Q1FY15_EngWeb

Q 1 2 0 1 5
Solving Sticky
Problems
Celebrating Everyday Leaders
FY15: The Year of Superior Value
Making Amazon Smile
Opening the Door to Sub-Saharan Africa

2 Diamond Q1 2015
NOTE FROM THE CEO
F I R S T Q U A R T E R 2 0 1 5
The Clorox Company
Corporate Communications
1221 Broadway, Oakland, CA 94612
510-271-3004
corporate.communications@clorox.com
A Question of Value
Fellow Employees:
Over the past several quarters, U.S. category growth has been sluggish and
competition is the fiercest it has been in decades. To win in this environment,
we need to answer a simple question: Why should consumers buy our brands in
preference to others? And we need to provide that answer in clear, plain language.
More than ever, to win in a marketplace of intense competition and infor-
mation overload, we need to be explicit and clear about the value we provide
across the 3Ds (Desire, Decide and Delight).
In terms of Desire, we need to clearly communicate our product bene-
fits and superiority directly to consumers through harder-hitting ads and
more compelling visuals. For example, our disinfecting wipes clean more
surface area than our competitors’ wipes. Today, we are clearly showing that
value in our advertising so that in the few seconds consumers spend viewing
an ad in print, on television, online or through a mobile device, they under-
stand we are their best choice.
For Decide, we need to make a superior shelf impression. When a consumer
is choosing between our products or those of our competitors, we need to
visually stand out and we need to highlight what our products do that our
competitors’ don’t. That means taking advantage of our brand equity and
identity when competing against private label products and stating our
claims in big, bold letters.
And finally, in Delight, we need to continue to develop products
that consumers choose at least 60 percent of the time. When we
earn these 60/40 wins, we must highlight them along with our
advantages. This summer, we’re introducing Fresh Step® Light-
weight Extreme, which is 30 percent lighter and provides
better odor control and absorption than our other litter
formulations. Surely that is going to delight many cat
owners in a way our competitors can’t.
We know that when we successfully communicate
value, we win. By developing new value-driven advertis-
ing, packaging and innovation, we returned our bleach
business to a 60 percent market share in the third quarter
of fiscal year 2014. That’s success we can, and will, apply
to other products.
Whether you’re in a lab developing a new formulation, in
Marketing understanding our consumer and finding new ways
to highlight our value, in Sales gaining priority shelving for our
products, in a Glad® plant producing bags perfectly every time
or talking to your friends and family, we all have the ability to
drive consumer value. Together, let’s make sure we’re working
every day to answer that fundamental question for consumers.
Don Knauss
Everyone Finding
a Better Way, Every Day
Clorox® “Anniversary Party”
Go Beyond
the Page
Follow the for additional
Digital Diamond content,
accessible through CloroxWeb
and viewable on mobile
devices.
DIGITAL EXTRAS:
Melinda — Austraila
Contract Manufacturing Manager
Melinda participated in a project to
revamp how ANZA handles import
shipment processes.
Driving Home Value
Bold new ads from our brands
clearly communicate value.
Hello again.
Get reacquainted with the FACEs of
Agile Enterprise.
Where in the World
Read about Clorox’s entry to Algeria.

Q1 2015 Diamond Newsletter 3
Climbing stairs for 10 minutes
will burn 150 calories
(calculated using 150 pounds
as a base weight).
The American Heart Association
urges 30 minutes of walking to
reduce heart disease risk; 100 steps
per minute is considered a reason-
able pace.10
mins 30
mins
YOUR HEALTH & WELLNESS
Just because you’re in a cubicle, and not on the field or court, doesn’t mean you can’t keep your body fit. Consider
riding your bike to work instead of driving your car, and switch your chair out for an exercise ball. You can also use
your office furniture to stay in shape. Physical therapists suggest that office employees try to take a break from sitting
every 20 minutes. You can use the break to burn some calories.
EXERCISES YOU CAN DO AT WORK
Get in shape at your desk with these exercises.81
5
2
6
3
7
4
8
THIGH STRETCHES
DESK PUSHUPS
SHOULDER SHRUGS
LOWER-BODY LIFTS
LEG SQUATS
CUBICLE WALL-SITS
CHAIR DIPS
CHAIR PICK-UPS
Sit on right side of chair and pull your
right ankle up toward the bottom of
the seat. Switch sides.
Lean against your desk and push your
body away. Do 10 reps in a set and
complete 3 sets a day.
Pull your shoulders as high as you
can and roll them forward. Do 10 reps
forward and 10 reps backward.
Sitting upright in your chair, stretch one
leg straight out and hold it for 10 sec-
onds. Repeat 6 times with both legs.
Stand in front of your chair and repeat
the act of sitting down without actually
touching the chair. Do 10 reps in a set
and complete 3 times a day.
Lean your back perfectly against your
cubicle wall and lower yourself into
an invisible chair. Keep your legs and
knees together. Hold for 15 to 60
seconds.
Squat with your hands on the edge of
the chair behind you and slowly lower
your torso past the seat. Lift your body
by straightening your arms. Do 10 reps
in a a set and complete 3 sets a day.
Face your chair and bend at the waist
to grab the arms of the chair. Keep your
abs tight and your arms slightly bent.
With your back flat, slowly lift the chair.
Do 20 reps and complete 2 sets a day.
SOURCE: KT Tape
IN BRIEF

4 Diamond Q1 2015
Celebrating
Everyday
Leaders
OURCLOROX
OURCLOROX
OURCLOROX
We try hard to nurture an environment where anyone can
contribute ideas and collaborate with colleagues to make
those ideas even better. We’re expanding this quarter’s
Everyday Leader profile to highlight examples of personal
impact from across the globe.
Read about Melanie’s
project to revamp how
ANZA handles import
shipment processes.
• TBD
Tattooed With Brand Pride
By Mariana Rivera
I’m part of a team in Mexico that recently rolled
out an initiative called Project Tattoo to improve
employee engagement with our great brands and
raise awareness of how our daily work affects the fi-
nal result on the shelf. When you tattoo something,
it becomes a story of your life. This project creates
a way for our people to know and live with each of
our brands and, more importantly, to have pride
and passion for them.
We’ve invited all employees to visit our retail cus-
tomers to see how our products are promoted and
displayed. Employees then go online to the Tattoo
portal and share with their observations.
One component of Tattoo is the store check, and
the other is to encourage the purchase of our prod-
ucts. Employees get points for submitting reports,
and if they accumulate a certain level of points,
they can redeem them for gifts. We are seeing more
and more participation every month.
Being part of the development was very enrich-
ing because it allowed me to understand the busi-
ness better from a Sales and quality perspective.
I’m proud of our team’s commitment and especially
the personal ownership for a project that’s innova-
tive and helps us to deliver better results.
Mariana Rivera is a Human Resources manager in Mexico City, Mexico.

Q1 2015 Diamond 5
Solving Sticky Problems
By Lisa Pitts
I’m on the Continuous Improvement Team, and our
mission is to look at ways to improve processes
and reduce process failures. It’s a really neat job
because you get to see all the ideas that people have
for solving a problem, which can be very simple or
very complex.
Recently, we had an interesting project involving
the glue in the trash bag roll winding process. The last
bag on the roll is glued (or “tail tacked”) onto the roll,
and we were seeing overspray. In addition to creating
a safety hazard, excess glue can cause machine jams
and other problems. Plus, you have to replace the belts
more frequently, which is costly. The problem was
systemic across a majority of our bag machines, so we
launched a “focused improvement” project.
Tail-tacking had not been a problem in the
past, and this issue turned out to be a challenge.
Using a high-speed camera, we discovered the
problem wasn’t the tail-tacking system itself,
but the computing speed of the equipment.
Lisa Pitts and Eddie Elkins in the
Glad®
plant in Rogers, Arkansas.
The processor, which controls the machine’s
“thinking speed,” was getting outpaced whenever
we sped up the production rate.
It took a cross-functional team of operators,
engineers, electrical subject matter experts and
continuous improvement resources to find the root
cause and implement a sustainable countermeasure.
The end result is a big improvement in not just safety,
quality and costs, but also job satisfaction. The belts
now last nearly twice as long, and the tail-tacking
process is significantly more consistent, which
means operators don’t spend as much time cleaning
glue off the belt.
We’ve shared this solution with our sister plants in
Amherst, Virginia, and Orangeville, Canada, to create
continuity across the Glad® network. Opportunities
likethisproject,whichcontributestotheimprovement
of our operations, are why I enjoy coming to work
every day. I’m fortunate to be part of such a great team
that focuses on making someone else’s day better.

6 Diamond Q1 2015
Signed, Sealed,
Delivered — Fast!
by Elise Hastings
I’ve been working on a cool Costovent project that
involves a pilot with Docusign, a web-based applica-
tion that enables us to internally route contracts and
other legal documents for electronic signature. Docu-
sign tracks each step of where the document is, which
is one of the best things about it. During the discovery
for this project, we found that documents were get-
ting held up during the routing process, and there was
no way to know who had them or where they were.
We’re piloting Docusign for vendor contracts and
cover sheets in Global Strategic Sourcing, and for bro-
ker agreements in the Professional Products Division.
We’re seeing a huge improvement in response time so
far, in addition to savings in paper and shipping costs.
After the pilot, we hope to roll Docusign out to oth-
er functions to create a more agile workplace.
The project has been an awesome learning experi-
ence. For example, I had the opportunity to pitch it
to executives, and it felt great to see their enthusiasm
and be able to answer all of their questions. It’s really
cool to have the exposure to senior leaders and have
them welcome our ideas.
The most fulfilling part, though, is making my col-
leagues’ jobs easier. It goes back to our mission of mak-
ing everyday life better, every day. We’re all pushing
for that — for our consumers and for each other.
Seizing Opportunity
by Ryan Cloney
Coming out of college three years ago, I wanted to
join a company big enough to offer opportunities
but not so big that I wouldn’t be able to make an im-
pact. Clorox was a perfect fit.
One opportunity I had to really stretch and grow
was as a finalist in last year’s Innovent competition.
Ryan Cloney is a senior
analyst in Finance for
the Specialty Division in
Oakland, California.
My team, Cleaning 2.0, looked at the Cleaning divi-
sion’s challenges in the e-commerce supply chain. We
developed a bleach product that would ship more easi-
ly and also appeal to Millennials.
I got to apply my Finance expertise — understand-
ing cost structure, price points, margin, etc., but I also
got involved in market research, R&D, product supply,
prototyping and other areas that I wouldn’t normally
be exposed to. This helped me see business problems
beyond just a Finance lens, which has made me a bet-
ter cross-functional business partner.
Our team was very collaborative. Gary Fisher (Sales),
Kristin Fleming (Marketing), Kurt Knipmeyer (R&D)
and Victoria Mason (Sales) embodied all of the Clorox
values and always put the team first. I was able to learn
from some of the brightest minds in the company. We
were so honored and excited to pitch our product to
Don Knauss and the rest of the executive committee
— it was just like the TV show “Shark Tank.”
Even though our idea is still in the beginning stages,
it was an incredible experience to show the executive
team there’s an opportunity for Cleaning to grow in
the e-commerce channel. It was one of my proudest
moments at Clorox.
Elise Hastings is
a senior sourcing
analyst for Global
Strategic Sourcing
in Pleasanton,
California.

Q1 2015 Diamond 7
Winning with the3Ds
The fight for market share is on.
Today’s marketplace is difficult: Our core busi-
ness faces challenges from consumers stretching
dollars, customers looking to grow profits through pri-
vate label offerings and competitors with a renewed
focus on the U.S. given uncertain global conditions.
Our U.S. categories, which typically grow between
1 percent and 2 percent a year, are flat.
That’s putting pressure on our market share. One
point in market share in the U.S. is close to $200 mil-
lion in sales for the company, so we are determined to
return to share growth.
We believe in our right to win even in challenging
times. That’s why we’ve adopted a new playbook to
keep the core healthy and achieve our 2020 Strategy.
Our signature move in this playbook is driving value
across the 3Ds, and we’re calling fiscal year 2015 the
year of superior value.
Defining value
“Value is about product and perception and price, and
each of these is a lever we can pull,” says Benno Dorer,
executive vice president and chief operating officer –
Cleaning, International and Corporate Strategy.
That means our ads, packaging and labels must
make consumers want us — and want to tell their
family, friends and neighbors about us (Desire). Our
prices, sizes and presentation at shelf must be com-
pelling (Decide). And our products must have better
claims than and 60/40 product preference wins over
both branded and private label competitors (Delight).
By making our value proposition clear, consumers
know why they should buy Clorox brands instead of
the competition. We are so sure of this approach, we’re
increasing our brand support in significant ways in
fiscal year 2015, enabled in part by the Agile Enter-
prise work under way.
By Sarah Chin
year
superior
value
of
the

8 Diamond Q1 2015
Our value playbook is working
We first applied this value approach to our bleach
business, where we have seen share trends reverse.
We’ve replicated that success in our disinfecting
wipes business, where we returned to market share
growth in June 2014. Now, we are applying this
winning playbook to other businesses around the
company, both in the U.S. and globally.
There is a strong company-wide commitment to
accelerating sales growth in and beyond the core.
Each brand is taking what is most relevant to its
situation from this playbook and prioritizing it
with the single goal of driving 3D value to grow
market share.
Case Study
Wiping Up the
Competition
Clorox® disinfecting wipes has historically been one
of the highest growth brands in the company, av-
eraging annual double-digit sales gains from fiscal year
2009 through fiscal year 2013.
Then private label and branded competitors such
as Lysol decided to go after wipes in a big way. We saw
our dollar share decline dramatically while competing
products gained share. With other brands mimicking
ourpackagingandsubstantiallyundercuttingourprice,
consumers began choosing cheaper alternatives. We al-
ways offered a superior value, but we weren’t communi-
cating that and were losing at the point of Decide.
We took an aggressive stance to show the strength of
our product and our superior value, hitting back hard
from the 3D value playbook:
• Desire: A new, competitive advertising campaign
declared our superior value versus Lysol
• Decide: Redesigned packaging graphics with
stronger disinfecting claims and new multipack
offerings helped us win at shelf
• Delight: Multiple new product launches like
glass, tub & shower and on-the-go wipes helped to
increase our share of the homecare shelf
As of June 2014, we have started to see share de-
clines reverse. Our fiscal year 2015 plan is to continue
driving 3D value in Clorox disinfecting wipes.
— Fallon Scoggins
Associate Marketing Manager
Cleaning up: A Clorox®
disinfecting wipes spot
shows in stark terms just
how much more we clean
than the competition.
Brita®
bottles
Glad®
TrashClorox®
Clean-Up®
cleaner
Watch some
recent ads.
A New
Brand
of Ad
Hard-hitting ads
aggressively
show consum-
ers the value of
Clorox products.

Q1 2015 Diamond 9
Case Study
Valuing
Adjacencies
Case Study
Triggering
Value
The value playbook also works when launching new
products. Clorox® Ropa laundry additive powder
is a unique product in Colombia that we hope will
bring new consumers to the laundry additive category.
Most Colombian households use powder rather
than liquid detergents, yet when it comes to laundry
additives, liquid formats are more common. Since 83
percent of households in emerging countries like Co-
lombia wash laundry by hand, and powders offer a
better hand-washing experience than liquids, we saw
an opportunity to grow the laundry additive category
and our share of it.
• Desire Claims, packaging and ads communicate
that Clorox Ropa laundry additive removes stains
better than detergent alone and eliminates the
need for scrubbing
• Decide Point-of-purchase material and in-store
demos educate shoppers on product effectiveness
and communicate the value vs. the premium
brand for current category shoppers
• Delight Internal lab tests confirm that Clorox
Ropa removes stains better than detergent alone
and can be used in the soaking process, for hand
washing and in washing machines
In the year since we introduced Clorox Ropa, we
have secured 20 percent of the total powder segment
and gained 39 percent of incremental category vol-
ume. We will consider expanding Clorox Ropa to other
countries in Latin America following this playbook in
fiscal year 2016.
— Adrian Grottola,
Director – Marketing,
Latin America
Our spray cleaners have a
value perception problem.
We know they deliver efficacy and convenience bet-
ter than other sprays out there. We also know we’re
the only trigger sprays with Smart Tube® Technology,
allowing consumers to “spray every last drop” and get
the most value out of their bottles. Yet some consum-
ers today still don’t understand why our products are
more expensive than competitor products given our
bottles look smaller (they’re not) and our key ingredi-
ent, bleach, is viewed as less versatile (it’s not).
The spray cleaner business has just begun its 3D val-
ue play. It is a multiphase effort that will be executed
over the next couple years.
Here’s how the 3D plan for Clorox® Clean-Up®
cleaner is taking shape:
• Desire: New commercials for general and
Hispanic markets state that nobody removes
messes better than Clorox Clean-Up cleaner
• Decide: Instant redeemable coupons have
narrowed our price gap versus the competition
and revamped packaging labels drive pop on
shelf with bolder colors, cleaner uncluttered
design and hard hitting claims
• Delight: R&D discovered Clorox Clean-Up
cleaner is versatile and can be used on more
and different surfaces
The first wave of this 3D plan started with instant
redeemable coupons in March 2014 followed by new
TV advertising in May 2014. While still early, ini-
tial data suggests it is working; we saw a 17 percent
increase in shipments from February through May
2014. A second wave that includes new packaging
graphics and labels kicks off soon. In fiscal year 2016,
we might get new bottle sizes to tackle our size per-
ception problem compared to Lysol.
— Elliot Freeman
Associate Marketing Manager

10 Diamond Q1 2015
CUSTOMER PROFILE
NE
W
GROWTH
Online is the fastest growing retail channel in the
U.S., and we want a bigger piece of the action.
That means we must win on Amazon, itself the United
States’ fastest growing retailer — online or offline.
There are two reasons Amazon is such an important
customer. First, hundreds of millions of people shop
on Amazon, which had net sales of $74.5 billion in
2013. We can potentially sell lots of product there.
Second, Amazon increasingly drives offline pur-
chases: two-thirds more consumers go to Amazon for
product research than to Google.
“We found for every dollar we spent toward Ama-
zon media, we got $1.85 in return on both online and
offline purchases,” says Lyné Brown, vice president –
eCommerce. “There is a rule of thumb that for every
purchase you get online, you’ve influenced about six
purchases offline.”
It’s clear we need to win with Amazon, but how do
we do that?
1 ▲
▼
Yes, I want FREE Two-Day
Shipping with Amazon Prime
Add to Cart
Qty:
Share
Brita Grand Water Filter Pitcher,
Orange, 10 Cup by Brita
HHHHH 815 customer reviews
Pouring out sales: Amazon is the No. 6 customer
for lightweight, ship-in-own-container Brita®
pitchers.
Read how we
tackled a Clorox®
Disinfecting Wipes
problem to regain
Amazon distribution
Watch Lyné Brown
and George Hake
discuss Amazon at
the May 2014 PSO
Town Hall.
By Jen Dozier
All trademarks are property of their
respective owners.

Q1 2015 Diamond 11
Winning with Amazon means reconfiguring current pack counts and packaging.
Clorox®
disinfecting wipes are packaged in a ship-in-own-container box, decreasing
leakage and shipping challenges for a win with Amazon and consumers.
eCommerce sales at Clorox have
grown an impressive 20 percent
a year for the past two years.
Influencing the Amazon algorithm
When consumers use Amazon search to look for a
product — say, Clorox® disinfecting wipes — most
don’t look beyond the first three results that pop up in
the search. That makes it essential to be on top.
We are investing resources — dollars and R&D
manpower — to impact the Amazon algorithm so we
appear higher in Amazon search results, its “digital
shelf,” Lyné says.
Media spending influences the digital shelf, so
putting dollars in the right areas helps us appear
higher in the search results.
Wealsoneedtherightproductsintherightpackaging.
at a
glance
HQ: Seattle, Washington
2013 Sales: $74.5 billion
Employees: 124,600*
Founded: 1994
*as of March 31, 2014
Amazon’s ideal product and packaging
When it comes to online sales, all products are not cre-
ated equal. Heavy, liquid products and large quantities
in shipping units are not ideal. For example, we sell
409® multipurpose cleaner in cases of 12. Most con-
sumers only want one or two bottles at a time.
Brita® pitchers, by contrast, are lightweight, easily
packaged and sell in small units with a higher retail
price. Amazon is the No. 6 customer for the Brita busi-
ness in the U.S. — not just online, but total. Pitchers
are sold in single units, are lightweight and can be
shipped in their own packaging — all critical compo-
nents for success with Amazon.
Four other brands we are focusing on for Amazon
are Burt’s Bees®, Glad®, Clorox® disinfecting wipes
and Clorox® toilet wand. These are desirable based on
their profitability and online category development
already underway. The eCommerce team has been us-
ing these “core five” brands to gain insights into how
to succeed in the digital retail space.
Starting at a run
Amazon’s already an important growth area for us.
While total online U.S. retail sales are
growing 12 percent a year on average,
eCommerce sales at Clorox have grown an
impressive 20 percent a year for the past
two years.
By 2020, eCommerce has the potential
to be a $250 million business for Clorox,
up from $74 million in fiscal year 2013.
Winning with Amazon is a must if we want
to reach this goal.
The online retail space is constantly
changing and evolving. Making sure
we are changing and evolving our eCommerce
strategy to match is one way we plan to reach our
2020 Strategy goals.

12 Diamond Q1 2015
Read about
our recent entry
into Algeria on
CloroxWeb.
WHERE IN THE WORLD IS CLOROX?
Imagine a skyline of modern buildings rising high
in the afternoon heat against a backdrop that includes
ice-capped Mount Kilimanjaro to the south and gla-
cier-studded Mount Kenya to the north. Now, imag-
ine giraffes grazing in the foreground, just a few miles
from this vibrant city.
This is Kenya — Nairobi, to be exact — where sharp
contrast appears at every turn.
KENYA
Capitol: Nairobi
Area: 224,080 sq miles
Population: 44 million
(est) indexmundi.com
Opening
the Door
to Sub-
Saharan
Africa
by Maggi Aitkens

Q1 2015 Diamond 13
New office buildings rise with the promise of pros-
perity, towering above tin-shack slums in this country
of 44 million. Almost half the population lives in pov-
erty earning less than $2 per day, but the middle class
isalready6.7millionpeoplestrongandgrowingrapidly.
It is these contrasting qualities and the promise of
a better future that enticed us to initiate a new joint
venture (JV) in Nairobi with the Chandaria family as
partners. We will begin marketing Clorox® bleach in
late summer 2014, followed by home cleaning prod-
ucts. We hope to use Kenya as our doorway to expan-
sion in East Africa and sub-Saharan Africa.
“At its current rate of growth, sub-Saharan Africa
will double its economy in 20 years,” says Eric
Reynolds, vice president and general manager –
Europe, MENA and ANZA. “Our emerging market
experience, such as in Peru, gives us the insight and
confidence that we can build and maintain a business
in sub-Saharan Africa in line with our 2020 Strategy
to grow into new categories and promising countries.”
So what’s the secret to successfully planting a seed
and making it grow in a place like Kenya?
“The key is to learn what matters to
people,” say Rodolfo Artiles, team lead-
er of this project. “Many companies that
come into a country and try to apply
their same business model without real-
ly understanding what matters to con-
sumers tend to fail. This has been the
case in many sub-Saharan countries.”
To avoid this pitfall, Rodolfo and
his team conducted consumer focus
groups and “in-home visits and shop-alongs,”
where they visited consumer homes and shopped
with consumers.
“We learned that Kenyans don’t value strong bleach
concentration, for example, and they never use it to
Open air: Laundry hangs on a line
outside a home in Nakuru, Kenya.
We learned Kenyans don’t use
bleach to disinfect water or
key areas of the house.
— Rodolfo Artiles
team leader, International

14 Diamond Q1 2015
Lining up: Our novel single-
serve packaging is perfectly
adapted to Kenya’s tiny
shopfronts (inset).
disinfect water or key areas of the house because they
believe it is toxic,” says Rodolfo. “Bleach is typically
used for clothing and surface stain removal and to
provide a touch of shine to surfaces and floors.”
That gives us a huge opportunity to increase cate-
gory penetration and consumption by educating Ken-
yans about bleach benefits. We’ve started incorporat-
ing this messaging into our communications, and we
plan to partner with Texas A&M University and US-
AID on a project to disinfect water in Kenya to support
that communication.
As in many developing countries, Kenyans pur-
chase their goods primarily at small stores that serve
the neighborhood. The stores are so small that most
consumers stand in the street and select from prod-
ucts they can see through the store’s small doorway
or window.
“To penetrate this market, we need the right price
and the right size,” says Rodolfo, “so we decided to sell
Clorox bleach in small 70 ml and 150 ml pouches. The
pouches are connected to each other by perforations
and can be strung from a store’s doorway or ceiling.
The small size translates into lower per-unit cost and
the need for less store space, while the novel packag-
ing makes the product more visible from the store’s
doorway. This will be the first time bleach is sold in
pouches in Kenya”
And thanks to this new JV in Kenya, Clorox also now
stands at the threshold of a doorway with clear visibili-
ty into all that sub-Saharan Africa has to offer.
“Kenya is a regional financial and transportation
hub for East and Central Africa with a growing
consumer income. I am confident that with the
quality of Clorox products and business knowl-
edge and the reputation of the Chandaria group,
that we are laying a foundation for success.
I am looking forward to seeing Clorox products
in stores and experiencing them with my family
when I am next in Nairobi.”
Vincent Odembo
Senior Manager — Finance
Oakland, California and Kenya Native

AGILE ENTERPRISE
Everyone Finding
a Better Way, Every D
The FACEs of
Agile Enterprise
Help Knock Out
Tim Wood Waste
Q1 2015 Diamond Newsletter 15
There’s been a lot of talk around the company late-
ly about being more agile. Still wondering exactly
what this means or how it applies to you? Jim Wolfe,
vice president – Performance & Process, and leader of
Agile Enterprise, breaks down three of the most im-
portant things you need to know now.
1. This is a really big deal
Agile Enterprise is not an option. “Rapidly chang-
ing market fundamentals are challenging our growth,”
Jim says, “from more fragmented consumer targets
to intensive private label competition. We must grow
faster. Agile Enterprise is critical to free up employees’
time and find additional savings to more quickly and
effectively respond to the marketplace. Otherwise,
the numbers simply don’t add up for us to deliver our
2020 objectives.”
2. We’re making progress
The good news is we’re starting to make progress
with dozens of small and large initiatives to free up
many thousands of hours, from how we bring prod-
ucts to market to financial forecasting. The latter is
one of the company’s most important processes, but
we currently spend millions of dollars and many
hours on it. “We think we can do our financial fore-
casting with far less effort,” says Keith Tandowsky,
vice president – Internal Audit and business leader for
Finance. The team has already eliminated this year’s
September corporate forecast submission and piloted
time-saving activities such as a “budget day” in which
functional budget owners meet to align on their an-
nual plans in just one day versus over several weeks.
3. The time to act is now (and it’s easier than you
may think)
Everyone has the power to reduce time spent on
activities consumers won’t pay for, not just people as-
signed to these Agile initiatives. “We need everyone to
look at how work gets done and take the initiative to
challenge the status quo,” Jim says. “There are tons of
small improvements everyone can make every day.”
Case in point: Ever been asked to complete an as-
signment and spent hours writing, editing, rewriting
and reviewing only to find less was needed? Instead,
respectfully ask up front what problem is being solved
and how much time you should spend to eliminate ex-
tra effort that may not be needed.
“The best part,” Jim says, “is this approach can free
up substantial time for higher-value work, which ulti-
mately makes our jobs more satisfying.”
And that’s a really big deal.
Be
here
nowAgile Enterprise is about everyone
finding a better way, every day. What
are you doing differently?
By Dan Staublin

16 Diamond Q1 2015
And
the
Award
Goes to...
by Jen Dozier
The annual Blue Wolverine and Corporate Respon-
sibility awards recognize the efforts of individuals
and teams who make a significant impact on our busi-
ness. Blue Wolverine awards go to the team that best
helped drive sales or market share growth and to the
team that drives employee engagement/performance
or drives out waste. The five CR awards recognize out-
standing achievements that advance the company’s
corporate responsibility strategy, one for each “pillar”
of our CR strategy.
BLUE
W
OLVERINE A
W
ARD
W
IN N E R 2 01
4
Argentina PMU
BLUE
W
OLVERINE A
W
ARD
W
IN N E R 2 01
4
Project Foundation Team
Finance Learning & Development Team
People
CORPORATE RESPONSIBILITY
AWARD WINNER 2014
Integrated Reporting Team
Performance
AWARD WINNER 2014
San Jose, Costa Rica
Environmental Team
Planet
AWARD WINNER 2014
Brita® Pitcher Packaging Team
AWARD WINNER 2014
Products
AWARD WINNER 2014
Burt’s Bees® Greater Good
Foundation Board
Purpose
SALES GROWTH / MARKET SHARE
ARGENTINA PMU
PROCESS/ENGAGEMENT/WASTE
BURT’S BEES®
INTEGRATION TEAM
BLUE WOLVERINE WINNERS
CORPORATE RESPONSIBILITY WINNERS
FINANCE LEARNING &
DEVELOPMENT TEAM
INTEGRATED REPORTING
TEAM AND PROJECT
REBOOT
SAN JOSE, COSTA RICA
ENVIRONMENTAL
TEAM
BRITA®
PITCHER
PACKAGING TEAM
BURT’S BEES®
GREATER GOOD
FOUNDATION BOARD
Go Deeper
Learn more about
this year’s award
winners.

Q1 2015 Diamond 17
See how we have
integrated CR into
our 2020 strategy.
Hispanic Network
Magazine included
Clorox on its “Best
of the Best” list for
diversity
We ranked
71st
on CoreBrand Top
100 Most Powerful
Brands Rankings
We ranked
29th
on CR Magazine’s
100 Best Corporate
Citizen’s List
U.S. Veterans
Magazine recog-
nized us on its
“Best of the Best”
list for veterans
We ranked 28th on
the San Francisco
Business Times’
list of 75 Largest
Bay Area Corpo-
rate Philanthropists
Readers of Marie
Claire magazine
named the Burt’s
Bees® brand the
Most Socially
Responsible Beau-
ty Company
We earned another perfect
rating on the Human Rights
Campaign’s 2014 Corporate
Equality Index, as well as the
distinction of being named one
of the “Best Places to Work for
GLBT Equality”
Six years ago, “the talk” was about green washing.
We had recently purchased the Burt’s Bees® compa-
ny and just launched Green Works® naturally derived
cleaners, and many reporters and environmental
groups were questioning our motives.
To better understand this disconnect between our
intentions and public perception, we reached out to
key stakeholders, including nongovernment organiza-
tions, regulators and sustainability influencers. While
they rated us highly on product value and innovation,
we didn’t fare as well on attributes like corporate in-
formation and transparency, product and environ-
mental sustainability, community contribution/pres-
ence and employee programs.
It was clear we had an opportunity to increase our
transparency and build credibility regarding our envi-
ronmental, social and governance performance.
With this in mind, in 2009, we formalized a corpo-
rate responsibility (CR) strategy with clear goals and
metrics. This provided a solid foundation for commu-
nicating our commitments and sharing our progress
through our corporate website, our now-integrated
annual report and various external assessments.
The benefits have been significant. Formalizing our
strategy and setting clear goals have helped us better
integrate CR into the business, driving better results.
Expanding our transparency has helped us engage
with external stakeholders. And all of this has en-
hanced our reputation, earned us a number of awards
and improved our performance in CR-related rankings.
Thanks to a lot of great work from Clorox employ-
ees who have helped embed CR within the business, in
six years, we’ve turned the conversation from green
washing to green rankings.
We ranked
43rd
of 435 on the 2014
Newsweek Green
Rankings
In
fiscal
year
2014...
Something
to
aboutby Simone Strydom
All trademarks are property of their
respective owners.

18 Diamond Q1 2015
NEW IN THE U.S.
Hidden Valley®
Original Ranch®
Bacon Ranch Dressing
Start-of-ship: Sept. 2014
Clorox® Disinfecting Wipes
with Micro-Scrubbers
Start-of-ship: July 2014
GladWare®
Mini Round 4 oz. Kids
Start-of-ship: May 2014
Hidden Valley® Dip and
Appetizer Mixes
Clorox® Big Jobs™
All-Purpose
Cleaning Wipes
Clorox® Heavy Duty
Cleaning Wipes
Hidden Valley®
Original Ranch®
Spicy Ranch Dressing
GladWare®
Mini Round 4 oz. Kids
(Target Stores Only)
GladWare®
Snack 14 oz. Kids
NEW IN LATAM
Clorox® Aires
de Navidad
(Costa Rica and Panama)
Clorox CloroGel®
Pureza Citrica
(Chile)
Poett® Air Freshener
Start-of-ship: April 2014
(Argentina, Uruguay, Chile and Peru)
Poett® Aroma Selections
Start-of-ship: Aug. 2014
(Chile)
Clorox® Flores de Lavanda
and Magia Floral
Start-of-ship: June 2014
(Costa Rica)
Clorox® Limpiador
Desinfectante
Start-of-ship: June 2014
(Colombia and Chile)
Clorox®
Cleaning Utensils
(Mexico, Puerto Rico, Costa Rica,
Panama, Peru and Chile)
Clorox® Power Gel
(All LATAM)
NEW PRODUCTS

Q1 2015 Diamond 19
NEW IN
BURT’S
BEES
NEW IN THE PHILLIPINES
Burt’s Bees®
100% Natural Lip Crayons
Burt’s Bees®
Vanilla Bean
& Wild Cherry
Moisturizing Lip
Balms
Start-of-ship:
July 2014
NEW IN UAE NEW IN
CHINA
Clorox®
All-purpose
Kitchen Cloth
Clorox®
Non Scratch
Scrub Sponge 3D
Clorox®
Heavy Duty
Sponge Scourer
Clorox®
Non Scratch
Super Absorbant
Sponge Scourer
Clorox®
All-purpose
Bathroom Cloth
Clorox®
Superwipes
Heavy Duty
Clorox®
Easy Grip
Sponge Scourer
Clorox®
Microfiber
Floor Cloth
Burt’s Bees® Anti-Blemish
Purifying Daily Cleanser,
Solutions Clarifying Toner,
Daily Moisturizing Lotion,
Targeted Spot Treatment
and Pore Refining Scrub
Burt’s Bees®
Ultra Moisturizing
Lip Treatment
Burt’s Bees®
Baby Bee® Cream-
to-Powder
Burt’s Bees®
Baby Bee® Kissable
Cheeks Balm
Burt’s Bees®
Soothing Lip Balm with
Eucalyptus & Menthol
Burt’s Bees®
Soothing Lip Balm with
Passion Fruit
Burt’s Bees®
Citrus Facial Scrub
Burt’s Bees® Lip Shimmer
Apricot and Grapefruit
New Clorox
Cleaning Utensils
(UAE, Kuwait, Qatar,
Bahrain and Oman)
Glad® Cling Wrap
Start-of-ship:
June 2014
Pine-Sol® Cleaner in
Lavender Clean &
Sparkling Wave

The Clorox Company
P.O. Box 24305
Oakland, CA 94623
Forwarding Service Requested
Diamond Drill What recent experience has
made you stronger?
FY15:TheYearofSuperiorValue·MakingAmazonSmile·OpeningtheDoortoKenyaDiamondFIRSTQUARTER2015
Ameena Gill
Pleasanton, California
Summiting Mt. Kilimanja-
ro made me more confident
in what I’m capable of accom-
plishing. Even during the bru-
tally cold summit night, with
altitude sickness and extreme
exhaustion, I never thought of
turning around.
Robert Veihl
Wheeling, Illinois
I went to sleep and woke up
15 days later to find out a ma-
chine was keeping me alive for
the first 12 days. It gives you a
different outlook on life.
Maria Luisa de Boyrie
San Juan, Puerto Rico
My teenage daughter was
recently diagnosed with a per-
sonality disorder. All the epi-
sodes and treatments were the
most painful, scary and heart-
breaking events. I now feel
stronger and better prepared
to support her.
Omsmriti Bhattarai-Chhetri
Oakland, California
A loved one recently passed
away in front of me. As part of
my cultural traditions, I was
responsible for cleaning and
dressing her and donating her
belongings. I never imagined
I’d be able to handle these tasks.
Next Up
What do you miss most about being a kid?
Post your answer to the Diamond Drill on CloroxWeb and qualify for a chance to win
12 Bravo points (or the equivalent for International employees).
Printed with vegetable ink on
100 percent post-consumer
recycled paper.
NI-25918

Q1FY15_EngWeb

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