Company History: From its beginning as a manufacturer of electrically powered clothes washers, Whirlpool Corporation has become the

world's leading producer of major household appliances, with annual sales of approximately $17 billion in 2009, 67,000 employees, and 67 manufacturing and technology research centers around the world. Its main products include home laundry equipment, dishwashers, refrigerators, freezers, ovens, ranges, room air conditioners, and mixers and other small household appliances. The company's appliances are sold in more than 170 countries worldwide under such brand names as Whirlpool, KitchenAid, Roper, Estate, Bauknecht, Ignis, Laden, Polar, Brastemp, Consul, and Eslabon de Lujo. Whirlpool is a major supplier of appliances to Sears, Roebuck and Co., which accounts for about one-fifth of Whirlpool's net sales; these include Whirlpool-made products marketed under Sears' Kenmore brand, as well as Whirlpool and KitchenAid brand products. The corporation has 47 manufacturing locations, ten of which are in the United States; the remainder are in Canada, Mexico, France, Germany, Italy, Poland, Slovakia, South Africa, Sweden, Brazil, China, and India. Two-thirds of sales are generated in North America, 20 percent in Europe, and 11 percent in Latin America.

About Whirlpool Corporation's 100th Anniversary Founded on November 11, 1911, Whirlpool Corporation has influenced home and family life during the last century. The company is driven by the belief that everyone needs a comfortable place to call home and has a 100 year history of creating better ways of cooking, cleaning, refrigerating and storing. Whirlpool Corporation is focusing on improving lives one person, one family, one home, one community at a time. Whirlpool disclaims any obligation to update these statements. Forward-looking statements in this document may include, but are not limited to, statements regarding expected earnings per share, cash flow, productivity and material and oil-related prices. Many risks, contingencies and uncertainties could cause actual results to differ materially from Whirlpool's forward-looking statements. Among these factors are: (1) changes in economic conditions which affect demand for our products, including the strength of the building industry and the level of interest rates; (2) the effects of the global economic crisis on our customers, suppliers and the availability of credit; (3) Whirlpool's ability to continue its relationship with significant trade customers, and the ability of these trade customers to maintain or increase market share; (4)intense competition in the home appliance industry reflecting the impact of both new and established global competitors, including Asian and European manufacturers; (5) the ability of Whirlpool to manage foreign currency fluctuations; (6) productliability and product recall costs; (7) litigation and legal compliance risks; (8) the ability of Whirlpool to achieve its businessplans, productivity improvements, cost control, leveraging of its global operating platform, and acceleration of the rate ofinnovation; (9) inventory and other asset risk; (10) fluctuations in the cost of key materials (including steel, oil, plastic, resins,copper and aluminum) and components and the ability of Whirlpool to offset cost increases; (11) the ability of suppliers of critical parts, components and manufacturing equipment to deliver sufficient quantities to Whirlpool in a timely and costeffective manner; (12) health care cost trends, regulatory changes and variations between results and estimates that could increase future funding obligations for pension and other postretirement benefit plans; (13) Whirlpool's ability to obtain and protect intellectual property rights; (14) information technology system failures and data security breaches (15) global, political and/or economic uncertainty and disruptions, especially in Whirlpool's significant geographic regions, including uncertainty and disruptions arising from natural disasters or terrorist attacks; (16) the effects of governmental investigations or related actions by third parties; (17) the impact of labor relations; (18) our ability to attract, develop and retain executives and other qualified employees; (19) changes in the legal and regulatory environment, including environmental and health and safety regulations.

Chronology:
1911: Lou Upton and his uncle, Emory Upton, found Upton Machine Company in St. Joseph, Michigan, to begin producing electric wringer washers. 1916: Upton begins making washers for Sears, Roebuck and Co., which markets them under the Allen trade name. 1929: Manufacturing capacity is increased through a merger with the Nineteen Hundred Washer Company of Binghamton, New York, forming Nineteen Hundred Corporation. 1947: Company introduces the first automatic, spinner-type washer under Sears' Kenmore brand. 1948: Sale of Whirlpool brand washers begins. 1950: Company adds automatic dryers to its product line and changes its name to Whirlpool Corporation. 1955: Whirlpool gains line of refrigerators via merger with Seeger Refrigerator Company and changes its name to Whirlpool-Seeger Corporation; company acquires air conditioner and cooking range lines of Radio Corporation of America (RCA), which are marketed under the RCAWhirlpool name until the mid-1960s. 1957: Company changes its name back to Whirlpool Corporation. 1958: In its first move outside the United States, Whirlpool buys a stake in Brasmotor S.A., a major Brazilian appliance maker. 1969: Whirlpool takes a 33 percent stake in John Inglis Co. Ltd., entering the Canadian home appliance market. 1986: Company acquires the KitchenAid division of Hobart Corporation. 1989: Whirlpool secures the rights to the Roper brand name; it joins with the Dutch company N.V. Philips to establish Whirlpool Europe B.V., a joint venture through which Whirlpool will market a full line of major home appliances in Europe. 1991: Whirlpool buys out its European partner, taking full control of Whirlpool Europe. 1997: Company launches a global restructuring involving the elimination of 4,700 jobs, the closure of plants and other facilities, and a charge of $350 million. 2000: Another major restructuring is launched that includes more than 7,000 job cuts and $373 million in charges over the following two years.

VISION & MISSION: Our pervasive vision, Every Home, everywhere, with pride, passion and performance, rests on the pillars of innovation, operational excellence, customer-centric approach and diversified talent. These are embedded within our business goals, strategy, processes and work culture. Be it our products that are the result of innovation and operational excellence to meet every need of our consumers or the people behind these products that come from a wide spectrum of backgrounds, everything we do features a distinct Whirlpool way