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submitted by,


June 7, 1999


I have been your Field Bunkhouse Committee member since December of 1998. When offered this position
by local union management, I was informed that I could expect a frustrating process, small successes, and a
bottom line company not willing to provide its employees with a facility that meets today's acceptable living

I attended on behalf of the B.L.E., a bunkhouse meeting in December of 1998. At this meeting I tried to
introduce issues pursuant to what I felt were offered to us in 1997 during the preliminary discussions of the
Circadian/CanAlert program. I was, as were many of you, reluctant to buy into "The Circadian/Can-Alert
Program". "CHANGE" in our Profession, is seldom received well and certainly not change that has both
financial and lifestyle implications.

During the process that led to our acceptance of being "test subjects" for the Circadian/Can-Alert
Program, issues concerning bunkhouse standards were discussed. Myself as well as many others were led
to believe that issues of bunkhouse standards were part and parcel of our acceptance of the
"Circadian/Can-Alert Program".

To my great surprise and I must say, to my great annoyance, I received a rather surprising response to my
Circadian/Can-Alert bunkhouse submissions from the Company. The company stated that they did not
recognize nor were they aware of any such Circadian/Can-Alert standards in existence for bunkhouses. I
managed to have a conversation with a few company representatives who are not involved with Operations
and was informed that in fact guidelines concerning bunkhouses and Circadian/Can-Alert requirements do
exist. Standards implemented in the construction of the new North Bend Bunkhouse are in fact the same
standards many of us felt would be implemented in the Field Bunkhouse being that Calgary operating
employees were the primary participants in the Circadian/Can-Alert Program.

Remember, the Kamloops terminal when offered the Circadian/Can-Alert Program voted to reject
the program!!!

Like many of you, if given a choice, I would choose never to spend a moment in the bunkhouse. However,
we all know too well the realities of our lives and sleeping in this facility is unfortunately a part of our
working reality.

I feel the time has come to change our strategy in dealing with the Company and their obligations in
providing each and everyone of us with an acceptable living standard in the Field Bunkhouse. I also feel it is
time to include Federal Agencies in the monitoring of this process.

I have chosen two areas of high Bunkhouse concerns, "Comfort" and "Sound". These two areas will be the
backbone of our Position Paper to be delivered to the Company and I am confident we have more than
enough leverage being the only participants in the Circadian/Can-Alert Program to make a very strong

Attached is the first draft of the proposed Position Paper. I need each of you to review this draft and
provide me with your comments. We all have a shared interest in the success of this project.

A "final draft" of this Position Paper will be submitted to the company on your behalf at the next Field
Bunkhouse Meeting. I will keep each and every one of you informed of my progress.

Please note the "Comments Page", on the last page of this draft. Each issue on the "first draft" has a number
assigned to it, use this number and comments page to express your feelings concerning these issues. You
may or may not have any comments for some of these issues, but any thoughts you do have are a concern to

On the reverse side of the comment's page you will find a Field Bunkhouse Restaurant Questionnaire.
Please take the time to complete this questionnaire as results will be tabulated and presented to Hallmark
and the Company. It is time that they both become aware of our feelings concerning the Restaurant.

Place the comment's page and restaurant questionnaire in an envelope and leave it in my mail slot. Upon
receipt of your responses, I will incorporate your input into a final draft, our Position Paper, which will for
the first time reflect the true feelings of the Calgary Circadian/Can-Alert Operating Employees.

Gentlemen, let's begin the process!!!



Since 1964 C.P. Rail has undergone an astonishing revolution in technological advancements and
operational restructuring. Countless dollars have been allocated by this Company to increase performance
standards and strengthen profit margins. Conductors and Enginemen of this Company, the primary
employees directly involved with the movement of rail traffic, have witnessed the enormous resources
invested in motive power, engineering, operations management, and technology utilization.

Traffic on CP Rail's main lines as well as train haulage capacities have seen dramatic increases. CP Rail has
through efficient asset management, prioritized maintenance of its equipment, and in most cases, replaced
equipment and structures which had been in use 30 years ago with new and efficient systems and structures.
Modernization has allowed C.P. Rail the ability to strive for and achieve financial goals over the last 30
years allowing C.P. Rail to be recognized as one of Canada's largest and most successful Corporations.

One of C.P. Rails efforts at modernization was the Circadian/Can-Alert Program for operating employees.
This program was undertaken in 1997 by Calgary operating employees and addressed the need for
employee's to efficiently operate at his or hers optimum alertness through various means such as, work
schedules, life style adjustments, operations and equipment advancement.

Calgary operating employees were designated as this program's "test subjects" and at times have been
required to endure financial as well as emotional stresses as this program was integrated and refined. C.P.
Rail fully understood at the time of inception of this program the need to address crew alertness and fatigue
with its operating employees from an asset management level as well as from a government accountability

The Circadian/Can-Alert Program had to be "sold" to the Calgary employees, as change is never a readily
accepted matter in a "paid by the mile" operation. It was with major reluctance that the Calgary operating
employees accepted the responsibility to be the "test subjects" for this radical restructuring of our work
environment. It must be noted that no other terminal on C.P. Rails system has, at this point, agreed to
participate in this program. During the process of educating Calgary operating employees on the benefits of
this program certain issues were addressed as integral components of the program which would better our
lives and make each of us not just a more alert employee but a safer and more efficient individual.

Issues of crew management have been in place since the inception of the program. Operations have been
modified to accommodate the program and employees, at times with negative financial impact to themselves,
have worked hard to make this program operational. It appeared to the Calgary operational employees that
the Company was serious in addressing the absolute need to assure itself that its employees were operating
at their "peak performance" levels.

The Circadian/Can-Alert concept brought to the realization of the Company and its Employees the need to
maintain the mental, as well as physical, health of employees operating trains 24 hours a day, 7 days a week.

A major topic discussed at great length during the initial presentation of the Circadian/Can-Alert Program
was Bunkhouses. It appeared to the Calgary operating employees that Bunkhouse conditions were one of
the major foundations of this program. The need for employees to "restore their alertness" prior to working
was finally given the attention we all felt was long over due. The Field Bunkhouse, built decades ago, has
seen very few structural renovations over the last 30 years. Compared to other foundations existing in C.P.
Rail's property holdings, the Field Bunkhouse must rate as one of the more antiquated buildings operated by
C.P. Rail.

The Field Bunkhouse is a second home to approximately 52 Calgary Pool Employees involved with the
Circadian/Can-Alert Program. These employees make approximately 150 to 170 trips a year to this
bunkhouse and as found through research, spend an average of 5.1 hours "laying over" in Field. It should
also be noted that the Laggan Subdivision operating employees average approximately 8 hours or more on
their trips to Field. Environmental conditions can also greatly add to the previously stated figures. It can be
easily stated that return trips to Alyth from Field can commence anywhere from 8 to 18 hours from the time
the employee first reported to work at Alyth.

As was stated during the Circadian/Can-Alert presentations, employees need the opportunity to return their
bodies to a "Restive and Alert State" before they commence work in order to ensure that a safe state of
alertness can be achieved during the work process.

It was with great concern and consternation that the Calgary Circadian/Can-Alert employees were notified
through Bunkhouse meetings that the Company did not recognize the existence of Bunkhouse standards and
recommendations as it concerned the Circadian/Can-Alert Program. We were to say the least, misled to
believe that there were to be renovations undertaken to modernize the Field Bunkhouse and bring this
antiquated facility to the Circadian/Can-Alert standards.

We believed these standards were deemed necessary through research to be essential in delivering to the
work place an employee who has every opportunity to restore his or herself to a "Restive and Alert" state.

It has not gone unnoticed as well by Calgary Employees of the standards being incorporated into the
construction of the new Crew Bunkhouse in North Bend. These standards look suspiciously like standards
the Calgary Circadian/Can-Alert Employees felt they themselves would be receiving as the only "test
subjects" for the Circadian/Can-Alert Program. It was stated at the last Field Bunkhouse meeting that at
times the cleaning staff in Field have serviced up to 51 beds in a given day. This is a staggering amount of
usage for any facility that is as antiquated as the Field Bunkhouse.

It should be apparent that the use of the Field Bunkhouse should be at least on a par level with that of the
new North Bend Bunkhouse, by employees engaged in the same profession. It must also be noted that the
financial jurisdiction of the Field Bunkhouse falls under the B.C. District Budget, a district that is not at this
moment participating in the Circadian/Can-Alert Program.

It is the position of the Calgary Representatives of the Field Bunkhouse Committee, that the Company has
an obligation to their employees presently working under the modernized Circadian/Can-Alert Program, as
well to our fellow employees from Revelstoke, to commence immediately the implementation of the
following recommendations contained in this "Position Paper". C.P. Rail must provide to its employees a
facility that will allow each and every employee the optimum conditions to restore their abilities to a "Restive
and Alert" state prior to commencing their duties and responsibilities from Field.

It must be stated once again that this Bunkhouse is our home away from home. Operating employees
already experiencing unique working environments should not be expected to live any part of their working
lives in a sub-standard living environment. The work that should and must be performed on this facility must
not be allowed to become a contractual collective agreement issue. The ability to recover and restore ones
alertness and the concept of fatigue reduction is a safety and health issue, not a perk of employment.

This Position Paper has been circulated amongst those employees currently working under the
Circadian/Can-Alert Program in Calgary for their input and recommendations. This "paper" has also been
forwarded to our fellow committee members in Revelstoke for their circulation to their fellow employees
who they themselves must also endure the Field Bunkhouses deficiencies. Copies have been forwarded
through the respected Union Safety and Health Committees for forwarding to appropriate Government
Regulatory Agency for their input and monitoring.

Submitted on Behalf Of the Calgary Field Bunkhouse Committee

Barry Ford

Loc. Eng. Calgary


This Position Paper's intent is to bring to the attention of the management of C.P. Rail the deep concerns
the Calgary operating employees have concerning the Field Bunkhouse. In presenting this Paper it is hoped
that the views of those employees who must utilize the Field Bunkhouse will be finally heard and respected.
Any individual who takes the time to visually inspect this facility with an open mind will surely see the logic
and need for the following recommendations to be implemented.

Many of these recommendations have been forwarded to the Company's attention for many many years and
yet we find ourselves once again having to ask the company to address what we feel are essentially vital
safety and health issues.

It is hoped through this Paper the Calgary Circadian/Can-Alert Operating Employee's concerns will be
absolutely known to the management of C.P. Rail and Government agencies concerned.

There are two main topics of concern dealt with in this submission, Sound and Comfort. What will be
offered is a statement of an Issue, followed by the status of that Issue as it applies to date and the
recommendations requested by consensus of the Calgary Circadian/Can-Alert Operating Employees to
resolve the Issue.

There are certainly other issues which also must be addressed concerning the Bunkhouse, but for the
purpose of this presentation only the two topics stated will be addressed. Also contained in this presentation
are the results of a survey taken concerning the Field Bunkhouse Restaurant currently being operated by


The issue of preventable sound pollution is of great importance to employees who are faced with the task of
regenerating themselves through rest and sleep, the "restive process", with limited amounts of layover time.
Layover periods may be of short duration and sleeping opportunities may be reduced to a minimum with
erratic traffic patterns. It is essential that when an employee requires sleep, He or She does so with out
being forced from their "restive state" by preventable noise pollution of any kind.

If an employee who has only 5 hours of sleeping opportunity is, by preventable sound pollution, disrupted
five times or more during this process, that employee has not had the opportunity to regenerate themselves.
Employees are, by nature of the job, required to sleep in a place which is not of their own design. Some
employees have a high tolerance for sound and others very little, but for most the initial restive moments are
crucial to achieving a proper "restive state" Preventable sound pollution undermines this period of time as
well as during the "restive state" process itself, the elimination of these sound irritants must be of high

This Topic will be dealt with from two main aspects "External and Internal Sound Pollutants".


This Issue deals with matters pertaining to preventable sound pollution found outside of the Field


At the South end of the Bunkhouse a parking lot was built and expanded to the point that literally half or 24
rooms of the 47 room Bunkhouse face this area. This parking lot allows Hallmark customers access to the
Restaurant as well as staff parking. Employees who choose, due to environmental conditions in their rooms,
to open their room windows are subjected to vehicles entering a graveled parking lot, the slamming of
vehicle doors and parking lot conversations taking place outside their open windowed rooms.

vehicles are backed out of this lot, many equipped with back up alert signals, which sound very much like
the "Vigilance Control Devices" found in Locomotive Cabs. Crews are conditioned to respond to this sound
and it requires action to be taken by the Locomotive Engineer immediately, if employees are in any phase of
their "restive state" this sound immediately brings them to an "alert state". This parking lot is primarily a
restaurant asset.


Immediately the parking lot at the south side of the Bunkhouse be eliminated and barricaded so that no
vehicles have access to this area. This area can be utilized for the proposed "Boot Room


This issue deals with matters pertaining to preventable sound pollution found in the interior of the Bunkhouse
not relating to individual rooms.


Employees must use the four main hallways to access the various living areas throughout the Bunkhouse.
Movement over the carpeted areas by employees is easily recognized by individuals in their rooms due to
the plastic carpet runner found down the centers of hallways. The impact sound of employee's feet on the
plastic surfaces is an annoyance. Individuals sleeping in their own homes are not accustomed to the sound of
an unknown person approaching their rooms, yet employee's in the Bunkhouse are constantly exposed to
the tide of people passing along the hallways by their rooms.


Immediately the hallway carpets should be replaced. A substantial amount of sound retarding underlay
should be used to minimize employee movement. The elimination of vinyl carpet runner must be done
immediately, the need will be unnecessary with the construction of the proposed "Boot Room


The North T.V. room is used by employees as an area to relax and watch T.V., in a smoke free
environment. The furnace room is situated directly beside this rest area and the noise it produces creates an
unsettling environment. This areas potential is never realized due to the constant "roar" which the furnace


That steps been undertaken to dampen the effects of the furnace noise.


There are presently rooms that share walls with the communal washrooms. If as is the usual case due to
room availability, an employee has to use any of these rooms bordering a washroom, that employee endures
collateral washroom noise, causing a disruption in the "restive process".


Steps to be taken to add sound barrier protection to all washroom walls bordering any individual rooms.


House cleaning staff have at best a difficult task maintaining a clean environment and doing so in a quiet
manner. Certain duties although could be better planned as they relate to the vacuuming of the Bunkhouse.
The time involved in the proximity of any one room is small granted, but given that employees can be in
various degrees of their "restive state". Hallway vacuuming can be disruptive and detrimental to employee's
"restive process".

General maintenance as well creates significant collateral noise and disruption in the "restive process". It is
recognized that some maintenance is unavoidable and in some cases required with little or no advanced
warming, however sub-contractors continue to be either uninformed or not caring in their responsibilities
with regards to noise. In particular maintenance staff, while moving from their work sites to their vehicles and
assembling of work related equipment, can be as disruptive to the "restive process" as the work itself.


The bunkhouse should be assessed "area quadrant designations". The Bunkhouse cleaning should be
scheduled and posted indicating what housecleaning duties will be performed in each "designated area
quadrant", and the times. Employees requiring sleep can better assess room availability's and avoid those
"area quadrants" that are expected to see major housecleaning duties such as vacuuming.

General maintenance has in the past been brought to the employee's attention. Those doing the maintenance
sometimes are less cautious in their work habits concerning noise. Each workman involved in any
maintenance must be thoroughly educated on the importance of noise elimination not just at the work site but
while moving from and to the work sites. Once again notification should be given daily of any planned work
for that day and work should if at all possible be isolated to individual" area quadrants". Posting of these
work notices should be in near proximity to the "Tie up" area as possible to better facilitate employee room


This issue deals with matters of preventable sound pollution as it pertains to individual rooms in the


Each room has a wooden door and metal fixtures. Due to traffic flow, employees arrive and leave their
individual rooms on a steady basis. Due to the material utilized in these doors, door opening and closings
can easily be heard from two rooms on either side of that room. Disruption of "restive states" can quite
easily amount to four or more employees.


Sound dampening devices should be installed on all individual room doors.


Employees after entering their respective rooms undertake certain personal duties while in these rooms.
Movement in and around these rooms can be easily monitored in adjacent rooms as well as the room
below. Employees, through no fault of their own, can easily disrupt three employees "restive states" by
simply entering His or Hers room. Floors lacking proper undercushioning, even with soft covered footwear,
emit disruptive noise pollution.


All individual rooms have installed an adequate under cushioned rug which will dampen room movement by
employees. The installation of adequate carpeting will provide as well reasonable comfort to employees
while utilizing these rooms.

ISSUE 8 - Telephones

When telephones ring in individual rooms employees in adjacent rooms can easily hear other employee calls
to work. Operating employee's lives are telephone dependent and it is expected of the employee to respond
to telephones. Employees during the "restive state" cannot help but have this process disrupted by a
telephone ringing, albeit collaterally. Added to this inconvenience is, due to Crew Management being unable
to locate an individual in His or Hers room, multiple calls are made to a room. This process can repeat itself
and collaterally effect employees endlessly during their "restive process".


Telephones must be replaced with modern wall mounted units situated in close proximity to beds. This
eliminates the need to move telephones closer to beds by employees presently as well as allow the
telephone ring to be softened.

Telephones should be equipped with a message alert, much like hotel phones, indicating to employees the
need to contact C.M.A. and a procedure followed when employees are not in their respective rooms during
the call process.


Collateral preventable sound pollution is a constant disruption to employees during the "restive process".
Faced with trying to attain a "restive state" employee's must deal with the flow of fellow employees passing
through adjacent rooms. Employees cough, sneeze, and in some cases snore, all of which can be heard
presently in adjacent rooms. Constant noise such as snoring can disrupt the "restive process" so continuously
that "restive states" can be severely hampered by other employees throughout their layover periods.


Installation of acoustic sound dampening wall coverings on each wall in individual rooms.


There are 23 rooms which face one of C.P. Rails busiest mainlines. Trains arriving off the Laggan
subdivision pass these rooms with locomotive dynamic braking engaged and air brakes applied emitting a
very high pitched sound. Trains departing for the Laggan subdivision do so with engines being brought up to
throttle as Enginemen prepare to ascend the heavy grade. Due to room availability, trackside rooms must be
utilized. Traffic flows are erratic thus noise pollution by trains past these rooms can vary in frequency. It is
not hard to imagine that attempting to achieve a "restive state" with trains passing in close proximity to ones
room is an impossible task for many.


Trackside rooms should be equipped with acoustic dampening windows to reduce the intense sound
pollution from trains.


Preventable sound pollution was indicated by research to be of major importance in achieving adequate
"restive states" in employees. For decades the need for eliminating preventable sound pollution in the Field
Bunkhouse has been severely neglected. The recommendations proposed address some of the most
obvious concerns by the Calgary Circadian/Can-Alert Employees as it concerns sound pollution and their
"restive process".


Calgary Circadian/Can-Alert operating employees must utilize, at their away from home terminal, a facility
that must meet the requirements and needs of many diversified individuals.

As stated earlier, the need to address crew fatigue and avoid or reduce this fatigue is a shared concern to all
parties. The concept of a Crew Bunkhouse has not witnessed the same modernization as other C.P. Rail
operating systems have in the last 30 years. Treatment afforded C.P. Rail Employees in today's work force
has seen progress towards a more modern work standard, that is a given. Operating employees accept the
responsibilities of having to eat, sleep and live a portion of their working experience in a Bunkhouse, also a

The Management of C.P Rail must accept responsibility to provide operating employees the
respect of a living condition and environment which management would accept for themselves.
Issues of comfort in the past have been readily excused and trivialized as excessive in nature.

This Position Paper is a request for basic modern day living conditions in the Field Bunkhouse. All
that is asked is the issue of comfort be approached with an open mind.

There are great many issues of comfort concerning the Bunkhouse, this paper will deal with two
areas of concern, Individual Rooms and Structures.


Individual rooms in the Bunkhouse are where employees sleep and rest prior to working on the return
portion of their "trips". These rooms are the only private environment afforded employees in the Bunkhouse
and can be occupied for indefinite periods of time. The design and functionality of these rooms has long
since past.

The basic structure and amenities have remained unchanged for decades. Basic upkeep such as painting has
been hailed as achievement.

Individual rooms are compact environments essential in the "Restive Process" and provide employees with
privacy and dignity. The condition's found in these rooms to date, have not met the "standards" which were
expected by the Calgary Operating Employees participating in the Circadian/Can-Alert Program.

The following issues are, by consensus of the Calgary Circadian/Can-Alert Operating Employees, issues
which must be brought "into line" with present day accepted living standards and requirements.


C.P. Rail operating employees have a wide range of different body sizes, from the very tall to the very short,
from wide to thin, there is no standard employee size.

Each room has a standard twin size bed. Very few employees sleep in twin size bed's in their own homes,
yet are expected to sleep in these in the Bunkhouse. It is unreasonable to expect that an employee six foot
three inches in height would be afforded the same comfort that an employee five foot three inches in height.


Replacement of the standard issued twin size bed with a queen size bed. Adequate mattresses must be
provided for healthy body support.

Issue 12 - Bedding

Bedding found in the Bunkhouse has for decades been identical to what is found today. Bedding not only
provides warmth it also offers comfort and facilitates the "Restive Process".

The course top blanket has been identified as a "C.P. Rail blanket" or alternatively "a caboose blanket".
Inquiries have been made as to the reasoning for the purchase and continued use of these blankets and the
reply was simply, "Its what we usually order".

There seems to have been no real modern assessment of these blankets. Employees have bitterly
complained about these top sheets, but they still are in use against the wishes of those who must use them.


An immediate tender to suppliers to replace the course top blanket with a softer hypo-allergenic material.
Current stock should be replaced, not through attrition, but through immediate replacement with newly
procured blankets before the "Fall of 1999".

Issue 13 - Lighting

Most rooms are equipped with one light fixture situated in the middle of the ceiling. Some rooms in the East
wing have two switches to two different lights in the middle and at the South end of the room. These lights
are of bright intensity and not adjustable.

Employees wishing to read on their beds must do so with a central ceiling light. Employees rising from a
"Restive State" must endure this harsh impact of this bright light.


Installation of separately controlled reading lights above each bed. "Intensity controlled" central lighting
should be installed in each room.

Issue 14 - Environment

Employees in the summer of 1998 were subjected to conditions that bordered on the inhumane. Individual
room window screens, for whatever reason, were removed or never in place. Exterior temperatures soared
to the high twenties and so too did the temperatures in the individual rooms.

Air flow is non-existent in the individual Bunkhouse rooms. Employees faced with trying to reduce room
temperature by opening windows were subjected to insects of various sizes entering the rooms.

It took months and at least one failed attempt before window screens were finally in place just in time for the
Fall Season.

Rooms are still heated by an antiquated steam boiler system. Room temperature if adjusted by an employee
on entering his or her room is usually at that desired temperature by the time the employee departs and
returns to work.

Sound pollution is of great concern as a tired system "pings and bangs "as heat is trying to be passed through
the pipes utilized by the system.

Moisture created by this system creates an extreme ice build up in winter around the window frames
rendering them unable to open.

The ability to have a temperature controlled environment and a reasonable ability to exchange air should not
be an issue when sensibly addressing living and sleeping conditions.


That a separate environmental control system be installed in each individual room capable of providing heat,
air circulation and the ability to lower or raise room temperature. This multi-purpose system would be
designed much like the system afforded our fellow employees in the Medicine Hat and Sparwood


Few structural additions have been made with regards to providing basic living comforts in the Field

Additions have been added to the Bunkhouse which house the employee financed entertainment and
recreational areas, but these structures were the last added in many years.

The Calgary Circadian/Can-Alert Employees feel that there is a strong need to add two basic structures to
the Bunkhouse to enhance overall comfort.

An employee should not enter the Bunkhouse rested and depart tired. The Bunkhouse should not be the
equivalence of "solitary confinement".

Issue 15 - Patio

The Bunkhouse is a contained environment. Employees can find themselves inside the Bunkhouse their entire
layover period. The "Restive Process" would be enhanced if an employee had the opportunity to be outside
of the Bunkhouse and enjoy the mountain atmosphere available at Field.

Providing a patio area connected to the Bunkhouse is a positive step in creating a comfortable environment,
as well as allowing employees close proximity to telephones for call notification.

Presently employees who wish to enjoy the benefits of "fresh air' are required to walk through the town site
or sit by the banks of the river.

The ability to enjoy the environment at Field enhances an employee's health as well enhance the "Restive


A covered patio area with comfortable tables and chairs including outdoor barbecue equipment should be
built as part of the basic Bunkhouse structure.

Lighting and heat should be provided as well so this area can be available to all employees throughout a
greater part of the year.


With one structure, C.P. Rail can address a variety of Bunkhouse issues.

Employees enter the Bunkhouse with work footwear on. They enter a small room equipped with dilapidated
lockers barely large enough to accommodate one pair of shoes. Employees remove their work footwear,
and if they so choose, don comfortable soft soled shoes. They then enter the body of the Bunkhouse.

At this time this procedure is optional to employees.

If so desired an employee can go directly to their respective rooms and then choose to change their work
footwear or not.

Employees having to change foot wear, hang up coats, and store grips in their rooms, are forced to make a
certain amount of noise. This creates collateral sound pollution to neighboring employees in various stages of
their "Restive Process".

Soiled footwear is "tracked through" the Bunkhouse as well, creating certain esthetical concerns.

Employees, due to weather conditions, may have work clothing which is wet or damp. At present there are
no facilities to dry these clothes prior to employees returning to work.

The storage of groceries, clothing and other work related matter is not presently possible with the lockers
now provided in the Bunkhouse.

Employees are required by rule to carry substantial material in their work grips and must also bring living
necessities from their homes in these already over capacitated grips.

Many Calgary Circadian/Can-Alert Employees are pool employees who work the Laggan Subdivision on a
daily basis, it is always a concern as to what essentials one has room for, and is capable of carrying for each
trip to Field.


A Boot Room facility should be immediately erected.

Full length employee lockers should be provided in this Boot Room Facility.

Employees by policy will be required before entering the Bunkhouse to attire themselves with soft soled

This facility should be well lit, heated and allow employees the opportunity to remove and store work
clothing, groceries and personal items.

This facility should also have equipment available to dry clothing before employees are required to return

Access to the Bunkhouse should be only allowed through this Boot Room.

The Boot Room will greatly reduce collateral employee sound pollution, enhance Bunkhouse cleanliness,
and provide the capabilities to employees to have personal material stored at their away from home terminal
and eliminate the need to constantly be carrying this material in their personal grips.


The Calgary Circadian/Can-Alert Operating Employees feel that the time has come for the Company to
provide two essential structures to the aging Field Bunkhouse. The value of comfortable surroundings should
never be underestimated in the operating work environment.

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