Social Responsibility

OPERATING SAFELY

Safety is a core value that defines how we operate and work together. Through sustained effort over many decades, we have made significant progress toward reducing injuries in our workplace, and we are committed to ongoing improvements on our journey to operating injury-free.

We use a common set of simple, proven tools to manage safety effectively. We focus on eliminating our highest risks via preventive safety measures, such as hazard identification and elimination, and we proactively share key learnings and critical actions across our organization. Our Recordable Incident Rate (the number of Occupational Safety and Health Administration-defined recordable injuries and illnesses that occur in 100 workers working in one year) has dropped from over 10 in 1990 to 2.17 in 2025. Any injury is one too many, but we are encouraged by the progress we have made to mitigate our highest-risk areas and reduce the number and type of injuries our people experience at work.

Back to Social Responsibility Overview

Building An Inclusive Culture

Inclusion is a core value at Weyerhaeuser, and we believe our work building an inclusive culture is critical for our company. Our goal is to create a truly welcoming work environment where everyone has opportunities to contribute, learn and grow.

To help accomplish our goal, we established an Inclusion Council representing broad perspectives from across the company that meets regularly to share ideas about how we can accelerate progress and champion our inclusion value.

Each year, we set goals to drive improvement in three key areas: leadership, people and culture. We then monitor progress over time and regularly promote awareness and education through companywide stories and employee testimonials. In 2025, we met with leadership teams in our operations and joined team meetings across the company to discuss inclusive leadership, share progress and provide hands-on support. Through our new leadership competencies toolkit, we also provided leaders with descriptions of what excellence looks like for treating everyone fairly and with respect, building trust and psychological safety, seeking and learning from diverse perspectives, and pausing to ensure an inclusive mindset when making people decisions.

We have more work to do, but we are proud of the progress we are making on this journey. In our 2025 survey of all employees, 86 percent agreed their work environment is inclusive, up 2 percent from 2024 and up 4 percent from 2020 when we first began asking this question.

Back to Social Responsibility Overview

DEVELOPING OUR PEOPLE

Our employees want to work for a company that cares about their professional growth, and we want people on our team who, when given fair opportunities to do so, strive to continually learn and grow throughout their careers.

Our employee development program has a three-pronged approach: formal education and training opportunities, exposure and relationship building, and on-the-job experience that grows skills and competencies.

To facilitate growth in these areas, employees work with their managers to identify the right mix of education, exposure and experience that will help them meet their professional-growth goals. In 2025, 89 percent of our salaried employees had an individual development plan. In these plans, employees identify the leadership, business and technical skills they need to acquire to either excel in their current role or move into a new opportunity. They also identify internal relationships to build in support of their career journey. To help facilitate these connections, more than 800 of our employees have joined our online mentoring platform, Growth Rings. In addition, we provide an online toolkit for both employees and managers to help foster meaningful and constructive career-coaching conversations while developing and discussing these plans.

We continually sharpen and expand our formal training and education opportunities. We offer three classroom-based leadership development programs, one for each level of leadership: front-line, mid-level and future executive. In 2025, more than 300 of our leaders participated in these programs. In recent years, we have also expanded our suite of asynchronous online learning opportunities and increased our capacity to deliver on-demand virtually facilitated training. In 2025, our employees collectively logged more than 40,000 hours of training in our online learning management system.

Back to Social Responsibility Overview

COMPETITIVE PEOPLE PRACTICES

Beyond building a culture of safety, development and inclusion, we also focus on providing competitive pay and benefits that will attract the best talent. We measure the success of our culture and programs through regular employee surveys.

In 2019, we were one of the first companies in our industry to offer paid parental leave; all U.S. nonunion employees may take up to four weeks of fully paid leave upon the arrival of a new child or children in their family. (Our Canadian employees receive parental leave in accordance with provincial employment standards.) This is in addition to our current six-week disability leave for people who give birth, our adoption assistance program and other family-related benefits.

In 2021, we implemented a hybrid work policy that balances on-site work to meet critical business and culture needs with flexibility for some employees to work from home up to two days a week. Our employees are offered a range of medical and healthcare services, including voluntary wellness and health promotion services and programs including tobacco cessation support, health assessments and resources, and worksite health and wellness programs.

As part of our ongoing commitment to listen and respond to employee concerns, we conduct an annual employee feedback survey to gauge responses to a range of workforce factors that drive engagement and retention. In 2025, our overall engagement score was 88 percent, with 89 percent of employees agreeing they have the training they need to do their jobs well, 88 percent agreeing they get enough opportunities to do challenging work, and 80 percent saying they feel like they belong at Weyerhaeuser.

Back to Social Responsibility Overview

SUPPORTING OUR COMMUNITIES

We operate in communities of all sizes across the United States and Canada. We want to see these communities thrive and are proud to give our time and money to help them remain vibrant places to live and work. In 2025, we provided $5.9 million in charitable giving to our operating communities, and our employees completed 788 Tree-Mendous Program volunteer activities and volunteered over 24,000 hours of their time to causes they care about.

Through our companywide employee giving platform, we provide an easy way for all employees to donate to their favorite charities using a variety of methods, including payroll deduction, and we match donations and volunteer time up to $1,500 per employee per year. In 2025, we committed more than $575,000 to match eligible donations and volunteer hours logged by our employees to amplify support for nonprofit organizations in their communities.

The above giving is enhanced by our THRIVE program, which operates as part of our 3 by 30 Sustainability Ambition focused on rural communities. Through THRIVE, which launched in 2023, we will invest $5 million across five of our operating communities in most need of extra support over the next several years.

Back to Social Responsibility Overview

ENGAGING OUR STAKEHOLDERS  

Our commitment to citizenship goes far beyond charitable giving and volunteerism. For us, being a good corporate citizen is also about listening to our neighbors and partners — and working to ensure our company is fully engaged in the communities where we live and work. Our engagement process varies widely based on the project, issue or group, and our stakeholders and partners include everyone from customers and suppliers to investors, employees, communities, policymakers and regulators, Indigenous communities, NGOs and nonprofits, universities and research projects.

Back to Social Responsibility Overview

PROMOTING ENVIRONMENTAL EDUCATION 

Drawing on more than a century of experience in sustainable forestry, we share our story and expertise through tours of our forests and manufacturing facilities across North America, and we also operate two education centers that are open to the public and provide free access to a range of experiential learning opportunities about forestry, ecology and environmental issues. In Washington, our Mount St. Helens Forest Learning Center tells the story of the eruption of Mount St. Helens and the forest’s return through interactive, hands-on activities and visual displays. In North Carolina, our Cool Springs Environmental Education Center offers a 1,700-acre working forest and outdoor classroom for visitors — including school groups — to showcase sustainable forestry working in harmony with wildlife habitat, air quality, water quality and recreational activities.

In addition to our education centers, staff throughout our operations work with local schools and higher education programs to offer educational tours and interactive experiences in our forests. These engagements offer students opportunities to learn about sustainable forest management and careers in forestry and the forest-products industry.

Back to Social Responsibility Overview

PROVIDING RECREATIONAL ACCESS

Our millions of acres of U.S. timberlands include spectacular lakes and hardwood forests in the Northeast, expansive Southern pine forests spanning Virginia to Texas, and remote, rugged mountains and scenic rivers in the Pacific Northwest. Whether your passion is birdwatching, hunting, fishing, camping, hiking or cycling, our forests provide exceptional opportunities for outdoor adventure. We are proud to connect people with everything nature has to offer through our lease and permit programs and open access areas.

Back to Social Responsibility Overview