1. Q 4 2 0 1 4
Playing With Partnerships
FACEs of Agile Enterprise
Inside the Pilot Lab
Home
Healthcare
Tending to Growth With
Clorox
®
CareConcepts™

2. 2
A World of
Possibilities
Fellow Employees:
One of our 2020 strategies is to grow into
profitable new categories, channels and
countries. Home healthcare is a great
example of the potential for growth. Our
recently launched Clorox® CareConcepts™
line of home healthcare products targets an
entirely new consumer target and category.
Our healthcare business overall, part of
the Professional Products Division, also illustrates our growth into
profitable new channels. The acquisitions of HealthLink and Aplicare
in 2011 gave us entry into physician and dental offices, where we can
use our trusted name and an expanding lineup of disinfecting solutions
to grow a strong business.
The third leg of our growth platform is expansion into profitable new
countries. Our Burt’s Bees® business has, in many ways, led the charge
in that expansion. The team in Durham, North Carolina, has done
a tremendous job of building global brand recognition, especially in
Southeast Asia. Now we’re expanding with retail outlets throughout Asia
and, increasingly, the Middle East and Latin America.
As part of our 2020 Strategy, we need to continue innovating where
and how we do business. That type of innovation has created
dramatic improvements in our company throughout the years.
For example, following the company’s divestiture from Procter & Gamble
in 1969, Clorox CEO Bob Shetterly recognized the need to diversify
our business in order to remain viable over the long term. Expanding
beyond our namesake bleach, Clorox acquired other cleaning products,
food products and a host of other businesses. While not all of the ideas
worked, the premise was sound. His innovative way of looking at what
Clorox could be helped us become the company we are today.
I encourage all of us to continue to think of the possibilities for our
future. With 8,400 of the best people in the industry keeping an eye on
trends and considering opportunities, we will keep our business relevant
and profitable for years to come.
Thanks for your continued leadership. This company — and
our future — is really powered by your leadership, every day.
Don Knauss
The Clorox Company
Corporate Communications
1221 Broadway, Oakland, CA 94612
510-271-3004
corporate.communications@clorox.com
F O U R T H Q U A R T E R 2 0 1 4
ANOTEFROMDON
Indicates additional content available in the
Digital Diamond edition.
ONLINE
EDITION
ONLINE
EDITION
INSIDE Digital Diamond
p. 3: Hear more from
Naomi Clark
p. 4-5: See the latest
Home Healthcare ad
p. 6-7: More on deals
with Ayablu, Inc. and
Cascade with the
Power of Clorox
p. 8-9: A video tour
of the Pleasanton
campus.
p. 10-11: Video
stories of everyday
agility · Share your
agility idea
p. 14: Watch our
CR Matters video
A
BIGGER
BETTER
DIAMOND
AWAITS YOU
ONLINE
Digital Diamond is
accessible through
CloroxWeb and viewable
on mobile devices.
Everyone Finding
a Better Way, Every Day

3. 3
APATHLESS
TRAVELEDQ&AWITHNAOMICLARK
TEAMMANAGER–CASHOPERATIONS,
CUSTOMERSUPPORTCENTER
Clorox is powered by
everyone’s leadership, every
day. In this feature, we talk to
one of those everyday leaders.
EVERYDAYLEADERS
Years with Clorox: 14
Home: I live in Decatur, Georgia, with my husband and two
children, ages 11 and 5. I spend my free time using the more
creative, non-numbers side of my brain.
What’s your role with the company?
I was recently promoted to manager of the cash operations
team in the Customer Support Center. We manage
customer orders from placement through fulfillment,
billing and payment.
You’ve had an interesting career path with Clorox.
Can you talk more about that?
After graduating with a finance degree from Georgetown
in 2000, I joined Clorox in Oakland, California, supporting
the Brita® and Homecare businesses. I really enjoyed the
work and the people, but missed my home, which is Atlanta,
Georgia. I let my manager know I planned to move back
home, and she asked if I’d be willing to stay with Clorox if I
could work out of the Alpharetta office. Of course I said “yes.”
With Product Supply so prominent here, eventually I
moved out of Finance and into various roles within PSO.
I’ve enjoyed the opportunity to work more closely with our
customers, our Sales team and my PSO partners.
What’s your proudest accomplishment at Clorox?
It’s impossible for me to choose just one. When I managed our
Transportation Services group, I worked with a great team
on our 2012 transportation truckload bid. We want to be a
preferred partner with our carriers, which generally allows us
to contract at lower rates. Through our work, we discovered
that a lot of freight invoices weren’t paid on time because of
how the carriers had billed us. To correct this, we redesigned
our contracts and required carriers to attend an on-site
training. As a result, we achieved a 70 percent reduction in
invoice discrepancies. This enabled our transportation team
to spend less time on administrative tasks and more on our
strategic partnerships.
What’s your perspective on leadership?
You don’t have to manage people or sit at the top of the
organization to be a leader. Real leadership is about bringing
your whole self to work every day and using your experiences
and strengths in a positive way. It’s coming to the table with
an open mind, a clear perspective and a willingness to share
your ideas.
What advice would you give others?
Don’t get caught up in a grade level or job title; instead, think
about the experiences you want to have and look for ways to
get that experience.
— Dan Shore
ONLINE
EDITION
ONLINE
EDITION
Hear more from Naomi Clark
OURCLOROX
OURCLOROX
OURCLOROX
OURCLOROXOURCLOROX
OURCLOROX

4. 4
Caring for a sick loved one at home is challenging under
the best of circumstances. We’re on a mission to make it a
little easier.
We recently launched the Clorox® CareConcepts™ line
of home healthcare products. We also are introducing a
completely new shopping experience with a home healthcare
department in U.S. retail pharmacies. Until now, home
caregivers had to hunt down healthcare products at medical
supply stores or online.
“It’s comparable to how stores have changed over the past 20
years to better serve the needs of mothers with babies,” says
Chris Hyder, senior director – New Business Platforms and
general manager of our Home Healthcare business. “Today,
you have an entire solution of diapers, baby food and other
products all in one space. Our vision is that the same thing
will happen for caregiving. We have a unique opportunity to
own home healthcare shopping by consolidating the different
trips the consumer is making into one channel.”
Jumping on the
growth curve Driven
by an aging population
and economic and policy
changes, more care
will be given at home.
Home healthcare
spending is expected
to double in the next
10 years.
160
140
120
100
80
60
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Total US Home Healthcare Spending Growth
HHCSpending($Billions)
$
96
billion
Projected
growth
to$
154
billion
By Patti Bond
Home
Healthcare
Tending to Growth With
Clorox
®
CareConcepts™
SOURCE: 2010 Centers for Medicare & Medicaid Services, Office of the Actuary

5. 5
Insights into action
This gap in the marketplace, combined
with macro trends involving the aging
population, led to several key insights
for Clorox Growth Labs, which
conducted the discovery and scoping
work for our home healthcare business.
Add to that our own expertise with
hospitals through the Professional
Products Division, and the path toward
this new adjacency became clear.
“We saw the match between external
trends and our own capabilities,” says
Jennifer Miller, director – Marketing,
Growth Labs. “It was a compelling
opportunity to differentiate ourselves
not just in products, but in the channel
by improving the shopping experience.”
Test-and-learn launch
Developed in collaboration with
outside healthcare experts, the Clorox
CareConcepts line of 19 SKUs, or
product items, includes caregiving
starter kits, as well as personal care
and home health cleaning products.
The products are located near
incontinence pads, which anchor the
caregiving market.
Initial customers include CVS, Rite-
Aid and Meijer, in addition to a hand-
ful of regional chains in the Midwest,
Northeast, Mid-Atlantic and Florida.
Online, Clorox CareConcepts can
be purchased at drugstore.com and
walgreens.com.
“This is a brand-new adjacency, so our
launch model is very different,” Chris
says. “We’re starting with a narrow
set of customers who see the same
opportunity we do. As we see success,
we’ll scale up nationally.”
Focus on education
“There’s a high level of anxiety
among these consumers because
they’re dealing with people who are
more sensitive, maybe immuno-
compromised or weak, and they are
worried about making a mistake,” says
Shaunté Mears-Watkins, associate
director – Marketing. “Many become
home caregivers suddenly and without
any training.”
We’ve built a robust how-to component
into the product packaging, as
well as a dedicated website at
cloroxcareconcepts.com. Designed as
an online support hub for caregivers,
the site provides practical advice, tips
and guides.
We also are training pharmacists in
caregiving so they can recommend our
products to caregivers who come in for
prescription refills.
Aging population + unmet need =
vast potential
The home healthcare market is a huge
growth opportunity. About 10 percent
of U.S. households have someone who
cares for a loved one 55 years and
older for four or more hours a week.
About 3 percent are new caregivers,
a key target for us. In addition, over
half of the U.S. population is expected
to be 50 years or older by 2017, which
means more caregivers will need easily
accessible home-based healthcare
solutions and resources.
“When you’re moving into adjacencies,
you want to be sure you have a strong
consumerneed,butyoualsoneedsome
differentiated capabilities,” says Jim
Wolfe, vice president – Performance &
Process, who spearheaded a project to
map out adjacencies in the enhanced
wellness space. “This opportunity
provided both. It’s a great example
of how we plan to expand into
adjacencies as part of the company’s
2020 Strategy.”
SOURCE: Nielsen Report “Introducing Boomers: Marketing’s Most
Valuable Generation.”, AARP 2009, Clorox BASES Survey
Project Manager Ed Yoshida
shows off the four introduc-
tory Clorox®
CareConcepts™
kits: the Bed, Bath & Hygiene
Kit, Home Care Clean Up
Kit, Germ Control Kit and
Incontinence Care Kit.
Our Retail Vision Based in the pharmacy section,
Clorox®
CareConcepts™
aims to create a one-stop
shopping experience for caregivers.
Clorox®
CareConcepts™
provides
caregivers with the products,
education and support they need
to more easily provide quality
healthcare at home. Developed
in collaboration with nurses and
other healthcare professionals,
the line of 19 SKUs includes
caregiving starter kits, as well
as personal care and cleaning
products.
Until now, home
caregivers had
to hunt down
healthcare
products at
medical supply
stores or
online.
WhatisClorox
®
CareConcepts™
?
ONLINE
EDITION
ONLINE
EDITION Watch the latest Home Healthcare ad

6. 6
Partnerships are vital to our 2020
strategy: We expect them to add $25
million to the bottom line over the next
six years. So how does a scrappy team of
just five people make that happen?
When Rhonda Ramlo was named vice
president – Partnerships, Strategy &
Growth two years ago, she developed a
long-range strategic plan and established
annual financial targets and metrics. She
also restructured the group to build a
team with diverse and complementary
skills. All of this was necessary to
re-envision the Partnership Office as a
strategic growth engine for the company.
Dressed for success
A licensing partnership
with Ayablu, Inc. brings
the Burt’s Bees®
brand
and values to high
quality baby clothes and
linens under the Burt’s
Bees Baby™
name.
Diving in We partnered with KIK Custom Products, Inc. for a pool
product line, introducing the Clorox®
brand to a new lifestyle category.
P RTNERSH
“Our portfolio of trusted brands
makes us a formidible force in
the partnership space.”
Rob Mirabella, director —
Partnerships, Strategy & Growth
FUELING STRATEGIC
GROWTH
ByJenDozier
“Partnerships enable us to extend
our brands into new categories and
channels, consistent with our 2020
Strategy,” Rhonda says. “This results in
greater brand scale with retailers and
consumers along with higher household
penetration.”
Working with business unit and division
leaders, the team identifies attractive
adjacencies where consumers would like
to see our brands, but that are outside
our core businesses.
For example, a partnership with
KIK Custom Products, Inc. brings the
Clorox® brand to pool cleaning products.
PLAYIN

7. 7
SHIPS
Some partners want to leverage our
brands to accelerate their own growth
and gain immediate credibility with
retailers and consumers. Case in point:
Ayablu, Inc. licenses our name for
its Burt’s Bees Baby™ line of organic
clothing, bath linens and accessories,
and Fetch... for pets!, licenses our name
for Burt’s Bees® Natural Pet Care.
“It’s essential that our partners share
our values and a strategic vision,” says
Kara McCarthy, director – Partnerships,
Strategy & Growth. “That’s an
important piece of our due diligence
and negotiations.”
All potential partners undergo robust
due diligence and demonstrate they can
adhere to Clorox’s performance, safety,
and sustainability standards. We also
need to make sure licensed products
meet our consumers’ standards.
“Our partners can be great ambassadors
for our core businesses,” says Rory
Wehrlie, partnership manager. “We work
with multiple functions internally and
provide ongoing consulting support to
make sure the products stay connected
with our brand strategies.”
In addition to identifying opportunities
and partners, the Partnership Office
negotiates the deal and ultimately
manages the commercialization of the
product line and contractual obligations.
All of that requires close work with
several internal partners, including
Global Stewardship, Legal, Finance,
Brand Marketing and Risk Management.
Delivering against 2020
Strategy goals
So far, the team is well on its way to
growing the business. In addition to
deals with KIK, Inc., Coles Quality
Foods and Ayablu, Inc., the Partnership
Office has developed a new partnership
with Proctor & Gamble.
Cascade with the Power of Clorox
dishwasher detergents have the
potential to create a sizable revenue
stream. The deal bears all the
hallmarks of a strong partnership: It
introduces the Clorox brand to new
categories while helping P&G improve
its dishwashing detergent business.
“In the next few years, our goal is to
establish The Clorox Company as
a partner of choice,” Rhonda says.
Not only are we open to licensing
our assets, but we’re also open to
in-licensing other people’s assets.
We want to be viewed as open, crea-
tive, and appropriately flexible.”
KIK has the products, but not a brand
name consumers trust. We have the
brand, but neither the expertise nor
the resources to develop our own pool
care line. Through this partnership, we
are able to enter a potentially lucrative
new lifestyle category with minimal
investment.
It takes a team Rob Mirabella, Rhonda Ramlo and Kara McCarthy have different areas of expertise.
Cleaning up
An alliance with
Procter & Gamble
puts the “Power
of Clorox” in the
dishwasher.
Caring for man’s
best friend Burt’s
Bees®
Natural
Pet Care was an
Innovent 2011
idea and brought
to market through
a partnership with
Fetch…for pets!
Similarly, a partnership with Cole
Quality Foods introduced Texas Toast
with Hidden Valley® ranch into the
freezer aisle, an unusual place to find
ranch dressing.
Partnering the Clorox way
“It can take decades and tremendous
amounts of capital to build iconic
brands,” says Rob Mirabella, director –
Partnerships, Strategy & Growth. “Our
portfolio of consumer-preferred, trusted
brands makes us a formidable force in
the partnership space.”
ONLINE
EDITION
ONLINE
EDITION Inside deals with Ayablu, Inc. and Cascade with the Power of Clorox
NGWITH

8. 8
In 2013, we opened our custom-built, 60,000 square foot
building in Pleasanton, California, to ensure that what
we formulate in a lab can be produced at scale in our
manufacturing facilities. We use the eight pilot plants
inside to test Kingsford® charcoal, cat litter, nonwovens
(Clorox® disinfecting wipes), Brita® products, foods (Hidden
Valley® ranch, KC Masterpiece® barbeque sauce and
Soy Vay® sauces), and liquids like Pine-Sol®, Formula
409® and Green Works® cleaners. In the Test Products and
Packaging area, we hand-pack sales samples and in-home
use tests for market research, and also pack and ship some
e-commerce items. In the Packaging Pilot Plant, we simulate
road conditions to see how packaging and product will hold
up in transport.
Our pilot plants are a critical testing ground between our
R&D labs and our PSO plants.
GOING
BIG
John Serrao, a senior
technician, at work in
the litter pilot plant.
Scientist Laura Aung and
technician Felipe Galvan catch
and sift freshly made briquets.
Pilot plants ensure we can scale up
processes and formulations
By Simone Strydom and Sarah Chin
WHEREINTHEWORLDISCLOROX?
Perry Nga catches
some cat litter for
testing. Our pilot plant
can produce up to
5,000 lbs. of litter a
day compared to
4 million lbs. a day
at the Spring Hill,
Kansas, plant.

9. 9
Scientists Perry Nga and Jillian Denton study
formula results in the litter pilot lab.
In the nonwovens pilot plant, senior technician Gil Serrao
operates a machine identical to the one used in our plants
that produce Clorox®
disinfecting wipes.
We test our charcoal
and competitor
products in the
division lab and in
an outside grilling
area, allowing us to
control for different
climate conditions
and grill types.
We hand-pack and
ship sales samples and
in-home test samples
in our Test Products
and Packaging area.
A bottling
machine
moves empty
Pine-Sol®
bottles in
our Test
Products
and Packag-
ing area.
Mario Garcia readies the
lighter fluid dosing system for
testing in the division lab.
Scientists Amanda Veitch and David Conrad analyze
burn results in the division lab.
ONLINE
EDITION
ONLINE
EDITION A video tour of the pilot plant, and the rest of the Pleasanton campus

10. 10
Peddy Khatami, Sales Planning
team lead for Glad® food protection,
was talking with some coworkers
recently about ways to be more agile.
One of their first ideas was the appro-
val process for TFIs, funds we provide
retailers to support objectives such as
growing a particular product.
“The actual work takes four or five
hours,” Peddy says. “But due to
an outdated routing process and
unnecessary approvals, the lead time
can be as long as three weeks.” He
worked with the team to quickly
develop and pilot a new approach that
significantly reduced the lead time and
is now being rolled out across Sales.
Peddy is part of a multifunctional
group known as Functional Agile
Capability Enablers, or FACEs for short.
Currently more than a dozen strong
and expected to grow in number, the
FACEs are training to be, as the name
suggests, the faces of Agile Enterprise
for their respective functions.
Equal parts coach, project leader
and ambassador
The FACEs are equal parts coaches for
individuals in their functions, leaders
on agility projects and Agile Enterprise
ambassadors.
“For a lot of folks, Agile Enterprise is a
whole new way of working,” says Jim
Wolfe, vice president – Performance
& Process, and leader of the Agile
Enterprise initiative. “The FACE
role is key to help guide us in
freeing up people, time
and money to invest in
driving growth by
fixing inefficient
processes and
eliminating
work consumers
don’t value.”
Setting us up
for success
At least one person
has been identified
per function, and all
FACEs receive intensive training
on “lean” principles and Six Sigma,
a set of techniques and tools for
improving processes.
“We’re developing the FACEs to
provide assistance for everything from
complex multifunctional initiatives to
small, individual efforts like how to
make meetings more efficient,” says
Jordan Kang, senior process manager,
who coordinated the first wave of
FACE training.
How to work with your FACE
Got an idea for reducing Tim Wood
waste? Is there a process in your
department you think could be
simplified or eliminated? If so, reach
out to your functional FACE, who
can either advise you or help identify
another resource.
FACE
ABOUT
WonderinghowAgileEnterpriseappliestoyou?
GotanideaforreducingTimWoodwaste
butnotsurewheretostart?
YourfunctionalFACEisheretohelp.
ByDanStaublin
“I’m here to
give advice
and practical
tools.”
Sherri Morehouse,
senior project manager
for the Glad®
Joint Venture
“Anyone in my function can come to
me,” says Sherri Morehouse, senior
project manager for the Glad
joint venture and a Product
Supply FACE. “I’m
here to give advice
and practical tools
that help people
be more agile
and, ultimately,
focus on more
value-adding and
satisfyingwork.”
Everyone Finding
a Better Way, Every Day

11. 11
THE
FACEsOF
AGILE ENTERPRISE
Be on the
lookout
for Tim Wood
waste
Tim Wood is an easy way for us to
remember the seven biggest types
of waste. At first you may think,
“I don’t work in Product Supply so
these don’t apply to me.” But Tim
Wood lurks in every function and
business unit.
TYPE OF WASTE:
Transportation
Meaning:
Unnecessary movement of informa-
tion or material
Example:
Sending multiple people to a meet-
ing when one’s enough
Inventory
Meaning:
Storing excessive information or
materials that aren’t providing value
Example:
SharePoint sites with unnecessary or
poorly organized content
Motion
Meaning:
Spending too much time moving
things around or searching for things
Example:
Calling a coworker because you
can’t find something
Waiting
Meaning:
Spending excessive time between
value-adding steps
Example:
Delays due to waiting for approvals
Overproduction
Meaning:
Creating more than is needed
Example:
Creating a 40-page report when
much less would suffice
Overprocessing
Meaning:
Producing at a higher standard than
is needed
Example:
Including information not requested,
“just in case”
Defects
Meaning:
Errors that require additional work
Example:
Mistake in a fact sheet that has to be
corrected for hundreds of customers
Sherri Morehouse
Oakland
Kathleen Gallagher
Pleasanton
Lawrence Williams
Kennessaw
Lauren Stump
North Carolina
Elizabeth Knipmeyer
Pleasanton
Steve Hartshorne
Alpharetta
Bubba O’Brien
Georgia
David Garfagnoli
Pleasantorn
Leo Balsor
Kennessaw
Wanda Shorter
Alpharetta
Peddy Khatami
Oakland
Lafayette Foland
Pleasanton
Mario Aguirre
Latin America
Heather Jordan
Oakland
Steve Fisher
Oakland
Chris Lockard
Oakland
Mahesh Kinhikar
Pleasanton
Yasmin Firoozabady
Oakland
Carole Louie
Oakland
Charles Mordy
Oakland
Brian Steinbach
Oakland
MARKETING
F I N A N C E I T L A R C
R&DSALESPRODUCTSUPPLY
H U M A N
R E S O U R C E S
ONLINE
EDITION
ONLINE
EDITION Video stories of everyday agility · 5 things you didn’t know about Agile Enterprise · Share your agility idea

12. 12
Our best customers are really our
best partners.
That’s a cliché, but it’s one that’s proven
true by the success of our Target Corp.
Sales team.
Target is our No. 3 customer by volume
and No. 1 by dollar sales for Burt’s Bees®
products. We have logged six consecutive
years of volume growth at Target stores,
and we keep pushing for more. But none of
that is a given.
Partnering to grow sales
We must fight to keep winning at Target.
And we do that by partnering with them,
figuring out where our interests line up
and developing a joint business plan over
many months.
“There is always a lot more value in
true partnership versus transactional
relationships,” says Ryan Beach, vice
president of Target’s housewares division.
“That means someone on each end has to
listen. Clorox does that well, taking the time
to understand our priorities and ensure that
our goals are in alignment.”
by Sarah Chin
Insidet
hebull’s
-eye
CUSTOMERPROFILE

13. 13
In the joint planning process, Target
shares growth details, from where
it will add new stores to new store
elements. We are equally transparent,
sharing our innovation work, our
pricing plans and our category
growth projections.
“We’ve learned there is tremendous
upside when we partner with
our customers and the business
units,” says Paul Hollis, director –
Sales for the Target team. “That leads
to profitable category growth as well
as share growth for Clorox brands.
When there’s joint planning, there’s
joint accountability. And that’s when
something special takes place.”
Winning with customization
One place we have seen benefit from
our partnership is in the Glad® trash
business at Target.
Target found its trash business was
suffering from too much “same-
old, same-old” compared to it’s
competition. We understood their
problem. Together, we began a project
to develop custom Glad sizes for Target.
After just seven months, in June 2013,
Target had its own, custom Glad sizes
on store shelves and we had larger sizes
and more premium products at Target.
Target
®
leadership cited
Glad
®
customization as
a best-in-class example
of agility.
Headquarters: Minneapolis, Minn.
Founded: 1946
2013 Sales: $72.6 billion
(U.S. and Canada)
Stores: 1,917
at a glance
Target leadership has cited this
work by Clorox — which included
teamwork from Sales, Category
Advisory Services, Product Supply
and especially the Rogers, Arkansas
plant — as a best-in-class example of
agility and differentiating Target in
in 2013. This strategic campaign
included all Glad food protection
products, which were decorated with
holiday motifs designed according
to Target’s 2013 holiday style guide.
We earned shelf space in two
additional parts of the store as part of
the marketplace. We insulated Target
from increased competition and retail
deflation while developing ourselves a
strategy for trade-up.
“That collaboration was successful
because it was grounded in a consumer
insight, delivered on both companies’
trade-up strategies and aligned very
well with Target’s ad strategy,” says
Mike Hockenberry, Target’s vice
president, merchandising manager of
Household, Paper, Baby.
And of course, such wins make all
parties hunger for more.
We continued our Target custo-
mizations with a Glad holiday program
Target’s holiday mix, increasing Glad
inventory in stores by 50 percent.
“We’repushingformorecustomizations
where it’s on strategy, but we don’t
want to be different at Target just to be
different,” Paul says. “We’ll only do it
when we can disproportionately win
by differentiating in a space.”
Look for more wins in Target’s trash
aisle — and throughout the store — in
coming months.

14. 14
When someone asks what I do, and
I say Corporate Responsibility (CR)
communications, they usually nod
politely and then say, “Oh, so you talk
about how much money the company
gives to nonprofits.”
Yep. I also talk about what we’re doing
to reduce our greenhouse gas emissions
and shrink our carbon footprint. And
how we measure ourselves in terms of
employee diversity and engagement.
There’s also our world-class safety
record and our work to make our
product portfolio more sustainable.
We have a lot to talk about when it
comes to CR. And we’re working to
improve how we talk about it.
Integrated reporting and external
assurance
In fiscal year 2012, we combined
our financial results with our
environmental, social and governance
(ESG) performance into one annual
report. In doing so, we became one
of just a handful of U.S. companies
to take this integrated approach
and reaffirmed to stakeholders
that our financial performance and
commitment to CR go hand-in-hand.
The report was well received, and
“Corporate Secretary” magazine
recognized our efforts with its
Most Innovative CSR Disclosure
Policy award.
Last year, we took another step toward
greater transparency by seeking
external assurance for several of our
key ESG measures, much like we do
with our financial metrics. This means
a third party reviews our data and
provides a statement for our report
that says, in essence, that the metrics
we’ve asked them to review are credible
and presented fairly.
To achieve assurance, a number of
people from throughout Clorox
HOW
WETALK
ABOUTCR
By Simone Strydom
Watch our CR Matters video · Read the external assurance statement from our FY13 annual reportONLINE
EDITION
ONLINE
EDITION
worked with outside analysts to
explain how we capture and calculate
many of our ESG metrics, including
employee engagement, our recordable
workplace injury rate and greenhouse
gas reductions. We then provided
documentation — things like utility
bills and safety reports — to show that
our numbers were accurate and credible.
Gaining credibility
Completely voluntary, providing
this kind of assurance lends greater
credibility to our reporting, helps
us identify any potential gaps in our
processes or documentation and
furthers our CR leadership.
We also use external frameworks to
help guide how we talk about CR.
Since 2010, we have followed the
Global Reporting Initiative Index, and
last year, we implemented reporting
principles from the International
Integrated Reporting Council. We also
participate in a number of external
assessments that investors, consumers
and nongovernment organizations
consider as they think about their
investments and the products they buy.
So yes, if the subject of what I do comes
up, it feels good to say our company
donated $19 million in products and
cash grants last year. But really, that’s
just the tip of the iceberg.

15. 15
NEWPRODUCTS
NEWINTHEU.S.
NEWINMALAYSIA&SINGAPORE
NEWIN
U.A.E.
Pine-Sol®
Wet Floor Wipes
Start-of-ship: January 2014
Aplicare®
4% CHG
Skin Cleansing Kit
Start-of-ship: May 2014
Clorox Healthcare™
Optimum-UV™
System
Start-of-ship: February 2014
Clorox®
4-in-One
Disinfecting Spray
Start-of-ship: February 2014
Glad®
Tall Kitchen
Drawstring Hawaiian Aloha
OdorShield®
with Febreze
Start-of-ship: January 2014
Glad®
Tall Kitchen
Drawstring Lightly Scented
OdorShield®
with Febreze
Start-of-ship: January 2014
Clorox®
CareConcepts™
Home Healthcare Products
Start-of-ship: April 2014
Glad®
Aluminum Foil
Start-of-ship: April 2014
Glad®
Cling Wrap 20 cm
and Mini
Start-of-ship: February 2014
NEWINCHILE
Clorox®
Limpiador
Desinfectante Líquido
Start-of-ship: April 2014
Paño Esponja/
Sponge Cloth
Trapero Microfibra/
Floor Cloth
Paño Multiuso Cocina/
Kitchen Multipurpose Cloth
Nuevos Clorox Utensilios de Limpieza/
New Clorox Cleaning Utensils Start-of-ship: June 2014
Clorox®
Toilet Cleaner
– Original and
Fresh Scent
Start-of-ship:
April 2014
Clorox®
Multipurpose Cleaner
Start-of-ship: March 2014

16. DiamondFOURTHQUARTER2014HomeHealthcare·ThePartnershipOffice·FACEsofAgileEnterprise·InsidethePilotLab
The Clorox Company
P.O. Box 24305
Oakland, CA 94623
Forwarding Service Requested
Diamond Drill If you could stay a certain age forever,
what age would it be and why?
Next Up
What’s a recent experience that has made
you a stronger person?
Post your answers to the Diamond Drill on CloroxWeb and qualify for a chance to win
12 Bravo points (or the equivalent for International employees).
Meena Kadakia
Wheeling, Illinois
I learn something new each year of
my life. I don’t want one age forever.
Ralph Dick
Burnside, Kentucky
I’d go back to be 38 years old, the
age I was when my son was born.
He has brought so much joy to
our family’s life. He’ll be going off to
college after next year.
Tammy Dupont
Springfield, Oregon
28. That way I would have the
energy to always keep up with my
grandchildren.
Nicole Li
Oakland, California
I would be seven, the age of imagi-
nation, when everything is possible
and I still believed in the existence
of Santa.
Printed with vegetable ink on
100 percent post-consumer
recycled paper.
NI-24813