How will Electrolux

create sustainable

economic value?

Keith McLoughlinPresident and CEO

2

What should Electrolux priority areas to

create further share holder values?

1. Return on Invested Capital

2. Growth

3. Current Reality

Today's agenda

3

EBIT

3

EBIT margin(excluding items affecting comparability)

0%

6%

2006 2007 2008 2009 2010

4

Capital Turnover

4

Capital Turnover

0,0

4,0

2006 2007 2008 2009 2010

5

Return on net assets

5

Return on net assets

0%

10%

20%

30%

2006 2007 2008 2009 2010

6

Growth

Net sales growth(in comparable currencies)

-5%

0%

5%

2006 2007 2008 2009 2010

6

Growth Target % 4

8

Sell-side Consensus 1-2%

9

Phases in Electrolux

development

Acquisitions &

Growth

Up until 1990’s

Consolidation

Up until early 2000’s

Globalization

Transformation

2000’s

Growth

Onwards

Today

10

First margin expansion

then profitable growth

Op

era

tin

g m

arg

in %

Growth %

0 1 2 3 4

8

7

6

5

4

3

2

1

Maximize

shareholder

value

11

How we accelerate growth

Selective acquisitions in strategically important categories and markets

Develop adjacent product opportunities

Growth in emerging markets

Value share growth in mature markets

Coming from heavy exposure to

mature markets…

12

13

…with tremendous growth

opportunity in emerging markets

14

Overview of CTI

Founded in 1905, CTI is the

leading manufacturer of large

household appliances in Chile

Listed on the Santiago Stock

Exchange, with controlling

shareholder Sigdo Koppers

Key subsidiaries: Frimetal and

Somela (listed)

Three production sites in Chile

and Argentina

Approx. 1,200 employees

Key Financials (SEK) (1)

2010, Y/e Dec

Sales 2.9 bn

EBIT 453 m

EBIT Margin 15.8 %

Net Profit (2) 331 m

CST

78.5%

Notes

1) Converted at average 2010 rate CLP/SEK 70.8

2) Pre minority interest

15

CTI Historical Financial

Development

Sales (USD M) (1)

EBITDA

Margin

Notes

1) Converted at average 2010 rate CLP/USD 509

14,8%

17,1%

16,0%15,5%

17,5% 17,2%

10,0%

12,5%

15,0%

17,5%

20,0%

0

125

250

375

500

2005 2006 2007 2008 2009 2010

Sales EBITDA Margin

CAGR (Sales) ~15%

16

Leading Market Positions

Market Position No. 1 in Chile with an

approximate 20% market

share

No. 1 in Chile

Market leader across all key

categories with a volume

market share of 36% in Chile

Strong position in cookers

No. 1 in refrigeration &

freezers in Argentina

Key Products Small domestic appliances Refrigerators, stoves, washing

machines and heaters

Refrigerators, freezers and

washing machines

% Total 2010 Revenue 48% 38% 14%

Brands

Company CTI Frimetal Somela

17

Strong synergies through

combined footprint

Maipú

Cerrillos Rosario

Curitiba

São Carlos

Juárez

Manaus

Snapshot of Combined Business

Combined sales in Latin America

of >SEK 20 billion on a pro forma

basis

Leading player in Brazil and

Southern Cone region

Market-leading brands and

complementary product portfolios

Seven manufacturing facilities

>12,000 employees

Strategic fit

Financial fit

Olympic Group a platform for

growth in Africa and Middle East

18

Commercial partnership with

Electrolux established in the

early 1980’s

19

Strong GDP per capita growth

12791504

1778

2173

2459

2779

0

500

1000

1500

2000

2500

3000

2004/05 2005/06 2006/07 2007/08 2008/09 2009/10

Egypt GDP per capita (US$)

CAGR ~17%

Commercial partnership with Electrolux established in the early 1980’s

20

A solid result and growth

CAGR (Sales) ~6%

16,5%14,2% 16,8%

13,6%

0,0%

5,0%

10,0%

15,0%

20,0%

0

500

1000

1500

2000

2500

3000

2007 2008 2009 2010

Sales EBITDA Margin

Sales Olympic Group, MEGP

21

Strong position in Egypt and

surrounding countries

Market Position Distinct No 1 player in

Egypt and the largest

player in the MENA region

Distinct No 1 player in

Egypt and the largest

player in the MENA region

Leading player in

Egypt and in the MENA region

% Total Revenue 16% 31% 36%

Product segment Cookers Refrigerators Washing machines

Market share Egypt 32% 29% 46%

Delivering on our Growth

Strategy in Emerging Markets

22

Sales 2010:

~SEK 2.9 bn

Sales 2010:

~SEK 2.5 bn

23

Develop adjacent product

opportunities

24

Value share growth

“Best-in-Class” ProductsConsumer Insight

R&D

Phase-out

Product Creation Process

Intent Commercial Launch Process

Strategic

market plan

Consumer

opportunities

Primary

development

Concept

development

Product

development

Commercial

launch preparation

Launch

execution

Range

management

2011, First half

(SEKm) 2010 2011 %

Sales 52,444 47,579 -9.3%

in comparable currencies -0.4%

EBIT*) 2,803 1,441 -49%

Europe 952 467 -51%

North America 738 67 -91%

*) EBIT excluding items affecting comparability

What have we seen?

(SEKm) 2011 H1

Volumes +2%

Europe -4%

North America +1%

Raw materials - SEK 1.2 billion

Prices - SEK 650 million

-15%

-10%

-5%

0%

5%

10%

Quarterly comparison, year over year

2727

Growth in Eastern Europe but weak

demand in Southern Europe

E. Europe

W. Europe

2006 2007 2008 2009

6%

-4%

Q1

10%

-5%

Q4

5%

-1%

Q3

5%

1%

Q2

14%

1%

Q1

7%

5%

Q4

6%

1%

Q3

9%

1%

Q2

1%

4%

Q1

5%

-4%

Q2 Q3

-5%

4%

Q4

-8%

-15%

Q1

-9%

-31%

Q2

-9%

-30%

Q3

-4%

-26%

Q4

-2%

-17%

Q1

1%

-7%

2010

Q2

0%

1%

Q3

0%

5%

Q4

0%

13%

Q1

-2%

13%

2011

Q2

-2%

12%

-20%

-15%

-10%

-5%

0%

5%

10%

15%

Quarterly comparison, year-over-year

282828

North America continued to

decline in July

2006 2007 2008

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1

2009

Q2 Q3 Q4 Q1

2010

Q2 Q3 Q4 Q1

2011

Q2 July

YTD: -6%

Raw material exposure

Steel 45%

Plastics 27%

Other 28%

29

In 2010, Electrolux purchased raw materials for approximately SEK 20 billion

Steel

600

700

800

900

1 000

1 100

Dec 09 June 10 Dec 10 June 11

CRU US Midwest USD/t

30

Plastics

1500

2000

2500

3000

dec-09 jun-10 dec-10 jun-11

US Market USD/MT

31

Key External Drivers

Tough price environment

Price increases in North America, Europe and Latin America

Prices

Negotiations will start end of this year/beginning of next year

Headwind or tailwind?

Raw-material prices

Recovery in Southern Europe (Italy, France and Spain)?

Improved demand in North America; Discretionary and New Housing?

Volumes

Actions been taken

Global R&D

Marketing, Design, Engineering

Best-in-class products

Consumer insight process

Innovation/Mix

Global Operations

LCC production and sourcing

Leverage scale

Modularization

Productivity

Organically: Geographically, Segments, Channels

Acquisitions: Olympic Group, CTI

Growth

Exposure to

emerging markets % 35

35

36

Factors affecting forward-

looking statements

Factors affecting forward-looking statements

This presentation contains “forward-looking” statements within the meaning

of the US Private Securities Litigation Reform Act of 1995. Such statements

include, among others, the financial goals and targets of Electrolux for

future periods and future business and financial plans. These statements

are based on current expectations and are subject to risks and uncertainties

that could cause actual results to differ materially due to a variety of factors.

These factors include, but may not be limited to the following: consumer

demand and market conditions in the geographical areas and industries in

which Electrolux operates, effects of currency fluctuations, competitive

pressures to reduce prices, significant loss of business from major retailers,

the success in developing new products and marketing initiatives,

developments in product liability litigation, progress in achieving operational

and capital efficiency goals, the success in identifying growth opportunities

and acquisition candidates and the integration of these opportunities with

existing businesses, progress in achieving structural and supply-chain

reorganization goals.