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 HomeHome
 AboutInformation about us
o Overview
o Our Strategy
o History
o Innovation
 Whirlpool brand Quartz washing machine
 Consul Aquarela microwave oven
 Amana Jot Refrigerator
 Whirlpool brand resource saver refrigerator
 Electrostatic stickers for Maxi microwave
 Jenn-Air built-in refrigerators
 KitchenAid Superba EQ dishwasher series
 Bauknecht brand steam dishwasher
 Whirlpool minerva built-in oven and microwave
o Global Consumer Design
 Global Consumer Design
 Overview
 Design Enablers
 User Experience
 Awards
 Featured Awards
 Complete List
 Green Kitchen
 Press Releases
o Quality
o Awards and Recognition
o Principal Locations
o Careers
 LeadershipOur management team
o Chairman and CEO
o Board of Directors
 Committees
 Audit Committee
 Finance Committee
 Corporate Governance and Nominating Committee
 Human Resources Committee
 Corporate Governance Guidelines and Policies
 Audit Committee Pre-Approval Policy
 Procedures for Evaluating Related Person Transactions
 By-Laws
 Director Resignation Policy
 Jeff M. Fettig
 Samuel R. Allen
 Herman Cain
 Gary T. DiCamillo
 Kathleen J. Hempel
 Michael F. Johnston
 William T. Kerr
 John D. Liu
 Miles L. Marsh
 William Perez
 Paul G. Stern
 Janice D. Stoney
 Michael A. Todman
 Michael D. White
o Executive Committee
 Jeff M. Fettig
 David A. Binkley
 Marc Bitzer
 Bracken Darrell
 Jose Drummond
 Daniel F. Hopp
 David Szczupak
 Roy Templin
 BrandsPortfolio of Products
o Overview
o Whirlpool
o Maytag
o KitchenAid
o Jenn-Air
o Amana
o Brastemp
o Consul
o Bauknecht
o Gladiator
 ResponsibilityDoing our part
o Overview
o Building Communities
 Cook for the Cure
 Instituto Consulado da Mulher
 United Way
 Benton Harbor HOPE VI Program
 Boys and Girls Club of Benton Harbor
 The First Tee of Benton Harbor
 Diversity and Inclusion in Michigan
 HOSTS Mentoring
 Whirlpool Foundation
 Habitat for Humanity
o Environment, Health and Safety
 EHS Policy
 Environmental, Health and Safety Performance
 Reducing Greenhouse Gas Emissions
 Environmental Health and Safety Management
 Waste Generated
 Water Consumption
 Energy Consumption
 Improving Our Products’ Environmental Performance
 Resource Consumption by Appliances
 Appliance Efficiency Projects
 Resource Efficient Appliances
 Partnering with Others
o Quality, Operations and Suppliers
 Supplier Code of Conduct
o Employees
 Global Labor and Employment Guidelines
 Environmental, Health and Safety Management
o Governance
 U.S. Political Contributions
 Board of Directors
 By-Laws
 Executive Committee
 Proxy Statement
o Code of Ethics
o Sustainability Reporting
 2008 Sustainability Report
 2008 Global Reporting Initiative (GRI) Matrix
 Home
 About
 History
 Overview About Whirlpool Corporation: Our Vision, Our Mission and Our Values
 Our Strategy Brand-Focused Value Creation
 History A proud heritage
 Innovation Unique and compelling consumer solutions
 Global Consumer Design Global Consumer Design
 Quality Our promise to our customers
 Awards and Recognition Our accomplishments
 Principal Locations A truly global presence
 Careers Find your place in the World of Whirlpool
CORPORATE HEADQUARTERS
Our History
Whirlpool Corporation today is the world's leading manufacturer and marketer of major home
appliances. Whirlpool realizes annual sales of approximately $19 billion in 2008, has 70,000
employees and maintains 67 manufacturing and technology research centers around the world. We
market Whirlpool, Maytag, KitchenAid, Jenn-Air, Amana, Brastemp, Consul, Bauknecht and other
major brand names to consumers in nearly every country around the world.
Our beginnings, though, were much more humble, based on a business failure and the vision of one family.
In 1908, Lou Upton invested his savings in a venture to manufacture household equipment. When that
company failed to materialize, Upton was offered the opportunity to select something of value from the failed
venture as a return on his investment. He chose the patents on a hand washing machine that he thought
might be electrified.
Lou Upton brought the patents and his innovative vision home to St. Joseph, Michigan. In 1911, Lou joined
his uncle Emory and brother Fred to produce motor-driven wringer washers as the Upton Machine
Company.
STRONG BUSINESS ETHICS
The company's first major order for 100 washing machines came almost immediately. A problem arose
when a cast-iron gear in the transmission failed — in every single machine. Upon learning of the issue, Lou
Upton replaced the defective parts with a new cut-steel gear. Impressed with the
fledgling company's business ethics, the customer doubled its order to 200 washing
machines.
Upton Machine continued to grow. In order to meet increased customer demand, in
1929 it merged with the Nineteen Hundred Washer Company of New York. Together
they formed the Nineteen Hundred Corporation, and business grew steadily, in spite
of the Great Depression of the 1930s. We began experimenting with new products,
innovative technologies and strong engineering and sales.
WHIRLPOOL IN THE 1940S AND 1950S
World War II halted washer production, as factories were modified to provide components for the P-40
Warhawk aircrafts and military equipment. More than two million units of war materials were produced,
including aircraft propeller pitch controls, trailing edges for fighter wings, hydraulic steering mechanisms for
tank retrievers, carburetor parts, pumps, gears and gear cases.

In the summer of 1945, we began producing washers again, anticipating that within
three years demand would be twice that of 1941. This began a period of explosive
growth that would take us from a small manufacturer of washers and ironers to a
large manufacturer of a full line of major home appliances, including the first fully-
automatic washer and electric dryer.
In 1949, we changed our company’s name to Whirlpool Corporation to contribute to the recognition of our
signature brand. We had grown to lead the industry, achieving $48 million in sales and annual earnings of
$3 million.
COMMITMENT TO SOCIETY
Lou and Fred Upton established the Whirlpool Foundation following the war, making a commitment – a promise –
to reinvest in the community. Their intent was to provide financial and leadership support for nonprofit
organizations dedicated to improving the quality of life in the communities where Whirlpool Corporation operated.
During the post-war boom years of the 1950s, we looked for new ways to expand our product offering. In
1955, we merged with the Seeger Refrigeration Company, which provided us with a quality refrigerator line.
As part of the merger we also acquired RCA’s air conditioning and range businesses, allowing us to provide
customers with exceptional products that met their needs. In 1958, we took our first tentative step toward
operating in foreign markets by entering a partnership with Brazil’s Brasmotor S.A., parent of appliance
maker Multibras S.A. Eletrodomesticos.
EXPANSION AND DEDICATED SERVICE
By the start of the 1970s, Whirlpool offered appliances to handle laundry, home heating and cooling, and the
full cycle of food preservation, preparation, consumption and cleanup, in the kitchen. We continued
introducing innovative products that performed more efficiently and helped make household tasks easier. To
support our consumers, we introduced the Cool Line, the first toll-free consumer service support program in
the United States.
We formed the Office for Environmental Control in 1970, solidifying our focus on social and environmental
responsibility. This group allowed us to standardize strong environmental standards across all of our
operations. Concurrently, we formed partnerships with environmental advocates, industry representatives
and legislators to help craft robust energy and water efficiency standards, test procedures and policies, a
commitment that continues today.
THE FIRST SPACE KITCHEN

In October 1960, Whirlpool received a government contract to design and build America’s first experimental space
kitchen. The kitchen included a miniature thermoelectric refrigerator, freezer, three-cavity oven, self-heated water
system, storage space for food and disposal units for both dry and wet waste. This was the first attempt by
appliance engineers to cope with the problems of zero gravity, and a number of innovative solutions were
developed. Our work helped build public knowledge of and confidence in the space effort.
Whirlpool continued working with the government to develop food and equipment for space
travel, pioneering the development of food, waste management and personal hygiene
systems used in all of NASA’s Gemini, Apollo and Skylab missions.
We began growing our international business, expanding into Mexico. We also built a manufacturing plant in
Pondicherry, India, and began manufacturing and marketing appliances throughout Europe. In 1986, we
purchased the KitchenAid division of Dart and Kraft, allowing us to continue the excellent tradition of major
and countertop appliances for which KitchenAid is known.
Whirlpool accelerated our global expansion in the 1990s, with an expanded presence throughout Europe,
Latin America, Asia and parts of Africa. We were well on our way to becoming a global force in the home
appliance industry and the industry’s eventual leader.
GLOBAL APPLIANCE LEADERSHIP
In 2006, we took the significant step of acquiring Maytag Corporation, resulting in an aligned organization
able to offer more to consumers in the increasingly competitive global marketplace. The transaction enabled
us to become a more efficient supplier to trade customers while offering a broader portfolio of innovative,
high-quality branded products and services to consumers.
Our focus on environmental sustainability continued with an emphasis on consistently offering a full line of
energy- and water-efficient products. In 2003, we became the world’s first appliance manufacturer to
announce a global greenhouse gas reduction target, a 3 percent reduction from 1998 levels by 2008. We
revised the target in 2007, to a goal of 6.6 percent reduction by 2012. Currently our operations’ release of
toxic chemicals in the United States is nearly 90 percent less than the releases compared to the 1987
baseline year, while at the same time production increased approximately 80 percent.
COMMUNITY FOCUS
One of the ways we demonstrate our commitment to community and society is through our partnership with Habitat
for Humanity International, which began in 1999, when we began donating a range and an ENERGY STAR®-
qualified refrigerator to every Habitat for Humanity home built in North America. Our commitment has expanded to
include support for every Habitat home built globally by 2011, either through product donations, cash or home
sponsorship.
Throughout the years, Whirlpool has built a culture of doing the right thing based on living up to our
commitments to stakeholders and by quietly working behind the scenes to strengthen the economic and
social fabric of the communities in which we operate. Our employees live by the values that have made our
company the international leader that it is today. We are delivering strong performance, providing an
outstanding portfolio of brands, and we’re creating better, more innovative products that improve consumers’
lives in and around the home each and every day. Nearly 100 years ago, the Upton family continually
improved their washer; they cared about their community, their employees and their customers. They
believed that "there is no right way to do a wrong thing." We still believe that today.

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 Home
 Responsibility
 Building Communities
 Habitat for Humanity
Habitat for Humanity

Habitat International Website
Habitat International Website
One of the ways Whirlpool demonstrates our commitment to community and society is through our
partnership with Habitat for Humanity International. Our support began in 1999 with the donation of
a range and an ENERGY STAR® qualified refrigerator to every Habitat for Humanity home built in
North America through a five-year, $25 million commitment to the organization. In 2005, we
expanded our commitment by announcing plans to support every Habitat home built globally by
2011, either through product donations, cash, volunteering or home sponsorship.
Whirlpool has donated more than 90,000 appliances globally through our involvement in Habitat for
Humanity, and the value of our commitment has reached nearly $50 million. These numbers continue to
grow, demonstrating our commitment and desire to make a difference in the world in which we do business.
ADVOCACY AND PARTNERSHIPS
BY THE NUMBERS
 19 — Countries with active Whirlpool/Habitat partnership
 1999 — Year the Whirlpool/Habitat partnership began
 5,500 — Number of Whirlpool employees who have volunteered with Habitat
 90,000 — Number of appliances donated to Habitat since 1999
 $50 million — Value of Whirlpool Corporation's current commitment
Through our partnership with Habitat for Humanity, we have worked to bring about more opportunities to
address the issue of sub-standard housing. No company or organization alone can address the need for
housing, which is why Whirlpool Corporation has reached out to others to ask them to join us in creating
more affordable housing habitats around the world.

Whirlpool Corporation helped to encourage our retail trade customers to work with us to support Habitat.
U.S.-based home improvement retailer Lowe's Companies joined us in 2003, and Lowe's and its vendor
partners have contributed more than $18 million to Habitat projects since that time.
Whirlpool has helped Habitat secure additional partnerships, including a $15 million sponsorship by Valspar
Paints. Whirlpool Corporation had been a leading corporate sponsor of the Carter Work Projects since 2004.
Each Year former president Jimmy Carter and his wife, Rosalynn, give a week of their time to build homes
and raise awareness of the need for affordable housing through these Carter Work projects. Our employees
have been actively involved in Carter Projects in Alabama, Georgia (2003), Puebla, Mexico (2004), Benton
Harbor, Michigan (2005), Lonavala, India (2006), Los Angeles, California (2007) and the
Mississippi/Louisiana Gulf Region (2008).
AWARENESS AND ENGAGEMENT
Continuing to help build awareness of and engage more people in Habitat's efforts through volunteerism is a
cornerstone of the Whirlpool partnership with Habitat. Following are a few examples of what Whirlpool has
done to support Habitat in this area:
 Between 2004 and 2007, the Whirlpool brand sponsored singer and television superstar Reba
McEntire's U.S. concert tours to help raise funds for and build awareness of Habitat's mission. The
four concert tours reached more than 800,000 people and raised nearly $1 million for Habitat.
 In 2005, Whirlpool developed, with the Women's Tennis Association (WTA), the Aces for Homes
project. For every "ace" made (a serve that goes untouched by the server's opponent and is
unreturned) by a female player during the tournaments, Habitat receives 20 euros (10 euros from
each Whirlpool and WTA). Whirlpool and the WTA have provided nearly 270,000 euros since the
beginning of the program to support Habitat's efforts in Europe and South Africa.
 In November 2006, Whirlpool started the annual Building Blocks program to raise awareness and
help eliminate substandard housing in the United States. Each year the program recognizes an
outstanding U.S. Habitat for Humanity affiliate and its relationship with its local community by
holding a week-long build in the affiliate's community. During the blitz build, approximately 10
homes are completed with the help of Whirlpool employees and nationwide Habitat and local
community volunteers. Builds have been held in Nashville, Tenn. (2006); Phoenix, Ariz. (2007); and
Dallas, Texas (2008).
 Cook for the Cure Presented by KitchenAid

 Instituto Consulado da Mulher Improving the lives of low-income women in Brazil
 United Way Live United.
 Benton Harbor HOPE VI Program Benton Harbor HOPE VI Program
 Boys and Girls Club of Benton Harbor Boys and Girls Club of Benton Harbor
 The First Tee of Benton Harbor Promoting character development and life-enhancing values
through the game of golf.
 Diversity and Inclusion in Michigan The Council for World-Class Communities
 HOSTS Mentoring HOSTS Mentoring
 Whirlpool Foundation Whirlpool Foundation
 Habitat for Humanity Just one of the ways Whirlpool demonstrates its commitment to community
and society

Home
Responsibility
 Cook for the Cure
Cook for the Cure

VISIT KITCHENAID.COM
VISIT KITCHENAID.COM
Cook for the Cure®, presented by KitchenAid, was developed in 2001 to give passionate cooks a way to
support Susan G. Komen for the Cure. Through donation-with-purchase programs, special fundraising
events, auctions and grass roots initiatives, the Cook for the Cure program has raised more than $7 million
globally to support the fight against breast cancer, with more than $6 million of that in the United States
benefiting Komen for the Cure. KitchenAid also supports breast cancer foundations in other countries,
including Canada, France, Germany, South Africa, Greece and Israel.
PASS THE PLATE

KitchenAid, with help from Villeroy & Boch, is offering a ceramic serving plate that reads "Cook for your friends.
Cook for your family. Cook for the Cur®e." The plate, marked by a pink ribbon, is meant to be passed along to
friends and family along with a culinary specialty prepared by the giver. Once the plate is passed, the recipient is
then asked to do the same. Instructions for participating are on the back of each plate, as well as on
CookfortheCure.com/PassthePlate. Every time the plate is passed and registered, KitchenAid will donate $5 to
Susan G. Komen for the Cure. Plates are available for purchase at cookforthecure.com and Villeroy & Boch
showrooms for $24.99. Thanks to the partnership between KitchenAid and Komen for the Cure, there are several
ways to support the fight against breast cancer and help the millions of women who have been diagnosed with the
disease:
Komen for the Cure was established in 1982 by Nancy G. Brinker to honor the memory of her sister, Susan
G. Komen, who died of breast cancer at age 36. In the 25 years since its inception, Komen for the Cure has
successfully brought breast cancer out of the closet, changing how the world talks about and treats the
disease. It has grown to become the world's largest grassroots network of survivors and activists, investing
nearly $1 billion in the cause and turning breast cancer into a priority health issue for women, researchers,
health professionals and politicians.

 Buy a Pink Appliance — For each qualifying KitchenAid® pink appliance purchased, KitchenAid
donates up to $50 to Komen for the Cure.

 Host a Fundraising Party — You can host a dinner party to raise funds to help fight breast cancer.
Ask your guests to contribute by making a donation to Komen for the Cure. You or they can mail
the contributions directly to Komen for the Cure. To receive a free Cook for the Cure® dinner party
kit, visit www.cookforthecure.com.

 Volunteer — Komen for the Cure is about people — people who are committed to making a
difference and helping put an end to breast cancer. For more information on breast health or breast
cancer, visit www.komen.org or call 1-800-I'M AWARE.
 Cook for the Cure Presented by KitchenAid

 Instituto Consulado da Mulher Improving the lives of low-income women in Brazil
 United Way Live United.
 Benton Harbor HOPE VI Program Benton Harbor HOPE VI Program
 Boys and Girls Club of Benton Harbor Boys and Girls Club of Benton Harbor
 The First Tee of Benton Harbor Promoting character development and life-enhancing values
through the game of golf.
 Diversity and Inclusion in Michigan The Council for World-Class Communities
 HOSTS Mentoring HOSTS Mentoring
 Whirlpool Foundation Whirlpool Foundation
 Habitat for Humanity Just one of the ways Whirlpool demonstrates its commitment to community
and society

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 EMPLOYEES
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 Instituto Consulado da Mulher
Instituto Consulado da Mulher

In 2002, Whirlpool Latin America started the Instituto Consulado da Mulher (ICM) program in Brazil. The
program is dedicated to improving the lives of low-income women living in Brazil, which echoes two of the
United Nations’ eight Millennium Development Goals: the eradication of poverty and the promotion of
gender equality and women’s autonomy. Considered to be the base to sustaining a family and also a
multiplier of information, women have the capacity to drive parents, husbands and children to achieve an
improved social position.
In Brazil, women head 42 percent of the 25 percent poorest households. Of these, 40 percent live alone
with their children and 25 percent are over 40 years of age and either have little schooling or are illiterate. To
address these issues, ICM developed small business cooperatives designed to develop the entrepreneurial
and employment skills of low-income women, while also providing their families with a steady income.
ICM has positively impacted the lives of more than 25,000 women, touching their lives more than 150,000
times through workshops, classes and other education and support activities.
 HomeHome
o Overview
o Our Strategy
o History
o Innovation
 Overview
 Design Enablers
 User Experience
 Awards
 Featured Awards
 Complete List
 Green Kitchen
 Press Releases
o Quality
o Careers
o Chairman and CEO
 Committees
 Audit Committee
 By-Laws
 Jeff M. Fettig
 Samuel R. Allen
 Herman Cain
 William T. Kerr
 John D. Liu
 Miles L. Marsh
 William Perez
 Paul G. Stern
 Jeff M. Fettig
 Marc Bitzer
 Bracken Darrell
 Jose Drummond
 Daniel F. Hopp
 David Szczupak
 Roy Templin
o Overview
o Whirlpool
o Maytag
o KitchenAid
o Jenn-Air
o Amana
o Brastemp
o Consul
o Bauknecht
o Gladiator
o Overview
 United Way
 HOSTS Mentoring
 EHS Policy
 Waste Generated
o Employees
o Governance
 By-Laws
 Proxy Statement
o Code of Ethics
 Home
 Responsibility
 United Way
United Way
Visit LiveUnited.org
Visit LiveUnited.org
Whirlpool Corporation manufacturing divisions and facilities across the United States participate every year
in raising funds for local United Way campaigns. Not only do Whirlpool employees contribute dollars,
employees also provide volunteer services to the campaigns to ensure they are successful. Whirlpool
Foundation offers a one-for-one match for every dollar contributed to the campaigns by Whirlpool employees
and retirees. In 2007, Whirlpool Foundation matched pledges from tens of thousands of employees and
retirees, totaling $3.7 million.

 HomeHome
o Overview
o Our Strategy
o History
o Innovation
 Overview
 Design Enablers
 User Experience
 Awards
 Featured Awards
 Complete List
 Green Kitchen
 Press Releases
o Quality
o Careers
o Chairman and CEO
 Committees
 Audit Committee
 By-Laws
 Jeff M. Fettig
 Samuel R. Allen
 Herman Cain
 William T. Kerr
 John D. Liu
 Miles L. Marsh
 William Perez
 Paul G. Stern
 Jeff M. Fettig
 Marc Bitzer
 Bracken Darrell
 Jose Drummond
 Daniel F. Hopp
 David Szczupak
 Roy Templin
o Overview
o Whirlpool
o Maytag
o KitchenAid
o Jenn-Air
o Amana
o Brastemp
o Consul
o Bauknecht
o Gladiator
o Overview
 United Way
 HOSTS Mentoring
 EHS Policy
 Waste Generated
o Employees
o Governance
 By-Laws
 Proxy Statement
o Code of Ethics
 Home
 Responsibility
 Benton Harbor HOPE VI Program
BENTON HARBOR HOPE VI PROGRAM
Whirlpool Corporation provides funding for Cornerstone Alliance, an economic development organization in
Benton Harbor, Michigan, where Whirlpool has its global headquarters. A portion of the annual funding
provided annually goes toward the state and federally-funded HOPE VI project.
Under the HOPE VI program, more than $25 million of public money is being used to demolish all public
housing in the Benton Harbor community and replace it with approximately 385 single-family homes and
townhouses. One of the requirements of HOPE VI is that public and private investment in social and life skill
improvements equal the investment in the new housing. A collaboration of more 20 not-for-profit agencies
are enlisting all available services within the community toward the 385 families who will receive the
housing, thus helping to build and improve the Benton Harbor neighborhoods.
 HomeHome
o Overview
o Our Strategy
o History
o Innovation
 Overview
 Design Enablers
 User Experience
 Awards
 Featured Awards
 Complete List
 Green Kitchen
 Press Releases
o Quality
o Careers
o Chairman and CEO
 Committees
 Audit Committee
 By-Laws
 Jeff M. Fettig
 Samuel R. Allen
 Herman Cain
 William T. Kerr
 John D. Liu
 Miles L. Marsh
 William Perez
 Paul G. Stern
 Jeff M. Fettig
 Marc Bitzer
 Bracken Darrell
 Jose Drummond
 Daniel F. Hopp
 David Szczupak
 Roy Templin
o Overview
o Whirlpool
o Maytag
o KitchenAid
o Jenn-Air
o Amana
o Brastemp
o Consul
o Bauknecht
o Gladiator
o Overview
 United Way
 HOSTS Mentoring
 EHS Policy
 Waste Generated
o Employees
o Governance
 By-Laws
 Proxy Statement
o Code of Ethics
 Home
 Responsibility
 Boys and Girls Club of Benton Harbor
Boys and Girls Club of Benton Harbor

Visit the Benton Harbor Club
Visit the Benton Harbor Club
Providing young people with access to structured education and recreation opportunities throughout the
United States helps improve scholastic performance and leadership development. Boys and Girls Clubs
have a proven track record of enhancing the lives of young people and their families, and in turn improving
the neighborhoods where these young people reside.
Whirlpool Corporation and our employees have been involved in the Boys and Girls Club of Benton Harbor
from the club's beginning in 1998. Club programs and services promote and enhance the development of
boys and girls by instilling a sense of competence, usefulness, belonging and influence. Whirlpool
Corporation's ongoing partnership with the Boys and Girls Club helps the organization meet their goals and
expand their services. Whirlpool employees donate hundreds of hours annually to the Boys and Girls Club of
Benton Harbor, volunteering for its Smart Girls and other programs. We also work with the organization by
serving as board members for the 2,000 member club, which has a high school graduation rate of more than
90 percent. Whirlpool also sponsors an annual two-day golf outing, which raises approximately $500,000
each year for the Benton Harbor Boys and Girls Club's operating costs. Additionally, we build awareness
inside the company and community and support other fundraising activities.
 HomeHome
o Overview
o Our Strategy
o History
o Innovation
 Overview
 Design Enablers
 User Experience
 Awards
 Featured Awards
 Complete List
 Green Kitchen
 Press Releases
o Quality
o Careers
o Chairman and CEO
 Committees
 Audit Committee
 By-Laws
 Jeff M. Fettig
 Samuel R. Allen
 Herman Cain
 William T. Kerr
 John D. Liu
 Miles L. Marsh
 William Perez
 Paul G. Stern
 Jeff M. Fettig
 Marc Bitzer
 Bracken Darrell
 Jose Drummond
 Daniel F. Hopp
 David Szczupak
 Roy Templin
o Overview
o Whirlpool
o Maytag
o KitchenAid
o Jenn-Air
o Amana
o Brastemp
o Consul
o Bauknecht
o Gladiator
o Overview
 United Way
 HOSTS Mentoring
 EHS Policy
 Waste Generated
o Employees
o Governance
 By-Laws
 Proxy Statement
o Code of Ethics
 Home
 Responsibility
 The First Tee of Benton Harbor
THE FIRST TEE OF BENTON HARBOR

VISIT THEFIRSTTEE.ORG
VISIT THEFIRSTTEE.ORG
Whirlpool Corporation supports The First Tee of Benton Harbor in its work to provide local youths with
activities that promote character development and life-enhancing values through the game of golf. The First
Tee is a World Golf Foundation program for young people of all backgrounds, offering them an opportunity
to develop life-enhancing values such as honesty, integrity and sportsmanship. More than 2,000 children are
currently involved in the Benton Harbor program.
MENTORING
The First Tee works with 20 to 25 mentors from Whirlpool Corporation and the community to offer one-on-one
coaching on golf, ACT preparation, help with choosing the right college and vocational-technology education. The
First Tee brings in guest speakers for special workshops about college and careers, and the organization offers
campus visits to Notre Dame and other regional colleges and universities.
Whirlpool Corporation supports this organization through volunteer efforts, fund-raising events and
charitable donations. Events such as the annual Golf Scramble raises tens of thousands of dollars for The
First Tee, helping the organization achieve its vision of providing the vehicle through which kids can
accomplish their dreams, thrive socially, excel academically and athletically, and become productive
members of society with integrity, strong family values and commitment to community.
An important program that Whirlpool helps The First Tee facilitate is the ACT program. The top seniors and
juniors at local high schools receive Sylvan Learning Center’s ACT Prep and Accelerated Reading courses.
The participants of this program have an opportunity to join the mentor program in the summer, enabling
them to prepare for college life by receiving help through mentors from Whirlpool and the community.
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 Diversity and Inclusion in Michigan
Diversity and Inclusion in Michigan

A true alliance
A true alliance
In January 2001, Whirlpool-then Chairman and CEO David R. Whitwam joined four other community leaders
from the Benton Harbor, Michigan, area in founding the Council for World-Class Communities (CWCC).
The CWCC is a nonprofit group of Southwest Michigan residents working to remove barriers to diversity with
inclusion as well as barriers to economic prosperity in the region. Its vision is to create a set of
interdependent, world-class communities where diversity with inclusion is the foundation and no one is left
behind.
More than 500 people have been actively involved in the Council. Of that number, many Whirlpool
Corporation employees are volunteers, and Whitwam is a past chairman and a current member of the
group’s board of directors.
The number of CWCC partners in the communities continues to grow as the group explores and implements
projects to improve the quality of life for all. Its two main programs—Bridges to Digital Excellence and
Community-Wide Diversity Training—have impacted thousands in the area.
The Bridges to Digital Excellence computer program provides free computer training as well as donated
computer hardware and software to area families without access to home technology. Nearly 1,500 families
with K-12 students have benefited from the program.

Community-wide diversity training workshops have been conducted for businesses, organizations and
community groups in the region and have touched more than 5,000 participants.
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HOSTS MENTORING
The foundation of a strong home and thriving neighborhood begins with education. Since 1998, more than
100 Whirlpool employees have spent 35,000 hours with approximately 350 elementary school children in
Benton Harbor, Michigan, helping to improve their reading efficiency.
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 Whirlpool Foundation
CONTACT WHIRLPOOL FOUNDATION
Candy Garman, Coordinator
Whirlpool Foundation
2000 North M-63, MD 3106
Benton Harbor, MI 49022
Phone: 269-923-5580
Fax: 269-925-0154
OFFICERS AND TRUSTEES
President and Chairman — D. Jeff Noel
Secretary/Treasurer — John Geddes
Trustees — David Binkley, Alan Holaday, Robert LaForest, Tim Reynolds

WHIRLPOOL FOUNDATION
More than half a century ago, Louis and Frederick Upton, two of Whirlpool Corporation's
founders, established Whirlpool Foundation and made a commitment—a promise—to—reinvest in
the community. Their intent was to provide financial and leadership support for nonprofit
organizations dedicated to improving the quality of life in the communities where
Whirlpool operated.
The company knew, even then, the importance of giving back and helping others reach their fullest potential.
This is a tradition Whirlpool has continued. Whirlpool Foundation is keeping that decades-old promise in new
and innovative ways.
WHIRLPOOL FOUNDATION VISION

Whirlpool Foundation will contribute to the global social concerns found in our home communities through grants,
volunteerism and leadership. The contribution of these resources will enable our company to express and
demonstrate our spirit of social responsibility by investing back into the very communities that drive our success.
Today, Whirlpool Foundation addresses community issues with a global approach that better leverages
resources and broadens the impact of change and improvement. Since the foundation's founding, hundreds
of organizations and programs have benefited from more than $128 million in grants. In 2007 alone, the
Whirlpool and Maytag Foundations donated more than $9.2 million to community organizations.
As Whirlpool Corporation grows, so does the global community that Whirlpool Foundation hopes to impact.
The Foundation touches lives around the world through its collaboration with countless organizations.
Through its strategic grants, Whirlpool Foundation has focused on identifying outstanding programs that are
centered on quality family life, cultural diversity and lifelong learning.
The Foundation will successfully contribute to global social concerns because of the support and
participation of our partners and employees. Our partnerships are crucial to helping so many people realize
their promise.
GRANT PROCEDURE
Whirlpool Foundation makes grants to IRS-certified nonprofit organizations in communities where Whirlpool
Corporation operates. Typically, the Foundation makes only one grant to a single program in each year and
is unable to provide grants to individuals or grants to:
 Organizations that request support for a conference or seminar.
 Religious or theological schools or other religion-related groups training individuals for religious
professions.
 Organizations that request support for political causes.
 Social, labor, veterans, alumni or fraternal organizations serving a limited constituency.
 Organizations seeking "bail-out" contributions to cover deficits in their operating budgets.
 Organizations seeking capital or endowment support.
 Athletic associations or sporting events.
 Organizations seeking goodwill advertisements for fundraising benefits or program books.
 Tickets for testimonials or similar benefit events for which only a fraction of the ticket prices goes to
the designated nonprofit sponsor.

 National groups whose local chapters have already received support.
 United Way member agencies seeking general operating support.

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 Environmental, Health and Safety Management Environmental, Health and Safety Management
Employees
PROFESSIONAL DEVELOPMENT
Whirlpool Corporation believes an employee’s development and growth fosters an engaging work
environment where individuals can contribute to their fullest. Because of this, the company offers an array of
distinctive opportunities for development and growth. The professional development structure includes
learning and growth opportunities in Innovation, Customer Excellence, Operational Excellence and key
functional and technical skills.
Some examples include:
 Whirlpool Corporation offers a series of classroom and project opportunities to learn new skills in
the area of Innovation. In the classroom, the employee is instructed in new tools and approaches
that develop innovative consumer solutions. After their coursework, employees engage in activities
that enable them to apply what they learned to one of the many innovation projects at Whirlpool.
 Whirlpool Corporation provides five levels of training to employees as part of its “leading the
Whirlpool enterprise” (LWE) training that are targeted to the employee’s management level. The
courses focus on developing individual leadership capabilities and skills to help transform the
company into a customer-focused enterprise. More than 10,000 employees worldwide have
completed the courses.

 Whirlpool Corporation has an educational reimbursement program that is designed to reimburse
eligible U.S. employees for costs associated with obtaining undergraduate and graduate degrees.
 Whirlpool Corporation offers the opportunity for employees in the United States and Canada to
earn an associate or bachelor’s degree on-site with no up-front out-of-pocket expense. More than
400 employees have or are pursuing degrees.
Diversity also is a strategic cornerstone at Whirlpool Corporation. Employees are given the opportunity to
participate in interactive workshops to discover the power of inclusion and the necessity for a diverse
workforce.
GLOBAL LEADERSHIP DEVELOPMENT
Whirlpool Corporation’s commitment to developing leaders is one of the fundamental elements of our global
people development strategy.
The company’s leadership develop has been recognized by- several third-party organizations. In 2007,
Whirlpool was named to the list of “Top Companies for Leaders” by global human resources consulting firm
Hewitt Associates and Fortune magazine, ranking 12th for North America and 15th globally. Whirlpool
Corporation Chairman and CEO Jeff M. Fettig also was honored with the 2007 Human Capital Advantage
Award, which recognizes a leading chief executive who has displayed excellence in human capital
management while increasing shareholder value.
Whirlpool offers impactful leadership development experiences in the classroom, as well as mentoring and
executive coaching. The company’s leaders are provided opportunities to receive feedback through
individual and organizational assessments. For example:
 Whirlpool Corporation provides five levels of training to employees as part of its leading the
Whirlpool enterprise (LWE) training that are targeted to the employee’s management level. The
courses focus on developing individual leadership capabilities and skills to help transform the
company into a customer-focused enterprise. More than 10,000 employees worldwide have
completed the courses.

 Mentoring also is a key element in developing leadership skills at Whirlpool Corporation. Leaders
have opportunities to mentor other leaders as well as having a mentor for themselves. Mentors and
mentees develop a rich relationship that can provide both of them with a powerful learning
experience.
INCREASING DIVERSITY AND INCLUSION
Whirlpool Corporation recognizes the importance of diversity with inclusion and has identified it as a critical
part of the company’s strategic architecture. Diversity with inclusion is a core enabler for our current and
future success and helps employees develop better solutions for customers, thus delivering better financial
results. Diversity also is a key factor in recruiting and retaining the talent needed to remain competitive in a
competitive global marketplace.
Whirlpool cannot succeed in an increasingly diverse and complex world, unless we embrace diversity at a
very deep level. Accordingly, the company continues to be proactive in gathering and considering different
points of view in its business, as well as creating an inclusive environment throughout the organization.
We are committed to diversity with inclusion because it helps us achieve better results for our customers,
shareholders, and employees. It is the right thing to do.
DIVERSITY REPRESENTATION
Diversity with inclusion is a core enabler for our current and future success and helps employees develop
better solutions for customers, thus delivering better financial results. Diversity also is a key factor in
recruiting and retaining the talent needed to remain competitive in a competitive global marketplace.
WOMEN AT WHIRLPOOL
In 2007, approximately 13 percent of Whirlpool senior executives and 18 percent of Whirlpool mid-level managers
were women worldwide. In the United States, approximately 5 percent of Whirlpool senior executives and 10
percent of Whirlpool mid-level managers were minorities.*
Developing talent and ensuring that talent is diverse is a priority for Whirlpool Corporation, as it is important
to develop and promote future leaders that will enable the company to grow. In 2007, approximately 13
percent of Whirlpool senior executives and 18 percent of Whirlpool mid-level managers were women
worldwide. In the United States, approximately 5 percent of Whirlpool senior executives and 10 percent of
Whirlpool mid-level managers were minorities.*
We want to further develop and advance the careers of women and minorities by providing them with the
experiences and leadership development opportunities needed to be successful. For that reason, Whirlpool
offers the "Leading at the Next Level" program. This initiative accelerates the development of top talent
employees at the director and manager level to aggressively fill the leadership pipeline, ensuring that the
next level of leadership accurately reflects the diversity of the company’s consumers. This is a process that
takes time, focus and commitment in order to build a strong and deep supply of diverse talent that will
ultimately allow us to have appropriate representation at all levels of the company.
*Diversity information varies country by country and thus the only diversity component we can legally track
globally is gender.
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 Global Labor and Employment Guidelines
 Global Labor and Employment Guidelines Global Labor and Employment Guidelines
 Environmental, Health and Safety Management Environmental, Health and Safety Management
Whirlpool Corporation's Global Labor and Employment Guidelines require that each Whirlpool
operating unit throughout the world follows consistent principles relative to labor and employment
practices.
Labor Laws:
Whirlpool Corporation operates in full compliance with all applicable laws and regulations
concerning labor issues in each of the countries in which it conducts business.
Fair Compensation and Employment Conditions:
Whirlpool Corporation deals with employees fairly and honestly, and with concern for our
employees' safety and well being. We pay workers at least the minimum compensation required by
local law and provide all legally mandated benefits.
Safe Work Place:
Whirlpool Corporation provides a clean, healthy, safe and secure work place for all its employees
and contractors.
Communications:
Whirlpool Corporation communicates with its employees and whenever possible, partners with
them to achieve desirable competitive outcomes.
Diversity and Equal Opportunity:
Whirlpool Corporation values diversity and treats individuals with fairness and equity. We assure
equal employment and advancement opportunities for all qualified people. Whirlpool ensures that
employment—including hiring, payment, benefits, advancement, termination and retirement—is
based on ability and not on beliefs or any other personal characteristics.
Harassment:
Whirlpool treats all workers with respect and dignity, and will not tolerate abuse, corporal
punishment, and/or harassment of employees, including physical, sexual, psychological or verbal
harassment.
Personal Development:
Whirlpool Corporation is committed to promoting the personal development and dignity of each
employee.
Freedom of Association:
Whirlpool Corporation respects the right of employees to join or not join an independent trade union
and will bargain in good faith with these associations when they are properly elected.
Forced Labor:
Whirlpool Corporation does not accept or condone any aspect of forced labor, including indentured,
bonded or prison labor.
Child Labor:
Whirlpool Corporation adheres to and strictly enforces child labor laws.
Women's Rights:
Whirlpool ensures women workers receive equal treatment in all aspects of employment.
Suppliers:
Whirlpool seeks to ensure that its suppliers observe similar standards in their relations with their
employees and their own suppliers.

 Management
 Reducing Greenhouse Gas Emissions Reducing Greenhouse Gas Emissions

 Environmental Health and Safety Management Environmental Health and Safety Management
 Waste Generated Waste Generated
 Water Consumption Water Consumption
 Energy Consumption Energy Consumption
 Improving Our Products’ Environmental Performance Improving Our Products’ Environmental
Performance
 Resource Consumption by Appliances Resource Consumption by Appliances
 Appliance Efficiency Projects Appliance Efficiency Projects
 Resource Efficient Appliances Resource Efficient Appliances
 Partnering with Others Partnering with Others
Environmental, Health and Safety Management
Whirlpool has a global environmental, health and safety management process designed to integrate
environmental considerations into product design, employee training, monitoring operations, and
manufacturing processes. Whirlpool also has a global environmental, health and safety council that supports
our global efforts to comply with the environmental, health and safety (EHS) policy requirements.
While Whirlpool agrees that certification against international standards is worthwhile, Whirlpool employs its
own rigorous compliance audit process. This process is based on the Whirlpool Corporation EHS Global
Standards that assess the same environmental risks as the ISO 14001, and the same health and safety
criteria as the OHSAS 18001. The ISO is an international standards organization and the 14001 certification
series addresses environmental management systems. OHSAS 18001 is an international occupational
health and safety management system specification.
The Whirlpool audit process also uses auditors who are experts in the EHS field within the home appliance
industry. The audit process focuses on EHS management systems, performance and compliance to the
Whirlpool EHS Global Standards and local legal requirements. In addition to the Whirlpool audit process, a
number of locations participate in independent audits in conjunction with ISO or OHSAS requirements.
Nearly 30 percent of Whirlpool manufacturing facilities have achieved certification to ISO 14001 and/or
OHSAS 18001.
EMPLOYEE HEALTH AND SAFETY
Whirlpool Corporation values the health and safety of all of our employees throughout the world. We have
developed internal global health and safety standards and compliance measures through the active
participation of employee, health and safety (EHS) professionals throughout the world.
Critical components of our global health and safety program include:
 EHS global council to enhance communication
 EHS global policy
 Global health and safety standards
 Regular compliance audits to:
 Assess compliance with global health and safety standards and management systems
 Assess compliance with local laws and regulations
 Identify risks
 Identify best practices for sharing through Whirlpool
 Global health and safety performance metrics
DAYS AWAY CASE RATE
Whirlpool Corporation’s Day Away Case Rate due to work-related injuries at our manufacturing facilities
declined by nearly 11 percent between 2007 and 2008 – a decrease of more than 21 percent in the number
of days away since 2004.
Safety Performance (Day Away Case Rate) In the manufacturing process
We continually look for ways to enhance safety at our facilities. Following is an example of our efforts.
INTEGRATING SAFETY WITH LEAN MANUFACTURING

We incorporated lean manufacturing practices into our global operating facilities to improve production time,
and we integrated ergonomics into the lean process to reduce or eliminate wasteful and harmful motions
and tasks. We have done this in a number of ways including:
 Evaluating the associated ergonomic risks of each job and working to reduce this cumulative risks
 Diminishing wasteful and harmful motions (for example: constructing workstations to help
employees perform their tasks using more ergo-friendly positions)

 Developing methods to decrease the physical exertion needed for parts assembly (for example: we
reduced the insertion force for bleach dispenser installations in washers by 40%)
 Training teams to better understand ergonomics and to conduct ergonomic evaluations
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 Environmental, Health and Safety Performance
 Waste Generated

Performance
Waste Generated
In 2008, Whirlpool Corporation’s manufacturing facilities worldwide produced 385,086 metric tonnes of
waste. Of this, nearly 90 percent was recycled. Total waste produced by the company’s manufacturing
operations increased in 2006 due to the acquisition of Maytag Corporation.
Total Waste Generated (hazardous and non-hazardous wastes and general refuse)

Overall waste generated per unit decreased by nearly 4 percent between 2004 and 2008.
Total Waste Generated / Major Appliance* (hazardous and non-hazardous wastes and general refuse)
We continually look for ways to reduce the waste created through the production of our appliances.
Following is just one example of our efforts:
ENVIRONMENTAL IMPROVEMENT PROGRAM IN AMIENS, FRANCE
Our washing machine manufacturing facility in Amiens, France, has been carrying out an environmental
improvement program since 1999, which has reduced water consumption by 60 percent, waste by 50
percent and energy use by more than 30 percent. It also has achieved significant improvements in the
quality of discharged waste water and overall reduction in the amount of chemicals used.
*Total Waste Generated/Major Appliance is based on the amount of waste generated by all our
manufacturing facilities divided by the number of major appliances manufactured by Whirlpool Corporation.
The unit of production factor does not include any minor appliances or components produced by Whirlpool,
or any licensed appliances not produced by Whirlpool Corporation.

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 Water Consumption

Performance
Water Consumption
In 2008, Whirlpool Corporation’s manufacturing facilities worldwide consumed 9.3 million cubic meters of
water. Between 2004 and 2008, the amount of water consumed by our manufacturing facilities declined by
15 percent, even after we added four facilities as a result of the 2006 acquisition of Maytag Corporation.
Water Consumed In the manufacturing process

In 2008, Whirlpool Corporation used 0.2 cubic meters of water to produce each major appliance. The
amount of water used per unit during our manufacturing process declined by 21.5 percent between 2004
and 2008, even after factoring in the addition of four manufacturing facilities as part of the 2006 acquisition
of Maytag Corporation.
Water Consumed / Major Appliance* In the manufacturing process
We continually look for ways to reduce the water consumed through the production of our appliances .
Following are just a few examples of our efforts:
TECHNOLOGY REDUCES WATER USE IN ITALY

Our cooking and refrigeration manufacturing facility in Cassinetta, Italy, installed a co-generation system that
will reduce water consumption by 30 percent. The facility also recently installed a new ultrasound washing
machine technology, which will save an additional 5 percent of water per year.
WATER USE IMPROVEMENTS IN FRANCE
At the Whirlpool manufacturing facility in Amiens, France, an environmental program initiative has led to
savings of approximately 60% in water consumption since 1999. The program also has achieved significant
improvements in the quality of discharged waste water.
REUSING WASTE WATER
In 2000, the Joinville, Brazil, compressor facility began reusing waste water in the manufacturing process.
Currently approximately 60% of the water used in the manufacturing process at that facility is reused
wastewater. At the new Beijing, China, compressor facility, which opened in 2005, approximately 50% of
the water used in the manufacturing process is reused wastewater.
WASTE WATER PLANT IN POLAND
We set up a new water treatment system in our cooking, dishwasher and refrigeration manufacturing facility
in Wroclaw, Poland, to ensure that industrial waste water generated by technological processes met the
Whirlpool Corporation EHS Global Standards, as well as local standards.
*Water Consumed/Major Appliance is based on the amount of water used to produce appliances divided by
the number of major appliances manufactured by Whirlpool Corporation. The unit of production factor does
not include any minor appliances or components produced by Whirlpool, or any licensed appliances not
produced by Whirlpool Corporation.

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 Energy Consumption

Performance
Energy Consumption
In 2008, Whirlpool Corporation’s manufacturing facilities worldwide consumed nearly 8.7 million Gigajoules
of energy. Between 2004 and 2008, energy usage (which includes electricity, propane, natural gas and
diesel fuel) increased slightly due to the addition of four manufacturing facilities as a result of the 2006
acquisition of Maytag Corporation and overall increased production.
Energy Consumption In the manufacturing process

Between 2004 and 2008, the amount of energy used to produce major appliances remained consistent. In
2005, we saw a slight increase in energy consumption per major appliance, which was the result of our
efforts to get new facilities ready for production.
Energy Consumption / Major Appliance * In the manufacturing process
We are always looking for ways to reduce the amount of energy spent in producing our appliances.
Following are just a few examples of our efforts:

UPGRADING THE VENTILATION AND HEATING SYSTEM IN NORRKÖPING, SWEDEN
Our microwave manufacturing facility in Norrköping, Sweden, is upgrading its ventilation system to a more
cost effective system. This upgrade will reduce the facility’s energy consumption by approximately 20
percent and provide a more comfortable working environment for employees.
EVAPORATIVE COOLING SYSTEM IN SIENA, ITALY
Our freezer manufacturing facility in Siena, Italy, has reduced its energy consumption by 80 percent by
installing an evaporation cooling system into one of its key packaging buildings.
NEW GENERATION LIGHTING IN NAPLES, ITALY
Our washing machine manufacturing facility in Naples, Italy, is replacing its lighting system, which is
expected to reduce its energy consumption by 60 percent.
CO-GENERATION SYSTEM IN CASSINETTA, ITALY
Our cooking and refrigeration manufacturing facility in Cassinetta, Italy, installed a cogeneration system that
employs natural gas to produce electricity for the manufacturing process and uses steam to heat the facility.
*Energy Consumption/Major Appliance is based on the amount of energy used to produce appliances
divided by the number of major appliances manufactured by Whirlpool Corporation.The unit of production
factor does not include any minor appliances or components produced by Whirlpool, or any licensed
appliances not produced by Whirlpool Corporation.

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 Improving Our Products’ Environmental Performance

Performance
Improving Our Products’ Environmental Performance
We are continually exploring ways to reduce indirect emissions from the amount of energy appliances
consume over their lifetimes. Indirect emissions are created through the production of electricity, natural gas
and other resources that appliances use to operate.
When considering the role of resource efficient appliances in environmental stewardship, it is important to
consider the entire appliance life cycle rather than focusing on one component, such as manufacturing.
Since 1992, the United Kingdom Ecolabeling Board has studied the air, water and solid waste pollution
generated by an appliance during each lifecycle phase – production, distribution, use and disposal. They
have consistently found that an appliance creates 10 to 20 times the air, water and solid waste pollution
(annualized) during its normal use in a consumer’s home than in all other phases of its life cycle.
The U.K. data underscore the significance of resource efficient appliances in overall home efficiency. Home
appliances are important in reducing household emissions, which consume an average of 15 percent of a
home's total energy. Energy-efficient appliances go even further to reduce the energy use impact, leaving a
softer environmental footprint.

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STRONG BUSINESS ETHICS

Upton Machine continued to grow. In order to meet increased customer demand, in

innovative technologies and strong engineering and sales.

WHIRLPOOL IN THE 1940S AND 1950S

tank retrievers, carburetor parts, pumps, gears and gear cases.

automatic washer and electric dryer.

maker Multibras S.A. Eletrodomesticos.

EXPANSION AND DEDICATED SERVICE

the United States.

operations. Concurrently, we formed partnerships with environmental advocates, industry representatives

commitment that continues today.

THE FIRST SPACE KITCHEN

and countertop appliances for which KitchenAid is known.

appliance industry and the industry’s eventual leader.

GLOBAL APPLIANCE LEADERSHIP

high-quality branded products and services to consumers.

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Habitat for Humanity

2011, either through product donations, cash, volunteering or home sponsorship.

ADVOCACY AND PARTNERSHIPS

more affordable housing habitats around the world.

Mississippi/Louisiana Gulf Region (2008).

AWARENESS AND ENGAGEMENT

done to support Habitat in this area:

Dallas, Texas (2008).

 Cook for the Cure Presented by KitchenAid

Cook for the Cure

including Canada, France, Germany, South Africa, Greece and Israel.

PASS THE PLATE

health professionals and politicians.

donates up to $50 to Komen for the Cure.

kit, visit www.cookforthecure.com.

cancer, visit www.komen.org or call 1-800-I'M AWARE.

 Cook for the Cure Presented by KitchenAid

Instituto Consulado da Mulher

improved social position.

retirees, totaling $3.7 million.

BENTON HARBOR HOPE VI PROGRAM

Boys and Girls Club of Benton Harbor

the neighborhoods where these young people reside.

THE FIRST TEE OF BENTON HARBOR

currently involved in the Benton Harbor program.

Diversity and Inclusion in Michigan

group’s board of directors.

Community-Wide Diversity Training—have impacted thousands in the area.

with K-12 students have benefited from the program.

Benton Harbor, Michigan, helping to improve their reading efficiency.

CONTACT WHIRLPOOL FOUNDATION

Candy Garman, Coordinator

2000 North M-63, MD 3106

Benton Harbor, MI 49022

OFFICERS AND TRUSTEES

President and Chairman — D. Jeff Noel

Secretary/Treasurer — John Geddes

Trustees — David Binkley, Alan Holaday, Robert LaForest, Tim Reynolds

founders, established Whirlpool Foundation and made a commitment—a promise—to—reinvest in

organizations dedicated to improving the quality of life in the communities where

and innovative ways.

WHIRLPOOL FOUNDATION VISION

centered on quality family life, cultural diversity and lifelong learning.

is unable to provide grants to individuals or grants to: