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ALASKACLEAN SEAS2019 ANNUAL REPORT
Table of ContentsOur ServicesForewordAboutMembershipBoard of DirectorsCommitteesResponse ServicesHealth, Safety & Environment678910 - 1112 - 1314 - 18Department OverviewsBusinessOperationsPlanningTrainingUAV OperationsLongevity AwardsOrganization ChartEmployees1920 - 2930 - 3132 - 3536 - 3738 - 394041 - 57EquipmentACS Owned Equipment58 - 59ContactContact InformationBack Cover
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Foreword40 Years and Counting 2019 marked 40 years of the organization today known asAlaska Clean Seas. The company was created as Alaska BeaufortSea Oil Spill Response Body or ‘ABSORB’, with a mission to supportBeaufort Sea off-shore oil exploration. Three employees faced amonumental task of determining the right equipment, finding aplace on the slope to serve as a base, then purchasing and training.Al Allen was the first General Manager and the growth began.Three employees quickly turned to five, including ACS’s longestserving employee, Bud Forbing. Not surprisingly, maintenanceschedules were developed, as were response tactics then trainingbegan with twenty-five classes a year.With 13 members, ABSORB sought to leverage membercompany expertise by forming committees to look at ResearchBarkley Lloydand Development, with a focus on how to clean up oil on ice, howPresident & General Managerto find oil in ice, and what kind of equipment would be best toclean up a spill. Research was a bit more realistic in those daysas all that was needed to test a tactic with actual crude oil in theBeaufort was a letter to the State with the plan for the project.One of the results of the testing of methods was the development of tactic to drop gelled gasolineinto spilled oil. Al Allen traveled to Oregon and flew with fire fighters to examine how they ignitedwildlands and the first heli-torch was brought to the North Slope and demonstrated.The next major evolution came after the Exxon Valdez when the State of Alaska developednew regulations that later were copied by the Federal Government into the Oil Pollution Act of1990. The modern day Alaska Clean Seas came into existence and the growth continued.Today, after weathering some challenging issues related to the oil industry downturn, withimpressive support from our eleven member companies, ACS is moving ahead in terms of newtechnology, recapitalization of major equipment and infrastructure, improved business processes,and cutting edge research. Specifically, all our departments are supporting the construction ofa new, safer marine infrastructure; and the replacement of our twenty-year old Bay Boats withmore capable, faster vessels; the evolution and continued improvement of ACS Business Software,‘CORE’. Most recently, the ACS member companies authorized funding to take the ACS UAVprogram to the next level to pursue beyond visual line of sight authorization with new equipment tohelp prevent, detect, and respond to oil spills.Looking forward, 2020 and beyond will be a dynamic, challenging time of transformation.We fully expect the trend we’ve seen to continue with the departure of amazing, long-termmembers of ACS who, after contributing for decades to our success, move on to hopefully longand happy retirements. Already in 2019, ACS has welcomed 17 new employees to the team torespond to growth as well as transitions of our ACS family.It is an honor and continues to be a privilege to work with such an amazing, positive, andinnovative group of people. The following pages provides just a glimpse of the accomplishmentsand dedication they have demonstrated over the last year.6
AboutAlaska Clean Seas (ACS) is a not-for-profit oil spill response cooperative whose current membershipincludes oil and pipeline companies that engage in or intend to undertake oil and gas exploration,development, production or pipeline transport activities on the North Slope of Alaska. Originallyformed in 1979, ACS was restructured in 1990 from an equipment cooperative into a full-responseorganization. ACS is now poised to respond, like a fire brigade, to an emergency with trainedresponders and response equipment. ACS is active in fostering a common organizational structure forresponding to and managing spills on the North Slope of Alaska.PurposeThe purpose and mission of ACS is to provide personnel, material, equipment and training to itsmembers for responding to oil spills on the North Slope. When authorized by the Board of Directors,ACS may also respond to non-member spills.Areas of OperationACS’s area of operation includes Alaska’s North Slope, the Outer Continental Shelf off the coast ofthe State of Alaska, and the lands beneath navigable waters of the State of Alaska as defined in43 U.S.C. § 1301, together with adjacent beaches, harbors, inland waterways, natural and artificialislands, shorelines and onshore facilities directly or indirectly supporting offshore explorations,development, producing and transport operations, and the TransAlaska Pipeline from Pump Station 1to Pump Station 5.7
MembershipMembership is available to entities that drill, explore, produce or transport oil or gaswithin the area of interest. Below is general membership information.Producing MembershipNon-Producing MembershipProduction Operator Members are membersthat produce or transport oil or gas within thearea of interest. These members have Boardrepresentation and voting privileges as well asbear the responsibility of funding the annualoperating costs.Non-Production Operator Members are generallymembers that conduct exploratory drilling. Thesemembers are actively involved in the OperationsReview Team Committee and have Boardrepresentation, but do not have voting rights and donot fund the annual allocated operating costs.FeesFees New Member Initiation Fee is 500,000 andthe annual fee is 50,000. New Member Initiation Fee is 100,000 andthe annual fee is 20,000. Annual operating costs are funded through anallocation model based on production and riskcategories, such as road accessibility, proximityto water, and pipeline location (off-road or offshore). Daily Fees: Rig Day Fee of 2,500 appliesto drilling days; General Activity Fee of 625applies to activity that poses the risk of a spillgreater than one barrel (bbl). of liquid and relieson ACS response. Daily Development Fee of 1,250 appliesduring the periods of transition from InactiveMember status to Producing. Daily Development Fee of 1,250 applies duringthe periods of transition from Non-Producingstatus to Producing.Current Membership 8Alyeska Pipeline Service CompanyBP Exploration (Alaska), Inc.Brooks Range Petroleum CorporationCaelus Energy Alaska, LLCConocoPhillips Alaska, Inc. Eni U.S. Operating Company, Inc.ExxonMobil Alaska Production Inc.Great Bear Petroleum Operating, LLCHilcorp Alaska, LLCOil Search Alaska, LLCSavant Alaska, LLC
Board of DirectorsLarry BurgessVice-ChairmanEni U.S. Operating Company, Inc.Martin ParsonsChairmanAlyeska Pipeline ServiceCompanyNo Picture AvailableJohn BarnesHilcorp Alaska, LLCPat FoleyCaelus Energy AlaskaLLCStephen RadcliffGlacier Oil & Gas forSavant AlaskaBrien ReepExxonMobil UpstreamOil & Gas CompanyDean WalkerConocoPhillips, AlaskaInc.Lewis WestwickBP Exploration(Alaska), Inc.Patrick GalvinGreat Bear PetroleumOperating LLC*Michael RoweOil Search (Alaska)LLC*Chuck WheatBrooks RangePetroleum Corporation**Non-producing Operator Member9
ACS CommitteesSix committees staffed by member company representatives have beenestablished to assist ACS. ACS appreciates the support and expertise theseindividuals contribute towards all aspects of our business operations.OperationsReviewResearch &DevelopmentAccounting10Russell Brandon, ChairExxonMobil Alaska Production Inc.Jeanie Shifflett, Vice ChairConocoPhillips Alaska, Inc.Earl RoseAlyeska Pipeline Service CompanyTony ParkinBP Exploration (Alaska), Inc.Chuck WheatBrooks Range Petroleum CorporationKirsten HoppeENI PetroleumBrian WebbSavant Alaska, LLCPatrick GalvinGreat Bear Petroleum Operating, LLCDiane DunhamHilcorp Alaska, LLCPatrick ConwayOil Search (Alaska), LLCJeanie Shifflett, ChairConocoPhillips Alaska, Inc.Tony ParkinBP Exploration (Alaska), Inc.Tim NedwedExxonMobil Alaska Production Inc.Diane DunhamHilcorp Alaska, LLCTodd Teeples, ChairConocoPhillips Alaska, Inc.Allen LloydAlyeska Pipeline Service CompanyIrina MillwoodBP Exploration (Alaska), Inc.Justin TaylorSavant AlaskaAlex PlantengaExxonMobil Alaska Production Inc.
Trust &RetirementLegalHuman ResourcesTim AdamczakAlyeska Pipeline Service CompanyCliff YorkBP Exploration (Alaska), Inc.Brian WorthingtonConocoPhillips Alaska, Inc.Steve MahoneyAlaska Clean SeasAndrew SorensonAlyeska Pipeline Service CompanyAmy MacKenzieBP Exploration (Alaska), Inc.Pat FoleyCaelus Energy Alaska, LLCJon GoltzConocoPhillips Alaska, Inc.Daniel WalkerExxonMobil Alaska Production, Inc.Patrick GalvinGreat Bear Petroleum Operating LLCMarc BondHilcorp Alaska, LLCTracey MuellerAlyeska Pipeline Service CompanyCandice CheshireBP Exploration (Alaska), Inc.TBDConocoPhillips Alaska, Inc.11
Response ServicesMutual Aid Emergency Response LevelsTier I - A spill incident in which the area resources can effectively respond to the spill withoutassistance.Tier II - A spill incident in which resources outside the immediate area, but still available on theNorth Slope, are required. A phone call to ACS can put into effect the Mutual Aid Agreementwhich makes available the spill response personnel and spill response equipment slope-wide.Tier III - An extremely large incident or an incident lasting several months may require resourcesfrom off the slope. This would be considered a Tier III event. Resources are available throughMaster Service Agreements.Mutual Aid AgreementEach member of Alaska Clean Seas has the option to enter into a Mutual Aid Agreement. Thisagreement provides members with efficiencies and cost savings by sharing resources among allmembers in the event of an oil spill.It outlines the terms and conditions under which each member company can make available theiremployees, contractors, equipment, materials and supplies to one another in the event of an oilspill. ACS facilitates the agreement among members.EquipmentResponse equipment totaling over 75,000,000 is owned by ACS and member companies. Allequipment is maintained by ACS and Member Companies. Member Company owned equipmentis available through the Mutual Aid Agreement. The inventory includes nearly 320,000 feet of oilcontainment boom (including approximately 20,000 feet of fire boom), 229 skimmers, six helitorchaerial ignition systems, two helitorch batch fuel mixers, 93 vessels, two 125 barrel mini-barges,twelve 249 barrel mini-barges, one 650 barrel barge, and more than 260 storage tanks andbladders of various sizes. Also included is an extensive marine offshore response capability thatwill be receiving a new mooring facility and the first of four Type D work vessels to replace the BayBoats in 2020.FacilitiesEmergency Operations Centers located in Alpine, Kuparuk, Milne Point, and Prudhoe Bay areavailable through the Ballot Agreements.Mobile facilities are also available, such as the Bird Stabilization Center, Staging Area Manageroffice, Mechanics Shops, and Mobile Command Centers.ACS Technical ManualThe ACS Technical Manual is the primary guidance document foroil spill response on the North Slope. It was developed in 1999to provide descriptions of spill response tactics for use duringcontingency plan development and spill response activities. Themanual is a living document and is revised as new tactics orequipment are identified.Volume I lists spill response tactics in a variety of conditions andseasonal variations. It also provides summary lists of equipment,12
Some services that may be needed during a major spill response event may not be available on theNorth Slope. ACS maintains agreements with over 40 providers of avariety of services for member company access or use during a response.Volume II provides an atlas of the North Slope. These maps show priorityprotection sites, general environmental sensitivities, air and vessel access,countermeasure considerations, and pre-staged spill response equipment.** The Alaska Department of Natural Resources has approved ACSaccess to the North Slope Archaeological Data which can be reviewed during a spill response event toensure these sites are properly protected.Response PersonnelTrained and qualified spill response personnel are required in any spill response event. Through theNorth Slope Spill Response Teams (NSSRT) and Auxiliary Contract Response Teams (ACRT) ACSmembers have rapid access to hundreds of responders. Those responders fall into five labor categories:General Laborer, Skilled Technician, Team Leader, Vessel Operator (Nearshore) and Vessel Operator(Offshore). Each category has minimum requirements for achieving and maintaining qualification.SRT River TrainingACRT Training Academy in PrudhoeNorth Slope Spill ResponseTeam (NSSRT)Auxiliary Contract ResponseTeam (ACRT)Over 500 volunteers are trained and qualifiedon the North Slope to make up the NSSRT.Combined with Alaska Clean Seas personnel,a minimum of 115 spill response personnel areavailable on the North Slope each day.ACS maintains contracts with companiesoff- slope in the event additional spillresponse personnel are needed. Presently, thecompanies are CCI Industrial Services, PENCOEnvironmental Services and National ResponseCorporation Alaska. Over 400 qualified spillresponders are available throughthese contracts.13
Response ServicesPermits Maintained by ACSACS maintains permits for oil spill training events and emergency oil spill response activities for theNorth Slope. Alaska Department of Natural Resources Land Use Permits Alaska Department of Natural Resources Fish Habitat Permits Alaska Department of Fish and Game Bird Hazing Permit Alaska Department of Fish and Game Mammal Hazing Permit Alaska Department of Fish and Game Mammal Stabilization, Transport & Disposal Permit U.S. Fish and Wildlife Service Capture, Salvage and Rehabilitation of Migratory Birds &Raptors Permit North Slope Borough Development Oil Spill Emergency Use Permit Bureau of Land Management Oil Spill Response Training in the NPRA Permit Alaska Department of Environmental Conservation Open Burn Approval for In-Situ BurnTraining PermitACS continues to sponsor meetings with the natural resource agencies, member companyrepresentatives, and response contractors to improve working relationships and capabilities forwildlife response on the North Slope. Contracts for professional assistance are maintained with theAlaska SeaLife Center, Alaska Zoo, Pet Stop, and International Bird Rescue.Unmanned Aerial Vehicle (UAV) OperationsACS currently maintains a fleet of 4 UAV’s available to our membercompanies for use in training, drills, responses, and infastructure inspection.To fly these aircraft, ten ACS employees have obtained their FAA Part107 Remote Pilot Certificates. In the coming year ACS will be purchasinga fixed wing UAV that will allow for greater range and durationwhatever the mission.CommunicationsACS’s telecommunication center houses equipment that supports day-to-day operationsand emergency spill response communications. Using a VHF repeater system, ACS is able tocommunicate throughout its key operational areas. ACS also owns 13 VHF and UHF portablerepeaters to extend its area of coverage.Alaska Clean Seas partners with Marine Exchange Alaska in support of the maritime AutomaticIdentification System (AIS), a fully automatic marine vessel identification system. Vessels operatingoff the coast of the North Slope outfitted with an AIS transceiver receive and transmit data thatincludes: vessel name, position, direction of travel, course over ground, and speed. AIS providesmore situational awareness than radar, horns, and plotters and is not affected by sea state orweather. During a response, AIS can assist member companies by contributing critical data to acommon operating picture, AIS can easily be displayed to an Incident Command Post providingleadership with a real-time response picture previously unavailable on the North Slope.14
North Slope Radio Channel AssignmentsACS owns 430 VHF and UHF radios and utilizes an Iridium SatelliteTelephone System. All of these systems combined with a Mobile ResponseCenter provide exceptional communications capability during any spill eventon the North Slope.ACS is currently licensed to operate: 4 Statewide VHF Oil Spill Tactical Channels 20 ACS Fixed VHF Repeater/Talk Around Channels 12 Portable VHF Repeater/Talk Around Channels 4 ACS Logistics VHF Repeater/Talk Around Channels 7 Marine ChannelsMobile Command CentersExcellent communications capability is the cornerstone of any successful spill response. ACSand member companies maintain three separate mobile command centers which provide full on-site radio, phoneand fax capabilities.ACS provides contingency communications response support for exploration drilling. During explorationACS employs several technologies to meet Contingency Plans. All exploration projects receive a “DrillingKit”, containing a minimum of three Motorola XPR 6550 hand held radios, three charging stations andextra batteries. Kits also have a more powerful Motorola XPR 4550 mobile radio with a power supply andantenna. The kits may also include cellular and/or satellite communication equipment as needed.15
Health, Safety & EnvironmentalHSE ProgramsACS has a number of essential safety programs it relies on for consistency, compliance andproviding the tools to its employees to do the job safely. These programs are reviewed annually toreflect any regulatory change , as well as changes in the working environment, and to maintain asafe and healthy workplace.Our CommitmentOur HSE goals provide the foundation for all activities, from jobs on the slope to play at home. Inorder to achieve our organizational goals, we strive to keep all members of our team focused onmaintaining the highest levels of commitment to safety.ACS works to engage each employee and contractor to participate in ACS HSE programs byincorporating the use of safety tools. Employees are also encouraged to attend safety seminarsand safety conferences to enhance knowledge and awareness.Safety InnovationsACS employees take ownership in company safety culture. They are encouraged to find innovativeways to improve safety, and to share those innovations within the company and with our members. New guard rail designs for working on boats in the shop. Electric heating elements to walk-behind skid steer controls. Tread improvements on tilt-deck trailers. Sound deadening material to the cab of workboats with high interior noise levels. Grip assistance tools to eliminate or reduce the potential of soft tissue injury when movingliner material for containments.Green Star Business ProgramGreen Star is a pollution prevention program. Pollution Prevention (P2) means reducing oreliminating the volume or toxicity of materials, pollutants, or wastes at the source so that theynever become waste in the first place. P2 is a proactive approach to environmental management.It is not the same as pollution control or waste management, which is responding to pollution atthe “end of the pipe.”ACS Renewed its Green Star Business Program membership in 2019 joining the ranks of over100 companies and organizations in Alaska that are working toward cleaner air and water, fewergreenhouse gas emissions, less toxic waste to manage, less solid waste going to landfills, greaterworkplace safety, and better stewardship of natural resources.16
VPPACS is recognized as one of seven companies in Alaska to have facilities that hold VPP Star sitestatus.The Voluntary Protection Programs (VPP) promote effective worksite-based safety and health. Inthe VPP, management, labor, and OSHA establish cooperative relationships at workplaces thathave implemented a comprehensive safety and health management system. Approval into VPPis OSHA’s official recognition of the outstanding efforts of employers and employees who haveachieved exemplary occupational safety and health.In practice, VPP sets performance-based criteria for a managed safety and health system, invitessites to apply, and then assesses applicants against these criteria. OSHA’s verification includes anapplication review and a rigorous onsite evaluation by a team of OSHA safety and health experts.OSHA approves qualified sites to one of three programs:Star: Recognition for employers and employees who demonstrate exemplary achievementin the prevention and control of occupational safety and health hazards, the development,implementation and continuous improvement of their safety and health management system.Merit: Recognition for employers and employees who have developed and implemented goodsafety and health management systems but who must take additional steps to reach Star qualityDemonstration: Recognition for employers and employees who operate effective safety and healthmanagement systems that differ from current VPP requirements. This program enables OSHA totest the efficacy of different approaches.A team of Alaska OSHA (AKOSH) VPP representatives spent a day at ACS Base and came awaywith a great deal of respect for the safety culture, knowledge and high level of engagement shownby all the employees they encountered. They made specific mention of outstanding reportingculture, detailed maintenance and training programs, open working relationships betweenmanagement and employees, and the expert knowledge of our Safety Professionals.17
Health, Safety & EnvironmentalACS HSE Committee2019 was an exciting year for revitalizing the Safety Culture at Alaska Clean Seas. In June, theHSE Committee was selected and officially formed. Members include Mac Wilson, Tammy Potter,Chuck Bartlett, Adam Kayser, and Mike Lord. This employee-driven committee is advised by ACSSafety, Human Resources, and ACS Management.The mission of the Alaska Clean Seas HSE Committee is to develop and promote a healthy andsafe environment for all employees and visitors to our facilities through the involvement of allindividuals with regards to education, communication and safe work practices. The committeemembers are a diverse group of employees representing all areas of the company. The primaryobjective of this committee is the continued elimination of injuries, safety incidents, and nearmisses through a proactive process.To get started, the Committee was tasked with developing a charter, mission statement,SharePoint site, and mechanisms for employee input. The committee has been collaboratingwith other member company committees to learn methods to establish a successful and lastingemployee-based committee. Employee submissions and concerns have been the driving forcebehind what the committee has established so far, and its ongoing progress.In 2019 the committee has been a conduit for change, we’ve accomplished the following:Safety and morale bulletin boards at ACS Base and Anchorage for employees to display photos showing “reasons we stay safe” and “taking safety home”.Increased our safety boot stipend to meet industry standards. Safety poster contest for employees and young people in their life. Employee vote for committee logo selection.Currently the committee is working on:Updating and revitalizing the health and wellness essentials program. Evaluating employee submissions of safety innovations, improved procedures and toolsthat would aide in performing work more safely. Program to recognize and reward safe workers, in addition to our SARP program. Employee surveys in relation to HSE concerns.The HSE Committee would like to thank all the employees of ACS for their submissions. These arecritical to the continual improvement of our company and work environment.18
Business Department OverviewA successful year in the Business Department is often evident through successful outcomes inother areas! 2019 is one of those years.ContractsThis year contracts were awarded for two long standing projects: construction of the West Dockmoorage facility and purchase of a landing craft. The marine infrastructure and moorage issueshave been under review, research and advisement for almost two decades. The landing craft hasbeen the subject of vessel replacement evaluations since 2013. Last year, after a thorough reviewof moorage design options, the Board of Directors supported the project and approved funding.In 2019, the contract for the West Dock moorage construction was awarded after collaborationwith Ozgur Altiok (BP Project Lead) in selecting the best fit for purpose moorage design. Hisadvisement on this project was unquestionably a key piece of its success. Construction is currentlyon target for meeting completion deadlines within budget. In collaboration with Walt Henry andLewis Hiatt (Marine Supervisors) the specifications for a 48’ aluminum high speed landing craftwere developed and the contract awarded for delivery in 2020. Both projects have been underevaluation and review for years, and it is a substantial achievement that both are midway throughcompletion as 2019 comes to a close.Financial AuditACS once again passed an independent financial audit. Successful financial audits are theevidence of a job well done throughout the entire year – and the Accounting staff is to becommended for their efforts in this achievement.Business Recovery PlanIn September, the Business and Planning Departments, conducted a full-scale exercise ofthe business recovery plan to restore critical business data after a simulated total loss of theAnchorage office building. The exercise was a success with valuable lessons learned and wasanother good example of the knowledge, adaptability and teamwork found in ACS employees.PersonnelIt was also a very busy year of transition – ACS hired 17 new employees this year. This involvedcountless interviews with Ops personnel, Business personnel and HR, followed by one-on-one onboarding with Human Resources, Payroll and their individual mentor.And on that note – ACS says good-bye and thank you to Lindy Theis for her years of dedicationto the company and its employees, as well as her service to the Board of Directors. She is retiringafter almost 16 years of serving as Vice President, Secretary/Treasurer and Business Manager.Lindy’s leadership and positive influence over the years have contributed in many ways to oursuccess. We wish Lindy and Scott “fair winds and following seas” on their upcoming adventures.We also welcome Jared Edgar (Business Manager) and Courtney Rigdon (Accounting Specialist)to the Business Department. They are welcome additions and their contributions are alreadybenefitting the organization.19
Operations Department Overview2019 was challenging and exciting. Eleven new employees were hired in the OperationsDepartment. One Field Support Lead position was added and one new Lead Technicianposition was created in the newly developed Mustang Field. However, even with the additionalpeople, ACS coverage has continued to be stressed as a result of long-term unplannedabsences. Many team members stepped into new roles and many worked over to cover theirfields and help out at other locations. While it was challenging to juggle schedules at times, theentire ACS team stepped up and continued to provide our members with exceptional customerservice.As in previous years being able to utilize trainers, mechanics, warehouse and contract personnel(not normally assigned to field positions) deepens our overall knowledge and enhancesvalue-added service allowing us to become a more well-rounded organization.ACS Operations personnel support many exercises and training events whether marine orland based effectively completing all requirements of the established NPREP guidelines. Theseactivities ensure that ACS continues to be response ready for our members at all times.New developments are expected to continue adding personnel in 2020. This will continue toput a demand onto our experienced employees providing ACS with the opportunity to bring onand train new employees whom will be valuable to the sustainability of ACS to provide excellentservice for years to come.ACS received approval to start a vessel replacement program with the intent of replacing ouraging nearshore fleet over the next 10 years. ACS Marine Department was busy researching,test driving, and visiting shipyards in the Northwest. Exact vessel types haven’t been fullydetermined however the first vessel will be a 16’ x 48’ jet drive landing craft vessel. MunsonBoats of Seattle was awarded the contract, and the new vessel is expected to be deliveredand put into service in the summer of 2020. Additional vessel types and configurations will bedetermined after fully assessing the capabilities of the first vessel.ACS continues to look at our budget and identify cost saving measures both internally forACS and externally for our members. Technicians assigned to member units have continuedto provide cost savings ideas and solutions to ensure we are doing our work efficiently andeffectively. Internally, ACS monitors line item costs and evaluates all purchases and activities tojustify expenditures to effectively manage costs.20
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OperationsMarine OperationsWinter work at the Santa Fe Pad shop consisted of a complete rebuild of the ArcticRose, Fireweed, and Agviq hydraulic systems, as well as a rebuild of the Gwydyr Baystarboard transmission. Shaft and propeller replacement in the Fireweed and ArcticRose is slated for early spring 2020.Long time mechanic, Marty Ring, decided to ride off into the Idaho sunset and starta new chapter of his life. He will be missed. We wish him all the best in his retirement.Fortunately, his replacement, Jim Wilbur, has already proven to be a great asset to ourdepartment. Between Jim and Shane Cole, there isn’t anything that can’t be milled,w
ExxonMobil Alaska Production Inc. Great Bear Petroleum Operating, LLC Hilcorp Alaska, LLC il Search Alaska, LLC O ant Alaska, LLC Sav Fees ew Member Initiation Fee is 500,000 and N the annual fee is 50,000. Annual operating costs are funded
