APPENDIX / GRI INDEX Disclosure Number Disclosure Name Current-Year Response 404-2 Programs for upgrading employee skills and transition assistance programs See Workforce Development & Engagement , page 53 . At Whirlpool Corporation, we believe that all our employees need high-quality tools and training to do their best work. We provide a wide variety of flexible learning opportunities around the globe to enable our employees to develop and grow. WeLEARN is Whirlpool’s new front door to a personalized learning experience. This digital learner-driven platform is designed to allow salaried employees to access learning when and where they need it, collaborate with others, and build skill for today and tomorrow. Launched in 2020, it is part of a multi-year strategy to create a learning culture at Whirlpool and is available to all of our salaried employees globally. WeLEARN provides learning content that is aligned with Whirlpool's strategic imperatives and our updated Leadership Model. For hourly employees, WCM (World Class Manufacturing) is being implemented at our plants around the world as a part of our Global Manufacturing Strategy. People Development (PD) is a principle enabler of the Global Manufacturing Strategy through the development of our people by building capability to foster an organizational culture to develop exceptional people, engage employees, eliminate waste and loss through WCM methodology. Severance and job placement services and transition assistance are available as necessary and appropriate to White Collar employees in the U.S. Globally we comply with statutory requirements for severence. 404-3 Percentage of employees receiving regular performance and career development reviews See Workforce Development & Engagement , page 54 . 100% of white collar employees globally receive a performance review, regardless of gender. Whirlpool’s performance management process, Every Day Performance Excellence, focuses on both the “What” and the “How” of performance. Employees create objectives in each of four performance categories (Business Performance, Strategic/Project Impact, Organization and Talent, and My Leadership and Values). Formal reviews at mid-year and year-end are supplemented with continuous coaching and feedback from people leaders and cross-functional partners to drive extraordinary results. Global salaried employees (approximately 19,000) participate in Every Day Performance Excellence. Performance management processes for our hourly workforce varies by geography, however does not vary by gender and incorporates various manufacturing plant metrics for performance measurement. 405-1 Diversity of governance bodies and employees See Board of Directors , page 77 . See Diversity & Equal Opportunity , page 59 . See Sustainability Report Data Appendix . 405-2 Ratio of the basic salary and remuneration of women to men Whirlpool does not make compensation decisions based on race, gender or any other protected category. 406-1 Incidents of discrimination and corrective actions taken In 2021, there were 65 internal cases of which 29 were substantiated and we took corrective actions, and 36 were unsubstantiated. We also had 12 external cases of which 4 have been closed. 100% of incidents are reviewed by Whirlpool Corporation’s Global Legal Ethics and Compliance team and Employee Relations team as part of our standard process. No findings of wrongdoing have been determined for the 36 unsubstantiated incidents; however, Whirlpool did take the opportunity in 8 of the unsubstantiated incidents to improve and/or enhance controls, processes and procedures, and/or implement training to support and ensure a strong ethics and compliance culture. Whirlpool Corporation / 2021 SUSTAINABILITY REPORT 117