SECTION 9 LABOR RELATIONS In any overseas construction project, the labor relations function involves a closer personal relationship than comparable functions in a domestic organization. The isolation of the Jobsite, the virtual absence of means of rapid communication, and the long contract term utilized all tended to create anxieties on the part of employees and their families and many other problems of a personal nature not normally encountered. The need for a comprehensive labor relations program was apparent at the inception of the Project and early cooperative planning between H & N and the AEC resulted in a policy which had a material bearing on the low labor turnover experienced. The first steps in the program included the establishment of reasonable and competitive wage schedules, the approval of morale aids, such as day rooms, recreation centers, libraries, and theatres for Jobsite personnel, and fringe benefits, including sick leave, insurance plans, and the like. During the course of the Project, continual efforts were made to promote good working relationships between employees and management. At the Jobsite, a constructive morale aid and recreation program was pursued, which provided church services, reading material, records, gymnasium equipment, motion picture films, athletic equipment, fishing and hobby equipment, and educational classes in various subjects, A Recreation Council was formed at the Jobsite to coordinate all phases of the recreation program and to maximize the benefits to all personnel. Prizes, trophies, and other awards were established; talent shows and luaus were arranged; and many other activities were fostered through the efforts of the Recreation Council and personnel assigned to recreation duties, Above all, one of the greatest moral boosters was the planned program of serving good food in an appetizing manner. From the inception of work under this Contract through July 1, 1951, no strikes occurred nor was there any shutdown of work on the basis of personnel grievances, During the summer of 1950, there was a brief threat of a walkout by a group of carpenters at the Jobsite, reflecting similar action by West Coast carpenters at the same time. The basis of the threat was a demand for an increase in the hourly rate of pay. demand was not met and the walkout failed to materialize. The 9-1