ne factor that contributes to successful business operations is the ability to adapt to new situations; rare is the organization that flourishes without changing at all. This year, as we are all acutely aware by now, will go down in history for many, many things including the wide range of methods implemented by businesses as they adapted to the new landscape presented to them by COVID-19. Some organizations have been overwhelmed by demand (healthcare comes to mind) while others experienced the exact opposite problem. Businesses in the retail, hospitality, and tourism industries continue to struggle to stay afloat, protect their employees and clients, and navigate the ever-changing, sometimes conflicting protocols and procedures mandated by local municipalities, state government, and federal officials.

As we contemplated the theme for our 2020 Top 49ers, it never occurred to us that the words “migration” and “journeys” would have such weighted meanings—or that the idea of adapting to new circumstances wouldn’t just be a hypothetical concept to file away for the future. No matter the industry, this has been, and will likely continue to be for a long time, a time of transition and change filled with hard decisions and substantial sacrifices. As we at Alaska Business continue to figure out how to operate in our new world (I’m still writing to you from my home office and gratefully so), we wondered how some of Alaska’s most successful and long-running organizations are navigating their own course through the global pandemic. Here we’ve compiled a selection of their answers, and while they’re presented alphabetical order, there is also a running theme of success through teamwork, a great sense of social responsibility, and adaptability.

We are incredibly proud of the resilience and flexibility our employees have shown in meeting our business and client needs while maintaining their health and safety. We’ve supported our clients’ COVID-19 response through emergency deep cleaning for NOAA and design/construction of alternate care facilities for USACE.

To ensure customer and employee safety, Airport Equipment Rentals has increased the sanitation of facilities and equipment. For our employees, we have facilitated the computers and network access necessary to allow employees to work from home. We are also encouraging our employees to take as much company sponsored leave as necessary to receive COVID-19 testing.

While 2020 has been challenging for the corporation, the health and safety of our shareholders, communities, and employees remains our top priority.

While the pandemic has caused many disruptions and delays, these are not expected to have a significant impact on BSNC’s overall business operations and revenue. BSNC’s employees quickly adapted to working remotely to continue to serve our customers and shareholders. Through the company’s smooth transition online, BSNC was still able to provide the valuable internship program to its shareholders and descendants. Adaptation and resiliency are key values held by BSNC.

BBNC has taken proactive steps to support and help prepare our shareholders, employees, and communities throughout the COVID-19 pandemic. BBNC’s COVID-19 Response Team assessed the needs of our shareholders, employees, and communities to ensure BBNC was assisting in the most efficient way possible.

Nordic-Calista Services is rehabilitating Rig 2, using loan proceeds from the SBA Paycheck Protection Program to fund the labor costs. To enhance rig capabilities and function, Nordic is replacing the rig’s existing mast with a larger mast with more capacity and installing a top drive unit. Nordic also performed upgrades on its camps. For instance, Nordic bought a trailer that allows Camp 101 to be moved to new locations faster than before. Also, the camp’s water and sewer systems, which used to be external to the camp, have been unitized into each camp module for more efficient camp setup and operations. “The work we performed this summer using the SBA Paycheck Protection Program proceeds allowed us to rehire over half of our workforce,” says Nordic-Calista President Sharon Lechner. “Further, our capital investment in our rigs and camps represents our new Rig Build Philosophy that recognizes we have to listen to the marketplace and provide more value to our customers than we have in the past.”

CFC represents the Tlingit natives of the Village of Saxman. Our Tlingit natives understand the need for adaptability and resiliency. This year has taught us to again adapt and be resilient. CFC had done much to do just that by increasing its communications to everyone with daily email updates on COVID-19 and weekly inspirations, creating new work environments through remote work, and performing more community service to ensure our communities are protected—as we did when we provided gift bags filled with necessities for everyone in the community. CFC has always worked as a team, and this year’s events have only unified our team more.

Grit, determination, perseverance, focus.

At Chugach, we understand better than most that the world is constantly changing, and after nearly five decades of adapting and overcoming challenges, our corporation remains resilient and thriving today. Chugach has been agile responding to the COVID-19 pandemic to support and protect its employees, shareholders, communities, and operating businesses. That effort has included issuing early payment of dividends and Elder distributions; establishing a Community and Tribal Support Fund to provide financial support (funds distributed by Chugachmiut); assembling a Chugach Regional Resources Group for communities, tribes, and organizations across the region to partner, share information, and connect the community with monetary and other resources; distributing masks to shareholders and communities, as well as employees; donating to community organizations supporting COVID-19 response efforts; adopting telecommuting for corporate and regional offices early in the COVID-19 crisis to safeguard our team; and increasing health, hygiene, and safety vigilance at all our sites and offices.

In the era of a global pandemic, CIRI has used electronic resources to efficiently and effectively conduct the company business. CIRI conducted its first ever virtual Annual Meeting and is currently conducting all company meetings virtually. While pandemic times are a challenge to navigate for everyone, CIRI will continue to innovate and utilize lessons learned through this crisis to be a better and stronger company moving forward.

Cornerstone responded to the pandemic immediately and implemented a COVID-19 Company Policy as soon as the State of Alaska announced its first confirmed case. As the COVID-19 situation rapidly evolves, Cornerstone is managing efforts to ensure the health and safety of our employees, families, subcontractors, and customers. We are committed to ensuring a working environment with a zero to very low risk of transmission of COVID-19. We are using CDC Guidelines as our road map for how to navigate through this time. All job sites adhere to added controls, including requiring all personnel to take their own temperatures at home and providing photo evidence upon entering the job site each day and requiring superintendents to record results as a part of the daily report.

Getting our employees into a remote work environment at the start of COVID-19 in Alaska was a huge challenge to logistics and resources. We managed to transition about one-third of our workforce in just a few weeks. These were big choices, but they were the right choices for our people. Many of our employees learned to do their jobs from home, virtually overnight, while maintaining teamwork and communication. Our members had their in-person avenues of service changed, but they still used us just as much for their financial needs. New options such as video appointments with our members service representatives and curbside pickup for certain items have been extremely well received and appreciated by our members. We’re continuing to grow, adapt, and find new ways to provide excellent service every day. Opportunities are there to reach these goals, especially in times of crisis. We make our own magic at Credit Union 1, and we will always work to keep that up. As a whole, we have continued putting members first in good times and tough times alike, and with that mindset, the future is bright for CU1 and our valued Alaskan members.

The Doyon Settlement Trustees (DST) approved an early distribution to DST beneficiaries to provide relief for families impacted by the pandemic and to assist during the related economic crisis.

As part of the essential infrastructure, we recognized early on that we would need to be proactive to serve our customers and our state. Within days, our action plan was in place. Our objective was to initiate tight controls—before they were required. We introduced a notification and follow through program and staffed it with incredible employees, over and above their regular duties. We involved all leadership, educated our employees, and committed to keeping them safe and our planes flying. We remain in the COVID battle daily and are more in touch and in tune with our employees than ever. This challenge is proving to come with some valuable lessons learned.

With twenty-seven branches in eighteen communities statewide, the challenge of keeping First National customers and employees safe and healthy during the COVID-19 pandemic has been a daunting task and an ongoing one. The safety and health of our employees and customers has been at the forefront of every action taken. The bank quickly established a COVID-19 Emergency Response Team, which has been closely monitoring this situation since February. Throughout the COVID-19 crisis, First National has remained open to meet the needs of the communities we serve. We continue to operate under the bank’s COVID-19 critical infrastructure protocol, which was submitted to the State of Alaska as required. Following all CDC, state, and local guidelines, cloth face coverings have been made available to all employees. We strongly encourage employees to follow social distancing and require cloth face covering protocols in all areas of the bank. When possible, employees are working remotely and rotating schedules within branches and offices throughout the bank to mitigate the spread of the virus. First National continues to offer high-quality service to meet customers’ needs. Branch lobby visits are available, although customers are strongly encouraged to conduct transactions by using the drive-thru, online and mobile banking services, and ATMs. To help keep employees informed of recent changes, a COVID-19 information hub was created for easy access to daily updates, trusted resources, and FAQs. In addition, the Emergency Response Team conducts twice-weekly briefings with all managers and supervisors, who then funnel that information to their employees and all levels of the bank. We continue to communicate all details of any change in our banking services to customers directly. Resources on FNBAlaska.com, updated signage on all branches, email updates, and frequent posts on social media keep our customers informed. Our employees pitched in to make sure fellow Alaskans have financial services available when they need them most. A great example is the round-the-clock shifts put in, for several days, to process the SBA PPP loan applications to help Alaska businesses receive the vital assistance they need right now. This dedication and hard work is demonstrated by our phenomenal employees in all areas of the bank.

One of Goldbelt’s strengths is our resilience and ability to adapt to changing circumstances. Despite closing our offices to the public in March with short notice and the impact we continue to see on some operations, such as the tourism-based Juneau Tram, Goldbelt has continued to thrive throughout 2020. Through careful decision-making and flexibility, we have been honored to have had the opportunity to adapt and assist in the prevention and response efforts to the COVID-19 pandemic, with several subsidiaries readjusting their operations to source and supply PPE and assist the CDC in treatment and prevention laboratory research, while still maintaining our everyday operations and expected level of success.

Koniag committed $60,000 to support in-region COVID-19 response and recovery efforts. This follows region-wide meetings with tribes, Village corporations, and nonprofits in the Kodiak region to seek guidance on what is needed most.

Lynden employees have stepped forward to meet the needs of customers and kept freight moving to Alaska throughout the challenges of 2020. Lynden barges, trucks, and planes deliver cargo to all points in Alaska providing a supply lifeline to much of the state. “The safety of our people and serving our customers are our priorities during these challenging times. We’ve been keeping freight moving to Alaska since 1954, and we’re not planning to stop now,” says Chairman Jim Jansen. “Lynden companies provide critical cargo services throughout Alaska and beyond and we are committed to delivering essential supplies and services to our customers and communities.”

MEA has successfully worked to keep employees and members safe throughout the pandemic. Office closures, remote work schedules, additional PPE and training, and adapting to the constant change have all helped to mitigate these challenging times. We’ve been able to keep our members up to date through social media campaigns and email contacts.

MTA has gone above and beyond to keep its community connected amid COVID-19 by providing more than 2,600 households across the Mat-Su Valley with upgraded internet, through its e-learning enablement initiative for students and educators, by setting up WiFi hotspots throughout its service area, and more.

NANA and our family of companies continue to partner with organizations in our region, throughout Alaska, and beyond to help prevent the spread of COVID-19 and ease its impact on shareholders and employees.

The company has continued to look for ways to keep its 23,000 shareholders informed about the business during the unprecedented pandemic caused by the [novel] coronavirus. Several shareholders have asked how the pandemic has affected our business. It’s important you know that our business is on track, despite COVID-19’s considerable challenges. Sealaska businesses had a record year in 2019, and we’re on course for another successful year. Our priority has been to keep our people safe and, if possible, to enable them to continue working. We have been able to keep all of our people employed and, to our knowledge, have avoided serious illness. Seafood processing is among the most noteworthy parts of our business. Our seafood companies are providing an essential service that transforms the 2019 domestic catch into healthy, low-impact food. Feeding people is especially critical right now. While the pandemic has impaired global and other food systems, such as meat and poultry processing, the Alaska/Pacific Northwest supply chain has remained strong through the crisis. Sourcing and processing locally is more than just environmentally sound. It makes the food supply reliable and resilient. Our approach, driven by a desire to feed people while diminishing our impact on the planet, has been an enormous benefit through the crisis. And our businesses have applied focus, clarity, and drive to keeping employees safe through record production. Because safety in seafood processing is so important and challenging, our operations are closely scrutinized by regulators. Two federal agencies—the Centers for Disease Control and the Occupational Safety and Health Administration—recently toured our Orca Bay plant in Seattle as part of a regional review of all plants that have been working throughout the pandemic. They reported that our plant had among the more robust programs they have come across. Sealaska’s water and infrastructure businesses in California and elsewhere are also providing essential services. The pandemic magnifies the importance of access to clean water as homes, businesses, and hospitals rely on uninterrupted water services to keep people safe.

TKC is uniquely positioned to weather storms like the one we are currently facing with COVID-19. Many of our subsidiaries are nimble enough to follow where the work is and are not tied to a specific building or job site. TKC is focusing on work that can be done during the pandemic, keeping costs down company wide, and supporting our staff and shareholders.

When [COVID-19] first hit, there was a lot of panic buying, there were product shortages and outages, and the supply chain became generally quite strained. We have become very creative in reconstituting a more robust supply chain, both in terms of acquiring the products everyone expects plus in acquiring the products to keep our customers and employees safe. Lots of long hours and thousands of phone calls and emails. Plus, our employees—especially our in-store frontline employees—proved how “essential” they really are by stepping up and conquering every challenge. Amazing!

Recognizing the 2020 challenges, and with the actions UIC immediately initiated, UIC has been rewarded with record revenues and profits even during this difficult time.

The flexibility and perseverance of UCM employees have allowed the coal mine to successfully operate as critical infrastructure in the state during the COVID-19 worldwide pandemic. Our employees worked hard to ensure a reliable source for heat and power was provided to the homes of Interior Alaska residents and businesses.

When the pandemic hit Alaska, Watterson Construction Co. (WCC) had nearly completed a project in an active medical facility. To allow the client to adjust for the new health climate, the project was suspended for seven weeks. To resume the project, WCC hired an industrial hygienist to prepare a jobsite specific HASP (Health and Safety Plan) for working in a potentially COVID-19 infected area. All personnel attended safety training and were fit tested to wear respirators. By following the procedures in the HASP, WCC was able to complete the project and the owner began using the critically needed new facilities.