ATP 6-02.2 Signal Platoon

ATP 6-02.
SIGNAL PLATOON
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ATP 6-02.2
Army Techniques Publication +HDGTXDUWHUV

No. 6-02.2
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Signal Platoon
Contents
Page
PREFACE ..................................................................................................... v
INTRODUCTION ......................................................................................... vii
Chapter 1 ORGANIZATION........................................................................................ 1-1
Section I – Role of the Signal Platoon .................................................... 1-1
Signal Platoons .......................................................................................... 1-1
Capabilities and Limitations........................................................................ 1-1
Section II – Duties and Responsibilities................................................. 1-2
Platoon Leader........................................................................................... 1-2
Platoon Sergeant ....................................................................................... 1-4
Section Sergeant........................................................................................ 1-5
Signal Teams and Operators ..................................................................... 1-5
Section III – Signal Company Organizations at Corps and Below ....... 1-6
Brigade Combat Team Signal Company .................................................... 1-6
Multifunctional Support Brigade Signal Companies ................................. 1-16
Division Signal, Intelligence, and Sustainment Company......................... 1-23
Corps Signal, Intelligence, and Sustainment Company............................ 1-28
Section IV – Command and Support Relationships ............................ 1-31
Organic..................................................................................................... 1-31
Assigned .................................................................................................. 1-32
Attached ................................................................................................... 1-32
Operational Control .................................................................................. 1-32
Tactical Control ........................................................................................ 1-32
Technical Control ..................................................................................... 1-32
Chapter 2 PLANNING IN THE PLATOON ................................................................. 2-1
Section I – Planning Considerations ...................................................... 2-1
Planning ..................................................................................................... 2-1
DISTRIBUTION RESTRICTION: Approved for public release; distribution isunlimited.
$73 i
Contents
Preparation ................................................................................................ 2-2

Execution ................................................................................................... 2-3
Assessment ............................................................................................... 2-3
Section II – Troop Leading Procedures.................................................. 2-3
Executing Troop Leading Procedures ........................................................ 2-4
Step 1 – Receive the Mission..................................................................... 2-4
Step 2 – Issue a Warning Order................................................................. 2-5
Step 3 – Make a Tentative Plan ................................................................. 2-7
Step 4 – Initiate Movement ...................................................................... 2-28
Step 5 – Conduct Reconnaissance .......................................................... 2-28
Step 6 – Complete the Plan ..................................................................... 2-28
Step 7 – Issue the Order .......................................................................... 2-29
Step 8 – Supervise and Refine................................................................. 2-30
Abbreviated Troop Leading Procedures................................................... 2-31
Section III – Rehearsals ......................................................................... 2-32
Rehearsal Purposes................................................................................. 2-32
Rehearsal Types ...................................................................................... 2-32
Methods of Rehearsals ............................................................................ 2-34
Precombat Checks and Inspections......................................................... 2-35
Section IV – Training in the Platoon ..................................................... 2-37
8-Step Training Model.............................................................................. 2-37
Chapter 3 SUPPORT TO OPERATIONS ................................................................... 3-1
Section I – Offense ................................................................................... 3-1
Command Post Operations ........................................................................ 3-1
Single-Channel Radios and Retransmission.............................................. 3-5
Section II – Defense ................................................................................. 3-6
Command Post Operations ........................................................................ 3-7
Single-Channel Radios and Retransmission.............................................. 3-7
Emergency Destruction.............................................................................. 3-8
Section III – Command Post Displacement ............................................ 3-8
The Need for Frequent Displacement ........................................................ 3-8
Command Post Displacement Standard Operating Procedure
Considerations ........................................................................................... 3-8
Coordination and Handover Between Command Posts ............................. 3-9
Section IV – Operation in a Contested Environment ............................ 3-9
Enemy Electromagnetic AttackS ................................................................ 3-9
Enemy Cyberspace Attacks ..................................................................... 3-17
Chapter 4 LOGISTICS AND SUSTAINMENT ............................................................ 4-1
Section I – Responsibilities ..................................................................... 4-1
Platoon Leader........................................................................................... 4-1
Platoon Sergeant ....................................................................................... 4-1
Section Sergeant........................................................................................ 4-1
ii ATP 6-02.2 'HFHPEHU

Contents
Signal Teams and Operators ..................................................................... 4-1

Section II – Functions of Sustainment ................................................... 4-2
Classes of Supply....................................................................................... 4-2
Property Items............................................................................................ 4-3
Development of the Platoon Sustainment Plan .......................................... 4-4
Resupply Methods...................................................................................... 4-5
Maintenance............................................................................................... 4-9
Chapter 5 CORE COMPETENCIES AND ESSENTIAL CAPABILITY OF THE SIGNAL
CORPS ............................................................................................... 5-1
Section I – Network Transport and Information Services ..................... 5-1
Network Transport...................................................................................... 5-1
Information Services................................................................................... 5-3
Section II – Department of Defense Information Network
Operations ................................................................................................ 5-4
Network Management and Enterprise Systems Management ................... 5-5
Cybersecurity ............................................................................................. 5-5
Information Dissemination Management and Content Staging .................. 5-5
Section III – Spectrum Management Operations ................................... 5-5
Spectrum Management .............................................................................. 5-5
Section IV – Visual Information and Combat Camera ........................... 5-6
Visual Information....................................................................................... 5-6
Combat Camera ......................................................................................... 5-6
Section V – Communications Security ................................................... 5-7
Appendix A ECHELONS ABOVE CORPS TACTICAL SIGNAL COMPANY
ORGANIZATIONS ..............................................................................A-1
Appendix B RETRANSMISSION MISSION CHECKLIST .............................................B-1
GLOSSARY .................................................................................. Glossary-1
REFERENCES............................................................................References-1
INDEX ...................................................................................................Index-1
Figures
Figure 1-1. Armored brigade combat team signal company

organization........................................................................ 1-8
Figure 1-2. Infantry brigade combat team signal company
organization...................................................................... 1-11
Figure 1-3. Stryker brigade combat team signal company
organization...................................................................... 1-14
Figure 1-4. Field artillery brigade signal company organization.......... 1-18
'HFHPEHU ATP 6-02.2 iii

Contents
Figure 1-5. Maneuver enhancement, combat aviation, and

sustainment brigade signal company organization ..........1-21
Figure 1-6. Division signal, intelligence, and sustainment company
signal platoon organization...............................................1-24
Figure 1-7. Corps signal, intelligence, and sustainment company
signal platoon organization...............................................1-29
Figure 2-1. Parallel sequences of the military decision-making
process and troop leading procedures ...............................2-2
Figure 2-2. Example warning order format ............................................2-5
Figure 2-3. Example of company concept sketch ..................................2-7
Figure 2-4. Commander’s critical information requirements ................2-15
Figure 2-5. Example intervisibility line..................................................2-20
Figure 2-6. Operation order format ......................................................2-30
Figure 2-7. Methods of rehearsals .......................................................2-34
Figure 2-8. The 8-step training model..................................................2-38
Figure 4-1. Tailgate resupply .................................................................4-7
Figure 4-2. Service station resupply ......................................................4-8
Figure A-1. Special operations signal company organization ............... A-2
Figure A-2. Ranger Regiment signal company organization ................ A-4
Figure A-3. Expeditionary signal company-enhanced organization ..... A-7
Figure A-4. En route communications company organization .............. A-9
Figure A-5. Combat camera company organization ........................... A-12
Figure A-6. Tactical installation and networking company-
enhanced organization .................................................... A-14
Tables
Table 2-1. Recommended enemy situation template items.................2-14

Table 3-1. Common jamming signals ..................................................3-12
iv ATP 6-02.2 'HFHPEHU

Preface
ATP 6-02.2 provides doctrinal guidance for leaders who are responsible for planning,
preparing, executing, and assessing operations of signal platoons. This publication
serves as an authoritative reference for personnel developing doctrine, materiel, and
force structure; institutional and unit training; and signal platoon standard operating
procedures.
The doctrinal principles and techniques contained in this publication are intended to be
used as a guide and are not prescriptive. ATP 6-02.2 outlines the framework in which
signal platoons operate in support of their parent unit’s operations. To properly apply
this doctrine, readers must be familiar with ADP 1, ADP 3-0, FM 3-0, and FM 6-02.
The principal audience for ATP 6-02.2 is signal platoon leaders and platoon sergeants.
Commanders and staffs of Army headquarters serving as joint task force or multinational
headquarters should also refer to applicable joint or multinational doctrine concerning
the range of military operations and joint or multinational forces. Trainers and educators
throughout the Army will also use this publication.
Commanders, staffs, and subordinates ensure their decisions and actions comply with
applicable U.S., international, and, in certain cases, host-nation laws and regulations.
Commanders at all levels ensure their Soldiers operate according to the law of war and
the rules of engagement (see FM 6-27). Commanders also adhere to the Army Ethic as
described in ADP 6-22.
ATP 6-02.2 uses joint terms where applicable. Selected joint and Army terms and
definitions appear in both the glossary and the text. This publication is not the proponent
for any Army terms. For other definitions shown in the text, the term is italicized and
the number of the proponent publication follows the definition.
ATP 6-02.2 applies to the Active Army, Army National Guard/Army National Guard of
the United States, and United States Army Reserve, unless otherwise stated.
The proponent of ATP 6-02-2 is the United States Army Cyber Center of Excellence.
The preparing agency is the Doctrine Branch, United States Army Cyber Center of
Excellence. Send comments and recommendations on DA Form 2028 (Recommended
Changes to Publications and Blank Forms) to Commander, United States Army Cyber
Center of Excellence and Fort Gordon, ATTN: ATZH-OPD (ATP 6-02.2), 506
Chamberlain Avenue, Fort Gordon, GA 30905-5735; by e-mail to usarmy.gordon.cyber-
coe.mbx.gord-fg-doctrine@mail.mil.
'HFHPEHU ATP 6-02.2 v

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Introduction
ATP 6-02.2 provides techniques for signal platoons at echelons corps and below. This
publication provides doctrinal guidance; describes relationships in the platoon; defines
organizational roles, functions, capabilities and limitations; and identifies the
responsibilities for signal platoons during unified land operations.
The following paragraphs provide a summary by chapter:
Chapter 1 – Organization.
z Section I—discusses signal platoons and their capabilities and limitations.
z Section II—discusses the duties of platoon leaders, platoon sergeants, section
sergeants, and signal teams and operators.
z Section III—discusses signal companies and platoons at the brigade combat
team, multifunctional support brigade, division, and corps.
z Section IV—discusses organic, assigned, operational control, tactical control,
and technical control relationships.
Chapter 2 – Planning in the Platoon.
z Section I—discusses considerations for planning, preparation, execution, and
assessment.
z Section II—discusses troop leading procedures at platoon level.
z Section III—discusses purposes, types, and methods of rehearsals and
precombat checks and inspections.
z Section IV—discusses the 8-step training model.
Chapter 3 – Support to Operations.

z Section I—discusses support to the offense.
z Section II—discusses support to the defense.
z Section III—discusses command post displacement
z Section IV—discusses operation in a contested environment.
Enemy electromagnetic attacks.
Enemy cyberspace attacks.
Chapter 4 – Logistics and Sustainment.
z Section I—discusses logistics responsibilities of platoon leaders, platoon
sergeants, section sergeants, and signal teams and operators.
z Section II—discusses sustainment functions.
'HFHPEHU ATP 6-02.2 vii

Introduction
Chapter 5 – Core Competencies and Essential Capability of the Signal Corps.

z Section I—discusses network transport and information services.
z Section II—discusses Department of Defense information network
operations.
z Section III—discusses spectrum management operations.
z Section IV—discusses visual information and combat camera.
z Section V—discusses the essential capability of communications security.
Appendix A – Echelons Above Corps Tactical Signal Company Organizations—

discusses signal companies and platoons at echelons above corps, including—
z Special operations signal company.
z Ranger Regiment signal company.
z Expeditionary signal company-enhanced.
z En route communications company.
z Combat camera company.
z Tactical installation and networking company-enhanced.
Appendix B – Retransmission Mission checklist—discusses precombat checks,

precombat inspections, and post-mission checks and briefings for retransmission teams.
viii ATP 6-02.2 'HFHPEHU

Chapter 1
Organization
This chapter discusses the role, capabilities, and limitations of

signal platoons. It further discusses the roles and responsibilities of
signal platoon personnel, signal platoon organizations at echelons
corps and below, and command relationships.
SECTION I – ROLE OF THE SIGNAL PLATOON

1-1. The platoon’s ability to accomplish its mission is dependent upon proper
training to provide signal support, sound leadership, and the motivation of its signal
teams. Platoon signal support must maintain operational focus. That is, the platoon’s
signal plans must be tailored to the supported commander’s scheme of maneuver and
intent.
1-2. Teams must be knowledgeable in their military occupational specialties and
able to integrate their equipment into the Department of Defense information
network-Army (DODIN-A). The Department of Defense information network-Army
is an Army-operated enclave of the Department of Defense information network that
encompasses all Army information capabilities that collect, process, store, display,
disseminate, and protect information worldwide (ATP 6-02.71).
SIGNAL PLATOONS
1-3. A signal platoon provides a tailored set of signal capabilities to support its
parent unit. The organization and capabilities of signal platoons depend on the
echelon and unit type for which the platoon is organized. Each platoon is led by a
platoon leader and a platoon sergeant. The rest of the platoon is made up of signal
sections and teams to provide the necessary communications capabilities. Chapter 1
section III shows the organization of signal companies and platoons at echelons corps
and below. Appendix A shows the organization of tactical signal companies and
platoons at echelons above corps.
CAPABILITIES AND LIMITATIONS

1-4. Leaders must have a clear understanding of the capabilities and limitations of
their equipment to ensure mission accomplishment. Signal platoons provide one or
more of the following capabilities to support the parent unit’s scheme of maneuver:
z Tactical radio retransmission.
z Line of sight transport.
z Satellite communications transport.
'HFHPEHU ATP 6-02.2 1-1

Chapter 1
z Network switching.
z Information services.
z Wire, cable, and fiber optic installation.
z Department of Defense information network (DODIN) operations.
z Combat camera.
1-5. The signal platoon is manned and equipped specifically to provide
communications capabilities for its parent unit. The platoon lacks the internal
resources to perform many of the support functions required to sustain its
communications mission. Signal platoons rely heavily on their company and higher
chain of command and outside organizations to provide necessary support,
including—
z Supplies, including spare parts and petroleum, oils, and lubricants.
z Field and sustainment maintenance.
z Site defense.
z Supply.
z Field feeding.
z Human resources and finance.
1-6. Signal platoons operate according to published Army doctrine and validated
lessons learned. Lessons learned are available online at the Cyber Lessons and Best
Practices Website.
SECTION II – DUTIES AND RESPONSIBILITIES

1-7. Signal teams are tightly integrated. Each member has primary duties; however,
success depends on the team working together. The team operates and maintains its
assigned equipment and functions as one to fulfill its collective role. Signal team
competence and cohesion are vital in unit training and support to maneuver
operations. Cross-training must remain a priority in case a team member becomes
incapacitated.
PLATOON LEADER
1-8. The platoon leader bears responsibility for all that the platoon does or fails to
do. The platoon leader is responsible for the tactical employment, collective training,
administration, personnel management, and logistics of the platoon. The platoon
leader must know each platoon member’s capabilities, and how to employ the
platoon and its equipment. The platoon leader must—
z Be responsible to the commander for the discipline and training of the
platoon, the maintenance of its equipment, and its mission success.
z Operate within the commander’s intent when unable to communicate with
higher headquarters and update the commander on the actions of the platoon
at the earliest opportunity.
1-2 ATP 6-02.2 'HFHPEHU

Organization
z Be responsible for the accomplishment of all missions based on the

commander’s intent.
z Plan operations with the help of the platoon sergeant, section sergeants, and
other key personnel.
z Maintain awareness of the tactical situation and go where needed to
supervise, issue a fragmentary order (FRAGORD), and accomplish the
mission.
z Request any support the platoon needs to perform its mission through the
company commander.
z Develop a platoon sector sketch.
z Assist the platoon sergeant in planning and coordinating sustainment for the
platoon.
z Receive on-hand status reports from the platoon sergeant, section sergeants,
and team chiefs during planning.
z Review platoon requirements based on the tactical plan.
z Analyze tactical situations, disseminate and filter information, and employ
the platoon’s full capabilities to accomplish the mission.
z Analyze the elements of the information environment that support the
commander’s intent and concept of the operation within the platoon’s area of
operations.
z Ensure situation reports are accurately prepared and forwarded to the
company commander.
z Analyze relevant friendly and enemy tactical updates and disseminate them
to subordinates.
z Maintain situational awareness of friendly position updates, overlay updates,
and digital reports.
z Be a subject matter expert in the tactical employment of the platoon’s
capabilities, whether independently or as part of a company team.
z Understand troop leading procedures and develop the ability to apply them
quickly and efficiently.
z Know the capabilities and limitations of the platoon’s personnel and
equipment.
z Ensure the platoon receives and rehearses isolated Soldier guidance.
z Be well-versed in enemy organizations, doctrine, and equipment.
z Be prepared to assume duties as company commander, according to the
succession of command.
z Be flexible and use sound judgment to make correct decisions quickly and at
the right times, based on the commander’s intent and the tactical situation.
z Know and understand the mission and the commander’s intent during
decentralized operations.
z Assist other team members as necessary.

Chapter 1
PLATOON SERGEANT
1-9. The platoon sergeant is second-in-command of the platoon and the most
experienced enlisted member in the platoon. In the absence of the platoon leader, the
platoon sergeant performs all duties of the platoon leader. The platoon sergeant
must—
z Assist and advise the platoon leader.
z Mentor section sergeants, other noncommissioned officers, and the platoon
leader on tactical and technical employment of the platoon’s assigned
equipment.
z Supervise the platoon’s administration, logistics, and maintenance.
z Maintain responsibility for the medical and administrative readiness and the
deployable status of the platoon at all times.
z Maintain responsibility for the professional development and career
management of subordinate noncommissioned officers.
z Supervise individual and crew training.
z Advise the platoon leader on appointments, promotions and reductions,
assignments, and discipline of the noncommissioned officers and junior
enlisted members of the platoon.
z Update the platoon leader on appropriate reports and forward any reports
needed by the company headquarters.
z Take charge of task organized elements in the platoon during tactical
operations, including quartering parties and support elements.
z Monitor the morale, discipline, and health of platoon members.
z Ensure the platoon maintains all equipment.
z Coordinate and supervise company-directed platoon resupply operations.
z Collect, prepare, and forward logistic status updates and requests to the
company executive officer or first sergeant.
z Ensure support supplies are present.
z Direct the platoon’s casualty evacuation plan.
z Maintain platoon strength information, consolidate and forward the platoon’s
casualty report, and receive and orient replacements.
z Monitor the common operational picture to maintain awareness of the
platoon’s position relative to the company formation.
z Maintain accountability to the platoon leader for the training, discipline, and
welfare of platoon members.
z Coordinate the platoon’s sustainment requirements and handle the personnel
needs of each platoon member.
z Perform actions in tactical situations which complement those of the platoon
leader.
z Assist other platoon members as necessary.

Organization
SECTION SERGEANT
1-10.The section sergeant assists the platoon sergeant and supervises two or more
signal teams. In the absence of the platoon sergeant, the section sergeant must be
ready to assume the duties of the platoon sergeant. The section sergeant must—
z Assist and advise the platoon sergeant and platoon leader.
z Mentor team chiefs and team members in the technical skills to install,
operate, and maintain their assigned equipment.
z Supervise team-level training in their sections.
z Maintain responsibility for the professional development and career
management of subordinate noncommissioned officers.
z Supervise individual and crew training within their sections and advise the
platoon sergeant and platoon leader of training shortfalls.
z Update the platoon sergeant on appropriate reports.
z Take charge of task organized elements in the section during tactical
operations, including support elements.
z Monitor the morale, discipline, and health of section members.
z Ensure assigned teams maintain all equipment.
z Participate in supervision of company-directed platoon resupply operations.
z Assist the platoon sergeant in collecting and preparing logistic status updates.
z Maintain accountability to the platoon sergeant and platoon leader for the
training, discipline, and welfare of section members.
z Perform actions in tactical situations which complement those of the platoon
sergeant and platoon leader.
z Assist assigned teams and other platoon members as necessary.
SIGNAL TEAMS AND OPERATORS

1-11.Signal teams often consist of team members with different military
occupational specialties. The team’s tasks and missions require team members to
integrate their efforts into accomplishing crew tasks which cannot be performed by
an individual.
1-12.The team chief acts as a member of the team while supervising the individuals’
contributions to the team’s collective task accomplishment. As the direct supervisor,
the team chief is in the best position to monitor and evaluate team members’
individual strengths and weaknesses, and can recommend training topics and events
to the section sergeant, platoon sergeant, and platoon leader. The team chief
supervises cross-training within the team so the loss of an individual does not cause
the team to fail in its mission.
1-13.Individual team members need to become experts at their individual military
occupational specialty tasks and those crew and team tasks to which they contribute.
Because signal teams are relatively small, team members need to be familiar with
the individual tasks of other team members.

Chapter 1
SECTION III – SIGNAL COMPANY ORGANIZATIONS AT

CORPS AND BELOW
1-14.Combat and combined arms units at echelons corps and below have organic
signal capabilities to conduct their standard missions without requiring outside signal
support (FM 6-02). Signal platoons are organic elements of the brigade combat team
and multifunctional support brigade signal companies and the division and corps
signal, intelligence, and sustainment companies. The signal companies at corps and
below operate under the technical control of the parent unit’s G-6 or S-6.
BRIGADE COMBAT TEAM SIGNAL COMPANY

1-15.The brigade combat team signal company is assigned to the brigade engineer
battalion. The company installs, operates, maintains, and secures the brigade’s
organic network transport, automated information systems, and networks to support
command post operations at-the-halt and command and control on-the-move. The
signal company employs its platoons and teams throughout the brigade area of
operations.
1-16.The signal company receives signal and communications security (COMSEC)
systems maintenance augmentation, spares management, and maintenance
accountability from the organic communications-electronics maintenance element of
the brigade support battalion’s field maintenance company. Field maintenance is on-
system maintenance, repair and return to the user including maintenance actions
performed by operators (FM 4-30).
1-17.The brigade signal company extends information services to the brigade
command posts and command vehicles. The brigade signal company also provides—
z Wideband and protected satellite communications transport to connect
brigade users with the division portion of the DODIN-A.
z High-throughput line of sight transport to communicate between fixed
command posts.
z Line of sight and wideband satellite communications transport to support
command and control on-the-move (infantry and Stryker brigade combat
team).
z Wire, cable, and fiber optic systems to support the brigade and battalion
command posts.
z Defense Information Systems Network services including—
SECRET Internet Protocol Router Network.
Non-classified Internet Protocol Router Network.
Joint Worldwide Intelligence Communications System (network
transport only).
Voice and video.
z Single-channel radio and narrowband (single-channel) tactical satellite
retransmission for the brigade and support elements.

Organization
z Global Broadcast Service capability to receive high bandwidth imagery,

logistics data, and digital map information to support command and control.
ARMORED BRIGADE COMBAT TEAM

1-18.The armored brigade combat team signal company provides Defense
Information Systems Network services at-the-halt and single-channel radio
retransmission for the brigade main and tactical command posts. The company’s
signal platoons deploy throughout the brigade’s area of operations. The signal
company provides the following communications capabilities to support the brigade
headquarters:
z Tactical internet capabilities—including classified and non-classified
Defense Information Systems Network services—to support the brigade
main and tactical command posts.
z Radio retransmission using combat net radios and narrowband (single-
channel) tactical satellite radios.
z Wideband satellite communications transport to extend the range of the
brigade’s communications services and connect with the division network.
z Primary tactical operations center voice and video capabilities for the brigade
1-19.The brigade signal company receives sustainment and field maintenance
support from elements of the brigade combat team. The company is dependent upon
elements of the corps or division for religious, legal, force health protection, finance,
personnel, administrative, and logistical services. Figure 1-1 on page 1-8 shows the
organization of the armored brigade combat team signal company.

Chapter 1
Figure 1-1. Armored brigade combat team signal company organization
Headquarters Support Platoon

1-20.The headquarters support platoon provides communications services to support
signal company operations. The team’s Defense Information Systems Network
services and radio retransmission capabilities connect the company with its
subordinate platoons and with higher and adjacent headquarters.
Company Headquarters
1-21.The company headquarters provides command and control and staff
supervision for the brigade signal company. The company headquarters consists of
the company commander, first sergeant, a supply noncommissioned officer, and a
supply specialist.
Small Command Post Support Team

1-22.The small command post support team equipment includes a Command Post
Node and a Satellite Transportable Terminal to provide Defense Information
Systems Network services to support company operations. The team consists of a

Organization
senior transmission systems operator-maintainer (team chief), a transmission

systems operator-maintainer, and two information technology specialists.
Retransmission Team
1-23.The tactical radio retransmission team extends the effective range of tactical
radio networks to beyond line of sight distances to maintain contact with subordinate
platoons, higher headquarters, and adjacent units. The headquarters retransmission
team consists of a team chief and two retransmission operators.
Network Extension Platoon

1-24.The armored brigade combat team has two identical network extension
platoons. The platoon headquarters consists of a platoon leader and a platoon
sergeant. Each platoon is made up of the following signal teams:
z Joint Network Node, Secure Mobile Anti-Jam Reliable Tactical Terminal
(SMART-T), and Satellite Transportable Terminal team.
z Retransmission team.
z Three terrestrial transmission line of sight teams.
Joint Network Node, Secure Mobile Anti-Jam Reliable Tactical Terminal, and Satellite
Transportable Terminal Team
1-25.The Joint Network Node, SMART-T, and Satellite Transportable Terminal
teams provide wideband and protected satellite communications transport, network
switching and Defense Information Systems Network services capabilities at the
brigade main and tactical command posts. Each team consists of a senior nodal
network systems operator-maintainer (team chief), two nodal network systems
operator-maintainers, a senior satellite communications systems operator-
maintainer, a satellite communications systems operator-maintainer, and a range
extension operator.
Terrestrial Transmission Line of Sight Team

1-26.The terrestrial transmission line of sight teams provide high-throughput line of
sight connectivity to the division network. Line of sight transport provides higher
data throughput than typical satellite communications capabilities, but is limited to a
range of about 25 miles (40 kilometers), if unobstructed by terrain and manmade
structures. Each terrestrial transmission line of sight team consists of a senior
transmission systems operator-maintainer (team chief) and four transmission
systems operator-maintainers.
Retransmission Team
1-27.The tactical radio retransmission teams extend the effective range of the
brigade’s tactical radio networks to beyond line of sight distances. Retransmission is
particularly critical during offensive and defensive operations when maneuver
elements cannot access the communications capabilities present in the command

Chapter 1
posts. Members of the retransmission team assist in the coordinated defense of

retransmission sites, but require augmentation from the brigade to adequately defend
remote sites. Each retransmission team consists of a team chief and two radio
retransmission operators.
INFANTRY BRIGADE COMBAT TEAM

1-28.The infantry brigade combat team signal company provides Defense
Information Systems Network services at-the-halt and on-the-move, and tactical
radio retransmission to support the brigade main and tactical command posts. The
company’s signal platoons deploy throughout the brigade’s area of operations. The
signal company provides the following communications capabilities to support the
brigade headquarters:
z Tactical internet capabilities, including classified and non-classified Defense
Information Systems Network services at-the-halt to support the brigade
main and tactical command posts and on-the-move to support key leaders and
command post dislocation.
organization of the infantry brigade combat team signal company.

Organization
Figure 1-2. Infantry brigade combat team signal company organization

1-31.The signal company headquarters provides command and control and staff
supervision for subordinate signal platoons. The company headquarters consists of
the company commander, the first sergeant, a supply sergeant, and a supply
specialist.
Small Command Post Tactical Communications Node and Satellite Transportable

Terminal Team
1-32.The small command post Tactical Communications Node and Satellite
Transportable Terminal team provides Defense Information Systems Network
services at-the-halt to support company operations and on-the-move to support

Chapter 1
company headquarters relocation. The team consists of a senior nodal network

systems operator-maintainer (team chief), a nodal network systems operator-
maintainer, a senior satellite communications systems operator-maintainer, and a
satellite communications systems operator-maintainer.
Retransmission Team
1-33.The retransmission team provides extended-range access for up to three
brigade-level tactical radio networks. Retransmission extends the effective range of
tactical radios beyond line of sight distances. The headquarters retransmission team
consists of a team chief and two radio retransmission operators.

1-34.The infantry brigade combat team has two identical network extension
platoons. The platoon headquarters consists of a platoon leader and a platoon
sergeant. Each platoon is made up of the following signal teams:
z Tactical Communications Node, SMART-T, and Satellite Transportable
Terminal.
z Terrestrial transmission line of sight.
z Retransmission.
z Tactical Radio-Tower.
Tactical Communications Node, Secure Mobile Anti-Jam Reliable Tactical Terminal,

and Satellite Transportable Terminal Team
1-35.The Tactical Communications Node, SMART-T, and Satellite Transportable
Terminal teams provide Defense Information Systems Network services, protected
satellite communications transport, and wideband satellite communications transport
to one brigade command post (main or tactical). The Tactical Communications Node
can also provide Defense Information Systems Network services on-the-move using
line of sight and wideband satellite communications transport to support key leaders
and command post dislocation.
Terminal team consists of a senior nodal network systems operator-maintainer (team
chief), a nodal network systems operator-maintainer, a senior satellite
communications systems operator-maintainer, a satellite communications systems
operator-maintainer, and a range extension operator.


Organization
transmission systems operator-maintainer (team chief) and three transmission

Retransmission Team
Tactical Radio-Tower Team

1-39.Similar to the retransmission team, the Tactical Radio-Tower team extends the
range of the Tactical Communications Node’s built in line of sight communications
on-the-move capability. The team consists of a senior transmission systems operator-
maintainer (team chief) and two transmission systems operator-maintainers.
Members of the Tactical Radio-Tower team assist in the coordinated defense of their
sites, but require augmentation from the brigade to adequately defend remote sites.
STRYKER BRIGADE COMBAT TEAM

1-40.The Stryker brigade combat team signal company provides Defense
Information Systems Network services at-the-halt and on-the-move, and tactical
radio retransmission to support the brigade main and tactical command posts. The
company’s signal platoons deploy throughout the brigade’s area of operations. The
signal company provides the following communications capabilities to support the
brigade headquarters:
Defense Information Systems Network services—at-the-halt to support the
brigade main and tactical command posts and on-the-move to support key
leaders and command post dislocation.
organization of the Stryker brigade combat team signal company.

Chapter 1
Figure 1-3. Stryker brigade combat team signal company organization

1-43.The signal company headquarters provides command and control and staff
supervision for subordinate signal platoons. The company headquarters consists of
the company commander, the first sergeant, a supply sergeant, and a supply
specialist.
Small Command Post Tactical Communications Node and Satellite Transportable

Terminal Team
1-44.The small command post Tactical Communications Node and Satellite
Transportable Terminal team provides Defense Information Systems Network
services to support company operations at-the-halt, and on-the-move to support
company headquarters relocation. The team consists of a senior nodal network
systems operator-maintainer (team chief), a nodal network systems operator-

Organization
maintainer, a senior satellite communications systems operator-maintainer, and a

satellite communications systems operator-maintainer.
Retransmission Team
1-45.The retransmission team provides extended-range access for up to three
brigade-level tactical radio networks. Retransmission extends the effective range of
tactical radios beyond line of sight distances. The headquarters retransmission team
consists of a team chief and two radio retransmission operators.

1-46.The Stryker brigade combat team has two identical network extension platoons.
The platoon headquarters consists of a platoon leader and a platoon sergeant. Each
platoon is made up of the following signal teams:
z Tactical Communications Node, SMART-T, and Satellite Transportable
Terminal.
z Terrestrial transmission line of sight.
z Retransmission.
z Tactical Radio-Tower.
Tactical Communications Node, Secure Mobile Anti-Jam Reliable Tactical Terminal,

and Satellite Transportable Terminal Team
Terminal teams provide Defense Information Systems Network services, protected
satellite communications transport, and wideband satellite communications transport
to one brigade command post (main or tactical). The Tactical Communications Node
can also provide Defense Information Systems Network services on-the-move using
line of sight and wideband satellite communications transport to support key leaders
and command post dislocation.
Terminal team consists of a senior nodal network systems operator-maintainer (team
chief), a nodal network systems operator-maintainer, a senior satellite
communications systems operator-maintainer, a satellite communications systems
operator-maintainer, and a range extension operator.

transmission systems operator-maintainer (team chief) and three transmission

Chapter 1
Retransmission Team

1-51.Similar to the retransmission team, the Tactical Radio-Tower teams extend the
range of the Tactical Communications Node’s built in line of sight communications
on-the-move capability. Each team consists of a senior transmission systems
operator-maintainer (team chief) and two transmission systems operator-
maintainers. Members of the Tactical Radio-Tower team assist in the coordinated
defense of their sites, but require augmentation from the brigade to adequately defend
remote sites.
MULTIFUNCTIONAL SUPPORT BRIGADE SIGNAL

COMPANIES
1-52.Combat aviation, field artillery, maneuver enhancement, and sustainment
brigades have organic tactical signal assets. Their signal capabilities support the
brigade and subordinate battalion command posts operating at-the-halt (FM 6-02). If
organic signal assets cannot support an assigned mission, the company requests
augmentation through higher headquarters using the request for forces process. Refer
to FM 6-02 for more information about requirements definition and the request for
forces process.
FIELD ARTILLERY BRIGADE SIGNAL COMPANY

1-53.The field artillery brigade signal company provides Defense Information
Systems Network services at-the-halt and tactical radio retransmission for the
brigade main and tactical command posts. The company’s signal platoons deploy
throughout the brigade’s area of operations. The signal company provides the
following communications capabilities to support the brigade headquarters:

Organization
support from support elements of the field artillery brigade. The company is
dependent upon elements of the corps or division for religious, legal, force health
protection, finance, personnel, administrative, and logistical services. Figure 1-4 on
page 1-18 shows the organization of the field artillery brigade signal company.

Chapter 1
Figure 1-4. Field artillery brigade signal company organization
Range Extension Platoon

1-55.The range extension platoon headquarters consists of a platoon leader and a
retransmission supervisor. The platoon leader exercises command and control and
planning for a Command Post Node team and three retransmission teams.

Organization
Command Post Node Team

1-56.The Command Post Node team provides upper tier tactical internet connectivity
to extend Defense Information Systems Network services to the field artillery
brigade main command post. The team consists of a senior transmission systems
operator-maintainer (team chief), a transmission systems operator-maintainer, and
two information technology specialists.
Retransmission Team
1-57.The range extension platoon has three identical retransmission teams to extend
the effective range of tactical radio networks to beyond line of sight distances.
Members of the retransmission teams assist in the coordinated defense of
retransmission sites, but require augmentation from the brigade or maneuver
elements to adequately defend remote sites. Each retransmission team consists of a
team chief and two radio retransmission operators.

1-58.The network extension platoon headquarters consists of a platoon leader and a
platoon sergeant. The platoon leader exercises command and control and planning
for a Joint Network Node, SMART-T, and Satellite Transportable Terminal team, a
line of sight team, and three terrestrial transmission line of sight teams.
team provides wideband and protected satellite communications transport, network
brigade main command post. The team consists of a senior nodal network systems
operator-maintainer (team chief), two nodal network systems operator-maintainers,
a senior satellite communications systems operator-maintainer, two satellite
communications systems operator-maintainers, and a range extension operator.
Retransmission Team
1-60.The network extension platoon retransmission team extends the effective range
of tactical radio networks to beyond line of sight distances. Members of the
retransmission team assist in the coordinated defense of retransmission sites, but
require augmentation from the brigade or maneuver elements to adequately defend
remote sites. The retransmission team consists of a team chief and two radio

1-61.The range extension platoon has three terrestrial transmission line of sight
teams. Each terrestrial transmission line of sight team consists of a senior
transmission systems operator-maintainer (team chief) and two transmission systems

Chapter 1
operator-maintainers. The teams provide high-throughput line of sight connectivity

to the brigade network.
MANEUVER ENHANCEMENT, COMBAT AVIATION, AND SUSTAINMENT

BRIGADE SIGNAL COMPANIES
1-62.The maneuver enhancement, combat aviation, and sustainment brigade signal
companies provide Defense Information Systems Network services at-the-halt and
tactical radio retransmission to support the brigade main and tactical command posts.
The signal company provides the following communications capabilities to support
the brigade headquarters:
support from support elements of the brigade. The company is dependent upon
elements of the corps for religious, legal, force health protection, finance, personnel,
administrative, and logistical services. Figure 1-5 on page 1-21 shows the
organization of the maneuver enhancement, combat aviation, and sustainment
brigade signal companies.

Organization
Figure 1-5. Maneuver enhancement, combat aviation, and sustainment

brigade signal company organization

Chapter 1
Range Extension Platoon

1-64.The range extension platoon headquarters consists of a platoon leader and a
retransmission supervisor. The platoon leader exercises command and control and
planning for two Command Post Node teams and three retransmission teams.
Command Post Node Team

1-65.The Command Post Node teams provide upper tier tactical internet connectivity
to extend Defense Information Systems Network services to the brigade tactical
command posts. Each team consists of a senior transmission systems operator-
maintainer (team chief), a transmission systems operator-maintainer, and two
information technology specialists.
Retransmission Team
1-66.The range extension platoon has three identical retransmission teams to extend
the effective range of tactical radio networks to beyond line of sight distances.
Members of the retransmission teams assist in the coordinated defense of
retransmission sites, but require augmentation from the brigade or maneuver
elements to adequately defend remote sites. Each retransmission team consists of a
team chief and two radio retransmission operators.

1-67.The network extension platoon headquarters consists of a platoon leader and a
platoon sergeant. The platoon leader exercises command and control and planning
for a Joint Network Node, SMART-T, and Satellite Transportable Terminal team, a
retransmission team, and three terrestrial transmission line of sight teams.
team provides wideband and protected satellite communications transport, network
brigade main command post. The team consists of a senior nodal network systems
operator-maintainer (team chief), two nodal network systems operator-maintainers,
a senior satellite communications systems operator-maintainer, two satellite
communications systems operator-maintainers, and a range extension operator.
Retransmission Team
1-69.The network extension platoon retransmission team extends the effective range
of tactical radio networks to beyond line of sight distances. Members of the
retransmission team assist in the coordinated defense of retransmission sites, but
require augmentation from the brigade to adequately defend remote sites. The
retransmission team consists of a team chief and two radio retransmission operators.

Organization

1-70.The range extension platoon has three terrestrial transmission line of sight
teams. Each terrestrial transmission line of sight team consists of a senior
transmission systems operator-maintainer (team chief) and two transmission systems
operator-maintainers. The team provides high-throughput line of sight connectivity
to the brigade network.
DIVISION SIGNAL, INTELLIGENCE, AND

SUSTAINMENT COMPANY
1-71.The signal portion of the division signal, intelligence, and sustainment company
installs, operates, maintains, and secures the division’s network transport, automated
information systems, and networks and provides the G-6 staff. The division’s organic
signal capabilities support operations at-the-halt from the main and tactical command
posts, and command and control on-the-move to support key leaders and command
post displacement. Refer to relevant intelligence and sustainment doctrine
publications for more information on the company’s intelligence and sustainment
functions.
1-72.The signal portion of the division signal, intelligence, and sustainment company
supports the division command posts and the various companies in the division
headquarters and headquarters battalion. The company also provides—
z Wideband and protected satellite communications transport to connect with
the regional hub node.
z Gateway access to the DODIN-A through the tactical hub node, if regional
hub node service is not available.
z High-throughput line of sight transport to communicate between fixed
command posts.
z Line of sight and wideband satellite communications transport to support
command and control on-the-move.
z Defense Information Systems Network services.
retransmission for the division and support elements.
z Wire, cable, and fiber optic systems to support the division command posts.
1-73.The signal, intelligence, and sustainment company is dependent on support

elements of the division for life support including human resources, logistics,
religious, health protection, field maintenance, and vehicle recovery. Figure 1-6 on
page 1-24 shows the organization of the signal portion of the division signal,
intelligence and sustainment company.

Chapter 1
Figure 1-6. Division signal, intelligence, and sustainment company signal

platoon organization

Organization
COMPANY HEADQUARTERS
1-74.The company headquarters provides command and control and limited
company-level administration and life support to members of the signal, intelligence,
and sustainment company. The headquarters also provides company-level command
and control for the signal elements supporting the division main and tactical
command posts. The company headquarters consists of a company commander; an
operations officer; a first sergeant; a supply sergeant; a chemical, biological,
radiological, and nuclear (CBRN) specialist; and a supply specialist.
MAIN COMMAND POST SUPPORT PLATOON

1-75.The main command post support platoon provides command and control of
main command post support team assets. The platoon headquarters consists of a
platoon leader and a platoon sergeant. The platoon includes a Tactical
Communications Node, SMART-T, and Satellite Transportable Terminal team; a
terrestrial transmission line of sight team; a Tactical Radio-Tower team; and a cable
team.
Tactical Communications Node, Secure Mobile Anti-Jam Reliable Tactical

Terminal, and Satellite Transportable Terminal Team
Terminal team provides wideband and protected satellite communications transport,
switching, and data package requirements for the division main command post. The
team consists of a senior nodal network systems operator-maintainer (team chief), a
nodal network systems operator-maintainer; two satellite communications systems
operator-maintainers, and a range extension operator.

1-77.The terrestrial transmission line of sight team provides high-throughput line of
sight connectivity to the division network. The team consists of a senior transmission
systems operator-maintainer (team chief) and two transmission systems operator-
maintainers.
Cable Element
1-78.The cable element installs wire, cable, and fiber optic communication systems
to support the division main command post. The team consists of a cable systems
team chief and three cable systems installer-maintainers.

Chapter 1
HUB PLATOON
1-79.The hub platoon provides the core of the division communications network.
The hub platoon consists of a hub baseband team, a hub multiband team, and a hub
data support team. Hub platoon capabilities include—
z Wideband satellite communications transport—frequency division multiple
access and time division multiple access.
z Connectivity to a DOD gateway site for access to Defense Information
Systems Network services.
z Wire, cable, and fiber optic installation to support the hub node.
Platoon Headquarters
1-80.The hub platoon headquarters provides command and control of the hub
platoon’s subordinate teams. The platoon headquarters consists of a platoon leader,
a network systems technician, and a platoon sergeant.
Hub Baseband Section

1-81.The hub baseband section provides baseband requirements for the hub node.
Baseband includes connections to Defense Information Systems Network services to
support command post operations. The team consists of a nodal network systems
supervisor (team chief) and three nodal network systems operator-maintainers.
Hub Multi-Band Team

1-82.The hub multi-band team operates frequency division multiple access and time
division multiple access satellite communications terminals to connect the division
network to a DOD gateway for access to Defense Information Systems Network
services, including—
z SECRET Internet Protocol Router Network.
z Non-classified Internet Protocol Router Network.
z Joint Worldwide Intelligence Communications System.
z Video teleconferencing.
1-83.The time division multiple access satellite communications terminal provides

master network timing for the division time division multiple access network. The
team consists of a satellite communications systems supervisor (team chief), a senior
satellite communications systems operator-maintainer, and six satellite
communications systems operator-maintainers.
Hub Data Support Team

1-84.The hub data support team provides data support for the hub platoon. The team
consists of a senior information technology specialist (team chief) a senior cable
systems installer-maintainer, an information technology specialist, and a cable
systems installer-maintainer.

Organization
TACTICAL COMMAND POST SUPPORT PLATOON

1-85.The tactical command post support platoon consists of a platoon headquarters;
two Tactical Communications Node, SMART-T, and Satellite Transportable
Terminal teams; a terrestrial transmission line of sight section; and a retransmission
section.
1-86.The tactical command post support platoon headquarters provides command
and control and technical supervision of the platoon’s assigned sections and teams.
The platoon headquarters consists of a platoon leader and a platoon sergeant.
Tactical Communications Node, Secure Mobile Anti-Jam Reliable Tactical

Terminal, and Satellite Transportable Terminal Teams
1-87.Each Tactical Communications Node, SMART-T, and Satellite Transportable
Terminal team provides wideband and protected satellite communications transport,
switching, and data package requirements for one division tactical command post at-
the-halt for command post operations and on-the-move to support key leaders,
command post displacement, and handover. Each team consists of a senior nodal
network systems operator-maintainer (team chief), a nodal network systems
operator-maintainer, two satellite communications systems operator-maintainers,
and a range extension operator.
Terrestrial Transmission Line of Sight Section

1-88.The terrestrial transmission line of sight section provides high-throughput line
of sight connectivity for the division network, including connectivity to subordinate
brigade combat teams. The section consists of a transmission systems team chief,
three senior transmission systems operator-maintainers, and five transmission

1-89.The Tactical Radio-Tower team extends the range of the Tactical
Communications Node’s built in line of sight communications on-the-move
capability. The team consists of a senior transmission systems operator-maintainer
(team chief) and two transmission systems operator-maintainers. Members of the
Tactical Radio-Tower team assist in the coordinated defense of their sites, but require
augmentation to adequately defend remote sites.
Retransmission Section
1-90.The retransmission section extends the effective range of multiple tactical radio
voice and data sub-networks to beyond line of sight distances for information
exchange among division elements. The section consists of a radio retransmission
supervisor (section sergeant), a team chief, and four radio retransmission operators.

Chapter 1
CORPS SIGNAL, INTELLIGENCE, AND SUSTAINMENT

COMPANY
1-91.The signal portion of the corps signal, intelligence, and sustainment company
includes staffing for the G-6 section and elements to install, operate, maintain, and
secure the corps headquarters’ network transport, automated information systems,
and networks. Refer to relevant intelligence and sustainment doctrine publications
for more information on the company’s intelligence and sustainment functions.
1-92.The corps signal, intelligence, and sustainment company provides
communications and network support for the corps main and tactical command posts
and the various companies in the corps headquarters and headquarters battalion. The
signal portion of the company also provides—
z Wideband and protected satellite communications transport to connect with
the DODIN-A.
z High-throughput line of sight transport to communicate between command
posts.
z Defense Information Systems Network services, including—
Joint Worldwide Intelligence Communications System.
Classified and non-classified voice and video.
z Wire, cable, and fiber optic systems to support the corps command posts.
retransmission for the corps and support elements.
1-93.Figure 1-7 on page 1-29 shows the organization of the corps signal, intelligence,
and sustainment company’s signal platoons.

Organization
Figure 1-7. Corps signal, intelligence, and sustainment company signal

platoon organization
MAIN COMMAND POST SUPPORT PLATOON

1-94.The main command post support platoon consists of the platoon headquarters,
a Joint Network Node element, a cable element, and a terrestrial transmission line of
sight element. The platoon headquarters consists of a platoon leader and a platoon
sergeant.

Chapter 1
Joint Network Node Element

1-95.The Joint Network Node element installs, operates, and maintains a Joint
Network Node, a Satellite Transportable Terminal, and a SMART-T to provide
connections to Defense Information Systems Network services at the corps main
command post.
Cable Element
1-96.The cable element installs wire, cable, and fiber optic communication systems
to support the corps main and tactical command posts. The cable element consists of
a senior cable systems installer-maintainer (team chief) and three cable systems
installer-maintainers.
Terrestrial Transmission Line of Sight Element

1-97.The terrestrial transmission line of sight element provides high-throughput line
of sight connectivity to connect the corps main command post with subordinate
divisions. The element consists of a senior transmission systems operator-maintainer
(team chief) and two transmission systems operator-maintainers.
TACTICAL COMMAND POST SUPPORT PLATOON

1-98.The tactical command post support platoon supports two tactical command
posts. The platoon consists of a platoon headquarters, two Joint Network Node
teams, two terrestrial transmission line of sight teams, and two retransmission teams.
1-99.The tactical command post support platoon headquarters provides command
and control and technical supervision of the platoon’s assigned teams. The platoon
headquarters consists of a platoon leader and a platoon sergeant.
Joint Network Node Team

1-100. Each Joint Network Node team installs, operates, and maintains a Joint
Network Node, a Satellite Transportable Terminal, and a SMART-T to connect the
corps tactical command posts with Defense Information Systems Network services.
Each team consists of a senior nodal network systems operator-maintainer (team
chief), a senior satellite communications systems operator-maintainer, two nodal
network systems operator-maintainers, two satellite communications systems
operator-maintainers, and a range extension operator.

1-101. The terrestrial transmission line of sight teams provide high-throughput line
of sight connectivity to connect the corps tactical command post with the main
command post and subordinate divisions. Each team consists of a senior transmission

Organization
systems operator-maintainer (team chief) and two transmission systems operator-

maintainers.
Retransmission Teams
1-102. The retransmission teams extend the effective range of multiple tactical radio
voice and data sub-networks to beyond line of sight distances for information
exchange among corps and subordinate elements. The tactical command post support
platoon includes a radio retransmission supervisor (section sergeant). Each
retransmission team includes a team chief and two radio retransmission operators.
SECTION IV – COMMAND AND SUPPORT RELATIONSHIPS

1-103. Command and support relationships provide the basis for unity of command
and unity of effort in operations, and are the basis for task-organizing. Task-
organizing is the act of designing a force, support staff, or sustainment package of
specific size and composition to meet a unique task or mission (ADP 3-0). Refer to
FM 6-0 for more information on command and support relationships.
1-104. Nonorganic combat and sustainment assets can significantly enhance the
platoon’s capabilities. Nonorganic elements support the company, team, and platoon
under established command and support relationships.
1-105. Command relationships define superior and subordinate relationships
between unit commanders. The signal platoon is under command of the company
commander. However, within the platoon, command relationships exist between the
platoon leader, platoon sergeant, and the section sergeants and team chiefs.
Command relationships unify effort and give the platoon leader the ability to employ
the platoon with maximum flexibility. Command and support relationships
include—
z Organic.
z Assigned.
z Attached.
z Operational control.
z Tactical control.
z Technical control.
ORGANIC
1-106. Organic forces are those assigned to and forming an essential part of a
military organization. The Army establishes organic command relationships through
organizational documents such as tables of organization and equipment and tables of
distribution and allowances.

Chapter 1
ASSIGNED
1-107. Assigned units remain subordinate to the higher headquarters for extended
periods, typically years. An example would be that first, second, and third platoons
are assigned to B Company.
ATTACHED
1-108. Attached units are temporarily subordinated to the gaining headquarters. The
period of attachment may be lengthy, often months or longer. Attached units return
to their parent assigned or organic headquarters when the reason for the attachment
ends.
OPERATIONAL CONTROL
1-109. Operational control is inherent in combatant command (command authority),
and may be delegated within the command. A signal platoon that is under operational
control of a higher headquarters can be reorganized as necessary to accomplish
assigned tasks.
TACTICAL CONTROL
1-110. Tactical control is inherent in operational control. Placing a signal platoon
under tactical control allows a higher headquarters to direct the tactical use of the
platoon, but does not provide authority to change organizational structure or direct
administrative and logistical support.
TECHNICAL CONTROL
1-111. The G-6 or S-6 at echelons corps and below exercises technical control over
the assigned signal company through technical channels. Technical channels are the
chain of authority for ensuring the execution of clearly delineated technical tasks,
functions, and capabilities to meet the dynamic requirements of Department of
Defense information network operations (ATP 6-02.71).

Chapter 2
Planning in the Platoon
The platoon leader is responsible for everything the platoon does or

fails to do. Working in cooperation with the platoon sergeant, the
platoon leader uses a variety of techniques to plan and prepare a
platoon’s mission.
The planning process is often more important than the final plan
itself, as it provides platoon leaders with a greater understanding of
the enemy, environment, and assigned tasks, and increases their
tactical flexibility when the situation unexpectedly changes or when
opportunities arise.
Troop leading procedures provide platoon leaders a framework for

planning and preparing for missions. Smaller units—company and
below—lack formal staffs and use troop leading procedures to plan
and prepare for operations. At platoon-level, this places the primary
responsibility for planning on the platoon leader.
SECTION I – PLANNING CONSIDERATIONS

2-1. A signal platoon operates to support a larger organization, whether it be a
company team, battalion or squadron, or higher. Therefore, the platoon leader plans
in conjunction with the directly supported unit and the next higher echelon to ensure
proper alignment of task and purpose. Failure to do so results in the wasted expense
of an already limited resource—time.
2-2. Platoon leaders follow the same sequence their company, battalion, or squadron
commander does when executing the operations process—planning, preparation,
execution, and assessment, though to a lesser degree.
PLANNING
2-3. Planning is the art and science of understanding a situation, envisioning a
desired future, and laying out effective ways of bringing that future about
(ADP 5-0). A platoon leader receives a task and purpose from the company
commander as a warning order (WARNORD) or operation order (OPORD) and
begins the planning process. The signal platoon WARNORD includes pertinent
signal-specific information such as—
z Specific communications elements needed—

Chapter 2
Tactical satellite.
Retransmission.
Line of sight.
Networking systems.
z Types of COMSEC needed.
z Command post positioning.
2-4. Planning is an ongoing process and continues as necessary during preparation
and execution. Parallel planning occurs when the platoon leader and company
commander plan for the same mission at about the same time. Figure 2-1 shows the
parallel sequences of the battalion’s military decision-making process and the
company and platoon’s troop leading procedures.
Figure 2-1. Parallel sequences of the military decision-making process and

troop leading procedures
2-5. Platoon-level planning focuses on fully developing the platoon’s role in the
company commander’s directed course of action and rehearsing for likely
contingencies that may cause the course of action to develop in unexpected ways.
PREPARATION
2-6. Preparation includes activities the signal platoon performs to improve its ability
to execute its assigned tasks. Preparation includes, but is not limited to—
z Plan refinement.

z Rehearsals (see section III for more information).

z Coordination.
z Checks and inspections.
z Movement.
2-7. During preparation, signal platoon leaders need to create a timeline and analyze
proposed signal sites—including terrain, weather, and enemy factors and how they
affect the mission. Platoon leaders capture all signal-specific guidance, identify facts
and assumptions, and identify specified, implied, and essential tasks from the
OPORD.
2-8. A detailed and customized platoon standard operating procedure (SOP)
considers the personnel and equipment assigned to the signal platoon. When
consistently executed and updated after each mission, the SOP can increase the
platoon leader’s time available to plan and prepare for assigned tasks. The most
effective SOPs are ones developed with input from all leaders in the platoon.
EXECUTION
2-9. Execution is putting a plan into action by applying combat power to accomplish
the mission (ADP 5-0). The platoon leader develops situational understanding to
assess progress and make and adjust decisions during execution.
ASSESSMENT
2-10.Assessment refers to the continuous monitoring and evaluation of the current
situation, particularly the enemy, along with the progress of the assigned task or
tasks. Assessment entails—
z Continuously assessing the enemy’s reactions and vulnerabilities, which may
lead to windows of opportunity to exercise disciplined initiative.
z Continuously monitoring the situation and progress of the operation toward
the company commander’s desired end state.
2-11.Signal platoon leaders should maintain a running estimate that includes all
signal information, including—
z Signal equipment on-hand.
z Signal equipment in-use.
z Non-mission-capable equipment.
z Equipment available to support the mission.
SECTION II – TROOP LEADING PROCEDURES

2-12.The platoon leader uses troop leading procedures to solve tactical problems and
uses the platoon sergeant and section sergeants to help with the process. The type,
amount, and timeliness of information passed from higher to lower directly affects

Chapter 2
the platoon leader’s troop leading procedures. Troop leading procedures consist of
eight steps:
z Receive the mission.
z Issue a WARNORD.
z Make a tentative plan.
z Initiate movement.
z Conduct reconnaissance.
z Complete the plan.
z Issue the order.
z Supervise and refine.
Note. FM 6-0 contains a more in-depth discussion of each step of troop leading
procedures.
EXECUTING TROOP LEADING PROCEDURES

2-13.Troop leading procedures provide a framework for planning and preparing for
a platoon mission. Troop leading procedures begin when the platoon leader receives
the first indication of an upcoming mission, and continue throughout the operations
process. As each subsequent order arrives, platoon leaders modify their assessments,
update tentative plans, and continue to supervise and assess preparation.
2-14.The first three steps of troop leading procedures—receive the mission, issue a
WARNORD, and make a tentative plan—normally occur in order. However, the
sequence of subsequent steps takes place based on the situation. Initiate movement
and conduct reconnaissance may occur several times. The last step—supervise and
refine—occurs throughout the mission.
2-15.Subordinates require enough information to plan and prepare for their mission.
In some cases, troop leading procedures start before receiving a company
WARNORD, based on existing plans and orders and the subordinate leader’s
understanding of the situation.
STEP 1 – RECEIVE THE MISSION

2-16.The platoon leader receives the platoon’s mission through a written or verbal
WARNORD, OPORD, or FRAGORD. Upon receipt of mission, the platoon leader
conducts an initial assessment to determine the time available to accomplish the
mission. The platoon leader performs a cursory analysis of assigned tasks using the
mission variables—mission, enemy, terrain and weather, troops and support
available, time available, and civil considerations (METT-TC). A more advanced
analysis of the mission variables occurs during step 2.
2-17.During this step, platoon leaders also—
z Determine the time available to plan, prepare, and execute the mission.

z Determine the one-third–two-thirds timeline for leader planning and

subordinate preparation (see paragraph 2-26 on page 2-8).
z Prepare an initial planning timeline.
STEP 2 – ISSUE A WARNING ORDER

2-18.The platoon WARNORD is a preliminary notice of an order or action to follow.
Less detailed than a complete OPORD, a WARNORD aids in parallel planning.
After platoon leaders receive a new or updated mission and assess the time available
to plan, prepare, and execute the mission, they immediately issue a platoon
WARNORD.
2-19.In the initial platoon WARNORD, the platoon leader includes the same
elements given in the company commander’s initial WARNORD, but platoon-
focused. If practical, platoon leaders brief subordinate leaders face-to-face using a
rough terrain model, sketch, or map. Figure 2-2 shows an example of a WARNORD
format.
Figure 2-2. Example warning order format

Chapter 2
2-20.The WARNORD has no specified format, though it may follow the five-
paragraph OPORD format and include the following items:
z Enemy situation, as currently known.
z Company mission or concept of the operation.
z Commander’s intent (if available).
z Initial operational timeline.
z Platoon mission (may modify after step 3).
z Updated graphics (analog and digital).
z Reconnaissance to initiate, if any.
z Movement to initiate, if any.
z Earliest time of movement.
z Planning and preparation instructions (including planning timeline).
z Information requirements.
z Commander’s critical information requirements.
z Changes to task organization, if any.
z Specialized equipment needed, if any.
z Attachment of enablers, if any.
z Recommended supply load (see chapter 4 for classes of supply).
z Key events to rehearse and timeline to rehearse those events.
z Readiness condition and vehicle preparation schedule.
z Personal protective equipment modifications.
z Time and place for issuing the OPORD.
2-21.An essential element of the WARNORD is the initial planning timeline,

including instructions or information that will help subordinates prepare for the
upcoming mission. Issuing the initial WARNORD as quickly as possible enables
subordinates to maximize their planning and preparation time (parallel planning)
while the platoon leader begins to develop the OPORD. Upon receipt of more
information, the platoon leader issues an updated WARNORD, if time is available,
so subordinates have all of the relevant information available. Otherwise, the platoon
leader gives the information during the platoon OPORD brief.
2-22.Figure 2-3 on page 2-7 is an example of a concept sketch the platoon leader
may receive from their company commander. It shows the company commander’s
task and purpose, along with the task and purpose for each platoon. Each platoon
leader uses a concept sketch to make a tentative plan.

Figure 2-3. Example of company concept sketch
STEP 3 – MAKE A TENTATIVE PLAN

2-23.Platoon leaders begin to develop a tentative plan after issuing the platoon
WARNORD. They should not wait for a complete company OPORD before starting
to develop a tentative plan.

Chapter 2
MISSION ANALYSIS
2-24.Mission analysis helps the platoon leader determine—
z The current situation.
z The platoon’s mission.
z How to best accomplish the mission.
z The possible risks.
2-25.The platoon leader begins mission analysis immediately upon receipt of the
mission from the company commander. During mission analysis, the platoon leader
restates the given mission and conducts an initial risk assessment.
2-26.Though mission analysis is an ongoing process, the platoon leader adheres to
the one-third–two-thirds technique to give subordinates sufficient time to prepare at
their level. One-third of the time available remains set aside for the platoon leader to
prepare and issue an order, while the remaining two-thirds of the time is for section
sergeants and team chiefs to disseminate the order to their teams and prepare for the
mission.
2-27.The platoon leader will conduct a more in-depth mission analysis by evaluating
the mission variables (METT-TC). The platoon leader will brief the mission analysis
results and their importance, enabling the platoon to recognize and seize
opportunities during the mission.
MISSION VARIABLES
2-28.Mission variables describe characteristics of the area of operations and their
impacts to a mission. The mission variables are—
z Mission.
z Enemy.
z Terrain.
z Troops and support available.
z Time available.
z Civil considerations.
2-29.During execution, continuous analysis of the mission variables enables the

issuance of well-developed FRAGORDs. Platoon leaders assess whether any new
information presented during planning changes their mission and decide how to
adjust the plan to meet these new conditions.
2-30.METT-TC analysis does not need to occur in any particular order. How and
when platoon leaders analyze the variables depends on when they receive
information and on their experience and preferences. One technique is to conduct
parallel troop leading procedures based on the products received from the company.

Analysis of Mission
2-31.The platoon leader determines what their platoon has been told to do and why.
Platoon leaders must understand the mission, intent, and operational concept one and
two levels higher. Doing so makes it possible to exercise disciplined initiative and
act to exploit limited windows of opportunity.
2-32.Platoon leaders use the following to gain this understanding:
z Battalion or squadron (two levels up) mission, intent, and concept.
z Company (one level up) mission, intent, and concept.
z Unit’s purpose.
z Constraints.
z Specified, implied, and essential tasks.
z Restated mission.
Battalion or Squadron (Two Levels Up) Mission, Intent, and Concept

2-33.Regardless of echelon, leaders must understand the concept of the operation
two levels up, identifying the tasks and purpose and how their immediate higher
headquarters contributes to the operation. At platoon-level, this is the battalion or
squadron commander’s mission, intent, and concept. This information is found in
paragraph three of the company OPORD, or in paragraphs two and three in the
battalion or squadron OPORD.
Company (One Level Up) Mission, Intent, and Concept

2-34.Leaders must understand their immediate headquarters’ concept of the
operation to identify their headquarters’ task and purpose and their own contributions
to the mission. At platoon-level, this is the company commander’s mission, intent,
and concept. This information is found in paragraphs two and three of the company
OPORD. Leaders also identify the tasks, purposes, and dispositions for supported
maneuver elements and all adjacent signal elements under the company’s control.
Platoon’s Purpose
2-35.The platoon leader locates the platoon’s purpose in the concept of the operation
in paragraph three of the company OPORD. The platoon’s purpose helps achieve the
purpose of the immediate higher headquarters. If platoon leaders are unclear of their
purpose, they should ask the company commander for further explanation.
2-36.Understanding the company commander’s intent and purpose helps the platoon
leader exercise disciplined initiative under the mission command approach. In the
presence of new information, the platoon leader knows the intent and purpose of the
next higher headquarters, and can adjust as needed to meet them. If all else fails, the
platoon leader must be able to determine what the platoon must accomplish and why.

Chapter 2
Tasks
2-37.Platoon leaders must identify and understand the task or tasks required to
accomplish a given mission. The three types of tasks are—
z Specified.
z Implied.
z Essential.
2-38.A specified task is a task specifically assigned to a unit by its higher

headquarters (FM 6-0). Specified tasks are found in paragraph three of the company
OPORD, under tasks to subordinate units.
2-39.An implied task is a task that must be performed to accomplish a specified task
or mission but is not stated in the higher headquarters’ order (FM 6-0). Implied tasks
come from a detailed analysis of the company OPORD, enemy situation and course
of action, terrain, and from knowledge of doctrine and history. Platoon leaders rely
on their experience and the experience of subordinate leaders to help identify the
implied tasks.
2-40.An essential task is a specified or implied task that must be executed to
accomplish the mission (FM 6-0). Platoon leaders either decide which tasks are
essential or are told directly by the company commander. The essential tasks and the
platoon’s purpose are in the company OPORD paragraph three concept of the
operation—if an implied task—or tasks to subordinate units—if a specified task.
Note. Some specified, implied, and essential tasks that directly affect the platoon
may be written into an annex and not be included in paragraph three of the
company OPORD. Either the platoon leader or platoon sergeant should review,
at a minimum, Annex C (Operations) from the battalion or squadron OPORD, if
available and if time permits.
Constraints
2-41.A constraint is a restriction placed on the command by a higher command. A
constraint dictates an action or inaction, thus restricting the freedom of action of a
subordinate commander (FM 6-0). Constraints primarily appear in paragraph three
of the company OPORD.
2-42.Examples of constraints for a signal platoon may be resource limitations, such
as class III or class V transport capacity, or in the operational environment, such as
terrain or man-made structures that interfere with line of sight or single-channel
retransmission capabilities. The joint restricted frequency list is also an example of
a signal constraint.
Restated Mission
2-43.The platoon leader concludes the mission analysis by restating the platoon
mission. To do this, they determine the five Ws:

z Who—the platoon.
z What—the platoon’s essential task or tasks and type of operation.
z When—the time given in the company OPORD.
z Where—the objective or location stated in company OPORD.
z Why—the platoon’s purpose, taken from the company’s concept of the
operation.
Note. Example mission statement: Beginning 180700ZAUG19, C/7 brigade

engineer battalion provides signal support within area of operations WARRIOR
to enable command and control of 1/10 infantry brigade combat team defensive
operations. On order, C/7 brigade engineer battalion increases communications
reach to support 1/10 infantry brigade combat team offensive operations.
Define Operational Environment

2-44.Platoon leaders should understand the difference between each type of
operational area and what their responsibility may be in each:
z Area of operations—an operational area defined by the joint force
commander for land and maritime forces that should be large enough to
accomplish their missions and protect their forces (JP 3-0).
z Area of influence—a geographical area wherein a commander is directly
capable of influencing operations by maneuver or fire support systems
normally under the commander’s command or control (JP 3-0).
z Area of interest—that area of concern to the commander, including the area
of influence, areas adjacent thereto, and extending into enemy territory. This
area also includes areas occupied by enemy forces who could jeopardize the
accomplishment of the mission (JP 3-0).
2-45.The signal platoon primarily operates in its supported company, battalion, or
squadron’s area of operations based on maneuver control graphics, which include
direct fire control measures and fire support control measures provided by the higher
headquarters.
Visual Aids
2-46.Platoon leaders prepare or receive a graphic depiction of terrain to help explain
their findings regarding the effects of terrain and weather on the mission. The graphic
depiction of terrain can be a photograph, digital map, a map overlay, or a terrain
model. In the graphic depiction, leaders show terrain mobility classifications, key
terrain, intervisibility lines, known obstacles, avenues of approach, mobility
corridors, and limitations of communications systems (refer to ATP 2-01.3 for more
information).

Chapter 2
Analysis of Enemy
2-47.The second mission variable to consider is the enemy. The G-2 or S-2 provides
an analysis of the enemy with which the battalion, squadron, or company anticipates
contact. However, platoon leaders still need to know and understand the enemy’s
disposition, composition, strengths, doctrine (if known), equipment capabilities,
vulnerabilities, and probable courses of action. Additionally, the line between enemy
combatants and civilian noncombatants is sometimes unclear and therefore requires
the leader to understand the law of land warfare, the rules of engagement, and the
local situation.
2-48.Analyzing the enemy helps platoon leaders understand what the enemy is doing
and why. The platoon leader attempts to determine—
z The composition and strength of the enemy force.
z The capabilities of enemy weapons and other systems that may affect signal
support.
Maneuver.
Manned and unmanned aircraft.
Intelligence, surveillance, and reconnaissance.
Artillery.
Long-range precision fires.
Electromagnetic attack.
Cyberspace attack.
z The location of current and anticipated enemy positions.
z The enemy’s most probable course of action—defend, reinforce, attack,
withdraw, or delay.
Assumptions
2-49.Platoon leaders continually improve their situational understanding of the
enemy and update their analog and digital enemy templates as new information
becomes available. Platoon leaders should bring deviations or significant
conclusions reached during enemy analysis that could positively or negatively affect
the company’s plan to the company commander for awareness and, if necessary,
action.
How the Enemy Will Fight

2-50.The platoon leader should understand when, where, and how the enemy has
historically used their assets. A doctrinal template is a visual illustration of how the
enemy force looks and acts without the effects of weather and terrain. The doctrinal
template should appear in the company OPORD or be made available from the G-2
or S-2. This type of understanding is the starting point for the platoon leader’s enemy
analysis.

2-51.The enemy may not fight using any form of structured or published doctrine. In
such a situation, platoon leaders rely on assessments made by the G-2 or S-2 and
passed down through the company commander.
Composition
2-52.Platoon leaders determine the types of vehicles, soldiers, and equipment the
enemy could use against the signal platoon, including cyberspace attack,
electromagnetic warfare, and direction finding capabilities. Platoon leaders should
be familiar with the basic characteristics of the enemy units, enemy weapons
platforms (included long-range precision munitions), and enemy cyberspace and
electromagnetic warfare capabilities identified.
Disposition
2-53.From the G-2 or S-2 and company commander’s input, platoon leaders
determine how the enemy is, or might be, arrayed, the echelon from where the enemy
originated, and the disposition of the next two higher enemy elements. Previous
terrain analysis also helps identify where the enemy may or may not be able to go,
based upon the number and types of vehicles in their formation.
Strength
2-54.The platoon leader may determine the strength of the enemy element templated
in the platoon’s area of operations by way of requests for information through the
company commander to the G-2 or S-2.
Capabilities
2-55.The platoon leader must know what weapon systems the templated enemy has.
Knowing the maximum effective ranges of the enemy weapons systems, the platoon
leader can better determine the vulnerability of signal sites to lethal fires. Knowing
the characteristics and capabilities of enemy cyberspace and electromagnetic warfare
capabilities, the platoon leader can better recognize and respond to an enemy
cyberspace or electromagnetic attack.
Recent Activities
2-56.Platoon leaders can request any recent enemy activities in the platoon or
company’s area of operations from the G-2 or S-2 through the company commander.
Knowing what the enemy has done in the past may indicate likely future enemy
courses of action.
Enemy Situation Template

2-57.The situation template is a refined version of the doctrinal template, accounting
for the effects of terrain, weather, and all previous enemy analysis. The platoon
leader may receive a detailed situation template from the company commander,
either as an analog map overlay or digital joint capabilities release graphic, but

Chapter 2
should be prepared to generate one for the platoon, if necessary. The situation
template is portrayed one echelon lower than the one developed by the next higher
headquarters. For example, if the commander determines the enemy is conducting a
cyberspace or electromagnetic attack that impacts the primary means of
communication, the platoon leader can take immediate action to mitigate its effects
or initiate the primary, alternate, contingency, and emergency (PACE)
communication plan.
2-58.Platoon leaders include the likely sectors of fire of enemy weapons, tactical and
protective obstacles, and electromagnetic order of battle, either confirmed or
templated, in their situation template. Table 2-1 shows recommended situation
template items. Refer to ATP 2-01.3 for more information on enemy situation
templates. Refer to JP 3-85 for more information about the electromagnetic order of
battle.
Table 2-1. Recommended enemy situation template items
Defense Offense
Primary, alternate, and subsequent Attack formations
positions
Engagement area Axes of advance
Individual vehicles Firing lines
Crew-served weapons Objectives
Tactical and protective obstacles Reserve force commitment
Trenches Planned indirect-fire targets
Planned indirect-fire targets Situational obstacles
Observation posts Reconnaissance objectives
Command and control positions Reconnaissance force routes
Final protective fires and final Phase lines
protective line
Locations of reserves Planned point of penetration
Routes for reserve commitment
Travel time for reserve commitment
Battle positions, strong point, area
of operation
Sectors of fire
2-59.The situation template is an estimate of the enemy disposition used as a briefing

tool for the platoon leader. Leaders must update the situation template when new
information changes previous assumptions.
Note. Many allies use equipment similar or nearly identical to that of threat
militaries. All platoon members need a robust knowledge of vehicle
identification and must be able to identify allied and enemy vehicles from
multiple angles, at varying distances, and in conditions of limited visibility.

Information Requirements
2-60.Commander’s critical information requirements (see figure 2-4) consist of
priority intelligence requirements and friendly force information requirements:
z Priority intelligence requirement—an intelligence requirement that the
commander and staff need to understand the threat and other aspects of the
operational environment (JP 2-01). Priority intelligence requirements are
clear, answerable, focused on a single question, and necessary to drive an
operational decision.
z Friendly force information requirement—information the commander and
staff need to understand the status of friendly force and supporting
capabilities (JP 3-0).
Figure 2-4. Commander’s critical information requirements
2-61.The platoon may be directly or indirectly tasked to answer one or more of the
company, battalion, or squadron commander’s information requirements. The
platoon leader must ensure all personnel in the platoon know what to look for and to
report changes to the status of friendly capabilities.
2-62.Essential elements of friendly information are not commander’s critical
information requirements, but are critical aspects of a friendly operation that, if
known by the enemy, would compromise or lead to failure of the operation.
Consequently, this information must be protected from identification by the enemy.
Examples of essential elements of friendly information include the location of a
command post or the signal operating instructions.

Chapter 2
Analysis of Terrain and Weather

2-63.Analysis of terrain explains the terrain’s effect on the mission. Platoon leaders
consider the effects of manmade and natural terrain in conjunction with the weather
on friendly and enemy operations.
2-64.Terrain can be categorized into three separate categories:
z Unrestricted—terrain free of restrictions to movement; no actions are
needed to enhance mobility. For the signal platoon, unrestricted terrain
typically is flat or moderately sloped, with scattered or widely spaced
obstacles such as trees or rocks and no major terrain features or manmade
structures that would interfere with line of sight and retransmission systems.
z Restricted—terrain hindering movement somewhat. Little effort is needed
to enhance mobility, but units might have to adjust speed and formations, or
make frequent detours. For the signal platoon, restricted terrain typically
means moderate to steep slopes or moderate to dense spacing of obstacles
such as trees, rocks, or urban structures. Mountains, steep hills, and manmade
structures are examples of restricted terrain for signal forces.
z Severely restricted—terrain which severely hinders or slows movement of
combat formations unless some effort is made to enhance mobility. Engineer
forces might be needed to improve mobility or the platoon might have to
deviate from doctrinal tactics. Dense buildings and infrastructures, heavy
vegetation, and valleys characterize severely restricted terrain for signal
forces.
2-65.Terrain analysis should produce several specific conclusions for the platoon
leader:
z Potential battle, support-by-fire, and attack-by-fire positions.
z Possible engagement areas and ambush sites.
z Templated locations of enemy forces, essential weapon systems, and lethal
fires.
z Likely avenues of approach.
z Optimum observation post locations.
z Potential breach locations.
z Optimum positions for own assets.
z Thorough understanding of time and space relationships of events, leading to
thorough contingency plans.
z Possible enemy indirect firing points.
z Movement techniques and formations, including when to transition from
movement to tactical maneuver.

2-66.Terrain analysis also identifies factors specific to signal support, including—

z Identification of areas which may increase the range of communications
systems.
z Identification of areas where terrain interferes with line of sight and
retransmission capabilities and requires satellite communications or high
frequency (HF) radios for beyond line of sight communication.
z The platoon’s ability to use natural or manmade features to mask the unit’s
electromagnetic signature.
z The platoon’s ability to mask the unit’s electromagnetic signature within the
spectral noise of an urban area.
2-67.Limited planning time may force platoon leaders to prioritize their terrain
analysis. For example, in support of an attack, they might prioritize the areas
immediately around the objective for analysis, followed by the maneuver element’s
specific axis leading to the objective.
2-68.From the modified combined obstacle overlay developed by the G-2 or S-2,
platoon leaders gain understanding of the general nature of the ground and effects of
weather. They must go beyond passing along the modified combined obstacle
overlay to their subordinates or making general observations of the terrain such as
identifying high ground or streams. Platoon leaders must conduct their own analysis
and determine how the terrain and weather uniquely affect both the enemy and the
platoon.
2-69.Following terrain analysis, platoon leaders develop a graphic terrain analysis
overlay. This product is similar to the modified combined obstacle overlay in that it
shows the critical military aspects of terrain. The terrain analysis overlay facilitates
planning and aids in briefing subordinates.
2-70.In general, terrain and weather do not favor one side over the other unless one
is better prepared to operate in the environment or is more familiar with it. The terrain
may, however, favor defending or attacking forces.
2-71.Platoon leaders analyze terrain using either of the following mnemonics to
determine the effects of each aspect of terrain on friendly and enemy forces:
z Observation and fields of fire, avenues of approach, key terrain, obstacles and
movement, and cover and concealment (OAKOC).
z Key terrain, observation and fields of fire, cover and concealment, obstacles,
and avenues of approach (KOCOA).
Obstacles
2-72.Platoon leaders identify existing and reinforcing obstacles that might limit
mobility or signal support in the area of operations:
z Existing obstacles.
Natural—includes rivers, forests, mountains, ravines, gaps, and ditches
more than three meters wide, tree stumps and large rocks more than 18

Chapter 2
inches high, forests with trees eight inches or more in diameter (with
less than four meters between trees.)
Manmade—includes urban areas, canals, railroad embankments,
buildings, power lines, or telephone lines.
z Reinforcing obstacles.
Tactical—inhibit the ability of the opposing force to move, mass, and
reinforce. Examples include mine fields (conventional and situational),
anti-tank ditches, or wire obstacles.
Protective—offer close-in protection and are important to survivability.
2-73.Offensive considerations when analyzing obstacles and restricted terrain
include—
z How the enemy is using obstacles and restricted terrain features.
z The composition of the enemy’s reinforcing obstacles.
z How obstacles and terrain may affect the movement or maneuver of the unit.
z Whether friendly forces can avoid or reduce such features if necessary.
z How the platoon can detect and—if desired—bypass the obstacles.
z Where the enemy has positioned weapons to cover the obstacles, and what
types of weapons they are using.
z If the platoon must support a breach, where the expected breach site is and
where the enemy will overwatch the obstacle.
2-74.Defensive considerations when analyzing obstacles and restricted terrain
include—
z Where the enemy wants to go.
z How existing obstacles and restricted terrain may affect the enemy.
z How to protect signal systems from enemy detection using terrain masking
techniques.
Avenues of Approach
2-75.An avenue of approach is a path used by an attacking force leading to its
objective or to key terrain. Avenues of approach exist in all domains (ADP 3-90).
Avenues of approach are classified by type (mounted, dismounted, air, or
subterranean), formation, and speed of the largest unit traveling on it. The platoon
leader primarily focuses on identifying mounted avenues of approach and avenues
of approach in cyberspace and the electromagnetic spectrum.
2-76.Since signal teams may not be as mobile or have the robust defensive
capabilities of maneuver elements, signal planners and leaders should be careful to
avoid selecting signal sites along likely enemy avenues of approach.
2-77.Mobility corridors are classified based on the distance between the terrain
features that form the corridor. Though their ranges are not absolute, mobility
corridors reflect the relative and approximate distance between terrain features. For
more information on mobility corridors, refer to ATP 2-01.3.

2-78.Offensive considerations the leader can include in an evaluation of avenues of

approach include—
z How the signal platoon’s retransmission sites can support each friendly
avenue of approach to support movement and maneuver.
z How each avenue will support movement techniques, formations and, once
the unit makes enemy contact, maneuver.
z Whether variations in trafficability necessitate changes in formations or
movement techniques, or require clearance of restricted terrain.
z The advantages and disadvantages of each avenue of approach.
z The enemy’s likely counterattack routes.
z Which lateral routes the platoon could use, and which the enemy could use
to threaten the platoon’s flanks.
z How each avenue of approach might affect the rate of movement.
2-79.Defensive considerations the leader can include in an evaluation of avenues of

approach include—
z Likely enemy avenues into the platoon’s area of operations.
z How the enemy can use each avenue of approach.
z Lateral routes the enemy could use to threaten the platoon’s flanks.
z Site defensive plans and escape routes for signal sites.
Key Terrain
2-80.Key terrain is an identifiable characteristic whose seizure or retention affords a
marked advantage to either combatant (ADP 3-90). Identification of key terrain is a
conclusion, usually arrived at after enemy analysis and development of the plan,
rather than by direct observation.
2-81.A prominent hilltop overlooking an avenue of approach may or may not be key
terrain. Clear observation and fields of fire means little if the enemy can easily bypass
it. However, if it offers cover and concealment, observation, and good fields of fire
on multiple avenues of approach, or is on the only avenue of approach, then it offers
a definite advantage to whoever controls it.
2-82.Decisive terrain is key terrain whose seizure and retention is mandatory for
successful mission accomplishment (ADP 3-90). Some situations have no decisive
terrain.
2-83.Platoon leaders look at the tactical considerations in analyzing key terrain and
consider the following:
z Whether the terrain is important for friendly observation, both for command
and control and in calling for fire.
z Whether the terrain is important to the enemy and why.
z Whether the terrain is important to the platoon or company.
z Which terrain the higher headquarters has identified as key terrain.
z Whether this terrain is also important to the enemy.

Chapter 2
z Whether the enemy controls this key terrain.

z Whether the terrain supports terrain masking to prevent the enemy detecting
friendly communications.
z Whether the terrain affects employment of communications nodes, such as
retransmission sites.
Observation and Fields of Fire

2-84.Platoon leaders identify locations along each avenue of approach that provide
clear observation and fields of fire for the attacker and defender. They analyze the
area surrounding key terrain, objectives, engagement areas, and obstacles; and locate
intervisibility lines (ridges or horizons which can hide equipment or personnel from
observation). They also assess the ability of the attacking force to overwatch or
support movement with direct fire. An intervisibility line analysis enables the leader
to visualize the profile view of terrain when only a topographic product (map) is
provided (see figure 2-5).
Figure 2-5. Example intervisibility line

Note. An intervisibility line exists only relative to the location of the known or
suspected enemy position and the friendly platoon. Once either the platoon or the
enemy unit moves from its location, the intervisibility line may no longer mask
friendly movement.
2-85.When analyzing fields of fire, platoon leaders consider the friendly and enemy
potential to cover avenues of approach and key terrain, in particular with direct fires.
Additionally, platoon leaders identified as an observer, either primary or alternate,
for indirect fires, identify positions where they can adequately observe the impact
and effects of mortar or artillery rounds and adjust as required.
2-86.Offensive considerations when analyzing observation and fields of fire
include—
z Whether clear observation and fields of fire are available on or near the
objective for enemy observers and weapon systems.
z Where the enemy can concentrate fires.
z Where the enemy will be unable to concentrate fires.
z Where the enemy is vulnerable.
z Where friendly forces can conduct support by fire or assault by fire.
z Where the natural target registration points are.
2-87.Defensive considerations in analyzing observation and fields of fire include—

z Locations that have clear observation and fields of fire along enemy avenues
of approach.
z Where the enemy will establish firing lines or support-by-fire positions.
z Where friendly forces will be unable to mass fires.
z Where dead space exists in the area of operations.
z Where the platoon is vulnerable.
z Where natural target registration points exist.
z How obvious these positions are to the enemy.
Cover and Concealment

2-88.All leaders in the platoon look at the terrain, foliage, structures, and other
features along avenues of approach and on objectives or key terrain to identify sites
that offer cover and concealment. Cover is protection from the effects of fires (FM
3-96), whereas concealment is protection from observation or surveillance
(FM 3-96). In the defense, positions must be lethal to the enemy and survivable by
the platoon.
2-89.Concealment—more specifically camouflage—is critical when enemy aviation
assets or unmanned aircraft systems may be present in the area of operations.
Preventing the enemy from identifying the composition or disposition of the signal
platoon reduces the likelihood of being targeted by enemy direct or indirect fires.

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2-90.Offensive and defensive considerations must be made:

z Offensive considerations include—
The axis which affords clear fields of fire and cover and concealment.
The terrain which provides bounding elements with cover and
concealment while increasing lethality.
z Defensive considerations include—
Locations that afford cover, concealment, and good observation.
How friendly and enemy forces can use the available cover and
concealment—including terrain, infrastructure, and buildings—to avoid
detection.
How friendly signal forces can use terrain masking or manmade
structures to conceal or minimize the signal systems’ electromagnetic
signature to prevent detection by the enemy.
Military Aspects of Weather

2-91.The military aspects of weather are—
z Visibility.
z Winds.
z Precipitation.
z Cloud cover and ceiling.
z Temperature and humidity.
z Atmospheric pressure.
2-92.Platoon leaders determine how the weather will affect the visibility, mobility,
and survivability of the platoon and that of the enemy, reviewing the company
commander’s conclusions and identifying their own (refer to ATP 2-01.3).
Visibility
2-93.Platoon leaders identify critical conclusions about visibility factors such as light
data, fog, smog, smoke, and dust. They consider light data and identify critical
conclusions about beginning of morning nautical twilight, sunrise, sunset, end of
evening nautical twilight, moonrise, moonset, and percentage of illumination. Some
additional visibility considerations include—
z Whether the sun will rise behind the attack or in the platoon members’ eyes.
z How the platoon can take advantage of limited illumination.
z How visibility will affect enemy target acquisition.
z When night vision devices will be most effective or ineffective.
z Whether certain parts of the platoon area of operations are prone to fog at
particular times of the day or times of the year.

Winds
2-94.Winds of sufficient speed can reduce the combat effectiveness of a force
downwind as the result of blowing dust, obscurants, sand, or precipitation. The
upwind force usually has better visibility. CBRN operations usually favor the upwind
force. Windblown sand, dust, rain, or snow can reduce the effectiveness of radar and
communications systems.
2-95.Wind is described as from…to… as in winds are from the east moving to the
west. The leader must determine—
z Whether wind speed will cause obscurants to dissipate quickly.
z Whether wind speed and direction will favor enemy use of obscurants.
z Whether wind speed and direction will affect the employment of antenna
masts.
z Whether there is potential for CBRN contamination.
2-96.The smell of petroleum products used by the platoon can carry in heavy winds,
revealing the general location of a concealed or camouflaged position. Depending on
the direction, heavy winds can either mask the sound of a generator or cause the
sound to carry considerable distances. All leaders in the signal platoon must consider
how their individual systems will benefit from, or be hindered by, the wind.
2-97.Signal systems, especially large antennas, may suffer adverse effects from high
winds. Some antenna systems require extra guy wires, supports, and anchor stakes
to withstand heavy wind loading. Wind-blown sand and grit can damage electrical
wire insulation over time or clog the environmental control units common on large
signal assemblages.
Precipitation
2-98.Precipitation includes rain, sleet, snow, and hail. Precipitation affects soil
trafficability, visibility, and optical systems. Heavy precipitation can reduce the
quality of supplies in storage. Heavy rain or snow cover can reduce the efficiency of
many communications systems, particularly satellite communications systems (refer
to ATP 6-02.54). Precipitation considerations include—
z How precipitation, or lack of precipitation, will affect the mobility of the unit
or of enemy forces.
z How precipitation, or lack of precipitation, will add to the unit achieving
surprise.
z Particular locations in the area of operations that the platoon should avoid
during times of increased precipitation, either due to flooding or extremely
loose soil.
z Particular portions of the route that may be susceptible to freezing or black
ice due to precipitation.

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Cloud Cover
2-99.Cloud cover affects ground operations by limiting illumination and solar
heating of targets. Heavy cloud cover may degrade target acquisition systems,
infrared guided munitions, and general aviation operations. Partial cloud cover can
cause glare, a condition attacking aircraft might use to conceal their approach to the
target. Some types of clouds reduce the effectiveness of radar systems. Clouds may
reflect, absorb, scatter, diffract, or refract radio waves. Cloud cover affects different
frequencies of radio waves to greater or lesser extent. As an example, extremely high
frequency and super high frequency satellite communications signals suffer much
greater signal loss through heavy cloud cover than systems that operate at lower
frequencies. Heavy cloud cover (or fog) may reduce the performance of satellite
communications systems. Cloud cover considerations include—
z How cloud cover will affect satellite communications transport.
z What are time periods during which cloud cover will reduce the effectiveness
of communications equipment.
Temperature and Humidity

2-100. Extreme shifts in temperature and humidity reduce personnel and equipment
capabilities and may require the use of special shelters or equipment. Air density
decreases as temperature and humidity increase. The leader identifies critical factors
about temperature, including high and low temperatures and the effects of obscurants
and CBRN. Temperature and humidity considerations include—
z How temperature and humidity will affect the team and equipment.
z Whether temperatures and humidity favor the use of non-persistent CBRN.
z How extreme heat or extreme cold will affect battery life in handheld devices,
such as radios and optics.
Atmospheric Pressure
2-101. Atmospheric pressure may significantly impact aviation operations,
including those of unmanned aircraft systems. Based on the elevation of the area of
operations, atmospheric pressure may affect the lift capacity of aircraft, including
resupply and medical evacuation helicopters, if present in the area of operations.
Analysis of Troops and Support Available

2-102. Platoon leaders realistically and objectively study their platoon to determine
the number, type, capabilities, and condition of available friendly troops and other
available support. Analysis of troops and support determines what assets will be
available to accomplish the mission and the combat potential of the unit. The platoon
leader and platoon sergeant attempt to determine—
z The strengths and weaknesses of subordinate leaders.
z The supply status of class I, III, and V and other necessary items.
z The present physical condition of the platoon—health, morale, and sleep.
z The condition of assigned platoon equipment.

z The unit’s training status and experience relative to the mission.

z Additional personnel or units that will accompany the platoon.
z Additional assets required to accomplish the mission.
z The condition of attached units or those in direct support.
z Indirect fire available, by type, and when it will become available.
z Site defense augmentation available.
Note: Security force augmentation for remote signal sites may not always be
available. Signal Soldiers must be adequately prepared to defend remote sites,
though signal teams are not equipped to defend against a large enemy force.
Teams should try to remain concealed and report enemy activity to higher
headquarters. Signal teams conduct continual risk assessments from remote sites
to determine survivability and the probability of mission success. Platoon leaders
must carefully track specific threats and move teams quickly when in danger.
2-103. The platoon leader cannot be expected to think of every aspect of the platoon
to analyze and so asks for help when the situation exceeds the platoon’s capabilities.
Assistance can come from either within or external to the company.
Analysis of Time Available

2-104. Platoon leaders visualize their platoon in time and space. As events occur,
the platoon leader adjusts the time available to the platoon and assesses its impact on
the mission. Understanding how long it takes to execute a task helps determine where
the platoon will be upon completion of that task. The platoon leader must consider—
z Overall time available.
z Priorities of work to be accomplished, including security, maintenance,
resupply, coordination, rehearsals, inspections, and sleep.
z Planning and preparation.
z Times specified by the commander in the OPORD for such activities as
movement, reconnaissance, rehearsals, and logistics package operations.
z Company and battalion or squadron timeline.
z Enemy timeline.
2-105. Platoon leaders conduct reverse planning to ensure the platoon can
accomplish all specified, implied, and essential tasks in the time available. They
develop a reverse planning timeline, beginning with actions on the objective and
working backward through each step of the operation and preparation to the present
time.
Analysis of Civil Considerations

2-106. Civil considerations are the influence of manmade infrastructure, civilian
institutions, and attitudes and activities of the civilian leaders, populations, and
organizations within an area of operations on the conduct of military operations

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(ADP 6-0). Civil considerations of the operational environment either help or hinder
friendly or enemy forces. The difference lies in taking the time to learn the situation
and its possible effects on the operation. Considerations in analysis of civil
considerations include—
z How civil considerations will affect the operation.
z How the operation will affect civilians.
z How friendly forces build national will in the platoon’s area of operations.
2-107. The battalion or squadron provides the company and platoon an analysis of
civil considerations that affect the mission. The memory aid the battalion or squadron
may use to analyze and describe these civil considerations is areas, structures,
capabilities, organizations, people, and events (ASCOPE). Refer to ATP 2-01.3 for
more information about civil considerations.
RISK ASSESSMENT
2-108. Risk assessment is the identification and assessment of hazards (first two
steps of the risk management process) (JP 3-26). Leaders at all levels manage risk to
protect the force and aid in mission accomplishment. The platoon leader identifies
risks based on the results of mission analysis. The platoon leader and platoon
sergeant conduct continual risk assessment throughout the duration of the mission.
2-109. Once leaders identify risks, they attempt to mitigate or eliminate those risks
through the use of controls. The commander establishes the overall risk tolerance
level for the mission. Platoon leaders determine in their plan how to reduce risk to
an acceptable level. For example, leaders may mitigate the risk of fratricide by taking
into consideration surface danger zones and risk estimate distances, resulting in the
emplacement of target reference points and phase lines used to control maneuver and
thus reduce this risk. Refer to ATP 5-19 for more information on the risk
management process.
DEVELOP THE PLAN AT THE PLATOON LEVEL

2-110. The platoon leader generally receives a directed course of action from the
company commander. As a result, the platoon leader has only to determine how to
accomplish the platoon’s assigned tasks while meeting the commander’s intent.
2-111. The platoon leader begins to develop a plan that is—
z Suitable—must accomplish the given task.
z Feasible—is executable given the skills, time, and resources on hand.
z Acceptable—the military advantage gained justifies the expected cost.
z Distinguishable—differs sufficiently from other approaches (if required)
considered to achieve the given task.
z Complete—fully addresses who, what, where, when and how, from start to
finish.

2-112. Platoon leaders compare and contrast friendly combat power with the enemy,
looking to—
z Identify an enemy weakness to exploit.
z Identify friendly strengths to exploit the enemy weakness.
z Identify enemy strengths to mitigate.
z Identify friendly vulnerabilities to protect.
2-113. Platoon leaders may be able to accomplish the given task and purpose in more
than one way. They consider tactics, techniques, and procedures from doctrinal
publications, company, battalion, or brigade tactical SOPs, history, lessons and best
practices, or other resources to determine whether a solution to a similar tactical
problem already exists.
2-114. Platoon leaders determine what combinations of personnel and systems they
need to accomplish their assigned tasks. This is known as assigning troops to task,
and is based on the mission variables (METT-TC) the leader faces, such as having
an attachment of engineers or other enablers.
2-115. Platoon leaders identify the best ways to use the available terrain to mitigate
the enemy’s ability to detect and locate friendly transmissions. They develop the
maneuver control measures necessary to execute the mission, prevent fratricide, and
clarify the task and purpose.
2-116. Platoon leaders ensure every communications asset in the platoon is fully
employed, every asset is attached, and adequate control is provided for each element.
2-117. Platoon leaders solidify the plan by notionally fighting it against how they
believe the enemy will operate. Asking what if throughout the process can help
identify points of friction not previously considered.
2-118. This process may be done solely by platoon leaders who review the plan up
to that point, or by including the platoon sergeants and other subordinate leaders’
input. This enables platoon leaders to—
z Determine how to maximize the effects of the platoon while protecting the
platoon and minimizing collateral damage.
z Anticipate events in the area of operations.
z Determine conditions and additional resources required for success.
z Identify additional control requirements.
z Identify friendly coordination requirements.
z Appreciate the time, space, and triggers needed to initiate signal site
displacement.
z Develop control measures to aid in control, flexibility, and synchronization.
z Project sustainment expenditures, friendly casualties, and resulting medical
requirements.
z Determine defense requirements for signal sites and coordinate with nearby
units for support.
z Complete paragraphs three, four, and five of the OPORD.

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STEP 4 – INITIATE MOVEMENT

2-119. Platoon leaders initiate movements necessary to continue mission
preparation or to posture the unit for starting the mission. This step can be executed
anytime during the sequence of troop leading procedures. It can include execution of
priorities of work; movement to an assembly area, battle position, or a new area of
operations; or the movement of guides or quartering parties.
STEP 5 – CONDUCT RECONNAISSANCE

2-120. Signal site reconnaissance involves representatives from the parent unit G-3
or S-3 and key signal leaders. The reconnaissance team should ensure all key leaders
from the platoon participate in site reconnaissance and maintain radio
communications at all times. The proposed site should be large enough to
accommodate all signal assemblages and support equipment.
2-121. Leaders must ensure the site is defensible and offers adequate escape routes
to prevent overrun by an enemy force. They should also consider how well the site
is concealed from major roads or other vantage points and how the site’s natural
terrain can support terrain masking to prevent enemy direction finding. Refer to FM
6-02 for more information about site selection and reconnaissance.
STEP 6 – COMPLETE THE PLAN

2-122. Platoon leaders refine their plan, prepare analog and digital overlays,
complete sustainment requirements, and update the tentative plan based on the latest
reconnaissance. Platoon leaders prepare briefing sites and other briefing materials
they might need to present the OPORD directly to their platoon. Based on the unit
SOP and to maximize use of time, other members of the platoon may prepare
graphics, overlays, briefing sites, or briefing materials.
2-123. Using the five-paragraph OPORD format helps platoon leaders explain all
aspects of the operation:
z Situation.
Terrain.
Enemy.
Higher and adjacent friendly units.
z Unit mission.
z Execution.
z Support.
z Command and signal.
2-124. The OPORD format serves as a checklist to ensure coverage of all relevant
details of the operation. Ultimately, the plan should be as simple as possible, while
at the same time ensuring the platoon’s signal support plan supports the company
commander’s intent.

STEP 7 – ISSUE THE ORDER

2-125. The OPORD precisely and concisely explains the platoon leader’s concept
of how the platoon will accomplish its mission. Time and security permitting, the
platoon leader issues the order from a vantage point overlooking the terrain on which
the platoon will maneuver to as many members of the platoon as possible. The
platoon leader delivers the OPORD quickly, with confidence, and in a manner that
allows subordinates to concentrate on understanding the platoon leader’s vision, not
just repeating what is said verbatim.
2-126. The platoon leader uses a terrain model, sand table, sketches, or the map to
orient the platoon. The platoon leader can also build a model of the area of operations
using a briefing kit that contains such items as engineer tape, colored yarn, 3 x 5-
inch index cards, and vehicle models.
2-127. Whenever possible, platoon leaders issue the order in person. They look into
the eyes of their subordinate leaders to ensure each one understands the mission and
what the platoon must achieve. If platoon leaders already addressed an item
adequately in a previous WARNORD, they simply state no change, or provide
necessary updates. Ultimately, the platoon leader briefs the OPORD in the most
effective manner to convey information to subordinates, whether over the radio,
through available digital mission command platforms, or on a sand table, terrain
model, or map.
2-128. Platoon leaders complete the order with a confirmation brief. At a minimum,
section sergeants and team chiefs should be able to backbrief the platoon’s mission
and intent, the company commander’s intent, their own tasks and purpose, and when
they will inform their teams of the mission details if they were not present at the
OPORD brief. The confirmation brief provides an opportunity to identify or
highlight issues or concerns. Figure 2-6 on page 2-30 outlines the five-paragraph
OPORD format.

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Figure 2-6. Operation order format
STEP 8 – SUPERVISE AND REFINE

2-129. After issuing the OPORD, the platoon leader and subordinate leaders must
ensure the required activities and tasks are completed quickly before mission
execution. Supervision is the primary responsibility of all leadership. Platoon leaders
and subordinate leaders must check those items or events deemed important for
mission accomplishment. This includes, but is not limited to—
z Conducting backbriefs on all aspects of the platoon mission.
z Ensuring the second-in-command in each element is prepared to execute in
the platoon leader’s absence.

z Observing rehearsals.
z Inspecting load plans to ensure teams carry what is necessary for the mission
or what the OPORD specifies.
z Inspecting the status and serviceability of weapons and communications
systems.
z Inspecting maintenance activities.
z Ensuring local security is maintained.
ABBREVIATED TROOP LEADING PROCEDURES

2-130. When there is not enough time to conduct all eight steps of troop leading
procedures in detail, such as when a change of mission occurs after an operation is
in progress, the platoon leader truncates the troop leading procedures to save time.
The platoon leader follows most steps of abbreviated troop leading procedures
mentally, but skips none of the steps.
2-131. Once the order is received, the platoon leader conducts a quick map
reconnaissance, analyzes the mission using the mission variables (METT-TC), and
contacts the team chiefs. The platoon leader ensures the team chiefs post the
minimum required control measures on their maps and issues a FRAGORD that
covers the key elements of the enemy and friendly situations, the platoon mission,
and the concept of the operation. The FRAGORD may omit the sustainment and
command and signal paragraphs if they are unchanged or covered by a tactical SOP.
The platoon leader and team chiefs may also conduct a quick walk-through rehearsal
of critical elements of the support plan using a hastily prepared terrain model or sand
table.
2-132. In some cases, there may not be enough time even for these shortened
procedures. The platoon may have to move out and receive FRAGORDs by radio or
at the next scheduled halt. In this case, it becomes critical for the platoon leader to
send platoon FRAGORDs to the team chiefs explaining the platoon’s purpose within
the overall company plan.
2-133. Digital systems are valuable tools when the platoon is forced to use
abbreviated troop leading procedures and FRAGORDs. Digital systems allow the
platoon leader to designate waypoints to help in navigation and target reference
points to help in weapons orientation while en route to the objective.
2-134. Other keys to success when abbreviated troop leading procedures are in effect
include a well-trained platoon; clearly developed, thoroughly understood SOPs; and
an understanding by all members of the platoon of the current tactical situation. The
platoon leader and platoon sergeant keep the platoon informed of changing enemy
and friendly situations. They accomplish this by monitoring the company net and
issuing frequent updates to the other teams using radios and mission command
information systems.

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SECTION III – REHEARSALS

2-135. Rehearsals are practice sessions conducted to prepare units for an upcoming
operation or event and the most valuable tool in preparing the platoon for the
upcoming operation. Effective rehearsals require teams to perform required tasks,
ideally under conditions as close as possible to those expected for the actual
operation. Participants maneuver their actual vehicles or use vehicle models or
simulations while interactively verbalizing their elements’ actions.
2-136. The PACE plan helps ensure the maneuver unit can continue to communicate
if its primary means of communication fails. Units should rehearse and validate the
PACE plan during mission and communication rehearsals to ensure the alternate,
contingency, and emergency means of communication are viable and that all
personnel understand the triggers and can execute the plan as necessary.
2-137. Rehearsals should include such crew drills as requests for indirect fire
support, contingency actions, actions on contact, and emergency destruction.
Contingency plans should cover vehicle breakdowns, lost vehicles, and accidents.
2-138. In a platoon-level rehearsal, the platoon leader selects the tasks to rehearse
and controls execution of the rehearsal. The platoon leader may designate a
subordinate leader to role-play the enemy they anticipate facing during the operation.
Note. A rehearsal is different from the process of talking through a plan. For
example, in a rehearsal, section sergeants send a complete spot report when
reporting enemy contact, rather than simply saying, I would send a spot report
now.
REHEARSAL PURPOSES
2-139. Platoon leaders use well-planned, efficiently run rehearsals to accomplish the
following purposes:
z Reinforce training and increase proficiency in critical tasks.
z Reveal weaknesses or problems in the plan.
z Synchronize the actions of the signal teams.
z Confirm coordination requirements between the platoon and adjacent units.
z Improve each platoon member’s understanding of the concept of the
operation, the signal support plan, anticipated contingencies, and possible
actions and reactions for various situations that may arise during the
operation.
REHEARSAL TYPES
2-140. The platoon leader can choose among several types of rehearsals,
including—

z Backbriefs.
z Combined arms rehearsals.
z Support rehearsals.
z Battle drill or SOP rehearsals.
BACKBRIEF
2-141. A backbrief is a briefing by the team chiefs to the platoon leader to review
how each intends to accomplish their respective portions of the mission. Normally,
subordinates perform backbriefs throughout preparation. Backbriefs allow platoon
leaders to clarify the mission early in subordinate planning and identify any problems
in the concept of the operation. In the signal platoon, the platoon leader conducts
backbriefs after the team chiefs have had a chance to review the OPORD but before
the platoon rehearsal begins.
COMBINED ARMS REHEARSAL

2-142. A combined arms rehearsal is a rehearsal in which subordinate units
synchronize their plans with each other and is normally conducted at company-level
and above. If they participate in a combined arms rehearsal, platoon leaders generally
brief their task and purpose, composition, disposition and key actions executed by
phase, though the exact information briefed varies by unit SOP.
SUPPORT REHEARSAL
2-143. The support rehearsal helps synchronize each warfighting function with the
overall operation. Platoon leaders may take part in the support rehearsal depending
on their task and purpose and how it relates to the higher headquarters’ operation.
BATTLE DRILL OR STANDARD OPERATING PROCEDURE REHEARSAL

2-144. Battle drills are collective actions performed without the application of a
deliberate decision-making process. A battle drill is initiated on a cue, such as an
enemy action or a leader’s command. A battle drill is a trained response to a given
stimulus. Battle drills require minimal leader orders to accomplish. Synchronization
and reaction speed are enhanced when battle drills are identified and the required
reactions are defined in the unit SOP and rehearsed during training.
2-145. A battle drill or SOP rehearsal ensures all participants understand a technique
or a specific set of procedures. Throughout preparation, signal teams rehearse battle
drills and SOPs. These rehearsals do not require a completed order from the company
to execute. Platoon leaders place priority on drills for actions they anticipate
occurring during the operation. Refer to FM 6-0 for more information about battle
drills.

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METHODS OF REHEARSALS
2-146. Rehearsals should follow the crawl-walk-run methodology whenever
possible (see figure 2-7). This prepares the platoon for increasingly difficult
conditions. Refer to FM 6-0 for more information on rehearsals. Security must be
maintained, however, units can conduct these forms of rehearsals if mission variables
permit:
z Full-dress rehearsal.
z Key leader rehearsal.
z Terrain-model rehearsal.
z Digital terrain-model rehearsal.
z Sketch-map rehearsal.
z Map rehearsal.
Figure 2-7. Methods of rehearsals
FULL-DRESS REHEARSAL
2-147. A full-dress rehearsal includes every participating platoon member and
system, executed on terrain similar to the area of operations, initially under good
light conditions, and then in limited visibility. Any attachments to the signal platoon
take part in this rehearsal, bringing with them any equipment they require to execute
the mission.

REDUCED-FORCE (KEY LEADER) REHEARSAL

2-148. This rehearsal involves only key leaders of the organization and subordinate
units and normally takes fewer resources than a full-dress rehearsal. Terrain
requirements mirror those of a full-dress rehearsal. A reduced-force (key leader)
rehearsal can be used to prepare key leaders for a full-dress rehearsal.
TERRAIN-MODEL REHEARSAL
2-149. The terrain-model rehearsal is the most popular rehearsal technique. A
terrain-model rehearsal takes far less time and fewer resources than a full-dress or
reduced-force (key leader) rehearsal. This technique employs an accurately
constructed model to help subordinates visualize the mission. When possible, the
platoon leader places the terrain model near, or where it overlooks, the actual terrain
of the area of operations. The model should be large enough to depict graphic control
measures and important terrain features for reference and orientation. Based on size,
participants walk or move markers representing signal equipment, such as
retransmission sites around the table or model, using complete radio transmissions,
to practice their actions in relation to other members of the platoon. The platoon
should take care to conceal the terrain model from enemy air assets.
DIGITAL TERRAIN-MODEL REHEARSAL

2-150. During a digital terrain-model rehearsal, units drape high-resolution imagery
over elevation data, creating a fly-through or walk-through of the mission. The model
may link graphics, detailed information, unmanned aircraft systems, and ground
imagery to key points to provide accurate insight to the plan.
SKETCH-MAP REHEARSAL
2-151. Sketch-map rehearsal procedures are similar to those for the terrain-model
rehearsal. The sketch must be large enough to allow all participants to see as each
subordinate walks through an interactive oral presentation of their actions. Signal
teams can use symbols to represent their locations and maneuver on the sketch and
use complete radio transmissions when executing their movements.
MAP REHEARSAL
2-152. Procedures for a map rehearsal are similar to those for the sketch-map
rehearsal, except the leader uses a map and operation overlay of the same scale as
the platoon leader used to plan and control the operation. This technique is useful in
conjunction with a confirmation brief or backbrief involving subordinate leaders.
PRECOMBAT CHECKS AND INSPECTIONS

2-153. The platoon leader or platoon sergeant observes each team during preparation
for combat. They conduct precombat checks and inspections once the team chiefs
report their teams and vehicles are prepared. It is understood that platoon leaders will

Chapter 2
check items they deem critical for the upcoming operations, but the team chiefs check
all items based on the unit tactical SOP. Failure at the team chief level to check all
systems—not just the ones the platoon leader inspects personally—could lead to a
critical element or piece of equipment failing during operations.
PRECOMBAT CHECKS
2-154. Precombat checks differ from precombat inspections in that they are quick
combat checks performed at team-level designed to account for individuals and
equipment. Precombat checks do not require formal advance notification. They are
designed to be quick and concise, verifying the teams have all necessary equipment
to accomplish their mission. Examples for signal precombat checks include—
z Retransmission team checks (see appendix B).
z COMSEC.
Fill devices.
Courier cards.
Changeover times.
z Radio checks and communications cards.
z Fuel level in vehicles and generators.
z Military vehicle driver’s licenses.
z Maps and overlays of the area of operations.
z Ammunition checked and stored properly.
z Vehicles uploaded according to the unit tactical SOP.
z Teams’ uniforms and equipment necessary to accomplish the tasks are
accounted for.
Note. The standardization of load plans allows the platoon leader and platoon
sergeant to quickly check accountability of equipment. It also ensures standard
locations of equipment in each vehicle. This can be an important advantage if the
platoon leader is forced to switch to a different vehicle during an operation.
PRECOMBAT INSPECTIONS
2-155. Precombat inspections allow the platoon leader to check the platoon’s
operational readiness. The key goal of a precombat inspection is to ensure that teams
and communications systems are fully prepared to execute the upcoming mission.
The platoon leader includes the time and location for precombat inspections in the
platoon OPORD, reinforcing their importance and ensuring they occur as part of pre-
mission preparation.
2-156. It is essential that the entire platoon chain of command know how to conduct
precombat checks and precombat inspections according to applicable SOPs.
Examples of an inspection include—

z Perform before-operation preventive maintenance checks and services and

report or repair deficiencies, if necessary.
z Perform communications checks of voice and digital systems.
z Inspect and verify maps and corresponding analog and digital graphics.
z Ensure teams understand the plan and are in the correct uniform and mission-
oriented protective posture based upon the threat level.
z Determine ammunition types the mission requires.
z Review the supply status of rations, water, fuel, oil, ammunition,
pyrotechnics, first-aid kits, and batteries for such items as flashlights, night
vision devices, and CBRN alarms.
z Ensure vehicles and communications assemblages are correctly camouflaged
to match the area of operations.
SECTION IV – TRAINING IN THE PLATOON

2-157. At the company and platoon levels, training models are developed and used
as a simple and effective planning and execution tool for small-unit and individual
training events. Training models are a general framework of the major activities and
steps to plan training; they do not provide enough detail to develop the unit training
plan or to develop and coordinate training events. The unit can modify training
models based on collective experience.
8-STEP TRAINING MODEL

2-158. One common model to plan training events at company-level and below is
the 8-step training model (see figure 2-8 on page 2-38). The 8-step training model is
a flexible framework to plan and manage simple training events.

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Figure 2-8. The 8-step training model
STEP 1 – PLAN THE TRAINING EVENT

2-159. During step 1, company- and platoon-level leaders develop specific,
attainable, and measurable training objectives based on the commander’s training
guidance. Leaders should allocate and schedule enough time for the event on the
company training schedule. During planning, leaders—
z Create scenarios and instructions to support the evaluated training objectives.
z Identify resources needed, including training areas, simulators, supplies, and
outside trainers.
z Identify potential training hazards and mitigate associated risks. Refer to ATP
5-19 for more information about risk management.
z Develop training support and assessment plans as the basis for demanding,
realistic training.
STEP 2 – TRAIN AND CERTIFY LEADERS

2-160. Step 2 involves training and certifying leaders, including officers,
noncommissioned officers, civilians, and qualified individual Soldiers. The certified
leaders then train and certify other leaders. Qualified personnel demonstrate their
subject matter expertise and proficiency in performing the training task or tasks to
the objective standard. The train-the-trainer concept ensures leaders and trainers can
effectively instruct and certify the unit. Step 2 also includes training and certifying
opposing force elements and training role players to create a realistic, threat-based
training environment.

STEP 3 – RECONNOITER TRAINING SITES

2-161. Leaders conduct a reconnaissance of proposed training areas and facilities.
The leaders’ reconnaissance verifies the location can support the proposed training
and allow the unit to achieve its training objectives.
2-162. During step 3, leaders verify all necessary resources, training areas, and
training support plans are properly coordinated, scheduled, and prepared for the
training event. Leaders contact support site personnel and review scheduling and
coordination issues. If necessary, leaders modify the training plan to meet site
requirements and maximize training opportunities. Training events that are not
properly planned, coordinated, supported, and resourced are unlikely to meet the
established training objectives.
STEP 4 – ISSUE THE EVENT OPERATION ORDER

2-163. The event OPORD ensures subordinates have the information needed to
execute the training event. Through the OPORD, the commander clearly identifies
the tasks to be trained, the training objectives, and a clearly understandable mission
statement. The OPORD communicates the scope of the training, how to conduct the
event, and the tasks to train and evaluate. Successful training events require all
leaders to understand the expected training outcome, based on the commander’s
intent and objectives.
STEP 5 – REHEARSE
2-164. Rehearsals are critical to the execution of any operation or training plan. All
personnel involved in the training event participate in rehearsals to ensure they
understand and can synchronize and prepare for tactical actions. Company- and
platoon-level leaders supervise training rehearsals to ensure the platoon is prepared
to conduct organized and effective performance-oriented training. This step also
includes conducting opposing force rehearsals.
STEP 6 – EXECUTE THE TRAINING

2-165. Commanders ensure the training event occurs as planned and scheduled.
Effective training events require—
z Maximum participation of the training audience and leaders.
z Minimum training distractors.
z Leader involvement to check and supervise training, where necessary.
2-166. The designated trainers train Soldiers to ensure they can meet the training
objective. While unplanned contingencies often arise, commanders and platoon
leaders should make every effort to avoid cancelling a planned training event.
STEP 7 – CONDUCT AN AFTER ACTION REVIEW

2-167. During and after training, company and platoon leaders—

Chapter 2
z Review the tasks trained.

z Assess the unit’s training level compared to the training objective.
z Collect lessons learned to improve future training events and tactics,
techniques, and procedures.
2-168. Commanders record these assessments in the Digital Training Management
System for use in future training events or inclusion in the unit SOP.
STEP 8 – CONDUCT RETRAINING

2-169. Units should not end a training event until all scheduled tasks are trained to
standard and all training objectives are met. Leaders and trainers should retrain tasks
until the training audience achieves the standard before concluding the event.
2-170. Units often neglect retraining due to time or resource limitations or
conflicting scheduling requirements. However, retraining is often the most critical
step. Training to established standards builds competence and instills confidence in
units, leaders, and Soldiers. Commanders and subordinate leaders must honestly and
objectively assess their unit’s ability to meet performance standards.
Note: Refer to FM 7-0 for more information about unit collective training and
the 8-step training model.

Chapter 3
Support to Operations
Signal platoons at corps and below exist to support the operations of their parent maneuver
unit. It is important for signal platoon leaders to understand the maneuver doctrine and tailor
their signal support to the unit’s maneuver operation.
SECTION I – OFFENSE
3-1. Large-scale offensive operations are inherently mobile. Maneuver elements
will perform tactical enabling tasks away from the command posts using highly
mobile means of communications. The brigade combat team command posts
maintain upper tier tactical internet connectivity for communications to division, but
communication with subordinate echelons relies heavily on vehicle-mounted, man-
pack, and handheld communications devices (FM 6-02).
COMMAND POST OPERATIONS

3-2. Signal support allows command post personnel to access the full range of
Defense Information Systems Network services and capabilities. Command post
communications support is critical to transmit plans, develop and disseminate the
common operational picture, and to direct action to break the will of or destroy the
enemy.
3-3. To protect against a peer threat’s ability to locate and target radio signals, signal
leaders must collaborate with the cyber electronic warfare officer to plan support in
a way that limits the electromagnetic signature of the command posts. Measures to
reduce the electromagnetic signature of command posts and communications sites
include—
z Careful site selection for communications equipment.
z Employment of directional antennas.
z Operation using the lowest power required.
z Limitation of radio transmissions.
z Use of burst transmission to minimize transmission time.
z Use of a random battle rhythm schedule.
z Use of terrain masking.
z Use of camouflage net masking.
CORPS
3-4. The corps signal, intelligence, and sustainment company has enough organic
communications assets to support the corps main and tactical command posts at-the-

Chapter 3
halt. The corps headquarters requires augmentation to provide tactical internet

support for assigned or attached support units in the corps rear area.
3-5. Support units protecting supply routes may require communications
augmentation for assigned or attached battalions operating in the corps close and
deep areas. If a corps headquarters forward-deploys a tactical command post into the
close area, the signal platoon may require augmentation for security and defense.
3-6. Signal elements enable command and control as commanders maneuver their
forces to positions of relative advantage before contact. Redundant systems, PACE
plans, and diversity in the network architecture allow for communications throughout
the corps area of operations.
3-7. Although commanders need reliable communications, effective command and
control does not necessarily rely on continuous access to the DODIN-A. Subordinate
leaders exercising disciplined initiative according to the commander’s intent is the
basis for all operations. PACE plans, organic unit liaison teams, and digital liaison
detachments provide commanders options to enhance coordination and
interoperability. Units must train and rehearse procedures to operate by redundant
means and exercise disciplined initiative within the commander’s intent when
disconnected from the network. Execution of the PACE plan must be part of mission
rehearsals to ensure Soldiers understand and can execute the plan and that the
alternate, contingency, and emergency communications means are viable.
Main Command Post

3-8. The main command post controls current operations, performs detailed
analysis, and plans future operations. The main command post includes the command
group and most of the coordinating, special, and personal staff. Movement of the
various corps command posts is a function of transportation means and capacity. The
main command post requires considerable external transportation support to move.
Once displaced, the main command post requires time to set up facilities, establish
network communications, and correct connectivity problems (FM 3-94).
Tactical Command Post

3-9. The primary role of the tactical command post is as the alternate command post
of the corps. The tactical command post provides a place from which the commander
can exercise command and control while the main command post deploys or
displaces.
3-10.In a relatively static area of operations, the tactical command post may co-locate
with the main command post in the corps rear area. In a high-threat situation, the
tactical command post may offset from the main command post to enhance
survivability and provide redundancy in the event of an attack on the main command
post. In large-scale combat operations, the tactical command post may need to
dislocate frequently to maintain survivability. The tactical command post support
platoon must plan and rehearse for rapid command post displacement and
reestablishment.

Early Entry Command Post

3-11.Occasionally, the corps commander needs to establish a command post at a
remote location ahead of the other corps headquarters elements. In this circumstance,
the corps creates and deploys an early entry command post. The early entry command
post draws equipment and personnel from the tactical command post, main command
post, and other corps communications and security elements.
Mobile Command Group

3-12.The mission variables (METT-TC) may dictate the use of a mobile command
group. The mobile command group supports the information and operational needs
of the commander while away from the command post. The mobile command group
allows the corps commander to maintain situational awareness, receive reports, and
issue orders. This allows the commander to circulate and monitor the area of
operations, to remain mobile, to increase survivability, and to reduce the
electromagnetic signature of a large command post activity as the battle unfolds.
3-13.The corps commander determines the disposition of personnel and equipment
for the mobile command group capability, usually consisting of operations,
intelligence, and fires elements with the necessary signal assets to provide
connectivity. The mobile command group draws these signal assets from existing
authorizations for the main and tactical command posts.
DIVISION
3-14.The division’s organic communications assets include enough communications
assets to support the division main and tactical command posts. The division requires
augmentation of communications assets to provide signal support for assigned or
attached functional units providing protection, sustainment, and intelligence support
within the division rear area.
3-15.The division signal, intelligence, and sustainment company has three signal
platoons—the main command post support platoon, the tactical command post
support platoon, and the hub platoon. The tactical command post support platoon
supports the division headquarters G-6. The platoon leader must understand the
support required according to the G-6 scheme of signal support.
3-16.During planning and mission rehearsals, the signal, intelligence, and
sustainment company collaborates with the division G-6 to ensure G-6 planners
understand what communications capabilities will be available by phase of the
operation or critical points of the battle. Command post personnel and their signal
support elements must plan and rehearse rapid displacement to enhance command
post survivability and support the rapid advance of maneuver forces.
3-17.The responsibilities of the G-6 and signal company elements can overlap. The
G-6 may task Soldiers from the signal platoon to assist with laying of cable and fiber;
the G-6 network technician may be called upon for their knowledge of
communications nodes to assist the signal platoon.

Chapter 3
3-18.Signal platoons provide network access for their associated command post. The
signal platoon generally handles setup and tear-down of communications equipment
outside of the command post tents. G-6 personnel perform local area network setup
inside the tents.
Main Command Post

3-19.The division main command post integrates all of the warfighting functions and
special staff functions across the three planning horizons—
z Current operations—out to 48 hours.
z Future operations—out to 96 hours.
z Plans—beyond 96 hours.
3-20.The main command post typically operates from a deployed location in tactical
sanctuary within the division or corps area of operations, but beyond the range of
enemy cannon artillery.
3-21.When the commander decides to deploy one or both of the tactical command
posts to control current operations in the close area, the main command post supports
the operational tactical command post by performing deliberate targeting and
planning, executing shaping operations in the deep and deep maneuver areas, and
coordinating with the next higher echelon of command (corps, field army, or joint
task force) for joint and Army capabilities to support the division across all three
planning horizons.
3-22.The main command post support platoon installs, operates, maintains, and
secures tactical internet and network transport capabilities to support command post
operations, and tactical radio retransmission to communicate with subordinate and
adjacent units during the offense.

3-23.The division tactical command post support platoon supports two tactical
command posts. The ability to employ multiple tactical command posts gives the
division commander flexibility and redundancy tailorable to the situation. Options
for flexible employment include—
z Two separate tactical command posts operating independently, with one
displacing or silent while the other actively executes command and control
functions.
z Two tactical command posts consolidated for more robust capabilities when
the threat situation allows.
z One or both of the tactical command posts consolidated with the main
command post when there is no or minimal threat.
3-24.Upon tactical command post establishment, the signal platoon leader
establishes the layout of all signal assemblages and ensures the plan coincides with
the overall layout of the division command post. The platoon leader seeks clarifying
guidance from the G-6 to resolve questions about the equipment layout and setup.

The signal platoon provides connections to the division wide-area network while the
G-6 staff installs the local area network within the command post.
Hub Platoon
3-25.The hub platoon provides reachback connection between the deployed division
network and the DODIN for access to Defense Information Systems Network
services when regional hub node services are not available. Due to the size and
characteristics of its communications systems, the hub platoon emits a large
electromagnetic footprint. To prevent destruction of the main command post if an
enemy geolocates and targets the hub platoon, the division hub should set up
remotely from the command post when supporting operations in a contested
environment. The hub platoon should locate outside the range of enemy artillery to
prevent loss of network capabilities during offensive operations.
BRIGADE COMBAT TEAM

3-26.Brigade combat teams provide combat power in the close area. Elements of the
brigade combat team will be in close contact with enemy forces during offensive
operations. The main and tactical command posts maintain Defense Information
Network Services for planning and reachback, but maneuver elements rely heavily
on tactical radio and retransmission capabilities on the offense.
Main Command Post

3-27.The main command post ideally locates outside the close area during offensive
operations to support planning, sustainment, and tactical air control in the close area.
The main command post support platoon leader should collaborate with the cyber
electronic warfare officer to minimize the electromagnetic footprint of the command
post communications systems. The main command post should be prepared to
dislocate frequently during the offense to prevent an enemy locating and targeting
the command post capability with lethal fires.

3-28.The brigade combat team tactical command post deploys in the close area for
improved situational awareness when controlling the close battle. Because the
tactical command post operates within the range of enemy artillery, it must dislocate
frequently during offensive operations. The tactical command post support platoon
leader coordinates command post dislocation and battle handover with the main
command post support platoon leader, S-3, and S-6.
SINGLE-CHANNEL RADIOS AND RETRANSMISSION

3-29.Single-channel radio retransmission is a critical command and control enabler
during offensive operations. Because U.S. ground forces move rapidly in offensive
operations and the battlefield situation is fluid, retransmission teams must track the
progress of the maneuver operation and anticipate emerging communications

Chapter 3
requirements. This awareness helps retransmission teams maintain fully operational

networks to support the commander’s mission requirements.
3-30.Signal platoon leaders are responsible for testing retransmission locations. A
physical reconnaissance of the proposed retransmission site when possible, followed
by full rehearsal, helps ensure the retransmission network can provide coverage
across the area of operations. If multiple rehearsals are required, the platoon leader
should ensure adequate time to execute rehearsals. See chapter 2 for more
information about rehearsals. Refer to FM 6-02 for more information about signal
site reconnaissance. The G-6 generally has the most senior retransmission operators
in the division. Platoon leaders should be rely on their expertise when available.
CORPS
3-31.The corps retransmission networks connect the corps command posts with the
field army, adjacent corps, and subordinate divisions and brigade combat teams
during the offense. Subordinates use retransmission to corps to request support
capabilities not available at lower echelons, including air support, medical
evacuation, and requests for long-range fires in the deep area.
DIVISION
3-32. The main command post support platoon deploys and sets up retransmission
networks in support of the division’s mission. The division signal, intelligence, and
sustainment company coordinates with the division G-6 spectrum manager for
frequencies before an operation. The signal platoon plans and establishes the
retransmission sites. The retransmission vehicle generally co-locates with the
division tactical command post.
BRIGADE COMBAT TEAM

3-33.Maneuver elements of the brigade combat team have no access to command
post communications capabilities during the offense. They rely heavily on tactical
radios and retransmission networks to control offensive operations in the close area,
report combat information to their headquarters, and request support.
SECTION II – DEFENSE
3-34.The key to a successful defense is the orchestration and synchronization of
combat power across all available domains and the information environment to
converge effects (FM 3-0).
3-35.Signal support is critical to defensive operations. An accurate common
operational picture helps commanders develop and share situational understanding
to enable effective command and control. If forward observers cannot communicate
with supporting fires elements, an enemy could penetrate the Army force’s defenses.
3-36.In large-scale combat operations an attacking enemy will attempt to press
temporary advantages to disrupt friendly command and control. An enemy attack

may be preceded or accompanied by a barrage of cyberspace or electromagnetic

attacks to deny friendly forces’ communications. Signal forces must be trained and
ready to counter such attacks to preserve critical command and control
communications. (See chapter 3, section IV.)
3-37.Signal platoon leaders must ensure planned retransmission sites will continue
to support the unit in case of displacement to alternate and supplementary fighting
positions. Signal platoon leaders must understand and rehearse the PACE plan and
the maneuver plan and act within the commander’s intent.
COMMAND POST OPERATIONS

3-38.Command and control nodes in the rear area will have full Defense Information
Systems Network services, but must be prepared to displace to mitigate the risk of
being located and attacked. Command posts in the close area will likely rely mainly
on mobile communications capabilities, such as single-channel radios, radio
retransmission, and wideband communications on-the-move.
3-39.The main and tactical command post support platoons should rehearse plans for
battle handover and dislocation of command posts to mitigate the risk of the enemy
locating and targeting friendly command and control nodes.
SINGLE-CHANNEL RADIOS AND RETRANSMISSION

3-40.Corps and division commanders must be able to communicate with adjacent
units, subordinates, supporting joint forces, and host-nation and multinational forces.
Maneuver forces outside the command posts will rely heavily on single-channel
radios and retransmission during defensive operations.
AREA DEFENSE
3-41.During the area defense, Army forces have the full array of their organic and
augmenting communications systems to support the mission. Single-channel radio
systems support mobile forces with retransmission sites positioned behind the main
battle area, but capable of supporting primary and alternate defensive positions.
3-42.Narrowband (single-channel) satellite or HF radios can augment retransmission
where terrain or distance degrades or disrupts single-channel very high frequency
(VHF) communications. Units should rehearse the single-channel communications
plan for the area defense and mitigate any challenges before an enemy attack takes
place.
MOBILE DEFENSE
3-43.In the mobile defense, the success of the strike force attacking at the decisive
point and time relies on the timely and accurate flow of information. Signal soldiers
must be operationally-focused and able to rapidly adapt to the constantly changing
situation on the battlefield (FM 6-02).

Chapter 3
3-44.Signal support to an Army force conducting a mobile defense is similar to that

for an area defense. Retransmission sites supporting the mobile defense should co-
locate with other Army elements if possible. If the retransmission site operates
remotely, it may not receive immediate updates that it would otherwise.
EMERGENCY DESTRUCTION
3-45.If friendly communications nodes face imminent risk of being overrun,
operators must evacuate COMSEC material and encryption devices or destroy them
in place. Allowing COMSEC materials to fall into enemy hands compromises secure
communications. A COMSEC compromise disrupts all radio and data networks until
operators and net control stations can conduct emergency cryptographic key
supersession. Platoon leaders should include emergency destruction battle drills in
mission rehearsals to mitigate the risk of compromise. Refer to ATP 6-02.75 for more
information about emergency destruction.
SECTION III – COMMAND POST DISPLACEMENT
THE NEED FOR FREQUENT DISPLACEMENT

3-46.Maintaining continuity during displacement of a command post or catastrophic
loss requires designating alternate command posts and passing control between
command posts (FM 3-0). Despite any electromagnetic protection efforts to reduce
and mask the electromagnetic signature of a command post, a peer threat is likely to
locate it eventually. Frequent command post displacement reduces the chances of
destruction. Frequent moves are especially important when operating within the
range of enemy artillery.
COMMAND POST DISPLACEMENT STANDARD

OPERATING PROCEDURE CONSIDERATIONS
3-47.Timely and efficient command post displacement is a function of training,
SOPs, and rehearsals. A unit’s SOP should cover all aspects of displacement from
triggers for displacement to vehicle load plans. The G-3 or S-3 SOP establishes
movement triggers and responsibilities for displacement of command posts. To
enhance command post survivability, the main command post and tactical command
post support platoons must be prepared to displace command post communications
systems quickly. The signal platoon SOP for command post displacement should
include—
z Mission variable (METT-TC) factors. This helps to assess the threat situation
and determine probability of air or ground attack.
z A timeline for the site teardown and reestablishment of command post
communications systems.
z The tasks required to transfer primary communications functions to the
alternate command post during displacement.

COORDINATION AND HANDOVER BETWEEN

COMMAND POSTS
3-48.During command post displacement it is critical for one command post to be
designated to control the operation. The G-3 or S-3 designates the controlling
command post and directs displacement. The main command post and tactical
command post support platoon leaders coordinate with the G-6 or S-6 and between
the platoons before and after displacement and during handover.
SECTION IV – OPERATION IN A CONTESTED ENVIRONMENT

3-49.Peer threats consider friendly command and control networks to be high priority
targets. For this reason, threat militaries have developed extensive capabilities to
challenge friendly use of cyberspace and the electromagnetic spectrum. The
significant electromagnetic signature of major command posts makes them
vulnerable to enemy direction finding and geolocation.
3-50.Using techniques such as terrain masking and remote antennas moves the
electromagnetic signature away from command post activities. Signal leaders and
equipment operators must learn to recognize and respond to threat effects in
cyberspace and the electromagnetic spectrum.
3-51.The electromagnetic signature of current command posts cannot be reduced
without the application of training; tactics, techniques, and procedures; and emerging
technologies. Deployment of signal assets across a wide area can spread the
electromagnetic signature, rather than concentrating it at major command posts.
Collaborating with electromagnetic warfare elements to employ decoy and deception
techniques helps mask the nodes that have significant impact on information and
decision-making processes.
ENEMY ELECTROMAGNETIC ATTACKS

3-52.There are operational tactics, techniques, and procedures signal planners and
operators can implement to mitigate threat capabilities in the electromagnetic
spectrum. If an enemy cannot detect friendly signals, they cannot geolocate or jam
those signals.
3-53.Electromagnetic protection techniques can help mask the electromagnetic
signature of command posts and communications sites. The cyber electronic warfare
officer assists the G-6 or S-6 in planning electromagnetic protection measures to
reduce the command post signature. Platoon leaders implement these measures
during site reconnaissance and site setup.
TERRAIN MASKING
3-54.Terrain masking can effectively block radio signals from reaching enemy
direction finding capabilities. Signal site reconnaissance and selection should take
advantage of existing terrain features or manmade structures between the

Chapter 3
communications system and the forward line of own troops. Terrain masking
effectively blocks an enemy from detecting friendly radio signals.
CAMOUFLAGE NET MASKING

3-55.Radar reflective camouflage netting is an effective means of blocking
unintended electromagnetic radiation from the rear and sides of directional antennas.
Camouflage netting to the sides and back of a line of sight or satellite
communications antenna ensures only the main beam of the antenna radiates. The
main beam is highly directional; it is much harder to detect, since the enemy would
need to be directly in the transmission path.
LINE OF SIGHT
3-56.High-throughput line of sight radios can carry high bandwidth data over
distances up to 25 miles (40 kilometers), but the links need to be engineered to
minimize the chance of detection, targeting, and jamming. If the line of sight path is
parallel to the forward line of troops, an enemy is less likely to detect the signal, and
enemy jammers will be unable to reach the antenna with a strong enough signal to
jam the radio.
REMOTE ANTENNAS
3-57.Large command posts and their high-throughput communications systems emit
a significant amount of electromagnetic energy. While planners and operators can
mask some of this energy with careful siting, terrain masking, and directional
antennas, some electromagnetic energy remains. Because peer threats target friendly
command and control capabilities, anything near the communications system is at
risk of destruction from lethal fires.
3-58.Commanders and signal planners should consider locating major
communications assemblages as far from the supported command post as practical.
Placing terrain features, man-made structures, or distance between communications
systems and command posts provides the command post some protection from lethal
fires. Commanders and planners must consider the additional physical security and
site defense requirements for a remote site during planning.
RECOGNIZING AND RESPONDING TO ENEMY ELECTROMAGNETIC

ATTACKS
3-59.Many electromagnetic attacks exhibit clear indicators. Signal leaders and
equipment operators must learn to identify and respond to the effects of threat
electromagnetic attacks to minimize their impact on critical command and control
communications.

Single-Channel Radio and Retransmission Jamming

3-60.Radio operators must learn to recognize and react to electromagnetic jamming.
This is not always easy, since electromagnetic interference can be either internal or
external. Other sources having nothing to do with enemy jamming may cause
electromagnetic interference. Unintentional electromagnetic interference may be
caused by—
z Other radios (friendly or enemy).
z Other electronic, electrical, or electromechanical equipment.
z Atmospheric conditions.
z Equipment malfunction.
3-61.Radio operators must train to quickly differentiate between internal and

external interference. Refer to ATP 6-02.53 for more information about isolating and
eliminating internal sources of interference.
3-62.Electromagnetic jamming most commonly affects single-channel radio
systems. These radios include HF, VHF, and ultrahigh frequency (UHF) radios.
Jamming effects may be obvious or subtle. Obvious jamming is normally simple to
detect. When experiencing jamming, it is more important to recognize and overcome
the incident than to identify it formally.
3-63.Subtle jamming is less obvious because subtle jamming signals produce no
sound from the receivers. Although everything may appear normal to the radio
operator, the receiver cannot receive an incoming friendly signal. Often, users
assume their radios are malfunctioning, instead of recognizing subtle jamming. Table
3-1 on page 3-12 lists some common types of jamming signals and their
characteristics.

Chapter 3
Table 3-1. Common jamming signals

Signal Description
Random Synthetic radio noise. Random noise is indiscriminate in amplitude and
Noise frequency. It is similar to normal background noise and can degrade all
types of signals. Operators often mistake random noise jamming for
receiver or atmospheric noise and fail to take appropriate electromagnetic
protection actions.
Stepped Tones transmitted in increasing and decreasing pitch. They resemble the
Tones sound of bagpipes. Stepped tones are effective against single-channel
amplitude modulation or frequency modulation voice circuits.
Spark Bursts of short duration and high intensity; they are repeated at a rapid rate.
This signal is effective in disrupting all types of radio communications. Spark
jamming is easy to produce and one of the most effective jamming signals.
Gulls Quickly rising and slowly falling variable radio frequency. The effect
produced is similar to the cry of a seagull. Gulls produce a nuisance effect
and are very effective against voice radio communications.
Random Pulses of varying amplitude, duration, and rate. Pulses disrupt
Pulse teletypewriter, radar, and various data transmission systems.
Wobbler A single frequency, modulated by a low and slowly varying tone. The result
is a howling sound that causes a nuisance effect on voice radio
communications.
Recorded Any audible sound, especially of a variable nature. Recorded sounds can
Sounds distract radio operators and disrupt communications. Music, screams,
applause, whistles, machinery noise, and laughter are examples.
Preamble A tone resembling the synchronization preamble of the speech security
Jamming equipment, broadcast over the operating frequency of secure radio sets.
This jamming method results in all radios being locked in the receive mode.
Preamble jamming is especially effective when employed against radio
networks that use speech security devices.
Preventive Measures
3-64.Measures operators and planners can use to reduce susceptibility to enemy
jamming include—
z Minimizing radio transmissions—trying to keep radio transmissions to six
seconds or less.
z Using electronic counter-countermeasures, such as frequency hopping.
z Maintaining radio silence.
z Using low power settings on radios for normal operations to reduce the
probability of detection.
z Using terrain masking to reduce the probability of detection and block
potential sources of enemy jamming.

Indicators
3-65.The enemy strives to perfect and use new and more confusing forms of
jamming. This requires radio operators to be increasingly alert to the possibility of
jamming. Training and experience allow operators to determine whether a particular
signal is a jamming signal. During operations, radio operators should remain alert to
possible jamming indicators. Observable indications of jamming include—
z Apparently random noise or static over voice channels.
z Recorded sounds—messages or music—over voice channels.
z No answer to a radio transmission.
Reaction
3-66.Communications jamming requires prompt corrective action to restore critical
communications capabilities. Possible reactions to jamming include—
z Continuing to operate. Enemy jamming usually involves a period of
jamming followed by a brief listening period. Operator activity during this
short period indicates to enemies whether their jamming efforts were
successful. Continuing to operate normally gives the enemy no indication of
success for failure. If the enemy hears discussion of the problem on the air,
or radio operation terminates, the enemy may assume their jamming is
effective. Operators should never terminate operation of a radio network
unless they are ordered to do so. Operators should be careful not to disclose
to the enemy that the radio has been adversely affected. This means normal
operations should continue even when degraded by jamming.
z Increasing transmitter power output. Operators should use low power
settings for normal operations to minimize detection. Once the enemy begins
jamming the radios, the risk of detection becomes secondary to the radio
delivering required communications. Higher radio power may overcome the
enemy’s jamming signal, but increases the risk of detection by enemy
direction finding capabilities.
z Improving the Signal-to-Jamming Ratio. The signal-to-jamming ratio is
the relative strength of the desired signal to the jamming signal at the receiver.
If the desired signal is much stronger than the jamming signal, the jamming
does not significantly degrade communications. To improve the signal-to-
jamming ratio, operators and signal leaders can consider—
Adjusting or changing the antenna. When jamming occurs, the radio
operator should adjust the antenna to receive the maximum incoming
signal strength. Depending on the antenna, some methods include
reorienting the antenna, changing antenna polarization at all stations, or
installing an antenna with a greater range.
Establishing a retransmission site. A retransmission site can increase
the effective range and power of a signal between radio stations without
increasing transmit power.
Relocating the antenna. Operators may use terrain masking to block the
incoming jamming signal. Terrain masking may require moving the

Chapter 3
antenna and associated radio set anywhere from a few meters to several
hundred meters, depending on the terrain and structures available.
z Changing frequencies. If a communications network cannot overcome
enemy jamming, the commander may direct using an alternate or spare
frequency. Preplanned and well-coordinated actions are required so practical
dummy stations can continue to operate on the jammed frequency to mask
the change to an alternate frequency. During a jamming incident, it may be
difficult to coordinate a frequency change. All radio operators require
knowledge of when, and under what circumstances, they should switch to a
backup frequency. If the frequency change is not smooth, the enemy may
discover what is happening, and try to degrade communications on the new
frequency.
z Executing the PACE plan. Quickly changing to the alternate or contingency
means of communications reduces communications disruption.
z Using signals intelligence or electromagnetic support capabilities to
locate the jamming signal. Leveraging signals intelligence or
electromagnetic support capabilities requires coordination and collaboration
with the G-2 or S-2 or the cyber electronic warfare officer.
3-67.If any of the corrective actions taken mitigate the enemy jamming, operators
should continue operation of the network and submit a joint spectrum interference
resolution report to higher headquarters. Joint spectrum interference resolution
reports document a history of problems and help identify possible causes for
subsequent interference. Maintaining a historical record of interference helps
develop countermeasures to future jamming incidents. Refer to ATP 6-02.70 for
more information about joint spectrum interference resolution reporting.
Positioning, Navigation, and Timing Jamming

3-68.Peer threats have capabilities to contest the space domain and attack the on-
orbit, link, and terrestrial segments of U.S. positioning, navigation, and timing
satellites. These attacks may have significant impacts across all warfighting
functions and many weapon platforms.
3-69.Electromagnetic jamming of positioning, navigation, and timing satellite
capabilities affects not only communications, but also many other capabilities in
tactical formations. Systems affected include—
z Communications systems.
z Friendly force tracking.
z Navigation.
z Reconnaissance.
z Radar systems.
z Precision guided munitions.

Preventive Measures
3-70.Measures to reduce susceptibility to, and mitigate the effects of, enemy
jamming of positioning, navigation, and timing include—
z Encrypted positioning, navigation, and timing systems.
z Antenna masking.
z Terrain masking.
z Navigation using a map and compass.
Indicators
3-71.User indications that an enemy may be jamming positioning, navigation, and
timing satellites include—
z Loss of satellite signal.
z Red Global Positioning System icon on the network management system.
z Loss of timing or incorrect time displayed on equipment.
z Wrong location displayed on the map.
z Jamming environment warning message.
Reaction
3-72.Because of the diverse and widespread effects of enemy positioning,
navigation, and timing jamming, a prompt, coordinated response is necessary.
Operators of all affected systems should—
z Navigate using map and compass. While this action does not restore system
timing and situational awareness displays, navigation using a map and
compass cannot be jammed.
z Increase distance between affected systems and the jammer. If the
jammer location is known, increased distance or terrain masking may
mitigate interference.
z Use signals intelligence or electromagnetic support capabilities to locate
the jamming signal. Leveraging signals intelligence or electromagnetic
support capabilities requires coordination and collaboration with the G-2 or
S-2 or the cyber electronic warfare officer.
z Report jamming to higher headquarters. Submitting a joint spectrum
interference resolution report to higher headquarters documents a history of
problems and helps identify possible causes for subsequent interference.
Satellite Communications Jamming

3-73.Expeditionary forces rely heavily on satellite communications capabilities for
beyond line of sight network transport. Systems and capabilities affected by satellite
communications jamming include—
z Friendly force tracking.
z Upper tier tactical internet.

Chapter 3
z Tactical satellite radios.

z Intelligence reporting systems.
Preventive Measures
3-74.Operational and employment measures to prevent satellite communications
jamming include—
z Minimized transmissions on single-channel tactical satellite radios—try to
keep radio transmissions to six seconds or less.
z Terrain masking.
z Camouflage net masking.
Indicators
3-75.Possible operator indications of satellite jamming include—
z Seemingly random noise or static on narrowband (single-channel) tactical
satellite radios.
z Recorded sounds, such as messages or music, over single-channel tactical
satellite radios.
z No answer to transmission.
z Red satellite icon on the network management system display.
z Loss of data from the satellite.
z Low signal-to-noise indicated on a wideband satellite communications
terminal.
Reaction
3-76.The reactive measures here apply mostly to narrowband (single-channel)
satellite communications systems. When a single-channel tactical satellite radio
operator recognizes a jamming attempt, they may—
z Increase radio transmit power. Operators should only increase power on
wideband satellite communications terminals if directed to do so by the
satellite controller.
z Change to a preapproved alternate frequency.
z Execute the PACE plan. Quickly changing to the alternate or contingency
means of communications reduces communications disruption.
z Use signals intelligence or electromagnetic support capabilities to locate
the jamming signal. Leveraging signals intelligence or electromagnetic
support capabilities requires coordination and collaboration with the G-2 or
S-2 or the cyber electronic warfare officer.
z Report jamming to higher headquarters. The higher headquarters’
frequency manager and cyber electronic warfare officer can correlate reports
from units across the area of operations to isolate enemy jammers and plan
countermeasures, including nominating targets for lethal fires.

z Use line of sight systems for network transport. Units will be unable to
communicate beyond line of sight, or through significant physical obstacles.
3-77.Satellite network controllers at the wideband satellite communications
operations center coordinate all interference resolution and reporting on DOD
wideband satellite networks. Refer to ATP 6-02.54 for more information about
wideband satellite communications. Refer to ATP 3-12.3 for more information about
electromagnetic protection techniques.
ENEMY CYBERSPACE ATTACKS

3-78.U.S. networks face continuous risk of cyberspace attacks. Cyberspace risk
increases substantially when operating against a peer threat in a contested
environment. DODIN operations personnel implementing cybersecurity measures
can prevent many attacks. If an enemy cyberspace attack breaches cybersecurity
measures, it may require defensive cyberspace operations support to mitigate. Refer
to FM 3-12 for more information about defensive cyberspace operations support.
DENIAL OF SERVICE
3-79.A denial-of-service attack seeks to make a computer or network resource
unavailable to its intended users by disrupting services of a host connected to the
Internet. An attacker floods the target computer or network resource with more
requests than it can handle to overload the system and prevent it from fulfilling
legitimate requests.
3-80.Denial of service attacks can affect any internet protocol network system,
including—
z Mission command information systems.
z Logistics systems.
z Administrative systems.
z End user devices.
Preventive Measures
3-81.Good cybersecurity practices can prevent or lessen the effects of a denial of
service attack. Cybersecurity personnel should—
z Maintain current anti-virus software and virus definition files.
z Maintain properly configured network firewalls.
Indicators
3-82.Operator indications of a denial of service attack may include—
z Unusually slow network performance when opening files or accessing
websites.
z Request timeouts.
z Widespread unavailability of a website or network system.

Chapter 3
Reaction
3-83.When faced with the symptoms of a denial of service attack, DODIN operations
personnel should—
z Report to the next higher echelon G-6, S-6, or joint force J-6 to determine
whether the system slowdown is due to known activity on the network.
z Report suspected attacks to the G-2 or S-2 and G-3 or S-3.
z Continue operations using alternate or contingency communications means.
MALWARE
3-84.Malware is malicious software designed to damage a computer, server, or
computer network. Malware attacks can affect any automated information system,
including—
z End user devices.
Preventive Measures
3-85.Cybersecurity personnel attempt to prevent malware attacks by—
z Using and maintaining updated anti-virus software and virus definition files.
z Implementing strict identity and access management controls (common
access card or hardware security token login).
z Keeping system software updated and patched.
z Ensuring compliance with the most recent security technical implementation
guides.
z Maintaining properly configured network firewalls.
Indicators
3-86.Possible indicators of a malware attack include—
z Destruction or unexplained changes to files.
z Spontaneous restart of computers.
z Erratic, delayed, or unexpected computer or network activity.
z Anti-virus software warnings.
Reaction
3-87.If operators or DODIN operations personnel observe indications of a possible
malware attack, they should—
z Report to the next higher echelon G-6, S-6, or joint force J-6.
z Continue operations using alternate or contingency communications means.
z Report attack indicators to the G-2 or S-2 and G-3 or S-3.

3-88.DODIN operations personnel should not reconfigure computers or network

systems in response to an attack unless directed by their next higher echelon.
DATA EXFILTRATION AND COLLECTION

3-89.Data exfiltration may be either electronic—removing files through the network,
or physical—removing paper or electronic copies from sensitive areas. Either
method may disclose sensitive operational information and plans. This compromise
may place operations at risk.
3-90.All automated information systems are potential targets of data exfiltration and
collection. Affected systems include—
z End user devices.
Preventive Measures
3-91.Cybersecurity measures and physical security combine to prevent data
exfiltration and collection by—
z Implementing strict identity and access management controls for network
systems.
z Enforcing strict physical security controls.
z Implementing access control restrictions.
z Employing data loss prevention software.
z Encrypting data-at-rest.
Indicators
3-92.Indicators of enemy data exfiltration and collection efforts include—
z Attempted or successful unauthorized physical access to sensitive areas.
z Unusually high volume of outgoing network traffic.
Reaction
3-93.The effects of data exfiltration can be catastrophic. If an enemy can steal enough
documents, they can develop a complete assessment of U.S. capabilities, troop
strength, logistics, and even operation plans. If any member of the unit suspects an
enemy data exfiltration attempt, they should—
z Report to the G-2 or S-2 and G-3 or S-3.
z Report to the next higher echelon.
z Consider changing the maneuver course of action if operation or support
plans become compromised.

Chapter 3
SOCIAL ENGINEERING
3-94.Social engineering uses techniques that rely on weaknesses in human nature
rather than hardware or software. The goal is to deceive people into revealing
passwords and other information that compromise the security of automated
information systems and networks. Adversaries may also use social engineering
techniques to identify and develop potential targets for phishing and spear phishing.
3-95.The target of a social engineering attack is an individual. A successful social
engineering attack may compromise any system to which the affected individual has
access.
Preventive Measures
3-96.All individuals should maintain operations security and cybersecurity
awareness to avoid falling victim to a social engineering attack. They should—
z Confirm the identity of persons asking for personal information or access
credentials.
z Pay close attention to website addresses.
3-97.As a rule, individuals should avoid disclosing any information to unknown or

unverified persons. Disclosing even seemingly innocuous information could make
subsequent social engineering or spear phishing attempts against other targeted
individuals seem much more legitimate.
Indicators
3-98.Indicators of social engineering attempts include—
z Unexpected phone calls from unknown callers requesting sensitive
information.
z Websites that do not look normal, have several broken links, or mismatching
Internet address.
z Unauthorized personnel shoulder surfing.
Reaction
3-99.If personnel suspect a social engineering attempt, they should—
z Confirm the requestor’s identity before disclosing information.
z Report the attempt to supervisors, network managers, and the G-2 or S-2.
z Report social engineering attempts to the next higher echelon.
3-100. Promptly reporting social engineering attempts can raise awareness and
prevent others from falling victim to the same techniques.
PHISHING AND SPEAR PHISHING

3-101. Phishing is a fraudulent attempt to obtain sensitive information such as
usernames, passwords, and credit card details, often for malicious reasons, by posing

as a trustworthy entity in electronic communications. Spear phishing is a targeted

phishing attempt, usually against key individuals or personnel with elevated or
special access. Spear phishing attacks against very senior leaders are known as
whaling.
3-102. Any individual may fall victim to a phishing attack. Key leaders and network
administrators are also subject to spear phishing.
Preventive Measures
3-103. All personnel should protect themselves from phishing attacks by following
best practices outlined in annual cybersecurity refresher training. Depending on the
information operations condition level, the command may—
z Maintain awareness of the personal use of commercial e-mail.
z Restrict the use of personal e-mail, as required.
z Block access to commercial e-mail providers.
Indicators
3-104. Most common phishing techniques share certain traits, including—
z E-mails with generic greetings. Note that spear phishing attempts are
generally more sophisticated and address targeted individuals by name.
z E-mails requesting personal information or login credentials.
z E-mails requesting or demanding an urgent response.
z E-mails with spoofed links—where the text displayed does not match the
Internet address shown when hovering over the link.
Reaction
3-105. If an individual suspects a phishing or spear phishing attempt, they should—
z Report the attempt to the chain of command, automation support section, and
the G-2 or S-2.
z Confirm the identity of the sender before taking any action.
3-106. Individuals can further protect themselves from fraudulent links by never
accessing their personal accounts through links in e-mails. For instance, if an e-mail
purports to be from the individual’s bank or credit card issuer, users should access
their account only through the legitimate secure website, not through a hyperlink
provided in an e-mail.
3-107. Commanders should not threaten punishment against personnel who
inadvertently fall victim to phishing attempts. Fear of punishment could prevent
individuals from reporting attacks.

Chapter 3
SOCIAL MEDIA ATTACKS

3-108. Adversaries may conduct social media attacks in support of their information
collection and information operations goals. All individuals using any form of social
media are potential targets.
Preventive Measures
3-109. Individuals should strictly limit personal information posted to their social
media accounts. The compromise of this information could be damaging in itself or
could strengthen an adversary’s subsequent social engineering or spear phishing
attacks.
z Individuals should restrict who can view their social media profile and
activities using the privacy settings on the social media platform.
z Individuals and public affairs personnel must carefully weigh operations
security considerations when they engage on social media platforms.
z Individuals and group administrators should not accept friend or group
membership requests from unknown or unverifiable persons.
z Commanders should consider limiting or restricting access to social media
platforms as mission or operations security concerns dictate.
Indicators
3-110. Indicators of potential social media attacks include—
z Friend requests from unknown persons or duplicate friend requests that
mimic a known person.
z Unknown persons commenting on social media posts.
Reaction
3-111. If a social media attack is known or suspected, personnel should—
z Report the suspected compromise to the G-2 or S-2.
z Immediately change any passwords that might have become compromised.
z Watch for indicators of identity theft.
ATTACKS AGAINST PERSONAL ELECTRONIC DEVICES

3-112. Widespread use of personal electronic devices creates significant
vulnerabilities when operating against a peer threat. Peer threats have demonstrated
advanced capabilities to exploit personal electronic devices, seize control of cellular
communications networks, and locate personal cell phones with precision. This gives
them the ability to collect information, conduct information warfare activities, and
direct accurate lethal fires. Any personal electronic device that can connect to Wi-Fi,
Bluetooth, or cellular communications systems is vulnerable to attack.

Preventive Measures
3-113. Measures to protect against personal electronic device attacks include—
z Maintaining strict control and accountability of personal electronic devices.
z Downloading only trusted apps from approved sources.
z Maintaining current security updates on devices and apps.
z Disabling Bluetooth and Wi-Fi features when they are not in use.
z Encrypting sensitive files and personal information.
z Allowing only government-provided personal electronic devices to connect
to the DOD network.
3-114. Commanders should consider restricting or banning the use of personal
electronic devices, based on the tactical situation. Platoon leaders should be prepared
to enforce restrictions placed by the commander.
Indicators
3-115. Some possible indicators of attacks against personal electronic devices are—
z Enemy attacks that seem to correlate with the use of personal electronic
devices.
z Incoming lethal attacks that occur with unexplained precision.
z Receiving a barrage of text messages—up to several per second—that
prevent the intended use of the device.
z Incoming propaganda or psychological warfare messages from unknown
numbers.
Reaction
3-116. If a unit suspects it has come under attack, they should—
z Quickly displace the element under attack and direct all personnel to
immediately turn off personal electronic devices.
z Disable personal electronic devices and confiscate them, if necessary.
z Report to the next higher echelon.

Chapter 4
Logistics and Sustainment
A platoon’s mission success requires the platoon leader to develop

and implement a comprehensive platoon sustainment and
maintenance plan. Each platoon’s maintenance plan must support
the company commander’s maintenance plan.
SECTION I – RESPONSIBILITIES
PLATOON LEADER
4-1. The platoon leader oversees platoon equipment maintenance and has
supervisory responsibility for the platoon’s property. The platoon leader works with
the executive officer to develop a comprehensive maintenance plan and forecasts
consumption of on-hand spares.
PLATOON SERGEANT
4-2. The platoon sergeant coordinates the platoon’s maintenance and logistical
requirements, compiles maintenance reports, and provides reports to the platoon
leader and executive officer.
SECTION SERGEANT
4-3. Section sergeants maintain direct responsibility of section equipment and are
responsible for requesting additional spares when on-hand spares are consumed. The
section sergeant ensures operator-level preventive maintenance is completed to
technical manual standards according to the maintenance schedule.
SIGNAL TEAMS AND OPERATORS

4-4. Signal teams and operators perform preventive maintenance checks and
services on their assigned equipment. Based on mission variables, teams and
operators can diagnose faults and replace major signal assemblage and combat net
radio subcomponents from available on-hand spares.

Chapter 4
SECTION II – FUNCTIONS OF SUSTAINMENT
CLASSES OF SUPPLY
4-5. Supply is essential for enhancing Soldiers’ quality of life and provides the
materiel required to accomplish the mission. The platoon leader establishes priorities
for delivery; however, combat demands that class I, III, and IX supplies and
equipment take priority for signal platoons because they are the most critical to
successful operations. The classes of supply are—
z Class I—supplies required for subsistence, including water.
z Class II—clothing, individual equipment, tents, tool sets and tool kits, hand
tools, administrative, and housekeeping supplies and equipment (including
maps). This includes items of equipment, other than major items, prescribed
in authorization and allowance tables and items of supply, not including
repair parts.
z Class III—petroleum, oils, and lubricants, include petroleum and solid fuels,
bulk and packaged fuels, lubricating oils and lubricants, petroleum specialty
products, coal, and related products.
z Class IV—construction materials, including installed equipment and
fortification or barrier materials.
z Class V—ammunition of all types, including chemical, radiological, and
special weapons, bombs, explosives, mines, fuses, detonators, pyrotechnics,
missiles, rockets, propellants, and other associated items.
z Class VI—personal demand items, such as health and hygiene products,
soaps, toothpaste, writing materials, snack foods and beverages, and other
items that are non-military sales items.
z Class VII—major end items—final combinations of end products which are
ready for their intended use. Examples of major end items in signal platoons
include—
Satellite Transportable Terminals.
Tactical Communications Nodes.
Joint Network Node Shelters.
Line of sight radios.
Vehicles.
z Class VIII—medical materiel, including medical-peculiar repair parts and
health and welfare items.
z Class IX—repair parts and components, including kits and repairable and
non-reparable assemblies and subassemblies required to perform
maintenance on equipment such as—
Major signal assemblages.
Radios.
Vehicles.
Weapons.

z Class X—material to support non-military programs; such as agricultural and

economic development that do not fall under supply classes I–IX.
PROPERTY ITEMS
4-6. Property accountability is one of many challenges platoon leaders face. Signal
platoon leaders are responsible for equipment valued from thousands to millions of
dollars.
HAND RECEIPT TRANSFER

4-7. In preparation for a change of hand receipt holder, the outgoing platoon leader
must verify the property inventory. The outgoing platoon leader updates the DA
Form 2062 (Hand Receipt/Annex Number) to reflect any changes since the last
inventory. Finally, the outgoing platoon leader should account for all loaned
equipment.
4-8. The incoming and outgoing platoon leaders create a schedule for the change of
hand receipt inventory, considering the sub-hand-receipt holders, Soldiers, and the
company’s training schedule. The schedule should maximize the platoon’s
participation during the inventory. The inventory schedule should include a make-
up day in case of an equipment inventory issue.
COMPONENT LISTINGS
4-9. Component listings are technical manual descriptions—usually with pictures—
showing the parts and equipment required to consider the item complete. For
example, the component listing of a high mobility multipurpose wheeled vehicle
shows the tools, fire extinguisher, first-aid kit, and other items the operator needs for
a field exercise or deployment. Component listings generally fall into three
categories:
z Components of end item.
z Basic issue items.
z Additional authorization list.
4-10.Some end items have just one component (for instance, a technical manual), or
none at all. Some mechanic’s tool kits, on the other hand, have hundreds or even
thousands of components. To determine whether an end item has a component
listing, the platoon leader should check the tables in the equipment technical manual.
Technical manuals, components of end item listings, basic issue items listings, and
additional authorization lists can change with no prior warning.
EXPENDABLE PROPERTY
4-11.Expendable property requires no formal accounting after issue to the user, this
means a DA Form 2062 is not required for this type of equipment. Although
expendable items do not require formal accounting on a property book, they are

Chapter 4
usually recorded in a supply log. Expendable property items are issued with no
expectation they will be returned. Expendable property includes—
z Toilet paper.
z Ink pens.
z Printer paper.
z Nails.
z Tape.
DURABLE PROPERTY
4-12.Durable property requires no formal accounting, but is controlled at the user
level using a DA Form 2062. Durable property includes such items as—
z Hammers.
z Fuel cans.
z Screwdrivers.
z Shovels.
NON-EXPENDABLE PROPERTY
4-13.Non-expendable property requires formal property book accounting at the user
level. Accountability for these items is recorded on the company property book. Non-
expendable property includes items such as—
z Computers.
z Printers.
z Signal assemblages.
z Toolboxes.
z Generators.
z Vehicles.
DEVELOPMENT OF THE PLATOON SUSTAINMENT

PLAN
4-14.Platoon leaders develop the sustainment plan by determining what is on hand
so they can accurately project requirements. Company leadership must know what
designated critical supplies the platoon has on-hand. Accurate projections are
important not only to validate the sustainment plan, but to ensure the platoon can
submit support requests as early as possible. Platoon leaders develop their
sustainment plans and submit support requests based on the maneuver plan.
4-15.The sustainment plan should address—
z Types of support required. Types of support the platoon will need based on
the nature of the operation and the tactical situation.
z Quantities. Quantities, by supply class, the platoon will need.

z Emergency resupply. Whether the platoon will need emergency resupply of

class I, III, and IX during the mission.
z Pre-stocked supplies. Whether operations require pre-stocked supplies to
support combat net radio assets located away from the main body.
z Threat. Composition, disposition, and capabilities of enemy forces. How the
threat situation will affect execution of the sustainment plan.
z On-hand spares. Whether the available on-hand spares are sufficient to
support the mission if equipment components fail.
z Terrain and weather. How terrain and weather will affect execution of the
sustainment plan.
z Time and location. When and where the platoon needs sustainment.
z Support requirements. The platoon’s support requirements, by element and
type of support.
z Priority of resupply. The section that receives priority consideration for
emergency class III resupply.
z Resupply techniques. The primary resupply technique the platoon should
use, based on information developed during the sustainment planning
process.
4-16.On-board spares are repair parts carried on hand for major signal assemblages
and combat net radios, as authorized by the technical manual or the commander. The
operator and team manage on-board spares. The logistics system considers on-board
spares as consumed for accountability purposes. Units do not account for these spares
within a logistics information system. The intended use for these items is to support
the equipment on which they are mounted.
RESUPPLY METHODS
4-17.Resupply operations are either planned or emergency. Examples of planned
resupply to maintain routine resupply operations include—
z Logistics package.
z Caches.
z Modular system exchange (flatrack exchange).
z Pre-positioned supplies.
4-18.The company and platoon SOPs should specify cues and procedures for each
resupply method. The platoon rehearses resupply operations during platoon training
exercises. The actual method selected for resupply in the field depends on the mission
variables.
ROUTINE RESUPPLY
4-19.A logistics package is a grouping of multiple classes of supply and supply
vehicles under the control of a single convoy commander (FM 3-90.1). The logistics
package is a simple and efficient method to accomplish routine resupply operations.
These operations include regular resupply of items in classes I, III, V, and IX and of

Chapter 4
any other items requested by the company. Planning for a logistics package takes
place at battalion level and normally occurs at every opportunity. The logistics
package consists of company and forward support company assets that transport
supplies to the company.
4-20.The company supply sergeant, battalion S-4, and the forward support company
assemble the logistics package in the battalion field trains area under the supervision
of the designated personnel, typically a representative from the battalion S-4.
4-21.Once the logistics package is prepared for movement, the supply sergeant
accompanies the vehicles forward from the field trains command post and convoys
to either the combat trains command post or to the logistics release point. The first
sergeant, platoon sergeant, or other representative meets the logistics package and
guides it to the company resupply point. The company replenishes each platoon; the
platoons, in turn, disperse supplies to each section or team.
4-22.The tactical situation dictates which technique of resupply the platoon uses:
tailgate, service station, a variation of one type, or a combination of both types. The
situation also dictates when to resupply. Generally, the platoon should attempt to
avoid resupply during offensive operations. Resupply should take place during
mission transition whenever possible. Resupply is unavoidable during long duration
defensive missions.
Tailgate Resupply
4-23.In the tailgate resupply technique, the first sergeant, platoon sergeant, or other
designated person will bring the logistics package to individual section locations.
This method is used when routes leading to vehicle positions are available, terrain
permits movement of multiple vehicles to each platoon position and the unit is not
under direct enemy observation and fire. Signal sections can remain in established
positions to allow vehicles carrying class I, class III, and class V supplies to reach
them.
4-24.Individuals can rotate through the feeding area, pick up mail, and fill or
exchange water cans. Tailgate resupply is time-consuming, but it is useful in
maintaining stealth during defensive missions, because combat net radio and major
signal assemblages do not have to be broken down to move. If necessary, supplies
can be hand-carried to section or team positions to further minimize signatures.
Figure 4-1 on page 4-7 shows an example of a tailgate resupply operation.

Figure 4-1. Tailgate resupply
Service Station Resupply

4-25.In the service station resupply technique, vehicles or individuals move to a
designated location to rearm, refuel, and resupply, or turn in damaged equipment.
The platoon leader directs the platoon sergeant to rotate vehicles or sections through
the resupply site based on the enemy situation and shortages in the platoon. This
process continues until the entire platoon has been replenished.
4-26.When using service station resupply, the vehicles and individuals enter the
resupply point following one-way traffic flow and only vehicles requiring
maintenance stop at the maintenance holding area. The maintenance element can
help the operator or crew in verifying preventive maintenance checks and services
of their vehicles. Maintainers can correct minor deficiencies on the spot with
available tools, repair parts, and battle damage assessment and repair techniques.

Chapter 4
4-27.Each vehicle or individual rotates through the supply location, with teams
rotating through to eat, pick up mail, and refill or exchange water cans. Service
station resupply is inherently faster than the tailgate method because vehicles must
move and concentrate. However, it can create security problems and disrupt signal
support. During defensive missions, the platoon leader must create a plan to rotate
the platoon based on shortages and must be careful not to compromise the location
of assemblages or disrupt service. Figure 4-2 is an example of a service station
resupply operation.
Figure 4-2. Service station resupply
EMERGENCY RESUPPLY
4-28.Emergency, or immediate, resupply normally involves class III and class V
supplies, and takes place when the platoon has such an urgent need for resupply that

it cannot wait for the routine logistics package. Retransmission teams not co-located
with a larger organic element will likely need emergency resupply at some point.
4-29.Once requested through the commander or executive officer, an emergency
resupply can be conducted using either the service station or tailgate technique. The
unit usually uses the quickest appropriate means between the two techniques:
z Tailgate technique. Limited supplies are brought forward to the closest
concealed position. Individual vehicles or sections disengage and move to a
resupply point, obtain their supplies, and return to their assemblage or to
continue or reestablish service. This is a version of the service station
technique.
z Service station technique. Individual vehicles or sections disengage and
move to a resupply point, obtain their supplies, and return to their assemblage
to continue or re-establish service.
PRE-POSITIONED RESUPPLY OR CACHE

4-30.As with all operations, leaders consider the mission variables (METT-TC) and
sometimes need pre-positioned or cached supplies. Retransmission teams with
attached security elements will most likely require pre-positioned supplies before
conducting defensive operations, or to support the occupation of a battle position.
4-31.During a movement to contact or offensive operations, platoons will likely
cache supplies not needed during the operation. The caching unit, or another friendly
unit requiring those cached supplies will retrieve the supplies later. Appropriate
materials for caching for a signal platoon are supply classes I, III, and V. Units should
not cache sensitive items or on-hand spares.
MAINTENANCE
4-32.Equipment maintenance can make or break a platoon’s ability to contribute to
the unit’s overall mission. Maintenance generates and regenerates combat power and
preserves combat systems and equipment to enable training and mission
accomplishment. Equipment maintenance includes inspecting, testing, servicing,
classifying, repairing, rebuilding, and overhauling.
4-33.Effective maintenance plans require leaders to—
z Identify requirements—the minimum number of available signal systems
required for mission success with redundancy.
z Identify available maintenance resources—maintenance and repair parts
capability on hand to meet the mission.
z Manage maintenance resources for maximum effect—establish priorities,
task organize to weight the main effort, and posture class IX supplies,
anticipating shortfalls. This last requirement is aligned to the maintenance
priority and the priority of work assigned to key systems. Prioritization
identifies weighting of maintenance support for the mission.

Chapter 4
4-34.The platoon leader develops the maintenance plan in coordination with the
company commander and executive officer to align with the company commander
or brigade S-6’s mission equipment set priorities.
4-35.The company executive officer plans and supervises the company’s
maintenance effort with the first sergeant before battle. The executive officer works
with the first sergeant, platoon leaders, platoon sergeants and maintenance team chief
to maintain current awareness of maintenance status. The executive officer regularly
updates the company commander on the maintenance status. The executive officer
coordinates with the battalion S-3 and S-4 to plan and resource the company’s
missions.
4-36.Global Combat Support System-Army tracks supplies, spare parts and
organizational equipment. It tracks unit maintenance, total cost of ownership, and
other financial transactions related to logistics for all Army units. Platoon leaders
need access to Global Combat Support System-Army to manage supplies and
maintenance in the platoon. To gain access, platoon leaders must complete training
on the Global Combat Support System-Army Training and Certification System.
PREVENTIVE MAINTENANCE CHECKS AND SERVICES

4-37.Platoon leaders provide leadership to their sections and teams and support the
achievement of Army maintenance standards by—
z Preparing for and ensuring that their subordinates fully participate in unit-
scheduled preventive maintenance.
z Attending, leading, and supervising preventive maintenance operations.
z Being technically competent.
z Checking and updating platoon SOPs.
z Knowing their responsibilities for their areas of supervision and field
maintenance operation procedures.
z Enforcing Army maintenance standards for the platoon’s equipment and
instilling a sense of ownership in subordinate section leaders, team leaders,
and operators.
z Training operators and teams to operate equipment and follow proper
maintenance procedures.
z Enforcing safety during preventive maintenance.
4-38.The keys to a successful preventive maintenance program are—

z Scheduling time for preventive maintenance checks and services on the unit
training schedule.
z Performing preventive maintenance according to operator and unit
maintenance technical manuals.
z Ensuring the unit’s supervisors and operators are trained in preventive
maintenance techniques.
z Properly resourcing operators and crews to perform preventive maintenance.

z Performing preventive maintenance before using equipment or dispatching

vehicles.
z Performing preventive maintenance before scheduled maintenance services.
z Recording preventive maintenance checks and services on a DA Form 5988-
E (Equipment Maintenance and Inspection Worksheet) (available through
Global Combat Support System-Army).
z Ensuring mechanics verify faults identified during preventive maintenance
and place orders for the parts required to fix those faults.
z Ensuring timely and accurate reporting of non-mission-capable systems
through the chain of command, from the operator, to the team leader, to the
maintenance section.
z Checking basic issue items and components of end item lists to verify all
items are present and serviceable or on order.
MOST COMMON MAINTENANCE PROBLEMS (AND FIXES) FOR PLATOON

LEADERS
4-39.The most common maintenance problems (and fixes) for platoon leaders are—
z Improper description or no verification—
The description in the faults section is unclear or unreadable.
Ensure operator legibly annotates faults on the DA Form 5988-E.
z No parts ordered—
Fault entered into computer but no parts placed on order.
Ensure mechanics look up parts and verify the supply clerk enters them
in the ordering system.
z No status—parts on order with national stock number, but parts do not
arrive—
Check for Global Combat Support System-Army computer problems.
Cancel requisition and reorder part.
z Parts arrived, installed, and left on DA Form 5988-E—remove fault and parts
ordered.
z Repaired vehicles left in dead-lined status—ensure corrective action is
complete and faults removed from Global Combat Support System-Army.

Chapter 5
Core Competencies and Essential Capability of
the Signal Corps
Each branch or function in the Army has certain functions they must
be able to perform to accomplish their mission. These key mission
requirements are core competencies. The core competencies of the
Signal Corps are those functions signal formations must master for
mission success.
SECTION I – NETWORK TRANSPORT AND INFORMATION

SERVICES
5-1. Network transport and information services encompass the combined physical
assets and activities to ensure data reliably traverses the network. Network transport
and information services ensure access to critical communications capabilities across
the range of military operations.
NETWORK TRANSPORT
5-2. Network transport is the processes, equipment, and transmission media that
provide connectivity and move data between networking devices and facilities (FM
6-02). Information services enable planning, controlling, and manipulating
information throughout its life cycle. Globally prepositioned network transport
capabilities extend access to Defense Information Systems Network services
worldwide to support Army operations. Key network transport capabilities are—
z Satellite communications.
z Line of sight systems.
z Tactical radios and radio retransmission.
z Copper wire and cable.
z Fiber optics.
SATELLITE COMMUNICATIONS
5-3. Satellite transport includes all DOD data and voice satellite communications.
Satellite communications is a key method of beyond line of sight network transport.
Satellite communications capabilities extend network connectivity worldwide to
users without copper or fiber optic cable connections. Army satellite
communications systems operate over military and commercial communications
satellites.

Chapter 5
5-4. Satellite communications transport allows signal forces to quickly establish

connectivity within or between theaters. Using satellite communications transport
allows Army forces to extend access to the DODIN-A into remote or austere
operational environments where there is no existing network infrastructure. Refer to
ATP 6-02.54 for more information about satellite communications.
LINE OF SIGHT RADIOS

5-5. Line of sight transport can handle much higher data rates than satellite
communications systems, but are range limited by the curvature of the Earth, terrain,
and other natural or man-made obstructions. The maximum range of a line of sight
radio is approximately 25 miles (40 kilometers). Refer to FM 6-02 and ATP 6-02.60
for more information about line of sight transport.
TACTICAL RADIOS AND RADIO RETRANSMISSION

5-6. Large command post communications systems lack the mobility required
during tactical enabling tasks. When executing tactical enabling tasks beyond the
range of VHF single-channel radios, or when terrain prevents line of sight
communications, units can employ retransmission capabilities, single-channel HF
radios, narrowband (single-channel) tactical satellite radios, tactical messaging, or
secure satellite telephones for communications between units and command posts
(FM 6-02).
5-7. Employing a retransmission site requires deliberate mission planning before
deploying the team. Planning factors for retransmission include—
z Units supported.
z Planned retransmission locations throughout the mission, including
alternates, with line of sight analysis.
z Triggers for displacement to alternate locations.
z Primary and alternate frequencies.
z Frequencies for emergency contact—
Medical evacuation.
Command.
Nearest units.
z Time required to be on station and retransmitting for supported units.
z Route and site security requirements.
z Infiltration and exfiltration routes.
z Whether unmanned aircraft systems or other aerial retransmission
capabilities can meet the requirement.
z Plan to communicate with the parent unit (for example, contact the higher
unit every two hours with update).
z Resupply plan.
z Concealment of the site.
z Plans to mask or reduce the electromagnetic signature of the site.

Core Competencies and Essential Capability of the Signal Corps
5-8. Refer to ATP 6-02.53 for more information about single-channel radio and
retransmission capabilities.
COPPER WIRE AND CABLE

5-9. Copper wire and cable can carry large amounts of data with very little
electromagnetic signature. This makes wire and cable the preferred transport medium
for command post local area networks. Copper wire and cable outside of secured
perimeters is vulnerable to physical destruction. An enemy may also tap into
unsecured cables to intercept communications.
FIBER OPTICS
5-10.Fiber optic cables can carry the highest data rates of any network transport
means, and emit little to no electromagnetic signature. Like copper wire and cable,
any fiber optic cable outside of a secure perimeter is vulnerable to physical
destruction.
5-11.When large command posts or command post clusters connect to host-nation
infrastructure for network connectivity, the data will likely transit civilian fiber optic
infrastructure. Because the infrastructure is geographically dispersed it may be
difficult or impossible to defend. Units should ensure they have alternate means of
network access, such as satellite communications, in case the host-nation
infrastructure is disrupted.
INFORMATION SERVICES
5-12.Information services allow access, storage, and sharing of information among
mission partners, as well as dynamically tailoring and prioritizing information to
support the mission and affect the operational environment. Information services
allow commanders and Soldiers to collect, process, store, transmit, display, and
disseminate information. Information services consist of—
z Messaging services enable the exchange of information among users.
Messaging services include e-mail, Organizational Messaging Service,
instant messaging, and alerts.
z Discovery services enable discovery of information content or services
stored in directories, registries, and catalogs. An example of a discovery
service is a search engine.
z Mediation services enable system interoperability by processing data to
translate, aggregate, fuse, or integrate it with other data.
z Collaboration services provide the ability for warfighters to work together
and share capabilities. Examples of collaboration services are chat, online
meetings, and workgroup applications.
z Storage services provide physical and virtual data hosting. Storage services
include archiving, continuity of operations, and content staging. SOPs or
OPORDs should define information storage locations.

Chapter 5
z User assistance services provide centralized service desk assistance and

automated access to lessons and best practices, which may improve processes
or reduce the effort required to perform tasks.
z Identity and access management (Enterprise Directory Service) provides
authoritative enterprise identity and contact attributes for combatant
commands, Services, and agencies. Enterprise Directory Service includes—
DOD Enterprise White Pages—authoritative identity and contact
information for all DOD common access card holders.
Global Directory Service—a distribution point for personal public key
certificates, certificate revocation lists, and certificate authority
certificates.
Identity Synchronization Service—populates directories and global
address lists with enterprise identity and contact attributes.
5-13.Information services also support joint, inter-organizational, and multinational
collaboration. Information sharing allows the mutual use of information services or
capabilities across functional or organizational boundaries.
5-14.Identity and access management services facilitate and control information
sharing. Identity and access management assigns users common, portable identity
credentials, such as a common access card or SECRET Internet Protocol Router
Network token. Users with the proper credentials can access and view operational,
business support, or intelligence-related information, services, and applications
related to their mission and communities of interest. Refer to ATP 6-02.71 for more
information about information services.
SECTION II – DEPARTMENT OF DEFENSE INFORMATION

NETWORK OPERATIONS
5-15.DODIN operations are not an individual or crew task, but multifaceted military
operations that take place at all echelons. DODIN operations are arguably the most
important and most complex operation the Army performs from day-to-day, since
the network is the foundation for all other functions and capabilities, including
command and control; joint intelligence, surveillance, and reconnaissance; precision
fires; logistics; and telemedicine (FM 6-02).
5-16.DODIN operations encompass installing, operating, maintaining and securing
the DODIN-A to provide users required information services at the point of need.
DODIN operations in Army networks consist of three interrelated main tasks—
z Network management and enterprise systems management.
z Cybersecurity.
z Information dissemination management and content staging.

NETWORK MANAGEMENT AND ENTERPRISE

SYSTEMS MANAGEMENT
5-17.Network management and enterprise systems management consist of the
technology, processes, and policies necessary to engineer, install, operate, maintain,
and sustain DOD communications networks, information systems, and applications.
Enterprise management merges information technology services with DODIN
operations capabilities.
CYBERSECURITY
5-18.Cybersecurity is prevention of damage to, protection of, and restoration of
computers, electronic communications systems, electronic communications services,
wire communication, and electronic communication, including information
contained therein, to ensure its availability, integrity, authentication, confidentiality,
and nonrepudiation (DODI 8500.01). DODIN operations personnel at all echelons
implement the Army cybersecurity program to secure networks and sensitive data
against malicious cyberspace activities.
INFORMATION DISSEMINATION MANAGEMENT AND

CONTENT STAGING
5-19.Information dissemination management and content staging are information
management activities that allow DODIN operations centers to optimize the flow
and location of information by positioning and repositioning data and information
services to optimum locations on the network relative to the information producers,
information consumers, and mission requirements.
5-20.These information management activities support the G-3 or S-3 knowledge
management processes. The knowledge manager determines which personnel need
what information to perform their roles; the G-6 or S-6 information managers
determine how best to store and deliver that information to users.
SECTION III – SPECTRUM MANAGEMENT OPERATIONS
SPECTRUM MANAGEMENT
5-21.Since a significant part of any communications system relies upon wireless
transmissions, communications planners must consider access to the electromagnetic
spectrum. Signal Soldiers support assured access through spectrum management
operations. Spectrum management operations are the interrelated functions of
spectrum management, frequency assignment, host nation coordination, and policy
that together enable the planning, management, and execution of operations within
the electromagnetic operational environment during all phases of military operations
(FM 6-02). Spectrum management operations enable access to the frequency
spectrum to support Army operations.

Chapter 5
5-22.Frequency assignment involves requesting and issuing authorization to use

frequencies for specific equipment. This includes assigning frequencies for combat
net radio networks, unmanned aircraft systems, and line of sight networks. Spectrum
managers perform frequency assignment for all spectrum-dependent military
equipment. Refer to JP 3-85 and ATP 6-02.70 for more information about spectrum
management.
SECTION IV – VISUAL INFORMATION AND COMBAT CAMERA

5-23.Visual information and combat camera capture still and motion imagery to
support a variety of missions. Visual information and combat camera provide
decision makers and supported agencies current and accurate information to support
command and control and the common operational picture, but may also support
training and education, logistics, human resources, special operations, information
operations, public affairs, or intelligence requirements.
VISUAL INFORMATION
5-24.Army visual information records events as they occur. It documents military
operations, exercises, and activities to convey an unfiltered view to key audiences.
Visual information products are subject to the same security classification and
operations security considerations as other operational information. The release of
visual information products outside the DOD is subject to security classification and
operations security review.
COMBAT CAMERA
5-25.Combat camera supports joint and Army commanders across the range of
military operations. Combat camera units and teams produce still imagery and video
to support command and control, information operations, humanitarian relief, special
operations, intelligence, reconnaissance, engineering, legal, public affairs, and other
operations involving the Military Services.
5-26.Combat camera companies are an echelons above corps asset. Commanders
define their requirements and request combat camera support through the request for
forces process. Refer to FM 6-02 for procedures for requesting combat camera
support.
Note. The Department of the Army has made the decision to transfer
responsibility for visual information and combat camera from the Signal Corps
to public affairs in fiscal year 2022.

SECTION V – COMMUNICATIONS SECURITY

5-27.Communications security is the protection resulting from all measures designed
to deny unauthorized persons information of value that might be derived from the
possession and study of telecommunications, or to mislead unauthorized persons in
their interpretation of the results of such possession and study (JP 6-0). While
COMSEC does not rise to the level of a core competency, it is still an essential
capability to protect sensitive information.
5-28.Cryptographic systems and devices protect sensitive classified and unclassified
operational information in the DODIN-A. To decrypt the data, every member of the
cryptonet needs an identical key. COMSEC account managers distribute and control
keying material and manage routine updates so all authorized users—and only
authorized users—have the correct key to communicate. Including COMSEC key
management in operations planning is essential to enabling secure communications
(FM 6-02). Refer to ATP 6-02.75 for more information about COMSEC.

Appendix A
Echelons Above Corps Tactical Signal
Company Organizations
In addition to the signal companies at echelons corps and below,

certain echelons above corps signal companies also support large-
scale combat operations. This appendix outlines the capabilities and
structure of echelons above corps tactical signal companies and
platoons.
SPECIAL OPERATIONS SIGNAL COMPANY

A-1. The special operations signal battalion has three identical special operations
signal companies that provide operational- and tactical-level communications to
support joint and Army special operations forces. The battalion network operations
and security center manages the Army special operations forces tactical network.
A-2. The special operations signal companies (see figure A-1 on page A-2) provide
these capabilities:
z Installation, operation, and maintenance of the theater-level special
operations forces wide-area network.
z Classified and unclassified voice, video, and data communications to support
early or forcible entry and sustained command post operations for United
States Army Special Operations Command, a joint task force, or joint special
operations task force.
z Reachback to special operations forces headquarters to support split-based
operations.
z Communications support for airborne and airdrop operations.
'HFHPEHU ATP 6-02.2 A-1

Appendix A
Figure A-1. Special operations signal company organization
COMPANY HEADQUARTERS
A-3. The headquarters section provides command and control and administrative,
operational, information management, logistical, maintenance, and CBRN support
for the company. The headquarters consists of company commander, a headquarters
platoon leader, a first sergeant, a platoon sergeant, a supply noncommissioned
officer, a CBRN decontamination specialist, a supply specialist, and a vehicle driver.
THEATER SUPPORT PLATOON

A-4. The theater support platoon headquarters conducts command and control and
planning for the platoon and several multifunctional teams that are task organized
into communications nodes based on mission and operational requirements. The
platoon headquarters consists of a platoon leader and a platoon sergeant.
NETWORK HUB PLATOON

A-5. The hub platoon provides network capabilities for a deployed special operations
forces headquarters in austere or immature theaters. The hub capability ensures
seamless interaction with the respective theater of operations, United States Special
Operations Command, the DOD, and national systems during either short-term
deployment or the initial phases of long-term operations when no other in-theater,
secure, tactical network infrastructure exists.
JOINT TASK FORCE PLATOON

A-6. The joint task force platoon provides network capabilities for a joint special
operations task force headquarters. The platoon headquarters consists of a platoon
A-2 ATP 6-02.2 'HFHPEHU

Echelons Above Corps Tactical Signal Company Organizations
leader and a platoon sergeant. The special operations signal company operates
according to Army special operations doctrine. Refer to ATP 3-05.60 for more
information about the organization and capabilities of the special operations signal
company.
RANGER REGIMENT SIGNAL COMPANY

A-7. The Ranger Regiment’s organic signal company deploys worldwide to install,
operate, maintain, and secure the regiment’s communications and automated
information systems. The Ranger Regiment signal company establishes secure
networks to support the regiment’s operations and integrate with the Army force
component of a joint force. Figure A-2 on page A-4 shows the Ranger Regiment
signal company organization. The signal company provides local area network
support for the company, the Ranger battalions, the Ranger Special Troops Battalion,
and the Ranger Regiment.
A-8. The Ranger Regiment signal company provides—
z Automated information systems support for maneuver, support, and
command elements.
z Tactical radio relay, retransmission, and beyond line of sight HF and
narrowband (single-channel) satellite communications to extend networks.
z Field- and sustainment-level communications-electronics and COMSEC
maintenance for the special troops battalion and supporting organizations.

Appendix A
Figure A-2. Ranger Regiment signal company organization
HEADQUARTERS SECTION
A-9. The headquarters section provides command and control and staff supervision
for the signal company. The headquarters section consists of—
z Company commander.
z Operations officer.
z First sergeant.
z Telecommunications operations chief.
z Supply noncommissioned officer.
z Two supply specialists.
z Senior information technology specialist.
z CBRN noncommissioned officer.
z Information technology specialist.

SATELLITE COMMUNICATIONS SECTION

A-10. The satellite communication section headquarters provides supervision of the
two satellite communications teams. The section headquarters consists of—
z Satellite communications section chief.
z Senior nodal network systems operator-maintainer.
z Two senior satellite communications systems operator-maintainers.
z Two nodal network systems operator-maintainers.
z Satellite communications systems operator-maintainer.
Satellite Communications Teams

A-11. Each satellite communications team provides long-haul, high data rate
connectivity for regimental headquarters and subordinate elements. Each satellite
communications team consists of—
z Two senior satellite communications systems operator-maintainers.
z Two nodal network systems operator-maintainers.
z Three satellite communications systems operator-maintainers.
Nodal Support Team

A-12. Each nodal support team provides extended range access for battalion-level
tactical radio networks for two nodal teams. Each nodal support team consists of—
z Section chief.
z Signal operations noncommissioned officer.
z Signal operations support noncommissioned officer.
z Forward signal support noncommissioned officer.
z Nodal network systems operator-maintainer.
z Two satellite communications systems operator-maintainers.
z Signal tactical networking specialist.
z Three signal operations support specialists.
Tactical Network Team

A-13. The tactical network teams provide local area network support to the
company, the Ranger Special Troops Battalion, the Ranger Battalion, and the Ranger
Regiment. Each tactical network team consists of—

Appendix A
z Information technology team chief.

ELECTRONICS MAINTENANCE AND IN-FLIGHT COMMUNICATIONS

SECTION
A-14. The electronics maintenance and in-flight communications section consists
of—
z A radio repair supervisor.
z An equipment records and parts sergeant.
z Three senior radio repairers.
z Two satellite communications systems operator-maintainers.
z A computer and detection systems repairer.
A-15. The Ranger Regiment signal company operates according to Army special
operations doctrine. Refer to ATP 3-05.60 for more information about the Ranger
Regiment signal company.
EXPEDITIONARY SIGNAL COMPANY-ENHANCED

A-16. The expeditionary signal company-enhanced headquarters provides staff
planning and supervision of its signal platoons and any augmenting elements,
personnel, or material assets. The expeditionary signal company-enhanced provides
in-theater communications support primarily for echelons above corps Army units.
The expeditionary signal company-enhanced may also support other units at
echelons corps and below without organic signal capabilities or augment a unit’s
organic capabilities. Figure A-3 on page A-7 shows the organization of the
expeditionary signal company-enhanced. The expeditionary signal company-
enhanced also provides—
z Wideband and protected satellite communications transport.
z Beyond line of sight tropospheric scatter network transport.
z High-throughput line of sight transport.
z Telephone switching services.
z DODIN operations tools to support network management within the
company.
z Wire, cable, and fiber optic installation and maintenance.
z Access to Defense Information Systems Network voice, data, and video
services.
z Field maintenance support for organic communications-electronics,
COMSEC, automotive, power generation, and environmental control
equipment.

Figure A-3. Expeditionary signal company-enhanced organization
A-17. The company headquarters provides command and control and logistical
support for assigned platoons, sections, and teams. The headquarters section consists
of—
z First sergeant.
z Satellite communications operations noncommissioned officer.

Appendix A

z Two information technology specialists.
z Supply specialist.
EXPEDITIONARY SIGNAL PLATOON-ENHANCED

A-18. The expeditionary signal company-enhanced platoons provide command and
control and technical supervision for the platoon’s subordinate sections. Each
platoon consists of a tropospheric scatter team, a tactical satellite team, and a network
extension team. Members of the platoon install, operate, and maintain up to 16
medium data packages with their associated line of sight and satellite
communications transport systems. The platoon headquarters consists of a platoon
leader and a platoon sergeant.
Tropospheric Scatter Team

A-19. Each tropospheric scatter team provides tropospheric scatter communications
for beyond line of sight links between major commands, major functional
headquarters, and signal nodes. Each team consists of a senior tropospheric scatter
operator maintainer and a tropospheric scatter operator maintainer.
Tactical Satellite Team

A-20. Each tactical satellite team provides beyond line of sight wideband satellite
communications transport to support medium and large command posts. Each
satellite communications team consists of a satellite communications operations
sergeant (team chief) and a satellite communications systems operator-maintainer.
Network Extension Team

A-21. Each of the four network extension teams provides data services to support
SECRET Internet Protocol Router Network, secure and non-secure desktop video
teleconferencing, Defense Red Switched Network, Defense Switched Network, local
area networking, local and tactical phone extensions, and connectivity for other
special circuits as required. The network extension teams employ line of sight
systems to connect switching systems to the tactical network. Each network
extension team consists of—
z Senior nodal network systems operator-maintainer (team chief).
z Senior transmission systems operator-maintainer.
z Three nodal network systems operator-maintainers.
z Three transmission systems operator-maintainers.
SECURE MOBILE ANTI-JAM RELIABLE TACTICAL TERMINAL TEAM

A-22. The SMART-T team provides protected satellite communications transport
between selected major command posts. The team consists of one range extension

operator. Refer to ATP 6-02.45 for more information about employment of the
expeditionary signal company-enhanced.
EN ROUTE COMMUNICATIONS COMPANY

A-23. The en route communications company provides Defense Information
Systems Network services to support in-flight mission planning and early entry
communications for deploying forces. En route communications enable command
and control, staff planning, and situational awareness while in-flight from the home
station to a deployed area of operations. En route communications allow aircraft-to-
aircraft and aircraft-to-ground communications. Upon initial entry, an early entry
team remains in place until the supported unit’s organic communications support
arrives. The company consists of a headquarters section, two identical en route signal
platoons, and one Command and Staff Palletized Airborne Node platoon. Figure
A-4 shows the organization of the en route communications company.
Figure A-4. En route communications company organization

Appendix A
A-24. The company headquarters provides personnel and facilities for command
and control, administration, logistics, and supervision of subordinate platoons. The
headquarters section consists of—
z First sergeant.
EN ROUTE SIGNAL PLATOON

A-25. The en route signal platoon provides in-flight communications and network
services to support deploying commanders’ situational understanding and staff
planning while en route to an overseas mission objective. The en route signal platoon
consists of one Command and Staff Palletized Airborne Node team, seven Key
Leader Enroute Node teams, and three Dependent Airborne Node teams with 21 total
Dependent Airborne Nodes.
A-26. The platoon headquarters provides command and control and technical
supervision for its subordinate teams installing, operating, and maintaining en route
communications capabilities. The platoon headquarters integrates and coordinates
planning efforts with supported deploying units. The platoon headquarters consists
of a platoon leader and a platoon sergeant.
Command and Staff Palletized Airborne Node

A-27. The Command and Staff Palletized Airborne Node team provides seating and
monitors for task force commanders and their staffs in-flight while en route from the
continental United States to a deployment location. The Command and Staff
Palletized Airborne Node team consists of—
z Senior transmission systems operator-maintainer (team chief).
z Transmission systems operator-maintainer.
Key Leader En Route Node

A-28. The Key Leader En Route Node provides beyond line of sight reachback
capabilities for brigade and battalion commanders, executive officers, and staff. Each
Key Leader En Route Node team consists of—
z Senior transmission systems operator-maintainer (team chief).
z Transmission systems operator-maintainer.

Dependent Airborne Node

A-29. Each Dependent Airborne Node team provides communications links
through narrowband (single-channel) tactical satellite voice and line of sight voice
and data capabilities to battalion and company commanders in-flight. Each
Dependent Airborne Node team consists of a nodal network systems operator-
maintainer (team chief) and a transmission systems operator-maintainer. Refer to
ATP 6-02.45 for more information about the en route signal company.
COMBAT CAMERA COMPANY

A-30. The combat camera company provides visual documentation covering the
Military Services in war, natural disasters, and training activities. The company
provides still and motion imagery and video documentation to support intelligence
and decision making. Figure A-5 on page A-12 shows the organization of the combat
camera company. The combat camera company provides—
z Liaison to supported units, joint combat camera teams, and other Service
combat camera elements.
z Planning, coordination, and supervision of combat camera documentation
support missions.
z Combat camera support for airborne operations (airborne combat camera
company only).
z Combat camera support for ground, air assault, and amphibious operations.
z Still photo (film and digital) and video editing, including rough editing for
on-site customers.
z Tailored still and motion media, graphics products, narration support, video
reports, presentations, and visual imagery to support operational headquarters
in the theater army, corps, and division areas of operation.
z Combat camera equipment maintenance by on-site repair, replacement, or
evacuation to maintenance contractors.
z Field maintenance of vehicles, power generators, environmental control
units, and signal support systems.

Appendix A
Figure A-5. Combat camera company organization
A-31. The company headquarters provides command and control, operations,
logistics and administrative support to the company’s subordinate sections. The
headquarters section consists of—
z First sergeant.
z Motor sergeant.
z Supply sergeant.
z CBRN noncommissioned officer.
z Three wheeled vehicle mechanics.
z Equipment records and parts sergeant.
z Human resources specialist.
z Utilities equipment repairer.

THEATER ARMY OPERATIONS SECTION

A-32. The theater army operations section provides planning, coordination and
supervision of operations of all theater-, corps-, and division-level combat camera
documentation support missions. The theater army operations section ensures the
execution of combat camera support to joint, multinational, and Army operations by
assigned platoons. The theater army operations section exercises direct control over
the documentation and multimedia sections of the combat camera company. The
theater army operations section consists of an operations officer, a visual information
liaison noncommissioned officer, and a visual information operations sergeant.
MULTIMEDIA TEAM
A-33. Each multimedia team provides still photographic and video products at
theater army, corps, and division levels. The section also provides tailored still and
motion media products, graphics, narration, video reports, presentation and
exploitation of visual imagery, video and still editing, and archive production of
combat camera documentation. The multimedia team can produce still photographs
in digital, 35mm film, 35mm slide, and print formats to support theater army, corps,
and division. Each multimedia team consists of four visual information specialists.
SUPPORT PLATOON
A-34. Each of the three support platoons conducts combat camera support missions
and other combat camera missions as assigned. Each platoon consists of a
multimedia team, a headquarters documentation squad, and two documentation
squads. The platoon headquarters consists of a platoon leader, a platoon sergeant,
and a visual information supervisor.
Headquarters Documentation Squad

A-35. The headquarters documentation squad supervises two types of
documentation teams—one documentation team 1 and three documentation team 2.
Each headquarters documentation squad consists of a squad leader and a visual
information noncommissioned officer.
Documentation Team
A-36. The documentation teams 1 and 2 (airborne), provide COMCAM visual
support of airborne operations and other assigned COMCAM missions throughout
the theater of operations, through documentation with conventional still, digital still,
and video products; and rough editing to the on-site customer. Each documentation
team consists of five visual information specialists. Refer to ATP 6-02.40 for more
information about the combat camera company.

Appendix A
TACTICAL INSTALLATION AND NETWORKING

COMPANY-ENHANCED
A-37. The tactical installation and networking company-enhanced provides
network installation, troubleshooting, quality assurance testing, and handoff
coordination to enable the transition from tactical to semi-permanent automation
support. Figure A-6 shows the organization of the tactical installation and
networking company-enhanced. The company provides these capabilities to support
geographic combatant command, theater army, signal command (theater), and joint
task force or multinational headquarters:
z Installation, maintenance, troubleshooting, testing, and repair of wire, cable,
and fiber optic transmission systems.
z Antenna and tower construction and repair.
z Installation of automated information systems and services, including—
Local area networks.
Wide-area networks.
Network security hardware.
Video teleconferencing.
Figure A-6. Tactical installation and networking company-enhanced

organization
A-38. The company headquarters provides command and control, personnel
administration, maintenance, and supply for the company. The headquarters section
advises the supported commander on aspects of network installation, including
inside plant, outside plant, local area networking, and other network installation and
initialization. The headquarters section consists of—
z First sergeant.

z Motor sergeant.
z Supply sergeant.
z Six wheeled vehicle mechanics.
z Equipment records and parts sergeant.
z Human resources specialist.
z CBRN specialist.
z Utilities equipment repairer.
z Two supply specialists.
OPERATIONS SECTION
A-39. The operations section provides personnel and equipment to employ wire,
cable, and fiber optic capabilities by providing technical expertise and by interpreting
and implementing engineering plans. The section plans, coordinates, configures, and
integrates network installation, operation, maintenance, and management. The
operations section consists of—
z Network systems technician.
z Two senior information technology specialists.
QUALITY CONTROL TEAM

A-40. The quality control team performs quality assurance testing and handoff of
installed network systems. The team also provides internal quality control to the line
platoons. The quality control team consists of—
z Information technology chief.
z Installer.
z Apprentice installer.
TACTICAL INSTALLATION AND NETWORKING PLATOON-ENHANCED

A-41. The tactical installation and networking platoon-enhanced provides cable
installation capabilities that include—
z Inside plant.
z Heavy outside plant.
z Light outside plant.
z Local area networking.

Appendix A
A-42. The platoon headquarters provides command and control, planning, and
technical supervision for its subordinate sections and teams. The platoon
headquarters consists of a platoon leader and a platoon sergeant.
Cable Section
A-43. Each cable section is made of various teams, including inside plant teams,
heavy outside plant teams, and light outside plant teams. The section is supervised
by a cable section chief.
Inside Plant Team

A-44. Inside plant teams install and maintain indoor wire, cable, and fiber optic
systems. The teams also repair and maintain existing wire, cable, and fiber optic
systems in indoor facilities. Each inside plant team consists of—
z Two senior installers.
z Six installers.
z Six apprentice installers.
Heavy Outside Plant Team

A-45. Heavy outside plant teams maintain aerial, buried, and underground wire,
cable, and fiber optic systems. The heavy outside plant teams also repair and
maintain existing wire, cable, and fiber optic systems. The heavy outside plant teams
are manned and equipped heavier than the light outside plant teams to support larger
outside plant operations. The heavier equipment includes telephone pole and bucket
trucks, ditch diggers, and trailer-mounted cable reel handling equipment. Each heavy
outside plant team consists of—
z Two cable and antenna systems supervisors.
z Two senior cable and antenna systems specialists.
z 14 cable and antenna systems specialists.
Light Outside Plant Team

A-46. Light outside plant teams maintain aerial, buried, and underground wire,
cable, and fiber optic systems. The teams also repair and maintain existing wire,
cable, and fiber optic systems. Each light outside plant team consists of—
z Two senior cable and antenna systems specialists.
z Eight cable and antenna specialists.
Network Installation Section

A-47. Each network installation section is made up of an information system team
and a local area network installation team. The network installation section chief is
an information technology staff noncommissioned officer.

Information System Team

A-48. Each information system team performs digital system installation and
facilities digital system installation through construction, editing, and testing of
computer system programs and data systems studies. The team troubleshoots
software associated with initialization of wide-area networks and other networks in
accordance with established procedures. Team members provide knowledge of
system administration, wide-area network management, and local area network
management. The team troubleshoots digital systems and identifies whether the
faults are in cabling or computer hardware or software. Each information systems
team consists of—
z Two information technology team chiefs.
z Six senior information technology specialists.
z Six information technology specialists.
Local Area Network Installation Team

A-49. The local area network installation teams connect various headquarters local
area networks into the wide-area network via cabling, hardware installation, and
connection to tactical and host-nation switches and transport systems. The local area
network installation teams install digital systems, including local area networks,
network security hardware, SECRET Internet Protocol Router Network, Non-
classified Internet Protocol Router Network, and video teleconferencing. Each local
area network installation team consists of—
z Two senior installers.
z Six installers.
z Six apprentice installers.
A-50. Refer to ATP 6-02.45 for more information about the tactical installation and
networking company-enhanced.

Appendix B
Retransmission Mission Checklist
Because retransmission teams often operate remotely from other

elements, it is critical that they have all required supplies,
equipment, and site defense support coordinated and on-hand
before leaving the staging area, command post, or forward
operating base. Team chiefs, platoon sergeants, and platoon leaders
should thoroughly inspect all retransmission systems and personnel
before employing a remote retransmission site. Upon return, teams
must recover their equipment and prepare for immediate follow-on
missions.
RETRANSMISSION PRECOMBAT CHECKS AND

PRECOMBAT INSPECTIONS
B-1. The platoon leader or platoon sergeant must evaluate retransmission teams’
preparation for combat. They conduct precombat checks to validate the teams’
readiness once the team chiefs report their teams and vehicles are prepared. Because
of the difficulty of reaching and resupplying retransmission teams operating from
remote sites, it is vital that the platoon leader and platoon sergeant conduct detailed
precombat inspections of retransmission teams before they leave the staging area.
During precombat checks and inspections, leaders check or inspect—
z Weapons, ammunition, and sensitive items inventory—
Global Positioning System with selective availability key loaded.
Night observation devices tested.
Simple key loader.
Communications card.
Maps, protractors, and compasses.
Systems Planning, Engineering, and Evaluation Device assessment.
z Preventive maintenance checks and services performed on all equipment and
documented.
z Top off all vehicles and fuel cans.
z All basic issue items are present.
z Complete combat lifesaver’s bag.
z Battery plan—spare batteries on hand for all equipment.
z Cables installed.
z Hand microphones with spares.
z Speakers.
'HFHPEHU ATP 6-02.2 B-1

Appendix B
z Load retransmission radios—COMSEC and frequencies.

z Radio check with adjacent and supported units.
z Load plan—equipment that is needed first is available and readily accessible.
Personnel manifest.
Equipment manifest.
Seven-day supply of food and water.
Camouflage netting layout.
All items are tied down securely.
z Recommended retransmission equipment:
Six complete antenna systems.
Tents and heaters.
Extension cords.
Tool boxes.
PRM-34/PRM-36.
Petroleum, oils, and lubricants.
z Boxes (2) containing—
Spare cables.
Spare ground cables.
Trash bags.
Connectors.
Toilet paper.
Tape—100 mile per hour and electrical.
Chemical lights.
Mechanical pencils.
Binoculars.
All applicable equipment and doctrine manuals.
AN/PRC-119, complete.
PRE-MISSION BRIEFING
B-2. The platoon leader and platoon sergeant present retransmission teams an
updated mission briefing immediately before a mission to ensure team chiefs and
team members understand the plan. Leaders should have the team chief backbrief
portions of the plan to verify their understanding of the mission and procedures. The
pre-mission briefing includes—
z Commander’s intent.
z Convoy plan and procedures.
z PACE plan.
z Frequencies.
z COMSEC.
z Jamming plan.
B-2 ATP 6-02.2 'HFHPEHU

z Supported unit’s scheme of maneuver.

z Location and role of supporting units.
z Enemy Situation.
Primary enemy location—update daily.
Enemy manned and unmanned aircraft.
Enemy intelligence, surveillance, and reconnaissance capabilities.
Enemy indirect fire capabilities.
Most likely enemy actions.
Enemy tactics, techniques, and procedures against remote sites like
retransmission sites.
Primary and alternate enemy avenues of approach.
If the enemy requires an escort, identify escorting unit.
z Timeline of operations.
z Weather and terrain.
z Location of site.
z Terrain masking techniques—
Avoid skylining.
Use terrain to mask transmissions from enemy detection.
z Primary and alternate retransmission site locations—explain movement
triggers.
z Antenna placement plan—
Know where the enemy is in relation to the operation.
Shield transmissions from the enemy.
z Site security and defense plan—vital and continuous.
Supporting security elements.
Internal security plan.
Site concealment and camouflage.
Concertina wire.
Range card and fires plan.
z Compromise plan
Emergency destruction plan—COMSEC, documents, maps, and
equipment.
Escape and evasion plan.
z Resupply plan and reporting plan.
POST MISSION BRIEF—ON SITE

B-3. At the conclusion of a mission, leaders should conduct a post-mission briefing
and inspection before leaving the retransmission site. If the platoon leader or platoon
sergeant is not available to conduct the on-site briefing, the team chief performs post-
mission checks, including—

Appendix B
z Ammunition.
z Individual equipment.
Weapons.
Sensitive items.
Eye protection.
Water.
Hand protection.
Identification tags and identification cards.
Body armor.
z Chock blocks and drip pans.
z Trailer is connected, brakes are functional, and parking brake is off.
z Vehicular antennas are tied down.
z Convoy frequency plan loaded.
Sheriff net (quick reaction force).
Medical evacuation.
z Communications checks with supporting units and security elements.
z Convoy briefing.
POST MISSION BRIEF—AFTER RETURN

B-4. Upon end of mission and return to the staging area or command post, the
retransmission team should prepare for immediate redeployment if it becomes
necessary. The post-mission briefing and equipment checks after return help the unit
collect lessons learned and recover equipment so it is ready for immediate use. The
post-mission briefing and after action review include—
z Weapons, sensitive items, and ammunition checked immediately upon return.
z After operation preventive maintenance checks and services performed on
vehicles and generators.
Petroleum, oils, and lubricants resupplied.
Trucks, generators, and fuel cans refilled.
Trucks and trailers cleaned as needed.
z Communications equipment.
Zeroized as necessary.
After operation preventive maintenance checks and services performed
on all communications equipment.
Inventory—missing or broken equipment identified and replaced.
z All classes of supply (including food and water) replenished and load plan
updated as necessary.
z Missing personal equipment identified and replaced.
z Internal after action review conducted.
Input from team.
B-4 ATP 6-02.2 'HFHPEHU

Consolidation of notes.
After action review comments submitted to higher headquarters for
lessons learned and SOP updates.
z Debriefing to higher headquarters conducted.

Glossary
The glossary lists acronyms and terms with Army, multi-service, or

joint definitions, and other selected terms. Where Army and joint
definitions are different, (Army) follows the term. The proponent
for other terms is listed in parentheses after the definition.
SECTION I – ACRONYMS AND ABBREVIATION

ADP Army doctrine publication
ASCOPE areas, structures, capabilities, organizations, people, and
events
ATP Army techniques publication
CBRN chemical, biological, radiological, and nuclear
COMSEC communications security
DA Department of the Army
DODI Department of Defense instruction
DODIN Department of Defense information network
DODIN-A Department of Defense information network-Army
FM field manual
FRAGORD fragmentary order
G-2 assistant chief of staff, intelligence
G-3 assistant chief of staff, operations
G-6 assistant chief of staff, signal
HF high frequency
J-6 communications system directorate of a joint staff
JP joint publication
KOCOA key terrain, observation and fields of fire, cover and
concealment, obstacles, and avenues of approach
METT-TC mission, enemy, terrain and weather, troops and support
available, time available, and civil considerations
OAKOC observation and fields of fire, avenues of approach, key
terrain, obstacles and movement, and cover and
concealment
'HFHPEHU ATP 6-02.2 Glossary-1

Glossary
OPORD operation order

PACE primary, alternate, contingency, and emergency
S-2 battalion or brigade intelligence staff officer
S-3 battalion or brigade operations staff officer
S-4 battalion or brigade logistics staff officer
S-6 battalion or brigade signal staff officer
SMART-T Secure Mobile Anti-Jam Reliable Tactical Terminal
SOP standard operating procedure
UHF ultrahigh frequency
VHF very high frequency
WARNORD warning order
SECTION II – TERMS
area of influence
A geographical area wherein a commander is directly capable of influencing
operations by maneuver or fire support systems normally under the commander’s
command or control. (JP 3-0)
area of interest
That area of concern to the commander, including the area of influence, areas
adjacent thereto, and extending into enemy territory. This area also includes areas
occupied by enemy forces who could jeopardize the accomplishment of the
mission. (JP 3-0)
area of operations
An operational area defined by the joint force commander for land and maritime
forces that should be large enough to accomplish their missions and protect their
forces. (JP 3-0)
avenue of approach
A path used by an attacking force leading to its objective or to key terrain.
Avenues of approach exist in all domains. (ADP 3-90)
civil considerations
The influence of manmade infrastructure, civilian institutions, and attitudes and
activities of the civilian leaders, populations, and organizations within an area of
operations on the conduct of military operations. (ADP 6-0)
communications security
The protection resulting from all measures designed to deny unauthorized persons
information of value that might be derived from the possession and study of
telecommunications, or to mislead unauthorized persons in their interpretation of
the results of such possession and study. Also called COMSEC. (JP 6-0)
Glossary-2 ATP 6-02.2 'HFHPEHU

Glossary
concealment
Protection from observation or surveillance. (FM 3-96)
constraint
A restriction placed on the command by a higher command. A constraint dictates
an action or inaction, thus restricting the freedom of action of a subordinate
commander. (FM 6-0)
cover
Protection from the effects of fires. (FM 3-96)
cybersecurity
Prevention of damage to, protection of, and restoration of computers, electronic
communications systems, electronic communications services, wire
communication, and electronic communication, including information contained
therein, to ensure its availability, integrity, authentication, confidentiality, and
nonrepudiation. (DODI 8500.01)
decisive terrain
Key terrain whose seizure and retention is mandatory for successful mission
accomplishment. (ADP 3-90)
Department of Defense information network-Army
An Army-operated enclave of the Department of Defense information network
that encompasses all Army information capabilities that collect, process, store,
display, disseminate, and protect information worldwide. Also called DODIN-A.
(ATP 6-02.71)
essential task
A specified or implied task that must be executed to accomplish the mission.
(FM 6-0)
execution
Putting a plan into action by applying combat power to accomplish the mission.
(ADP 5-0)
field maintenance
On-system maintenance, repair and return to the user including maintenance
actions performed by operators. (FM 4-30)
friendly force information requirement
Information the commander and staff need to understand the status of friendly
force and supporting capabilities. (JP 3-0)
implied task
A task that must be performed to accomplish a specified task or mission but is not
stated in the higher headquarters’ order. (FM 6-0)
key terrain
An identifiable characteristic whose seizure or retention affords a marked
advantage to either combatant. (ADP 3-90)
'HFHPEHU ATP 6-02.2 Glossary-3

Glossary
logistics package
A grouping of multiple classes of supply and supply vehicles under the control of
a single convoy commander. (FM 3-90.1)
network transport
The processes, equipment, and transmission media that provide connectivity and
move data between networking devices and facilities. (FM 6-02)
planning
The art and science of understanding a situation, envisioning a desired future, and
laying out effective ways of bringing that future about. (ADP 5-0)
priority intelligence requirement
An intelligence requirement that the commander and staff need to understand the
threat and other aspects of the operational environment. (JP 2-01)
risk assessment
The identification and assessment of hazards (first two steps of the risk
management process). (JP 3-26)
specified task
A task specifically assigned to a unit by its higher headquarters. (FM 6-0)
spectrum management operations
The interrelated functions of spectrum management, frequency assignment, host
nation coordination, and policy that together enable the planning, management,
and execution of operations within the electromagnetic operational environment
during all phases of military operations. (FM 6-02)
task-organizing
The act of designing a force, support staff, or sustainment package of specific size
and composition to meet a unique task or mission. (ADP 3-0)
technical channels
The chain of authority for ensuring the execution of clearly delineated technical
tasks, functions, and capabilities to meet the dynamic requirements of Department
of Defense information network operations. (ATP 6-02.71)
Glossary-4 ATP 6-02.2 'HFHPEHU

References
All websites accessed on 5 November 2020.
REQUIRED PUBLICATIONS
These documents must be available to the intended users of this publication.
DOD Dictionary of Military and Associated Terms. June 2020.
FM 1-02.1. Operational Terms. 21 November 2019.
RELATED PUBLICATIONS
These documents contain relevant supplemental information.
DEPARTMENT OF DEFENSE PUBLICATIONS

Most DOD publications are available at the Executive Services Directorate
Website at: https://www.esd.whs.mil/dd/dod-issuances/.
DODI 8500.01. Cybersecurity. 14 March 2014.
JOINT PUBLICATIONS
Most joint publications are available online: https://www.jcs.mil/doctrine.
JP 2-01. Joint and National Intelligence Support to Military Operations.
5 July 2017.
JP 3-0. Joint Operations. 17 January 2017.
JP 3-26. Joint Combating Terrorism. 30 July 2020. (JEL+) (DOD-approved
certificate login required.)
JP 3-85. Joint Electromagnetic Spectrum Operations. 22 May 2020.
https://jdeis.js.mil/jdeis.
JP 6-0. Joint Communications System. 10 June 2015.
ARMY PUBLICATIONS
Most Army doctrinal publications are available online: https://armypubs.army.mil.
ADP 1. The Army. 31 July 2019.
ADP 3-0. Operations. 31 July 2019.
ADP 3-90. Offense and Defense. 31 July 2019.
ADP 5-0. The Operations Process. 31 July 2019.
'HFHPEHU ATP 6-02.2 References-1

References
ADP 6-0. Mission Command: Command and Control of Army Forces.

31 July 2019.
ADP 6-22. Army Leadership and the Profession. 31 July 2019.
ATP 2-01.3. Intelligence Preparation of the Battlefield. 1 March 2019.
ATP 3-05.60. Special Operations Communications System. 30 November 2015.
ATP 3-12.3. Electronic Warfare Techniques. 16 July 2019.
ATP 5-19. Risk Management. 14 April 2014.
ATP 6-02.40. Techniques for Visual Information Operations. 3 January 2019.
ATP 6-02.45. Techniques for Tactical Signal Support to Theater Operations.
7 November 2019.
ATP 6-02.53. Techniques for Tactical Radio Operations. 13 February 2020.
ATP 6-02.54. Techniques for Satellite Communications. 5 November 2020.
ATP 6-02.60. Tactical Networking Techniques for Corps and Below.
9 August 2019.
ATP 6-02.70. Techniques for Spectrum Management Operations. 16 October
2019.
ATP 6-02.71. Techniques for Department of Defense Information Network
Operations. 30 April 2019.
ATP 6-02.75. Techniques for Communications Security. 18 May 2020.
FM 3-0. Operations. 6 October 2017.
FM 3-12. Cyberspace and Electronic Warfare Operations. 11 April 2017.
FM 3-90.1. Offense and Defense Volume 1. 22 March 2013.
FM 3-94. Theater Army, Corps, and Division Operations. 21 April 2014.
FM 3-96. Brigade Combat Team. 8 October 2015.
FM 4-30. Ordnance Operations. 1 April 2014.
FM 6-0. Commander and Staff Organization and Operations. 5 May 2014.
FM 6-02. Signal Support to Operations. 13 September 2019.
FM 6-27/MCTP 11-10C. The Commander’s Handbook on the Law of Land
Warfare. 7 August 2019.
FM 7-0. Train to Win in a Complex World. 5 October 2016.
RECOMMENDED READINGS
ADP 1-01. Doctrine Primer. 31 July 2019.
WEBSITES
Cyber Lessons and Best Practices Website (Requires DOD-approved certificate
login) https://lwn.army.mil/web/cll/home.
Global Combat Support System-Army Website:
https://www.gcss.army.mil/Default.
References-2 ATP 6-02.2 'HFHPEHU

References
PRESCRIBED FORMS
This section contains no entries.
REFERENCED FORMS
Unless otherwise indicated, DA Forms are available on the Army Publishing
Directorate Website at https://armypubs.army.mil.
DA Form 2028. Recommended Changes to Publications and Blank Forms.
DA Form 2062. Hand Receipt/Annex Number.
DA Form 5988-E. Equipment Maintenance and Inspection Worksheet. (Available
through the Unit Level Logistics System).
'HFHPEHU ATP 6-02.2 References-3

Index
Entries are by paragraph number.
expeditionary, A-16
C Ranger, A-7 F
cable and wire, 5-9 special operations, fiber optic, 5-10
combat camera, 5-25, A-1
tactical installation H
A-30
and networking, hand receipt, 4-7
COMCAM. See combat
A-37 hub platoon, 3-25
camera
COMSEC. See
command post, 3-2,
communications I
3-38 information
security
brigade, 3-26 dissemination
main, 3-27 contested environment,
3-49 management, 5-19
tactical, 3-28
corps, 3-4 core competencies information
early entry, 3-11 DODIN operations, requirements, 2-60
main, 3-8 5-15 information services,
mobile command network transport 5-12
group, 3-12 and information
tactical, 3-9 services, 5-1 J
displacement, 3-46 spectrum jamming
division, 3-14 management GPS, 3-68
main, 3-19 operations, 5-21 satellite
tactical, 3-23 visual information communications,
command relationships, and combat 3-73
1-103 camera, 5-23 single-channel
assigned, 1-107 cybersecurity, 5-18 radios, 3-60
attached, 1-32 cyberspace attack, 3-78 L
OPCON, 1-109 data exfiltration, 3-89
organic, 1-106 line of sight, 3-56, 5-5
denial of service,
TACON, 1-110 3-79 logistics
TECHCON, 1-111 malware, 3-84 responsibilities, 4-1
communications phishing, 3-101 M
security, 5-27 social engineering,
3-94 maintenance, 4-32
company preventive, 4-37
brigade social media, 3-108
field artillery, 1-53 masking
D camouflage net, 3-55
support, 1-52, 1-62
brigade combat defense, 3-34 terrain, 3-54
team, 1-15 area, 3-41
mobile, 3-43 N
armored, 1-18
infantry, 1-28 network management,
E 5-17
Stryker, 1-40
combat camera, electromagnetic attack,
3-52, 3-59
O
A-30
corps, 1-91 emergency destruction, offense, 3-1
division, 1-71 3-45 operation order, 2-125
en route enterprise systems
communications,
P
management, 5-17
A-23 planning
considerations, 2-1
'HFHPEHU ATP 6-02.2 Index-1

Index
platoon types, 2-140 satellite

capabilities, 1-4 remote antennas, 3-57 communications, 5-3
role, 1-1 spectrum management
responsibilities
post-mission briefing, platoon leader, 1-8 operations, 5-21
B-3, B-4 platoon sergeant, 1-9 sustainment
pre-combat checks, section sergeant, 1- functions, 4-5
2-153, B-1 10 sustainment plan, 4-14
pre-combat inspection, teams, 1-11
B-1 resupply, 4-17 T
pre-combat inspections, emergency, 4-28 training, 2-157
2-35 pre-positioned, 4-30 8-step model, 2-158
routine, 4-19 troop leading
pre-mission briefing, B-2 service station, 4-25 procedures, 2-12
property book, 4-6 tailgate, 4-23 abbreviated, 2-130
R retransmission, 3-29,
3-40, 5-6, B-1 V
reconnaissance, 2-120 visual information, 5-23
rehearsals, 2-135 S
methods, 2-146 SATCOM. See satellite
purpose, 2-139 communications
Index-2 ATP 6-02.2 'HFHPEHU

ATP 6-02.2
30 December 2020
By Order of the Secretary of the Army:
JAMES C. MCCONVILLE
General, United States Army
Chief of Staff
Official:
KATHLEEN S. MILLER
Administrative Assistant
to the Secretary of the Army
2035702
DISTRIBUTION:
Active Army, Army National Guard, and United States Army Reserve: Distributed in
electronic media only (EMO).
PIN: 208035-000

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Preparation ................................................................................................ 2-2

ii ATP 6-02.2 'HFHPEHU

Signal Teams and Operators ..................................................................... 4-1

Figure 1-1. Armored brigade combat team signal company

'HFHPEHU ATP 6-02.2 iii

Figure 1-5. Maneuver enhancement, combat aviation, and

Table 2-1. Recommended enemy situation template items.................2-14

iv ATP 6-02.2 'HFHPEHU

'HFHPEHU ATP 6-02.2 v

Chapter 3 – Support to Operations.

'HFHPEHU ATP 6-02.2 vii

Chapter 5 – Core Competencies and Essential Capability of the Signal Corps.

Appendix A – Echelons Above Corps Tactical Signal Company Organizations—

Appendix B – Retransmission Mission checklist—discusses precombat checks,

viii ATP 6-02.2 'HFHPEHU

This chapter discusses the role, capabilities, and limitations of

SECTION I – ROLE OF THE SIGNAL PLATOON

CAPABILITIES AND LIMITATIONS

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SECTION II – DUTIES AND RESPONSIBILITIES

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z Be responsible for the accomplishment of all missions based on the

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SIGNAL TEAMS AND OPERATORS

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SECTION III – SIGNAL COMPANY ORGANIZATIONS AT

BRIGADE COMBAT TEAM SIGNAL COMPANY

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z Global Broadcast Service capability to receive high bandwidth imagery,

ARMORED BRIGADE COMBAT TEAM

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Figure 1-1. Armored brigade combat team signal company organization

Headquarters Support Platoon

Small Command Post Support Team

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senior transmission systems operator-maintainer (team chief), a transmission

Network Extension Platoon

Terrestrial Transmission Line of Sight Team

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posts. Members of the retransmission team assist in the coordinated defense of

INFANTRY BRIGADE COMBAT TEAM

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Figure 1-2. Infantry brigade combat team signal company organization

Headquarters Support Platoon

Small Command Post Tactical Communications Node and Satellite Transportable

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company headquarters relocation. The team consists of a senior nodal network

Network Extension Platoon

Tactical Communications Node, Secure Mobile Anti-Jam Reliable Tactical Terminal,

Terrestrial Transmission Line of Sight Team

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transmission systems operator-maintainer (team chief) and three transmission

Tactical Radio-Tower Team

STRYKER BRIGADE COMBAT TEAM

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