During the attack. Engineer reconnaissanceduring the attack is thorough and detailed.On the ground, personal reconnaissance ismade by commanders and is supplemented bythe study of maps, aerial photographs, andair and ground reconnaissance reports. Engi-neer companies supporting the committedbattle groups make continuous reconnaissanceof the routes of advance, particularly themain supply route (MSR) and the bridges,obstacles, mines, and sources of engineermaterials in their assigned areas. Engineerbattalion reconnaissance teams continue theirgeneral reconnaissance effort, following closelythe forward engineer companies and payingcareful attention to the routes of advance;the MSR; lateral roads, bridges, and obstacles;engineer material; and sites for new waterpoints. Special reconnaissance missions areassigned by the battalion S2 as required. On

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the basis of this reconnaissance information,engineer operational plans are made andmeans are provided to assist in maintainingthe momentum of the attack.

f. Reconnaissance in Defensive Action. When theinfantry division commander assigns the engineerbattalion a sector for position defense, the battalioncommander sends out reconnaissance teams to searchthe area in detail and report all items of engineerinterest. He uses this information as the basis forplanning obstacles in the division barrier zone; planningroutes of supply, evacuation, and withdrawal; orplanning denial operations. In the mobile defense, thebattalion commander carries out engineer reconnais-sance in conjunction with the attack. He does thiseither with or without reconnaissance teams. Also, inthe defense, the battalion commander emphasizes routereconnaissance for counterattack forces.

g. Reconnaissance in Retrograde Movements. In aretrograde movement the engineer battalion recon-naissance teams collect advance information on roadsand bridges, terrain features, installations, and re-sources of the territory through which the movementwill take place.

39. Radiological Surveysa. Battalion headquarters trains one control party

and two survey parties. A control party consists of avariable number of individuals, depending upon thesituation. A ground radiological survey party consistsof a monitor and an assistant. The monitor takesinstrument readings, records dose rates, time taken,and location of each reading; and transmits readings.

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The assistant may be a communications adviser or aradio-telephone operator as the situation dictates.

b. The company is the basic unit for conductingradiological surveys. Each company trains and or-ganizes a minimum of two ground radiological surveyparties. Only one party at a time performs surveycperations while the other party is prepared to act asa repltcoement. The company party is capable ofsurveying the company area in '2 to 1 hour. Companyunits report through channels, by the fastest meansavailable, the first indication of fallout in their areas(TC 101-1).

Section Ill. TACTICAL EMPLOYMENT

40. Employment of EngineersThe mission of the engineer battalion is to increase

the combat effectiveness of the infantry division, ofwhich it is an organic unit, by means of general engineerwork.

a. Battalion. In the attack and defense the engineercombat companies usually operate in direct or generalsupport of the infantry battle groups. The remainderof the battalion performs missions in the division areaand is prepared to reinforce the engineer companies asthe division commander directs. Engineer troops areattached to nonengineer troops only when the necessaryengineer assistance cannot be given by direct or generalsupport. This gives the battalion commander propercontrol of his troops; and it provides for the maximumflexibility and effectiveness of engineer effort withinthe infantry division.

b. Company. The engineer companies are usuallyemployed in support of the infantry battle groups; but

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they remain under control of the battalion commander.The company can operate independently of the bat-talion when it is attached to an infantry unit. Thecompany is not attached unless distance makescentralized control by the battalion difficult.

c. Platoon. The platoons may be employed in areaassignments to accomplish all engineering work in thearea; or they may be given task assignments or specificjobs to do. The platoon does not operate indepen-dently of the company, except for short periods, becauseit needs materials and assistance from companyheadquarters. The platoon may be employed indirect support of an infantry task force or in generalsupport of the same unit under company control.However, the platoon is generally kept under companycontrol.

d. Squad. The squad normally functions as a partof the platoon or independently as a unit under platooncontrol. Occasionally, when attached to a small taskforce, it may be given a separate engineer mission.The platoon leader avoids frequent employment of aplatoon by separate squads because such a breakdowncontributes to improper supervision and command andineffectiveness of engineer effort.

41. Offensive Movements

a. Definitions.(1) A march in a combat zone is a tactical march

when the column will be employed against theenemy upon making contact or when inter-ference from the enemy is a possibility. Themission of the column, proximity of hostileground forces, terrain over which the columnwill travel, types of enemy resistance ex-

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pected, and activity of hostile air forces areall primary factors that determine the

organization and composition of the columnin a tactical march. Divisional movementorders are prepared by G3, in coordinationwith other staff officers. G3 coordinatesparticularly with G4 in the selection of routesand in movements requiring transportation inaddition to organic transportation. Divisionalunits, including the engineer battalion, shouldmaintain tables showing road space require-ments for their units based on actual strengthand material on hand. However, these basicfigures may be greatly increased or decreasedunder extremes of variable factors such asweather, road conditions, and hostile air andmechanized threats. Basic road spaces forboth foot and motor elements are shown inFM 101-10.

(2) During a motor march, the infantry divisionmay either move in one trip by use of attachedtransportation or by echelon. If the lattermove is made in echelons of three or fourserials each, each serial is usually composedof a battle group with separate serials fordivision troops and division trains. Neces-sary trucks in the first echelon return to assistin moving the second echelon. Security for

the move is normally furnished by theinfantry division cavalry squadron. See FM101-10 for road space, time lengths, marchgraphs, and march tables.

b. Battalion Participation. The engineer battalion

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participating in an infantry division tactical march willnormally furnish reinforced engineer companies tosupport leading battle groups and will furnish engineersupport to the flank security elements. The remainderof the battalion normally marches with the divisiontroops serial. The battalion may be required tofurnish vehicles to assist in the movement of troops inboth echelons. Certain equipment and vehicles fromthe engineer battalion may be attached to the divisiontrains as directed by the division engineer.

c. Battalion Marching Unit. When the infantrydivision engineer battalion marches as a separate unit,the following conditions apply:

(1) Formation for the march. The tactical situa-tion governs the march formation. Eachcompany normally forms a march unit;however, when the battalion moves as a unitthe companies, less heavy equipment, com-prise a serial. Heavy equipment is grouped toform a march unit.

(2) Control and supervision. The battalion com-mander designates a staff officer to check theformation of the column, to check the arrivalof subordinate units, and to check the orderof march. Well-marked routes, road markers,and road guides also assist in control of thecolumn and in smooth movements. Certainbattalion officers are appointed to periodicallycheck the column. Items to check includecondition of vehicles, distances between marchunits, and speed.

(3) Communication. When signal security per-mits, radio is the principal method of com-

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munication while the battalion is on themarch. However, visual signals, particularlyarm-and-hand and flag signals, are usedextensively for column and vehicle control.

(4) Road markers and guides. Whenever possible,road markers are used at all points wherethere is any question of which route thecolumn should take. The battalion com-mander arranges for the personnel who areserving as guides to be picked up by thelast vehicles of the column.

(5) Halts. Halt times are based on the initialpoint crossing time of the leading elements ofthe column. The battalion SOP shouldprescribe a 15-minute halt at the end of thefirst hour and 15-minute halts every 2 hoursafter that. March units halt during thisperiod and continue to maintain properinterval. All vehicle drivers and vehiclecrews perform their scheduled "at halt"maintenance operations. The battalion com-mander knows the rate of fuel consumptionof his organization; and he schedules hisrefueling halts in advance of the march.

(6) Security. All movement in the combat zoneis governed by strict security regulations, withspecial attention to the possibility of airattack. The distance between vehicles isgreater than in rear areas. Panel sets arekept in readiness for instant use to avoidattack by friendly aircraft. The battalion iswell trained in passive defense against airattack. When there is a possibility of ground

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attack, as in a fluid situation or when guerrillasare operating in the area, the battalion com-mander makes tactical plans to meet theattack. He establishes a system of observersand signals. He requires the troops to keepindividual weapons readily available; and hedisperses rocket launchers and mannedmachine guns throughout the column.

(7) Night marches. The engineer battalion com-mander gives special attention to planningand excuting night marches. He trains thetroops by constant practice on unfamiliarroads of all types so that the battalion is ableto conduct night marches under all conditions.In a night march, the importance of routereconnaissance, road guides, and road markersincreases. Decreased speed, decreased dis-tance, increased reconnaissance, and increasedsecurity make the control of a night marcheasier.

42. The Advance to Contact and the AttackThere are four general types of offensive action:

envelopment, penetration, turning movement, andfrontal attack. The infantry division normally willnot conduct offensive action alone. It will participateas part of a larger force. In participating in the fourgeneral types of offensive action, the infantry divisionwill be required to conduct an attack or an advance tocontact. Exploitation and pursuit are phases ofoffensive operations which may be continuations ofeither the advance or the attack. The divisionengineer recommends disposition of available engineertroops and equipment for all phases of the advance and

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attack (figs. 11 and 12), based on the scheme ofmaneuver announced by the division commander. Herecommends appropriate changes in disposition as theneed arises. Engineers may be used in the advanceguard and in the flank and rear security forces as wellas in the main body. If the engineer battalion isunable to perform all the engineer required, thedivision commander may request reinforcement. Inthis case, additional engineer units are placed in supportof the division engineer battalion by corps or army.Regardless of the seniority of the supporting engineerunit commanders, the commander of the infantrydivision engineer battalion remains the divisionengineer and directs the engineer work in the divisionarea through liaison with the supporting units orthrough recommendations to the division commander.

a. Penetration and Frontal Attack. Infantry divisionengineers are placed in direct support of each attackingbattle group. The size of the engineer elements indirect support is governed by the anticipated strengthnecessary to reduce obstacles and to support theadvance of the attacking force. Bridging, AVLB's(armored vehicle launched bridge), and combatengineer vehicles are positioned so that they are avail-able when needed. When the situation warrants,infantry division engineer elements can be attached toeach leading reinforced battle group or placed in supportof the battle group. Engineers held under divisioncontrol have the mission of assisting in the movementof the remainder of the division.

b. Envelopment and Turning Movement. In theenvelopment or turning movement, infantry divisionengineers are well forward in the column in order to

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facilitate the advance of the division. One companyof engineers and elements of the bridge and equipmentplatoons are normally attached to, or in support of,each of the major tactical commands to be used in theattack. In these circumstances, the engineer battalion,less detached elements, is under division control.

©COVERING FORCE

ADVANCE GUARD

MTZ FLMTZ

r~H

* W /o

FLANK MA. BoDY FLANKFLANK MAIN BODY GUANKGUARD GUARD

Figure 11. Typical disposition of the engineer battalion organizedfor the advance to contact.

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xx

XX

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c. Exploitation or Pursuit.(1) Division in column. When the battle groups

of the division are in column, an engineer linecompany, with the bridge platoon attached,may be attached to the leading battle groupor in support of it (fig. 13). The battalion,less detached elements, is usually kept underdivision control. If additional bridging isattached to the division by corps, it may bekept under division control until it is neededby the leading combat command or until afollowing major command is committed toaction or placed on another axis of advance.

(2) Division in line. When two or three groupsare following independent axes, each is givenenough engineers and bridging equipment tomove it over its assigned axis.

d. Covering Force Action. A cavalry squadronemployed as an advance covering force will normallyhave an engineer platoon in support. However,because of the distance involved in a covering forceaction, the infantry division engineer platoon, withnecessary bridging, is attached rather than in directsupport.

43. Engineer Missionsa. During the advance to contact and the attack,

emphasis is placed on off-the-road parking facilities,bivouacs, and camouflage. Reconnaissance is detailedand continuous and is conducted, in part, by allcommanders concerned.

b. In general, the mission is to assist the forwardmovement of attacking echelons. The specific missionmay be considered threefold:

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IIIC AIR LANDED

ATOMICSURFACE BURST

°0aI

~DIRECT FORCE.PRESSUREEI cLI

Figure 1S. Typical disposition of the engineer battalion in thepursuit.

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(1) Assisting the movement of infantry andsupporting arms.

(2) Assisting the troops protecting the flanks andrear by creating obstacles in roads and otherpossible avenues of approach to the flanksand rear.

(3) Performing general engineer tasks.

44. Control of Engineer Efforta. Disposition of Engineer Troops. The division

engineer recommends the disposition of engineertroops for each division operation. Such dispositionis normally made by assigning engineers specific tasks;placing engineer units in support of other elements; or,in some cases, by attachment.

b. Responsibility for Control. The division engineermaintains contact with the advanced elements to assurethat maximum value is obtained for the engineer effortexpended. The engineer unit commander retainscontrol and command of the engineer element but mustsuit his plans and troop employment to the plans ofthe supported unit or units.

c. Liaison.(1) Liaison between supporting and supported

units and between adjacent units must bemaintained during the attack to assurecooperation and coordination between allunits participating in the operation. It is theresponsibility of the supporting unit toestablish and maintain liaison with thesupported unit. Liaison between adjacentunits is established as directed by the seniorcommander. Usually, each unit is chargedwith maintaining liaison with the unit to theright.

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(2) The assistant division engineers are the chiefliaison agents between the engineer battalion,division headquarters, and brigade head-quarters. Similarly, liaison functions betweenthe supporting engineer company and abattle group are performed by personneldesignated by the company commander.The liaision officer is familiar with the capabili-ties and operations of both units; and he keepshimself completely informed of all plans andoperations in order to give reliable, up-to-dateinformation and advice to both commanders.If a further breakdown of engineer elementsbecomes necessary, the engineers establishand maintain liaison with their supportedunits.

45. Typical Engineer DutiesEngineer duties in the attack include-a. Conducting engineer reconnaissance.b. Locating, marking, and removing mines (fig. 14).c. Constructing advance landing facilities (fig. 15).d. Opening and improving roads, trails, bridges,

fords for troop movement, supply and evacuation.e. Assisting in preparation of traffic circulation plans.f. Assisting in flank security through the use of

demolitions, minefields, and obstacles.g. Assisting forward movement of infantry and sup-

porting arms by repairing roads, removing obstacles,and assisting in crossing gaps, streams, and rivers.

h. Supplying maps.i. Such general duties as supplying water and

engineer materials. These are continual and normalduties of battalion headquarters.

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KIFigure 14. Advance party engineers search for mines.

Figure 15. Advance landing strip constructed by engineers.

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46. Engineer Work Done by Other Arms

Because there are seldom enough engineer troopsavailable to do all the engineer work necessary to assistthe advance of the infantry and supporting arms, theother troops do as much of this work as possible inorder to help themselves. All combat and servicetroops are trained in the installation and removal ofantitank and antipersonnel mines. Infantry troops domuch of their own engineer work, assisted by the engi-neer platoon organic to each battle group.

47. Engineers with the Advance Guard

a. Each column commander is supported by engineertroops. Some of these troops are normally in supportof the advance guard. The commander of the engineerelement functions as the unit engineer of the advanceguard and maintains liaison with the advance guardcommander. During the advance of a battle group,a platoon from the supporting engineer companynormally forms part of the advance party (fig. 16).

b. An element of the squad usually travels with thepoint. These engineers have mine detectors andprobes; and they search for mines and mark or removethem. They also remove all other obstacles withintheir capabilities. Removal of large obstructions mayrequire additional engineer troops and equipment.Such engineer elements are moved forward from thesupport or reserve.

c. Engineer battalion reconnaissance parties maymove with the forward elements of the advance guardto give timely warning of required engineer work tothe supported and supporting units and to the engineerbattalion commander.

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d. The remainder of the engineers in the advanceguard move with the advance guard (-) or reserve.They are not separated from their tools, transportation,and equipment. The advance guard engineers leavework parties at vital points where need for engineer

POINT

t

I[> (- |ADVANCE

I ] [ |PARTY

[ ] (--) ADVANCE... * ~ GUARDFr ' -, ( MINUS

ADVANCE

I~ (--) | MAIN| iii j BODY

Figure 16. Engineer company on the march with a battle group.

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assistance exists or can be foreseen. These detailsrejoin their unit on completing their task. Theengineers with the advance guard may thus becomedepleted and by the end of the march may be deployedat a number of points. It may be necessary, therefore,to renew the engineer strength of the advance guard bysubstituting a new unit for the original one which wasdepleted during the march.

48. Initial Duties

The initial mission of the engineer battalion includesreconnaissance and preparation of the axial routes ofadvance. The preparation of the axial routes mayrequire the rehabilitation of old, or construction of new,roads, trails, and bridges suitable for the wheeled andtrack-laying vehicles of the division. Consequently,the magnitude of the engineer effort may vary con-siderably. Rapid construction of advanced landingfacilities for divisional aircraft may require considerableengineer effort.

49. Flank and Rear Security

The division engineers play a vital role in flank andrear security by placing demolitions and mines andconstructing obstacles to prevent enemy interferenceagainst the division flank and rear. Flank and rearsecurity measures depend on such factors as-

a. Extent of flank exposed.

b. Proximity of adjacent friendly troops.c. Type of terrain over which attack is moving.d. Reinforcing or reserve units available.e. Natural obstacles.f. Strength and morale of enemy forces.g. Mobility of friendly and enemy forces.

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50. River-Crossing Operations

In an operation which involves crossing a river, theimmediate purpose is to get assault units across quicklyand economically and establish a bridgehead which willprotect the crossing of the remainder of the commandand permit the attack to continue with the leastpossible delay. Since the river crossing is primarily anengineer responsibility, the division engineer makesthe technical plans for the crossing. Engineer tasks inthe crossing include guiding the assault echelon tothe crossing site, operating assault and storm boats,assembling and operating ferries, assembling andmaintaining footbridges and heavy vehicular bridges,removing mines, and constructing approach roads.

a. Types of Crossings. Plans for crossing a streamover which the enemy has destroyed all bridges dependon several factors, including the strength with whichthe enemy holds the opposite bank and the character-istics of the river. There are two general types ofcrossings-a hasty river crossing and a deliberate rivercrossing.

(1) Hasty river crossing. A hasty river crossingmust be boldly executed to insure surprise; toprevent the organization of strong defenses;and, if possible, to seize an existing bridge orford. Detailed reconnaissance and planningare secondary to speed. Advanced elementsare crossed by any means available. Suchcrossings must be foreseen. All availableequipment must be utilized promptly. Whenthe opportunity for such a crossing is presentedto an advance force, the supporting engineertroops aid in the immediate crossing and

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exploitation. Bridges or other crossing meansare constructed or repaired as soon as possibleby the division engineers to enable the cross-ing of additional divisional troops which arerushed forward to exploit the initial success.

(2) A deliberate river crossing. A deliberate rivercrossing is necessary if the opposite bank isstrongly held. Detailed planning, extensivelogistical preparation, and air and groundsuperiority are required. Overall planningand coordination are preformed by corps orhigher commands. The division engineersare norinally utilized in the assault phaseof this type crossing (fig. 17). Some elementswill assist corps engineers in the operation ofassault-type craft; and other elements willmove forward with the assaulting troops,usually on foot, to render engineer support asrequired. The remainder of the committeddivision engineer elements cross as soonas means are available for engineer equipment,materials, and tools to be provided to theattacking force. Headquarters and head-quarters company and the noncommittedcompanies will normally move across im-mediately after division headquarters. Sel-dom, if ever, will the equipment of thebridge platoon be employed in the deliberateriver crossing. Elements of the equipmentand bridge platoon are usually attached tothe engineer companies supporting the assault-ing battle groups for use in establishing thebridgehead and for use of the exploitation

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forces. FM 31-60 discusses the employmentand duties of the engineers in river-crossingoperations.

b. Equipment and Capabilities.(1) General. The infantry division engineer bat-

talion has a limited river-crossing capability.The bridge platoon in headquarters companyhas assault boats, outboard motors, lighttactical rafts, and armored vehicle launchedbridges. With this limited amount of bridg-ing equipment, the engineer battalion isrestricted to spanning short gaps and aidingthe assault effort in offensive operations.Extensive operations require backup supportfrom corps and army in the form of additionalfixed, floating, and assault bridging equipment;and units. See FM 31-60 for details.

(2) Assault boats. The bridge platoon of head-quarters company has eighteen assault boats.

Figure 17. River-crossing operations, assault phase.

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The boat is designed to cross infantrymen andtheir individual equipment during the initialphase of a river-crossing operation. It canbe propelled by an outboard motor of up to25 horsepower with which it develops amaximum speed of 11 feet per second undera full load of 3,300 pounds. Maximum speedattainable by paddling with a normal load ofthree engineers and twelve fully-equippedinfantrymen is approximately 4 feet persecond.

(3) Bridge, floating, raft section, light tactical.(a) The unit of issue of the bridge, floating, raft

section, light tactical, is a set to providecomponents for one 4-ponton reinforcedraft or 44 feet of normal floating bridge or38 feet of fixed bridge. Equipment andmaterials required for the transportation,assembly, employment, and maintenanceof two such sets are provided in the author-ized equipment in the bridge platoon ofheadquarters company. For details, seeTB 5-271-1.

(b) The light tactical raft equipment is used toassemble rafts, limited floating bridges, andfixed spans. Both the raft and the bridge(figs. 18 and 19) consist of a deck built ofaluminum deck sections, supported onaluminum pontons. Fixed spans areassembled by joining deck panels

(c) The most commonly used raft is a four-ponton raft, consisting of two end panelsand three bays of decking supported on

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Figure 18. Light tactical raft.

Figure 19. Floating bridge.

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four pontons. Loading space width from.curb to curb is 108 inches, and loadinglength is approximately 29j/ feet. TableI indicates the classes of different type raftsin various stream velocities.

(d) The light tactical bridge may be assembled.in normal width of 108 inches; or by,simple modification, a deck width of 132inches can be provided. The capacity ofthe floating bridge is given in table II.

Class

(FeClear Span Normal Caution Risk(Feet)

20 (21) 17 (25) 19 (32) 2322 (18) 15 (20) 17 (23) 1924 (16) 13 (18) 15 (20) 1726 (14) 12 (16) 14 (18) 1628 (12) 11 (14) 13 (16) 1530 (11) 10 (12) 12 (16) 1432 (10) 9 (11) 11 (15) 13

34 (9) 8 (10) 10 (13) 1236 (8) 7 (10) 9 (11) 1238 (7) 7 (9) 9 (10) 11

NOTE: 1. Figure in parentheses represents wheel loadclass

2. Second figure represents tracked loadclass.

Table III. Dual Classification Capacities, Short Fixed Spans ofLight Tactical Raft.

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(e) Components of the light tactical raft setcan be used to provide fixed bridgingcapable of crossing vehicles, troops, andequipment over short gaps such as wash-outs, ravines, marshy ground, demolishedbridge spans, and any similar obstructions.Table III indicates the classification ca-pacities of short fixed spans.

(4) Armored vehicle launched bridge (A VLB).The armored vehicle launched bridge is aclass 60 bridge, utilized to cross short gaps of60 feet or less in a minimum of time and withminimum exposure of erection personnel toenemy fire. The AVLB is crew-served,highly mobile, and capable of quick erection.There are three launchers and six bridgesorganic to the bridge platoon of headquarterscompany. See TC 5-2 for details.

51. Attack on Fortified Positionsa. The duties of engineers in assaults on fortified

positions are fundamentally an application, to theoperations of a combined arms team under heavy fire,of the technique of passing obstacles (FM 31-50).The assault on a fortified position can be divided intofour phases. In action they often overlap, especiallyon weaker parts of the front. These phases are-

(1) Reducing the hostile outpost system anddeveloping the attack.

(2) Breaking through at the most favorable point.(3) Extending the gap by isolating and reducing

hostile emplacements on its flanks.(4) Moving mobile reserves through the gap to

complete the encirclement and isolation of the

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remaining fortifications, while continuing theattack from the front,

b. Immediate exploitation of success is imperativein each phase. If the position is organized in depth,the attack must proceed to the second line of fortifica-tions as soon as possible after breaking through thefirst. The same techniques are used in reducing asecond line as in the case of the first line.

c. During the attack, the principal mission of theengineers is breaching the outer and larger obstacleswhich protect the fortified positions. Reduction ofweapons emplacement, bunkers, and pillboxes and theclearing of close-in and minor obstacles are the missionof specially organized and equipped infantry squadswhich lead the attack. This means that the effectivegapping of a strong enemy fortification system.requires close coordination between the engineers, whogap the line of obstacles, and the infantry, who reducethe fortifications. Combat engineer vehicles from theequipment platoon of headquarters company areparticularly designed for this type of combat and.should be placed well forward in the column to providemaximum support.

d. After the fortified line has been breached, theprimary engineer task is creating and maintainingroutes to and through the gap. Engineers also rendercaptured forts or pillboxes unsuitable for reoccupation.

e. Engineer casualties will be heavy in operations ofthis sort, and trained replacements must be immediatelyavailable.

f. Before the assault begins, a preliminary engineerstudy is made of the terrain, bridges, routes of com-munication, and artificial obstacles such as minefields,

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tank traps, and emplacements. The technique ofattack and the requirements for engineer breachingpersonnel, supplies, and subsequent reconstruction areplanned from this study. Information for the studymay come from various sources, of which groundreconnaissance is the most satisfactory. For areasbeyond the reach of ground reconnaissance parties,information must come from aerial photographs andother sources.

g. Ground reconnaissance before the attack should, ifpossible, cover obstacles in front and on the flanks ofthe enemy main battle position. Minefields arereconnoitered to determine their boundaries; the typeof mines; the presence of gaps in the field; and whetherand how they are marked; possible detour and ap-proaches; and the location of defending weapons andgassed areas. The reconnaissance parties seek todetermine the positions of the obstacles which arebest adapted for clearing operations, either because oftheir weakness or because they are not well covered byfire.

h. Normally, reconnaissance is done by the troopswho are to breach the obstacles. Parties are givendefinite routes and areas; carefully instructed in theirduties; and, if necessary, rehearsed. Personnel arebriefed on all information which has already beenobtained.

i. The strength, organization, equipment, and meansof transportation for each clearing party are carefullyplanned, on the basis of the party's mission and thenature of the obstacles. Parties may be organized toclear obstacles in front of the enemy position at thebeginning of the attack; to clear obstacles encountered

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within the enemy position as the attack progresses; orto dispose of obstacles already passed by the leadingelements. The engineers who accompany infantry aremoved as far forward as practicable in their owntransportation; and the combat engineer vehicle isemployed to assist in reduction of positions.

j. Clearing parties normally are organized into taskgroups. When the obstacle to be breachedisformidableand complete information about it is available, thetask groups may be highly specialized, each havingbeen instructed in detail and rehearsed in the per-formance of its precise duties. However, a flexibleorganization is needed to deal with obstacles en-countered after the attack begins and on which thereis little or no advance information. A typical partyof this type might contain small groups as follows:

(1) A group to precede the breaching personneland clear antipersonnel mines.

(2) A group to breach or otherwise neutralize theobstacle.

(3) A group to mark the boundaries of the gapand the routes between successive gaps.

(4) A group to provide local security.(5) A group to lay smokescreens to cover the

operations of the party.(6) A contingent to furnish replacements or

reinforcements to the other groups.

52. Defensea. Infantry Division in the Defense. The infantry

division employs the defense to deny a vital area to theenemy, to protect a flank, to contain an enemy force,to gain time, to economize forces, or to bring aboutmaximum destruction and disorganization of the

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enemy. The division may assume the defensive uponorder by higher headquarters or voluntarily, or it maybe forced to defend by the situation (fig. 20).

| /? CDVERINGFORCE

30PLI p _ _W( GSOPL

COPL.COP

FEBA C) (~) () FEBA

~(+~~~S) 'O GOPL

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b. Types of Defense. When the battle group com-mander receives the defense order from the divisioncommander he formulates the plan of defense. Themission is the main factor which he considers when he isorganizing for the defense, although composition of theopposing forces, the terrain, and security are alsoimportant. There are two basic types of defense, withvariations in between. The basic types are positiondefense and mobile defense.

(1) Position defense. The position defense is arelatively compact defense in which the battlearea is organized into a series of mutuallysupporting positions. Forward positions ofthe battle area are strongly held. Terrainmay be controlled, at least temporarily, withnuclear fires. Units may be in dispersedassembly areas adjacent to critical terrain,prepared to occupy it or to call for nuclearfires on it if its seizure is threatened. Thedefense is relatively shallow, and the positionis organized with the aim of stopping theenemy forward of the battle area.

(2) Mobile defense. The mobile defense is fluid.Forward areas are lightly held by forces whichblock, impede, and canalize the enemy. Thelarger portion of the force is in reserve to beused in offensive action. The mobile defenseenvisages decisive combat within the battlearea. Battle group frontages and depths aregreater than those for the position defense.The smaller number of troops in forwardareas may result in the forward battle groupsnot being mutually supporting. However,

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i;~l(-\ ATTACHEDA) _OR

I. HOLDING ELEMENTS IN BLOCKING POSITIONS ORSWITCH POSITIONS.

2. STRIKING FORCE IN DISPERSED COMPANY ASSEMBLYAREAS.

3. MULTIPLE ROUTES MAY BE USED.4. BATTLE GROUPS MOVE INTO COLUMN FROM

COMPANY ASSEMBLY AREAS.5. ONLY A PORTION OF STRIKING FORCE MAY BE USED

IFADEQUATE TO ACCOMPLISH MISSION.6. ELEMENTS OF STRIKING FORCE MAY BE USED TO BLOCK7. EITHER BLOCKING OR COUNTERATTACKING FORCE

MAY BE EMPLOYED BY ASSISTANT DIVISIONCOMMANDER AND BRIGADE STAFF.

Figure 21. Typical disposition of the engineer battalion in strikingforce of a mobile defense.

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I I FEBAFEBA f FEBAFEBA

C, III III

wx xw x STRIKING

c BATTLE GROUPSO DISPERSED IN

LARGE AREASBUT AVAILABLE A'T HEDFOR RAPID ( IRMRMOVEMENT

|< ~+ 18,000 METERS * |

ENGINEERS ON FORWARD EDGE OF BATTLE AREASQUAD TO PLATOON SIZE

I. MINIMUM FIRE POWER FORWARD.2.LIMITED MUTUAL SUPPORT.3.AMPLE MANEUVER SPACE.4. STRONG, HIGHLY-MOBILE, STRIKING FORCE.

LEGEND* OBSERVATION POST

(3 STRONG POINTS- PLATOON TOREINFORCED BATTLE GROUPS

Figure 22. Typical disposition of the engineer battalion in amobile defense.

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mutual support, by coordinating fields of fire,is sought whenever possible. Figures 21 and22 show typical dispositions of the engineerbattalion in the mobile defense.

c. Responsibility of Engineers. In general, defensivepositions are laid out and constructed by the troopswhich are to occupy them. However, engineers areused extensively in performing such duties as-

(1) Conducting engineer reconnaissance.(2) Repairing, maintaining, and improving roads

for supply and evacuation.(3) Recommending traffic circulation plans.(4) Assisting in field fortifications by providing

engineer technicians, mechanical equipment,power tools, engineer materials, engineertechnical advice, and similar help.

53. Organization of the Battle Areaa. General. Each unit commander assigned an area

to defend makes plans, with the help of his unit en-gineer, for the organization of this battle area. Hisplans are based on the plan of the next higher echelon,on thorough reconnaissance, and on the troops andweapons available. Outposts, strong points (fig. 23),and alternate positions are planned. The troops whoare to occupy the positions do most of the work inpreparing their defenses, but they are aided by theengineers. Special emphasis is placed on the best use ofterrain, natural concealment, obstacles, observationand fields of fire, and avenues of approach.

b. Elements of Defensive Position. A fully organizeddefensive position normally includes the followingelements:

(1) An air security echelon which may include

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both tactical (Air Force) planes and organicaviation of the ground forces.

(2) A covering force, normally provided by corps.(3) Reconnaissance security forces which are

divided into a general outpost line (GOPL)and, to the rear of this, a combat outpost line(COPL). In extended variations of mobile,

RSP. RSP

FEBA i FEBA

t I 5.ETERS "I L - __D- Klu~iB-

5460

8 '0 (GO SD )

( RECONNAISSANCE UNITS FROM BATTLE GROUPS OR FROM CAVALRY SOUADRONS.

( BATTLE GROUPS IN DIVISION RESERVE IN BLOCKING POSITION OR DISPERSEDIN ASSEMBLY AREAS. ARMOREO BATITALION (-) DISPERSEO IN ASSEMBLY AREAS.

Figure 23. Typical disposition of the engineer battalion in amobile defense based on battle group strong points.

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all-round, and extended variations of posi-tion defense, the general outpost line may bereplaced by reconnaissance and security(R&S) forces. These forces consist of thepersonnel manning a series of outposts, road-blocks and observation posts, and reconnais-sance detachments. The forces may be pro-vided by the forward battle groups or otherdivisional units. The division commandernormally prescribes the trace of the R&S lineby specifying locations of importance to thedivision as a whole, although corps may pre-scribe it when the division is operating as partof a corps. When a battle group performsthe R&S mission, augmentation from divi-sional units of armored carriers, trucks, tanks,communication facilities, and a target acquisi-tion element may be required. During theconduct of the R&S mission, habitual use ofarmy aviation will enable R&S forces to ex-tend the range of reconnaissance, to provideearlier warning, and to assist in calling foratomic and nonatomic fires. Small patrolsand personnel manning roadblocks and obser-vation posts may be moved by helicopter.

(4) An organized battle area, based on the for-ward edge of the battle area (FEBA), and in-cluding the battle group reserve area.

(5) The service area, which is the rearmost por-tion of the division sector. Within this areaare the division service installations as well asthe reserve battle groups.

c. Basic Points. A commander should consider the

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following basic points in planning the defense of hisassigned area:

(1) Proper use of terrain.(a) Critical terrain. The commander should

consider how terrain fits into the scheme.He should not be rigidly bound by any setpatterns of holding the high ground or al-ways occupying the critical terrain. Re-peated occupation of key terrain fea-tures could provide the enemy with lu-crative nuclear targets. The defender'scapability of employing nuclear weaponspermits the temporary loss of critical ter-rain without seriously jeopardizing the suc-cessful accomplishment of the mission.

(b) Cover and concealment. Natural features ofterrain and manmade cover may reduce theeffects of nuclear weapons. Concealmentby artificial and natural means makes targetacquisition by the enemy more difficult.

(c) Obstacles. Natural and manmade obstacles(fig. 24) assist in canalizing enemy troopmovements or causing the enemy to mass,thereby presenting a nuclear target. Ob-stacles covered by effective fire will causethe enemy to attempt to bypass or to massthe necessary force to overcome the ob-stacle. Full advantage should be taken ofall natural obstacles in the organization ofthe defense to enable the defender to remainas dispersed as possible and still adequatelydefend avenues of approach.

(d) Observation and fields of fire. The value of

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high ground for observation is undimin-ished. Increased use is made of air obser-vation posts. Nuclear weapons and artillerymay be used to protect gaps between posi-tions within the division battle area.

(e) Avenues of approach. Nuclear weaponsfacilitate the control of avenues of approachto and into the battle areas. Analysis ofthe avenues of approach provides a basis forthe location of atomic demolition munitions.Increased dispersion between units opensadditional avenues of approach from alldirections.

(2) Security. The enemy's nuclear capability,which necessitates increased dispersion offriendly forces, creates a need for additionalemphasis on all-round security. In the de-

Fg 24 A logK ' ot b 1.

Figure 24. A log obstacle constructed by engineers.

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fense, the security forces may attempt to forcethe enemy into premature deployment. Onthe other hand, they may allow the enemy tocome closer to the defensive area or into areaswhere defensive nuclear fires are more effec-tive. The capability of the defender to em-ploy nuclear weapons may make possible thedestruction of the attacker by numericallyinferior forces.

(3) Mutual support. The more extended defenseunder nuclear conditions requires the achieve-ment of mutual support by the positioning ormovement of units, by the location of units inrelation to each other, by the ability of oneunit to reinforce another by fire or movement,and by the mobility of reserves rather than bythe proximity of units to each other.

(4) All-round defense. Provisions are made toprepare alternate and supplementary positionsfor all-round defense.

(5) Defense in depth. Maximum depth of defenseis a requirement under nuclear warfare condi-tions because the enemy may be expected torapidly exploit his nuclear attacks. Positionsare organized in depth to attain dispersion andcontain penetrations.

(6) Barriers. An effectively coordinated barriersystem is of particular importance when de-fending on the wide frontages which are nor-mal under conditions of nuclear warfare. Useof atomic demolition munitions assists increating additional obstacles. Careful con-sideration must be given the necessity forfreedom of maneuver of reserves.

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(7) Coordinated fire plan. When used, nuclear

fires dominate the defensive fire plan. Non-

nuclear fires are planned to assist in the de-

fense of unit positions, to cause the enemy to

mass, and to augment the effects of nuclearfire. Troop safety is a major consideration inplanning fires. The fire plan brings theenemy under fire at long ranges, keeps himunder increasingly heavy fires as he ap-proaches the battle area, and assists thecounterattacking forces.

(8) Flexibility. The flexibility afforded the de-fender by possession of nuclear weapons isgreater- .than in a nonnuclear situation. Or-ganizational flexibility of the division is retain-

ed by rapid shifting of forces in the defense andby retaining an adequate reserve for commit-ment at a decisive time.

(9) Maximum use of offensive action. In fluid sit-uations with wide frontages and great depths,there will be many opportunities to regain theinitiative by offensive action. Destruction ofthe attacking forces by nuclear supportedcounterattacks will be a frequent occurrence.

(10) Maximum dispersion. The degree of disper-sion required of units in nuclear warfare is ofmajor importance to the defender. Disper-sion applies to administrative and tacticalunits. It must not be enough to cause rigidityin the defense, fragmentation of combatpower, inability to maneuver, or inability todestroy enemy penetration.

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54. General Outposta. The general outpost is organized forward of the

forward edge of the battle area.' There is no pre-scribed organization for a general outpost. It is nor-mally a balanced combined arms force including ele-ments of engineers and necessary logistical and air sup-port. It may be supported by artillery fire, includingnuclear fires. The general outpost force is as mobile asconditions permit, using tanks, armored personnel car-riers, trucks, and army aviation. It may consist of thearmored cavalry squadron reinforced by a tank element,artillery, and engineers; or it may be a mechanizedbattle group reinforced with the cavalry squadron ele-ments of the tank battalion, artillery, and engineers.The general outpost gives early warning of the enemy'sapproach and deceives and forces him to deploy. Italso covers the withdrawal of the covering force andlocates nuclear targets. It accomplishes its mission bydelivery of intense fires, including nuclear fires; use ofobstacles and demolitions, including atomic demolitionmunitions when authorized; aggressive patrolling andreconnaissance; delaying action, deception measures;and, when necessary, use of close combat. The generaloutpost attempts to never become decisively engaged.

b. An engineer company will normally be attachedto the general outpost force. The company com-mander advises the general outpost force commanderon engineer work and assigns missions and areas of re-sponsibility to his platoons. Each platoon with anarea assignment is responsible for keeping open themain withdrawal route within its area, and it preparesthe obstacles along that route. A small detachment ofengineers, normally a noncommissioned officer and afew men, are left at each site. This detachment has

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specific instructions as to when to effect the obstacle sothat it will be accomplished neither too soon nor toolate. As additional assurance of proper execution, theengineer platoon leader is responsible for each route,while the time of execution is coordinated by the com-pany commander. The order to execute obstacles oneach route is normally given by the senior tactical com-mander of the general outpost withdrawing over thatroute. Each platoon leader is also responsible forpreparation and execution of obstacles on the lateralroads within his respective area. If two engineercompanies should be attached to the general outpost,the battalion executive or other designated officershould be sent forward as the unit engineer to co-ordinate the engineer effort of the two companies andrelieve the company commander of this additional duty.

c. The very nature of the mission of the GOPL lendsitself to the use of obstacles and demolitions. TheGOPL is to delay the advancing enemy.

(1) This delay can be increased by destruction inhis routes of approach. Obstacles will be usedby the general outpost to further delay anddisorganize the enemy advance. They willinclude such means as road craters, destruc-tion of bridges, and the installation of mine-fields to canalize enemy movement.

(2) Extended frontages and dispersion of unitsacting as part of the general outpost (or asR&S forces) will necessitate an increasedmobility for the defenders. Engineer unitsmust keep routes of communication open tofacilitate rapid movement of units from oneposition to another.

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(3) With larger areas assigned to tactical units,the requirement for engineer effort will begreatly increased. Such conditions requirethat work of an unskilled type be handled bythe supported units themselves. The en-gineer units will be responsible for providingtechnical assistance to aid in the rapid, effi-cient accomplishment of these jobs.

(4) Construction on a GOPL will be primarily ofa pioneer nature. It may include the prepara-tion of defensive positions and decoy emplace-ments, repair and reinforcement of existingbridges, clearing of areas for helicopters, andconstruction of trails.

55. The Combat Outpost

a. The primary mission of the combat outpost is toprovide early warning of the advance of the enemy andto deny him close ground observation of the battle area.It delays and disorganizes the enemy. It is made asmobile as terrain and equipment available to the battlegroup permit. If the combat outpost is provided witharmored personnel carriers and has tanks attached, itmay be able to place additional emphasis on delay anddisorganization of the enemy. It avoids close combat.Depending upon the situation, the COPL may bemanned by units ranging from a reinforced rifle platoonto a reinforced rifle company for each battle groupfrontage. Responsibility for organizing and manningthe COPL is normally assigned to the frontline com-panies, but may be assigned to the reserve companycommander of the battle group. Outpost commandersare normally authorized to withdraw the combat out-

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post when it has completed its mission or to prevent itscapture or destruction.

b. On the COPL, engineers have approximately thesame mission as is the case with the GOPL, though on asmaller scale. The battle group engineer platoon maybe under operational control of the engineer companywhich is in direct support of the battle group. If thishas been done, the engineer company commander mayplace the platoon in support of the COPL. Engineertasks would generally include-

(1) Preparation and execution of conventionaldemolitions, and atomic demolition munitions.

(2) Preparation of obstacles.(3) Pioneer construction tasks.

56. The Battle Areaa. The main battle area is a zone of resistance ex-

tending from the FEBA to the rear of the frontlinebattle group area. The battle area consists of a num-ber of defense areas disposed irregularly in width anddepth. Each of these defense areas is organized forall-round defense with foxholes, obstacles, and weap-ons emplacements. A battle group commander as-signed an area to defend makes plans, with the help ofhis unit engineer, for the organization of his battle area.His plans are based on the overall defensive plan of thedivision, on thorough reconnaissance, and on the troopsand weapons available. Outposts, strong points, andalternate positions are planned. The troops who areto occupy these positions do most of the work in pre-paring them, but are aided by the engineers. Specialemphasis is placed on the correct use of terrain, naturalconcealment, obstacles, observation and fields of fire,and avenues of approach.

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b. Engineer support along the FEBA is normally pro-vided by the engineer company in direct support of eachfrontline battle group. The remaining engineer com-panies are in general support of the division with asecondary mission of supporting on order the infantrybattle group with which they are normally associated.Engineers supporting the frontline battle groups maybe given task assignments on the COPL. In the ab-sence of a COPL, they may be called upon to provideengineer support for R&S forces.

57. Fortifications and Obstaclesa. Types of fortifications and priorities of construc-

tion are specified by higher headquarters. In con-structing deliberate positions, precautions are taken toconceal from the enemy the location of the principal de-fensive elements. Dummy and decoy positions maybe constructed for deception. Weapons emplacementsand troop shelters must fit the terrain and the meansavailable. They must give as complete protection asthe time, troops, and materials available permit. Localmaterials and expedient construction are used to themaximum in order to reduce logistical requirements.Construction work to strengthen the position is con-tinued during the entire period of occupancy. Forprescribed types of fortifications, see FM 5-15.

b. Construction priority provides for efficient use ofavailable time, personnel, tools, and materials. Itinsures that maximum value is derived from the timeand labor already expended, if the area is attacked be-fore construction is completed. Camouflage and thepreparation of decoys normally proceed concurrentlywith other work if the tactical situation permits. Inorganizing deliberate areas, construction should con-

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tinue as long as possible after contact with the enemy.For suggested priorities of construction work, seeFM 101-10.

c. Normally, the use of artificial obstacles is limitedby the time, labor, and materials required for con-struction. The most satisfactory method of creatingan obstacle in ordinary terrain is by demolition ofbridges over unfordable streams. Bridges are pre-pared for demolition and destroyed, on order, to pre-vent them from falling intact into enemy hands. All"prepared" bridges must be adequately guarded toprevent enemy interference with the explosive. Road-blocks on main road nets in locations difficult to by-pass, such as heavy woods, steep sidehill slopes, orswamps, are also satisfactory. For details of demoli-tions, field fortifications, and barriers, see FM's 5-15,5-25, and 31-10. In open country, minefields (fig. 24)are the most practical obstacles. For a detailed dis-cussion of minefield technique, see FM 20-32. En-gineer troops are used in preparing the obstacles, orthey may supervise construction if other troops areavailable for the work. Care must be exercised inplanning and siting obstacles, particularly in the rearand flanks of the battle area so as not to interfere withthe planned commitment of the reserve elements. Ob-stacles are normally defended by infantry or armoredunits. Defended obstacles are organized into a co-ordinated system of successive battle areas from divi-sional barrier zones in depth.

58. Service Area

a. In addition to barriers in depth, from the generaloutpost through the battle group reserve area, blockingpositions are prepared in the rear of the battle group

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reserve area. These blocking positions are planned bythe division commander and prepared by the battlegroups not on line, assisted by the engineers. Positionsare selected and organized to prevent major penetra-tions from securing lightly held or exposed flanks andare occupied by elements of the division reserve. Fulladvantage is taken of natural terrain features. Posi-tions are prepared for all-round defense. Emphasis isplaced on defense against armored attack and possiblenuclear strikes. Engineers play an important role inthe preparation of service area defense and in the con-struction of alternate positions.

b. Engineers in the service area are normally held ingeneral support and then will be called upon to performall types of engineer support. Typical assignments forengineer troops located in the service area include-

(1) Road and bridge maintenance (construction andrepair). In the division service area therewill be a continual buildup and replenishmentof supplies and equipment. This results inan added amount of traffic on the road net-work. Since all of our defensive operationsare dependent upon the mobility of units andsupplies, it is of great importance that theroads and bridges be kept open at all times.

(2) Division command post. With the concepts ofincreased dispersion, a division command postwill be faced with the problem of avoidingpresenting a profitable target for enemy nu-clear weapons. All emplacements must bedispersed, concealed, and sufficiently dug into prevent excessive damage from nuclearattack. The necessity for alternate com-

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mand posts and brigade headquarters willalso increase the work load of the engineersappreciably.

(3) Division artillery positions. Additional en-gineer assistance will be required to providefor rapid and distant displacement of artilleryunits.

(4) Supply and water points. The operation ofwater and supply is the responsibility of theengineer battalion S4, but the engineer com-panies will assist in site preparation. Thiswill include clearing, construction of accessroads, and necessary leveling and excavationto make the sites suitable for planned in-stallations.

(5) Mine removal. If the defense is to be under-taken in an area previously occupied by theenemy, minefields will have been breached.As the buildup of the area increases, it maybe necessary for engineer units to enter thesemined areas and remove or destroy the minesstill in place.

(6) Prisoner-of-war stockades. The military po-lice will be responsible for the escorting ofprisoners to the rear. The engineers will becalled upon to construct inclosures to containthese prisoners.

(7) Air landing facilities. It will be necessary toprepare landing facilities for helicopters andlight aircraft (TM 5-250). These landingareas will be of a pioneer type construction,consisting primarily of clearing sufficient areato receive the aircraft, and limited leveling

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and excavation to make the ground trafficablefor aircraft. Examples of this type of. workinclude the clearing of brush, trees, or tele-phone lines from the sides of a road so the roadcan be used as a landing strip, and the fillingof craters or removal of vegetation from anarea of sufficient size to allow helicopterlandings.

(8) Preparation of service installations. Prepara-tion of service installations may require alarge portion of the engineer effort. Theareas in which it is decided to locate the neces-sary service installations will include em-placements for signal communication equip-ment and quartermaster supply. They willalso include areas to be used by the medicalunits to receive mass casualties as the resultof nuclear bursts. Ordnance battalion areaswill probably also require preparation. Inmany cases the terrain may provide much ofthe necessary cover and concealment. Whenit does not, the engineers will provide recom-mendations regarding the location of the in-stallation and may even assist in improvingthe location.

59. Defense Against Nuclear Attack

a. General.(1) Division headquarters, or brigade headquar-

ters if division headquarters is not function-ing, will control the engineer effort in defenseagainst nuclear attacks. A great part of en-gineer work will be the measures taken to re-duce the vulnerability of friendly forces to the

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attack and to facilitate their recovery afterthe attack. These measures include dupli-cation, dispersion, deception, camouflage, andprotective construction before a nuclear at-tack. They include decontamination, areadamage control, and reconstruction after theattack. The engineer effort expended oneach task should be determined by the en-vironment, the military importance of theinstallation or facility, the threat, and theactive defense effort by other arms. Thecommander should weigh these measures indeciding on the employment of the engineerunits.

(2) Nuclear defense, which includes radiologicaldefense, is defined as the protective measurestaken to minimize personnel and materieldamage from nuclear blast and thermal andradiation effects. It is interpreted to includemeasures such as-

(a) Training of organization personnel and thedistribution of personnel with special refer-ence to radiological specialists.

(b) Preparation and maintenance of fixed andportable structures and equipment.

(c) Teaching defense techniques and proce-dures, including use of detecting equip-ment; protection or removal of exposed per-sonnel; and decontamination of personnel,equipment, structures, or terrain.

b. Command Responsibilities. The nuclear defensetraining of the organization and of the individuals inthe organization and the protection of the unit againstnuclear weapons effects are basic responsibilities of the

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command. Some aspects which may be expected torequire consideration by unit commanders are dis-cussed in FM's 21-40, 21-41, and 21-48 and in TC101-1.

c. Before-Burst Operations. The division engineer isresponsible for construction of installations required forradiological defense in the division area. He consultsthe division chemical officer concerning optimum pro-tection to be gained through special types of construc-tion, the location of new shelters, and special commandposts. Additional before-burst engineer tasks includethe following, as time permits:

(1) Survey area for suitable shelters and shelteredlocations.

(2) Disperse unit personnel, equipment, and sup-plies consistent with operational practica-bility.

(3) Cover essential equipment and supplies withcanvas or other material for protection againstcontamination.

(4) Select alternate sites for water points toutilize, where possible, underground sources.

(5) Organize unit medical, rescue, and evacuationteams for the battalion.

(6) Select and prepare, in bridging operations, analternate bridge site for each bridge needed.

(7) Organize a radiological defense warning sys-tem for the battalion.

(8) Prepare a radiological defense SOP based onthat of the next higher headquarters for thebattalion.

d. After-Burst Operations. The engineer mission incase of a nuclear attack is expected to be essentially thesame as for other types of attack, but to be complicated

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in practice by the destructive effects of nuclear weaponsand the additional hazards of residual radiations. En-gineer units will have an important part in area damagecontrol operations because of their normal engineerequipment for light and heavy rescue work. Rescuesquads will be organized and equipped to removecasualties, render first aid, and salvage damaged ma-terials. Labor and equipment squads will be organ-ized and equipped to clear debris, search for casualties,assist in decontamination, and evacuate materials.The removal of victims from the wreckage of collapsedbuildings will often be a task requiring structuralknowledge and engineering judgment. After the burst,engineers may be required to-

(1) Perform first aid, rescue, and evacuationtasks.

(2) Prepare personnel and equipment decon-tamination stations.

(3) Make and post signs for unsafe areas.

(4) Decontaminate essential areas or evacuateto safe areas.

(5) Fight fires.(6) Clear debris and tree blowdown from essential

routes to facilitate relief, supply, and evacua-tion.

(7) Remove or cover radioactive particles in con-taminated areas.

(8) Assist in the extrication of units or elementstrapped by blowdown, rubble, and fire whichhave resulted from nuclear explosions.

(9) Produce a maximum amount of potable water.(10) Perform other special and general engineer

tasks as required.

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60. Retrograde Movements

a. General. A retrograde movement is a movementto the rear or away from the enemy. It may be forcedby the enemy or it may be voluntary. Retrogrademovements are covered by mobile forces of combinedarms, which delay and deceive the enemy and preventinterference with the execution of the retrograde plan.Contact with the enemy is maintained by these cover-ing forces, who force the enemy to fight or maneuverfor the ground that is vacated. Retrograde move-ments are made only by order of, or after approval by,higher headquarters and include-

(1) Withdrawal from action. This is an operationby which all or part of a deployed force disen-gages from the enemy to initiate some otheraction.

(2) Delaying action. This is an operation whichtrades space for time while inflicting punish-ment on the enemy without becoming deci-sively engaged in combat.

(3) Retirement. This is an operation in which aforce moves away from the enemy withoutdirect pressure to avoid an engagement underexisting conditions.

b. Purposes. Retrograde movements are made forone or more of the following purposes:

(1) To disengage from combat.(2) To avoid combat under undesirable con-

ditions.(3) To draw the enemy into an unfavorable

situation.(4) To gain time without fighting a decisive

engagement.

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(5) To place the forces involved in a more favor-able position in relation to other friendlytroops.

(6) To permit the use of elements of the forceelsewhere.

(7) To improve troop safety for nuclear weaponsemployment.

61. Withdrawal from Action

a. Withdrawals from action can be executed eitherby day or by night. Night withdrawals are favoredover daylight withdrawals because they normally pre-serve freedom of action and facilitate deception. Adaylight withdrawal under direct enemy pressure isavoided, if possible, because observed enemy fires mayresult in heavy casualties and loss of freedom of action.

b. The commander ordering a withdrawal from ac-tion designates the location to which the troops willmove and the action to be taken after the withdrawal.Withdrawals are normally followed by a defense onanother position, a delaying action, or a retirement.

62. Delaying Action

a. General. Delaying action is usually employed bycovering forces and other security detachments. It isexecuted most effectively by highly mobile troops(motorized, mechanized, or air transported) supportedby armor, tactical aviation, or nuclear fires. The effec-tive use of obstacles, covered by fire, strongly reinforcethe delaying capability. Delaying forces must offer acontinued threat of strong opposition to force theenemy to deploy and maneuver. A battle group mayconduct a delaying action independently or as a partof a larger delaying force. The echelons of a battle

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group delaying position are similar to those used in theposition defense, i.e., the security echelon (combatoutpost), the forward defense area, and the reserve.

b. Nuclear Warfare. Delaying actions assume in-creased importance in nuclear warfare. Dispersedformations, emphasis on flexibility of action, relianceon heavy fires, and movement to inflict maximumcasualties on the enemy while avoiding close combatare all characteristics of a delaying action. Thus, aunit in a delaying action may be organized like a for-ward battle group in defense when the division is con-ducting a mobile defense.

c. Methods of Conducting Delaying Actions.(1) Delay on a single position.(2) Delay on successive position.(3) Delay by alternating forces on successive

positions.(4) Limited offensive action or spoiling attacks

to throw the enemy off balance.(5) A combination of any of the above, using

nuclear or nonnuclear fires.d. Successive Positions. Within the scope of the

mission and based on available time and space, thecommander determines the duration of the resistanceto be made on each successive delaying position. Thenumber of successive positions to be occupied dependson total space available for delay, the terrain char-acteristics, the enemy situation, and the available de-lay time as stated in the mission. The successivepositions should be far enough apart so that the enemyis forced to displace his artillery for each assault.

e. Characteristics of a Good Delaying Position.(1) Good observation and long-range fields of fire.(2) Covered routes of withdrawal.

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(3) Obstacles to the front and flank.(4) Cover and concealment on the position.(5) A series of parallel ridges across the axis of

hostile advance.f. Conduct of the Delaying Action. As the enemy ap-

proaches the delaying position, he is taken under fireat extreme ranges. Every effort is made to inflictcasualties on the enemy to force him to mass for anassault. Nuclear strikes are used against the resultingmassed targets. The commander of the delaying forcemust decide, if it appears that his position is going tobe overrun, whether to execute a daylight withdrawal tothe next rearward position or to attempt to wait fornightfall. During the course of withdrawal, specialdetails execute demolitions (including ADM), activateminefields, and prepare other obstacles as time andmaterials permit.

63. Retirement

a. General. A retirement is a retrograde movementin which a force withdraws without enemy pressure.A retirement may be made to put extended distancebetween the defender and the enemy, to reduce friendlysupporting distance, to occupy more favorable terrain,to conform to dispositions of a higher command, or topermit employment in another sector. A withdrawalfrom action may precede a retirement. In a with-drawal from action, the movement becomes a retire-ment after the main force has broken contact with theenemy and march columns have been formed. Abattle group usually executes a retirement as part of alarger force. When it is on an independent mission,it retires in compliance with specific instructions orafter completing its mission.

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b. Security. Strong mobile advance, rear, and flankguards are required in a retirement. The rear guard isthe principal security of each column. Its compositionand size depend on the size and imminence of enemyattack. Should the enemy make contact, the rearguard employs delaying action tactics. Air reconnais-sance is used to maintain surveillance of leading hostileelements. Combat aviation aids in delaying the pur-suing enemy. Artillery air observers are prepared toplace long-range fires, including nuclear fires, on enemyforces. The use of Army aircraft facilitates columncontrol. Control of radio traffic is strictly enforcedparticularly during the initial stages, to preservesecrecy.

c. Conduct of the Retirement. At the designated time,elements of the battle group move into dispersed as-sembly areas and form rapidly into march columns tobegin retirement. Forced marches are often employedto place maximum distance between the enemy andthe retiring force. Long marches at night are common.

64. Engineer Support of Other ArmsDuring retrograde movements, engineers play a vital

role in delaying the advance of the enemy and in pro-viding adequate withdrawal routes. Proper coordina-tion and execution of engineer tasks in retrograde move-ments normally require the attachment of engineerelements to the covering force. The leading elementsof the retiring friendly troops must be kept moving totheir destination, and the routes must be kept open andclear to allow successive elements to reach their destina-tion. Engineers near the end of the retiring columndestroy bridges and culverts, block roads, lay mines,destroy stores, and demolish railways and rolling stock

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(fig. 26). The tilme available and instructions of higherheadquarters determine the degree of destruction andthe number of obstacles constructed. Major obstaclesmust receive priority, since their construction leads tothe greatest difficulty for the enemy. The engineerswork closely with the other elements of the coveringforce, preparing alternate delaying positions and ob-stacles for the infantry and antitank units, whilemoving to the rear in leapfrog fashion.

65. Engineer DutiesThe duties of the engineers in a retrograde movement

are basically the same as in the defense. Typical dutiesinclude-

a. Performing engineer tasks to aid movement ofretiring columns.

Figure 26. Engineers prepare a railway bridge for demolition.

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b. Participating in denial operations as authorizedby higher headquarters.

c. Delaying the enemy by destroying bridges andculverts, blocking' roads, demolishing railways, anderecting barriers.

d. Assisting in flank security by preparing demoli-tions, including atomic demolition munitions, andcreating obstacles.

e. Engaging in infantry-type combat.

66. Denial Operations

a. General.(1) A denial measure is an action to deny the

enemy use of space, personnel, or facilities.(2) The decision on the extent to which denial

operations are to include nonmilitary suppliesand facilities is a responsibility of the highestmilitary commander in the theater. Whenthe denial policy is established, the detailedplanning and execution involve major prob-lems in engineering and logistics. For details,see FM 31-10.

(3) A scorched-earth policy makes an entire areauseless to the enemy by the removal or de-struction of everything that can in any wayaid him. The civilian population of an areain which the scorched-earth policy is to be ap-plied must be evacuated if the area is friendly.A partial-denial operation, less drastic than ascorched-earth policy, is more often employed.

b. Engineer Participation. The division commanderis responsible for denial operations within his divisionalarea. His plan for denial of both military and civiliansupplies, equipment, and installations is prepared in ac-

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cordance with denial policy from higher headquartersand is distributed to divisional units for execution.The infantry division engineer battalion is especiallysuitable for executing denial operations and plays alarge role in carrying out denial procedures by furnish-ing technical advice, supervisors, and demolition ex-perts. Extensive use is made of the engineer equip-ment and demolitions in the removal or destruction ofitems to be denied to the enemy. Troops of other armsand services are also used extensively in denial opera-tions, usually under engineer supervision. It is a com-mand decision to determine when preliminary work isto be done and when plans are to be executed. Adenial operation, to be successful, must be prosecutedruthlessly.

c. Denial by Removal. Evacuation of materiel, if atall possible, should be accomplished in a denial opera-tion. Destruction is to be effected only as a last resort.Evacuation must be started early and conducted in ac-cordance with prepared priority lists. All availablemeans of labor and transportation must be used tocapacity in order to save all possible supplies andequipment.

d. Denial by Destruction. All possible methods ofdestruction are used. In order that destruction maybe executed at the desired time, the personnel who willdestroy each item must be designated in advance; thesupplies necessary for the destruction must be estimatedand assembled at convenient locations; and the circum-stances under which the destruction is to take placemust be definitely prescribed. If orders for destructionare to be issued, the means of transmission must beprovided.

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e. Use of Atomic Demolition Munitions (ADM).(1) ADM may be used for denial operations.

Normally, the officer responsible for the execu-tion of a mission requiring an ADM will bethe commander of the engineer emplacementand firing unit. The designated commandershould be highly trained in all aspects of nu-clear weapons operations which are the re-sponsibility of engineer personnel and shouldbe cognizant of the technical phases actuallyperformed by other personnel. He ordinarilydirects all operations at the emplacement site,takes emergency action in the event of achange of mission or misfire, and detonates theADM on order from higher headquarters.

(2) Engineer personnel prepare the emplacementsite under the direction of the engineer em-placement site commander. This may in-clude providing appropriate access roads, in-stalling antitank and antipersonnel minefieldsor other obstacles when ordered, camouflagingthe area to avoid disclosure of the operation,providing local security, and providing com-munication facilities. Engineer personnel in-stall the ADM in the emplacement and com-plete all preparation of the site with the as-sistance of other technicians provided for themission.

Section IV. LOGISTICS

67. Division Engineer Supply

The division engineer is responsible for the engineersupply of the division. He also has command responsi-

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bility for the supply of the infantry division engineerbattalion. He delegates details for supply operationsto the battalion S4. The division engineer supply sub-section and the battalion supply subsection and watersupply subsection assist the S4 in performing supplyoperations. The battalion's specific responsibilities tothe division are as follows:

a. Class II and Class IV Supplies. Units of thedivision forward requisitions for class II and class IVsupplies to the engineer battalion for editing and con-solidating. The engineer battalion makes periodicrequisitions on the supply points or depots for con-solidated division requirements. The battalion re-ceives, breaks down, and issues engineer class II sup-plies to other elements of the division. The battaliondistributes class IV supplies direct from supply pointsto the requesting units. This eliminates unnecessaryhandling of the heavy tonnage items. Whenever pos-sible, the battalion makes distribution of supplies tounits within the division. When this is not possible,and transportation is critical, units obtain supplies froma location which the engineer battalion establishes.

b. Repair Parts. The engineer battalion furnishesthe division units first and second echelon engineer re-pair parts in the same way it furnishes class II supplies.The battalion maintains a small stock of selected repairparts to facilitate third echelon maintenance supportof engineer equipment within the division.

c. Water Supply. The engineer battalion is respon-sible for making available a supply of treated water forall purposes to all elements of the infantry division. Itis responsible for the installation, operation, and main-tenance of water supply equipment (TM 5-295). It

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also makes reconnaissance and develops water supplysources.

(1) Water supply equipment. Headquarters com-pany of the infantry division engineer bat-talion contains five water supply equipmentsets and enough transportation and watersupply specialists and helpers to operate thesets independently. With this equipment,the battalion establishes required water supplypoints; and the units of the division drawwater from the nearest point.

(2) Control of water supply teams. As a rule, ele-ments of the infantry division are so widelydispersed that it is impossible for the divisionengineer to efficiently operate the water supplyteams under his direct control. As a result,one water supply team, complete with oper-ating personnel and transportation, is usuallyattached to each committed battle group orplaced in support of it and one is attached todivision trains or placed in support of them.If other troops from the infantry division en-gineer battalion are attached to these units orsupporting them, the water supply teams willbe attached to these troops. If no othertroops are attached to the battle group ordivision trains, the S4 of the unit to whichthe water supply team is attached will directits operations. Usually, only four of the fivewater supply teams of the battalion are oper-ating at one time. The fifth is held in reserveand is used primarily in forward movement,where it installs an advanced water pointwhile one or another of those in the rear is

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removed or turned over to a water supplyteam of another unit.

(3) Location and operation of water supply points.The tactical situation usually dictates thelocation and hours of operation of water sup-ply points. The commander also considersroad nets, parking areas, and overhead coverwhen he is selecting a site. A water supplypoint is established within an area as soon asthe area is occupied. It is located as cen-trally as possible within the area. This makeswater distribution easier and helps withsecurity. The battalion S4 notifies all unitsof the location and hours of operation of thewater supply points. The infantry units pro-vide transportation for hauling their con-tainers to the water supply points for filling.Normally, units may draw water at any timethat the water supply point is in operation;however, if the water supply is limited or thedemand excessive, it may be necessary farunits to draw water only at scheduled times.Units draw water as soon as possible after theopening of the water supply point so that thewater equipment can be dismantled in timeto accompany the unit which it is serving.In the absence of orders to the contrary, waterpoints serve all troops requesting water. Ra-tioning of water is a function of command;and the battalion will enforce such limitationof water use only by direct order of higherauthority.

(4) Traffic circulation at water supply points. Theengineer troops operating the water equip-

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ment mark the routes leading to the watersupply point; and they control traffic at thepoint.

(5) Security of water supply points. If securityfor a water supply point is not afforded by itslocation, neighboring units must assure itssecurity. Also, water points will frequentlybe at a distance from battalion headquarters.In such instances, the water supply teamshould be attached to a nearby engineer com-pany. The company commander then be-comes responsible for the support of the waterpoint and personnel. His responsibilities in-clude accessory construction, security, andrationing.

d. Map Supply. The engineer battalion S2 pro-cures maps and distributes them to units of the divisionin accordance with general policies drawn up by thedivision G2. The issue of maps is based on estimateswhich the division G2 and the division engineer makejointly. The battalion has no map production or re-production capability. The division requests its mapsfrom army. When the engineer battalion receives themaps, the battalion S2 divides them into unit lots anddelivers them to unit S2's by the best available meansof transportation.

e. Division Engineer Supply Points.(1) Location. The division engineer supply point

is located beyond the range of enemy mediumartillery, near the main supply route (MSR).It is centrally located if possible. When thedivision is in bivouac, the engineer battalioncommander normally locates the supply pointnear headquarters and headquarters com-

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pany. Stocks are camouflaged and dispersed.When the division is on the march, the pointmay move in echelons in order to open a newlocation before closing the old one. If itmoves in one echelon, the supply point duringthe march consists of the vehicles transportingthe supplies.

(2) Operation. One man from the division en-gineer supply section normally operates thesupply point because stocks are limited toessential items. More men are assigned ifthere is a requirement for frequent issues ofheavy materials. The battalion commanderstocks the supply point initially with supplieswhich he obtains from army depots andlocal sources. He may use engineer supplies,such as lumber and road materials, which hefinds in the area.

(3) Issue at supply points. The engineer battalionissues expendable supplies to troops upon astatement from the commander who drawsthem. It issues nonexpendable supplies inaccordance with approved requisitions onestablished credits.

f. Supply in Offensive.

(1) Principal supply items. In the offensive, theprincipal items of engineer supply are mate-rials for the repair and maintenance of routesof communication. Large quantities ofcrushed rock are needed. The battalion pro-cures it locally if possible and places it alongthe MSR. Road plank for bypassing cratersis concentrated in dumps. Bridge timbers

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and steel I-beams are located near bridgeswhich may be destroyed by enemy fire orwhich may need to be strengthened for heavyloads.

(2) Advance of supply items. As the attack pro-gresses, dumps are advanced. Captured sup-plies and local resources, such as rock quarriesand standing timber, are exploited to theutmost. As the divisions advance, the armyengineer, operating through the army main-tenance and supply group, takes over opera-tion of engineer duimps which the divisionsrelinquish.

g. Supply in Defensive. A wide variety and heavytonnage of engineer class IV supplies are needed fororganizing a defensive position. Among the items arebarbed wire and accessories; sandbags; chicken wireand other revetting materials; lumber, nails, and bolts;cement, reinforcing steel, and aggregate; materials forcamouflage; and materials needed for work on roadsand bridges. The division units pick these items upfrom the supply points and depots instead of havingthem delivered to them by the battalion.

h. Supply in Retrograde Movement.(1) Base of supplies. In a retrograde movement,

the division is moving toward its base ofsupplies. During the movement, the divisionneeds. explosives or demolitions for the de-struction of bridges; materials for the creationof obstacles; items for the temporary repair ofroads and bridges used by the marchingcolumn; and items for any temporary defen-sive positions which may be organized. Issueis largely from vehicles. If the retrograde

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movement has been anticipated long enoughin advance, supplies may be kept loaded inreadiness for the movement or prestockedalong routes of withdrawal.

(2) Excess stocks. When the division commanderdecides to withdraw, the battalion commanderkeeps the forward movement of supplies to aminimum and makes every effort to use upexisting stocks. Supplies which cannot beused up are evacuated if possible. It if isnot possible to evacuate them, the battaliondestroys them. The division commander, orhigher authority, makes the decision toabandon or destroy supplies. The divisionengineer requests such a decision if he fore-sees the need for it.

68. Battalion Maintenance Responsibilities

To take care of its maintenance responsibilities, theinfantry division engineer battalion has a battalionmaintenance section and a field maintenance section.

a. Battalion Maintenance Section. The battalionmaintenance section performs second-echelon main-tenance on all ordnance and engineer equipment inheadquarters company; and it assists in second-echelonmaintenance for all the companies of the battalion.It also issues repair parts and repair supplies to theengineer companies. The section is under the controlof the battalion motor officer, who is assisted by awarrant officer. The motor officer advises the bat-talion commander, the battalion staff, and the engineercompany commanders on the technical aspects ofautomotive and engineer equipment operation andmaintenance; directs the operations of the battalion

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maintenance section; directs, in coordination with S3,the training for drivers, mechanics, and operators;prepares reports on equipment and supplies; and main-tains records on equipment and supplies. The warrantofficer, who is assistant motor officer, checks incomingrepair work to see if first-echelon maintenance has beenperformed and to determine the amount of repair workneeded. He checks the completed work to be surethat the equipment is in operating condition before itis released from the shop. He also gives technical helpto all company motor pool personnel.

b. Field Maintenance Section. The battalion's fieldmaintenance section effects engineer third-echelonmaintenance of all engineer equipment in the division.It generally does this work at the worksites. Itemswhich are beyond the capabilities of contact repair areevacuated by the using organization to the supportingengineer field maintenance (direct support) company.Minor items, such as small generators and compressors,may, at the discretion of the engineer inspector, beevacuated to the battalion field maintenance sectionfor repair and return. However, since the battalionfield maintenance section does not have evacuationequipment and since it must maintain mobility, itshould not build up a bigger backlog than it can movewith its organic equipment. The battalion field main-tenance section is dependent upon the supporting fieldmaintenance company for repair parts. The battalionfield maintenance section maintains continuous liaisionwith division units and with the supporting engineerfield maintenance company in order to speed up theevacuation, repair, and return of items from the fieldmaintenance company to division organizations. The

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battalion field maintenance section is under the controlof the battalion engineer equipment maintenanceofficer, who is assisted by the section chief and the engi-neer equipment repair inspector. Besides controllingall third-echelon engineer maintenance activities in thedivision, the engineer maintenance equipment officeradvises division element commanders and staffs ontechnical aspects of engineer equipment operation andmaintenance; directs the supply and operation of theengineer field maintenance section; advises com-manders on equipment operators and other engineermaintenance personnel; and prepares reports andrecords of engineer equipment and supplies. Theengineer equipment repair inspector checks incomingrepair work to determine the amount of work to bedone; and he checks the completed work to insure thatvehicles and equipment are in operating conditionbefore they are released from its shop.

69. Maintenance Responsibilities of Division EngineerThe division engineer advises and assists unit com-

manders throughout the division in the maintenanceof engineer equipment. He makes technical inspec-tions of the equipment and of its maintenance and keepsthe division commander and staff advised of the statusof the maintenance. He furnishes the division com-mander information, recommendations, and plans onmaintenance; and he makes available to all elements ofthe division data on engineer equipment, repair parts,and maintenance. He utilizes the battalion engineerequipment maintenance officer in the execution of thisresponsibility.

70. Battalion Supplya. The principal functions of the battalion in supply

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administration are those of procurement and evacua-tion. The battalion draws supplies from sources out-side and effects distribution within the battalion. Italso takes excess or unserviceable supplies from thecomponent units and disposes of them through pre-scribed channels. The property responsibilities of thecommanders are identical with those of commandersat all echelons. These command responsibilities areto insure that all property pertaining to his commandis adequatly-

(1) Safeguarded.(2) Administered.(3) Accounted for.(4) Used.

b. The battalion commander carries out his supplyresponsibilities through the functions of his staffsupply officer (S4). The battalion commander dis-charges his responsibilities by insuring that commandersof subordinate units properly conduct supply functionswithin their commands. He checks on the efficiencyof supply operations through frequent personal in-spections and by reports of inspections turned in by hisS4. Immediate action to correct supply problems ordiscrepancies found as a result of inspections is theresponsibility of the commander. He must check thatrequired action is taken by his staff to insure thatproper corrective actions are accomplished.

c. The battalion supply officer (S4) is responsible forclosely supervising the supply activities ofall subordinate units and will maintain informalaccountability for all military property in the posses-sion of these units. The S4's operations support thetactical plan and are based upon the orders of higherheadquarters. He coordinates with the other staff

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sections of the battalion, the S4 or G4 of the nexthigher headquarters, and all supply establishmentswhich are his sources of supply. The primary functionsof the S4 include-

(1) Supervision of the battalion supply section ofheadquarters company.

(2) Liaison with installation supply activities.(3) Training of supply personnel.(4) Providing guidance to unit commanders on

problems concerning supply.(5) Informing the battalion commander on the

status of supply operations within all elementsof the command.

(6) Establishing and maintaining the propertybooks and property records for the battalionand its elements. Duties of the propertybook officer are normally assigned to thesupply warrant officer and include-

(a) Maintaining battalion and installation prop-erty books.

(b) Maintaining a transaction register to re-flect all supply actions initiated by thebattalion.

(c) Initiating all supply requisitions and turn-ins.

(d) Preparing adjustment transactions as re-quired.

(e) Maintaining a file of vouchers to supportproperty book and transaction registerentries.

d. The company commander is responsible for thesupply and administration of the company and anyattached elements. He makes timely requests forsupplies and distributes them. The company com-

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mander is assisted in these duties by the company

officers, the first sergeant, the mess steward, the supply

sergeant, and the motor sergeant. The specific re-sponsibilities of a company commander in connectionwith property administration are quite extensive. Hemust-

(1) Have in his possession, in serviceable condi-tion, all items authorized his company.

(2) Determine by frequent inspections that allprescribed items of authorized equipment in

the possession of officers or enlisted men areon hand and serviceable.

(3) Insure that all personnel, both officers and

enlisted, are instructed in the proper methodsof use, care, and maintenance of property, and

that the instructions are followed.

(4) Maintain individual clothing records, andsuch other records as are necessary to assurethat the status of the property for which he isresponsible is accurately reflected at all times.

(5) Obtain acceptable vouchers to cover loss,damage, or destruction to property for which

he is responsible, and process these vouchersin accordance with appropriate regulations.

(6) Upon transfer of property responsibility to hissuccessor, take joint inventory, and initiateaction to adjust discrepancies.

(7) Where desired, designate one or moreauthorized representatives to receipt forproperty in his name. This representativemay be any member of his command, com-missioned, warrant, or enlisted. The fact,however, that property is receipted for by a

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representative of the commander does not inany way reduce his own responsibility for thatproperty.

(8) Assume responsibility for all Governmentproperty under his control, whether receiptedfor or not.

e. The platoon leader is responsible for the supply ofhis platoon. He inspects the platoon to see that it iscompletely equipped. He sees to it that any shortagesare replaced before the platoon is committed to com-bat. In combat he sees that the platoon is fed, andsupplies and materials are replenished. He reportsany shortages to the company commander. Hechecks on the timely delivery of replacement items.

Section V. COMMUNICATION

71. General

a. To keep pace with the swiftly changing situationand to facilitate the maximum utilization of the engi-neer battalion in accomplishing its mission, the com-mander, his staff, and the companies require a highlyresponsive, flexible, and reliable signal system.

b. Communication is a function of command. Eachcommander is responsible for the establishment,operation, and maintenance, within his capabilities,of the communication system of his command. Effec-tive communication is essential to the control of thebattalion and its elements. The battalion utilizes acombination of radio, wire, visual, sound, and messen-ger communications to provide as many multiplemeans of transmitting messages as conditions permit.-For a detailed discussion of communications, see FM7-24.

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c. Operation orders contain instructions pertainingto communications. These instructions include suchitems as the location of the commander or the commandpost, restrictions on use of certain communicationmeans, allotment of available communication facilities,special prearranged visual or sound signals,pertinent extracts from the SOI of the higher head-quarters. Throughout operations, other instructionspertaining to communications are used as required.

72. Responsibilitiesa. Effective communication is a result of the joint

effort of both units concerned, even though one ofthese units has primary responsibility for establishingand maintaining communication with the other. Inthe event of a communication failure, both units con-cerned take immediate action to locate and eliminatethe trouble and continue such action until contact isregained.

b. Headquarters company includes a communicationsection which is directed by a communication chief.The section operates under the immediate supervisionof the communication officer who is a member of thebattalion staff. The communication section providesthe following services:

(1) Supervises the operation of the battalion com-munication system.

(2) Installs wire lines to companies and staffsections when time and situation permit.

(3) Operates, when required, the battalion mes-sage center and switchboard, and providesmessenger service.

(4) Operates panel displays and message pickupfacilities.

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(5) Operates the battalion command net (AM)and the battalion commander's net (FM).

(6) Monitors the division command net (RTT),the division air warning net (AM), and thedivision commander's net (FM).

(7) Provides second-echelon maintenance on com-munication equipment of headquarters com-pany and assists the line companies in per-formance of their second-echelon maintenance.

(8) Provides facilities for encrypting messages.

c. The company commander is responsible for theinstallation, operation, and maintenance of the com-pany communication system and for its efficientfunctioning as part of the battalion's or supportedunit's system. He insures that his subordinates areproperly trained and utilized to assist him in the execu--tion of his communication responsibilities. The inter-mediate speed radio operator is the principal assistantto the company commander in communication matters..The headquarters platoon of the engineer company isauthorized enough men to provide the following:

(1) Second-echelon maintenance on communica-tion equipment of the company.

(2) Supervising the operation of the companycommunication system.

(3) Installing wire lines to platoon when time andsituation permit.

(4) Operating the company message center andswitchboard.

(5) Operating the company net (FM) and moni-tors the battalion commander's net (FM) orthe supported organization commander's net(FM) and the division air warning net (AM).

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73. Wire Communication

a. Wire communication is used whenever practicable.When distance or other factors prohibit direct wirelinkage between the engineer battalion headquartersand subordinate elements, communication is establishedthrough the division area communication system. The

TO ENGR CO

BN CDRADMIN a

TWO SB-22/PT ' PERS SEC(STACKED) OPN SEC

INTEL SECTODIV SUP SEC

COMM CO HQSY -G CO HQSYS

MED SEC

EQP PLAT

BN MAINT SEC

- COMM SEC

O TELEPHONE TA-264/PT

* TELETYPEWRITER AN/PGC-1

NOTE: NINE TELEPHONES, TA-I/PT, ARE FOR USEAT WORKSITES

Figure 27. Typical wire net, engineer battalion.

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battalion headquarters switchboard has a direct tielinefrom its switchboard to the division forward switch-board that services the battle groups.

b. The battalion lays wire only to those companieswhich have not been attached to other organizations(fig. 27). Wire communications to these attachedcompanies is established through the division areacommunication system (FM 24-18).

c. The battalion communication section installslocal telephones required for the operation of battalionheadquarters.

d. Wire communications are provided at worksites,as required to improve the efficiency of the project andto coordinate the operations of work parties (fig. 28).Units use wire communication to control traffic throughminefields, defiles, and construction projects.

74. Radio Communications

a. Wire communication is frequently difficult orimpracticable to establish in very fluid or dispersedtactical situations. At such times and during periodsof wire outage, radio becomes the primary means.The flexibility of radio communication affords the unitcommander the ability to control and coordinate sub-ordinate elements, yet does not restrict these elementsin their ability to move (FM 24-20).

b. Radio Nets.

(1) AM.(a) Battalion Command Net (AM). See figure

29 for personnel who operate in this net.(b) Division Air Warning Net (AM). This net

is monitored by the communication sectionof headquarters company and companyheadquarters of each line company.

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(2) FM.(a) Battalion Commander's Net (FM). Per-

sonnel who operate in this net are shown infigure 30. The combat engineer vehicles(CEV) and the armored vehicle launchedbridges (AVLB) of headquarters companyoperate in this net but when attached theyoperate in supported unit's FM net.During the period a company is supportinganother organization, the company com-mander and the company headquartersradio (AN/VRC-18) normally do notoperate in this net but operate in the sup-ported organization commander's net. The

Ist PLAT 2nd PLAT

TEL OPR SB-993/GT CO CDR

TO HIGHER HQ

0 TELEPHONE TA-312/PT

NOTE: THREE TELEPHONES, TA-I/PT, ARE FOR

USE AT WORKSITES.Figure 28. Typical wire net, engineer company.

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engineer battalion commander can contactthe company commander through the AM:radio.

(b) Company Command Net (FM). Personnelwho operate in this net are shown in figure31.

75. Messenger, Visual, and Sound Communication

a. Messenger, visual, and sound are alternate andsupplemented methods of communication. They areused whenever the situation warrants and may beespecially valuable when radio listening silence isimperative, or when wire communication has beentemporarily disrupted or prior to its establishment.

NCS , ,

Co Cdr

Plot Ldr Plot Ldr

Sqd Sqd Sqd Sqd S d Sqd

.®I .K P®e PRCIO e; eFigure 31. Radio net, engineer company.

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b. Messengers are not authorized in the engineerbattalion TOE but selected personnel such as vehicleoperators are crosstrained as messengers as an addi-tional duty.

c. Visual signalling is accomplished through the useof organic panel sets, pyrotechnics and smoke of varioustypes and colors, arm and hand signals, flashlights,tracer ammunition, and improvised lights and flags.Instructions from higher headquarters normally pre-scribe the use of panel signals for ground-to-air com-munication. and the use of pyrotechnics or smokesignals (FM 21-60).

d. Sound signals are normally used for alarms andare usually prescribed in the SOP or signal instructions.Such signals may be used to warn of air, CBR, orground attack or the imminent use of nuclear weapons.Whistles, horns, gongs, small arms, or other noise-makers may be used.

76. Communication with Supporting Engineer UnitA supporting engineer unit normally establishes and

maintains communication with the supported infantrydivision engineer battalion. This communication isestablished through either the division or corps areacommunication system, depending on the location ofsupporting unit headquarters, or if feasible, it willoperate in the infantry division engineer battalioncommand net.

Section VI. SECURITY

77. ResponsibilityThe battalion commander is responsible for the

security of his battalion and all its units, regardless of

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the security furnished by the infantry division. How-ever, in determining the security measures for thebattalion, the commander takes into consideration thesecurity measures of the infantry division. If thedivision has a strong security force, the battalioncommander does not establish a large security element.

78. Definition

Security embraces all measures taken by a commandto protect itself against enemy interference, surprise,and observation. It may be active or passive. Activesecurity involves firepower and the use of troops.Passive security includes observation, cover, dispersion,and the use of obstacles. The engineer battalioncommander employs a combination of the two.

79. ProvisionSecurity detachments are required in all situations.

Their mission is to protect against surprise attack andobservation by enemy ground and air forces and tomaintain freedom of action for the command by gainingthe time and space required to make proper disposi-tions to meet a threat. Since security forces lessenthe strength of the main force, they are kept to theminimum strength necessary to accomplish theirmissions. They should be as mobile as the enemyforce with which they may have to deal; and theyshould have an efficient warning service, includingobservers and means of communication, to giveprompt notice of any enemy threat from. the ground orthe air.

80. Security During MovementAn engineer company moving on an independent

mission provides its own security. It requires security

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for the front (advance guards), for the rear (rearguards), for the flanks (flank patrols), during halts(march outposts), and against attacks from the air.Engineer units usually move by motor. When theydo, their security detachments are also motorized.The engineer company commander provides all-aroundsecurity when there is danger of contact with theenemy. The security techniques which he employsdepend on the company mission, terrain, time of day,and expected enemy actions.

a. Frontal Security.(1) Security in front is provided by an advance

guard. For a battalion, its strength willnormally not exceed a company; for a com-pany, a platoon; and for a platoon, a motorpatrol of one or two vehicles.

(2) The mission of the advance guard is to pre-vent unnecessary delay of the main body andto protect it from surprise and limit enemyobservation from the front. An advanceguard accomplishes its mission by searchingthe terrain to the front and on each side ofthe line of march and by overcoming hostileresistance that is contacted. When contactwith the enemy is made, the advance guardwill attack aggressively to overcome resis-tance within its capabilities. If the enemyforce is too large for the advance guard toattack, the advance guard will cover thedeployment of the main body by main-taining pressure against the enemy.

(3) A company acting as the advance guard for abattalion sends forward a platoon as the

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advance party. This platoon, in turn, sendsforward a squad as a point. The remainderof the company constitutes the support.

(4) In the smaller units, such as the company andplatoon, the advance guard will usually con-sist of a point and an advance party.

(a) The point is the leading element in themovement. It protects the column fromenemy surprise. When the point en-counters the enemy, it employs rapid fireand maneuver against the enemy force. Itmaintains contact with the enemy untilthe advance party has time to deploy.

(b) The advance party provides support for thepoint in the event that the point fails toeliminate the enemy. The advance partytakes aggressive action against the enemyand tries to overcome the force so thatmovement of the main body is not delayedor halted. If the advance party fails toeliminate the enemy force, it maintainscontact with it until the support can becommitted.

(c) The support maintains contact with theadvance party and should always be pre-pared to assist the advance party in movingagainst the enemy force. If the support isunable to reduce enemy resistance, it im-mobilizes the enemy by fire and movementuntil the arrival of the main body.

(5) Distances between the point and the advanceparty, between the advance party and sup-port, and between the support and main bodyvary according to the speed of movement

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and the terrain. These distances are greatenough to allow each succeeding element todeploy without serious interference from theenemy when contact is made. However,these distances are not great enough to pre-vent each element from rapidly assisting theelement in front of it. At high speed, dis-tances are increased; at low speed, they aredecreased. Vehicles are spaced at distancesof from 50 to 200 yards in order to provideprotection against air attack and to maintainuniform speed.

b. Rear Security.(1) Rear guards are used to protect the rear of a

column advancing toward the enemy if anattack or harassing action from the rear is

deemed within the enemy capabilities or toprotect the rear of a column marching awayfrom the enemy.

(2) A company should adopt a formation similarto that of the advance guard in the reverseorder of march. The differences betweenelements of the support vary with the situa-tion, the terrain, and the visibility; they cor-respond generally to the distance betweenelements of the advance guard. When thecolumn halts, the rear support dismounts andforms a march outpost.

(3) When an enemy pursuit is close, elements ofthe support delay the enemy to permit thenext preceding unit to make suitable dis-positions. Fire is opened at long range.Usually, elements do not move toward the

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enemy to reinforce a lower element. Thelarger element occupies a delaying position tocover the withdrawal of the smaller element.The element in contact with the enemy thenwithdraws under the protective fires of theelement occupying the delaying position. Therate of retirement is coordinated with themain body.

(4) The rear point stops to fire only when enemyaction threatens to interfere with the march.The rear point is not reinforced by othertroops. When the rear point withdraws, ituses a route that does not mask the fire of therear party.

c. Flank Security. In open terrain, flank security ofa unit no larger than a company may be sufficientlyassured by speed of movement and constant observa-tion to the flanks. This usually will not suffice, how-ever, in heavily wooded, rolling, or mountainous terrain,or where the menace of guerrilla operations exists.Continuous flank patrolling is possible only where aparallel route exists (a condition not usually enjoyedby units of company size), but -effective employmentcan be made of small flank patrols sent out on sideroads, commanding ground, and points of observation.Flank security detachments usually are not strongenough to effectively delay the enemy; their missionis to give early warning of enemy activity, hence theymust be equipped with adequate communicationfacilities.

d. Motorized Security Patrols. The motorized se-curity patrol is used for reconnaissance and all types ofsecurity operations and particularly as the point of an

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advance or rear guard. Motorized patrols are limitedin effectiveness by the fact that they are roadbound andeasily ambushed and captured or destroyed. There-fore, at least two vehicles, plus any other vehiclesrequired for messengers, are required. An engineercompany moving alone normally has enough vehicles,weapons, and men to use more than one vehicle ineither its advance or rear security patrol without unduedisposition.

81. Security at Halt and in BivouacWhenever an engineer unit is at a temporary halt

during a march or is in bivouac, it provides its ownsecurity. It does this by establishing an outpost sys-tem. The outpost's duty is to secure the main bodyagainst close observation and surprise by the enemy.It is organized and disposed so that it can deal with aminor enemy threat without disturbing the main bodyor forcing it to take action; and so that, in case of amajor threat, it can at least hold off the enemy untilthe main body can make preparations for action. Thecomposition of the outpost varies for each situation.The outpost system consists of sentinels, outguards, andvisiting patrols. Larger units will find it necessary toemploy all of the components of the outpost system.Smaller units generally combine two of these com-ponents. Communications is established between allelements of the outpost system and the main body. Ifthe enemy penetrates any portion of the outpost sys-tem, the main body takes measures to protect itself.The measures provide for personnel who form a supportor reserve force which 'counters the enemy penetration.All other personnel take action to secure the unit'simmediate area. Interior guards, designated from ele-

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ments of the main body, continue to carry out theirduties within their assigned area. The engineer unitcommander, if possible, halts in an area where thereare few or no civilians. If this is impossible, all per-sonnel are warned to keep civilians away from the areaor not to allow them to enter until they are screened.

a. Battalion Outpost. An engineer unit seldom goesinto bivouac as a battalion size unit; but when it doesand furnishes its own security, it needs an outpost thesize of a company. Ordinarily, one company is as-signed for the outpost. The outpost company placesoutguards, establishes one or more supports, and holdsout a reserve.

b. Company and Platoon Outposts. An engineercompany operating alone uses one platoon on outpostduty. This platoon may establish a support and aline of outguards. If it has to cover a wide sector, itestablishes outguards only. An engineer platoonoperating alone seldom uses more than one squad forbivouac security. If an outpost consists only of out-guards, the main body functions as their support.

82. Security at Worksites

a. The amount of security the battalion commanderfurnishes at the worksite depends on the engineermission, guerrilla activity in the area, the terrain, andthe nearness of the enemy. For larger tasks, such asan engineer battalion constructing a road, the infantrydivision usually provides the security forces. Forsmaller tasks, such as a company or platoon construct-ing a bridge, the officer or noncommissioned officer incharge of the construction project provides securitywith personnel from his unit.

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b. In forward areas of the combat zone, the principaltypes of enemy action which the working parties takesecurity measures against are dismounted patrols,motor or mechanized raids, and air attacks. Near thethe rear of the zone, there is less danger of enemyground action, except guerrilla attacks. Air attacksmay occur anywhere in a theater.

c. Enemy ground action can usually be guardedagainst by careful observation and by small securitydetachments covering probable avenues of approach.These may be supplemented by readily removableroadblocks, portable wire obstacles, and mines. Theengineer officer or noncommissioned officer in charge ofthe worksite withdraws as few men as possible fromwork to use for security. However, working partiesare always prepared for possible ground raids. Theykeep their arms close at hand; and they are trained toassemble, with their weapons, under cover when theyreceive the warning.

d. The engineer officer or noncommissioned officer incharge of working parties prepares for security againstair attack by training the party in warning, conceal-ment, dispersion, and fire. He trains the men toidentify friendly and enemy aircraft. He postsguards at points of vantage; and he disperses and con-ceals equipment and vehicles which are not beingused. When the size of the party and the size of thejobs justify it, the officer or noncommissioned officerin charge of the worksite has machineguns emplacedso that they can be manned and used against low-flying aircraft. For protection against air attack on amajor rear-area project, the engineer officer requestsantiaircraft artillery through channels.

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83. Security Against Guerrilla Forces

Guerrilla bands usually employ offensive tacticscharacterized by surprise, mobility, deception, anddecentralized operations. The battalion commanderinsures that all engineer units are briefed on thefighting techniques of suspected guerrilla forces. Theprecautions and countermeasures which the engineerunits use against guerrillas vary with the nature ofthe threat. At halts and in bivouac, guards are postedat all times, including periods of rest and recreation.Groups of local inhabitants of any considerable size arenot allowed near the bivouac unless they are known tobe friendly. Local civilians are subjected to rigidsecurity checks before they are allowed to work inengineer installations such as supply points and main-tenance shops. Working parties observe securityprecautions while they are working, resting, and eating,and when they are going to and from the jobs. Whena party leaves a task to return to camp, it takes with itall tools, transportation, and readily removableequipment. A party returning to an incompletedtask is alert for ambushes and boobytraps; and it givesspecial attention to the security of arms, ammunition,and other equipment of value to the guerrillas.

84. Engineers With Convoy Security Detachmentsa. Lone vehicles and convoys which are not capable

of providing their own security are grouped and es-corted through danger areas by armed security de-tachments. These detachments are specially organizedand trained to protect convoys from hostile guerrillaactions and may contain elements of armor, infantry,and engineers. The size and composition of a detach-ment vary with the topography, the capabilities of

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hostile guerrilla forces, and the size and compositionof the convoy. Traffic through known danger areas isnormally controlled by traffic control stations.

b. The engineer element is placed well forward in thecolumn to perform such engineer tasks as minor bridgeand road repair, obstacle removal, and detection andremoval of mines.

85. Unescorted Convoy OperationsWhen a convoy is not escorted through a danger area

by a convoy security detachment, the parent organiza-tion organizes its own convoy security. Part of theavailable troops are placed well forward in the convoy;and a strong detachment is placed in vehicles thatfollow the main body by about three minutes. Radiocontact is established between the two groups if pos-sible. Fairly fast speed is maintained. Defiles aretraversed at high speed. Sharp curves, steep grades,or other areas where low speed is necessary, are recon-noitered by foot troops. At the first indication ofambush while the convoy is in motion, leading vehicles,if the road appears clear, increase their speed to themaximum consistent with safety in an effort to runthrough the ambush area. Drivers or assistantdrivers of vehicles disabled by enemy fire or minesseek to direct their vehicles to the sides or off the roadsso as not to block rear vehicles. Troops from vehiclesstopped in the ambush area dismount and return fire.Machineguns mounted on vehicles are fired. Troopsfrom vehicles breaking through the ambush dismountand attack back against a flank of the ambush position.The rear guard of the convoy, upon learning that themain body has been ambushed, dismounts and attacksforward against the other flank of the ambush position.

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Both attacking groups take care not to fire on eachother. If the guerrillas allow the main convoy to passthrough and then ambush the rear guard, troops fromthe main body return and relieve the rear guard by anattack against the flank of the ambush position.

86. Security Against Chemical and Biological Agents

a. Chemical Warfare. The battalion commander isresponsible for the security of the engineer battalionand its components against chemical attacks. Heestablishes a warning service, provides individual gasmasks, and arranges for decontaminating equipmentand supplies. Sentries are posted upwind to providewarning service, and men work with gas masks closeat hand. Noncommissioned officers, using simpleprocedures and instruments available to an engineerunit, locate and mark contaminated areas after anattack.

b. Biological Warfare. The threat of biologicalwarfare imposes upon all commanders within thedivision the responsibility for protection of personnelfrom the effects of this form of attack. Definite infor-mation of the employment of biological warfare willprobably be disseminated from the infantry divisionheadquarters; but all echelons must be alert to thedanger and must promptly report the incidence ofunusual diseases. The best local defense againstbiological warfare is strict enforcement of all preventivemedicine measures.

87. Security Against Nuclear WeaponsThe principal effect of nuclear warfare on engineer

operations is to increase the amount of engineer effortrequired by the infantry. It also increases the im-

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portance of camouflage. The increased distancesbetween units created by nuclear-defense dispersion willincrease the employment of barriers. Distances be-tween units necessitate strict enforcement of securitymeasures. The best protection for individuals is thelong-standing military practice of digging in. Fieldfortifications and shelters built according to presentdesign, with added emphasis on overhead cover, pro-vide good protection against other than direct hits andnear misses. In addition to the measures available tothe individual, the engineer commander must initiatecollective defensive measures. Items considered underthis heading include alarm systems, unit equipmentused for protection or detection, unit decontaminationsystem, and evacuation procedures. Tactical protec-tion is concerned with the measures which the com-mander employs to minimize the effects of nuclear ex-plosions. Within the limits of his assigned mission,he will rely on maneuver, reconnaissance, and intelli-gence. Whereas the individual soldier seeks to makehis foxhole as secure as possible during his stay in anarea, the unit commander must realize that throughmaneuver he may minimize the vulnerability of hisunit to a nuclear attack.

Section VII. INFANTRY-TYPE COMBAT ROLE

88. General

The infantry division engineer battalion, or anyelement thereof, engages in infantry-type combatoperations when-

a. The enemy prevents access to the unit's job site.b. The enemy attempts to drive the engineer unit

from a job site.

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c. The enemy prevents delivery of supplies.

d. Enemy action forces an infantry-type combat role.This may develop in several ways.

(1) The unit commander is forced into an in-fantry-type combat role in order to save theunit.

(2) Enemy action forces the unit to fight in orderthat the higher command might accomplishits mission.

(3) The major commander has no alternativethan to commit the engineer unit because of adesperate situation.

89. Employment

In the event there is a necessity to employ the engi-neer battalion or elements thereof in an infantry role,the unit must be prepared to accept this mission withthe minimum amount of delay. Engineer units shouldbe committed as a unit and not as separate parts of aunit. This allows the commander to preserve unitintegrity.

a. Responsibility. The major force commander isresponsible for the decision to commit engineer unitsto an infantry-type combat role, He will commit theengineer unit only after careful consideration, as thecommitment will reduce the engineer capability.Before he makes his decision, he must consider suchfactors as-

(1) The seriousness of the situation-will theenemy force be able to seriously affect thecommand if the engineer unit is not com-mitted?

(2) The loss of engineer support-can the com-

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mand afford to lose, the engineer supportfor the time the unit is committed?

(3) Strength of the engineer unit-does the engi-neer unit have enough personnel to be effec-tively employed?

(4) Support to the engineer unit-will the missionbe of an offensive or defensive nature, andwhat fire and logistical support can the engi-neer unit expect to receive from adjacentand higher units in carrying out its mission?Realization of the major differences betweenan infantry company and an engineer com-pany regarding strength and weapons.

b. Situations for committing Engineer Units in anInfantry-Type Combat Role. There are many situa-tions where the major force commander may commitan engineer unit to this role. Some of the more typicalsituations are-

(1) An over-extended defensive front.(2) A sudden enemy penetration or turning move-

ment.(3) An enemy airdrop or an organized guerrilla

activity in a rear area.(4) A need to relieve a combat force that must be

committed to a more decisive combat roleelsewhere.

c. Type of Mission. The type of mission that anengineer unit will receive in an infantry role may belimited by its weapons and personnel. Basically,there are two types of roles. These are offensive anddefensive. In either case, consideration must be givento increasing firepower and fire support through attach-

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ment of additional heavy weapons units and liaisondetachments of artillery and tactical air support.

(1) Offensive. The infantry division engineerbattalion might receive a mission to aid othercombat forces to take a large objective whichis vital to the overall operation, or to destroyan enemy stronghold in the division sector,.such as a small bypassed enemy unit; but thistype of commitment is rare. However, if theneed arises, the engineer personnel committedshould be properly trained in offensiveinfantry combat.

(2) Defensive. The defensive type mission is theone most commonly assigned to divisionengineer units. The major force commandershould allow time for the engineer unit toprepare for this mission so that the propertype of support can be coordinated and thenonessential personnel and items of equip-ment can be moved to a rear area where theywill not be captured or destroyed by theenemy force. When ample warning time isavailable to the engineer commander, heprepares his unit for battle in much the sameway as another combat force commander.

90. Guides for the Committed Engineer Unit Com-mander

A definite plan must be established which will enablethe organization to move efficiently from the normalengineer-support-type role to an infantry-type role.This plan, a part of the organization's SOP, should beestablished for each individual unit. The basic partsof the plan should include-

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a. Purpose. The purpose of the plan should statethe type of infantry mission which could be assignedto the engineer unit.

b. References. The references to be used pertainingto the basic infantry concept of operations for theoffensive-type and defensive-type missions.

(1) Appropriate sections of pertinent field man-uals and other publications.

(2) FM 7-10, (Rifle Company, Infantry and Air-borne Division Battle Groups).

(3) SOP's of higher headquarters.

c. Procedures. The procedures to be followed whenthe order is given for the engineer unit to prepare foran infantry-type combat role. This section will in-clude the establishment of a forward and a rear echelonof the command. Figures 32, 33, 34, and 35 showtypical modifications of the engineer battalion for aninfantry combat role.

(1) The forward echelon. The forward echelonwill consist of enough sections and units toaccomplish the mission. Each unit mustestablish its own number of elements and thenumber of personnel in these elements. Eachunit should include-

(a) Firepower and maneuvering elements-tofind, fix, and destroy or reject the enemy.

(b) A communication element-to establishcommunication between all echelons ofcommand.

(c) A supply element-to provide the necces-sary supplies for the mission.

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(d) A command element-to direct the ele-ments in the accomplishment of their mission.The control of the firepower is establishedat the command level and enables the com-mander to effectively employ this combinedfirepower to influence the action at anytime or from any direction.

(2) The rear echelon. The rear echelon will in-clude all of the equipment not directly essen-tial to the infantrytype combat mission.Such items as nonessential vehicles and heavyequipment are to, move to a rear area desig-nated by the commander. The responsibilityfor the control of the rear area is to be de-signated in this section of the SOP.

d. Coordination.This section is to establish the guidefor coordination between other units of the command,including adjacent combat units and fire support units.

Section VIII. TRAINING91. General

a. This section outlines the progressive training, fromthe basic combat and advanced individual training,through unit training of the infantry division engineerbattalion. It should be kept in mind that trainingnever ceases, before, during or after combat, and thatthe objective of all military training is success in battle.The foundation of this success is a thorough knowl-edge by every man of the principles of his job, how toapply them, and how to work with others in a team.The ideal unit is well disciplined, thoroughly groundedin its mission, high in morale, and able to act promptlyas a team (FM 21-5).

b. The ability to accomplish offensive action is

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gained by military training-training that develops thefollowing qualities in soldiers and units: health, strengthand endurance; discipline; morale, and esprit de corps;initiative; adaptability; technical proficiency; leader-ship; teamwork; and tactical proficiency.

c. To develop the above qualities, military trainingis based on the following concepts:

(1) The dignity of the individual is not violated.

(2) The average man will make an efficientsoldier when his training has been properlyplanned, conducted, and supervised.

(3) The applicatory system of instruction bestmeets the needs of military training.

(4) Military training progresses for basic to ad-vanced subjects, and from individual to teamtraining.

(5) Skills are acquired through supervised practice.(6) Responsibility for conducting training is

delegated to the unit commander.

92. Responsibility

a. The battalion commander is responsible fortraining the battalion to perform its primary mission.He plans, directs, conducts, and supervises the trainingof the battalion. He specifies the training which is tobe conducted, within the outline provided by thedirectives and policies of division headquarters;assigns responsibility for the conduct of the training;insures that the battalion's performance and proficiencystandards are in line with the standards of the Depart-ment of the Army; and procures and controls the use

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of training facilities, aids, and equipment. He issuesthe training memorandums necessary to implement histraining mission.

b. The battalion operations and training officer (S3)prepares a training program and makes recommenda-tions concerning training to the battalion commander.He also establishes battalion-level schools for officers,noncommissioned officers, and specialists. Membersof the battalion staff assist the battalion commanderin the planning and supervision of training which per-tains to their specialized functions.

c. The company commander is responsible fortraining his company in accordance with battaliontraining memorandums and policies. Each companycommander constantly supervises training of his organi-zation. 'Administrative work is planned in order tohave a minimum adverse effect on the training mission.

93. Training Phases

a. Training in the Army is currently being conductedunder the provisions of an army training program(ATP). Normally, the ATP is followed in detail, butat times it becomes necessary for a commander tomake modifications so as to conform to conditions of thetraining situation, or to facilitate the obtainment of thetraining objective.

b. The ATP training cycle is divided into fourphases: basic combat phase; advanced individual phase;unit training phase; and field exercise and maneuverphase. For convenience in planning and to indicatedefinite stages of progress, the general phases areusually subdivided.

(1) Basic combat training phase. The objectiveof the basic combat training phase is to train

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the enlisted man in basic military subjects andthe fundamentals of basic infantry combat.In this phase, the recruit is taught how toadapt himself to Army life and learn to live,work with, and understand his fellow soldier.When this phase is completed, he under-stands why he is to fight; and his physicalcondition is good enough to enable him to fighteffectively. He understands and is able toapply, under simulated or actual combatconditions, the principles of concealment andcamouflage, cover, and movement, and is ableto provide individual protective actionsagainst aircraft, armor, and dismountedground attacks. Further, he is able to parti-cipate as a member of a patrol or act as anindividual scout or observer. He has qualifiedwith his basic weapon, the rifle, and hasfired for familiarization the carbine and otherweapons, to include the grenades, lightmachinegun, and rocket launcher.

(2) Advanced individual phase. Here the basicsoldier improves his basic military skills andbecomes branch qualified. The engineer sol-dier, for example, receives more training incombat tactics and learns the technical skillswhich qualify him in his military occupationalspecialty (MOS), such as combat constructionspecialist, demolition specialist, or water-supply specialist. The training in this phaseconsists of general training and specialiststraining, which are interwoven throughoutthe entire advanced individual phase.

(a) General training. The objectives of general

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training are to train the enlisted man inengineer and additional military subjectswhich will insure that he is fully capable ofperforming the basic duties of an engineersoldier in the unit to which assigned; toinsure that the enlisted man is able to useand maintain in good repair engineer toolsand equipment essential to unit operations;and to insure that the enlisted man iscapable of working or fighting for extendedperiods under adverse conditions. To bemore specific, the engineer soldier is ableto-

1. Understand nomenclature of engineertools, equipment, materials, and tasks.

2. Use engineer hand and power tools andequipment sets of the squad and platoonwith efficiency, safety, and maintenancein good repair.

3. Perform individual tasks of clearing,grubbing, lashing, rigging, rough car-pentry, barbed wire erection, demolition,placing and removal of mines and booby-traps, lifting and carrying heavy loads,and assembly of elements of fixed andfloating bridges.

4. Recognize and report engineer informa-tion and correctly locate information onmaps and aerial photographs.

5. Participate in the attack course and com-bat in cities.

6. Dig foxholes of sufficient depth to with-stand the crushing effect of a tankpassing over it or in the near vicinity.

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7. Maintain physical condition to marchlong distances and arrive at destinationin condition to perform engineer mis-sions or participate in combat.

(b) Specialist training. Specialist training pre-pares personnel to perform the duties oftheir particular MOS's. For instance, awater-supply specialist will receive training

in the characteristics of water and theoperation of the diatomite filter, while aclerk-typist will be taught typing and ad-ministrative procedures. In our highly

specialized Army, practically every soldierhas a more or less complex specialty. Most

of these specialists can be trained in theunit, but some have to be sent to specialistschools. Since these schools sometimeslast longer than the advanced individualphase, this specialist training at timesextends into the unit training phase;these specialists often have to make up thegeneral training which they missed while

they were at school during the unit trainingphase. Personnel who complete specialisttraining before the beginning of the basic

unit subphase should be given additionalon-the-job training.

(3) Unit training phase. After the untrainedfillers have become skilled, they are taught tocoordinate their efforts toward the accomplish-ment of the unit's missions. This phase con-sists of the basic and advanced unitsubphases. Most training throughout these

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phases is operational-the troops learn bydoing.

(a) Basic. The basic unit subphase trains theindividually skilled soldiers to function pro-gressively as members of squads, sections,platoons, and companies.

(b) Advanced. During the advanced unit sub-phase, companies are trained to functiontogether as battalions; battalions are trainedto operate as an infantry division engineerbattalion. Combined arms training isachieved by progressively integrating thetraining of units of varying arms and serv-ices throughout these two subphases. Forexample, each of the companies of an in-fantry division engineer battalion trainswith an infantry division battle group, andperhaps one or more artillery batteries,during this phase. Elements of the bridgeplatoon and equipment platoon are em-ployed with the line companies. The com-mand, staff, and administrative sectionsthroughout the battalion receive practicaland intensive training in their respectivefields.

(4) Field exercise and maneuver phase. Thisphase provides for the training of large unitson the ground under simulated combat con-ditions. These -maneuvers include manytypes of units, to insure maximum combinedarms training. For instance, in the advancedunit subphase the engineer line company hastrained with its parent infantry divisionengineer battalion and with an infantry

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division battle group. During this phase, theentire battalion will work in support of itsparent infantry division, and possibly, will beworking in conjunction with engineer com-bat groups which have been placed in supportof the division.

c. The training to be conducted and the time to bedevoted to training during each of the four phases oftraining are prescribed in ATP's and subject schedules.Individual and unit proficiency are tested at variousstages of the training cycle by the use of Army trainingtests. A unit normally starts the ATP training cycleas soon as it is activated. It may repeat all or anypart of this training at any time that it is judged to havefallen below the level of adequate operational pro-ficiency or when the turnover of personnel makes re-training of a major portion of the unit necessary.

94. Post-ATP Training CycleThere are no formal phases prescribed for the post-

ATP training cycle. The nature of this training de-pends upon the mission assigned to the unit. Thetraining may consist of perfecting the skills, techniques,and tactics learned during the ATP training cycle,training for special operations, or essential training fora current mission. Certain mandatory subjects, suchas physical training and dismounted drill ceremonies,will be continued as prescribed. Units that have themission of maintaining or increasing their state ofoperational readiness normally undergo training paral-leling the advanced individual, unit, and maneuverphases of the ATP training cycle on an annual basis.95. Concurrent Training

To make training more realistic and effective, arbi-

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trary boundaries between training phases must beavoided. Each subject is related to other subjects, andall subjects are integrated into the team mission. Thisentails, to some degree, conducting basic and advancedindividual, specialist, and unit training concurrently.Reviews of basic subjects are incorporated regularly inthe progressive training phases. In many technicalexercises, tactical requirements are included, such asproviding security for bridge construction projects,and the protection of working parties and obstaclesfrom both ground and air attack. Throughout allphases of training, and particularly during unit trainingand field exercise, initiative and a sense of responsibilitymust be developed in officers, noncommissioned officers,and others who show potential leadership ability.Each commander includes leadership exercises in alltraining phases, particularly during periods of tacticaland technical training. Command is decentralized,and interference with subordinate commanders is keptto a minimum.

96. Training of Other Arms and ServicesThe engineer battalion is sometimes called upon to

conduct a demonstration of mine laying, mine clearing,or bridge construction for nonengineer troops of thedivision. Such demonstrations are usually staged bysquads or platoons. The battalion frequently furnishesindividual instructors in engineer subjects for thetraining of other troops. Subjects taught include minewarfare, use of explosives, camouflage, rigging, fieldfortifications, and bridge and road building expedients.Instructors are usually selected from the officers or keynoncommissioned officers of the line companies (FM21-6).

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CHAPTER 7

ENGINEER PLATOON, INFANTRY BATTLEGROUP

Section I. GENERAL

97. Introduction

Though the engineer platoon is organic to the in-fantry battle group, it is frequently placed in supportor under operational control of the supporting engineercompany of the engineer battalion. Because of thisflexibility in employment, the engineer platoon isbeing discussed in a separate chapter rather than underthe operations of the infantry division engineer bat-talion.

98. Mission

The mission of the engineer platoon is to increase thecombat effectiveness of the battle group by performinggeneral engineer duties. It may also engage in in-fantry-type combat.

99. OrganizationThe engineer platoon consists of a platoon head-

quarters and three engineer squads. The platoon isidentical to the platoon in the line companies of theinfantry division engineer battalion. For the detailedorganization of the platoon, see TOE 7-12.

100. Major Items of Equipmenta. Major items of equipment authorized the platoon

headquarters include carpenter and pioneer tool kits,a portable electric pioneer outfit, a wheeled scoop

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4-in-1 bucket loader, a demolition set, and a dumptruck.

b. Major items of equipment within the squads in-clude carpenter and pioneer tool kits, chain saws,demolition sets, and dump trucks.

101. Mobility

The engineer platoon is 100 percent mobile with itsorganic transportation. It is also air-transportable.

102. AssignmentThe engineer platoon is organic to the infantry

battle group; however, it may be placed in support ofthe engineer company, or attached to it, when thecompany is in support of a battle group.

103. Capabilitiesa. The engineer platoon is capable of performing the

following engineer duties:(1) Repairing and improving roads and bridges.(2) Constructing field fortifications that require

special equipment or training.(3) Installing and recording minefields; perform-

ing minefield reconnaissance; supervisingbreaching or removal of friendly or enemyminefields and obstacles; and providing en-gineer advice and assistance in the construc-tion of phony minefields and phony emplace-ments.

(4) Preparing and placing demolition charges tosupport rifle elements in destroying or re-ducing enemy fortifications.

(5) Assisting in the removal of obstacles createdby nuclear explosion. The obstacles consist

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of tree blown down, displaced enemy orfriendly mines, and other obstructions in thepath of advance.

(6) Neutralizing or removing minor obstacles byusing handplaced demolition charges or or-ganic construction equipment and handtools.

(7) Performing a variety of engineer tasks with itsorganic earth moving equipment and powertools.

(8) Furnishing its own local security.(9) Engaging in infantry-type combat.

b. The platoon is not capable of sustained operationsaway from the parent company unless it is attached toanother unit for rations and supplies.

c. When an engineer company is not in support of orattached to the battle group, the engineer platoonleader serves as a special staff officer, advising thecommander on engineer matters. See also FM 7-21.

104. TrainingThe platoon leader, who is an engineer officer, is re-

sponsible for the training of his platoon. So far aspossible the training should be integrated with that ofthe engineer battalion and companies and supervisedby the engineer staff. One method of keeping theplatoon leader and key NCO's familiar with currentdoctrine is to rotate them in and out of the battalion.Whenever battle group training involves a directsupport or attached engineer company, the battlegroup platoon training should be integrated with thatof the engineer company. The platoon leader and keyNCO's may assist in training infantry in the operationof the basic engineer tools and equipment available tothe infantry.

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105. Communications

Two radios, one AN/VRC-18 and one AN/PRC-10,are assigned to the platoon headquarters. TheAN/VRC-18 places the platoon in the battle groupnet, and AN/PRC-10 may be utilized by a squadwhich is not under the immediate control of the platoonor it may be used by the platoon to operate in thesupporting engineer company's net or the net of asupported element of the battle group. One TA-312/PT telephone set is assigned to the platoon for usein the battle group wire net.

Section II. EMPLOYMENT

106. Principles of Employment

The following principles are considered whenmissions are assigned to the engineer platoon.

a. Unity of Command. Unit integrity should bemaintained, if possible. The platoon is trained as a team,and it performs best when it is operating as a team.The battle group commander or the supporting engineercompany commander assigns tasks to the platoonleader and gives him the authority to accomplish thesetasks by the most advantageous use of the varied skillsof the platoon personnel.

b. Supervision. The platoon leader supervises theplatoon's activities. Since members of the platoonhave specialized skills, the platoon leader should em-ploy them in an advisory capacity.

c. Directed Effort. Maximum engineer effort withinthe battle group is obtained by careful assignment oftasks to the engineer platoon with priorities for com-pletion. Standard operating procedure for the platoonconsists of prior planning, organization of working

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parties, and procurement of standard and expedientmaterials.

d. Working Reserve. Elements of the platoon whichare not committed to performing a specified task main-tain tools and equipment and perform general engineertasks in the battle group area.

107. Methods of Employment

a. When an engineer company from the infantrydivision engineer battalion is supporting the battlegroup, the engineer company commander advises thebattle group commander on the employment of theplatoon; but the battle group commander makes thedecision. He may use any of the following fourmethods for the platoon's employment;

(1) General support. In general support, theplatoon, or a portion of it, under control ofthe battle group commander, supports theefforts of the whole battle group.

(2) Direct support. In direct support, the pla-toon, or a portion of it, supports the effortsof a specific portion of the battle group.The supported unit does not command theplatoon or any of its elements, but it haspriority on its support.

(3) Attachment. When it is not practical, be-cause of distance or the tactical situation,for the battle group commander to control theplatoon, it is attached to a specific element ofthe battle group. When unity of engineereffort is desired, the platoon is attached to anattached engineer company from the infantrydivision engineer battalion.

(4) Attachment for operational control. The pla-

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toon is most effectively employed when it isplaced under the operational control of adivisional engineer company in direct supportof the battle group. This provides for betteroverall coordination and supervision of theengineer effort. It also provides a means forthe battle group engineer platoon leader toobtain additional technical assistance, heavyequipment and operators, bridging material,logistical support, and engineer staff planning.

b. The tactical employment of the platoon is affectedby the dispersion and rapid movement of the infantrybattle group in nuclear warfare. However, themobility of the platoon enables it to move rapidly toany part of the axis-of-advance or zone-of-action toassist in maintaining the force of the attack.

c. When a friendly nuclear explosion precedes theattack, the engineer platoon normally occupies a posi-tion with the assault elements of the battle group.

d. After the nuclear explosion, the engineer platoonmoves with the leading elements of the battle group inorder to assist in the removal of obstacles created bythe explosion.

108. Defense

a. In the defense, the efforts of the engineer platoonare concentrated on tasks of construction or destructionwhich will impede the mobility of the attacker. Inaddition, the platoon may furnish technical advisers toother units in the battle group to assist them in or-ganizing the ground, recording minefields, preparingobstacles, and constructing field fortifications.

b. In a defensive situation, the platoon is normallyemployed in a general support role or attached, for

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operational control, to the supporting divisionalengineer company.

109. Retrograde

a. The principal mission of the platoon in a retro-grade operation is to assist in the preparation ofobstacles to impede the advance of the enemy.

b. When the battle group is conducting a night with-drawal, all or a portion of the platoon remains with thedetachments left in contact. Any portion of theplatoon not remaining with the detachments left incontact withdraws with the main body to the newdefensive position.

c. When the battle group is conducting a daylightwithdrawal, the engineer platoon supports the infantryunits in contact.

d. In a retrograde situation, the platoon is normallyattached to the supporting divisional engineer com-pany.

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APPENDIX I

REFERENCES

1. DA Pamphlets

DA Pam 108-1 Index of Army Motion Pictures, FilmStrips, Slides, and Phono-Record-ings

DA Pam310-series

DA Pam 750-1 Preventive Maintenance Guide forCommanders

2. Army Regulations and Special Regulations

AR 30-11 Food ProgramAR 65-75 Unit Mall ServiceAR 220-60 Battalions, Battle Groups, Squadrons;

General ProvisionsAR 220-70 Companies; General ProvisionsAR 220-346 Journals and Journal FilesAR 320-5 Dictionary of United States Army

TermsAR 320-50 Authorized Abbreviations and Brevity

CodeAR 335-50 Strength AccountabilityAR 350-1 Army Training PoliciesAR 380-5 Safeguarding Defense InformationAR 611-201 Manual of Enlisted Military Occupa-

tional SpecialitiesAR 611-202 Manual of Enlisted Military Occupa-

tional Specialties (Classified) (U)AR 711-16 Stock Control-Installation Stock

Control and Supply Procedures

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AR 735-5 General Principles and Policies ofProperty Accountability

AR 735-35 Property Accountability Supply Pro-cedures for TOE Units, Organiza-tion and Non-TOE Activities

SR 605-105-5 Commissioned and Warrant OfficerPersonnel Military OccupationalSpecialties

SR 605-105-6 Commissioned and Warrant OfficerPersonnel Military OccupationalSpecialties (Classified Series) (U)

3. Field Manuals

FM 3-5 Tactics and Techniques of Chemical,Biological, and Radiological (CBR)Warfare

FM 3-50 Chemical Smoke Generator Battalionand Chemical Smoke GeneratorCompany

FM 5-1 Engineer Troop Organization andOperations

FM 5-15 Field FortificationsFM 5-20 Camouflage, Basic Principles of Field

CamouflageFM 5-25 Explosives and DemolitionsFM 5-26 Employment of Atomic Demolition

Munitions (ADM) (U)FM 5-30 Engineer IntelligenceFM 5-34 Engineer Field DataFM 5-35 Engineers' Reference and Logistical

DataFM 5-36 Route Reconnaissance and Classi-

fication

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FM 7-10 Rifle Company, Infantry and Air-borne Division Battle Groups

FM 7-21 Headquarters and Headquarters Com-pany, Infantry Division BattleGroup

FM 7-24 Communication in Infantry and Air-borne Divisions

FM 7-40 Infantry and Airborne Division BattleGroups

FM 7-100 Infantry DivisionFM 17-1 Armor Operations, Small Units

FM 17-35 Armored Calvary Units, Armored andInfantry Division

FM 20-32 Land Mine Warfare

FM 21-5 Military Training

FM 21-6 Techniques of Military Instruction

FM 21-10 Military Sanitation

FM 21-26 Map ReadingFM 21-30 Military SymbolsFM 21-40 Small Unit Procedures in Atomic, Bio-

logical, and Chemical WarfareFM 21-41 Soldier's Handbook for Nuclear, Bio-

logical, and Chemical WarfareFm 21-48 CBR Training ExercisesFM 21-60 Visual SignalsFM 22-5 Drills and CeremoniesFM 24-18 Field Radio TechniquesFM 24-20 Field Wire TechniquesFM 25-10 Motor Transportation, OperationsFM 30-5 Combat IntelligenceFM 30-10 Terrain IntelligenceFM 31-10 Barriers and Denial Operations

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FM 31-15 Operations Against Airborne Attack,Guerrilla Action, and Infiltration

FM 31-21 Guerrilla Warfare and Special ForcesOperations

FM 31-25 Desert OperationsFM 31-50 Combat in Fortified Areas and TownsFM 31-60 River-Crossing OperationsFM 31-71 Northern OperationsFM 31-72 Mountain OperationsFM 57-30 Airborne OperationsFM 72-20 Jungle OperationsFM 100-5 Field Service Regulations, OperationsFM 100-10 Field Service Regulations, Adminis-

trationFM 101-5 Staff Officer's Field Manual, Staff

Organization and ProcedureFM 101-10 Staff Officers' Field Manual; Organi-

zation, Technical, and LogisticalData

4. Technical ManualsTM 3-200 Capabilities and Employment of Toxic

ChemicalsTM 5-210 Military River Crossing EquipmentTM 5-220 Passage of Obstacles Other Than

MinefieldsTM 5-250 Roads and AirfieldsTM 5-252 Use of Road and Airfield Construction

EquipmentTM 5-260 Principles of BridgingTM 5-271 Light Stream-Crossing EquipmentTM 5-295 Military Water SupplyTM 5-302 Construction in the Theater of Opera-

tions

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TM 5-320 Military Fixed BridgingTM 5-461 Engineer Hand ToolsTM 5-505 Maintenance of Engineer EquipmentTM 5-624 Roads, Runways and Miscellaneous

Pavements; Repairs and UtilitiesTM 5-725 RiggingTM 9-2810 Tactical Motor Vehicle Preventive

Maintenance, Supply, Inspection,and Training Procedures

TM 57-210 Air Movement of Troops and Equip-ment

5. Technical Bulletins

TB 5-271-1 Bridge, Floating, Raft Section, LightTactical

6. Training Circulars

TC 5-2 Employment of Mobile AssaultBridging

TC 101-1 Prediction of Fallout and RadiologicalMonitoring and Survey

7. Army Training TestsATT 5-15-1 Infantry Division Engineer Battalion

8. Army Training ProgramsATP 5-300 Engineer Combat Battalions

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APPENDIX II

RECOMMENDED OUTLINE FOR SOP

STANDING OPERATING PROCEDURE-INFANTRY DIVISION ENGINEER BATTALION

Hq, Engr Bn (Inf Div)APO - -, US Army1 January 19-.--

Section I. GENERAL

1. APPLICATION (to operations, relation to priorSOP's, lower units to conform)

2. PURPOSE3. REFERENCES (AR's, SR's, FM's, TM's)4. RESPONSIBILITY FOR SOP (preparation,

changes, and revisions)5. EFFECTIVE DATE

Section II. COMMAND, STAFF, AND LIAISON

6. ORGANIZATIONa. Normal.b. Special Internal Attachments and Organization.c. Normal and Special External Attachment and

Support (task forces, etc.).7. COMMAND POSTS

a. Normal Location (in relation to next higherheadquarters).

b. Reporting Change of Location (coordinatesand time).

c. Forward CP's.(1) When (situation for which required).

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(2) How (organized).(3) Personnel and equipment.

d. Assumption of Command (in the event ofnuclear attack).

8. STAFF DUTIESa. Special or Additional Duties to Those in FM's

5-132 and 101-5.b. Duties of Such Other Important Special Staff

Officers as the Commander Desires to Prescribe(paragraph for each).

9. LIAISON (FM's 5-132 and 101-5)a. Responsibilities for Liaison (with next higher,

lower, and adjacent units).b. Duties of Liaison Officers.

Section III. ADMINISTRATION

10. GENERAL (Channels) FM 100-1011. REPORTS

a. Routine.b. Special.c. Information Concerning Submission of Re-

ports. Annex B.(1) Title and reports control symbol.(2) Form of report.(3) Date due.(4) Number of copies.(5) Negative report required or permissible.

12. PROMOTIONS (policies)a. Officer (AR's in 140- and 605-series).b. Enlisted (AR 624-200).c. Battlefield.

13. COURTS-MARTIAL (MCM, US 1951)a. Local Jurisdiction.b. Procedure for Submitting Charges.

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14. MAIL (AR's 340-15, 341-10, and 341-50)a. Handling of Official Mail.b. Handling of Personal Mail.

15. LEAVES AND PASSES (AR's 630-5, 630-10,and 630-20)a. Policy of Command (frequency, conduct, VD

policies, and so forth).b. Authority to Grant.

16. JOURNALS AND HISTORY (AR's 220-345,220-346, and SR 600-730-5)a. Responsibility for Unit Journal and History.b. Maintenance of Staff-Section Journals.

17. DISTRIBUTION OF MILITARY PUBLICA-TIONS (AR 310-1)

18. HANDLING PRISONERS OF WAR (DA Pam20-151)a. Reference to FM 27-10.b. Special Instructions for Capturing Units.

19. AWARDS AND DECORATIONS (AR's 220-105,and 672-5-1)a. Channels.b. Forms.c. Presentation.

20. ORDERS (FM 101-5)a. Combat Orders.b. Memoranda of Combat Orders to S3.

21. BILLETS AND BIVOUACSa. Billeting Policies (occupation and vacating).b. Billeting Party (organization and duties).

Section IV. RECONNAISSANCE, INTELLIGENCE,AND COUNTERINTELLIGENCE

22. RECONNAISSANCEa. Reconnaissance-a Continuing Function.

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b. Essential Elements of Engineer Information.23. ENGINEER INTELLIGENCE (FM 5-30)

a. Evaluation.b. Preparation of Reports.c. Dissemination.

24. COMBAT INTELLIGENCE (FM 30-5)a. Definition of "Spot Report."b. "Spot Reports" Required.

(1) Initial contact with enemy.(2) Marked changes in enemy disposition or

situation.(3) Attack by armored, aircraft, or airborne

forces.(4) New units identified.(5) Enemy strength, composition, and move-

ment.(6) Location of enemy installations.(7) Use of chemicals or new weapons.(8) New enemy materials or equipment.

25. COUNTERINTELLIGENCEa. Mail Censorship.b. Blackout Discipline.c. Extent of Information Given, If Captured.d. Signs and Countersigns.e. Destruction of Classified Material.f. Civilian Control.g. Secrecy Discipline.h. Information to Press Representatives.

Section V. OPERATIONS

26. ORDERS (FM 101-5)a. Fragmentary Orders.b. Written Orders.c. Use of Overlays, Tables, and Charts.

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27. SECURITY. ANNEX C.a. Responsibilities of Battalion in Rear Area.b. Responsibilities of Unit Commander.

28. COMBATa. Modification for Infantry-Type Combat. An-

nex D.b. Responsibility for Contact.c. Coordination of Request for Fire Support and

Tactical Air Support.d. Spot Reports.e. Situation Reports.f. Minefields.g. CBR Warfare. Annex E.

(1) Defensive.(2) Offensive.

h. Smoke.(1) Request for use.(2) Coordination.

i. Defense Against Air Attack.j. Employment of ADM. Annex F.k. Bomb and Shell Disposal.

29. MOVEMENTa. General.

(1) What constitutes a convoy.(2) Required road clearances.(3) Requests for augmented transportation.(4) Loading plan. Annex G.

b. General Responsibilities.(1) S-1.

(a) Coordination with civil and militarypolice.

(b) Commands quartering party.(2) S-2.

(a) Security of bivouac and halt areas.

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(b) Reconnaissance of route.(c) Posting of road guides.

(3) S-3.(a) Warning order.(b) Movement order.(c) Selects routes.(d) Arranges for road clearances.

(4) S-4.(a) Arranges for augmented transporta-

tion.(b) Responsible for traffic planning.

(5) Motor officer.Responsible for maintenance.

(6) Company commanders.(a) Prepares company loading plan.(b) Furnishes S-3 with lists of vehicles,

equipment, and materials.(c) Conducts necessary training for move-

ment.(d) Polices area.

c. Motor Movement. Annex H.d. Rail Movement. Annex I.e. Alert Plans.

(1) Unit plans.(2) Alert rosters.

Section VI. LOGISTICS

30. CLASS I SUPPLYa. Ration Pickupb. Daily Ration Return and Ration Cycle.c. Reserve Rations Carried.

(1) By Unit.(2) By Individual.

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d. Responsibility for Attached Units.31. WATER SUPPLY

a. Authorized Sources.b. Purification by Expedient Methods.c. Water Economy.

32. CLASS II AND CLASS IV SUPPLYa. Requisition Days for Various Services.b. Pickup Procedure.c. Salvage Turn-In Procedure.d. Droppage by "Battle Loss Certificate."e. Basic Loads. Annex J.

33. CLASS III SUPPLYa. Method of Supply.b. Fuel sources.

34. CLASS V SUPPLYa. Method of Requisitioning.b. Forms Used and Certificates Required.c. Basic Load. Annex J.d. Salvage.

35. MAINTENANCE OF VEHICLES AND EQUIP-MENT (TM's 5-505, 9-8000, and 38-660-1).a. Echelons of Maintenance.b. Maintenance Officer's Responsibilities.c. Forms Used.d. Priorities.

36. REPAIR PARTSa. Method of Requisitioning Engineer and Ord-

nance.b. Maintenance of Stock Levels.c. Inspections for Maintenance and Stock Levels.d. Parts and Equipment Records.

37. EVACUATION OF VEHICLES AND EQUIP-MENTa. Engineer Channels.

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b. Ordnance Channels.

38. PURCHASE AND PROCUREMENT (AR's700-34 and 37-107)a. Designation and Duties of P&C Officer.b. Procedures and Channels.c. Items and Services (include real estate).

39. EVACUATION AND HOSPITALIZATION.ANNEX K.

Section VII. COMMUNICATION

40. COMMUNICATION BETWEEN UNITS (TM24-210 and FM 24-20)a. Radio. Annex L.b. Wire (FM 24-20). Annex M.c. Responsibility for Installation.d. Visual (FM 21-60).

41. COMMUNICATION PROCEDURESa. Radiotelephone Voice Procedure (FM's 24-18

and 24-20).b. Signal Security.c. Citation of SOI and SSI of Higher Head-

quarters.42. MAINTENANCE RESPONSIBILITIES OF

COMMUNICATION OFFICER (FM's 100-11and 7-25)

GREENLt Col

Annex: A-References (omitted)B-Reports (omitted)C-SecurityD-Modification for Infantry-Type CombatE-CBR WarfareF-Employment of ADM

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G-Loading Plan (omitted)H-Motor MovementI-Rail MovementJ-Basic Loads (omitted)K-Evacuation and Hospitalization (omitted)L-Radio Communication Nets (omitted)M-Wire Communication Nets (omitted)

OFFICIAL:

/s/ BlackBLACKAdj

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ANNEX C (SECURITY) TO SOP, Hq, .........ENGINEER BATTALION, INFANTRYDIVISION

1. GENERAL SECURITYPolicy and Responsibilities (FM 26-5 and AR's345-15 and 380-5).

2. SECURITY DURING MOVEMENTa. Air Guards.b. Manning of Vehicular Weapons.c. Camouflage During Halts.d. Advance, Flank, and Rear Guards.e. Action in Case of Attack.

(1) Air.(2) Mechanized.(3) Nuclear, biological, and chemical.

3. SECURITY IN BIVOUAC (FM's 5-20, 5-31,7-10, and 31-21)a. Camouflage.b. Mines and Boobytraps.c. Placement of Weapons.

(1) Air Attack.(2) Mechanized.(3) Nuclear, biological, and chemical.

d. Joint Security.e. Security Plans.f. Sentry Posts and Outposts.

4. REAR-AREA OBSERVATION (FM's 7-10 and7-40)a. Formation of Rear-Area Observation Groups.b. Selection of Rear-Area Observation Posts.c. Twenty-Four-Hour Manning Posts.d. Observation of Rear Areas When Required.e. Communications for Observation Posts.

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5. SECURITY OF WORKING PARTIESa. Responsibility.b. Camouflage of Equipment.c. Combat Readiness.

6. SECURITY OF WARNING SIGNALSa. Air Attack.b. Airborne Attack.c. Mechanized Attack.d. Gas Attack.e. Nuclear, Biological, and Chemical Attack.

7. FIRE SAFETY AND FIREFIGHTING (AR420-90)a. Plan (general).b. Fire Personnel and Duties.c. Safety Rules (motor pools, kitchens, and so

forth).8. ALERT PLANS

a. Unit Plans.b. Alert Roster.

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ANNEX D (MODIFICATION FOR INFANTRYTYPE COMBAT) TO SOP, HQ, _- . ...... ENGI-

NEER BATTALION, INFANTRY DIVISION

1. GENERALa. Requirement.b. Prior Approval of the Battalion Commander.

2. DESIGNATION OF FORWARD ECHELONa. Personnel.b. Equipment.

3. DESIGNATION OF REAR ECHELONa. Personnel.b. Equipment.

4. SUPPLYa. Ammunition.b. Unit Trains.

5. COMMUNICATION6. MEDICAL EVACUATION (FM's 7-30 and

8-35)7. STATEMENT OF EFFECT ON NORMAL

MISSION

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ANNEX E (CBR) TO SOP, HQ, _- . ...... ENGI-NEER BATTALION, INFANTRY DIVISION

1. GENERALa. Purpose.b. Subordinate Units To Issue SOP's To Conform.

2. REFERENCESa. FM 21-40 (other pertinent doctrinal sources).b. Division Training Directive No...------.c. Orders, SOP's, and Annexes.

3. ORGANIZATIONa. Command Staff Structure.b. Specialists.

4. RESPONSIBILITIESa. Individual.b. Company Commanders.

(1) Plans.(2) Proficiency of unit personnel.(3) Safeguarding and processing of captured

enemy CBR personnel and equipment.(4) Unit CBR equipment.(5) First and second echelon decontamination.

c. Large-Scale Decontamination (see EngineerAnnex, Inf Div SOP No. --------- ).

5. DISPERSIONGuide to Minimum Yardage Maintained BetweenVarious Type Sections.

6. CBR ALARMSa. General Alarm. Attack Considered Imminent.b. Actual Attack.c. All Clear.

7. PROCEDURE IN CASE OF CBR ATTACKa. Action Prior to Attack.b. Action During Attack.

(1) Protective equipment.

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(2) Cover and movement.(3) Unit protective measures.(4) Coordination between higher, lower, and

adjacent units.c. Action After Attack.

(1) All-clear signal.(2) Continuation of mission.(3) Resupply of protective equipment and

material.(4) Marking and reporting of contaminated

areas.(5) Decontamination.

8. PROTECTIONa. Individual.b. Unit.c. Tactical.

9. SUPPLYa. Emergency Requisitions.b. Authorized Levels of CBR Equipment.

10. TRAININGSee Division Training Directive No............

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ANNEX F (EMPLOYMENT OF ADM) TO SOP,HQ, ----------. ENGINEER BATTALION, IN-

FANTRY DIVISION

1. PUBLICATIONSa. Listing. An annex or appendix should include

those TM's, FM's, ordnance technical informationletters, etc., deemed necessary for the assemblymen toscan, read, or study. This listing, however, shouldnot act as a substitution for the complete statement ofpolicy within the SOP.

b. Responsibility.(1) Preparation and review of local SOP's.(2) Requisition of pertinent publications.(3) Posting of all changes.(4) Storage of material (see also under security).

c. Requisitioning Procedure.d. Unsatisfactory Reports (UR) (refer to TM

39-5-8).(1) Preparation.(2) Submission.(3) Recording file.

2. SECURITYa. Statement of Policy.

(1) Importance.(2) Possible consequences of violations.(3) Responsibilities.

b. Document Control Procedure.c. Training Item Control.d. Classified Study Procedure.e. Clearances. An annex or appendix should include

the clearance of officers and their enlisted men.f. Access List. An annex or appendix should include

the current access list to the exclusion area.

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3. SAFETYa. General Safety Procedures.

(1) A statement allowing no deviation from thestandard checklist as prepared by battalion,group, division, or army, dependent ontheater policy.

(2) Applicable safety requirements deemed neces-sary, such as preventive maintenance, drivertraining, preoperation checks, etc.

b. Electrical Safety Requirements (if desired).c. Explosive Safety Requirements (load tests, etc.).d. Nuclear Safety Requirements (rubber gloves,

three-foot rule, etc.).4. TRANSPORTATION

a. Convoy Composition. Allow for three or fourdifferent types of compositions. Do not attempt tostandardize beyond minimum requirements.

b. Courier Officer.(1) Clearance.(2) Responsibility.

c. Convoy Officer (ranking man).(1) Clearance.(2) Responsibilities.(3) May also be courier officer under most con-

ditions (check with higher headquarters).d. Drivers.

(1) Clearance (if required).(2) Responsibilities.

e. Guards.(1) Escort guards (access to equipment).

(a) Clearance--secret, restricted data.(b) Responsibility.

(2) Convoy guards (no access to equipment).(a) Clearance-confidential.

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(b) Responsibility.(c) Tactical security (infantry, armor, etc.).(d) Standby reserve force.(e) Radio requirements (communication).

5. EMERGENCY DESTRUCTIONa. Nuclear Components.b. Nonnuclear Components.c. Priority of Denial.

6. STORAGE AND MAINTENANCEa.'Permanent Requirements (if applicable).b. Temporary Storage Requirements.

(1) Physical storage.(2) Security requirements (see also under se-

curity).c. Schedule for Storage Inspection (SI) and Storage

Monitoring (SM)-Ordnance Responsibility.d. Schedule for Partial Storage Monitoring (PSM)-

Unit Responsibility.7. SUPPLY

a. Requisition Procedure.b. Property Accountability.c. Equipment Maintenance Records (when appli-

cable).8. TRAINING

a. Classified Training Requirements-ADM trainingshould be conducted each week in the following typebreakdown:

(1) Assembly procedures.(Normal-4-hr block per month.)(Minimum-4-hr block every other month.)(This phase is entirely dependent upon theavailability of training items.)

(2) Field wire installation.

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(Normal-4 hr per month.)(Minimum-2 hr per month.)

(3) Manual study, UR preparation, review of newmaterial.(Normal-4 hr per month.)(Minimum-2 hr per month.)

(4) Support training.(Normal-4 hr per month.)(Minimum-2 hr per month.)

(a) Convoy procedure.(b) Site preparation.(c) Team organization.(d) Review of the SOP.

b. Training Records.c. Testing Procedure (written, performance, IG,

and/or ATT).d. Security Training.

9. CONCEPT OF THE OPERATIONa. Team Leaders (by position ex co, plat ldr, plat

sgt, sqd ldr, etc.).(1) Officer in charge of the operation.(2) OIC or NCDIC of the security force.(3) OIC or NCDIC of the field wire installation.(4) OIC or NCOIC of the assembly operation.(5) OIC or NCOIC of the site preparation crew

(emplacement and command sites).b. Composition and Duties.

(1) Security force.(2) Field wire installation (include a field wire

checklist as an annex or appendix).(3) Assembly operation (include an assembly

checklist as an annex or appendix).(4) Site preparation crew (emplacement and

command site).

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c. Coordination of Activities. Include a sampleoperations order and outline the progression of theoperation as to the order of activities from pickup todetonation or abort (change of mission).

d. Change of Mission (abort procedures).(1) Team composition and duties.

(a) Abort team.(b) Security force.(c) Cleanup crew (if applicable).

(2) Coordination of activities. Outline the pro-cedure desired if the mission should change.

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ANNEX H (MOTOR MOVEMENT) TO SOP,HQ ---------- ENGINEER BATTALION,

INFANTRY DIVISION

1. GENERAL (FM 25-10, AR 55-355, and divisionSOP and march orders).a. Preparation of Vehicles.b. Motor Marches.

(1) Strip maps.(2) Route reconnaissance.(3) Messing and refueling.(4) Night marches.(5) Composition of march units and serials.(6) Distances to be maintained.(7) Speeds and rate of march.(8) Posting of traffic guards during halts.

c. Conduct of Personnel During Movement.d. Maintenance on Marches and Movements.

2. VEHICLE AND EQUIPMENT REGULATIONSa. Motor Pool (AR's 700-2300-1 and 53-5).

(1) Dispatch.(2) Service.(3) Maintenance.

b. Regulations for Administrative Vehicles.

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ANNEX I (RAIL MOVEMENT) TO SOP,HQ, ----------. ENGINEER BATTALION,

INFANTRY DIVISION

1. ACTION BY S1a. Movement Policy.b. Troop Lists.c. Designation of Movement Control Personnel.

2. ACTION BY S2a. Railroad Reconnaissance Report.b. Security.

3. ACTION BY S3a. Determine Rolling-Stock Requirements.b. Coordinate Loading Plans.c. Prepare Loading Schedule and Designate Areas.

4. ACTION BY S4a. Initiate Transportation Requests.b. Troop and Guard Mess.c. Procurement of Blocking and Dunnage.d. Prepare Shipping Documents.

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INDEX

Paragraphs Page

Adjutant, duties .-.. ------- 9b(3), 23b, 11, 30,c, 27d, 33, 34

28b, 30aAdvance guard ----------.-.-............ 47a, b, 61, 131

80a(2)Advance to contact ------------------- 42,45,48 52,59, 63Advanced individual training. (See Train-

ing, phases.)After-burst operations. (See Nuclear war-

fare, defense, after-.)Air-landing facilities .................... 58b(7) 94Army training program ----------- 93a 152Assistant division engineers, duties ------ 9b(2) 11Attachment -------- 22c 29Attack, the --------------------------- 42 52

Engineer duties ------------- 45,48 59, 63

Attack on fortified positions -------- 51 71Atomic demolition munitions (see also Nu-

clear warfare) ----------- -.-- ---- - 9a(15), 10, 10766e

Barriers (see also Obstacles):In battle group area -.- - 58a 91In defensive action ----------------- 53c(6) 84

Basic combat training. (See Training,phases.)

Battalion commander (see also Divisionengineer):

Dual function 9a 7Duties - ----------------- 9a 7

Battle area:Organization -. 53 79Engineer support -------------- 56a, b 89, 90

Battle group, infantry division --------- 21 27Before-burst operations. (See Nuclear war-

fare, defense, before.)

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Paragraph Page

Bridge platoon --------------- 13 19

Capabilities:Battalion ------------------------ 4 3Battalion headquarters -------- 8 7Bridge platoon -------------------- 13 19Company ----------------------- 17 22Company headquarters ------------- 12 17Engineer platoon, infantry battlegroup --------------------------- 103 160Equipment platoon ---------- 14b 21Headquarters company ------------ 11 17Platoon -------------------------- 18 24Squad --------------------------- 19 26

Chaplain, duties ---------------------- 9b(10) 14Civil affairs --------------- 30 34Combat. (See Infantry-type combat.)Combat engineer vehicle --------------- 5m, 11b, 6, 17, 21,

14a(7), 53b, 42a

Combat outpost----------------------- 55 88Communication:

In engineer platoon, infantry battlegroup ------- - - - - -- - - --- 105 162Officer, duties ------------- 9b(7) 13Section ------------ 72b 121Types:

Messenger ------------- --- 75 128Radio ------- -- -- -- -- --- 74 124Sound ---------- - 75 128Visual -- --- 75 128Wire --- ------ --------- 73 123

Concurrent training. (See Training, con-current.)

Convoys. (See Security, of convoys.)Counterreconnaissance (See also Recon-

naissance) -.---. ----------------- 38c 42Covering force action ------------------ 42d 56

Deceased personnel ------------------- 29 34

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Paragraph Page

Defense ------------------------------ 52 74Engineers ------------------------- 52c 79Infantry division ------------------ 52a 74Plans ---------------------------- 53c 76Type ---------------------------- 52b 76

Mobile ---------------------- 52b(2) 76Position --------------------- 52b(1) 76

Defensive position ------------------- 53b 79Delaying action. (See Retrograde move-

ments, delaying.)

Denial operations. (See Retrograde move-ments, denial.)

Discipline ---------------------------- 27 32Direct support_ 7 .-................... 22b 29Disposition of engineers ---------------- 42, 44a 52, 58Division artillery positions ------------- 58b(3) 94Division command post ---------------- 58b(2) 93Division engineer (see also Battalion com-

mander), duties --------------------- 9a 7Duties, engineer:

Advance and attack --------------- 45, 48 59, 63Attack on fortified positions -------- 51 71Battalion staff members ------------ 9b 11Defense -------------------------- 52c 79Retrograde movements ------------ 65 104River-crossings ---------------- 50 64

Employment of engineers (see also In-fantry-type combat):

Battalion ------------------------- 40a 47Company ---------------------- 40b 47Engineer platoon, infantry battle

group ---------------------- - 106, 107 162, 163Personnel section, in combat ------- 23d '30Platoon --------------------------- 40c 48Squad ---------------------------- 40d 48

Envelopment ------------------------- 42b 53

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Paragraph Page

Equipment:Battalion ------------------------ 5 5Bridge platoon -------------------- 14a 22Company ------------------ - ----- 16 21Engineer platoon, infantry battle

group ------------------ - ------ 100 159Equipment platoon ---------------- 14a 21Squad ---------------------------- 19 26

Equipment maintenance officer, duties --- 9b(9) 14Equipment platoon ------------------ 14 21Executive officer, duties --------------- 9b(1) 11Exploitation -------------- 42c 56

Field exercise. (See Training, phases.)Fortifications ------------------------- 57 90Forward echelon --------------------- 90c(1) 145Frontal attack --- 42a 53

General outpost --------------- 54 86General support ----------------------- 22a 29Guerrillas ------------------ 83 138

Infantry division, characteristics -------- 20 27Infantry-type combat, engineers:

Battalion employment -------------- 89 142Commitment responsibility --------- 89a 142Missions -- --- ------- 89c 143

Defensive ---- 89c(2) 144Offensive ------------- 89c(1) 144

Modification of engineer units for - .- 90c 145Intelligence:

Battalion commander's responsibility_ 31-34 34Intelligence officer, duties__--------- 9b(4) 12Sources ----------- 36-39 37Technical channel responsibilities --.. 33 35

Maintenance:Battalion maintenance section ------ 68a 114Field maintenance section ---------- 68b 115Of roads and bridges in battle area___ 58b(1) 93Responsibility for engineer equipment 69 116Officer, engineer equipment -------- 9b(9) 14

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Paragraph Page

Maneuver. (See Training, phases.)

March. (See Offensive movements.)

Maps. (See Supply, map.)

Medical officer, duties ----------------- 9b(11) 15

Missions:

Battalion ------------------------- 3 3Battalion headquarters ------------ 7 7

Company ------------------------ 15 22Engineer platoon, infantry battle

group ------------------------- 98, 108, 159, 164,109 165

Headquarters company .--------- 10 17

Infantry division ------------------ 20 27Of engineers in infantry-type combat_ 89c 143Platoon -------------------------- 18 24Squad --------- 19 26

Mobile defense. (See Defense, types of.)

Mobility:

Engineer battalion ---------- 6 6Engineer platoon, infantry battle

group --------------------------- 101 160Engineer units -------------------- 6 6

Morale ------------------------------ 25 31

Morning reports ---------------------- 24a 31

Motor officer, duties ------------------- 9b(8) 14

Nuclear warfare, defense:After-burst operations ------------- 59d 97Before-burst operations ------------ 59c 97'Command responsibilities ---------- 59b 96Control ------------ 59a(1) 95Definition -------------- 59a(2) 96Delaying actions ------------------- 62b 101

Obstacles. (See also Barriers.) ----------- 53c(1)(c), 82,9157c

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Paragraph Page

Offensive movements:Battalion marching unit ----------- 41c 50Battalion participation ------------ 41b 49By motor ------------------------ 41a(2) 49Communication during ---------- 41c(3) 50Definition --------------- 41a(1) 48Control -------------------------- 41c(2) 50Formation ------------ 41c(1) 50Halts during ---------------------- 41c(5) 51Night --------------------------- 41c(7) 48Orders --------------------------- 41a(1) 48Road guides -------- ------------- 41c(4) 51Security during ------------------- 41c(6) 51

Operations and training officer ---------- 9b(5) 12Organization:

Battalion -- 3 3Battalion headquarters ------------- 7 7Bridge platoon ---------------- 13 19Engineer platoon, infantry battle

group ------------------------- 99 159Company ------------------------- 15 22Headquarters company ------------ 10 17Platoon -------------------------- 15 22

Penetration -------------------------- 42a 53Personnel services --------------------- 25 31Platoon ------------------------------ 18 24Platoon leader, engineer platoon infantry

battle group -------- 104 161Position defense. (See Defense, types of.)Post-ATP training. (See Training, post-

ATP.)Prisoners of war ------------------ 28, 58b(6) 33, 94Pursuit --- -- -- - -- -- -- - -- -- - 42a 53

Radios. (See Communication, types of.)Radio nets -------------------------- 74b 124Radiological surveys:

Battalion ------------------------- 39a 46Company- ----- ---- - 39b 47

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Paragraph Page

Reconnaissance:

Battalion responsibilities ------------ 38d(1) 42Company responsibilities ----------- 38d(2) 42Definition --------------- 38b 42Division engineer's responsibility ---- 38d 42During advance ------------------- 38e(1), 44, 56

43aDuring attack -------------------- 38e(2), 45, 56

43aDuring retrograde movements ------ 38g 46In defensive action ---------------- 38f 46Platoon responsibilities ------------ 38d(3) 43Squad responsibilities -------------- 38d(4) 43Reconnaissance officers ---------- 9b(4), 12, 42

38d(1)Reconnaissance parties with advance

guard ------------------------- 47c 61Replacements ---------------- 26 32

Retirement. (See Retrograde movements,retirement.)

Retrograde movements:Definition ------------------------ 60a 99Delaying action ------------------- 60a(2), 99, 100

62

Denial operations ----------------- 66 105Destruction ------------------ 66d 106Engineer responsibility ------- 66b 105Removal ---------------------- 66c 106Use of ADM ----------------- 66e 107

Engineer duties ------------------- 65 104

Engineer support of other arms during 64 103

Purpose ------------------------- 60b 99

Retirement ----------------------- 60a(3), 99, 10263

Withdrawal from action ----------- 60a(1), 99, 10061

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Paragraph Page

River crossings:

Deliberate crossings ---------- 50a(2) 65

Hasty crossings .---------------- 50a(1) 64

Means ------------------ 50b 66

Armored vehicle launched bridge 50b(4) 71

Assault boat ------------------ 50b(2) 66

Floating bridge ---------- 50b(3)(a) 67

Light tactical raft ------------- 50b(3)(b) 67

Security:Against biological warfare ---------- 86b 140

Against chemical warfare ---------- 86a 140

Against guerilla forces ------------- 83 138

Against nuclear weapons ----------- 87 140

At halt ----------- 81 135

At worksites ---------------------- 82 136

Battalion responsibility for --------- 77 129

Definition ----------------- 78 130

Detachments --------------------- 79 130

During movement -------------- - 80 130

Flank ------------------------ 49, 80c 63, 134

Frontal ----------------------- 80a 131

Rear ------------------------ 49, 80b 63,133

During retirement ------------- 83b 103

In bivouac -------- 81 135

In service area -.- -- 58 91

Motorized patrols for -- - 80d 134

Of battalion outpost --------------- 81a 136

Of company and platoon outposts --- 81b 136

Of convoys .---- -- 84,85 138, 139

Of water supply ..---------- 67c(5) 111

Squad - ------------ -------------- 19 26

Staff relationships, battalion -- 9c 15

Standing operating procedure, outline app. II 171

AGO 5556C 199

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Supply:Battalion:

Command responsibilities ------ 70a, b 116, 117Supply officer's responsibilities___ 9b(6), 13, 117

70cClass II and class IV -------------- 67a 108Company, commander's responsibili-

ties ------------- - 70d 118In defensive operations ------------ 67g 1131n offensive operations ------------ 67f 112In retrograde movements ---------- 67h 113Map -- - - - - - - - - - - 67d 111Repair parts --------------------- 67b 108Water -------------- 67c 108

Equipment ------------------- 67c(1) 109Teams ----------------------- 67c(2) 109Points- - ----------------- 58b(4), 94, 110,

67c(3), 11167e

Support, engineer to infantry ----------- 22 28Attachment ---- --- -- --- --- -- 22c 29Direct support - ------------------- 22b 29Engineer platoon, infantry battle

group --------- 22 28General support ------------------ 22a 29

Tables of organization and equipment ... 3, 7, 10, 15 3, 7, 17, 22Task force ----- ---------------------- 21a, b 28Telephones. (See Communication, wire.)Terrain and weather studies ------------ 37 38Training:

Battalion responsibility ------------ 92 151Concepts ------------ 91c 151Company commander --------- 92c 152Concurrent ---------------------- 95 157In enginer platoon, infantry battle gp 104 161Operations and training officer- .. 9b(5), 12, 152

92bOther arms ----------------------- 96 158

200 AGO 5556C

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Training-Continued

Phases --------------------------- 93 152Basic combat ----------------- 93b(1) 152Advanced individual ----------- 93b(2) 153Unit ------------------------ 93b(3) 155Field and maneuver ----------- 93b(4) 156Specialist --------------------- 93b(2)(b) 155

Post-ATP ------------ 94 157Turning movements --- ---------------- 42b 53

Unit training. (See Training, phases.)

Water supply. (See Supply, water.)

Welfare services --------------------- 25a, d 31, 32Withdrawal from action. (See Retrograde

movements, withdrawals.)

[AG 353 (30 Mar 60)]

By Order of Wilber M. Brucker, Secretary of the Army:L. L. LEMNITZER,

General, United States Army,Official: Chief of Staff.

R. V. LEE,

Major General, United States Army,The Adjutant General.

Distribution:Active Army:

Tech Stf, DA (1) except Gen Dep(2)CofEngrs (25) Engr Dep (2)

Engr Bd (10) Div Engr (2)OS Maj Comd (20) Dist Engr (2)MDW (10) USA Corps (Res) (4)Armies (30) except First US Army Advisor Gp, NGUS

Army (35) .(2)Div (5) Units org under fol TOE:Engr Bde (2) 5-17 (10)Engr Gp (4) 5-36 (5)Engr Bn (15) 5-37 (2)Engr Co (2) 5-301 (2)Forts & (Camps) submitting 5-312 (2)

DA Form 12 (15) 5-316 (2)PMST Sr Div Units (1) 5-317 (2)PMST Jr Div Units (1) 5-416 (2)Svc Colleges (5) 5-417 (2)Br Svc Sch (10) except 5-226 (4)

USAES (1000) 7-12 (7)USMA (15)

NG: State AG (3) units same as Active Army except allowance is onecopy for each unit.

USAR: Same as Active Army except allowance is one copy for each unit.For explanation of abbreviations used, see AR 320-50.

AGO 5556C 201

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