Building on more than 120 years of expertise in sustainable forestry, we are always innovating and improving our sustainability practices and leadership — in the woods and across our businesses.
More than a decade ago, we formalized our sustainability strategy by mapping out comprehensive commitments and goals, and we built a solid foundation of sustainability actions and expectations.
In 2020, we launched a new strategy that reorganizes and intensifies our focus around three core areas: maintaining our strong foundation of ESG (environmental, social and governance) activities, goals and progress; strengthening the integration of sustainability into our business processes and priorities; and demonstrating the positive impacts of our actions.
In the first two areas, we are largely focused on the continuous improvement of processes already in place. The third area comprises three big challenges facing the world that our company is in a unique position to help solve. We acknowledge that tackling these challenges will require contributions and solutions from everyone, including us, over the next decade and beyond.
MaintainING Our ESG Foundation
We have spent decades delivering solid results in environmental stewardship, social responsibility and strong governance. To drive continued excellence in these areas, we developed a roadmap that ensures we review our ESG strategies on a consistent schedule, set and meet appropriate annual goals, and adjust as needed. Topics covered by our ESG roadmap include forest certification; environmental compliance; workplace safety; people development; diversity, inclusion and equity; community engagement; and enterprise risk management. We report our progress in these areas annually in our GRI data report, in our annual report, and through other publications.
IMPROVING BUSINESS ALIGNMENT
Because practicing sustainable forestry is fundamental to our business model, many Weyerhaeuser employees immediately associate sustainability with all the work we do replanting trees, protecting fish and wildlife habitat, and certifying our forests.
But sustainability is about so much more than what we do in our forests. We are working with our teams to recognize and highlight all aspects of our sustainability performance — environmental, social and governance — and help all our employees see how their work contributes to our sustainability outcomes. This alignment work involves increasing the visibility of sustainability in our critical business processes, including business plans, individual performance plans and capital plans. By applying this lens and integrating clear sustainability metrics and language into these processes, we strengthen not only awareness and pride among employees, but also our ability to identify opportunities, mitigate risk and more accurately report our overall sustainability performance.
Business Alignment Progress
Last year, we integrated sustainability metrics into Wood Products business plans. One outcome of this work was the launch of a focused energy team within Wood Products that will identify best practices and resources for decreasing energy consumption and improving efficiency at our mills. Also, our Distribution business identified focus areas to benchmark and improve its ESG performance. In 2021, we are piloting an approach that will increase sustainability visibility and add criteria to our capital expenditure process.
Business Alignment Progress
We are in the process of integrating sustainability into our regional business plans. After they are set, we will identify each plan’s sustainability-related wins, risks and opportunities. This groundwork will allow us to look across the company to celebrate successes, identify focus areas and share best practices.
Business Alignment Progress
In 2020 we formed our Corporate Development organization, which includes our Real Estate, Energy & Natural Resources, Acquisition and Divestitures, and Business Development segments. We are actively working with these segments’ leadership to formalize how sustainability is tracked and measured across the organization.
Since each of our businesses is different, this process looks different across our company. Yet by integrating sustainability into all of our existing business processes, we ensure that it isn’t seen as an add-on, but as an integral part of how we create value as a company.
DEMONSTRATING POSITIVE IMPACT
We recognize that people expect businesses to reach beyond providing jobs, paying taxes, operating ethically and minimizing environmental impact. Communities are looking to businesses to help solve some of the world’s toughest and most pressing challenges. We agree, and we have identified three positive impact areas where we believe we have a unique role in helping make a difference over the next decade.
First, we know our forests and wood products have a critical role to play in mitigating climate change by absorbing and keeping carbon dioxide out of the atmosphere.
Second, our sustainable wood products can help meet the growing need for affordable, quality housing in communities all over the world.
Third, because of the nature of where we operate, we have a powerful opportunity to help rural communities across North America become and remain thriving places to live and work.
These are our 3 by 30 Sustainability Ambitions — three big challenges facing the world that our company can help solve — and our commitment is to make tangible progress in each area by 2030. We know we can’t solve these challenges alone, but we also know our vast forests and the essential products we manufacture put us in a unique position to make a real difference.
HOW DO WE MAKE SURE WE STAY ON TRACK?
It starts with oversight and direction from the very top of our company: our board of directors and its Governance and Corporate Responsibility Committee. At least annually, this committee reviews our sustainability performance and progress toward goals, including our response to climate change, emerging issues, and key opportunities and trends. Our senior leadership team sets our strategy and keeps us focused on the most critical opportunities and needs. Cross-functional staff and business leaders support the implementation of our strategy by identifying opportunities, risks and external trends and providing recommendations to ensure optimal performance. Our sustainability team provides structure and guidance for implementing our strategy, ensuring internal and external engagement, and reporting on our progress.
We measure success in two primary ways:
First, we set goals in all three strategy areas (ESG Foundation, Business Alignment, and 3 by 30 Sustainability Ambitions) and track our progress against achieving those goals.