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Diversity and Inclusion

We strive to create a diverse, inclusive, performance-driven culture where all employees thrive and grow. Only when we tap our diverse workforce as a source of innovation will we create a competitive advantage that can sustain our long-term success.

OUR STRATEGIC DIVERSITY FRAMEWORK

We hold our leaders accountable for making progress against specific goals. As we emerge from the economic downturn in our industry, we are strengthening our efforts to recruit, develop and promote more diverse talent. Our strategic diversity framework guides their actions by focusing on five high-impact action areas:

  • Leadership role modeling
  • Accountability and governance
  • Talent management
  • Work climate and culture
  • Outreach and community relations

SETTING ANNUAL GOALS

One of our 2020 sustainability commitments is to ensure that our workplace is diverse and inclusive. We set annual goals to recruit, hire and promote a diverse workforce. To measure our progress, we monitor our hiring and promotions using internal placement against opportunities metrics, attrition data and changes in our workforce representation throughout the year. In 2012, we examined workforce plans for each business and aligned our 2013 diversity efforts to areas of greatest need. Placements against opportunities and overall workforce representation continue to be important metrics.

To measure placement against opportunities, we determine the availability of women and minorities to fill our U.S.-based management, professional and sales positions and use that information to set targets where we have gaps in these areas. For workforce representation, we measure change in the representation of women and minorities in the same three employee categories.

We evaluate our performance against both metrics annually and consider them inherently linked. To receive an "achieves" rating, we must be performing at an "achieves" level against targets we've set for both workforce representation and placement against opportunities.

In 2012, the representation of women and minorities in our workforce increased by 0.8 percent, which is within our annual target range. At the same time, our placement against opportunities rate was below our annual internal goal. This resulted in an overall "below" rating on our annual diversity and inclusion scorecard.

As a federal contractor, we have affirmative action plans in place at all our facilities and we monitor them throughout the year. Even with significant downsizing during the past few years, we were able to increase our overall diversity representation in our U.S.-based management, professional and sales positions.

INCLUSION TRAINING FOR LEADERS

In early 2011, we rolled out an inclusive leadership training series for our leaders to help them boost their skills in building trust, expanding their circles of influence, ensuring equal opportunity for development and growth, and demonstrating commitment to diversity and inclusion. The training includes scenario discussions and role play opportunities in each of those areas, and emphasizes leadership accountability for role modeling inclusive behavior. At the end of 2012, all Weyerhaeuser leaders had completed at least one of these training modules. Additional modules have been developed to support continued training in this area.

Watch our leaders and employees talk about what workplace inclusion means to them:

BUSINESS DIVERSITY NETWORKS

We have a range of business diversity networks, designed to give employees an opportunity to share experiences, gain exposure to other businesses, acquire mentors, partner across networks, and provide feedback to company leaders. Each group is led by employees, sponsored by members of the senior management team, and required to have a charter.

  • Access (for people touched by disability)
  • Colors (LGBTQ Networking, Education and Support)
  • Generation Next (geared toward employees under age 35)
  • HOLA (Hispanics for Outstanding Leadership and Advancement)
  • Veterans (support and encouragement for military veterans and family members)
  • WABN (Weyerhaeuser Asian Business Network)
  • WBEA (Weyerhaeuser Black Employee Alliance)
  • WIA (Women in Action)

ANTI-DISCRIMINATION TOOLS AND PROGRAMS

We make the following resources available to our leaders to support their work to create an inclusive, respectful and productive work environment:

  • Affirmative action plans
  • Veterans Outreach Program: Hire Americas Heroes and Blue Star Families
  • Reporting tools for tracking progress against workforce representation goals by site, business unit, sector and total company
  • Reporting tools for tracking progress against placement-against-opportunity goals by site, business unit, sector and total company
  • Ongoing training on harassment prevention, affirmative action, and managing a diverse and inclusive workforce
  • Risk mitigation assessments
  • Applicant tracking tools and processes to measure diversity of our talent pools

ANTI-HARASSMENT POLICY

We do not tolerate any discrimination or harassment at Weyerhaeuser. Our anti-harassment policy states that all employees, suppliers, customers and visitors will be treated with dignity and respect. Harassment based on an individual's gender, race, color, religion, national origin, age, disability, sexual orientation or other statutorily protected characteristic will not be tolerated. Employees who believe they are being harassed or subjected to inappropriate workplace conduct can report the issue through any one of a number of channels:

  • Supervisor, manager or team leader
  • Human resources manager or director
  • Plant or unit manager
  • Ethics and business conduct or Canadian business conduct contact at EthicsLine at 800-716-3488 or online
  • Work force representation and diversity office

The company will take immediate and appropriate corrective action when it determines that these behaviors have occurred.

Women of Influence
Weyerhaeuser pair recognized for contributions to business
10/11/2012

Patty Bedient, executive vice president and CFO, and Nicole Piasecki, Boeing Company vice president and member of the Weyerhaeuser board of directors, have been honored as 2012 Women of Influence by the Puget Sound Business Journal. Bedient, Piasecki, and 12 other Puget Sound-area businesswomen and community leaders were selected by a panel of judges from more than 200 nominations. Women of Influence were determined to have made a difference in the business world and their communities and as mentors to other women.

Each will be recognized at a Nov. 14 award ceremony, and will be profiled in a Business Journal special report Nov. 16.

Last updated July 3, 2013