WEYERHAEUSER
INVESTOR MEETING
December 13, 2016 | New York
FORWARD-LOOKING STATEMENTS
AND NON-GAAP FINANCIAL MEASURES
2
This presentation contains statements that are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, as
amended, including, without limitation, with respect to future prospects, business strategies, revenues, earnings, cash flow, taxes, funds available for
distribution, pricing, production, supply, dividend levels, share repurchases, business priorities, performance, cost reductions, operational excellence
initiatives, costs and operational synergies, demand drivers and levels, margins, growth, housing markets, capital structure, credit ratings, capital
expenditures, cash position, debt levels, and harvests and export markets. Forward-looking statements can be identified by the fact that they do not
relate strictly to historical or current facts. Forward-looking statements may be identified by our use of certain words in such statements, including
without limitation words such as “anticipate,” “believe,” “continue,” “continued,” “could,” “forecast,” “estimate,” “outlook,” “goal,” “will,” “plan,” “expect,”
“target,” “would” and similar words and terms and phrases using such terms and words. We may refer to assumptions, goals or targets, or we may
reference expected performance through, or events to occur by or at, a future date, and such references may also constitute forward-looking
statements. Forward-looking statements are based on management’s current expectations and assumptions concerning future events and are
inherently subject to uncertainties and factors relating to our operations and business environment that are difficult to predict and often beyond the
company’s control. Many factors could cause, among other things, one or more of our expectations to be unmet, one or more of our assumptions to be
materially inaccurate or actual results to differ materially from those expressed or implied in these forward-looking statements. Such factors include,
without limitation: our ability to successfully integrate the Plum Creek merger; our ability to successfully execute our performance plans, including cost
reductions and other operational excellence initiatives; the effect of general economic conditions, including employment rates, housing starts, interest
rate levels, availability of financing for home mortgages and the strength of the U.S. dollar; market demand for our products, including demand for our
timberland properties with higher and better uses, which in turn is related to the strength of various U.S. business segments and U.S. and international
economic conditions; domestic and foreign competition; raw material prices; energy prices; the effect of weather; the risk of loss from fires, floods,
windstorms, hurricanes, pest infestation and other natural disasters; transportation availability and costs; federal tax policies; the effect of forestry, land
use, environmental and other governmental regulations; legal proceedings; performance of pension fund investments and related derivatives; the effect
of timing of retirements and changes in market price of our common stock on charges for share-based compensation; changes in accounting principles;
and the other risk factors described in filings we make from time to time with the Securities and Exchange Commission, including without limitation risk
factors described in our annual report on Form 10-K for the year ended December 31, 2015. There is no guarantee that any of the anticipated events or
results articulated in this presentation will occur or, if they occur, what effect they will have on the company’s results of operations or financial condition.
The forward-looking statements contained herein apply only as of the date of this presentation and we do not undertake any obligation to update these
forward-looking statements. Nothing on our website is intended to be included or incorporated by reference into, or made a part of, this presentation.
Also included in this presentation are certain non-GAAP financial measures, which management believes complement the financial information
presented in accordance with U.S. generally accepted accounting principles. Management believes such non-GAAP measures may be useful to
investors. Our non-GAAP financial measures may not be comparable to similarly named or captioned non-GAAP financial measures of other
companies due to potential inconsistencies in how such measures are calculated. A reconciliation of each presented non-GAAP measure to its most
directly comparable GAAP measure is provided in the appendices to this presentation.
INTRODUCTION
DOYLE SIMONS
President and CEO
3
WEYERHAEUSER’S INVESTMENT THESIS
FOCUSED ON DRIVING VALUE FOR SHAREHOLDERS
Operational
excellence
Most value
from every
acre
Return cash to
shareholders
Invest in our
businesses
Maintain
appropriate
capital
structure
Premier
timber, land,
and wood
products
assets
SUPERIOR
RELATIVE
TOTAL
SHAREHOLDER
RETURN
PORTFOLIO PERFORMANCE CAPITAL ALLOCATION
SHAREHOLDER
VALUE
4
FOCUSED PORTFOLIO OF SCALE ASSETS
6
7
13
0%
20%
40%
60%
80%
100%
2012 2013 2016
MILLION
ACRES
MILLION
ACRES
MILLION
ACRES
Timberlands
Wood Products
Cellulose Fibers
WRECO
Timberlands
Wood Products
Cellulose Fibers
WRECO
Timberlands
Wood Products
INCREASING FOCUS UNMATCHED SCALE AND QUALITY
WE ARE
ONE OF THE
LARGEST
REITS
IN THE U.S.
OUR
TIMBERLANDS
ASSETS ARE
WORLD
CLASS
OUR
WOOD
PRODUCTS
MANUFACTURING
FACILITIES ARE
LOW COST
& INDUSTRY
LEADING
T
i
m
b
e
r
l
a
n
d
s
%
o
f
B
u
s
i
n
e
s
s
A
s
s
e
t
s
5
PERFORMANCE:
Achieving 2016 Commitments
6
HARD DOLLAR
COST
SYNERGIES
$100
million
OPERATIONAL
SYNERGIES
$130-140
million
WOOD
PRODUCTS
OPX
$60
million
ACCELERATED
SHARE
REPURCHASE
$2
billion
AT LEAST
$40 MILLION
IN 2016
ON TRACK
FOR
$125 MILLION
COMPLETED
IN UNDER
6 MONTHS
ON TRACK
AVO
process
MAXIMIZE
VALUE OF
EVERY ACRE
COMPLETE
FOR ALL
SOUTHERN
TIMBERLANDS
C
O
M
M
I
T
M
E
N
T
T
A
R
G
E
T
S
T
A
T
U
S
▪ Retained strengths of both organizations
▪ Placed high potential individuals in key roles
▪ Good mix from both companies on operating teams
▪ Selected leaders who excel at execution and
know how to build a common culture
RIGHT PEOPLE IN THE RIGHT ROLES
7
8
TIMBERLANDS
RHONDA HUNTER
Senior Vice President,
Timberlands
9
STRATEGY FOR SUCCESS
Timberlands
10
BEST
TIMBERLANDS
Superior quality and
productivity
Unmatched diversity
Unparalleled scale
Sustainably certified
RIGHT PEOPLE IN THE RIGHT ROLES DRIVE RESULTS
WINNING
INDUSTRY-
LEADING
EBITDA
PER ACRE
BEST
EXECUTION
Operational
synergies from
merger
Ongoing operational
excellence initiatives
Targeted capital
investments
ONE OF THE LARGEST PRIVATE TIMBERLAND
OWNERS IN THE WORLD
11
QUALITY, DIVERSITY & SCALE ARE UNMATCHED
NORTH
2.5 MILLION
ACRESWEST
3.0 MILLION
ACRES
SOUTH
7.4 MILLION
ACRES
100%
CERTIFIED
TO SUSTAINABLE
STANDARDS
US WEST TIMBERLANDS
Export
Other
Export
Japan Domestic
Sales
Internal
Sales
UNPARALLELED SCALE
UNMATCHED DIVERSITYSUPERIOR QUALITY
#1 Private timberlands
owner
Largest export log
facility in U.S.
Well-balanced age-class
Three diverse market drivers
Unique access to premium export
market
AGE CLASS IN YEARS
T
O
N
S
O
F
S
O
F
T
W
O
O
D
I
N
M
I
L
L
I
O
N
S
0
10
20
30
40
50
60
0-19 20-29 30-39 40-49 50-59 60-89 90+
0
20
40
60
80
100
120
140
Average
Douglas fir
WY Exhibited
Douglas fir
S
I
T
E
I
N
D
E
X
I
N
F
E
E
T
30% higher site index
Inventory represents WY and PCL softwood standing inventory as of 12/31/2015.
Inventory charted includes all conservation and set aside areas.
Share of revenue for 2016 Q3 YTD
12
Site index for U.S. Western timberlands represents average dominant tree height at age 50.
Source: USDA Natural Resources Conservation Service, Weyerhaeuser
US SOUTH TIMBERLANDS
UNPARALLELED SCALE
UNMATCHED DIVERSITYSUPERIOR QUALITY
Favorable age-class inventory
End-to-end market knowledge
in every major wood market
AGE CLASS IN YEARS
#1 Private timberlands owner
Scale operations in every region
Superior efficiency in planning,
infrastructure and delivery
0
20
40
60
80
100
0-9 10-19 20-29 30+
0
15
30
45
60
75
Average
Southern Yellow Pine
WY Exhibited
Southern Yellow Pine
Nearly 25% higher site index
S
I
T
E
I
N
D
E
X
I
N
F
E
E
T
13
Site index for U.S. Southern timberlands represents average tree height at age 25.
Source: USDA Natural Resources Conservation Service, Weyerhaeuser
T
O
N
S
O
F
S
O
F
T
W
O
O
D
I
N
M
I
L
L
I
O
N
S
Inventory represents WY and PCL softwood standing inventory as of 12/31/2015.
Inventory charted includes all conservation and set aside areas.
US NORTH TIMBERLANDS
UNPARALLELED SCALE
UNMATCHED DIVERSITYSUPERIOR QUALITY
#1 Private timberland owner in
Northern hardwood
Well developed merchandising
program to maximize value of
every log
15% premium value hardwood sawlogs
Proximate to key markets
Nearly 80% of hardwood pulpwood
sold under supply agreements
Grow 50 species
Market 130 product grades
14
SUSTAINABLE AND GROWING HARVEST
M
I
L
L
I
O
N
S
O
F
T
O
N
S
0
5
10
15
20
25
30
35
40
45
2016 2017-2021 2022-2026 2027-2031
SOUTH
WEST
NORTH
Projected harvest levels exclude Uruguay operations and may change as a result of future acquisitions or dispositions of timberlands, including activity within our Real Estate segment. 15
PROJECTED AVERAGE ANNUAL HARVEST VOLUMES
TIMBERLANDS: Relative Performance
ADJUSTED EBITDA* / ACRE OWNED
U.S. WEST
ADJUSTED EBITDA* / ACRE OWNED
U.S. SOUTH
Source for competitor data: public SEC filings, National Council of Real Estate Investment Fiduciaries (NCREIF).
*Adjusted EBITDA. See appendix for reconciliation to GAAP amounts.
**WY excludes Real Estate, Energy & Natural Resources and includes Plum Creek Washington, Oregon and Southern operations for all periods. Longview Timber included beginning in 2014.
***Pope Resources results exclude significant land sales in 2014 Q3 and Q4. Including these sales, 2014 EBITDA/acre = $263.
****Deltic EBITDA calculated as Woodlands operating income plus Woodlands depreciation, amortization and cost of fee timber harvested.
$45
$95
$145
$195
$245
2011 2012 2013 2014 2015 2016 Q3
LTM
$0
$20
$40
$60
$80
2011 2012 2013 2014 2015 2016 Q3
LTM
WY Timberlands, including Plum Creek** NCREIF
Rayonier Pope Resources*** Deltic****
16
TIMBERLANDS: OpX Performance
OPERATIONAL
EXCELLENCE
2
0
1
4
-
1
5
2
0
1
6
PROGRESS GOAL
$64 MM
$40 MM
OUTLOOK
$200 MM
TOTAL GOAL
KEY INITIATIVES
Capture operational synergies
̶ Optimize wood flows to minimize
costs and increase realizations
̶ Optimize silviculture: cost and value
creation
̶ Best practices in harvesting and
transportation
Continue with OpX focus and
expand to larger footprint
̶ Steep slope logging technologies
̶ Central truck dispatch
$40 MM
GOAL
2
0
1
7
17
OPERATIONAL SYNERGIES: NORTHERN LOUISIANA
REDUCE TRANSPORTATION COST
18
OPPORTUNITY
Optimize transportation by delivering from
combined land base
ACTION
Reallocate fiber supply based on proximity to mill
RESULT
Reduced average haul distance by:
CUSTOMER A
CUSTOMER B
Customer A 10 miles
Customer B 4 miles
Pre-merger
supply sourcing
Post-merger
supply sourcing
Customer A
Customer B
Plum Creek
Weyerhaeuser
SUPPLY SOURCE
$1
MILLION
Annual
Savings
OPERATIONAL SYNERGIES: NORTHERN LOUISIANA
REDUCE HARVESTING COST
19
OPPORTUNITY
Benchmark stump to truck costs and identify
best practices
ACTION
Develop multi-year plan to close the gap
̶ Utilize right equipment in the woods
̶ Maximize contractor productivity
̶ Improve wood flow planning
RESULT
Reduced harvest costs
Growing to
$6
MILLION
Annual
Savings
Activity Cost Difference
Final Harvest $2 per ton
Thinning $3 per ton
$2
MILLION
Annual
Savings
in 2017
OPERATIONAL SYNERGIES: NORTHERN LOUISIANA
MERCHANDISE TO EXTRACT VALUE
OPPORTUNITY
Benchmark merchandising practices to capture
value extraction
Combined land base creates better scale and
proximity to serve high value customers
ACTION
Capture opportunities to merchandise higher
value log mix
Serve new customers by delivering from
combined land base
RESULT
More valuable product mix drives margin uplift
Average value uplift by grade
P
E
R
T
O
N
CUSTOMER
$0
$10
$20
$30
$40
Pulp Chip N
Saw
Sawlog Veneer Pole
20
$1
MILLION
Uplift
Improve
Mix
1%
21
Activity Cost Difference
$/acre
Stand Establishment $10
Competition Control $10
Fertilization $20
OPPORTUNITY
Benchmark silviculture costs
Grow long-term value by adopting best
practices and retaining best genetics
ACTION
Adopt regional silviculture regimes that:
̶ Target product mix best suited for current and
long-term view of local markets
̶ Maintain flexibility to adapt to changing market
conditions
̶ Optimize cash flows and maximize NPV
RESULT
Reduced silviculture costs
$1
MILLION
Annual
Savings
OPERATIONAL SYNERGIES: NORTHERN LOUISIANA
OPTIMIZING SILVICULTURE INVESTMENT
22
OPPORTUNITY
Utilize new cable-assist technology to
mechanize harvest on steep slopes
Reduce reliance on manual labor and high cost
equipment to improve safety and productivity
ACTION
Expand use of steep slope technologies across
̶ Western footprint
̶ Previously inoperable acres in Maine
Will take multiple years to fully implement
RESULT
Reduced harvest costs
OPERATIONAL EXCELLENCE:
STEEP SLOPE LOGGING TECHNOLOGY
Growing to
$12-15
MILLION
Annual
Savings
$4
MILLION
Annual
Savings
in 2016
TIMBERLANDS:
Sources of Operational Synergies
23
WE PRODUCE LOGS
AND WE HAVE SYNERGY OPPORTUNITIES
AT EVERY STAGE OF THE PROCESS
SEEDLINGS PLANTING SILVICULTURE HARVEST TRANSPORT MARKETING
STRATEGY FOR SUCCESS
Timberlands
24
BEST
TIMBERLANDS
Superior quality and
productivity
Unmatched diversity
Unparalleled scale
Sustainably certified
RIGHT PEOPLE IN THE RIGHT ROLES DRIVE RESULTS
WINNING
INDUSTRY-
LEADING
EBITDA
PER ACRE
BEST
EXECUTION
Operational
synergies from
merger
Ongoing operational
excellence initiatives
Targeted capital
investments
REAL ESTATE AND ENERGY & NATURAL RESOURCES
JIM KILBERG
Senior Vice President,
Real Estate and Energy & Natural Resources
25
STRATEGY FOR SUCCESS
Real Estate and Energy & Natural Resources
26
REAL ESTATE
Higher and Better Use
Capture premium
over timberland
value through Asset
Value Optimization
RIGHT PEOPLE IN THE RIGHT ROLES DRIVE RESULTS
WINNING
DELIVERING
THE MOST
VALUE
FROM EVERY
ACRE
ENERGY & NATURAL
RESOURCES
Capture full value of
surface and
subsurface assets:
Oil & natural gas
Aggregates &
industrial minerals
Wind resources
Identify opportunities to capture premium value
(Asset Value Optimization — AVO)
REAL ESTATE:
Delivering the most value from every acre
27
Determine timber net present value for each acre
Deliver a premium to timber net present value
2
3
1
DELIVERING THE MOST VALUE FROM EVERY ACRE
STEP 1: DETERMINE TIMBER NET PRESENT VALUE
28
TIMBERLAND
PORTFOLIO
Timber Valuation
Real Estate
& ENR
Timberland
Operations
HIGHEST NPV WINS
DELIVERING THE MOST VALUE FROM EVERY ACRE
STEP 2: ASSET VALUE OPTIMIZATION (AVO)
29
Review tract
specific
attributes
Review market
area information
PHASE 1
Analyze Parcel
PHASE 2
‘Ground Truthing’
PHASE 3
Value Comparison
Collaborative
process between
Timberlands and
Real Estate
Local market
experts provide
input
Categorize tracts
Obtain 3rd party
opinion of value
Establish internal
Real Estate value
Pursue tracts where
Real Estate value
significantly exceeds
Timber NPV
AVO PROCESS FOR LEGACY WY LANDS:
Proceeding quickly
30
2016 2017
Q1 Q2 Q3 Q4 Q1 Q2
MERGER
CLOSE
WY SOUTHERN ANALYSIS
4.0 million acres
WY WESTERN ANALYSIS
2.6 million acres
BEGIN
LISTINGS
Q3 Q4
BEGIN
LISTINGS
IDENTIFIED APPROXIMATELY 500,000 NEW AVO ACRES
FROM LEGACY WY SOUTHERN TIMBERLANDS
OPERATING REGION
Total
AVO Acres
to Date
Timberlands
Acres AVO %
SOUTHERN U.S.
Mid-South 220,000 2,900,000 8%
Gulf South 270,000 2,300,000 12%
Atlantic South 450,000 2,200,000 20%
SOUTHERN U.S. TOTAL 940,000 7,400,000 13%
NORTHERN U.S. TOTAL 360,000 2,500,000 14%
WESTERN U.S. TOTAL AVO Identification in process
COMPANYWIDE AVO SUMMARY
31
Identified acres will be brought to market over the next decade
AVO is an evergreen process and will be regularly updated
OUTSOURCED MODEL PROVIDES OPERATING LEVERAGE
DELIVERING THE MOST VALUE FROM EVERY ACRE
STEP 3: DELIVERING THE PREMIUM TO TIMBER VALUE
32
MASTER BROKER +
REGIONAL TRANSACTION
MANAGERS
INDEPENDENT LOCAL
BROKERS (100+)
LAND ASSET
MANAGEMENT TEAM
REAL ESTATE / BROKER PARTNERSHIP
DELIVERING THE MOST VALUE FROM EVERY ACRE
STEP 1: DETERMINE TIMBER NET PRESENT VALUE
33
TIMBER VALUATION
Cover type Acres
Pine Plantation 165
Hardwood &
Bottomland 80
Non Productive 15
TOTAL ACRES 260
TIMBER NPV IS CALCULATED AT THE STAND LEVEL
TIMBER NPV =
$455,000
HBU PARCEL – Riverbend
Sold in 2016
DELIVERING THE MOST VALUE FROM EVERY ACRE
STEP 2: AVO – ANALYZE PARCEL
34
DESKTOP ANALYSIS IS A PRELIMINARY SCREEN
Physical &
geographical
Social
Economic
value
ASSESS PROPERTY
ATTRIBUTES
HBU PARCEL – Riverbend
Sold in 2016
DELIVERING THE MOST VALUE FROM EVERY ACRE
STEP 2: AVO – GROUND TRUTHING
35
VERIFY ATTRIBUTES
▪ Proximity to Tallahassee
▪ Near Ochlockonee River
▪ Diverse age class & forest
cover type attractive for
recreation
▪ Improving recreation
markets in local area
GROUND TRUTHING VERIFIES PARCEL CHARACTERISTICS
HBU PARCEL – Riverbend
Sold in 2016
DELIVERING THE MOST VALUE FROM EVERY ACRE
STEP 3: DELIVERING THE PREMIUM TO TIMBER VALUE
36
GOAL: CAPTURE AVERAGE PREMIUM OF 30% ACROSS PORTFOLIO
TRANSACTION METRICS TOTAL $ $ PER ACRE % PREMIUM
Timber NPV $455,000 $1,750
Sales Price $645,000 $2,500
PREMIUM TO TIMBER VALUE $190,000 $750 42%
HBU PARCEL – Riverbend
▪ Activity remains strong,
especially in the South
▪ Buyers targeting recreation
tracts with investment
potential
▪ Conservation interest
remains solid
REAL ESTATE: Buyer profile
Adjacent
Landowner
Recreation/
Investment
Conservation
Second
Home or
Cabin
Other
BUYER’S INTENDED USE
37
ENERGY & NATURAL RESOUCES (ENR):
Diverse mix of assets
38
Adjusted EBITDA Mix
60% Aggregates & Industrial Minerals
30% Oil & Natural Gas
10% Wind & Other
CURRENT ENR LEASES AND AGREEMENTS
Timberlands ownership
ENR PROVIDES GROWING SOURCE
OF STABLE, ONGOING ROYALTY STREAMS
39
263 MW of wind energy
operating
Over 260 MW more
constructed by end
of 2018
REAL ESTATE,
ENERGY &
NATURAL RESOURCES
WOOD PRODUCTS
610,000 acres leased
for exploration and
development
Royalty interest in over
3,000 oil and gas wells
OIL AND
N TURAL GAS
RENEWABLE
ENERGY
Interests in 400+ million
tons of producing
reserves
Over 50 producing
projects in 9 states
AGGREGATES AND
INDUSTRIAL
MINERALS
STRATEGY FOR SUCCESS
Real Estate and Energy & Natural Resources
40
REAL ESTATE
Higher and Better Use
Capture premium
over timberland
value through Asset
Value Optimization
RIGHT PEOPLE IN THE RIGHT ROLES DRIVE RESULTS
WINNING
DELIVERING
THE MOST
VALUE
FROM EVERY
ACRE
ENERGY & NATURAL
RESOURCES
Capture full value of
surface and
subsurface assets:
Oil & natural gas
Aggregates &
industrial minerals
Wind resources
LUMBER ORIENTED STRAND
BOARD
ENGINEERED WOOD DISTRIBUTION
WOOD PRODUCTS
ADRIAN BLOCKER
Senior Vice President,
Wood Products
41
INDUSTRY LEADING NORTH AMERICAN
WOOD PRODUCTS PRODUCER
42
LUMBER
PRODUCTION
3rd
OSB
PRODUCTION
4th
ENGINEERED
WOOD
REVENUE
1st
DISTRIBUTION
FACILITIES
(not shown)
17
EACH BUSINESS HAS SCALE AND DIVERSITY
$4.3
Revenue represents Wood Products revenue for 2016 Q3 LTM.
BILLION
REVENUE
4 VENEER / PLYWOOD MILLS
6 ENGINEERED WOOD MILLS
19 LUMBER MILLS
6 ORIENTED STRAND BOARD MILLS
1 MEDIUM DENSITY FIBERBOARD MILL
WY OWNED AND LICENSED TIMBERLANDS
STRATEGY FOR SUCCESS
Wood Products
43
RIGHT
ALIGNMENT
RIGHT
COST
RIGHT
CUSTOMERS
INDUSTRY
LEADER
INDUSTRY
LEADING
MARGINS
AND
BLACK AT
THE BOTTOM
Top-quartile
cost structure
Preferred
supplier for
targeted
markets and
customers
Strong
alignment with
fiber supply
LUMBER: STRATEGIC FOCUS
Low cost, diverse customers, alignment with fiber supply
44
Fiber
Controllables
CASH COST OF PRODUCTION
Focus on controllable cost
New
Residential
Repair &
Remodel
Industrial
Export
DIVERSE CUSTOMER BASE
Important over the cycle
4.8
BILLION
BOARD FEET
Total capacity
19
MILLS
Cash cost of production and customer mix reflect 2016 Q3 year to date.
OSB: STRATEGIC FOCUS
Reliability, low cost, diverse customer mix
45
New
Residential
Repair &
Remodel
Industrial
DIVERSE CUSTOMER BASE
Important over the cycle
Fiber
Resin &
Wax
Controllables
CASH COST OF PRODUCTION
Focus on controllable cost
3.0
BILLION
SQUARE FEET
Total capacity
6
MILLS
Cash cost of production and customer mix reflect 2016 Q3 year to date.
ENGINEERED WOOD: STRATEGIC FOCUS
Low cost, end-market alignment, diverse customer mix
46
3rd Party
Distributor
New
Residential
WY
Distribution
New
Residential
Industrial
Export
Repair &
Remodel Other
DIVERSE CUSTOMER BASE
Distributors are key
OSB
Fiber
Resin
Controllables
CASH COST OF PRODUCTION
Focus on controllable cost
Source: US Census
OF U.S.
STARTS
50%
OF U.S.
STARTS
25%
WEST
SOUTH
4 VENEER / PLYWOOD FACILITIES
→ 610 million square feet plywood capacity
6 ENGINEERED WOOD MILLS
→ 43 million cubic feet solid section capacity*
1 MEDIUM DENSITY FIBERBOARD MILL
→ 265 million square feet capacity
Cash cost of production and customer mix reflect 2016 Q3 year to date.
* Capacity if mills produce exclusively solid section product. Three engineered wood products facilities also produce engineered
I-Joists to meet market demand. 2015 production of I-Joists was 185 million lineal feet.
DISTRIBUTION: STRATEGIC FOCUS
Driving margin, reducing costs, improving mix
47
Local
Dealers
National
Dealers
Repair &
Remodel
Industrial & Other
DIVERSE CUSTOMER BASE
Within and across markets
Commodity
Wood
Products
Engineered
Wood
Products
Other
Specialty
Products
SALES MIX BY REVENUE
Focus on Engineered and Specialty
Sales revenue and customer mix reflect 2016 Q3 year to date.
Source: Dodge Market Research, Weyerhaeuser
Located in
markets with
70%
OF U.S. SINGLE-
FAMILY STARTS
17
FACILITIES
DEVELOPING A ROADMAP TO TOP QUARTILE
48
BENCHMARK COSTS
IDENTIFY GAPS
EARN THE RIGHT TO CAPITAL
NON-CAPITAL IMPROVEMENTS
1
2
3
DISCIPLINED CAPEX
4
5
WINNING
BENCHMARKING: SOUTHERN LUMBER MILL
Closing the gap on controllable cost
49
WY Mill
Cost in 2013
Benchmark
Cost
FOCUS ON CONTROLLABLES: MAINTENANCE AND RELIABILITY
C
O
N
T
R
O
L
L
A
B
L
E
C
O
S
T
(
$
/
M
B
F
)
3
r
d
Q
U
A
R
T
I
L
E
1
s
t
Q
U
A
R
T
I
L
E
THE GAP QUARTILE COST METRIC
1st Q Manufacturing labor
1st Q Energy
1st Q Fixed costs
2nd Q Productivity
3rd Q Maintenance labor
4th Q Maintenance supplies
2013 2014 2015 2016 2017 2018 2019 2020
DEVELOP
ROADMAP
NON CAPITAL: IMPROVE RELIABILITY
DISCIPLINED CAPITAL
ROADMAP: SOUTHERN LUMBER MILL
Reducing cost with non-capital initiatives
50
100%
110%
120%
130%
140%
150%
2013 2014 2015 2016 2017 2018 2019 2020 2021
Controllable Cost — Percent of Benchmark Value
NON-CAPITAL: REDUCE CONTROLLABLE COST
CHANGE
LEADERSHIP
CHANGE
LEADERSHIP
GOAL
ACHIEVED
FORECAST
OPX: Progress and targets
Controllable cost
Improved recovery
Focused capital
investments
Reliability
Controllable cost
Enhanced
product mix
Controllable cost
Improved
recovery
Improved product
margins
Reduced
operating costs
Lower selling
expenses
*Adjusted EBITDA. See appendix for reconciliation to GAAP amounts.
KEY INITIATIVES
$46 $34 $69 $43
$15
$20
$10
$15
0
20
40
60
80
100
LUMBER OSB EWP DISTRIBUTION
EBITDA*
$
m
i
l
l
i
o
n
s
$20-25
$20-25 $5-10
$10-15
$192 MM
2014-15
PROGRESS
$60 MM
2016
ESTIMATE
$55-75 MM
2017
TARGET
51
OPX: Relative performance
52
LUMBER ADJUSTED EBITDA MARGIN*
RELATIVE PERFORMANCE
-5%
0%
5%
10%
15%
20%
2011 2012 2013 2014 2015 2016 Q3
YTD
Canfor Lumber Interfor Lumber
West Fraser Lumber WY Lumber
EWP ADJUSTED EBITDA MARGIN*
RELATIVE PERFORMANCE
-3%
0%
3%
6%
9%
12%
15%
18%
2011 2012 2013 2014 2015 2016 Q3
YTD
Boise Wood Products LPX ELP WY ELP
-6%
4%
14%
24%
2011 2012 2013 2014 2015 2016 Q3
YTD
Ainsworth OSB LPX OSB
Norbord OSB WY OSB
OSB ADJUSTED EBITDA MARGIN*
RELATIVE PERFORMANCE
DISTRIBUTION ADJUSTED EBITDA MARGIN*
RELATIVE PERFORMANCE
-10%
-8%
-6%
-4%
-2%
0%
2%
4%
2011 2012 2013 2014 2015 2016 Q3
YTDBoise Distribution Blue Linx Distribution
WY Distribution
Amounts presented reflect the results of operations acquired in our merger with Plum Creek Timber, Inc. beginning on the merger date of February 19, 2016.
Source for competitor data: public SEC filings | *Adjusted EBITDA. See appendix for reconciliation to GAAP amounts.
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Q3
LTM
OUR GOAL
is to be black
at the bottom
of the cycle
$250 MILLION OF OPX ACHIEVED THROUGH 2016
53
SIGNIFICANT PROGRESS TOWARDS “BLACK AT THE BOTTOM”
WE ARE
70%
of the way
there
2017 OPX
ADDS
10%
WE ARE
70%
OF THE WAY
THERE
2017 OPX
ADDS
ANOTHER
15%
($343)
A
D
J
U
S
T
E
D
E
B
I
T
D
A
*
I
N
$
M
I
L
L
I
O
N
S
*See appendix for reconciliation to GAAP amounts.
STRATEGY FOR SUCCESS
Wood Products
54
RIGHT
ALIGNMENT
RIGHT
COST
RIGHT
CUSTOMERS
INDUSTRY
LEADER
INDUSTRY
LEADING
MARGINS
AND
BLACK AT
THE BOTTOM
Top-quartile
cost structure
Preferred
supplier for
targeted
markets and
customers
Strong
alignment with
fiber supply
FINANCIAL ITEMS
55
RUSSELL HAGEN
Senior Vice President
and Chief Financial Officer
OPERATIONAL EXCELLENCE: Summary
56*2014-2015 OPX includes $75 million from Cellulose Fibers business.
OpX
CAPTURED
THROUGH
2015*
$330
MILLION
$100
MILLION
OpX
ESTIMATE
2016
$95-115
MILLION
OpX
TARGET
2017
TOTAL IMPROVEMENTS EXCEEDING $525 MILLION BY 2017 YEAR END
REAL ESTATE & ENR SEGMENT RAMPING UP
57
Expect approximately
$250 million Adjusted
EBITDA in 2017
Some further upside in 2018
and beyond
Real Estate business part
of continual portfolio
management
̶ AVO process captures premium
over timberland values
̶ Ongoing acquisition of quality,
core timberlands
$250 Million
ADJUSTED EBITDA
REAL ESTATE & ENR
2016 2017
$175 MM
$250 MM
NEARLY
45%
INCREASE
MERGER COST SYNERGIES:
Exceeding $100 million target
58
MILLION
MILLION
MILLION
All merger cost
synergies captured by
2017 Q1
Labor reductions and
facility consolidation
– 80% SG&A
– 20% cost of sales
HARD DOLLAR
MERGER COST SYNERGIES
All amounts on a run rate basis. Elimination of $35 million of overhead costs formerly allocated to divested Cellulose Fiber business will be additive to amounts shown above.
$-
$20
$40
$60
$80
$100
$120
$100 MM
$25 MM
EXCEEDING
TARGET BY
25%ORIGINAL GOAL
ADDITIONAL
SAVINGS
Q4 Outlook Update
59
FINANCIAL ITEMS
Market Outlook
60
FINANCIAL ITEMS
CONTINUED GROWTH IN U.S. HOUSING MARKET
61
U.S. HOUSING STARTS
SEASONALLY ADJUSTED ANNUAL RATE
Growth supported by:
̶ Rising employment and
wages
̶ Historically low mortgage
rates
̶ Demographics
̶ Pent-up housing demand
Current supply
constraints:
̶ Mortgage availability
̶ Labor shortages
̶ Lot availability0.0
0.5
1.0
1.5
2.0
2.5
2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020
M
I
L
L
I
O
N
S
QUARTERLY
Multi-family
Single-family
Source: Bureau of Census, *FEA, *RISI
Forecast*
RISI
FEA
ANTICIPATE NEARLY 1.3 MILLION STARTS IN 2017
AND IMPROVING SINGLE-FAMILY SHARE
0%
20%
40%
60%
80%
100%
0
10
20
30
40
50
60
70
80
90
100
2004 2006 2008 2010 2012 2014 2016 2018 2020
O
P
E
R
A
T
I
N
G
R
A
T
E
I
N
P
E
R
C
E
N
T
D
E
M
A
N
D
I
N
B
B
F
ANNUAL
Forecast
Source: FEA
FEA
FEA
YTD Q3
Annualized
LUMBER: Strong demand growth
62
EXPECT
GROWTH
of 2-3 BBF
per Year
NORTH AMERICAN LUMBER DEMAND
AND OPERATING RATE
Strong new residential demand
Rising repair and remodel expenditures
Increasing operating rates
North American Lumber Demand
Operating Rate
0%
5%
10%
15%
20%
25%
30%
35%
40%
0
5
10
15
20
25
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
S
H
A
R
E
O
F
C
O
N
S
U
M
P
T
I
O
N
I
N
P
E
R
C
E
N
T
E
X
P
O
R
T
S
I
N
B
B
F
ANNUALSource: Random Lengths, FEA
YTD Q3
Annualized
0
5
10
15
20
2004 2006 2008 2010 2012 2014 2016 2018 2020
B
B
F
O
F
L
U
M
B
E
R
ANNUALSource: Census, WWPA, COFI, *FEA
YTD Q3
Annualized
Forecast* FEA
LUMBER: Canadian exports constrained;
Southern production rising
63
U.S. SOUTH LUMBER
PRODUCTION
Canadian market share
to decline:
̶ Pine beetle and AAC
reductions limit harvest
̶ Softwood lumber dispute
Southern lumber production
to exceed prior peak
̶ Implied annual growth
of 5-10% to meet rising
U.S. demand
̶ Southern mills continue
to recapitalize and expand
production capacity
CANADIAN LUMBER EXPORTS TO U.S.
Canadian Lumber Exports to U.S.
Canadian Share of U.S. Consumption
SENSITIVITY
2% CANADIAN SHARE ≈ 1 BBF
LUMBER DEMAND
LUMBER: Pricing remains strong
64
Continued growth
in U.S. housing and
repair & remodel
Declining Canadian
lumber production
Rising operating rates
PRICING OUTLOOK
FRAMING LUMBER COMPOSITE
150
200
250
300
350
400
450
500
2005 2007 2009 2011 2013 2015 2017 2019
$
/
M
B
F
QUARTERLYSources: Random Lengths, *RISI, *FEA
Forecast*
RISI
FEA
SENSITIVITY
$10/MBF ≈ $45 million
EBITDA
20
30
40
50
60
70
1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020
$
/
G
R
E
E
N
T
O
N
ANNUAL
Forecast*
Source: Timber Mart-South, *FEA, *RISI
RISI
FEA
YTD Nov
SOUTHERN SAWLOGS:
Improving demand and pricing
65
Lumber production
increasing in the
U.S. South
Constrained Canadian
lumber supply and
reduced market share
Supply and demand
to come into balance
PRICING OUTLOOK
DELIVERED SOUTHERN AVG PINE SAWLOG
SENSITIVITY
$5/ton ≈ $75 million
EBITDA
WESTERN SAWLOGS:
Strong demand from export and domestic markets
66
Steady demand for premium
Japanese logs
̶ Wooden housing starts up
nearly 9% 2016 YTD
̶ Favorable mortgage rates
Chinese economic growth
supports continued demand
for US logs
Western domestic demand
increasing
0
100
200
300
400
500
600
700
800
900
1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020
$
/
M
B
F
ANNUAL
Forecast*
Source: Log Lines, *FEA, *RISI
RISI
FEA
YTD Nov
WESTERN PRICING OUTLOOK
DELIVERED DOUGLAS FIR #2
SENSITIVITY
$20/MBF ≈ $30 million
EBITDA
0.0
0.3
0.5
0.8
1.0
1.3
1.5
1.8
2.0
2.3
2000 2002 2004 2006 2008 2010 2012 2014 2016
B
B
F
S
C
R
I
B
N
E
R
Korea
China
Japan
WEST COAST SOFTWOOD LOGS
EXPORTS TO ASIA
100
150
200
250
300
350
400
450
2005 2007 2009 2011 2013 2015 2017 2019
$
/
M
S
F
QUARTERLYSources: Random Lengths, *RISI, *FEA
Forecast*
RISI
FEA
OSB: Continued strong markets
67
Demand increasing steadily,
driven by
̶ Single-family starts
̶ Repair & remodel
Industry capacity additions
will meet rising demand
Anticipate continued strong
operating ratesPRICING OUTLOOK
NORTH CENTRAL OSB
SENSITIVITY
$10/MSF ≈ $30 million
EBITDA
0%
20%
40%
60%
80%
100%
0
5
10
15
20
25
30
35
O
P
E
R
A
T
I
N
G
R
A
T
E
I
N
P
E
R
C
E
N
T
D
E
M
A
N
D
I
N
B
S
F
3
/
8
"
B
A
S
I
S
ANNUAL
Forecast
Source: FEA
FEA
YTD Nov
Annualized
FEA
NORTH AMERICAN OSB DEMAND
AND OPERATING RATE
North American OSB Demand
Operating Rate
2006 2008 2010 2012 2014 2016 2018 2020
TIMBERLAND MARKETS REMAIN STRONG
68
Investment in industrial
timberlands remains
competitive
Continued interest from
institutional investors
and REITs
Deal flow remains robust
Recent transactions support
continued solid timberland
valuations
Capital Allocation
69
FINANCIAL ITEMS
CAPITAL ALLOCATION PRIORITIES
70
Sustainable and
growing dividend
Opportunistic
share repurchases
INVEST IN OUR
BUSINESSES
Timberlands
̶ Improve
productivity
̶ Optimize portfolio
Wood Products
̶ Reduce costs
MAINTAIN
APPROPRIATE
CAPITAL STRUCTURE
Committed to a
solid investment
grade rating
RETURN CASH TO
SHAREHOLDERS
RETURNING CASH TO SHAREHOLDERS:
Sustainable and growing dividend
71
$0.15
$0.17
$0.20
$0.22
$0.29
$0.31
2011 Q1 2012 Q4 2013 Q2 2013 Q3 2014 Q3 2015 Q3
QUARTERLY DIVIDEND PER SHARE
SUSTAINABLE AND
GROWING DIVIDEND Current yield approx. 3.8%*
More than doubled since
2011
QUARTERLY DIVIDEND
75% of Funds Available for
Distribution (FAD) over the
cycle**
CURRENT PAYOUT
GUIDELINE
*Based on closing stock price of $32.78 per share as of 12/8/16.
** Funds available for distribution: cash flow before major acquisitions and dispositions and financing activities
RETURNING CASH TO SHAREHOLDERS:
Share repurchase
72
$2.5 BILLION
SHARE REPURCHASE
$2 BILLION ACCELERATED
Completed in less than 6 months
Repurchased 68 million shares
at an average price of $29.49 per
share
$500 MILLION REMAINING
Complete on an opportunistic basis
Evaluate in context of overall
capital allocation program
$500 MILLION
REMAINING
COMPLETED
$2.0 BILLION
ACCELERATED
INVESTING IN OUR BUSINESSES:
Disciplined capital expenditures for 2017
73
TIMBERLANDS
* Excludes $5 million for Corporate and Other
Reduce costs and
improve productivity
Maintenance capex
Silviculture
Roads and
infrastructure
2
0
1
7
C
A
P
E
X
*
FOCUS
WOOD PRODUCTS
REAL ESTATE,
ENERGY & NATURAL
RESOURCES
Primarily entitlement
activities
$130
MILLION
$300
MILLION
MINIMAL
▪ Comprehensive review of timberland portfolio to identify
̶ Value of every acre
̶ Areas for strategic investment
̶ Non-strategic timberlands
▪ Continue to strategically upgrade portfolio
̶ Silvicultural investments to improve productivity
̶ Divest less productive or non-strategic timberlands
̶ Reinvest in more productive lands in strategic markets
▪ Goal is the most valuable timberland portfolio, not necessarily
the biggest
OPTIMIZE TIMBERLAND PORTFOLIO
74
WEYERHAEUSER TIMBERLANDS = UNMATCHED IN SCALE, PRODUCTIVITY AND VALUE
▪ $1.7 billion term loan balance repaid December 1, 2016
▪ Solid investment grade credit rating of Baa2 / BBB- stable
▪ Target net debt / Adjusted EBITDA < 3.5x
▪ Net Debt to Enterprise Value 18%*
CAPITAL STRUCTURE
75
$0
$400
$800
$1,200
$1,600
$2,000
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
$
M
I
L
L
I
O
N
S
Legacy WY Debt
Legacy PCL Debt
LONG-TERM DEBT
APPROXIMATELY $6.6 BILLION**
*Based on closing stock price of $32.78 per share as of 12/8/16.
**Weighted average cost of $6.6 billion long-term debt approx. 6.0%.
SUMMARY
76
DOYLE SIMONS
President and CEO
HEADQUARTERS MOVE TO SEATTLE
77
WEYERHAEUSER’S INVESTMENT THESIS
FOCUSED ON DRIVING VALUE FOR SHAREHOLDERS
Operational
excellence
Most value
from every
acre
Return cash to
shareholders
Invest in our
businesses
Maintain
appropriate
capital
structure
Premier
timber, land,
and wood
products
assets
SUPERIOR
RELATIVE
TOTAL
SHAREHOLDER
RETURN
PORTFOLIO PERFORMANCE CAPITAL ALLOCATION
SHAREHOLDER
VALUE
78
WEYERHAEUSER
INVESTOR MEETING
December 13, 2016 | New York
BIOGRAPHIES
80
DOYLE SIMONS
81
President and CEO
Doyle R. Simons has been President and Chief Executive Officer since
August 1, 2013. He has been a director of the company since June 2012 and
was appointed as Chief Executive Officer Elect and an executive officer of
the company June 17, 2013. He served as Chairman and Chief Executive
Officer of Temple-Inland, Inc. from 2008 to February 2012 when it was
acquired by International Paper. Previously, he held various management
positions with Temple-Inland, including Executive Vice President from 2005
to 2007 and Chief Administrative Officer from 2003 to 2005. Prior to joining
Temple-Inland in 1992, he practiced real estate and banking law with
Hutcheson and Grundy, L.L.P. Simons also serves on the board of directors
for Fiserv, Inc.; is a member of the board of visitors for the University of
Texas M. D. Anderson Cancer Center, and the Baylor University Hankamer
School of Business Advisory Board; and serves on the board of directors for
United Way of King County.
RHONDA HUNTER
82
Senior Vice President, Timberlands
Rhonda D. Hunter has been Senior Vice President, Timberlands, since
January 1, 2014. Prior to her current position, she was Vice President,
Southern Timberlands, from 2010 to 2014. She held a number of leadership
positions in the Southern Timberlands organization with experience in
inventory and planning, regional timberlands management, environmental and
work systems, finance, and land acquisition. She joined Weyerhaeuser in 1987
as an accountant. She holds a Bachelor of Science in Accounting from
Henderson State University.
JAMES KILBERG
83
Senior Vice President,
Real Estate, Energy and Natural Resources
James A. Kilberg was named Weyerhaeuser's senior vice president, real estate,
energy and natural resources in April 2016. In this position, he oversees the
company’s non-timber businesses, including real estate development, land asset
management, conservation, mitigation banking, recreational lease management,
oil and gas, construction materials, heavy minerals, wind and water. Kilberg
began his career serving in a variety of marketing positions with IBM and AT&T. In
1983, he joined Trammell Crow Company where he held roles of increasing
responsibility in the development business. In 1987, he became divisional partner
and later served as executive vice president of asset management for the
southeastern United States. In 1992, Kilberg became senior director of the Pizza
Hut division of PepsiCo. He later became an officer and vice president of the
division. In 1995, he joined Pep Boys as vice president of real estate. In 1998, he
returned to Trammell Crow Company as an Executive Vice President to oversee
the company’s national retail practice. In 2001, he became managing director for
the global services business. He remained in this role until joining Plum Creek as
vice president, land management in January 2003. In 2006, Kilberg became Plum
Creek’s senior vice president, real estate, energy and natural resources. Kilberg
earned a Bachelor of Science degree in marketing from Washington University in
St. Louis, Missouri. He also received a master’s degree in business management
from Georgia State University and a master’s degree in corporate real estate from
the National Association of Corporate Real Estate. He currently serves on the
board of the Georgia Chamber of Commerce and the Alliance Theater, as well as
the Corporate Council of the Land Trust Alliance.
ADRIAN BLOCKER
84
Senior Vice President, Wood Products
Adrian M. Blocker has been Senior Vice President, Wood Products, since
Jan. 1, 2015. Prior to this role, he was Senior Vice President, Lumber, from
August 2013 to December 2014. He joined Weyerhaeuser in May 2013 as
Vice President, Lumber. Before joining the company, he served as CEO of
the Wood Products Council and Chairman. Throughout his career in the
industry, Blocker held numerous leadership positions at West Fraser,
International Paper, and Champion International focused on wood products
manufacturing, forest management, fiber procurement, consumer packaging,
strategic planning, and business development. He holds an MBA and
Bachelor of Science degrees in Business and Forestry from Mississippi State
University.
RUSSELL HAGEN
85
Senior Vice President and Chief Financial Officer
Russell S. Hagen has been Senior Vice President and Chief Financial Officer
since February 19, 2016. Previously, he was Senior Vice President, Business
Development at Plum Creek, overseeing the company’s business
development activities, including acquisitions and dispositions, while
continuing to manage the energy and natural resource business. Hagen
began his career in 1988 with Coopers & Lybrand where he was a certified
public accountant and led the audits of public clients in the technology,
banking and natural resource industries. He joined Plum Creek in 1993 as
Manager of Internal Audit and held director-level positions in accounting,
financial operations, risk management and information technology. Prior to his
last role, he was Vice President, Real Estate Development, overseeing the
development activities of the company's real estate, oil and gas, construction
materials and bioenergy businesses. He received a Bachelor of Science in
business and accounting from Seattle University. He serves on the Board of
Advisors of the Seattle University business school where he has also been an
adjunct lecturer.
APPENDIX
86
ADJUSTED EBITDA RECONCILIATION:
TIMBERLANDS
87
$ Millions 2011 2012 2013 2014 2015 2016 Q3 LTM
West $279 $258 $373 $571 $459 $447
South 226 298 328 410 430 418
North 29 28 32 47 41 28
Other (15) (8) 46 2 7 4
Adjusted EBITDA including Legacy Plum
Creek operations1,3 $519 $576 $779 $1,030 $937 $897
Less: EBITDA attributable to Plum Creek2 175 203 235 291 260 95
Weyerhaeuser Timberlands
Adjusted EBITDA3 $344 $373 $544 $739 $677 $802
Depletion, Depreciation & Amortization 138 143 168 207 207 319
Special Items - - - - - 0
Operating Income (GAAP) $206 $230 $376 $532 $470 $483
Interest Income and Other 4 3 4 - - -
Loss Attributable to Non-Controlling
Interest - 1 - - - -
Net Contribution to Earnings $210 $234 $380 $532 $470 $483
1. Results exclude Real Estate, Energy & Natural Resources, which was reported as part of legacy Weyerhaeuser’s Timberlands segment, and include Plum Creek. West includes Plum Creek
Washington and Oregon operations. South includes Plum Creek Southern Resources. North includes Plum Creek Northern Resources less Washington and Oregon. Results from Longview
Timber are included in Other for 2013 and in Western Timberlands for 2014 and forward. Other also includes results from international operations and certain administrative charges.
2. Results represent Plum Creek Timberlands EBITDA from October 1, 2011 through February 18, 2016.
3. Adjusted EBITDA is a non-GAAP measure that management uses to evaluate the performance of the company. Adjusted EBITDA, as we define it, is operating income from continuing
operations adjusted for depreciation, depletion, amortization, basis of real estate sold, pension and postretirement costs not allocated to business segments and special items. Adjusted EBITDA
excludes results from joint ventures. Adjusted EBITDA should not be considered in isolation from and is not intended to represent an alternative to our GAAP results.
ADJUSTED EBITDA RECONCILIATION:
WOOD PRODUCTS
88
$ Millions 2009 2010 2011 2012 2013 2014 2015 2016 Q3 YTD1
Lumber ($7) $130 $317 $319 $212 $232
OSB (4) 143 247 46 41 137
EWP 6 17 45 79 114 119
Distribution (37) (29) (33) 2 10 20
Other (1) (15) (2) - (5) 1
Adjusted EBITDA2 ($343) ($85) ($43) $246 $574 $446 $372 $509
Depletion, Depreciation &
Amortization (198) (177) (151) (133) (123) (119) (106) (96)
Special Items (194) (51) (52) 6 (10) - (8) -
Operating Income (GAAP) ($735) ($313) ($246) $119 $441 $327 $258 $413
Interest Income and Other 2 3 3 1 - - - -
Net Contribution to Earnings ($733) ($310) ($243) $120 $441 $327 $258 $413
1. Amounts presented reflect the results of operations acquired in our merger with Plum Creek Timber, Inc. beginning on the merger date of February 19, 2016.
2. Adjusted EBITDA is a non-GAAP measure that management uses to evaluate the performance of the company. Adjusted EBITDA, as we define it, is operating income from continuing operations
adjusted for depreciation, depletion, amortization, basis of real estate sold, pension and postretirement costs not allocated to business segments and special items. Adjusted EBITDA excludes results
from joint ventures. Adjusted EBITDA should not be considered in isolation from and is not intended to represent an alternative to our GAAP results.