Engineer presents professional information designed to keep U.S. military and civilian engineers informed of current and emerging developments within their areas of expertise for the purpose of enhancing their professional development.
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Another way engineers shape the operational envi- ronment is through training with host nation militaries. Throughout the in Iraq and Afghanistan, engi- neer companies have trained their host nation counterparts on U.S. engineer doctrine. Training foreign militaries is a force multiplier since it provides better-trained partners and helps assure our security in the region. Even when not forward-deployed to a theater of operations, Army engi- neers continue to shape the operational environment via the international exchange student program. Hosting offcers from partner, allied, and coalition militaries provides us an opportunity to share the American perspective that we want to live peacefully, but will defend our national interests and allies if necessary. W inning wars is the Army's primary mission, and we train for it. The Engineer Regiment is the most diverse of all Army branches, with roles in the warfghting functions of movement and maneuver, protection, and even intelligence. Within those functions, engineers perform combat roles and support roles through horizontal, vertical, and geospatial expertise. While each company specializes in one of these areas, it is critical for the engineer company commander to understand and know how to employ each with respect to unifed land operations. As recent have shown, we win wars at the com- pany level. It is within the strategic-operational-tactical framework where engineer company commanders show their under- standing of how their mission most affects the mission of the next higher level and must communicate it to their subordi- nates. Many of the operations conducted in Iraq and Afghan- istan were company-executed. Whether that mission was rebuilding the local market, creating a new road, or clearing a route, it was vital to the strategic goals of the combatant commander. The ability to execute missions results from company commanders being able to set the right conditions during training and knowing how to employ the talents and expertise of their subordinates. Conclusion E ngineer company commanders do not have it easy when it comes to training their units. This is because of the specifc mission of each company (and its com- ponents), the constraints of budget and training space avail- able, and the need to comprehend how tactical operations affect strategic goals. When engineers are able to properly execute training, it is both technical and tactical. Under- standing the role that engineers play in the joint operat- ing environment is critical to the success of the unit and, in many cases, of the large-scale operation itself. Without this strategic perspective at the engineer company level, it is diffcult for the Army to accomplish its mission. After all, we clear the way. Captain Baldwin attends Engineer Captains Career Wood, Missouri. He is a graduate of the Heavy Construction Course, the Joint Engineer Operations Course, and the Master Resilience Trainer Course. He holds a bachelor's degree - versity of Cincinnati and is pursuing in January–April 2014 Engineer 13 Soldiers of the 41st Engi- neer Company provide security during a route clearance mis- sion along the Konar River in Afghanistan. EN Baldwin.1.indd 16 3/24/2014 2:13:52 PM