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Employee Experience

Aligned with our organizational structure and strategic priorities, our approach to employee experience strives to foster a workplace where everyone can thrive.

Our core values — Integrity, Respect, Inclusion and Diversity, One Whirlpool and Spirit of Winning — define our character and serve as the bedrock of our company culture, even as strategy and priorities evolve to meet the moment.

At Whirlpool Corporation, every employee is a leader. We aim to cultivate agile leaders and help employees enhance their skills and capabilities, developing a sustainable pipeline of exceptional talent. The nine components of our Leadership Model serve as a guide that helps our employees perform at their best and maximize their impact.

Leading at Whirlpool

Employee Well-Being

We foster well-being through our Be*Well strategy, which identifies six pathways through which we support employee well-being. This includes a global Employee Assistance Program to support employees and their families with confidential counseling, coaching and referral services to address personal or work concerns that affect their well-being.

Whirlpool Corporation's Be*Well strategy is a global holistic framework with six pathways to foster well-being and support employees at home and work. We provide benefits, resources and tools, such as webinars and communications globally, to help employees explore each of the pathways. We also provide a global Employee Assistance Program to support employees and their families with confidential counseling, coaching and referral services to address personal or work concerns that affect their well-being.

Click on a Pathway to learn more.

Be Connected

Supporting employee connection and communication by enabling social and inclusive engagement at work.

  • Social Wellness
  • Inclusion and Diversity
  • Employee Resource Groups
  • Community Involvement
  • Employee Recognition
  • Corporate Social Responsibility
  • Length of Service Awards

Be BALANCED

Helping employees to balance home, work and play through part-time, remote work and condensed schedule options.

  • Mental/Emotional Health Resources
  • Mental Health First Aid Training
  • Work/Life Balance
  • Employee Assistance Program
  • Vacation and Holidays
  • Personal and Family Leave
  • Agile Work Arrangements
  • Family Support

Be Healthy

Creating opportunities for employees to meet physical health goals and live a healthy, happy life.

  • Physical Wellness Resources
  • Exercise and Nutrition Programs
  • Medical and Pharmacy Benefits
  • Ancillary Benefits
  • Telemedicine
  • Health Clinic

Be Curious

Supporting advancement through learning and development, helping employees build confidence and shape their work and life for the better.

  • Learning and Career Development
  • Education Reimbursement
  • On-the-Job Training and Skills Building
  • Leadership Development
  • Our Leadership Model
  • Internship Program

Be you

Enabling employees to live a more fulfilling life and stay emotionally healthy.

  • Personal Accountability
  • Encourage, Empower, Motivate, Grow Thrive

Be Prepared

Providing resources for employees to achieve short- and long-term financial goals and live a more sustainable lifestyle.

  • Financial Health Resources
  • Retirement Plans
  • Disability/Sick Leave
  • Employee Perks and Discounts

Compensation and Benefits

Through our robust compensation and benefits approach, we work to attract, engage and retain the best talent while operating on principles of fairness and performance.

Compensation Philosophy

Our objective is to provide a total compensation opportunity that is competitive with external market practices, considers internal fairness and provides a true pay-for-performance approach. At least once per year, we evaluate both external market competitiveness and internal equity. We ensure that all employees have equal access to the compensation and benefit programs that are relevant to their roles within the company. Additionally, in every country we operate, we meet local legal and regulatory requirements and, in many cases, offer additional benefits to strive to achieve market competitiveness.

Commitment to Pay Equity

To uphold our compensation principles, we undertake an annual review of pay equity practices in different countries. As part of this review, we examine the compensation of employees of different gender and racial demographics doing similar work, to identify and mitigate any disparities. We remain committed to this practice and work to ensure our pay decisions are free of bias and focused on performance. When we find potential unexplained differences in pay, we take action, which may include making adjustments when appropriate.

Comprehensive Benefits and Flexibility

We offer flexibility and time-off benefits to global salaried employees. This includes an industry-leading four-week paid sabbatical after every five years of service, as well as “Two-Week Work from Anywhere” opportunities.

Our Be*Well strategy includes pathways focused on employee benefits:

Be PREPARED: This pathway focuses on financial health and includes benefits such as Retirement Plans, Disability/Sick Leave and Employee Perks and Discounts.

Be BALANCED: This pathway addresses emotional health and work/life balance through vacation, holidays, personal and family leave and agile work arrangements.

Support for Working Parents

We understand the challenges faced by working families and strive to ease the stress of childcare. Through facilities such as The “Eddy” Early Childhood Center, which opened in 2019 at our global headquarters, we have supported the families of hundreds of employees.

See our Corporate Policies for more information.

Learning, Leadership and Development

Rooted in our core values and Leadership Model, our learning and leadership development programs support our belief that every employee is a leader. We are committed to helping our people build the skills they need to do their jobs well, both now and in the future, and to enjoy long, meaningful careers with opportunities for growth.

Hourly employees make up the majority of our workforce and have access to a range of opportunities for career growth and leadership skill development.

We offer classroom and hands-on training to develop skills in areas such as warehouse management, materials handling, assembly operations and other skill sets relevant to their growth.

Through World Class Manufacturing, our continuous improvement operations methodology, employees also learn problem solving, lean tools and project management skills.

All global salaried employees have many opportunities for learning and growth through our development programs and processes:

WeLEARN is a digital learning and development platform available to all global salaried employees. Through WeLEARN, employees can readily access mandatory training curriculum, along with a wide breadth of learning resources, including both internal content curated by Whirlpool and external content from free and premium learning providers. Employees are also able to share and curate learning, as well as collaborate with others through social learning groups.

Launched in 2024, the WeGROW framework is our holistic approach to building talent in-house and creating foundational capabilities for personal growth and career development. Employees are encouraged to dedicate time to development-related activities, such as self reflection, exploration of development experiences and development conversations with their managers, using the tools and resources from the WeGROW Framework.

The EDL program is specifically designed to address leadership development needs at Whirlpool. Through EDL, we aim to develop the skills of our people leaders so that they can effectively lead, develop and engage their team members.

The EPE performance management framework helps employees define clear performance objectives that align with business priorities. For leaders, the framework facilitates ongoing coaching and feedback throughout the year and enables them to objectively assess performance and reward success. While there are formal discussions at the beginning, middle and end of the year, employees are encouraged to have regular conversations with their people leaders and other stakeholders throughout the year about their performance objectives and progress, along with any support they need to accomplish their goals.

Additional programs support employees in specific stages of their career development:

Our Early Career LDPs are designed to attract and develop high-potential talent to strengthen the pipeline for critical leadership roles at Whirlpool. These programs build a sustainable talent pipeline through differentiated early career experiences, which include skill-based rotation assignments, a formal leadership curriculum and focused developmental programming. Participants receive comprehensive support, coaching and mentorship from sponsors and business leaders to accelerate their professional growth.

This program equips first-time people leaders with the essential skills they need to lead their teams, in alignment with our Leadership Model. Over the course of several months, participants complete self-directed readings and activities in WeLEARN, attend facilitated sessions and practice their newly acquired skills in the workplace, with support from their own people leaders.

Senior enterprise leaders and potential future leaders (global vice presidents, senior directors and select directors and senior managers) join an in-person, 2.5-day program to deep dive into our Leadership Model. This immersive program strengthens their leadership skills in support of our enduring values.

This is Whirlpool Corporation’s flagship development experience for current and future general managers (GMs). Designed to strengthen both the technical and leadership skills of GMs, the program equips participants to run the business end-to-end: mastering Profit and Loss, cash flow and value creation while leading with accountability, courage and impact. Through immersive sessions, peer coaching and real-world business challenges, the program develops leaders who can balance short- and long-term goals, drive performance and steward the company’s future growth with discipline, foresight and purpose.

Employee Engagement

Having highly engaged employees is crucial to executing our business strategy. We work to foster a workplace where employees are empowered and committed to our ongoing success.

To effectively monitor and drive employee engagement, Whirlpool employs a comprehensive strategy that includes:

Biannual Global Employee Surveys:
A cornerstone of our engagement strategy, this global survey gathers feedback from employees across all regions and functions twice annually. It measures key drivers of engagement, such as leadership effectiveness, communication, development opportunities, empowerment and belonging.

Pulse Surveys and Listening Sessions: In addition to the biannual survey, targeted pulse surveys and listening sessions are conducted throughout the year to gather more frequent feedback on specific topics or initiatives. This allows us to be agile in how we respond to emerging trends and concerns.

Lifecycle Surveys: We seek feedback from employees throughout their journey at Whirlpool, from onboarding to departure, in order to gain insights into potential areas for improvement at every stage of the employee experience.

After collecting feedback from these various sources, we analyze findings to identify strengths, themes and key areas for improvement. Teams and departments develop specific, measurable action plans based on survey results to address areas for improvement. The insights gained directly inform the development and implementation of programs designed to further drive engagement.

Inclusion and Diversity

Inclusion and Diversity is a core value at Whirlpool Corporation because we know that the homes our appliances go into are not all the same, and fostering different perspectives throughout our organization helps us deliver products that improve life at home. We recognize we are on an ongoing journey to cultivate even more inclusive workplaces and thriving communities. Inclusion creates a culture of belonging where all employees and those in our communities can feel they are welcomed, valued, respected and heard.

Inclusive Workplace

Foster a culture where every employee feels welcome, valued, respected and heard.

Diverse Workforce

Develop a workforce with unique perspectives and experiences across all levels of the organization.

Vibrant Ecosystem

Support strong and inclusive communities, brands that reflect and celebrate our consumers, and collaborators who share our values.

Learn more about our approach to Inclusion & Diversity.

Employee Resource Groups (ERGs)

Our global ERGs promote a sense of belonging for all employees by empowering them to build a culture where all are welcome. Through our ERGs, we foster professional development and nurture community connections.

All global employees are welcome 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.

Our ERGs focus on three pillars that drive their efforts and initiatives:

1

Developing Leaders: ERGs offer professional and personal development opportunities that are relevant to their members, including book clubs, mentorship, open discussions on relevant topics, educational series and more.

2

Celebrating Culture: ERGs celebrate what makes us unique and what we have in common. Many of these celebrations — such as Black History Month, Hispanic Heritage Month and Lunar New Year — also provide educational information about cultures, backgrounds and traditions, building a sense of connection with colleagues.

3

Supporting the Community: ERGs engage with local communities in every region through charitable organizations and activities meaningful to their members, including donation campaigns and volunteering.

The Private Securities Litigation Reform Act of 1995 provides a safe harbor for forward-looking statements made by us or on our behalf. Certain statements contained in this and other written and oral statements made from time to time by us or on our behalf do not relate strictly to historical or current facts and may contain forward-looking statements that reflect our current views with respect to future events and financial performance. As such, they are considered “forwardlooking statements” that provide current expectations or forecasts of future events. Such statements can be identified by the use of terminology such as “may,” “could,” “will,” “should,” “possible,” “plan,” “predict,” “forecast,” “potential,” “anticipate,” “estimate,” “expect,” “project,” “intend,” “commit,” “believe,” “may impact,” “on track,” “guarantee,” “seek,” “would,” “committed,” “undertake,” “target” and the negative of these words and words and terms of similar substance. Our forwardlooking statements generally relate to our strategic and transactional objectives, operational planning and implementation, financial projections, goals, and assumptions, external and macroeconomic conditions, and legal, regulatory and sustainability matters. These forward-looking statements should be considered with the understanding that such statements involve a variety of risks and uncertainties, known and unknown, and may be affected by inaccurate assumptions. Consequently, no forward-looking statement can be guaranteed, and actual results may vary materially.

This document contains forward-looking statements about Whirlpool Corporation and its consolidated subsidiaries (“Whirlpool”) that speak only as of this date. Whirlpool disclaims any obligation to update these statements. Forward-looking statements in this document may include, but are not limited to, statements regarding future financial results, environmental, social, and governance efforts, longterm sustainability and Net Zero goals, including emissions reduction targets, risk management and resilience, product innovation, durability and resource efficiency, product safety and quality, second life and end-of-life initiatives, responsible sourcing and supply chain management, sustainable operations and investments in renewable energy, and efforts related to workplace health and safety, employee engagement, and community impact. Many risks, contingencies and uncertainties could cause actual results to differ materially from Whirlpool’s forward-looking statements. Among these factors are: (1) intense competition in the home appliance industry, and the impact of the changing retail environment, including direct-toconsumer sales; (2) Whirlpool’s ability to maintain or increase sales to significant trade customers and builders; (3) Whirlpool’s ability to maintain its reputation and brand image; (4) Whirlpool’s ability to achieve its business objectives and successfully manage its strategic portfolio transformation and outsourced business unit service model; (5) Whirlpool’s ability to understand consumer preferences and successfully develop new products; (6) Whirlpool’s ability to obtain and protect intellectual property rights; (7) acquisition, divestiture, and investment-related risks, including risks associated with our past transactions; (8) the ability of suppliers of critical parts, components and manufacturing equipment to deliver sufficient quantities to Whirlpool in a timely and cost-effective manner; (9) risks related to Whirlpool’s international operations; (10) Whirlpool’s ability to respond to unanticipated social, political and/or economic events, including epidemics/ pandemics; (11) information technology system and cloud failures, data security breaches, data privacy compliance, network disruptions, and cybersecurity attacks; (12) product liability and product recall costs; (13) Whirlpool’s ability to attract, develop and retain executives and other qualified employees; (14) the impact of labor relations; (15) fluctuations in the cost of key materials (including steel, resins, and base metals) and components and the ability of Whirlpool to offset cost increases; (16) Whirlpool’s ability to manage foreign currency fluctuations; (17) impacts from goodwill, intangible asset and/or inventory impairment charges; (18) health care cost trends, regulatory changes and variations between results and estimates that could increase future funding obligations for pension and postretirement benefit plans; (19) impacts from credit rating agency downgrades; (20) litigation, tax, and legal compliance risk and costs; (21) the effects and costs of governmental investigations or related actions by third parties; (22) changes in the legal and regulatory environment including environmental, health and safety regulations, data privacy, taxes and generative AI; (23) the impacts of changes in foreign trade policies, including tariffs; (24) Whirlpool’s ability to respond to the impact of climate change and climate change or other environmental regulation; and (25) the uncertain global economy and changes in economic conditions.

Other Important Notes & Disclaimers

Various of the disclosures in this report are informed by the expectations of various stakeholders and/or third-party frameworks. Such information may not necessarily be material for purposes of our filings under U.S. federal securities laws, even if we use “material” or similar language in discussing such matters. Particularly in the ESG context, there are various approaches to materiality that differ from, and in many cases are more expansive than, the definition under U.S. federal securities laws. Furthermore, much of this information is subject to methodologies and data that continue to evolve. Over time, our approach to such matters has also evolved and is expected to continue evolving, and we cannot guarantee that our approach will align with the expectations or preferences of any particular stakeholder. For example, the processes for measuring and accounting for ESG metrics can involve substantial discretion, include assumptions or other methodological considerations that involve inherent uncertainty and may change due to evolving understanding or perception of certain matters by us or society at large. This can make it difficult to anticipate the ultimate outcomes of certain decisions in advance, as well as complicate the comparison of information presented at different times or under different circumstances or standards. Moreover, while we aim to align various disclosures set forth or referred to in this report with the recommendations of various third-party frameworks, such as the Sustainability Accounting Standards Board and the Task Force on Climate-related Financial Disclosures, we cannot guarantee strict adherence to these frameworks’ recommendations. Our disclosures, as well as relevant internal controls, also may change due to revisions in framework requirements, availability or quality of information, changes in our business or applicable government policies, or other factors, some of which may be beyond our control.

Leading at Whirlpool

Venn diagram illustrating how the nine elements of Whirlpool’s Leadership Model align with the company’s enduring values. The elements are organized in two categories: those focused on the individual and those focused on the team.

Circle 1: Myself

Circle 2: My Team

Overlap: Enduring Values