143 Prior to the inauguration of the new Employment Agreement, H&N employees going to Eniwetok were transported by commercial airlines from Los Angeles to San Francisco and then by chartered or US Navy bus to Travis Air Force Base for onward routing via MATS. On 1 November 1954 (the effective date of the Revised Employment Agreement) the use of MATS to Honolulu was discontinued since employees, who then paid their outbound travel, elected to travel to Honolulu on commercial tourist flights. Transportation between Honolulu and the Jobsite both inbound and outbound, was via the MATS system. Employees returning to the mainland were routed to Travis Air Force Base via MATS. San Francisco hires were returned to their point of hire by chartered bus after arriving at Travis; Los Angeles hires were furnished air transportation to Los Angeles from the San Francisco Airport. In order to expedite processing through the MATS system in Honolulu, MATS Passenger Information Cards, together with three copies of each employee’s travel order, were forwarded to the Honolulu office in sufficient time to ensure receipt by that office at least one day prior to the arrival of the group in Honolulu. For each outgoing flight, a temporary group leader was appointed who was responsible for carrying the collective records of the group to the Jobsite. CHAPTER ill, SECTION 4 cluded requisitioning of personnel, reviewing job descriptions, processing Changes of Status, investigating grievances, and handling of all wage and salary matters for review by the Home Office. It was also the responsibility of the Personnel Department to schedule manpower movement, both interatoll and to evacuation ships or sites. A manpower control chart, projected over a three-month period, was used to plan personnel strength requirements. Each Jobsite Division was required to forecast personnel requirements three months in advance, to allow sufficient time to recruit, process, and transport to the Jobsite such additions or replacements as would be needed. In order to plan for replacement needs, each employee was requested to fill out a form three months in advance of his scheduled contract completion date; this provided information as to whether or not the employee would extend his contract, terminate and return in 30 days, or terminate and not return. The build-up in personnel was accelerated in April 1955 when the shot-island camps were released for construction. This continued until a peak employment of 2717 was attained on 30 May 1956 as indicated in Figure 1-3, ChapterI. As the construction neared completion, a surplus program similar to that of previous Jobsite (with the Honolulu office as an infor- Operations was started. A guide was issued to all Division heads which set forth in detail the approach to the problem. The basic intent of this guide was two-fold: 1), declaring surplus those individuals with the least amount of and listing all cancellations if any occurred. Uponarrival at the Honolulu International Airport, the men were met by a Holmes & Narver conduct, and productivity were superior and Each member of a group was given a $25.00 advance on his Jobsite salary prior to departure. After a flight actually departed from Los Ange- les or San Francisco, a teletype was sent to the mation addressee) representative, confirming transported to the departure, Hickam and processed through the MATSsystem. Field, H&N representatives in Honolulu assisted in the movement of AEC and TG 7.1 personnel through Honolulu. Services rendered included making airline and hotel reservations, meeting incoming flights and providing transportation to and from hotels and airports, providing storage facilities for contraband, and arranging for cleaning and storage of clothing that would not be required at Jobsite. All personnel arriving at Eniwetok were met at the Fred airport and transported to the Personnel Department on site Elmer for pro- cessing into the Jobsite organization. Certain minor records were maintained at site Nan for personnel assigned to Bikini Atoll; all permanent personnel records, however, were maintained at Elmer, and all arriving and departing employees were cleared through thatoffice. Jobsite Personnel Department functions in- obligated time remaining on their contracts; 2), the release of marginal and sub-marginal workers and the retention of those whose ability, whose retention through greater efficiency would result in economic savings. Prior to the initiation of the surplus program, a careful study was made of non-filled personnel requisitions; these were cancelled with the exception of a few rehires whose services were required. As an individual was declared surplus and returned to his point of hire, his particular classification was frozen with respect to Change of Status, thereby eliminating the possibility of reclassi- fying remaining personnel to higher classifications. During the months of April and May 1955, 542 employees were declared surplus, which, added to the normal attrition during these two months, resulted in 777 departures. This period was one of changing personnel re- quirements. The Personne! Department was kept informed of all needs and was able to place valuable employees declared surplus by one Division into another. Table No. 3-2 reflects personnel turnover for each month of the Operation. Page 3-15