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WHIRLPOOL CORPORATION CONFIDENTIAL

WHIRLPOOL EXECUTIVE REPORTING

Whirlpool Global Real Estate (GRE) delivers an Executive Summary Report (ESR) to the C-suite bi-monthly. Every report uses the following principles:• Organized against executive goals, not by how we deliver service• Minimal use of real estate speak• Storytelling – are we talking about our work in a way that is meaningful to the

business?• Visuals and graphics are important, but content is king• Simple and succinct – 10 – 12 pages long

In the following slides, you’ll find samples from the ESR reports that show how we achieve the above.

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EXECUTIVE SUMMARY REPORT – JUNE 2013GLOBAL REAL ESTATE

The new Oslo Demonstration Kitchen


GLOBAL EXECUTIVE SUMMARY

"Our new office has really sparked the motivation in our sales force, as well as our office staff. The staff is very proud to invite trade partners to our new premises where they can take care of them in our functioning demo kitchen.

Looking in our booking calendar, I see more hands on trainings and trade partner meetings in the few months leading up to summer than I did for the entire year 2012.

The new office represents the brand pillars of innovation and design in a clear way. This is extremely important as we aim to have a constant stream of trade partners coming to us for hands-on product training.

It's all very new, but I'm confident that we'll see the results in our built-in sales, both in volume and in ASV“

-Joakim Hansson,Commercial ManagerWhirlpool Nordic AS,on the new Oslo office space

• GRE continues to work on multiple projects with the Region/Businesses to identify opportunities to Reduce Cost, support Winning Products & Winning People Contributions

• GRE has overseen CapEx spend of $XXM YTD vs. a forecast of $XXM. Total CapEx for 2013 is forecasted at $XXM

• GRE is leading a Global Facility Sustainability initiative which has been seeded in NAR and is currently in the process of developing a global network sharing platform to accelerate cost saving opportunities

• Made a connection between regional upcoming lease expiries and market conditions using property clocks to make timely decisions on portfolio actions

• Executed a new five-year agreement with Jones Lang LaSalle creating stronger alignment between our organizations and tightly aligning contract objectives to ELA performance metrics with significant fee at risk if targets are not achieved Covers global transaction management, lease administration, and consultancy services and NAR facility and project management

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MAY GLOBAL REAL ESTATE UPDATE

Winning Products Contributions

Completed• “The Garage” project (renovation of storage building at

former Plant 7 in Benton Harbor) was completed and occupied in March.

Upcoming • The Benton Harbor Tech Center (renovation of Plant 7)

is underway with construction currently in process. The labs will be up and running in Q4.

Interior of The Garage

“The Garage” is an innovation incubator. Opened in Feb 2013, teams pitch their product innovation ideas to senior leadership and if approved move into the Garage for focused development over a designated period of time. The creative design of the space, including reuse of furniture from the Global HQ renovation, puts teams in the right frame of mind to bring the next great product enhancements to life.

Winning People Contributions

Completed

• Moved Oslo Sales Office to a new, modern environment increasing occupant satisfaction – see the great quote from the BU Country Manager on slide 2

• GCD space at WoW in Chicago was completed in May

Upcoming

• Riverview Phase II is progressing well for an early delivery in August. This will help alleviate workspace shortages in BH/SJ

• The Global HQ North Wing renovation is on schedule for staged delivery in September and October

• Incorporating diagnostic tools at all GRE managed properties which will enhance thermal comfort and deliver energy savings

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EDUCATION

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WHIRLPOOL CORPORATION CONFIDENTIALWHIRLPOOL CORPORATION CONFIDENTIAL

BLEND AND EXTENDChanging the dynamics

of lease renewal negotiations

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CHANGING THE DYNAMICS OF LEASE NEGOTIATIONS

Reverse engineered the lease renewal process—putting ourselves in the landlord’s shoes first—to capture greater value from the transaction• Identify creative solution to renew long-term leases early through:

• Detailed analysis of current and projected market conditions• Landlord’s bottom line

• Known as “blend and extend”, this strategy combines costs associated with an existing lease with current market rates over an extended new period, generating significant economic impact for Whirlpool and mutual benefits for the landlord

Whirlpool• Certainty on long-term rental rates• Reduced annual run rate by negotiating

lower rental schedule• Solidifies long-term occupancy planning• Capitalize on allure of early renewal to

gain other advantages like capital improvements

• Potential for immediate savings

Landlord• Eliminate uncertainty on upcoming

tenant rollover• Potential for significant boost in asset

valuation from long-term extension with an investment rated credit tenant

• Unique opportunity for long-term contractual rent as tenant unlikely for lengthy extension upon lease renewal

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STORYTELLING

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WHIRLPOOL CORPORATION CONFIDENTIALWHIRLPOOL CORPORATION CONFIDENTIAL

TO LEED OR NOT TO LEED?

Supporting Whirlpool’s commitment to sustainability

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WHY PURSUE LEED CERTIFICATION?

To make the same commitment in our facilities as we do with our appliances

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• Achieving LEED certification aligns with Whirlpool’s policy of highly efficient appliances and products

• Small incremental investment with payback between 1 – 4 years

• Enables other sustainability initiatives that support Whirlpool’s corporate sustainability goals:• Reduce the total amount of water we consume

(entire lifecycle) as the business grows• Zero waste by 2022 – minimize or eliminate all

waste across our business and send no manufacturing or packaging waste to landfill

• Continue to reduce carbon intensity• Utilize more efficient transportation


OUR JOURNEY TO LEED

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2006 – Supply Chain Program Initiated

•Case study with Supply Chain to review on global basis•Build framework for best building practices and benchmarking

2013 – What’s next?

•Develop and implement Global Sustainability program to reduce energy consumption and water usage•With 9 sites now LEED certified, our journey continues…

2012 – More stringent standards

•First LEED 2009 project•First brownfield site requiring remediation

2011 – Analysis

•Continuation of higher level certification•Cost savings analysis to determine financial and environmental impact of LEED program

2010 – Higher achievement

2009 – First projects certified

•Pursued LEED after start of construction

2008 – Project kickoff

•Diagnostics for multiple LEED projects currently in construction as well as the remainder of the distribution buildings in planning to pursue LEED certification•Determine the best course of action with facilities in construction

•Continue certification of first projects •Incorporated LEED at the beginning of the process to allow for use of additional strategies

Riverview, Benton Harbor, MI

Cleveland, TN – Plant and FDC


STRATEGIC APPROACH

• Pragmatic approach to balance investment with sustainability benefits• Only pursue strategies and credits that add value to the buildings• Ensure measurable, verifiable results – no “greenwashing”• Emphasis on procuring materials and products that meet sustainable criteria• Document best practices from early projects• Adopt and include green strategies in new projects pre-design outline

specifications defining goals and requirements• Work as an integrated team

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LEEDING RESULTS

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Approximately 10% of WHR square footage is LEED certified delivering

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