Speech at Electrolux AGM 2013 by Keith McLoughlin, President and CEO Electrolux, March 26, 2013

1. Annual General
Meeting 2013
Keith McLoughlin,
President and CEO
March 26, 2013

2. 2
2
2012

3. Summary Full-Year 2012
3
*) Growth in comparable currencies
SEKm
109,994
(101,598)
4,779
(2,745)
5,182
(3,980)
Sales
+9.4%*
EBIT Cash Flow
+30% +74%

4. 4
Strongest top-line growth ever
0.06%
2006 2007 2008 2009 2010 2011 2012
Net sales growth
(in comparable currencies)
Total
9.4%
Financial
target 4%
Organic
Acquired
5.5%
3.9%

5. Improved profitability
5
*) Excluding items affecting comparability and non-recurring items.
EBIT, SEKbn*
2011 2012
Price/mix
Raw material,
sourcing etc.
Volume Cost
savings
Acquisitions
3.9
5.2
+
+
+
_
+
~ SEK 2 bn ~ SEK 3 bn

6. Share price development 2012
6
100
120
140
160
180
Share price SEK
Electrolux
57%
Index
10%
Jan
2012
Dec
2012

7. Intensive launch period
in 2012

8. Electrolux
Inspiration Range
8

9. 9
9
Inspiration Range

10. AEG Neue Kollektion and
Zanussi Quadro
10

11. Frigidaire
11

12. Frigidaire OrbitClean Dishwasher
12

13. 13
The transformation
is paying off
Frigidaire

14. 14
UltraPower

15. 15
15
UltraPower

16. 2012 Sustainability Awards
16
Component of
the World’s Most
Ethical Companies
(2011-2012)
Sustainability Sector Leader
in the world (2006-2012)
Sustainability Leaders and Gold Class
(2013)
“The most sustainable corporations”
(2012)
Germany: Component of Oekom
Research (2012)
Climate Sector Leader (2012-2013)
The UK:
Component of
the FTSE4Good
Index Series
(2000-2012)
France: Component of Vigeo Index

17. Desired position
17
...our customers ...our shareholders
As measured by...
...our employees
To be the best appliance company in the world
Our Vision

18. 18
Our Strategy
Profitable
growth
Operational
excellence
Innovation
– Products and
Services
– Brands and
Design
– Sustainability
People & Leadership

19. …adding profitable growth to the equation
we can expand value creation
19
Source: BCG, 1990-2011
Cash-flow productivity
Top line
Margin
Multiple
13%
1%
0.5%
0.5%
TSR
15%
CAGR

20. Group Sales Development
20
96
98
100
102
104
106
108
2010 2011 2012 2013
Index 100
Group Sales
(excl Olympic & CTI)

21. 300
400
150
600
1,700
3,700
Future global demand
21
Current population in millions
Within seven years, the middle-class will have grown with 1bn people

22. Revenue diversification
22
2012 Growth 2017
Core
markets
65%
Emerging
markets
35%
1-2%
7-10%
Core
markets
50%
Emerging
markets
~50%
Core
markets
80%
Emerging
markets
20%
2007 Growth
-2.5%
10%

23. 23
Strategy
Profitable
growth
Operational
excellence
Innovation
– Products and
Services
– Brands and
Design
– Sustainability
People & Leadership

24. Key drivers for profitable growth
24
PROFITABLE
GROWTH
STRONG
BRANDS
INNOVATION
Best-in-Class
Products/Services
• Relevant
• Differentiated
360 Consumer
Experience
• Higher preference
• Higher price

25. “Innovation Triangle”
25
Marketing Design
R&D
Develop best-in-class
products
1
“70% Preference Rule”
2
Reduce Time to Market 30%
3
Continue investing in
premium brands
4

26. 360 Consumer Experience
26
Pre-Purchase
Touchpoints
Post-Purchase
Touchpoints
At-Purchase
Touchpoints

27. Our Brand Architecture
27
EU NA LA AP
Regional brands
PREMIUM
MASS
MARKET
Regional brands

28. 28
Electrolux
Grand Cuisine launch

29. 29
29
Grand Cuisine

30. UltraCaptic
30

31. 31
31
UltraCaptic

32. 32
Strategy
Profitable
growth
Operational
excellence
Innovation
– Products and
Services
– Brands and
Design
– Sustainability
People & Leadership

33. Operational Excellence
enables Innovation
33
Product cost
reduction
Capital intensity Best-in-class quality
Innovation

34. Operational Excellence
Record setting performance
34
5.6
0.7
6.9%
5.2%
10.2%
17.0%
1.4
6.6%
13.7%
2006 2010 2012
2011
0.9
6.0%
12.4%
Safety:
Quality:
Working capital:

35. Warranty cost and R&D spend
in % of net sales
35
2009 2012 2013
Forecast
1.5
2.0
2.5
3.0
%
Warranty
cost
R&D spend
2.3
2.5 2.5
2.4
3.0
1.9

36. 36
Strategy
Profitable
growth
Operational
excellence
Innovation
– Products and
Services
– Brands and
Design
– Sustainability
People & Leadership

37. Cornerstones of people plan
Performance
management
Our
Culture
Learning &
Development
Organization &
Accountability
Reward &
Recognition

38. Making a
positive everyday
difference
in people’s lives
and for our planet.

39. 39
Our Strategy
Profitable
growth
Operational
excellence
Innovation
– Products and
Services
– Brands and
Design
– Sustainability
People & Leadership

40. Outlook 2013
In accordance with the forward-looking statement
40
• Growth in emerging markets
• North America
• Product launches (mix)
• Cost savings
• Weak Europe & Australia
• Inflation-driven cost increases
• Geopolitical uncertainty
• Investing in Profitable Growth
• Investing in Marketing, Design and R&D
• Global Operations / Modularization
• Maintain Balance Sheet Strength

41. Electrolux has continously delivered
strong total return to our shareholders
41
0
1 000
2 000
3 000
Electrolux B
Average total
return ~16%
Six Return Index
Average total
return ~12%
1991 1996 2001 2006 2012

43. Factors affecting forward-looking
statements
43
Factors affecting forward-looking statements
This presentation contains “forward-looking” statements within the meaning
of the US Private Securities Litigation Reform Act of 1995. Such statements
include, among others, the financial goals and targets of Electrolux for future
periods and future business and financial plans. These statements are
based on current expectations and are subject to risks and uncertainties that
could cause actual results to differ materially due to a variety of factors.
These factors include, but may not be limited to the following: consumer
demand and market conditions in the geographical areas and industries in
which Electrolux operates, effects of currency fluctuations, competitive
pressures to reduce prices, significant loss of business from major retailers,
the success in developing new products and marketing initiatives,
developments in product liability litigation, progress in achieving operational
and capital efficiency goals, the success in identifying growth opportunities
and acquisition candidates and the integration of these opportunities with
existing businesses, progress in achieving structural and supply-chain
reorganization goals.