CHAPTER !, SECTION 1 the Project Manager informed of developments, thereby ensuring the necessary on-continent services including liaison with the offices of the AEC or other agencies. Periodically all data were reviewed by the Project Manager with his staff: necessary revisions were made and appropriate measures taken so that revised schedules could be met. During the period from 1 July 1954 to 30 May 1956, there were 13,786 requisitions processed, containing 66,439 line items and 14,735 purchase orders awarded with a total value of $18,614,218.47. Within the procurement organi- zation, provisions were made for purchasing these items in accordance with governmental policies for proper documentation, expediting, and traffic control. It was recognized that many intricate problems would arise in supplying such quantities of materials by virtue of the logistics involved. Procurement personnel were stationed at the on-continent freight terminals (NSC and Travis Air Base) to work in close relationship with the representatives of the shipping agencies and with the Transportation Liaison Officers of JTF-7. These representatives kept the Home Office informed on transportation developments. The Home Office determined priorities, expedited the movement of cargo to terminals, determined which cargo was to be shipped by air,. and kept the ALOO informed as to transportation difficulties. Subsequent to mid-1954, shipment of refrigerated cargo was made via commercial carrier to Honolulu, from which point the cargo was transshipped in naval vessels to the Proving Ground. The principal difficulties encountered with shipping in this manner, were related to sudden and unannounced changes in the schedules of commercial carriers. Conditions became so uncertain that a procedure for “sight buying” of perishable items was introduced. This procedure provided quality merchandise at low cost and kept food losses due to spoilage at a minimum during the long period between purchase and delivery at the Jobsite. An inspection force directly under the Chief of Operations ensured that all materials, sup- plies, and equipment furnished were in accord- ance with the purchase order specifications, or that deviations from design specifications were acceptable to the Engineering or Operations Departments as applicable. On 1 July 1955, Holmes & Narver was assigned the responsibility of conducting all stevedoring operations in the Proving Ground except on shore at David and Fred. The responsibility for the Port Operation with related activities remained vested in the Atoll Commander. The organization established for this function provided for four gangs. However, to meet the urgent demands for cargo from inPage 1-22 coming vessels and to fulfill tight shipping schedules, it was necessary to augment the organization with an additional gang of men from the Construction-Maintenance Division during the period of peak activity. It was impracticable to provide personnel for more than one shift; therefore, considerable overtime was necessary. For the period between CASTLE and REDWING, rehires of former employees provided most of the replacement personnel. Extensive recruiting for REDWING wasinitiated in April 1955 and general recruiting continued until March 1956, at which time advertising was discontinued. Throughout this period, the demand for labor was strong and expanding and short- ages were encountered in engineering, estimat- ing, clerical and other categories of personnel. Mobilization of personnel was accomplished through offices at Los Angeles and Honolulu, augmented by recruiting teams at San Francisco. Advertising was extended to practi- cally all West Coast Metropolitan areas and to papers of the Midwest. Special trips were made to Mid-Western cities by recruiting personnel in search of specific skills. Processing of applicants for assignments to the Proving Ground required detailed work involving a pre-employment check of work history and medical records and included arrangements for immunization; processing for transportation including Govern- ment Travel Orders, and keeping Honolulu and Jobsite informed of personnel in travel status. The analyses of wage trends, employment conditions, job descriptions and general labor policies were a continuing process, enabling the company to maintain wage rates, sound personnel practices, and employment conditions equivalent to those prevailing on-continent. It was imperative that all contingencies be provided for, in order to recruit the required personnel in the highly competitive labor market. The extraordinary requirements imposed by the personnel security program combined with the pre-employment check of each applicant’s work and health histories, led towards the hiring of above average employees who could adjust themselves to conditions prevailing at the Proving Ground. Exceptionally gratifying was the high percentage of former employees who were rehired. The number of men whofailed to com- plete their employment contracts was below the average of other overseas construction jobs. Considering the isolation of the project and the lack of normal. community life, the small turmover in personnel was an outstanding achievement. Throughout the period of the operation, the general health of all personnel was good and compared favorably with normal standards. The program for the promotion of the general welfare and health of the personnel took into