Weyerhaeuser's commitment to education: Educational initiatives build on Weyerhaeuser's lifelong learning philosophy.

PositionCorporate Profile - Brief Article

Lifelong learning, whether through employee skill development or community-based education, is an integral part of Weyerhaeuser's philosophy. Weyerhaeuser's acuity and commitment to education is visible throughout all areas of the company and is most apparent in ongoing educational initiatives, some that have been a part of the company for decades.

Weyerhaeuser, one of the world's largest producers of softwood lumber, engineered wood products and softwood market pulp, "allots a substantial amount of money to training and education," not just to enable its employees to reach their full potential, but also to support educational initiatives in the community, says Norm Bush, vice-president of Weyerhaeuser's Ontario operations.

"If we are going to be a strong player we need to ensure that our people have the best possible training over the long term," Bush says. "Focusing on education now will position us to remain competitive in the future."

Learning Centre opens

The Weyerhaeuser Learning Centre in Dryden is one example of the company's ongoing educational initiatives that builds on its philosophy.

In keeping with the nature of the company's products, dignitaries at the Oct 15th grand opening in Dryden cut a roll of paper rather than the traditional ribbon.

The new facility in Dryden ties in with one of Weyerhaeuser's core values, says Bush. The learning centre "supports Weyerhaeuser's belief that education and training are key factors in making-our operations more competitive in world markets. It is part of the strategic plan for our company to develop our employees' skills and abilities in an effort to secure both their future and that of the company."

The facility will provide training for employees from Weyerhaeuser's Dryden site and from other sites across Ontario.

The learning centre was conceived as a place where people could learn in a positive, neutral environment, says Lorrie Lough, training co-ordinator.

"When we walk through the door everyone figuratively checks their hat," Lough says. "We're not union, we're not management, we're not contractors; we're all here to learn."

That was the intention, since the project's inception, says Bonny Skene, manager of organizational effectiveness for the Dryden operation.

"The concept was developed in a co-operative way with our four bargaining units; they have been our partners every step of the way," Skene says.

The idea was incorporated into the very design of the 4,500-square -metre...

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