SECRET This material contains information affecting the national defense of the United States within the CHAPTER I, SECTION 1 meaning of the espionage laws, Title 18, U.S.C., Secs. 793 and 794, the transmission or revelation of which in any manner to an unauthorized person is prohibited by law. CHAPTER| INTRODUCTION SECTION | NARRATIVE SUMMARY BACKGROUND. Operation HARDTACK, Phase I, was the fifth consecutive test series to be conducted at EPG in which Holmes & Narver, Inc., participated as Architect-Engineer-Construction-Management Contractor for the Atomic Energy Commission. The Operation was by far the largest, both in terms of area and of over-all scope of operations required for the support of all elements of the Task Force. Although a considerable portion of the required services were routine, Operation HARDTACK demanded the utmost in technical and administrative know-how, in- genuity, and coordination to bring its operational efforts to a successful conclusion. Two outstanding accomplishments during HARDTACK which called forth all experience gained on previous operations at EPG were the major installations on Site Yvonne for the CACTUSevent andtherelocation of the ABMA facilities from Bikini Atoll to Johnston Island. Prior to December 1957, the scope of work at Site Yvonne was limited to a major modification of Station 1310 and the rehabilitation of several smaller stations; however, criteria were received in December 1957 for a major installa- tion, including a Ground Zero Station, pipe arrays, major modifications to existing structures, and the construction of a number of new Scientific Stations, which were to be completed in sufficient time for a~-test event on 1 May 1958. When this requirement became known, an all-out effort was exerted and through the combined forces of Home Office and Jobsite Engineering, logistics, and Construction, it was possible to complete construction and to advance the required ready date. Whenfacilities were practically completed for the ABMA program on Site How on Bikini Atoll, a change in plans shifted operations 1745 miles eastward to Johnston Island. A set of duplicate facilities was necessary there, requiring the dismantling and re-erecting of a service tower and various rocket launchers, removing and re-installing User equipment, and transporting a mountain of supplies, materials, and equipment to the new site. In a like manner, this project was completed and made available to the Using agencies well in advance of the required dates. Of the 37 HARDTACK test events for which preparations were made, 4 were Ground Zero Stations, 2 were underwater, 1 was a balloon event, 2 were high altitude missiles, and 28 were afloat stations: 23 barges and 5 LCU hulls. Two barge events were cancelled after comple- tion of construction. As indicated, the zero stations used in the Operation were predominantly afloat. This, in addition to unforseeable support requirements for the underwater events, required the increased use of marine craft and services which at times taxed the Contractor’s capabilities to the limit, but in the final analysis all requirements were adequately filled. Experience gained from Operation REDWING indicated that radical changes and im- provements, both organizational and administrative, would be necessary in order to provide for more efficient conduct of operations for future test series the size of REDWING orlarger. Chiefly among these changes was the re-organization of certain Jobsite Divisions; the major change was thecreation of the Communications Division, placing all Communications operations and maintenance responsibilities under one Division Head. Other changes included the elimi- nation of the Administrative Division, and the transfer of Air and Land Transportation, Secu- rity, Guard, Safety, and Rad-safety functions to the Industrial Relations Division; the transfer of marine, power, and distillation maintenance functions from the Service Operations Division to the Construction Division; the addition of a Construction Manager, and the appointment of General Superintendents as heads of construction and maintenance functions in the Construction and Maintenance Division. An Assistant Resident Manager was designated as Executive Division Head, to whom wasassigned theoffice services and administrative functions. Material take-off functions were transferred from the Engineering Division to the Supply Division. In addition to the divisional changes, other functions within divisions were given departmental status in keeping with added duties and responsibilities. As in REDWING,Bikini Atoll was supervised by an Assistant Resident Manager responsible for the conduct of operations connected with that atoll. Along with this re-organization, a revamping and streamlining of policies and procedures were Page 17 SECRET