# Company Command and Control ## Company Command Post The company CP is an austere setup and not specifically designed to be a staff level planning and tracking environment. The bulk of the company’s mission information comes from the battalion, BCT or air assault task force (AATF). The company CP is for company specific mission planning, briefings and rehearsals. Often, the company CP is collocated within the same shelter grouping as the company’s maintenance and supply personnel offering limited space designated specifically for mission planning. The company CP operates under the same principles as the main CP. ### Split-Based Operations Operations of platoons/sections independent of the company headquarters is referred to as split-based operations. Modularity of forces supporting BCTs requires companies to operate while geographically separated and with a decentralized command. Company headquarters may be collocated with their platoons or the platoons may be deployed forward in support of a BCT, ATF, or TF. Companies must be able to deploy, sustain combat operations, and fight wholly or as independent platoons or sections. The duration depends on mission requirements and will require sufficient logistics support. Additional augmentation of personnel and/or equipment may be required to fill essential mission support roles. ### Capabilities Aviation company capabilities are a combat multiplier for the ground tactical commander. Modularity of companies allow for a “plug and play” capability for BCTs, ATFs, and TFs. Aviation companies are capable of 24-hour continuous operations for short periods of time. Sustained operations involving surges, such as in an offensive operation, will require the unit to have a reduced capability, following the operation, for the period of time required to accomplish maintenance on aircraft and manage fighter endurance for aircrews. The aviation modular design allows corps and theater assets to reinforce brigade assets which provide an added capability to reinforce BCTs, ATFs, and TFs during surge operations. This design also provides aviation support following surge operations, while the BCT’s, ATF’s, and TF’s organic aviation unit companies are in a reduced capability time frame. *** ## Attack Reconnaissance Company Elements
Commander (CO) The company commander is a warfighter, responsible for the integration of his company into the combined arms fight. He leads, mentors, guides, and inspires the Soldiers of the company. He is a highly proficient aviation leader and is qualified as a PC in accordance with TC 1-210. The commander is responsible for training platoon leaders and evaluating crews and individuals as well as assessing training. The company commander is responsible for aircraft maintenance ensuring aircraft are available to meet the battalion commander’s intent. He also determines crew selections as well as composition of flight teams. The 1SG, platoon leaders, IPs, TACOPS, and PCs assist the commander in ensuring crews are combat ready.
First Sergeant The 1SG is the senior NCO and senior enlisted aviation maintainer at company level. The 1SG is the commander's primary advisor concerning enlisted Soldiers and performs other duties directed by the commander. The 1SG focuses attention on functions critical to success of the operation. The 1SG assists the commander in the following ways: * Provides recommendations and expedites procurement and preparation of enlisted replacements for the company. * Supervises daily maintenance operations. * Organizes, deploys, and supervises all support elements assigned, attached, or OPCON to the company. This includes food service, transportation, maintenance, and other support personnel. * Coordinates medical, mess, supply, administrative, and other logistics support. * Receives, consolidates, and forwards all administrative, personnel, and casualty reports to battalion rear CP via radio, hard copy, or digital format. * Establishes and organizes the company resupply point. * Leads company ground movements when required and establishes AAs. * Monitors NCO development, promotions, and assignments. This includes assessment of the company’s battle focused Soldier and NCO leader training programs. * Identifies, plans, and assesses Soldier performance on training tasks supporting collective (unit) tasks on the METL.
Platoon Leader The platoon leader leads his platoon in combat and is responsible for crew selection recommendations and mission accomplishment. Unit IPs assist the platoon leader in ensuring crews are properly selected and trained. Platoon leaders are expected to develop proficiency in the aircraft and attain the designation of air mission commander (AMC) and PC, while ensuring crews are proficient in TTP. The platoon leader is responsible for all maintenance operations of the platoon to include: * Updating the commander on all aircraft status changes. * Developing and implementing a tracking system to monitor critical maintenance services, such as scheduled maintenance, unscheduled maintenance, deferred maintenance, phases/progressive preventive maintenance, flow chart, status chart, parts and work order requests. * Supervising daily maintenance operations.
Platoon Sergeant The platoon sergeant is the key assistant and primary adviser to the platoon leader. He provides advice concerning enlisted Soldiers, and performs other duties directed by the platoon leader. The platoon sergeant assesses Soldier training proficiency with input from section leaders identifying Soldier and collective tasks needing training. The platoon sergeant assists the platoon leader, as the 1SG assists the commander, by: * Ensuring platoon has aircraft available to accomplish assigned missions. * Providing recommendations and requesting, through the platoon leader to the commander, procurement and preparation of enlisted replacements for the company. * Coordinating medical, mess, supply, administrative, and other logistics support for the platoon. * Reviewing maintenance forms ensuring crew chiefs verify deficiencies and completing additional forms as necessary. * Ensuring submittal of maintenance forms and appropriate tracking is initiated. * Monitoring status of replacement parts, including parts on order and valid parts requisition numbers. * Ensuring all recoverable parts are turned in. * Leading platoon ground movements and conducting preexecution checks when required. * Providing input to platoon leader’s collective task assessment. * Ensuring Soldiers are prepared for and attend training. * Monitoring NCO development and promotions. * Identifying, planning, and assessing Soldier performance on training tasks supporting individual and collective (unit) tasks on the METL (to include maintenance tasks).
Standardization Instructor Pilot SPs assist the commander in developing and implementing the unit aircrew training program (ATP). He also assists the commander in crew selection, normally performs as a member of the company operations planning cell, and may serve as an AMC during combat operations. SPs provide quality control for the ATP via the commander’s standardization program. Along with their primary responsibilities, they mentor and professionally educate all unit crewmembers. SPs are tasked to provide expertise on unit, individual, crew, and collective training to the commander and perform the following functions: * Serves as member of the battalion standardization committee. * Advises commander on development of commander’s task list (CTL). * Monitors unit standardization and ATPs. * Maintains unit individual aircrew training folders (IATFs). * Monitors unit no-notice programs. * Assists battalion SP and battalion master gunner in the development and execution of realistic company gunnery tables. This may include ammunition forecast, helicopter gunnery skills test, engagement scenarios, situational training exercises (STXs), and computer-based ASE training (CBAT) requirements. * Develops company STXs accurately reflecting current combat operations and the full spectrum of aircraft capabilities. * Attends training meetings.
Instructor Pilot IPs are responsible for assisting the platoon leader in properly training combat ready crews. IPs provide quality control for the ATP via the commander’s standardization program. Although IPs work directly for the platoon leader, they receive guidance and delegated tasks from the company SP. This ensures training is standardized throughout the company, provides for an economy of effort in the company, and contributes to professional development of the IP. Along with their primary responsibilities of the standardization program, they mentor and professionally educate all unit crewmembers. IPs are also responsible for: * Performing as designated (IP and/or instrument examiner). * Conducting no-notice evaluations. * Assisting company standardization officer in maintaining IATFs. * Assisting in development of company STXs. * Assisting in development and execution of company gunnery tables.
Unit Trainer Unit trainers are aviators designated to instruct in areas of specialized training (see TC 1-210). They assist IPs in unit training programs and the achievement of established training goals. Some areas in which they instruct are: * Night vision goggles (NVGs). * Instrument flight. * Tactics. * Border and corridor qualifications. * Local area qualifications.
Maintenance Test Pilot MPs assist the commander as the primary advisor for developing and managing the unit maintenance program. The MP must be involved in all day-to-day maintenance aspects of the company, coordinating required resources as necessary ensuring their efficient use. The MP’s ultimate goal is ensuring maximum availability of aircraft. The MP also: * Conducts maintenance test flights and maintenance operational checks. * Advises commander, platoon leader, and platoon sergeant on maintenance operations. * Serves as an operational mission pilot. * Conducts pilot training on maintenance related subjects and troubleshooting fundamentals.
Safety Officer SOs assist the commander in developing and implementing all unit safety programs. An SO is not just an observer; he is expected to be tactically and technically proficient, and an active participant in the ATP. Commanders rely on their SOs to monitor all safety aspects of the unit, and provide feedback and advice from a different perspective than that of the commander. The SO serves as the commander’s advisor on risk management during flight mission planning. SOs are the commander’s primary trainer for annual safety training requirements and composite risk management, including: * Individual risk assessment. * Crew risk assessment and mitigation. * FARP and AA site surveys. * Convoy risk assessment and safety briefs.
Tactical Operations Officer TACOPS officers are the subject matter experts in the field of threat, aviation survivability measures, and for the organic AMPS and its associated products. Additional responsibilities include: * Conducting the ASE/EW portion of the risk management process. * Assisting in development of unit TTP. * Assisting the battalion TACOPS in managing the organization’s PR program. * Determining ASE settings and countermeasures. * Advising the commander and company leaders on appropriate ASE techniques and procedures, and if necessary, coordination for integration of joint assets for each major mission. * Integrating FS and CAS into company mission planning. * Managing/tracking company ASE systems. * Assisting in development of company STXs and company gunnery tables. * Advising commander on development of CTL.
Aviation Life Support Officer Aviation life support officers (ALSOs) assist, advise, and represent commanders in all matters pertaining to the aviation life support system (ALSS). ALSOs: * Review, analyze, and develop procedures ensuring planning, budgeting, and maintenance of ALSS. * Ensure training of aircrew personnel in proper operation, use, and operator maintenance of survival equipment and techniques of survival. * Supervise the life support section and ensure qualified personnel are available to conduct life support and survival training and maintenance of organizational level aviation life support equipment (ALSE). * Maintain a current file of regulations, procedures, and technical manuals (TMs) pertaining to inspection, maintenance, and use of assigned life support equipment. * Ensure units have adequate information and training before using new equipment or system changes. * Ensure materiel deficiency reports are submitted on life support equipment failing to operate as designed.
Company Armament Maintenance Officer The armament maintenance officer oversees maintenance of the aircraft weapons systems, their configuration, and loading and unloading of arms.
*** ## Company Planning Considerations ### Troop Leading Procedures Although the MDMP is essential to accomplish the mission, effective TLP are equally important. Commanders with a coordinating staff use the MDMP. Company-level and smaller units do not have formal staffs and use TLP to plan and prepare for operations. Figure 2-2, depicts TLP along with key planning tasks. The box on the left shows the steps of TLP. The box in the middle (METT-TC) represents the initial METT-TC analysis that leaders conduct to develop an initial assessment. This occurs in steps 1 and 2 of TLP and is refined in plan development. The box on the right depicts plan development tasks. Plan development occurs in steps 3 through 6 of the TLP. These tasks are similar to the steps of the MDMP (see FM 5-0, chapter 3).
TLP must be a part of SOP and checklists within that SOP. Although quick directives can accomplish much in certain circumstances, a missed step can easily lead to mission shortfalls or failure. Written TLP steps provide a guide the leader applies in ways consistent with the situation, leader's experience, and experience of subordinate leaders. Leaders use TLP when working alone to solve tactical problems or with a small group. A company commander may use his 1SG, platoon leaders, SP and SO to assist during TLP. Additionally, aviation company commanders utilize planning cells to perform much of the TLP process. ### **Planning Cells** Company planning cells are utilized by the commander to plan, organize, and effectively execute the mission. This section defines a method for planning conducted at company level and the process a company follows to ensure completion of required tasks for mission planning. The company commander or senior officer acts as the mission AMC. He selects crews and assigns them to planning cells. The AMC assigns suspense for planning cells providing products to the reproduction/distribution cell. ### **Process** The following process establishes information requirements necessary to successfully plan and execute company missions. Cells conduct planning concurrently. The information required for planning and execution is the receipt of WARNO. To begin planning, the following information is needed from a WARNO: * Threat and friendly situation along routes and AO. * Mission, objective or target time, and any alternate missions. * Weather and light data for time of operation. * Number of aircraft required. * Location of specified passage points (PPs) or corridors with occupying unit designation, call-sign and frequency. * Specific tasks for planning cells. * Time and place of OPORD. * AMPS integration. * Cell assignments matrix (table 2-5).

Table 2-5 Cont'd

Table 2-5 Cont'd

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