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GENERAL HEADQUARTERS
ARMED FORCES OF THE PHILIPPINES
OFFICE OF THE CHIEF OF STAFF
Camp General Emilio Aguinaldo, Quezon City

23 October 2007

SUBJECT: Promulgation

TO: All Concerned

1. The Philippine Army Reserve Force Development Manual (PAM

10-00) provides principles and guidance in the development and
administration of the Army Reservist and Retirees in times of peace and war.

2. This manual was reviewed by the PA Capability Development

Board and approved by the Commanding General, PA for use of the Army’s
Reserve and Retiree Affairs.

3. This manual is hereby promulgated for the information and

guidance of all concerned effective this date.

HERMOGENES C ESPERON JR
General AFP

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COMMANDING GENERAL
PHILIPPINE ARMY
Fort Andres Bonifacio, Metro Manila

FOREWORD

The PHILIPPINE ARMY RESERVE FORCE DEVELOPMENT

MANUAL (PAM 10-00) is an official publication providing basic information
and guidelines governing reservist and retiree affairs in support of the
operation of regular ground forces in times of both peace and war. The
Manual’s provisions were thoroughly tested and validated to ensure reserve
force development as part of the Army’s continuing effectiveness.

This manual is hereby approved for use of the Philippine Army.

I urge all Army personnel to follow the guidelines set forth in the
Manual within the framework given. I also encourage all soldiers to contribute
to the enhancement of this Manual by sending their valuable comments to
Doctrine Center, TRADOC, PA.

ROMEO P TOLENTINO
Lieutenant General, AFP

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AMENDMENT CERTIFICATE

1. Proposals for amendment or additions to the text of this manual should

be made through the normal channels to the sponsor. A sample format of an
amendment proposal is found in Annex P of PAM 8-01.

2. It is certified that the amendments promulgated in the under-mentioned

amendment list have been made in this manual.

Amendment List Amended by Date of

Number Date (Printed Name and Initials) Amending
1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

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PREFACE

1. Purpose

This manual establishes a fundamental doctrine on Reserve Force

Development. It is intended to guide Reservist and Retiree Affairs
implementors in the pursuit of providing support to the Army both in times of
peace and war. Its ultimate objective is to support the Army in providing the
base for expansion of the AFP regular force in the event of war, invasion or
rebellion; assist in rescue and relief operations during disasters and
calamities; assist in socio-economic development; and assist in the operation
and maintenance of essential government or private utilities in the furtherance
of the overall mission.

2. Scope And Applicability

This publication intends to provide direction and guidance for the Army
reservist affairs implementing units/offices. By applying the herein reserve
force development concepts and principles, the goal of supporting the Army in
providing the base for expansion of the AFP regular force will be attained.

3. User Information

The proponent of this manual is the Assistant Chief of Staff for

Reservist and Retiree Affairs, G10, Philippine Army. Send your comments
and recommendations to the Commanding General, Fort Bonifacio, Makati
City (Attn: G10).

4. Reference

a. National Defense Act of 1935

b. Sec 4, Article XVI of the 1987 Constitution

c. RA 7077 (AFP Reservist Act of 1991)

d. RA 7898 (AFP Modernization Act of 1995)

e. RA 9163

5. Recession

All publications, manuals and directives inconsistent with this manual

are hereby rescinded.

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6. Gender

Unless this publication states otherwise, masculine nouns and

pronouns do not refer exclusively to men.

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CONTENTS

Letter of Promulgation i
Foreword iii
Amendment Certificate v
Preface vii
Contents ix

Section Title Page

CHAPTER 1 – INTRODUCTION

1-1 Overview 1-1

1-2 Legal Basis 1-1
1-3 Historical Background 1-2
1-4 Pillars of Reserve Force Development 1-3

CHAPTER 2- ADMINISTRATION

2-1 General 2-1

2-2 Source of Reservists 2-1
2-3 Categorization of Reservists 2-2
2-4 Classification of Reserve Units 2-3
2-5 Registration and Accounting of Reservists 2-4
2-6 Designation of Commanders of Reserve Units 2-4
2-7 Career Management 2-5
2-8 Promotion 2-6
2-9 Administration of Discipline 2-9
2-10 Entitlements 2-9
2-11 Separation/Retirement from the Reserve Force 2-10

CHAPTER 3 – ORGANIZATION

3-1 Command Structure 3-1

3-2 AFP Reservist and Retiree Affairs Organization 3-1
3-3 Army Reservist and Retiree Affairs Organization 3-2
3-4 Army Reserve Command 3-3
3-5 Organizational Development of the PA Reserve 3-5
Force
3-6 Command Relationship 3-8
3-7 Organization of the Reserve Force 3-10
3-8 Ready/Standby Reserve Infantry Division 3-11
3-9 Headquarters & Headquarters Service Battalion 3-12
3-10 Headquarters & Headquarters Company 3-13
3-11 Military Police Company 3-15
3-12 Post Engineering Detachment 3-16
3-13 Infantry Brigade 3-19
3-14 Brigade Headquarters & Headquarters Company 3-20
3-15 Infantry Battalion 3-22

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3-16 Headquarters & Headquarters Company 3-24

3-17 Infantry Company 3-26
3-18 Reconnaissance Battalion 3-27
3-19 Headquarters & Headquarters Company 3-28
3-20 Reconnaissance Company (Motorized) 3-30
3-21 Reconnaissance Company 3-32
3-22 Field Artillery Regiment 3-34
3-23 Headquarters & Headquarters Battery 3-35
3-24 Field Artillery Battalion 3-36
3-25 Field Artillery Battery 105 MM, Towed 3-37
3-26 Field Artillery Battery 155 MM, Towed 3-38
3-27 Engineer Combat Battalion 3-40
3-28 Headquarters & Headquarters Company 3-42
3-29 Engineer Combat Company 3-43
3-30 Signal Battalion 3-45
3-31 Headquarters & Headquarters Company 3-46
3-32 Command Support Signal Company 3-47
3-33 Brigade Support Signal Company 3-49
3-34 Air Defense Artillery Battery 3-51
3-35 Military Intelligence Company 3-52
3-36 Division Support Service Support Battalion 3-54
3-37 Headquarters & Headquarters Company 3-55
3-38 Supply and Service Company 3-57
3-39 Transportation Company 3-58
3-40 Maintenance Company 3-59
3-41 Medical Company 3-61
3-42 Dental Detachment 3-63

CHAPTER 4 – TRAINING

4-1 General 4-1

4-2 Pre Reservist Training 4-1
4-3 Individual training 4-2
4-4 Unit Training 4-2

CHAPTER 5 – EQUIPAGE AND BASE

DEVELOPMENT

5-1 Equipage 5-1

5-2 Base Development 5-1

CHAPTER 6 -UTILIZATION

6-1 General 6-1

6-2 Concept of Mobilization 6-1
6-3 Tri-Spectrum Utilization of the Reserve Force 6-2
6-4 Concept of Demobilization/Deactivation 6-3

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CHAPTER 7 – PUBLIC AFFAIRS

7-1 General 7-1

7-2 Program 7-1

Glossary
Abbreviations
Record of Changes
Recommendation for Changes

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CHAPTER 1
INTRODUCTION

Section 1-1 Overview

The enactment of RA 7077 otherwise known as the Armed Forces of

the Philippines Reservist Act of 1991 and RA 7898 otherwise known as the
Modernization Act of 1995 increased the momentum of the country’s military
modernization and preparedness effort. It speaks of a total force concept
aimed at complementing the regular force with a well-trained citizen armed
force that could be depended upon in times of nation building and in cases of
war, invasion or rebellion.

Towards the attainment of its function to provide the AFP with its base
for expansion, the reserve force shall engage in training, organizing,
developmental activities, administration, public awareness and maintenance
activities during peacetime.

Reserve force development shall focus on the following pillars, namely:

administration, organization, training, equipage, base development,
mobilization, utilization, and public affairs. Its goal is to support the Army in
providing the base for expansion of the AFP regular force in the event of war,
invasion or rebellion; to assist in rescue and relief during disaster and
calamities; to assist in socio-economic development; and to assist in the
operation and maintenance of essential government or private utilities in the
accomplishment of the over all mission.

Section 1-2 Legal Basis

1. National Defense Act of 1935. The Act provides that “during national
emergencies, the government has the right to mobilize its citizens and
resources, either public or private as may be deemed necessary for national
defense”.

Section 4, Article XVI of the 1987 Constitution provides the legal basis
for the existence of the reserve force. It states that “The Armed Forces of the
Philippines shall be composed of a Citizen Armed Force which shall undergo
training and serve, as may be provided by law. It shall keep a regular force
necessary for the security of the State”.

2. Republic Act No 7077, (AFP Reservist Act of 1991). Provides for the
development, administration, organization, training, maintenance and
utilization of the Citizen Armed Force.

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3. Republic Act No 7898. (AFP Modernization Act of 1995)

a. Section 2(a) of RA 7898 calls for the development of a self-

reliant and Credible strategic armed force along the concept of a Citizen
Armed Force, the reconfiguration of the Armed Forces of the Philippines
structure; and the professionalization of the AFP.

b. Section 4(d) (3) provides as human resources development

objective of the AFP Modernization Program the development of a “compact,
effective, efficient, and responsive citizen-based force.

4. Republic Act No 9163. The Act provides for the National Service
Training Program (NSTP) for tertiary level students, amending certain
provisions of Republic Act No 7077 and Presidential Decree No 1706.

Section 1-3 Historical Background

5. Brief History of the Reserve Force. The concept of a citizen army

was formally established with the enactment of the National Defense Act of
1935, which provided that “it is the obligation of all citizens regardless of age
and sex to protect and preserve the independence and sovereignty of the
republic.” Thus, in building our defense posture and capability, the Philippines
was then divided into ten (10) military districts with one organized reserve
division in each district.

When World War II broke out in 1941, two regular and ten reserve
divisions of the Philippine Army undertook the defense of the Philippines.
These divisions were incorporated into the United States Armed Forces in the
Far East (USAFFE) under the command of General Mc Arthur. Various
reserve units were mobilized and mandated to augment the regular force.
Together, Filipino and American forces fought the Japanese invaders. Joint
RP-US conventional resistance may have ceased but Filipinos continued their
armed struggle using guerilla tactics, until the return of the American forces
that brought defeat to the Japanese forces in July 5, 1945.

After the war, the Armed Forces of the Philippines activated four
military areas to take the place of military districts. The Armed Forces was
reorganized which gave birth to the four major services. Then the Army was
reactivated and reorganized enabling it to play a crucial role in the nation’s
rehabilitation efforts. The following years saw the significance of the Philippine
Army in the neutralization of the Huk rebellion in Central Luzon.

In the seventies, the Army was virtually confronted by the threats

posed by the secessionist in the south and the communist-led insurgency
movement nationwide. On 21 September 1972, Martial Law was declared. It
was during this critical period in the history of the country that the Armed
Forces of the Philippines assumed the responsibility of enforcing the laws of
he land. As a consequence the main concern and focus of the Philippine

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government were directed towards addressing these threats and the reserve
force development was relegated into the background. For contingency, the
Philippine Army adopted the Kamagong concept wherein 21-year old trainees
were employed side by side with the regular troops, instead of mobilizing the
reserve units to augment the forces-in-being. Regular personnel and
equipment were pulled-out and transferred to maneuver units leaving only a
few to maintain the ROTC program. This condition was further aggravated by
constant changes of personnel in favor of regular infantry units. Budgetary
support for reserve force development and program became a second priority.
This situation led to the gradual deterioration of the program as no unit
training or career development was conducted.

After the people revolution in 1986, the Army Reserve Command was
deactivated. Its functions were absorbed by the Reserve Affairs Unit under the
Office of the Assistant Chief Staff for Civil-Military Operations, Philippine
Army. On the other hand, the Regional Community Defense Units or RCDUs
tasked with reserve force development in the regions became organic units of
the infantry divisions.

At the end of 1990, the PA reserve component especially through the

ROTC program, grew in number at 528,000 with no definite reserve force
structure to speak of.

6. Enactment of Republic Act No. 7077. As the peace condition

gradually improved, the development of the reserve force became more
relevant. Enacted on June 27, 1991, Republic Act No. 7077 otherwise known
as “Citizen Armed Force or Armed Forces of the Philippines Reservist Act”
provided impetus for the development of the reserve force.

This act mandated that in each major service headquarters, there shall
be a staff division at the level of the coordinating staff which shall be
dedicated to planning and policy formulation for the administration,
development, organization, training, equipage, maintenance and utilization of
the reserve component. The Office of the Assistant Chief of Staff for Reservist
and Retiree Affairs, G10, PA was thus created on 05 December 1990,
followed by the reactivation of the Army Reserve Command on 12 May 1992.

Section 1-4 Pillars of Reserve Force Development

The development of a PA reserve force shall be the responsibility of

Headquarters Philippine Army and is hinged on the following pillars:

a. Administration. This includes planning, executing, controlling,

directing, implementing, and supervising the reservist and retiree affairs.

b. Organization. The organization, structure, manning and

equipment of reserve units shall conform to the organization of the regular
force. Reserve Units of a battalion type or equivalent shall be organized on a

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provincial basis, and reserve units of a brigade and division type or

equivalent, on a regional basis. The organizational structure and manning of
the affiliated reserve units shall be prescribed by the Secretary of National
Defense and shall as much as possible conform to the existing civilian
organization.

c. Training. Training of the reserve force shall be geared towards

the production of well-trained and military proficient reservists who are
prepared to fill the requirements of the active component of the Armed Forces
of the Philippines in times of contingency and to perform non-military roles.

d. Base Development. Base development for the reserve

component shall conform with national strategies.

e. Equipage. The Philippine Army shall program, procure, store

and maintain the material requirements of the PA reserve force to enhance
their rapid transition to readiness required for deployment in the shortest
possible time subject to existing AFP regulations, circulars and SOPs.

f. Mobilization. It is usually directed when a national emergency is

imminent or in actual occurrence. During emergency and as the situation
dictates, the reserve force and resources will be mobilized, ,and will be placed
on operational readiness to meet the threat to national security.

g. Utilization. Aside from the reservist’s primary role in time of war,

invasion or rebellion, and periodic active duty training or mobilization
exercises, reservist may be utilized in the following activities:

1) Search rescue and relief operations;

2) Protection of natural resources;

3) Assisting in intelligence effort of the AFP;

4) Augmenting units of the regular force; and

5) Participating in socio-economic activities.

h. Public Affairs. This function includes matters related to retirees,

veterans, public affairs and reservist advocacy program.

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CHAPTER 2
ADMINISTRATION

Section 2-1 General

Administration of the PA reserve force shall be the joint responsibility of

the Office of the Assistant Chief of Staff for Reservist and Retiree Affairs,
G10, Philippine Army as Program Director, in coordination with the other HPA
staffs, and the Commander, Army Reserve Command as Project
Administrator. The Program Director shall set policies while the Project
Administrator shall implement them.

Section 2-2 Source of Reservists

1. Reservist Officers.

a. Graduates of advance ROTC who were issued orders as

reserve officers;

b. Officers of the defunct Philippine Constabulary (PC) who shall

have transferred to the reserve component of either of the three (3) major
services of the AFP;

c. Officers of the PNP who are former members of the AFP and
who opted to join the AFP Reserve Force and were issued orders as
reservists;

d. Retired officers of the AFP and other armed forces that have
diplomatic relations with the Philippines who were honorably discharged or
retired from the service, and who are Filipino citizens upon their applications;

e. Commissioned officers under the affiliated reserve category and

graduates of the National Defense College of the Philippines (NDCP) who
have been issued orders as reservists;

f. Commissioned officers under RA 718; and

g. Commissioned officers under existing laws including those

procured under Project 36-70 and included in the AFP reservist roster before
the enactment of RA 7077 and those to be commissioned after the enactment
of the law.

2. Enlisted Reservists

a. Graduates of the ROTC basic course who were issued orders

as enlisted reservists

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b. Graduates of authorized basic military training instructions such

as CAFGU Basic Military Training, Basic Citizen Military Training, PAARU
Military Orientation Training, 21-year old training program, draftees and
others, who, as a result thereof, were issued orders as reservists;

c. Enlisted personnel reservists of the defunct Philippine

Constabulary (PC) who shall have transferred to the reserve component of
the PA;

d. Members of the PNP who were formerly enlisted personnel of

the AFP and who opted to join the PA Reserve Force and were issued order
as reservists;

e. Ex-servicemen of the AFP and other armed forces that have

diplomatic relations with the Philippines who were honorably discharged or
retired from the service, and who are Filipino citizens upon their application;

f. Enlisted personnel under the affiliated reserve category who

have been issued orders as reservists;

g. Enlisted personnel under the existing laws including those

procured under Project 36-70 and included in the AFP reservist roster before
the enactment of RA 7077, and those to be enlisted after the enactment of
said Act; and

h. Members of deactivated Citizen Armed Forces Geographical

Unit Active Auxiliary (CAFGU).

Section 2-3 Categorization of Reservists

Based on age, reservists shall be categorized as follows:

a. First Category. Composed of all able-bodied reservists whose

ages are between 18 and 35 years.

b. Second Category. Composed of all able-bodied reservists

whose ages are between 36 and 51 years.

c. Third Category. Composed of all able-bodied reservists who are

above 51 years of age.

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Section 2-4 Classification of Reserve Units

3. Classification: Based on their operational readiness, reserve units

shall be classified as follows:

a. Ready Reserve. Composed of reservists belonging mostly to the

First Category augmented by highly qualified officers and enlisted personnel
from the Second and Third category reservists who shall be organized,
trained, and maintained as mobilizable ready reserve subject to call at
anytime to augment the regular armed force of the AFP not only in times of
war or national emergency but also to meet local emergencies arising from
calamities, disasters and threats to peace, order, security and stability in any
locality, including the need to provide assistance in relief and rescue work and
other civil assistance activities.

1) Ready Reserve I. Units classified as Ready Reserve I

shall be maintained in a high degree of readiness for deployment in not more
than seven (7) days after activation. The individual clothing and equipment
and crew-served weapons shall be ready for distribution upon their activation.
As necessary, these units shall carry an excess of 20 percent of their
authorized personnel strength to compensate for those who fail to report
or are late in reporting for duty.

2) Ready Reserve II. Units classified as Ready Reserve II

shall be maintained in a degree of readiness for operational employment in
not more than 15 days.

b. Standby Reserve. Composed of reservists belonging mostly to

the second and third category reserve. Members of the standby reserve shall
be organized and assigned to specified reserve units and shall be maintained
through periodic assembly tests or registrations to update their records and
their present addresses among others. Standby reserve may be mobilized or
ordered to active duty only in times of war or national emergency. Ranks of
the standby reservists may be upgraded if they voluntarily participate in
training or serve with the ready reserve units in their areas or their standby
reserve units undergo retraining. However, they shall be encouraged to
upgrade their military knowledge and skills by taking up non-resident or
resident courses.

c. Retired Reserve. Composed of reservists who have qualified for

retirement through length of service, old age or disability. For this purpose, 65
years shall be considered the retirement age. However, if qualified and fit for
duty, a member of the retired reserve may be ordered to active duty in times
of local or national emergencies if he volunteers for active duty and when the
Secretary of National Defense determines that there are not enough qualified
reservists with his special skills and qualifications in the ready reserve or the
standby reserve in his particular area of residence.

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Section 2-5 Registration and Accounting of Reservists

All reservists, particularly those belonging to the ready and standby

reserves, shall be accounted for, their records and status updated and
present whereabouts ascertained in order to ensure their readiness to the call
to duty. As far as practicable, the services of the national and local reservists
and veterans organizations shall be tapped to assist in the registration and
accounting of reservists.

In the accounting of ready reserves, priority in the registration shall be

accorded on a “last out first in “ (LOFI) basis. Specifically, LOFI in reservist
registration means that the last graduate from ROTC or BCMT shall be the
first to be registered and highest priority for incorporation in the ready
reservist registry. When the ready reserves have stabilized their fill-up, the
principle for removal shall be “first in first out” (FIFO). The process in the
standby reserves to the retired reserves shall be in the same manner.

When the number of prospective ROTC graduates is more than the

programmed, the Reserve Component Project Administrator shall give priority
to 17-year old registrants, whose registration is in anticipation of his
forthcoming entry into the ready reserves. From the 17-year-olds, the priority
of the registration shall be by age, from young to old.

The yearly minimum registration targets shall be derived from reserve

component’s manpower objectives. However, should additional funds for
registration coincide with a greater availability of reservists, annual registration
targets may be exceeded.

Section 2-6 Designation of Commanders of Reserve Units

4. Policies:

a. Designation of Commanders of Reserve Units from infantry

division down to company shall be effective only during peacetime situation
for the purpose of orchestrating the activities of the reservists in any region
such as accounting, mustering, informal assemblies, organization of reservists
associations, organization, training and reservist utilization.

b. Commanders of reserve units shall be designated only in an

acting capacity during peacetime and may only be designated in full-time
capacity in the event of war as the CG, PA may direct.

c. During peacetime, the officer-in-charge of the different reservist

units may be designated in the absence of qualified reservist officers to
assume command.

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d. The Commanding General, PA shall be the sole approving

authority in the designation of acting division commanders of reservist infantry
divisions, based on the recommendation of Commander, ARESCOM. The
designation of acting brigade commanders, acting battalion commanders and
company commanders shall be recommended by their immediate reservist
unit commanders and endorsed by RCDG and CDC commanders,
respectively. Commander, ARESCOM is the approving authority for such
designations.

e. Reservist officers, to be eligible for designation as commander,

must satisfy mandatory requirements, such as rank, military/civilian schooling,
Armed Forces Occupational Specialty (AFOS), age, service reputation,
physical and mental condition. Selection of commanders shall be made from
volunteer reservist officers.

Section 2-7 Career Management

In order to be eligible for promotion, maintain and upgrade their

proficiency, Reservist Officers are required to undergo the following courses:

a. Officers’ Basic Course

b. Officers’ Advance Course

c. Command and General Staff Course

d. Specialization Courses

Reservist officers who have completed the officer’s basic course shall
qualify to become company commanders and battalion staff or equivalent,
while those who have completed the officers’ advance course shall qualify to
become battalion commanders and brigade/division staff or equivalent.

Completion of the Command and General Staff Course and other

courses that may be specified later shall qualify the reservist officer for
promotion to colonel and a higher rank and to assume positions at higher
levels of command.

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Section 2-8 Promotion

5. Policies and Guidelines in the Promotion of Reservist Officers:

a. Time-in-Grade (TIG).

The required minimum time-in-grade for the promotion to each grade,

unless prescribed otherwise or as may be promulgated later, shall be as
indicated:

Grade Time-in-Grade

02 3 years as Second Lieutenant (2LT)

03 4 years as First Lieutenant (1LT)

04 5 years as Captain (CPT)

05 6 years as Major (MAJ)

06 7 years as Lieutenant Colonel (LTC)

07 2 years as Colonel (COL)

b. Career Course.

1) A reservist officer eligible for promotion must have

satisfactorily completed the required military career course for
promotion/adjustment to the grade as indicated.

Grade Career Course

O-1 (Commission) Pre-Entry/Pre-

Commission Course

O-3 Officer Basic Course

O-4 and O-5 Officer Advance Course

O-6 and O-7 CGSC or MNSA or Equivalent

Masteral and Doctorate Degrees

2) Officers who are granted CGSC eligibility for finishing

foreign CGSC.

3) Individual request for accreditation of masteral/doctoral

degree as equivalent to Master in National Security Administration (MNSA)

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shall be submitted to and be favorably endorsed by the Commanding

General, Philippine Army to the Chief of Staff, AFP, through the Deputy Chief
of Staff for Education and Training, J8, GHQ, AFP for approval.

c. Promotion of reservists shall be governed primarily by two

factors:

1) Qualification, ability and performance demonstrated by

individual reservist; and

2) Vacancies which occur within the prescribed reserve

force structure of the Philippine Army, consistent with existing TOE and
reserve force manpower requirements.

d. Personnel assigned with the ready reserve shall have priority in

rank adjustment provided that the requirements for promotion prescribed are
satisfied.

e. The ranks of the members of the standby reserve may be

upgraded in the following conditions:

1) They voluntarily participate in training;

2) Serve with the ready reserve units in the area; or

3) Their standby reserve units undergo training.

f. A reservist officer eligible for promotion shall obtain a

satisfactory rating in his Officer Evaluation Report (OER) rendered by his
reserve unit commander as rater and RCDG commander as endorser.

g. As much as practicable, promotion cycle shall be observed per

year. Each promotion cycle shall commence on 01 January of each year and
end on 31 December of the Calendar Year that it commences.

h. Promotions to the grade of O-2 and O-3 shall be effective upon

completion of the prescribed service-in-grade or active commissioned service,
whichever is appropriate for promotion to such grades. Service rendered as
filler officer or on annual active duty training (AADT) shall be counted as
active commissioned service.

i. Promotion to grades O-4 and O-5 shall be effective on 01 April

of the promotion cycle during which the officer qualifies and is actually
recommended for promotion by the appropriate selection board created for
that promotion cycle.

j. The following reservist officers, with administrative impediment

to their promotion, are classified as “Not on promotable status”.

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1) Those under arrest or confinement;

2) Those with pending cases until such cases have been

tried and acquitted;

3) Those who are facing administrative proceedings aimed

at determining their suitability for retention in the AFP reserve component;

4) Those without the required military career courses; and

5) Those who are physically and mentally unfit for retention

in the reserve component.

6. Policies and Guidelines in the Promotion of Enlisted Reservists.

a. Promotion Authority. Commanders of Major Services, Army

Reserve Command and Regional Community Defense Group.

b. Requirements for Eligibility for Promotion.

1) Carried in the roster of any of the reservist units

2) Has attained the educational qualifications, length of

service and the time-in-grade requirements.

3) Has satisfactorily completed in his present grade any of

the following:

(a) Annual Active Duty Training.

(b) Weekend Active Duty Training.

(c) Advance ROTC.

(d) Assembly Test/exercises.

(e) Any other active duty training of not less than

seven (7) days in duration.

4) Presently occupying or is earmarked to occupy a TO/TD

position calling for at least the grade to which he is being promoted, and
possesses the skills/qualifications required of such TO/TD position;

5) Able-bodied and physically fit for general military service;

and

6) Has no pending case or derogatory record.

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c. Special Promotion. Promotion authorities may effect the

promotion to the next higher grade of enlisted reservists upon completion in
an outstanding manner of any of the active duty training even if such reservist
does not satisfy all conditions for promotion at the time, provided that he is
carried in the roster of any of the reservist units under the promotion
authority; able-bodied and physically fit for general military service; and has
no pending case or derogatory record.

d. Reduction: Promotion authorities may effect reduction in grade

of an enlisted reservist only in the following cases:

1) Misconduct or inefficiency during active duty training.

2) Reassignment to a TO/TD position calling for a grade

lower than his, if such reassignment is upon his request or in the best interest
of the service.

Section 2-9 Administration of Discipline

With the mandate of RA 7077 to develop the reserve component and

the intent of RA 7898 for the greater participation of the reserves in nation-
building and securing the state, program for reservists information and
education shall be implemented, by which the reservists shall be
knowledgeable about their duties, responsibilities and penalties that can be
imposed on them should they fail to meet the standard. The Reserve
Component Project Administrator shall be utilized in disseminating this
reservist awareness program.

7. Penalties. Failure of reservists to respond to the call to compulsory

training or service shall be punishable in accordance with the articles of war,
and those convicted by a court martial shall be liable for imprisonment of not
less than two (2) months to not more than twelve (12) months. Citizens who
fail to register for compulsory military training or who after having selected to
undergo such training and have been notified thereof fail to report for training
shall, upon conviction by the civil court, be punishable and liable for
imprisonment of not less than one (1) month to not more than three (3)
months. (Sec 68, Article XIII, RA 7077).

Section 2-10 Entitlements

A reservist when called to active duty by virtue of mobilization shall

receive all the pay and allowances, medical care, hospitalization and other
privileges and benefits prescribed by law or regulations for members of the
Regular Force.

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Reservists performing auxiliary service shall not receive pay but shall
be entitled to receive the following:

a. Basic subsistence allowance;

b. AFP Mutual Benefits Association Incorporated (AFPMBAI)

Insurance Coverage;

c. Combat clothing;

d. Hospitalization/medical care for injuries and sickness suffered in

line of duty;

e. Burial services; and

f. Separation gratuity.

Section 2-11 Separation/Retirement from the Reserve Force

8. Separation. A reservist officer or enlisted reservist may be

removed/dropped from the rolls under any of the following causes:

a. Death;

b. Disability;

c. Upon reaching the age of 65 years old;

d. An approved administrative action involving inefficiency,

misconduct or moral turpitude or an approved sentence by a military court;

e. A final conviction for a crime involving moral turpitude before a

civil court; and

f. Failure to comply with summons for mobilization and assembly

tests, including annual active duty training.

9. Retirement: For this purpose, 65 years shall be considered the

retirement age. However, if qualified and fit for duty, a member of the retired
reserve may be ordered to duty in times of local or national emergencies if he
volunteers for active duty and when the Secretary of National defense, as
recommended by the Chief of Staff, AFP, determines that, there are not
enough qualified citizen soldiers or reservists with his special skills and

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qualifications in the ready reserve or the standby reserve in his particular area
of residence.

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CHAPTER 3
ORGANIZATION

Section 3-1 Command Structure

By constitutional mandate, the President of the republic of the

Philippines is the Commander-in-Chief of the Armed Forces. Under the
executive structure, he is being advised by the National Security Council
(NSC) on matters of domestic, foreign and military policies relating to national
security.

The Secretary of National Defense (SND) is the principal assistant to

the President in all matters relating to the defense of the country. The SND,
as adviser of the President, provides administrative support to the Armed
Forces of the Philippines (AFP) to make it responsive as an instrument of
national policy. Under the direction of the President, the SND exercises
direction, authority and control over the Department of National Defense
(DND). Furthermore, the SND is designated as the Chairman of the National
Disaster Coordinating Center (NDCC) where he can direct other government
agencies in the conduct of disaster rescue and relief operations, in which the
AFP plays a very vital role.

The Chief of Staff, Armed Forces of the Philippines (CSAFP) and the
Major Services Commander exercise command and control over the reserve
components through their respective Reserve Commands (RESCOMs).

Section 3-2 AFP Reservist and Retiree Affairs Organization

1. Strategic Level. The Chief of Staff, AFP through the Deputy Chief of
Staff for Reservist and Retiree Affairs, J10 and major service 10’s provide
direction and define the goals and functions of the reservist and retiree affairs.

2. Operational Level. The Reserve Commands (RESCOMs) of the major

services provide direction and supervision over the reservist and retiree affairs
implementing units under them.

3. Tactical Level. This constitutes the different reservist and retiree

affairs implementing/operating units. These include the Regional Community
Defense Groups, Community Defense Centers, Air Reserve Centers, Naval
Reserve Centers, including activated and affiliated ROTC units nationwide.

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Figure 3.1 AFP RRA Organization.

Section 3-3 Army Reservist and retiree Affairs Organization

4. Commanding General, Philippine Army. The Army RRA hierarchy is

headed by the Commanding General, Philippine Army, assisted by the
Assistant Chief of Staff for Reservist and retiree Affairs, G10.

The Assistant Chief of Staff for Reservist and retiree Affairs, G10 is the
principal staff of the Commanding General, Philippine Army on RRA, who
shall have the following functions:

a. Formulates policies, plans and programs for reserve force

development.

b. Oversees the implementation of GHQ plans and policies on

reserve force development and utilization.

c. Initiates revisions of existing plans, programs and policies for

relevance and responsiveness.

d. Prepares the PA annual RRA operating program which is

centrally-managed by GHQ.

e. Exercises functional supervision over the Army Reserve

Command.

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5. OG10, PA Organizational Structure. To accomplish its

responsibilities and functions, OG10, PA is organized into six (6) branches as
follows:

a. Administrative and Service Branch

b. Reserve Manpower Development Branch

c. Reserve Force Development Branch

d. Retiree and Public Affairs Branch

e. Plans, Research and Special Studies Branch

f. Program and Budget Branch

Figure 3.2 OG10, PA Organizational Structure.

Section 3-4 Army Reserve Command

The Army Reserve Command is the implementing unit of the Philippine

Army on reservist and retiree affairs.

a. Mission – To develop, organize, train, equip, and administer

competent mobilizable reserve forces as an integral component of the total
army in the defense of the state and to participate in socio-economic
development efforts.

b. Tasks:

1) Provides mobilizable reserve forces as bases for

expansion of the regular army when the need arises.

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2) Assists in relief and rescue operations during disasters

and calamities.

3) Conducts appropriate individual training.

4) Trains ROTC Cadets on the rudiments of soldiery

including their duties as responsible and productive citizens.

5) Assists in the operations and maintenance of essential

government facilities in times of emergencies by organizing, training and
maintaining Philippine Army Affiliated Reserve Units (PAARUs).

Figure 3-3 Army Reserve Command Organizational Structure.

6. Regional Community Defense Groups: Regional subordinate

implementing units of the Army Reserve Command.

Mission: To develop, organize, train, equip, maintain, and administer

mobilizable reserve forces as integral component of PA forces in its assigned
area of responsibility.

Figure 3.4 Regional Community Defense Group Organizational

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7. Community Defense Centers. Community Defense Centers are

subordinate units of the Regional Community Defense Group, assigned in the
provinces.

Mission: To develop, organize, train, equip, administer and maintain

mobilizable reserve forces as an integral component of PA forces in its area of
responsibility.

Figure 3.5 Community Defense Center Organizational Structure.

8. Reserve Officer Training Corps Units. An ROTC unit shall be
established and maintained in designated institutions. Each ROTC unit is a
subordinate unit of a Community Defense Center (CDC).

Mission: To provide military training to tertiary level students.

Figure 3.6 ROTCU Organizational Structure.

Section 3-5 Organizational development of the

PA Reserve Force

Per modernization program, the Army Reserve Component shall be

built around eight (8) readily mobilizable reserve infantry divisions as the
principal tactical units, and at least three (3) reserve Corps Headquarters.
Each of the eight (8) Infantry Brigades (Separate) of the regular force shall
constitute the nucleus of each ready reserve infantry division.

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The organizational structure and manning of the eight (8) ready reserve
divisions shall conform to that of the regular infantry divisions, provided that
each ready reserve infantry division may carry reservists in excess of thirty
(30) percent of its authorized TOE strength in order to assure a complete fill-
up of the division strength when mobilized. Based on its authorized strength,
the proportion of the regular personnel to reservists of the ready reserve
infantry divisions shall not exceed twenty five (25) percent.

The TOE of the Corps Headquarters shall be such as to provide for

operational control of two or more infantry divisions. In its manning, the corps
commander and key staffs shall be drawn from the standing force.

The source of the reservists of the eight (8) ready reserve infantry
divisions shall as much as practicable be geographic based, that is, certain
provinces are to be prescribed as the source of reservists of each ready
reserve division.

Additional standby reserve divisions maybe organized to provide

placement for the reservists in excess of the strength of the eight ready
reserve infantry divisions.

The Army force structure and organizational development is aimed to

create a lean and compact ground force complemented by a large and strong
mobilizable reserve force. Its force restructuring and organizational
development shall include the reduction of the eight (8) regular infantry
division to three (3) infantry divisions as Rapid Deployment Force (RDF). One
infantry division each will be based in Luzon, Visayas and Mindanao and the
organization of the eight (8) infantry brigades (separate) as forward deployed
forces in strategic areas of the country. These infantry brigades (separate)
shall serve as cadre for reserve force training and as nuclei for the ready
reserve divisions in case of emergency calling for reserve mobilization. On a
rotation basis, there shall be reservists on active duty in such brigades
undergoing service training as part of the unit training or individual career
schooling.

Each Infantry brigade (separate) shall be composed of one regular

infantry battalion and two RR1 infantry battalions integrated.

For this infantry brigade (separate) to expand to a division, six (6) more
RR2 infantry battalions shall be organized. Aside from these units, combat
support and combat service support units shall be organized.

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Figure 3.7 Composition of an Infantry Brigade

(Separate)

Figure 3.8 Composition of an Infantry Brigade (Separate) to

Expand into an Infantry Division

Moreover, 15 standby reserve infantry divisions shall also be

organized, mobilizeable during wartime condition only.

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Figure 3.9 The PA Reserve Component.

Section 3-6 Command Relationship

9. Command Relationship Between the Active and Reserve

Components.

a. During peacetime or wartime conditions, CG, PA exercises

command and control (C2) of all PA reserve components.

b. During peacetime condition, PA reserve units shall be

administered by the Army Reserve Command, through the Regional
Community Defense Groups in their respective regions for decentralized
development, organization, training, equipage, and maintenance.

c. Tactical units shall have operational control over reserve forces

to include affiliated reserves when utilized to render auxiliary service. As
such, concerned tactical units may augment the reserve force with regular
components for more efficient and effective conduct of its operations.

d. In case of mobilization, command relationship shall be as

prescribed by Headquarters Philippine Army.

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Figure 3.10 Command Relationships Between Active and

Reserve Components.

10. Command Relationship Between Ready Reserve and Standby

Reserve Units. RRes and SRes units are both organic to the Philippine
Army. Their command relationship shall be “coordinative”.

Figure 3.11 Commandant Relationship Between the Ready and

Stanby Reserve Units.

11. Status of RR Units Deployed for Auxiliary Service. Individual

reservist and/or reservist units mobilized or called to active duty and assigned

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as organic units of a regular component shall lose their identity from their
mother unit. As such, they shall be administratively and operationally
controlled by the regular units being augmented. After being demobilized, the
unit earlier CAD shall revert to their mother unit.

Figure 3.12 Command relationship when RR Units are Activated for

National Emergencies.

Section 3-7 Organization of the Reserve Force

12. General. The organization, structure, manning and equipment of

reserve units shall conform to the organization of the regular force (Section 9,
Article III, RA 7077). Hence, the Citizen Armed Force, alternately referred to
as the Reserve Force, adopt the Table of Organization and Equipment of the
regular component, which is of the Infantry (Light). Such step was designed
for easy integration once reserve units are mobilized. For further details on
the organization of reserve force, refer to the approved TOE Volume I.

It must be emphasized at this point that while the organizational

structure of reserve force is designed to address external threats, it must
likewise meet the demand of peacetime condition. Thus, Alpha Company of
all Ready Reserve Units shall undergo training in Disaster, Rescue and Relief
Operations (DRRO); Bravo Company on Environmental Protection Training
(EPT); and Charlie Company shall undergo Training on Counter Terrorism.
Affiliated reserve units shall be trained to protect and defend their respective
establishment against attack, intrusion and sabotage to ensure the continuous
and uninterrupted operations of the essential services they render, thus, must
undergo military orientation training (MOT).

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Section 3-8 Ready/Standby Reserve Infantry Division

13. Designation: Combat Unit

14. Mission: To prepare forces for the expansion of the Philippine Army in
the event of war, invasion or rebellion; to assist in relief and rescue during
disasters or calamities; and to assist in socio-economic development in its
area of responsibility.

15. Capabilities:

a. Augment the Philippine Army in the conduct of prompt and

sustained ground operations in the event of war, invasion and rebellion.

b. Assist in disaster response operations.

c. Provide support to national socio-economic development

programs and community related activities.

d. Assist in the operations and maintenance of essential

government or private utilities in the furtherance of overall mission.

e. Provide support to peace and order program in coordination with

the AFP/PNP units and other government agencies in the area of
responsibility

621 8,625

INFANTRY
DIVISION

376 34 560 455

58 14 88 30
INFANTRY
BATTALION RECON
HHSB BDE HHC BATTALION

77 1,214 25 320 17 221 6 124 5 83 55 528

ARTILLERY ENGR CBT SIGNAL AIR DEF INTEL SUPPORT
REGIMENT BATTALION BATTALION ARTY BTRY INTEL
COMPANY BATTALION

Figure 3.13 Ready/Standby Reserve Infantry Division Structure. (Full).

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 RESTRICTED

530 7,306

INFANTRY
DIVISION

47 279 40 31 517 21 360

13
INFANTRY
BATTALION RECON
HHSB BDE HHC BATTALION

57 995 20 213 14 174 5 109 4 45 44 359

ARTILLERY ENGR CBT SIGNAL AIR DEF INTEL SUPPORT
REGIMENT BATTALION BATTALION ARTY BTRY INTEL
COMPANY BATTALION

Figure 3.14 Ready/Standby Reserve Infantry Division Structure

(Reduced).

Section 3-9 Headquarters and

Headquarters Service Battalion

16. Designation: Service Support

17. Mission: To provide command, control, direction and supervision of

the operations of Infantry Division and attached units.

18. Capabilities:

a. Provide command, staff planning, control, and supervision of

operations of the infantry Division and attached units.

b. Provide administration, mess, organizational maintenance,

finance, supply, motor transport and local security for the Division
Headquarters.

c. Provide personnel services and equipment for the maintenance

of post/camp utilities, including engineer and engineering-related services
such as building and ground maintenance, road repair, fire
prevention/protection, plumbing and sanitation, power and other utilities.

d. Enforce military law, orders and regulations including control of

circulation.

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 RESTRICTED

e. Enforce traffic control, protection of property and handling of

prisoners

Figure 3.15 Headquarters & Headquarters Service Battalion

Structure (Reduced)

Figure 3.16 Headquarters & Headquarters Service Battalion

Structure (Full)

Section 3-10 Headquarters and Headquarters Company

19. Designation: Service Support

20. Mission: To provide command, control, and supervision of the

operation of the Division and attached units.

21. Capabilities:

a. Provide command, staff planning, control, and supervision of

administration of the division and attached units.

b. Establish the division command post.

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 RESTRICTED

Figure 3.17 Hq & Hq Company, Hq Service Spt Battalion Structure (Full).

Figure 3.18 Hq & Hq Company, Hq Service Spt Battalion Structure

(Reduced)

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 RESTRICTED

Section 3-11 Military Police Company

22. Designation: Service Support Unit

23. Mission: To establish control in assigned areas of responsibility, to

support forward and lateral movements, to execute rear operations, and to
provide general military police support.

24. Capabilities:

a. Provide circulation and control of operations to expedite

movement of vehicular traffic and individuals in the division.

b. Provide battlefield law and order operations to alleviate major

problems endangering the successful accomplishment of the division’s
mission.

c. Provide security for the division main command post and other
security missions, as required.

d. Operate the division central EPW collecting point.

e. Provide minimum law enforcement service and temporary

detention of military prisoners.

f. Perform unit level maintenance of organic vehicle and

equipment.

Figure 3.19 Military Police Company Structure (Full).

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 RESTRICTED

Figure 3.20 Military Police Company Structure (Reduced)

Section 3-12 Post Engineering Detachment

25. Designation: Service Support Unit

26. Mission: To provide all services necessary to operate and maintain the
physical facilities and utilities of the division headquarters installation.

27. Capabilities:

a. Provide personnel and equipment for maintenance of the

physical facilities and utilities of the division headquarters.

b. Provide services such as:

c. Building and ground maintenance

d. Water

e. Electrical/Power

f. Road repair

g. Insect and rodent control

h. Sanitation

i. Fire prevention and control

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 RESTRICTED

j. Fight as infantry when required and participate in the ground

defense of the installation.

Figure 3.21 Post Engineer Detachment Structure (Full).

Figure 3.22 Post Engineer Detachment Structure (Reduced)

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 RESTRICTED

28. Designation: Service Support Unit

29. Mission:

a. To provide music in support of morale activities and in support of

civil-military operations activities.

b. To provide local security augmentation when necessary.

30. Capabilities:

a. Provide musical support by fielding -

1) a marching/ceremonial band

2) a concert band

3) a stage/show band

b. Augment rear area local security forces in providing command

post security, local perimeter defense, traffic control and perimeter security for
enemy prisoner of war evacuation facilities.

1 38

DIVISION BAND

1 1 19 14 4

BRASS WOODWIND PERCUSSION

BAND HQ
GROUP GROUP GROUP

Figure 3.23 Division Band Structure (Full)

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 RESTRICTED

1 38

DIVISION BAND

1 1 19 14 4

BRASS WOODWIND PERCUSSION

BAND HQ
GROUP GROUP GROUP

Figure 3.24 Division Band Structure (Reduced)

Section 3-13 Infantry Brigade

31. Designation: Combat Unit

32. Mission: To provide command, control and supervision of the tactical

operations of the brigade and attached units.

33. Capabilities:

a. Command attached/OPCON elements of the Division’s combat

and combat support elements in offensive and defensive combat operations.

b. Accept or release attached/OPCON elements on short notice.

c. Supervise the movement and security of attached or supporting

administrative elements.

d. Supervise tactical training of attached divisional elements.

e. Be designated to act as emergency successor operational

headquarters for the division in the event that the division command and
control capabilities is neutralized.

f. Provide operational control of up to five maneuver battalions.

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 RESTRICTED

g. Provide unit level maintenance of organic equipment.

Figure 3.25 Typical Brigade Task Organization Structure (Full)

Figure 3.26 Typical Brigade Task Organization Structure (Reduced)

Section 3-14 Brigade Headquarters and

Headquarters Company

34. Designation: Service Support Unit

35. Mission: To provide command, control and supervision of the tactical

operations of the brigade and attached units.

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36. Capabilities:

a. Command attached/OPCON elements of the Division’s combat

and combat support elements in offensive and defensive combat operations.

b. Accept or release attached/OPCON elements on short notice.

c. Supervise the movement and security of attached or supporting

administrative elements.

d. Supervise tactical training of attached divisional elements.

e. Be designated to act as emergency successor operational

headquarters for the division in the event that the division command and
control is neutralized.

f. Provide operational control of up to five maneuver battalions.

g. Provide unit level maintenance of organic equipment.

14 88

HHC

11 26 3 62
BDE HQ HQ CO

4 5 1 3
COMMAND S1 2 9 (1) 20 1 33
SECTION INFANTRY
4 CO HQ SPT
1 6 2 PLATOON

S2 S3 1 6
(1) 1 3 9
2 4 1 4 PLT HQ SUPPLY INFANTRY
SECTION PLT HQ SQUAD
S3 S7
16
TRANS
SECTION

Figure 3.27 Hqs & Hqs Company, Infantry Bde, Inf Division
Structure (Full)

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 RESTRICTED

13 40

HHC

10 12 3 28
BDE HQ HQ CO

3 2 1 1 6
COMMAND S1 2 2 (1) 7 1 19
SECTION INFANTRY
2 CO HQ SPT
1 4 2 PLATOON

S2 S3 1 4
(1) 1 2 5
2 1 1 2 PLT HQ SUPPLY INFANTRY
SECTION PLT HQ SQUAD
S3 S7
4
TRANS
SECTION

Figure 3.28 Hqs & Hqs Company, Infantry Bde, Inf Division
Structure (Reduced)

Section 3-15 Infantry Battalion

37. Designation: Combat Unit

38. Mission: To close with the enemy by means of fire and maneuver to
destroy or capture him or repel his assault by fire, close combat, and
counterattack; to conduct stability operations in an internal defense
development environment.

39. Capabilities:

a. Provide a base of fire and maneuver elements.

b. Seize and hold terrain.

c. Conduct limited independent operations.

d. Provide limited antitank fire support.

e. Provide mortar fire support for organic and attached units.

f. Conduct long range patrols.

g. Operate in conjunction with heavy forces.

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h. Participate in air assault and amphibious operations.

i. Maneuver in all types of local weather and terrain.

j. Participate in Internal Security Operations.

k. Provide unit level health service support for the battalion and
attached units.

l. Provide unit level maintenance of organic equipments.

Figure 3.29 Infantry Battalion Structure (Full)

Figure 3.30 Infantry Battalion Structure (Reduced)

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Section 3-16 Headquarters and

Headquarters Company

40. Designation: Combat Service Support Unit

41. Mission: To provide command, control and supervision, combat

support and combat service support to the infantry battalion (light) and
attached units.

42. Capabilities:

a. Provide command, control and supervision of the operations of

organic and attached elements of the infantry battalion.

b. Provide mortar fire support to the battalion and attached units.

c. Provide heavy antiarmor fire support to the battalion and

attached units.

d. Provide reconnaissance and security support to the battalion.

e. Provide communication support to include centralized unit level

maintenance of communications equipment.

f. Provide intelligence support to the battalion.

g. Provide limited battalion supply/resupply support.

h. Provide unit level medical support.

i. Provide unit level administrative support to assigned and

attached units.

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Figure 3.31 Hqs & Hqs Company, Infantry Battalion Structure (Full).

Figure 3.32 Hqs & Hqs Company, Infantry Battalion Structure

(Reduced).

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 RESTRICTED

Section 3-17 Infantry Company

43. Designation: Combat Unit

44. Mission: To close with the enemy by means of fire and maneuver to
destroy or capture him or repel his assault by fire, close combat and
counterattack.

45. Capabilities:

a. Provide a base of fire and maneuver.

b. Close with the enemy to destroy or capture him.

c. Repel enemy assault by fire, close combat and counterattack.

d. Seize and hold terrain.

e. Maneuver in all types of local weather and terrain.

f. Provide light antitank protection.

g. Conduct combat operations under limited visibility.

h. Participate in air assault operations.

i. Participate in amphibious/waterborne operations.

j. Operate in conjunction with heavy forces.

Figure 3.33 Infantry Company Structure (Full).

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Figure 3.34 Infantry Company Structure (Reduced).

Section 3-18 Reconnaissance Battalion

46. Designation: Combat Unit

47. Mission: To provide security, perform reconnaissance and surveillance

in support of division operations and to engage in offensive, defensive,
delaying and economy of force operations as required.

48. Capabilities:

a. Conduct detailed ground reconnaissance and surveillance within

and to the front, flanks and rear of the division.

b. Conduct security and screening operations.

c. Engage in offensive, defensive or delaying operations as

required.

d. Conduct independent operation when properly reinforced.

e. Assist in the movement control of divisional and nondivisional

units within and through the division’s area of operations.

f. Assist in countermobility preparation of the main battle area in

support of the division commander’s scheme of maneuver.

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Figure 3.35 Reconnaissance Battalion Structure (Full).

Figure 3.36 Reconnaissance Battalion Structure (Reduced).

Section 3-19 Headquarters and Headquarters Company

49. Designation: Service Support Unit

50. Mission: To provide command, control and supervision, combat

support and combat service support to the reconnaissance battalion and
attached units.

51. Capabilities:

a. Provide command, control and supervision of the operations of

organic and attached units.

b. Provide mortar fire support to the battalion and attached units.

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c. Provide communication support to include centralized unit level

maintenance of communications equipment.

d. Provide limited battalion supply/resupply support.

e. Provide unit level maintenance of equipment.

f. Provide unit level medical support.

g. Provide unit level administrative support to assigned and

attached units.

Figure 3.37 Hqs & Hqs Coy, Reconnaissance Bn Structure (Full).

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Figure 3.38 Hqs & Hqs Coy, Reconnaissance Bn Structure (Reduced).

Section 3-20 Reconnaissance Company (Motorized)

52. Designation: Combat Unit

53. Mission: To provide security and perform reconnaissance for the

division or the unit to which it is attached and to engage in offensive,
defensive, delaying and economy of force operations as required.

54. Capabilities:

a. Conduct detailed ground reconnaissance and surveillance within

and to the front, flanks and rear of the division or the unit to which assigned or
attached.

b. Conduct security and screening operations.

c. Engage in offensive, defensive and delaying operations as

required.

d. Conduct independent operations when properly reinforced.

e. Assist in the movement control of divisional and non-divisional

units within and through the division’s area of operations.

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f. Assist in the countermobility preparation of the main battle area

in support of the division commander’s scheme of maneuver.

5 111
RECON CO
(MOTORIZED)

2 24 1 29
CO H Q SCOUT
PLATOON

2 16 8 1 9 10 10
H Q SECTION TRANS & MAINT PLT HQ SCOUT ANTI-ARMOR
SECTION SECTION SECTION

Figure 3.39 Reconnaissance Company (Motorized) Structure (Full).

5 67
RECON CO
(MOTORIZED)

2 13 1 18
CO H Q SCOUT
PLATOON

2 7 6 1 5 8 5
H Q SECTION TRANS & MAINT PLT HQ SCOUT ANTI-ARMOR
SECTION SECTION SECTION

Figure 3.40 Reconnaissance Company (Motorized) Structure

(Reduced).

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Section 3-21 Reconnaissance Company

55. Designation: Combat Unit

56. Mission: To provide security and perform reconnaissance for the

division or the unit to which it is assigned or attached and to engage in
offensive, defensive, delaying and economy of force operations as required.

57. Capabilities:

a. Conduct detailed ground reconnaissance and surveillance within

and to the front, flanks and rear of the division or the unit to which assigned or
attached.

b. Conduct security and screening operations.

c. Engage in offensive, defensive and delaying operations as

required.

d. Conduct independent operations.

e. Conduct long range patrol.

f. Assist in the movement control of the divisional and

nondivisional units within and through the divisions area of operations.

g. Assist in the countermobility preparation of the main battle area

in support of the division commander’s scheme of maneuver.

h. Operate in all types of local weather and terrain.

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5 113

RECON CO

2 26 1 29
CO HQ SCOUT
PLATOON

2 12 7 7 1 1 7
H Q SEC ANTI-ARMOR MORTAR PLT HQ SCOUT
60MM 60MM TEAM

Figure 3.41 Reconnaissance Company Structure (Full)

4 107

RECON CO

1 20 1 29
CO HQ SCOUT
PLATOON

1 6 7 7 1 1 7
H Q SEC ANTI-ARMOR MORTAR PLT HQ SCOUT
60MM 60MM TEAM

Figure 3.42 Reconnaissance Company Structure (Reduced).

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Section 3-22 Field Artillery Regiment

58. Designation: Combat Support

59. Mission: To provide FA fires in support of the Inf Div.

60. Capabilities:

a. Provide continuous accurate and timely field artillery fires.

b. Provide to its component communication, survey, target

acquisition and fire direction systems.

c. Provide fire support elements to all maneuver elements of the

division.

d. Command and control attached artillery units.

e. Fight as infantry when required.

Figure 3.43 Field Artillery Regiment Structure (Full).

Figure 3.44 Field Artillery Regiment Structure (Reduced).

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Section 3-23 Headquarters and Headquarters Battery

61. Designation: Combat Service Support Unit

62. Mission: To provide command, control and administrative supervision

of organic and attached field artillery units.

63. Capabilities:

a. Plan, supervise, coordinate, and control the operation of organic

and attached units.

b. Provide survey control for the division.

c. Provide target acquisition thru visual observation and weapons

locating radar.

d. Establish the nucleus of the infantry division fire support

coordinating center.

e. Perform unit level maintenance of organic equipment.

Figure 3.45 Hqs & Hqs Battery, Field Artillery Regiment Structure (Full)

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Figure 3.46 Hqs & Hqs Battery, Field Artillery Regiment Structure
(Reduced).

Section 3-24 Field Artillery Battalion

64. Designation: Combat Support

65. Mission: To provide field artillery fires in direct support of a maneuver

brigade and to reinforce the fires of other field artillery units.

66. Capabilities:

a. Provide continuous accurate and timely field artillery fires.

b. Provide to its component communication, survey, target

acquisition and fire direction systems.

c. Provide medical services to include medical care and intra-

battalion evacuation.

d. Establish the nucleus of the Infantry Brigade’s fire support

elements.

e. Fight as infantry when necessary.

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Figure 3.47 Field Artillery Battalion, 105 MM Towed

Structure (Full).

Figure 3.48 Field Artillery Battalion, 105 MM Towed Structure

(Reduced).

Section 3-25 Field Artillery Battery 105MM, Towed

67. Designation: Combat Support

68. Mission: To destroy, neutralize and suppress the enemy by cannon

fire.

69. Capabilities:

a. Provide conventional artillery fire.

b. Perform unit level maintenance on all equipment.

c. Fight as infantry when necessary

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Figure 3.49 Field Artillery Battalion, 105 MM Towed

Structure (Full).

Figure 3.50 Field Artillery Battalion, 105 MM Towed Structure

(Reduced).

Section 3-26 Field Artillery Battery 155MM, Towed

70. Designation: Combat Support Unit

71. Mission: To provide field artillery fires as general support to the

Infantry Division.

72. Capabilities:

a. Provide continuous, timely and accurate field artillery fires.

b. Perform unit level maintenance on all organic equipment.

c. Transport its own basic load of ammunition

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d. Fight as infantry when required and defend itself against hostile

ground attack.

Figure 3.51 Field Artillery Battery, 155 MM Towed Structure (Full).

Figure 3.52 Field Artillery Battery, 155 MM Towed Structure (Reduced)

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Section 3-27 Engineer Combat Battalion

73. Designation: Combat Support Unit

74. Mission: To increase the combat effectiveness of the Infantry Division

by accomplishing mobility, countermobility, and survivability missions; to
perform infantry combat mission when required.

75. Capabilities:

a. Provide engineer staff planning and supervision of organic and

attached engineer troops.

b. Prepare and maintain essential combat routes in the forward

battle area to include entering and exiting to blocking positions and river-
crossing sites and expedient repair of bridges, fords and culverts.

c. Assist in the assault/reduction of fortified positions.

d. Assist maneuver units in the assault breach of obstacles and

minefields.

e. Perform limited obstacle and minefield breaching operations.

f. Conduct engineer reconnaissance and produce engineer

intelligence for the division.

g. Provide field engineering advice to all divisional elements and

engineer equipment support to maneuver units in preparation of selected
strong points and fighting positions for weapon systems.

h. Assist in site preparation for artillery positions.

i. Assist in deception and camouflage operations.

j. Conduct manual emplacement of mines.

k. Create other obstacles to degrade enemy mobility including

berms, ditches, abatis, and wire entanglement.

l. Plans, prepares and execute demolition targets such as the

destruction of bridges and railroads and the cratering of roads and airfield
runways.

m. Perform limited construction and maintenance of supply

installations, command posts, defensive installations, forward area landing
strips and helipads.

n. Provide unit level maintenance of organic equipment.

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o. Undertake and carry out an infantry mission when required.

Figure 3.53 Engineer Combat Battalion, Inf Division Structure

(Full).

Figure 3.54 Engineer Combat Battalion, Inf Division

Structure (Reduced).

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Section 3-28 Headquarters and Headquarters Company

76. Designation: Combat Support Unit

77. Mission: To provide command, control, and supervision of the

Engineer Combat Battalion; to provide administrative, operational and
logistical support for the battalion.

78. Capabilities:

a. Provide staff planning and supervision of division engineer

operations, including attached engineer troops.

b. Provide engineer supply, equipment, and transportation support

to engineer combat companies performing mobility, countermobility, and
survivability tasks.

c. Provide field-engineering advice to all divisional elements.

d. Perform limited construction and maintenance of supply

installations, command posts, defensive installations, landing strips and
helipads.

e. Provide unit level maintenance of organic equipment.

Figure 3.55 Hq & Hq Company, Engineer Combat Battalion

Structure (Full)

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Figure 3.56 Hq & Hq Company, Engineer Combat Battalion

Structure (Reduced)

Section 3-29 Engineer Combat Company

79. Designation: Combat Support Unit

80. Mission: To increase the combat effectiveness of the Infantry Division

by accomplishing mobility, countermobility and survivability missions; to carry
out an infantry combat mission when required.

81. Capabilities:

a. Assault in the assault/reduction of fortified positions.

b. Assist maneuver units in the assault breach of obstacles.

c. Perform obstacle breach operations.

d. Assist in expedient stream crossings.

e. Create obstacles, including berms, ditches, abatis, and wire

entanglements to degrade enemy mobility.

f. Perform manual emplacement of mines.

g. Execute demolition targets such as destruction of bridges and

railroads and cratering of roads and field runways.

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h. Conduct engineer reconnaissance.

i. Conduct infantry operations when required.

Figure 3.57 Engr Cbt Company, Engr Cbt Bn Structure (Full)

Figure 3.58 Engr Cbt Company, Engr Cbt Bn Structure (Reduce)

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Section 3-30 Signal Battalion

82. Designation: Combat Support Unit

83. Mission: To provide Electronics Communications Support for

command and control of the Infantry Division (Light).

84. Capabilities:

a. Provide communications electronics support to three (3) Infantry

Brigade Headquarters and to three (3) Echelon of command.

b. Provide ground still photography and video coverage.

c. Operate tactical satellite communication system.

d. Prepare, coordinate and publish Communication Electronics

Operating Instructions (CEOI) and Communication Electronics Standing
Instruction (CESI) for the Infantry Division.

e. Provide message center (full time basis), cryptographic,

telephone, radio, data and other communication facilities for all the Echelon of
the Infantry Division.

f. Provide radio-wire integration and radio relay to the Infantry

Division.

g. Provide signal supply and direct support maintenance of signal

equipment authorized for the division.

h. Perform electronic warfare capabilities.

Figure 3.59 Signal Battalion Structure (Full)

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Figure 3.60 Signal Battalion Structure (Reduced)

Section 3-31 Headquarters and Headquarters Company

85. Designation: Service Support Unit

86. Mission: To provide command, control and supervision of the Signal

Battalion and to provide administrative, operational and logistical support for
the battalion.

87. Capabilities:

a. Provide command, control and supervision of the operation and

training of the Division Signal Battalion.

b. Provide still photography and video coverage and PAS support

for the Division.

c. Provide signal supply and field maintenance of signal equipment

for the division.

d. Provide administrative and logistic support to the battalion.

e. Perform field cable installation and recovery.

f. Fight as infantry when necessary.

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Figure 3.61 Hq & Hq Company, Signal Battalion (Full)

Figure 3.62 Hq & Hq Company, Signal Battalion Structure (Reduced)

Section 3-32 Command Support Signal Company

88. Designation: Service Support Unit

89. Mission: To provide communication facilities to the echelons of the

division headquarters – the division main, division tactical command post and
division Rear Command Post.

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90. Capabilities:

a. Provide radio communication linking the three echelons of the

division headquarters to operating divisional units.

b. Provide internal wire and message center communication

facilities for the division headquarters.

c. Provide telephone switchboard and local telephone service to

the division headquarters.

d. Provide message center, cryptographic, teletypewriter and data

communication to three echelon of the division.

e. Provide tactical satellite and multichannel radio relay terminals

for voice, TTY and facsimile.

f. Fight as infantry when necessary.

Figure 3.63 Command Support Signal Company (Full)

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Figure 3.64 Command Support Signal Company (Reduce)

Section 3-33 Brigade Support Signal Company

91. Designation: Combat Support Unit

92. Mission: Provide communication support to the three tactical brigades

organic to the Infantry Division.

93. Capabilities:

a. Provide communication center facilities on a 24-hour basis with

one motorized messenger.

b. Link the Infantry Brigade headquarters to the echelon of the

division headquarters and the operating units under its operational control.

c. Provide field telephone switching station to the Infantry brigade

headquarters.

d. Fight as infantry when necessary.

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5 93
BDE SPT
SIGNAL CO

1 29
2 6
BDE SPT
CO HQ QS SIGNAL PLT

1 5 8 3 8 5
PLATOON MULTI MSG WIRE
HQ CHANNEL SEC CENTER SEC RADIO SEC SEC

Figure 3.65 Brigade Support Signal Company Structure (Full)

5 82
BDE SPT
SIGNAL CO

1 26
2 4
BDE SPT
CO HQ QS SIGNAL PLT

1 4 7 2 8 5
PLATOON MULTI MSG WIRE
HQ CHANNEL SEC CENTER SEC RADIO SEC SEC

Figure 3.66 Brigade Support Signal Company Structure (Reduced)

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Section 3-34 Air Defense Artillery Battery

94. Designation: Combat Support Unit

95. Mission:

a. To provide air defense for the division combat elements, areas

or installations against low-altitude hostile aircraft.

b. To provide ground fire against surface targets as required.

96. Capabilities:

a. Provide engagements of low-altitude hostile aircraft with the

Man-portable Air Defense System.

b. Provide delivery of fire with guns against low altitude hostile

aircraft.

c. Provide delivery of fire with guns against surface targets when

not required in the air defense role.

d. Provide air defense coordination to division major subordinate

elements which the Battery is supporting.

Figure 3.67 Air Defense Artillery Battery Structure (Full)

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Figure 3.68 Air Defense Artillery Battery Structure (Reduced)

Section 3-35 Military Intelligence Company

97. Designation: Combat Support Unit

98. Mission: To perform intelligence operations related to humint, sigint

and CI to support the intelligence requirements of the infantry division.

99. Capabilities:

a. Provides tactical intelligence requirements of the infantry

division.

b. Collects information of intelligence value concerning strategic or

tactical targets within the division AOR.

c. Develops and execute plans for the collection of information

relative to enemy plans, activities, organizations and capabilities.

d. Collects, examines, evaluates and classifies captured enemy

documents and materials.

e. Conducts interrogation of enemy prisoners of war.

f. Provides information about the enemy on forward line of troops

(FLOT) and rear areas of the division in coordination with the division
reconnaissance battalion.

g. Provides communication intercept and direction-finding function

within the division AOR.

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h. Advises unit commanders on operations security counter-

measures and monitor OPSEC postures.

i. Conduct special intelligence operations.

j. Conducts limited training on special equipment.

Figure 3.69 Military Intelligence Company Structure (Full)

Figure 3.70 Military Intelligence Company Structure (Reduced)

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Section 3-36 Division Service Support Battalion

100. Designation: Service Support Unit

101. Mission: To provide direct support maintenance (except signal), motor

transport, supply and disposal services and health service support to all
organic and attached units of the Infantry Division (Light).

102. Capabilities:

a. Provide armaments, wheeled vehicle and engineering

equipment maintenance support including repair parts to the infantry division.

b. Provide recovery and evacuation of equipments.

c. Provide motor transportation support to the Infantry Division.

d. Supervise and coordinate transportation support operations.

e. Procure, receive, store and issue all classes of supplies to the

infantry division and its field/line units.

f. Provide disposal services of all unserviceable supplies and

equipment.

g. Provide collection, registration and evacuation of casualties and

evacuee patients from medical treatment facilities or station.

h. Attach or place OPCON to brigades support elements.

i. Assist in the coordinated defense of the unit’s area or

installation.

Figure 3.71 Service Support Battalion Structure (Full)

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Figure 3.72 Service Support Battalion Structure (Reduced)

Section 3-37 Headquarters and Headquarters Company

103. Designation: Service Support Unit

104. Mission: To provide direction and control of the operations of the

Service Support Battalion.

105. Capabilities:

a. Provide command, control, staff planning and supervision of the

operations of the Division Service Support Battalion.

b. Provide consolidated Property Book Management.

c. Provide supply, maintenance and transportation services to the

Service Support Bn.

d. Provide coordination and supervision to the forward combat

service support elements of the maneuver brigades.

e. Assist in the coordinated defense of the unit’s area or

installation.

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Figure 3.73 Hq & Hq Company, Svc Support Battalion Structure (Full)

Figure 3.74 Hq & Hq Company, Svc Support Battalion Structure (Reduced)

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Section 3-38 Supply and Service Company

106. Designation: Service Support Unit

107. Mission: To provide supplies and equipment as well as disposal

services to the infantry division.

108. Capabilities:

a. Requisition, store, care for and issue supplies and equipment for
the division and its subordinate units.

b. Maintain division reserve of Class III and V supplies.

c. Provide unit issuance of bulk class III supplies and operate

limited filling station.

d. Provide disposal service of unserviceable supplies and

equipment.

e. Attach to or place OPCON to the brigades support elements.

f. Assist in the coordinated defense of the unit’s area or

installation.

Figure 3.75 Supply and Service Company Structure (Full)

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Figure 3.76 Supply and Service Company Structure (Reduced)

Section 3-39 Transportation Company

109. Designation: Service Support Unit

110. Mission: To provide transportation services to the infantry division.

111. Capabilities:

a. Provide motor transportation support to the division with heavy

and medium trucks.

b. Transport a brigade in a single lift.

c. Provide transportation support for distribution of supplies.

d. Attach to or place OPCON to the brigades transportation

support elements.

e. Assist in the coordinated defense of the unit’s area or

installation.

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Figure 3.77 Transportation Company Structure (Full)

Figure 3.78 Transportation Company Structure (Reduced)

Section 3-40 Maintenance Company

112. Designation: Service Support Unit

113. Mission: To provide direct support maintenance to the Infantry Division

except signal and medical equipments.

114. Capabilities:

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a. Provide armaments, wheeled and engineer vehicle maintenance

support including repair parts.

b. Provide recovery and evacuation of unserviceable equipment.

c. Attach or place OPCON to the brigades forward support

elements.

d. Assist in the coordinated defense of the unit’s area or

installation.

Figure 3.79 Maintenance Company Structure (Full)

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Figure 3.80 Maintenance Company Structure (Reduced)

Section 3-41 Medical Company

115. Designation: Service Support Unit

116. Mission:

a. To provide division level battlefield health service support.

b. To provide medical staff advice and assistance to the division.

c. To provide unit level health service support to attached and

assigned units as required.

117. Capabilities:

a. Provide medical planning, policies, support operations and

coordination of patient movement within and out of the division area.

b. Provide advice to the division commander and staff on the

health of the command and on medical aspects of combat service support.

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c. Provide coordination of medical support operations of the

division.

d. Provide division level medical treatment facilities.

e. Provide reinforcement/reconstitution of medical elements of

organic or attached units of the division.

f. Provide ground evacuation for patient from unit level

treatment/aid station to division level medical treatment facilities.

g. Provide management of medical supplies and supervision of

maintenance on medical equipment.

h. Provide laboratory, pharmacy and radiological services.

i. Provide preventive medicine consultation services.

j. Provide patient-holding area for up to 40 patients.

k. Provide outpatient consultation service.

Figure 3.81 Medical Company Structure (Full)

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Figure 3.82 Medical Company Structure (Reduce)

Section 3-42 Dental Detachment

118. Designation: Service Support Unit

119. Mission:

a. To provide battlefield dental service support.

b. To provide dental staff advice and assistance to the division.

120. Capabilities:

a. Provide emergency dental care.

b. Provide limited preventive dentistry.

c. Provide advice to the division commander and staff on the

dental aspects of health service support.

d. Provide division level dental treatment facilities.

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e. Provide management of dental supplies and supervision of

maintenance on medical equipment.

Figure 3.83 Division Dental Detachment Structure (Full)

Figure 3.84 Division Dental Detachment Structure (Reduced)

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CHAPTER 4
TRAINING

Section 4-1 General

The Philippine Army shall design training programs which shall be

geared towards the production of well-trained and military proficient reservists
who are prepared to satisfy the requirements of the Armed Forces of the
Philippines to respond to the call to service.

Training programs for the reservists shall be classified into three: pre-
reservist training, individual training and unit training. They shall also be
trained both in conventional and unconventional warfare, internal security
operations, search rescue and relief operations to broaden their response
capability.

Furthermore, the Philippine Army through the implementing units, shall

device and schedule an evaluation system to gauge the standard of training of
reserve units, as well as in the aspect of “move, shoot and communicate”
readiness.

Section 4-2 Pre-Reservist Training

Basic ROTC Training, an optional training institutionalized under RA

9163 (National Service Training Program Act of 2001), shall provide military
training to tertiary level students in order to motivate, train organize and
mobilize them for national defense preparedness. Graduates of this training
shall be incorporated as enlisted members of the AFP reserve force.

Advance ROTC Training shall be offered to Basic ROTC graduates as

requisite for probationary officer training.

Probationary Officer Training, a pre-reservist officer training; designed

to qualify Advance ROTC graduates for commission in the Reserve Force,
Philippine Army.

Basic Citizen Military Training shall provide out-of-school-youth, from a

cluster of adjoining barangays and towns, basic military knowledge and skills
of a reservist. Graduates of this training shall be enlisted as members of
ready reserve units.

PA Affiliated Reserve Unit (PAARU) Organizational Training shall be

designed to organize and develop members of public and private utilities in
the field of water, light and power, communication and transportation services
to become affiliated reserve units and train them as combat support and
combat service support of the PA in case of war or emergency.

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Section 4-3 Individual Training

Active Duty Training (ADT) shall be designed to produce qualified,

skilled and responsible reservists that shall be utilized to conduct training of
ROTC cadets. At the same time it aims to provide deserving reservist officers
and NCOs opportunity to acquire service-in-grade for promotion.

Pre-Deployment Training shall develop and enhance the military

knowledge, skills, leadership and competence of company grade reservist
officers to prepare them in handling the conduct of Basic Citizen Military
Training and Probationary Officers Training.

Career Courses Through Non-Resident Instructions/Regular Instruction

shall be offered to the reservists to prepare them to be professionally and
military proficient. Completion of the required career courses shall be a
mandatory requirements for their promotion.

Section 4-4 Unit Training

Organizational Training shall be designed to organize and prepare

ready reserve units to be operationally ready not only for future mobilization to
meet threats to national security but also for auxiliary service to help maintain
local peace and order, assist in rescue and relief operations during disasters
and calamities, and participate in socio-economic development projects.

Unit Annual Active Duty Training shall develop and maintain the
integrity and cohesiveness of ready reserve units as effective fighting units
that can be mobilized within the allowable time frame in times of emergency.
Hence Reserve Units shall undergo compulsory AADT of not less than thirty
(30) days and not more than sixty (60) days in a given year preferably to First
Category Reserve.

Philippine Army Affiliated Reserve Unit Refresher Training shall be

designed to continuously enhance the operational readiness of previously
organized and trained PAARUs. It shall update the basic knowledge and
skills of PAARU members on matters related to the defense of their
installation against sabotage and infiltration by communists and other threat
groups.

Environmental Protection Training shall provide ready reserve units

with the basic knowledge and skills in environmental protection for them to
participate in environmental enhancement endeavors.

Disaster Emergency Assistance Rescue and Relief Training shall

provide members of ready reserve units with basic knowledge and skills
necessary to save lives and minimize damage to properties during calamities
and disasters.

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CHAPTER 5
EQUIPAGE AND BASE DEVELOPMENT

Section 5-1 Equipage

The equipage of the PA Reserve Force shall be the responsibility of the

Philippine Army. Basic minimum essential individual and organizational
equipment and supplies shall be procured, stored and maintained for selective
ready reserve units to enhance their rapid transition to readiness status
required for deployment in the shortest possible time.

The following general guidelines shall serve as a planning and

programming with respect to the equipage of the PA reserve force:

a. Firepower. One hundred percent for individual weapons and

forty percent for crew-served weapons except artillery, shall be programmed
for acquisition.

b. Mobility. Twenty percent initial mobility requirements shall be

drawn from existing mobility assets. In case of mobilization, available
government stock shall be used by the reserve forces. Otherwise,
government may appropriate transportation from the private sector, subject to
laws and regulations.

c. Communication. Thirty percent initial communication

requirements shall be drawn from existing communication assets of the
command and shall be gradually increased to a level as maybe warranted by
availability of funds and existing stocks in the AFP and PA logistics inventory.

d. Ammunition. It shall be included in the PA war reserve stock.

Training ammunition shall be included in the annual RRA training logistics
appropriation.

e. CCIE. Combat Clothing and Individual Equipment shall be

procured in numbers sufficient for all members of the ready reserves. These
shall be stored as mobilization stock.

Section 5-2 Base Development

1. Basic Policy. The AFP Modernization Program shall entail the

development of permanent bases for land, air, and naval forces to conform
with national defense strategies and the government’s socio-economic thrust;
provide a systematic relocation of AFP units to enhance their capability in the
performance of their mission; provide adequate support systems and housing
facilities to AFP units and personnel; provide training grounds for maneuver
and territorial forces as well as the reserve components; and develop bases

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and camps along standard criteria for space allocations, zoning and efficient
correlation of land areas and structure (Sec 4c, RA 7898)

Along this foregoing basic policy, at least one (1) Citizen Military
Training Center (CMTC) shall be established in each province for the conduct
of reservist training. CMTCs shall as much as possible, be co-located with
the permanent military camp in the province, and shall also be used as
mobilization centers as provided by law.

2. Doctrinal Guidelines in the Development of Reserve Force Basing.

The activities concerned with the provision of basing facilities to reservists and
reserve forces shall fit the overall scenario, concept and strategy of the
reserve force as a whole, these principles are specified as follows:

Facilities for the tri-spectrum deployment and utilization of the reserves

shall entail differences in the requirements of the bases. Applicable policies
shall as follows:

a. Relief, rescue and socio-economic activities of reservists and

civil auxiliary service units shall be given temporary basing during the tenure
of the activity in all AFP camps, bases and stations.

b. Counterinsurgency Operations. The activities of the reservists

are controlled by or through various military auxiliary units, which are in the
barangay level. Activities are generally operational, thus, the coordinative and
planning activities can be done in the barangay hall. Having a permanent
facility may present a security problem as it violates the principle of “not
establishing a pattern”, thus, the use of different venues makes the basing
requirements for counterinsurgency deployments of military auxiliaries very
minimal yet doctrinally sound.

c. Conventional Wartime Basing. While the peacetime basing of

the reserves are imperative for their assembly test and training; in wartime,
their usage maybe limited to mobilization and as a jump-off-point, provided
further, that this is done before the invader destroys the base or facility.

d. Unconventional War Basing. The facilities for unconventional

warfare can be an activity that can be assigned to the reserve forces for
exercises and doctrinal testing. The production of alternate bases shall be
more relevant to the Philippine scenario due to the absence of sanctuaries. In
this connection, programs shall be established to prepare alternate bases for
use by the reserves in unconventional warfare.

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CHAPTER 6
UTILIZATION

Section 6-1 General

The utilization of reserve force in times of emergency to meet threats to

national security shall be through mobilization as follows:

a. Full Mobilization. It shall be through the joint act of Congress

and the President. When full mobilization is ordered, all units of the ready and
standby reserve shall be activated; the reservists constituting them shall be
called to active duty and the units activated shall be placed on operational
readiness. All other reservists not assigned to any unit or those assigned to
reserve pools shall be organized into replacement units.

b. Partial Mobilization. It shall be through the joint act of Congress

and the President. When partial mobilization is ordered, only the units of the
ready reserve that is necessary to meet the threat shall be activated; the
reservists constituting them shall be called to active duty and the units
activated shall be placed on operational readiness. The president shall
specify the units to be activated.

c. Selective Mobilization. It shall be by authority of the President.

Selective mobilization maybe ordered to meet a local threat or emergency
situation. When so ordered, only selected ready reserve units of the localities
involved shall be activated and the reservists assigned to them shall be called
to active duty or active auxiliary service.

Section 6-2 Concept of Mobilization

The Philippine Army envisions to expand its forces as the national

security situation dictate. This shall be achieved by mobilizing its reservists
nationwide directing the Army Reserve Command as Unit Primarily
Responsible (UPR). Mobilization shall be decentralized in the regional level in
close coordination with major Army units in the area.

Initially, the ready reserve battalion in the province shall be integrated

into the regular infantry divisions during actual mobilization. Regular troops
shall provide the leadership and cadres of the ready reserve infantry
battalions integrated into the infantry divisions.

PAARUs shall be utilized in times of war or emergency to ensure the

continuous and uninterrupted provisions of the essential services they are
rendering (Section 10, Article III, RA 7077).

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Standby reserve divisions organized in the region shall provide the pool
of replacements to the regular infantry divisions.

There shall be four (4) stages in the conduct of mobilization as follows:

a. Stage I (Pre-Mobilization Phase). This shall be a continuing

program to be undertaken nationwide to recruit, ,train and organize the
reservists into a capable fighting force ready to be mobilized anytime.
Reservists shall be organized into ready reserve units, the PA affiliated
reserve units and the standby reserve units in every region shall undergo the
necessary unit and mobilization exercises, in coordination with major army
units in the area.

b. Stage II (Call-up Phase). Mobilization of reservists commences

during this phase upon proclamation of mobilization by the duly constituted
authorities. The call-up system to be employed in mobilizing reservists shall
either through concealed mobilization system or the public mobilization
system. This phase shall include orientation, processing and equipping of
reservists. This is the stage where reservists shall be placed on operational
status. In every district of each province, mobilization center shall be
established where reservists shall report when mobilization is ordered.

c. Stage III (Deployment Phase). At this point, infantry divisions

shall have attained a strength fill-up of 100 percent while additional units of
100 percent strength filled up and equipped shall also have been organized,
and a corresponding augmentation of 20 percent personnel replacement pool
is ready to fill up possible vacancies. These forces shall eventually be
deployed for defense against external/internal aggression or national/local
emergencies.

d. Stage IV (Demobilization Phase). This is transition period from

crisis/wartime to peacetime posture. This phase shall provide for the orderly
withdrawal, retention/replacement and redeployment of forces in order to trim
down the total force for the normal forces-in-being or the regular army. It shall
be done upon the termination of the conflict and after the political, ,social,
and/or economic stability shall have been restored.

Section 6-3 Tri-Spectrum Utilization of the Reserve Force

The reserve force shall be utilized during peacetime, in times of crisis,

and during wartime.

2. Peacetime Deployment. As a base for future force expansion, the

Army reserve force shall engage in training, organization, development,
administration, public awareness and maintenance activities.

3. Crisis Deployment. For purposes of helping maintain local peace and

order, addressing local insurgency threat, assisting in rescue and relief

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operations during disasters and calamities, health welfare activities, and

participating in socio-economic development activities, reservist units in
affected localities may be activated to render voluntary civil or military
auxiliary services.

a. Civil Auxiliary Service shall be rendered to help maintain law

and order; assist in rescue and relief operations, delivery of health services
and other non-military activities. Volunteers shall not be armed and shall not
be vested with police powers.

b. Military Auxiliary Service shall be rendered to meet local

insurgency threat. Volunteers shall be issued firearms for the defense of their
localities affected.

c. Ready Reserve units to include PAARUs or reservists

constituting them shall be utilized to support the regular component in Internal
Security Operations (ISO).

4. Wartime Deployment. Reservists shall be mobilized and their

deployment shall be generally on the wartime strategy of the AFP where the
Air Force takes charge of the first line of defense; the Navy, the second; and
the ground forces, supported by the remaining air and naval resources as the
third line of defense. In a worst case scenario, wherein the enemy shall be
able to penetrate and occupy the country’s territory, the air, naval, and
ground forces shall merge as an integrated force for unconventional warfare.

Section 6-4 Concept of Demobilization/Deactivation

When the threat for which mobilization on activation of reserve units

has been ordered passed, reserve units and reservists of said units shall be
reverted to inactive status. Demobilization procedures shall be as follows:

a. On orders of the President, the Chief of Staff, AFP, shall issue

orders deactivating the mobilized reserve units and the reservists of such
deactivated reserve units shall be reverted to inactive status.

b. Reprocessing shall then be undertaken at the mobilization

centers using the following procedures:

1) Accounting of mobilized reservists;

2) Accounting of individual equipment;

3) Debriefing;

4) Physical Examination; and

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5) Processing of claims for awards, benefits, unit clearance,

etc.

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CHAPTER 7
PUBLIC AFFAIRS

Section 7-1 General

The State shall promote and develop public support to and awareness
of the important role of the Citizen Armed Force as protector of the people
and the State through the following activities: assistance support and welfare
services to reservists, retirees and veterans; planning and supervision of the
reserve force advocacy programs by involving the reservists and ROTC
cadets in community and nation building activities; and development and
supervision of information/dissemination campaign to raise general public
awareness, support and cooperation to the reserve force development
program.

Section 7-2 Program

1. Fellowship with the Reservists. Fellowships with the reservists one

day prior to unit anniversary celebrations of infantry divisions, brigades,
battalions and other equivalent units. This activity enhances integrity and
interoperability, increasing their relative awareness and generating public
support for our “Total Force Concept”.

2. Reservist Organizations and Associations. Reservist organizations

or associations shall be formed and shall be unified into an umbrella
organization to serve the common objective of supporting the development of
the PA reserve components and to preserve unit integrity, promote esprit-de-
corps and reinforce cohesion. These associations shall later diversely into a
cooperative in order to improve the welfare of its members.

3. Organization of Retirees and Veterans Cooperatives. Cooperatives

for retirees and veterans shall be organized in every Regional Community
Defense Group and Community Defense Center of the Army Reserve
Command as a way of improving their social and economic well-being.

4. Retirees and Veterans Assistance Center (RVAC). A Retiree and

Veterans Assistance Center shall be activated at RCDG and CDC levels of
ARESCOM. These shall be manned by an officer and/or NCO who shall
perform duties and responsibilities or provide assistance activities to living
retirees and veterans, their spouses and orphans, in the region and province.
These centers shall be the OPR in providing assistance and services in the
region like the following:

a. Funeral honors and services to deceased retirees and veterans.

b. Assistance to the next of kin of retirees and veterans.

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c. Assistance to living retirees and veterans.

d. As the Office Primarily Responsible (OPR) for the other

programmed activities for retirees and veterans of the unit.

e. Complementing the role/functions of other government line

agencies.

f. Establishing linkages and maintaining close coordination with

the different retirees and veterans organizations.

g. Disseminating information on current issues affecting retirees

and veterans.

h. Serving as a transit center of cognizant offices pertaining to

claims of retirees and veterans.

i. The center must be provided with reading materials, magazines,

and newspapers to make it both a source of information and a leisure place.

5. Adopt-a-Barangay Program for Reservists and ROTC Cadets.

Ready Reserve and ROTC units shall participate in the various socio-
economic projects in localities in support of the government’s social reform
agenda.

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GLOSSARY

Call-Up Phase – This is the Stage 2 of mobilization. Mobilization of reservist

units commences during this phase upon proclamation of mobilization by duly
constituted authorities. In every district of each province, mobilization center
shall be established where reservists shall report when mobilization is
ordered.

Demobilization Phase – This is the Stage 4 of mobilization. This is a

transition period from crisis/wartime to peacetime posture.

Deployment Phase – This is the Stage 3 of mobilization. At this point,

infantry divisions have attained 100% fill-up in strength and while additional
units have been 100% filled-up in strength and equipment have also been
organized. Furthermore, a corresponding augmentation of 20% personnel
pool is ready to fill up possible vacancies.

First Category Reservists – Composed of all able-bodied reservists whose

ages are between 18 and 35 years.

Full Mobilization – It shall be through the joint act of Congress and the
President. When full mobilization is ordered, all units of the ready and standby
reserve shall be activated and shall be placed on operational readiness.

Partial Mobilization – It shall be through the joint act of Congress and the
President. When partial mobilization is ordered, only the units of the ready
reserve necessary to meet the threat shall be activated. It is only the
President who shall specify the units to be activated.

Pre-Mobilization Phase – This is the Stage 1 of mobilization. This shall be

continuing program to be undertaken nationwide to train, recruit, and organize
the reservists into a capable fighting force ready to be mobilized anytime.

Ready Reserve – It is composed of reservists belonging mostly to the First

category augmented by highly qualified officers and enlisted personnel from
the Second and Third Category reservists. This category of reservists shall be
organized, trained, and maintained as mobilizable ready reserve subject to
call at anytime to augment the regular armed forces of the AFP. It has been
subdivided into Ready Reserve 1 and Ready Reserve 2.

Ready Reserve 1 – can be deployed within 7 days.

Ready Reserve 2 – can be deployed within 15 days.

Second Category Reservists – composed of all able-bodied reservists

whose ages are between 36 and 51 years.

Selective Mobilization – It shall be by authority of the President. Selective

mobilization may be ordered to meet a local threat or emergency situation.

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Only selected ready reserve units of the locality involved shall be activated
and the reservists assigned to them shall be called to active duty or active
auxiliary service.

Standby Reservists – composed of reservists belonging mostly to second

and third category reserve. They can be mobilized or call to active duty only in
times of war or national emergency.

Third Category Reservists – composed of all able-bodied reservists whose

ages are above 51 years.

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ABBREVIATIONS

AADT Annual Active Duty Training

AFOS Armed Forces Occupational Specialty

AFP Armed Forces of the Philippines

AFPMBAI Armed Forces of the Philippines Mutual Benefits

Association
Incorporated

ARESCOM Army Reserve Command

CAA CAFGU Active Auxiliary

CAD Call to Active Duty

CAFGU Citizen Armed Forces Geographical Unit

CCIE Combat Clothing and Individual Equipment

CDC Community Defense Center

CGSC Command and General Staff Course

CMO Civil Military Operations

CMT Citizen Military Training

CMTC Citizen Military Training Center

CSAFP Chief of Staff, Armed Forces of the Philippines

DRRO Disaster Rescue and Relief Operations

EPT Environmental Protection Training

GHQ General Headquarters

HPA Headquarters Philippine Army

ISO Internal Security Operations

MNSA Master in National Security Administration

MOT Military Orientation Training

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NCO Non-Commissioned Officer

NSC National Security Council

NSTP National Service Training Program

OER Officer Evaluation Report

PA Philippine Army

PAARU Philippine Army Affiliated Reserve Unit

PC Philippine Constabulary

RCDG Regional Community Defense Group

RDF Rapid Deployment Force

RESCOM Reserve Command

RR Ready Reserve

TIG Time in Grade

TOE Table of Organization and Equipment

UPR Unit Primary Responsible

USAFFE United States Armed Forces in the Far East

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RECORD OF CHANGES

Identification of change or Date By Whom entered

Correction and Reg. No. (if Entered (Signature, Rank, Grade,
any) Name or Rate, Name of
Command)

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RECOMMENDATION FOR CHANGES

_____________________________________
________________________________
_________________________
(Originating Agency)

________________
(Date)

SUBJECT: Recommendation for Changes

TO: Commanding Officer

Doctrine Center, TRADOC
Fort Bonifacio, Makati City

The following recommendation is submitted for improvement of

_____________________________________________________________
(Short Title)

________________________________ __________________________
(Long Title) page
________________________________ __________________________
Article Para. No. Line Sentence

________________________________
Figure No.

Comment:

Recommendation:

_____________________________
(Signature of CO)

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