In constant pursuit of being the best global kitchen and laundry company, Whirlpool has simplified and streamlined our organizational model to provide clarity around our strategy and to align our priorities.

In support of this transformation, we are developing agile leaders who lead through change. At the same time, we are helping employees to excel under the new model by enhancing their skills and capabilities and building a sustainable pipeline of exceptional talent.

Whirlpool Corporation's Enduring Values

Integrity, Respect, Inclusion and Diversity, One Whirlpool and Spirit of Winning — continue to define the character of our company. They are the moral compass for everything we do and the bedrock upon which our company culture is based, especially as we shift that culture to support optimization and efficiency.

Compensation and Benefits

Our total rewards programs are designed to attract, engage and retain talent and provide competitive compensation. We evaluate external market competitiveness and internal equity at least annually, and our actual pay outcomes align with our performance results. All employees have equal access to the compensation and benefit programs that are relevant to their roles in the company.

In many countries, we undertake an annual pay equity practices review that examines pay between employees of different gender and racial demographics doing similar work. We intend to continue to engage in this practice to uphold our compensation principles and to ensure pay decisions are free of bias and focused on performance.

Recognizing the importance of a balance of work and life for our employees, Whirlpool Corporation offers flexibility and time-off benefits to global salaried employees, for example an industry-leading four-week paid sabbatical after every five years of service, and “Two-Week Work from Anywhere” opportunities.

See our Global Enterprise Policies for
details on our compensation philosophy
and policies including Pay Equity and Executive Compensation.

Easing the Stress of Childcare for Working Parents

Whirlpool understands that working families face challenges in finding affordable, reliable childcare. And we know this stress can bleed into work and prevent employees from performing at their best. So, since 2019, we have done something about it.

The “Eddy” Early Childhood Center is a childcare facility located on the campus of our global headquarters in Benton Harbor, Michigan. Since it opened in 2019, the Eddy has supported hundreds of Whirlpool families, ushering 500+ kids through KinderCare^® Education that provides quality daycare and learning experiences for children of employees. The Eddy is one of several childcare centers available to Whirlpool employees, helping to meet the needs of our working families around the world.

In 2024, for the first time, strategic professional services and research firm Seramount named Whirlpool to its 100 Best Companies for Working Parents list. Seramount assesses companies’ leave policies, benefits, childcare, advancement, flexibility and more. The firm also surveys the availability and usage of these programs, as well as the accountability of the managers who oversee them.

Learning, Leadership and Development

We want Whirlpool employees to enjoy long, meaningful careers with countless opportunities for growth. Our learning, leadership and development programs are designed to help them build the skills they need to do their jobs well now and in the future.

For hourly employees, who make up the majority of our workforce, we provide opportunities for classroom and hands-on training to develop skills in areas such as warehouse management, materials handling, assembly operations and several other skill sets. Through World Class Manufacturing, our continuous improvement business system, employees can also learn problem solving, lean tools and project management skills.

Early career programs designed to attract and develop high-potential talent to fuel pipeline for critical leadership roles at Whirlpool through differentiated early career experiences

Focused on: Early career employees

A five-month experience focused on learning the fundamentals to lead at Whirlpool

Focused on: First-time People Leaders

An in-person 2.5-day program to deep dive into our Leadership Model

Focused on: Global vice presidents and senior directors, expanded in 2024 to include select senior managers and directors

WeLEARN

All global salaried employees can support their own development through our digital platform, Whirlpool Everyday Learning (WeLEARN). Employees can access training and lessons on WeLEARN when and where they need it. They can also collaborate with others through social learning groups and build skills. WeLEARN provides over 745 internally curated learning plans or pathways, which build specific skills for professional and personal growth.

WeGROW

WeGROW is our approach to building talent in house and creating foundational capabilities within the organization to facilitate personal growth and career development. We launched the program in 2024, during which we asked employees to dedicate time to development-related activities, such as development planning and manager discussions, using the tools and training from the WeGROW series. Employees’ participation in WeGROW exceeded both Whirlpool and external benchmarks, with more than 4,700 employees participating.

Everyday Performance Excellence

To further support employee development, we provide ongoing feedback to help our employees develop and perform at their best every day. For all global salaried employees, we conduct regular reviews that include setting short- and long-term objectives in collaboration with their managers. The Everyday Performance Excellence process reinforces always-on coaching throughout the year and aims to motivate and reward employees, deliver results and exhibit behaviors aligned with the Whirlpool Leadership Model.

Employee Engagement

Whirlpool closely monitors employee engagement through regular surveys and listening sessions. In 2024, we adapted our employee listening strategy to help us understand employee sentiment in light of the implementation of a new organizational model and prioritize actions to best support our employees.

Throughout the year, we hosted 26 listening sessions with approximately 700 employees to better understand the employee experience as it relates to the organizational transformation. Overall, we found the feedback to be positive, with employees feeling eager to streamline and simplify processes as a way to become more agile.

A few key themes emerged through these feedback channels:

• In general, employees felt a high level of support from their People Leaders.
• Employees feel a strong sense of belonging at Whirlpool particularly within their immediate teams and, in general, expressed that the work they do is meaningful to them.
• Employees expressed a desire to have a clearer understanding of the career paths available to them in the new organizational model. In response, we launched the WeGROW career development series.
• Employees and leaders sought more resources and strategies to help manage change. In response, we deployed a new program called "Leading Change" to better equip leaders to communicate effectively and lead their teams through change.
• Some employees expressed a desire for more tools and support to change their work. We’re taking action to provide employees with the right continuous improvement tools and encourage all employees to contribute to the overall organizational transformation.

GLOBAL Employee ENGAGEMENT

77% engagement in Q3 is the highest score in three years

69% or 29,146 eligible employees participated in the Pulse survey resulting in the following scores:

Inclusion and Diversity

Whirlpool Corporation is committed to Inclusion and Diversity because we believe diverse experiences and perspectives in an inclusive environment help us achieve more and deliver richer consumer experiences to improve life at home. We also believe it is the right thing to do for our employees and the communities in which we operate and live.

Our Inclusion and Diversity agenda targets three components:

• 

  Inclusive Workplace

  A culture where every employee feels a sense of belonging; they are welcomed, valued, respected and heard.

• 

  Diverse Workforce

  A workforce that represents the diversity of available talent within the market at all levels of the organization.

• 

  Vibrant
  Ecosystem

  Strong and inclusive communities, brands that reflect and celebrate our consumers and collaborators that share our values.

Seramount Inclusion Index

Whirlpool has been recognized for our leadership in fostering an inclusive workplace with a spot on the 2024 Seramount Inclusion Index. The Inclusion Index helps organizations understand trends and opportunities to drive internal change toward becoming more inclusive workplaces.

Employee Resource Groups

Whirlpool Corporation's global Employee Resource Groups (ERGs) empower employees to build a culture in which all are welcome, professional development is fostered and community connections are nurtured. All employees are able to join any ERG they wish. Across the company, ERG leaders work to create programming that meets the needs of their network members, including allies. Throughout the year, the ERGs focus on three pillars: Developing Leaders, Celebrating Culture and Supporting the Community.

In 2024, three of our ERGs — WWN, WFN and YP! — launched chapters at the Pune Tech Center in India, home to Whirlpool Corporation's Global Technology and Engineering Center. The new chapters, which were initiated locally and are led by local employees, garnered over 200 members in their first month.

Developing Leaders

ERGs offered professional and personal development, focusing on topics relevant to their members. Examples included:

• In the U.S., each of the nine ERG chapters hosted events such as book clubs, internal leader speaker series or educational development series.
• In LAR-North, WWN hosted Simposium, a forum to create open and safe spaces for dialogue about gender equality, while YP! hosted internal subject matter experts to discuss brand building and product development.
• In LAR-South, WWN and YP! focused on mentorship and professional development, offering webinars, guest speakers and book clubs on communication, self-confidence and leveraging internal talent development resources.

Whirlpool ERGs

Whirlpool Asian Network (WAN)
NAR

Awareness of Visible and Invisible Disabilities (AVID)
NAR

Whirlpool Family Network (WFN)
NAR, Asia

FOCUS Black Employee Network (FOCUS)
NAR, LAR-South

Whirlpool Hipic & Latino Network (WHL)
NAR

Pride Network
NAR, LAR-North, LAR-South

Whirlpool Vets & Allies (WVA)
NAR

Whirlpool Women’s Network (WWN)
NAR, LAR-North, LAR-South, Asia

Young Professionals Network (YP!)
NAR, LAR-North, Asia

Celebrating Culture

Coming together to celebrate what we have in common and what makes us unique creates a feeling of belonging and connection with colleagues. Throughout the year, ERGs come together with food, fun and educational information about their culture, background and traditions to help employees connect with their colleagues and expand their knowledge about the celebrations that are important to them. Examples included:

FOCUS celebrated Black History Month in February in the U.S. and November in Brazil. In the U.S., the group hosted various events, including cooking classes, to highlight and celebrate Black culture and promote community. In Brazil, FOCUS displayed customized commemorative Whirlpool products and served a special menu in the cafeteria. FOCUS also hosted a webinar and shared knowledge capsules to further awareness and engagement for employees.

WAN celebrated throughout the year. For Lunar New Year, WAN hosted a celebration featuring cultural booths with food, crafts and activities to celebrate the year of the dragon. In April, WAN hosted a dessert competition for Eid-ul-Fitr. Finally, WAN invited the community to celebrate the Indian festival of Navaratri with dinner and traditional Indian dancing.

WHL celebrated Hispanic Heritage Month during September and October, a time that includes many key dates in the histories of Latin American countries. Weekly newsletters highlight Whirlpool leaders, cultural icons and external business leaders with Hispanic or Latino heritage. The 2024 celebration culminated with WHL Latino Night featuring food, music, dancing and games.

Supporting the Community

In every region, our ERGs engaged with the local community, supporting charitable organizations and activities that are meaningful to their members. Examples included:

• In LAR-North, WWN collected donations for a local nonprofit that supports breast cancer patients and survivors, while YP! raised awareness of men’s health during “Movember.”
• In the U.S., WFN joined with the Be*Well team to bring financial education topics relevant to caregiving, such as estate planning, talking with aging parents about finances and planning for college, to their members.
• The U.S. Pride Network hosted Angel Tree during the holiday season to bring joy with wrapped gifts for local families impacted by AIDS. The season marked the 25th year that the ERG has supported Angel Tree.
• WHL collected personal care items, food and more to support seasonal agricultural workers in southwest Michigan.
• For 10 years, WVA has supported Homes for Our Troops with donations of KitchenAid countertop appliances and discounted major domestic appliances for over 250 homes. WVA also teamed up with AVID to build ramps for local residents in Benton Harbor, Michigan, including veterans, who needed to improve accessibility to their homes.

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