F I R S T Q U A R T E R 2 0 1 3

A SCENT IS BORNHOW CLOROX CREATES A NEW FRAGRANCE

DOLLARS AND SCENTS COLGATE-PALMOLIVE

PLEASANTON CAMPUS A NEW WAY TO WORK

THERE’S NO

SCENT LIKE

HOME

2

A Winning FormulaFellow Employees:

We just entered our centennial year: 100 years of bringing our great products to consumers around the globe. I believe that with our focused strategy and continued steady growth, this company will still be around a century from now.

One reason is our focus on building big-share brands in midsized geographies. We’ve built a portfolio of leading brands, often in areas where the biggest consumer packaged goods companies don’t participate. As a result, around the world, almost 90 percent of our brands hold the No. 1 or 2 market share.*

Meanwhile, many of our competitors are making sizable bets in the so-called BRIC countries — Brazil, Russia, India and China — but very few of them are making money on those bets. The cost of building the infrastructure necessary to do effective business in those countries is, given the intense competition, far greater than the returns currently being generated.

We’ve revised and refocused our International strategy to grow where we already have significant competitive advantages and scale. A great example is Peru, where Clorox® bleach is the top brand with a 64 percent market share. While Peru makes up just 6 percent of our total Latin America sales, that business has grown at a 17 percent compounded annual rate since fiscal year 2008. Peru is now a $44 million annual business compared to the $23 million it generated in fiscal year 2008.

So what’s happening there? We’re applying our 3D capabilities and experience gained in larger markets like Argentina. For example, many consumers in Peru do their household shopping from paycheck to paycheck. Because of that, they make smaller purchases. We’ve used this insight to produce smaller, more affordable bleach packages, which has driven our market share. As those consumers prosper, we trade them up to more premium products of the brand they trust.

We have similar stories in countries like Chile, Colombia and elsewhere. With almost two-thirds of our International business coming from Latin America, we’re counting on growth there, coupled with growth in other geographies, to drive faster overall growth for the company. I think we’ll find that doing what we do best — understanding our consumers and the problems they have, and giving them great brands and solutions at prices they can afford — will continue to be a winning formula.

Don KnaussThe Clorox CompanyCorporate Communications1221 Broadway, Oakland, CA 94612 510-271-3004 corporate.communications@clorox.com

F I R S T Q U A R T E R 2 0 1 3

Facebook is a registered trademark of Facebook, Inc. iPhone is a registered trademark of Apple, Inc.*Source: IRI syndicated scanner data US FDKT P52 weeks ending June 2012, IRI syndicated data for national 3-channel data for Cananda ending June 2012, and IRI or Nielsen for rest of world tracked channels P52 weeks as of June 2011.

Is this the same company that I started with five years ago? Absolutely — and most certainly not.

IT senior business analyst on the new Pleasanton, California, campus

Our TV remote control has been thrown away multiple times. You don’t realize how valuable it is till you lose one!

Consumer comment on the Glad® brand Facebook page about tossing out something important with the trash

I can’t live without Clorox® bleach! I don’t want to live with- out Clorox 2® or Clorox wipes!

Consumer comment on the Clorox® brand Facebook page

Great innovation and agility! Can’t wait to clean the screen on my iPhone.

Oakland, California, employee Craig Wolfson on our new electronic device cleaners

A NOTE FROM THE CEO

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LOSE THE EMPTY CALORIES

*IRI or Nielsen for the latest 52 weeks ending June 2011.

Managing weight is like managing a budget. Spend more money than

you make, and the debt piles up. Eat more calories than you burn, and the pounds pile on. And while counting calories is about as fun as counting pennies, a little awareness goes a long way.

Here’s one suggestion to help tip the scales in your favor: put down the sugary soda, fruit juices and sports drinks and start drinking more water.

A 12-ounce can of regular soda contains up to 179 calories and more than 40 grams of sugar. A little perspective: an average person would have to walk two miles to burn off a single can of soda.

Research also shows that liquid calories like soda don’t reduce our hunger. We don’t feel full, so we eat more, and those extra “empty” soda calories may end up

being stored as fat. Have a few sodas a day, and you’re adding the equivalent of a small meal without the satisfaction of feeling full. Bloated, maybe, but not full.

One pound equals 3,500 calories, so if you eat 500 fewer calories daily than you burn, you should lose about one pound per week. Cutting out empty calories like soda is one way to create this deficit.

And while diet sodas are better in terms of calories, they may condition a preference for sweetness. Water is the best option.

Drinking water flushes out toxins and the by-products of fat breakdown. It he lps you r orga ns r u n more efficiently, giving you more energy. Drinking water also helps reduce hunger and fight against flu and other ailments like kidney stones. And you get all of these benefits for the low, low price of zero calories.

Not a fan of plain water? Add lemon or lime juice. Green and herbal teas are also great calorie-free options.

So the next time you need a pick-me-up and are about to open a soda, consider a glass of ice water. And if it just happens to be Brita®-filtered water, well, that’s a bonus.

CLOROX INTERNATIONAL by theNuMbErs

1973 Clorox acquires its first International company — mushroom producer Country Kitchens Food Limited

32 7 Clorox International employees

IN BRIEF

90%Clorox® bleach

market share in Saudi Arabia*

25+Cleaning companies Clorox acquired in Latin America during the late ‘90s

100+countries where Clorox Company products are sold.

$1.2billi n International fiscal year 2012 net sales

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The sweet scent of success is wafting north from Latin America.

In A rgent i na a nd Per u , Chi le a nd Panama — where most of our brands are No. 1 or 2 in their categories — staying ahead of fragrance trends and creating scents that consumers love is the secret to the success of our cleaning products.

For a decade, the business in Argentina h a s u s e d a n i n n o v a t i v e s c e n t -development process for the Poett® brand. That expertise has led to nine new fragrances since 2001, with another one — “Solo Para Ti®” (only for you) — ready to launch this quarter. The process also has pushed the Poett brand to expand beyond dilutable cleaners to other scented products, taking a single fragrance and finding ways to use it in every room of the house.

“Our competitive advantage in Latin America is that we have a true megabrand around the single benefit of fragrance,”

says Mariano Couffignal, marketing director – Fragrances. “We have dilutable cleaners, we have many formats of air care, we have a toilet bowl freshener and now we have introduced fabric perfume.”

The strategy is to grow sales by giving consumers more ways to bring the fragrances they love into their homes.

While the Poett brand is dominant in much of Latin America, our Mistolín® brand of scented dilutable cleaners is very popular in Venezuela, Panama and Puerto Rico.

Awakening the senses to grow sales

I n L at i n A mer ic a , we don’t t a l k performance when discussing dilutable cleaners, we talk scent. These are the best fragrances for you to enjoy your home

— to awaken the senses, the aspirational message goes.

And that message sells.

Latin America’s innovative scent development process has delivered big wins for the Poett® and Mistolín® brands. Now, the U.S. Cleaning Division has imported that formula for scented success.

by Sarah Duxbury

THERE’S NO

SCENT LIKE

HOME

4

5

Fragrance has grown from a $15 million business when we aquired the Poett and Mistolín brands in fiscal year 1996 to a $160 million business in fiscal year 2012. Air fresheners are one of the fastest-growing categories in the region.

Today, there are 17 different Poett scents, from classic lines like Primavera (spring) and Lavanda (lavender) to seasonal scents to more inspirational or conceptual fragrances like Déjà Vu® and Espiritu Joven® (young spirit).

“We are not claiming what’s inside. We are communicating what experience you may have when you use that product,” says Graciela Oblitas, manager, R&D

– International Home Care growth innovation. “We transmit that with packaging and communications. All of what we do needs to fit with the fragrance because if not, the consumer will be frustrated at the end.”

If scent is the starting point, it’s not the only consideration for selling Poett or Mistolín cleaners. Packaging must attract the consumer; it, too, is aspirational and requires innovation.

The U.S. Gets Fragrance Lessons

Fragrance has been a core strength in Lat in America since we acquired Mistolín and the Poett brands. It is increasingly important in the U.S. cleaning business, where scent is one more ingredient for success.

The Pine-Sol® brand has offered different scents for years, and try as we might, innovate as we might, we were never quite

able to achieve the internal benchmark of 60-40 consumer preference win on lavender- or lemon-scented Pine-Sol cleaners that we look for in our products.

That is, until we took a fresh look at how we develop fragrances. For our lemon and lavender scents, the team worked to gain a deep understanding of what Pine-Sol scent means to consumers and then develop aromas that truly deliver that experience. The reformulated scents launched in January 2011 with a new flip-top package. They delivered our first 60-40 consumer preference wins for those scents, which means 60 percent of consumers preferred our fragrances over our competitors’ fragrances.

“This fragrance process allowed us to deliver 60-40 preference wins for lemon and lavender Pine-Sol cleaner, and it’s just one of several projects where the new fragrance development process helped us deliver the win,” says Liz Crane, global insights lead – Cleaning.

The team also leveraged Latin America’s fragrance process to develop new f r a g r a nce concept s for A f r ic a n Americans (Outdoor Fresh™ scent) and Hispanics (Garden Fresh™ scent).

“We kind of stole the process from Latin America, to be honest,” Liz laughs. “We did some of our own tweaks, but it was

We are not claiming what’s inside.We are communicating

what experience you may have when

you use that product.”Graciela Oblitas, Manager R&D –

International Home Care Growth Innovation

fundamentally based on what they’ve been doing in Latin America because clearly the Poett brand has had great success with fragrance development. Why fix something that isn’t broken?”

The Poett team in Latin America highlights a fragrance’s emotional appeal in its marketing. Similarly, the Pine-Sol brand has given distinct “personalities” to its six scents, marketing them online as the Scent Sisters.

The Pine-Sol Scent Sisters have personalities as strong as their fragrances. Meet Lady Lux (Lavender Fresh®

scent), The Trailblazer (Outdoor Fresh™ scent), The Matriarch (Original Pine scent), The Motivator (Lemon Fresh™ scent), The Healer (Sparkling Wave® scent) and The Sweetheart (Garden Fresh® scent).

The new perfumed fabric sprays are the Poett® brand’s fastest-growing category.

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FRAGRANCE BRIEFINGThe team takes those insights and writes a one-page fragrance brief outlining what scents — floral, citrus, spice — and what colors and images the new fragrance should have, as well as details on strategy, positioning, pricing, benchmarks and consumer testing.

Our R&D teams in the U.S. and Latin America have fragrance experts who k now how to t r a ns late consu mer insights and emotions into a fragrance and then how to market that fragrance to consu mers . T he mi x i ng of t he scents themselves, however, is done by fragrance houses that Clorox works with worldwide. (See below.)

Clorox® Fraganzia cleaners target U.S. Multicultural market

In the U.S., Hispanics seek out fragrance to a greater degree than the general population.

To win the trust and loyalty of this consumer, the U.S. Cleaning division has gone even deeper into scent development

There’s an elaborate lifecycle to developing a new fragrance. It’s been an expertise in Latin America for many years, and the U.S. Cleaning division has started to recreate it. It all begins with insights.

The Poett® team in Argentina recognized that everyone has moments of déjà vu, where they swear they have heard/seen/felt/smelled something before. They believed that sensation could translate into a fragrance they could sell.

continued from page 5

DÉJÀ VU: A SCENT IS BORN

TECHNICAL SELECTIONThe br ief then goes to a fragrance house that creates the actual fragrance. The fra- grance houses know the latest trends in scent, and our brief gives them guidelines on what emotional qualities the fragrance should capture.CONSUMER SELECTION

Now it’s back to general consumers: Does the fragrance match the concept? Does it linger? Does it do what she wants it to do?

CONCEPT DEVELOPMENTAfter early work with consumers identified Déjà Vu as a scent ripe for the making, the Poett insights group sought targeted consumer input for focus groups: What does the déjà vu feeling mean to them? What images or colors does it conjure? Is the sensation negative or positive? Consumers put these ideas into collages and words.

A promotional image for the new Clorox® Fraganzia cleaners.

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and consumer insights, resulting in the recent launch of its new Clorox® Fraganzia line of cleaning products.

“The Clorox Fraganzia brand has more freedom to create new fragrances,” Liz says. “Loyal Pine-Sol consumers expect a certain experience. If you make it too much about scent, it pushes you in the wrong direction for traditional Pine-Sol consumers and for the competition. Clorox Fraganzia cleaners are not so much about power, they’re about pleasant scent.”

The products — which include a dilutable cleaner, aerosol air freshener and toilet bowl freshener in three distinct scents

— first hit retail stores this summer. They target U.S. Hispanic consumers and are one way we hope to deliver on our multicultural growth strategy.

“At Clorox, we’re very serious about reaching Hispanics — that we’re making the right decisions and that we’re gathering the right insights,” says David Cardona, Multicultural team leader – Cleaning. “The Hispanic shopper will

GÜD™ SCENTSScent is even more critical in personal care than in cleaning, which is one reason we feel so good about our new güd™ brand.

“Our overall product positioning for the güd brand is all about fragrance,” says Garrett Putman, marketing manager for güd. “Through our research, we knew there was an opportunity in the natural personal care category for a brand that could deliver strong sensorial benefits via natural products.”

Cue the güd brand, which targets millennial beauty enthusiasts – young women who love beauty products

and are highly motivated by scent. Where the Burt’s Bees® consumer reads the label first and then weighs other product attributes, the güd-lover pops open the top and takes a whiff. Fragrance is her No. 1 reason to buy a product.

The brand started with a solid growth platform. Before launching, the güd team worked

with a paid nose — a fragrance consultant — to develop more

complex fragrances than what is generally available in natural personal care products. The brand created 15 fragrances, tested 10 with consumers and launched four. Others will roll out as part of the güd innovation calendar moving forward.

open and smell 10 different bottles until she finds one that meets her need or preferred scent profile. They want to smell while in the store. If they cannot smell your product, they will leave and go somewhere else.”

That’s why Clorox Fraganzia dilutables have a twist off cap and the toilet bowl inserts have a scratch-and-sniff sticker on the outside of the sealed packaging.

“This type of consumer research is helping us understand the different dynamics for shopper activities and then come up with solutions,” David says. “All that engagement with the packaging can trigger a purchase, and hopefully, when they use the product, they are delighted by it and come back for another one. And if we’re lucky, they will go to their mother or sister-in-law and say, ‘Hey, I tried this product and loved it and you should try it, too.’”

To push their newly-honed fragrance message, David’s team is designing Clorox Fraganzia end caps for 550 U.S. Target stores that skew heavily Hispanic.

For now, Clorox Fraganzia is expected to appeal to newly-arrived Hispanics looking for a scent of home and to Hispanics who have lived in the U.S. for generations. But in the long run, David believes the Clorox Fraganzia brand’s scents will delight non-Hispanic consumers, too.

The ad for the newest Poett® fragrance, Solo Para Ti’®, continues the brand’s tradition of marketing its aspirational scents with an emotional appeal.

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Sometimes in the world of cleaning, it all seems to come down to dollars and scents.

Both are a big part of the story in dilutable cleaners, a category with U.S. sales of nearly $500 million annually. Clorox’s Pine-Sol® brand is always the category leader in the U.S., but even though it has the preferred scent, it is not the top-selling brand with the category’s most dynamic consumer segment: U.S. Hispanics.

That honor goes to a competitor, Colgate-Palmolive’s Fabuloso brand.

Recent volume figures are especially telling. In all tracked channels except Walmart, Fabuloso has a 29 percent share of the U.S. Hispanic market, compared with 11 percent

Fabuloso is a registered trademark of the Colgate-Palmolive Company.

Dollars s¢ents by Tim McGarry

COLGATE-PALMOLIVEgets

Fabuloso holds a special place in the hearts and on the shopping lists of Latin American and U.S. Hispanic consumers

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Headquarters: New York, NY

Employees: 38,000 worldwide

Founded: 1806, New York City

Rank: No. 155 on 2012 Fortune 500; No. 3 for Household and Personal Products (behind Procter & Gamble and Kimberly-Clark)

2011 Net Revenue: $16.7 billion

Countries: 200+

Website: colgatepalmolive.com

Key Brands:

at a glance

Colgate-Palmolive is still our toughest competitor in dilutable cleaners, but they aren’t the only company with a strong sense for scent.

for the Pine-Sol brand. Fabuloso is also the market leader in Mexico and is the Poett® brand’s biggest competitor in Latin America.

“Fabuloso has a lot of equity among Hispanics,” says Jose Arellano, associate global insights manager – Marketing.

“There are linguistic ties and family ties. The name itself is a Spanish word and, for many, Fabuloso is the cleaning product their parents used. It is a value product, priced well below premium competitors. Finally, its marquee scent, lavender, is wildly popular. Buyers love it.”

Colgate-Palmolive’s sense for scent

While scent matters to all consumers, it has a special place in Hispanic cleaning culture.

“Scent, along with shine, is an important cue,” Jose notes. “The culture of U.S. Hispanics is a culture of hospitality, a culture of great pride in the home. It is that lingering and pleasant scent that communicates to family and friends the home is clean and they are welcome.”

Colgate-Palmolive, with its enormous international presence and expertise, has long understood that pleasant scents make Fabuloso so popular.

“A Colgate hallmark is their ability to identify trends,” says David Cardona, Multicultural team leader – Cleaning.

Important as it is, scent is only a part of Fabuloso’s success story. Clorox managers also respect how Colgate manages the Fabuloso brand.

Katie Keil, Pine-Sol brand manager at Clorox, points to Colgate-Palmolive’s merchandising strategy. “Fabuloso was first established in international markets, primarily Latin America,” she says. “When Colgate launched it in the U.S., they first demonstrated success in the Hispanic stores and then built a case to broaden its distribution. They’ve now started making inroads in general-market stores that serve non-Hispanics. Over the last year or two, they’ve achieved strong growth across every demographic, not just among Hispanics.”

David Cardona points to Colgate’s savvy approach to pricing to get consumers to give Fabuloso a try. “They are always driving trial,” he says. “Right now, the

main tactic is promotional pricing – 99 cents every fourth week.”

Clorox also puts scents to work

Dollars, scents, a strategy that’s working, a product with an appeal that continues to grow. What’s a competitor to do?

Katie Keil starts with the fact that Pine-Sol cleaner is a superior product, and the brand has really focused on improving and adding new scents over the past few years. Pine-Sol scents now include the original pine, as well as lemon and lavender and newer formulations like Sparkling Wave®, Outdoor Fresh™ and Garden Fresh® Pine-Sol cleaners.

In late 2010, in a blind, head-to-head test between the lavender versions of both Pine-Sol and Fabuloso, consumers preferred the Pine-Sol lavender cleaner by a better than 60-40 margin. And whereas Fabuloso regularly sells for 99-cents, Pine-Sol products boast a premium price.

Similarly, the Poett® team in Argentina is able to develop new conceptual fragrances faster than Fabuloso, which typically waits at least two years between new scents.

And efficacy matters.

“Our research shows that U.S. Hispanic consumers, like consumers everywhere, want a cleaner that really cleans,” Katie says. “They want a cleaner that does more than just smell good and produce a shine.”

Pine-Sol cleaner not only has more cleaning agents than Fabuloso, but pine oil is a natural disinfectant, she notes.

“The challenge is to make consumers notice,” she says. “Our current Hispanic campaign focuses on ‘putting scents to work.’ So we’re talking cleaning, not just scent. This is reinforced by the general market ad strategy that emphasizes cleaning, supported by novel and attention-getting PR and social media campaigns.”

Katie senses a new energy and momentum for Clorox and the Pine-Sol brand.

“We have some challenges when it comes to dilutables,” she says, “but I’m con-vinced that as we rise to these challenges, we’re going to reinvigorate the category.”

FOR A NEW CENTURYFirst Kennesaw, Georgia, and now

Pleasanton, California, have adopted an open and flexible office design that is the model for the future

In May, Clorox employees began moving into buildings on the company’s new campus in Pleasanton, California. The freshly remodeled buildings embody the elements of the company’s strategy for modern workplaces at Clorox locations worldwide.

The first completed buildings on the new campus have individual and group workspaces for office workers. Later in calendar year 2012, additional buildings will include research labs, creative teamwork space, a conference center, a café and a pilot plant to test engineering and manufacturing processes.

I love being here. It feels open and collaborative. Honestly, I believe we will be more productive here. I look forward to coming in every morning.”

– Eva Breilein, manager, Human Resources Workforce Services

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It’s so easy to pull up a chair with someone and take care of

an issue in real time. Things that used to take hours can be

resolved in a few minutes.”– Kevin Salmon,

IT director

WHERE IN THE WORLD IS CLOROX?

The Pleasanton, California, campus buildings feature an open layout that allows natural light to flow throughout the space, with fewer walls and no enclosed cubicles. Workers can move around the workplace as needed, selecting the right space for the work they’re doing: concentrating, collaborating or conducting a meeting.

The DNA of past and present Clorox

is evident here: The people, the history, the passion

and experience are present. What’s a bit

more subtle — but palpable and certain —

is the inspiration necessary to fuel Clorox’s future is

about to be unleashed.”– Sean Fitch,

IT senior business analyst

Technology makes it easier to collaborate with coworkers near and far.

“MediaScape” displays allow workers to share one display with several

computers. State-of-the-art audio and video conferencing capabilities keep

people connected with other Clorox locations and business partners worldwide.

1212

PLAYING TO WINQ&A WITH DIEGO BARRALVICE PRESIDENT – GM, LATIN AMERICA

MINIRÉSUMÉ

Joined Clorox: June 1995

Background: Before joining Clorox, worked for Ciba Geigy, Philips Electronics and Kraft

Education: B.S., business administration, University of Buenos Aires, Argentina

Hometown: Buenos Aires, Argentina

Family: Lives in Miami, Florida, with his wife and three kids INSIGHTS

How do you spend time with your family?

We love to travel together. We a lso enjoy weekends in Miami, Florida, going to the beach or boating with friends. Our extended family lives in Argentina, so we try to fly down there at least twice a year to keep in contact with them and our culture.

What’s your professional advice to others?

First, get the best from the people who work with you. At the end of the day, your results are driven not only by your efforts but, more importantly, by your team’s efforts. Second, be transparent and direct with others. And third, determine where or what you want to be in the future, develop a plan to help you get there and share that plan with others for help and input. PASSIONS

You played competitive soccer. How far did you go and how

has that experience translated to the business world?

I started playing soccer when I was six years old and ended my career at 18 with the semi-professional Ferro and Platense futbol clubs. It was very intense. For 12 years, I practiced four days a week

and traveled and played during the weekends. That experience trained me to be flexible and plan well in order to be successful in soccer and school while also spending time with my friends. Doing business is similar in the sense that you have to manage multiple priorities at the same time and you want to succeed in all of them. REFLECTIONS

What makes our products appealing to consumers in Latin America?

Consumers trust us. We have brands with a strong heritage and credentials, and we deliver on consumers’ expectations. The challenge for us is to continue innovating so we keep building our brands. Our consumers want value, so we’re looking for ways to deliver our high-quality products at competitive prices.

Are there more opportunities to grow in Latin America?

Of course. We know the product and category white spaces where we can be successful. We’re working with the countries and the International leadership team to develop plans to compete in these areas sooner rather than later. First, however, we need to improve our margins to provide the fuel for further investment in our brands.

How would you describe our employees in Latin America?

Latin America has the highest engagement scores in the company. We have a passionate culture and that extends to our business. Our employees like winning and they’re always willing to go the extra mile to make that happen. They also like belonging to a bigger company, and the global functions are helping to bring us together.

CLOROX LEADERS

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CORPORATE RESPONSIBILITY

See CloroxWeb for more information about the recipients and a complete list of nominees.

Don Knauss recently announced the recipients of our first annual Corporate Responsibility Awards. The awards

recognize and celebrate outstanding achievements that advance our corporate responsibility (CR) strategy. There are five award categories, one for each “pillar” of our CR strategy:

•PeoPle – Promoting diversity, opportunity and respectful treatment

•Performance – Achieving financial success with transparency and strong governance

•Planet – Shrinking our environmental footprint while growing our business

•Products – Making responsible products, responsibly

•PurPose – Safeguarding family well-being

Clorox employees submitted nearly 50 nominations. The Clorox Executive Committee reviewed all the nominations and made the final selections.

AND THEWINNERS ARE...DON KNAUSS PRESENTS OUR FIRST ANNUAL CORPORATE RESPONSIBILITY AWARDS

PEOPLE VENEzUELA VOLUNTEER TEAM

Our employees in Venezuela continued to build on a successful volunteer program established in 2009 to promote education among Venezuelan children. Currently, the program boasts 55 employees in Santa Lucia, Caracas and Guacara, making a difference in the lives of more than 600 students at four schools.

PLANET

PROJECT STEAMROLLER TEAM

The Glad® team developed a better trash bag that generates cost savings by using less plastic and reduces our environmental footprint. The new bag eliminates roughly six million pounds of resin annually and has improved strength. In fact, it scored 60-40 consumer preferences on internal benchmarks and was ranked by Consumer Reports magazine as the strongest among kitchen trash bags tested.

PRODUCTS

BURT’S BEES® WALMART CARDED LIP PROJECT TEAM

When theft of Burt’s Bees® lip products became an issue at Walmart stores, the team acted quickly to solve the problem while staying true to the brand’s high standards for sustainability. The solution: environmentally friendly, carded packaging that makes it harder to slip the product past the cash register. The result: eliminating 35,000 pounds of plastic fixtures and significantly reducing theft.

PERFORMANCE

SUPPLIER DIVERSITY & CODE OF CONDUCT TEAMS

The Supplier Code of Conduct communicates expectations of our suppliers in the areas of human rights and labor, health and safety, the environment, and business conduct and ethics. In fiscal 2012, the team exceeded aggressive targets, certifying that 82 percent of our tracked spending in North America, and 53 percent in Latin America, is in compliance with the code. This accounts for more than 1,000 critical suppliers. The Supplier Diversity Team increased the amount of company spending for diverse suppliers by 27 percent over last fiscal year, from $85 million to $108 million.

PURPOSE

MARCUS FOSTER AUCTION TEAM

The Marcus Foster Auction is a Clorox-sponsored charity event managed and staffed entirely by volunteers. This year, the team raised $71,000 through the auction and a product sale. Combined with a $30,000 donation from The Clorox Company Foundation, these events are helping fund 29 scholarships for Oakland, California, high school students.

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And the winners are ...

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Glad® Food Storage Designer Series

Consumers can give and send food in Glad® containers that have fun, attractive designs.

Start-of-ship: September 2012

NEW IN THE U.S.

Burt’s Bees® Intense Hydration Face Care

This new line includes a facial cleanser, day lotion, eye cream, mask and night cream, all using natural ingredients to deliver clinically proven hydration.

Start-of-ship: July 2012Burt’s Bees® Ultimate Care Body Lotion and Hand Cream

These products combine nourishing baobab oil with other emollients to naturally smooth dry skin.

Start-of-ship: July 2012Burt’s Bees® Baby Bee® Sweet Memories Keepsake Photo Box This bundle of baby love comes in a cute keepsake box that can be personalized with a photo.

Start-of-ship: July 2012

Burt’s Bees® Baby Bee®

Chlorine-Free Wipes Super soft and non-irritating, these cloth-like wipes are made with aloe and vitamin E so baby’s skin is left smooth and clean.

Start-of-ship: July 2012

NEW PRODUCTS

Glad® 65% Recycled Plastic Tall Kitchen Drawstring Bags and Large Trash Drawstring Bags

Made with 39 percent post-consumer and 26 percent pre-consumer recycled plastic, these bags help reduce plastic waste.

Start-of-ship: July 2012

NEW FROM BURT’S BEES

Glad® Tall Kitchen Compostable Bags with OdorShield®

These bags neutralize food-waste odors and are certified compostable by the industry standards authority to make kitchen composting cleaner and easier.

Start-of-ship: September 2012

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NEW IN ARGENTINA

Clorinda CloroGel® Menta Clorinda CloroGel® menta (mint), now in an affordable size, provides deep cleaning and disinfecting for multiple surfaces around the home with a fresh mint scent.

Start-of-ship: May 2012

Clorox® Ropa Poder Dual Add Clorox Ropa® Dual to every load of laundry to easily remove tough stains without fading colors.

Start-of-ship: July 2012

NEW IN CHILE

NEW IN CENTRAL AMERICAClorox® Limpiador de Baños This product builds on the disinfecting bathroom cleaner line already in Costa Rica for consumers who want clean at an affordable price.

Start-of-ship: August 2012

Clorox® Antihongos A new member of the mold- and mildew-remover line made for consumers who are looking for affordable ways to clean and disinfect their bathrooms.

Start-of-ship: July 2012

Ayudin® Gel Bleach

A thicker formula with added cleaning ingredients gives consumers strong cleaning and disinfecting performance. Available in three fragrances: original, citrus and floral.

Start-of-ship: August 2012

Mortimer® Poderosa Fiber Pad

A strong antibacterial fiber pad gives consumers an improved product with superior cleaning power.

Start-of-ship: June 2012

NEW IN AUSTRALIAChux® Ultra Fit Washing-Up Gloves

These odor-resistant gloves are uniquely designed with a fitted cuff to stop water getting in, are cotton lined for comfort and have contoured fingers for extra dexterity.

Start-of-ship: May 2012

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The Clorox CompanyP.O. Box 24305Oakland, CA 94623

Forwarding Service Requested

Diamond Drill What’s your favorite phase in life?

Next UpWhat’s your “bleachable” moment?

Post your answer to the Diamond Drill on CloroxWeb by Sept. 7 and qualify for a chance to win 12 Bravo points (or equivalent for International employees).

Mike Tock Amherst, Virginia

When I was a teenager I knew everything. Now I’m still trying to learn half of the stuff I used to know!

Vaughna Copley Prichard, West Virginia

Being a volunteer and helping others. It’s such a joy to see smiles on the faces of those most deserving. It makes a big difference in other’s lives.

Larry Elkins Rogers, Arkansas

I like my early 50s. The kids are grown, the grandkids still think it’s great just to come to our house, and our list of retirement activities hasn’t started being cut back to the “reasonable” yet.

Jeff Kent Forest Park, Georgia

The six years I spent serving in the U.S. Navy. I learned a lot about life, met and married my better half and saw parts of the world I’ll probably never see again.

Printed with vegetable ink on 100 percent post-consumer recycled paper.

NI-18524