Charter Examples Charter Objectives Primary integration objectives to

Charter Examples Charter Objectives (Primary integration objectives to be Scope (Primary categories, systems, processes achieved post close) corporate or functional areas to be addressed in team’s plan) Inputs: • Newco business objectives, planning assumptions (“givens”) • Accountable SMT member direction Focus Areas: • Org restructuring timing • Specific business & functional integration objectives (examples: facility rationalizations, system conversions, policy & process related objectives, communication requirements, etc. ) • Synergy targets: Team objectives for overhead and operational (these will be added once targets & timing are confirmed) Other Team Members Name Inputs: • Newco objectives, planning assumptions (“givens”) • Accountable SMT member direction Focus Areas: • Make sure all people/locations are accounted for • Confirm anything out of integration scope (i. e. not being integrated in year 1) • Goal of this exercise is to identify duplications and “orphans” Role/Deliverable Primary responsibility or subject matter expertise % Time Commitment Time required Inputs: • Integration objectives & scope • Accountable SMT member direction Focus Areas: • Make sure to include Finance and HR resource to assist with overhead synergy deliverables • Define sub team member roles as clearly as possible and estimate amount of time required to complete integration work www. mergerintegration. com 800 -992 -5922 © PRITCHETT LP 1

Charter Examples: Finance Charter Objectives Scope (Primary integration objectives to be achieved post close) (Primary categories, systems, processes corporate or functional areas to be addressed in team’s plan) Implement optimal finance organization structure by end of year 1 Accounting operations, Financial Reporting, Investor Relations, Corporate Planning, Tax, Treasury, Bus Dev, Timberland Wood Products Finance (in conjunction with operating sectors) Meet synergy targets by end of year 1 Finance organization and financial system consolidation Seamless day 1 financial operations (pay employees, vendors, collect cash, combined financial reporting) GL, AP, AR, HR/PR, Log Settlement, MFG ERP, Treasury Operations, Tax Structure Finance assumption: HR leads Initiatives related to payment of employees Day 1 Financial system migration/consolidation during year 1 Determine optimal financial systems platform and target systems consolidation/transfer onto common platform by end of year 1 Consolidate and/or restructure debt and comply with covenants SDT , Farm Credit debt, optimal combined debt structure Consolidate tax entities and comply with REIT requirements XX and YY legal entities Implement Investor Relations program to consider combined large cap investor opportunity/requirements Segment reporting, first year IR program, 1 Q and First year 2016 combined budgeting, forecasting and guidance www. mergerintegration. com 800 -992 -5922 © PRITCHETT LP 2

Charter Examples: Finance Day 1 Mandatories Charter Day 1 Prep (Critical information and/or assessment activities that must be completed pre-close) Retain key employees Put retention incentive in place Pay employees and vendors Support HR benefit/pay changes and configuration of HR/PR system Collect cash from customers Maintain lockboxes and remittance process Comply with treasury requirements Debt consolidation plan Comply with tax requirements -Legal entity consolidation plan -REIT compliance plan and process modifications -2016 stub period distribution planning Close the books and report internally and externally -Determine level of consolidation -Conform accounting conventions -Implement reporting solution across multiple GLs/Systems Combined budget and forecasting process for post day 1 Plan for combined budget consolidation and forecasting process Investor communication and guidance Conclude on segments, combined 1 Q and year guidance, IR plan Issues/Risks Cross-Team Dependencies XX employee day 1 benefits not configured in Target HR/PR HR / IT Financial system consolidation does not occur in time to capture synergies HR /IT / Biz units Organization consolidation does not occur in time to capture synergies HR / IT / Biz Units Management reporting and forecasting across two financial systems not effective IT / Biz units Gap in insurance coverages Treasury / Risk Management www. mergerintegration. com 800 -992 -5922 © PRITCHETT, LP 3