sustainability priorities


Developing People

As one of the largest, most diverse lumber companies in the world, Interfor is able to offer rewarding work experiences in mills, offices and woodlands.

We bring out the best in our 3,000 employees by offering long-term, competitive jobs supported by training, education and great benefits.

Salaried employees have career development plans and regular performance reviews so supervisors can give feedback related to safety, product quality and overall job performance. This is especially important during the first six months to ensure new employees learn to perform their jobs safely and efficiently.

In addition to competitive compensation and benefits for all employees, we have an incentive award plan for permanent salaried employees. Hourly employees at a number of our mills also share financially in performance improvements at their division.

Our Employee Assistance Program offers professional and confidential counseling services to help employees deal with personal concerns and life issues such as depression, marital and family conflicts, job pressures, stress and anxiety, alcohol and drug abuse, and grief and loss.

Interfor is an equal opportunity employer with high ethical standards. Our Code of Conduct & Ethics goes beyond compliance with workplace laws in Canada and the United States, and ensures workplaces are free from harassment and discrimination. It is backed by a whistleblower hotline where employees can confidentially raise concerns.

2017 achievements and actions
  • We introduced a unique Millwright Apprenticeship Program in the US South. In the first year, 27 maintenance and production employees were able to remain on the job and in their communities while learning this highly respected trade. The three-year program, delivered with the support of the Northern Alberta Institute of Technology, Charles Black & Associates and the Central Georgia Technical School, addresses the critical shortage of skilled maintenance technicians.

“Interfor is the largest lumber producer in the State of Georgia and this shows they are investing not only in mills but also in people – providing Georgians with great local jobs for today and tomorrow.” – Commissioner Pat Wilson, Georgia Department of Economic Development

  • We launched efforts across the US South to improve retention of our hourly workforce. They include new recruitment and selection processes as well as a new onboarding program. The Onboarding Passport supports better communications among mill managers, supervisors and hourly employees. It outlines training, expectations and key milestones, and tracks progress so new hires are engaged and develop the skills and knowledge to be both safe and efficient.
  • We continued to focus on promoting from within. In 2017, one third of all open positions were filled by internal promotions, providing employees the opportunity to advance their careers and grow their skills.
  • We created a world-class lumber trading floor at our offices in Burnaby, BC. It amalgamated our trading offices in Bellingham, WA, and Vancouver. The trading floor drives better communications among our 40 sales reps and logistics experts and improved service for our western commodity, export and specialty lumber customers.
  • Three Peer Groups were created to focus on excellence in Quality Control, Maintenance, and Log Quality. The groups consist of leaders across Interfor’s regions who meet on a regular basis to provide company-wide business solutions that directly impact our bottom line. This development opportunity allows our employees to grow their project management skills and enhance their strategic thinking while supporting employee engagement.
  • In February 2017, we launched the US Southern Operations Quality Control (QC) Support Group, a cross-departmental team made up of expert QC practitioners; Sales & Marketing, and Human Resources staff. On-the-job training was provided at each of our nine mills in the US South over an eight-week schedule, supported by additional off-site formal training sessions. More than 90 employees have undergone training since the initiative was launched, and significant improvements in grade yield have resulted.
Internal and external oversight
  • Interfor Code of Conduct & Ethics
  • Interfor Human Rights Policy
  • Interfor Compensation Policy
  • The BC Employment Standards Act
    • Section 37.7 Loggers working in interior
  • BC Human Rights Act
  • Canadian Human Rights Act
  • BC Workers Compensation Act
  • WorkSafeBC Bullying & Harassment resources
  • Interfor’s BC Workplace Bullying & Harassment Policy
  • Interfor’s Whistleblower Policy
  • US Wages and Fair Labor Act
  • US Equal Opportunity Law
    • Executive Order 11246
  • Washington State Department of Labor & Industries
  • Oregon Bureau of Labor and Industries
  • Georgia Department of Labor
  • Arkansas Department of Labor
  • South Carolina Department of Labor, Licensing and Regulation