Electrolux today at its capital markets day presents a status update on the Group’s strategy, focusing on actions to drive profitable growth and further improve operational excellence. President and CEO Keith McLoughlin and members of senior management will hold presentations, including an in-depth view of the operations in North America.

1. Capital Markets Day
Stockholm, November 13, 2013
Keith McLoughlin, President and CEO
Tomas Eliasson, CFO

2. Capital Markets Day,
November 13, 2013
SESSION 1
09:00 – 10:00
Business update and strategy
Getting behind the numbers
Keith McLoughlin, President and CEO
Tomas Eliasson, CFO
10:00 – 10:30
Innovation & Modularization
Jan Brockmann, Chief Technology Officer
10:30 – 10:45
Break
SESSION 2
10:45 – 11:30
European Business
Jonas Samuelson, Head of Major Appliances Europe, Middle East and Africa
11:30 – 12:00
Operational Excellence
Frank Wagner, SVP Global Manufacturing Operations
SESSION 3
12:00 – 12:20
Q&A
12:20 – 13:00
Buffet lunch
SESSION 4
13:00 – 14:30
North American Business
SESSION 5
Q&A and Wrap-up
14:30 – 15:00
Summary and Conclusion
Jack Truong, Head of Major Appliances, North America
- John Weinstock, VP, Marketing Major Appliances, North America
- Mark Chambers, SVP, Sales Major Appliances, North America
- Daren Couture, SVP, Operations Major Appliances, North America
Keith McLoughlin, President and CEO and Tomas Eliasson, CFO

3. The transformation
Business update
is paying off
3

4. What did we say about 2013?
Comments after
Q4 2012
FY 2013
Market volumes
Slightly
positive
Growth in emerging markets and North America. Europe continues to be weak.

Price/Mix
Slightly
positive
Prices maintained in NA.
Europe continuous to be weak. LA positive.
Raw-material costs
Positive
Steel: Positive
Plastics: Negative


R&D and marketing
Higher
Intensive launch period in 2013. Increased marketing spend in North America
and China.

Comments
Status
Cost savings
~ SEK 1 bn
Global operations, overhead reduction and manufacturing footprint.

Consolidation of
NA cooking
~SEK 300m
Costs for running two facilities when moving production from L’Assomption in
Canada to Memphis in US

Higher
Overall increase and extra cost from entering new distribution channels in NA.

Logistics and
warehousing
4

5. Q3 Highlights
Continued good growth
Q3 2012
Q3 2013
Sales
 +4.9% organic growth
 North America, Asia Pacific, Small Appliances
and Professional show strong growth
 Latin America slowing down
 EMEA flat – moving sideways
 Restructuring program launched, mainly EMEA
 Solid free cash flow
(SEKm)
27,171
27,258
EBIT*
1,423
1,075
5.2
3.9
Margin*
EBIT%
6,0%
5,0%
4,0%
3,0%
2,0%
1,0%
0,0%
2011
2012
2013
* Excluding items affecting comparability. Non-recurring items are excluded in all figures.
5

6. The transformation the
What’s behind
is paying Electrolux strategy?
off
6

7. Total Shareholder Return
Total return
Electrolux B
(Annual return)
SIX index retun
(Annual return)
1 year
42%
33%
5 year
19%
8%
10 year
15%
14%
15 year
10%
7%
20 year
16%
13%
25 year
13%
12%
Note: Calculated from year-end 2012
7

8. Historic Shareholder Return
Cash-flow productivity
13%
Top line
TSR
15%
Margin
0.5%
CAGR
Multiple
Source: BCG, 1991-2011
1%
0.5%
8

9. Key Financial Targets
EBIT margin
>6%
ROIC
Capital turnover
Growth
>20%
4%
4x
9

10. The transformation
Where we are
is paying off
10

11. A Consumer Marketing Driven Company
Growth
Innovation
Consumer
marketing
driven
company
Operational
Excellence
People
Manufacturing
engineering
company
11

12. Our Competitive Advantages
Glocal presence
Scandinavian
heritage
Consumer insight
Wide product
range
Design
People & culture
Professional legacy
Sustainability
leadership

13. Major Appliances
Eastern Europe
Western Europe
Core
Emerging
Value market share
US
Brazil
Australia

14. Floor Care
Eastern Europe
Core
Emerging
Western Europe
Value market share
South East Asia
US
Brazil
Australia

15. Brands
Eight
strategic
brands
15

16. Dual Business Model
Shared global strength
Benefits of scale in:
• Manufacturing
• R&D
• Purchasing
• Modularization
• Common processes
and shared services
Sharp customer focus
Premium
Focus on differentiated
branded product offer
Low cost,
lean go-to-market
Market set price
Mass
16

17. Sustainability Leadership

18. Values and Foundation
Values
Foundation
Passion for Innovation
Customer Obsession
Respect & Diversity
Ethics & Integrity
Drive for Results
Safety & Sustainability
18

19. The transformation
Where we are going
is paying off
19

20. Vision
Our Vision
To be the best appliance company in the world
As measured by...
...our customers
...our employees
...our shareholders
20

21. Mission and Value Creation Potential
EBIT margin
>6%
ROIC
Capital turnover
Growth
>20%
4%
4x
21

22. Four Strategic Pillars
Profitable
Growth
Innovation
– Products and Services
– Brands and Design
Operational
Excellence
– Sustainability
People & Leadership
22

23. The transformation
Profitable Growth
is paying off
23

24. Sales Growth, Currency Adjusted
8,0%
110 000
7,0%
6,0%
Growth %
5,0%
4,0%
3,0%
100 000
2,0%
1,0%
95 000
0,0%
-1,0%
Sales SEKm
105 000
2011
2012
2013
-2,0%
90 000
Organic growth %
Note: Currency adjusted growth, rolling 12 months
Acquired growth %
Sales in fixed currencies, SEKm
24

25. Exposure to Emerging Markets
Emerging markets
% of Group sales
50
40
36%
30
20
10
15%
0
2006
2013 YTD
25

26. Revenue Diversification
Today
Mature
markets
Growth
2017
Mature
markets
1-2%
50%
7-10%
Emerging markets
64%
Emerging markets
36%
~50%
26

27. The transformation
Innovation
is paying off
27

28. Innovation Triangle
1
2
3
4
Develop best-in-class
products
70% Preference Rule
Marketing
Design
Reduce Time to Market 30%
Continue investing in
premium brands
R&D
28

29. Electrolux Grand Cuisine
29

30. Electrolux Gourmet Range
• Partnership with Poggenpohl
• Super-premium segment
• Available through kitchen retailers only
30

31. New Floor Care Products 2013
UltraOne
UltraSilencer
UltraPower
UltraCaptic
40%
Rapido
Ergorapido
Over 40% of vacuum cleaner
sales expected from newly
launched products in 2014
31

32. The transformation
UltraOne
is paying off Commercial
32

33. China Launch

34. Latin America
The Blossom Refrigerator
Mini Silent Washer
34

35. The transformation
Mini Silent Washer
is paying off Commercial
35

36. Brand Architecture
EU
NA
LA
AP
PREMIUM
MASS
MARKET
Regional brands
Regional brands
36

37. 360 Consumer Experience
Pre-purchase
Gathering inspiration
and exploring possibilities
SHOP
LIVE
At-purchase
Post-purchase
Setting up the appliance,
using and maintaining it
Understanding the range
of potential options and
making a final choice

38. The transformation
Electrolux Commercial
is paying off
38

39. The transformation
Operational Excellence
is paying off
39

40. Operational Excellence
Three main areas
Manufacturing
footprint
Global
Operations
Overhead
costs
40

41. Timeline LCC Production
Percentage of Capacity in LCC
65%
66%
2012
2013
62%
51%
53%
55%
2009
2010
43%
39%
28%
2004
31%
2005
2006
2007
2008
2011
41

42. New Production Centers
Eastern Europe
Asia
North America
South America
Middle East
Africa
• Reducing global manufacturing costs
• Supporting strategic growth areas
42

43. Four Strategic Pillars
Profitable
Growth
Innovation
– Products and Services
– Brands and Design
Operational
Excellence
– Sustainability
People & Leadership
43

44. The transformation
Outlook
is paying off
44

45. 2014 Expectations
Q4
FY 2014
Market volumes
Slightly
Positive
Slightly
Positive
Growth in North America and Asia Pacific, Europe flat, slowdown
expected in Brazil.
Price/Mix
Slightly
Positive
Slightly
Positive
Positive Price/Mix: North America, Latin America and Australia.
Negative Price: Europe.
Negative Country Mix: Asia/Pacific.
Raw-material costs
Slightly positive
Flat
R&D and Marketing
Slightly
higher
Slightly
higher
Higher marketing spend in Asia and higher costs for Global R&D.
~SEK 250m
~ SEK 1bn
Includes global operations, overhead reduction and manufacturing
footprint.
Higher
Flattening
Some carry-over effect in 2014.
Cost savings
Logistics, warehousing
etc.
Comments
In the range of -100 to +100.
45

47. Factors affecting forward-looking statements
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.
47