RoutineVol 1 PDF

AP 9001 E, STAFF DUTIES IN THE FIELD 2013:Ver.1.
AP 9001 E
2013:1.0
PAKISTAN
ARMY
STAFF DUTIES IN THE FIELD

VOLUME - I
STAFF DUTIES (ROUTINE)
Inspector General Training and Evaluation Branch

Military Training Directorate
iii
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CONTENTS
Page
CHAPTER I STAFF ORGANISATION AND

NATURE OF STAFF WORK
1.100
Section
1.
Staff Organisation and Nature of Staff

Work
1.101
2.
Roles of Staff and Aids to Staff Work
1.104
3.
Higher Defence Organisation
1.113
4.
Joint Staff Headquarters
1.117
5.
General Headquarters
1.125
6.
Typical Organisation of the Staff at Higher

Headquarters
1.164
7.
Command Headquarters
1.175
8.
Corps Headquarters
1.209
9.
Division Headquarters
1.222
10.
Brigade Headquarters
1.231
11.
Headquarters
Command
12.
Headquarters Army Aviation Command
1.256
13.
Headquarters Logistics Area
1.269
Army
Strategic
Force
CHAPTER II WRITTEN WORK AND OFFICE

MANAGEMENT
1.234
2.200
14.
General Rules of Written Staff Work
2.201
15.
Layout of Written Staff Work
2.213
16.
General Rules of Service Writing
2.262
17.
Office Management
2.264
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iv
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Section
Page
CHAPTER III INTERCOMMUNICATION
3.300
18.
Responsibilities of Signals and Staff
3.301
19.
Message Writing
3.310
20.
Signals Dispatch Service
3.333
4.400
CHAPTER IV OFFICE AUTOMATION

SYSTEM (OAS)
21.
Introduction to Office Automation System
4.401
22.
Staff Duties
System
4.407
23.
Office
Automation
Operational Staff Work
for
Office
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Automation
System
for
4.413
1.100
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CONTENTS
CHAPTER I STAFF ORGANISATION AND NATURE
OF STAFF WORK
Section
Page
1.
Staff Organisation and Nature of Staff

Work
1.101
2.
Roles of Staff and Aids to Staff Work
1.104
3.
1.113
4.
Joint Staff Headquarters
1.117
5.
General Headquarters
1.125
6.
Typical Organisation of the Staff of

Higher Headquarters
1.164
7.
Command Headquarters
1.175
8.
Corps Headquarters
1.209
9.
1.222
10.
1.231
11.
Headquarters
Command
12.
1.256
13.
Headquarters Logistics Area
1.269
Army
Strategic
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Force
1.234
1.101
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CHAPTER I STAFF ORGANISATION AND NATURE

OF
STAFF WORK
SECTION 1 - STAFF ORGANISATION AND NATURE
OF STAFF WORK
1.
The Staff Organisation. Staff is an aid to command.
The purpose of staff is to assist the commander in executing
command and facilitate in the decision making process. Staff
organisations and procedures are structured to meet the
commanders critical information requirements. All staff officers
function under a Principle Staff Officer who is responsible to
coordinate, delegate and combine the duties of all staff
functions. He also heads the staff organisation of his own
headquarters/establishment and is responsible to the
commander for all functions carried out under him.
2.
Basic Staff Structure. Staff appointments can be
divided into three categories. These include following:a.
Principal Staff Officer/Chief of Staff. He is the
commanders Principal Staff Officer. He directs
staff duties, conducts staff coordination, and
ensures efficient and prompt staff response. He
is the executive head of all staff officers
assigned to the headquarters and exercises
control over them. He is also responsible for the
management, delegation and functioning of all
staff activities on behalf of the commander less
the commanders personal staff.
b.
Coordinating Staff Group. Coordinating staff
officers are the commanders staff assistants
and are directly accountable to the Principal
Staff Officer/Chief of Staff. They are responsible
for one or a combination of different functional
areas. They help the commander to coordinate
and supervise the execution of plans,
operations, and administrative functions. They
must
provide
timely
and
accurate
recommendations to the commander to help
him make the best possible decisions.
c.
Personal Staff Group. Personal staff members
work under the commanders immediate control.
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They include staff appointments such as Aidede-Camp, Personal Assistant, etcetera and they
coordinate actions/issues with other staff
members.
3.
Terminologies
This term embraces the
a.
Staff Duties.
responsibilities of staff officers and the systems,
methods and procedures which they use to
carry out their work.
b.
Major Staff Duties. This term denotes the
major functions of the staff; for example,
providing information, carrying out a detailed
examination of various courses of action,
making recommendations and ensuring that
orders are understood and executed as
intended by the commander.
c.
Minor Staff Duties. This term implies the highly
developed procedures used by a staff officer to
carry out his routine tasks; for example, the
layout of written staff work, issuing the
commanders orders, managing headquarters
and the use of military terminology and
abbreviations.
4.
Commander and Staff Relationship.
The
commander alone is responsible for all that his formation or
unit does or fails to do. In performing his command functions,
he is assisted by his staff. The commander and his staff are a
military entity with one purpose; the successful execution of
the commanders mission. The staff is an extension of the
commander and acts only in his name; it has no authority of its
own. To be effective, a staff officer must understand the
requirements of his commander. To function effectively as a
team, the relationship of the commander and his staff must be
based upon understanding and mutual trust. Staff is necessary
because one man cannot handle all the details incident to the
command of a formation or a major unit.
5.
Human Relations
a.
The Commander. Every staff officer must study
the personality of his commander and get on
relaxed terms with him. His likes and dislikes in
methods must be respected; for example, the
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b.
amount of details to be put up to him. The staff

officer must learn when and how to put up
suggestions. He must gain the confidence of his
commander by being honest, by giving his own
views and not those which the commander
wants, and by tactfully pointing out to the
commander any mistakes that he makes.
Teamwork. The staff officer must realize that he
is a member of a team. Unless he works in
harmony with the team, he is liable to do a lot of
harm. He must develop a pleasant disposition
and good manners. The feelings of other
members of the staff must be kept in view and
the whole attitude should be that of help and not
hindrance. No promises should be made which
cannot be kept.
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SECTION 2 - ROLES OF STAFF AND AIDS TO STAFF

WORK
1.
Roles of the Staff. The staff serves to ease the
commanders workload by furnishing basic information and
technical advice by which the commander may arrive at
decisions. A properly functioning staff extends the eyes, ears
and will of a commander by:a.
Understanding the commanders policies and
working within them.
b.
Keeping the commander informed of pertinent
information.
c.
Converting decisions into plans by filling in the
voids/gaps.
d.
Anticipating future needs and drafting tentative
plans to meet them.
e.
Translating plans into orders, and transmitting
them to subordinate commanders and staff.
f.
Ensuring compliance with these orders through
inspection, visits and observation.
g.
Supplementing the commanders efforts to
ensure unity of effort throughout the command.
2.
Staff Activity. The staff normally carries out following
six basic functions:a.
Planning. This is based on the collected,
collated and disseminated information.
b.
Analysis. The staff must continually analyze
the factors affecting the mission and arrive at
possible solutions to the problems.
c.
Recommendations. After considering all the
possible solutions, the staff makes definite
recommendations to the commander.
d.
Orders. Orders are prepared and issued to
implement the commanders decision.
e.
Supervision. Supervision of the execution of
the orders by subordinate formations/units and
agencies.
f.
Coordination. Coordination is necessary within
own
headquarters
and
with
the
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higher/lower/flanking
headquarters
and
arms/services unit commanders.
3.
Sequence of Actions of Commander and Staff.
Below is given a sequence elaborating upon the functions of
the commander and his staff. Some of the steps mentioned
therein are a continuing process and are interrelated:a.
Forward Planning. Continuous planning is
carried out in advance based on possible
missions, which the commander may receive.
Several steps may actually be performed at this
stage and need not necessarily be performed
again when the actual mission is received, for
example, the commander, evaluating all facts
and information available to him, may forecast a
probable commitment of his command. Based
on such a forecast, his staff would initiate action
to plan for it, thereby reducing the overall
command action time.
b.
Mission. This is usually assigned by the higher
commander but may be developed by the
commander himself. The commander must
judiciously analyze it to develop the tasks he will
perform to accomplish it. Based on this analysis,
the commander gives guidance to his staff to
carry out necessary actions to implement it. This
guidance
includes
aspects
which
the
commander considers unusual or important to
any course of action and which the commander
wants his staff to examine in detail. This
guidance should not be so specific that it
restricts the staff in its thinking. All guidance is
not necessarily disseminated in one package at
one time. It may be added to as appropriate,
any time during the problem solving process.
This is a continuous activity.
c.
Staff Analysis and Recommendation. The
staff analysis must be based on a detailed
examination of all factors which can influence
the mission. Care must be taken to give the
correct weightage to each factor as nothing can
distort a plan more than wrong emphasis and
order of priorities. The staff must endeavour to
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recommend the course of action which uses all
available resources in the most efficient manner
to accomplish the mission.
d.
Commanders Analysis and Decision. It is the
commander who finally decides on the course of
action to be followed. Therefore, he
continuously visualizes its execution and
influences it as appropriate.
e.
Preparation of Plan. The staff prepares the
plan in accordance with the commanders
decision and his visualization of its execution.
The staff affects complete coordination to
ensure a proper integration of effort and full use
of the resources at the disposal of the
commander.
f.
Issue of Orders. After the commander has
approved the plan, the staff prepares the
necessary orders. The staff is responsible for
ensuring their correct distribution to all
concerned; that is, higher headquarters (if
concerned), subordinate formations/units and
flanking formations/units (if necessary).
g.
Supervision. This is performed by both the
commander and the staff.
4.
Completed Staff Work. The staff officer must present
the case to the commander in a complete form after having
examined all the details. He should not be continually going up
to the commander to find out what to do; instead he must
tackle the problem on his own and recommend complete
action to the commander. The staff officer must endeavour to
advise on all actions, leaving the final decision to the
commander. However, the commander is not a figure-head
only, but is the decision-maker who shoulders the
responsibility for all that his formation does or fails to do.
5.
Staff Coordination. Every staff officer must act in
harmony with the remaining staff officers in carrying out the
plans of the commander. All conflicts and duplications must be
avoided by making necessary adjustments in plans and
policies prior to their implementation.
6.
Staff Supervision. A staff officer must know and
practice proper techniques in making a staff visit to
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subordinate formations/ units. He must respect the prerogative
of the subordinate commander. He should report in before
going about his business and explain the purpose of his visit.
He should report out and inform the commander of what he
finds. The staff officer must make every effort to maintain
friendly relations with commanders and staffs of subordinate
formations and units. He must be fair and accurate in reports
when he returns to his own headquarters. The senior staff
officer coordinates the staff visits, which should be planned in
advance and coordinated with other members of the staff. In
this way the number of visits is kept down to the minimum. The
staff officer must recognize that he should be helpful to the
troops. One purpose of a staff visit is to acquaint the staff with
conditions under which subordinate units operate. When
determining whether he should report or should not report
specific anomalies, he must be guided by his experience and
judgment. Minor discrepancies which can be corrected by the
subordinate formation/unit commander and have no
appreciable effect on the units mission should not be reported,
while those of an individually serious or recurring nature which
require some action on the part of the commander must be
reported. It must be realized that any commander, good or
bad, can easily give a wrong decision if he is provided
inaccurate or inadequate information. The staff officer has a
loyalty to each subordinate formation/unit. However, his
primary loyalty is to his own commander and to the formation
he serves, as a whole.
7.
Aids to Staff Work. In carrying out his functions, a staff
officer takes the aid of various tools/techniques which will
assist him in performing his duties efficiently. In this regard, a
staff officer must primarily focus on the following areas to
ensure that he is able to give maximum output through
exercising control over the resources at his disposal. These
points include:a.
How to prevent wastage of time in routine
written work?
b.
How to solve staff problems?
c.
Aids in collecting data for problem solving.
d.
Use of Office Automation System (OAS) for
assistance in staff work.
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8.
Routine Written Work.
In
most
staff
appointments, there is a grave danger of the staff officer
getting so enmeshed in routine work that he is unable to free
his mind for more important activities. This usually results from
a genuine desire to keep busy. If an officer is to make a major
contribution to his command, then he must learn to create
time. Some methods of doing so are given in the succeeding
paragraphs.
9.
The main purpose of a staff is to assist the commander.
This is accomplished by staff contributions to the timely making
and execution of decisions. Activities which do not contribute
to the making and execution of decisions must be ruthlessly
eliminated. Complicated or duplicate procedures which
increase command and staff activity must be reduced or
eliminated.
10.
Every staff officer must know the detailed procedures
and techniques of his own particular staff job so that disposal
of routine matters becomes almost a reflex action with him.
11.
Techniques of rapid reading should be developed
because a very large portion of the staff officers time is spent
in reading. Any progress here will pay large dividends.
12.
Long explanations should be avoided; the aim should
be to write only that which the recipient does not know or
without which he will not be able to understand the contents of
the written work.
13.
Problem Solving.
The problems given by the
commander must be solved first. If the commander has given
no problems, the staff must seek them. Whenever possible,
problems should be anticipated and plans made for their
solution before they arise. Every staff officer should, therefore,
develop problem sensitivity. He should also develop the ability
to locate the critical/focal points during the execution of any
mission.
14.
Usually a staff officer may be confronted with the
following types of problems in which he will be required to
facilitate in the decision making process:a.
Routine Problems. These
problems
are
straightforward, familiar, and easily defined.
Most of the commonly experienced problems
fall under this category. Such problems involve
limited thinking and analysis.
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b.
Unusual Problems. These are new or

extraordinary problems in which information is
ambiguous or incomplete. These problems
require a careful analysis of various pros and
cons before a decision can be taken.
15.
Routine problems are best handled by a programmed
decision which is a repetitive decision that can be taken to
solve such problems without much thinking or analysis. In this
regard, the staff officer may usually refer to procedures in
vogue, rules and policy guidelines to solve the problem.
Decisions related to routine problems can be delegated by the
staff to any lower staff level in the hierarchy.
16.
Novel or unusual problems are best handled by a nonprogrammed decision which is a unique decision that requires
a custom-made solution. Such decisions should not be
delegated down to lower staff and must be taken after
thorough analysis and with the consent of the commander.
There are five main steps to follow when trying to solve a
problem of this nature. These are as follows:a.
Define and identify the problem.
b.
Gather
maximum
information
on
resources/nature of problem.
c.
Generate alternatives or possible solutions.
d.
Analyze and compare possible solutions.
e.
Select the best solution and ensure
implementation.
17.
Coordinate Action. Every staff officer must secure the
comments of all interested staff officers and advisers on his
recommendations to ensure that all aspects of the problem
have been covered. This can usually be accomplished by
conferences and visits.
18.
Presentation. If the problem has to be decided by
someone else, it is important that it should be presented
logically and clearly. The staff officer must learn the art of
addressing an audience and the effective use of all available
training aids.
19.
Data Collection. Collection of data involves the
following steps:a.
Listing all possible sources of information.
b.
Consulting these sources.
c.
Eliminating those which prove to be unfruitful.
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d.
Studying information available from the

remaining sources.
e.
Making notes.
f.
Organizing notes according to topics.
g.
Evaluation. The staff officer must be
particularly careful to check the soundness of
his sources of information. The information must
be relevant and accurate.
20.
Staff Officers Notebook. The staff officer cannot rely
on his memory alone. He must, therefore, use a notebook in
which he records the details which he often requires. However,
the security of a staff officers notebook requires careful
consideration. Practically, in every case, it contains
information, about the order of battle and personalities, which
is of value to the enemy. Great care must therefore; be taken
to see that it does not fall into unauthorized hands. The
contents will vary with the appointment of the staff officer; for
example:a.
Staff Tables. These are a form of ready
reckoner, based on unit establishments, from
which information can be easily extracted to
deal with such problems as movement,
accommodation, reinforcement, supplies and
organisation. They are not officially issued and
must be compiled and kept up to date by the
concerned headquarters and staff officers. Such
tables can be designed to suit any requirement
(See specimen at Annex A).
b.
Organisation and the communication layout of
all subordinate formations and units.
c.
Characteristics of the major items of equipment
held within the formation; for example, tanks,
guns, bridging and rafting equipment, radios
and infantry weapons.
d.
Operational planning data; for example,
frontages and safe distances for artillery units,
minefield laying and breaching times, bridging
and rafting planning data and road movement
calculations.
e.
Specimen of appreciation and all types of
operational orders.
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f.
Summary of operational reports and returns; for

example, information pertaining to intelligence,
reinforcements,
casualties
and
fighting
strengths etcetera.
g.
Administrative planning data; for example, load
tables and consumption data for artillery and
other ammunition, petrol, oil and lubricants and
rations; dumping calculations; petrol and water
leakage calculations; transport required to make
the formation mobile; specimen mule loads and
animal transport calculations; air movement
data; unit vehicle serial numbers and
composition of transport echelons.
h.
Appointment titles for use on radio.
21.
Reports and Returns. These are a good source of
information, but a tendency to have too many reports and
returns must be curbed. Only that data should be asked for
which is actually required. A mass of data, acquired in the
vague hope of being of some use at a later stage, results in a
lot of unnecessary work at the cost of more important tasks.
22.
Graphical Aids. These are of great help and full use
should be made of them. Examples are graphs, charts, tables
and sketches.
23.
Information Technology/Office Automation Tools.
Information technology can tremendously assist staff officers in
performing their routine functions. Electronic applications can
be
used
as
a
mean
for
quick
and
reliable
collection/dissemination of information. In addition, applications
like Excel, Access etcetera can assist staff officers in
maintaining and updating accurate staff tables. Use of
information technology tools can prevent the wastage of time
and allow staff officers to focus on planning. Details of Office
Automation System are being covered in Chapter 4, Volume I.
Annex A.
Layout of Staff Table.
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Annex A
To Section
LAYOUT `OF STAFF TABLE
7.
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SECTION 3 - HIGHER DEFENCE ORGANISATION

1.
Functions. The Higher Defence Organisation (HDO)
steers national security policy, nuclear policy, defence policy
and military strategy. It provides guidance on all security
related policies and acts as a link between other elements of
national power through coordinating all national policies which
have a bearing on the countrys national security. It lays down
the military system, size, structure and role of the Armed
Forces and assesses the countrys preparedness for war. It
also oversees the collective national effort in times of war.
2.
Pakistans HDO encompasses all those institutions and
agencies which formulate and translate the highest political
direction into defence policy and progressively down to military
strategy. At these tiers, the development of Armed Forces
including the directing, planning, development, integration and
employment of all elements of national power towards
ensuring security, territorial integrity and sovereignty is gelled
into a whole nation response.
3.
Structure (DCC and below)

a.
Defence Committee of the Cabinet (DCC).

The DCC is the highest political body
responsible for detailed deliberations on
defence matters. In war it constitutes the
highest political forum responsible for the
national war effort. Headed by the Prime
Minister, its composition is:(1)
Members:
Minister of Defence
Minister
for
Defence
Production
Minister of Finance
Minister of Foreign Affairs
Minister for Information
and Broadcasting
Minister for Interior
(2)
In Attendance: CJCSC
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b.
c.
d.
Services Chiefs
Principal
Secretary to the
Prime
Minister
Cabinet Secretary
Defence Secretary
National Command Authority (NCA).
The
NCA is headed by the Prime Minister and is
responsible for policy formulation, development
and employment of strategic systems and the
exercise of ultimate control over use of nuclear
assets of the country. It exercises control over
the strategic and conventional forces in war.
The Strategic Plans Division (SPD) acts as a
secretariat for the NCA and its Director General
(DG SPD) as secretary of NCA. Composition of
NCA is given at Annex B.
Defence Council (DC).
The DC focuses
on defence policy
and services strategies
requiring political input. It is headed by the
Minister of Defence. It comprises:(1)
Members:
Minister of Finance
Minister of Foreign Affairs
CJCSC
Services Chiefs
Secretary Defence
Production
Secretary Finance
Secretary Foreign Affairs
(2)
Secretary:
Secretary Defence
Joint Chiefs of Staff Committee (JCSC).

Assisted by Joint Staff Headquarters (JSHQ),
the JCSC is the highest military body in
Pakistan, and CJCSC is the principle advisor to
the government on aspects of national defence.
It renders professional military advice on the
development and
employment aspects of
the Armed Forces. However, the size, structure
and strength of the Armed Forces is a civilian
function that rests under the Ministry of
Defence.
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e.
The JCSC translates political aims into military

aims and objectives unless this is already done
at higher tiers and political direction into military
strategy. Chaired by the CJCSC, the JCSC is
composed of the following:(1)
(2)
(3)
f.
Annex B.
Members:
COAS/VCOAS
CNS
CAS
In Attendance: Secretary Defence
Director General Inter
Services Intelligence
Director General Inter
Services Public Relations
Others (by invitation)
Secretary:
Staff
Director
General
Joint
The JSHQ is responsible for coordinating the

conventional plans of the three Services
whereas the SPD is responsible for employment
and deployment of strategic forces duly
coordinated
with
respective
Service
Headquarters under the overall direction of the
NCA. SPD functions under the directions of
CJCSC who is also the Deputy Chairman of
Development Control Committee of NCA.
Organisation of Higher Defence Organisation of
Pakistan.
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Annex B
To
Section 3
HIGHER DEFENCE ORGANISATION (HDO) OF

PAKISTAN
NCA
Employme
nt
Control
Committe
Developme
nt
Control
Committee
Deputy Chairman: Foreign Minister
Deputy Chairman: CJCSC
Secretary:
DGSPD
Secretary:
Members:
of Defence
Minister
Members:
COAS/VCOAS
CAS
CNS
Heads of Strategic
Organisations
Minister for
Finance
Minister for
Interior
CJCSC
Services Chiefs
Others by
Invitation
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DGSPD
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SECTION 4 - JOINT STAFF HEADQUARTERS

1.
General. The Joint Staff Headquarters is an interservices organisation, which apart from providing secretarial
assistance to the Joint Chiefs of Staff Committee, brings about
integration and co-ordination between the three services for
ensuring unified planning for war. It is also the Headquarters of
Chairman Joint Chiefs of Staff Committee with no direct
command and control responsibilities. The organisation of
Joint Staff Headquarters is given at Annex C.
2.
Joint Chiefs of Staff Committee
a.
Composition
Chairman Joint Chiefs of
(1)
Chairman.
Staff Committee.
(2)
Members
(a)
Chief of Army Staff.
(b)
Chief of Naval Staff.
(c)
Chief of Air Staff.
b.
Functions
(1)
To render professional advice to the
Government on all matters related to
National Defence.
(2)
Prepare Joint Services Doctrine during
peacetime and Operational Directive
before likely war.
(3)
Periodically review role, size and shape
of the Armed Forces.
(4)
Formulate military requirements and
prepare policy on induction of new
weapon systems.
(5)
Solve
inter-services
administrative
problems.
c.
Chairman
Joint
Chiefs
of
Staff
Committee/Joint Staff Headquarters. The
functions assigned are as under:(1)
Main function during peacetime will be
planning
for
defence
of
country/including planning for war.
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the
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(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
Render advice on military matters to

government in consultation with services
chiefs.
He will not interfere with or give directive
to the service about their normal
functioning nor will exercise any
executive authority in time of peace.
During war, the Chairman Joint Chiefs of
Staff
Committee
will
assume
responsibilities as Principal Staff Officer
to assist the Prime Minister/Defence
Minister in the supervision and conduct
of war as overall coordinator.
In peacetime, when there is divergence
of views among the services chiefs and
the committee is unable to agree, the
Chairman Joint Chiefs of Staff
Committee will present alternative and
give his advice to Defence Minister for
his decision.
During War, the Chairman Joint Chiefs
of Staff Committee will have to take
decisions as authorized by the Chief
Executive/ Defence Minister.
Selection and acquisition of all major
weapons system and equipment of three
services
for
future
induction,
replacement, augmentation or expansion
will be coordinated and cleared by Joint
Staff
Headquarters
before
its
presentation to and final approval by the
Government.
Chairman Joint Chiefs of Staff
Committee will lay down guidelines and
issue necessary instructions/Standing
Orders and Procedures (SOPs) for
expeditious implementations of his
objectives.
Joint Staff Headquarters to carryout
preliminary exercise to coordinate
budget proposal of the three services
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and there after send the budget
proposals along with Joint Staff
Headquarters
recommendations
to
Ministry of Defence for further action at
government level.
3.
Director General Joint Staff. Director General Joint
Staff is a Principal Staff Officer to the Chairman. His charter of
duties includes coordination of work between various branches
and inter services organisations. He also acts as the Secretary
in the meeting of Joint Chiefs of Staff Committee and chairs all
standing sub-committees of the Joint Chiefs of Staff
Committee less Air Defence Committee.
4.
Branches of Joint Staff Headquarters. Joint Staff
Headquarters consists of five branches, Operations and Plans,
Joint Warfare and Training, Joint Intelligence and Information
Operations, Foreign Mutual Cooperation and Logistics, each
headed by a Director General of the rank of Major General or
equivalent from the three services.
5.
Joint Warfare and Training Branch. All inter-services
training matters are processed and handled by the Training
Branch. This also evaluates the foreign concepts, procedures,
techniques of joint warfare and doctrines. Duties of this Branch
include:a.
Recommend doctrines for Joint Warfare.
b.
Coordinate training assistance to and from
friendly countries.
c.
Coordinate provision of Pakistan Armed Forces
personnel on deputation to friendly countries.
d.
Coordination, planning and conduct of joint
services exercises and courses.
e.
Supervise the conduct of courses at National
Defence University.
6.
Operations and Plans Branch. Operations and Plans
Branch in Joint Staff Headquarters is concerned with the joint
operational planning and preparedness of the Armed Forces
for War. Duties of this Branch include:a.
To establish and review the threat assessment
and prepare Joint Strategic Plans.
b.
All matters related with the operational
readiness and combat preparedness of the
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Armed Forces.
c.
Establish close liaison with Training and
Logistics Branch of Joint Staff Headquarters to
ensure that strategic plans are fully supported
with appropriate logistics.
7.
Joint Intelligence and Information Operations
Branch. Duties of this Branch include:a.
Review of threat perception and enemy
hypothesis.
b.
Evaluation of regional situation and Internal
Security.
c.
Evaluation/analysis of personalities/documents/
articles having security/intelligence value and
implication.
d.
Formulation of Electronic Warfare Policy and
Doctrine in consultation with the three services
headquarters.
e.
Evaluation of intelligence pertaining to enemys
electronic equipment and Electronic Warfare
capabilities and their impact on own Electronic
Warfare operations.
8.
Foreign Mutual Cooperation Branch. Duties of this
Branch include:a.
Policy, planning and coordination of military
cooperation with friendly countries.
b.
Preparation
and
execution
of
protocol/agreement between the Government of
Pakistan and Government of friendly countries.
c.
Planning and processing of foreign military
delegations visits to Pakistan for meetings
related to matters of military cooperation.
d.
Training assistance for Pakistani services
personnel under mutual agreement with friendly
countries.
9.
Logistics Branch. Logistics Branch in Joint Staff
Headquarters is concerned with formulation of Joint Logistics
Plans in support of operational plans and preparation/review of
logistics requirements of the Armed Forces. Duties of this
Branch include:a.
Formulation of Joint Logistics Plans.
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b.
Review of logistics requirements of Armed

Forces.
c.
Mobilization planning.
d.
Ensure that all operational plans are logistically
supported.
e.
Provide statement and guidance for defence
production.
f.
Coordinate
inter-services
administrative
matters.
10.
Joint Planning Process. The first step in the process
of planning at the highest military level is to obtain the national
and defence aims and objectives from the Government. These
are found in the National Security Plan and Defence Policy.
Additionally, political leadership should provide guidelines on
the role in the fulfilment of national and defence aims.
a.
Meaning and Scope of Joint Planning. Joint
planning is dedicated to the process of initiating,
formulating and implementing military plans
involving integration/coordination of two or more
services or their components. It is aimed at
synergized utilisation of services capabilities, to
evolve a joint plan to achieve the ends of
Defence Aim. It requires a system of joint staff
with its peculiar concept and procedures.
Within this broad definitive framework of interservices integration and coordination of plans
and resources, the scope and nature of joint
planning can be categorised as under:(1)
Joint Strategic Planning.
This is
related
to
the
increasing
interdependence of the services in the
conduct
of
war,
requiring
an
indispensable integration of the total
military effort, under a unified military
strategy for the achievement of military
objectives for war or a theatre of war.
The process involves integration of
individual
service
capabilities
to
synergize the effects within an
overreaching campaign plan.
(2)
Joint Operations. It is related to the
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b.
c.
d.
planning and conduct of an operation by

joint forces, distinguished by the
integration of components of two or
more services.
(3)
Integration and Coordination of Joint
Plans. It is related to the planning and
conduct of military operations by a single
service, as a part of a battle or a
campaign, involving integration and
coordination of support by other
services. In the modern environment of
joint warfare, such a coordination
through the process of joint planning, is
indispensable both for offensive and
defensive operations.
Issue of Joint Services Directive (JSD).
Joint Staff Headquarters conducts number of
studies related to military environment, threat
and etcetera. These joint studies and
appreciations are presented to the highest joint
staff organisation that is, Joint Chiefs of Staff
Committee. Based on these joint studies and
decisions, a joint strategic directive is prepared,
which lays down the military strategy for the
war, contingency being planned and broad
strategic concept and military policy for the
conduct of military operations by respective
service, for the attainment of the overall war
objective(s). These essentially will be based on
the approved conclusions drawn from various
joint studies. Strategic directive is approved by
the Joint Chiefs of Staff Committee before it is
issued to the services.
Planning Process at Individual Service
Level.
The planning process at individual
service level is conducted concurrent to the
planning
process
at
the
Joint
Staff
Headquarters.
However, the Joint Staff
Directorate forms the basis for operational
planning within individual service.
Coordination of Services Plans
(1)
The services plans are integrated at the
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(2)
(3)
Annex C.
Joint Staff level into a Strategic Plan,

issued as Joint Staff Directorate,
ensuring coordination for unity of effort
according to the needs of military
strategy and operational concepts.
Strategic plan is presented to and
approved by the Joint Chiefs of Staff
Committee which includes the Chairman
Joint Chiefs of Staff Committee and
three services chiefs.
The procedure discussed above is to
evolve one plan to meet one
contingency of war. Several plans are
therefore, required to be evolved for
different scenarios given in Defence
Policy and each plan will be similarly
processed.
Strategic plans are kept under constant
review to cater for the changing geopolitical situation and the threat
perception, as such strategic planning is
a continuous process.
Organisation of Joint Staff Headquarters.
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Annex C
To Section 4
ORGANISATION OF JOINT STAFF HEADQUARTERS
Affiliated Orgs
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SECTION 5 - GENERAL HEADQUARTERS

1.
General. Outline organisation is shown at Annex D.
General Headquarters comprises the following branches
which are listed in order of seniority:a.
The Chief of Army Staff Secretariat (COAS
Sectt).
b.
General Staff Branch (GS Branch).
c.
Logistics Staff Branch (LS Branch).
d.
Arms Branch.
e.
Adjutant General Branch (AG Branch).
f.
Quartermaster General Branch (QMG Branch).
g.
Inspector General Training and Evaluation
Branch (IGT&E Branch).
h.
Military Secretary Branch (MS Branch).
i.
Communication and Information Technology
Branch (C&IT Branch).
2.
Chief of Army Staff Secretariat.
The Secretariat
comprises two sections, that is, Chief of Army Staff personal
staff and Staff Duties Directorate. Duties and functions of both
the sections are as under:a.
Personal Staff.
Headed
by
Private
Secretary to Chief [PS (C)], some important
staff functions of Chief of Army Staff personal
staff are:(1)
Private Secretary to Chief [PS(C)].
He is the Principal Staff Officer to Chief
of Army Staff and deals with Chief of
Army
Staff
tours,
appointments,
interviews etcetera and coordinates the
functioning of Chief of Army Staff
Secretariat. He also ensures passage of
orders and instructions on behalf of the
Chief of Army Staff and gets the
feedback as required.
(2)
Assistant Private Secretary to Chief
[APS (C)]. He looks after administration
and welfare of the secretariat staff. He
deals with petitions, acts as the
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b.
Secretariat Security Officer and is

understudy to the Private Secretary to
Chief. He is also responsible for the
scheduling of Chief of Army Staffs
commitments. He also mans the
Secretariats functioning in the absence
of Chief of Army Staff and Private
Secretary to Chief.
(3)
Deputy Assistant Private Secretary to
Chief [DAPS (C)]. Assists Private
Secretary to Chief/Assistant Private
Secretary to Chief.
Staff Duties Directorate.
This Directorate is
headed by Director General Staff Duties
(DGSD) who performs as Chief of Staff to the
Chief of Army Staff and is directly responsible to
him. Staff Duties Directorate acts as the hub of
all Army activities in the hierarchy both vertical
(respective ministries and sister services) and
horizontal
(respective
branches/field
formations). Apart from planning, dissemination
and coordination of various events, Staff Duties
Directorate also organizes mega events of the
Army. Major responsibilities include:(1)
Monitoring/coordination/implementation
of
Chief
of
Army
Staffs
decisions/directives.
(2)
Issue/revision of General Headquarters
policy matters affecting more than one
branch.
(3)
Arrangements of all presentations,
updates, studies/special studies, In
House Discussions, demonstrations and
display of equipment for the Chief of
Army Staff.
(4)
Coordination of training/other visits of
Chief of Army Staff.
(5)
Issue and publishing of Chief of Army
Staff Command Communiqu, letters
and demi official letters.
(6)
Correspondence
with
Joint
Staff
Headquarters/sister services/Ministry of
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Defence/ministries.
Management of all matters pertaining to
Mutual
Cooperation
with
friendly
countries.
(8)
Coordination of all foreign delegations
visits to Pakistan and Chief of Army
Staff visits abroad.
(9)
Management of secondment of Pakistan
Army Officers/personnel to friendly
countries.
(10)
Maintenance/revision of Army Order of
Precedence and General Headquarters
Standing Orders for War.
(11)
Formulation and implementation of
policy on Administration of Telephones
in Pakistan Army and sanctioning of
Army as well as Civil telephones.
3.
General Staff Branch (GS Branch). This Branch is
headed by the Chief of the General Staff (CGS) who is a
Principal Staff Officer and is assisted by two deputies, Vice
Chief of the General Staff A and B [VCGS(A) and VCGS(B)].
The Chief of the General Staff is responsible to the Chief of
Army Staff on all policy matters pertaining to General Staff
Branch. The organisation of General Staff Branch is as under:a.
Chief of the General Staff
(1)
Vice Chief of the General Staff (A).
(2)
Vice Chief of the General Staff (B).
(3)
Director General Military Operations.
(4)
Director General Military Intelligence.
(5)
Director General Joint Operations.
(6)
Director General Inter Services Public
Relations (Administrative Control).
(7)
Director
General
Weapons
and
Equipment.
(8)
Director General Budget.
(9)
Director General Inspection and
Technical Development.
(10)
Director General Organisation and
Method.
(11)
General Officer Commanding Special
Services Group.
(12)
General Officer Commanding Aviation
(7)
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Command.
b.
Duties
Coordination of policy matters affecting

the Army received from civil ministries.
(2)
Coordination of the Army budget.
(3)
Organisation and allocation of the Army
for internal security and war.
(4)
Policy, coordination and administration
of foreign aid.
(5)
All
questions
relating
to
the
establishment of the Army.
(6)
Advise as to the conduct of operations
and preparedness for war.
(7)
Collection, collation and dissemination of
intelligence peculiar to the Army.
(8)
Policy
regarding
weapons
and
equipment and issue of warlike stores.
(9)
Methods and procedures for the Army
and review of establishment and
organisation.
(10)
In the absence of Chief of the Army
Staff, he presides over the Principal Staff
Officers Priority Committee meetings.
4.
Logistics Staff Branch (LS Branch). This Branch is
headed by the Chief of Logistics Staff (CLS) who is
responsible to the Chief of the Army Staff for all matters related
to logistics of the Army during peace and war. The
organisation of Logistics Staff Branch is as under:a.
Chief of Logistics Staff (CLS)
(1)
Vice Chief of Logistics Staff (VCLS).
(2)
Director General Logistics (DG Log).
(3)
Director General Supply and Transport
(DG S&T).
(4)
Director General Ordinance Services
(DG OS).
(5)
Director
General
Electrical
and
Mechanical Engineers (DG EME).
(6)
Director General Procurement Army
[DG(P) (Army)].
(7)
Logistics Areas (See Section 13,
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(1)
1.129
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Chapter-I, Volume-I).
b.
Duties
(1)
Chief of Logistics Staff. He is

responsible for formulation, issue and
execution of logistics policy for the Army
and act as an advisor to the Chief of the
Army Staff on operational logistics
matters. Logistics Staff Branch in Chief
of Logistics Staff Secretariat comprises
Logistics
Directorate,
Directorate
General
Procurement
(Army),
all
services directorates less Medical and
Remount,
Veterinary
and
Farms
Directorates. Functions of Chief of
Logistics Staff are:(a)
Exercise command and control
over Logistics, Supply and
Transport, Ordnance, Electrical
and
Mechanical
Engineers
Directorate, Director General
Procurement
(Army)
and
Logistics Areas.
(b)
Planning and execution of
logistics support for Army and
selective logistics support to Para
Military Forces during peace and
war.
(c)
Formulation, issue, updation/
revision of Army Logistics Policy/
Instructions and ensuring its
implementation.
(d)
Building up/stockage of General
Staff reserves of ammunitions,
rations, petroleum, oils and
lubricants; all types of equipment
including their spare parts as per
operational
requirements
in
conjunction with General Staff
Branch.
(e)
Indenting,
contracting,
procurement, provision.
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(f)
(2)
Planning and execution of inter

services logistics support in
respect of common user items
during peace and war, receipt,
storage, maintenance, issue and
disposal
of
all
commodities/equipment/stores of
Supply and Transport, Ordnance
and Electrical and Mechanical
Engineers.
(g)
Planning and coordination of all
movements by rail, sea and air of
formations/troops
(including
troops participating in United
Nations
Missions),
stores/equipment and animals.
(h)
Interaction with Joint Staff
Headquarters
regarding
formulation of stocking policy and
other aspects related to logistics
support to Army.
(i)
Coordination with federal and
provincial
government
committees/
organize
responsibility for provision of
essential services to augment
Army
resources
during
emergency and war.
Vice Chief of Logistics Staff (VCLS).
He assists the Chief of Logistics Staff in
execution of his duties and heads the
Logistics Staff Branch in the absence of
Chief of Logistics Staff. His duties
include:(a)
Processing all matters related to
base/operational logistics and
technical nature received from
under command directorates and
logistics areas.
(b)
Processing policies on training
matters.
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(c)
(3)
Exercise control on quality

control section.
(d)
Processing all matters related to
Director General Procurement
(Army).
(e)
Processing and monitoring of
Logistics Staff Priority List and
Local Purchases.
Services Directorates. Major functions
of services directorates (Supply and
Transport, Ordnance and Electrical and
Mechanical Engineers) relate to policy
formulation, budgeting, procurement and
provisioning. Salient functions of the
services directorates are as under:(a)
Supply
and
Transport
Directorate
i.
Ensure maintenance of
desired stocking level at
depots and coordinate
inter depot transfer in
consultation with Logistics
Directorate
and
respective
Logistics
Areas.
ii.
Assist requisitioning of
civil
transport
by
formations/
logistics
areas.
iii.
Ensure that handling
capacity
of
depots
correspond to wartime
requirement
by
inter
depot
shifting
of
resources/
technical
manpower.
(b)
Ordnance
Services
Directorate
i.
desired stock level at all
the depots as per the
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(c)
(d)
stocking
policy
and
arrange
inter
depot
transfer.
ii.
Ensure that handling
capacity
of
depots
correspond to the tasks/
work load in coordination
with
concerned
Headquarters
Logistics
Areas and inter-depot
shifting of resources/
technical
manpower
during emergency and
war.
Electrical
and
Mechanical
Engineers Directorate
i.
Issue
policy
for
maintenance, repair and
recovery of all vehicles
and equipment held by
the formations including
civil armed forces and
civil
requisitioned
vehicles.
ii.
desired stock level at the
depots and coordinate
inter depot transfer in
consultation with Logistics
Directorate
and
respective
Logistics
Areas.
iii.
Issue policy to Logistics
Areas
for
the
requisitioning
of
specialized vehicles and
civil
repair/workshop
resources.
Medical Directorate
i.
At
present,
Medical
Directorate is working
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ii.
iii.
under Adjutants General

Branch,
General
Headquarters.
Combined
Military
Hospitals (CMHs) have
been
placed
under
garrison/Corps
headquarters.
Medical
Branch
in
logistics area has been
shifted to Headquarters
Corps
Logistics
to
exercise technical control
over Combined Military
Hospitals/other medical
installation in corps area
of responsibility. Deputy
Director Medical Services
has been posted to
Headquarters
Corps
Logistics with following
tasks to perform:aa.
Will remain part of
Headquarters
Corps Logistics,
both during peace
and war, to plan
and execute 3rd
line
medical
support.
bb.
Assistant Director
Medical Services
logistics area will
be responsible for
4th line medical
support.
Peacetime
planning will be
carried
out
in
coordination with
Deputy
Director
Medical Services
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Headquarters
Corps
Logistics/concerne
d
Combined
Military Hospital.
cc.
To
cater
for
operational
logistics aspects,
Combined Military
Hospitals will fall
under command
logistics
areas
during
war.
Assistant Director
Medical Services
will
head
the
Medical Branch in
logistics areas.
(4)
Director General Procurement (Army).
He is responsible for procurement and
purchases of materials and equipment
necessary to maintain/enhance the
operational readiness of the army.
5.
Arms Branch.
This Branch comprises all Arms
Directorates less services directorates. The Branch is headed
by Inspector General Arms who is responsible to the Chief of
the Army Staff for following:a.
Supervise under command directorates for
ensuring implementation of policies on
operations, training, restructuring, development
and administrative aspects.
b.
Provide input to Chief of the Army Staff on
matters specific to Arms Branch.
6.
The organisation of the Branch is as under:a.
Inspector General Arms (IG Arms)
(1)
Director General Armoured Corps.
(2)
Director General Artillery.
(3)
Director General Army Air Defence.
(4)
Director General Engineers.
(5)
Director General Infantry.
(6)
Director General Aviation.
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(7)
(8)
b.
Director General National Guards.

Commander Headquarters Defence
Services Guards Corps.
Duties
(1)
Armoured Corps (AC) Directorate

(a)
Assist and advise Inspector
General
Arms
at
General
Headquarters and all formation
headquarters on all matters
pertaining
to
and
policies
affecting Armoured Corps.
(b)
Interact with Armoured Corps
formations/units on matters of
technical nature to give required
input. Policy decisions, however,
to be given by the respective
branches
of
General
Headquarters.
(c)
Advise the formations and units
on training matters, issues of
technical
nature,
training
instructions/notes pertaining to
Armoured Corps to ensure
uniformity throughout the Army.
(d)
Supervise and monitor training/
administrative aspects of under
command training institutions.
(e)
Implementation of technical/
training directives/instructions.
(f)
Evaluation and dissemination of
new
training
doctrines
in
conjunction with Doctrine and
Evaluation Directorate.
(g)
Preparation and dissemination of
training instructions, Armoured
Corps
techniques
and
procedures to formations/units.
(h)
information from foreign sources
pertaining to Armoured Corps
equipment in use/new inductions
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(i)
(j)
(k)
(l)
(m)
(n)
(o)
in consultation with Weapons

and Equipment/Doctrine and
Evaluation Directorates
Assist Arms Branch and interact
with
other
branches
for
implementation of all equipment
related policy matters.
Periodical
review
of
organisations/
establishments
and formations/ units and
processing of cases for new
Tables of Organisation and
Equipment and amendments to
Tables of Organisation and
Equipment.
Arranging Combat Development
Board meeting and processing
the Boards recommendations
through Arms Branch.
Plan and coordinate new raising/
disbandment of Armoured Corps
units during peace/mobilization
and
arrange
provision
of
manpower,
weapons
and
equipment at priority through
concerned directorate.
Process
equipment
upgradation/induction policies and
suggest up-gradation/induction of
new equipment, arrange/process
trials and also assist formations/
units, development agencies in
Research and Development and
other branches/directorates in
General Headquarters.
Technical control of Armoured
Corps
formations/units
and
Armoured
Corps
training
establishments.
Ensure
procurement
and
evaluation of spares/equipment
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(p)
(2)
as and when required in

consultation
with
concerned
branches/directorates at General
Headquarters.
Formulation of General Staff
Requirements and its processing.
Artillery Directorate
(a)
Assist and advise Inspector
General Arms and staff at
General Headquarters on all
matters and policies pertaining to
Artillery.
(b)
Interact with Artillery formations/
units on matters of technical
nature to give required input and
advice.
Policy
decisions,
however, to be given by the
respective branches of General
Headquarters.
(c)
on training matters, issue of
technical
training
Artillery to ensure uniformity
throughout the Army.
(d)
(e)
new
training
doctrines/instructions;
Artillery
techniques and procedures.
(f)
(g)
pertaining to Artillery equipment
in use/new induction.
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(h)
(3)
Ensuring implementation of all

equipment related policy matters
and procurements.
(i)
Preparation of policy on Combat
Development
Boards
and
processing of the Boards
recommendations.
(j)
Periodical
review
of
organisations/ establishments in
consultation with formations/units
and prep of new Tables of
Organisation and Equipment and
amendments to Tables of
Organisation and Equipment
thereof.
(k)
Process equipment up-gradation/
induction policies and suggest
up-gradation/induction of new
equipment, arrange/process trials
and also assist formations/units
and other branches/directorates
at General Headquarters in
absorption
of
new
weapons/equipment.
(l)
Allotment of resources for firing
practice at ranges by Aviation in
consultation with the parent
formations.
(m)
Plan and coordinate new raising/
disbandment of Artillery units
during peace/mobilization and
arrange provision of manpower,
weapons and equipment at
priority
through
concerned
directorates.
(n)
Advise on special to arms
technical matters.
Air Defence Directorate
(a)
Assist Inspector General Arms
and other branches of General
Headquarters on all matters
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(b)
(c)
(d)
(e)
(f)
(g)
(h)
related to Air Defence in general

and Army Air Defence in
particular (including air threat/air
space mgmt).
Represent Army at tri service
meetings, especially at Air
Headquarters and Joint Staff
Headquarters, on various matters
pertaining to Army Air Defence.
Interact with Army Air Defence
input. Policy decision, however,
branches
of
General
Headquarters.
on training matters, issue of
technical
training
Army Air Defence to ensure
uniformity.
Coordination and monitor the
annual schedule of writing,
revision and printing of Air
Defence
General
Staff
Publications and training notes.
Monitor
implementation
of
technical/training
directives/
instructions by Army Air Defence
formations, units and training
establishments.
new
training
doctrines/instructions,
Air
Defence
techniques
and
procedures.
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(i)
(j)
(k)
(l)
(m)
(n)
(o)

pertaining
to
Air
Defence
equipment in use/new induction.
Ensure implementation of all
equipment related policy matters
and
interact
with
Original
Equipment Manufacturers/firms
to coordinate issues related to
induction/maintenance/technical
support
of
Air
Defence
equipment.
Preparation of policy/organisation
of Air Defence Combat Dev
Board meetings and processing
of the Boards recommendations.
Periodical
review
of
and prep of new Tables of
Organisation and Equipment.
Plan
and
coordinate
new
raisings/ disbandment of Air
Defence
units
during
peace/mobilization and arrange
provision of manpower, weapons
and equipment at priority through
concerned directorates.
Process
equipment
upgradation/induction policies and
suggest up-gradation/induction of
new equipment arrange/process
trials
and
also
asst
formations/units
and
other
branches
at
General
Headquarters in absorption of
new weapons/equipment.
Formulation of courses schedule
at School of Army Air Defence
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(p)
(4)
and allotment of vacancies for

Army Air Defence officers, Junior
Commissioned Officers and Non
Commissioned
Officers
in
consultation with Military Training
Directorate for all schools of
instructions.
Control
training/administrative
move of Air Defence officers and
equipment while moving out of
respective formation boundary.
Engineers Directorate
(a)
Assist Arms Branch and staff at
General Headquarters on all
related matters including policy
affecting
Combat
Engineers/Engineers
in
the
Army.
(b)
Interact
with
Engineers
formations/ units on matters of
branches
of
General
Headquarters.
(c)
on training matters, issues of
technical
nature,
training
Engineers to ensure uniformity
throughout the Army.
(d)
Assist/supervise and monitor
training/administration aspects of
under
command
training
institutions.
(e)
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(f)
(g)
(h)
(i)
(j)
(k)
(l)
(m)

new doctrines/instructions and
technical procedures.
pertaining
to
Engineers
equipment in use/new induction.
Ensuring implementation of all
equipment related policy matters.
Preparation of policy on Combat
Development
Boards
and
processing of the Boards
recommendations.
Periodical
review
of
organisations/ establishment in
and preparation of new Tables of
amendments in it.
Planning and coordination of new
raisings/disbandment
of
Engineers
units
during
peace/mobilization
and
arrangement/provision
of
manpower,
weapons
and
concerned Directorates.
Process equipment upgrades/
induction
policies
(including
Engineers Ordnance Disposal)
ibid suggest upgrade/induction of
new
equipment
arrangement/process trials and
also assist formations/ units and
other branches/ directorates at
General
Headquarters
in
absorption
of
new
weapons/equipment.
Technical scrutiny of formations
defence works projects and
advice on structures design in
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(5)
consultation with Engineer-inChiefs Branch.

(n)
Monitor the progress of defence
works execution by formations
during a financial year through
Border
Defence
Works
Implementation Committee.
(o)
Collection,
collation
and
dissemination
of
Engineers
intelligence, and required input to
Survey of Pakistan.
(p)
Implementation of General Staff
Policy for production and supply
of maps as per the Armys
requirements.
(q)
Evaluation and assessment of
all
operational/important
communication projects, flood
and
disaster
management
schemes in the country and
provide
required
input
to
concerned
branches/
organisations.
Infantry Directorate
(a)
Assist Inspector General Arms in
formulation and implementation
of Infantry related policies during
peace and war.
(b)
Formulate
and
implement
infantry
specific
Human
Resource
and
material
development/
management
policies in unison with concerned
directorates/formations/
institutions/establishments.
(c)
Perspective planning for dev of
infantry in consultation with
Military Operations Directorate
through implementation of policy
on Combat Development Board
lnfantry by arranging biennial
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(d)
(e)
(f)
(g)
meetings, processing boards

recommendations for approval
and monitoring of following up
decisions.
Maintain updated inventory of
Human Resource as well as
material and periodical Tables of
review
of
dependent
command/formation
headquarters,
infantry
units,
Special Services Group and
institutions/ establishments to
keep it relevant with evolving
trends through restructuring,
rightsizing etcetera in line with
the given policies.
Coordinate new raisings of
infantry units during peace as
well as mobilization. Arrange
provision of Human Resource
and material resources at priority
in
synchronization
with
concerned
directorates/organisations/
establishments.
Assist Army as sponsor/user of
infantry related weapons/ammo/
equipment/vehicles during all
stages
of
evaluation,
procurement/
induction
and
usage in accordance with
policies/instructions/directives/
Standing Operating Procedures
in vogue.
Interact/coordinate and remain
updated on timely development
and accomplishment of infantry
projects
by
locating
manufacturers/ developers in
coordination with Weapon and
Equipment
Directorate,
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(h)
(i)
(j)
Inspectorate
of
Technical
Development Directorate and
Strategic Planning Division along
with
its
Development
Organisations that is, National
Engineering
and
Scientific
Commission. Pakistan Atomic
Energy Commission, Pakistan
Ordnance
Factories
Wah,
Armament
Research
and
Development
Establishment,
Military Vehicle Research and
Development
Establishment,
Khan Research Laboratories,
Defence
Science
and
Technology
Organisation,
etcetera and keep Army updated
on Project Management Review
Meetings.
Control and monitor training/
administrative
aspects
and
inflow/ outflow Human Resource
of Infantry Regimental Centres
according
to
prescribed
policies/directives/
orders/Standing
Operating
Procedures by monitoring their
smooth functioning.
Monitor and ensure smooth
functioning of School of Infantry
and Tactics in coordination with
concerned
branch/directorate
through
apt
scheduling/
organisation
of
courses,
allotment of vacancies and
disposal of course reports.
Deal with matters concerning
Nuclear, Biological and Chemical
policy in coordination with Military
Operations
Directorate
and
evaluate
procurement
and
induction/usage
of
Nuclear
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(6)
Biological
and
Chemical
equipment.
(k)
Processing of loan applications
of
all
infantry
units/formations/centres
with
Weapons and Equipment and
Ordnance Services Directorates.
(l)
Nomination of infantry units for
Joint Services Pakistan Day
parade.
Aviation Directorate
(a)
Assist Inspector General Arms,
staff at General Headquarters
and formation headquarters on
all flying and technical matters
related to Army Aviation.
(b)
Advise Inspector General Arms
and other branches at General
Headquarters on all matters and
policy affecting Army Aviation.
(c)
Interact with Army Aviation
branches
of
General
Headquarters.
(d)
on training matters.
(e)
(f)
new
training
doctrines/instructions, techs and
procedures in conjunction with
Doctrine
and
Evaluation
Directorate,
(g)
pertaining to Army Aviation
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(h)
(i)
(j)
(k)
(l)
(m)
equipment in use/new inductions

in consultation with Weapons
and Equipment and Doctrine and
Evaluation Directorates.
administrative aspects of Army
Aviation School and Aviation
Cell.
Assist Arms Branch and other
branches in implementation of all
equipment related policy matters.
Arranging Combat Development
Boards and processing of the
Board recommendations with
Chief of Army Staff through
Inspector General Arms.
Periodical
review
of
and assist General Staff Branch
in preparation of new Tables of
Organisation and Equipment.
Plan & coordinate new raisings/
disbandment of Army Aviation
units during peace/mobilization
and
arranging/provision
of
manpower,
weapons
and
Process equipment upgrades/
induction policies and suggest
up-gradation/induction of new
equipment (including aircraft/
helicopters),
arrange/process
trials
and
also
assist
formations/units
and
other
branches/directorates at General
Headquarters in absorption of
new weapons/equipment.
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(n)
(7)
Process requirement/allocation of
aviation effort for the army/civil
through Arms Branch with
information to General Staff
Branch. However, operational
allotment to continue direct
through General Staff Branch.
(o)
Coordinate and liaise with
Pakistan Air Force and Civil
Aviation Authority (CAA) on
matters
of
air
space
management and allied aviation
facilities.
(p)
Process demand for acquisition/
provision of civil aircraft during
emergency through Arms Branch
to General Staff Branch (Military
Operations Directorate).
(q)
Process allotment of annual bulk
flying hours to Headquarters
Army Aviation Command and
Corps Composite Squadrons to
Arms Branch with consultation/
information to General Staff
Branch.
(r)
Process induction of manpower
for aviation units to Arms Branch.
(s)
Reviewing/processing of Flight
Safety policy to Arms Branch.
(t)
Process/finalize all occurrences/
Courts of Inquires to Inspector
General Arms with information to
General Staff Branch.
(u)
Conduct investigations of fatal/all
major accidents as decided by
Inspector General Arms.
(v)
Conduct flight safety survey of
Aviation groups/units.
National Guards (NG) Directorate
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(a)
(b)
(c)
(d)
(e)
(f)
(g)
Advise Inspector General Arms

and other Branches of General
Headquarters on all matters
including policy affecting National
Guards.
Prepare/process
training
instructions/directives
for
National Guards and where
possible dovetailing them into the
Army training plans in close
coordination with Military Training
Directorate.
Supervise
and
monitor
recruitment,
training/administrative aspects of
training
teams/battalions
for
implementation
of
training
directives/instructions.
Periodical review of organisation/
establishments in consultation
with units/training teams/user
organisations and preparation of
new Tables of Organisation and
Equipment.
Plan
and
coordinate
new
raisings/ disbandment of National
Guards
during
peace/mobilization and arrange
provision of manpower, weapons
and equipment at priority through
Preparation/formulation
of
required schemes, plans and
getting
these
promulgated
through
government
ordinances/bills and letters as
and when required.
Formulate draft rules, regulations
and Pakistan Army orders/Army
instructions concerning terms/
conditions and other aspects for
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(8)
all
the
forces
constituting
National Guards.
(h)
Examine/evaluate and produce
working/study papers, as and
when required for comparative
study in employment of citizen
forces in other countries to
streamline
own
organisation/procedures.
(i)
Liaise
with
Joint
Staff
Headquarters,
Pakistan
Air
Force, Pakistan Navy and other
organisations
for
necessary
coordination/help for training and
administration.
(j)
Maintain liaison with Central and
Provincial Ministries/Departments
and other organisations for reraising,
training
and
administration.
Headquarters
Defence
Services
Guards (DSG) Corps
(a)
Defence Services Guards force
is primarily meant to protect
important
static
installations
against
pilferage,
sabotage,
trespassing and provide armed
escort for transportation of
stores, whenever required.
(b)
New raisings and disbandment.
(c)
Maintenance and manpower
planning of the corps.
(d)
Control over enrolment, release/
discharge of Defence Services
Guards personnel.
(e)
Promotion
of
Junior
Commissioned Officers.
(f)
Formulation,
updating
and
modification of Defence Services
Guards rules and regulations.
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(g)
Issue/revision of posting policy/

instructions to ensure correct
rotation of Defence Services
Guards personnel.
(h)
Ensuring professional training of
Defence Services Guards troops
through
issue
of
directives/training
instructions
and carrying out physical/ground
check.
(i)
Inspection of Defence Services
Guards Centre, Records and
selected
Defence
Services
Guards units.
7.
Adjutant Generals (AG) Branch.
The Adjutant
General (AG) heads this branch. He is responsible to the Chief
of the Army Staff for all the A matters of the Army. The
organisation and duties of Adjutant Generals Branch are as
under:a.
Adjutant General
(1)
Director
General
Personnel
Administration.
(2)
Director General Personnel Services
and Provost Marshal.
(3)
Director General Medical Services.
(4)
Director
General
Welfare
and
Rehabilitation.
(5)
Director General Pay, Pension and
Accounts.
(6)
Director General Housing.
(7)
Director Civilian Personnel.
(8)
Judge Advocate General.
(9)
Director Regulations.
(10)
Central Officers Record Office.
b.
Duties
(1)
Policy, procedures, standards and
programs for the induction of officers
and men into the Army.
(2)
Selection of cadets for Pakistan Military
Academy (PMA) and for other types of
commissions.
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(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
(15)
(16)
Manpower planning and control for the

regular army, territorial forces and
reserves.
Economical distribution and effective
utilization of available manpower.
General administration of personnel.
Promotion standards and procedures for
Junior Commissioned Officers and
soldiers.
Terms and conditions of service.
Mobilization
and
demobilization
regulations and policy.
Raising and disbandment of units.
Welfare, morale, resettlement and
rehabilitation of serving personnel and
ex-servicemen.
All legal matters pertaining to Pakistan
Army.
All matters affecting the civilians of all
categories employed in the lower
formations of the Army; that is, terms
and conditions of service.
Lay down policy and procedures relating
to pensions and gratuity, provident,
private and regimental funds, general
rules for various accounts and day to
day administration of Controller of
Military Accounts (CMA) and its regional
organisations.
Revision of books of regulations,
publications of Pakistan Army Orders
and Pakistan Army Lists.
Control, printing and issue of army
standard forms.
The Adjutant General Branch is also
responsible to formulate and issue policy
regarding the general administration of
the Army involving:(a)
Leave.
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(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
Promotion and seniority.

Release/retirement.
Dress.
Administration of messes.
Honours, awards and medals.
Registration of graves.
Prisoners of War.
Warrant of precedence.
Tenure of duty of personnel on
Extra Regimental Employment.
(k)
Bands and Army School of
Music.
8.
Quartermaster Generals (QMG) Branch.
The
Quartermaster General is responsible to the Chief of the Army
Staff for all Q matters of the army involving planning, directing
and monitoring tasks of under command directorates and
organisations. The organisation and duties of Quartermaster
General Branch are given as under:a.
Quartermaster General
(1)
Deputy Quartermaster General (Major
General).
(2)
Director General Quartering and Lands.
(3)
Director General Remounts, Veterinary
and Farms.
(4)
(5)
(6)
(7)
(8)
(9)
b.
Director General National Logistics Cell.

Director General Works and Chief
Engineers (Army).
Director General Defence Complex
Islamabad (Project).
Chief Executive Canteens Stores
Department.
Army Heritage Foundation.
Chief Administrative Officers Office.
Duties
(1)
Deals with the organisation

administration of:(a)
Quartering services.
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and
1.154
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(b)
(2)
Remount Veterinary and Farms

Corps.
(c)
Army works.
(d)
Military lands and cantonments.
(e)
Canteen Stores Department
(CSD).
Formulate policy and provide broad
direction and guidance on the following:(a)
Planning and provision of
accommodation, furniture and
allied services for the Army and
recovery of rent and allied
charges.
(b)
All major and minor works
including deposit works. Planning
and
development
of
cantonments, depots and military
installations.
(c)
Military Engineering Services
(MES) establishment, budget and
matters
relating
to
Public
Accounts Committee.
(d)
Planning and control of military
farms for the provision of dairy
products, livestock, veterinary
services and breeding farms.
(e)
Inspection of formations and
units for Q aspects.
(f)
Oversee all matters pertaining to
cantonments, exercise control
over military lands and deal with
matters pertaining to them.
(g)
Acquisition/requisition of land for
the use of the Army.
(h)
Act as Chairman of the Board of
Control of Canteen Stores
Department and deal with policy,
control and administration of the
Department.
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(i)
Act as Officer Incharge National

Logistics Cell and the Secretary
cum member of the National
Logistics Board.
(j)
Deal with Defence Complex
Islamabad (Projects) Directorate
matters.
(k)
Deal with Chief Administrative
Officers' (CAO's) Office matters
(l)
Deal
with
Army
Heritage
Foundation matters.
9.
Inspector General Training and Evaluation Branch.
This Branch is headed by the Inspector General Training and
Evaluation (IGT&E) who is the chief adviser to the Chief of
Army Staff and is responsible to plan, organize, supervise and
evaluate all sorts of training activities including Human
Resource (HR) Development in the military, semi military
installations and Army sports events. He renders assist and
advice to formation commanders in the training of their
commands in accordance with the policy issued by the Chief of
Army Staff. Apprises the Chief of Army Staff of the state of
training and battle worthiness of formations in the light of
training policies issued by General Headquarters from time to
time. The organisation and duties of Inspector General
Training and Evaluation Branch are as under:a.
b.
Inspector General Training and Evaluation

(1)
Director General Military Training.
(2)
Director
General
Doctrine
and
Evaluation.
(3)
Director General Human Resource
Development.
(4)
Director Army Sports.
(5)
Director
Federal
Government
Educational Institutions.
Duties
(1)
Setting and running test exercises for
the formations as and when ordered by
the Chief of Army Staff.
(2)
Attending formation training events to
assess their operational efficiency.
(3)
Organize training tests in various fields
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(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
(12)
of activity of formations to assess

operational efficiency.
Formulate and issue the Annual Training
Directive on behalf of the Chief of Army
Staff.
Exercise overall coordination and control
on all training institutions being
controlled by the Military Training
Directorate at General Headquarters.
Ensure uniformity in training methods
and techniques in the Army and training
institutions.
Ensure efficient Army by developing its
Human Resource potentials through
resources and enabling environment.
Ensure
the
issue
of
General
Headquarters
Training
Instructions,
General Headquarters Training Notes,
General Staff Training Publications,
training films, and the collection and
dissemination of information on foreign
armies, equipment, weapons, tactics and
Research and Development through
Director
General
Doctrine
and
Evaluation.
Study and evaluate tactical doctrines
and concepts which emerge as a result
of exercises and study periods.
Exercise overall control and lay down
policy for writing, revision and rewriting
of doctrines through Director General
Doctrine and Evaluation.
Organize and conduct sports activities in
the Army with a view to selecting and
preparing Army teams for participation in
national
and
inter-services
championships.
To make arrangements for imparting
quality education at an affordable cost to
the children of armed forces personnel
and
civilians
residing
in
cantonments/garrisons located all over
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the country.
10.
Military Secretarys (MS) Branch. The Military
Secretary (MS) is a Principal Staff Officer and is responsible to
the Chief of Army Staff for postings, transfers (including civil
appointments), extensions, release and retirement of officers.
As an adviser to the Chief of Army Staff, he deals with cases of
honours and awards including recommendations for honorary
commissions to dignitaries, etcetera. He also deals with cases
of redress of grievances of officers on complaints and statutory
representations as required under the Pakistan Army Act. The
Military Secretary is assisted by following staff:a.
Deputy Military Secretary A.
b.
Deputy Military Secretary B.
c.
Deputy Military Secretary C.
d.
Deputy Military Secretary D.
e.
Deputy Military Secretary E.
11.
Communication and Information Technology (C&IT)
Branch.
This Branch is headed by the Inspector General
Communication and Information Technology (IGC&IT), who is
a Principle Staff Officer to the Chief of Army Staff. The Branch
has Command, Control, Communication, Computer and
Intelligence Directorate, Signals Directorate and Electronic
Warfare Directorate under command. He is responsible to the
Chief of Army Staff for coordination and deployment of Office
Automation System (OAS), management of Information
Technology related techniques and policies governing the use
and issue of computers, communication equipment and
network facilities. The organisation and duties of
Communication and Information Technology branch are as
under:a.
Organisation
of
Communication
and
Information Technology Branch
(1)
Signals Directorate (including Electronic
Warfare Directorate).
(2)
Command
Control
Communication
Computers and Information (C4I)
Directorate.
b.
Duties of Communication and Information
Technology Branch
(1)
Advise Chief of Army Staff, Principal
Staff Officers and field commanders on
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(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
all technical matters related to

Communication
and
Information
Technology in Pakistan Army.
Oversee all the roles assigned to
Communication
and
Information
Technology Branch.
Formulate all Communication and
Information Technology policies of the
Army concerning operations, Human
Resources and procurements for the
approval of Chief of the Army Staff.
Represent Army on all matters of
Communication
and
Information
Technology at international, national and
Joint Staff forums.
Plan and approve all General Staff
Requirements as well as budget
requirements related to Communication
and Information Technology equipment
for inclusion in Armys Priority List in
consultation with the General Staff
Branch.
Preside over the Communication and
Information Technology Procurement
Committee
for
all
approved
Communication
and
Information
Technology related procurements in
coordination
with
Weapons
and
Equipment Directorate.
Process cases emanating from other
branches of General Headquarters on
Communication
and
Information
Technology
matters
and
provide
consolidated views and comments.
Formulate policies and issue directive for
Armys support in aid of Civil Power with
regard
to
Communication
and
Information Technology related matters
in consultation with General Staff
Branch.
Formulate and implement Cyber Warfare
policies and plans in consultation with
General Staff Branch.
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Preside/form
part
of
all
the
Communication
and
Information
Technology
Committees/
Project
Management Boards and those formed
in future from time to time.
Signals Directorate
(1)
Advise
Inspector
General
Communication
and
Information
Technology on all Signal matters.
(2)
Planning and provision of fixed
communication network for the Army.
(3)
Planning and provision of operational
command voice and data at the Army
Headquarters and Joint Operations
Centre (JOC), Air Defence Command,
Aviation Command down to formations.
(4)
Planning
and
provision
of
communication to logistics elements
through respective Corps Signals.
(5)
Provision
of
Train
Despatch
Service/Signal Despatch Service for the
Army.
(6)
Coordination of Air Dispatch Service
(ADS) and postal services for the Army.
(7)
Induction
and
standardization
of
equipment in the Army.
(8)
Supervision/coordination of the work of
Army Signals. Communications security
and distribution of codes and crypto
material.
(9)
Preparation and issue of technical
instructions,
signals
plans
and
instructions.
(10)
Issue of Electronic Emission Policy
(EEP) for Pakistan Army. Frequency
coordination and monitoring.
(11)
Coordinate electronic warfare measures.
(12)
Collection and dissemination of latest
information about civil communication
(10)
c.
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d.
means available in the Area of

Responsibility of formations.
(13)
Coordination
with
Pakistan
Telecommunication Company Limited/
National Telecom authorities regarding
policy for use of communication facilities
required by General Headquarters and
formations.
(14)
Liaison with Joint Staff Headquarters,
Navy, Air Force, Civil Armed forces and
other agencies on communication
matters.
(15)
Control of Military College of Signals
(MCS), Signal Training Centre (STC)
and
Special
Communication
Organisation.
(16)
Guidance to Military College of Signals
and Signal Training Centre regarding
training requirements of fresh intake and
selection of personnel on all professional
courses at Military College of Signals.
(17)
Guidance to Military College of Signals
and Signal Training Centre on training of
reserves/recalled officers and soldiers.
(18)
Re-organisation of Signal Training
Centre and Military College of Signals.
(19)
Raising
of
Signal
units
during
emergency.
(20)
Coordination for issue of administrative
instructions for the newly raised units
through Adjutant Generals Branch.
(21)
Preparation of Tables of Organisation
and Equipment for newly raised units.
Electronic Warfare (EW) Directorate
(1)
Advise
Inspector
General
Communication
and
Information
Technology on all Electronic Warfare
matters.
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Advise Military Operations Directorate
on deployment and operation of
Electronic Warfare assets.
(3)
Technical control of all Signals Combat
Support Units (SCSUs).
(4)
Evaluation
of
Electronic
Warfare
equipment and its induction.
(5)
Training of Army Light Radio Group
(ALRG) and Signals Combat Support
Units (SCSUs).
(6)
Collection and evaluation of Electronic
Intercepts.
Command,
Control,
Communications,
Computers and Information (C4I) Directorate
(1)
Transformation of Pakistan Army by
adopting modern processes, practices
arid procedure, restructuring where
required by leveraging Information
Technology.
(2)
Issuance and implementation of Army
wide policies/plans on Information
Technology and information security
matters.
(3)
Acquisition of near real-time situation
awareness capability and improve upon
lethality and effectiveness of existing
platforms/assets by networking the
sensors, platforms and shooters.
(4)
Maintenance of Army wide Information
Technology support and services.
(5)
Maintenance of General Headquarters
Data Centre.
(6)
Exercise technical and operational
control on Information Technology
assets/Office Automation System (OAS)
Army wide.
(7)
Development/maintenance of Office
Automation
System,
Enterprise
Resource
Planning
(ERP)
and
Command, Control, Communications,
(2)
e.
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(8)
(9)
(10)
(11)
(12)
(13)
(14)
(15)
Computers and Information Systems

related applications Army wide.
Develop parameters and interact with
Government organisations, vendors and
consultants for Information Technology
related issues.
Army
wide
Human
Resource
management for enhancing capacity,
sustain
workforce
required
for
implementation
of
Information
Technology Plan.
Formulation
of
General
Staff
Requirements (GSRs) and Request for
Proposals (RFPs) for acquisition of
Information
Technology
products/solutions.
Research and evaluation in Information
Technology
hardware,
software,
databases and networking aspects.
Interaction at Joint Services Ievel for
integration
of
information
establishments.
Development of Information Technology
awareness and culture in Army for endusers.
Act
as
Army
wide
Information
Technology procuring Agency for
Information
Technology
procurements/contracting through its
storage and distribution.
Liaise
with
Military
Operations
Directorate,
Military
Intelligence
Directorate,
Electronic
Warfare
Directorate,
Army
Air
Defence
Command
and
Inter
Services
Intelligence for integration of sensors
into operational systems and all matters
related to Information Technology
security.
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(16)
(17)
Annex D.
Management and analysis of statistical

database for the Army and its
provisioning to various authorities.
Formulate and implement Cyber Warfare
policies and plans in consultation with
Military Operations Directorate, Military
Intelligence
Directorate,
Signals
Directorate, Joint Staff Headquarters,
Inter Services Intelligence and branch
headquarters.
Organisation of General Headquarters.
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Annex D
To Section 5
ORGANISATION OF GENERAL HEADQUARTERS

PERS
STAFF
COAS
SD
DTE
CGS
CLS
IG
ARMS
AG
VCGS
(B)
VCLS
MO
DTE
SSG
LOG
DTE
AC
DTE
PA
DTE
MI
DTE
AVN
COM
D
S&T
DTE
ARTY
DTE
PS
DTE
ITD
DTE
O&M
DTE
OS
DTE
EME
DTE
AAD
DTE
MED
DTE
ENGR
S DTE
W&R
DTE
INF
DTE
PP&A
DTE
JO
DTE
AVN
DTE
HOUS
ING
DTE
ISPR
NG
DTE
BUDGET
DTE
DGP(A)
IGT&
E
COM
D HQ
DSG
CP
DTE
JAG
DEPT
REGS
DTE
CORO
RESTRICTED
QTG
&
LAND
S DTE
RV&F
DTE
NLC
DGW
&
CE
DCI
PROJ
DTE
CSD
AHF
CAO
MS
IG
C&IT
VMS
DY
QMG
VCGS
(A)
W&E
DTE
QMG
MT
DTE
A
WING
D&E
DTE
B
WING
HRD
DTE
AS
DTE
FGEI
DTE
C
WING
D
WING
E
WING
SIGS
DTE
C4I
DTE
EW
DTE
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SECTION 6 - TYPICAL ORGANISATION OF THE

STAFF OF HIGHER HEADQUARTERS
1.
Types of Staff Appointments in a Headquarters.
This section deals with different types of staff appointments
and their duties usually present in headquarters. It is not
necessary that each headquarters may have all the
appointments listed here. The availability of staff will depend
on the size of the headquarters and nature of tasks it has to
perform. Although a general sub-division of subjects has been
given below, many of these duties overlap; for example,
movement may be controlled by General Staff or logistics
depending on the circumstances. Close co-operation within the
staff is, therefore essential. The A and Q staff are combined at
Corps and below under a senior administrative officer. Overall
coordination is the responsibility of a Chief of Staff/Colonel
Staff when authorised or a senior general staff officer.
2.
Outline organisation of staff appointments in a large
headquarters, is shown at Annex E.
3.
Duties of the Staff
a.
Plans
(1)
Operational planning and coordination of
administrative planning.
(2)
Acting as the secretariat for the joint
planning staff and committee.
b.
Operations
(1)
Liaison with the planning staffs of other
services.
(2)
Operations.
(3)
Conduct of current operations and the
production of operation orders and
instructions.
(4)
Strategic distribution of formations and
units.
(5)
Strategic and tactical moves.
(6)
Operational policy on nuclear, biological
and
chemical
warfare,
and
on
camouflage and special units.
(7)
Deception.
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(8)
(9)
(10)
c.
d.
Inter-communication.
Internal security.
Control of relations with allied armies
and other services.
(11) Public relations.
(12) Survey.
Intelligence
(1)
Collection, collation, interpretation and
dissemination of intelligence.
(2)
Identification and interrogation of
prisoners of war.
(3)
Compiling the enemy order of battle.
(4)
Security,
including
communication
security.
(5)
Censorship.
(6)
Radio intercepts.
(7)
Propaganda and psychological warfare.
(8)
Control of intelligence units under
command.
(9)
At corps and below (in conjunction with
engineers) the provision and distribution
of maps.
(10) Carry out intelligence duties such as
preparation of analysis of area of
operations and intelligence appreciation,
etcetera.
Electronic Warfare/Information Technology
(EW/IT)
(1)
Electronic
Warfare/Information
Technology matters.
(2)
Liaison with the corresponding plans/
intelligence staff.
(3)
Coordinate and plan deployment of
electronic warfare detachments for
operations and Internal Security (IS)
duties.
(4)
Advice on all matters related to
electronic warfare.
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(5)
e.
f.
g.
h.
Prepare and update Electronic Warfare

Plan in support of operational plan.
Staff Duties
(1)
Maintaining own order of battle.
(2)
Provision of forces, formations and units
for specific operations.
(3)
Policy for the formation and organisation
of new units.
Training
(1)
Training policy.
(2)
Allotment of training grant.
(3)
Training areas and ranges.
(4)
Training ammunition and stores.
(5)
Training films.
(6)
Training schools and training units.
(7)
Allocation of vacancies on courses.
(8)
Tactical doctrine and lessons from
operations.
(9)
Training pamphlets and memoranda.
Liaison. Works as a part of General Staff
operations. Usually, liaison officers are
employed by higher headquarters such as
division and above. Details covered in
paragraph 5 below:(1)
Liaison with flanking and subordinate
formations.
(2)
Liaison with allied formations on the
flanks and with those under command.
Air. Works as a section of G operations and
includes:(1)
Control of air support.
(2)
Liaison with the air force.
(3)
Liaison with the air support signal unit.
(4)
Handling
requests
for
air
reconnaissance.
(5)
Provision of air photographs.
(6)
Control of ground liaison sections.
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i.
A Staff
(1)
Personnel Administration
(a)
Recruiting and discharge.
(b)
Commissions.
(c)
Reinforcements and replacement
of casualties.
(d)
Executive
action
on
the
formation,
conversion
and
disbandment of units.
(e)
Manpower
aspects
of
establishments, in conjunction
with G staff duties.
(f)
Supervision of medical and
dental services.
(g)
Mobilization and demobilization.
(h)
Provost (other than discipline).
(2)
Personnel Services
(a)
Discipline.
(b)
Courts of inquiry.
(c)
Ceremonial.
(d)
Leave.
(e)
Welfare.
(f)
Supervision
of
pay
and
allowances.
(g)
Routine orders.
(h)
Medals.
(i)
Spiritual welfare.
(j)
Disposal of enemy prisoners of
war.
(k)
Provost (discipline).
(3)
Reinforcement Section (To be formed
in war)
(a)
Records.
(b)
Dispatch of reinforcements from
base depots.
(c)
Notification of casualties.
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(d)
j.
k.
Production of casualty and

strength states.
(e)
Graves registration.
(f)
Prisoners of war registration and
enquiry.
Logistics Staff
(1)
Administrative planning for future
operations in conjunction with G plans.
(2)
Provision of supplies, stores (other than
those supplied by the Ordnance) and
reserves for maintenance of forces in the
field.
(3)
Control of all transport resources.
(4)
Control
of
dumps,
depots
and
workshops.
(5)
Movement.
(6)
All moves by railway, sea and air.
(7)
Major road moves as far forward as the
field formations rear boundaries.
(8)
Embarkation and disembarkation.
(9)
Shipping requirements and priorities
(with G staff duties).
(10) Movement control establishments.
(11) The military forwarding organisation.
(12) The provision and control of ordnance
stores, vehicles, guns and ammunition.
(13) Preparation of equipment tables.
(14) Salvage and repair of ordnance stores.
(15) Is responsible for the control of the
following:(a)
Ordnance.
(b)
Electrical
and
Mechanical
Engineers.
(16) Technical development.
Q Staff
(1)
Quartering.
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(2)
Planning
and
allotment
of
accommodation.
(3)
Requisitioning and billeting.
(4)
Claims and hiring.
(5)
Control of canteen and postal services.
4.
Duties of the Personal Staff.
Most formation
headquarters have a number of officers holding personal
appointments. The most common of these are Aide-de-Camp
(ADC), Staff Officer (SO) and Personal Assistant (PA). Their
duties are:a.
Aide-de-Camp. The main duty of an Aide-deCamp is to arrange and supervise personal and
social engagements of his commander. An
Aide-de-Camp is also a combatant officer who
must know:(1)
The organisation, duties and names of
the various members of his own
formation staff and their immediate
superior and subordinate staff.
(2)
The names of commanders above and
down to two ranks below his
commander.
(3)
The correct method of marking a
situation map.
(4)
Map reading, message writing, voice
procedure, and the handling of current
codes.
(5)
How to work in close co-operation with
the staff, particularly General Staff
Branch. He may have to share in the
duty officers roster.
(6)
How to keep to himself the many
confidential matters, which he will hear
from his commander.
b.
Staff Officer
(1)
Look after the personal requirements of
the Senior Officer.
(2)
Upkeep and maintain Senior Officers
diary of engagements and issue of the
engagement program to all concerned.
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(3)
c.
Personal safety and provision of security

to the Senior Officer.
(4)
Accompany the Senior Officer during his
visits to other formations/establishments
and act as incharge escort party.
(5)
Ensure efficient organisation of Senior
Officers office.
Personal Assistant. The duty of a Personal
Assistant is to act as confidential secretary to
the officer to whom he is appointed and also to
make
arrangements
for
his
personal
requirements when no Aides-de-Camp is
provided. His duties are:(1)
Preparing
and
maintaining
the
commander's itinerary, including visits,
appointments, inspection, and other
functions.
(2)
Preparing
and
distributing
correspondence
dealing
with
the
commander's schedule.
(3)
Making
arrangements
for
the
commander's
transportation
and
accommodation.
(4)
Briefing the commander on the details of
the latter's participation in activities,
including location, dress, ceremonies,
attending VIPs, transportation and
accommodation.
(5)
Advising the senior staff, formations and
units of the Commander's intended visit
activities.
(6)
Ensuring that the headquarters is aware
of the Commander's location.
(7)
Ensuring that the Commander's maps,
radio diagrams, codes, and documents
are up to date.
(8)
Accompanying the Commander unless
directed otherwise.
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(9)
Keeping the Commander informed of the

current situation when the commander is
away from the headquarters.
(10) Keeping the Chief of Staff advised on
the results of the Commander's
meetings with other commanders if no
general staff officers of the headquarters
were present.
(11) Supervising other members of the
Commander's personal staff.
5.
Liaison. The principles for establishing liaison are as
follows:a.
Liaison should, whenever possible, be
reciprocal between higher, lower and flanking
formations.
b.
When liaison is not reciprocal, responsibility for
establishing it will be governed by the following
principles:(1)
From left to right.
(2)
From higher to lower echelon.
(3)
From supporting to supported echelon.
c.
When liaison is broken, both parties should
attempt to re-establish it. The primary
responsibility remains with the echelon originally
providing the liaison.
d.
In war, much will depend on efficient liaison
between formations and units. Great care must
be taken, therefore, in the selection and training
of liaison officers.
6.
Duties of Liaison Officers (LOs). A LO must be able
to read and mark a map correctly, to take notes accurately, to
memorize instructions and to speak confidently on the radio, if
he is to carry out efficiently the duties given below:a.
To convey his Commanders orders to
subordinates, replacing lengthy written orders,
and amplifying his Commanders intentions and
points of detail, where necessary. Such orders
may have either a General Staff (G), Adjutant
General (A) or Quartermaster General (Q)
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aspect. He would be briefed personally by the
Commander or his staff.
b.
To obtain the latest information and to report
upon the situation in forward units to his
Commander.
c.
To carry information to forward troops and
flanking troops.
d.
To be attached to lower, higher, flanking, or
cooperating headquarters in order to keep his
Commander in touch with events there, and to
keep their commanders supplied with the latest
information and intentions of his own
Commander.
e.
To be understudy to staff officers as ordered.
f.
At higher levels, to represent the Army at the
headquarters of cooperating Naval and Air
Forces.
7.
Selection and Training of Liaison Officers. These
are usually drawn from units within the formation. Their training
is primarily the responsibility of grade two staff officers and is
probably best achieved by attaching Liaison Officers to
branches of the staff and to subordinate headquarters and
units. In this way Liaison Officers acquire the intimate
knowledge of the working of their headquarters which is
essential and which enables them to take over the duties of a
staff officer in an emergency.
8.
Aide-mmoire for Liaison Officer
a.
Before Leaving Headquarters
(1)
Memorize the gist of the message or
instruction you are carrying, and decide
how to destroy it, should there be danger
of its falling into enemy hands.
(2)
Ask G operations, G intelligence, A and
Q staffs whether they want any
information passed to, or obtained from,
the formation or units you are visiting.
(3)
Leave word in the office as to where you
are going and the estimated time of your
return.
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1.174
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(4)
b.
c.
d.
Visit the signal centre to take any orders

or messages requiring delivery to the
formation and units you are to visit.
(5)
Make certain that you and your party do
not carry unnecessary documents that
might be of value to the enemy.
At the Destination
(1)
On arrival at each formation or unit, call
in at the signal centre and ask it to report
your safe arrival and the time, to your
headquarters.
(2)
Carry out your instructions.
(3)
Before leaving each headquarters, again
visit the signal centre to collect any
messages for your headquarters and
ask it to report to your headquarters the
estimated time of your return.
On Return to Headquarters
(1)
Deliver any messages to your own
signal centre and confirm with it the
location of all units that you have visited.
(2)
Visit G operations and G intelligence
offices first, followed by any other office
for which you have information.
(3)
Check and amend the situation map.
When Making Report
(1)
The first essential is accuracy.
(2)
It is better to admit ignorance than to
profess knowledge of some matter about
which you are not sure.
(3)
If you have to give information, about the
accuracy of which you are not sure,
quote the source.
Annex E.
Typical Division of the Staff in a Large
Headquarters.
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1.175
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1.176
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Annex E
To Section 6
TYPICAL DIVISION OF THE STAFF IN A LARGE

HEADQUARTERS
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1.177
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SECTION 7 - COMMAND HEADQUARTERS

1.
Organisation.
The organisation of a standard
Command Headquarters is given at Annex F.
2.
Functions of Command Headquarters
a.
Designed primarily to carry out command, staff,
planning, operational control, training functions
and administration of formations placed on its
Order of Battle for all purposes and operational
control.
b.
Articulate defensive and offensive operations in
area of responsibility.
c.
Able to group and regroup rapidly in face of
changing situations.
d.
Carry out operational coordination with sister
services.
e.
To assist, civil government during peacetime in
duties in aid of Civil Power and national
calamities.
3.
The heads of Arms will act as advisor to command and
staff in technical matters pertaining to their respective arms.
4.
Duties. The duties of officers ex Command
Headquarters are covered in the ensuing paragraphs.
5.
Auxiliary Headquarters
a.
Headquarters Engineers Command. Is overall
responsible to control and regulate the use and
employment of engineers resources of the
formation for optimal support during offensive/
defensive operations under the Command
Headquarters.
b.
Headquarters
Signals
Command.
Is
responsible for planning, coordination and
provision of communication at the command
level. It is also responsible to coordinate all
Electronic Warfare activities in the formation in
close coordination with Electronic Warfare staff
at Command Headquarters.
c.
Headquarters
Logistics
Command.
Headquarters
Logistics
Command
is
responsible to coordinate, supervise and ensure
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implementation of Army Logistics Policy by
functioning as a link between the Chief of
Logistics Staff and Corps Logistics.
6.
Duties
a.
Commander. Commander is responsible to the
Chief of Army Staff for the preparedness of
Command
Headquarters
and
affiliated
formations for war at all times. The staff under
him will ensure that the directives issued by the
commander to achieve his mission are carried
out expeditiously and effectively.
b.
Chief of Staff (COS). He is the senior most
staff officer in the formation. He is responsible to
the commander for following:(1)
Coordinate staff work of all the
branches, arms and services through
laid down office procedures and
conferences, etcetera.
(2)
The issue of orders/instructions to the
staff and to subordinate headquarters for
furtherance of the decisions of the
Commander.
(3)
Ensuring
that
operational
and
administrative plans are kept ready and
reviewed from time to time.
(4)
Keeping the Commander informed about
activities and important matters within
the command area of responsibility.
(5)
Maintain liaison with under command
formations with a view to acquainting
himself with their problems, particularly
those which affect their readiness for
war.
c.
Operations and Plans Branch
(1)
Brigadier (Operations and Plans)
(a)
Planning
and
coordinating
offensive,
defensive
and
supporting plans.
(b)
Supervising and coordinating the
work of his staff/branches.
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(c)
(2)
Coordination of following arms/

services:i.
Armoured Corps.
ii.
Artillery.
iii.
Air Defence.
iv.
Infantry.
v.
Engineers.
vi.
Signals.
vii.
Army Aviation.
viii.
Air Force.
ix.
Navy
(for
Southern
Command only).
x.
Coastguards
(for
Southern
Command
only).
(d)
Keep in close touch with Chief of
Staff while remaining under study
and assist him in his duties.
(e)
Production
of
Operations
Instructions and Orders.
General Staff Officer Grade 1 Plans
(A)
(a)
Understudy
to
Brigadier
(Operations and Plans) and
assist him in his duties.
(b)
Plan and coordinate offensive
plans.
(c)
Keep offensive plans up to date
and keep all concerned informed
about changes.
(d)
Prepare and issue of orders/
instructions
to
subordinate
headquarters regarding General
Staff operations and offensive
matters.
(e)
Coordination/working of under
command formations in relation
to offensive plans.
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(f)
(3)
(4)
Coordination with General Staff

Plans (B and C) Branch.
(A)
(a)
Under study to General Staff
Officer Grade 1 Plans (A) and
(b)
Production and custody of
Command offensive plans.
(c)
Brief Liaison Officers and ensure
that they are always kept in
picture.
(B)
(a)
Preparation and revision of
defence plans.
(b)
Conduct of exercises, war games
and production of operation
orders
and
instructions
in
coordination with General Staff
Plans (A and C) Branch.
(c)
Liaison with the planning staff of
other services/formations and
civil departments.
(d)
instructions
to
subordinate
headquarters
regarding
operational defence matters.
(e)
Compilation
of
Commands
Annual Personal Report for
formation's Fitness for War
Inspection
for
onwards
submission to Chief of General
Staff Secretariat.
(f)
Strategic afforestation.
(g)
Dispersal
of
Headquarters
Command
and
its
under
command formations.
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(5)
(6)
(7)

(C)
(a)
Understudy
to
Brigadier
assist him in performing his
duties.
(b)
Planning,
coordination
and
execution of supporting plans.
(c)
Keep supporting plans up to date
and inform all concerned about
the changes.
(d)
Coordinate working of Armoured
Corps, Artillery, Air Defence,
Engineers,
Signals,
Army
Aviation and Air Force.
(e)
Coordinate with General Staff
Plans (A and B) branches.
(C)
(a)
Understudy to General Staff
Officer Grade 1 Plans (C) and
(b)
Brief Liaison Officers and ensure
that they are always kept in
picture.
(c)
Maintain war diary.
General Staff Officer Grade 1
(Training)
(a)
Always be in picture about the
operational situation so that he
can act as General Staff Officer
Grade 1 Plans (A) in his
absence.
(b)
Organize the operations side of
Command
Headquarters
(Tactical Headquarters).
(c)
Run Future Planning Cell
during
operations
under
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1.182
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(8)
(9)
(10)
(11)
guidance
of
Brigadier
(Operations and Plans).
(Training). He will assist General Staff
Officer Grade 1 (Training) and perform
all his duties in his absence.
(Electronic Warfare)
(a)
Understudy
to
Colonel
(Intelligence).
(b)
Coordinating
all
Electronic
Warfare matters of Headquarters
Command.
(c)
Preparation of instructions and
orders as directed by Colonel
(Intelligence).
(d)
Liaison with the corresponding
Plans staff.
(e)
Coordinate and plan deployment
of
Electronic
Warfare
detachments for operations and
internal security duties.
(f)
Advice Chief of Staff on all
matters related to Electronic
Warfare.
(g)
Prepare and update Electronic
Warfare Plan in support of
operational plan.
(Electronic Warfare)
(a)
Preparation and distribution of
orders and instructions as
ordered by General Staff Officer
Grade 1 (Electronic Warfare).
(b)
Carry out all duties of General
Staff Officer Grade 1 (Electronic
Warfare) in his absence.
(Aviation)
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(a)
d.
Understudy
to
Brigadier
(b)
Planning and coordination of
Aviation Support Plans.
(c)
Provision of Aviation input during
conduct of operations and
production of Operation Orders
and Instructions in coordination
with General Staff Plans (A), (B)
and (C) branches.
(d)
other operational groups/Corps
and General Headquarters.
(e)
Prepare and issue orders/
instructions
to
subordinate
headquarters regarding Aviation
employment.
(12) General Staff Officer Grade 1 (Internal
Security)
(a)
Always be in picture about
operational situation so that he
can act as General Staff Officer
Grade 1 Plans/General Staff
Officer
Grade
1
(Operations/Intelligence) in their
absence.
(b)
Assist the intelligence side of
Command
(Tactical
Headquarters).
(c)
Run Future Planning Cell
during
operations
under
guidance
of
Brigadier
(Operations and Plans).
(13) General Staff Officer Grade 2 (Internal
Security).
He will act as General
Staff
Officer
Grade
2
(Operations/Intelligence)
and
will
perform all his duties in his absence.
Intelligence Branch
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(1)
(2)
Colonel Intelligence (Col Int)

(a)
All matters relating to operations
intelligence, internal security,
electronic warfare, information
management, Data Processing
Cell and Public Relations Officer.
(b)
Supervising and coordinate the
work of his staff/branches.
(c)
Coordination
of
operations
intelligence matters with all under
command
formations,
sister
intelligence agencies, auxiliary
headquarters and Command
troops.
(d)
Inform
Commander
Headquarters Command/Chief of
Staff/Brigadier (Operations and
Plans) about the latest enemy
situation.
(e)
Keep in close touch with
Brigadier (Operations and Plans)
while remaining understudy and
assist him in performing his
duties.
(f)
Act as Brigadier (Operations and
Plans) in his absence.
(Operations/ Intelligence) [GSO 1
(Ops/Int)].
General Staff Officer-1
(Operations/Intelligence)
will
be
responsible to Colonel Intelligence for:(a)
Preparation
of
Command
Intelligence Plan.
(b)
Preparation
of
Command
Deception Plan.
(c)
Organisation of psychological
operations.
(d)
Evaluation
of
intelligence
received from own troops, other
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(e)
(f)
(g)
sources and interrogation of the

prisoners of war.
The preparation of Intelligence
Appreciation of enemy intentions
for Commander/Chief of Staff, as
and when ordered.
Inform Colonel Intelligence about
the latest enemy situation.
Issuing Intelligence Summary
and
Periodical
Intelligence
Report.
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(h)
e.
Organisation
of
Information
Centre.
(i)
Security Cover.
(j)
Air reconnaissance and photos.
(3)
(Operations/ Intelligence) [GSO 2
(Ops/Int)]
(a)
Procurement and issue of maps.
(b)
Organisation
of
Information
Room/ Inquiry Centre.
(c)
Codes and Crypto.
(d)
Security of the headquarters.
(e)
Maintain Intelligence Diaries.
(f)
Censorship.
(g)
Organize the interrogation of
prisoners of war.
(h)
Maintain operations room.
(i)
Maintain air photos.
(j)
Maintenance of going maps.
Administration and Logistics Branch
(1)
Brigadier
(Administration
and
Logistics). Brigadier (Administration &
Logistics) is responsible to Chief of Staff
for efficient administration and logistics
support
to
all
ongoing/planned
operations/Internal Security activities
under his command, both in peace and
war. He is responsible for following:(a)
Heads the Administration and
Logistics Branch of Command
Headquarters.
(b)
Ensures that efficient, adequate
and sustained logistics support is
planned/executed for Command
operations, through rendering
intimate guidance/instructions to
Headquarters
Logistics
Command for under command
formations/ Command troops.
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(c)
(2)
Coordinate logistics plans of

Headquarters Command, under
command
formations
and
Command troops so as to ensure
that desired logistics support is
maintained in consonance with
Command operations.
(d)
Keep Commander/Chief of Staff
updated on logistics stamina and
logistics build up in support of
ongoing/planned operations at
Command level.
(e)
Plan
and
coordinate
all
administration matters through
Colonel (Administration) and
keep Commander posted on
latest development pertaining to
Command troops only.
Colonel Administration (Col Adm).
Colonel Administration is the senior staff
officer of Administration Branch and is
advisor to Brigadier (Administration and
Logistics) on administrative matters. He
is responsible for:(a)
Ensuring
cooperation
with
Colonel
(Coordination),
Additional
Chief
Engineer
Command Headquarters, Station
Commander
and
Garrison
Commander,
so
that
administrative requirements are
well coordinated.
(b)
Plan and coordinate A and Q
matters through A and Q staff of
Command
Headquarters,
auxiliary headquarters, formation
headquarters
and
Military
Engineering Service (MES).
(c)
Inform Brigadier Administration
and Logistics on important
administrative matters including
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(3)
welfare, discipline and health

state of Command troops.
(d)
Supervise
working
of
Q
(Administration) Branch/Assistant
Adjutant General/Establishment
Branch, Defence Company and
Judge Advocate General Branch.
(e)
Coordinate and give advice on
ordnance
matters
through
Assistant Director Ordnance
Services,
Command
Headquarters.
(f)
Laying down policy on all A and
Q matters, as approved by
Commander/Chief of Staff.
(g)
Confidential matters, regarding
officers, honours and awards,
etcetera.
(h)
Preparation of Command troops
Administrative
Instructions/Orders.
Logistics (Plans). He is advisor to
Brigadier (Administration & Logistics) on
all matters pertaining to logistics
planning, movement, assembly and
execution of Logistics Support Plan. He
is responsible for following:(a)
In consultation with Commander
Logistics and respective under
command
Corps
Logistics,
coordinate move and assembly
plans of under command Corps
and Command troops from
peace location to strategic
assembly area.
(b)
Formulation of Logistics Support
Plan
in
coordination
with
Logistics
Directorate
and
Commander Corps Logistics in
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(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
the
light
of
Headquarters
Command Operations Plan.
Planning,
coordination
and
execution of logistics support as
per
General
Headquarters
Logistics Instructions.
Implementation
of
Logistics
Support Plan in such a way that
operations of Command are not
hindered.
Coordinate
with
concerned
headquarters corps logistics,
logistics
areas,
station
headquarters
and
General
Headquarters, where necessary
for logistics support.
Coordinate civil effort in support
of Logistics Plan in Command
area of responsibility during
operations.
Integrate Logistics Support Plan
of Commander Logistics of under
command corps/command troops
and coordinate employment of
logistics assets in Command
Making suitable adjustments in
the Logistics Support Plan
keeping in view the changing
operational/ battle environments.
Maintain close liaison with
Operations Branch and Logistics
Branch to ensure that Command
operations
are
adequately
supported.
Maintain
all
relevant
data
pertaining to logistics, in support
of
operations,
move
and
assembly
plans
of
under
command Corps/ Command
troops.
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(k)
(l)
(m)
(n)
(o)
(p)
(q)
(r)
(s)
(t)
Prepare and keep Command

troops logistics instructions up-todate.
Distribution of miscellaneous
duties amongst the logistics staff
and under command Corps
Logistics.
Maintain
Order
of
Battle,
Location Statement, depot stocks
details, etcetera pertaining to
ongoing/ impending operations.
Keep Brigadier (Administration
and Logistics) updated on all
changes in the operational/battle
environment.
Keep close liaison with General
Staff Branch of Headquarters
Command for any change in the
Operational Plans.
Render advice to Brigadier
(Administration and Logistics) on
all logistics matters.
Coordinate move plans of under
command
corps
and
maintenance of depot stocks in
accordance with operational
requirements.
Undertake suitable adjustments
in Logistics Support Plan, when
necessary.
Coordinate provision/placing of
rolling stock in case of multi
corps operations, for move by rail
as well as for relief/rotation of
units on the Headquarters
Command Order of Battle.
Responsible to handle all Top
Secret documents/letters in his
safe custody.
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(u)
Process
policy
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recommendations
on
1.192
RESTRICTED
matters relating to:i.
(4)
Establishment
and
organisation of services
units.
ii.
Modification of arms,
vehicles
and
other
important equipment.
iii.
Logistics/ administration
proposals which have a
bearing on operations
planning.
iv.
All studies and research
papers.
Logistics (Plans)
(a)
Preparing and updating logistics
maps and other related records
in Operations Room.
(b)
Coordinate
all
matters
concerning protocol, delegations,
visits,
conferences,
presentations, etcetera with Staff
Duties Branch.
(c)
Organisation of logistics planning
room.
(d)
Maintenance of planning data of
logistics
establishments/echelons.
(e)
Preparation and maintenance of
staff tables of under command
Corps and Command troops.
(f)
Through Command Headquarters
and concerned Corps Logistics,
obtain
and
maintain
data
pertaining to vehicles, weapons,
manpower and miscellaneous
information which can be used in
logistics planning.
(g)
Maintain depot stocks data and
keep close liaison with Logistics
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(5)
Areas where General Staff

stocks of the under command
Corps and Command troops are
held with a view to ensure that
proper
stocking
level
is
maintained by respective depots.
(h)
Issue Situation Report (SITREP)
pertaining to logistics support
demands/occurrences
during
operations.
(i)
Any other task assigned by
Brigadier (Administration and
Logistics)/ General Staff Officer
Grade 1 Logistics (Plans).
Assistant Director Ordnance Services
(ADOS).
He is adviser to the
Commander/ Chief of Staff and staff
through Colonel Administration on all
matters pertaining to Ordnance and
execution thereof. He is responsible for:(a)
Arrange in consultation with
General Headquarters for holding
selected items of general stores,
clothing, signal stores, weapons
and expendable stores whose
expenditure can be forecasted
with reasonable accuracy for issue
to units.
(b)
In emergent cases, arrange
release of controlled stores like,
A, B and C vehicles, guns, motor
cycles,
etcetera
held
by
Ordnance
Depot
under
Command
Headquarters
Logistics Area and arrange issue
to
under
command
formations/units. Also ensure
subsequent replenishment of
Ordnance units stock from base
depot.
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RESTRICTED
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
(k)
(l)
(m)
Prepare and execute Ordnance

Logistics Plan.
Keeping the Commander/Chief of
Staff and staff informed on the
current and projected availability
of Ordnance equipment and
logistics deficiency on current
and proposed operations.
Making recommendations on the
utilization
and
disposal
of
captured enemy equipment and
ammunition.
Maintain list of references for the
issue of stores laid down in
various orders/instructions.
Ensuring full use of repair
facilities available with ordnance
field units.
Process demands of ordnance
control stores of Command
troops units and expedite their
issue.
Ensure that ordnance cover to
the Command troops is being
provided efficiently and no critical
deficiency of ordnance stores
exists
in
dependent
formations/units.
Arrange local purchase as and
when required.
Ensure and supervise the
uninterrupted
supply
of
ammunition
to
Ammunition
Replenishment Points from Base/
Forward Depots as planned by
Commander Command Logistics.
Carry out any other special task
assigned to him.
Attend the conference of Chief of
Staff and ensure/coordinate the
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(6)
availability of all necessary

Ordnance Logistics Support for
the intended operations as
directed
by
Commander
Logistics,
Command
Headquarters.
(n)
Keep
the
Command/Staff
apprised regarding issue/receipt
of ordnance stores including
weapons/ ammunition.
Assistant
Quartermaster
General
(Administration) [AQMG (Adm)]. He is
responsible to Colonel Administration for
the implementation of all Administrative
Instructions and Orders pertaining to
command troops. He will ensure
following:(a)
Keep liaison with Command
troops with a view to ensure that
their administrative requirements
are met adequately and in time.
(b)
Attend all matters connected with
administrative
move,
maintenance, transportation and
accommodation of Command
troops in consultation with
Commander Logistics, Command
Headquarters.
(c)
Coordinate
the
work
of
administrative staff and sections
pertaining to Command troops
through Headquarters Command
Logistics.
(d)
Understudy
to
Colonel
Administration and perform his
duties in his absence.
(e)
Plan administrative move of
command troops in coordination
with
Commander
Logistics,
Command Headquarters.
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(f)
Supervise
all
matters
of
Headquarters.
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establishment
Command
1.197
RESTRICTED
(7)
(8)
(9)
(10)
Deputy
Assistant
Quartermaster
General (Administration) [DAQMG
(Adm)]
(a)
Ensuring that Administrative
Instructions and Orders are
prepared and kept up-to-date.
(b)
Keep
close
liaison
with
Headquarters
Logistics
Command
Headquarters
regarding
water
supply,
canteens, passage, Q Returns,
Salvage, Postal, Maintenance
including supplies by air and
provision of civil labour, etcetera.
Assistant Adjutant General (AAG). He
is responsible to Colonel Administration
for following:(a)
Discipline, Courts Martial and
Court of Inquires.
(b)
Honours and Awards.
(c)
Welfare and Amenities.
(d)
Reinforcements and Casualty
Returns.
(e)
Maintenance of Administrative
War Diary.
(f)
Traffic Control in conjunction with
Headquarters
Logistics
Deputy Assistant Adjutant General
(DAAG)
(a)
Assist Assistant Adjutant General
and work under his direction.
(b)
Will act as Assistant Adjutant
General in his absence.
Assistant
Judge
Advocate
General/Deputy
Assistant
Judge
Advocate General (AJAG/DAJAG).
Assistant
Judge
Advocate
General/Deputy
Assistant
Judge
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1.198
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Advocate
General
at
Command
Headquarters will deal with cases
relating to Command troops and under
command
formations.
Duties
of
Assistant
Judge
Advocate
General/Deputy
Assistant
Judge
Advocate
General
at
Command
Headquarters are as under:(a)
Render
advice
to
Commander/Chief of Staff/staff at
Command Headquarters and
under command formations on
legal matters, as and when
required and render assistance in
training of Military Law.
(b)
Render pre-trial advice, where
required, in respect of cases to
be tried by Summary Court
Martial.
(c)
Render pre-trial advice, where
required, in respect of cases to
be tried by District Courts Martial,
except where the Assistant
Judge Advocate General/Deputy
Assistant
Judge
Advocate
General is likely to be detailed as
Judge Advocate.
(d)
Render pre-trial advice for Field
General
Court
Martial
in
espionage cases and in cases of
summary disposal of officers and
Junior Commissioned Officers.
(e)
Review all Summary Courts
Martial
proceedings,
except
where any pre-trial advice has
been rendered by him.
(f)
Render post-trial advice in cases
of District Courts Martial except
when pre-trial advice has been
rendered by the Assistant Judge
Advocate
General/Deputy
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Assistant
Judge
Advocate
General or when he had
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1.200
RESTRICTED
sat at the District Courts Martial
Judge Advocate.
Vetting of convening orders.
To act as Judge Advocate as and
when
required
by
Judge
Advocate General Department.
(i)
To pursue Civil Litigation cases
within Command Headquarters
(j)
Appearance before Courts of
Appeals
within
Command
Headquarters
area
of
responsibility.
Mechanical Transport Officer (MTO).
He is responsible to Assistant
Quartermaster General (Administration)
for all matters pertaining to Mechanical
Transport. He will be responsible for
following:(a)
Draw; issue and maintain
accounting of petroleum, oils and
lubricants.
(b)
Detail transport for Command
Headquarters staff and other
required duties.
(c)
Maintenance of all vehicles on
charge of Mechanical Transport
Office.
(d)
Ensure that all documents of
vehicles are properly maintained
as laid down in SPAO 15/68.
(e)
Ensure that no vehicle is detailed
on unauthorized duty.
(f)
Undertake such other duties
which may be assigned to him
from time to time.
(g)
Ensure proper administration,
leave of all drivers.
(h)
Will be in charge of all
Mechanical Transport authorized
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as
(g)
(h)
(11)
1.201
RESTRICTED
(12)
in Table of Organisation and

Equipment
of
Command
Headquarters
Mechanical
Transport Office.
(i)
Ensure deposit and drawl of
vehicles from Vehicle Sub Depot.
(j)
Will detail transport on receipt of
orders from Q (Administration)
Branch and General Staff (Staff
Duties) Branch of Command
Headquarters.
(k)
Ensure proper camouflage and
concealment of all vehicles
during operations.
Officer
Commanding
Defence
He is responsible for the
Company.
defence of Command Headquarters
including air defence. His duties are as
follows:(a)
Will issue camp routine orders for
Main Headquarters.
(b)
Will prepare duty roster for the
Defence Company.
(c)
Will prepare proposed location of
Command Headquarters before
arrival of main body including
Operations
Room,
offices,
accommodation for all ranks and
officers mess in coordination with
General Staff Plans Branch.
(d)
Will be responsible for security of
Main Headquarters and Tactical
Headquarters of Headquarters
Command when established.
(e)
Camouflage/concealment of the
Main and Tactical Headquarters.
(f)
Provide necessary administrative
support
for
running
of
Headquarters.
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1.202
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(g)
f.
Provide escort to Commander/

Chief of Staff whenever moving
out of the Headquarters.
(h)
Issue of weapons/camp kit to the
officers
of
Command
Headquarters.
(i)
Preparation of load tables in
coordination with concerned
branches
basing
on
the
authorization and holding of
transport.
Sub Tactical Air Support Centre Branch.
Joint Army and Air Force Organisation to be
headed by Air Commodore/Group Captain. It
will function under the Chief of Staff and in close
coordination with General Staff Plans Branch of
Command Headquarters. It comprises of two
sections, that is, Sub Tactical Air Support
Centre I (Air Force) and Sub
Tactical Air
Support Centre II (Army). Sub
Tactical Air
Support Centre will be activated at Command
Headquarters
during
emergency/major
exercises. In peace time, Sub
Tactical Air
Support Centre will function with lesser strength
to perform peacetime activities:(1)
Functions of Sub Tactical Air Support
Centre. In case of emergency/war, Sub
Tactical Air Support Centre Branch will
establish an Operations Room at the
Command Headquarters to function
round the clock. Both, Sub Tactical Air
Support Centre I (Air Force) and Sub
Tactical Air Support Centre II (Army) will
operate from the Operations Room
ensuring swift coordination with Joint
Operations Centre, Tactical Air Support
Centre, Regional Air Commands, Air
Bases, Air Support Operation Centre
under
command
Corps
Headquarters/formations. In order to
reduce coordination links for a quick
response to changing situation, Sub
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Tactical Air Support Centre Branch
would perform almost same role as that
of
Tactical Air Support Centre within
area of responsibility. War time functions
of Sub
Tactical Air Support Centre
Branch are as follows:(a)
Establish Sub
Tactical Air
Support
Centre
Operations
Room and ensure requisite
connectivity with
Tactical Air
Support Centre, Joint Operations
Centre,
Combat
Operations
Centre, associated Regional Air
Commands/Air
Bases,
Air
Support Operations Centre under
command Corps Headquarters
and under command formations.
(b)
Sub Tactical Air Support Centre
Room
will
function
as
coordinating headquarters for
conduct
of
Joint
Air-Land
Operations in the area of
responsibility
of
Command
Headquarters.
(c)
Plan Joint Operations in liaison
with
Plans
Branch
and
coordinate with all tiers of
command for their approval and
execution.
(d)
Render advice to Chief of Staff
and Brigadier (Operations and
Plans) on Air Operations in
support of land battles and assist
under command Air Support
Operations Centre for planning
and
execution
of
Joint
Operations.
(e)
To receive, scrutinize and
process air requests from under
command Air Support Operations
Centre and other field formations
and
accord
priority
in
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1.204
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consultation with Plans Branch of
(f)
To apprise Joint Operations
Centre through
Tactical Air
Support Centre with the priority
and rationale of sector wise air
requests
of
Command
Headquarters to enable realistic
allocation to under command
formations. Subsequently issue
approved air request orders to
concerned formations through Air
Support Operations Centre.
(g)
To issue mission details for
tactical air effort allocated by
Joint Operations Centre such as
tactical photo reconnaissance,
battle field interdiction and
Combat Air Patrol missions.
(h)
Sub-allocate the next days air
effort to Air Support Operations
Centre
and
independent
formations and coordinate with
the respective Regional Air
Commands.
(i)
To monitor the conduct of air
operations in support of the land
battle and, if necessary, after
approval of the Command
recommend to Joint Operations
Centre/Tactical
Air
Support
Centre for re-allocation of air
effort to various formations within
the
same
Regional
Air
Commands.
(j)
To arrange daily Joint Operations
Conference at a prearranged
time (usually evening) to assess
the effects of previous days air
effort in support of land
operations and apprise the
Commander.
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(k)
(l)
(m)
(n)
(o)
To receive results achieved by

the air strikes and inform the
Tactical Air Support Centre, Joint
Operations
Centre,
Combat
Operations
Centre,
Military
Operations
and
Military
Intelligence Directorates. Collect
details of intelligence from Air
Support Operations Centre and
lower field formations and pass
on to Joint Operations Centre
and Combat Operations Centre.
To inform Tactical Air Support
Centre, Joint Operations Centre
and Combat Operations Centre
about any allocated air effort that
may be cancelled due to a
change in the battle situation.
To receive; exchange and
distribute
information
and
intelligence obtained from Air
Force to Army and vice versa.
This does not include the
communication
of
situation
reports (Sitreps) and intelligence
summaries (Intsums) to the
Ground Liaison Sections.
To monitor emergency air
requests forwarded by Air
Support Operations Centre to
Regional Air Commands, with the
prerogative of turning down any
such request by informing the
concerned Air Support Operation
Centre
and
Regional
Air
Commands.
To
act
as
coordinating
headquarters for air space
management through Air Support
Operations Centre in the area of
responsibility.
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(p)
(2)
To pass details of own aircraft

flight
plans
to
Corps
Headquarters deployed in the
area of responsibility in order to
ensure desired safety.
Role of Director Sub Tactical Air
Support Centre
(a)
He is advisor to the Chief of Staff
on matters of Air Support
Operations while planning Joint
Operations in the area of
responsibility.
(b)
He must be fully conversant with
Command plans and be involved
in planning of Joint Operations.
(c)
Ensure requisite inter services
coordination through efficient
functioning of Sub Tactical Air
Support
Centre
Room
for
successful conduct of Joint
Operations.
(d)
Assist under command Air
Liaison Officers on effective
functioning of Air Support
Operations Centre and planning
of
Joint
Operations
and
formulation
of
air
support
missions during emergency or
war.
(e)
He is responsible for the
organisation of Sub Tactical Air
Support Centre and ensuring its
smooth functioning.
(f)
Liaise with Joint Operations
Centre,
Regional
Air
Commands/Air Base and Air
Support Operations Centre for
coordinated response during
emergency/war.
(g)
Coordinate
the
duties
of
Operations
and
Intelligence
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(3)
(4)
Sections of Sub
Tactical Air
Support Centre.
Sub Tactical Air Support Centre I
(Air Force)
(a)
Maintain record of all air
reconnaissance requests.
(b)
Process
all
types
of
reconnaissance missions.
(c)
Maintain
intelligence
map
including situation, Bomb Line
and deployment of Anti Aircraft
weapons/batteries, own and
enemy.
(d)
Receive exchange and distribute
information and intelligence of
Army to Pakistan Air Force and
vice versa and to the Joint
Operations Centre.
(e)
Communicate
important
information received through
reconnaissance
or
fighter
missions to Military Operations
and
Military
Intelligence
Directorates.
(f)
Receive
the
Bomb
Line
messages
from
the
Army
formations twice daily at 0700
and 1900 hours and forward
them to the Joint Operations
Centre and Combat Operations
Centre.
(g)
Collect weather information from
the Regional Air Commands.
(h)
Administration of Sub Tactical Air
Support Centre.
(i)
Communications.
Sub Tactical Air Support Centre - II
(Army)
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1.208
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(a)
g.
Maintain record of the allotted air

effort by types of air support,
base/ sector-wise by dates.
(b)
Maintain record of all air
requests,
except
reconnaissance, and arrange
evening conference.
(c)
Maintain record of priority for
allotment of air effort to various
formations as specified by Chief
of
General
Staff/Military
Operations Directorate.
(d)
Maintain operations maps and
charts showing details of combat
air support and interdiction
missions.
(e)
Issue air allotment to Air Support
Operations Centre and other field
formations and inform Regional
Air Commands accordingly.
(f)
Process all missions including
tactical interdiction missions in
support of the land battle except
reconnaissance missions and
those air support missions which
have been allocated to Corps on
previous evening.
(g)
Monitor all missions which have
been allotted to the under
command Corps (Air Support
Operations Centre).
(h)
Communicate results of missions
to Combat Operations Centre,
Military Operations Directorate
and the respective Regional Air
Commands.
(i)
Coordinate duties at Tactical Air
Support Centre.
Coordination Branch
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(1)
(2)
Colonel
(Coordination).
Colonel
(Coordination) is the senior staff officer
of
Coordination
Branch.
He
is
responsible to the Chief of Staff on all
matters pertaining to Staff Duties,
Education, Religious Affairs and Special
Projects. His duties are as follows: (a)
Coordinate smooth running of all
Staff Duties, education, Religious
Affairs and special projects.
(b)
Maintenance of Order of Battle
and location of formations/units.
(c)
Act as secretary of conferences
held by Commander and ensure
speedy issue of minutes.
(d)
Keep the Commander and Chief
of Staff informed of activities and
important matters within the
Headquarters
area
of
responsibility.
(e)
Coordination of defence of rear
areas including air defence.
(f)
Necessary liaison with civilian
authorities.
(g)
Handling of visitors.
(h)
Maintenance
of
Digest
of
Service.
General Staff Officer Grade 1 (Staff
Duties)
(a)
All
matters
pertaining
to
organisation of formations and
units within the Command
Headquarters.
(b)
In coordination with Plans
Branch, make all arrangements
for conferences including agenda
points and taking down of
minutes.
(c)
Maintenance of Order of Battle of
the formation.
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(d)
(3)
(4)
Handling of personnel visiting

Duties)
(a)
He is understudy to General Staff
Officer Grade 1 (Staff Duties).
(b)
Acts as Secretary in Chief of
Staff conferences.
(c)
Coordination/compilation
of
Standing Orders for Peace and
War.
(d)
Deal with Table of Organisation
and Equipment matters.
(e)
Act as General Staff Officer
Grade 1 (Staff Duties) in his
absence.
(Education/ Religious Affairs). He is
responsible to Colonel (Coordination) for
all
matters
pertaining
to
Education/Religious training of the under
command formations. His duties are as
follows:(a)
Will advise the Commander/Chief
of Staff in formulation of
Command Education/Religious
Policy
through
Colonel
(Coordination).
(b)
Inspect
under
command
formations and units at least
once
a
year
to
assess
education/religious
training
progress.
(c)
Guide
under
command
formations/
units
on
all
education/religious
training
matters.
(d)
Give rulings on all education/
religious training problems to
under command formations/units.
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(e)
(5)
Ensure
implementation
of
education/religious policies and
Training Directives received from
(f)
Act as Inspectorate of Education
on behalf of Director Army
Education for formations/units
located in Command area of
responsibility.
(g)
Deals with educational matters of
Federal Government Schools
and Army Public Schools and
College System.
(h)
To manage library services at
Garrison level.
(i)
To collect/compile/select articles
for Green Book and General
Headquarters Publications.
(j)
To conduct Armed Forces Board
Exams.
(k)
Maintenance
of
Digest
of
Service.
(Education/ Religious Affairs). He will
be understudy to General Staff Officer 1
(Education) and assist him on all matters
pertaining to Education Training. His
main duties are:(a)
Inspect all Command troops/units
as
necessary
to
assess
educational training progress.
(b)
Ensure upkeep and proper
record
of
equipment/stores/furniture held
on charge of Education Branch.
(c)
Will be responsible to supervise
the conduct of all educational
and Map Reading exams held
under formation headquarters.
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(d)
(6)
Will act as General Staff Officer

Grade 1 (Education) in his
absence.
General Staff Officer Grade 1 (Special
Projects)
(a)
Receive all correspondence from
General Headquarters related to
tests/trials and evaluation of
weapons/equipment
and
disseminating the same to under
command
formations
and
Auxiliary
Headquarters
as
required.
(b)
Formulation of trial committee for
the conduct of tests/trials as per
the requirement of weapons/
equipment being tested and
issue detailed trial instructions.
(c)
Evaluation of trial reports of
weapons/equipment forwarded
by the trial committee.
(d)
Paper evaluation of weapons/
equipment, as ordered by
General
Headquarters
by
obtaining views/ comments from
under command formations and
Auxiliary Headquarters.
(e)
Processing of all trial reports for
the
approval
of
Commander/Chief of Staff.
(f)
Forward trial reports to General
Headquarters on completion of
trial.
(g)
Undertake any other Special
Project as ordered by the
Commander/ Chief of Staff.
(h)
Assist Army Trial Team to
conduct tests/trials in Command
area
of
responsibility
in
coordination with Trial Branches
of respective under command
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(7)
Annex F.
formations
of
Command
Headquarters.
(Budget).
He is responsible to the
Chief of Staff on all matters pertaining to
the Command budget. He is responsible
for:(a)
Preparation
of
Budget
Estimates and other budgetary
reports.
(b)
Distribution of sanctioned budget
grants, (Main Heads/Sub Heads
wise) and their subsequent
revision.
(c)
Scrutiny of budget reports in
respect of stores, works and
transportation.
(d)
Monitoring,
control
and
maintenance of state of the
budget expenditures.
(e)
Maintenance
of
progressive
statements of expenditures.
(f)
Timely indication of over/under
expenditure and surrenders.
(g)
Processing
cases
for
reappropriation.
(h)
Attend
Command
Priority
Committee meetings.
Organisation of Command Headquarters.
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Annex F
To Section 7
ORGANISATION OF COMMAND HEADQUARTERS
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1.215
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SECTION 8 - CORPS HEADQUARTERS

1.
Organisation. The outline organisation of a Corps
Headquarters is shown at Annex G. The Corps Headquarters
is usually split into a Main Headquarters and the Corps Troops
Administrative Area. The Corps Troops Administrative Area is
located within 3 to 8 kilometres of the Corps Main
Headquarters.
2.
Functions of Corps Headquarters
a.
The mission of Corps Headquarters is to
conduct tactical operations, in any type of
terrain, under an overall Army plan with a
number of infantry and armoured formations
under command.
b.
The Corps Headquarters is designed primarily
as a tactical headquarters to carry out
command, staff planning, operational control
and training functions in respect of formations
placed under its command. Corps does not
have any fixed grouping.
c.
In the field, the Corps Headquarters operates as
a composite entity with various auxiliary
headquarters. The auxiliary headquarters are
not part of the Corps Main Headquarters and
are sited contiguous to it to facilitate planning
and coordination. Commanders of auxiliary
headquarters must be available as and when
required for advice and planning. They also
attend all planning conferences at Corps
Headquarters. Role and function of each
auxiliary headquarters is explained below:(1)
Headquarters
Corps
Artillery.
Headquarters
Corps
Artillery
is
responsible for planning and issue of
orders to cover the employment of
artillery which is under the command of
Corps. It is also responsible to
coordinate and issue tactical and
technical orders necessary to implement
the corps fire plan when so authorized
by the Corps Commander.
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(2)
(3)
(4)
Headquarters Corps Engineers. Is

overall responsible to control and
regulate the use and employment of
engineers resources of the formation for
optimal support during operations. This
headquarter has the capability to provide
engineer staff for planning and
supervision of integral and attached
engineer troops. In certain contingencies
it may be detached leaving a planning
cell behind. The planning cell will consist
of a General Staff Officer Grade 1 or 2
with necessary clerical staff to continue
to provide engineer staff planning.
Headquarters Corps Signals. This
Headquarters, with organic signal units,
is responsible for planning and provision
of
communications
at
Corps
Headquarters and down to under
command formation headquarters.
Headquarters
Corps
Logistics.
Organisation at Annex J. It is
responsible for planning and execution
of logistics support to the formation in
defensive and offensive operations.
Besides, few third line minor units (falling
under command Headquarters Corps
Logistics in war only), the integral
services units of the Corps (Army
Service Corps, Army Medical Corps,
Ordnance and Electrical and Mechanical
Engineers) are placed under command
this Headquarters. Its main functions
are as under:(a)
Command,
control
and
employment of second line
services units ex Corps troops.
(b)
Command,
control
and
employment of third line field
logistics units when raised/placed
under command during war.
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(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
Render advice to Commander on

all matters related to logistics
support, move, assembly (up to
Strategic Assembly Area (SAA)
and defensive location for
offensive
and
defensive
formations respectively) and
employment of under command
units.
Planning,
coordination
and
execution of move and assembly
plans of corps up to Strategic
Assembly Area and defensive
location
for
offensive
and
defensive
formations
respectively.
Planning,
coordination
and
execution of logistics support as
per Corps/General Headquarters
Logistics Instructions.
Coordinate
logistics
support
plans of various formations in the
corps.
Training of third line field logistics
units during peace when made
available.
Establish
and
maintain
Replenishment Points (RPs).
Coordinate
with
concerned
Logistics
Area,
Station
Headquarters
and
General
Headquarters (where necessary)
for logistics support function.
Raising of civil General Transport
Companies including Ambulance
Platoons
for
establishment/
maintenance of Replenishment
Points,
making
up
50%
deficiency of first and second line
transport of formations/units and
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evacuation of casualties (3rd
line).
(k)
Carry out risk purchase of fresh
rations/hiring
of
labour
at
Replenishment Points, in case of
failure of contractor.
(l)
Exercise technical control over
Combined
Military
Hospitals
through Medical Branch during
peace time only.
(m)
Liaison with civil administration
for smooth provisioning of
logistics support, where required.
3.
Corps Troops Administrative Area. All corps troops
not deployed/detached are located in Corps Troops
Administrative Area. Commander Corps Logistics commands
the Corps Troops Administrative Area and is responsible for its
layout and local defence.
4.
Duties of Staff
a.
Chief of Staff (COS)
(1)
Ensure efficient functioning of Corps
Headquarters.
(2)
Receive decisions from the Corps
Commander and issue executive orders
to the staff in furtherance of decisions of
the Corps Commander.
(3)
Allot detailed work to the staff and
coordinate the results.
(4)
Ensure that all instructions issued to
formations are in accordance with the
Commanders decision.
(5)
Keep the Commander informed of the
latest situation and remain in picture to
be able to plan ahead.
(6)
Represent the Corps Commander, when
so authorized by him.
b.
General Staff Branch
(1)
Colonel General Staff (Col GS)
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(a)
(2)
(3)
(4)
(5)
All
operational,
training,
intelligence, security, aviation,
air, Electronic Warfare and
Information Technology matters.
(b)
Supervision and coordination of
the work of staff/branches.
(c)
Keeping in close touch with Chief
of Staff, remaining understudy
and assisting him in his duties.
(d)
Production
of
operation
instructions and orders.
General Staff Officer Grade 1 (Plans).
He heads the Plans Branch in the Corps
Headquarters. He is responsible for
preparation of offensive/defensive plans
of the corps and to keep all concerned
informed about the changes. He is also
responsible for preparation and issue of
orders/instructions
to
subordinate
headquarters regarding General Staff
operations matters. He is understudy to
the Colonel General Staff.
He is under study to General Staff
Officer Grade 1 Plans and assists him in
his duties. He is responsible for the
production and custody of all plans.
Where required, he briefs Liaison
Officers and ensures that they are
always kept in picture.
(Operations/ Internal Security).
He
heads the Operations/Internal Security
branch. He is responsible for the
planning and preparation of instructions
and orders in coordination with the
corresponding administrative staff.
General Staff Officer Grade 2 (Operations
1). He is responsible for all matters
pertaining to raising/organisation of
formations and units within the corps. He
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maintains the Order of Battle, location
statement, war diary and digest of
service. He is responsible for the
preparation of standing orders and load
tables and for the provision of mines,
defence stores and explosives.
(6)
(7)
General Staff Officer Grade 2 (Operations

2). He is responsible for the security of
the operations room and upkeep of

operations maps and air photographs in
coordination with the intelligence staff.
He records all border violations for
further action and deals with matters
concerning internal security during
peacetime.
General Staff Officers Grade 1
(Intelligence) [GSO 1 (Int)]
(a)
Direct intelligence operations
within the overall operational
framework including organisation
of psychological war.
(b)
Evaluation
of
intelligence
received from own troops, other
sources and interrogation of
prisoners of war.
(c)
Preparation
of
intelligence
appreciation of enemy intentions.
(d)
Keeping the Commander and
Chief of Staff informed of the
latest enemy situation through
Colonel General Staff.
(e)
Issuing intelligence summaries,
periodic intelligence reports and
supplementary
intelligence
reports.
(f)
Liaison with civil authorities and
press correspondents.
(g)
Security.
(h)
Air photo and reconnaissance
reports.
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(8)
(9)
(10)
(11)
(i)
Organisation of operations room.
(Intelligence)
(a)
Procurement and issue of maps.
(b)
Organisation and running of
information centre.
(c)
Maintenance
of
intelligence
diaries and censorship.
(d)
Identification and interrogation of
prisoners of war.
(e)
Maintenance of operations room
along with General Staff Officer
Grade 1 (Intelligence).
(f)
Collection,
collation
and
distribution of enemy intelligence
regarding terrain and tactical
situation.
(g)
Coordinating and integrating
signal intelligence activities in the
overall intelligence plan.
(Training) [GSO 1 (Trg)]. His principal
duties are preparation and issue of
training directives and instructions. He
coordinates all training matters and
attends formation exercises.
(Training)
(a)
The maintenance of annual
training grant accounts.
(b)
Issue of training petrol and
movement control numbers for
vehicles.
(c)
Issue of a consolidated list of
major training events.
(Electronic
Warfare/Information
Technology). He is responsible to
integrate, plan and implement formation
Electronic Warfare policy and ensure
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1.222
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c.
that it is in harmony with the policy

issued
by
Electronic
Warfare
Directorate. He is also responsible for
collection and evaluation of Electronic
Intelligence through Corps Signals
Combat Support Unit.
(12) General Staff Officer Grade 1
(Projects and Trial). He is responsible
to coordinate and oversee conduct of
tests and trials of equipment in the
formation. He may also be assigned
special projects from time to time by the
Commander or Chief of Staff.
(13) General Staff Officer Grade 1 Mujahid
[GSO 1 (Mjd)]. If authorized/posted, he
supervises and coordinates all matters
related to Mujahids.
Administration and Quartering Branch
(1)
Colonel Administration (Col Adm)
(a)
Coordination and smooth running
of all A and Q offices.
(b)
Coordination of logistics support
for
Corps
operations
with
Logistics Area and General
Headquarters.
(c)
Coordination
of
corps
administrative units.
(d)
Laying down policy on all A and
Q matters, approved by Chief of
Staff.
(e)
Confidential matters regarding
officers, honours and awards,
etcetera.
(f)
Command of all troops at Corps
Headquarters.
(g)
Preparation of administrative
(h)
Understudy to Chief of Staff.
(2)
Assistant
Quartermaster
General
(Administration). He is responsible to
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1.223
RESTRICTED
(3)
(4)
(5)
Colonel Administration for ensuring the

implementation of all administrative
instructions and orders in respect of
corps troops units. He further:(a)
Liaison with corps troops units,
with a view to ensure that their
requirements are met adequately
and in time.
(b)
Attend all matters connected with
administration,
movement,
maintenance, transportation and
accommodation of the corps.
(c)
Is
understudy
to
Colonel
Administration.
Deputy
Assistant
Quartermaster
General
(Administration)/Establishment
Officer. He is understudy to Assistant
Quartermaster General (Administration)
and is responsible for:(a)
Ensuring
that
administrative
instructions and orders are
properly carried out, arranging
canteen, salvage and postal
facilities and hiring of transport
and labour.
(b)
Maintenance, including support
by air.
Deputy
Assistant
Quartermaster
General (Quartering). He is responsible
for all matters related to quartering
services.
Assistant
Judge
Advocate
General/Deputy
Assistant
Judge
Advocate General (AJAG/DAJAG). He
is the legal advisor in a Corps
headquarters.
He
reviews
the
proceedings of courts martial and assists
subordinate headquarters in legal
matters. His duties are the same as in a
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1.224
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(6)

(DAAG)
(a)
A matters pertaining to under
command formations.
(b)
Postings, transfers, promotions,
release,
retirement
and
resignation of officers.
(c)
Discipline of officers (Lieutenant
Colonels and above).
(d)
Gallantry awards to all ranks.
(e)
General leave policy regarding all
ranks.
(f)
General state of health.
(g)
Battle
casualties
and
reinforcements.
(h)
Traffic control coordination.
(i)
A matters pertaining to Corps
troops units
(j)
Discipline, courts martial and
courts of inquiry.
(k)
Honours and awards.
(l)
Welfare and amenities.
(m)
Reinforcement
and
casualty
returns.
(n)
Pay and allowances.
(o)
Traffic control within Corps
boundary in conjunction with Q
(Administration). Will be Officer
Commanding
Regulating
Headquarters
until
Deputy
Assistant Quartermaster General
(Movement) is available.
(p)
Burials.
(q)
Prisoner of war camps and
documents in conjunction with
Officer Commanding Military
Police Unit.
(r)
Postings and transfers of officers.
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(s)
(t)
(7)
Promotions.
Release/retirement of officers
and all ranks.
(u)
Medical cover.
(v)
Confidential reports of officers.
Officer
Commanding
Corps
Headquarters Defence Company (OC
Corps HQ Def Coy). He is responsible
for the administration and discipline of
Corps Headquarters Defence Company
personnel. He maintains the regimental
accounts of the Corps Headquarters
Defence Company. Security of the corps
headquarters building and weapons is
also his responsibility.
Annex G. Organisation of Corps Headquarters.

Annex H. Organisation of Headquarters Corps Logistics.
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Annex G
To Section 8
ORGANISATION OF CORPS HEADQUARTERS
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1.227
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Annex H
To Section 8
ORGANISATION OF HEADQUARTERS CORPS

LOGISTICS
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1.228
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SECTION 9 - DIVISION HEADQUARTERS

1.
Organisation. The Division Headquarters staff is
headed by the Colonel Staff (Col Staff). Under him are the
General Staff Officer Grade 1 (GSO 1) and the Assistant
Adjutant and Quartermaster General (AA&QMG) who are
responsible for the detailed working of their respective
branches. The staff is organised as shown at Annex I.
2.
Functions of Division Headquarters. The primary
function of a Division Headquarters is to command and control
formations and units placed under its command.
3.
The Division Headquarters is designed to work as an
entity and as such the more concentrated it remains, the more
efficiently it will work. Conditions of modern warfare, however,
demand dispersion; a careful balance must, therefore, be
achieved.
4.
The auxiliary headquarters are not part of the Division
Headquarters and are sited contiguous to it to facilitate
planning and coordination. Following auxiliary headquarters
are part of the division:a.
Headquarters
Division
Artillery.
Is
responsible for planning, employment and
coordination of division artillery units in support
of Commanders operational plan. It is also
responsible to coordinate and issue tactical and
technical orders necessary to implement the
corps fire plan when so authorized by the
Division Commander.
b.
Headquarters Division Logistics.
The
outline organisation of Headquarters Division
Logistics is shown at Annex J. It is responsible
for planning and execution of logistics support to
the formation in defensive and offensive
operations. Besides, few third line minor units
(falling under command Headquarters Corps
Logistics in war only), the integral services units
of the division (Army Service Corps, Army
Medical Corps, Ordnance and Electrical and
Mechanical Engineers) are placed under
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(1)
Render advice to General Officer

Commanding (GOC) on all matters
related to logistics support and
employment of under command units.
(2)
Planning, coordination and execution of
logistics support.
(3)
Command,
control,
training
and
employment of Division troops services
units.
(4)
Coordinate third line field logistics
function concerning Division with
Headquarters Corps Logistics.
(5)
Command Division Administration Area
and establish commodity points.
(6)
Liaison with all concerned for smooth
function of logistics support, where
required.
5.
Division Administrative Area (DAA). This is the area
in which administrative units and echelons are located and
from there they carry out their functions for the smooth
execution of the administrative support of the division. No hard
and fast rule can be laid down for the location of Division
Administrative Area. As a general guide, it should be located
sufficiently in the rear of the main Division Headquarters to
allow smooth functioning of the services without getting
involved in the battle. Commander Division Logistics
commands the Division Administrative Area.
6.
Duties of Colonel Staff
a.
Acts as the Chief of Staff at Division
Headquarters.
b.
Responsible for coordination of all staff
functions within the Division Headquarters.
c.
Acts as a bridge between the General Officer
Commanding and his under command.
d.
Mans the Division Headquarters in the absence
of General Officer Commanding.
e.
Receive or obtain from the General Officer
Commanding such additional decisions as may
be required and give necessary instructions to
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7.
all elements of the command in furtherance of

those decisions.
f.
Allot the detailed work of preparing plans,
orders, reports and other staff actions; review to
ensure adequacy and integration of results, and
approve or obtain approval of the General
Officer Commanding.
g.
Ensure that subordinate unit commanders are
alerted to the actions required of them.
h.
Formulate and announce policies for the
general operations of the staff within the
framework of the overall policies of the General
Officer Commanding.
i.
Study the situation with a view to be prepared
for further contingencies.
j.
Obtain from the General Officer Commanding
information, recommendations, and instructions
received from or given to higher and
subordinate commanders.
k.
Represents the General Officer Commanding,
when so authorized by him.
General Staff (GS) Branch
a.
General Staff Officer Grade 1 (Operations)
[GSO 1 (Ops)]. He is the head of the Divisions
General Staff Branch. He is responsible to the
Colonel Staff for coordinating the execution of
the Divisions operational plan. He also controls
and directs the functioning of his subordinate
Operations and Intelligence Staff. His main
duties are:(1)
Execution of policy as directed by the
General Officer Commanding or Colonel
Staff.
(2)
Coordination of effort in General Staff
Branch.
(3)
Control all operational, intelligence,
training, staff duties, air, education,
religious and Mujahid matters.
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b.

[GSO 2 (Ops)]
(1)
Understudy to General Staff Officer
Grade 1 (Operations).
(2)
Preparation of orders and instructions as
directed by the General Staff Officer
(3)
Organisation and working of the General
Staff branch offices.
(4)
Detailing of duty officers and maintaining
a duty roster for them.
(5)
Arrangements for move of main Division
Headquarters. When main Division
Headquarters
and
Division
Administrative Area move together, he
coordinates their move.
(6)
Arrangements for tactical move by road
of the whole Division, in consultation
with Deputy Assistant Adjutant General
(DAAG), and Officer Commanding
Military Police Unit.
(7)
Keeping Division Standing Orders up to
date.
(8)
Training and control of liaison officers
(LOs).
(9)
Receipt, issue and accounting of
General Staff Branch Top Secret and
Secret documents.
(10) Maintenance of training grant accounts.
(11) Maintenance
of
reconnaissance
planning data within the division.
(12) Control and allotment of Army Aviation
Units/aircraft/effort on as required basis
(if allotted to the division).
(13) Selection and construction of landing
strip and helipad.
c.
General Staff Officer Grade 2 (Training)

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(1)
d.
Responsible for all training matters of

the formation.
(2)
Maintain close liaison with the under
command units and ensures that training
is carried out within the parameters
issued
by
the
General
Officer
Commanding/Higher Headquarters.
(3)
Visit the units during training sessions
and apprise the General Staff Officer
Grade 1 (Operations) concerning any
problem being faced by units.
(4)
Maintain and issue training petroleum,
oils and lubricants as required.
General Staff Officer Grade 2 (Intelligence).
He is responsible for all operational intelligence
matters within the Division. He is also
responsible for military security matters and, if
there is no higher headquarters in the theatre of
command, for the direction of civil security and
security intelligence effort. This will be
integrated with the effort of the responsible civil
authority. His duties are:(1)
Understudy to General Staff Officer
(2)
Coordination of all intelligence work in
the Division.
(3)
Collection, collation and dissemination of
all information about enemy and own
troops.
(4)
Organisation,
maintenance
and
protection of operations room.
(5)
Preparation and issue of intelligence
summary (intsum) and situation reports
(sitreps).
(6)
Air photographs.
(7)
Air reconnaissance except artillery
reconnaissance.
(8)
Press correspondence.
(9)
Maintenance of intelligence maps.
(10) Maintenance of information room.
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(11)
(12)
(13)
War diary.
Act as security adviser for the Division.
Counter-intelligence
including
censorship.
(14) Codes and ciphers.
(15) Preparation of situation paragraph for
Division Operation Order.
(16) Safe custody of identity cards/security
passes.
8.
Adjutant General and Quartermaster General
Branch
a.
Assistant Adjutant and Quartermaster
General. He is responsible to the Colonel Staff
for all A and Q matters of the division. He also
deals with many confidential matters regarding
officers such as honours and awards. His duties
include:(1)
Policy on all Adjutant General (A) and
Quartermaster General (Q) matters.
(2)
Coordination of work of administrative
staff.
(3)
Confidential matters regarding officers.
(4)
President mess committee of Division
Headquarters messes.
(5)
Officer
Commanding
Division
Headquarters troops.
(6)
Training of Division Headquarters
troops.
(7)
Discipline, courts martial, courts of
inquiries, etcetera.
(8)
Ceremonial.
(9)
Honours and awards.
(10) All personnel matters.
b.
Deputy Assistant Quartermaster General
(Administration) [DA&QMG (Adm)]
(1)
Understudy to Assistant Adjutant and
Quartermaster General.
(2)
Postal, remount and veterinary services.
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c.
d.
e.
f.
g.
h.
Annex I.
(3)
Canteens.
(4)
Passages.
Deputy Assistant Quartermaster General
(Quartering) [DA&QMG (Qtg)].
He is
responsible for all matters related to quartering
services including billeting of accommodation.
Deputy Assistant Adjutant General (DAAG)
(1)
Understudy to Assistant Adjutant and
Quartermaster General.
(2)
Incharge of Regulating Headquarters
during move.
(3)
All matters pertaining to discipline in the
division.
(4)
All personnel matters.
(5)
Honours and awards.
(6)
Welfare including leave.
(7)
Pay and allowances.
(8)
Burials.
Headquarters Squadron/Company.
The
administration and welfare of the members of a
headquarters have a considerable bearing upon
the efficiency of the formation as a whole. The
entire
local
administration
of
Division
Headquarters and attached units is therefore
centralized
in
the
Headquarters
Squadron/Company, which is commanded by a
Major.
Administrative Troop/Platoon. This contains
the clerks, cooks, batmen and specialist
administrative
staff
for
the
Division
Headquarters.
Defence and General Duty Troop/Platoon.
This is used for the local defence of the
Headquarters and for other duties as necessary.
Armoured
Fighting
Vehicle
Troop/Mechanical Transport Platoon. This
operates all vehicles on the Division
Headquarters establishment.
Organisation of Division Headquarters.
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Annex J. Organisation of Headquarters Division Logistics.
Annex I
To Section 9
ORGANISATION OF DIVISION HEADQUARTERS
Note. In addition to above mentioned authorized appointments,

certain pool appointments have also been created like, General
Staff Officer 1 (Intelligence, Internal Security, Mujahjd, Trials
etcetera) and Assistant Quartermaster General (Additional,
Garrison) etcetera. However staff functions are generally the same as
highlighted above section.
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Annex J
To Section 9
ORGANISATION OF HEADQUARTERS DIVISION

LOGISTICS
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SECTION 10 - BRIGADE HEADQUARTERS

1.
Organisation. Outline organisation is at Annex K. A
suggested distribution of duties at Brigade Headquarters is
given below. These duties will vary according to circumstances
such as the effect of casualties or alterations in
establishments. Each officer must be prepared to remain
understudy to his immediate superior.
2.
a.
Brigade Major (BM). He is the principal staff
officer at Brigade Headquarters and as such is
responsible for policy, as directed by the
Commander, and for the coordination and
supervision of the working of the whole
Headquarters. He is also the Officer
Commanding of Brigade Headquarters. His
duties are exactly the same as those of the
Colonel Staff and the General Staff Officer
Grade One (GSO-1) in a Division Headquarters.
Both he and the Brigade Commander should
not be away from Brigade Headquarters at the
same time.
b.
General Staff Officer Grade 3. He normally
accompanies the Brigade Commander when he
is operating from a command post. When in the
Headquarters, he takes his turn with the Brigade
Major and liaison officers (LOs) in running the
operations room. He is responsible for all
operational intelligence matters within the
Brigade and for security at Brigade
Headquarters. He therefore combines the duties
of the General Staff Officer Grade 2
(Intelligence) and General Staff Officer Grade 3
(Operations) at Division Headquarters.
c.
Liaison Officers (As Required). Their duties
are similar to those of Liaison Officers at any
formation headquarters.
3.
Administration & Quartering (A & Q) Branch
a.
Deputy
Assistant
Adjutant
and
Quartermaster General (DAA&QMG). He is
responsible for all Adjutant General (A) and
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b.
c.
Quartermaster General (Q) policy matters as

directed by the Commander and for
coordinating the work of the administrative staff
and services. He, therefore, combines the
duties of the Assistant Adjutant and
Quartermaster General (AA&QMG); the Deputy
Assistant Quartermaster General (DAQMG) and
the Deputy Assistant Adjutant General (DAAG)
at Division Headquarters as applicable to the
brigade.
Staff Captain (AQ) [SC (AQ)]. Where
authorised, he assists the Deputy Assistant
Adjutant and Quartermaster General in all
duties.
Headquarters
Squadron/Platoon.
It
is
commanded by a Major in an Armoured Brigade
and by Brigade Major in an Infantry Brigade. He
is responsible for the control of Brigade
Headquarters transport and administration of
other ranks. The Headquarters Squadron in an
Armoured
Brigade
consists
of
the
administrative, the armoured fighting vehicle
and the bridge laying troops. In the Infantry
Brigade, the Headquarters Platoon consists of
the administrative, the intelligence, the
mechanical transport, the defence and general
duty sections.
Annex K. Organisation of Brigade Headquarters.
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Annex K
To Section 10
ORGANISATION OF BRIGADE HEADQUARTERS
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SECTION 11 - HEADQUARTERS ARMY STRATEGIC

FORCE COMMAND
1.
Organisation. The organisation of Headquarters Army
Strategic Force Command (HQ ASFC) is given at Annex L.
The duties of officers ex Headquarters
2.
Duties.
Strategic Force Command (HQ ASFC) are covered in the
ensuing paragraphs.
a.
Chief of Staff. He is the senior most Staff
Officer in Headquarters Army Strategic Force
Command and is responsible to Commander
Army Strategic Force Command for:(1)
Coordination of staff work of all
branches, arms and services through a
laid down office procedure and
conferences.
(2)
Issuance of orders/instructions to the
staff and to subordinate Headquarters in
consonance with the decision of
Commander Army Strategic Force
Command.
(3)
Ensuring that operational and logistic
plans are kept ready and reviewed from
time to time.
(4)
Keeping the Commander informed of
Army Strategic Force Command.
b.
(1)
Colonel General Staff. He is the senior
Staff Officer in General Staff Branch. He
Remain under study to Chief of
Staff and carry out duties
assigned to him from time to time
by Commander/ Chief of Staff.
(b)
Supervise and coordinate the
staff work of General Staff
Branch.
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(c)
(2)
(3)
Keep operational plans up to

date and inform all concerned
about changes, if any.
(d)
Production
of
operational
(e)
Conduct briefing for Commander
on overall strategic situation and
aspects requiring attention.
(f)
Security and move of strategic
assets.
(g)
Will act/officiate as Chief of Staff
in his absence.
General Staff Officer Grade 1 (Plans) will
remain under study to Colonel General
Staff. He is particularly responsible for:(a)
Operational planning.
(b)
Strategic
Planning
Division/Military
Operations
Directorate
and
Defence
Attaches (when required).
(c)
Dealing with the routine matters
of Plans Branch including Air
Defence & Signals matters.
(d)
Acting
as
secretary
at
conferences on plans matters
and issue of minutes to all
concerned after the approval of
Chief of Staff/Colonel General
Staff.
(e)
Will act/officiate as Colonel
General Staff in his absence.
(f)
Plan operations and update
employment/deployment concept
of
Army
Strategic
Force
Command.
He will be under study to
General Staff Officer Grade 1 (Plans)
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(4)
(5)
and will assist him in his overall duties

regarding planning matters. He will also
act/officiate as General Staff Officer
Grade 1 (Plans) in his absence. He is
directly responsible for maintenance of
duty roster for officers/clerks of General
Staff Branch of Headquarters Army
Strategic Force Command and acts as
custodian of all classified documents.
(Operations).
General Staff Officer
Grade 1 (Operations) will remain under
study to Colonel General Staff and is
responsible for:(a)
Operational
planning
and
coordination, particularly with
Strategic
Planning
Division
(Operations & Plans Directorate)
for operational work.
(b)
Conduct of current operations
and production of operational
instructions.
(c)
Strategic
Planning
Division/Military
Operations
Directorate
and
Defence
Attaches (when required).
(d)
instructions to under command
formations regarding operational
matters.
(e)
Dealing with the routine matters
of Operations Branch.
(f)
Acting
as
secretary
at
conferences
on
operational
matters and issue of minutes to
all concerned after the approval
of Chief of Staff/Colonel General
Staff.
(Operations).
He will be under study
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(6)
(7)
to General Staff Officer Grade 1

(Operations) and will assist him in his
overall duties regarding operational
aspects. He will also act/ officiate as
General
Staff
Officer
Grade
1
(Operations) in his absence. He
maintains War Diary, Digest of Service
and acts as custodian of all classified
documents. He is also responsible for
preparation/revision of Standing Orders
for War.
(Training)
(a)
Issue Commanders training
directive and instructions to
under command formations/units.
(b)
Coordination of all training
matters with under command
formations,
Military
Training
Directorate, Strategic Planning
Division and Defence Attaches.
(c)
Ensure smooth conduct of
courses at Army Half Training
School.
(d)
Exercise control on the allocation
and expenditure of Annual
Training
Grant,
Education
Training Grant and sports fund.
(e)
Implementation of policies on
training aspects.
(f)
Guide
under
command
formations/ units on all matters
pertaining to educational training.
(Training). He is under study to General
Staff Officer Grade 1 (Training) and will
assist him in execution of duties. He is
particularly responsible for maintenance
of Annual Training Grant, Education
Training Grant, Sports Fund accounts
and record of stores purchased out of
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(8)
these funds. He issues control numbers

to vehicles for training after approval by
and is responsible for allotment of
training Petroleum, Oils and Lubricants.
(Intelligence). He will be responsible to
Colonel General Staff for all matters
pertaining to intelligence. His main
duties are as under:(a)
Keep Colonel General Staff
informed about all important
intelligence and security matters.
(b)
Collection,
collation,
interpretation and dissemination
of intelligence including issue of
Essential
Elements
of
Information to intelligence units
ex
Army
Strategic
Force
Command and Inter Services
Intelligence/ Military Intelligence
Directorate.
(c)
Supervision and coordination of
functions of all intelligence
agencies within Army Strategic
Force Command.
(d)
Provision of intelligence input to
Operations Branch.
(e)
Issuing intelligence summaries,
intelligence reports, periodical
intelligence
reports
and
supplementary
intelligence
reports.
(f)
Liaison with Military Intelligence
Directorate,
Headquarters
Security Division and Strategic
Planning Division for counter
intelligence.
(g)
Issue, monitor and review
Security
Standing
Orders
whenever necessary/required.
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(h)
c.
Issue and monitoring of Cover

Plan and Security Orders for all
projects
whenever
required/necessary.
(i)
Supervise the process of security
clearance/re-verification
of
military personnel/civilians of
Headquarters Army Strategic
Force Command and under
command formations.
(9)
(Intelligence).
He is under study to
General
Staff
Officer
Grade
1
(Intelligence) and acts as assistant
security officer of Headquarters Army
Strategic Force Command. He is
responsible for maintenance and upkeep
of operations room and demand, issue
and storage of maps. He processes and
coordinates with Military Intelligence
Directorate for issue of Pakistan Army
Identity Cards to all ranks of Army
Strategic Force Command and will act
as General Staff Officer Grade 1
(Intelligence) in his absence.
Administration Branch
Colonel
(1)
Colonel
Administration.
Administration is the senior Staff Officer
of Administration Branch. His duties
are:(a)
Preparation/issuance/coordinati
on of logistic support plan in
consonance with General Staff
Branch.
(b)
Welfare and discipline of
personnel.
(c)
Coordinate the staff work of his
branches.
(d)
Remain in picture about the
welfare and discipline state of
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RESTRICTED
(e)
(2)
(3)
under command formations/

units.
Issuing administration policy
letters
on
behalf
of
the
Commander/Chief of Staff as and
when necessary.

General (Administration).
He is
responsible to Colonel Administration for
execution of the administration policy as
directed by Commander/Chief of Staff.
He is further responsible for following:(a)
Will be Officer Commanding
troops
Headquarters
Army
Strategic Force Command.
(b)
Deal
and
process
all
Quartermaster General matters
pertaining
to
Formations/Headquarters Army
Strategic
Force
Command
troops.
(c)
Processing of all movement of
mechanical transport within the
area
of
jurisdiction
of
Force Command.
(d)
Smooth
functioning
of
establishment and Causality
Return
section
under
establishment officer.
(e)
Proper
training
and
administration of all posted and
attached personnel including
Defence Company.
Deputy Assistant Adjutant and
Quartermaster
General
(Administration). He is responsible to
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(4)
(5)

General (Administration) for ensuring the
implementation of all administration
instructions and orders in respect of
Headquarters Army Strategic Force
Command troops/units.
Officer
Commanding
Defence
Company.
Officer
Commanding
Defence Company will be under
supervision of Officer Commanding
troops, Headquarters Army Strategic
Force Command and his functions are
as under:(a)
Administration,
health
and
discipline of the troops.
(b)
Security of buildings, armament,
equipment and other stores
placed under his charge.
(c)
Implementation
of
Security/
Standing Orders issued to
Defence Company.
Assistant
Adjutant
General.
Responsible to Colonel Administration
on following matters: (a)
Postings/promotions, transfers,
relief/discharge and resignation
of officers/junior commissioned
officers/soldiers.
(b)
Audit objections.
(c)
General policy for leave of all
ranks.
(d)
Move sanctions.
(e)
Officiating benefits.
(f)
Recruitment/enrolment.
(g)
Confidential reports of all ranks.
(h)
Pension/gratuity,
pay
and
allowances.
(i)
Band and messes.
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(j)
matters.
(k)
(l)
(6)
Organisational/manpower
Orders/instructions.
Discipline, court martial and court
of inquiry.
(m)
Battle causality, reinforcement
and burial.
(n)
Traffic control/coordination.
(o)
Honours and awards/gallantry
awards.
(p)
Welfare and amenities.
(q)
Establishment and employment.
General (Plans). Assistant Adjutant and
Quartermaster General (Plans) is
responsible to Colonel Administration
for:(a)
Work out overall logistic support
for
Army
Strategic
Force
Command operations and help
formulate logistic policy.
(b)
Maintain close liaison with
Force Command (General Staff
Branch) for operational move of
Army Strategic Force Command
formations/units.
(c)
Liaise
with
respective
Directorates
in
General
Headquarters concerning the
logistic
support
for
Army
Strategic
Force
Command
operations.
(d)
Render advice on all service
matters related to operational
planning.
(e)
Liaison/coordination between the
Army Strategic Force Command
Formations
and
concerned
Headquarters Logistics Area in
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(7)
(8)
order to ensure that logistic

support as planned is adequately
catered for and executed.
(f)
Prepare and issue logistics
instructions/orders/move order/
staff tables as required.
(g)
Maintain/custody of all TOP
SECRET files of Quartermaster
General Plans Branch.
Quartermaster
General
(Plans).
Deputy
Assistant
Adjutant
and
Quartermaster General (Plans) will be
under study to Assistant Adjutant and
Quartermaster General (Plans). He
maintain liaison with General Staff
Branch and subordinate formations
Quartermaster General branch for
operational move of Army Strategic
Force Command formations/units and
maintain
situation/logistic
support
required.
General (Garrison).
Assistant
Adjutant and Quartermaster General
(Garrison) will be under study to Colonel
Administration and will be responsible
for:(a)
Command and control over
station matters.
(b)
Development of garrison, as a
whole.
(c)
Dealing with encroachments on
military
land
in
area
of
responsibility.
(d)
Grant of No Objection Certificate
for
commercialization/regularization
of Military Estate Office property
from military point of view.
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(e)
(9)
d.
Coordinate security matters with

regard to garrison.
(f)
Coordination with local civil
administration on local matters.
(g)
Land acquisition through Station
Headquarters.
Quartermaster
General
Garrison
(Quartering). Deputy Assistant Adjutant
and Quartermaster General Garrison
(Quartering) is responsible for planning
and allotment of accommodation and
land matters in coordination with
General Plans.
Coordination Branch
(1)
Colonel Coordination.
He is the
senior Staff Officer of Coordination
Branch. He will remain under study to
Chief of Staff and perform following
duties:(a)
Coordinate staff work of his
branch for matters related to
Staff Duty and protocol.
(b)
Signing policy/decision letters on
behalf of Commander/Chief of
Staff as and when necessary.
(c)
Keep the Chief of Staff informed
about all matters pertaining to his
branch.
(2)
Duties). General Staff Officer Grade 1
(Staff Duties) is under study to Colonel
Coordination and is responsible for:(a)
Planning, obtaining approval,
coordination
and
issue
of
Commanders monthly and daily
commitments to all concerned.
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(b)
e.
Coordinate Commanders visits

including visits abroad.
(c)
Preparation of agenda points and
coordination of other details for
conferences
at
General
Headquarters/other
Corps
Headquarters/out station.
(d)
Act as secretary in conferences
chaired by Commander/Chief of
Staff and issue minutes of
conferences.
(e)
Administration of telephones.
(f)
Processing
of
Table
of
cases
including
raising,
resuscitation and disbandment.
(g)
Schedule/coordination of Biennial
Evaluation of Combat Efficiency
of formations/units.
(h)
Liaise
and
coordinate
arrangements for Commanders
visit
to
other
Corps
Headquarters/formations.
(i)
Coordinate
aviation
effort
required
for
Commanders/General
Officer
Commanding visits.
(3)
Duties). General Staff Officer Grade 2
(Staff Duties) is under study to General
Staff Officer Grade 1 (Staff Duty) and is
responsible for all matters related to
Staff Duty and protocol.
Project Branch
(1)
Director/Deputy Director Project. He
Ensure
standardization
of
equipment being installed in all
projects of Army Strategic Force
Command.
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(b)
(2)
(3)
Ensure
coordination/implementation
of
approved designs.
(c)
Ensure/coordinate availability of
requisite
resources
through
Finance Branch.
(d)
Coordinate handing/taking over
of
project
and
related
service/system on completion of
work.
(e)
Issue
Standing
Operating
Procedures/policies related to
projects/Nuclear Biological and
Chemical Protection.
(Projects North/South)
(a)
Remain under study to Director/
Deputy Director Projects.
(b)
Assist Director/Deputy Director
Projects
in
development/
maintenance of all projects.
(c)
Ensure that requirement of
machinery is expedited.
(d)
Coordinate
with
respective
Developing Agencies for early
execution of projects.
(e)
Organize related conferences for
ongoing projects.
General Staff Officer Grade 1 (Works).
He is adviser to Commander on civil
engineering matters. His duties are as
follows:(a)
Coordinate with Civil Works
Organisation for development of
administration camps.
(b)
Issue instructions for siting of
buildings through board of
officers by the under command
formations.
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(c)
f.
Issue instructions to Civil Works

Organisation for town planning,
digital and topographical survey.
(d)
Coordinate technical feasibility of
various projects related to
administration camps, which
require
technical
evaluation
through experts before start of
work.
(e)
Coordinate with Civil Works
Organisation and Consultancy
Directorate
for
preparation/vetting
of
designs/drawings forwarded by
Civil Works Organisation.
(f)
Issue of instructions/directions of
Commander to
various
formations
regarding management of
administration camp.
(4)
General Staff Officer Grade 2 (Works).
He is understudy to General Staff Officer
Grade 1 (Works) and acts as General
Staff Officer Grade I in his absence. He
coordinates
with
Civil
Works
Organisation
for
undertaking
of
development and maintenance works,
monitors/ensures implementation of
approved Civil Works Organisation
works in all administration camps and
reports deviation, if any. He also ensures
implementation
of
policies
of
Commander Army Strategic Force
Command on maintenance.
Logistics
(Electrical
&
Mechanical
Engineers) Branch
(1)
Deputy
Director
Electrical
and
Mechanical Engineers (DD EME)
(a)
Advice
Commander
Army
Strategic Force Command and
Staff on all matters related to his
branch.
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(b)
(2)
All matters related to Special

Weapons (SW) and Electrical
and
Mechanical
Engineers
support including formulation of
Electrical Mechanical Engineers
support plans.
(c)
Monitor
Electrical
and
Mechanical Engineers/Integrated
Engineers Support to Army
(d)
Evaluation of new proposals/
induction of vehicles/equipment
in
Army
Strategic
Force
Command.
(e)
Study modifications issued by
Electrical
and
Mechanical
Engineers Directorate and their
implementation in Army Strategic
Force Command.
(f)
Plan and coordinate induction of
civil resources to supplement
repair and recovery operations.
(g)
Apprise/advise Commander on
all the matters related to all
specialist vehicles/equipment.
(h)
Coordinate
with
Developing
Agencies for expert technical
advice
on
specialist
vehicles/equipment and related
matters.
(i)
Assist in preparation of General
Staff Requirements of specialist
vehicles/equipment.
Commander
Electrical
and
Mechanical Engineers (CEME).
He
works under Deputy Director Electrical
and Mechanical Engineers and ensures
following:(a)
Study technical cases concerning
Electrical
and
Mechanical
Engineers matters.
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(b)
(c)
(d)
(f)
(g)
Technical scrutiny of General

Staff Requirements prepared by
user
units/formations
in
consultation with Developing
Agencies.
Prepare an overall repair and
recovery plan for Army Strategic
Force Command and ensure
implementation
through
Commander
Electrical
and
Mechanical Engineers Strategic
Force
North/Strategic
Force
South
and
Commanding
Officer/Officer
Commanding
Electrical
and
Mechanical
Engineers units/ workshops.
Exercise technical control directly
over Electrical and Mechanical
Engineers units supporting the
independent Strategic Missile
Groups, Air Defence Brigades
and other units in Army Strategic
Force Command and indirectly
through respective Commanders
Electrical
and
Mechanical
Engineers over Electrical and
Mechanical Engineers units in
Strategic Force North/ Strategic
Force South.
Posting, transfer and attachment
of Electrical and Mechanical
Engineers personnel within Army
Strategic
Force
Command,
through
Electrical
and
Mechanical Engineers Centre
(Record Wing).
Liaison with Chief of Logistic
Staff Secretariat for the timely
provisioning of local purchase
fund to workshops for provision
of spares.
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(h)
(3)
(4)
Carry out annual technical

inspection of all auxiliary units.
Deputy Assistant Director Electrical
and
Mechanical
Engineers
(Mechanical/ Electrical) [DADEME
(Mech/Elec)].
Under study to
Commander Electrical and Mechanical
Engineers and is responsible for
planning of Annual Technical Inspection
program and ensure smooth conduct of
said inspection of vehicles/equipment of
Command troops units.
Weapons).
He will be under study to
Deputy
Director
Electrical
and
Mechanical
Engineers.
Duties
of
Weapons) are as follows:(a)
Study all technical cases related
to specialist vehicles/equipment
of Special Weapons and reply/
recommend further action.
(b)
Keep
close
liaison
with
Developing
Agencies
and
coordinate all the visits of
personnel related to specialist
vehicles/equipment.
(c)
Coordinate
and
carry
out
operational readiness inspection
of specialist vehicles/equipment
of all Strategic Missile Groups
and Command Troops.
(d)
Technical
coordination/monitoring test/trial
and development of specialist
vehicles/equipment.
(e)
Recommend
proposals
for
selection
of
specialist
vehicles/equipment
to
be
inducted in Army Strategic Force
Command.
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(f)
(5)
(6)
g.
Compilation
of
monthly
operational readiness status of
specialist
vehicles/equipment
report forwarded by Strategic
Missile
Groups/Regional
General Staff Officer Grade 2 Special
Weapons (Electrical). Under study to
General Staff Officer Grade 1 (SW), and
is required to coordinate activities for
issues related to development of all Solid
Fuel Based Strategic Weapon Systems.
General Staff Officer Grade 2 Special
Weapons (Mechanical). Under study to
General Staff Officer Grade 1 (SW), and
is responsible to coordinate activities for
issues related to development of all
Liquid Fuel Based Strategic Weapon
Systems.
Medical Branch
(1)
Deputy Director Medical Services
(DDMS).
He is the representative of
Surgeon
General/Director
General
Medical Services as well as Senior
Medical Officer at Headquarters Army
Strategic Force Command. Charter of
duties of Deputy Director Medical
Services involves:(a)
Prepare Medical Support Plan
and
distribute medical resources.
(b)
Coordinate deployment of field
medical
resources
during
operations.
(c)
Ensure sufficient storage of
medical
stores
as
per
requirements.
(d)
Keep record of available military/
civil medical resources and
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incorporate them in Formations
Medical Support Plan.
(e)
Nuclear Biological and Chemical
training programme for medical
officers and para medics.
(f)
Issue
instructions
regarding
preventive
measures
and
protection against diseases.
(2)
Deputy Assistant Director Medical
Services (DADMS).
He will assist
Deputy Director Medical Services in all
matters related to prevention of
diseases, health of troops and sanitary
conditions pertaining to formations/
units.
h.
Budget/Finance Branch
(1)
Director Budget
(a)
Advice
Commander
Army
Strategic Force Command and
staff on all issues related to
finance/budget of Army Strategic
Force
Command
projects/establishment funds.
(b)
Obtain annual budget/financial
requirements from all concerned
and finalize it in consultation with
all concerned.
(c)
Analyse the contract deeds being
processed by Procurement Cell,
from finance/budget point of
view.
(2)
Assistant
Director
Budget/Procurement
(a)
Advise Director Budget on all
issues related to finance/budget
of
Army
Strategic
Force
Command projects/ procurement
related issues.
(b)
Process approval for allocation,
release and re-appropriation of
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i.
funds from Commander Army

(c)
Analyze the contract deeds from
financial/budget point of view.
(d)
Coordinate
with
the
firms/suppliers
for
repair/replacement
of
faulty
equipment/machinery
within
warranty/guarantee period.
Strategic Command and Control Support
System (SCCSS) Branch
(1)
Director/Deputy Director Strategic
Command and Control Support
System. Director/Deputy Director will
act
as
Command,
Control,
Communication,
Computers
and
Intelligence interface with Centre of
Excellence
Net
Centric
Warfare
Technology (CENTECH) in establishing
System including direction, planning,
forecasting/and schedule of repair/
maintenance of Strategic Command and
Control Support System.
(2)
General Staff Officer Grade 1 (System

Administration).
Assist Director
System in Management Information
System matters. He manages and
supervises
activities
regarding
Management Information System in
Army Strategic Force Command,
provides technical advice to Director
System on Management Information
System and oversees the deployment of
office and Unit Management System
(UMS) in Army Strategic Force
Command. He is responsible for the
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(3)
(4)
training of individuals on Management

Information System applications.
General Staff Officer Grade 2 (System
Administration).
He assists General
Staff Officer Grade 1 in UMS
applications. He is responsible for
deployment of Unit Management System
applications, trouble shooting and
training of individuals. He acts as liaison
officer between Data Centre Strategic
Planning Division and end users on Unit
Management System application.
(Application). Assist Director SCCSS
regarding Command and Control,
Geographical Information System, Army
Network Management (ANM). He
provides technical advice to Director
System on Command and Control,
Geographical Information System and
Army Network Management. He is also
responsible for training of individuals on
Command
and
Control
and
Geographical
Information
System
applications and its trouble-shooting.
(5)

(Application).
Assist General Staff
Officer Grade 1 on Command and
Control applications. He is responsible
for its deployment, trouble-shooting and
training of individuals. He acts as liaison
officer between Data Centre Strategic
Planning Division and end user on
Geographical
Information
System/
electronic map application.
Annex L.
Organisation of Headquarters Army
Strategic Force Command
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Annex L
To Section 11
ORGANISATION OF HEADQUARTERS ARMY

STRATEGIC FORCE COMMAND
COMD
ADC
COS
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GS BR
COL GS
GSO 1
PLANS
ADM BR
COL ADM
AA&QM
G ADM
DAA&QMG
ADM
GSO 2
PLANS
GSO 1 OPS
OC
DEF
COY
COORD BR
COL
COORD
GSO 1
SD
GSO 2
SD
BUDGET/FIN
BRANCH
DD
BUDGET
AD
BUDGET/
PROC
PROJ BR
DD
PROJ
GSO 1
WORKS
GSO 2
WORKS
MTO
DDC4I
DD EME
CEME
GSO 1
(SYS ADM)
DADEME
(MECH)
GSO 2
(SYS ADM)
DADEME
(ELEC)
AAG
GSO-1 PROJ
NORTH/SOUTH
GSO 2 OPS
SCCSS BR
EME BR
GSO 1
APPLICATION
GSO 1 SW
DAAG
GSO 2 SW
(MECH)
GSO 1 TRG
GSO 2
APPLICATION
GIS/MIS
AA&QMG
PLANS
GSO 2 TRG
DAA&QMG
PLANS
GSO 2
SW
(ELEC)
GSO 1 INT
GSO 2 INT
AA&QMG
GAR
MED BR
DDMS
DAA&QMG
QTG
DADMS
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SECTION 12 - HEADQUARTERS ARMY AVIATION

COMMAND
1.
Headed by a General Officer Commanding, the Army
Aviation Command exercises control over aviation groups with
their affiliated units and Army Aviation School. The General
Officer Commanding Aviation is responsible to Chief of the
General Staff on all aviation matters. He is overall commander
of the total aviation effort in the Army. Outline organisation is at
Annex M.
Charter of Duties
2.
Duties of Headquarters Army Aviation Command.
The charter of duties of Headquarters Army Aviation
Command includes following:a.
Advise to Chief of the General Staff on all
matters pertaining to Aviation.
b.
Command Aviation formations/units/School and
Aviation Base Workshop/Aviation Ordnance
Depots placed under its control.
c.
Technical control of Corps Composite
Squadrons.
d.
Preparation and implementation of operational
plans based on the direction of Chief of the
General Staff/Military Operations Directorate.
e.
Formulation and evaluation of the concept of
employment of Aviation.
f.
Coordinate allotment of daily aviation effort
approved by General Headquarters and
supervise implementation.
g.
Training of the Aviation Corps including
following:(1)
Training of pilots including flying
standards and flying discipline.
(2)
Selection of officers for aviation/all arms
courses.
(3)
Training of Artillery and Electrical
Mechanical Engineers other ranks in
aviation oriented duties less the
technical
training
of
Electrical
Mechanical Engineers personnel.
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h.
i.
Implementation of flight safety policy.

Investigation and analysis of major aircraft
accidents.
j.
Inspections of under command formations/units.
k.
Coordinate provisioning of aircraft spares/
ammunition/stores.
l.
Supervision of aircraft field maintenance
including
quality
control
and
review
maintenance procedures.
m.
Evaluation and trials for new aircraft/equipment
as per the direction of the Chief of the General
Staff.
n.
Planning and supervision of construction and
maintenance of Army Aviation air fields/strips
and allied facilities.
3.
General Officer Commanding Army Aviation
Command. General Officer Commanding is an independent
Formation Commander under General Headquarters. His
responsibility is to exercise command and control over all
aviation elements placed under command and to provide an
advisory and coordinating Headquarter for operational
utilization of all Army Aviation aircraft in the country. His main
duties are given in Table of Organisation and Equipment
number
IV/71/1.
Some
additional
staff
functions/
responsibilities at General Headquarters are given below:a.
Command and control of all aviation outfits
placed on the order of battle.
b.
Act as advisor to Chief of the Army Staff on
aviation matters.
c.
Advise General Headquarters on all aviation
matters.
d.
Issue and coordinate the operational tasks of
Aviation formations.
e.
Command, staff planning, supervision and
coordination of all Army Aviation bases/units to
ensure uniformity of doctrine, training and
operational effectiveness.
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f.
Periodically review the organisation and

equipment concerning aviation units in
consultation with Director Aviation.
g.
Recommend technical standards for aviation
Junior Commissioned Officers/soldiers to
h.
Conduct training exercises, tests, trials and
modifications of Army Aviation and connected
equipment.
4.
Chief of Staff. He is the principal staff officer of the
General Officer Commanding Army Aviation. His duties are:a.
Obtain decisions from the General Officer
Commanding Army Aviation and give necessary
instructions to all concerned.
b.
Allot the detailed work of preparing plans,
orders, reports and other staff actions. Review
to ensure adequacy and integration of results
and approve or obtain approval of the General
Officer Commanding Army Aviation.
c.
Ensure that subordinate formation commanders
are alerted to the actions required by them.
d.
Formulate and announce policies for the
general operations of the staff within the
framework of the overall policies of the General
Officer Commanding Army Aviation.
e.
Direct, supervise and integrate the work of the
staff.
f.
Keep the General Officer Commanding Army
Aviation and staff informed of the latest
situation.
g.
Ensure that all instructions issued to the
formations are in accordance with the policies
and plans of the General Officer Commanding
Army Aviation.
h.
Ensure that orders and instructions of the
General Officer Commanding Army Aviation are
executed.
i.
Study the situation with a view to be prepared
for further contingencies.
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j.
Require from all staff officers to inform him of

any information or recommendations given
directly to the General Officer Commanding
Army Aviation and of any instructions they
receive directly from him.
k.
Obtain from the General Officer Commanding
Army Aviation information, recommendations
and instructions received from or given to higher
and subordinate commanders.
l.
Represent the General Officer Commanding
Army Aviation when so authorized by him.
5.
Colonel General Staff.
He will supervise the
functioning of operations, air movement, training and signals
branch. He will be responsible to Chief of Staff for overall
coordination of matters related to above mentioned branches.
He will also be responsible for following:a.
Supervise
preparation,
issue
and
implementation of policies and instructions as
directed
by
the
General
Officer
Commanding/Chief of Staff.
b.
Supervision/coordination of efforts in General
Staff Branch.
c.
Control all operational, air movement, training,
intelligence/security and signals matters.
d.
Supervise reception, issue and account for TOP
SECRET documents pertaining to General Staff
matters.
e.
Supervise all projects of Army Aviation.
6.
General Staff Officer Grade 1 (Operations). Assisted
by General Staff Officer Grade 2, he is responsible for
following:a.
Operations
(1)
Assist Colonel General Staff in execution
of
his duties.
(2)
Perform duties of Colonel General Staff
in
his absence.
(3)
Allotment of aircrafts/helicopters to
squadrons.
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(4)
(5)
(6)
(7)
(8)
(9)
(10)
b.
c.
Execution of policies as directed by the

General Officer Commanding Aviation
Command/Chief of Staff.
Control all operations and intelligence
matters.
Receive issue and account for TOP
SECRET/
SECRET
documents
pertaining to General Staff matters.
Issue operational orders, move orders
and instructions for all operational
moves.
Planning, allocation and monitoring
annual allotment of flying hours.
Coordination and liaison with formations/
units for all major operational events.
Coordination of mobilization/dispersal
schemes.
Planning and allocation of defence
(11)
stores.
(12) Process cases of waiver for completion
of
annual flying.
Staff Duties
(1)
Plan/coordinate
General
Officer
Commanding visits/inspections.
(2)
Organize General Officer Commanding
conferences.
(3)
Preparation of biennial fitness for war
inspection schedule of all under
command headquarters/units.
Intelligence
(1)
Issuing intelligence summaries, periodic
intelligence reports and supplementary
intelligence reports.
(2)
Liaison with civil authorities and press
correspondents.
(3)
Security.
(4)
Air photography and reconnaissance
reports.
(5)
Organisation of operations room.
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(6)
Preparation
of
monthly
security
intelligence report.
(7)
Arranging
security
clearance
of
individuals.
7.
General Staff Officer Grade 1 (Air Movement).
Assisted by General Staff Officer Grade 2, he is responsible for
following:a.
Coordination of air movement with General
Headquarters and under command formations.
b.
Receive details of missions from General
Headquarters, General Staff Branch (Army
Aviation Directorate).
c.
Issue detailed instructions for sorties/missions
to under command formations.
d.
Supervise aircraft moves, flight following
services and search and rescue missions.
e.
Maintenance of up-to-date mission record.
f.
Upkeep the record of hire charges bills.
g.
Maintenance of Notice to Airmen
(NOTAMs)/Pilot Orders record.
h.
Issue move sanction by road/service aircraft/air,
when authorized by the General Officer
Commanding Army Aviation.
i.
Monitor all Army Aviation flying in accordance
with Special Pakistan Army Order/Air Move
Policy and modify it on required basis.
j.
Deals with matter related to airspace
management.
k.
Deals with matters pertaining to airfield and Air
Traffic Control (ATCs) of Army Aviation.
l.
Prepare daily morning briefing related to
meteorology, Air Traffic Control and Air
Movement.
8.
General Staff Officer Grade 1 (Training). With
assistance of General Staff Officer Grade 2, he is responsible
to Colonel General Staff for following:a.
Preparation, issuance and implementation of
training policy and instructions.
b.
Forecasting of aviation/all arms courses, in
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country/ abroad for aviation officers.
c.
Preparation, issuance and implementation of
education training instructions/policy.
d.
Demanding/processing training aids from
e.
Allocation, maintenance and utilization of
Annual Training Grant.
f.
Planning
and
organisation
of
sports
competitions.
g.
Handling of classified/accountable documents.
9.
General Staff Officer Grade 1 (Signals). Assisted by
General Staff Officer Grade 2, he is responsible for following:a.
Prepare and coordinate Army Aviation
communication support plan.
b.
Supervise Signals Branch of Headquarters
Army Aviation Command.
c.
Advise command/staff on communication
matters.
d.
Supervise Army Aviation Wide Area Network.
e.
Evaluation/trials and field repairs of Signals
specific communication equipment.
f.
Technical control of Signals and Operator
Communication Unit manpower.
g.
Field Air Traffic Control/Call Signs/frequencies
allocation, formulation and periodic changes.
10.
Colonel (Flight Safety/Evaluation). He heads the
Flight Safety/Evaluation Branch and is responsible for
following:a.
Act as advisor to General Officer Commanding
on
all
matters
pertaining
to
flight
safety/evaluation.
b.
Formulate issue and implement Flight Safety
Policy and Instructions.
c.
Ensure that all instructions issued by Formation
Headquarters are in accordance with the policy
given
by
Headquarters
Army
Aviation
Command.
d.
Supervise
the
working
of
Flight
Safety/Evaluation Branches.
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11.
General Staff Officer Grade 1 (Flight Safety).
He will be responsible to Colonel (Flight Safety/Evaluation) for
coordination and execution of Flight Safety Policy/Instructions.
Assisted by General Staff Officer Grade 2, he is responsible for
following:a.
Order Court of Inquiry on aircraft accidents
when required.
b.
Arrange move of president and members of
investigation board to the site of accident in
coordination with General Staff Officer Grade 1
(Operations),
Assistant
Adjutant
and
Quartermaster General, Headquarters Army
Aviation Command and respective Groups.
c.
Analysis of aircraft occurrences and their
investigation for taking preventive measures.
d.
Preparation of General Officer Commanding
Remarks on Court of Inquiry and Aircraft
Occurrence Reports.
e.
Process the final settlement of all accidents/
occurrence cases.
f.
Process hazard reports.
g.
Flight safety publications.
h.
Monitor Flight Safety Programs of all under
command groups and assist them in evolving
effective flight safety control.
i.
Plan and organize Flight Safety Seminars.
j.
Plan and conduct Flight Safety Surveys of all
Groups/Squadrons.
k.
Ensure working out of the winners of Flight
Safety Trophies and arrange their award, in
coordination with Army Aviation School.
l.
Liaison with Pakistan Air Force, Pakistan Navy,
Civil Aviation Authority, Pakistan International
Airlines and other flying organisations for the
improvement of flight safety in Army Aviation.
m.
Ensure checking and smooth processing of
Army Aviation officers flying award rolls.
n.
Issue of Flight Safety Enhancement Program
(Biennial).
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o.
Issue regular Flight Safety cautionary messages

and Flight Safety Calendars.
p.
Ensure submission of proper reports and
returns.
q.
Assist under command groups/units in their
tasks.
12.
General Staff Officer Grade 1 (Evaluation). He is
responsible to discharge following responsibilities:a.
Execution and implementation of policies on
evaluation and procurement of equipment as
directed by the General Officer Commanding
Army Aviation/Chief of Staff.
b.
Arrange evaluation test/trials/demonstrations of
aircrafts and related equipment in coordination
with Group Headquarters.
c.
Plan future induction of aircraft and equipment
in Army Aviation and advise General
Headquarters in formulation of General Staff
Priority List.
d.
Apprise the General Officer Commanding Army
Aviation/Chief of Staff regarding progress of
ongoing projects on regular basis.
e.
Liaison and meetings with civil authorities/firms
related to evaluation/induction of equipment in
coordination with Aviation; Weapons and
Equipment
Directorate
at
General
Headquarters.
f.
Formulation
and
submission
of
recommendations regarding the induction/short
listing of equipment based on trial reports to
g.
Propose/process
cases
for
indigenous
development.
h.
Ensure that the post contractual formalities are
abided by the firms.
i.
Process all cases for security clearance related
to evaluation/trials of equipment.
j.
Highlight critical deficiencies which exist in
weapons and equipment required to be held in
Army Aviation.
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k.
Help in standardization of weapons and

equipment in Army Aviation.
l.
Formulate/amend General Staff Requirements
(GSRs) against any weapons and equipment
being inducted into Army Aviation in
coordination
with
under
command
groups/establishments.
m.
Formulate board of officers from under
command groups/establishments to negotiate
and
finalize
contractual
formalities
for
procurement of weapon and equipment in the
contracting agencies.
n.
Facilitate Army Aviation Directorate in
procurement of equipment.
o.
Arrange and coordinate visits related to
evaluation of weapons and equipment in
coordination
with
General
Headquarters
General
Staff
Branch
(Army
Aviation
Directorate).
p.
Prepare indents for various types of equipment
for inclusion in contract.
q.
Coordination with Army Aviation Directorate/
Inspectorate
of
Technical
Development
Directorate and Weapon and Equipment
Directorate for technical scrutiny of General
Staff Requirements, inspection of equipment
and approval of General Staff Requirements.
13.
Duties of Brigadier Fleet Management. He heads
the Fleet Management Branch. Assisted by a Director Fleet
Management and Assistant Directors Electrical and
Mechanical Engineers linked with equipments specific to
countries of origin, ensures management of complete aviation
fleet. He is also responsible for following:a.
Advise General Officer Commanding on
maintenance and Fleet Management aspects
pertaining to complete aviation fleet of Pakistan
Army Aviation.
b.
Smooth functioning of Fleet Management
Branch.
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14.
Assistant Adjutant and Quartermaster General.
Assisted by Deputy Assistant Quartermaster General and
Deputy Assistant Adjutant General, he is responsible for
following:a.
Issuance of policies on all Adjutant and
Quartermaster General matters.
b.
Coordination of work of administration staff and
services.
c.
Confidential matters regarding officers.
d.
Preparation
of
administration
orders/instructions.
e.
Act as Officer Commanding Headquarter
Company Army Aviation Command.
f.
Discipline Court martial, courts of inquiries.
g.
Ceremonials.
h.
Honours and awards.
i.
All personnel matters including civilians.
j.
Reinforcements.
k.
Medical.
15.
Assistant Director of Ordnance Services. He is
head of Ordnance Branch and is responsible for efficient
functioning of ordnance services in Army Aviation. He will
perform following tasks:a.
General Scope of Duties
(1)
He is representative of the Director
General Ordnance Services for all
technical matter and corresponds
directly with the Director General
Ordnance Services, ordnance depots
and units. He brings to the notice of
Director General Ordnance Services,
any failures in the chain of supply of
ordnance stores and recommends
remedial measures.
(2)
He acts as the liaison officer between
the units and ordnance installation. In
case the units are detached from the
parent formation and located in areas of
other formations, he arranges for the
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provision of ordnance cover to such
units through divisional staff.
b.
Duties as Adviser to the Formation
Commander. Act as adviser to the Formation
Commander and staff on all ordnance matters
connected with supply, storage and use of
ordnance stores and brings to their notice any
misuse or waste of ordnance stores in the
supply system. He will also ensure following:(1)
He will maintain close liaison with other
arms/service
representative
at
Formation Headquarters on all matters
of common interest particularly those
affecting ordnance services.
(2)
As technical adviser, assist the staff and
arms/services representative in matters
concerning ordnance services.
(3)
He is responsible for publication in
Formation Orders on all ordnance
matters, which he considers should be
brought to the notice of units.
(4)
He will visit units with a view to assist
them in ordnance matters and render
advice and guidance.
(5)
He will take steps to prevent hoarding
and extravagant use of ordnance stores
by the units and report such cases to
Formation Commander.
(6)
He
will
ensure
that
premature
condemnation is not resorted to and for
purpose of checking, he may attend
condemnation boards.
16.
Assistant Director Medical Services.
He is
responsible for following:a.
Maintenance of Medical Inspection Room at all
Group Headquarters.
b.
Unit hygiene and sanitary rounds.
c.
Barrack
treatment,
administration
and
discharge.
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d.
e.
f.
g.
Annex M.
Command.
Inoculation/vaccination
of
officers/junior
commissioned officers and soldiers.
Maintenance of first aid kit in all units and
headquarters.
Medical inspections.
Maintain/monitor medical record of all flying
crew.
Organisation of Headquarters Army Aviation
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Annex M
To Section 12
ORGANISATION OF HEADQUARTERS ARMY AVIATION
COMMAND
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SECTION 13 HEADQUARTERS LOGISTICS AREA

1.
Organisation. Annex N. There are six Logistics Areas
in all, which are:a.
Peshawar Logistics Area.
b.
Rawalpindi Logistics Area.
c.
Gujranwala Logistics Area.
d.
Multan Logistics Area.
e.
Quetta Logistics Area.
f.
Karachi Logistics Area.
2.
Main Functions. The main functions of Logistics Area
are:a.
Peacetime
(1)
Act as extension of Chief of Logistics
Staff in the field, both in peace and war,
and command all regional logistics
installations in area of responsibility as
specified.
(2)
Command, control, management and
training of under command units/
installations.
(3)
Render advice to Chief of Logistics Staff
on all matters related to fourth line
logistics support.
(4)
Planning, coordination and execution of
logistics support as per Logistics
Instructions.
(5)
Coordination and carry out intra-regional
shifting of stocks and assets as required
in consultation with Logistics Directorate/
Services Directorates.
(6)
Interact with Logistics Directorate for
operational
logistics
tasks/specified
tasks indicated by Chief of Logistics
Staff Secretariat, respective Services
Directorates for technical functions and
Chief of Logistics Staff Secretariat for
Administration and Quartering matters.
Logistics Directorate will remain the
sponsoring Directorate for all Logistics
Areas.
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(7)
(8)
(9)
(10)
(11)
(12)
(13)
(14)
Coordinate logistics support plans of all

formations operating/likely to operate in
area of responsibility through respective
Headquarters Corps Logistics/Formation
Headquarters.
Prepare and execute development plans
for all regional logistics installations in
area of responsibility in consultation with
Logistics Directorate/respective Services
Directorates and Chief of Logistics Staff
Secretariat.
Technical/Ammunition Technical Officers
inspection of under command units/
establishment
and
General
Headquarters
troops,
however,
inspection
report
of
General
Headquarters troops will be forwarded to
respective
Formations
Commander/Services Directorate for
endorsement.
Control and regulate peace time
issue/local purchase and repair of
equipment
of
under
command/dependent units/installations
within area of responsibility.
Plan,
coordinate,
develop
and
maintenance of railway sidings of
Logistics Installations.
Maintenance
of
up
to
date
data/inventories of all stocks held at
various depots/logistics installations
located in area of responsibility.
Will be responsible for conclusion of
local contracts to include fresh rations,
labour and Hired mechanical transport,
etcetera.
Ensure maintenance of General Service
Reserve/maintenance stocks of all
commodities within the region according
to Army Logistics Instructions and
Policies,
issued
by
Logistics
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Directorate/Services Directorates.
(15)
b.
Liaison with civil administration for

smooth functioning of logistics support,
where required.
(16) Ensure
proper
receipt,
storage,
maintenance,
accounting
and
distribution
of
stores
by
the
depots/workshops.
(17) Inspection, conditioning, repair and
disposal of equipment/stores through
under command establishments.
(18) Coordination
with
concerned
Headquarters Corps Logistics, Station
Headquarters
and
General
Headquarters for logistics support
functions.
(19) Carry out any additional task assigned
by
Chief
of
Logistics
Staff
Secretariat/Logistics Directorate from
time to time.
Wartime Tasks. Logistics Area will undertake
following tasks:(1)
Coordination and execution of fourth line
logistic support in the area of
responsibility
as
per
logistics
instructions.
(2)
Protection of own integral units/
installations
(including
Station
Headquarters and their under command
units which will come under command
respective Logistic Areas during war) in
coordination
with
respective
Headquarters National Guards Sector.
(3)
Command and control of Station
Headquarters and its affiliated units (less
detached elements placed under
Commander Corps Logistics).
(4)
Requisition of civil transport, workshops
facilities and labour contracts in the area
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3.
of responsibility for fourth line logistics

support.
(5)
Provision of fresh rations/labour at
Replenishment Points.
(6)
Logistics support to lodger formations
and troops ex Army Strategic Force
Command, Army Air Defence, Civil
Armed
Forces,
Frontier
Works
Organisation and National Logistics Cell
deployed in communication zone.
(7)
Create, locate, move/release and
replenishment of Central Mobile Reserve
stocks within area of responsibility on
instructions of Logistics Directorate.
(8)
Organize/establish
reinforcement
camps.
(9)
Organize/establish Prisoner of War and
refugee camps in coordination with/
assistance of civil administration/jail
authorities.
Duties. Broad duties of officers are given below:a.
Commander Logistics Area.
He is
responsible to the Chief of Logistics Staff. His
sphere and method of command and control is
as follows:(1)
Render advice to the Chief of Logistics
Staff on all matters related to fourth line
logistics support in area of responsibility.
(2)
Responsible for all units placed under
his operational control in war.
(3)
Responsible to the Chief of Logistics
Staff for preparation of his formation for
war at all times and undertake tasks as
assigned to him.
(4)
Apart from planning, coordination and
execution of logistics support as per
logistics instructions within area of
responsibility, he will coordinate logistics
support plans of all formations operating
in area of responsibility through
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b.
respective Commander Corps Logistics.

(5)
Maintain close liaison with Civil
Government to coordinate civil efforts to
support the operations and will be the
link with Civil Government within the
Logistics Area boundary.
(6)
Prepare and execute defence plans for
all regional logistics installations in the
(7)
Coordinate
with
concerned
Headquarters Corps Logistics, Station
Headquarters
and
General
Headquarters
for
logistic
support
functions.
Deputy Commander
(1)
He will keep himself informed of all
matters
concerning
Headquarters
Logistics Area and perform the duties of
Commander in his absence.
(2)
Issue executive orders to the staff in
furtherance of decisions of the
Commander Logistics Area and ensure
that his orders are implemented.
(3)
Keep the Commander informed of
the Headquarters Logistics Area and
Logistics Area units/installations.
(4)
Hold operational conference daily at
0800 hours and keep the Commander
informed about the situation.
(5)
Ensure coordination and implementation
of operational, intelligence and logistics
matters.
(6)
Maintain close liaison with Civil
Government.
(7)
Assist Commander in operational duties
and remain in picture about all
operations, intelligence, administration,
quartering and logistics matters.
(8)
Training and supervision of units placed
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under operational control of Logistics
Area during war.
c.

(1)
(Operations/ Plans). He is head of the
General Staff Branch and is responsible
to the Commander for all General Staff
matters. His duties are as under:(a)
Formulation of logistic support
plan
in
coordination
with
Logistics
Directorate,
Commander Corps Logistics and
issue operational instructions.
(b)
Coordinate protection of rear
areas,
vital
installations,
vulnerable points and execution
of denial plans within area of
responsibility.
(c)
Coordinate
road
space
management up to the strategic
assembly area and security of
Main Supply Route in the area of
responsibility.
(d)
Coordinate
organisation
of
reinforcement, Prisoner of War
and refugee camps.
(e)
Coordinate inter-region shifting of
stocks in consultation with
Services
Directorates
in
accordance with dispositions
specified in Logistics Instructions.
(f)
Coordinate logistic support plans
of all formations operating in area
of
responsibility
through
respective Commanders Corps
Logistics.
(g)
Coordinate logistic support to
lodger formations and troops ex
Army Strategic Force Command,
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(2)
Army Air Defence, Civil Armed

Forces,
Frontier
Works
Organisation
and
National
Logistics Cell deployed in
communications zone.
(h)
Coordination, creation, move/
release and replenishment of
stocks
within
area
of
responsibility.
(i)
Ensure suitable adjustments in
the logistic support plan keeping
in view the changing battle
environment.
(j)
Collection,
collation,
interpretation and dissemination
of intelligence.
(k)
Will be custodian of all TOP
SECRET
documents
of
Headquarters Logistics Area.
Other branches may consult the
same on required basis.
General Staff Officer Grade 2 (Plans/
Projects).
He helps General Staff
Officer Grade 1 (Operations/Plans) in
the discharge of his duties. In addition
he will perform following duties:(a)
Coordination of civil effort in
support of the logistics plan.
(b)
Maintenance and upkeep of
operations room, updating of all
information/data for operational
briefing.
(c)
Demand, receipt, storage and
issue of maps.
(d)
Undertake/supervise any project/
development work.
(e)
Control defence stores and
ammunition in coordination with
Services.
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(f)
(3)
Demand for air support/air

photograph if required.
(g)
Camouflage and concealment of
Headquarters.
(h)
Maintenance of officers location
chart.
(i)
Censor all in coming/outgoing
private mail.
(j)
Press correspondence.
(k)
Issue
of
operations/training
Petroleum, Oils and Lubricants;
coordinate operational move.
(l)
Handling of SECRET documents.
(Coordination).
He is understudy to
General
Staff
Officer
Grade
1
(Operations/ Plans) and accompanies
commander during his visits. His duties
are as under:(a)
Make
arrangements
for
Commanders conference and
agenda points. He will act as
Secretary
for
Commanders
conference and issue minutes of
conference.
(b)
Plan and monitor all protocol
arrangements during visits of
VIP/ VVIP and guests.
(c)
Maintenance of Order of Battle,
war diary and digest of service.
(d)
Remain present during reception/
send
off,
if
directed
by
Commander.
(e)
Compile and issue Commanders
Tour
Notes
and
monitor
progress.
(f)
Civil - military affairs.
(g)
Siting (in coordination with
General Staff Officer Grade 1),
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d.
security and functioning of

Commander's caravan.
(h)
Coordinate Commanders visit.
(i)
Training and control of Liaison
Officers.
(j)
Compilation
and
issue
of
intelligence
summary/situation
report.
(k)
Acts as the security officer of
Headquarters Logistics Area.
Adjutant General and Quartermaster General
Branch
(1)
Assistant Adjutant General and
Quartermaster
General.
He
is
responsible for efficient working of
Adjutant General and Quartermaster
General branch. His duties during war
are akin to peace time as given below:(a)
Responsible for the security and
administration of all officers/junior
commissioned officers/soldiers of
the Headquarters and their
families Ieft behind.
(b)
Receipt
and
dispatch
of
personnel/ equipment meant for
Headquarters Logistics Area and
Logistics Area Units.
(c)
Carryout liaison with the civil
administration as directed by the
Commander.
(d)
Undertake duties as assigned by
the Commander.
(e)
Matters related to canteens and
postal services.
(f)
All administrative moves.
(g)
Assist General Staff Officer
Grade 1 (Operations/Plans) in
operational planning.
(h)
President Mess Committee Field
Officers' Mess.
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(i)
(2)
Responsible for up keep of

Commanders
caravan
and
camp.
(j)
Local defence of Headquarters
and control of mechanical
transport.
(k)
Move of officers/soldiers.
(l)
Fuel, water supply, rations and
soldiers administration.
(m)
Assessment, requisitioning, claim
and hiring of accommodation for
Logistics Area Units.
(n)
Coordination, control and monitor
operational
as
well
as
administrative move by rail and
road; ensuring effective recovery,
traffic control and evacuation of
casualties.
(o)
Preparation of Refugee Plan.
(DAAG). He will be Officer Commanding
Rear and perform following duties:Act as Officer In Charge of all Rear
Headquarters of Logistics Area Units.
(a)
Recruitment,
burials,
reinforcements.
(b)
Establishment of Prisoners of
War and Reinforcement camps.
(c)
Dealing with provost, accidents,
etcetera.
(d)
Reports and returns of Adjutant
General
and
Quartermaster
General Branch.
(e)
Maintenance of accommodation,
roads, air fields and railway
sidings when directed.
(f)
Mobilize and organize raising of
units, etcetera.
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RESTRICTED
(g)
e.
Grants, claims, compensation

and taxes.
(h)
Death/casualties/injury reports.
(i)
Personnel matters, honour and
awards, promotion, pay and
allowances etcetera. Detailing of
guards
and
assistants
of
permanent nature.
(3)
Deputy
Assistant
Quartermaster
General (DAQMG). He is understudy to
the
Assistant
Adjutant
and
Quartermaster General (Administration).
He is responsible for:(a)
Accommodation, maintenance of
buildings, roads, airfields and
railway sidings.
(b)
Major/minor works and control of
Military Engineering Services and
conservancy budget.
(c)
Canteen and postal services.
(d)
Lands, cantonments and master
planning.
(e)
Barrack damages, rent and allied
charges.
(f)
Movement.
Supply and Transport Branch
(1)
Assistant
Director
Supply
and
Transport (ADS&T). He is adviser to
the Commander on all Supply and
Transport matters. He is responsible
for:(a)
Technical advice to Commander
Logistics Area on Supply and
Transport
matters
for
provisioning of Supply and
Transport support to dependent
formations/units and Pakistan Air
Force, Navy and Civil Armed
Forces troops in the area.
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RESTRICTED
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
Control and use of hired

mechanical
transport/Civil
General Transport companies'
vehicles for lifting of troops and
transportation
of
stores
within/outside
geographical
boundary of Logistics Areas.
Control and use of third line
transport (Army Service Corps
transport) if provided and advise
staff on its judicious employment.
Arranging/requisitioning of civil
transport and war raising of
Logistics Area, Army Service
Corps units in coordination with
respective Station Headquarters/
Formations.
Conclusion of contracts for
perishables; hired mechanical
transport and hired labour for
depots located within area of
responsibility.
Monitor Ievel of clothing store
stocks of under command depots
with regards to implementation of
logistics instructions and carry
out inter depot transfer with
information to Supply and
Transport Directorate, if required.
Army Service Corps installations/
elements moving forward.
Liaison with other/host Logistics
Areas for timely provision of
supply.
Provide Supply and Transport
support to troops operating in
area of responsibility of Logistics
Area.
Carry out Local Purchase of
supplies if not available ex
central sources.
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RESTRICTED
(k)
f.
Coordinate
with
General
Headquarters for provision of
rations and Petroleum, Oils and
Lubricants up to base depots.
(l)
Dumping
of
rations
and
Petroleum, Oils and Lubricants
from base depots to forward
depots as per flow programme
issued by General Headquarters.
(2)
Deputy Assistant Director (Supply
and Transport) [DAD (S&T)]. He is
under study to the ADS&T and assists
him in performance of his duties. His
broad duties are as under:(a)
Technical advisor to Army
Service
Corps
installations/elements Ieft behind
in the area.
(b)
Work as stock officer.
(c)
Security officer of Supply and
Transport Branch.
(d)
Custodian of all classified
documents.
(e)
Daily submission of stock
balance report to General
Headquarters
Supply
and
Transport Directorate (ST-6B &
ST-2).
Medical Branch
(1)
Assistant Director Medical Services
(ADMS). He is adviser to the
Commander on all medical matters. He
is responsible for:(a)
Technical
advice
to
the
Commander Logistics Area on all
medical matters and all questions
pertaining to health of troops
(b)
Coordination with Commander
Corps Logistics on all health
matters
and
casualties
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RESTRICTED
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
(k)
(l)
(m)
evacuation by road/ rail/air and

provision of medical cover as and
when required.
Liaison with Deputy Director
Medical Services Corps Logistics
and civil health authorities for any
possible assistance required.
Acquisition of extra beds in
consultation with Deputy Director
Medical Services Corps Logistics
in civil hospitals allocated for
Armed Forces.
Coordination with Army Medical
Corps outfits.
Updating medical support data
charts in operations room.
Maintenance, handling and safe
custody of classified documents.
Maintaining health state of troops
and scrutinize all medical returns/
documents.
Coordination/liaison
for
availability of civil medical
resources/facilities in area of
responsibility for augmenting
Armys resources.
Maintaining location state of
medical units and intimate
changes, if any to Logistics and
Medical Directorate.
Ensuring the desired sanitary
conditions in the units and
installations.
Ensuring adoption of preventive
measures including inoculation/
vaccination to check the spread
of diseases.
Arranging periodical medical
inspection
of
the
units,
installations and personnel.
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(n)
g.
Arranging and supervising the

training of the medical units and
installations.
(o)
Invalidation and categorization of
all ranks.
(p)
Issue of medical instructions and
ensuring their implementation.
Ordnance Branch
(1)
(ADOS).
He is adviser to the
Commander on all ordnance matters in
the Logistics Area. He is responsible
for:(a)
Technical
advice
to
the
Commander on all ordnance
matters.
(b)
Preparation and execution of
Ordnance support plan as per
logistic instructions of General
Headquarters.
(c)
Effective supply of ordnance
stores
to
dependent
units/formations.
(d)
Making recommendations on
captured
enemy
ordnance
stores.
(e)
Ensuring that statistics and
historical data is collected and
collated.
(f)
Close liaison with Ordnance
Services Directorate on all
ordnance matters.
(g)
Close liaison with Ordnance
Branch of Headquarters Corps
Logistics to coordinate provision
of ordnance support to the
formations/units.
(h)
Ensuring proper utilization of
Ordnance
units/installations
placed under command Logistics
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(2)
Area. Correspond directly with

Director
General
Ordnance
Services and with other ordnance
staff in the formations on
technical matters.
(i)
Placement of stocks as per
logistic instructions.
(j)
Inter corridor shifting/transfer of
stocks of controlled stores and
ammunition.
Transfer
of
controlled stores and ammunition
stocks will be carried out by
Ordnance
Directorate
in
consultation
with
Logistics
Directorate;
however,
uncontrolled stores may be
transferred
by
concerned
Logistics
Area
within
regional/Logistics
Area
installations.
(k)
Exercise financial power for local
purchase of stores in accordance
with regulations.
Deputy Assistant Director Ordnance
Services (DADOS). He is understudy to
and assists him in the discharge of his
duties. His duties include:(a)
Assist in operational planning of
all ordnance matters.
(b)
Act as Ordnance Liaison Officer
with other formations and
ordnance units.
(c)
Liaise
with
base/forward
ordnance depot/ordnance units
for speedy supply of ordnance
stores.
(d)
Assist
Assistant
Director
Ordnance Services to keep
ordnance logistics support plan
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RESTRICTED
h.
of the formation up to date as per

logistic instructions at all times.
(3)
Ammunition Technical Officer (ATO).
His duties are:(a)
Act as adviser on ammunition
technical matters and assist
Services in ordnance logistics
planning and in calculation of
ammunition
of
dependent
formations/units.
(b)
Carryout
inspection
of
ammunition,
explosives
and
ordnance stores on charge of
units in the field and advice on
storage/care.
(c)
Inspect
ammunition
and
explosives on charge of Civil
Armed Forces units and other
civil departments on request.
(d)
Carryout
minor
repair
of
ammunition during inspection as
authorized.
(e)
Destroy ammunition, which is
unsafe for back loading.
(f)
Inspection and disposal of
captured ammunition/ordnance
stores. Maintain data inventory
on area of responsibility basis.
(g)
Advise/scrutinize
the
unit
demands for correctness.
(h)
Assist
Assistant
Director
Ordnance Services in local
purchase of ordnance stores.
(i)
Maintain a list of authorization for
the issue of stores contained in
various
special
instructions,
which affect the units.
Electrical and Mechanical Engineers Branch
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1.294
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(1)
Assistant Director Electrical and

Mechanical Engineers (ADEME). He is
adviser to the Commander on all
Electrical and Mechanical Engineers
matters. His duties are:(a)
Plan and execute all field/base
repairs of vehicles/equipment
within
the
Logistics
Area
boundary.
(b)
Ensure quality control on repair
of vehicles/equipment.
(c)
Exercise technical control over
Electrical
and
Mechanical
Engineers
resources/elements
placed under command Logistics
Area.
(d)
Lay down the repair and recovery
policy in consultation with
(Operations/ Plans) to ensure its
proper execution.
(e)
Technical control over all Unit
Repair Organisations of Logistics
Area.
In
exceptional
circumstances he will pool up
their
repair
and
recovery
resources to provide efficient
repair/recovery cover to Logistics
Area units.
(f)
Provide technical assistance to
all under command units on the
execution of maintenance of
vehicles/equipment.
(g)
Implement Logistics Area repair
and recovery plan.
(h)
Carry out Annual Technical
Inspection (ATI) of all Logistics
Area units/General Headquarters
lodger units/installations.
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(i)
(j)
(2)
Requisitioning and employment

of civil repair and recovery
resources.
Plan and provide all technical
facilities including facsimile, Data
Processing Cell and projectors to
Headquarters
staff.
Handling/safe custody of all TOP
SECRET documents pertaining
to his branch.
Deputy Assistant Director Electrical

and Mechanical Engineers (DADEME).
When posted, he acts as the understudy
to the Assistant Director Electrical and
Mechanical Engineers and helps him in
the discharge of his duties. His duties
include:(a)
Assist
Assistant
Director
Electrical
and
Mechanical
Engineers in the execution of
repair/recovery plan for Logistics
Area units and effect repairs of
vehicles/equipment.
(b)
Keeps up-to-date record of all
repairs/recovery being carried
out during the operations.
(c)
Make sure that all reports and
returns are sent to the concerned
headquarters in time.
(d)
Coordinate the repair/recovery
required by the units.
(e)
Maintain up-to-date record of
recovery vehicles within the area
of responsibility.
(f)
Up-date the map indicating the
recovery/repair
resources
available for Assistant Director
Electrical
and
Mechanical
Engineers and incorporate any
changes therein. He will also
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(g)
(h)
(i)
(j)
mark the location of Logistics

Area Electrical and Mechanical
Engineers units on map and any
changes therein after any type of
operational move.
Handle all SECRET letters/
correspondence.
Responsible for efficiency of the
staff of Electrical and Mechanical
Engineers Branch.
Look after the administration of
staff of the branch.
Assist
Assistant
Director
Electrical
and
Mechanical
Engineers in Annual Technical
inspections of under command
units.
Annex N. Organisation of Headquarters Logistics Area.
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Annex N
To Section 13
ORGANISATION OF HEADQUARTERS LOGISTICS

AREA
COMD (MAJ GEN)

DY COMD
(BRIG)
A&Q
BRANCH
GS
BRANCH
GSO 2
(SD/COORD)
SVCs
AQ (LT COL)
DAAG
FS
Sec
DAQMG
MP
Det
S&T BRANCH
DD S&T/AD
S&T
DADS&T
(CONTRACT)
DADS&T
(TPT)
GSO-1 (Ops/Plans)
GSO-2 (Plans/Proj)
ADM
Pl
SIG
Pl
MED
BRANCH
ADMS
MT
Pl
ORD
BRANCH
ADOS
DADOS
ATO
RESTRICTED
LOs during
emergency Ex
respective CC
Log/
PAF/PN/Where
applicable)
EME BRANCH
DD/ADEME
DADEME
2. 200
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CONTENTS
MANAGEMENT
Section
Page
14.
General Rules of Written` Staff Work
2.201
15.
2.213
16.
2.262
17.
Office Management
2.264
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2. 201
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MANAGEMENT
SECTION 14 - GENERAL RULES OF WRITTEN STAFF
WORK
General
1.
All officers must be able to express themselves clearly
and correctly on paper. Clear and unambiguous language is
the basis of all writing. While style and presentation may be
varied to suit the writers personality and purpose, the contents
of written work must at all times be accurate, clear, concise
and logical. In military writing this is achieved by adopting a
direct and simple style.
2.
Rules and layouts for different forms of military writing
have been set out in this Chapter. The given layouts
incorporate simplicity and good form and must be treated as
aids in the clear presentation of facts and discussion.
3.
The main forms of military writing are:a.
Military Paper. A military paper is an original
composition, complete in itself, and may contain
personal views.
b.
Prcis.
A prcis is restricted to being a
summary of a document.
c.
Synopsis.
Synopsis is an abbreviated
summary of a research article, thesis, review,
conference proceeding or any in-depth analysis
of a particular subject or discipline, and is often
used to help the reader quickly ascertain the
paper's purpose.
d.
Brief. A brief is a note from the staff officer to a
superior which explains the essentials of a case
and, whenever possible, suggests a certain
course of action. Noting on a file is also one
type of a brief.
e.
Executive Summary
(1)
An executive summary is a report,
proposal, or portfolio, etcetera in
miniature. It contains enough information
for the readers to become acquainted
with the full document without reading it.
Usually, it contains a statement of the
problem, some background information,
a description of any alternate, and the
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major conclusions.
The executive summary is usually no
longer than 10% of the original
document. It can be anywhere from 1-10
pages long, depending on the report's
length. Executive summaries are written
literally for an executive who most likely
DOES NOT have the time to read the
original document.
(3)
Executive
summaries
make
a
recommendation and have to be clear
and concise.
Military Correspondence. The main types of
letters are:(1)
Routine Official.
(2)
Demi-Official.
(3)
Letters to Civilians.
(4)
Formal Official.
(5)
Internal Office Note.
Minutes of a Conference.
Minutes of a
conference are a record of the important
relevant points and decisions reached during
the conference.
Minute Sheet. It is a staff practice which is
used to formally process a case and seek
approval.
Note for Consideration. It primarily aims at
seeking decision or advice from Vice Chief of
Army Staff/ Chief of Army Staff by a Principal
Staff Officer/ Director General that may or may
not involve the opinion/input of other Principal
Staff Officers/ Director Generals.
Talking Points. These are the points that a
commander may take up with an informally
visiting senior officer.
Tour Notes. Tour notes are the policy
guidelines/ orders of the commanders on
various matters after a formal official visit.
Return to Work.
Staff Officers will be
frequently required to prepare brief for
commanders on return from duty/leave. This
brief is called Return to Work (RTW).
(2)
f.
g.
h.
i.
j.
k.
l.
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m.
Reports and Returns. Reports and returns

take a variety of forms depending on their
purpose.
n.
Appreciations. An appreciation is an orderly
sequence of reasoning leading logically to the
best solution of a problem.
o.
Orders and Instructions. Orders and
instructions convey to sub-ordinates the mission
of a commander and how he intends to carry it
out.
p.
Message Writing. Signal messages are the
military equivalent of sending telegrams.
4.
In this Chapter only the first thirteen forms (a to m) are
covered, but the principles set forth apply to all written staff
work.
Characteristics of Written Work
5.
The essential elements of all written staff work are:a.
Unity. Adherence to a single main item in any
one paper is essential.
b.
Accuracy. It must be free from factual,
grammatical, punctuation and spelling errors.
Careless sequence and choice of words must
be avoided. Exaggeration, overemphasis and
implied statements are all inaccuracies.
c.
Clarity. Not only must each individual word and
phrase have a clear and unambiguous meaning,
but the sense of the whole must be easy to
understand at the first reading.
d.
Coherence. The subject matter must be so
arranged that it develops logically.
e.
Brevity. The reader must be informed in the
shortest possible way without sacrificing clarity,
accuracy or style. All irrelevant material must be
excluded.
f.
Completeness. The staff officer must
endeavour to make each paper that he
produces as complete in itself as possible.
When putting up a case to the commander he
must complete all actions and details so that the
commander has merely to indicate his approval
or disapproval.
The Writing of Good English
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6.
As long as English remains our official language, all
officers must learn to write it well. A few important points are
given in the succeeding paragraphs.
7.
Paragraphs. A paragraph consists of one or more
sentences - usually more - all bearing on the same aspect of
the subject. A common mistake is to compose a paper of a
number of short paragraphs, each containing only one or two
sentences, as this makes the paper jerky. A properly
constructed paragraph should deal with only one topic. Each
sentence in the paragraph should be relevant to the topic and
should lead on logically from the preceding sentence.
8.
Sentences. A written sentence is usually shorter than
the spoken one, particularly in military writing; though
occasionally, a longer one will add rhythm and grace.
Important rules of sentence construction are:a.
Sentences should be reasonably short.
b.
Too many and should be avoided and
substituted by the full stop, provided it does not
lead to a jerky style.
c.
Sentences should be so arranged that each
leads naturally and logically to the next. It is
unnecessary to tie each sentence to its
neighbour by connecting links such as since,
because, therefore or consequently. If the
order of sentences is right, the reader will
himself see the connection of ideas.
d.
A sentence must have a verb.
e.
Direct construction should be used without too
many dependent or relative clauses.
f.
The writing of a sentence should not be started
until the writer can hear the end and it sounds
well when read aloud.
9.
The Choice of Words
a.
Simple and familiar words are preferable to
obscure ones. Slang and colloquialism should
be avoided. Transitive verbs should be used
whenever possible, and in the active rather than
the passive voice.
b.
Metaphors and rhetorical questions are best
avoided in military writing. Too many adjectives
tend to weaken rather than reinforce the nouns
to which they are attached. Such words as
essential, vital and unique must be used
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only in their true meaning.
The use of the third person can lead to clumsy
and ill-sounding constructions like it is
considered that............ and it is thought
that............ The way to avoid them is to start
with a subject, producing phrases like The
suggestion
is
that...........
or
The
recommendations are..........
d.
The Forms of the Imperative. Some of the
forms of the imperative which are used to
convey orders and instructions are as follows:(1)
Is to and Are to. The words is to
or are to are used to convey a direct
order.
(2)
To (Infinitive). The infinitive form of the
verb is used to express an aim or
intention.
(3)
Should. Should is used in directives
or
instructions
to
express
the
requirement, leaving a measure of
discretion to the local commander.
e.
Specific Meanings. Some of the words which
have specific meanings in the Armed Forces are
as under:(1)
Intend. Intend is used to signify an
intention which will be carried out unless
countermanded by higher authority.
(2)
Propose. Propose is used, particularly
in signal messages, to suggest a
proposed course of action which will not
be carried out unless approved by higher
authority.
(3)
Request. When used by a senior to a
junior, request is a polite method of
conveying an order, otherwise its
meaning accords with common English
usage.
(4)
Will. Will is used only to convey
information or express the future tense.
10.
Punctuation. As few punctuations should be used as
will do the work. However, if a sentence reads badly when the
stops are removed, it should be rewritten. Punctuations are not
designed to alter meaning, but merely to put it beyond doubt.
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c.
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11.
Clichs and Platitudes. Clichs and platitudes are
the refuge of the lazy mind. They irritate the reader, lengthen
the paper and add nothing to its content.
Security Classification
12.
The security classification is always written in block
capitals. Documents may be classified under the following
security categories:Category
Abbreviation
a.
TOP SECRET
TOPSEC
b.
SECRET
SECRET
c.
CONFIDENTIAL
CONFD
d.
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RESTD
e.
UNCLASSIFIED
UNCLASS
13.
The pamphlet Classification and Treatment of
Protected Documents, Pakistan 1967 gives full details of the
rules on this subject. The main factors which should decide the
security classification of the document are the value of the
contents and the number of people who have access to the
document. Security grading may have to be reduced if the
number of people handling the document becomes too large to
maintain the desired degree of security; e.g. if certain
information has to be passed to every soldier in the Army, it
will be false security to grade the information TOP SECRET.
Drafts of classified communications will be given the same
treatment as the finalized material. A few examples of matters
which should be placed in each of the five classifications are:a.
TOP SECRET.
Very important documents
concerning aspects of policy which must not be
known outside a very limited circle of highly
placed officials; e.g. information which, if known
to a potential enemy, would jeopardize the
security of Pakistan; information about
intelligence services which would imperil secret
agents; critical information of all important
munitions of war; important particulars of
cryptography and cryptographic analysis,
etcetera.
b.
SECRET. Particulars of operations impending
or in progress; e.g. order of battle information;
vital military information on important defences;
enemy information, the knowledge of which
must be concealed from the enemy, etcetera.
c.
CONFIDENTIAL. Routine operational and
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d.
e.
intelligence reports; e.g. radio frequencies and

call signs; tactical lessons; confidential,
personal and disciplinary matters, etcetera.
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All
operational
military
information for which the above three
classifications are too high.
UNCLASSIFIED. Matters having no security
value.
Conventions
14.
General. In military writing, the standard layouts are
used to aid the clear presentation of facts and discussion. A
number of other rules and conventions are used to avoid
ambiguity and misunderstanding. Adherence to conventions
helps the writer, typist and the reader in the following manner:a.
The Writer. Knowing the rules, the writer
automatically conforms to the standard layout
and does not have to invent his own.
b.
The Typist. The typist does not have to adapt
drafts to make them suitable for typing.
c.
The Reader. The reader receives a document
which conforms to a familiar pattern and is
unambiguous, thus making it easy to read and
understand.
15.
Certain additional conventions are used in operational
writing and apply to appreciations, orders, instructions and
signal messages. These additional conventions are explained
in the appropriate chapters.
16.
This section contains the basic conventions of all forms
of military writing. These conventions apply only to manuscript
and typewritten documents and not to printed work. The printer
commands a wide variety of styles and sizes of type and can
also vary the spacing of the words and letters to make the right
hand margin vertically aligned. It would, therefore, be
unreasonable to restrict the printers scope by imposing
conventions designed for the more limited medium of typing.
17.
Date and Time
a.
Dates are written in the form 18 Aug 12, the
month being abbreviated to its first three letters
and the year to its last two figures. The year
need not be repeated after its first mention in a
document, unless it is relevant to do so. When
writing dates, single figures are not preceded by
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(1)
(2)
18.
Correct Way of Writing. 4 August 12.

Incorrect Way of Writing. 04 August
12.
Note: Single figure dates are to be
preceded by zero only in case of
date time groups as explained in
sub-paragraph d below.
b.
A night is described by both dates over which it
extends; e.g. ni 18/19 Aug, ni 31 Aug/1 Sep.
c.
Time is described by reference to the 24 hour
clock, followed by hrs; e.g.:(1)
0001 hrs 19 Aug - one minute past
midnight, night 18/19 August.
(2)
0500 hrs 18 Aug- five oclock in the
morning of 18 August.
(3)
2400 hrs 18 Aug - midnight 18/19
August.
d.
Date/time groups are used in messages and
some standardized operational documents.
These groups consist of six figures; first two
indicating the day of the month and the last four
indicating the time; e.g.:(1)
1230 hours 10 April would read 101230
Apr.
(2)
0900 hours 2 May would read 020900
May.
e.
Except in the space provided on a standard
message form, where a date/time group is used,
it should be followed by the month to avoid its
being confused with a grid reference.
f.
Zone suffix may be added only when the
message is being sent from one time zone to
another; e.g. 141530 E, Feb 12.
Capital Letters
a.
Capitals are used for main headings, security
classifications,
precedence,
certain
abbreviations, code words, nicknames, net
identification signs, and address groups. They
are also used in accordance with every day
English practice in such common abbreviations
as NE, SW, etcetera. For use in message
writing refer to Section 19, Paragraph 1,
Chapter II, Volume - I.
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b.
19.
Capitals are used for the initial letters of

important words in headings and for the initial
letter of each appointment; e.g. 2 Div as
opposed to two inf divs; and my Division
Commander, as opposed to some division
commanders.
c.
In other aspects the use of capitals is governed
by the rules of grammar. Capitals may be used
for any word requiring special emphasis or
when there is a danger of unfamiliar names
causing confusion.
Abbreviations
a.
Abbreviations should not be used in general
staff training publications, letters to civilians and
to other Services Headquarters, formal official
letters and demi-official letters. Standard
abbreviations should be used in:(1)
Routine official letters.
(2)
Signals.
(3)
Staff tables.
(4)
Briefs.
(5)
(6)
Minute Sheet.
(7)
Tour Notes.
(8)
Talking Points.
(9)
Note for Consideration.
(10) Executive Summary.
(11) Synopsis.
(12) Return to Work.
(13) Minutes.
(14) Appreciations.
(15) Orders, instructions, etcetera.
(16) Diagrams,
charts
and
sketches
(attached with any of the above).
b.
If an unauthorised abbreviation has to be used,
it must be explained, unless it is in common use
in every day writing or in the branch of service
to which both the originator and the recipient
belong, and will not be misunderstood.
c.
Punctuations are not used in or after
abbreviations except where required by rules of
grammar.
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d.
For other rules and conventions concerning

abbreviations
refer
to
Volume
III
Abbreviations, Chapter I.
20.
Numerals. Where numbers may be confused with
adjacent numbers which denote dimensions, the first number
should be spelt; e.g. thirty 2-1/2 ton trucks; or separated by
another symbol; e.g. 30 x 2-1/2 ton trucks.
21.
Description of Formations, Units and Detachments
a.
Titles of specific formations and units are written
in their abbreviated form. The number
designations, written in figures, precede the
description of the formation or unit; e.g. 2 Army,
1 Corps, 3 Div, 4 Armd Bde, 5 FF etcetera.
b.
Number of units signifying quantum of effort is
written in words; e.g. two med btys are placed
under comd 7 Div.
c.
A formation or unit from which a portion is
excluded is described as:9 Div less two bns
2 Fd Regt minus
3 S&T Bn less det
d.
The excluded portion may be described in the
following ways:(1)
When the unit or subunit is not
specified:Two bns ex 9 Div
Bty ex 2 Fd Regt
Det ex 3 S&T Bn
(2)
When the unit or subunit is specified, ex
is not used; e.g.:A Sqn 15 L
D Coy 6 Punjab
(3)
Where doubt may exist as to the parent
unit or formation it is better to use ex.
22.
Description of Locations and Areas
a.
To avoid confusion in the designation of place
names when there are various editions of a map
relating to the same area, following details of
the map in use are shown at the top of a
document in which place names and references
are mentioned:-
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(1)
b.
c.
Country or geographic area and/or map

series number.
(2)
Edition.
(3)
Scale.
(4)
Sheet, name or number.
Examples:- Lahore and Surrounding Country,
1985, 1 inch to 1 mile, Sheet 79 E/4. Lahore
and Surrounding Country, 1985, 1:50,000,
Sheets 17 E/1, 5 and 7.
In case maps of different scales are being
referred to, smaller scale maps are listed before
the maps of larger scale.
Names of Places and Features. These are
spelt exactly as on the maps in use, except that
the names of rivers are preceded by the word
River (written in full). The addition of a grid
reference is necessary. The grid reference of a
place should be of its location and not where the
name appears on the map. For a river the grid
reference should be of the square in which its
name appears. Six figures grid reference must
not be used when four figures are sufficient. In
certain areas for which mapping material does
not allow the use of coordinates, latitude and
longitude designations are used instead.
Locations and Points on the Ground
(1)
These are described either by grid
coordinates or by giving the distance
and direction from a simple reference
point; e.g. X rds 1,000 metres SW of
Maqsoodpur.
(2)
Grid coordinates are used when a
location or point is mentioned for the first
time and follow the designation of the
location or point. Thereafter, coordinates
are given only when such repetition
ensures greater clarity; e.g. ring contour
5615 (that is in square 5615). While
giving grid coordinates of locations
which are indicated in figures, the grid
coordinates are written in brackets to
avoid confusion; e.g. Pt 4321 (1444);
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d.
e.
this is as opposed to a name of location

in words; e.g. Maqsoodpur 8576.
Roads, Tracks and Railways. These are
described by the names of places located on
them. Care must be taken to name enough
places so that the right road can be identified.
The word road, track or railway must
precede, not follow the place names; e.g. Rd
Islamabad Murree, not Islamabad
Murree Rd. Names of highways should be
written as appearing on maps; e.g. Grand
Trunk Rd; Zhob Valley Rd. In this case the
word Rd follows the name.
When movement is involved, a route is
designated by the sequence of points on the
route named, in the direction of the movement.
When no movement is involved the sequence of
points named is from left to right or rear to front,
assuming that the person designating the route,
area or position is facing the enemy. Cardinal
points may be added if required. An area is
normally described by taking the northern most
point first and giving the remaining points in a
clockwise order.
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SECTION 15 - LAYOUT OF WRITTEN STAFF WORK

Introduction
1.
As far as possible standard layouts should be used for
written staff work to convey information and instructions clearly
and concisely. The rules which follow apply to all hand written
and typed documents. In printing it is not always possible to
abide by all these rules and deviations may have to be made
to facilitate printing. Tasmia will be written on top of the first
page above the page number.
Basic Rules
2.
Page Number. The page number is written in the
centre at the top of the page. Pages are numbered
consecutively to include all annexes and appendices to a
document. In case of a single sheet only, the page is not
numbered. All top secret/secret/confidential documents must
have page number in form of (page number out of the total
pages) 1 of 3, 2 of 3, 3 of 3; all annexes and appendices
should also be numbered in the same manner. These
documents should also have initials on each page including
annexes and appendices.
3.
Security Classification. For all classified categories
the security classification is written at the top centre and
bottom centre of every page and the reverse side of the last
page (top centre and bottom centre).
4.
Disposal Instructions. Disposal instructions, if any,
such as Destroy after reading, Destroy within 48 hours of
receipt etcetera, are written in brackets under the security
classification on top of the first page of a document.
5.
Precedence. Precedence is normally not given except
in messages. However, when necessary, the precedence is
written near the top right hand corner of the document above
the copy number. It may be abbreviated, is written in capital
letters and should be underlined. It need not be initialled.
6.
Copy Numbers. Copy numbers are given to facilitate
accounting. Rules concerning copy numbers are as under:a.
The following are always given copy numbers:(1)
All TOP SECRET papers.
(2)
Operation orders.
(3)
Operation and planning instructions.
(4)
Administrative orders.
(5)
Appreciations.
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b.
Other documents may be given copy numbers

at the originators discretion.
c.
The copy number is written near the top right
hand corner of the document below precedence
(if used) but above the originators block or entry
of annex or appendix. It is not underlined.
Annexes and appendices may, if necessary,
bear different copy numbers from the parent
document. However, this should be clarified in
the distribution list.
7.
Originator. Details related to the originator are written
just below the copy number (if used). These details include the
designation of the headquarters from which the document is
initiated, place, telephone number, file reference number, and
date of issue. The date is filled in by the person signing the
letter, the month and the year having been typed when the
letter is put up to him. In documents where date is not included
in the originators block, it is written below the signatures; e.g.
in military papers (if signed), briefs etcetera.
8.
Addressees
a.
Addressees are written below the originators
block, starting at the left hand margin in the
following order:(1)
Action addressees.
(2)
Information addressees.
(3)
Internal distribution.
b.
Addressees are listed in the order of their
seniority in accordance with the rules at Annex
A. Where a distribution list is lengthy, it should
be attached just after the main document but
before the annexes. Reference is made to it on
the last page of the main document, in the
bottom left hand corner after listing the annexes.
Standard distribution lists may be used to avoid
long distribution lists and for security.
c.
All correspondence (less signal messages) are
addressed to formation headquarters and the
formation
commander
concerned
takes
appropriate action on all such letters. In the
case of units the letters are addressed to the
unit and not to unit headquarters as unit
headquarters are not a separate entity.
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9.
Titles. Title may be used in documents such as military
papers, briefs, reports, appreciations, orders, instructions
etcetera. It is written in capital letters in the centre of the typed
area, is underlined and is not followed by a full stop. In a two
line title, if one is necessarily shorter than the other, the
second line is shorter and placed centrally under the first.
Essential details pertaining to the title may be placed just
below it; e.g. the period covered by a report. Titles may also be
used for illustrations, tables, attachments etcetera.
10.
Subject Headings. Subject headings are used in
correspondence, briefs and other documents where a title is
not used. This is a short statement of the subject dealt with in
the document. It is written on a line by itself beginning at the
left-hand margin, is underlined and is not followed by a full
stop. Only the first letters of each important word in subject
headings are in capitals, e.g.:Subj: Layout of Written Staff Work
11.
References. References are listed below the title or
subject heading, beginning at the left-hand margin. The
heading used may be Refs or Maps as appropriate. In a
routine letter this may be written as a sentence without a
heading; e.g.:Your ltr no 125/G/SD dated 5 Apr 12 ref.
12.
Headings
a.
Main Headings. Main headings are used for
the division of contents in a document into main
parts. A main heading covers all contents until
the next main heading. Main headings are not
used in a short document (of two or three
pages) where group headings could suffice.
Main headings are in block capitals in the centre
of the typed/written area and are underlined.
They are neither numbered nor followed by full
stops.
b.
Group Headings. A group heading is used to
introduce one or more paragraphs dealing with
the same general subject. It is written on a line
by itself beginning at the left hand margin. It
covers all subsequent paragraphs before the
next group heading. It is not numbered and is
not followed by a full stop. The first letter of
each important word is in capitals, and the
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heading is underlined. The heading Basic
Rules above is a group heading.
c.
Paragraph Headings. Paragraph headings are
used whenever they make a document clearer.
A paragraph heading covers only its own
paragraph and any subparagraphs contained in
it. The first letter of each important word is in
capital, and the heading is underlined. A
paragraph heading is followed by a full stop only
if the text begins on the same line. A paragraph
heading cannot be created simply by
underlining the first few words of the text. The
heading to this Paragraph is an example.
d.
Sub-Paragraph Headings. Sub-paragraph
headings and those of any further sub-divisions
follow the same rules as for paragraph
headings. The heading to this sub-paragraph is
an example.
13.
Numbering of Paragraphs
a.
Paragraphs forming the text in service writing
are numbered consecutively in Arabic numerals.
In certain letters to the public, such as letters of
condolence etcetera, the writer should be
guided by good taste in deciding whether or not
to number paragraphs.
b.
Division of a paragraph into sub-paragraphs and
sub-sub-paragraphs may be resorted to for
clarity and ease of assimilation. Method of
numbering and indenting paragraphs and subparagraphs etcetera are given at Annex B.
14.
Acknowledgement. Acknowledgement should not be
asked for from the addressee unless it is essential. If it is, it will
be written at the bottom of the document on the left side on a
line preceding the signatures.
15.
Signatures
a.
Where required, documents are signed in the
bottom right hand corner just below the end of
the body of the main document. Except in the
case of demi-official letters and briefs, the
identity of the signatory, i.e. his rank and
appointment or appointment on whose behalf
the document is signed, are shown in the
signature block. The rank and the appointment
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b.
c.
d.
e.
f.
are written below the signature, followed by the

name of the officer signing the letter, placed in
brackets, below the appointment.
Documents addressed to a higher or equal
headquarters are signed by the commander or
for him. Recommendations, important requests
or opinions should always be signed by the
commander himself.
Documents to subordinate formations and units
are signed by the senior staff officer but only
after approval by the commander. Serious
reprimands should be signed by the
commander. Junior staff officers must not sign
letters refusing a request.
Routine correspondence addressed to lower
formations or units should be prepared for
signature by the senior staff officer but may be
signed for him by his assistants handling the
subject.
Letter signed by an officer while the commander
or senior Staff Officer is away on duty (AOD),
the officer signing should write his name.
Examples of signing of correspondence are
given below:(1)
When signed by the commander:Maj Gen
Comd
(Khalid Rabbani)
(2)
When a staff officer has to sign a
communication of an urgent nature
which, under normal circumstances, the
commander should have signed himself
but cannot do so because of other
commitments or absence:Col
Col Staff
(Azhar Abbasi)
Draft approved by the Comd
(3)
When a senior staff officer signs on
behalf of the commander, the rank of the
signing officer, the words for Comd and
the name of the signing officer, in
brackets, will be typed as follows:RESTRICTED
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Maj
For Comd
(Muhammad Asghar)
(4)
(5)
When a junior staff officer signs on

behalf of a senior staff officer, minor staff
duties are the same as given at
Paragraph 15f(3) above; e.g.
Maj
For Col Staff
(Liaqat Mehmood)
When a letter is simultaneously
addressed to higher or equivalent
formations and units as well as own
under command formations and units,
double signatures are prepared. The
staff officer concerned signs on the
appropriate signature block and strikes
out the block which is not applicable;
e.g.
(a)
Letter
Going
to
Formations/Units Not Under
Command
Col
Col Staff
(Asim Malik)
(b)
g.
h.
Sd/-xxx Col
For Comd
(Asim Malik)
Same Letter Going to Under

Command Units
Sd/-xxx Col
Col
Col Staff
For Comd
(Asim Malik)
(Asim Malik)
Correspondence used within a headquarters
such as briefs, although signed, need not have
the name written beneath the rank. In such
cases only rank and date are written below the
signature; e.g.
Col
10 Feb 12
Letter Signed by an Officer While the
Commander or Senior Staff Officer is Away
on Duty (AOD)
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2. 219
RESTRICTED
Sd/- xxx
Lt Col
CO
(Rehan Naeem)
(AOD)
Signed by Maj Azhar
(Name of offr to be typed)
i.
Letter Signed in Case of Acting

Commander/Staff
Maj
A/BM
(Ishaq Khattak)
j.
k.
l.
The computer generated letter must have

document
identification, authorizing officer,
mentioned in the document footer ; e.g.:Docu ID: 17W5V approved by GSO 1 Lt Col Ali
Haider on 6 Feb 2010.
Note: Computer generated documents do not
require
signature.
Use of Unit Seal/Stamp.
Unit seal/stamp will
be used on following letters/documents:(1)
All top secret/secret documents.
(2)
All accountable documents.
(3)
All letters to civil departments.
(4)
All
envelopes
containing
military
letters/correspondence.
Use of Ink
(1)
By General Headquarters Officers
Within
and
Outside
General
Headquarters
(a)
Chief of Army Staff
Green
(b)
Vice Chief of
- Moss
Army Staff
Green
(c)
Deputy Chief of
Pink
Army
Staff
Rosa
(d)
Principal Staff Officers
Turquoise
(e)
Director Generals
- Black
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2. 220
RESTRICTED
and Equivalent Officers
Directors
Royal
Blue
(g)
All Others
Blue
Black
(2)
By Formation Officers Within and
Outside Formations
(a)
Lieutenant Generals Green
(b)
Major Generals
Green
(c)
Brigadiers
Black
(d)
Colonels/
- Royal
Blue
Lieutenant Colonels
(e)
All Others
- Blue
Black
16.
Attachments. Details which would make the body of
the parent document unnecessarily lengthy and cumbersome
are often better placed in an attachment to the main document.
Such an attachment is called an annex. Annex by itself may
have a further attachment called an appendix. All such
attachments are governed by the following conventions:a.
Annexes should be referred to in the text of the
parent document. Appendices should be
referred to in the text of the parent annex.
b.
A brief summary of the attachment may be
included in the parent document.
c.
Annexes, other than maps, sketches etcetera,
are given letters of the alphabet, in capitals,
starting
from
A.
These
are
lettered
consecutively in the order in which they appear
in the text.
d.
Maps, overlays, sketches, diagrams etcetera,
when placed as annexes are lettered
consecutively starting from P.
e.
Appendices are numbered serially in Arabic
numerals in order in which they appear in the
text of the parent annex.
f.
Annexes and appendices should have their own
subject headings.
(f)
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2. 221
RESTRICTED
g.
h.
Annexes should be listed at the end of the

parent document. Appendices should be listed
at the end of the parent annex. All attachments
should be identified by their subject headings.
All attachments will bear identifying reference to
the main document written at the top right hand
corner, between the security classification or
page number and the subject heading; e.g.:12
SECRET
Anx
B
To 1 Div Itr no 21/31/G
dated 20 Aug 09
ALMT OF MINES
or,
14
SECRET
Appx 3
To Anx B of 1 Div ltr no 21/31/G
dated 20 Aug 09
TYPES OF MINES
i.
Attachments will be given copy numbers in
accordance with Paragraph 6 of this Section.
However, attachments may bear different copy
numbers from the parent document, depending
on their scale of distribution. This will be
reflected in the distribution list.
17.
Special Rules. Examples of layout of the various forms
of written staff work are given at Annexes C to AA.
18.
Military Papers. Military papers vary in scope from the
formal presentation of a complex problem to a simple
examination of events in order to recommend future action.
They usually have a framework covering:a.
The Introduction. The introduction contains the
background and an explanation of the scope of
the paper and should be brief. It may give only a
general idea of the subject.
b.
The Aim. The aim must be stated with absolute
clarity and may be part of Introduction.
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2. 222
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c.
19.
The Body of the Paper or Discussion. The

body of the paper or discussion includes facts,
analysis and conclusions. It also contains all the
information, ideas, factors, arguments and
deductions relevant to the subject, presented in
a logical order.
d.
Recommendations. A recommendation, if one
is called for, may be part of the conclusion, if it
is short. Otherwise it will be given a separate
heading.
e.
Conclusion. This should not introduce any
new matter, but should summarize the facts,
arguments and deductions contained in the rest
of the paper.
f.
An example of a military paper is given at Annex
C.
Prcis and Summaries
a.
A prcis is an accurate and balanced summary
of information extracted from one or more
documents. The major difference between a
brief and a prcis is that whereas a brief is
primarily prepared to give the recipient a clear
picture of the problem under consideration so
that he can understand it easily and quickly and
if need be take appropriate decisions; a prcis is
written only to condense the information of a
long and complicated document or documents
for information, clarification and easy reference.
The term prcis is also used to describe a
summary of a file or synopsis of a lecture.
b.
A prcis is written for one or more of the
following reasons:(1)
To give a reader a clear picture of the
substance of paper in a short time.
(2)
To make available, for easy reference,
the essential facts contained in complex
papers.
(3)
To clarify arguments that may be
obscure or involved in the original.
c.
Only facts and statements strictly relevant to the
subject must be included. The words and
phrases used must not be ambiguous. Facts
must be marshalled in logical order so that the
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2. 223
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d.
reader is provided with a mental link which will

enable him to pass easily from one fact to
another. There is no need to use the same
words as in the original, but the authors
meaning must be correctly reflected; neither
distorted nor coloured by writers own opinions.
Indirect speech is normally used. A prcis
should be about one-third to one-fifth of the
length of the original.
Following points may be kept in mind for the
preparation of a prcis:(1)
Consider first for whom the prcis is
being written and why it is wanted. A
clear idea will thereby be obtained of the
points to look for in the original.
(2)
Read through the original and note
everything that appears important and
relevant. Underline these points if it is
permissible to mark the paper.
(3)
Write down salient points and, if
necessary, rearrange them in logical
order and group them together.
(4)
Select a heading which will give the
reader the subject of the prcis at a
glance. Do not refer to the heading in the
narrative.
(5)
Write the prcis in your own words, but
the wording of the original may be
retained if necessary to maintain the
tone and force of the original paper. Use
numbered paragraphs. Headings may
be used if they help to clarify the subject
matter.
(6)
Check, amend, and revise the prcis
until
it
meets
the
following
requirements:(a)
As few words as possible have
been used.
(b)
The writing is unambiguous and
it conveys exactly what is
intended.
(c)
The subject matter is in logical
order.
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2. 224
RESTRICTED
(d)
20.
All essential points have been

included and the original has
been sufficiently reduced in
length.
e.
A prcis of a file is a summary of the contents of
the file. The reasons for preparing a summary of
file are the same as those for the writing of any
other prcis. The following method is
recommended:(1)
Items
should
be
arranged
in
chronological order with the relevant
dates in the left-hand margin.
(2)
References to original enclosures
should be entered in the right-hand
margin or in brackets in the text of the
summary. Enclosures referred to
should be flagged.
f.
A prcis of a lecture is a synopsis or summary
of the lecture. A lecture prcis may be written in
telegraphic language. It is designed as an aidememoire for future reference and may also
contain detailed data which listeners are not be
expected to remember.
g.
Layout. There is no standard layout for a
prcis. However, it must conform to normal
rules and conventions of Military writing. The
subject heading normally takes the form:
PRECIS OF A (paper, article etcetera) ON
(subject) BY (author of the original) FROM
(source) DATED (date of origin).
Agenda and Minutes of a Meeting/Conference
a.
Agenda. Whenever possible, an agenda is
issued before a meeting so that those attending
can collect the necessary information and sort
out their ideas. The items must be arranged in a
logical order. Where no specific paper is under
discussion, a short statement of the problem
may be necessary under each item heading and
it may be desirable to frame specific questions
to be resolved by the meeting. When no formal
agenda can be issued due to shortage of time,
the participants should be informed about the
subject verbally.
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2. 225
RESTRICTED
b.
Minutes
(1)
The minutes of a meeting provide a
written record of decisions made, the
action required and by whom. Where
necessary, only the essence of
important discussion may be recorded
so that a reader, who was not present at
the meeting, can understand the
rationale of decisions taken. However,
the proceedings are not recorded
verbatim. Decisions must be stated
clearly and concisely and place the
responsibility firmly on those who are to
take action.
(2)
Secretarial notes taken during a meeting
should be transcribed whilst the meeting
is fresh in the mind. The draft minutes
are normally approved by the chairman
and then issued to those present at the
meeting, departments represented and
others concerned.
(3)
Layout. An example of the layout is
shown at Annex D. The following
conventions are observed:(a)
Title. There should always be a
title, even if it is only a serial
number of a particular meeting.
The title always includes the date
and place of the meeting.
(b)
Attendance
i.
Minutes
should
be
headed by a list of those
present, in order of
seniority of rank, or if the
same rank, by seniority of
appointment.
The
chairmans name appears
first and the secretarys
last. Names should be
included at levels above
division headquarters. At
lower levels appointments
are listed.
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2. 226
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ii.
Decorations are not
shown.
(c)
Aim. The aim of the meeting
should be the first paragraph on
the text.
(d)
Order. Items should be recorded
in the order shown on the
agenda and with the same
number.
(e)
Headings. Each item must have
a heading.
(f)
Speakers. Where necessary,
speakers should be identified by
their appointments.
(g)
Decisions. Proceedings should
not
be
reported
verbatim.
However, the decisions must be
recorded accurately and the
responsibility for taking action
must be clearly indicated. The
Action by column on the right
hand side of the page must be
filled in.
(h)
If applicable, it is made clear in
the final paragraph that the
minutes are to be taken as
orders for executive action by all
concerned.
(i)
Signature. Minutes are normally
signed by the secretary after
approval by the chairman, but
may be circulated unsigned
under a covering letter.
21.
Briefs. These have no standard format but the
conventions of written staff work should be followed as far as
practicable. They vary from a handwritten note to a formal
paper referring to longer papers or files. They should be
addressed to the officer for whom they are intended, should be
clear and concise, should finish with a positive statement of the
action recommended and should be linked with the relevant
files or documents, which are flagged. The flags are lettered A,
B, C, etcetera. Sidelines may be used on the actual document
and may be numbered 1, 2, 3, etcetera. Flags should be put at
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2. 227
RESTRICTED
the top of the page and sidelines on the right side of the page.
While preparing a brief a staff officer may include his own
opinion. Similarly individual opinions may be given if they are
very strong or dissident. Layout of a brief, in the form of office
notes on a file, is shown at Annex E. Layout of a brief for
putting up a case is shown at Annex F.
22.
Minute Sheet
a.
It is a staff practice which is used to formally
process a case and seek principle approval of
the competent authority.
b.
It follows normal conventions of minor Staff
Duties and includes Paper Under Consideration
(PUC), attachments (annexes/appendices), and
sidelines etcetera. Layout of a minute sheet is
shown at Annex G.
23.
Note for Consideration
a.
Note for Consideration is a form of inter
departmental correspondence and is suitable for
higher
Headquarters,
Command/Army
Headquarters.
b.
It primarily aims at seeking decision or advice
from Chief of Army Staff/Vice Chief of Army
Staff by a Principal Staff Officer/Director
General that may or may not involve the
opinion/input of other Principal Staff Officers /
Director Generals.
c.
Based on the principles of mutual respect and
staff courtesy, presumably, the minutes were
renamed as Notes for Consideration in the
d.
It follows normal conventions of minor Staff
Duties and includes paper under consideration
(PUC), flags, sidelines etcetera. Layout of a
Note for Consideration is shown at Annex H.
24.
Talking Points. These are the points that a
commander may take up with an informally visiting senior
officer; e.g. Garrison Commander, Centre Commandant,
Colonel of the Regiment, etcetera, in order to seek a formal
response subsequently. Layout of Talking Points is shown at
Annex I.
25.
Tour
Notes.
Tour
notes
are
the
policy
guidelines/orders of the commanders on various matters which
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2. 228
RESTRICTED
are to be noted by the staff and implemented in the
formation/establishment after a formal official visit. Layout of
Tour Notes is shown at Annex J.
26.
Return to Work.
Staff Officers will be frequently
required to prepare brief for commanders on return from
duty/leave. This brief is called Return to Work (RTW). It
requires careful and rational selection of events for apprising
commander and seeking his decisions on any pending issues
in much shorter form. Commanders time is valuable, so the
staff officer will frequently be required to prepare briefs of all
types. It is the staff officers responsibility to reproduce
accurately and completely the purpose, scope of thought, and
conclusions to facilitate the commanders getting back into the
routine loop within minimum possible time. Following points
need special attention in formulating a brief of this nature:a.
The basis for an accurate brief is sound
comprehension of information available vis-a-vis
the requirement. All essential events and
developments be prioritized and dead wood be
recognized and rejected.
b.
One of the most difficult tasks in writing this type
of a brief is deciding upon the length of paper.
The staff officers, in the process of summarizing
the material, must apply a combination of
instinct and common sense based on such
variables as:(1)
The amount of information.
(2)
The purpose of the brief and the
circumstances under which it is to be
used.
(3)
The individual requirements/peculiarities
of the commander and his familiarity with
the subject.
c.
For all such briefs, liberal use of group and
paragraph headings should be made; sentences
should be kept as short and as crisp as
possible. Normally each paragraph should deal
with only one aspect.
d.
The salient of events/activities should be written
in staff officers own words as this simplifies the
condensation of the material. However, great
care must be taken to ensure that the meanings
remain the same. Every statement must be
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2. 229
RESTRICTED
based on a fact or statement that occurs in the
original document. Personal opinions or
comments not occurring in the original must not
be inserted except in the paragraph reserved for
recommendations, if required. Layout of Return
to Work is shown at Annex K.
Layout of Correspondence
27.
Letters written by members of the Armed Forces in the
course of their duties are given the generic title military
correspondence. In common with all military writing, military
letters conform to a standard layout which is illustrated at
Annexes L to O. The type of letter used will depend upon its
purpose and the rank or status of the addressee.
28.
Departmental
Correspondence.
Official
correspondence originated in the Ministry of Defence is
governed by the rules set out in Ministry of Defence Office
Instructions, and may not conform in all respects with the
conventions described in this Publication.
29.
Standard Layout
a.
Basic Parts of a Letter. A letter has three basic
parts; a head, a body and a close. The body of
the letter is the text, set out in paragraphs. The
head and the close contain elements which
appear above and below the text respectively.
Every letter does not require the inclusion of all
three elements but, when included, each must
appear in its correct relative position.
b.
Use of the First or Third Person
(1)
Military correspondence is normally
written in the third person. Exceptions to
this rule are:(a)
Formal official letters.
(b)
Demi-official letters.
(c)
Letters in which the personal
views of the commander are
expressed; e.g. letters containing
laudatory or admonitory remarks.
Such letters must be signed by
the commander personally.
(2)
When the first person is used in the
opening and closing paragraphs, it is
permissible to revert to the third person
in intervening paragraphs.
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2. 230
RESTRICTED
c.
d.
Manuscript Letters. Letters written in

manuscript follow the standard layout.
Use of Headed Paper. Official paper may bear
printed letterheads which do not conform to the
standard layout designed for typescript. When
paper with printed letterheads is used, the
subsequent typescript should follow the
standard layout as far as possible.
30.
Variations from Standard Layout

a.
Address. Postal addresses need not be shown
on letters where the designation of the recipient
is sufficient to ensure that the envelope can be
correctly delivered.
b.
Multiple Addressees. When there are
numerous action addressees, they may be
appended below the subscription or on a
separate sheet, and the term See distribution
list inserted in place of the first action
addressee. If standard distribution lists are
maintained the words List A etcetera are
inserted in place of the first action addressee.
c.
Letters to Civilians. The standard form of
layout may be used in writing to individual
members of the public or to public authorities. It
is normal to add a salutation and ending, and
depending upon the subject of the letter, to
embody
any
references
to
previous
correspondence or documents in the text. The
style of the letter must be appropriate both to
the subject and to the recipient. These should
not contain military phraseology. An example is
given at Annex L.
31.
Service Letters. There are four types of service
letters:a.
Routine official letters.
b.
Formal official letters.
c.
Demi-official letters.
d.
32.
Routine Official Letters. Routine official letters are the
normal form of a correspondence within and between the
Armed Forces. A routine letter may therefore be written by:RESTRICTED
2. 231
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a.
33.
34.
A formation or unit to any other formation or

unit.
b.
A formation or unit to a service department.
c.
A service department to a formation or unit.
d.
One service department to another.
e.
An individual member of the Armed forces on a
personal subject.
Note:- An example of a routine official letter is given at
Annex M.
Formal Official Letters
a.
The use of the formal letter is confined to
matters of ceremony and certain formal
submissions. Formal letters are addressed only
to seniors or equals and are signed by the
originator.
b.
Occasions on which a formal letter might
properly be used are:(1)
In acknowledging a directive.
(2)
In reply to a laudatory or admonitory
letter.
(3)
When making a submission of an
exceptional nature or forwarding a nonroutine report to higher authority.
(4)
In arranging ceremonial matters with
higher authority.
c.
The main text of official letters should be
preceded with Assalam-o-Alaikum, written in
either Urdu or English in manuscript.
d.
An example of the formal official letter is given
at Annex N.
Demi-Official Letters
a.
Demi-official letters permit an informal and more
personal approach to the addressee on matters
within the competence of the writer. They
should be restricted to one subject and filed in
the normal way. The full identity of the originator
is shown at the head of the letter, but in all other
respects the layout conforms to the standard
layout.
b.
The salutation Dear . and ending
Yours. are normally inserted in manuscript
by the originator.
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2. 232
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(1)
While addressing a letter to a

Lieutenant/
Major
General,
My
Dear/Dear General will be written.
(2)
While addressing a letter to a Brigadier,
My Dear/Dear Brigadier will be written.
(3)
While addressing a letter to a Colonel/
Lieutenant Colonel, My Dear/Dear
Colonel will be written.
(4)
While addressing a letter to a Rear
Admiral/Vice Admiral, My Dear/Dear
Admiral will be written.
(5)
While addressing a letter to an Air Vice
Marshal/Air Marshal, My Dear/Dear Air
Marshal will be written.
(6)
While writing the ending, Yours
sincerely/faithfully be written and
various other expressions which are not
used in military culture may be avoided.
c.
The main text of all such letters should be
preceded with Assalam-o-Alaikum written in
either Urdu or English in manuscript.
d.
An example of a demi-official letter is given at
Annex O.
35.
Internal Office Note. A printed internal office note form
is used for correspondence on minor matters between all
levels, and internally within departments, headquarters and
units. It is designed to save time and is normally written in
manuscript. Abbreviations may be used throughout. An
example of the Internal Office Note is shown at Annex AA.
36.
Use of Symbols for Military Qualifications, Gallantry
Awards
and
Qualifications.
Symbols
for
military
qualifications, gallantry awards and decorations will be used in
correspondence as under:a.
Military Qualifications Symbols. These will
only be used in posting orders, casualty
returns/CORO Part II orders, Army lists and
gazette notifications.
b.
Gallantry
Award/Decoration
Symbols.
These will be used with the names of holders of
decorations/awards
in
all
official
correspondence (including the text) except in
the following cases:RESTRICTED
2. 233
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(1)
By originators of demi-official letters/

invitations.
(2)
With the name below the signature on a
routine official letter.
37.
Typing. Rules for the guidance of typists are given at
Annex BB.
38.
Drafts. For drafts, prepared before finalization of a
communication, see Paragraph 15 of Annex BB.
Annexes
A.
Sequence of Listing Addressees.
B.
Numbering of Paragraphs.
C.
Layout of a Military Paper.
D.
Minutes of a Conference.
E.
Brief in the Form of Office Notes on a File.
F.
Layout of Brief of a Case.
G.
Minute Sheet.
H.
Specimen Note for Consideration (NFC).
I.
Talking Points.
J.
Tour Notes.
K.
Return To Work.
L.
Layout of a Letter to a Civilian.
M.
Layout of a Routine Official Letter.
N.
Layout of a Formal Official Letter.
O.
Layout of a Demi-Official Letter.
AA.
Layout of an Internal Office Note.
BB.
Rules for Typists.
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2. 234
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Annex A
To Section 15
SEQUENCE OF LISTING ADDRESSEES
1.
The following factors determine the order in which units
are listed:a.
Category of addressee.
b.
Relationship with originator.
c.
Status of command.
d.
Size of addressee.
e.
Arm or service.
2.
Cat of Addressee. When appropriate (e.g. in
correspondence, orders, instructions and messages), the order
of listing addressees is:a.
Action addressees.
b.
Information addressees.
c.
Internal Distribution.
3.
Relationship with Originator. The sequence of listing
is:a.
Own subordinate formations.
b.
Formations cooperating.
c.
Own fighting units.
d.
Fighting units cooperating.
e.
Own subordinate supporting arms.
f.
Supporting arms cooperating.
g.
Own services.
h.
Services cooperating.
i.
Flanking and other formations needing copies.
j.
Superior Headquarters.
k.
Own staff.
4.
Status of Command. The sequence of listing is:a.
Remaining under command.
b.
Under command.
c.
In Direct Support and under command for move.
d.
In support and under command for move.
e.
Under command for move.
f.
Reverting to command.
g.
In Direct Support.
h.
In support.
i.
Reinforcing artillery.
j.
Detached to c o m m a n d .
5.
Size of Addressee. Larger formations are listed
before smaller ones, formations before units, and units before
sub-units.
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2. 235
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6.
Arm or Service. The order of seniority of the arms and
services is:a.
AC.
b
Arty
(1)
Fd.
(2)
Med.
(3)
Hy.
(4)
MBRL.
(5)
MLRS.
(6)
MRA.
(7)
Loc.
c.
Army AD
(1)
Lt.
(2)
Lt (SP).
(3)
RCG.
(4)
Msl.
(5)
Med.
(6)
SCR.
(7)
Indep Msl Bty.
d.
Engrs.
e.
Sigs.
f.
lnf
(1)
Punjab.
(2)
Baloch.
(3)
FF.
(4)
AK.
(5)
Sind.
(6)
NLI.
(7)
NBC Pl/Coy.
g.
SSG.
h.
Mjd.
i.
CAF
(1)
FC KPK.
(2)
FC Balochistan.
(3)
Punjab Rangers.
(4)
Sind Rangers.
(5)
GB Scouts.
j.
k.
l.
m.
n.
AAC.
Int.
ASC.
AMC.
Ord.
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2. 236
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7.
be:-
o.
EME.
p.
AEC.
q.
RV&FC.
r.
ADC.
s.
MP.
t.
Postal.
u.
Civ depts.
Example. Addressees of an infantry brigade Ietter might
1 Punjab
2 Baloch
5H
A Coy 28 Baloch
48 Fd Regt
4 Fd Coy 10 Engr Bn
1 Tpt Coy
1 Fd Amb
169 lnf Wksp Coy
Fighting Units
Sp units
Svcs
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2. 237
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Annex B
To Section 15
NUMBERING OF PARAGRAPHS
1.
Paragraph Heading. (If required)
a.
Sub-paragraph Heading. (If required)
(1)
Sub-sub
Paragraph
Heading. (If required)
(a)
Sub-sub-sub Paragraph
Heading. (If required)
.....................................................
.....................................................
.....................................................
..........................
(b)
Sub-sub-sub
Paragraph
Heading.
(If
required)
.....................................................
.....................................................
.....................................................
.....................................................
.....................................................
..............
i.
.........................................
.......................................
aa.
.............................
.............................
......
bb.
.............................
.............................
......
ii.
.........................................
.........................................
.........................................
.....................................
b.
Sub-paragraph.
..................................................................
.............................................................................
.............................................................................
..............
2.
Paragraph
Heading.
(If
required)
...................................
.............................................................................................
....................................................................................................
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2. 238
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....................................................................................................
..............................
3.
............................................................................................
.............................................
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2. 239
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Annex C
To Section 15
LAYOUT OF A MILITARY PAPER
1
SECURITY CL
Copy number (if required)
MILITARY PAPER
Reference
INTRODUCTION
1.
The term military paper covers the form of military
writing which considers a specific military problem. Although
the military paper conforms to a standard layout, this form of
writing can be applied equally well to the examination of any
problem in any context.
AIM
2.
The aim of this example is to illustrate the layout of a
military paper.
DISCUSSION
Headlines and Paragraphing
3.
The normal headings are:a.
Introduction or background.
b.
Suitable headings covering the discussion
including facts,
analysis and conclusions.
4.
These headings may be main headings, with further
divisions by use of group headings, as shown in this example
or, in a short paper may be group headings and paragraph
headings.
5.
The normal rules of paragraphing apply throughout the
paper.
References
6.
The paper is given an identifying reference.
7.
It may be necessary to refer to a number of other
documents in the paper. This can be done by listing them
under the title of the paper and identifying each by a reference
letter; they can then be referred to in the text by their reference
letters alone. Alternatively it may be more convenient to show
the reference as notes as in this example.
Content
8.
The text of a military paper must conform to the
characteristics of military writing.
9.
The style in a military paper is usually formal.
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2. 240
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RECOMMENDATIONS
10.
Recommendations are included when required. A
recommendation may simply be to invite agreement to the
conclusion.
CONCLUSION
11.
The conclusion of the paper stems logically from the
Discussion.
Signature Block
Place (if appropriate)
Date
Distribution
SECURITY CL
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2. 241
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Annex D
To Section 15
MINUTES OF A CONFERENCE
__________________________________________________
_____
SECURITY CL
Copy No (if req)
Originating HQ
Place
Tel:
File No:
Date
MINS OF A (Subj) CONF HELD AT.....................................
(Place),
ON
(Date)
...................................................AT
.........................(Time)
Present
.............................................................................................
Chairman
....................................................................................................
..Secy
Aim
1.
........................................................................................
........
Action by
XXXXX
2.
...................................................................................
Bdes
3.
..........................................................................
4 Bde
.............................................................................
HQ Arty
XXXXX
4.
.......................................................................................
4 Bde
...............................................................................
2
Engrs Bn
5.
.................................................................................
2
Sigs Bn
6.
............................................................................ GSO
2 (Ops)
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2. 242
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XXXXX
7.
.............................................................................
GSO 1
Sd xx x
Rank
Appt
(Name)
SECURITY CL
__________________________________________________
______________________
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2. 243
RESTRICTED
_______
SECURITY CL
Distr
4 Bde
5 Bde
---------------------------
Copy No (if Req)

1
2
-------------------------------------
SECURITY CL
__________________________________________________
_____
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2. 244
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Annex E
To Section 15
BRIEF IN THE FORM OF OFFICE NOTES ON A FILE
__________________________________________________
_____
SECURITY CL
1
Col Staff
Ref
1.
........................................................................................
....................................................................................................
.........................................................................................
2.
........................................................................................
....................................................................................................
.........................................................................................
3.
........................................................................................
....................................................................................................
........................................................................................
(Signed)
Col
10 Jan 12
AA&QMG
2
AA&QMG
1.
........................................................................................
....................................................................................................
...................
2.
........................................................................................
....................................................................................................
.....
....................................................................................................
..........
(Signed)
Lt Col
11 Jan 12
Col Staff
SECURITY CL
__________________________________________________
_____
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2. 245
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Note:- These office notes are mostly filed. Therefore, before
starting the text, reference to subject and page number
of the relevant letter in the file is essential.
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2. 246
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Annex F
To Section 15
LAYOUT OF BRIEF OF A CASE
__________________________________________________
_____
RESTD
BRIEF FOR COMD
COMMENTS ON PAMPHLET STAFF DUTIES IN THE FD
1995
1.
The Div HQ vide ltr at Flag A had asked for comments
on the pub SD in the Fd 1995 by 25 Feb. Units had been
asked to fwd comments, which are placed as under:a.
Comments from 72 Punjab Flag B
b.
Comments from 36 Baloch Flag C
c.
Comments from 35 FF
Flag D
2.
Main pts from units are:a.
All units agree with the gen layout of the pub.
(Sidelines 1, 2 and 3).
b.
72 Punjab (Sideline 4) and 35 FF (Sideline 5)
feel the Chapter on Abvns should be enlarged
and made more comprehensive to incl more
words and terms which are in gen use in the
Army.
c.
.............................................................................
.......
.............................................................................
.......
.............................................................................
.......
d.
....................................................................................
3.
Fol is recommended:a.
.............................................................................
.......
.............................................................................
.......
.............................................................................
.......
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2. 247
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b.
...................................................................................
.............................................................................
.......
.............................................................................
.......
Maj
BM
Feb 12
RESTD
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2. 248
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Annex G
To Section 15
SECURITY CL
MIN SHEET
(TRG BRANCH)
File No:
Subj:
1.
2.
Sheet No:
GSO 2 (OPS)
(MAJ AZHAR)
Ops Area Recce - 2012
Maj
____Apr 12
GSO 1 (Ops)
3.
Col Staff
4.
GOC
5.
Col Staff
6.
GSO 1 (Ops)
7.
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2. 249
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Annex H
To Section 15
SPECIMEN - NFC
SECURITY CL
6207/736/109/SD-1
Sheet No 1
COAS SECTT (SD DTE)
DSD
Subj: Prep of NFC Standardization and Uniformity
PUC refs.
1.
XXXXXXXXXXXXXXXXXXXX
(Flag
A)
XXXXXXXXXXXXXX.
2.
(Flag
B)
XXXXXXXXXXXXXX.
Brig
DSD(A)
(XXXXXXXX)
Date
DGSD
3.
XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
XXXX
XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX.
Maj Gen
(XXXXXXXX)
Date
CGS
Through
DGMO@
DGMI
DGISPR
DGMO
@Mentioned at the top being Principal Action Addressee
SECURITY CL
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2. 250
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SPECIMEN - NFC
SECURITY CL
6207/736/109/SD-1
Sheet No 1
COAS SECTT (SD DTE)
DSD
Subj: Prep of NFC Standardization and Uniformity
PUC refs.
1.
(Flag
A)
XXXXXXXXXXXXXX.
2.
(Flag
B)
XXXXXXXXXXXXXX.
Brig
DSD(A)
(XXXXXXXX)
Date
DGSD
3.
XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
XXXX
XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX.
Maj Gen
(XXXXXXXX)
Date
CLS
Through
Brig Coord
SECURITY CL
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2. 251
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FLAGGING
.
NFC
PUC
L
M
N
O
P
Q
R
S
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2. 252
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Annex I
To Section 15
TALKING POINTS
SECURITY CL
Talking Pts for ______________ dated ___________
1.
Ops
a.
b.
2.
IS
a.
b.
Trg
a.
b.
Adm
a.
b.
Misc
a.
b.
3.
4.
5.
SECURITY CL
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2. 253
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Annex J
To Section 15
SPECIMEN TOUR NOTES
SECURITY CL
TOUR NOTES
GOC TRG VISIT TO ___________ ON ____________
Ser
1.
Pts
Trg
(a)
(b)
(c)
(d)
(e)
2.
Action By
Emp
of
LEAs.
Rangers/police where req
be
incorporated
in
xxxxxxx.
Stereotyped
Drills.
Stereotyped drills and
procedures be xxxxxxxxx.
Comm.
Nec comm
arrangement be worked
out with xxxxxxxxxx.
Integrated Trg. Integrated
trg of all sp arms be
xxxxxxxx.
Repelling
Tower.
Drawings of the repelling
tower be xxxxxxx.
All
All
All
All
18 Baloch
All
AA&QMG
Misc
(a)
(b)
Austerity.
xxxxxxx.
Uplift Main Gate. xxxxx.
3.
The a/m pts be taken as exec orders for
implementation by all concerned.
(Signed)
Lt Col
GSO 1 (Ops)
(XYZ)
SECURITY CL
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2. 254
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Annex K
To Section 15
BM
BRIEF FOR COMD
RTW
1.
Contents of the brief cover the pd from 18 to 23 May
12. Gist of the salient events, activities and devs are appended
below for perusal please:Ser
1.
2.
Issue
Action Taken
Def Const
a. Def const is well a.
underway and 60% of
the work is complete.
However,
winters
break is being planned b.
from 1 Dec 11 to 28
Feb 12.
b. Div
Def
Implementation
Committee is sch to
visit the area from 1
Dec 12, further instrs
are awaited.
c. POL
shortage
is
slowing def const,
15,000 lits diesel is
req to complete the
works planned for this
yr.
Trg
a. Fd fire and battle a.
inoculation has been
rescheduled from 1
Jan to 14 Jan 12. Div
HQ has altd 45,000 lits
for the trg.
b. Rs 3.4 M have been
altd for const of SA
Units have
been instr to
prep for the
visit.
Div HQ has
been
requested to
allot 15,000
lits of more
diesel.
Changes in
the
ex
settings
have been
made to be
able
to
complete
the activity
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Comds
Remarks
2. 255
RESTRICTED
c.
range. Const plan is to

be sent to Div HQ by
28 Nov 12.
b.
Bde
Aslt
Course
needs maj repairs and
est of Rs 50,000/- has
been sent to the Div
for approval.
c.
3.
Tasks Given by Comd

a. Bde study paper.
b. Wpn Bunker.
c. Team Spirit.
a.
b.
within
the
altd POL.
35 FF has
been tasked
to complete
the
feasibility
study for the
const
of
range. It has
taken more
time
then
anticipated
due to hy
cmts
in
recent days.
However,
the
study
will be ready
by 1 Dec
12.
Altn arngs
for both the
units have
been made
with
554
Bde
Aslt
Course for
prep
of
upcoming
Div
Aslt
Course
Competition
.
The
finalised
script is put
up
for
approval.
Approved
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2. 256
RESTRICTED
c.
4.
Bde HQ
a. Bde test audit was a.
conducted from 15 to
17 Nov 12. A total of
25 objns have been
raised.
b. 8 x qtrs in Quetta lines
have been approved
for renovation. The
work will start from 1
Dec 12 and is likely to
be completed within 3
to 4 wks.
b.
designs of
wpn
bunkers at
short
rgs
have been
completed
by
50
Baloch.
Team has
been
finalised
and CO 35
FF wants to
discuss the
modalities
of
the
competition
before fwd
the names
to Div HQ.
Most of the
objns
are
likely to be
settled.
Replies for
the raised
objns
are
being prep
and
their
final
settlement
will be done
after
discussion
with LAO.
Capt Sher
has
been
tasked
to
monitor the
work
and
RESTRICTED
2. 257
RESTRICTED
ensure
quality.
Maj
BM
24 May 12
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2. 258
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Annex L
To Section 15
LAYOUT OF A LETTER TO A CIVILIAN
__________________________________________________
_____
6 Punjab
Peshawar
Telephone:
Military: 32312
123/12/A
April
2012
To:
The Manager
National Bank of Pakistan
Peshawar
Subject: Balance Sheet for Quarter Ending 31 December
2012
....................................................................................................
....................................................................................................
....................................................................................................
....................................................................................................
....................................................................................................
....................................................................................................
....................................................................................................
......................................................................
Yours Faithfully,
Lieutenant Colonel
Commanding Officer
(Syed Mazhar Hussain)
__________________________________________________
_____
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2. 259
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Annex M
To Section 15
LAYOUT OF A ROUTINE OFFICIAL LETTER
__________________________________________________
______
SECURITY CL
Copy No (if req)
HQ 2 Div
Kharian
Tel: 34215
86/21 /G
Mar 2012
To:
HQ 3 Bde
Info: HQ 1 Bde
HQ 2 Bde
ID:
AA & QMG
Subj: Revision of Trg Note 1/05
Your ltr no 21/4/C dated 27 Feb 2012 ref.
1.
........................................................................................
.........
.
2.
........................................................................................
.........
....................................................................................................
.............................................
a.
.............................................................................
.......
b.
.............................................................................
.......
.............................................................................
....... .................................
3.
........................................................................................
.........
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2. 260
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.................................................................................
(Signed)
Lt Col
for Col Staff
(Junaid Sarfraz Khattak)
SECURITY CL
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2. 261
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Annex N
To Section 15
LAYOUT OF A FORMAL OFFICIAL LETTER
__________________________________________________
_____
Headquarters 1 Division
Peshawar
Telephone: Military:
32134
Number 1122/28
December 2012
From:
The General Officer Commanding
1 Division
To:
The Commissioner
Peshawar Division
Subject: Profiteering
Assalam-o-Alaikum, (in handwriting either in Urdu or English)
1.
........................................................................................
....................................................................................................
..................................................................................................
2.
........................................................................................
.........
Yours Faithfully,
Major General
General Officer Commanding
(Agha Masood Akram)
__________________________________________________
_____
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2. 262
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Annex O
To Section 15
LAYOUT OF A DEMI-OFFICIAL LETTER
__________________________________________________
___
Brigadier Ghulam
Muhammad
Headquarters 207
Brigade
Kharian
Telephone: 34531
87/173/G
December
2012
(+)
Brigadier Syed Mazhar Hussain, SJ, TI(M)

Headquarters 1 Corps
Peshawar
(x)
Dear Mazhar (in handwriting)
Assalam-o-Alaikum (in handwriting either in Urdu or
English)
In demi-official letters, ranks, formation and unit titles
and the date of the letter are usually written out in full. The
address block (x) is lined up vertically from the left. The
senders name is at the top, but its exact position may vary if
the paper is crested. The addressee (+) is always placed at the
left hand side of the first page (below the addressees block
level).
It is unusual to include a subject heading or to number
the paragraphs, but either may be done in the interest of
clarity.
The form of salutation (x) and subscription ()
depends upon the relationship between the correspondents.
The most formal salutation is Dear Brigadier, followed by
Dear Brigadier Mazhar, Dear Mazhar and My Dear
Mazhar, in descending order of formality. If the writer is in
doubt, the subscription may be Yours Sincerely or Yours
Cordially. In a typed letter the salutation, Assalam-o-Alaikum
and subscription must be written in hand including the senders
name).
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2. 263
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(in handwriting)
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Yours Sincerely
()
2. 264
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Annex AA
To Section 15
LAYOUT OF INTERNAL OFFICE NOTE
I O N
D&E-1
Subj:
Your note no _________________________________ refs.
1.
____________________________________________
____
__________________________________________________
__________________________________________________
__________________________________________________
_______________
2.
____________________________________________
____
__________________________________________________
__________________________________________________
__________________________________________________
_______________
Maj
GSO 2
(Farhan)
D&E Coord
No 04/7/07/D&E-1 dated
Copy to :
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Apr 2012
2. 265
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Annex BB
To Section 15
RULES FOR TYPISTS
INTRODUCTION
1.
The instructions which follow are mandatory for service
typists and are a guide for civilian staffs in the preparation of
typewritten work.
2.
Primary horizontal spacing has been given in
millimetres/inches throughout this Annex as the linear distance
through which a typewriter carriage moves for a depression of
space bar varies with different machines. Examples of
typescript conforming to service writing conventions are given
in Annexes C to Q to Section 13.
SPACING OF TYPESCRIPT
Horizontal Spacing
3.
Margins. A left hand margin of 13 milimeter (1/2 inch)
on octavo and 25 milimeter (1 inch) on quarto and foolscap
size paper is used. The right hand margin is at least two
spaces wide. On the reverse side of a sheet, the margins are
transposed. The left hand margin is the starting point for all
elements of a service document other than those mentioned in
Paragraphs 6 and 7 below.
4.
Printed and Broad Margins. On paper overprinted
with a vertical margin, the printed margin is used as the left
hand margin irrespective of its width. Broad margins may be
used as required by the originator.
5.
Indenting. Block indenting is used to indicate subdivisions of paragraphs. The paragraph number is placed at
the margin and the first word of the text or paragraph heading
13 milimeter (1/2 inch) from this margin. Succeeding lines of
text in the paragraph start at the margin. The sub-paragraph
letter is typed 13 milimeter (1/2 inch) from the margin and the
sub-paragraph text or sub-paragraph heading a further 13
milimeter (1/2 inch) to the right. Succeeding lines of the text in
a sub-paragraph begin under the text and not under the subparagraph letter. The same rules apply to sub-sub and subsub-sub paragraphs (see Annex B to Section 13).
6.
Block Presentation. Elements of the heading and
closing of a document, written on the right of a page and on
separate lines, should be vertically aligned from the left. Thus
the copy number, originators address, telephone and file
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2. 266
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number, date and subscription block, should all have a
common starting point which can be set by a tabulator key.
7.
Central Headings. Subject, title and main headings
are typed in the centre of the typed area.
8.
Spacing after Punctuation. One space is left after a
comma, two after a colon or semi-colon, and three after a full
stop.
Vertical Spacing
9.
General. Vertical spacing of typescript is in single,
double or multiples of double line spacing.
10.
Vertical Spacing of the Text. Successive lines of text
within paragraphs are separated by single line spacing.
Successive paragraphs without centre or group headings and
all sub-divisions of paragraphs are separated by double line
spacing. Centre or group headings are separated from each
other and the preceding lines of text by double line spacing.
11.
Vertical Spacing Outside the Text. Elements of a
document which do not form a part of the text are separated by
double line spacing if standing alone; e.g. identifying reference,
date; and by single line spacing if forming part of a block; e.g.
an address.
Tabulation
12.
In any form of table, vertical columns are lettered in
small alphabetical letters beginning with a, and horizontal
items are numbered consecutively in Arabic numerals
commencing with 1.
Rules for Computer Typists
13.
Page Setting for a Word Document

a.
Margins
b.
(1)
Top
(2)
Bottom
(3)
Left
(4)
Right
(5)
Gutter
Layout from Edge
c.
(1)
Header
(2)
Footer
Paper Specification
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1
1
1.25
1
0
-
0.5
0.5
2. 267
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d.
(1)
Size
A-4
(2)
Quality
DO standard
(1)
Pattern
Arial
(2)
Size
Font
(a)
Headings, Header/Footer-
12
(b)
Case and Sheet Number-
10
(c)
Office Automation System

Identification (OAS ID)
10
Paragraph Setting. Space before and after

paragraphs - 6 points each.
Note: Minor adjustment in the margins may be carried out by
the originator, if necessary.
14.
Power Point Slides
a.
Background. Black/appropriate.
b.
Fonts
(1)
Main Heading.
Size 36.
(2)
Sub Headings. Size 32.
(3)
Text. Size 28.
(4)
Pattern
.
Arial
c.
Text Colour. White/Yellow/appropriate.
Drafts
15.
A typewritten draft is spaced in the normal way
horizontally throughout, but the vertical spacing between all
headings, paragraphs and successive lines of text is doubled
(Paragraph 10). Normal vertical spacing may be used outside
the text. The words DFA (i.e. Draft for Approval) in capital
letters are inserted below the security classification at the top
of the first page, and underlined.
e.
STANDARD CONVENTIONS
Punctuation
16.
Normal grammatical punctuation is used in service
writing. In addition:a.
Full Stops. Full stops are used:(1)
After a paragraph or sub-paragraph
number or letter which is not in brackets.
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2. 268
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(2)
After paragraph and sub- paragraph

headings if the text begins immediately
after them.
(3)
At the end of each sub- paragraph.
b.
Colon. A colon is used to introduce a list or a
succession of sub-paragraphs.
Salutations and Endings
17.
Salutations are always handwritten and follow common
usage. These invariably begin with initial capitals and are
followed by a comma.
Ending in typed service
correspondence are in stylized form, examples of which are
given in Annexes L to O to Section 15.
Underlining
18.
In typescript, all subject titles and main, group,
paragraph and sub-paragraph headings are underlined.
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2. 269
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SECTION 16 - GENERAL RULES OF SERVICE

WRITING
General
1.
Definition. The term service writing covers all writing
originated officially within the Services.
2.
The rules of service writing are generally same as
covered in preceding sections. This section deals with those
aspects where the rules of service writing differ from the rules
of military writing. For a written/staff work on the inter-Services
matter not covered in any of the above mentioned chapters,
JSP-1, Service Writing and Staff Work should be referred to.
Supplementary Documents and Enclosures
3.
Reference to attachments and enclosures reflected at
right top corner should completely be underlined. An example
is given below:Annex
C
To 1 Corps letter no
21/3/G dated 5 May 12
Appendix 1
To Annex C of 1 Corps
letter no 21/3/G dated
Copy Number
4.
Copy number of a document should be written as
Copy No 2 of 3.
Grid Reference
5.
For inter Service use the group of six or four figures
must always be preceded by the map reference. Maps are
identified by map series (and country or geographic area if
required), sheet number, edition and scale, for example,
Rawalpindi and surrounding country, 1982, 1:50000, sheet 45
B/4.
Abbreviations
6.
The following rules should normally be observed in the
use of abbreviations:a.
While corresponding with the other Services,
abbreviations as given in Chapter 8, Section 28
of JSP -1 may be used.
b.
An abbreviation should never be used if it can
cause ambiguity or misunderstanding.
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2. 270
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c.
d.
If an unauthorised abbreviation has to be used,

it must be explained, unless it is in common use
in everyday writing.
If an abbreviation is used then such use must
be consistent throughout the document
concerned.
Precedence
7.
Rules on precedence given in Section 15, Chapter 2
and Section 18, Chapter 3 of Volume-I are also applicable to
service writing except that the precedence used in letters are:a.
Immediate.
b.
Priority.
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2. 271
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SECTION 17 - OFFICE MANAGEMENT
Introduction
1.
General. Simplicity is the key-note of good office work
in the field. A foolproof system is necessary to ensure that
commanders and staff know what is going on and receive their
orders in time. Any peacetime system must be modified to
allow for casualties and for the fact that operations continue for
24 hours a day. Understudy, duty officers and well-understood
drills are essential.
2.
Organization. The aim of office organization is to
ensure that:a.
Commanders and staff officers are not tied to
their desks, but are able to get out and visit
units.
b.
Work is dealt with promptly in order of
importance.
c.
Information and documents are available quickly
when required.
d.
Proper security precautions are taken in
handling classified documents.
e.
Headquarters (HQ) can adapt themselves at
once to functioning in mobile operations with
reduced office facilities.
3.
Principles. The main principles of office work in the
field are:a.
A Sense of Priorities. Time is more important
in war than in peace and urgent work must
never be delayed by office routine. When in the
field, telephone dealing should be resorted to in
most cases, and confirmation in writing asked
for only in important cases.
b.
A System of Relief. This is as important in a
HQ as in fighting units and must include
everyone from staff officers down to sentries.
c.
Standing Orders for HQ. These form the
framework on which the HQ functions.
d.
Mobility. The ability to move quickly, both from
place to place and from vehicles to buildings, is
an essential characteristic of any HQ and one
which is constantly at variance with a steady
peacetime procedure. Paper work must be
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reduced to a minimum and a HQ must have
frequent exercises and practice moves.
e.
Close Liaison. The continuous liaison between
signals and staff and between staff and units is
the secret of good communications and the
rapid and efficient issue of orders.
Handling of Paper Work
4.
Registry
a.
The aim of a registry is to control the receipt and
despatch of documents. The process normally
includes identification, classification, circulation
and custody of correspondence.
b.
It should be the aim of every HQ to maintain
only one registry. If it is impossible for all work
to be centralized, each branch must register,
file, circulate and undertake the custody of its
own correspondence.
5.
Incoming Papers
a.
An index of file subjects is maintained, and
incoming documents are placed in the
appropriate files. Only the following are
registered:(1)
All
documents
classified
CONFIDENTIAL and higher.
(2)
Important documents.
b.
The registry should stamp every incoming
document with the date of receipt and with a
seen stamp, to ensure that all those affected
see and initial it.
c.
The registry must also attach an action slip
and add the folio number of any previous
correspondence referred to.
d.
The rules for handling classified documents are
summarised in Paragraph 8 below.
e.
To
avoid
a
delay
while
incoming
correspondence is being sorted and filed, clerks
should start work before the staff officers. Also,
it is often useful for all the days incoming mail
to be placed in a loose folder and put before a
designated staff officer, before it is filed, so that
he can assess the volume and priority of work
for the day.
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6.
Outgoing Papers
a.
Documents for which proof of posting is
required must be sent by registered post and an
entry made in the despatch register. It is
unnecessary to register any other outgoing
paper provided that a file copy is retained, as
the file copy serves as evidence of despatch.
b.
Staff officers must always consider whether it is
necessary to initiate or forward correspondence,
or whether time and effort can be saved by the
use of the telephone, radio, a visit, a conference
or routine orders.
7.
Files
a.
Files, each consisting of a cover, a minute sheet
and papers inside relating to one subject, are
allotted numbers from a list maintained by the
registry. Demi-official letters are usually placed
in the general files, but it may be necessary to
have personal files which should be crossreferred to the subject files. Distinguishing
devices may be used for files which must be
taken into the field on operations.
b.
In some HQ an additional copy of all important
outgoing correspondence is placed in a
circulation file. This keeps everyone informed,
but a circulation file must move quickly if it is to
be of value.
c.
During active operations files should be reduced
to minimum. One temporary file can be opened
to cover a group of permanent files, and
correspondence can be transferred later during
static or rest periods.
Security
8.
Office security is the responsibility of the branch
concerned. Office security orders to be included in standing
orders for HQ should cover the following points:a.
b.
Arrangements for the handling and custody of

TOP SECRET, SECRET and CONFIDENTIAL
correspondence and of the safes in which they
are kept.
Arrangements for checking that no papers have
been left behind after a move.
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c.
d.
e.
f.
g.
Arrangements for the destruction of all waste

paper and carbons.
Provision of incendiary grenades or petroleum
for the rapid destruction of all correspondence in
the event of a successful enemy attack, or
interception on the move.
Arrangements for checking the identity of
visitors.
Provision of an armed guard at operations
offices and other nerve centres as necessary.
Arrangements within offices to prevent visitors
seeing marked maps and TOP SECRET,
SECRET or CONFIDENTIAL documents.
Returns
9.
Returns must be reduced to the smallest possible
number. Every HQ should maintain a consolidated list of
returns due in and out of all branches. The dangers of out-ofdate returns and of duplication between branches of the staff
must be avoided at all costs.
10.
Written returns may be reduced by:a.

Combining returns required by two or more
branches of the staff into one return.
b.
The use of liaison officers, conferences and
visits by staff officers.
c.
Maintenance of efficient staff tables.
11.
Details about strength states and returns are contained
in Special Pakistan Army Order 6/74.
Conferences
12.
Preparation. The convening order must include the
following:a.
Time, date and place of conference.
b.
Who is to attend; whether commanders may
bring a staff officer or not; who is to attend from
the staff.
c.
The purpose of the conference and agenda.
Headings for the agenda should be in the order
in which they are to be dealt with and must be
approved before issue by the officer ordering
the conference.
d.
Reference to maps, documents or equipment
required.
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e.
If notice of the conference is short, or

communications
uncertain,
an
acknowledgement of the order should be
demanded.
f.
If action is expected to follow immediately after
the conference, a warning order should be sent.
13.
Stage Management. The success of a conference
depends, among other things, on its stage management. In
preparing for the conference the staff officer must take the
following action:a.
Choose a suitable site clear of extraneous noises
and distractions.
b.
In field area, shelter trenches to cater for enemy
Air Raids must be available.
c.
Adequate protection against any enemy action
should be arranged.
d.
Signal operators should be advised not to put
through any telephone call, which may cause
disturbance. Suitable alternate arrangements
should be made, if necessary.
e.
Organize and display seating plan. If it cannot be
done, then detail an officer who would conduct
formation/unit commanders to their seats. Staff
Officers should be allotted a seat behind their
respective commanders. A few spare seats must
be provided. A seat near commander should be
reserved for officer writing the minutes.
f.
Arrange seats for the umpires/observers on a
flank.
g.
Ensure seating arrangement in such a way that
late-comers do not distract the participants.
h.
Collect and arrange wall maps, pointers, aerial
photos, reports, diagrams and other relevant
documents for reference.
i.
Detail Military Police/orderlies to supervise
parking of vehicles and to direct officers to the
conference site.
j.
Make notes of points, which the commanders
wishes to raise.
k.
Detail a duty officer to look after the office work
during conference and to handle late arrivals.
l.
Detail Liaison Officer/Staff Officer to assist in
reception
and
preliminary
briefing
of
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2. 276
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commanders/
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2. 277
RESTRICTED
m.
n.
o.
p.
Commanding Officers, if required.

Arrange availability of a telephone at the venue in
case visiting officers want to make calls before or
after
the
conference/presentation/briefing
etcetera.
Check electric arrangement. Always have
alternate arrangement.
Arrange and make use of communication
jammers.
Training Aids
(1)
Ensure all necessary training aids, which
are required to be displayed, are in
position and in suitable condition.
(2)
Maps must be marked boldly and legibly.
Prep overlays if too many details are
required to be shown. Check that there is
no glare of the talc.
(3)
Enlargements should be manageable. At
brigade and above level, twice the size of
the map would suffice.
(4)
If charts are to be displayed, these must
be boldly and correctly written.
(5)
Computers slides should be readable.
Headings should be in capital letters while
the remaining text in small. Select proper
font size and colour.
(6)
Check the overhead projector for focusing.
If possible, keep a spare overhead
projector.
(7)
Check that the required numbers of

pointers (laser/antenna type) and easels
are available.
(8)
Computers and video projection system.
(9)
Stand by electric arrangement.
(10) Implement the instruction on depositing of
mobile phones.
14.
Starting the Conference.
On the arrival of officers
concerned, the staff officer:a.
Checks each arrival against his list of those
attending.
b.
Shows the more important officers where to sit.
c.
Where necessary, briefs officers as they arrive.
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d.
As soon as all are present, or at the hour

decided for the conference, reports to his
commander, giving details of absentees, and in
order that he will not be disturbed in his task of
taking notes, details a junior staff officer to deal
with any late arrivals or other interruptions.
Duty Officer System
15.
In any office which must be managed day and night,
such as the general staff (G) operations or adjutant and
quartermaster general (AQ) offices in battle, an experienced
officer, who is capable of dealing with routine incidents, must
always be on duty. During periods of considerable activity it will
be necessary to have two or more officers on duty. However,
during quiet periods, junior officers may be detailed provided
they are properly briefed.
16.
If the duty officer system is to work satisfactorily:a.

The duty officer must be properly equipped (see
Paragraphs 18 to 24 below) and fully briefed
when taking over.
b.
He must have a proper place, suitably lit, in
which to work.
c.
He must not leave his office until his successor
has been properly briefed to take over.
d.
Whenever possible, he should have the
assistance of a duty clerk.
17.
At division HQ, the number of officers available for duty
is small. Staff officers must, therefore, be freely
interchangeable within their branch if the duty officer system is
to work efficiently and if time is to be found for visits to units
and for adequate rest. At brigade HQ other officers such as
Staff Captain (Supply and Transport) and liaison officers
should be trained to assist the staff.
Office Equipment
18.
The proformae and equipment listed below are
necessary in battle to ensure that information is readily
available to all concerned.
19.
The Log. This is kept in duplicate by all duty officers,
on a log sheet. At division HQ and above, copies of the log
should be typed and circulated to other branches. The
following items are included in the log, which must give an upto
date and complete picture of the situation when read in
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a.
The gist of all telephone, radio and relay

conversations.
b.
All written messages and reports, in and out,
including messages received through signals
channels. Long messages and reports may be
paraphrased or simply referred to by file
reference and subject.
c.
Reports from liaison officers and visiting
commanders and information from provost,
civilians and other visitors.
d.
Time of issue of operation and administrative
orders, times of dispersal of conferences and
orders groups.
e.
Movements of own commander.
f.
Own or enemy action not already included in
situation reports.
g.
Any other information which will enable situation
reports and the war diary to be written from the
log.
20.
Battle Message Board. This is a combination of a map
display and a visual filing system. Its aim is to facilitate the
rapid movement of an office from a vehicle to a cellar or
dugout and back again. Its design will depend on the use to
which it is to be put and the type of vehicle in which it will
normally travel. It contains such items as:a.
Copies of the log.
b.
Current operation and administrative orders and
intelligence summaries.
c.
Lists of code words and nicknames.
d.
Incoming and outgoing messages.
21.
Officers Location Board. This is maintained by
officers themselves, except the commander and senior staff
officers. It is kept in the operations office. It consists of a list of
names on a board covered by talc, on which the officers write
their movements both inside and outside the headquarters.
22.
Maps. The operations room must have a master
operations map and small working maps for use besides
telephones and radio sets.
23.
Office Aids
a.
An operations room usually has the following
aids:(1)
Boards under Talc
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2. 280
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(a)
b.
c.
Radio net diagrams, one for each

net being manned.
(b)
Communications state.
(c)
Radio relay/exchange nicknames
and fixed directory.
(d)
Grouping, address groups and
locations.
(e)
Armoured fighting vehicles state.
(f)
Daily fighting state.
(g)
Duty roster.
(h)
Officers location state.
(2)
Documents and Forms
(a)
Lists of control points, call signs,
code words, nicknames etcetera.
(b)
Slidex packs.
(c)
Log sheets.
(d)
Message forms.
(e)
Printed or duplicated proformae
for situation reports, shelling
reports etcetera.
In an intelligence office most of the operations
office aids are required. In addition blank forms
for collection plan, intelligence log, basic
composition sheets and all other intelligence
records are required.
In an AQ office, in addition to all the operations
office aids, the following information is required
on boards under talc:(1)
Daily battle casualty state.
(2)
Replenishment state.
(3)
Vehicle and equipment state.
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3.300
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CONTENTS
Section
Page
18.
Responsibilities of Signals and

Staff
3.301
19.
Message Writing
3.310
20.
Signals Dispatch Service
3.333
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3.301
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SECTION 18 - RESPONSIBILITIES OF SIGNALS AND
STAFF
General
1.
Communication between Ground Forces. A unit or
formation is responsible for establishing communication as
follows:a.
Provide area type of communication at corps
level and command type of communication at
divisional level.
b.
Provision
of
Pakistan
Army
Tactical
Communication Systems (PATCOMS)/Radio
communication from higher to lower, left to right
and supporting arm to supported arm.
c.
Depending upon situation, defensive corps to
ensure availability of port on PATCOMS to
connect flanking formation, offensive corps or
any additional elements coming into holding
corps area.
d.
Provision of Digital Access Point (DAP) facility
to commander (brigade and above) when away
from the Headquarters (Rover).
2.
Scale of Communication within the Army. Scale of
communication at unit, brigade, division and corps
headquarters will be as per policy issued by Signals
Directorate for holding as well as strike formations.
3.
Air Support Communication
a.
Air Support Signals Unit (ASSU), under
command Army signals, is responsible for
provision of Air Support Communication at
General
Headquarters,
Joint Operations
Directorate (Tactical Air Support Centre), Joint
Staff Headquarters (Joint Operation Centre), Air
Headquarters, Army Field Headquarters and
Operational Commands, Headquarters Regional
Air Commands (Pakistan Air Force) and
affiliated Air Bases.
b.
Defence Communication (DEFCOMM) is the
primary means of communication for voice and
data communication which will be supplemented
by high frequency radio communication.
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3.302
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c.
Establishment of Air Support Operation Centre

(ASOC) at Corps Headquarters will be done by
ASOC platoon of Corps Operating Signals
Battalion.
Duties of Staff Towards Signals
4.
Planning and Policy
a.
Provision of Early Information. It is essential
for efficient signals planning that the staff inform
signals as early as possible about:(1)
Commanders concept of operation and
grouping.
(2)
Impending moves.
(3)
Arrival
and
location
of
units/headquarters.
(4)
Future/contingency planning.
(5)
Operational/tactical priorities.
b.
Layout of Communication. Signals establish
communications within the limitations of their
manpower, equipment and resources. Normally
the layout is standardized, but the composition
of radio nets and the scale of line
communication may often have to be varied to
suit different tactical situations. The general
staff (G staff) may also have to decide, on the
advice of the senior signal officer, the allotment
of telephones to branches in order to limit the
number of lines on the switchboard.
c.
Siting of Headquarters.
A headquarters
should
move
before
the
subordinate
headquarters gets out of communication range.
Signals' requirements must always be
considered when choosing and laying out a
headquarters. Early reconnaissance by a joint
party of staff and signals' representatives is
necessary. This party must take firm decisions
on the allocation of areas to branches as well as
routes in and out of the headquarters area.
d.
Deployment of Headquarters. For signals to
develop their own deployment drills, it is
essential that a standard layout and method of
moving the headquarters be adopted.
e.
Reduction of Message and Telephone Traffic
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3.303
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5.
in an Emergency. In times of emergency, it is

essential to ensure prompt transmission of the
traffic connected with that emergency. For this,
it may be necessary to restrict message and
telephone traffic not directly connected with the
emergency. Instructions to reduce the later
class of traffic are given by the promulgation of
the word "MINIMIZE". Full instructions for the
application of this procedure must be published
in formation standing orders for war.
f.
Electronic Deception Measures. These are
always planned at the highest possible level and
must be within the capabilities of the available
signals resources.
Signal Traffic
The rules for the use of
a.
Precedence.
precedence are given at Annex A. The G staff
must ensure that these rules are obeyed. If, in
exceptional circumstances, the rules need to be
modified, signals should be consulted. It is the
responsibility of originator to use the appropriate
precedence. It must be kept in mind that any
excessive use of precedence nullifies their
value and delays really urgent messages.
b.
Security Classification. The staff places a
security classification on all messages passed
to signals. In doing this, it must weigh the need
for speed against the need for security. A
message which is classified may have to be
encrypted, which causes delay.
c.
Communication Security.
The security of
codes, cryptographic (crypto) systems, call
signs, net identification signs, address groups
and the correct use of voice procedure are
ultimately a G staff responsibility. The staff
indicates the commander's policy while the
signals implement it.
d.
Orders for Opening and Closing of
Communication. These are given on the
authority of the staff who must help signals to
economize in their use of manpower. Imposing
and cancelling of electronic/ radio silence is a
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3.304
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command decision, but signals must be

consulted before ordering it.
e.
Inter-Branch Messages. These should be sent
by office orderly and not by signals orderly.
f.
Use of Signals Dispatch Service (SDS) and
Postal Service. SDS is normally organized on
a regular schedule of runs. Correspondence
which is not urgent should be sent by SDS or as
official mail through the Army Post Office. Calls
for Special Despatch Riders (SDR) must be
kept to a minimum.
g.
Approval of SDS Time-Tables. The G staff
approves the schedule of runs for SDS, which is
drawn up by signals.
h.
Instructions for the Collection of Dispatches
by Visiting Officers. Officers visiting a
headquarters should, whenever possible, call at
the signal centre before departure and collect
any despatches for their destination.
i.
Air Support Communication.
The staff
passes such messages directly to the air
support tentacle, unless these are required to
be encrypted, in which case they are passed to
the signal centre.
6.
Training.
Training is a command responsibility.
Although, the detailed training may be imparted by signals
personnel, the organisation of training and conduct of practice
remain the responsibility of the commanders with advice from
signals. The training may be supervised/coordinated by G
staff. Training should include following:a.
Voice procedure and communication security.
b.
Message writing.
c.
Use and handling of the exchange/telephone.
d.
Addressing and handling of despatches by
office staff in close liaison with signal centre
staff.
Duties of Signals towards the Staff
7.
Signals are responsible for providing communication for
operations. They must therefore:a.
Report to the staff:(1)
When communication is opened.
(2)
Breakdowns or delays, with reasons and
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3.305
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b.
an estimate of duration.
(3)
The communication state.
(4)
Delays to precedence messages.
Prepare and issue where applicable:(1)
Detailed communication plan to support
tactical plan.
(2)
c.
d.
e.
f.
g.
Annex A.
Draft "Command and Signal" paragraph

for operation orders.
(3)
Signal diagrams.
(4)
SDS time-table.
(5)
Frequencies allotment.
(6)
Call signs, net identification signs and
address groups.
(7)
Codes and crypto material.
(8)
Telephone directories.
Provide a signal centre which receives and
despatches messages and packages. The
signals also decide:(1)
The means to be used for sending a
message based upon the security
grading of the message and the security
of the means available.
(2)
The type of crypto system, if the
message is to be encrypted.
Supervise communication security by:(1)
Monitoring
line
and
radio
communication.
(2)
Reporting serious breaches immediately.
Assist and advice in planning and execution of
signal training in the formation.
Notify the official time at regular intervals based
upon Pakistan Standard Time broadcasts.
While using terminal devices like fax, telephone,
data terminal, thin client and secure telephones
etc, the standard operating procedures (SOPs)
issued by Signals Directorate and formation
headquarters for security must be followed.
Rules for the Use of Precedence.
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3.306
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Annex A
To
Section 18
RULES FOR THE USE OF PRECEDENCE
Seri
al
Degree of
Precedenc
e
Rank or
Appointment
Entitled/
Authorized to
Use it
Definitions, Use and

Examples
1.
ROUTINE
Any officer or
Junior
Commissioned
Officer
ROUTINE
is
the
precedence to be used
for all types of messages
which cannot wait to go
by post and which justify
transmission by rapid
means, but are not of
sufficient
urgency
to
require
a
higher
precedence.
For
example:a. Messages
concerning
normal
peacetime operation
and training.
b. Messages concerning
stabilized
tactical
operations.
c. Operational
plans
concerning projected
operations.
d. Periodic
or
consolidated
intelligence reports.
e. Troops
movement
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3.307
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messages,
except
when time factor
dictates use of a
higher precedence.
f.
Supply
and
equipment requisition
and
movement
messages
except
those warranting use
of
a
higher
precedence.
g. Routine
administration
and
logistic matters.
h. Personal matters of
routine nature.
2.
IMMEDIAT
E
All
Commanders/
Staff Officers,
not below the
rank of Major
IMMEDIATE
is
the
precedence reserved for
messages relating to
tactical,
logistic
and
administration situations
which require immediate
action. For example:a. All
messages
pertaining
to
operations requiring
immediate action.
b. Reports of unusual
major movement of
military forces of a
foreign power, in
times of peace or
strained relations.
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3.308
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c. Urgent
intelligence
messages.
3.
FLASH
All
Commanders/
Staff
Officers,
not below the
rank
of
Lieutenant
Colonel
RESTRICTED
d.
Special
reports.
situation
e.
Messages
concerning
logistic
support of special
weapons
when
essential to sustain
operations.
f.
Reports
of
widespread civilian
disturbances.
g.
Report or warning of
a
grave
natural
disaster
(eg.
earthquake,
flood,
storms, etc).
h.
Administrative
messages
of
compassionate
nature involving the
dangerous illness of
next of kin.
FLASH is the precedence

reserved for messages of
extreme
urgency,
requiring prompt action
by the recipient.
3.309
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Notes:a.
In few cases, an officer authorized to use a particular

precedence may further nominate an officer to use that
particular precedence. However, this should only be
resorted once it is unavoidable. In all such cases,
signals must be informed.
b.
In the absence of any officer specified above, his

immediate representative may use any precedence to
which that officer is entitled.
c.
In a situation of special urgency, any officer or soldier

may use any of the above precedence, but he will be
required to justify his actions subsequently.
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SECTION 19 - MESSAGE WRITING

General
1.
Change of Rule - Use of Capital Letters. In order to
simplify writing of signal messages, facilitate transmission and
bring our procedures in conformity to those of our sister
services, all writing in messages will be in capital letters.
2.
Originating a Message.
If a letter is considered
unsuitable due to the urgency of the matter in hand, and the
requisite information cannot be conveyed through any other
appropriate mean, then a signal message may be originated.
This communication facility is primarily meant for the Armed
Forces. Semi military and civilian organizations, serving with
Army formations/units, are NOT entitled to signals facilities
except when specially authorized by the formation
commander. Messages concerning official subjects only will be
originated.
3.
Use of the Message Form. The message form "PAF
(Sigs) 34", or a facsimile thereof must always be used as its
layout has been designed to meet the special requirements of
signals. When typed on plain paper, double spacing will be
used. Examples of messages are given at Annex A.
Number of Copies
4.
As a rule, one copy per addressee plus one extra copy
for the signal centre's record is required except:a.
Where formations concerned permit a lesser
number of copies due to the nature of
communication available.
b.
For
classified
messages
for
Pakistan
Embassies abroad, only one copy is required by
the signal centre, irrespective of the number of
foreign addressees.
5.
All copies must be legible. The signal centre may return
a message if copies are illegible. Nothing should be written in
the spaces marked "FOR COMMCEN/SIGNALS USE" at the
top of the form or "FOR OP USE" at the bottom.
Precedence
6.
The degrees of precedence and maximum time allowed
to each signal centre enroute for clearance are:-
Serial
Precedence
Clear
Message
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Cryptographic
(Crypto)
3.311
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(Hours)
a.
ROUTINE
Message
(Hours)
6
b.
c.
IMMEDIATE
FLASH
3
1
7.
Any person, who is authorized to originate a message,
can use any precedence, but he will have to justify his action
subsequently. However, it must be kept in mind that any
excessive use of precedence nullifies their value and causes
delays to urgent messages.
8.
Messages having both action and information
addressees may be given TWO precedences, one for all action
addressees and another for all information addressees. If the
"PRECEDENCE-ACTION" space is left blank, the precedence
will be considered as ROUTINE. The form has the word
"ROUTINE" printed in the "PRECEDENCE-INFO" space. If the
originator wishes the message for the information addressees
to carry precedence other than ROUTINE, he must strike out
"ROUTINE" and insert IMMEDIATE or FLASH precedence.
9.
Whenever a message is not likely to be cleared from
the signal centre within the time limit laid down in Paragraph 6
above, the signal centre staff must inform the originator, so
that he may give other instructions as deemed fit.
Date Time Group (DTG)
10.
DTG should be used instead of date and year. The
same DTG will not be given to more than one messages
originated by the same originator. If the DTG is omitted by the
originator, it will be inserted by the signal centre staff and will
be that at which the message is handed over to the signal
centre.
11.
This should be in accordance with Section 13
paragraphs 12 and 13. The originator is responsible for
ensuring that the message bears the lowest security
classification with the rules.
12.
If a message:a.
Quotes the reference number and date or any
other authorized identity of a message
sent/received in a crypto system, it will be
classified at least RESTRICTED. In cases,
RESTRICTED
3.312
RESTRICTED
however, when a message quotes the

originator's number and date of a crypto
message but uses one of the following
words/phrases, it may be graded as
UNCLASSIFIED:
ACKNOWLEDGED,
AGREED,
APPROVED,
CONFIRMED,
EXPEDITE, NO, NOTED, RECEIVED, ACTION
TAKEN, UNDER CONSIDERATION, YES.
b.
Cancels one previously sent, it will be classified
at least RESTRICTED.
c.
Is "EXCLUSIVE FOR", it will be classified at
least RESTRICTED.
d.
Quotes the reference number of a file or letter
disclosing the identity of any of the Services
Headquarters, it will be classified at least
RESTRICTED.
13.
During active operations, a message of any
classification, except TOP SECRET, may be transmitted in
clear provided all the following factors apply. Such message
must start with the word "CLEAR" in the text:a.
The delay involved in encrypting and decrypting
cannot be accepted.
b.
The enemy cannot have enough time to react
even if he intercepts it.
c.
The information revealed regarding our plans and
dispositions is of a wholly local character.
d. No reference is made to a previously encrypted
message.
Originators Number
14.
Originator's numbers are given at Annex B.
Addressing a Message
15.
Titles of formations and units must be abbreviated in
accordance with Chapter 11. The location of addressee will not
be shown unless it forms part of its address, e.g. "CMH
RAWALPINDI". Addresses must be given in clear as it is the
responsibility of the signal centre concerned to delete clear
addresses and substitute address groups.
16.
When a headquarters is split, the particular part of the
headquarters concerned (e.g. Main, Tac) must be shown in the
address. For example:FROM:
MAIN 10 CORPS
TO:
REAR 10 CORPS"
RESTRICTED
3.313
RESTRICTED
17.
In multi-address messages, all the addressees must be
written on each copy. They are written in a line, with a distinct
space between each addressee, and no punctuation marks.
For example:FROM:
TO :
9 BDE
1 PUNJAB
3 BALOCH
19 FF
INFO:
4 DIV
7 BDE
8 BDE
18.
Use of Distribution Lists.
In multi-address
messages, the originator must prepare copies for outstation
and local addressees separately. Full use of standard
distribution lists may be made on copies meant for local
addressees or internal distribution only. Copies for outstation
addressees must indicate each addressee in full.
Delivery Instructions
19.
Delivery to Branches of the Staff. At formation
headquarters, signals deliver messages to the branch of the
staff that corresponds to the distinguishing letters and the
originator's number of the message.
20.
Special Delivery Instructions. If a message is meant
for a branch other than the one indicated by the originator's
number, this must be indicated at the beginning of the text;
e.g.:a.
A message to be delivered to a branch other
than that indicated by the originator's number
would be written as under:Originator's Number
G 9254
FROM :
4 BDE
TO
:
2 DIV
FOR AQ (.).......
or
Originators Number
G 2538
FROM :
4 BDE
TO
:
2 DIV
YOUR Q1534 OF 231600 AUG (.).."
Both these messages would be delivered to the
Adjutant and Quartermaster General (AQ)
RESTRICTED
3.314
RESTRICTED
b.
Branch at Headquarters 2 Division. They would

not be delivered to the General Staff (G) Branch
despite the originator's number.
A message to be delivered to a branch
corresponding to the originator's number, as
well as to other branches would be written as
under:Originators Number
G 0896
FROM :
4 DIV
TO
10 CORPS
FOR OPS CMM SD CMM INT (.)..............

21.
Messages for General Headquarters (GHQ), Air
Headquarters and Naval Headquarters. These must indicate
the branch / directorate of the Headquarters for which the
message is intended. This must be mentioned at the beginning
of the text.
Exclusive For" Messages
22.
Messages to be delivered ONLY to a specified officer
or appointment are handled differently from other messages.
These messages should be addressed to the headquarters
concerned with the words EXCLUSIVE FOR... " at the
beginning of the text. (The word "exclusive" is not to be
abbreviated when it is used in this context). This may be
followed by "FROM..". For example:"Originator's Number
A 4321
FROM : 10 CORPS
TO
: 4 DIV
EXCLUSIVE FOR GOC (.)"
This Message would be delivered under sealed cover, direct to
the General Officer Commanding (GOC) 4 Division.
23.
Following rules are to be observed in connection with
"exclusive for" messages:a.
This facility is normally limited to formation
commanders and staff officers not below the
rank of brigadier.
b.
Such messages are handled by specially
designated
personnel.
RESTRICTED
3.315
RESTRICTED
c.
No further distribution of such messages may

be made without the specific authority of the
addressee.
d.
These
must
be
classified
at
least
RESTRICTED.
e.
These messages are handled as TOP SECRET
(for further details see Paragraph 46c below).
Messages to be Delivered by Orderly
24.
Internal distribution of messages within the originator's
headquarters is the responsibility of the originator. In such
cases, local addressees must be crossed out from the copies
of the messages handed over to signals; e.g.
FROM :
2 DIV
TO
:
3 BDE
AQ
ORD
Text of the Message
25.
Subject. Subject may be very briefly mentioned in the
text, but only if considered necessary.
26.
References. When it is necessary to refer to a
previous message, the originator's number and the DTG of the
message referred to must be given e.g.:YOUR Q 2535 OF 071200 AUG" or "YOUR Q 2535
AUG 7".
27.
Text. This must be brief but clear. Unless essential,
words like "and", "but", "for", "in", "is", and "the" should be
omitted. The message should be reduced to telegraphic form,
but care must be taken to avoid ambiguities. Brevity may, on
occasions, have to be sacrificed in the interest of clarity. The
rules for drafting orders and reports, as laid down in Section
14, Chapter 1, Volume I must be complied with when writing
messages.
28.
Repetition. Important words and figures must be
repeated; e.g. 3671 RPTD 3671 ".
29.
Tables. The text of a message may be tabulated if it
is to go by the signal despatch service (SDS). Tabulated
messages can be sent on the teleprinter, but if this is to be
done, the duty signal officer should first be consulted.
30.
Abbreviations. Authorized abbreviations should be
used provided there is no danger of misunderstanding. No
abbreviations should be used in the text of messages
addressed to the Air Force, Navy, Ministry of Defence or other
RESTRICTED
3.316
RESTRICTED
government departments. Certain abbreviations when used in

plural in a message are likely to cause doubt or confusion; e.g.
the plural of "SO" (staff officer) will read as "SOS", and plural of
"CO" (commanding officer) will read as "COS". In such cases
full words should be written instead of abbreviations.
31.
Symbols. Roman numerals, monetary symbols,
mathematical signs (plus, minus etc) and symbols for
measures, degrees and percentages cannot be telegraphed
and should be replaced by words or recognized abbreviations,
such as "yds", "ft" etc.
32.
Fractions. 2 will be written as "TWO AND ONE
HALF" or "2 AND 1/2.
33.
Decimals. Decimal point is indicated as follows:"1.5" is written as "1 PT 5"
".75" is written as "0 PT 75".
34.
Letter Codes. These are used in formal messages to
send specified information; e.g., in Battle Casualties Report,
Fighting Strength Report, Air Support Request, Air
Reconnaissance Request etc. The originator of the message
will invariably write these letters in the phonetic form; i.e. A as
ALFA, B as BRAVO, etc. (See Annex C).
35.
Punctuation. This is not used unless necessary to the
sense of the message. When it is essential to employ
punctuation, the following abbreviations and symbols are
authorized:Abbreviation/Symbol
Punctuation
Question mark
QUES
Hyphen
Colon
CLN
Decimal point
PT
Brackets
()
Full Stop
(.)
Comma
CMM
Oblique stroke
/
Quotation marks
QUOTE-UNQUOTE
36.
Full Stops. When a message is written in longhand,
the symbol for a full stop should be enclosed in a circle to
make it more conspicuous.
37.
"All Info" Procedure. In a multi-address message,
when it is unnecessary for every addressee to know the
identity of every other addressee, "ALL INFO" is written at the
RESTRICTED
3.317
RESTRICTED
end of the text. The operator needs to then signal the relevant
addressee only in each message and omit all others. This
saves transmission time and enhances security.
Miscellaneous Points
38.
Acknowledgements.
If an acknowledgement is
required only from action addressees, the abbreviation "ACK"
is written at the end of the message. If all addressees
(including information addressees) are required to
acknowledge, "ALL ACK" is written.
39.
Cancellations.
If a message that has been
transmitted has to be cancelled, a properly authorized
message to this effect must be sent out. The signal centre has
no authority to cancel a message once it has been sent.
40.
Corrections.
If the originator wants to modify a
message after it has been transmitted, he must originate a new
message containing the corrections.
41.
Messages by SDS.
If the originator wishes a
message to be sent by SDS, he must send it as a despatch
enclosed in an envelope.
42.
Signatures.
A formal message is not accepted by
signals unless it is signed. Telephone number, if any, should
be given.
43.
Exercise Messages.
During exercises, there are
three types of messages which are handled by signals. These
are:a.
Those requiring action to be taken by the
recipient and which will cause no confusion with
units not taking part; i.e. normal administrative
traffic. These must be preceded by the word
"REAL".
b.
Those messages which require action as a
result of the exercise. These might cause alarm
among units not taking part and the text must,
therefore, be preceded by the abbreviation
"EX".
c.
Those messages which are fed into signal
centres to exercise signal staff, and upon which
no action needs to be taken. These must be
preceded with word DRILL.
Dispatch to Signal Centre
44.
In order to avoid creation of peak periods on the
communication system, messages must be despatched to the
RESTRICTED
3.318
RESTRICTED
signal centre immediately after they have been signed. The

method of despatch to the signal centre will be as follows:a.
UNCLASSIFIED. Open.
b.
RESTRICTED,
CONFIDENTIAL
AND
SECRET. In a single seated envelope marked
with the precedence, security classification and
the words "SIGNAL CENTRE".
c.
TOP SECRET/EXCLUSIVE FOR. The text of
"TOP SECRET" or "EXCLUSIVE FOR"
messages must not be seen by personnel other
than the crypto staff of the signal centre. These
are handled by the originator as follows:(1)
Copies of the messages for all
addressees are enclosed in a sealed new
envelope which is marked on both sides
as follows:(a)
"TOPSEC
MSG
FOR
DESPATCH" or "EXCLUSIVE
FOR MSG FOR DESPATCH" as
applicable.
(b)
Security classification (in case of
EXCLUSIVE FOR" messages).
(c)
The precedence allotted to the
enclosed message.
(2)
One skeleton copy of the message is
made identical with the actual message
but excluding the text after the
originator's number; or, in the case of an
"EXCLUSIVE FOR" message, after the
words
"EXCLUSIVE
FOR
____
FROM_____".
(3)
The skeleton copy and the sealed
envelope containing the actual message
are placed in an outer cover marked with
the precedence and despatched to the
signal centre.
(4)
The acceptance clerk retains the
skeleton copy for record but hands over
the sealed inner cover intact to the
crypto centre.
Receipt for Message
45.
Following instructions will apply:
RESTRICTED
3.319
RESTRICTED
a.
Signal centre will give receipt for all messages

on an Orderly Receipt Book which will be
provided by the originators themselves and will
contain the following headings:(1)
Originator's number. (To be completed
by
originator)
(2)
Date time group.
(3)
Classification.
(4)
Precedence. (To
be
completed by originator)
(5)
Signature, date and stamp of signal
centre (to be completed by signal centre).
b.
On receipt of messages, addressees will sign
their full names on the Orderly Receipt Book
showing their rank and the time of receipt.
Traffic Delays and Queries
46.
Signal centre records are destroyed as under:In
Serial
Type
In Static
In
Records Stations Operational Operational
Area Rear Area at and
of Brigade Forward of
Brigade
Level
Level
a.
TOP
72 hours
24 hours
Immediately
SECRET
after
messages
delivery
b.
All other
1
7 days
72 hours
messages calendar
month
6
1 calendar
15 days
c.
Signal
calendar
month
registers
and SDS months
records
1
24 hours
24 hours
d.
Trunk call
calendar
registers
month
and
tickets
Note: - No queries are entertained after lapse of the period

stated above.
Protection of the Plain Language Text of Crypto Messages
RESTRICTED
3.320
RESTRICTED
47.
The plain language copy of an encrypted message as
written by the originator, or the unparaphrased decrypted copy
as delivered to the addressee, is known as the literal text.
48.
It must be assumed that all radio messages are liable
to be intercepted. Therefore, the security of any crypto system
is endangered if the literal text of a message can be related to
the encrypted version. This will happen if:a.
A copy of the plain language version falls into
enemy
hands.
b.
The text is retransmitted either in clear or in
another crypto system.
c.
An unparaphrased version of the text is
published.
49.
To indicate to all holders of a message that it has been
transmitted in crypto, the following must be written or stamped
on all copies of the messages by the signal centre staff:CRYPTOGRAPHIC WARNING".
This message will not be distributed outside
Pakistan
Government
Departments
or
Headquarters, retransmitted either in clear or in
another cryptographic system, published,
displayed or dispatched by the post without
paraphrasing and removal/exchange of DTG,
or discussed verbatim on telephone or voice
circuit. "
50.
The signal centre will also inform the originator of such
a message who will then mark it as in Paragraph 49 above.
51.
All addressees receiving the literal text will be intimated
to treat it accordingly, by the following:a.
If Distributed by the Originator. The originator
will himself warn the addressees.
b.
If Distributed by Signals. All addressees will
be warned by the signals.
52.
It will be treated as a classified document of the
original classification even when the contents no longer remain
classified.
53.
Regardless of its classification, a literal text will be
paraphrased if it is required to be:a.
Despatched by post or by aircraft.
b.
Published or displayed.
c.
Retransmitted in clear or in another crypto
system.
RESTRICTED
3.321
RESTRICTED
d.
Communicated by any means to persons whose

appointments under the Pakistan Government
do not entitle them to receive copies of
classified documents issued by Armed Forces
Headquarters.
54.
Messages sent or received in one time crypto system
need not be treated as above. These will be marked "Received
in one time crypto system" by the crypto centre.
55.
If a classified message contains the text of any
proclamation, agreement, etc, which is likely to be published
verbatim or displayed and the text of which does not permit
paraphrasing, it will be marked by the originator "LIABLE TO
PUBLICATION" at the top, above the words "MESSAGE
FORM".
56.
Paraphrasing is the responsibility of the originator who
is retransmitting or publishing the text of a message which has
been or will be transmitted in a crypto system. When
paraphrasing, the following rules must be observed:a.
The order and construction of the whole text
must be changed.
b.
Sentence by sentence paraphrasing will be
avoided.
c.
The wording of opening and closing sentences
will be changed.
d.
No indication will be given that the original has
been or will be sent by crypto.
e.
The originator's number and date of origin may
be retained but the time of origin will be
omitted/ changed.
57.
Upgrading of Unclassified Messages.
Once a
message has been transmitted or distributed as
UNCLASSIFIED, it will not be classified without first
paraphrasing the text and changing the DTG.
58.
Messages originated or transmitted by other than
Pakistan Army authorities (i.e. other Services and Government
Departments), may be marked with instructions which differ
from those given in Paragraph 49 above. In such cases, these
instructions will be complied with and, if copies of the
messages are made, these instructions will be reproduced on
each copy.
59.
Handling of Signal Messages. Instructions contained
in the Pamphlet, Classification and Treatment of Protected
RESTRICTED
3.322
RESTRICTED
Documents Pakistan - 1967, will be complied with.

Annexes
A.
Specimen Messages Form.
B.
Block Allotment of Originator's Numbers.
C.
Phonetic Alphabet.
D.
Appointment Titles.
RESTRICTED
3.323
RESTRICTED
Annex A
To
Section 19
(Appropriate Form
Number)
SPECIMEN MESSAGE FORM
1.
From a Brigade
For COMM/SIG Centre Use _____________
Security
Msg
Precedence
DTG
Month
Classification Instructions
Action
200500
&
CONFD
Info IMED
Year
Routine
Jan
10
Originators
No
FROM
6 BDE
G 2601
TO
1 PUNJAB 2 PUNJAB 3
PUNJAB
GR
INFO
1 FD REGT
Circulation
GOC WILL VISIT UNIT AREAS 24 AND 25 JAN (.) ACK
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________
Page
1
of
1 Pages
For
OPR
Use
Date
TOR
TOD
System
Signature Tel No
Drafter
Rank
Operator Releasing
Officer
Rank Maj
Tel: 33576
Notes:a.
Precedence. In this case the precedence for the
action will be IMMEDIATE and for information
addressees, it would be treated as ROUTINE.
b.
Address Space.
The addressees are listed in the
same sequence as for an operation order.
c.
Originators Number.
This pertains to staff duties
(see Annex B to Section 19).
RESTRICTED
3.324
RESTRICTED
d.
e.
f.
Security
Classification.
The
message
is
CONFIDENTIAL because it indicates the move of the
divisional commander.
Text. The text is brief and abbreviations have been
used.
Acknowledgement. The information addressee is not
required to acknowledge the message.
RESTRICTED
3.325
RESTRICTED
(Appropriate Form Number)

MESSAGE FORM
2.
From a Division
For COMM/SIG Centre Use ________________
Precedence
DTG
Action
Info
27050
IMED Routine
0
Security
Msg
Classificatio Instructions
n
CONFD
Originators
No
3 DIV
G 0801
7 BDE 8 BDE ARTY
GR
9 BDE 16 H 1 SIG BN
Circulation
FROM
TO
INFO
Month
& Year
Jan 12
31 FD REGT UNDER COMD 7 BDE 282359 JAN (.) 7 BDE

AT ONE HR NOTICE TO MOV TO NILA 4321 FROM
290800 JAN (.) 8 BDE TAKE OVER DEF NURPUR 4567 ON
DEP 7 BDE (.) ALL ACK
Page
of
Pages
Signature Tel No
Drafter
For
OPR
Use
Date
TOR
TOD
System
Rank
Operator
Releasing
Officer
Rank
Tel: 3576
Notes:a.
Precedence. In this case the precedence for the
action addressees is IMMEDIATE while for the
information addressees it is ROUTINE.
b.
Address Space. Copies for other branches of the staff
and formations/units which are in the same
headquarters as the branch originating the message,
are sent by orderly and crossed out on the copies sent
to the signal centre.
c.
Originators Number.
This pertains to operations
(see Annex B to Section 19).
RESTRICTED
3.326
RESTRICTED
d.
e.
Text. The date/time groups have been followed by the

month to avoid confusing them with grid reference.
Acknowledgement.
Both action and information
addresses are required to acknowledge this message.
RESTRICTED
3.327
RESTRICTED
(Appropriate Form Number)

MESSAGE FORM
3.
From a Corps
For COMM/SIG Centre Use __________________
PRECEDENC PRECEDENCE DATE
INFO
TIME
E ACTION
ROUTINE
GROUP
IMED
200910
FROM
MAIN 10 CORPS
TO
INFO
4 DIV
ARTY
5 DIV
SIGS
AQ
MSG INSTRS
PREFIX
GR
SECURITY CL
SECRET
ORIGINATORS
NO
G-0815
SPECIAL
INSTRS
FOR OPS AND ARTY 4 DIV CMM 5 DIV (.) OUR G1410 JAN
19 (.) MOV 32 HY REGT POSTPONED TILL 23 JAN (.) ALL
ACK
For R DATE TIM

OPR
E
Use
SY
S
O
P
D DATE TIME SY OP SIGNATUR

S
E
RANK
TEL
Lt Col
Tel : 3576
Notes:a.
Text. This example illustrates the use of delivery instrs
at the beginning of the text.
b.
Address Space. If a headquarters is divided (corps
and above), the part to or from which a message is
sent should be stated. Otherwise, the message will be
RESTRICTED
3.328
RESTRICTED
c.
delivered to the main headquarters. This message will

be delivered by signals to:(1)
G Branch of 4 Division.
(2)
Headquarters Artillery 4 Division.
(3)
G Branch of 5 Division.
(4)
Headquarters Artillery 5 Division.
Internal Distribution. Copies of this message will also
be sent through an orderly to Headquarters Artillery 10
Corps, Headquarters Signals 10 Corps and AQ Branch
of 10 Corps. These will be crossed out on the copies of
this message that are sent to the signal centre.
RESTRICTED
3.329
RESTRICTED
Annex B
To Section
19
BLOCK ALLOTMENT OF ORIGINATORS NUMBERS
Serial
Number
To be used
within GHQ
by
(a)
(b)
1.
G 0001-0250
2.
G 0251-0500
3.
G 0501-0750
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
G 0751-1500
G 1501-2000
G 2001-2500
G 2501-3000
G 3001-3500
G 3501-3900
G 3901-3950
G 3951-4000
G 4001-4500
G 4501-4750
G 4751-4850
G 4851-4950
G 4951-5000
G 5001-5500
G 5501-5750
G 5751-5800
20.
21.
22.
G 5801-6000
G 6001-6500
G 6501-6600
( c)
G Block
COAS
Secretariat
COAS
Secretariat
CGS
Secretariat
MO Dte
Dte Gen ISI
MI Dte
SD Dte
W&E Dte
MT Dte
Spare
HRD Dte
AC Dte
Arty Dte
AD Dte
Army Avn Dte
Flt Safety Dte
Sigs Dte
Inf Dte
Army Sports
Dte
NG Dte
ISPR Dte
D&E Dte
23.
G 6601-6650
EW Dte
RESTRICTED
To be used in
Lower
Fmns/Stas/Units
When Dealing
with
(d)
Msgs b/w comds
Staff and joint
svcs matters
GS matters
Ops
Int
Int
SD
Wpns and eqpt
Trg
Spare
Edn
AC
Arty
AAD
Avn
Flt Safety
Sigs
Inf
Sports
NG
PR
Trg/
Doctrine
matters
EW matters
3.330
RESTRICTED
24.
25.
(a)
26.
27.
28.
29.
30.
G 6651-6800
G 6801-7000
(b)
G 7001-7500
G 7501-7750
G 7751-8000
G 8001-8200
G 8201-8250
31.
32.
G 8251-8400
G 8401-8500
33.
34.
35.
36.
G 8501-8700
G 8701-8800
G 8801-8900
G 8901-8950
37.
G 8951-8990
ITD Dte
O&M Dte
(c )
E-IN C Branch
DW&CE Army
Engrs Dte
Hist Sec
FGEI (C/G)
Dte
IGT&E Branch
Naval Liaison
Officer
CDSO
Sigcen
Crypto centre
DW&CE
(NGC)
Arms Branch
38.
G 8991-9000
C&IT Branch
39.
40.
41.
42.
G-9001-9200
G 9201-9500
G 9501-9700
G 9701-9800
DSG Dte
Spare
Budget Dte
JO Dte
Tech Dev
O&M
(d)
Engrs/MES
MES
Engrs tps matter
Hist writing
FGEI matters
Trg
Liaison
matters
pertaining to Navy
Comd gp
Sigcen
Crypto centre
MES
Arms
Branch,
GHQ
C&IT
Branch,
GHQ
DSG matters
Spare
Budget
JO matters
A BLOCK
(a)
43.
(b)
A 0001-0500
44.
A 0501-1000
45.
A 1001-1500
46.
A 1501-2000
47.
48.
A 2001-3500
A 3501-4000
(c )
(d)
CAO
Regs and
stationery
AG (Coord)
Matters for AG
in person
AG-5
Adm of Pak
Army in AK
Joint svcs med
Joint svcs med
matters
PA Dte
Pers adm
Joint
svcs Joint svcs
manpower
manpower
Planning
panning matters
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49.
50.
51.
A 4001-4500
A 4501-5000
A 5001-5500
MS Branch
Spare
PS Dte
52.
(a)
53.
54.
55.
56.
57.
58.
59.
60.
61.
62.
A 5501-6000
(b)
A 6001-6300
A 6301-6500
A 6501-6700
A 6701-7000
A 7001-7200
A 7201-7500
A 9901-9999
A 7501-8000
A 8001-8500
A 8501-8700
W&R Dte
(c )
Spare
Spare
JAG
Spare
CAA
Spare
MAG/CMA
Med Dte
CP Dte
PP & A Dte
63.
64.
65.
A 8701-8800
A 8801-8900
A 8901-9900
Regs Dte
Spare
PASB
Secretariat
Q BLOCK
(a)
66.
67.
68.
69.
70.
71.
72.
73.
(b)
Q 00011000
Q 10011500
Q 15012000
Q 20012500
Q 25013500
Q 35014000
Q 40014500
Q 45015000
MS matters
Spare
Pers
svcs
matters
W&R matters
(d)
Spare
Spare
Legal matters
Spare
Army accts
Spare
Audit and accts
Med matters
Civ pers
Pay,
pension
and accts
Regs
Spare
PASB matters
( c)
(d)
Spare
Spare
QMG (Q-1)
Q (Gen)
QMG (Q-2)
Q (Mov)
QMG (Q-3)
Q (Otg)
S& T Dte
ASC
QMG (Q-4)
Posts, trg and

APO
RV&F
RV&F Dte
CLS Sect
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74.
75.
76.
77.
78.
79.
80.
(a)
81.
82.
83.
84.
Q 50016500
Q 65017000
Q 70017500
Q 75017600
Q 76018000
Q 80019000
Q 90019100
(b)
Ord Dte
Ord matters
EME Dte
EME matters
Spare
Spare
CSD
CSD matters
Log Dte
Log matters
POF
Ord factories
Mindef (DPD)
Ord factories
Q 91019200
Q 92019300
Q 93019350
Q 93519999
Mindef (DGDP)
(c )
(d)
Mindef (MVRDE)
Def purchase
matters
MVRDE matters
Mindef (ARDE)
Units concerned
Spare
Spare
Notes:a.
The originator will use the number appropriate to the
subject concerned; eg:- an adjutant writing about
rations would use a number between Q 2521-3500.
b.
The first twenty numbers at random, are used by the
night duty officer.
c.
Messages are numbered serially each day starting with
any number in the appropriate block (apart from the
first twenty). New daily series must not start with the
last number of the previous day nor with numbers
adjacent to it. New series will start daily at midnight.
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Annex C
To Section 19
PHONETIC ALPHABET
Abbreviation Words(s) In Abbreviation Words(s) In
Full
Full
November
N
Alpha
A
Oscar
O
Bravo
B
Papa (pahpah)
P
(brahvo)
C
Quebec
Q
Charlie
D
(kwibeck)
R
Delta
E
Romeo
S
Echo
F
(Rohmeo)
T
Foxtrot
G
Sierra (seera)
U
Golf
H
Tango
V
Hotel (hoetel)
I
Uniform
W
Indus
J
Victor
X
Juliet
K
Whiskey
Y
Kilo (Keelo)
L
(wiskey)
Z
Lima (Ieema)
M
X-ray
Mike
Yankee
Zulu
Example
En tks entering GUJRAT, I spell, Golf Uniform Juliet Romeo
Alpha Tango
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Annex D
To Section 19
APPOINTMENT TITLES
Appointment
Comd
Dy comd or 2IC
Senior coord SO (eg Col Staff)
G ops staff
G int staff
Adm staff
Armr
Arty
Army AD
Engrs
Sigs
Inf
SSG
Avn
CMI
S&T
Med
Ord
EME
AEC
RV & FC
MP
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Titles
Imam
Wazir
Markhor
Markhor Minor
Chota
Nazim
Baktar
Gharbeen
Shikari
Farhaad
Kabutar
Cheeta
Taaqatwar
Parinda
Zaheen
Salwa
Taweez
Ameen
Hunarmand
Honehar
Ghora
Zabit
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SECTION 20 - SIGNALS DESPATCH SERVICE

General
1.
In the field, the use of despatch riders forward of
Division Headquarters may not always conform to a prearranged timetable. However, a regular signal despatch
service (SDS) is organized as soon as the situation permits.
2.
Despatches or messages which cannot be conveniently
signalled should be sent by the SDS run. If however, an officer
is visiting or returning from another headquarters, he should be
instructed to carry any despatches awaiting delivery.
3.
Formation commanders lay down the degree of
precedence which at any headquarters will entitle a despatch
to be carried by the fastest means available, i.e. air despatch
service, train despatch service, or special despatch rider
(SDR) instead of a normal SDS run. Normally an officer, who is
entitled to sign a message "IMMEDIATE", may also authorize
the sending of a despatch by SDR. No delegation of this
authority is allowed. When essential, the signal centre staff
may also send an SDR to clear high precedence messages.
SDS is intended for the delivery of official mail only.
4.
The staff should, whenever possible, warn the signal
centre before a SDR is required. Signals should then inform
other branches so that they can take advantage of the
additional run. The SDR, however, must not be delayed on this
account. The military police and all other units in the formation
must have instructions to allow the passage of all vehicles
bearing SDS and SDR sign boards.
Rules for the Use of SDS
5.
Signals will not accept any of the following for delivery
by SDS:a.
Explosives, ammunition or any inflammable
material.
b.
Clothing.
c.
Equipment.
d.
Money or valuables.
e.
Cheques.
f.
Liquids.
6.
Despatches should not be more than 40 centimeters x
25 centimeters x 3 centimeters in dimension and 1 kilogram in
weight.
7.
The SDS label should be used, whenever possible, for
both registered and un-registered despatches. When it is not
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available, the information required must be written on the

envelope using the same layout as the SDS label.
8.
Duty signal officers are authorized to refer back to the
originator any packet which infringes or is suspected of
infringing the provisions of Paragraphs 5 and 6 above.
9.
Letters/packets despatched through SDS may be given
the precedence "IMMEDIATE" and marked as such. All other
letters/packets will be treated as ROUTINE but will not be
marked as such. As a rule, the mail received in a signal centre
is cleared through the first available service. Therefore, all
letters/packets, irrespective of their precedence, are cleared
together. However, the precedence marked on the outer cover
is a useful guide for action by the addressee. Attention of all
concerned is drawn to Army Rules (Instructions) 744A.
10.
Registration. Originators must indicate whether a
despatch is to be registered or not. Signals keep records of
registered despatches to enable them to be traced throughout
their journey. The following must be registered:a.
Documents of security classification
CONFIDENTIAL
and above.
b.
Dispatches of precedence IMMEDIATE and
above.
c.
Dispatches which the originator considers
should be traceable throughout all stages of
transmission to the addressees; e.g. court
martial proceedings etc.
Other dispatches are considered to be "un-registered"
11.
Registered dispatches will be placed in two covers and
marked as under:a.
Inner Cover. (New sealed envelope).
(1)
Security classification.
(2)
Precedence.
(3)
Address.
(4)
To be opened by.. (if Top Secret).
b.
Outer Cover
(1)
Registered/By SDS
(2)
Precedence
(3)
Address
(4)
Originators Number
(5)
Address and Signature
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12.
Unregistered dispatches will be placed in a single cover
and marked.
a.
SDS
b.
Address
c
Originators Number
d.
Address and Signature
13.
In case of registered letters, only one letter will be
placed in a cover which will be marked as per instructions
given in Paragraph 11 above. In the case of letters which are
to be despatched unregistered, more than one such letter may
be placed in the same cover. However, only one
reference/originator's number will be indicated along with total
number of letters contained therein; e.g.:"1212/13/Sigs 2 of 12 Feb 12 (five letters)."
14.
Delays and Queries.
SDS records are kept for a
limited period by signal centre. Queries regarding delays/loss
of letters despatched by SDS will, therefore, not be entertained
after the expiry of the period given below:a.
In static signal centres
after six
calendar months.
b.
In field signal centres after one calendar
month.
15.
Report of Losses. In the event of the loss of an SOS
bag or packet in transit, signals will report the matter to the
originator and the staff. It is essential that such reports are
passed onto the nearest military police and military intelligence
representatives without delay.
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CONTENTS
CHAPTER IV OFFICE AUTOMATION SYSTEM (OAS)
Section
Page
21.
Introduction
System
to
Office
Automation
4.401
22.
Staff Duties for Office Automation

System
4.407
23.
Office
Automation
System
Operational Staff Work
4.413
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for
4.401
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CHAPTER IV OFFICE AUTOMATION SYSTEM (OAS)

SECTION 21 - INTRODUCTION TO OFFICE
AUTOMATION SYSTEM
General
1.
Revolution in Information Technology has brought a
paradigm shift in the age old means of communication. Use of
a variety of fast automated systems has enabled instant
transmission
of
information
to
headquarters/units,
simultaneously. This paperless environment facilitates staff to
maintain accurate update on the current situation and enables
commanders to take informed decisions.
2.
Pakistan Army has adopted Office Automation System
which aims at inculcating Information Technology Culture. This
system has the capability to absorb the other information
systems such as Logistic Management System, Hospital
Management System and Geographical Information System
which will further facilitate functioning of staff in various
headquarters and formations/units/organizations/institutions.
3.
Office Automation System Architecture.
Office
Automation System is a set of indigenously designed
applications to automate routine office functions. It is aligned to
meet the specific requirements of Pakistan Army, both during
peace and war. These applications are provided from a central
facility designated as Data Centre. The Data Centres meet all
data storage and processing requirements of users in
geographical proximity. All data centres are interconnected
through reliable and redundant wide area network for
exchange of data. Architecture of the system is outlined in
Figure 1.
FIGURE 1 - OFFICE AUTOMATION SYSTEM ARCHITECTURE.
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Office Automation System Components, Authorization and
Features
System
provides
4.
Software Applications.
following applications:a.
Office Automation Application.
Office
Automation
Application
is
document
management software designed for specific
needs of Pakistan Army. It is used for
automation of official correspondence. The
application also provides the facility to organize,
store and subsequently search all official
documents sent through the system.
b.
Microsoft Office Applications. These are
software applications used for facilitating routine
staff work. These include applications like
Microsoft Word, Microsoft Power Point, Excel
and Access etcetera.
c.
Mapping/Geographical Information System
Applications. Such applications can be used
for viewing of digital/raster maps/aerial
imageries and preparation of map overlays.
These overlay plans can be exchanged
between headquarters for operational planning.
d.
Portal. It is a central repository where all
organizations can publish important information
for larger audiences. Portal has a large
collection of newspapers, magazines, books
and Pakistan Army Publications.
e.
E-mail. It is intended for informal exchange of
official information from person to person, within
the network.
f.
Pakistan Army Identity (PAID) Card
Applications. This application is intended for
online processing of Pakistan Army Identity
Card for all ranks.
5.
Hardware
Each user
a.
Office Automation Terminal.
terminal has following components (Figure 2):(1)
Thin Client. It is a lean machine without
any local storage and processing. It
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(2)
(3)
(4)
provides access to application software

and data residing in Data Centre. Users
data/work is never lost even when the
terminal is powered off.
Liquid Crystal Display (LCD) Screen.
Keyboard and Mouse.
Un-interrupted Power Supply (UPS) Unit.
17 LCD
Thin
UPS
Keyboar
Mouse
Figure 2 - Office Automation System Hardware
b.
Scanner. Primarily provided for scanning of

mail received from non Office Automation
System addressees and its uploading in the
system.
c.
Printer. Primarily provided for mail addressed
to non Office Automation System addressees
and financial documents/other documents of
similar nature, on required basis.
6.
Authorization of Office Automation Terminals. The
authorization is based on the nature/quantum of work load as
well as optimal use of the hardware. The concept of sharing of
terminals is introduced so that each Thin Client is used for
optimum time and economy is achieved with regards to
authorization/investment on end user hardware. Office
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Automation Equipment is authorized as follows:a.
b.
Terminal
(1)
A terminal each for commanders/head of
establishments, Grade 1 and above staff
officers.
(2)
A terminal shared by Grade 2/3 staff
officers.
(3)
A terminal shared by four clerical staff.
(4)
The authorization is flexible to meet the
justified
requirements
of
any
establishment. It must, however, not
affect
the
functioning
of
any
establishment.
Scanning/Printing Station. Scanners/Printing
Stations are authorized as follows; however, for
training institutions/other organizations, it will be
calculated based on the rationale of user
requirements:Seria Description
Printers Scanners
l
(1)
Corps and
Equivalent
4
4
Headquarters
(2)
Division and
Equivalent
3
3
Headquarters
(3)
(4)
(5)
Brigade and
Equivalent
Headquarters
Major Units
Minor Units
1
1
1
1
7.
Features of Office Automation Application. The
Office Automation Application has following features:a.
Office Automation System allows to see letters
marked to a user, drafts for approval and
comments on letters, attach forward and
backward references to letters.
b.
Documents can be sent within and outside the
establishment.
c.
A letter under process can be tracked with its
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8.
location and duration for which it has been kept

pended by a particular appointment.
d.
All documents are centrally stored within the
local data centre with highly elaborate security
arrangements, reducing the risk of data loss,
theft etcetera.
e.
Templates and formats are available for all
standard documents being used in the Pakistan
Army.
f.
Automated Staff Duties with number formatting
(Alt + 1, 2, 3 and 4).
g.
Tasking can be done to subordinates and its
track can be kept.
h.
Pending documents can be viewed.
i.
List of pending documents of subordinates can
be viewed.
j.
On inclusion of back reference, forward
reference is automatically integrated.
k.
Minute Sheet or Note for Consideration can be
initiated. Its track can be kept and comments
given by others can be seen.
l.
Various lists can be created for quick and
efficient dispatch of mail.
m.
Reply can be generated instantly from the
incoming letter with all relevant fields populated
automatically.
n.
The performance of subordinates/different
sections can be effectively monitored by the
head of respective sections/organizations.
Features of Pakistan Army and Formation Portal
a.
GHQ Branches/Directorates and formations
down to brigade level are allowed to create web
pages.
b.
Each branch/directorate will have separate page
for internal use.
c.
Selected officers can also have personal portals
with both private and public pages. For
example, Principal Staff Officers, Director
Generals may have daily states, ready
reckoners, daily commitment charts etcetera.
d.
Pages can be customized to respective
need/taste.
e.
Communities of interest can be joined by
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f.
g.
h.
i.
anyone. For example, armour, artillery, golf,

tennis etcetera.
Use message boards for formal/informal
discussions/opinions.
Latest
announcements
of
respective
directorate/Army.
Share
documentation
among
sections,
directorates, like standard operating procedures
and studies.
Search for articles, documents and images.
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SECTION 22 - STAFF DUTIES FOR OFFICE

AUTOMATION SYSTEM
General
1.
In order to ensure smooth functioning of this system,
staff duties for maintenance and usage of system at various
tiers have to be clearly spelled out. Moreover, the system can
function successfully if foolproof security measures are built in
the system and adopted by users against any type of hacking
or unauthorized use/access. Office Automation System is user
friendly which facilitates commanders and staff at all levels in
performance of their duties. To optimize on the functionalities
offered by Office Automation System, the staff officers must be
well conversant with all the components of the system. Office
Automation System has been developed keeping in view the
existing office procedures of the Pakistan Army and thus
allows shifting of all correspondence and paperwork to a
computerized system that provides all the capabilities needed
while performing day-to-day tasks. However, there are some
variations from existing minor staff duties which need to be
understood by all users of the system.
Duties of Establishments for Maintenance/Usage of Office
Automation System
2.
Command, Control, Communication, Computers
and Intelligence Directorate
a.
Exercise technical control over operations of
data
centres.
b.
Prepare, issue and implement Army wide
policies, plans and standard operating
procedures on Information Technology and
Information Security related matters.
c.
Develop and maintain support services for
Office Automation System across the Army.
d.
Develop and maintain all software applications
for
the Army.
e.
Repair and maintain all high ended Office
Automation Equipment including Servers,
Network Devices and Storage Systems
etcetera.
f.
Procurements for regular and continuous
upgrades of obsolete technologies and systems.
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3.
4.
5.
Signals Directorate
a.
Planning and provision of requisite media for
Office Automation System.
b.
Operation and maintenance of entire wide area
and access network for Office Automation
System.
c.
Prepare, issue and implement Army wide
policies, plans and instructions related to
communication media.
d.
Ensure security of entire communication media
for Office Automation System.
Formation Data Centres
a.
Operation and management of Formation Data
Centre.
b.
Provision of round the clock support through
help desk to all users.
c.
Carryout close coordination and liaison with
respective headquarters signals to ensure
availability of stable, reliable, secure and
unhindered access network support to all
dependant establishments.
d.
Resolve the user end problems and assist the
user establishments for optimal utilization of
Office Automation services.
e.
Ensure physical and logical security of data,
both against loss and any unauthorized access.
f.
Regularly advise and educate the users on
security of the system.
g.
Train and educate the users for optimal system
utilization.
h.
Repair, relocation and maintenance of Local
Area Network.
i.
Issuance and collection of client equipment to
all dependent users and establishments.
User Headquarters/Units
a.
Ensure optimal utilization of system as per
instructions/standard operating procedures.
b.
Provision of appropriate un-interrupted power
for
end user devices and access network
devices in the
locality of headquarters/units.
c.
Implementation of all security instructions

issued
from Formation Data Centre and
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Security of Office Automation System
6.
Office Automation System is a secure mean of official
correspondence with built in multi-layered security. These
security features can be optimized by inculcating security
awareness amongst all users of Office Automation System.
Users are required to be well conversant with all relevant
security instructions. Staff employed on operation and
maintenance of Office Automation System in data centres will
have status of Crypto Security clearance.
a.
Security Features
(1)
Access to Office Automation System is
restricted to the authorized users only.
(2)
Each user can only access limited
number of allowed applications.
(3)
All Office Automation System data is
stored in encrypted vaults inside data
centres. No data resides in the user
premises/thin client.
(4)
User data is regularly backed up and
can be restored, if required.
(5)
Dual authentication based on password
and smart card.
(6)
Files/file numbers of one section are not
visible to the Office Automation System
users of other sections.
(7)
Documents classified as Personal/Eyes
only/Top Secret are sent to an individual
directly and not to his section.
(8)
Personal/Eyes
Only/Top
Secret
documents are only visible to the
recipient in initial receipt.
(9)
Printing is allowed for Non Office
Automation System organizations only.
(10) Document tracking feature allows for
checking and logging to monitor. For
example, which individual has seen
which document, even if a document is
viewed from the search module.
(11) Clerical
staff
cannot
view
Secret/Confidential/Restricted/Unclassifi
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ed or Outstanding documents unless
explicitly marked to them.
(12) Clerical Staff cannot approve a
document.
(13) Once a document is approved, it cannot
be modified. If any modification is
required then its status has to be
changed to "Not Approved" by the use of
"Need Changes" button by the authority
which had approved the document.
b.
Dos and Donts
(1)
Dos
(a)
Complex passwords should be
used.
(b)
Passwords should be changed
frequently.
(c)
Office
Automation
System
terminal should always be logged
off while leaving the terminal.
(d)
User establishments must ensure
that accounts of officers/staff are
immediately
closed
on
postings/transfers.
(e)
Office
Automation
System
equipment should be repaired
through authorized workshops
only.
(2)
Donts
(a)
Passwords should not be shared
with others/clerical staff.
(b)
Office
Automation
System
network
should
never
be
interconnected with any other
network/internet.
Variations from Existing Minor Staff Duties
7.
The rules/norms of military writing apply to all types of
documents prepared in Office Automation Application.
However, some significant departures are appended below:a.
All forms of routine correspondence can be
initiated except the Memorandum. An Inter
Office Note (ION) is to be used instead of the
Memorandum.
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b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
Page numbering of documents is automatically

generated and a single page document is also
numbered.
Document once created cannot be destroyed by
the user.
A letter is not required to be signed once being
sent to Office Automation System user except
letters related to accounts and audit matters
which will be initiated in hard copy and signed
as well.
Letter received in a section can be directly
forwarded to another person, without following
the normal sequence/procedures of mail along
with endorsed comments. This obviates
wastage of time on formal reply.
The comments are given by all persons in the
chain of command of a particular organization in
an informal manner.
A particular letter received on Office Automation
System once being replied would automatically
be attached as a back reference. While giving
the reference of a letter, only its Office
Automation System Document Identification
along with the date needs to be given. For
example, Your ltr ID J1214 dated 26 Jan 10
ref.
Annexes and appendices can be included in the
original document or attached as forward or
back references to the document.
While writing Demi Official letter on Office
Automation System, the salutation Dear ,
ending Yours.. and Assalam-o-Alaikum
would be written in italic, thus manuscript
insertion would be dispensed with.
Precedence of a mail becomes irrelevant in
case of same data centre mail, as all mail is
dispatched/marked instantly to addressees. In
case of remote data centres, mail is delivered
according to its precedence.
A new level of precedence Most Immediate is
available in Office Automation Application. This
precedence can be used for matters requiring
urgent handling by the addressees.
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l.
A new security classification Eyes Only is

available in Office Automation Application.
Documents
marked
with
Eyes
Only
Classification
are
treated
similar
to
Personal/Confidential and can only be viewed
by the person addressed by name.
m.
The software has functionality of writing private
comments to a specific user.
n.
Office Automation System allows users to
directly mark documents to any user of another
headquarters/unit outside the users hierarchy.
This facility can be used for informal comments
and for providing immediate response.
8.
Processing of Mail in Office Automation System.
The detailed procedure to use Office Automation System
including processing of incoming and outgoing mail has been
given in the user manual, posted on help icon and also on the
Office Automation System main page. Help manual is also
available in Urdu.
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SECTION 23 - OFFICE AUTOMATION SYSTEM FOR

OPERATIONAL STAFF WORK
1.
General. Office Automation System is designed for
use in peace and war. Its effective use can be of great
assistance in performing operational staff work. Staff officers
can save on time wasted in collection/dissemination of
information and orders by use of applications provided by
Office Automation System. In addition, use of digital maps and
imagery can provide a much better picture of operational
situation and can assist in improved planning and timely
decision making.
2.
Office Automation System for Orders/Instructions
and Reports/Returns. Office automation application can be
utilized for following orders/instructions and reports/returns:a.
Orders/Instructions
(1)
Warning Orders.
(2)
Written Operation Orders.
(3)
Operation/Administrative Instructions.
(4)
Movement Orders.
(5)
Administrative Orders.
(6)
Planning Instructions.
(7)
Routine Orders.
b.
All types of Reports/Returns.
3.
The procedure for preparation of all types of
orders/instructions and reports/returns is similar to normal out
documents. However, blank document template is to be
selected while preparing the draft. Office automation
application keeps record/accounting of every copy of the
document. Therefore, copy numbers are not required for
addresses connected to Office Automation System. For
addresses where printed orders/instructions are despatched,
copy number will be specified.
4.
Geographical Information System. Geographical
Information System is a software application used for viewing
all types of digital maps, imageries and related geo referenced
data. Geographical Information System also provides multiple
tools for analyzing and correlating data on digital
maps/images. Office Automation System provides multiple
Geographical Information System applications for viewing and
preparation of maps and overlays.
5.
Digital Maps and Overlays

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4.414
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a.
b.
Digital Maps. Office Automation System has a

huge
repository of digital maps which can be
used in
place of normal printed operational
maps. Digital
maps
available
in
Office
Automation System
provide following benefits
:(1)
Are more accurate and precise.
(2)
Are continuously updated by 477 Army
Survey Group, Engineers.
(3)
Can be magnified to any level.
(4)
Users can display the required
information
and hide the information not
required.
(5)
Additional data can be associated with
features.
FIGURE 1 - DIGITAL MAP

Overlays
(1)
Office Automation System provides
specific
software
applications
for
preparation of electronic map overlays.
(2)
These overlays can be sent as
attachments with orders, instructions
and situation reports.
(3)
Complete symbols library conforming to
the requirements of Pakistan Army is
available for marking.
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4.415
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(4)
Multiple overlays can be placed on the

map
for
correlating
various
plans/situations.
(5)
All overlays prepared in Office
Automation System are geographically
referenced which means that overlays
automatically align to the base map
when opened for viewing.
6.
Digital Imagery.
Advances in technology have
transformed the old concept of aerial photographs to digital
imagery. Digital imagery can provide extremely valuable
information for planning/execution of operations. Office
Automation System has a huge collection of digital imagery
from various sources. This repository of imagery is completely
geographically referenced and can be viewed in the software
applications available on Office Automation System.
FIGURE 2 - DIGITAL IMAGE DB-110.

Office Automation System also
7.
Motion Videos.
provides the facility to view, analyse and transmit live motion
videos from various aerial and ground based platforms that is
Unmanned Aerial Vehicles and surveillance cameras etcetera.
Commanders and staff can use this capability to plan and
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4.416
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monitor the ongoing operation.
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INDEX
Subject
Page
A
Abbreviations
2.209
Abbreviations (Svc Writing)
2.262
Abbreviations (Message Writing)
3.316
Acknowledgement
2.216
Acknowledgements (Message Writing)
3.315
Addressees (General Rules)
2.214
Addressing a Message
3.312
Adjutant General and Quartermaster General Branch
1.227
Adjutant Generals (AG) Branch
1.150
Administration & Quartering (A & Q) Branch
1.231
Agenda and Minutes of a Meeting/Conference
2.224
Aide-Memoir for Liaison Officer
1.172
Aids to Staff Work
1.107
Air Support Communication
3.301
Appointment Titles
3.333
Arm or Service
2.235
Arms Branch
1.134
Assistant Adjutant and Quartermaster General
1.265
Assistant Director Medical Services
1.267
Assistant Director of Ordnance Services
1.266
Attachments
2.220
Authorization of Office Automation Terminals
4.403
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Subject
Page
1.175
Auxiliary Headquarters
B
Basic Staff Structure
1.101
Battle Message Board
2.271
Block Allotment of Originators Numbers
3.328
Block Presentation
2.258
Branches of Joint Staff Headquarters
1.119
Brief for Comd
2.250
Brief in the Form of Office Notes on a File
2.242
Briefs
2.226
1.231
C
Cancellations (Messages)
3.317
Capital Letters
2.208
Cat of Addressee
2.234
Central Headings
2.259
Change of Rule Use of Capital Letters (Messages)
3.310
Characteristics of Written Work
2.203
Chief of Army Staff Secretariat
1.125
Chief of Staff
1.258
Clichs and Platitudes
2.205
Colonel (Flight Safety/Evaluation)
1.262
Colonel General Staff
1.259
Command, Control, Communication, Computers and

Intelligence Directorate
4.407
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Subject
Page
Commander and Staff Relationship
1.102
Communication and Information Technology (C&IT)

Branch
Communication between Ground Forces
1.156
Completed Staff Work
1.106
Conventions
2.207
Coordinate Action
1.109
Copy Number (Service Writing)
2.262
Copy Numbers
2.213
Corps Headquarters
1.209
Corps Troops Administrative Area
1.212
Corrections (Messages)
3.317
3.301
D
Data Collection
1.109
Date and Time
2.207
Date Time Group (Messages)
3.311
Decimals (Messages)
3.315
Definition (Service Writing)
2.262
Delays and Queries
3.336
Delivery to Branches of the Staff (Messages)
3.313
Demi-Official Letters
2.231
Departmental Correspondence
2.229
Description of Formations, Units and Detachments
2.210
Description of Locations and Areas
2.210
Digital Imagery
4.415
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Subject
Page
Digital Maps and Overlays
4.414
Director General Joint Staff
1.119
Dispatch to Signal Centre
3.317
Disposal Instructions
2.213
Division Administrative Area (DAA)
1.223
1.222
Drafts
2.232
Duties (Officers ex Command HQ)
1.175
Duties (Officers ex HQ ASFC)
1.234
Duties (LOs)
1.272
Duties of Brigadier Fleet Management
1.265
Duties of Colonel Staff
1.223
Duties of Headquarters Army Aviation Command
1.256
Duties of Liaison Officers (Los)
1.171
Duties of Signals towards the Staff
3.304
Duties of Staff
1.212
Duties of the Personal Staff
1.169
Duties of the Staff
1.164
Duty Officer System
2.270
E
Example (Addressees of Inf Bde)
2.236
Exercise Messages
3.317
F
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Subject
Page
Features of Office Automation Application
4.404
Features of Pakistan Army and Formation Portal
4.405
Files
2.266
Flagging
2.247
Foreign Mutual Cooperation Branch
1.120
Formal Official Letters
2.230
Formation Data Centres
4.408
Fractions
3.316
Full Stops
3.316
Functions
1.113
Functions of Command Headquarters
1.175
Functions of Corps Headquarters
1.209
Functions of Division Headquarters
1.222
G
General Officer
Command
Commanding
Army
Aviation
1.257
2.262
General Rules of Written Staff Work
2.201
1.224
1.231
General Staff Branch (GS Branch)
1.127
General Staff Officer Grade 1 (Air Movement)
1.261
General Staff Officer Grade 1 (Evaluation)
1.264
General Staff Officer Grade 1 (Flight Safety)
1.262
1.259
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Subject
Page
General Staff Officer Grade 1 (Signals)
1.262
1.261
Geographical Information System
4.413
Graphical Aids
1.111
Grid Reference
2.262
H
Handling of Paper Work
2.265
Handling of Signal Messages
3.321
Hardware
4.402
Headings
2.215
1.256
Headquarters Army Strategic Force Command
1.234
1.113
Higher Defence Organisation (HDO) of Pakistan
1.116
Human Relations
1.102
I
Incoming Papers
2.265
Indenting
2.258
Information Technology / Office Automation Tools
1.111
Inspector General Training and Evaluation Branch
1.154
Internal Office Note
2.232
Introduction to Office Automation System
4.401
J
Joint Chiefs of Staff Committee
1.117
Joint Intelligence and Information Operations Branch
1.120
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Subject
Page
Joint Planning Process
1.121
Joint Warfare and Training Branch
1.119
L
Layout of a Demi-Official Letter
2.256
Layout of a Formal Official Letter
2.255
Layout of a Letter to a Civilian
2.253
Layout of a Military Paper
2.238
Layout of a Routine Official Letter
2.254
Layout of Brief of a Case
2.243
Layout of Correspondence
2.228
Layout of Internal Office Note
2.257
Layout of Staff Table
1.112
2.213
Letter Codes
3.316
Liaison
1.171
Logistics Branch
1.120
Logistics Staff Branch (LS Branch)
1.128
M
Main Functions
1.269
Maps
2.271
Margins
Message Form (from Brigade)
2.259
3.323
Message Form (From a Division)
3.325
Message Form (From a Corps)
3.327
Messages by SDS
3.317
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Subject
Page
Messages for General Headquarters (GHQ), Air

Headquarters and Naval Headquarters
Messages to be Delivered by Orderly
3.314
Military Papers
2.221
Military Secretarys (MS) Branch
1.156
Min Sheet
2.244
Minute Sheet
2.226
Minutes of a Conference
2.240
Motion Videos
4.415
3.315
N
Note for Consideration
2.227
Number of Copies
3.310
2.216
2.237
Numerals
2.209
O
Office Aids
2.271
Office Automation System Architecture
4.401
Office Automation System for Operational Staff Work
4.413
Office Automation System for Orders/Instructions and

Reports/Returns
Office Equipment
4.413
Office Management
2.264
Officers Location Board
2.271
Operations and Plans Branch
1.119
Organisation
1.175
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2.270
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Subject
Page
Organisation
1.269
Organisation of Brigade Headquarters
1.233
Organisation of Command Headquarters
1.208
Organisation of Corps Headquarters
1.220
Organisation of Division Headquarters
1.229
Organisation of General Headquarters
1.163
Organisation of Headquarters Army Aviation 1.268

Command
Organisation of Headquarters Army Strategic Force 1.255
Command
Organisation of Headquarters Corps Logistics
1.221
Organisation of Headquarters Division Logistics
1.230
Organisation of Headquarters Logistics Area
1.289
Organisation of Joint Staff Headquarters
1.124
Organization
2.264
Originating a Message
3.310
Originator
2.214
Outgoing Papers
2.266
P
Page Number
2.213
Page Setting for a Word Document
2.259
Paragraphs
2.203
Phonetic Alphabet
3.333
Planning and Policy
3.302
Precedence
2.213
Precedence (Service Writing)
2.263
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10
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Subject
Page
Precedence (Message Writing)
3.310
Prcis and Summaries
2.222
Preparation
2.267
Presentation
1.109
Principles
2.264
Printed and Broad Margins
2.258
Problem Solving
1.108
Processing of Mail in Office Automation System
4.412
Protection of the Plain Language Text of Crypto

Messages
Punctuation
3.319
Punctuation (Messages)
3.316
2.205
Q
Quartermaster Generals (QMG) Branch
1.152
R
Receipt for Message
3.318
References
2.215
References (Messages)
3.315
Registration
3.337
Relationship with Originator
2.234
Repetition (Messages)
3.315
Report of losses
3.336
Reports and Returns
1.111
Return to Work
2.227
Returns
2.267
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11
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Subject
Page
Roles of the Staff
1.104
Routine Official Letters
2.230
Routine Written Work
1.108
Rules for the Use of Precedence
3.306
Rules for the Use of SDS
3.335
Rules for Typists
2.258
S
Scale of Communication within the Army
3.301
Security
2.266
2.205
2.213
Security Classification (Messages)
3.311
Security of Office Automation System
4.409
Selection and Training of Liaison Officers
1.172
Sentences
2.204
Sequence of Actions of Commander and Staff
1.105
Sequence of Listing Addressees
2.234
Service Letters
2.230
Signal Traffic
3.303
Signals Despatch Service
3.334
Signals Directorate
4.408
Signatures
2.216
Signatures (Messages)
3.317
Size of addressee
2.235
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12
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Subject
Page
Software Applications
4.402
Spacing after Punctuation
2.259
Spacing of Typescript
2.258
Special Delivery Instructions (Messages)
3.313
Special Rules
2.221
Specimen NFC
2.245
Specimen Tour Notes
2.249
Staff Activity
1.104
Staff Coordination
1.106
Staff Duties for Office Automation System
4.407
Staff Officers Notebook
1.110
Staff Supervision
1.107
Stage Management
2.268
Standard Layout
2.229
Starting the Conference
2.269
Status of Command
2.234
Structure (DCC and below)
1.113
Subject Headings
2.215
Supplementary Documents and Enclosures
2.262
Symbols (Messages)
3.315
T
Tables (Messages)
3.314
Talking Points
2.227
Talking Points
2.248
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13
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Subject
Page
Terminologies
1.102
Text of the Message
3.314
The Choice of Words
2.204
The Log
2.270
The Staff Organisation
1.101
The Writing of Good English
2.203
Titles
2.215
Tour Notes
2.227
Traffic Delays and Queries
3.318
Training (Messages)
3.304
Types of Staff Appointments in a Headquarters
1.164
Typical Division of the Staff in a Large Headquarters
1.174
Typing
2.232
U
Upgrading of Unclassified Messages
3.321
Use of Distribution Lists
3.312
Use of Symbols for Military Qualifications, Gallantry

Awards and Qualifications
Use of the Message Form
2.232
User Headquarters/Units (OAS)
4.408
3.310
V
Variations from Existing Minor Staff Duties
Variations from Standard Layout
4.410
2.230
Vertical Spacing
2.259
Vertical Spacing of the Text
2.259
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AP 9001 E, STAFF DUTIES IN THE FIELD 2013:Ver.1.

STAFF DUTIES IN THE FIELD

Inspector General Training and Evaluation Branch

CHAPTER I STAFF ORGANISATION AND

Staff Organisation and Nature of Staff

Roles of Staff and Aids to Staff Work

Higher Defence Organisation

Joint Staff Headquarters

Typical Organisation of the Staff at Higher

Headquarters Army Aviation Command

Headquarters Logistics Area

CHAPTER II WRITTEN WORK AND OFFICE

General Rules of Written Staff Work

Layout of Written Staff Work

General Rules of Service Writing

CHAPTER III INTERCOMMUNICATION

Responsibilities of Signals and Staff

Signals Dispatch Service

CHAPTER IV OFFICE AUTOMATION

Introduction to Office Automation System

Staff Organisation and Nature of Staff

Roles of Staff and Aids to Staff Work

Higher Defence Organisation

Joint Staff Headquarters

Typical Organisation of the Staff of

Headquarters Army Aviation Command

Headquarters Logistics Area

CHAPTER I STAFF ORGANISATION AND NATURE

amount of details to be put up to him. The staff

SECTION 2 - ROLES OF STAFF AND AIDS TO STAFF

Unusual Problems. These are new or

Studying information available from the

Summary of operational reports and returns; for

Layout of Staff Table.

SECTION 3 - HIGHER DEFENCE ORGANISATION

Structure (DCC and below)

Defence Committee of the Cabinet (DCC).

Joint Chiefs of Staff Committee (JCSC).

The JCSC translates political aims into military

The JSHQ is responsible for coordinating the

HIGHER DEFENCE ORGANISATION (HDO) OF

Deputy Chairman: Foreign Minister

Deputy Chairman: CJCSC

SECTION 4 - JOINT STAFF HEADQUARTERS

Render advice on military matters to

Review of logistics requirements of Armed

planning and conduct of an operation by

Joint Staff level into a Strategic Plan,

Organisation of Joint Staff Headquarters.

ORGANISATION OF JOINT STAFF HEADQUARTERS

SECTION 5 - GENERAL HEADQUARTERS

Secretariat Security Officer and is

Coordination of policy matters affecting

Chief of Logistics Staff. He is

Planning and execution of inter

Exercise control on quality

under Adjutants General

Director General National Guards.

Armoured Corps (AC) Directorate

in consultation with Weapons

as and when required in

Ensuring implementation of all