Weyerhaeuser Analyst Meeting DC – Day 1 (Economic Overview)

DTP2844.ppt • 5/12/2005 • 1

Good MorningWeyerhaeuser Real Estate Company

Analyst SeminarMay 2005

DTP2844.ppt • 5/12/2005 • 2

Forward-looking Statements

This presentation contains statements that are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Some of these forward-looking statements can be identified by the use of forward-looking terminology such as “expects,” “may,” “will,” “believes,” “should,” “approximately,”anticipates,” “estimates,” “plans,” and “probably,” and the negative or other variations of those terms or comparable terminology or by discussions of strategy, plans or intentions. In particular, some of these forward-looking statements deal with forecasts regarding the outlook for the national housing market, demand, market position in particular markets, competitive landscape in particular markets, expectations regarding increased market share of large homebuilders, builder/dealer consolidation affordability of particular housing markets, large base of first-time homebuyers in particular housing markets, barriers to entry in particular housing markets, financial goals, the regulatory environment and timing of land entitlement process, increase in land values, softness of certain local housing markets, labor demand and supply, innovation, technology, cost reduction, cycle time reduction, quality improvement, competition based upon solutions, and similar matters. The accuracy of such forward-looking statements is subject to a number of risks, uncertainties and assumptions that may cause actual results to differ materially from those projected, including, but not limited to, the effect of general economic conditions, including the level of interest rates, exchange rates and inflation; immigration and population growth; the relative strength of various U.S. and global business segments; local market economies and employment growth; energy prices; raw material prices; the effect of governmental actions; natural disasters; and the outbreak of terrorism, war and other hostilities.

In addition, some information in this presentation is derived from publicly available information, building industry publications and websites, data complied by market research firms, and similar sources. Although we believe that this information is reliable, we have not independently verified any of this information and we cannot assure you that it is accurate.

DTP2844.ppt • 5/12/2005 • 3

Agenda

7:00 a.m. WRECO Overview

7:30 a.m. Homebuilding Operations

8:50 a.m. Land and Land Development

10:10 a.m. Construction Practices and Trends

11:10 a.m. South Village Case Study

11:30 a.m. Meeting Adjourns

Noon Depart for South Village Tour

3:30 p.m. Return to airport

DTP2844.ppt • 5/12/2005 • 4

Weyerhaeuser Real Estate Company Weyerhaeuser Real Estate Company

Daniel S. FultonDaniel S. FultonPresident, Weyerhaeuser Real Estate CompanyPresident, Weyerhaeuser Real Estate Company

DTP2844.ppt • 5/12/2005 • 5

Weyerhaeuser Real Estate Company

Single family homebuilding• Retail business — sell direct to final customer

• Local / regional focus

• Focused on markets where we have a competitive advantage

Builder finance

DTP2844.ppt • 5/12/2005 • 6

Who We Are

WRECOWRECO

DTP2844.ppt • 5/12/2005 • 7

Revenues

1,377 1,4611,750

2,029

2,495

469655

400800

1,2001,6002,0002,4002,800

2000 2001 2002 2003 2004 2004.1 2005.1

($m

illio

ns)

Financial Performance

2005 has started strongly

Average Home Price

318 334 340374

417377

450

200250

300350400

450500

2000 2001 2002 2003 2004 2004.1 2005.1

($00

0s)

Closings & Backlog

3,369 3,6514,280 4,626

5,264

1,065 1,189

5001,5002,5003,5004,5005,500

2000 2001 2002 2003 2004 2004.1 2005.1

Hom

es

Pre-tax Earnings

259 264336

392

120183

610

100200300400500600700

2000 2001 2002 2003 2004 2004.1 2005.1

($m

illio

ns)

ClosingsBacklog

DTP2844.ppt • 5/12/2005 • 8

Financial Performance

Margins and turnover trending favorably

Asset Turnover

1.0 1.0

1.2

1.4 1.4 1.41.5

0.8

1.0

1.2

1.4

1.6

2000 2001 2002 2003 2004 2004.1 2005.1

Pre-tax Margin

19% 18% 19% 19%

26%28%

24%

12%

16%

20%

24%

28%

32%

2000 2001 2002 2003 2004 2004.1 2005.1

Single Family Gross Margin

22% 23% 24%26%

30%26%

32%

15%

20%

26%

31%

37%

2000 2001 2002 2003 2004 2004.1 2005.1

DTP2844.ppt • 5/12/2005 • 9

Return On Investment

25.6 25.330.8 34.9

45.9

101520253035404550

2000 2001 2002 2003 2004

Perc

enta

ge

Return on Investment

WRECO has been a consistent top-quartile financial performer compared to other public homebuilders

DTP2844.ppt • 5/12/2005 • 10

Land Pipeline

WRECO currently has a 6-year supply of land and lots under control

Lots Under Control

0

2

4

6

8

10

12

Num

ber o

f Yea

rs

1994 2005.1

DTP2844.ppt • 5/12/2005 • 11

WRECO — RIR

WRECO is widely known for industry leadership in job-site safety

3.232.95

0.521.05

0.00.51.01.52.02.53.03.54.04.5

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005.1

Employees Contractors

DTP2844.ppt • 5/12/2005 • 12

WRECO Ranked 16th in Closings in 2004 Rank by Closings

1,000

6,000

11,000

16,000

21,000

26,000

31,000

36,000

41,000

46,000

51,000

Tota

l New

Res

iden

tial C

losi

ngs

WRECO: 5,264 Closings

(Source: Builder Magazine, May 2005 and Professional Builder Magazine, May 2005)

DTP2844.ppt • 5/12/2005 • 13

WRECO Ranked 14th in Revenue in 2004

Rank by Total Revenue

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

$14.0

Tota

l Rev

enue

, $B

WRECO: $2.5 Billion

(Source: Builder Magazine, May 2005)

DTP2844.ppt • 5/12/2005 • 14

Rank by Pre-Tax Margin

0%

5%

10%

15%

20%

25%

2004

Pre

-Tax

Mar

gin

WRECO: 23.6%

WRECO Ranked 1st in Pre-tax Margin Among the Top 20 Public Builders in 2004

(Source: SEC filings)

DTP2844.ppt • 5/12/2005 • 15

Large Builders Capture Increasing Market Share

Current stability of market drivers

Supply constraints

Improved inventory management

Geographic diversification

Product diversification

Improved technology

Purchasing efficiencies

Stronger balance sheets

DTP2844.ppt • 5/12/2005 • 16

Months of Supply

0

2

4

6

8

10

12

14

Jan-

74

Jan-

76

Jan-

78

Jan-

80

Jan-

82

Jan-

84

Jan-

86

Jan-

88

Jan-

90

Jan-

92

Jan-

94

Jan-

96

Jan-

98

Jan-

00

Jan-

02

Jan-

04

Mon

ths

Housing Supply Remains Low by Historical Standards

DTP2844.ppt • 5/12/2005 • 17

Industry Market Share Trends

Large homebuilders continue to gain scale faster than small builders• Improved efficiencies• Sophistication • Stability

1993—2004 CAGR

Top 5 Closings 14.8%Top 6–10 10.9%Top 11–20 6.3%Total U.S. 5.5%

Top 20 Market Share

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

1993 1998 2003 2004

Top 5 Top 6-10 Top 11-20

Source: Builder Magazine, US Census Bureau, NAHB

DTP2844.ppt • 5/12/2005 • 18

Large Builder Competitive Advantages

First look at deals (land and partnership)Expertise and resources to entitle landAttract and retain best peopleInvolvement in industry initiativesTechnology investment and implementation

Gross Margin 26.8%

SGA 12.5%

EBIT Margin 14.3%

Financing Cost 1.7%

Profit Margin 12.6%

Gross Margin 24.1%

SGA 13.6%

EBIT Margin 10.5%

Financing Cost 2.1%

Profit Margin 8.4%

2.7%

1.1%

3.8%

0.4%

4.2%

Builders 1–20 Builders 276–400 Advantage

Source: Michael Porter presentation, The U.S. Homebuilding Industry and the Competitive Position of Large Builders, 11/18/2003

DTP2844.ppt • 5/12/2005 • 19

Powerful regional brandsDisciplined execution• Safe job sites• Focused value propositions• Inventory controlLinkage with Weyerhaeuser

Select marketsExperienced management• 22-year average tenureLocalized approach• Product preferences• Community and

governmental issuesAligned management processes focused on financial results

Our Competitive Advantages

DTP2844.ppt • 5/12/2005 • 20

Weyerhaeuser Realty Investors

““Making deals work for over 30 yearsMaking deals work for over 30 years””• Dependable source of capital • Hassle-free approval• Quick initial response • Competitively priced• Funding on the promised date • Honest, fair and focused

on long-term relationships

2004 Closings: 7,371 Homes and LotsEquity or mezzanine debt construction financing to medium size homebuilders (50–600 homes annually)WRI is an investment manager for institutional investors as well as an investor itself• Total investment in WRI represents less than 2% of WRECO’s assets• Principal markets: Southern California, Northern California, Phoenix,

Las Vegas, Denver, Puget Sound, Portland, Washington DC, Chicago, Boise, Salt Lake City

DTP2844.ppt • 5/12/2005 • 21

WRECO Is Positioned to Succeed

Outlook for the national housing market is favorable• Demographic trends are compelling

WRECO is a top performer• We have strong competitive advantages

DTP2844.ppt • 5/12/2005 • 22

Agenda

7:00 a.m. WRECO Overview Dan Fulton

7:30 a.m. Homebuilding Operations Dan Fulton (Moderator)Larry BurrowsWill HolderPeter OrserMike McGeeHal Struck

8:40 a.m. Break

8:50 a.m. Land and Land Development Dan Fulton (Moderator)Jon LashSteve MargolinSteve NardellaJoel MarshallJohn Osgood

DTP2844.ppt • 5/12/2005 • 23

Home Sizes (sf) Price Range Communities 2004 Closings1,459–4,502 $245,000–$1,470,000 21 725 homes

● One of the largest builders of upscale homes in the D.C. area● Market customization leader through program● First large builder to win NAHB’s Housing Quality Award● Rated #4, “50 Best Companies to Work For” by Professional Builder Magazine

“Delivering a superior customer-focused buying experience to customers that value and can afford customization, in well-designed

communities in superior locations. Preferred brand for the upscale buyer.”

Winchester Homes

DTP2844.ppt • 5/12/2005 • 24

500

550

600

650

700

750

2000 2001 2002 2003 2004

Clo

sing

s

$400

$450

$500

$550

$600

Ave

rage

Pric

e ($

000'

s)

Closings Average Price

Winchester Homes: Historical Snapshot

DTP2844.ppt • 5/12/2005 • 25

Winchester Homes: Geography

DTP2844.ppt • 5/12/2005 • 26

Winchester Homes: Formative Periods

Started from Scratch in Maryland

Established as Large Production Builder, Entered Virginia

Market Peaked, Refocused, Branded Quality (WinchestersWorth)

Repositioned, “Preferred Brand Upscale Homebuyer”

Introduced 10 Cylinders

1979–1982

1983–1988

1989–1993

1994–1996

2003–Current

ImplementedCustomization (Your Home Your Way)

1997–2003

DTP2844.ppt • 5/12/2005 • 27

Winchester Homes: 10 Cylinders Operationalized

RetainRetain DevelopDevelop RecruitRecruit LocationLocationCommunityVisioning

CommunityVisioning

Product Design

Product Design

Product Quality

Product Quality

Buying Experience

Buying Experience

RealtorsRealtors CustomersCustomers

Great PeopleGreat

PeopleGreat

ProductGreat

ProductGreat

DemandGreat

Demand

Preferred Brand for the Upscale Buyer

Preferred Brand for the Upscale Buyer

DTP2844.ppt • 5/12/2005 • 28

Winchester Homes:Customization Through

DTP2844.ppt • 5/12/2005 • 29

Winchester Homes: Customization Through

DTP2844.ppt • 5/12/2005 • 30

Agenda



8:40 a.m. Break


DTP2844.ppt • 5/12/2005 • 31

Home Sizes (sf) Price Range Communities 2004 Closings1,700–5,869 $185,000–$667,000 22 745 homes

● Houston’s leading home builder in its targeted upscale market segment● Broad product offering: townhomes to spacious, luxury single-family homes● Houston Builder Ranking 2004: 2nd aver. price ($338,000), 8th total $ volume ($252MM)

Trendmaker Homes

“We offer luxury, production homes at a price below custom homes, but at a premium from other production builders, while using processes that minimize the hassle and anxiety of the home buying/building experience.”

DTP2844.ppt • 5/12/2005 • 32

Trendmaker Homes: Overview

Houston homebuilder since 1971

Purchased by WRECO in 1984

Over the years we have carved out a competitive market niche with Houston’s discriminating, move-up homebuyers

Enjoys strong Realtor support with 83% co-op sales vs. 64% for all builders combined

We target where we see the greatest profit potential

• Move-up family buyers

• Move-down empty nesters

DTP2844.ppt • 5/12/2005 • 33

Trendmaker Homes: Market Statistics

Houston Market Characteristics

4th largest city in America with almost 5 million residents

Added 34,900 new jobs in 2004 (Best Texas Market: Source, MetroStudy)

Over 40,000 housing starts in 2004

One of the most affordable metro housing markets with large base of first-time homebuyers and move-up buyers

Highly attractive regulatory environment with few zoning or entitlement requirements

DTP2844.ppt • 5/12/2005 • 34

Trendmaker Homes: Competitive Landscape

Few significant entry barriers for new builders or lot developers

Supply-rich environment, highly competitive at the retail level

Steady demand from both local buyers and corporate relocation buyers

National and local builders play an important market roll

Realtors play an very important role in corporate relocations and in reselling existing homes for local move-up buyers

Separate and distinct builder and developer market roles

DTP2844.ppt • 5/12/2005 • 35

Trendmaker Homes: Historical Snapshot

Trendmaker Homes

400

500

600

700

800

2000 2001 2002 2003 2004

Clo

sing

s

$250

$300

$350

$400

Ave

rage

Pric

e ($

000'

s)


*Introduced lower-priced townhomes

*

DTP2844.ppt • 5/12/2005 • 36

Trendmaker Homes: Strategy

ProductHigh-design homesHigh level of finishesComplete architectural elementsFunctional features

ProfessionalismUncompromising safety standardsTenured employees — train and retainCustomer-satisfaction drivenFocused Realtor and developer relations

DTP2844.ppt • 5/12/2005 • 37

Trendmaker Homes: Houston Community Map

DTP2844.ppt • 5/12/2005 • 38

Trendmaker Homes: Target Markets / Product

60’ Lot Product Line • 2,400–3,400 s.f.• $190–250,000• 90% brick, granite counters • Move-up and move-down buyers

65’ Lot Product Line • 2,900–3,600 s.f.• $250–300,000• Detached garages, large dining rooms • Strong family homes, some empty nesters

DTP2844.ppt • 5/12/2005 • 39


70’ Lot Product Line • 3,000–4,200 s.f.• $300,000+• Elegant, highly amenitized homes, master

suites with sitting rooms and large game rooms • Move-up family buyers

80’+ Lot Product Line • 3,500–5,000 s.f.• $300–500,000+• Auto-court, 3-car garages, lake and golf lots,

high design• Move-up family buyers

DTP2844.ppt • 5/12/2005 • 40


Acreage Lot Product Line• 2,500–5,000 s.f.• $300–500,000+• Considerable product range, country style and

estate lots• Multi-generational buyers, large-family living

Townhomes• 1,800–2,400 s.f.• $200–260,000• Rear-loaded, 3-car garages, courtyards,

1- and 2-story plans• Density: 6 units per acre • Move-down, empty nesters

DTP2844.ppt • 5/12/2005 • 41

Agenda



8:40 a.m. Break


DTP2844.ppt • 5/12/2005 • 42

“We provide the most home for the money —space, choice, value and hassle-free.”

Home Sizes (sf) Price Range Communities 2004 Closings1,288–4,120 $170,000–$390,000 11 1,160 homes

● #1 in sales volume in the Puget Sound Region● Builds homes using an “even-flow” production system● Selected by Washington CEO Magazine as the “Best Company to Work For” in 2004● Only homebuilder in the nation recommended for OSHA / WISHA VPP Star status

Quadrant Homes

DTP2844.ppt • 5/12/2005 • 43

Quadrant Homes: Historical Overview

Purchased by Weyerhaeuser in 1969

1974: Region’s first master-planned community (West Campus)

1990–2000: Leader in commercial build-to-suit market

1998: Reengineered homebuilding value proposition and began 1/day

2002: Exit commercial

2003: 4/day

2004: 5 and 6/day

DTP2844.ppt • 5/12/2005 • 44

Quadrant Homes

300

600

900

1,200

1,500

2000 2001 2002 2003 2004

Clo

sing

s

$250

$260

$270

$280

$290

$300

Ave

rage

Pric

e ($

000'

s)


Quadrant Homes: Historical Snapshot

DTP2844.ppt • 5/12/2005 • 45

Quadrant Homes

Market Characteristics• New homes• Resale homes• Jobs• Regulatory environmentCompetitive Landscape• Only 2 publics

– No large land positions• Mid-size (300) pushing for

500 sales recently• The 2 publics pushing out into

the next ring

DTP2844.ppt • 5/12/2005 • 46

Quadrant Homes: Strategies

Remain focused on executing in the Puget Sound core ($250–$400,000)

Create compelling value in next ring out ($150–$300,000)

Target unavailable price point in 3rd ring ($125–$200,000)

Stay true to More House, Less Money by appealing to 1st and 2nd homebuyers

DTP2844.ppt • 5/12/2005 • 47

Quadrant Homes: Value Proposition

More House — Less Money

Differentiated by execution of the value delivery system and “tipping-point” brand value

Market position is sustainable because• Surgical focus on principles• People• Ability to transport brand• Disciplined land-acquisition strategies

DTP2844.ppt • 5/12/2005 • 48

Quadrant Homes: Brand

Local Northwest focus

Reinforced by “listening to the customer”

Focus on referral, not traffic generation

Create a repeatable / referable experience

Demonstrate “green” and citizenship values

DTP2844.ppt • 5/12/2005 • 49

Quadrant Homes: Value Delivery System

The competitive edge of a low-cost producer• Safety focus with commitment to quality

• 6 starts and 6 closings every day

• 54-working-day construction schedule

• Harnessing the power of choice

• Focusing on returns through velocity

DTP2844.ppt • 5/12/2005 • 50

Agenda



8:40 a.m. Break


DTP2844.ppt • 5/12/2005 • 51

Founded in Los Angeles in 1921Purchased by WRECO in 1969Celebrating over 50 years in the Los Angeles, San Diego and Las Vegas marketsOur Senior Management Team has an average tenure of 22 years Builder Magazine’s “2003 America’s Best Builder”U.S. EPA Energy Star “2003, 2004 and 2005 Partner of the Year”

THE WAY YOU WANT TO LIVE

DTP2844.ppt • 5/12/2005 • 52

Our value proposition is customer driven, based on 80+ years of experience and intentionally broad

““We build homes and communitiesWe build homes and communitiesfor the way people want to live,for the way people want to live,

creating premium value creating premium value through a trusting builder relationship.through a trusting builder relationship.””

Focused on development of highly amenitized master-planned communities and the construction of homes for first-time through luxury move-up buyers, with extensive option offerings

Pardee Homes: Value Proposition

DTP2844.ppt • 5/12/2005 • 53

We develop a keen sense of regional buyer preferences and earn exceptional homebuyer loyalty

We utilize Six Sigma processes to drive continuous improvement

We are a recognized industry leader in energy efficient and “Green Building” practices

is a powerful brand that succeeds against national brands by being home grown, and benefiting from established trade contractor and consultant alliances


DTP2844.ppt • 5/12/2005 • 54

Sacramento

Pleasanton

Los Angeles

Santa Clarita

Irvine

Corona

San Diego

CALIFORNIACALIFORNIA

Home Sizes (s.f.) Price Range998–5,118 $264,000–$2,100,000

Communities 2004 Closings

25 1,514


DTP2844.ppt • 5/12/2005 • 55

800

900

1,000

1,100

1,200

1,300

1,400

1,500

1,600

2000 2001 2002 2003 2004

Clo

sing

s

$375

$400

$425

$450

$475

$500

$525

$550

$575

Ave

rage

Pric

e ($

000'

s)


CaliforniaCalifornia

Pardee Homes: Historical Snapshot

DTP2844.ppt • 5/12/2005 • 56


Los Angeles / VenturaLos Angeles / Ventura

East Bay / SacramentoEast Bay / Sacramento

DTP2844.ppt • 5/12/2005 • 57

Orange County / San DiegoOrange County / San Diego

Inland EmpireInland Empire


DTP2844.ppt • 5/12/2005 • 58

NEVADANEVADA

Las Vegas

Home Sizes (s.f.) Price Range

1,414–4,330 $258,000–$789,000

Communities 2004 Closings

17 1,120


DTP2844.ppt • 5/12/2005 • 59

0

200

400

600

800

1,000

1,200

1,400

2000 2001 2002 2003 2004

Clo

sing

s

$175

$200

$225

$250

$275

$300

$325

$350

Ave

rage

Pric

e ($

000'

s)


NevadaNevada

Pardee Homes: Historical Snapshot

DTP2844.ppt • 5/12/2005 • 60

Pardee Homes

DTP2844.ppt • 5/12/2005 • 61

Characteristics of our markets• Employment trending positive• Housing pushing to the edges• Land is becoming more scarceDemographics of our markets• 50% families aged 35-40• Increasingly ethnically diverse• Buyers seek affiliation with an eco-friendly builderProduct position• 90,000+ options available to satisfy buyer preferences

Pardee Homes: Competitive Landscape

DTP2844.ppt • 5/12/2005 • 62

We develop master plans that offer our customers a wide variety of opportunities• Housing• Employment centers• Shopping and civic uses• Schools• Recreational amenities

Pardee Homes: Competitive Advantage

DTP2844.ppt • 5/12/2005 • 63

We have proven problem-solving expertise in running the gauntlet of local, state and federal regulatory processes

Pardee Homes: Competitive Advantage

In our 84 year history we have never had an unprofitable year! In our 84 year history we have never had an unprofitable year!

Well-honed execution skills resulting in superior performance

DTP2844.ppt • 5/12/2005 • 64

Pardee Homes

DTP2844.ppt • 5/12/2005 • 65

Safety Is Good Business!

DTP2844.ppt • 5/12/2005 • 66

Pardee Safety History

Recordable Incident Rate (RIR)

0

1

2

3

4

5

1999 2000 2001 2002 2003 2004 2005.1

• Recordable incident rate is the number of incidents per 200,000 labor hours

.56.63.36.87

3.01

1.67

4.36

DTP2844.ppt • 5/12/2005 • 67

Local business, national scale

Unique local value propositions• Local land strategies

• Local design and construction

Share common values• Safety

• People

• Business conduct

WRECO Homebuilding Strategy

DTP2844.ppt • 5/12/2005 • 68

WRECO Homebuilding Strategy (cont.)

Share common support• HR administration, training and development• Information technology• National purchasing• CapitalShare common practices• Listen to the customer• Disciplined financial management – ROI focusLeverage scale of WRECO / WeyerhaeuserAligned culturally with Weyerhaeuser

DTP2844.ppt • 5/12/2005 • 69

What questionsdo you have?

DTP2844.ppt • 5/12/2005 • 70

Agenda



8:40 a.m. Break


DTP2844.ppt • 5/12/2005 • 71

Agenda



8:40 a.m. Break


DTP2844.ppt • 5/12/2005 • 72

Land is the Lifeblood of our Business

Land acquisition is managed as a process

Land is purchased in alignment with market specific strategies

Effective land acquisition requires a balance between opportunity, capital and risk

DTP2844.ppt • 5/12/2005 • 73

Land Acquisition Process Overview

Deal Look-Back

Contract Administration

Project Approval

Financial Analysis

Feasibility

Contracts

Land Leads

Land Strategy

DTP2844.ppt • 5/12/2005 • 74

Land Strategy Drives the Process

Main elements of land strategy• Understanding market attractiveness

– What is the opportunity?

• Plan to take advantage of opportunity

– What is the strategy?

• Strategy implementation

– How do we balance the opportunity, capital requirements and risk?

DTP2844.ppt • 5/12/2005 • 75

Land Strategy / Key Measurements

Number of years supply in lot pipeline• Lots owned or to be acquired via specific performance contract

• Lots under option contract

Compliance with internal debt limits

Achieves target returns

DTP2844.ppt • 5/12/2005 • 76

Land Financing Alternatives

Wholly owned

Option contract

Joint venture• Landowner

• Homebuilder partner

• Financial partner

DTP2844.ppt • 5/12/2005 • 77

Typical Land-related Roles

Acquisitions / deal-maker

Planning and entitlements

Development operations

Feasibility analyst

DTP2844.ppt • 5/12/2005 • 78

Selling Land is an Integral Part of our Strategy

In large mixed-use master plan communities, we routinely sell the non-residential properties to other developers

“Improve our hand in land”Land Revenue as a Percent of Total Revenue

13% 11% 13% 12%18%

0%10%20%30%40%50%60%70%80%90%

100%

2001 2002 2003 2004 2005.1

Land

Rev

enue

Per

cent

age

Land Revenue

DTP2844.ppt • 5/12/2005 • 79

Land Acquisition Key Controls

Standard underwriting package, including common financial analysis model

Risk-adjusted minimum hurdle rates

Annual and 5-year planning process

All deals require approval of WRECO’s President and CEO

DTP2844.ppt • 5/12/2005 • 80

Land Regulation

Growth Management

Comprehensive Plan

Permitting

DTP2844.ppt • 5/12/2005 • 81


Deal Look-Back


Project Approval

Financial Analysis

Feasibility

Contracts

Land Leads

Land Strategy

DTP2844.ppt • 5/12/2005 • 82

Land Planning Optimization

Land planning is closely related to the entitlement process and technology has provided tools to quickly analyze alternatives• Linear Programming (financial optimization)

• Computer Simulation (physical optimization)

DTP2844.ppt • 5/12/2005 • 83


Linear Programming for Land Use Optimization

1200 Acres

DTP2844.ppt • 5/12/2005 • 84


Computer Simulation

Digitized Topography

DTP2844.ppt • 5/12/2005 • 85


Computer Simulation

Street Pattern

DTP2844.ppt • 5/12/2005 • 86


Computer Simulation

Lot Layout

DTP2844.ppt • 5/12/2005 • 87


Computer Simulation

DTP2844.ppt • 5/12/2005 • 88


Deal Look-Back


Project Approval

Financial Analysis

Feasibility

Contracts

Land Leads

Land Strategy

DTP2844.ppt • 5/12/2005 • 89

Agenda

10:10 a.m. Construction Practices and Trends Mark GrayCarlos Guilherme

11:10 a.m. South Village Case Study Alan ShapiroJohn Monacci

11:30 a.m. Meeting Adjourns Dan Fulton



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WRECO and Weyerhaeuser Wood Products

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Presentation Outline

Overview of building practices

Major trends in home construction

WRECO / WY responses to these trends

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2004 Total Third Party Sales $9.8 Billion

Softwood Lumber40%

Engineered Lumber Products

15%

Oriented Strand Board14%

Plywood / Veneer10%

Other Products21%

Leading Producer of Residential Building Materials

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Focused on the New Residential Market

New Res50%

R&R19%

Industrial23%

Export5%

Non Res3%

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Value of WRECO / Wood Products Relationship

Collaborate to gain superior information• Trends in home construction

• Better understanding of product usage requirement

• Sources for product innovation

Jointly develop and trial innovations — products and building methods

Joint marketing opportunities (Sales centers, Extreme, etc.)

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Use of Weyerhaeuser Products

100% of WRECO’s wood floor systems use Weyerhaeuser products% of 2004 Closings

WY Floor System (TJ and Structurwood)

83%

TJ4%

Structurwood13%

Only

Only

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WRECO / Weyerhaeuser responses to these trends


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Cost Breakdown of Large Builders*

Profit13%

Other2%

Constuction Labor21%

Marketing/Advert.5%

Overhead6%

Financing2%

Land and related24%

Materials & Indirect27%

* Average of 6th through 25th builderSource: Professional Builder Magazine, May 2005

% of Home Sale Price

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Basements / Crawl Spaces / Slab On-grade

Trendmaker Winchester

QuadrantPardee

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Wall Panelization and Traditional Site Frame

Trendmaker Winchester

QuadrantPardee

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Exterior Sheathing and Roofing

TrendmakerTrendmaker WinchesterWinchester

PardeePardee Quadrant Quadrant

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Regional Differences Will Persist

• Building practices / code requirements

• Builder concentration

• Propensity to prefabrication

• Labor availability

• Relative structure supply chain participants

Regionally distinct models will

continue to exist in the near term

Regionally distinct models will

continue to exist in the near term

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Trends in Homebuilding Industry

Tightening Labor Markets

Enabling Technology

Builder and Dealer

Consolidation

Improving Componentization

Economics

Position to Profit in this New

Environment

Position to Profit in this New

Environment

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Builders Continue to Consolidate

0

5

10

15

20

25

30

35

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

Top 100

Production Builder Market Share% of total closings

Source: Builder Magazine

Top 10

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Greater Use of Components

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Other Componentized Practices

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Enabled by Technology

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Industry Trends

More components to reduce cost, cycle time and improving quality

Improved coordination across the supply channel

Production builders will lead this change

Basis of competition for suppliers will change from products to solutions

Balance common processes with unique regional needs

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Positioning Initiatives

Clear focus on the residential market

Developing new value proposition• Innovating on products• Enabling software• Market presence

Investing in world class technology

Operating excellence throughout the delivery chain

Bringing the full value of WY integration• Homebuilding/Manufacturing• Systems creation• Manufacturing/Timberlands

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What questionsdo you have?

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Agenda






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South Riding, Loudoun County Virginia

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Winchester Homes: How We Arrived Here — South Riding Story

Winchester Purchased 102 “Premium” Lots from South Riding Developer Trafalger House

Sales Begin at South Village

1996–1998 2003–Current

Identified Adjacent Parcels (428 Lots) to Continue Successful Program

1999

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Winchester Homes:Map of South Riding and Vicinity

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South Riding: Overview

South Village Commons

Retreat At South Village

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Winchester Homes: Hub and Spoke Strategy

Coming Spring‘06

Coming Spring ‘07

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South Village: Commons and Retreat

Retreat At South Village

South Village

Commons

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South Village: Commons Site Plan

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South Village: Commons Home Styles3,000–3,500 s.f. High $700,000 2,300 s.f. Low $500,000

2,600 s.f. Low $500,000

3,200–3,500 s.f. Mid $700,000

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South Village: Retreat Site Plan

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South Village: Retreat Home Styles

2,900-4,500 s.f. Low $800,000

3,000-3,500 s.f. High $700,000

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South Village: Our Successes

268 Sales since community start (2003)

43% Average increase in price — Townhomes

40% Average increase in price — Single Family

96% Willingness To refer*

74% Highly enthusiastic customer rating*

42% Homeowner referral rating*

* Source: Woodland/O’Brien & Associates

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Agenda






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Thank You

Check out of room (if not already done)

Take luggage to curbside

Pick up box lunch on designated table

Board bus no later than Noon

Enjoy your day, travel safely!

Economy & Finance

Weyerhaeuser Analyst Meeting DC – Day 1 (Economic Overview)