Soldiering Lessons from Op REASSURANCE

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Soldiering Lessons from Op REASSURANCE - eFP Battlegroup in Latvia

During my deployment to Latvia as the Battlegroup Sergeant-Major (BG SM) for Enhanced Force Presence (eFP) Roto 12 (July 2019 to January 2020), I was able to recognize shortfalls in our Individual and Collective Training that initially impeded our ability to operate within a multinational NATO eFP Battlegroup. The purpose of this article is to highlight some main subject areas for consideration by future MCpls and Sgts to better prepare their soldiers for deployments into a multinational battlegroup. These areas for consideration are not limited to use by cbt arms NCOs, but for the entirety of any Canadian contingent that may operate in a multinational NATO BG.

Personal Communication

eFP R 12 was comprised of nine partner nations working with the Latvian Mechanized Infantry Brigade. Officers in all these nations spoke English well. Most of the Senior NCOs had or were taking English courses. There were several junior NCMs that spoke English quite well. However there were challenges when speaking amongst the various partner nations. As a BG HQ we adopted a few techniques in order to facilitate communication amongst the different nations.

We spoke slowly, took frequent pauses in the delivery of orders, and avoided jargon. This allowed soldiers working in a second (sometimes third language) to hear the message, translate it, and understand it. This is extremely important for radio messages and orders. Radio transmissions must be short, clear and concise. If available use another soldier from the partner nation to act as an interpreter. Use maps, drawings, photos, diagrams or other visual aids to reinforce your message. Write down your instructions and orders and distribute them. I found this particularly beneficial when delivering weekly o-gps. If a soldier did not understand what I had said, he had a copy that he could take to his officer/or review on a language app to better understand what was said. Our partners will often refrain from asking questions in a public forum, but after significant time to digest an order, or message they will return with confirmatory questions. Above all, be patient and respectful. Do not get frustrated if they do not understand what you have said. Remember, they are working in a second language!

Identify Friendly or Foe (IFF)

IFF is not simply putting an infrared (IR) patch onto our uniforms, or IR glint tape on our vehicles. That is part of it, but is limited. Not all of our partners deployed with the same compliment of night vision or thermal weapon sights that the Canadian contingent did and this limited their ability to identify Friend or Foe in limited visibility. Secondly, some of our NATO partners were equipped with equipment that was exactly the same or slightly different from our adversary. The Slovakian BMP 2, is a BMP 2, and the Polish PT-91 MBT was an upgraded/modified T-72. Some nations carried the AK-47 family of small arms, and the uniforms of some of our partner nations reassembled our adversaries at distance.

It is important that our soldiers are proficient in armoured fighting vehicle (AFV)/aircraft (AC) recognition. MCpls/Sgts can download AFV packages, or images for the web and conduct lessons with little to no preparation to start rebuilding this capacity in our soldiers. Challenge soldiers to identify AFVs in combat situations, in dust, under cover, with camouflage (nets, scrim, etc.) and in hull down positions.

Searches of our NATO and adversaries armies on the web provide the soldiers with a knowledge of the current uniforms and camouflage patterns worn across the globe. This will help them to identify friendly our adversary forces. To go further, familiarize your soldiers with the rank structures of our partners before deployments in multinational BGs to ensure they know the differences between the OF (officer) and other ranks (OR) – NCM/NCO – rank structures in NATO, and whom they shall address as ‘sir/ma’am” or salute.

THE ROLE OF NCOs

The Canadian Army (CA) continues to develop great NCOs, and they play an important role in leading soldiers. At the section level they are “commanders”, WOs are Platoon 2ICs, and as we develop into MWO/CWOs we are important advisors to OC/COs. As such, Canadian NCOs hold a lot of responsibility and have a lot of influence. This is not the case with some of our partners. For example, during an exercise I was attempting to evacuate casualties from the Slovakian contingent. The driver of the ambulance refused to depart the CCP for c/s 8 until he received the order from his company commander who was responsible for all aspects of the operation, including the consolidation and evacuation of PWs and Casualties. It was an important personal lesson learned. Overtime, I was able to build that trust, through discussion in part, but more by demonstrating what I as a NCO brought to the table.

Some nations have a well-defined and developed training and professional development program for NCOs, while others do not. Some of our partners are accustomed to the old systems of the Warsaw Pact – there were only professional officers and conscripts. Their Company Sergeant-Major (CSM) might be the most senior or toughest person in the company who rules with an iron fist and keeps the soldiers in line, but does not have the duties or responsibilities of a CSM. Within the NATO rank structure, a CWO is considered an OR-9 (most who read this understand what a RSM does). However, I had an (OR)-9 in the eFP BG who was a tank driver and that was his sole duty. When talking about NCOs be aware that gaps exist between western military forces and those whom come from the eastern flank of NATO, but continue to do what you do, and set the example. Across NATO, all nations are striving to develop professional NCO corps. Your examples will greatly assist our partners in achieving this goal.

History and Culture

It is evident that wherever we deploy, we should understand the history and culture of the nation we are deployed in. It is also important that we understand the history and culture of our partners in a multinational unit. Research the history and culture of your partners before deploying. It will help you avoid mistakes. For example, our Albanian contingent were Muslim and they went hungry for a couple of days due to an oversight by the mess hall staff. All meals prepared had pork products, bacon in with the potatoes, ham in the salads, etc. It was a problem quickly solved, but we could have avoided it had we all considered the culture and practices of all units contributing to eFP.

Learn

That last piece of advice for NCM/NCOs deploying into a multinational unit, is simply learn. As much as we can share about being NCOs in the CA, we can learn a lot from our partners. History, culture, new tactics, recruitment strategies, retention, etc. will all serve to better educate our NCO corps, and develop our CA in the future.