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Akima Keeps MacDill AFB Running


HIGH EXPECTATIONS Pegasus Serves Global Aviation Industry


Facilities Management & Logistics WINTER 2014

AMERICA’S AIR POWER: Akima Supports Laughlin AFB

President’s Message


HELVI K. SANDVIK President, NANA Development Corporation

Facilities Management & Logistics Winter 2014 VOLUME 4, ISSUE 1

EDITOR IN CHIEF Robin Kornfield COPY EDITORS Amy Reifenrath Carol Richards CONTRIBUTORS

Robert Bulger Blythe Campbell Brice Habeger Ingrid Klinkhart Carol Richards Beth Stamm


DESIGNER Karen Larsen


PRODUCTION Courtny Brooks Ildiko Geuss

909 West 9th Avenue Anchorage, Alaska 99501 P 907.265.4100

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REMEMBER THAT TV AD SHOWING light bulbs floating over people’s heads? When I have a chance to visit our operations and talk with our employees, that’s what I see: light bulbs turning on, ideas clicking and employees solving problems with “out-of-the-box” thinking. Our employees are smart, innovative and committed to finding efficiencies. Innovation may be an overused word, but it’s a daily deliverable for NANA companies. This issue of NANATKUT focuses on the facilities management and logistics support functions. Twenty-six of our NANA companies provide essential support services in this integrated field devoted to the coordination of infrastructure, space and people. When the best need us, we step up to this challenge. We set the bar high and offer our clients constant improvements. We take care of our clients, so they can do their jobs.

We actively support critical missions, whether for the U.S. military, oil companies or major airlines. You’ll find us providing bear guards on Alaska’s Kodiak Island, maintaining debris-free runways at Florida’s MacDill Air Force Base, or servicing Boeing’s enormous 747-8 freighters at Anchorage International Airport. In our culture of safety and integrity, every job matters. I’d like to thank you, the 15,400 employees in our NANA family, for your hard work on behalf of our board, our management team and our shareholders, all 13,500 or so of them.

This Issue

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America’s Air Power / Akima Supports Laughlin AFB NMS Launches Video Surveillance Service NMS Feeds Fliers at Fairbanks Airport NMS Shores Up Responders High Expectations / Pegasus Serves the Global Aviation Industry Shareholders’ Careers Soar at Pegasus LIFE / NANA’s Safety Program Mission Critical / Akima Keeps MacDill AFB Running Shareholder Works in Sunshine State On the Road Again / Piksik Provides Film Services Positive Bottom-Line Results / NANA’s IT Improvements In the NANA Region / Springtime








EVERY DAY AT LAUGHLIN AIR FORCE BASE, two hours before the flight line opens, Akima staff inspect and sweep the airfield and perform a long list of safety checks. Even the smallest bits of debris can damage the wheels, fuselage or windshields of an aircraft or get sucked into airplane engines. “Airplane tires blow out on landing, and we have a lot of bird strikes that leave debris on the runway,” said Cody Crane, Akima’s site maintenance and grounds manager. “We've got to keep the runway in operation, so when repairs are needed we need to mobilize quickly to get on and off the job.”

Del Rio, Texas

Akima’s duties go beyond combing the airfield for small hazards. Its 140 blue-shirted base employees are responsible for supporting and maintaining all aspects of daily life at Laughlin, home of the 47th Flying Training Wing, one of the world’s premier pilot training organizations, and the 400 military pilots who earn their wings there after completing an intensive 52-week course. Laughlin’s mission is no less than “to graduate the world’s best pilots, deploy mission-ready Airmen, and develop professional, disciplined leaders.” The goal of Akima Facilities Management Team is to do the utmost to support and ensure the comfort and safety of these pilots as they train for the USAF and allied nations. BLUE SKIES, UNLIMITED AIRSPACE Laughlin is five miles from the United States/Mexico border, near the town of Del Rio, Texas. With year-round good flying weather and unlimited airspace, it’s an ideal place to train pilots. It’s the second busiest airfield in the Air Force, with three runways operating from 7 a.m. to 10 p.m. daily. Pilots fly 54,000 sorties (training flights) a year, logging more than 80,000 annual flight hours.

Under its Base Operations Support Services contract, Akima is responsible for civil engineering, facilities and utilities operation and maintenance, logistics, transportation, supply, airfield management, grounds maintenance, warehousing support, and vehicle and equipment maintenance. MEETING TRANSPORTATION NEEDS Akima maintains a $10 million fleet of 130 government vehicles. The fleet includes sedans, pickups, forklifts, backhoes, trailers, tractors, lawn tractors, buses, and P-34 Rapid Intervention Vehicles—new fire engines that are being integrated into Air Force fire stations. From driving pilots to the flight line, to transporting a heavy crane from San Antonio via tractor-trailer, Akima fills nearly every transportation need on the base. This requires a 40-person team made up of drivers with commercial driver’s license endorsements, mechanics, fleet managers, schedulers, documentcontrol staff, inspectors, and travel counselors. Making the three-hour drive from the remote base to San Antonio is routine for the employees whose duties include

picking up new student pilots, sending graduates to their next base and retrieving important parts for repair jobs. Keeping track of the fleet involves the organizing, routing and dispatching of each vehicle as well as managing warranties and scheduling routine maintenance. Experienced mechanics keep the fleet running and help the Air Force and Akima save money. “Our six mechanics have a combined 80 years of experience,” said Glenn Watkins, transportation manager. Watkins retired from the military in 2008 with 23 years of experience and now directs Akima’s transportation and maintenance activities. Watkins is also responsible for his team’s safety. “We have a lot of big equipment. Safety is a constant reminder—daily briefings and a lot of real-world experience. We talk about what is coming up in the day so we can keep safety in mind.” Watkins enjoys the time he spends with the young officers. "We are the ‘tip of the spear’—the first base where pilots learn how to fly,” he said. “You never know where they are going to be once they move on from Laughlin to the rest of their military career. These are top of the line people we deal with every day.”

OPPOSITE As dawn breaks at Laughlin AFB, Akima Facilities Management crews prepare the runway for the day’s training flights.



ABOVE Akima crews repair the air start system under the Laughlin AFB runway.

“I would put my crew against any crew in the country. Working as a team, they can do anything.” STUART PARKS, AKIMA'S UTILITY & ENERGY MANAGER

MAINTAINING THE INFRASTRUCTURE Except for the privatized high voltage power, Akima’s team manages all of the base utilities and infrastructure. This includes airfield lighting, arresting systems to “catch” airplanes with failed brakes, the high pressure air system used for starting the trainer aircraft, natural gas, domestic water, fire systems, sewer, wastewater treatment, and 64 generators for mission-critical buildings. The utilities team also manages fuel systems for jet, gasoline and diesel engines. Three tanks hold 1.3 million gallons of fuel that is trucked to the flight line and other base locations. Stuart Parks, Akima’s utility and energy manager, was in active duty for 10 years and has been a contractor since 1994. He started as a refueler and cross-trained in logistics. Parks is the go-to guy for routine work, emergencies and special projects at Laughlin, and his cellphone rings constantly. He doesn’t work alone, though. Maintaining these systems requires the skill sets of 12 people. BEATING THE HEAT Del Rio is hot and dry. The warm season, with an average daily high temperature of 91 degrees, lasts



from May through early September. The “cold” season, with a daily high of 70 degrees, lasts from the end of November to mid-February. With half of the year between 85 degrees and 100 degrees, the temperature is always a factor in Akima’s work. Walter Wilridge, Akima’s facility maintenance manager, is responsible for interior environments, leading a crew of electricians, painters, carpenters, locksmiths, and heating, ventilation and air conditioning technicians. Wilridge’s team manages 600 buildings—more than 3 million square feet. “We are constantly in motion,” he said. “Most systems on base are at their limit. We keep them running and keep our customers happy.” MANAGING PARTS AND SUPPLIES Running a military base with such an active mission requires a lot of parts and supplies and good systems and people to track them. The warehouse stores $40 million in parts. Akima’s team uses a sophisticated procurement system that helps predict demand for particular parts. Communication plays a big role in its success. "We meet frequently with our

customers to understand their needs and hear their concerns,” said Susana Gomez, a lifelong Del Rio resident who has worked in Supply for 13 years. One area of the warehouse is set aside to distribute pilot uniforms. Student pilots "shop" for uniforms in a pleasant, airy room with dressing rooms attached, choosing among items such as flight suits, boots and three sizes of classic aviator sunglasses. They leave geared up for the mission. MORE THAN MOVING Akima’s transportation staff handles about 500 personnel moves each year. Every July, 100 new pilot trainees arrive at the base. For most of them, Laughlin is their first military base experience. Mary Martinez counsels trainees on “entitlements”— military allowances for moving and storage expenses. She provides a slide presentation that explains the rules for moving, gas mileage, vehicle rental, storage, pets and personal firearms. Martinez validates expenses to ensure the students get paid fairly. "It's rewarding for me and for the staff," Martinez said. “We help

them know what they can and can't do and why. There is a lot of information to share.” ACHIEVING EXCELLENCE FOR THE CUSTOMER Within the first two months of the contract, Akima participated in a Logistics Compliance Assessment Program (LCAP) inspection. The purpose of the LCAP is to provide leadership at all levels with an evaluation of a unit's ability to perform key logistics processes in a safe, standardized, repeatable and technically compliant manner. Laughlin received an “excellent” rating, in large part due to the functions operated by Akima. The inspectors, focused on technical order directives and safety standards, watched as Laughlin members performed more than 2,000 different tasks. Akima received perfect scores in four sections of the inspection. "We've set the bar pretty high. We've had great cooperation. This has been a team effort and the communication between contractors and the government has been incredible," said Lt. Col. Karen Stoff, 47th Mission Support Group deputy commander.

PROUD OF THE MISSION Members of the Akima team take pride in supporting the student pilots at Laughlin. “We make their stay as comfortable as possible, provide a standard of living,” Martinez said. “We can't help them with their courses, but we can ensure quality of life." > Learn more about Akima capabilities:

BELOW LEFT The Akima utilities team tests a repair to the gas system that feeds a simulated airframe for fire training exercises. BELOW Pilots have classroom training and receive their daily flight assignments in the Operations Training Complex.

Did you know? Akima maintains a $10 million fleet of 130 government vehicles at Laughlin Air Force Base.




Launches Video Surveillance Service THE WAY SOME ACTION films and sci-fi thrillers depict allseeing, high-tech surveillance systems might come close to NMS Security’s newest service, video surveillance monitoring. The service offers a cloudenabled video security system monitored constantly in real time and provides footage to the client through a secure Internet connection. The digital interface allows clients to access the security system from iPads, iPhones, and Androids and Windows phones. Clients can simply log in to NMS Security’s central server and pull their cameras up. Perhaps most impressive is that the service’s response capabilities are proactive rather than reactive. Traditional security systems commonly record the

event, leaving the footage to be revisited later. With NMS Security’s video surveillance monitoring service, events can be detected and reported immediately. The centers’ security agents can quickly dispatch security or local law enforcement to investigate events. “I can get a response to action within seconds for a customer and take care of their immediate monitoring needs,” said Edward Knoch, director of security operation centers for NMS Security. “It is not a subjective review analysis of every scene. It’s an objective assessment.” The system also allows clients to monitor multiple facilities at the same time and customize solutions to meet their needs. Alerts about verified security breaches can be sent out instantly via email, text or

“Customers are very, very, receptive to the product offering. It is changing the face of security.” EDWARD KNOCH, NMS SECURITY DIRECTOR OF SECURITY OPERATION CENTERS

video attachments. Reports can be sent out daily, weekly or monthly depending on what is needed. The system also can capture and store license-plate and facial information. “License plate recognition is being used quite actively right now. We can track a license plate and take a picture of (the driver’s) face at the same time, something that we call a two-factor authentication,” Knoch said. NMS Security’s new service provides state-of-the-art technology. Clients pay a monthly fee and can often use their existing video cameras to set up the system. Providing two-way communication capabilities, preset event protocols and 24-hour monitoring, this system also helps prevent loss and costly false alarms. With the combination of increased efficiencies, elimination of costly upgrades and enhanced protection to clients, NMS Security’s technologically advanced video surveillance monitoring provides a top-notch service. >

LEFT From a central monitoring station, trained NMS personnel observe clients' facilities 24/7.


Feeds Fliers at Fairbanks Airport


IF YO U WERE ONE of the 1 million airline passengers who stopped at Fairbanks International Airport (FIA) over the past year, chances are NMS Food & Facilities Management Division fed you. Year-round, NMS operates the First Class Café and Bush Pilot Lounge. During the busy summer tourist season, the café opens at 4 a.m. and the lounge closes at midnight. In summer, NMS serves up coffee at Aviator’s Landing on the terminal’s ground floor. On average, NMS serves about 400 customers daily in the summer and 150 a day in the winter. Staffing levels are seasonal, too, with 30 employees in the summer and 15 in the winter. Late last fall, all that changed when Anchorage was hit by high winds that diverted 29 flights to Fairbanks, Alaska’s second largest city. Greg Whiteside, the general manager of NMS’ Fairbanks operations, had one hour’s notice to call in employees to staff and stock the restaurant and bar for about 800 last-minute visitors. “We have a really, really good team,” Whiteside said. “We have never had to say no to a customer. We make it work.” And if the sudden herd of tired, hungry people wasn’t enough to keep staffers busy, those same NMS

workers faced other tasks on their to-do list: catering and cleaning the airplanes. NMS provides cleaning and in-flight catering for first-class and crew meals for Alaska Airlines and Delta. For Korean Air, NMS prepares two-course dinners—plated on china—for international flights, and has served salmon, shrimp and beef tenderloin to excellent customer reviews. Through its airport-based catering facility, NMS is the sole provider for any aircraft needing meals, including private jets. When it comes to serving the airport, NMS not only gives, but also takes away. In partnership with Alaska Airlines, NMS recycled 15 tons of garbage last year. It’s the only company in Fairbanks certified to handle “regulated trash.” When airplanes from foreign countries land at FIA, waste is handled according to strict U.S. Department of Agriculture and Customs regulations. Some waste must be sterilized or burned. NMS is also on call to provide catering and garbage removal for any foreign aircraft that touch down at nearby Eielson Air Force Base—flights often carrying VIPs and heads of state. “If we weren’t available, those airplanes could not land,” Whiteside said.

ABOVE In the Fairbanks International Airport terminal, freshly baked cookies tempt travelers at the First Class Café, operated by NMS.




Shores Up Responders MAT T D ICKENS WAS spending the holidays with family in Texas when his phone rang in the wee morning hours on December 27, 2012. More than 4,000 miles to the north, Shell’s Kulluk drill rig encountered a storm and ran aground near Kodiak Island, Alaska, activating the Emergency Response Plan NANA Management Services (NMS) developed for Shell in early 2012. Dickens is vice president of sales for NMS, headquartered in Anchorage, and NMS’ primary contact with Shell. Within 24 hours of that 3 a.m. call, NMS was on the job, eventually taking care of the more than 730 responders who worked in the Unified Command.

“We were in charge of vendor and venue management,” Dickens said. That meant providing everything from bear guards on Kodiak Island to serving pizza and ice cream bars for a special New Year’s Eve treat. “Our job was to ensure that everything that had to do with creature comforts ran smoothly.” For nearly four weeks, two full-time NMS project managers coordinated logistics at the Command Center located at a downtown hotel. Round-the-clock duties included managing rooms and billeting at six Anchorage hotels; handling meeting space needs; coordinating meal service, transportation and laundry service; and providing additional NMS Security guards in Anchorage, Kodiak and Dutch Harbor.

During the height of the response, the NMS crew coordinated seven meals a day for 500 people and fulfilled a wide range of requests by working with more than 15 vendors. "The NMS crew made it easier to work 14- to 16-hour days under a lot of pressure. They were very professional and responsive whenever we needed them,� said Grant Johnston, a partner at Yuit, one of the companies assisting in external communications during the crisis. The Unified Command stood down Feb. 13 after declaring the Kulluk sound enough to move. The vessel was towed to Dutch Harbor and then taken by dry-tow transit to Asia, where it is undergoing repairs.

Anchorage Kodiak Dutch Harbor

“We are very pleased to be part of the Shell team and that they relied on us to take care of their people so they could do their jobs." MATT DICKENS, NMS VICE PRESIDENT OF SALES

The mobile offshore drilling unit Kulluk is under tow in calm seas. In December 2013, a huge storm in the Gulf of Alaska set it adrift, and NMS provided support for the multi-agency response. (Photo U.S. Coast Guard)

High Expectations


Quality & Customer Care Bring Expansion WHEN NANA SUBSIDIARY A K I M A Management Services, LLC purchased Pegasus Aviation Services in 2009, the company’s entrepreneurial energy made a strong impression. In a press release, Akima’s president at the time said, “Pegasus' growth into a top aviation services provider in Anchorage in less than 10 years is truly inspirational."


OPPOSITE The Pegasus ground crew waves in a cargo jet at Anchorage International Airport. BELOW RIGHT Pegasus General Manager Joe Zerck.

WHEN A PLANELOAD OF 18,000 PIGLETS ends up on the tarmac in Anchorage, Alaska, with a maintenance problem, NANA subsidiary Pegasus Aviation Services swings into action. While mechanics work with the crew on repairs, other staff members scramble to rig up a watering system to keep the pigs from becoming dehydrated. On another day, a jet carrying high-level U.S. State Department officials gives Pegasus just a few hours’ notice of its arrival at Ted Stevens International Airport in Anchorage. Secret Service agents swarm the terminal and comb through Pegasus’ facilities and equipment. Once the plane lands, Pegasus workers roll out the jet bridge and the red carpet for the visitors. Then they empty the lavatories, take out the trash and make sure the plane has power while it’s on the ground. It’s all in a day’s work for Pegasus, a NANA subsidiary. From the ticket

counter to the runway, Pegasus provides nearly any service its clients need in Anchorage, 24/7. In addition to serving major cargo carriers— Asiana, Cathay Pacific, EVA, and China Airlines, Pegasus supports the summer-only passenger operations of JetBlue, Condor, Sun Country, and American Airlines. Pegasus started in 2000 as a two-man aircraft maintenance company and had grown to 90 employees when it was purchased in 2009 by NANA subsidiary Akima. Today, Pegasus has more than 150 employees and expanded its operations from Anchorage to include Los Angeles and San Francisco. WHEN SOMETHING BREAKS In Anchorage, when an airplane lands with a maintenance problem, Pegasus makes sure the plane and its cargo or passengers can continue on to the next destination, or it gets the plane flying so it can return to the airline’s repair hub. Pegasus’ aircraft

mechanics, most with decades of experience working for major airlines, are certified by the Federal Aviation Administration. They play an important role in aviation safety and can do a wide range of repairs, from fixing a broken seat back or a malfunctioning indicator light to replacing a 747 engine. Most of the Pegasus cargo customers fly 747s. As more fuelefficient 747 models were built with longer range, Anchorage’s community leaders worried about the viability of the airport as an international refueling stop. Vice President of Operations and Anchorage station General Manager Joe Zerck is not concerned. “The 747-400 was introduced in 1989, and it had the range at that time to overfly Anchorage, but the cargo carriers choose not to do that. Cargo is still a lot more valuable than fuel,” Zerck said. Anchorage is also a good location for cargo flights because its colder temperatures and sea-level elevation allow heavier takeoffs.

Pegasus co-founders Carlos Nelson and Roy Ardern were FedEx cargo mechanics who saw business opportunity in Anchorage. They cashed in their retirement accounts and life savings to start the company in 2000, initially as a two-man workforce servicing airplanes. Pegasus is an example of the success of Small Business Administration (SBA) programs. To build and grow the business, Nelson attended SBA classes where he learned to read financial statements, obtained other fundamental business knowledge, and gained access to SBA loans to purchase equipment essential to Pegasus' expansion. In 2007, Pegasus was named Alaska Small Business of the Year. Carlos Nelson is still with Pegasus as its vice president for business development. Three other partners at the time of the acquisition are still with NANA companies—Joe Zerck and Kyle Weber work for Pegasus, and George Monks works in asset management for parent company Akima.



BELOW Pegasus crews de-ice a jumbo cargo jet on a snowy November day in Anchorage.

One airline taking advantage of these conditions is Pegasus customer Cargolux, Europe’s biggest all-cargo airline. Cargolux is the first airline worldwide to fly the Boeing 747-8, an enormous airplane that has a takeoff weight of more than 900,000 pounds. To ensure that Pegasus would be ready to support its operations in Anchorage, Cargolux provided 747-8 maintenance training to several Pegasus mechanics, who can now work on this new, high-capacity aircraft. More than 6 million parts were required to build the first 747-8 for Cargolux. In part because of the experience and skills of its mechanics, Pegasus’ Anchorage operation has European Aviation Safety Agency (EASA) certification, and is FAA-certified as a Part 145 Repair Station. Carlos Nelson, Pegasus’ vice president of business development and one of the company’s founders, started his career as a FedEx mechanic nearly 20 years ago. Zerck joined Pegasus in 2005, when he retired from

Northwest Airlines after 20 years with the carrier’s maintenance crew. Director of Operations Kyle Weber also retired from Northwest. For now, San Francisco is a "man in a van" operation—just a handful of employees who drive planeside when needed for maintenance work—but Pegasus is aggressively pursuing other contracts and expects to grow its California operation quickly. In San Francisco, Pegasus started with Frontier Airlines and then added Southwest Airlines. Recently, Pegasus signed a contract with British Airways and will begin providing service this winter to EVA Airways, an existing customer in Anchorage. MEETING GROUND HANDLING NEEDS The “50-yard line” just outside of the north terminal is the hub of the Pegasus operation in Anchorage. There, Pegasus has a fleet of equipment ready to deploy that includes portable power units, air start equipment for jet engines,

light trucks, lift trucks, de-icing trucks, and “siege towers”— sets of stairs that can reach the doors of passenger jets as well as the crew doors on giant 747s. For cargo and luggage handling, Pegasus has utility tugs, equipment to load pallets, belt loaders, luggage carts and transporters for cargo pallets. The Pegasus operation is controlled from a modest center inside the terminal. Large monitors display incoming flight information, using software Pegasus developed. One monitor shows incoming flights that need maintenance—information based not only on radio calls from the flight crew, but also on automated air-to-ground messages from the airplane itself. Another monitor shows flights that need ground handling assistance along with the assigned Pegasus crew. From the center of the room, one employee keeps a close eye on the scheduled vs. actual arrival times. If a flight is delayed, the schedule needs to be juggled to make sure enough employees can cover it.

Chuck Cheeseman, Pegasus΄ director of flight operations who has been in the aviation industry for decades, remembers a time when a pilot called to say that a thoroughbred racehorse being transported had died en route. Cheeseman had to call the owner to break the news. During the oil spill in the Gulf of Mexico, Pegasus assisted in airfreighting response equipment from Alaska to the Gulf—loading two or three DC-8s a day for several days. In addition to scheduled service for their regular clients, Pegasus also supports numerous “ad hoc” flights, many for VIPs. Small jets may use one of the airport’s private jet bases, but for VIPs flying the big jets, Pegasus has the qualified mechanics, and the equipment, needed to handle them. One of those clients is MGM Grand; the casino owns a 737 that it flies to Asia to pick up “high rollers” for a weekend in Vegas.

“You have to think on the fly. When something happens, usually more than one thing happens, and no two flights are the same.” CHUCK CHEESEMAN, PEGASUS DIRECTOR OF FLIGHT OPERATIONS

SPEEDIER DE-ICING In Anchorage, Pegasus provides de-icing and anti-icing services required when weather conditions might cause “contaminants”—frost, snow or ice—to stick to the airframe after it reaches takeoff speed. Two different solutions are used. Type 1 fluid is food-grade propylene glycol, an ingredient used in items such as toothpaste. The liquid substance is heated and used to de-ice, or wash, the airplane. Type 4 is a protective anti-icing fluid—green, thick and slimy—that acts like “liquid ball

RIGHT Human Resources Manager Tina Ennenga high-fives shareholder Kenneth Dahl, a cargo logistics agent. The monitors behind them track flights, maintenance tasks and personnel assignments.

Shareholders’ Careers Soar at Pegasus WHEN TINA ENNENGA BECAME Pegasus Aviation Service’s human resource manager a year ago, she relied on her 15 years of experience in the aviation industry to match NANA shareholders to open positions. Ennenga knew that she could train most people for the entry-level jobs at Pegasus and help them progress through the company. She’s been successful: In the past year, the number of NANA shareholders employed at Pegasus has grown from 18 to 41. Ennenga started with Pegasus as their ground handling manager after an 11year career with Northwest Airlines. When Northwest merged with Delta, Ennenga accepted an offer of early retirement—before she was 30 years old. She helped Pegasus land new contracts, such as those for ticket counter service for a number of airline customers, and used her ground handling experience to make the company’s operations more efficient. Ennenga grew up in Nome, Alaska, and is familiar with the challenges people from rural Alaska face when looking for jobs—from driver’s license requirements to the small number of jobs available to gain experience. Working for NANA is a way for Ennenga to use that knowledge in a positive way. “I really believe in the philosophy of NANA, and I like to help people meet their personal goals,” she said. Pegasus has full-time, part-time, seasonal and on-call positions available, and Ennenga works closely to match shareholders with the right job. “I ask people to try a position—give us a chance—and we’ll try something different if they don’t like it,” she said. For ticket counter jobs, she looks for computer-savvy applicants, but said, “If you’re good on Facebook, you should be fine.” Ennenga works with shareholders who are interested in careers as aircraft mechanics, recruiting students through word of mouth and family connections for the University of Alaska Anchorage A&P (Airframe and Powerplant) mechanic program. Students are hired as aircraft maintenance assistants, working closely with the licensed Pegasus A&P mechanics. She helps shareholders figure out how to pay for school and makes sure their work schedule fits with their school schedule. NANA shareholders who graduate from the two-year program are highly skilled, licensed with the FAA, and guaranteed a job at Pegasus when they finish school. “It’s a great job, and you can make a decent living anywhere—including rural Alaska.” In November, Ennenga traveled to Buckland and Deering, in the NANA region, as part of the Junior Achievement program. “I want to tell kids that their choices when they are young make a big difference to their job opportunities later,” she said. To work for Pegasus, in addition to having a driver’s license, applicants must pass a background check and a drug test. “If they can do that, I’m going to do everything I can to help them get a job at Pegasus.” FACILITIES MANAGEMENT & LOGISTICS / NANA


bearings” as it absorbs contaminants on the wings and tail and then rolls off the fuselage as the plane takes off. Pegasus de-ices differently than its competitors, who may have fleets of brand-new, million-dollar trucks. Pegasus, with its older, far lessexpensive trucks, achieves a higher quality job in a shorter time because employees on open platforms can get closer to the aircraft. “We focus on efficient use of de-icing fluid and the most efficient application,” Zerck said. “We achieve a higher quality job because we’re faster; speed is essential to safety.” Pegasus can turn around an empty truck in 10 minutes; it takes the competitors 40. The de-icing mixture must be tailored to the weather— even a few degrees difference in temperature can require a different proportion of glycol to water. Pegasus technicians can adjust the de-icing solution without returning the trucks to refill, so they can respond quickly to changing weather conditions. Pegasus has the largest-capacity glycol storage facility at the airport—80,000 gallons of mixed Type 1 and 25,000 gallons of Type 4. Pegasus mechanics designed

Did you know? Anchorage is a good location for cargo flights because its colder temperatures and sea-level elevation allow heavier takeoffs.

and built the storage, mixing and delivery system, including three sizes of hose connections to make it easier for de-icing truck operators to quickly fill the trucks with the right mixtures. “Since aircraft mechanics designed it, it is fully redundant,” Zerck said. “If one part fails there is a backup system.” CLOSET FULL OF UNIFORMS When Pegasus won a bid with Condor Airlines, the company agreed to provide ticket counter service as part of the deal. Tina Ennenga, formerly the ground handling manager for Pegasus and now its human resources manager, hired, scheduled and trained the staff to provide the new service. Now, Pegasus provides summer ticket counter service for JetBlue, Sun Country, American Airlines and Russian airline Yakutia. The staff have learned to operate four different ticketing computer systems to assist passengers with tagging luggage and baggage check in, ticketing, reservations, seat assignments, questions about flight schedules and fares, and boarding. Representing each airline, Pegasus employees must wear the airline’s uniform. “We have a closet full of uniforms,” Ennenga said. “Sometimes an employee changes three times in an eight-hour shift.” Ennenga ensures that Pegasus employees have the right training and customer service skills to keep airline customers and their passengers happy.

DAVID AND GOLIATH Zerck remembers the days when aircraft maintenance was a highly paid profession, protected by strong unions. With deregulation, soaring fuel costs, increasing competition and, according to Zerck, “the American public’s desire for cheap tickets,” Pegasus must figure out how to “shave nickels” to meet customer needs on tight budgets, while ensuring that operations are safe, meet all government requirements, and— most of all—provide excellent customer service. Pegasus is a “David and Goliath” story, according to Zerck, competing with huge and longestablished companies.

“Virtually all of our customers came to us because of our competitors’ service failures. We have the customers we do because of our ability to perform.” JOE ZERCK, PEGASUS VICE PRESIDENT OF OPERATIONS AND ANCHORAGE STATION GENERAL MANAGER




ABOVE RIGHT At all NANA companies, we plan our work and identify potential hazards before we begin a job. Everyone on every job site is encouraged to participate in making the workplace safer.

ZERO HARM, ZERO INJURIES AND WHOLE FAMILIES. This is safety at NANA. LIFE is our observational and behavioral-driven safety program, which stands for looking, intervening, facilitating and eliminating risks. The LIFE safety program was developed and implemented at GIS Oilfield Contractors, a NANA subsidiary. Through our enterprise safety council, it will be rolled out to all NANA employees. The LIFE approach starts with the development of the Essential Behavior Inventory. These essential behaviors form the basis for safe work performance and observed actions in the LIFE program. They are the building blocks upon which we create safe work plans. Knowledge of these behaviors moves us on to the next step in LIFE—the LIFE Analysis Worksheet. The worksheet is used in the initial planning phase of projects to identify hazards in the workplace and enable the development of actions and strategies to prevent incidents from occurring. It is designed to help identify energy sources, mitigate hazards, and enhance the Work Planning/Safety Environmental Analysis (WP/SEA). Many companies call their work planning process a “job hazard analysis.” Our WP/SEA is a holistic approach to sequencing basic job steps, evaluating high-level hazards, recommending safe job procedures (based on our Essential Behavior Inventory), and assigning personnel to observe the job. This is the first tool our teams use to document the work and plan the observation of the work. The goal of this process is

to eliminate at-risk behaviors and conditions in the workplace. To achieve this goal we need to continually train our employees to constantly and consistently selfassess their work environment. The WP/SEA Observation Checklist is essential to the LIFE process, as it is through observation that we identify the triggers and results that influence at-risk behavior. We use data from observations to remove obstacles to safe behavior, helping us create more effective action plans. Giving and receiving feedback from these observations is essential to understanding what triggers at-risk behaviors. Another tool we use is the Risk Assessment Checklist. This checklist prompts workers to evaluate procedures, inspect all tools or equipment for damage prior to use, and provide management with information to ensure that corrective measures can be completed. All findings are documented, tagged, removed and replaced as necessary to ensure a safe work environment. Our final phase of the LIFE process is program improvement. We continually audit the program with our “LIFE Teams” to ensure that the program is performing as designed, constantly noting areas that need improvement or enhancement. This “plando-check-act” methodology ensures that we have a program that grows with our teams, clients and projects. You’ll be hearing more about LIFE at NANA through your safety team members. To achieve our goal of zero incidents, zero harm and whole families, we need your participation in the LIFE safety process. FACILITIES MANAGEMENT & LOGISTICS / NANA


Mission Critical


Tampa, Florida

OPPOSITE Sweeping the runways each morning is an important job at MacDill Air Force Base, where even a small piece of debris can damage an airplane or cause an accident.

“I’VE SPENT 30 YEARS in the Air Force and I don’t know of an Air Force base with a more important mission right now,” said Akima Project Manager Steven Hoarn. Hoarn is talking about Florida’s MacDill Air Force Base. Two of the military’s highest profile commands operate out of MacDill. The United States Central Command works with national and international partners to promote development and cooperation between nations and to establish stability and security in the Middle East. The United States Special Operations Command supports security interests around the world. Supporting these crucial missions are 150 Akima employees focused on keeping those important customers happy. Working for the 6th Civil Engineer Squadron, the Akima team cares for more than 5 million square feet of buildings and 32 million square feet of airfield on nearly 6,000 acres. The team, part of Akima Facilities Management, LLC, provides facilities maintenance, repair and minor construction as well as design and construction management for large projects. Akima also provides important support services to MacDill, such as emergency and deployment management, environmental services, and energy and real estate management.

Along with its many duties on the base, Akima also has made it a priority to save its customers money by finding ways to improve services through innovative thinking and safe practices. It’s in this area—finding efficiencies— where Akima really shines. A CITY IN ITSELF MacDill, approximately four miles south-southwest of Tampa, Fla., is effectively a small city, with 10,500 military personnel and 4,000 civilians working on the base. More than 16,000 of their dependents also use base services. To help accomplish MacDill’s mission, 39 mission partners play an integral role at the Air Force base. The main mission partners include the worldwide aircraft operations center of the National Oceanic and Atmospheric Administration, the Joint Communications Support Element for all branches of service, and the American Red Cross. These commands are hosted by the 6th Air Mobility Wing, which provides aircraft for air refueling and airlifts around the world. HIGHEST RATED CUSTOMER SERVICE Hoarn and his Akima staff, nearly halfway in their seven-year contract at MacDill, keep a sharp focus on customer service. In their last

performance report, they were rated “exceptional”—the highest rating. With federal budgets tightening, a key component of customer service is identifying and implementing cost savings. Over the last year, the MacDill team has saved the Air Force more than $1.1 million and avoided costs in excess of $2.8 million over the remaining life of the contract. WHERE RUBBER MEETS ROAD MacDill is a busy airfield, with one runway and 11 taxiways. Each year an average of 16,000 aircraft land safely at MacDill. With just seven people in the heavy-equipment shop to maintain the airfield—as well as its 1.6 million square yards of roads and sidewalks, base signs, and fencing—finding efficiencies is crucial. Akima found a way to save time and money in its runway rubber removal process. Every time an aircraft lands, the friction causes the rubber tires to melt, spread into a thin film and then harden. Over time, the buildup of rubber can make runways slick and dangerous. The Federal Aviation Administration has strict guidelines about how much rubber can accumulate before it must be removed. Machines can measure the exact amount of rubber on the runway, but they are expensive. Akima acquired a surplus machine from



another Air Force base, modified and upgraded it, and then certified several employees to use it. Before this equipment was in operation, maintenance staff walked the runway twice yearly to check for buildup hazards. Based on those inspections, they removed excess rubber by using chemicals and scrubbing with large brushes, which wore down the pavement. Mounted on a truck, the device measures every inch of the 11,000-foot-long runway. Using the equipment, Akima determined that the runway is operating within FAA friction guidelines and that rubber removal should occur about every 18 months rather than twice a year. “This is absolutely saving money,” said Kevin Hudgens, heavy-equipment manager. “It not only helps the Air Force plan when to do the rubber removal work, but can let them know how good of a job was done.”

“This company has the most robust safety program of any I have ever worked for. From the top down it is clear that they really do care about safety.” MARCUS ERICKSON, SAFETY MANAGER




LIGHTNING, LIGHT BULB MOMENTS Tampa has a subtropical climate. With 5.4 million square feet of air-conditioned space at MacDill, one of Akima’s most important responsibilities is keeping the AC running—not only for the comfort of the people on base, but also for the 400,000 square feet of climate-controlled data centers housing sensitive computer and communications equipment. It’s a big job for the 13 mechanical and heating, ventilation and air conditioning (HVAC) technicians in the shop. Tampa’s humid climate can corrode metal quickly, and that keeps welder Krzysztof Grzelczyk busy. Grzelczyk designed and fabricated platforms that allow maintenance staff to safely access air conditioning equipment, and he crafted handles that make it easier

to pull out the large chiller units for repairs. For these innovations, he received the Akima President’s Award for Safety last year. IMPROVEMENTS BY LEAPS, BOUNDS Akima maintains the security barriers and the 38 elevators on base—doing regular safety inspections and weight tests—as well as a variety of electric entry gates, hoists and rollup doors, said Pat Curry, special facilities supervisor. Curry, who retired from the military in 2000, has been at MacDill since 1995. He’s in a new role with Akima, after working for the previous contractor. “Things turned around leaps and bounds when they took over the contract,” he said of Akima. Akima has also generated savings through energymanagement projects, large and small. Akima runs three on-base electric shops with 12 staff members. “As you do repairs, you look for opportunities for energy savings,” said Dave Carlisle, the supervisor of the electric shops. As part of this effort, Akima is changing all of the street lighting on the base to energy-sipping LED lighting. TOP AIRFIELD DRIVERS PROGRAM Wilfred Santiago runs the Airfield Drivers Program to train and certify people who operate vehicles on the runway. People authorized to drive on the flight line have to be fully certified by Santiago, whether they are Akima employees, military firefighters or other contractors. Such training helps prevent potentially costly workplace accidents. Certification includes classroom training, online tests, night training and a daytime check ride. “One of

the important things we teach are the correct phrases to use when communicating with the tower,” said Santiago, who has been at MacDill since 2002, working for the previous contractor as a driver and now as a trainer for Akima. “I love what I do with this company, and I love to teach,” he said. The drivers program has been named as one of the best of its kind in the military, with five years of outstanding ratings. MAKING MACDILL A HOME Akima manages the warehouse at MacDill where supplies and furniture are stored for use by troops, personnel and their families. For troops, Akima provides pillowcases, blankets, simple furnishings, appliances and lamps. If families need furniture, they can choose from the warehouse inventory. Akima staff schedule the delivery. “When personnel are transferred to the base, they are immediately caught up in their new duties and their spouses are left to make the house a home,” said warehouse manager Ronnie Souter. Souter has been at MacDill since 1999 and with Akima since July 2010. “I enjoy my job as a supervisor,” Souter said. “I can’t say enough about the incredible people who work for me.” LIGHTING UP THE SKY One of Akima’s most visible projects is the 65-foot base Christmas tree. With 6,200 lights—white twinklers below and a multicolored star on top—it can be seen for miles by pilots flying in to MacDill. Originally the mast of a sailboat, the tree takes three people three days to put up and secure. The tree-lighting ceremony includes a children’s choir and a special program for families. For those families, who hail from all over the world, getting in the

holiday spirit in sunny Florida can be hard. “We take a lot of pride in that part of the job—the whole base, especially the little kids, really look forward to it each year,” said Carlisle, the electrical supervisor. The Akima staff has even found a way to light the Christmas tree more efficiently. The old lighting system required $8,000 in maintenance expenses every three years. The team switched to LED lighting and not only passes on huge energy savings, but also avoids the task of replacing burned-out bulbs. With LED lighting, the tree now draws 45 amps instead of 200 amps, saving enough energy to run one of MacDill’s buildings for a year. SHARING NANA’S VALUES Many of Akima’s workers at MacDill are retired military, and they enjoy sharing their expertise with a company that shares their beliefs. “I spent more than 30 years in the U.S. Air Force, where our core values are integrity, excellence in all we do and service before self,” said project manager Hoarn. “Those values are very similar to the NANA values.” Pride in a job well-done is a common theme when you talk to the Akima staff at MacDill. MacDill, with its vision to be America’s Best Wing, is more than an Air Force Base. And keeping MacDill running smoothly and efficiently is more than a job for Akima employees: It’s their mission.

“Clearly, our success here is a direct result of the quality of our employees here at MacDill AFB and the great support we receive every day from our parent company." STEVEN HOARN, PROJECT MANAGER

> Learn more about Akima capabilities:

Did you know? Akima staff modified a surplus machine to precisely measure rubber buildup on the runway, saving the Air Force time and money.




“It was incredible. I knew NANA had a lot of subsidiaries, but I didn’t know where they were.”

A FOUR-HOUR TIME difference, some 4,000 miles and about a 40-degree temperature differential separate northwest Alaska from the west coast of Florida. Working for a NANA company in Florida keeps shareholder Jamie Adams from feeling too homesick. That and the good weather. “Here they call 50 degrees ‘winter,’” Adams said. Adams grew up in Nome, Alaska, and her father’s side of the family is from Kotzebue. "I was interested in learning about new cultures, and new people,” said the NANA shareholder. So she earned a degree in International Business from Eastern Oregon University. In Anchorage, Adams worked for Nordstrom, then left retail and worked for the Cook Inlet Tribal Council, a nonprofit organization that serves more than 12,000 indigenous people each year in southwest Alaska. Adams had been living in Anchorage for six years when she flew down to Florida to visit friends. That was the year of Anchorage’s 20


record snowfall. It didn’t take much persuading for her to quit her job in Alaska and trade in snow for sand and sun. She found a job at a technology distribution center in Clearwater, Fla. Then, “out of the blue,” Adams got a call from Fritz Westlake, a shareholder recruiter working for Akima. He saw her name in the shareholder job bank, noting that she was living in the Tampa area. As an assistant business manager on Akima's contract at MacDill Air Force Base, Adams supports all of the employees on the MacDill contract, including those in human resources, accounting, procurement and materials. One of her recent projects was to help employees sort through benefit options during the open enrollment period. Adams lives 25 miles from work; her commute is 45 minutes in the morning and one hour in the evening. “I was really worried about the commute,” she said, “but it’s been a chance to have some quiet time and to sing along with

the radio.” When she’s not working, she can play softball and disc golf year-round. Still, she said, “I miss Alaska immensely, especially Eskimo food.” Her parents, Jimmy and Diana Adams, have visited, but they stopped packing containers of seal oil in their luggage for her. Seal oil, part of virtually every traditional Iñupiaq meal, is one of Adams’ favorites. “But, if (the jar) leaks, it’s terrible.” Adams likes her job. “I was fortunate to join a really experienced team here at MacDill. Everybody has been so welcoming and helpful.” And, in return, she’s helped her coworkers learn more about Alaska. Although Adams will never rule out going back to Alaska, she’s willing to go anywhere and welcomes new opportunities. “I have the potential to grow, and this job will open other doors in the future,” she said. “I’m extremely proud to be working for a company that I’m a part owner of,” she said. “I never thought about it in that way before.”


LAST SUMMER PIKSIK provided film support services—including crew, equipment, locations, payroll, permits, production management, transportation, walkie-talkies and more—on two recent productions in Alaska’s capital city, Juneau. The problem? No roads lead in or out of Juneau and virtually no film production equipment exists there. The solution? Haul it in. It’s a 756mile trip from Anchorage to Haines, via the Canadian Yukon, and another five-hour ferry ride to get to Juneau. The first shoot was in July, and Piksik General Manager Bob Crockett was at the helm as the Alaskan producer for a major television network production. With the equipment needed for the shoot available only in Anchorage, Piksik packed a truck and made the journey to Juneau. Fighting the frost heaves of the Alcan Highway and smoke from forest fires raging in interior Alaska, Brice Habeger, Piksik’s video

production manager, and Dylan Welch, production assistant, made the 32-hour round-trip trek. In a separate rig, but equally up to the challenge, were Alaskan production assistants Ryan Brooks and James Dommek Jr. In Juneau, the four men worked for 10 days alongside 150 cast and crew members from Alaska and the Lower 48. Three weeks later, Piksik hit the road again, this time for clothier American Eagle Outfitters, to shoot its winter campaign. For the sevenday shoot, American Eagle had a crew of more than 125 people with 14 models from all over the U.S. Many Alaskans filled out the crew, including production coordinators, soundmen, hairstylists, makeup artists and production assistants. Shooting during an unusual stretch of sunshine with temperatures in the high 70s, American Eagle fell in love with

Juneau, its residents and the surrounding area. The models couldn’t believe the warm weather as stylists struggled to keep them looking “wintery” during the rare Juneau summer heat wave. Working as location manager, Crockett placed the production at Juneau’s most picturesque locales: the Mendenhall Glacier, Nugget Falls, Auke Lake, Eagle Beach, Taku Glacier Lodge, Mount Roberts Tramway and downtown Juneau. Several residences were rented, too, including Alaskan screenwriter Dave Hunsaker’s home, which is tucked in an idyllic setting near one end of Juneau’s 30 miles of road. At summer’s end and with fall just around the corner, Piksik’s fleet parked back at Anchorage Film Studios with another 3,024 miles on the odometer—proof that Piksik will go anywhere whenever they say, “Let’s shoot Alaska!”


Delivering positive bottom-line results NANA’S IT IMPROVEMENTS




NANA DEVELOPMENT CORPORATION (NDC) continues to roll out information technology (IT) solutions across its family of companies to reduce costs, improve efficiency and make business information available more quickly. NANA’s IT department manages an enterprise portfolio of over 40 large-scale applications that are delivered through a global private cloud of networked data centers. Managing a company of NANA’s size, of nearly $2 billion in annual revenue, and competing with other companies in the same industry segments require sophisticated systems, streamlined information architecture, and an international framework for data protection. “Clients want to see lower overhead; they want us to be more competitive,” said Ngoni Murandu, NANA’s senior vice president and chief information officer. “And our businesses need real-time information so any course corrections can be made more quickly.”

COSTPOINT 7 UPGRADE Process improvement initiatives have significantly improved administrative efficiencies. One major project IT recently completed was the upgrade to Deltek Costpoint, used by NANA Regional Corporation, NDC and all of the Akima companies. This was the first time the company’s enterprise resource planning (ERP) system had been upgraded since 2008. “ERP systems have a life of five years. Transactions change and we have to change the system,” Murandu said. The system is now Web-based, so anyone in the world on any device with an Internet connection can access the system. This is more efficient because fewer desktop “clients” (software installed at the desktop) are required, everyone sees the same screens, and the speed of the desktop machines is no longer relevant.

“Having a Web-based system is especially important in many environments where we are working as contractors." NGONI MURANDU, NANA SENIOR VICE PRESIDENT/CHIEF INFORMATION OFFICER


“As long as we have a Web browser and an Internet connection, we can connect without compromising our host’s security profile," said Murandu. For NANA companies where Costpoint wasn't a good fit, such as WHPacific, IT assisted in selection and installation of a system that better matches its business needs. “We make sure these systems can

talk to our data warehouse, so financial and other reporting are available at an enterprise level,” Murandu said. The implementation team for the Costpoint 7 upgrade included NDC IT staff members and functional representatives from all the Costpoint user communities in the subsidiaries and NDC corporate functions. Key to a successful implementation was constant communication between the technical teams and the functional representatives who use the system every day. Also contributing to the success of the Costpoint 7 implementation was thorough testing in a development environment to resolve any issues before transition to the live system. RECRUITING, HIRING AND TRAINING IT worked with Human Resources to install and integrate Taleo in 2011 and SuccessFactors in 2012 and is now assisting in implementing the Learning Management System (LMS). With the installation of Taleo at GIS Oilfield Contractors in November, all but one of NANA’s companies will use Taleo, which makes the recruiting and hiring process more efficient. SuccessFactors standardizes performance management, and the LMS will allow NDC to provide required and optional training across the enterprise. “Compliance is becoming an important issue for us and for our clients; the LMS allows us to prove that we comply with required training,” Murandu said.

SAFETY ACROSS THE ENTERPRISE IT is also supporting NANA’s Enterprise Safety Council with the rollout of the Navigator system, which will allow every employee to document safety issues. Using a nationally recognized system such as Navigator, NANA can benchmark safety performance against common measures. “Ultimately, the next few years will be very challenging for NDC; and NDC IT is currently wellpositioned to meet this challenge,” Murandu said. “I have the pleasure of working every day with a group of people who are intelligent, dynamic and committed to the success of NANA.” NANA’s IT professionals have adopted “service first” as their motto, and they stand by that commitment every day in their effort to provide solutions that best support the business.

OPPOSITE IT technical team members confer at NANA Development Corporations Anchorage headquarters. BELOW NANA Senior Vice President and Chief Information Officer Ngoni Murandu (right) meets with his IT professionals who implemented the Costpoint 7 upgrade.

Did you know? NANA’s IT department manages an enterprise portfolio of over 40 large-scale applications.



Springtime IN THE NANA REGION IN EARLY APRIL, IN THE ARCTIC, it is light 18 hours a day. The sun reflects brightly off the snow and people come out to play, as if out of hibernation. Activities include the Kobuk 440 sled dog race run entirely above the Arctic Circle. “This race really ties our communities together and helps keep the Iñupiaq tradition of distance dog mushing alive,” said organizer Liz Moore. The 440-mile course starts in Kotzebue and winds through the communities of Noorvik, Kiana, Ambler, Shungnak and Selawik. NANA Regional Corporation is one of the sponsors. Kids are on skis. Some top Nordic skiers share their love of skiing with students in every village in the NANA region. The program started in cooperation with NANA Development Corporation, Teck, Maniilaq Association, and other prominent businesses. No roads connect the villages, but seemingly endless trails link the communities. The trails are shared by dog teams, snowmachines and the occasional long-distance skier. On Kotzebue’s frozen sound, you’ll find the best ice fishing, specifically sheefishing, in the world. A member of the whitefish family, sheefish can weigh up to 60 pounds and are found only in the Arctic or sub-Arctic regions. In Kotzebue, guests are welcomed at the Nullaġvik Hotel, owned by NANA and operated by NMS. The hotel features fresh design and well-appointed guest rooms. WHPacific provided the architectural and interior design, NANA WorleyParsons assisted with the mechanical design, and NANA Construction managed the project. >



909 West 9th Avenue Anchorage, Alaska 99501 P 907.265.4100 Email: Web:

NANA has 26 companies involved in facilities management and logistics.

Nullaġvik is an Iñupiaq word that means "a place to rest."

Dog mushing is Alaska’s official state sport.

In 2011, NANA formed a film support services company called Piksik.

Did you know?

NANAtkut - Facilities Management Issue  

NANA Development Corporation employee magazine. Fourth edition.

NANAtkut - Facilities Management Issue  

NANA Development Corporation employee magazine. Fourth edition.