1990 to PRESENT

At a special shareholder meeting in November 1989, an overwhelming majority of shareholders voted to issue shares to Natives born after 1971. ASRC began enrolling new shareholders in April 1990. Since then, ASRC’s shareholder base has grown from 3,700 to more than 11,000 and continues to grow today.

The ASRC Board wanted to be sure that every eligible Iñupiat who wished to become a shareholder was able to. To see that was accomplished, ASRC reached out to the communities and village corporations, visited schools and mailed information to shareholders on how the process worked. Three classes of stock were authorized by the vote: 1 million shares of Class C stock, 300,000 shares of Class D stock and 10,000 share of Class E stock.

Opening enrollment to our children and grandchildren keeps with the Iñupiaq values of sharing and honoring family. However, it has placed enormous pressure on ASRC to continue to pay meaningful dividends to an ever-growing number of shareholders.

To support the growing shareholder base, ASRC established itself as a leader in Alaska’s business community and would soon achieve the board’s objective of becoming a billion dollar company.

By the mid-90s, ASRC’s Board and management had begun to place heavy emphasis on shareholder hire and training opportunities. At the Board’s direction, ASRC director and employee Brenda Itta-Lee, had established the shareholder hire program in 1992, and followed it up with the Shareholder Professional Development Program in 1994.

In another action authorized by the “1991 Amendments,” ASRC was able to set up an Elders Benefit Trust to pay out monthly checks to original ASRC shareholders 65 and older.

ASRC has been able to provide numerous other benefits for its shareholders. One of the earliest programs was the Arctic Education Foundation, which was created in 1978 to provide college scholarships to ASRC shareholders and their children.

In keeping with ASRC’s efforts to support shareholders’ pursuit of higher education and training opportunities, the Corporation partnered with the University of Alaska, Fairbanks, to build the Eileen Panigeo MacLean Iñupiaq House. The facility provides on-campus housing to students attending UAF in a home-like, culturally rich setting. Intended to mitigate homesickness, the purpose of the Iñupiaq house is to help students stay in school and complete their degrees.

Another significant way ASRC has been able to assist shareholders over the years is by issuing dividends. In 1978, when the first dividends were issued, Arctic Slope Regional Corporation paid out a total of $185,000 to shareholders. That number has grown tremendously. In 1991, the total dividends issued to shareholders exceeded $1.5 million. By 2008, the total amount issued grew to over $65 million.  By 2015, that number has grown to more than $825 million.

In addition to advancing economic freedoms, the corporation is dedicated to preserving the Iñupiaq way of life. To help preserve subsistence hunting and fishing, ASRC revised its policies in the early 1990s to formally allow employees time off for subsistence activities. Not only are cultural activities encouraged for employees, they are encouraged and practiced by members of the board.

Iñupiaq values have remained the key to success for ASRC.  They have played an important role on how the corporation has developed over the years, and serve as a guide in strategic planning.

In 2012, the board and executive management undertook an intensive strategic planning process, an ambitious agenda to mitigate risk factors and grow the Corporation. The new 2012-2017 Strategic Plan is an integrated approach to grow and diversity ASRC’s core base of business and further increase pre-tax earnings levels and dividend levels by 2017.

The new Strategic Plan focuses on key areas for the Corporation:

•             Mergers and acquisitions
•             Tax strategy
•             Operational excellence
•             Subsidiary strengths
•             Shareholder employment
•             Village and community economic health and well being

 The 2012-2017 Strategic Plan is built on 3 pillars:

1.            Finance
2.            Shareholder & Employee Growth
3.            Village & Community Economic Development​

At ASRC, we strongly believe that our blend of Iñupiaq and business values are uniquely combined to deliver high levels of performance and meaning. Our core values are the cornerstone of our success.

Today, ASRC and its family of companies, operates six diverse major business segments:

 Petroleum Refining and Marketing
•             P​etro Star Inc.

 Government Services
•             ASRC Federal Holding Company

 Energy Support Services
•             ASRC Energy Services, LLC
•             Little Red Services

 Construction
•             ASRC Construction Holding Company

 Industrial Services
•             Petrochem

 Resource Development

In addition, ASRC has other businesses and a resource development segment that are financially very important. Through deliberate investments, positive operating developments, and a continued focus on cost control and efficiency, each business segment continues to grow. ASRC’s portfolio of companies is diverse, and has proven resilient even during uncertain economic times.

By the year 2000, ASRC had achieved the board’s goal of earning $1 billion in revenues, and reached the $2 billion milestone in 2008. In 2014, that number exceeded $2.6 billion. Poised for the future, the Corporation is positioned well for growing current business sectors and capitalizing on investment opportunities.​​​​​

PO BOX 129 BARROW AK 99723 (907) 852-8633