SOCIAL / OCCUPATIONAL HEALTH & SAFETY Core Competency Teams & High Consequence Work Our global EHS Core Competency Teams (CCT), comprised of regional and global subject matter experts, continue to enable best practice sharing and optimization of workstreams. Among them is the Safety CCT, consisting of cross functional representatives from Engineering, Operations and EHS, who partner t o implement approaches and tools to prevent incidents and injuries associated with high-consequence work. Our approach to machine safeguarding focuses on our existing machines and equipment that are assessed as high priority followed by a risk reduction process that includes remediation. For newly acquired machines and equipment, we’re enhancing our machinery safety-related Early Equipment Management (EEM) process to be globally deployed. In alignment with our “We Care” EHS Policy and Standards Manual, the Safety CCT is expanding our Latin America region “ Attitudes for Life ” campaign globally. The Attitudes for Life establish and communicate vital guiding behaviors that can save lives when performing high-consequence work such as working at heights, in a confined space or on live electrical energy. These foundational non-negotiable precautions are brought to life by the conscious choices workers make each day and reinforce the “We Care” EHS policies and procedures while elevating employee awareness regarding activities with a high-potential severity outcome. Additionally, we continue to secure and maintain outside recognition for EHS Management System implementation with 78% of our manufacturing plants globally certified in ISO 45001. Maintaining Safety During COVID-19 Since the global COVID-19 pandemic began, the health and safety of our employees has remained our top priority. While 2020 was a year of development and implementation of policies and procedures related to the pandemic, 2021 efforts pivoted into change management, enforcement and continual improvement. Our global EHS teams have continued to play a central role in our efforts to continue operating safely by implementing COVID-related safety protocols, enforcing the use of masks and social distancing, managing COVID-specific audit processes and responding quickly to evolving guidance, benchmarking and practical learnings. C orporate efforts to encourage employee vaccination included a steady stream of employee information and communications, on-site vaccination events held at Whirlpool Corporation facilities globally and monetary incentives for employees who got vaccinated. These significant efforts proved to be effective in a significant percentage of our employees globally getting vaccinated in 2021. Since the onset of the pandemic, and continuing through 2021, we have continued to actively monitor the pandemic through a cross-functional Global COVID-19 Task Force, which meets weekly to assess the latest developments, make policy and procedural decisions and manage changes in our facilities. While 2020 was a year of development and implementation of policies and procedures related to the pandemic, 2021 efforts pivoted into change management, education and continual improvement. Whirlpool Corporation / 2021 SUSTAINABILITY REPORT 47