Diversity and Inclusion

2

Women on 10-member senior management team (as of January 2009)

1

Racial minority on 10-member senior management team (as of January 2009)

3

Women on 12-member board of directors (as of April 2009)

1

Racial minority on 12-member board of directors (as of April 2009)

As part of our goal to be an "employer of choice," we strive to create an inclusive, performance-driven culture where all employees thrive and grow. A critical component of this strategy is to recognize diversity as a business imperative and to tap our diverse workforce as a source of innovative ideas needed to create a competitive advantage.

Our leaders are held accountable for the progress we make. We foster an inclusive work climate and build our talent pipeline by developing individuals through mentoring and coaching programs. We hold annual companywide diversity and inclusion forum and sponsor diversity business networks. These venues provide feedback on our work environment and ensure access to development through networking opportunities.

Our Strategic Diversity Framework

We use a strategic diversity framework to guide the actions of leaders and employees as we build a more diverse and inclusive organization. The framework focuses on five high-impact action areas:

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

Our leaders are held accountable for fostering employee engagement and participation by ensuring our work environment is free of harassment and retaliation.

Annual Goals

Each business and function establishes annual diversity goals in two critical areas.

The first is placement against opportunities. This requires us to determine the availability of women and minorities to fill management, professional and sales positions at Weyerhaeuser. We use that information to set placement targets where we have gaps in these areas. Then we monitor whether we're filling open positions at the target rates we've set or higher.

The second area is work force representation. We measure progress made toward increasing representation of women and minorities in the same three categories.

In 2008, given the severe economic downturn and resulting workforce reductions, we made a decision to focus our efforts on workforce representation since placement opportunities would be minimal. By year-end, we were able to achieve a 3.2 percent improvement to our overall workforce representation. Our placement-against-opportunity rate was 92.7 percent.