FUNDING THE FUTURE - The Clorox Company

T H I R D Q U A R T E R 2 0 1 1
FUNDING THE
FUTURE
CLOROX SCHOLARSHIPS HELP THE
KIDS OF OUR EMPLOYEES – AND OUR
COMMUNITIES – GO TO COLLEGE
THE LITTER LEADER
DEVELOPING ON THE
FRONT LINE

T H I R D Q U A R T E R 2 0 1 1
We love Fresh Step® cat litter.
We always buy two cartons.
One we use as a doorstop
to keep the cat from getting
outside.”
Clorox shareholder during questionand-answer
session at the annual
shareholder meeting in November
The boys do a good job being
stinky all by themselves.”
Bonnie Hammons’ reply to an article
on how the technology in Clorox ®
dish towels helps keep germs at bay
Clorox! I am pronouncing
it the Betty White of the
conference season!”
Mad Money’s Jim Cramer
on CNBC about the analyst
conference season
I was so looking forward to
receiving this discount; my
mother-in-law loves the product,
and it is always good to stay in
her good graces.”
Dana Mann on the Burt’s Bees ® employee
discount during the holiday season
LETTER FROM THE CEO
Fishing, Not Fish
Fellow Employees:
When I was a student at Indiana University, I spent four summers working
in a steel mill to save money for school. When you’re 18 years old, there’s
nothing like cleaning up sludge and doing hard labor for 60 to 75 hours a
week during your summer “vacation” to get you thinking about what you
want to do with the rest of your life.
Fortunately, the money I earned was enough to cover my tuition and
expenses. Unfortunately, that’s not necessarily the case today. With the
price of higher education outstripping inflation, paying for school is no
easy feat.
For nearly 20 years, Clorox has stepped forward with scholarships to help
ease the financial pressure for the children of employees and other students
in our communities. Through The Clorox Company Foundation grants
and fundraising events like the Marcus Foster auction, we’ve helped nearly
600 students continue their education.
Like so many of you, my wife, Ellie, and I also feel very strongly about
giving back to our community. In 2007, we decided to begin the Knauss
Scholars program with the firm belief that it’s better to teach someone how
to fish than to give them a fish and hope for the best. We also realized not
everyone follows the same beat, so we included scholarships for vocational
training programs as well. Our desire, and the guiding principle behind all
scholarship programs at Clorox, is to help kids get the skills and training
they need to succeed.
In this tough economy, education is a smart investment. The unemployment
rate in the U.S. for all college graduates, regardless of age, hovers at about
5 percent, while the unemployment rate for those without college degrees
is more than double that. That’s a pretty strong case for the importance of
education and training when it comes to making a living in today’s world.
This topic is timely — applications for The Clorox Company Foundation
scholarships and the Knauss Scholars program are due in March. If you
have children about to graduate from high school, I encourage you to
have them apply. You can find more information on CloroxWeb.
I’m proud to be a part of a company that cares about our employees, their
families and our communities. Together we are making a difference, every
day, in the lives of students who are just beginning to blaze their own paths.
Don Knauss
The Clorox Company
Corporate Communications
1221 Broadway, Oakland, CA 94612
510-271-3004
corporate.communications@clorox.com
2

In Brief
Burt’s Bees and Clorox: Moving Forward Together
Since Clorox acquired the Burt’s Bees® business in 2007, we’ve
been working toward integration of the two organizations.
“When you acquire a business with a family feel like Burt’s Bees,
you can’t expect integration to happen overnight,” says Lyné
Brown, vice president – Customer Capability Development.
“The goal of integration is to use the scale and capabilities of
Clorox to help fuel growth.”
Integration work requires lots of planning to be successful.
This past July, the Burt’s Bees Sales organization completed
its integration, and recently, the Burt’s Bees Product Supply
Organization announced alignment with the Clorox PSO
operating model. One of the next steps is to include Burt’s Bees
in the North American and International instances of SAP to
allow a streamlined reporting system.
“We are trying to create one team and one way to work,” says
Tim Russart, director – PSO Integration, Burt’s Bees.
“Clorox wants to keep the agility and positive culture of the
Burt’s Bees organization and add to it the capabilities that will
help grow the business,” adds Lyné.
Full integration of Burt’s Bees is expected to be completed in
the next two to three years.
The Burt’s Bees and Clorox Product Supply Organization
teams at last July’s integration session.
REIGN IN THAT
SWEET TOOTH
What if you could lose a few pounds
without drastic dieting and reduce
your risk for certain diseases Miracle
drug No, just reduce your daily
sugar intake. The American Heart
Association recommends no more than
5 teaspoons (20 grams) of added sugar
per day for women, 9 teaspoons (36 grams)
for men and 3 teaspoons (12 grams)
for children.
You don’t need to avoid naturally
occurring sugars in fresh fruits, vegetables,
low-fat dairy and whole grains,
but you should check food labels for
added sugars. A plain bagel has about
5.1 grams of sugar, 4.8 of which are
added. Corn flakes cereal has more
than 6 grams of added sugar, and some
granolas are as high as 20 grams of
added sugar.
You don’t need to swear off all sugar
(unless you want to). Just try reducing
your intake with some substitutions.
You’ll likely see positive results for
your waistline, more consistent energy
levels, and a lower risk for diseases
like diabetes and some cancers.
INSTEAD OF THIS ... CHOOSE THIS ...
Sugary sodas
Cookies or
candy bars
Sugary cereals
Processed
microwave lunches
Water (add lemon
or lime for flavor) or
100% fruit juice
Fruit, vegetables,
low-fat cheese,
nuts or yogurt
Whole-grain toast
with egg whites or
100% fruit spread
Salad with grilled
chicken breast or
grilled salmon
3

FUNDING
THE
FUTURE
BY AMY HARMON
It’s graduation day — a day filled with mixed emotions. Smiling
high-school students eagerly receive their diplomas, thinking,
“I can’t wait for college!” Meanwhile, their proud parents wonder,
“How am I going to pay for this”
For nearly 20 years, Clorox has come to the rescue of kids (and
their parents) with four scholarship programs:
• The Clorox Company Foundation scholarship program
awards $2,500 scholarships — renewable to $10,000 over a fouryear
period — to 10 children of Clorox employees annually.
• Knauss Scholars — a program funded personally by Don
and Ellie Knauss — annually awards 15 children of Clorox
employees with $2,500 scholarships for college and vocational
programs, renewable up to $10,000.
• Clorox Partners Scholarships are funded by Clorox employee
contributions through Marcus A. Foster Educational Institute
fundraising events and The Clorox Company Foundation grants.
The program awards nearly 30 scholarships per year worth
$3,500 each to Oakland-based high school graduates.
• The Clorox Company / Craig Sullivan Scholarship program
(established following the retirement of former CEO Craig
Sullivan) annually awards one $5,000 scholarship to a collegebound
Oakland public high school graduate.
Combined, these four programs have provided more than $2.5
million in scholarships to nearly 600 students worldwide. While
some are just entering their first year of study, others have gone
on to build successful lives, families and careers.
4

Justin Coe’s life experiences have helped him grow
from high school graduate (above) into successful
husband and patent attorney (with wife, Kayla, below).
Justin’s Path to Patent Attorney
Justin Coe — son of Kingsford® employee
Bob Coe, Jr. — received The Clorox
Company Foundation scholarship in
1996 and took an unconventional path to
his career.
“I was ver y proud to receive the
scholarship, and my father was just as
proud,” Justin remembers. “Being a
first-generation college student and one
“The scholarship
made possible an
otherwise far-fetched
hope of attaining a
college education.”
of five children, the scholarship made
possible an otherwise far-fetched hope of
attaining a college education.”
Justin got off to a great start at Oregon
State University, but after losing his
mother to breast cancer, his focus
began to drift. When his grades started
suffering, Justin decided he needed a
change and left school.
In 2000, he joined the U.S. Air Force and
served four years, including deployments
to the Middle East.
“During my years in the military, I
matured into a more confident and
dedicated individual, and my desire
to better myself and my life through
education grew stronger,” Justin says.
“Having already begun my college
education, I knew I would return to
complete my degree when I was more
prepared to do so.”
Sure enough, he enrolled at Portland
State University in 2004, graduated with
a degree in electrical engineering, and
last year earned his law degree. Justin
now lives in Arizona with his wife Kayla
and works as a patent attorney.
“I want to become the best patent
attorney I can be and be a great husband
and father. Our baby is due in April!”
Now in her first year of college, Carol Cristiano
(second from left) enjoys meeting new people from
different backgrounds and experiences.
Carol’s Privilege to Learn
Carol Cristiano, daughter of Clorox
Colombia employee Balmiro Cristiano,
considers college a privilege.
“I was very happy when I learned that I
received the Clorox scholarship because
it is not easy to get an opportunity like
the one Clorox is giving me,” Carol says.
“I feel that I am privileged to be part of
a small group of young people in my
country that go to college.”
And Carol wasn’t the only one happy
about receiving The Clorox Company
Foundation scholarship in 2009.
“I feel that
I am privileged
to be part
of a small
group of
young people
in my country
that go
to college.”
“First, economically it has been very
special because it would have been
difficult for me to afford the costs of
Carol’s studies,” her father, Balmiro,
says. “Second, the scholarship has given
my family confidence to always do our
best — me at my job and my daughter
in college.”
Carol is now in her second year at
Fundación Universitaria Panamericana
working toward a degree in childhood
education.
“I think childhood is the most beautiful
and pure phase of a person’s life,” Carol
says. “The education given during that
time is full of responsibility because
those children will one day be the leaders
of our country.”
5

Continued from page 5
Four years after graduating from high school (above),
Josh Gravette studied Spanish in Costa Rica (below).
Josh’s Dream to Be a Doctor
Josh Gravette — son of Amherst,
Virginia, Glad® plant employee Kenny
Gravette — is fulfilling his dream of
becoming a doctor with help from the
Knauss Scholar program.
“I was thrilled when I found out that I
received the scholarship,” remembers
Josh. “It allowed me to look into the
future and think positively, rather
than be clouded by the financial strain
that goes with pursuing a degree.”
Now in his fourth year at the University
of Virginia, Josh is working toward a
pre-medicine biology degree.
“The scholarship has helped Josh
with books, fees, food and housing,”
explains his mom, Julia. “It’s also
enabled him to study abroad in Costa
Rica and Belize.”
Josh has worked in construction and as
a lifeguard every summer to help pay
for school, and now he’s studying for
the medical school entrance exam.
“The worst part about college is when
finals come around — it’s one of
the most stressful times I’ve ever
experienced. The best part is the
people I’ve met. I’ve learned something
from everyone, not just the teachers.”
After graduation in May, Josh plans to
pursue a master’s degree and continue
on to medical school.
Lauren Ehreth grew up as a “Clorox kid” (high school
graduation above) and now works at The Clorox
Company (below, with husband, Dylan).
Lauren’s Climb From ‘Clorox Kid’ to
Clorox Employee
Clorox employee Lauren Ehreth may be
following in the footsteps of her father,
retiree Todd Slingsby, but she’s creating
her own path to success.
After receiving The Clorox Company
Foundation scholarship in 1998, Lauren
attended Pennsylvania State University
and graduated in 2002 with a degree in
health and human development.
“Penn State really was the quintessential
college experience,” Lauren says. “My
mom and dad both went there, and I
grew up rooting for the Nittany Lions! It’s
a great school with a lot of rich tradition.”
She wanted to take a break from
academics before continuing on to a
master’s degree, so she applied for a Sales
position at Clorox.
“When I got home from my interview, I
knew this was the place for me,” Lauren
recalls. “I’d never met so many people so
passionate about their jobs.”
She landed the job and had the unique
opportunity to work alongside her father
until he retired in 2009.
“I loved working with my dad! I was
grateful to have my ultimate mentor and
friend only a few floors away,” Lauren
says. “Growing up as a ‘Clorox kid,’ I’m
so happy that I now get to help grow the
very same brands as an adult!”
Eight years after coming to Clorox,
Lauren is now an associate marketing
manager with the Home Care Division.
She originally planned to go into social
work, but believes she didn’t stray too far
from her goal of helping people. “I get
to work on great brands that promote
health and happiness and make people’s
lives better every day!”
Apply Now for
2011 Scholarships
The Clorox Company Foundation
Scholarship and Knauss Scholars
programs are now accepting applications.
Go to CloroxWeb and
download the simple applications
at Clorox People > myClorox >
myWealth > Scholarship Program.
NOTE: Knauss Scholars applicants
must be children of production
employees or those below grade
level 25.
6

Competitor Profile
THE LITTER
LEADER
WITH THE BEST-KNOWN BRAND,
GLOBAL FOOD COMPANY NESTLÉ
HOLDS THE TOP SPOT
IN U.S. CAT LITTER BY PHIL WOLF
Swiss food giant Nestlé S.A. has brands
known around the world, including
Perrier bottled water, Gerber baby food,
Stouffer’s frozen food and Nestlé chocolate.
But it’s in the cat litter category — not
the food business — that Clorox competes
directly with this US$112 billion company.
With more than a 30 percent share of
the U.S. cat litter market, Tidy Cats litter,
marketed by Nestlé Purina PetCare, is the
category leader. Clorox’s Scoop Away® and
Fresh Step® brands together account for
about 28 percent of category sales. 1
“Tidy Cats is probably the best-known
brand of cat litter,” says Clorox Marketing
manager Jay Stilwell. “They are the value
player in the segment and generally have
the opening price point among branded
products. They’ve engineered their litter
to be low cost, and they spend a lot on
trade promotion.”
Price is a big factor for many consumers,
who often assume all cat litter brands
work about the same. That couldn’t be
further from the truth.
“Because it’s mixed with lower-cost
ingredients, Tidy Cats litter does not
clump as tightly as Clorox litter brands,
which use only premium clay,” Jay says.
“And if the litter crumbles, more of
the waste — and odor — remain in the
cat box.”
To illustrate the difference, last year we
launched an online series of fun videos
that tell the story of animated characters
Clumpy and Crumbly (check them out at
ScoopAway.com). In January, we took our
superior clumping message right to the
store shelf with a more direct approach:
stickers on Scoop Away packages that
promise, “Clumps tighter than Tidy Cats
or it’s free.”
During the economic downturn, fewer
people are adopting cats, and they’re
using less litter. The category has slowed
to less than 2 percent annual growth,
compared to its historic 7 percent pace. As
a result, retailers are looking for ways to
spur category growth.
The Tidy Cats brand has focused on
frequent price discounts and trading
consumers up to larger package sizes.
These tactics may capture market share,
but they don’t necessarily help grow
the category. At Clorox, we’re working
with retailers to grow category sales
by encouraging shoppers to trade up
to premium brands — with a very big
consumer benefit.
“Odor control is the No. 1 need for cat
owners,” Jay says, “and our patented
activated carbon gives us a distinct
performance advantage.”
Founded: 1866 (Ralston Purina
Company was founded in 1893 and
acquired by Nestlé in 2001)
Headquarters: Vevey, Switzerland
(Nestlé Purina PetCare:
St. Louis, Missouri)
2009 sales:
Nestlé:
CHF107.618 billion (US$111.549 billion 2 )
Nestlé Zone Americas PetCare:
CHF8.395 billion (US$8.679 billion 2 )
Employees: 278,000
at a glance
Brands:
28 brands with sales of more
than CHF1 billion (US$1.04 billion)
90 percent of sales from brands
ranked No. 1 or No. 2 in their markets
Tidy Cats litter generally has the lowest price in the
store among branded litter products.
1 Figures reflect tracked channels. Clorox also has a large litter business in the untracked club channel,
so Clorox’s share of the all-outlet market is probably about the same as the Tidy Cats brand.
2 Conversion as of Dec. 15, 2010
7

DEVELOPING
ON THE
FRONT LINE
BY DAN SHORE
How does a guy move up from cleaning machines
in the yard to helping run the maintenance
department How does a woman go from being
a temporary worker to department supervisor
Or, better yet, how does a retort operator making
$3.87 an hour become a plant manager Following
are a few stories of production employees who have
taken advantage of the opportunities around them
to help their careers take off.
8

STEVE BILBO GOES FROM 10-BELOW TO
BEING A LEADER IN THE SHOW
Steve Bilbo, lead mechanic at the Wheeling, Illinois,
plant started his career cleaning machines in
sub-zero weather for a non-Clorox manufacturing plant
in Chicago, Illinois. In 2003, the plant closed, and Steve
moved to Wheeling to take a maintenance position with
Clorox.
Five years later, Wheeling’s lead mechanic went out
on leave. Someone needed to take charge, so Steve
volunteered even though he didn’t have a lot of
experience running the department.
Stacey Rhodes — the “mother of maintenance,” as Steve
calls her — taught him how to use the data systems,
issue work orders and find parts. “Stacey was great
about showing me the ropes and helping me be
successful,” he says.
As it turned out, the lead mechanic didn’t return, and
the role was open to mechanics who could develop the
necessary skills through the plant’s skill block system.
Steve jumped at the chance to learn and develop more
and worked hard to complete a number of training
sessions offered through the plant to meet the skill block
system requirements.
Having developed the skills and experience needed,
Steve now supports the maintenance work at the plant
and is viewed as a leader — a position he really likes.
“I love being able to find different ways to solve problems,”
he says. “This is what I want to be doing for a while.”
CARMEN DIAZ MOVES FROM TEMPORARY
WORKER TO PRODUCTION SUPERVISOR
arrived at Clorox in a temporary assignment to help
“I in the packaging area. And on just my second day of
work, the supervisor asked me if I was interested in joining
Clorox as a regular employee.”
Today, 26 years after saying “Sí” to the opportunity, Carmen
Diaz is a production supervisor in the Puerto Rico plant’s
bleach process department. Not only does she manage
her own team, but she’s also a member of the Chlorine
Specialist Platform Team (CSPT), which allows her to
travel throughout the U.S. and the Caribbean conducting
chlorine safety audits.
Carmen began the first big step of her career journey when
the plant manager promoted her to bleach process operator.
“This was a big challenge because bleach was one of the
more complex processes in the plant,” she says. “But the
most interesting challenge was that I was the first woman
promoted to that position.” She worked hard to learn the
position through on-the-job training and other skillbuilding
workshops offered on site.
Nine years later, she received her next challenge: supervising
others. “While I had the skills and knowledge of the process
and the area, I needed to learn how to supervise my peers,”
Carmen says. Through a combination of enabling her
team members, asking for advice from her colleagues and
looking for ways to continually improve, she’s built a strong
team that delivers outstanding results.
Through it all, Carmen has maintained a good attitude and
a willingness to learn: “My advice to others is to develop a
genuine commitment to work and a sense of responsibility,
be loyal and have a good attitude at every moment.”
9

Continued from page 9
CAREY PRESTON
STARTS AT $3.87
AN HOUR AND
RISES TO PLANT
MANAGER
Carey Preston joined the Kingsford® plant in Beryl, West
Virginia, in 1979 making $3.87 an hour as a retort operator.
The retort is the part of the process that produces the wood char.
Operators cut waste wood to size, dry it and run it through a furnace
to char it. It’s hot, hard work that Carey did for nine years
before deciding to try something new.
He always had an interest in maintenance, so he asked one of the
plant leaders what skills he needed to move into that department.
Hearing that he needed to learn more about electrical work and
plumbing, Carey attended on-site classes to learn the skills that
allowed him to move into maintenance, where he worked for
another 10 years.
In 1995, Paul Seidsma — the Parsons, West Virginia, plant
manager at that time — encouraged Carey to get his bachelor’s
degree. Although he was married with two kids and had a fulltime
job, Carey took the leap to go back to school.
“My managers were very supportive of shifting my schedule so I
could attend classes,” he says. “And Bob Pemberton, who’s now
the retort manager at the Burnside, Kentucky, plant, even helped
coach and tutor me in my schoolwork.”
When he finished school, Carey was lucky to find that there was
an opening for a site manager at Beryl. He got the job and was
site manager at Beryl until 2004, when yet another opportunity
presented itself. The company was building a retort operation in
Glen, Mississippi, and the engineering group asked if Carey would
be interested in helping them with the launch. With his kids
already grown, he and his wife moved to Mississippi to start their
next adventure.
This is where his final stretch to plant manager began. When
the retort launch was coming to a close, Jeff Brubaker, vice
president – Specialty manufacturing, told Carey that he had the
technical skills to be a plant manager — he just needed to build
up the people and operations side. Following Jeff’s advice, Carey
became the operations manager at the Belle, Missouri, plant in
2008. By listening to and learning from plant manager Steve Miller,
he developed the skills he needed to make the final transition to
plant manager.
Today, 30 years after he began running the retort in Beryl, Carey
is the manager of the Kingsford plant in Springfield, Oregon.
He couldn’t be happier.
What it takes to get to the next level
“To get the job you really want, don’t be afraid to take a chance,”
Carey says. “I see a lot of people like me at our charcoal plants who
could be doing exactly what I’m doing. They have the knowledge
of the business and the skills to be successful. They just need to
be confident and take the next step. Sometimes all that means is
getting a little more education — which is sometimes a lot easier
than learning the plant and operations piece.”
Building relationships and relying on the support of others is
also important. For Carmen, it was relying on her teammates
and colleagues to be more successful. For Steve, it was reaching
out for help and following the encouragement of plant leaders
Ken Barrows and Anwar Abudagga, who told him to “keep
going for it.” And for Carey, it was accepting the advice of others
and getting tremendous support from his colleagues, family and
friends along the way.
THE SECRET
TO SUCCESS
“DON’T BE
AFRAID
TO TAKE
A RISK
ON SOME-
THING NEW.”
So what’s the secret to success The answer is simple hard work,
taking advantage of the opportunities all around us, and a
willingness to accept the support and encouragement of others.
“What I’ve learned over the years,” Carey says, “is that people
here at Clorox really want you to succeed. If they offer you an
opportunity, it’s because they think you can handle it. Don’t be
afraid to take a risk on something new because they’ll be there
to help back you up.”
10

Where in the World Is Clorox
SPANNING THE CLOROX GLOBE
With more than 8,000 employees around the world, manufacturing locations in more than two
dozen countries and products sold in more than 100 countries, we are The Clorox Company.
CANADA
Employees: 325
First product sold: Clorox ® bleach
in 1918 after Annie Murray (wife of
Clorox general manager William
Murray) received requests for household
Clorox bleach.
Did you know Clorox Canada
participates in the Annual United Way
campaign and was honored with the
2006 regional United Way Outstanding
Employee Campaign Spirit Award.
EUROPE & MIDDLE EAST
Employees: 25
First product sold: Clorox ® bleach in Saudi Arabia in 1956
Did you know Our entry into the Saudi Arabian market began in 1956 when we
joined the Saudi Arabian family concern known as the Abudawood Brothers. With
no translation for bleach, the product became known as “wash medicine,” and some
older consumers still use that term for the product. The first manufacturing facility
opened in Jeddah, Saudi Arabia, in 1972.
UNITED STATES
Employees: 4,900
First product sold:
Clorox ® bleach in 1913
Did you know In 2010,
employees pledged $3.6
million to support roughly
1,800 nonprofit organizations
through the company
GIFT campaign.
Global Representation
Clorox Company employees can be
found around the world in the following places:
• Argentina
• Australia
• Canada
• Chile
• China
• Colombia
• Costa Rica
• Dominican
Republic
• Ecuador
• Hong Kong
• Malaysia
• Mexico
• New Zealand
• Panama
• Perú
• Puerto Rico
• Philippines
LATIN AMERICA
Employees: 2,300
First product sold:
Clorox ® bleach in
Puerto Rico in 1975
Did you know In the
1990s alone, Clorox
expanded into 11
Latin American countries
through more than 25
acquisitions and with the
introduction of several
U.S. brands.
• South Africa
• United Arab
Emirates
• United
Kingdom
• United States
• Uruguay
• Venezuela
ANZA (Australia, New Zealand,
South Africa)
Employees: 250
First product sold: Pine-Sol ®
dilutables and Combat ® insecticides
in Australia in 1990
Did you know In Australia,
employees donate time and money
to several organizations, including
Movember. This charity event, held
in November each year, involves
participants growing moustaches
and raising funds for men’s health
awareness.
ASIA
Employees: 225
First product sold: Sunpole
K.K. cleaning products — in
1981 the company acquired
a 50 percent interest in the
Tokyo-based household cleaning
company
Did you know In 2010,
Clorox China ran a program
called “Paint the Town Blue” to
promote consumer awareness
about health, wellness and the
Clorox ® brand. The program’s
partnership with the Ronald
McDonald House has continued
to help teach consumers
how to fight germs.
Employee counts have been rounded. Find out more about Clorox locations and people on the Clorox World Wiki on CloroxWeb under Clorox Information.
11

GUIDING
INTERNATIONAL
GROWTH
Q&A WITH BILL DIXEY
VICE PRESIDENT – GLOBAL HR CLIENT SERVICES
MINIRÉSUMÉ
Joined Clorox: December 1991
Background: I started out going to school part time and
working in a factory for a company that was later acquired
by Honeywell International. I stayed and was promoted into
purchasing, then offered a job in Human Resources (HR).
I worked with Honeywell for about 15 years, and then spent
about five years as director of HR for the food machinery division
of FMC Corporation, before joining Clorox.
Education: B.S., administrative science, Central Connecticut
State College
Home Town: Newington, Connecticut
INSIGHTS
Who would you most like to meet
I would have loved to have met Captain Sir Richard Burton — not
the actor, but the 19th-century explorer. He’s known for traveling
across Africa and Asia before most Westerners and, among other
things, going in disguise to Mecca. He’s underappreciated, but
was incredibly smart and adventurous.
Who’s your role model
One is a fictional character by the name of Derfel, a foot soldier
in a series of historical fiction stories by Bernard Cornwell.
He is loyal, trustworthy, always tells the truth and is a real
straight shooter, which I respect. I try to live that way in my
personal and professional lives, versus just telling people what
they want to hear. It’s not always easy to do, but I’ve found people
appreciate it and respect you more in the end.
What is the greatest piece of advice you’ve received
It would probably be about the importance of keeping an
open mind. Reality can look different to different people.
It’s important to try to understand different perspectives and
look for common ground versus rushing to judgment. This is
extremely helpful in resolving conflicts, and a skill I use all the
time in my job at Clorox.
What’s your favorite quote
Life is 10 percent what happens to you and 90 percent what you
do with it.
REFLECTIONS
Describe your role.
I oversee global client services, serve as the client manager
for the International Division, and direct and guide our
Strategic Change Team. A big part of my job right now revolves
around helping lead implementation of the International
operating model.
What does the International operating model involve
We’re focusing on three key choices. The first is category
development units (CDUs) for home care and bags and wraps.
The CDUs are accountable for developing category insights,
growth ideas and 3D plans to activate those ideas. The second
is taking a global approach to how we manage capability and
talent in what we call the “core four” functions of Marketing,
Sales, Product Supply and R&D. The third choice is Project
Atlas, our multiyear effort to standardize processes, centralize
International data and give leaders access to information they
need to make better business decisions faster.
Why is this work so important
If we’re not successful, we won’t be able to grow. The company
is targeting for International to generate at least 25 percent of
total company sales by 2013, from about 20 percent today. To
meet that goal, it’s critical we have the right people, capabilities
and organizational structure. My role is to make sure all of the
work streams related to the operating model fit together and are
helping enable faster growth, including making sure we have a
pipeline of talent to fill resource needs as we grow.
12

Corporate Responsibility
Clorox Climbs to Top 10 Percent
for Environmental Sustainability
Clorox rose to No. 50 from No. 77 in Newsweek’s 2010 Green
Rankings, the second annual rating of the largest companies
in the world. Clorox is now among the top 10 percent of
companies based on our environmental impact, green
policies and practices, and reputation among CEOs, corporate
environmental officers and academics. This positions
us among the highest-rated companies in our industry and
above respected competitors such as P&G (59), Kimberly-
Clark (76) and Kraft (235).
GO Achieves LEED Certification
The Clorox general offices (GO) is one of 38 buildings in
the U.S. to achieve LEED – Existing Building platinum
certification. This is the highest eco recognition an existing
building can achieve, and at 34 years old, the GO is one of the
oldest certified. The project took nine months and 3,000 hours
of improvements focused on sustainable site development,
water savings, energy efficiency, materials selection and
indoor environmental quality. The LEED program is the
preeminent green building certification program in the U.S.
and the benchmark for high-performance green buildings.
Burt’s Bees® Team Publishes
First Multimedia Social and
Environmental Report
Visit burtsbees.com to watch video chapters on how the
Burt’s Bees® team is doing against its 2020 goals for culture,
community, performance, environmental impact and other
areas. The online report is a forum for sharing, internally
a n d e x t e r n a l l y , o u r
successes and learnings
ever y two years (with a
shorter update in the years
between). This assessment
informs how we innovate
products and practices as
much as it serves to inspire
meaningful conversation
with our stakeholders.
Clorox Doubles
Climate Counts Score
Clorox jumped 30 points to a score of 57 (out of 100) on the
Climate Counts 2010-2011 Company Scorecard. Climate
Counts is a nonprofit organization that tracks sustainability
across multiple industries. Our 30-point jump was the
third largest improvement among the 90 rated companies.
We have steadily increased our scores since 2007 by decreasing
our footprint and by publicly reporting our sustainability
efforts. A Climate Counts score is based on 22 criteria in four
categories: review, reduce, policy stance and report.
A Perfect Score on Human Rights
For the fifth consecutive year, Clorox has earned the top
rating of 100 percent on the Human Rights Campaign
Foundation’s Corporate Equality Index (CEI). The CEI is
a nationally recognized measure of gay, lesbian, bisexual
and transgender (GLBT) equality in the workplace.
CEI rates companies on a variety of criteria, including
diversity policies, employee hiring and training policies,
GLBT benefits, employee resource groups and others.
Of the 64 retail and consumer products companies rated in
the CEI, 27 received perfect scores. For more information, visit
hrc.org/cei.
13

NEW IN THE U.S.
Brita ® Everyday Pitcher
Brita ® Marina Pitcher
Brita ® Vintage Pitcher
Introducing three new Brita ® pitchers that
are stylish, affordable and kinder to the
environment than bottled water.
Start-of-ship: February 2011
Brita ® Faucet Filtration
System Chrome
Now you can have a stylish faucet mount to
match your chrome appliances, while getting
great-tasting Brita ® filtered water.
Start-of-ship: March 2011
Clorox ® Bleach Foamer
for the Bathroom
Let the foam with bleach do the scrubbing
for you on those tough mold and mildew
stains.
Start-of-ship: January 2011
Clorox 2 ® Laundry Stain Remover
With Foaming Action
This pretreater spray is formulated to remove
tough stains and is safe on colors.
Start-of-ship: January 2011
Clorox ® Toilet Bowl Cleaner
Clinging Bleach Gel
A thick gel coats the bowl evenly from rim
to waterline, while the new nozzle dispenses
in a wide band for complete bowl coverage.
Start-of-ship: January 2011
Green Works ® Naturally Derived
Chlorine-Free Bleach
Made with naturally derived ingredients, such
as coconut-based cleaners, this chlorine-free
bleach is safe on colors and whitens whites.
Start-of-ship: January 2011
Hidden Valley ® Farmhouse
Originals Savory Bleu Cheese
Hidden Valley ® Farmhouse
Originals Caesar
Hidden Valley ® Farmhouse
Originals Southwest Chipotle
Hidden Valley ® Farmhouse
Originals Creamy Balsamic
Get farm-fresh tastes full of flavor with
these four new dressings. Use them
to dress up your salads or as dips for
your vegetables.
Start-of-ship: December 2010
K C Masterpiece ®
Buffalo Marinade
This marinade is perfect for chicken
wings and anything else needing
a little buffalo kick. This authentic
sauce is made with red pepper, garlic
and paprika.
Start-of-ship: January 2011
K C Masterpiece ®
Southern Barbecue Sauce
Now get a real, honest-to-goodness,
thin-bodied southern barbecue sauce
with the tang of cider vinegar and the
heat of red and black pepper.
Start-of-ship: January 2011
Tilex ® Tile & Grout Pen
This dual-tipped applicator pen allows
you to target stains directly with a fine
point for precise jobs and a scrub
brush for large ones.
Start-of-ship: January 2011
NEW IN AUSTRALIA
Chux ® Heavy Duty
Superwipes ® Roll 25
Now get thicker, tougher wipes for
cleaning stubborn spills around the
home.
Start-of-ship: January 2011
14

New Products
NEW IN CHILE
Clorox ® Disinfecting Spray Dual
Clorox ® disinfecting spray dual kills viruses,
bacteria and mold, and eliminates odorcausing
bacteria, leaving only a remarkable
scent in your home.
Start-of-ship: January 2011
NEW IN PANAMA
Clorox ® Disinfecting Spray
Disinfect surfaces and sanitize the air with
three satisfying fragrances.
Start-of-ship: January 2011
NEW IN PUERTO RICO
Clorox ® Bleach Lavender
Get the great clean of Clorox ® bleach in
a fresh lavender scent.
Start-of-ship: January 2011
Lestoil ® Heavy Duty Cleaners
Lestoil ® cleaners got a makeover! They
have new labels and formulas for 2011.
Get the same great results you expect
in a new package.
Start-of-ship: January 2011
Leaves more
time for long baths,
splashing and
rubber duckies.
TILEX PEN AD/COUPON FPO
Tilex ® Tile & Grout Pen
works directly on the
toughest stains.
Use only as directed.
© 2011 The Clorox Company. All rights reserved.
15

The Clorox Company
P.O. Box 24305
Oakland, CA 94623
Forwarding Service Requested
Diamond Drill
Oscar Santofimio
Bogotá, Colombia
Waking up my 7-year-old son and
taking him to the school bus station
in the morning.
What part of your daily routine would
be hard to change or give up
David Pelkey
Rogers, Arkansas
The order I get dressed in the
morning — pants before shoes
— is one daily routine that would
be difficult to change. I tried
the opposite once and, boy, it
was tough.
Dawn Tegtmeyer
Spring Hill, Kansas
Facebook and coffee in the
morning.
Tawana Nichols
Oakland, California
I spend 10 minutes at the end of
each day in complete silence. No
thoughts of deadlines or to-do lists,
just complete silence. The impact
is amazing!
Diamond T H I R D Q U A R T E R 2 0 1 1 Funding the Future Developing on the Front Line Spanning the Clorox Globe
See all responses to this question on the Nov. 10 Diamond Drill, found in CloroxWeb News.
Next Up
We're all inventors. What have you created
Post your answers to the Diamond Drill on the CloroxWeb To Do list by Feb. 25 and qualify for a
chance to win 12 Bravo points (or equivalent for International employees).
Facebook is a registered trademark of Facebook, Inc.
Printed with vegetable ink on
100 percent post-consumer
recycled paper.
NI-15261