IDEAS WANTED - The Clorox Company

F O U R T H Q U A R T E R 2 0 1 1
IDEAS
WANTED
OPENING THE DOORS
OF INNOVATION TO
DRIVE GROWTH
THE e-COMMERCE EVOLUTION
CHINA: THE LAND OF OPPORTUNITY

F O U R T H Q U A R T E R 2 0 1 1
It’s better to be well-trained
than lucky when it comes to a
safe workplace.”
Allen Young on building an accidentfree
workplace
This demonstrates how talented,
creative and thoughtful Clorox
employees are. With some of the
ideas, I thought to myself, ‘YES,
I have needed this item for a
long time!’”
Amie Clark on the ideas shared during
the !nnovent 2011 contest
Water ... beautiful and so
refreshing!”
Miguel Garcia responding to the Brita ®
team’s partnership to eliminate bottledwater
waste at the Sundance Film Festival
Newspapers work well for protecting
floors from dropped eggs or
banana chunks, but are virtually
powerless against flour that slips
between its pages.
Tiffany Tan Kohler in her Mom Moments
blog
LETTER FROM THE CEO
Driving Innovation
Fellow Employees:
Several years ago, we set a goal for ourselves to drive at least two points of sales growth
annually through innovation. We have exceeded that goal every year since FY04.
Over the years, I’ve learned past performance is often a great predictor of future
success. So I feel very confident that we will continue to be successful with our
innovation efforts.
Our categories are soft, and commodity prices are rising. We’ve got a lot of
smart people here at Clorox who have helped navigate some pretty rough seas
in the past few years. But we will do more than hunker down and wait for the
economy to recover.
Look at Apple. If they can sell 15 million $600 iPads in this kind of economy in just
nine months, we can certainly find new ways to build our categories and brands.
Companies that focus on driving innovation during these rough times are the
companies that will emerge stronger than ever in the years to come.
And that’s what we’re doing — we’re driving innovation across our business,
around the world. In January, we introduced Clorox® CloroGel, a new product
that taps into the growing market of Hispanic consumers in the U.S. The Poett®
and Mistolín® brand teams continue to expand their line-up with new dilutable
cleaners and aerosols in Latin America. We’ve introduced new flavors in the Food
business, including K C Masterpiece® southern style barbecue sauce and buffalo
marinade. And for those green consumers on the move, we’ve launched new Brita®
on-the-go reusable bottles.
But it’s not just about new products; it’s about innovation across the 3Ds of Desire,
Decide and Delight.
Consider the Hidden Valley® business. The team has proven we can go beyond
salad. We provide recipes that incorporate our products into everyday cooking.
Our dressings and dry mix now sit next to fresh produce, meat, chips, dairy items
and frozen foods. And through all of this, as volumes have risen and we have
gained over two share points in the last three years, the Reno and Wheeling plants
have also found innovative ways to drive spending down.
Consistently, I see Clorox people coming up with new ideas: compelling marketing
plans, big and small supply chain improvements, simplified financial processes,
and workspace and technology solutions that make it easier to share ideas.
All of this helps drive compelling products for our consumers, better relationships
with our customers and stronger growth for our shareholders. Add it up, and
there’s a multitude of reasons we can all believe in Clorox for the years to come.
Thanks for everything you do every day, and let’s all keep looking for ways to
innovate and grow.
The Clorox Company
Corporate Communications
1221 Broadway, Oakland, CA 94612
510-271-3004
corporate.communications@clorox.com
Don Knauss
2

In Brief
Project Atlas
Moves Toward
Implementation
Major progress continues
on Project Atlas, our
multiyear initiative to
standardize processes,
centralize International
data and give leaders
access to information they need to
make better decisions faster.
To date, efforts have focused on
process and system design. The focus
is now shifting toward the first wave
of implementation in Latin America
South. Priorities include defining roles
and providing educational sessions to
help impacted employees learn more
about the project and the required
preparation.
Additionally, team members are busy
with system testing and deployment
planning to minimize business impact
when we go live, as currently planned,
in August.
For more information, visit CloroxWeb >
Departments & Locations > Project Atlas.
Chlorine Institute
Recognizes Bleach
Plant Safety
Our U.S. and Puerto Rico bleach plants
recently received the 2010 Chlorine
Institute Process Safety Award for zero
reportable chlorine releases and no
risk management plan incidents. Three
plants — Los Angeles, California;
Tampa, Florida; and Houston, Texas
— were also awarded the Chairman’s
Safety Excellence Award for
outstanding performance in 2010.
The Los Angeles and Tampa plants
both worked more than 180,000
hours without a reportable accident,
and the Houston plant achieved an
impressive 420,000 hours without a
reportable accident.
HOLD THE
SALT,
SAVE YOUR
HEALTH
Reduce your risk of heart attack and
stroke by reducing your sodium (salt)
intake. The U.S. government and the
American Heart Association now
recommend that most adults consume
no more than 1,500 mg of sodium
daily.
What are some of the biggest salt
culprits in your diet? Processed,
packaged and restaurant foods are
often the biggest offenders. Lunch
meats, sausage, bacon, ham, regular
canned soups and most boxed or
frozen pasta, potato and rice dishes
have a lot of sodium. Also, some of
the foods we consider healthy can also
pack a sodium punch: Canned veggies,
fat-free cottage cheese, and canned
tomato juice can be surprisingly high.
Wean yourself slowly and your
taste buds will follow. It may take
a few months, but eventually, your
craving for salt will be replaced by
an appreciation for all the subtle and
vibrant flavors of healthier foods.
And in the process, you’ll be doing
something good for your heart and
your brain.
Source: The YOU Docs: Mehmet Oz, M.D. and
Michael Roizen, M.D.
TRY THESE TIPS FOR REIGNING IN
YOUR SODIUM INTAKE WITHOUT
SACRIFICING SATISFACTION:
Aim for products
labeled as “sodium-free”
or “lowsodium”
versus
“lower sodium.”
Keep your portions in
check. Supersizing can
more than double the
sodium content.
Use fresh herbs,
spices, peppers,
onions, garlic, lemon,
lime and balsamic
vinegar to add some
zing to your dishes.
Read the product
label nutrition
facts. Awareness
often leads to
healthier choices.
Go for naturally lowsodium
foods: fresh
fruit and vegetables,
whole grains, fresh
fish and poultry.
Compare brands —
the same kind of food
can have vastly
different sodium levels.
3

IDEAS
WANTED
OPENING THE DOORS
OF INNOVATION TO
DRIVE GROWTH
BY ALISON OHLHOFF,
DIAMOND CORRESPONDENT
mother of six and grandmother of four goes online to share
A product ideas with Clorox that she believes will make a mom’s
job easier.
A Clorox scientist asks an online network of suppliers for their
ideas about a problem he’s having in the lab.
Clorox employee teams from around the world pitch business
proposals — as selected by their peers — to the Clorox Executive
Committee.
Increasingly, we’re opening the doors of innovation at Clorox.
And in the process, we’re fundamentally changing the way we
conceive growth ideas.
We’re dreaming bigger with outside input
“Historically, we’ve tended to hunker down and not always
connect with one another,” says Greg Piche, Idea Network
lead. “But that’s changing. People understand that we need to
grow, and that our survival depends on stepping back from
4

our current workloads and dreaming
bigger together.”
A large part of dreaming bigger is our
increasing focus on open innovation.
For example, a smaller company like
Clorox — with an R&D budget a fraction
of the size of our larger competitors —
can vastly increase the idea pipeline
by working with external companies
that have complementary capabilities
and expertise.
We began using this open innovation
approach more than a decade ago
when we started working with external
partners on the creation of new products.
On one project, we licensed packaging for
Clorox® Bleach Pen® gel from a Japanese
glue stick manufacturer.
A few years later, in 2003, we began a
joint venture with Procter & Gamble to
drive innovation and growth for Glad®
products. The joint venture used P&G
technology originally developed for
diapers to enable superior stretch, tear
resistance and adhesive properties for
ForceFlex® trash bags and Press’n Seal®
wrap. Last year, we began offering P&G’s
Febreeze® technology in our OdorShield®
trash products.
Over the years, we’ve evolved our
approach to open innovation. Imagine
innovation as a funnel. Lots of ideas for
new products feed into the wide end of
the funnel, but as the funnel narrows,
FIND
IDEAS
Develop external networks
to increase the sources of
new ideas.
BUILD
OPPORTUNITIES
DEVELOP
IS THERE
A NEW WAY
TO LOOK AT
SOMETHING?
Get more information at
Innovent2011.com
!nnovent 2011, our employee idea contest,
attracted more than 600 participants, 1,000
comments and ratings, and 380 new product
and business process ideas.
ideas are screened out and only a few are
developed and launched.
“When we increased our open innovation
efforts in 2000, we were focused
in the middle of the innovation
funnel, looking for technologies to
develop ideas we already had,” says
Jennifer Miller, director — Marketing,
Corporate Innovation. “Now we want to
use open innovation to come up with the
ideas themselves, to make the mouth of
the funnel even wider.”
The open innovation approach
we’re using can provide new
opportunities and new solutions,
as well as completely new ideas.
Use others’ capabilities and
expertise combined with internal
strengths to find better product
and technology solutions with less
up-front time and investment.
LAUNCH
Develop
and launch
meaningful
products.
Clorox Named
Partner of Choice
In April, Clorox received the 2011 Open
Innovation Partner of Choice Award,
presented by marcus evans conferences.
Clorox received multiple nominations
for our Open Innovation Networks
team, which helps drive innovation
through external partnerships. Clorox
was selected through a process that
surveyed peers and innovation leaders
from a cross-section of North American
industries, including past delegates of the
annual marcus evans Open Innovation
conference. A panel of judges determined
this year’s winner based on contributions
to the discipline of open innovation. Past
winners include P&G and General Mills.
Clorox connects employees,
consumers, suppliers and inventors
The corporate Open Innovation
Networks (OIN) team is leading the
charge to connect internal teams with
external ideas and capabilities. This
includes tightening their internal
connections to the business units to
ensure that the ideas they deliver are in
lockstep with the SBUs’ strategies and
core capabilities.
A key resource for collecting ideas is
CloroxConnects, an online forum
where hundreds of Clorox employees,
consumers, suppliers and inventors
share and discuss ideas, and collaborate
on improvements that could help Clorox.
“Real innovation happens when
communities develop. This is the value
of CloroxConnects,” says Andy
Gilicinski, director – Research &
Development. “When you get people
who are interested in an idea and passionate
about the possibility, and they
begin to associate with each other,
that’s where the magic happens.”
“We’re striving to create a ‘publish,
then edit’ environment,” says Greg,
who spearheaded the effort to get
CloroxConnects off the ground and
now serves as the community’s mayor.
“We want to get people to a place where
they feel like they can share ideas and
5

technologies freely, without wondering
who will think what of what.”
Idea contest gets people
comfortable sharing ideas
CloroxConnects powered the !nnovent
2011 employee idea contest. Employees
submitted ideas online, and their
colleagues rated and commented on
their ideas. The final seven teams — who
were given time, funds and training —
will present their business proposals to
the Clorox Executive Committee in June
for an opportunity to see their idea go
to market.
“We got 380 ideas for products or business
processes, and some of them really
pushed the boundaries, like Burt’s Bees®
surfboard wax,” Greg says. “People took
time to craft really well-thought-out
CloroxConnects, an
important piece of our
open innovation strategy,
brings employees,
consumers, suppliers and
inventors together in an
online forum to share and
discuss product ideas and
improvements.
ideas, and they felt comfortable posting
these things online where everyone else
could see them. That’s the culture change
we’re looking for. This is how we always
want people to work.”
We also run regular contests for
consumers, who can win cash prizes for
submitting their new product ideas or
improvements.
“We’ve only scratched the surface with
CloroxConnects,” Greg says. “But if
we continue down this path, we’ll see
more and more value come from it.”
Clorox connects with outside inventors
We’re also working with Evergreen
Innovation Partners (IP) to collect and
filter inventor ideas.
“We act as the front-end evaluation
engine for new product submissions,”
says John Funk from Evergreen IP. “We
look for a fit with Clorox and evaluate the
consumer appeal, as well as work with
the inventor to strengthen the appeal
and the ‘pitch.’”
And, we’ve engaged with the Edison
Nation network of inventors.
“We posted a challenge around how to
stop the spread of infection in the home,
and many came back with solutions,”
Greg says. “It didn’t end up generating
a product, but it did generate good
discussion, so it was still quite valuable.
It was also a good way to spread the word
that ‘Clorox is open.’”
Getting the word out about open
innovation at Clorox is important.
We’ll always be scouting and searching
for new ideas, but ideally, by
building and marketing a culture of
open innovation, we’ll start to see more
companies and inventors coming to us
with exciting ideas.
“The vision and willingness to push
ourselves is incredibly exciting. With
strong support from senior leaders, we’re
becoming a very open and agile culture,”
Andy says. “We have great ideas, great
products and great technologies, and
now we’re looking for those new sparks
or catalysts that can help us think
differently and bring it all together.”
!nnovent 2011 attracted 380 employee ideas from around the world. Clorox provided training, a budget and time to help finalists develop their business proposals, which
they will present to the Clorox Executive Committee in June. Clockwise from left: finalists MJ Huang, Andrew Doan, Brittney Elko, Don Swatling, Matthew Harrington, Paul
Walker and !nnovent bootcamp trainers Adam Simons and Sharon Olsen.
6

READY TO
RESPOND
CRISIS MANAGEMENT HELPS ENSURE
WE’RE PREPARED WHEN DISASTER STRIKES.
BY DAN STAUBLIN
operations as quickly and effectively as possible following
an event that renders a function, process or facility unable to
operate. (To see if your function or location has a BCP, ask
your manager or check CloroxWeb > Policies & Procedures >
Business Continuity.)
In addition, two cross-functional EOC teams, which convene
in Pleasanton, California, and Bentonville, Arkansas, manage
our companywide response to major threats. In March, we
conducted our fifth annual EOC exercise. It was the first to
include both teams, which, together, are composed of more than
160 employees from all functional areas. The integrated exercise
— teams interacted via videoconference and phone — simulated
a multinational attack on technology and transportation
infrastructure.
Familiarize yourself with Clorox emergency resources
“Our first concern is always for the safety and well-being of our
employees,” Kathryn says. “That principle — and a commitment
to communicate as quickly and openly as possible — are at the
heart of our global crisis management program and drive the
decisions we make when facing an emergency.”
All employees should be familiar with the following
communication resources:
On March 11 at 4:18 a.m. Pacific time, a phone call awakened
Kathryn Caulfield, who oversees the company’s crisis
management function. The world’s fourth largest earthquake
since 1900 had just struck Japan, and tsunami alerts had been
issued for the west coasts of the U.S. and Latin America.
Within minutes, our Emergency Operations Center (EOC) core
team initiated a conference call to evaluate the situation: Were
Clorox employees and contractors worldwide accounted for and
safe? Were any of our operations in danger from the tsunami?
Should employees report to work? Should we activate the EOC?
The team quickly worked through questions like these and
formulated an action plan.
• Emergency hotlines: Clorox is rolling out dedicated
numbers globally that employees can call for information and
instructions after an incident, as well as to report an incident.
In the U.S. and Canada, the number is 1-800-UR-CLOROX
(1-800-872-5676). For your country’s number, see the
reference guide inserted in this issue of Diamond magazine
or send an email to business.continuity@clorox.com.
• www.TheCloroxCompany.com/incident: In an emergency,
we may activate a special section of our corporate external
website with information for employees, customers,
suppliers and other stakeholders.
You should also monitor your work voicemail and email and
CloroxWeb for updates following an incident.
Clorox has a strong crisis management strategy
Our responses to situations like the Japan earthquake and
tsunami are the result of a well-thought-out strategy, clear roles
and responsibilities, and extensive planning and exercises.
“We’ve had a strategy and plans in place for several years to handle
large-scale crises, ranging from natural disasters to pandemics
to civil unrest,” says Scott Grago, director – Enterprise Crisis
Management.
Teams across the company have developed more than 200
business continuity plans (BCPs) to restore normal business
The Emergency Operation Center (EOC) exercise in March required teams in
Pleasanton, California (pictured), and Bentonville, Arkansas, to collaborate in
responding to a simulated multinational attack on technology and transportation
infrastructure.
7

THE
e-COMMERCE
EVOLUTION
WE’RE WORKING TO CONVERT
e-SHOPPERS AT THE POINT OF
e-DECIDE.
BY AMY HARMON
Every day, people are moving more activities online. They’re
sharing photos, they’re streaming movies and they’re shopping.
“E-commerce is a rapidly growing channel for buying and selling
products, and for consumer packaged goods, it’s expected to
grow by up to 15 percent annually by 2015,” says Kristin Wonzen,
senior group manager – e-Commerce.
That’s why Clorox is making it a priority to be in the e-commerce
game in three primary ways:
1. Selling direct. The Burt’s Bees® brand is the only business
where we sell directly to consumers online. Although we don’t
plan to offer this model across other Clorox brands, it works well
for Burt’s Bees products.
“Many consumers visit our site to research our products before
they make a purchase, so we aim to provide all the information
they’re looking for,” says Lynnette Montgomery, director –
e-Commerce & Digital Marketing. “While our products are
widely available in retail stores, consumers often go online to
find smaller scale items like the Burt’s Bees Outdoor line.”
2. Selling on retail customer websites. Many of our products
are available on our retail customers’ e-commerce sites, like
Walmart.com and Target.com.
3. Selling through e-tailers. True e-tailers only sell products
online and do not have physical storefronts.
“Clorox is focused on growing three key e-tailer relationships:
Amazon.com, Drugstore.com and Soap.com,” says Bob
Richardson, director – Sales. “Online shoppers flock to these
sites every day because they offer product information, wide
variety, competitive pricing and often free shipping with a
minimum purchase.”
e-Shopper behaviors: a mix of research and purchasing
“Some people never buy online,” Kristin says. “Like my mom —
she’s hesitant to put her credit card on the internet, so she insists
on going to the physical store to do her shopping.”
Others are online loyalists who value the convenience, variety
and ability to compare everything from groceries to electronics
online.
The Buy it Now! button
on Glad.com gives
consumers a snapshot
of available Glad ®
product prices on
different e-commerce
sites.
8

efforts around the Burt’s Bees, Glad® and
Brita® brands.
But the majority of people land
somewhere in between. They might drop
by the grocery store a few times a week
for fresh groceries and then do some of
their holiday gift shopping online. Or
they research and compare products
online before going to a store to make
a purchase.
“For every person who buys online, there
are six people who research online but
still go into a store to buy,” Kristin says.
While books, music and personal
electronic products have thrived for
many years in the e-commerce space,
household products are just beginning
to catch on, and we’re focusing our
Making progress with e-tailers
Clorox is still in the early stages of
tapping into the power of e-tailers, but
we’re making progress in several areas.
First, we’re using “Buy it now” buttons
on our brand sites to convert more
consumers from researching online to
buying online. When they click these
buttons, a list shows product pricing at
multiple e-commerce sites where they
can purchase the item. These are now on
Glad.com and will be on GreenWorks.com
and Brita.com by the end of FY11.
Second, Kristin and her team are
developing a digital product catalog
to simplify and improve the process
of providing product information to
e-commerce sites. Previously, scattered
information and an unclear process
resulted in limited, inconsistent and
often incorrect information online.
“We’ll have a single database where our
sales team and brokers can find the most
up-to-date information on any given
product,” Kristin says. “We’re working
toward building a minimum of 1,000
items in the catalog, and an early version
is already available on our internal
SalesWeb site.”
Longer term, Kristin hopes to add more
content, including secondary images,
expanded product information and
videos that will help consumers with
their research and improve our brand
presence online.
Third, we’re partnering more closely than
ever with e-tailers to better understand
their needs and how to best work with
them. In a recent top-to-top meeting
with Drugstore.com, we learned they’re
interested in our less popular, but proven
brands like Handi-Wipes® cloths.
“Our e-tailers are interested in selling
On the Burt’s Bees ® website, consumers can
research products, use tools like the Lip Shade
Finder, and buy items directly.
items that are discontinued or difficult
for people to find in stores,” Kristin
says. “And they want to offer new items
for presale before launch. For the Brita®
bottle launch, we partnered closely with
e-tailers to generate buzz through digital
marketing and linked people to where
they could buy online.”
The next time you’re ready to purchase
one of our products, consider buying it
online to get a feel for our e-shoppers’
experiences.
FUN eFACTS
64
percent of people in the
U.S. shopped online during
the 2010 holiday season
The Burt’s Bees ® brand is
one of the top 5 sellers
on Drugstore.com
5 percent of total
retail sales
are online
Only 0.1 percent of
The Clorox Company’s
sales are online
Digital marketing
banners — like this
Brita ® bottle ad
on Soap.com —
take shoppers to
e-commerce sites
where they can
purchase products
online.
9

Where in the World Is Clorox?
CHINA
THE LAND OF OPPORTUNITY
BY JEN DOZIER
10
“If you lived in the early 1800s,
the place to be to make
something of yourself was
London. In the early 1900s,
it was New York,” says Mike
Rytokoski, vice president –
general manager & Business
Development, Greater China.
“In the 2000s, it’s Shanghai.”
For the past two decades, China has been an economic sensation,
reporting double-digit annual gross domestic product
(GDP) growth. In the past 10 years, China has built 50,000 new
skyscrapers, which equates to about 10 New York Cities. And
over the next five years, experts anticipate more than 300 million
people (about the size of the entire U.S. population) will move
from rural to urban areas of China in search of opportunities.
But while China is expected to pass the U.S. within the next
10 years to become the world’s largest economy, it is still a
relatively undeveloped country. With more than 1.3 billion
people, the GDP per capita is still significantly behind the
U.S. and other developed markets. And that leaves Clorox a
lot of room for opportunity.
Clorox currently has a small, but fast-growing business in
China. The Glad® business is the No. 1 food storage brand
in Southern China and Hong Kong. Clorox® liquid bleach is
also the market leader in Hong Kong.
Today we have a team of about 300 employees in Guangzhou,
Beijing, Shanghai and Hong Kong, as well as a manufacturing
plant in Conghua.
“The team shares a dream for building a business and
making lives better for their families and themselves. There
is a feeling it can be done,” Mike says.
The power of category growth in emerging markets
Economically, there are two primary groups of countries
in the world. The first group includes large and mature
markets, like the U.S. and Europe. While consumers’
incomes may grow, they are more likely to buy luxury goods
versus spending more on cleaning products. Most of our
categories are relatively developed, and we grow by winning

market share from the competition or
acquiring businesses.
The second group includes fastgrowing,
emerging markets. Many
are still small economies, but they
offer significant potential for longterm
growth. Emerging markets have
unique challenges, but generally, we
grow as the category grows. As income
levels rise, new consumers discover
our product categories for the first
time, and existing consumers begin
to trade up to slightly more expensive,
better-performing premium products.
“To accelerate our own growth, we
are looking at investing more in
countries, categories and channels
that are growing faster.” Mike says.
“This is where China fits into our
overall corporate portfolio strategy as
a source of important future growth.”
Most of our product categories are
growing by double-digits in China,
and we see potential for continued
growth for some time to come.
Expanding into new urban areas
and varied economies
China is so geographically large and
diverse, we have to focus on specific
areas. About a year ago, we expanded
northward from Southern China,
beginning in the Beijing metropolitan
area. We now sell Glad products in
almost 2,000 stores in northern China,
and the Glad brand is already No. 2 in
the food storage category in Beijing.
The team is also working to expand
our consumer base. As with all of our
markets, understanding the consumer
is key. While we use our knowledge
from other markets, we have also
found some very distinct differences
among Chinese consumers.
For example, the average Latin
American consumer loves fragrance.
Through consumer testing, we know
the opposite is true for Chinese
consumers. Typically their living
spaces are so compact, a fragrance
will overpower the senses. These
consumers also typically equate
fragrance with chemicals, which they
want to avoid.
Also, the average consumer in China
today spends one tenth of what an
average consumer in Latin America
spends on home cleaning products,
indicating significant upside potential.
“We are focusing on premium products
that have 60/40 wins with consumers.
But we will also have a range of
products with lower price points to
help consumers with limited incomes
enter the food storage category and
buy a desired multinational brand,”
Mike says. “Over time, we want to
move more consumers from middletier
to premium-tier products that
offer superior performance as income
levels continue to rise in China.”
HOW BIG
IS CHINA?
Despite being large enough to span
FIVE TIME ZONES,
China has just one: China Standard Time.
China is the
FOURTH LARGEST
country in the world by land mass and the fi rst
largest by population.
1,331,000,000 +
Chinese people make up roughly 20 percent
of the world’s population.
Clorox China employees gathered for their spring banquet to celebrate successes and talk about the future of the business.
11

GOING
FOR THE
GREAT
Q&A WITH JUAN GARIBALDI
VP – GENERAL MANAGER
LATIN AMERICA SOUTH & ANDEAN CLUSTER
MINIRÉSUMÉ
Joined Clorox: December 2003
Background: I started going to university while working in
finance at an oil company. Before joining Clorox, I held sales
and marketing positions at Molinos (the largest food company
in Argentina), MasterCard and PepsiCo.
Education: Bachelor’s degree in administration and Certified
Public Accountant degree from Universidad Católica Argentina,
master’s in business administration from Universidad del
CEMA.
Home town: Buenos Aires, Argentina
INSIGHTS
What’s the best advice you ever received from a mentor?
I had a mentor who said to put myself in other people’s shoes
every time I have to make hard decisions related to people.
Working in a global business is all about understanding that
people have different views because of different perspectives,
and we can learn from everyone, every time.
What is your favorite vacation spot?
There is a lovely beach in Uruguay called Punta del Este where I
get to spend time with my kids. We also have our favorite ranch
outside of Buenos Aires where we disconnect from work and TV
and connect with nature.
What is your favorite quote?
“Don’t be afraid to give up the good to go for the great,” by John
Rockefeller. I believe in going the extra mile. To truly succeed is
to put in more effort, always ask for more and never stop.
REFLECTIONS
How is the International Division working to grow sales to
25 percent of total company sales by 2013?
We are continuing to focus on building consumer loyalty to our
brands. We have strong share positions in our countries, and we
need to continue having the right people and the right brands to
maintain our lead.
Innovation is key to growth, and we’re innovating across our
portfolio. On the fragrance platform, for example, the launch
of Poett® fraganza was a game changer. It added more usage
occasions at home and anticipated the new trend of indulgence.
On the Stop the Spread of Infection platform, we launched a
holistic campaign that educated consumers and reinforced
the benefits of bleach. We also introduced new products like
specialty cleaners and wipes.
What are the key priorities in the International Division
right now?
We are focusing on four key opportunities. First, building
category development units (CDUs) for home care and bags &
wraps. Second, globalizing the core four functions — Marketing,
Sales, Product Supply and R&D. Third, implementing the
multiyear Project Atlas. In Latin America South, we’re
streamlining processes, cleaning up data and getting people to
support testing and training so that we can access information
that will help us make better business decisions faster. And
fourth, we’re focusing on external growth opportunities that
will develop the business.
With these efforts, we hope to continue expanding our market
leadership to more geographies and make everyday life better,
every day, for people around the world.
12

Corporate Responsibility
Ingredients Inside
Program Expands
To continue leading the industry in product ingredient
transparency, we have expanded our online Ingredients
Inside program. For the past two years, we have listed the
active ingredients of our products. In February, we added the
specific identity of preservatives and dyes, as well as our palette
of fragrance ingredients, in all U.S. and Canadian cleaning,
disinfecting and laundry products. We have also begun the
ongoing process of adding a notice on all product labels
that states: “A list of this product’s ingredients is available at
www.CloroxCSR.com.”
$1 Million Gift to Children’s Hospital
& Research Center Oakland
Clorox has donated $1 million to Children’s Hospital &
Research Center Oakland to fund research for developing a
vaccine against meningococcal disease, including meningitis
and sepsis. This potentially deadly bacterial infection
affects millions of children and young adults throughout
the world. This gift establishes The Clorox Endowed Chair
for Immunobiology & Vaccine Development. Funding this
research aligns strategically with our global cause platform
to safeguard family well-being and is intended to help find
a means for eradicating this devastating bacterial infection.
Central America Talks
Sustainability
The Central America team recently attended the Al Gore
Costa Rica Sustainability Conference in San José, Costa Rica.
The team presented Clorox’s recent accomplishments and
commitments in corporate responsibility (CR) to an audience
of more than 500 government, nongovernment and business
attendees. The team also met Al Gore and attended a business
leaders sustainability event hosted by Anne Andrew, U.S.
ambassador to Costa Rica.
“It was a great week for Clorox in Costa Rica,” said Rodolfo
Artiles, general manager, Clorox Central America. “Our
presentation, media interviews and participation in high-level
sustainability events gave us the opportunity to demonstrate
the strides we’ve made as a company and here in Central
America.”
CA’S CR BY THE NUMBERS
• $200,000 investment in a water treatment facility
at San José, Costa Rica, plant to reduce waste.
• 2,800 trees planted in the Tuis River basin.
• 84 percent reduction in water consumption through
technological changes and operational practices at
San José plant.
• 60 percent reduction of materials sent to landfill
since 2007 at San José plant.
• 8 percent reduction in energy usage by improving
processes and replacing old equipment at the San
José plant.
• For three years, the Poett® brand team has helped
low-income women receive mammograms during
Breast Cancer Awareness Month.
• Zero water waste from production of bleach at
our Cartago, Costa Rica, plant thanks to a
closed water loop.
From left to right, Clorox employees Rodolfo Artiles, Lorena Echeverría,
Marilyn Pérez, Bill Morrissey, Beth Springer and Esteban González recently
met (center) Al Gore, environmental activist and former vice president of the
U.S., at an environmental conference in Costa Rica.
13

New Products
NEW IN THE U.S.
Green Works ® Naturally Derived
Chlorine-Free Bleach
Fight tough stains on your colored and white
clothes with naturally derived ingredients.
Start-of-ship: January 2011
Green Works ® Naturally Derived
All-Purpose Cleaner
Available in a fresh lemon scent, this naturally
derived cleaner powers through grease, grime
and dirt.
Start-of-ship: May 2011
Green Works ® Naturally Derived
Oxi Stain Remover
Use the power of oxygen to break down tough
stains on laundry and around the house. Plus it
is free of fragrances, chlorine, detergents, dyes
and residues.
Start-of-ship: February 2011
NEW IN ARGENTINA
Ayudín ® Maxima Pureza
Know your clothes are clean with this bleach
that’s undergone an extra fi ltration stage.
Start-of-ship: March 2011
NEW IN CANADA
Glad ® Compostable Bags With
Odour Guard ®
Keep your compost bin fresh with these
new bags that neutralize smells and make
kitchen composting easier.
Start-of-ship: March 2011
NEW IN CHILE
Clorox ® CloroGel
Deep clean and disinfect with this easyto-use
cleaning product. Available in two
fragrances: original and fresh mint.
Start-of-ship: March 2011
Fresh Step ® Natural Scoop Multi-Cat
This wood-based litter with powerful odoreliminating
ingredients is the fi rst and only litter
to meet the Natural Products Association home
care standards.
Start-of-ship: March 2011
Fresh Step ® OdorShield ® Scoopable
Cat Litter
A new and improved formula with fragrance
eliminates odors immediately after your cat uses
the litter box.
Start-of-ship: May 2011
NEW IN PUERTO RICO
Hidden Valley ® Original Ranch
Hidden Valley ® Light Original Ranch
K C Masterpiece ® Barbecue Sauce
Original, Hot ’n Spicy, Honey and
Hickory Brown Sugar
Made with wholesome ingredients, Hidden Valley
Ranch dressing and K C Masterpiece sauces offer
the perfect blend of fl avors that make everything
taste better.
Start-of-ship: April 2011
Clorox ® Ropa Colores Vivos
Fight stains and keep colors vibrant with
this new, thicker formula and pleasant
fragrance.
Start-of-ship: November 2010
Clorox ® Disinfecting Wipes
Clean and disinfect multiple surfaces with
one easy-to-use product with lavender
fragrance.
Start-of-ship: April 2011
NEW IN COSTA RICA
Clorox ® Antihongos Pouch Refills
Get refi lls of Clorox ® Antihongos mold and
mildew remover in a convenient pouch.
Start-of-ship: April 2011
NEW IN THE MIDDLE EAST
Clorox ® Fragrant Disinfectant Cleaner
Keep fl oors clean and disinfected while
leaving behind one of two pleasant
fragrances: rose and pine.
Start-of-ship: January 2011
14

The Clorox Company
P.O. Box 24305
Oakland, CA 94623
Forwarding Service Requested
Diamond Drill
Gregory Kent
Willowbrook, Illinois
I invented a low-cost, basement
golf-analysis lab to improve my
practice effi ciency. It includes a
putting mat, lighting, ball-collection
tarps, full-length mirror and video
cameras that connect to golfanalysis
software on my computer.
We’re all inventors.
What have you created?
Chase Davidson
Spring Hill, Kansas
I have created two beautiful girls
and a happy home. I feel this is my
greatest accomplishment, and I
can only hope they feel the same
way when they get older.
Roger Salzman
Chicago, Illinois
I have invented two packing-line
improvements at the Chicago plant.
One is a “pickle sorter,” which
reduces the number of jams to the
case packer when we’re running
96-ounce bottles. The other is still
in testing, but it is a tape device for
our case sealer that holds three
rolls of tape rather than just one.
John Hyun
Pleasanton, California
When I was about age 9, I built a
hot air balloon out of a dry cleaning
bag, some string, a couple of
popsicle sticks and a votive candle.
Much to my younger brother’s
delight, the balloon actually fl ew
across our living room. Our parents
never knew about it.
Diamond FOURTH QUARTER 2011 Ideas Wanted The e-Commerce Evolution China: The Land of Opportunity
Next Up
What social cause has impacted one of your buying decisions?
Post your answers to the Diamond Drill on the CloroxWeb To Do list by June 3 and qualify for a
chance to win 12 Bravo points (or equivalent for International employees).
Printed with vegetable ink on
100 percent post-consumer
recycled paper.
NI-15599