We are strongly committed to continuous improvement in our performance related to environmental stewardship, social responsibility and strong governance, and we are equally committed to transparently sharing our successes and challenges along the way.
Our website serves as our primary method to communicate our sustainability strategy, progress and performance, and we update it annually in accordance with internationally recognized sustainability reporting standards and practices. We also offer printable resources, a blog of case studies illustrating our commitment to sustainability, and an opportunity to provide feedback on our website.
On this page, you'll find our GRI Index and lots and lots of data.
The Global Reporting Initiative standards provide a globally recognized model for us to measure and share our performance. Our GRI Index includes general disclosures, as well as topic-specific disclosures such as our company profile, economic and environmental performance, impacts on society and other disclosures relevant to our company.
We are one of the world’s largest private owners of timberlands. We own or control 10.6 million acres of timberlands in the U.S. and manage an additional 14.1 million acres of timberlands under long-term licenses in Canada. We manage these timberlands on a sustainable basis in compliance with internationally recognized forestry standards. As one of the largest manufacturers of high-quality wood products, we operate 35 wood products manufacturing facilities and 19 building materials distribution centers across North America. Our working forests contribute to climate solutions, our sustainable wood products help provide homes for everyone, and we are committed to making our rural communities thriving places to work and live.
Location of headquarters
Seattle, Washington, USA
Location of operations
Our major operations are in the United States and Canada.
Part-time and temporary employees make up less than 1 percent of our workforce, thus we do not provide employee data by these categories.
Our critical suppliers are those we depend on for market success and the sustainable operation of our company. These include direct suppliers of wood and raw materials, as well as maintenance and repair suppliers that support machinery and technology used in our manufacturing operations. We have approximately 1,300 suppliers of wood, 15 suppliers of chemical additives, and 3,600 maintenance, repair and operations suppliers.
We select our Tier 1 suppliers using a rigorous process that incorporates assessments of technical expertise, cost, quality, service and risk.
Our Wood Products business uses a Procurement Risk Mitigation Matrix to assess key risks for critical suppliers, including business continuity, safety, financial, security and reputation risk. These and other sustainability risks are reviewed and used to construct a supply strategy to mitigate potential risks. Key elements of this strategy include supplier choice, supplier diversification, and negotiation of various contractual elements. We monitor performance using 10 carefully selected key performance indicators (KPIs) related to procurement and materials management.
ISO 14001 Environmental Management System Standard, U.S. and Canada; Programme for the Endorsement of Forest Certification, U.S. and Canada; Sustainable Forestry Initiative certifications, U.S. and Canada; World Business Council for Sustainable Development membership conditions, global; Forest-Climate Working Group, U.S.; The Climate Pledge, global; CDP, U.S. and Canada.
Membership of associations
Alberta Forest Products Association
Alberta Trappers Association
American Wood Council
Arkansas Wood and Paper Council
Council of Forest Industries
Forest Products Association of Canada
Forest Resources Association, Inc.
Georgia Paper & Forest Products Association
Mississippi Forest Products Council
Montana Taxpayers Association
National Alliance of Forest Owners
National Association of REITS
North Carolina Manufacturers Alliance
Oregon Business & Industry
Oregon Forest Industries Council
Oregonians for Food & Shelter
Treated Wood Council
U.S. Industrial Pellet Association
Washington Forest Protection Association
Executive-level responsibility for economic, environmental, and social topics
Our CEO has oversight of our company-wide sustainability strategy, and our SVP and chief administration officer has accountability for the implementation of the strategy. Each of our senior officers has responsibility for one or more sustainability topics, such as environmental responsibilities at manufacturing sites or in our timberlands, financial performance, ensuring integrity, people development and safety.
Consulting stakeholders on economic, environmental, and social topics
Any shareholder can communicate directly with our board, the independent directors, and any individual director or the chair of any committee via our corporate secretary. The processes for communicating with the board, recommending nominees for the board or submitting shareholder proposals are outlined in our Proxy Statement: 22.
Composition of highest governance body and its committees
Role of highest governance body in setting purpose, values, and strategy
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.
Our sustainability materiality assessment is closely aligned with the company’s enterprise risk management process. In addition to the description in Determining What Is Significant, annually our enterprise risk management team works closely with functional and operational leaders and other staff across the company to assemble information on risks and their potential likelihood and impact to the company. This process includes reviewing current business priorities, policies and procedures, mitigation strategies and emerging trends.
After processing and analyzing the risks, the enterprise risk team prepares a companywide heat map and the business unit heat maps. A heat map is basically a visual representation of the greatest risks to the company and their relative ranking in terms of likelihood and impact. After initial preparation, the team meets with senior management to review the heat maps and discuss any key risks and related content that arose from initial leadership meetings.
After final approval from senior management, the heat map and any other relevant enterprise risk-related topics are presented to the board of directors. After this final review, and with the board of directors' approval, enterprise risk management shares this information (heat maps and risks) with other extended leadership to ensure risk ownership and understanding throughout the company. At this point, the heat maps become the basis for the sustainability materiality assessment.
Managing risk at Weyerhaeuser is an ongoing activity of seeking feedback from risks owners on controls, adjusting focus where needed and providing regular updates to senior management team and the board of directors.
Review of economic, environmental, and social topics
Our board of directors has overall responsibility for sustainability issues and for ensuring all aspects of sustainability are addressed on an ongoing basis. Our sustainability strategy is set by our senior leadership team and supported by cross-functional staff and business leaders who identify opportunities, risks and external trends and provide recommendations to ensure optimal performance. We report these matters to the full board on a regular basis. Our board provides additional oversight and direction on our sustainability strategy, including matters relating to climate change, and annually reviews our performance and progress toward our many rigorous and measurable goals.
Highest governance body’s role in sustainability reporting
The Governance and Corporate Responsibility Committee reviews progress against our sustainability strategy and goals. Our law department reviews and approves the annual update to our sustainability report.
Total environmental data values no longer include WRECO (sold in 2014), Cellulose Fibers (sold in 2016), Uruguay timberlands and manufacturing (sold in 2017), a veneer plant in Sweet Home, Oregon (sold in 2017), Michigan timberlands (sold in 2019), Montana timberlands (sold in 2020), 149,000 acres of Oregon timberlands (sold in 2020) and 145,000 acres of timberlands in Washington (sold in 2021). We currently do not include our distribution centers in our environmental data, given the minimal (less than 2 percent) contribution of these facilities compared to our manufacturing facilities.
Changes in reporting
See above comment.
Jan. 1—Dec. 31, 2021
Financial results are for Weyerhaeuser fiscal year 2021.
Claims of reporting in accordance with the GRI Standards
This report has been prepared in accordance with the GRI Standards: Core option.
GRI content index
We continue to monitor stakeholder interest and trends in external verification. Currently, we do not externally verify the environmental data included in this report, but we continue to evaluate options. In 2022, we are undertaking limited assurance of our GHG Scope 1 and 2 emissions.
GRI:103 MANAGEMENT APPROACH
Explanation of the material topic and its boundary
A minimum of 30 percent of our overall spend could be considered from local suppliers. This is our approximate spend on logs and wood fiber for our mills.
GRI 205: ANTI-CORRUPTION
Operations assessed for risks related to corruption
We are committed to obeying the law in all countries where we do business. We have adopted policies and standards to ensure that we comply with the Foreign Corrupt Practices Act and similar anti-corruption laws in each country where we do business.
100 percent of our main businesses and staff function groups are analyzed each year. We disclose material risks in our periodic filings to the SEC.
Communication and training about anti-corruption policies and procedures
We regularly train employees on our anti-bribery policy. 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 percent 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 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., Canadian and international employees who work in international sales, customer service with international responsibilities and trade/export; and 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.
Confirmed incidents of corruption and actions taken
We disclose all material litigations and legal proceedings in our periodic filings to the SEC.
GRI 206: ANTI-COMPETITIVE BEHAVIOR
Legal actions for anti-competitive behavior, antitrust, and monopoly practices
Our employees are expected to comply with our company’s core policy, as well as all U.S. and other countries' laws, regulating unlawful anti-competitive behavior. Employees receive regular training and materials as part of our antitrust and competition law compliance program, and are responsible for being aware of the risk and costs of violating the laws. We disclose all material litigation and legal proceedings in our periodic filings to the SEC.
GRI 207: TAX
Approach to tax
In addition to providing employment and fostering economic activity in the communities in which we operate, we also support the community through a variety of U.S. federal, state and local tax payments, as well as federal and provincial tax payments in Canada. Our approach to tax planning is to develop tax-efficient solutions that support the company’s operational initiatives and goals and minimize our consolidated tax risks and liabilities. Our corporate tax policies and strategy are rooted in our company’s Code of Ethics. We observe all applicable tax rules and regulations in the jurisdictions in which we have a tax presence. We have a low tolerance for tax risk. We strive to obtain certainty for our financial reporting obligations and prevent any potential negative impacts to our shareholders and our company’s reputation.
Our tax strategy includes:
Satisfying all income tax reporting and filing obligations in a timely manner and in accordance with laws and regulations
Mitigating tax risk through thoughtful implementation and documentation, proactive involvement in legislation, and participation in current audit programs with federal, state and local governments
Ensuring sustainable, arms-length pricing on intercompany transactions
For U.S. federal and state income tax purposes, we have elected to be taxed as a Real Estate Investment Trust (REIT) and continue to operate in a manner that qualifies us for REIT status. As such, a significant portion of our income is not subject to corporate income tax, provided we distribute our taxable income to our shareholders.
The chief financial officer ensures compliance with strategy. Tax risks are part of the enterprise risk assessment conducted with our senior management team and board of directors. Anyone can anonymously report unethical or unlawful behavior or integrity in relation to tax to Weyerhaeuser EthicsOnline or call our EthicsLine at 800-716-3488.
Areas of identified risks related to tax can be found in our Annual Report: 25, 29, 33, 35-38.
Stakeholder engagement and management of concerns related to tax
We participate in the political process to help shape policy and legislation related to taxes affecting our company and industry. Public policy and legislative priorities are reviewed annually with senior business leaders and our board of directors' Governance and Corporate Responsibility Committee.
Some of the tax issues that could affect our business can be found in our Annual Report: 25, 29, 33, 35-38.
As a U.S. multinational enterprise, we are required to report certain financial information on a country-by-country basis annually with our U.S. federal income tax return.
We do not consider this metric to be significant to our company. Our oriented stand board use byproducts from other manufacturing processes, which we see as a more relevant measure of reducing society's demand for raw materials.
Reclaimed products and their packaging materials
We do not consider this metric to be significant to our company, given our focus is on growing and managing forests and producing wood products made from this renewable resource. Our products are used primarily in home construction and are packaged primarily for protection during transport to distribution centers and building sites.
Our Wood Products manufacturing business spends approximately $100 million per year on energy, primarily electricity and natural gas. Rising energy costs affect our operations and improving energy efficiency helps reduce costs and emissions.
We recognize that water risks are a global challenge. Through internal analyses and tracking, we manage water risk at the site level. In 2018, we used the World Resources Institute Aqueduct Water Risk Atlas to assess water risk associated with our manufacturing facilities. The results of our analysis revealed that none of our sites showed a high-water risk, congruent with the internal analyses and tracking performed at our sites. We will conduct a review of this analysis when new locations are brought into our portfolio or every five years, whichever is sooner. Our commitment is to complete a reassessment of water risks related to our manufacturing sites by year-end 2023 using the latest iteration of Aqueduct.
Our residuals and solid waste values are determined by the following factors: disposed of and confirmed directly by us, information provided by our waste disposal contractors, and the organizational defaults of our waste disposal contractors.
We do not disclose new hires or turnovers by gender or age group.
Benefits provided to full-time employees that are not provided to temporary or part-time employees
Less than 1 percent of our employees are part-time or temporary, thus, we do not consider this metric to be significant to our company.
As of Jan. 1, 2020, Weyerhaeuser has offered paid parental leave: All U.S. nonunion employees can take up to four weeks of fully paid leave upon the arrival of a new child or children in their family. (Canadian employees receive parental leave in accordance with provincial employment standards.) This is in addition to our current six-week disability leave for birth mothers, our adoption assistance program and other family-related benefits.
GRI 402: LABOR/MANAGEMENT RELATIONS
Minimum notice periods regarding significant operational changes
Our labor contracts generally require 5- to 10-day advance notice to change employees' scheduled hours of work. In addition, the U.S. WARN Act requires 60-day notice of covered plant closings and covered mass layoffs. If the company needs to curtail operations sooner, we pay employees for the notice period.
We partner with ISN, an industry leader in contractor safety qualification and monitoring to remain at the forefront of safety controls.
Hazard identification, risk assessment, and incident investigation
We shifted our focus to a more risk-based platform where hazards are systematically identified, and the corresponding risks and controls are assessed and determined. Common hazard identification and risk assessment tools include our RADAR+ form, Hazard-Risk-Decide form (timberlands), and 10-Step RADAR. Every site has an annual risk-based safety plan in which prevention activities are aligned to higher risks. Elevated- risk timberlands contractors are assessed at hire and annually using a common nine-box risk assessment tool. The goal of hazard identification and risk assessment is to prevent incidents that would hence require investigation.
The purpose and scope of our Safety Standard: Incident Investigation is to objectively investigate and properly respond to an incident that results in a fatality, injury, near mishap, at-risk behavior, hazardous condition or fire/property damage to prevent re-occurrence and meet compliance requirements. This standard applies to all Weyerhaeuser operations and employees. Standard requirements include adherence to Weyerhaeuser’s incident investigation process and meeting notification requirements and communicating investigation results. All employees who participate in incident investigations must, at a minimum, be trained on basic investigation procedures and have completed qualified incident investigation training.
We use a standardized and common incident database to input and maintain electronic investigation records. The database also populates injury logs required by regulation as well as company statistics. Comprehensive and ongoing training is provided to system users and administrators.
A company goal is to conduct comprehensive, business-wide reviews, which include sharing key learnings, of all serious incidents, within a two-month period.
Weyerhaeuser protects employee health and medical information using a variety of systems and processes. Disability Management, Benefits, Worker Compensation and Occupational Health all operate under their appropriate confidentiality processes with information firewalls. Employee occupational medical records required by OSHA regulations are maintained by designated company medical records custodians. Employee medical information and human resources files are maintained separately. U.S. employees are informed of their right to access medical records in accordance with OSHA regulations. Consulting occupational health nurse(s) and in-house health professionals, such as industrial hygienists, practice under their respective ethics codes and professional practice requirements to maintain confidentiality.
Worker participation, consultation, and communication on occupational health and safety
It is an expectation that each manufacturing site has an active health and safety committee that performs planned activities in support of their site’s risk-based safety plan, including regular workplace audits, as well as fulfilling any auditing requirements in accordance with OSHA or provincial requirements. Auditors verify the following through meeting minutes, action plans and interviews: the safety committee meets monthly; the committee consists of a cross-section of employees, representing different departments, functions and shifts; the chair is someone other than a member of the site leadership team; and there are written guidelines outlining the committee's objectives, authority and responsibilities. Employees and leadership must consider the committee to be effective in addressing site issues and a group whose decisions are acted upon. The results of a Wood Products 2021 safety goal for employee involvement showed 85 percent of sites met the criteria of greater than 90 percent employee involvement in safety activities. Wood Products employees represent 78 percent of all employees.
We use a Safety Training Matrix to identify required training based on employee job exposure. There were 32,250 online safety trainings completed in 2021, which included topics such as aerial work platforms, chain saw safety, chemical management, hazard communication, hearing conservation, electrical safety, fall protection, heat stress and lock/out–tag/out. We maintain and grow our electronic training library using a vendor service supplemented by internally developed training. Local in-person training sessions are also common, including onboarding and task/job-based safety training. Specialized safety training is also conducted at offsite locations as needed.
We do not have any occupations associated with high incidence or high risk of diseases. We have comprehensive hearing-conservation programs that include exposure assessments, training, audiometric testing, and controls including noise reduction and PPE. Sites have regular industrial hygiene surveys to assess chemical and noise exposures.
Our salaried employees receive regular career development and performance reviews, including performance management plans and individual development plans. Our hourly employees receive regular performance feedback as part of their ongoing work and follow a career progression process to achieve the necessary skills to develop professionally.
Ratio of basic salary and remuneration of women to men
We have procedures and policies in place to ensure equal compensation regardless of gender, race, religion, sexual orientation and other characteristics protected under law. Our salary structure prescribes a salary band for every job and further supports equal compensation.
GRI 406: NONDISCRIMINATION
Incidents of discrimination and corrective actions taken
We disclose all material litigation and legal proceedings in our periodic filings to the SEC.
GRI 407: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING
Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk
Our labor relations continue to be guided by principles jointly developed with the union that represents most 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.
Operations and suppliers at significant risk for incidents of forced or compulsory labor
Our entire wood supply is certified to the SFI Fiber Sourcing Standard, which specifically requires a written policy demonstrating commitment to comply with social laws, such as those covering civil rights, equal employment opportunities, gender equality, diversity, inclusion, anti-discrimination and anti-harassment measures, workers' compensation, Indigenous Peoples' rights, workers' and communities' right to know, prevailing wages, workers' right to organize, and occupational health and safety which meet the spirit and intent of the International Labor Organization (ILO) Declaration on the Fundmental Principles and Rights at Work (1998).
Our operations are in North America. Although we do not have major operations in countries or locations where we believe human rights are at risk, we have implemented policies and programs to ensure these rights are protected.
Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening
We manage millions of acres of forestland in Canada. Most forests in Canada are owned by the provincial governments. These forests, also called Crown lands, are managed on behalf of the people of the provinces. The provincial governments grant many entities, including Weyerhaeuser, the rights to operate in these forests. The laws applied to land management are strict and are reflected in agreements and contracts with the provincial government.
GRI 413: LOCAL COMMUNITIES
Operations with local community engagement, impact assessments, and development programs
*The percentages shown above are clearcut acres only. In the Northeast and in select other instances, we also practice variable retention silviculture. Including these acres, the percent of land harvested increases slightly.
Harvest acres regenerated within five years (percent), U.S. only*
Forestry research spending (millions of US$)
Forest health and productivity
Fish and wildlife
Ecosystems and biodiversity
Timberlands and manufacturing facilities certified to SFI's Sustainable Forest Management or Fiber Sourcing standards
Manufacturing facilities and export yards certified to SFI and PEFC Chain of Custody standard
*We are committed to replanting 100% of harvested acres. However, sometimes fire destroys young trees. Burned acres are replanted as soon as possible.
Mushroom and berry harvesting (millions of acres covered by permits)
Greenery (millions of acres covered by permits)
Greenery (tons sold for noble fir boughs)
Honey production (bee box hive leases)
Fur production (total permits)
Renewable energy agreements (wind power in megawatt hours)
Harvested area planted within two years (percent)
Fire resistance (thousands of acres burned, not including prescribed burns)
Protected habitat (millions of acres, including natural openings, riparian buffers and wetland mitigation banks)
Managed habitat (millions of acres of early-successional habitat)
Managed habitat (millions of acres of mid-successional habitat)
Formal habitat management agreements (millions of acres)
Area of forestland with protected threatened and endangered species status (thousands of acres)
Improved fish habitat (cumulative number of upgraded stream crossings and drainage projects)
Acres invested in various conservation programs in our Northern, Southern and Western timberlands (millions of acres)
Hunting (thousands of people in hunt clubs)
Hunting (thousands of permits in game management units)
Education (thousands of visitors with school tours/groups)
Some ecosystem services provided by our timberlands do not lend themselves to annual reporting due to a lack of quantitative measures, insufficient reporting units, or the service having been recently discontinued. These services are important reflections of the value provided by our timberlands and could lend themselves to fuller description in the future, if not annual tracking.