On February 19, 2016, Plum Creek Timber Company merged with and into Weyerhaeuser.

In 2016, we completed the sale of our Cellulose Fibers business in three separate transactions with International Paper, Nippon Paper Industries, and One Rock Capital Partners.

Our senior officers have responsibility for one or more sustainability topics, such as environmental responsibility at manufacturing sites or related to our timberlands, financial performance and ensuring integrity, and/or people development and safety.

Role of highest governance body's and senior executives' roles in development, approval, and updating of organization's purpose, value or mission statements, strategies, policies, and goals related to sustainability impacts

Our board, through its company direction-setting process, establishes companywide strategic direction for capital spending and business and financial matters, as well as social and environmental issues. As part of the process, we analyze global trends that have the potential to affect our businesses over the long term, analyze the capabilities and challenges of our businesses, and integrate this information into our planning and decision-making regarding company direction.

Process for evaluation of highest governance body's performance with respect to governance of sustainability topics

The Governance and Corporate Responsibility Committee reviews progress against sustainability goals. Our general counsel and corporate secretary reviews and approves the annual update to our sustainability report.

We manage water risk at the site level. In 2014, we used the World Resources Institute's Aqueduct Model to assess water risk associated with our manufacturing facilities. None of our sites showed a high water risk, congruent with our internal analysis and tracking of our sites. We will reassess water risk associated with our new manufacturing portfolio in 2017.

Our residuals and solid waste values are determined by the following methods: disposed of and confirmed directly by us, information provided by our waste disposal contractors, and organizational defaults of our waste disposal contractors.

Our labor relations continue to be guided by principles jointly developed with the union that represents a majority of the employees in our U.S.-based businesses. The principles are designed to foster cooperative relationships and employee empowerment.

Our company's labor principles allow North American employees the right to free association, including the right to freely choose to organize and bargain collectively. We believe these rights are not at risk at any Weyerhaeuser operation.

Union representatives play a significant role in safety and health. They participate in joint union-management safety committees and represent workers in joint investigations, coaching and counseling. We first introduced high-performance or total-quality work systems in the late 1970s. These systems are designed to increase employee participation in decisions that affect their jobs and to improve business performance. In our union and nonunion facilities, participative work systems are part of our business strategy and planning. At our facilities with high-performance work systems, process reliability is higher than at our traditionally managed facilities.

We provide webinars, tools and resources for employees to make the most of their benefits while they are employed, as well as a checklist for when they retire. We provide easy access to more than 40 online training courses for continued skill development and life long learning.

We regularly train employees on anti-bribery. Our contracts and purchasing policies require agents, contractors, suppliers, service providers and joint-venture partners to comply with our Anti-Bribery policy as well as all statutes and regulations regarding corruption and bribery.

We require 100% of targeted employees and third-party intermediaries to take anti-bribery training. The target audience for anti-bribery training is all senior management team members and their direct reports; all salaried employees outside of the U.S. and Canada who might be expected to interact with foreign government officials (as broadly defined under the FCPA, this includes any foreign government official, any person acting on their behalf (such as a consultant), and employees of state-owned companies); U.S. and Canadian employees who work in international sales, customer service with international responsibilities, and trade/export; staff function employees in finance, human resources, information technology or other areas who have international responsibilities and might be expected to interact with foreign government officials. Leaders are also encouraged to invite the sales agents, distributors, consultants, and other third parties with whom they do business to attend the leader-led sessions.