UNITED STATES

ARMY Climate 

Strategy
2 U.S. ARMY CLIMATE STRATEGY

KEY TERMS USED THROUGHOUT THIS STRATEGY

Climate Change: Variations in average weather conditions that persist over multiple decades or longer that 

encompass increases and decreases in temperature, shifts in precipitation, and changing risk of certain types of 

severe weather events. 

Adaptation: Adjustment in natural or human systems in anticipation of or response to a changing environment in a 

way that effectively uses beneficial opportunities or reduces negative efforts. 

Mitigation: (specific to climate change) Measures to reduce the amount and speed of future climate change by 

reducing emissions of heat-trapping gases or removing carbon dioxide from the atmosphere. 

Resilience: The ability to anticipate, prepare for, and adapt to changing conditions and withstand, respond to, and 

recover rapidly from disruptions. 

Front cover: Top Left: The Alaska Army National Guard supports fire suppression efforts in and near Willow, Alaska, in June 2015. Top Right: Soldiers assist residents of Escambia 

County, Florida after heavy rain from Hurricane Sally flooded the region, Sept. 16, 2020. (Photo Credit: U.S. Air Force, Tech. Sgt. Christopher Milbrodt). 

Middle: Stock photo, desertification. Bottom: Stock photo, image of hurricane from space.

PLEASE CITE THIS STRATEGY AS:

Department of the Army, Office of the Assistant Secretary of the Army for Installations, Energy and Environment. 

February 2022. United States Army Climate Strategy. Washington, DC.
U.S. ARMY CLIMATE STRATEGY 3

FOREWORD

Climate change threatens America’s security and is altering the geostrategic landscape 

as we know it. For today’s Soldiers operating in extreme temperature environments, 

fighting wildfires, and supporting hurricane recovery, climate change isn’t a distant 

future, it is a reality.

The time to address climate change is now. The effects of climate change have taken a toll 

on supply chains, damaged our infrastructure, and increased risks to Army Soldiers and 

families due to natural disasters and extreme weather. The Army must adapt across our 

entire enterprise and purposefully pursue greenhouse gas mitigation strategies to reduce 

climate risks. If we do not take action now, across our installations, acquisition and logistics, 

and training, our options to mitigate these risks will become more constrained with each 

passing year.

The Army will lead by example. We will tap into the creativity, capabilities, and commitment of Army professionals 

operating on every continent. We will use our buying power to drive change in industry and leverage best practices 

from many sources. We will engage with local communities and foreign partners to ensure mutual readiness and 

security in a rapidly changing environment.

The Army is on track to build on the progress we’ve achieved to date and reach every aspect of the Army enterprise. 

As the Army invests in modernization, readiness, and operations, we can create the land forces that our nation needs 

today while securing a sustainable, cleaner tomorrow. As the Army optimizes the use of fuel, water, electricity, and 

other resources, we increase our resilience while saving taxpayer dollars and reducing our impact on the planet. The 

Army will mitigate and adapt to climate change, and in doing so gain a strategic advantage, especially as we continue 

to outpace our near-peer competitors. 

We have a unique opportunity to improve our defense capabilities and become a more efficient force, while securing a 

better future. I challenge our Army to examine climate threats, prioritize resources, and take swift action.

Christine E. Wormuth

Secretary of the Army
4 U.S. ARMY CLIMATE STRATEGY

ARMY CLIMATE STRATEGY

1

 Adapted from: Department of Defense Climate Risk Analysis. Report submitted to the National Security Council, October 2021.

Climate change endangers national and economic 

security, and the health and well-being of the American 

people. The risks associated with climate change are 

broad, significant, and urgent. These risks will impact the 

Army at all levels: from how and where units operate and 

train, to how the service as a whole equips and sustains 

Soldiers to fight in multi-domain operations. 

Through the Army Climate Strategy (ACS), the Army will 

continue to lead by example. The Army’s core purpose 

remains unchanged: to deploy, fight, and win the nation’s 

wars by providing ready, prompt, and sustained land 

dominance as part of the Joint Force. Climate change will 

only make this mission more challenging, and the Army 

must proactively reduce the risks that climate change 

imposes. The Army can increase capability and installations’ 

resiliency; prepare for new hazards and new environments; 

modernize processes, standards, and infrastructure; and 

decrease operational energy demand—all of which in turn 

will reduce greenhouse gas (GHG) emissions.

Guided by the ACS, the Army will build on its current 

progress in areas such as vehicle fuel efficiency and 

electrification, operational power generation, battery 

storage, land management, procurement, supply chain 

resilience, and workforce development. The Army will 

continue to reduce consumption of energy and other 

natural resources to improve operational readiness and 

modernization while adapting to and mitigating current 

and future climate threats. 

Climate Threats and Risks

The world is already experiencing the compounding 

effects of climate change. Immediate hazards associated 

with climate change include higher temperatures; 

changing precipitation patterns; and more frequent, 

intense, and unpredictable extreme weather. These 

climate hazards will alter natural and social systems 

through primary and secondary impacts, leading to 

security implications for the Army.1 

Consider changing rainfall patterns, for example. As 

GHG emissions increase global average temperatures, 

scientists have observed several primary impacts of this 

hazard—in particular, more and worsening droughts 

in some regions while other regions experience more 

frequent and severe flooding. As a result, some regions 

of the world will have less access to water supplies, while 

others will be subjected to widespread and prolonged 

inundation. This situation presents opposing challenges, 

but both conditions will increase competition for scarce 

resources and demand for humanitarian aid and disaster 

response. The Army will face simultaneous readiness 

challenges as units contend with limited access at flooded 

bases, alongside increased water scarcity and land 

degradation in other areas.

The secondary impacts of climate hazards could be even 

more dangerous. Chief among them is an increased risk of 

armed conflict in places where established social orders 

and populations are disrupted. The risk will rise even 

more where climate effects compound social instability, 

Army tactical vehicles transport flood relief supplies along a highway in Denham 

Springs, Louisiana after more than 30 inches of rainfall caused severe flooding in 

southeast portions of the state. The Soldiers and vehicles are assigned to the 

Louisiana Army National Guard, which mobilized more than 1,000 personnel to 

respond to the flooding. (Photo Credit: Army National Guard, 1st Sgt. Paul Meeker)

“We face all kinds of threats in our line 

of work, but few of them truly deserve 

to be called existential. The climate 

crisis does. ... Climate change is 

making the world more unsafe and we 

need to act.”

– Secretary of Defense
U.S. ARMY CLIMATE STRATEGY 5

reduce access to basic necessities, undermine fragile 

governments and economies, damage vital infrastructure, 

and lower agricultural production. Adversaries and 

other malign actors may seize dwindling resources while 

seeking new opportunities to threaten U.S. national 

interests. Taken together, climate hazards will result in less 

economic and social stability, fewer goods to meet basic 

needs, and a less secure world.

The Army must remain ahead of adversaries seeking 

strategic positional advantages in a climate-altered 

world. For example, the Arctic is warming twice as fast 

on average as the rest of the world, and disappearing 

sea ice is opening new trade routes and access to new 

natural resources, inviting greater strategic competition. 

In regions across the globe, these changes foreshadow 

the demanding environmental conditions in which Army 

forces must be prepared to operate.

For the foreseeable future, climate impacts will disrupt 

Army activities, displace individuals and communities, 

and increase the frequency of crisis deployments. The 

Army must prepare for potential consequences including 

energy and water scarcity; damage to installations 

and infrastructure; displacement of and disruptions to 

operations, supply chains, and logistics; and imperiled 

Soldier health through exposure to airborne irritants 

like smoke and dust, disease vectors, and temperature 

extremes. In addition, the land on which the Army trains 

and operates may be altered, limited, or constrained. The 

Army must act decisively and urgently to address the risks 

associated with all these effects.

Army Climate Goals and 

Execution of the ACS

Executive Orders (EO) 14008 and 14057 instruct the U.S. 

government to work deliberately to put the world on 

a sustainable climate pathway, build resilience both at 

home and abroad, and catalyze beneficial private sector 

investment.2 Starting from the policies and directives in 

the EOs, the Army will pursue three major goals to reach 

the ACS end state (see box). Initiatives throughout the 

ACS contribute to multiple government-wide EO targets 

including reduced pollution from multiple sources, netzero installations, sustainable procurement, increasing 

energy and water efficiency, and building resilience 

against the impacts of climate change.3

2

 Executive Order 14008, Section 101; Executive Order 14057, Section 101.

3

 Executive Order 14008, Section 201; Executive Order 14057, Sections 202–206, 208, and 303.

To advance these goals and achieve Army-wide 

unity of effort against climate change threats, the 

ACS establishes three Lines of Effort (LOE). LOE 1: 

Installations will enhance resilience and sustainability by 

adapting infrastructure and natural environments to climate 

change risks, securing access to training and testing lands 

into the future, and mitigating GHG emissions. 

LOE 2: Acquisition & Logistics will increase operational 

capability while reducing sustainment demand and 

strengthening climate resilience. Finally, LOE 3: Training

will prepare a force that is ready to operate in a climatealtered world. 

Implementing this strategy requires input from two 

important enabling enterprises that span all ACS LOEs. The 

first is Army modernization, the enterprise that will create 

and deliver technological solutions to problems not only 

within each LOE, but spanning multiple LOEs as well. The 

second enabler is the Army’s research, development, test, 

and evaluation (RDTE) enterprise, which will both refine the 

requirements that drive technical solutions and combine 

technologies into effective systems that can be applied in the 

real world. Because of their cross-cutting nature and broad 

perspective, RDTE experts and modernization stakeholders 

must participate early and often in every ACS LOE.

The Assistant Secretary of the Army for Installations, 

Energy and Environment is the proponent for this strategy, 

and will approve an Army Climate Action Plan to guide 

implementation through specific actions across the Total 

Army: all components, Army Commands, Army Service 

Component Commands, and Direct Reporting Units.

ACS END STATE AND GOALS

The Army will be a resilient and sustainable land 

force able to operate in all domains with effective 

mitigation and adaptation measures against the 

key effects of climate change, consistent with Army 

modernization efforts.

• Achieve 50% reduction in Army net GHG 

pollution by 2030, compared to 2005 levels 

• Attain net-zero Army GHG emissions by 2050 

• Proactively consider the security implications 

of climate change in strategy, planning, 

acquisition, supply chain, and programming 

documents and processes
6 U.S. ARMY CLIMATE STRATEGY

LINE OF EFFORT 1: INSTALLATIONS

STRATEGIC OUTCOME:

Enhance resilience and sustainability by adapting infrastructure and natural environments to climate change risks, 

securing access to training and testing lands into the future, and mitigating GHG emissions

INTERMEDIATE OBJECTIVES:

1.1 Install a microgrid on every installation by 2035

1.2 Achieve on-site carbon pollution-free power generation for Army critical missions on all installations by 2040 

1.3 Provide 100% carbon-pollution-free electricity for Army installations’ needs by 2030 

1.4 Implement installation-wide building control systems by 2028

1.5 Achieve 50% reduction in GHG emissions from all Army buildings by 2032, from a 2005 baseline

1.6 Attain net-zero GHG emissions from Army installations by 2045

1.7 Field an all-electric light-duty non-tactical vehicle fleet by 2027

1.8 Field an all-electric non-tactical vehicle fleet by 2035

1.9 Continue to advocate for an expanded Army Compatible Use Buffer

1.10 Include climate change threat mitigation into Army land management decisions

1.11 Incorporate the latest climate and environmental science into stationing, construction, and fielding decisions

LINE OF EFFORT 1: 

INSTALLATIONS

There are over 130 Army installations around the world 

that protect, support, and enable the force. They are 

the points where modernization and readiness efforts 

converge to create the trained and capable forces needed 

during crisis and conflict. Because of the systems and 

people they host, the communities they connect with, 

and the spaces they safeguard, installations anchor and 

guide some of the Army’s most consequential efforts 

to improve itself while responding to climate change. 

Installation Senior Commanders are the Total Army leaders 

responsible for executing this LOE at the local level.4 

As the Army evolves, leaders and units will take action on 

and through their installations to enhance resilience and 

4

 Army Senior Commanders exercise command of Army installations. This is a direct delegation of the Secretary of the Army’s command authority for the 

installation to the Senior Commander. See the Glossary.

sustainability by adapting infrastructure and natural 

environments to climate change risks, securing 

access to training and testing lands into the future, 

and mitigating GHG emissions. To these ends, the 

Army will pursue several related tracks, including resilient 

energy and water supply, carbon-pollution-free electricity, 

efficient structures, non-tactical fleet electrification, land 

management, and enhanced planning.

Resilient Energy and Water Supply

The Army must have resilient energy and water supply 

to complete its missions under all conditions. Because 

natural, physical, and cyber threats vary by location, 

the Army tailors its resilience investments to meet the 

circumstances of each installation. In the last five years 
U.S. ARMY CLIMATE STRATEGY 7

alone, the Army enhanced installation-wide resilience 

by bringing systems online such as Fort Irwin’s water 

treatment plant upgrade, Fort Knox’s 2.1-megawatt 

solar field, and Fort Carson’s 8.5-megawatt-hour lithium 

battery. There are 950 renewable energy projects 

supplying 480 megawatts of power to the Army today 

and 25 microgrid projects scoped and planned through 

2024. The Army will continue these and other efforts 

under the Army Installation Energy and Water Strategic 

Plan to maximize resilience, efficiency, and affordability 

on every installation. In collaboration with adjacent 

communities and stakeholders, the Army and its partners 

will invest across all its installations in onsite, backup 

renewable generation; large-scale battery storage; 

microgrids; and utility systems updated to current 

industry standards.5 The Army will install a microgrid 

on every installation by 2035. The Army will also pursue 

enough renewable energy generation and battery 

storage capacity to self-sustain its critical missions on all 

its installations by 2040. Because of their role in critical 

defense missions and preparing and deploying forces, 

Mission Assurance Installations, Mobilization Force 

Generation Installations, and Power Projection Platforms 

will have priority for energy and water resilience projects.

5

 Local electrical systems that can manage multiple generation sources and loads and disconnect from the regular power grid to operate independently. See 

the Glossary.

Carbon-Pollution-Free Electricity

The Army purchases over $740M of electricity from the 

national electric grid every year. In 2020, this electricity 

added 4.1 million metric tons of carbon dioxide as well 

as methane, nitrous oxide, and other GHGs into the 

atmosphere. While the Army has decreased overall 

installation GHG emissions by 20% since 2008, the service 

can do more to incentivize greening the grid. Going 

forward, the Army will actively pursue carbon-pollution-free 

electricity production and storage to and on its installations. 

The Army looks to its real property assets to continue 

providing space for new renewable energy projects that 

both reduce GHG emissions and increase energy resilience. 

In collaboration with other Department of Defense (DoD) 

components, the Army will also pursue opportunities 

to encourage the national electric grid’s transition by 

purchasing electricity from carbon-pollution-free generation 

sources. The Army is committed to 100% carbon-pollutionfree electricity to meet the needs of its installations by 2030.

Efficient Structures

Increasingly efficient structures conserve Army resources, 

enable flexibility in resource allocation, and reduce 

operating costs. The Army has been a member of the 

U.S. Green Building Council (USGBC) since 2001, and 

has so far received USGBC’s Leadership in Energy and 

Environmental Design (LEED) certification on 1,041 

facilities. LEED is a globally recognized set of standards 

for sustainable, efficient, and cost-conscious buildings, 

developments, and communities that covers every aspect 

of construction and operation from architectural details 

to user mobility, construction techniques, and building 

materials. There are more than 65 million square feet 

of LEED-certified facility space in the Army’s inventory 

within the United States as well as on Army installations 

in Germany, Japan, and South Korea. The Total Army 

will continue to expand its LEED-certified footprint by 

seeking the latest LEED Silver certification as a minimum 

standard for all new construction and major renovations 

and by exploring opportunities for more LEED Platinum 

certifications—the system’s highest level. The Army will 

also modernize its installation workforce to ensure they 

have the training and expertise needed to maintain 

facilities to LEED standards. The Army has also pursued 

efficiency gains at smaller scale, like replacing energySolar panel arrays form a canopy at a construction site in Fort Hunter Liggett, 

California. The construction site is for phase one and two of a solar microgrid project 

at the installation, managed by the U.S. Army Corps of Engineers Sacramento 

District. Along with energy production, the panel arrays provide shade for the 

majority of the post’s vehicles. Fort Hunter Liggett is one of six pilot installations 

selected by the U.S. Army to be net zero energy, meaning the installation will create 

as much energy as it uses. (Photo Credit: U.S. Army, John Prettyman)
8 U.S. ARMY CLIMATE STRATEGY

intensive bulbs with light-emitting diodes (LED) and 

upgrading existing wastewater treatment systems to add 

water reclamation capability. Consistent with the Army 

Installation Energy and Water Strategic Plan, the Army is 

pursuing installation-wide building control systems by 

2028. By bringing these and associated efforts together, 

all Army buildings will achieve 50% reductions in GHG 

emissions by 2032 from a 2005 baseline, and by 2045 the 

Army will have a net-zero emissions installations portfolio. 

These efforts will enable the Army to maintain its 

effectiveness while keeping overall resource consumption 

and costs as low as is practical. 

Non-Tactical Fleet Electrification

Throughout the global economy, motor vehicle 

technology is progressing rapidly. The Army can take 

advantage of this progress while modernizing its nontactical vehicle (NTV) fleet, which includes commercially 

available vehicles such as sedans, station wagons, utility 

vehicles, trucks, vans, and buses. Cutting NTV GHG 

emissions to zero is an important component of reaching 

the Army’s net-zero goal. Efforts to use less fossil fuel in 

the Army’s NTV fleet and realize the associated operating 

cost savings have been ongoing since 2005. Through 

the end of 2020, the Army had removed 18,000 NTVs 

from its fleet while increasing its inventory of hybrid 

vehicles by almost 3,000 in the last 3 years alone.6 These 

changes have already decreased NTV fleet costs by over 

$50 million, slashed Army fossil fuel consumption by 

more than 13 million gallons per year, and reduced the 

service’s GHG emissions per mile by over 12%. The Army 

is continuing its transition to zero-emissions vehicles 

today, enabled by new policies like Army Materiel 

Command’s (AMC) September 2021 mandate that all new 

vehicle leases, lease renewals, and purchases for AMC 

missions must select all-electric NTVs first, hybrids when 

electric solutions are not commercially available, and 

conventional gas vehicles by exception only. Steps like 

this are keeping the Army on track to field an all-electric 

light-duty NTV fleet by 2027, and use hybrid options 

as a bridging solution to field an all-electric Army NTV 

fleet by 2035.7 However, fleet electrification will not be 

possible without the associated charging infrastructure. 

In 2022, the Army will invest in over 470 charging stations. 

All garrison commanders will work with industry and 

utility suppliers to determine how best to expand electric 

6

 See the Glossary for expanded definitions of non-tactical and hybrid vehicles.

7

 “Light-duty” as used in the ACS refers to passenger cars, minivans, passenger vans, and pickup trucks and sport-utility vehicles under 8,500 pounds Gross 

Vehicle Weight Rating. Source: U.S. Environmental Protection Agency (EPA).

vehicle charging infrastructure on every Army installation. 

Recent electric vehicle pilot programs at Fort Benning 

and Fort Irwin demonstrate the way ahead to additional 

charging system investments across all Army installations 

in the coming years. To reduce costs, better leverage third 

party financing, and promote the adoption of electric 

vehicles throughout the Joint Force, the Army will explore 

potential partnerships with the Air Force and the Navy to 

jointly create a charging network on all DoD installations.

Land Management

Army land management and conservation are 

foundational to Army carbon sequestration. The Army 

manages over 13 million acres of land around the 

world. Senior Commanders rely on land management 

and conservation to preserve local environments in 

compliance with laws and regulations while maintaining 

access for training, testing, and mission requirements. 

Stewardship of Army lands can also help mitigate 

climate change threats by safeguarding forests and 

other beneficial environments alongside Army RDTE and 

training. Investments in land and ecosystem management 

for future access include programs such as the Army 

Compatible Use Buffer (ACUB) program, a voluntary 

system of local partnerships that preserves private land 

adjacent to Army installations, creating buffers that 

enhance physical security while also maintaining land 

in its natural state. The ACUB protects about 420,000 

acres of privately owned lands. Camp Shelby, Mississippi, 

recently used ACUB to sequester the equivalent of 

120,000 metric tons of carbon dioxide annually, or 

roughly 2,500 average households’ carbon emissions 

every year. In addition to its immediate environmental 

benefits, the ACUB program also limits encroachment 

from incompatible development near installations, 

improves relationships between the Army and local 

populations, and increases safety stand-off distances 

for training areas. With so many concurrent benefits 

from one program, the Army must continue to advocate 

for and expand ACUB alongside continued access to 

lands and ranges. In addition, Senior Commanders 

bear important responsibilities for properly caring for 

and protecting designated habitats, ecosystems, and 

species. The Integrated Training Area Management (ITAM) 

program supports Senior Commanders and installation 

managers by optimizing decisions to repair, reconfigure, 
U.S. ARMY CLIMATE STRATEGY 9

and maintain sustainable maneuver training areas. As 

a result, ITAM supports resilient bases, while ensuring 

spaces remain accessible to support Soldier training and 

mission requirements. Using ACUB, ITAM, and similar 

programs, land managers assist Senior Commanders 

in carrying out their responsibilities by managing soil, 

species, vegetation, coastlines, forests, wildland fire, 

waterways, wetlands, and watersheds using tools and 

techniques that account for climate change threat 

mitigation alongside Army and community needs.

Enhanced Planning

Army installations will use new tools, information, 

studies, and techniques for enhanced planning to 

precisely identify and correctly prioritize their operations, 

activities, and investments in light of expanding 

climate change threats. The Army is already considering 

climate resilience in master planning, natural resource 

planning, range management, and installation energy 

and water planning. The Army is also proactively 

implementing advanced planning tools, beginning 

with the Army Climate Assessment Tool (ACAT). Due to 

this tool’s demonstrated ability to improve resilience, 

DoD has adopted and scaled ACAT as the Defense 

Climate Assessment Tool and is using it to prioritize 

highly exposed installations across DoD. Where Army 

modernization affects land use and facility changes, 

the Army must incorporate the latest climate and 

environmental science into stationing, construction, and 

fielding decisions. This will allow Senior Commanders 

and other decision-makers to understand the 

implications of land use, landscaping, and building 

design options early enough in the process to strike the 

appropriate balance between the infrastructure that 

a multi-domain, operations-capable, and ready Army 

needs and the effects that infrastructure could have on 

its environment and the climate. Army installation and 

range planning also depends heavily upon relationships 

with federal and state agencies, local communities, 

and other partners. The Army will continue to leverage 

its partners not only to inform installation adaptation 

and mitigation plans, but also as sources for useful 

innovations and assistance. 

Integrated Training Area Management-constructed low water crossings are 

sustainable structures which facilitate maneuver through wetlands without 

precipitating erosion or obstructing the natural course of water. Fort Stewart, 

Georgia. (Photo Credit: U.S. Army) 

This Centralized Biomass Pellet Silo in Umatilla, Oregon, is an Oregon Army National 

Guard renewable energy project with a resiliency component which uses biomass 

from local forests for heating several buildings. (Photo Credit: U.S. Army)
10 U.S. ARMY CLIMATE STRATEGY

LINE OF EFFORT 2: ACQUISITION & LOGISTICS

STRATEGIC OUTCOME:

Increase operational capability while reducing sustainment demand and strengthening climate resilience

INTERMEDIATE OBJECTIVES:

2.1 Modernize existing Army platforms by adding mature electrification technologies

2.2 Field purpose-built hybrid-drive tactical vehicles by 2035 and fully electric tactical vehicles by 2050

2.3 Develop the charging capability to meet the needs of fully electric tactical vehicles by 2050

2.4 Develop predictive logistics that drive more precise and faster decisions

2.5 Establish policies that standardize contingency basing to increase resilience and reduce fuel requirements

2.6 Significantly reduce operational energy and water use by 2035

2.7 Achieve carbon-pollution free contingency basing by 2050

2.8 Adopt a Buy Clean policy for procurement of construction materials with lower embodied carbon emissions

2.9 Implement a revised energy key performance parameter 

2.10 Attain net-zero GHG emissions from all Army procurements by 2050

2.11 Analyze all Army supply chain Tier 1 sources and contracts for climate change risks and vulnerabilities by 2025

2.12 Develop plans, policies, and contracts to ensure Army supply chain resilience by 2028

LINE OF EFFORT 2: 

ACQUISITION & LOGISTICS

Combat units deploy with large logistics formations that 

deliver, maintain, and sustain the combat power and bases 

needed to fight and win the nation’s wars.8 Enhanced 

operational capabilities are needed to gain future 

competitive advantage, and these capabilities will come in 

part from investment in a broad range of acquisition and 

logistics initiatives. When done correctly, such investments 

can also minimize certain Army GHG emissions and 

reduce the Army’s climate impacts. In particular, the 

Army can better position itself for future conflict by more 

effectively deploying and staging combat power across 

8

 In this strategy and the Army Doctrine Publication 4-0, “logistics” refers to the maintenance, transportation, supply, field services, distribution, operational 

contract support, and general engineering support aspects of Army sustainment.

the globe, optimizing supply and distribution networks, 

and creating flexibility for the Defense Industrial Base. In 

these and other ways, the Army will increase operational 

capability while reducing sustainment demand and 

strengthening climate resilience, and also reducing 

GHG emissions, cost, and risk. The Army sees great 

promise for sustainment demand reduction through 

advanced technology, future contingency basing, clean 

procurement, and resilient supply chains. 

Advanced Technology

Tactical self-sufficiency supports independent, distributed, 

and echeloned maneuver, which will be essential in 
U.S. ARMY CLIMATE STRATEGY 11

future contested environments. Reducing energy 

requirements and overall demands on Army distribution 

networks are two broad approaches that contribute 

to tactical self-sufficiency. Along those lines, advanced 

vehicle technology, more effective power solutions, 

alternative water sources, advancements in manufacturing, 

autonomous re-supply, next-generation material and 

packaging, and other new technologies and modernization 

efforts will reduce demand, increase combat effectiveness, 

and reduce GHG emissions. 

A significant portion of the Army’s sustainment demand 

comes from its fleet of tactical vehicles, including 

everything from light reconnaissance platforms to heavy 

transport trucks, and everything in between. The Army 

has been working to reduce the fossil fuel consumption 

of its vehicle fleets for many years, and recent gains are 

encouraging. For example, the Army is demonstrating 

Tactical Vehicle Electrification Kits (TVEK) on numerous 

tactical platforms, reducing average fuel consumption 

by approximately 25% while providing more on-board 

electric output per application. One extra benefit of TVEK 

is “anti-idle,” a ground vehicle capability that shuts off a 

vehicle’s engine during halts, while still providing power to 

vehicle accessories. Contemporary Army ground vehicles 

must continuously run their engines non-stop to power 

vital auxiliary systems like communications equipment 

even when the vehicle is not moving. Introducing anti-idle 

enables these systems to be powered even with the engine 

off, allowing the vehicle to serve its critical battlefield 

functions on “silent watch.” This improved capability not 

only makes Army units harder for adversaries to find by 

lowering their thermal and acoustic signatures, these 

technologies also reduce fuel consumption and lower 

Army GHG emissions. To capitalize on the simultaneous 

combat and climate benefits of “silent watch,” the Army 

will continue to modernize its existing platforms by adding 

mature electrification technologies like TVEK and anti-idle.

In the mid-term, the Army is using a robust network of 

partnerships in RDTE to develop promising technologies. 

The first prototype of an Electric Light Reconnaissance 

Vehicle (eLRV) is expected to enter testing before 

September 2023. Meanwhile, the Army is researching key 

questions about hybrid vehicle propulsion and power 

generation systems, developing advanced technologies, 

and working with vehicle Program Managers to integrate 

hybrid electric technologies into future and existing 

platforms. As a result, the Army will field purpose-built 

hybrid-drive tactical vehicles by 2035 and fully electric 

tactical vehicles by 2050. 

Although fully electric tactical vehicles are still years into 

the future, the Army is already working on recharging 

capabilities for contingency operations. As one part of 

this approach, Army Futures Command, Army Materiel 

Command, and industry are collaborating within the Power 

Transfer Cohort to advance concepts, designs, and proofs 

of technology that help to fast-track the Army’s move to 

electric vehicles. This and other partnerships between the 

Army, academia, and industry aspire to develop enhanced 

power generation and distribution technologies to keep 

Army forces moving in austere environments. As solutions 

become available, the Army will develop the charging 

capability to meet the needs of fully electric tactical 

vehicles by 2050. 

Anticipatory logistics, rather than being solely reliant 

on requests from the field, is another way to reduce 

sustainment demand. Analyzing data at scale and 

translating insights into actionable information without 

the need for manual request procedures is the key to 

unlocking anticipatory logistics. For example, the Army 

relies on thousands of spare parts delivered through 

long supply chains to maintain tactical momentum and 

operational reach. Once the Army can predict repair and 

maintenance demand in advance, Army logisticians will be 

able to optimize parts inventories and gain supply chain 

efficiencies, thereby reducing associated GHG emissions. 

Army Prognostic and Predictive Maintenance (PPMx) 

is demonstrating predictive logistics in action. PPMx is 

a set of linked components that provide self-diagnosis 

and automated maintenance alerts—capabilities the 

Army aims to include on all new vehicles and weapons 

systems. That, in turn, enables predictive and proactive 

maintenance management with lower demand for spare 

parts and reduces mechanics’ workload per system. The 

Army will continue to develop predictive logistics initiatives 

like PPMx to drive more precise and faster decisions. 

Many other initiatives show promise for further reductions 

in sustainment demand. Increasing repair part, component, 

and weapons system commonality and interoperability 

reduces requirements placed on supply chains, distribution 

networks, and contested lines of communication. Greater 

commonality and interoperability also increases the 

Army’s ability to acquire parts globally. Water production 

at points of need and advanced manufacturing increase 

maneuver units’ operational readiness and lessen their 

vulnerabilities. As a whole, advanced technology will 

increase unit endurance, sustain combat power, minimize 

environmental impacts, reduce the amount of fossil fuel 

the Army consumes, and help lower Army GHG emissions.
12 U.S. ARMY CLIMATE STRATEGY

Future Contingency Basing

Contingency bases are non-enduring locations that 

support specific military operations and missions. The 

life-cycle process for planning, designing, constructing, 

operating, managing, transitioning, and closing such 

locations is known as “contingency basing.” Contingency 

basing delivers forward, protected presence—a vital 

element of nearly every mission. Policies and practices for 

contingency basing moving forward must account for all 

emerging threats, including threats from climate change. 

Next-generation contingency basing must mitigate GHG 

emissions while enhancing Army force projection and 

persistence in austere environments. 

Electric service is a key component of contingency 

basing, but the heavy reliance on fossil fuels for electricity 

is hampering the Army while increasing risk and cost. The 

Army is already working with its commercial partners 

to revolutionize deployable power generation and 

storage. In 2013, the Army began fielding the Advanced 

Medium Mobile Power Source (AMMPS) family of 

generators. At present, AMMPS delivers about 20% 

better fuel efficiency, 90% better system reliability, and 

52% parts interoperability, and the AMMPS can integrate 

into tactical microgrids. To reach their full potential 

though, these generators need to be deployed as part 

of a microgrid system paired with battery storage. The 

necessary battery technology exists and is improving 

every year, and the Army will move to acquire, implement, 

and help advance this technology. In addition, the Army 

will enact a new policy, setting standards for using the 

most energy-efficient systems available for contingency 

basing, including renewable generation and battery 

storage where possible, to minimize base fuel demands. 

To ensure protection and sustainment during MultiDomain Operations (MDO), future contingency basing 

must employ the latest capabilities informed by the 

best available planning tools. As systems become more 

complicated, the Army increasingly relies on automated 

and computer-enabled planning. The Army’s Joint 

Construction Management System (JCMS) provides 

some of the best tools for contingency base life-cycle 

A U.S. Army Green Beret with 1st Special Forces Group (Airborne) sets up solar panels for operational communications at the National Training Center, Fort Irwin, California. The 

solar panels enable special operations forces to operate their equipment in the most remote locations and continue training forward of conventional forces while moving as a 

team through rough desert terrain, simulated ambushes, and limited communications. (Photo Credit: U.S. Army, Pfc. Lisa-Marie Miller)
U.S. ARMY CLIMATE STRATEGY 13

management. The JCMS software suite enables site 

selection and master planning and provides a library 

of standard designs for initial, temporary, and semipermanent construction. Another example, the Auto 

Distribution Illumination System, Electrical (Auto-DISE) 

is a planning and implementation tool that generates 

optimized layouts for command posts, field hospitals, 

and other forward-operating requirements. Planning 

informed by JCMS, Auto-DISE, and other advanced tools 

provides the insight needed to ensure that Logistics 

Civil Augmentation Program (LOGCAP) and operational 

contracts incorporate appropriate climate standards, 

and gives the Army flexibility to construct and maintain 

energy-efficient contingency basing. Once plans are 

set, the Army has a number of advanced technologies 

to deliver modern contingency basing. Force Provider 

Expeditionary (FPE) base camps, for example, offer a 

robust, self-contained, and transportable capability. From 

2012 to 2017, FPE camps achieved over 30% reduction in 

their fuel and water usage. Since then, FPE camps have 

gained even more of the latest technology, including 

AMMPS generators with microgrids; efficient, lined 

shelters; water reuse capability; LED lighting; and better 

environmental control units. Through careful planning 

and execution, the Army will significantly reduce 

operational energy and water use by 2035, decrease risk 

to force, and achieve carbon-pollution-free contingency 

basing by 2050.

Clean Procurement

Army supply chains circle the globe and integrate 

thousands of vendors and other providers. Such a broad 

and diverse network can reduce emissions, promote 

environmental stewardship, support resiliency, drive 

innovation, and incentivize markets for sustainable 

products and services. The Army already complies with 

federal green procurement requirements supporting 

sustainable products made of recycled or recovered 

materials, which reduces waste and GHG emissions. In 

addition, the Army includes energy as a key performance 

parameter (KPP) in acquisition decisions and considers 

energy efficiency in contracting decisions. This allows 

the Army to deliberately evaluate competing options 

based on their efficiency and sustainability, among 

other factors. However, organizations across the Army 

have very different understandings of this KPP. To 

establish a common foundation for modernization, 

future acquisition, and contracts, the Army will revise 

the energy KPP for clarity and to better account for 

environmental impacts in decision-making. Once a 

shared understanding of the KPP has been reached, 

the Army will use the updated KPP to drive all future 

acquisition and contracting decisions. 

Products made through clean and sustainable practices 

often cost less and require less maintenance than legacy 

equivalents. It is time to ask Army suppliers to further 

reduce both embodied emissions and the impact that 

supply chain activities have on the climate. To that end, 

the Army will adopt a Buy Clean policy for procurement 

of construction materials with lower embodied 

carbon emissions from manufacturing, transportation, 

installation, maintenance, and disposal sub-processes. 

The Buy Clean policy and potential future policies will 

facilitate an ambitious goal of net-zero GHG emissions 

from all Army procurements by 2050.

Resilient Supply Chains

Army supply chains are networks of military, 

governmental, and private organizations that create and 

deliver products and services to the Army, the Joint Force, 

and selected allies and partners. Resilient Army supply 

chains satisfy customer requirements while reacting 

quickly and efficiently to disruptions occurring within 

their networks. There are many potential sources of 

supply chain disruption, including tornados, hurricanes, 

and extreme weather events; land degradation; raw 

material shortages; and adversary actions. Achieving 

resilient supply chains requires a better understanding of 

the sources of disruption, deciding how much adaptation 

is needed in response, and selecting what portions of 

which supply chains merit Army attention. Army Materiel 

Command’s ongoing supply chain optimization analysis 

is one of several strategic-level initiatives seeking exactly 

these results. The service will build on such efforts and 

adapt Army supply chains through a multi-step process. 

By 2025, the Army will analyze all of its Tier 1 sources 

and supply chain contracts for climate change risks and 

vulnerabilities. Wargames and simulations that “stress 

test” a supply chain will be particularly useful. By 2028, 

plans, policies, and contracts must be in place to ensure 

Army supply chain resilience. Finally, Army supply 

chain management must aggressively implement and 

proactively support the necessary initiatives to deliver 

Army supply chains capable of sustaining operations in 

competition, crisis, and conflict.
14 U.S. ARMY CLIMATE STRATEGY

LINE OF EFFORT 3: TRAINING

STRATEGIC OUTCOME:

Prepare a force that is ready to operate in a climate-altered world

INTERMEDIATE OBJECTIVES:

3.1 Beginning in 2024, publish climate change lessons and best practices every two years

3.2 Update Army programs of instruction for leader development and workforce training to incorporate climate 

change topics no later than 2028

3.3 By 2035, increase the number of Soldiers and Army civilians serving in strategic headquarters with advanced 

credentials on climate change topics

3.4 Ensure that all Army operational and strategic exercises and simulations consider climate change risks and 

threats by 2028

3.5 Consider reduction of GHG emissions as a factor in planning to optimize the Army’s mix of distributed 

learning, virtual learning, and resident courses

3.6 Develop ways to reduce direct GHG emissions resulting from Army individual and collective training by 2028

LINE OF EFFORT 3: TRAINING

Although the Army already trains its people to become 

world-class teams in a wide variety of environments 

and scenarios, the immediate and pressing nature 

of climate change means that today’s training must 

account for this new, harsher reality. The Army as a whole 

must understand how future combat and non-combat 

operations will differ as a result of climate change. 

To achieve this shared understanding, the Army must 

proactively train its people and prepare a force that 

is ready to operate in a climate-altered world while 

simultaneously maintaining the ability to win in combat. 

Such preparation requires shifts in what and how the 

Army trains its people, units, and headquarters. This 

effort not only seeks to adapt training to consider climate 

change implications, but also to update certain Army 

training practices to mitigate a portion of Army GHG 

emissions from training.

What the Army Trains

Army training must continually evolve to prime the 

force for new environments and threats. The next such 

evolution will account for climate change threats. The 

Army has already started building climate literacy 

into current training. This effort aims to provide an 

understanding of the Army’s influence on the climate 

and climate change’s influence on the planet. Army 

Materiel Command’s “Climate 101” Course gives 

installation planners and garrison commanders an 

introduction to climate science and its implications for 

lands, energy, water, soil, and other installation issues. 

Over 450 professionals from across the Total Army 

have completed the course so far. The U.S. Army Corps 

of Engineers offers other courses on sustainability, 

resilience, energy, and master planning and will 

incorporate climate literacy into them. This is only the 

beginning. For some audiences, there will be purposebuilt courses. For others, the next evolution means 

making smart decisions to integrate climate topics 
U.S. ARMY CLIMATE STRATEGY 15

into existing instruction and associated educational 

exercises. Overall, program of instruction (POI) updates 

will balance existing critical learning requirements and 

available time with the urgency of climate change. 

No matter how a particular course changes, revised 

training will always incorporate the latest climate 

science into training modules. To do so, the Army 

will publish climate change lessons learned and best 

practices every two years starting in 2024. The Army 

will fully implement climate-informed POIs no later 

than 2028, ensuring all Army people—and especially 

those on track for strategic leadership—are well 

educated in these critical issues. 

There are also many existing programs through which 

dedicated Army professionals can develop climaterelated expertise, including Advanced Civil Schooling 

and professional certifications. The Army needs only 

to encourage Soldiers and civilians to seize these 

opportunities and then apply their new knowledge 

when they return to the force. By 2035, the Army will 

have increased the number of professionals with 

civilian credentials in climate change topics serving 

in Army Command, Direct Reporting Unit, and Army 

Service Component Command headquarters. The Army 

will also request the resources needed to increase 

installation-level climate expertise to assist senior and 

garrison commanders.

How the Army Trains

At every echelon, the Army prepares for war through 

tough and realistic training. Imperatives to train today are 

just as strong as they have ever been. Going forward, the 

ways in which the Army trains will account for observed 

changes in both potential adversaries and in the Arctic, 

desert, mountain, and jungle environments where 

the Army could be employed. One example of such 

adaptation is an ongoing series of Army cold weather 

exercises with Canada, Norway, and Iceland, which 

featured six events in 2020 alone. Other similar initiatives 

are needed to make Soldiers, equipment, and units ready 

Nearby wildfires cause a heat wave and heavy smoke that blocks out the sun at Fort Hunter Liggett, California, while Soldiers from the California Army National Guard’s 79th 

Infantry Brigade Combat Team conduct a Warfighter exercise at the fort. (Photo Credit: Maj. Jason Sweeney)
16 U.S. ARMY CLIMATE STRATEGY

for hot, cold, wet, and dry extremes beyond what they 

have previously experienced. By working purposefully, all 

Army operational and strategic exercises and simulations 

will consider climate change risks and threats by 2028. 

In the past, face-to-face instruction was the Army’s 

preferred method of professional education. This 

sometimes involved relocating personnel, families, and 

household goods multiple times between assignments. 

This practice can adjust in light of better information 

technology, the proliferation of broadband internet 

service, and new collaborative platforms that enable 

desired training outcomes through remote instruction. 

Today, the Army must factor in climate impacts when 

comparing the costs and benefits of different ways of 

training the force, balancing training in person when 

necessary, while minimizing disruption and GHG 

emissions when practical. By evaluating the options at 

its disposal, the Army will optimize the mix of distributed 

learning, virtual learning, and resident courses in its 

strategic training plans by 2028. 

To develop the expertise, trust, and capabilities of 

its units, the Army relies on a series of successively 

larger collective training exercises. Posturing for these 

training events often involves moving large numbers of 

personnel, rolling stock, and shipping containers. The 

training events themselves also demand significant run 

time from fossil-fuel-burning vehicles and generators 

in austere environments. All of this results in substantial 

Army GHG emissions. While training may look different 

in the future, the Army will not simply cancel training 

or other readiness-generating activities to mitigate 

climate change. Rather, Army collective training will 

adapt through better policy, improved technology, and 

innovative approaches. In conjunction with greater 

efficiencies through modernized equipment, the Army 

will assess and update how units prepare for, rehearse for, 

deploy to, and execute collective training exercises. The 

Army must train, and units should train as they will fight. 

The key is to train smarter and develop ways to reduce 

direct GHG emissions resulting from Army individual and 

collective training by 2028, while maintaining the Army’s 

ability to win decisively in combat. 

Conclusion

The Army will remain ready for its primary mission 

first and foremost: to deploy, fight, and win the nation’s 

wars by providing ready, prompt, and sustained land 

dominance as part of the Joint Force. To do this most 

effectively, the Army must address the impacts of climate 

change. The service is undertaking many efforts already, 

but action must be diversified and expanded to fit the 

magnitude of today’s climate change threats. 

Now is the time to create irreversible momentum that 

enhances readiness and resilience for the next 30 years. 

By building upon decades of research, development, 

and innovation, the Army will become the resilient and 

sustainable land force the Nation needs. The imperative 

is clear: The Army must help the United States mitigate 

climate change while ensuring competitive overmatch 

in crisis and conflict, and adapting to a rapidly changing 

landscape. 

Climate change poses unique challenges to the Army at 

all levels. Bold actions now will ensure the Army is ready 

to support our nation in competition, crisis, and conflict 

far into the future.

By implementing this strategy, the Army will be a 

resilient and sustainable land force able to operate in 

all domains with effective mitigation and adaptation 

measures against the key effects of climate change, 

consistent with Army modernization efforts.
U.S. ARMY CLIMATE STRATEGY 17

GLOSSARY 

Adaptation. Adjustment in natural or human systems in anticipation of or response to a changing environment in a 

way that effectively uses beneficial opportunities or reduces negative efforts. (DoD Directive [DoDD] 4715. 21) 

Army Senior Commanders. Designated by Army senior leadership to exercise command of Army installations. The 

command authority over the installation derives from the Secretary of the Army’s Title 10 authority over installations 

and is a direct delegation of command authority for the installation to the Senior Commander. The delegated authority 

includes all authorities inherent in command. The Senior Commander is normally, but not always, the senior General 

Officer at the installation. The Senior Commander uses the garrison command as the primary organization to provide 

services and resources to customers in support of accomplishing the installation command mission. (Army Regulation 

[AR] 600-20)

Carbon-pollution-free electricity. Electrical energy produced from resources that generate no carbon emissions, 

including marine energy, solar, wind, hydrokinetic (including tidal, wave, current and thermal), geothermal, 

hydroelectric, nuclear, renewably sourced hydrogen, and electrical energy generation from fossil resources to the 

extent there is active capture and storage of carbon dioxide emissions that meets U.S. Environmental Protection 

Agency (EPA) requirements. (Executive Order [EO] 14057, Section 603d)

Climate change. Variations in average weather conditions that persist over multiple decades or longer that encompass 

increases and decreases in temperature, shifts in precipitation, and changing risks of certain types of severe weather 

events. (DoDD 4715. 21) 

Extreme weather events. Occurrences of unusually severe weather or climate conditions that can cause devastating 

impacts on communities and agricultural and natural ecosystems. (U.S. Department of Agriculture)

Greenhouse gases (GHG). Gases that trap heat in the Earth’s atmosphere. They include carbon dioxide, methane, 

nitrous oxide, and chlorinated and fluorinated gases, and can be natural or anthropogenic. (EPA) 

Hybrid vehicle. A road vehicle powered by an internal combustion engine in combination with one or more electric 

motors that uses energy stored in on-board batteries. The Army considers hybrids a potential bridging solution 

between legacy vehicle fleets powered entirely by internal combustion engines and future fleets powered entirely by 

zero-emission powertrains. 

Installation. The real property of a base, camp, post, station, yard, center, or other activity under the jurisdiction 

of the Secretary of the Army, including any leased facility, or in the case of an activity in a foreign country, under 

the operational control of the Secretary of the Army, without regard to the duration of operational control. Army 

installations may consist of one or more real property sites. The term includes federally owned or federally supported 

(state-owned but operated and maintained with federal funds) Army National Guard sites and facilities designated as 

depots, arsenals, ammunition plants, hospitals, terminals, and other special mission activities. It does not include any 

state-owned/state-supported (owned, operated, and maintained with state funds) National Guard installation or facility. 

Nor does it include any facility used primarily for Civil Works, rivers and harbors projects, or flood control projects. 

Land degradation. Long-term changes in land and soil (especially as a consequence of human activity), which result 

in soil loss, reduced soil fertility, coastal erosion, land subsidence, a reduced ability of the land to support native 

plants and animals, and reduced agricultural yields. Desertification is one type of land degradation. (DoD Installation 

Exposure to Climate Change at Home and Abroad, April 2021)
18 U.S. ARMY CLIMATE STRATEGY

Microgrids. Local electrical systems with the controls to manage multiple generation sources and loads. They can 

also disconnect from the power grid to operate independently during outages of the regular grid. A microgrid may 

reduce energy costs by providing grid services to the regular utility provider, such as demand response and frequency 

regulation. (Army Installation Energy and Water Strategic Plan, October 2020)

Mitigation. As it relates to climate change: Measures to reduce the amount and speed of future climate change by 

reducing emissions of heat-trapping gases or removing carbon dioxide from the atmosphere. (DoD Climate Risk 

Analysis, October 2021) 

Net-zero emissions. A condition achieved when anthropogenic emissions of greenhouse gases to the atmosphere 

are balanced by anthropogenic removals of those same gases over a specified period (Special Report: Global Warming 

of 1.5 oC, 2018). In this strategy, the “specified period” is a rolling 12 months generalized as, but not necessarily 

synchronized with, a given calendar year. 

Non-tactical vehicle. A motor vehicle or trailer of commercial design acquired and assigned on the basis of 

authorization documents and used for providing administrative, direct mission, or operational transportation support 

of military functions. These roles include common support of installations and personnel; dedicated support to a 

specific unit or training activity; and conducting combat, tactical, and training operations. (AR 58-1)

Operational Energy. The energy required for training, moving, and sustaining military forces and weapons platforms 

for military operations. It includes energy used by power systems, generators, logistics assets, and weapons platforms 

employed by military forces during training and in the field. It does not include either the energy consumed by 

facilities on permanent DoD installations (except installations supporting military operations), or the fuel consumed by 

non-tactical vehicles. (DoDD 5134.15)

Resilience. The ability to anticipate, prepare for, and adapt to changing conditions and withstand, respond to, and 

recover rapidly from disruptions. (DoDD 4715. 21) 

Sustainability. The property of being environmentally sustainable; the degree to which a process or enterprise is able 

to be maintained or continued while avoiding the long-term depletion of natural resources. (Oxford English Dictionary) 

GLOSSARY CONTINUED
U.S. ARMY CLIMATE STRATEGY 19

REFERENCES

1. U.S. GOVERNMENT POLICIES

A. President of the United States. January 2021. 

Executive Order 13990: Protecting Public Health 

and the Environment and Restoring Science to 

Table the Climate Crisis.

B. President of the United States. January 2021. 

Executive Order 14008: Tackling the Climate Crisis 

at Home and Abroad.

C. President of the United States. December 

2021. Executive Order 14057: Catalyzing Clean 

Energy Industries and Jobs Through Federal 

Sustainability.

D. National Defense Authorization Act for Fiscal Year 

2022, Public Law No. 117-81 (2021). 

E. Department of Defense, Deputy Secretary of 

Defense. May 2011. DoD Directive (DoDD) 5134.15: 

Assistant Secretary of Defense for Operational 

Energy Plans and Programs.

F. Department of Defense, Office of the 

Undersecretary for Acquisition and Sustainment. 

August 2018. DoDD 4715. 21: Climate Change 

Adaptation and Resilience, Change 1.

G. U.S. Army. September 2020. AD 2020-08: U.S. 

Army Installation Policy to Address Threats 

Caused by Changing Climate and Extreme 

Weather.

H. U.S. Army. October 2020. AD 2020-11: Roles 

and Responsibilities for Military Installation 

Operations.

I. U.S. Army. March 2020. Army Regulation (AR) 

58-1: Management, Acquisition, and Use of Motor 

Vehicles.

2. OTHER DOD ISSUANCES

A. DoD, Office of the Undersecretary for Policy 

(Strategy, Plans, and Capabilities). 2021. 

Department of Defense Climate Risk Analysis. 

Report Submitted to National Security Council.

B. DoD, Office of the Undersecretary of Defense for 

Acquisition and Sustainment. September 2021. 

Department of Defense Climate Adaptation Plan. 

Report Submitted to National Climate Task Force 

and Federal Chief Sustainability Officer.

C. U.S. Army, Secretary of the Army, Chief of Staff 

of the Army, and Sergeant Major of the Army. 

December 2020. Army Installations Strategy.

D. U.S. Army, Chief of Staff of the Army. March 

2021. Chief of Staff Paper #3: Regaining Arctic 

Dominance.

E. U.S. Army, Assistant Secretary of the Army for 

Installations, Energy, and Environment [ASA 

(IE&E)]. Memorandum, 28 July 2020. Updated 

Army Climate Assessment Tool Launch.

F. U.S. Army, ASA (IE&E). October 2020. Army 

Installation Energy and Water Strategic Plan. 

G. U.S. Army Corps of Engineers, Pinson, et al. 

August 2020. Army Climate Resilience Handbook, 

Change 1.

H. U.S. Army Corps of Engineers, Pinson, et al. 

April 2021. DoD Installation Exposure to Climate 

Change at Home and Abroad. 

3. OTHER U.S. GOVERNMENT REFERENCES

A. Department of Agriculture. No date. USDA 

Climate Hubs: Extreme Weather. [Online]. 

B. Environmental Protection Agency. October 2021. 

Overview of Greenhouse Gases. [Online].

4. INTERGOVERNMENTAL AND NONGOVERNMENTAL REFERENCES

A. Oxford English Dictionary. [Online]. 3rd ed. June 

2021. 

B. The United Nations, Intergovernmental Panel 

on Climate Change. 2018. Special Report: Global 

Warming of 1.5oC.
For more information:

Visit https://www.army.mil/asaiee