anking by the previous year’s revenue is necessarily retrospective, yet the Top 49ers didn’t land on the list by looking backward. In addition to revenue figures, we asked companies to share an upcoming project, initiative, or policy that sets up the organization for long-term success. Here are their answers.

Cape Fox Lodge officially opened a new tram for Cape Fox Lodge guests, visitors to Ketchikan, and the Ketchikan community. Cape Fox Lodge replaced the tram cab and mechanical equipment and renovated the tram landings, including adding a new tram stop at Eagle’s Nest restaurant. The new, modernized tram is a pivotal attraction for tourists; the tram is a much-used mode of transportation for guests and visitors of the Lodge to access the many other shops and sights in Ketchikan. It sits between historic Creek Street and Cape Fox Lodge.

Building on the 1989 vote by our original shareholders that authorized the creation of descendant stock classes, ASRC shareholders earlier this year voted overwhelmingly in favor of issuing additional shares to replenish those descendant stock classes. Through this monumental vote, ASRC can continue to create opportunities, strengthen unity among our people, and secure the legacy of our original shareholders for generations to come.

BBNC’s board has approved a plan for shareholders to vote on expanding enrollment to lineal descendants of original BBNC shareholders. If approved by shareholders, this initiative will support the long-term growth and success of BBNC. Having a robust community of shareholders engaging with our corporation in meaningful ways is critical to our culture and shared future. Through building and supporting these connections, we can ensure that the next generation of shareholders carries our stories and stewardship forward well into the future.

Our progress toward a land exchange (known in the US Congress as S.2016 and H.R. 3903, the Chugach Alaska Land Exchange and Oil Spill Recovery Act) will open new avenues for growth and development in the future.

Open enrollment, if passed (up for shareholder vote at the October annual meeting), has the potential to bring us closer to a more inclusive and engaged community.

Chugach’s Village in the City initiative—our vision for an Alaska Native campus—is taking shape as a symbol of renewal and belonging, bringing to life our enduring values of connection, heritage, and care for one another. This will be a transformational project that supports housing stability, job training, and cultural connection for Alaska Native residents in urban areas.

All of our progress toward these long-term endeavors represents a strong foundation upon which we will build our future, ensuring that Chugach remains a beacon of strength and resilience for generations to come.

Looking ahead, we’re embarking on a growth-driven five-year plan in 2025 that will guide our path forward. This plan is focused on the growth and expansion of our business portfolio while also strengthening our community, investing in our people, and ensuring that Chugach remains a leader in every industry we operate in.

NANA’s broadband project, now in the FAST-41 program, is bringing high-speed internet to Northwest Alaska. With $65 million in federal funding and deep community collaboration, it marks a generational step forward in regional connectivity and economic sustainability.

Implementing a new UKG Pro human resources system to help our employees have a single point of contract for all of their employment needs, be it their timesheet, payroll, benefits, reviews, or trainings.

We’re excited to announce a digital banking upgrade, driven by customer and employee feedback calling for a more robust mobile and online platform. Set to launch in 2026, this project will enhance our customers’ digital experience in several ways. A single app and online portal will be unified and seamless for both business and personal banking customers. The new platform streamlines account management with improved navigation and features, and enhances security and reliability with best-in-class technology. This initiative reflects our long-term vision, meets evolving customer needs, and will further distinguish First National from its competitors.

We continue to invest in innovative technologies that boost efficiency and environmental performance. Engineering plans are underway to relocate our 2,100-ton dragline, the Ace-in-the-Hole, to our Jumbo Dome Mine, our primary coal mining area for the foreseeable future.

One of the most exciting initiatives at The Kuskokwim Corporation (TKC) is the Harvest to Home project, a locally driven solution to the Kuskokwim region’s long-standing housing crisis. Through TKC Fish Wheel, we’re gearing up to build energy-efficient homes using sustainable timber harvest methods and construction designed specifically for the climate and transportation realities of rural Alaska. We’re training and hiring local residents to build and install these homes, keeping the economic benefits in the community and ensuring cultural relevance in design and materials. With Harvest to Home, TKC is proving that long-term regional challenges can be solved by Indigenous-led innovation and investment in our people.

UIC launched the Charles Etok Edwardsen, Jr. Mitigation Bank, a major milestone for sustainable development on the North Slope. This project will support responsible resource development, with proceeds reinvested into local priorities like shareholder housing in Utqiaġvik.

UIC also signed a tri-lateral agreement with the City of Utqiaġvik and the Native Village of Barrow, strengthening collaboration, communication, and shared benefits as we plan for the future together.

Working with our communities to invest in infrastructure and human capacity to provide safe, reliable, sustainable electricity.

Chugach continues to work toward its decarbonization goal of reducing its carbon intensity by at least 35 percent by 2030 and by at least 50 percent by 2040 without a material negative impact on rates or reliability.

We’re excited to launch new infrastructure projects in Adak, expand renewable energy and hospitality services statewide, and begin development on a hangar in Alabama through our ARE-Strata-G partnership, supporting long-term growth for our shareholders and communities.

We opened a new store in North Pole in May 2025 and are opening a ground-up super convenience store and RV/camping park in September 2025.

Goldbelt is intentional about long-term planning and growth that delivers value across generations. Its forward-looking strategy is anchored in cultural stewardship, land development, and enterprise diversification. From reinvesting in Alaska-based infrastructure to expanding federal contracting services and building cultural tourism capacity, Goldbelt is not reacting to short-term opportunity—it’s building a resilient, multi-generational corporation. With strategic investments like Goldbelt Aaní and a deep commitment to shareholders, Goldbelt is positioned to thrive far beyond its first fifty years.

One of the most exciting developments shaping Koniag’s future is the growth of Koniag Capital. Launched in 2022, this sector is focused on driving investment in professional, consulting, and technology services companies that engage the private sector. Allen Debes, a dynamic leader with decades of experience in consulting and technology services, was appointed as Koniag Capital’s first CEO in early 2025 after an extensive national search. This growth marks a milestone in Koniag’s strategy to diversify and ensure sustainable, long-term growth for shareholder benefits.

Choggiung is excited to continue to grow and expand our shareholder opportunity and benefits programs, continuing to add new descendant shareholders, expanding our scholarship and education programs in partnership with the Bristol Bay Foundation, and to offer an elder benefit program in the future.

Calista Corporation’s board of directors recently adopted Calista’s strategic goals for 2025 to 2029. Our primary goal is to increase Calista shareholder benefits, employment, education and development opportunities. Our remaining goals are to sustainably develop and protect Calista’s natural resources, promote in-region economic development and partnerships, and maximize and grow profits through diverse, resilient business lines.