English - The Clorox Company

2010 Corporate Responsibility Report
Be Well, Every Day.

About This Report
Since we started our business in 1913, corporate responsibility (CR) has been at the core of The Clorox
Company. It’s part of our DNA and a driver of engagement for Clorox people around the world. We are pleased
to share our first in-depth CR report, which provides our key stakeholders — shareholders, employees,
consumers, customers, government and nongovernment organizations, business partners and community
members – a detailed account of our CR progress and future commitments.
Our report content and structure are based on our recently formalized CR strategy that outlines our focus
in five key areas or “pillars” — Performance, Products, People, Planet and Purpose. You can read more about
our pillars in our CEO letter on pages 3–4 and in our CR strategy overview on pages 7–8.
We’re in the early stages of formal CR reporting and establishing a comprehensive data-collection system.
We will continue to build these processes with the goal to expand our reporting globally — including the
communication of additional goals, targets and indicators — in future reports.
We have not sought external assurance for this report. Our content has been thoroughly reviewed by Clorox
Legal and Internal Audit teams to ensure our data is accurate. Data measurement and calculations are based
on ongoing, internally tracked information by various Clorox organizations. Environmental data provided in
this report is a combination of internal and third-party compliance tracking and measurement.
Reporting Period
Unless otherwise noted, data in our report covers our wholly and majority-owned operations during fiscal
year 2010 (July 1, 2009, through June 30, 2010), with the exception of our environmental sustainability data,
which is tracked on a calendar-year basis. In some instances, we have included data from previous years to show
year-over-year comparisons. We plan to issue an abridged CR report every year and an in-depth, comprehensive
report every other year.
Global Reporting Initiative
Our CR report was developed according to the Global Reporting Initiative (GRI)
G3 guidelines, which provide a recommended framework and indicators for reporting.
We are reporting against a GRI-checked application level of “B.”
A table outlining the location of GRI standard disclosures is located on page 54.
More information on the G3 Guidelines and application levels is available at
www.globalreporting.org.
Share Your Feedback
Questions or comments about Clorox’s corporate responsibility report can be directed to responsibility@clorox.com.
We also invite your to share your feedback by taking a brief survey at http://www.surveymonkey.com/s/CloroxCR.
For every survey completed by Dec. 31, 2010, we will donate $5 to the American Red Cross International
Response Fund, up to $10,000.
Contents
Chairman’s Message 3 | About Clorox 5 | Performance 6 | Corporate Strategy 7 |
Stakeholder Engagement 15 | Products 18 | People 29 | Planet 37 | Purpose 49 |
GRI Content Index 54
The Clorox Company | 2010 CRR 1

Stop
Germs
Eighty percent of germs are spread by touch. Clorox ® regular
bleach and our disinfecting products provide an affordable
and widely available solution that can literally help wipe
away the germs that cause some of the world’s most prevalent
bacterial and viral-born infections.
Apply
Liberally
Beeswax, botanical oils, herbs, flowers and
minerals. Burt’s Bees ® natural personal care
products use the best ingredients nature
has to offer and each product is made with
The Greater Good in mind.
Pour
Responsibly
Better taste, less waste: It’s so easy to achieve with Brita ®
water-filtration products. Just one Brita ® filter and a reusable
water bottle can help eliminate the need for 300 half-liter
plastic bottles of water. And Brita ® filters are recyclable
thanks to our partnership with Preserve ® .
Preserve ® is a registered trademark of Recycline, Inc.
Clean
Naturally
2 The Clorox Company | 2010 CRR
Setting the bar for a natural kind of clean. The Green Works ®
brand makes natural cleaning possible through its line of
cleaning products using biodegradable plant-based cleaning
ingredients that get the job done.

Donald R. Knauss, Chairman and Chief Executive Officer
Safeguarding Family
Well-Being, Every Day
At The Clorox Company, a quote by Rose F. Kennedy is special to us all:
“Life isn’t a matter of milestones but of moments.”
This simple truth serves as a source of inspiration for the corporate mission statement that our employees
know by heart and take pride in:
“We make everyday life better, every day.”
Our mission statement is a reflection of our belief that each of our products has a meaningful impact on
consumers’ everyday lives. Our namesake bleach and disinfecting products help kill germs that make people
sick. Green Works ® cleaners and Burt’s Bees ® products address consumers’ growing desire for naturally
derived products. Brita ® water filters make tap water taste great and help reduce bottled water waste.
And Hidden Valley ® dressings helps kids eat their vegetables.
For generations, our products have been a part of the moments of day-to-day family life. While our lives are
accentuated by the occasional milestone, it is the everyday moments that nurture our families, define who
we are and give texture and meaning to our lives.
Our mission statement is a reflection
of our belief that each of our products
has a meaningful impact on consumers’
everyday lives.
Our Focus on Family Well-being
Our corporate responsibility initiatives tie back to our mission
statement and reflect what our people and products do best.
That is why the cornerstone of our corporate responsibility
efforts — and our purpose — is:
“We safeguard family well-being, every day.”
This statement supports our long-standing history of providing
everyday disinfecting products for use in homes, schools and
The Clorox Company | 2010 CRR 3

Safeguarding Family Well-Being, Every Day
hospitals and for aid in global pandemics and natural disasters. It speaks to our employees’ volunteerism
and giving activities and our support for K-12 education, various charities and other community programs.
And it conveys our commitment to creating more sustainable products and our goal to play an even greater
role in public health through our infection prevention platform.
When we thought about who benefited the most from our social impact, we realized it was the whole family:
the nuclear family, the multigenerational family, the single parent family, the domestic partnership — even the
family pet. No matter what kind of family you have, our products and the partnerships we have developed —
from the American Red Cross and Sierra Club to Children’s Health Fund and the American Society for
the Prevention of Cruelty to Animals — are all focused on supporting your well-being.
The Five Pillars of Clorox’s Corporate Responsibility
We have defined our commitments in five critical areas:
Performance Achieve financial success with transparency, strong governance and corporate
responsibility embedded in our operations
Products Deliver responsible products, made responsibly
People Promote diversity and inclusion, opportunity and respectful treatment for everyone who
touches our business
Planet Shrink our environmental footprint while we grow our business
Purpose Safeguard family well-being, every day
These pillars represent areas where our business and social imperatives intersect. They serve as the foundation
of our corporate responsibility strategy, which we formalized this year.
We understand that now, more than ever, the choices we make can have a significant impact on people,
our planet and our communities. I believe our strategy and our commitments will guide our company
toward long-term, sustainable growth, while enabling us to positively contribute to the communities in
which we conduct business.
For The Clorox Company, corporate responsibility is an ongoing commitment and a journey. We are pleased
with our progress so far, but we have more to accomplish and a lot to learn as well. In the meantime, everyone
at Clorox is committed to earning your trust, every day.
Donald R. Knauss
Chairman and Chief Executive Officer
Please take the time to share your thoughts, ideas and questions with us at responsibility@clorox.com.
4 The Clorox Company | 2010 CRR

Making Everyday Life Better,
Every Day for Nearly a Century
Our History: Clean Beginnings
The Clorox Company was founded in 1913 in the
San Francisco Bay Area city of Oakland, Calif.
We started with just one product, Clorox ® bleach,
made from the salt marshes of San Francisco
Bay. It was initially an industrial-strength
liquid germicide sold to Oakland laundries,
breweries, walnut processing sheds and
water municipalities and was delivered
by horse-drawn wagons.
In 1916, we began bottling
a household solution of
bleach that quickly gained
popularity as an effective
laundry additive, stain
remover, deodorant and
disinfectant. In 1921,
the first cargo of Clorox ®
bleach destined for Eastern
store shelves was loaded
aboard ship at the Port
of Oakland.
By 1928 — thanks to
extensive national
advertising and salespromotion
campaigns
stressing its purity, versatility
and dependability — Clorox
bleach had become a commonplace
sight in American families’ laundry
rooms, kitchens and bathrooms. That year, the
company went public for the first time.
Our stock began trading on the San Francisco
Exchange. By the mid-1950s, we had established
the largest market share of bleach in the U.S. and
have never let go of this leadership position.
Clorox Today: Global Reach
Since our early days of manufacturing
just one product, we have grown into
a global company, manufacturing and
marketing some of consumers’ most
trusted and recognized brand names:
our namesake bleach and Clorox ® -
branded cleaning products; Green
Works ® natural cleaners; Poett ®
home care products; Fresh
Step ® cat litter; Kingsford ®
charcoal; Hidden Valley ®
and K C Masterpiece ®
dressings and sauces; Brita ®
water-filtration systems; Glad ®
bags, wraps and containers; and
Burt’s Bees ® natural personal
care products. In fact, nearly
90 percent of the brands in
our global portfolio are the
No. 1 or No. 2 market-share
leaders in their categories. With
approximately 8,300 employees
worldwide, we manufacture
products in more than two
dozen countries and market
them in more than 100 countries. Clorox
is headquartered in Oakland, Calif. and trades on the
New York Stock Exchange under the symbol “CLX.”
The Clorox Company | 2010 CRR 5

Be
Accountable
Performance
Achieve financial success with transparency, strong governance
and corporate responsibility embedded in our operations
A cross-functional team helps ensure we are looking
at corporate responsibility from multiple perspectives.
From left to right: Brian Hayle, Deborah Napierski,
Kathryn Caulfield, Mary O’Connell, Aileen Zerrudo,
Chris Merhige, Janki Darity, Bill Morrissey, Sheldon
Quan, Victoria Jones and Greg van Buskirk.
6 The Clorox Company | 2010 CRR

Integrating Corporate Responsibility
Into Our Business
CR OVERVIEW
Trust is the foundation on which we have grown our business since Clorox was founded in
1913, and we understand it’s something we must continue to earn. That’s why we have stepped
up our efforts in corporate responsibility, establishing a formal strategy that is integrated into
our business and reflects the social and environmental issues we have identified as company
priorities based on internal and external feedback.
Assessment and Research Helps Identify Key Priorities
Our CR strategy and pillars are based on an extensive review and assessment of all facets of
corporate responsibility at Clorox involving the following inputs:
• Materiality assessment to better understand and prioritize our corporate responsibility
issues, including strengths and gaps, for the company and our stakeholders
• Global study to gain insights into the perspectives of a broad spectrum of external
stakeholders regarding Clorox products, communications and business practices, as
well as on global trends and issues
• Corporate responsibility and philanthropic/strategic cause benchmarking among our peers
to assess investment levels and focus of cause programs
• Third-party moderated interviews with Clorox employees to understand their perspectives
on our corporate responsibility initiatives, especially cause programs
• Formal development of a corporate responsibility strategy by a cross-functional team, including
Community Relations, Corporate Communications, Eco Office, Global Product Stewardship,
Global Strategic Sourcing, Government Affairs, Human Resources, Legal and Public Relations
Don Knauss (right) accepted the Foreign Policy Association’s
(FPA) Corporate Responsibility Award from Sierra Club Chairman
Carl Pope. The FPA recognized Clorox for making natural cleaning
mainstream through the launch of the Green Works ® brand, as
well as for our longtime commitment to corporate responsibility.
The Clorox Company | 2010 CRR 7

CR OVERVIEW
Integrating Corporate Responsibility
Into Our Business
Clorox Mission
We make everyday life better, every day
Corporate Responsibility Goals
•Contribute to economic profit growth
•Positively impact the perception of our brands and company
•Contribute to employee engagement
•Positively impact millions of families, globally
Strategies Commitments Recent Performance Highlights
Performance
Achieve financial success with
transparency, strong governance and
CR embedded in our operations
Products
Deliver responsible products
made responsibly
People
Promote diversity, opportunity and
respectful treatment for everyone
who touches our business
Planet
Shrink our environmental footprint
while we grow our business
Purpose
Safeguard family well-being,
every day
• Integrate CR into our corporate strategy, with board oversight;
continue to adopt best practices.
• Increase transparency of company policies, practices and
product ingredients.
• Communicate proactively and respond to stakeholder
reports and inquiries regarding CR.
• Continue to strengthen strong enterprise risk management
programs and capability, with board oversight.
• Continue to meet strict science-based safety criteria, while
promoting alternative methods to safety testing.
• Provide best-in-class disinfecting solutions.
• Provide plant-based alternatives to conventional
product offerings.
• Reduce environmental impact of our product offerings.
• Require employee certification of compliance with company
policies on diversity, human rights and labor issues.
• Assign accountability for CR commitments.
• Drive supplier code of conduct, supplier diversity and add
eco criteria to supplier selection.
• Increase global participation in employee resource groups.
• Expand public environmental commitment statements.
• Reduce GHG, energy, water and solid waste in our
manufacturing and distribution footprints.
• Embed eco criteria in core business processes.
• Drive environmental sustainability throughout the workplace.
• Implement a global strategic cause platform focused on
infection prevention.
• Build on The Clorox Company Foundation’s focus on K-12
education in underserved communities.
• Enhance engagement and extend impact through employee,
customer and community involvement.
• Delivered strong FY10 financial performance.
• Developed formal CR strategy integrated into
our business.
• Recognized for corporate governance practices.
• Established formal “Ingredients Inside” product ingredient
communication program in the U.S. and Canada.
• Formalized growth platforms addressing infection
prevention and sustainability.
• Purchased Caltech Industries, Inc. to further expand
our business in health care settings.
• Introduced Burt’s Bees ® natural acne care and toothpaste
and Green Works ® natural laundry products.
• Halfway to goal of making sustainability
improvements to 25 percent of product portfolio
by 2013 (versus 2009 baseline).
• Met diversity targets, with U.S. representation of
managers and above rising to 22 percent for minorities
and 40 percent for women.
• Established supplier diversity goal to grow expenditure
to 5 percent by 2015.
• Introduced global supplier code of conduct.
• Developed an environmental sustainability strategy
linked to Clorox’s business strategy.
• Since 2007, reduced GHG emissions by 7 percent,
energy use by nearly 5 percent, water use by more than
8 percent and solid waste by 9 percent (per case sold).
• Developed sustainability programs in the workplace,
including establishing eco employee volunteer groups,
switching company cars to hybrids and securing
LEED-EB platinum certification for our corporate office.
• In FY09 and FY10 alone, donated more than $7 million
in cash grants to nonprofits, schools and colleges;
donated more than $16 million worth of products to
nonprofits and disaster relief efforts.
8 The Clorox Company | 2010 CRR

Different Perspectives Inspire Progress
Toward a Common Goal
At Clorox, our CEO and a steering committee of senior leaders from various areas of the company oversee
corporate responsibility. While each person brings a unique perspective to shaping CR for Clorox, the team
shares the common goal of driving progress against our commitments.
CR OVERVIEW
What is Clorox’s
approach to corporate
responsibility
Benno Dorer: SVP–GM, Cleaning Division
It’s having a strategy that goes beyond compliance
and risk mitigation to deliver real value to our
company and to the stakeholders who touch our
business, including shareholders, business partners
and communities. For example, one of our business
growth platforms — infection prevention — leverages
the strength of our disinfecting capabilities to
address public health concerns around seasonal
flu, pandemics and the rising incidence of hospitalacquired
infections. While it’s a business driver
for the company, it has a meaningful social
dimension as well.
Jackie Kane: SVP–HR & Corporate Affairs
Another area in which corporate responsibility
creates value is employee engagement. We hear
time and again that Clorox people are proud to
work here because they know we live by our
core value of doing the right thing. For example,
employee volunteers around the world have stepped
up to support our environmental sustainability
efforts. We now have a formal waste reduction
program at our headquarters, and employees at
other Clorox locations are conducting “dumpster
dives” to assess how much waste can be diverted
from landfills.
Clorox’s corporate responsibility strategy and commitments are governed by our CEO and CR steering committee
made up of members of Clorox’s executive committee. The Clorox board of directors provides oversight.
Left to right: Wayne Delker, senior vice president – chief innovation officer; Laura Stein, senior vice president –
general counsel; Benno Dorer, senior vice president – general manager, cleaning division; Jackie Kane, senior vice
president – human resources and corporate affairs.
The Clorox Company | 2010 CRR 9

CR OVERVIEW
Different Perspectives Inspire Progress Toward a Common Goal
Where have you made
the most significant
progress
Laura Stein: SVP–General Counsel
Having a formalized corporate responsibility
strategy was an important step. We now have
a strategy that is integrated into our business
and a framework to hold us accountable for
our commitments, goals and metrics.
We’ve also received positive feedback on
“Ingredients Inside,” our product ingredient
communication program that addresses consumers’
interest in knowing what goes into the products
they use in and around their homes. We worked
closely with the Sierra Club to take this step and
continue to engage with NGOs, industry associations
and regulatory agencies on how our program,
and the product ingredient communications
efforts of the industry as a whole, can evolve.
Jackie Kane
We’ve made progress on our diversity initiatives.
We exceed the U.S. Census in all categories
and have been recognized for having a strong
representation of women in management. The
2009 UC Davis Study of California Women
Business Leaders ranked Clorox 14th out of
400 companies in California for having women
in director and executive positions. In addition
to employee-related diversity initiatives, we’re
accelerating our efforts in multicultural marketing
and product development to address the unique
needs of different consumer segments.
How are you addressing
consumer interest in
sustainable products
Wayne Delker: SVP–Chief Innovation Officer
Driving growth behind sustainable products
is a top priority. We continue to invest in our
natural platform with the Green Works ® and
Burt’s Bees ® brands, and our increased focus on
innovation is also looking at sustainability in
terms of product development and packaging.
For example, by concentrating our formula for
Clorox 2 ® stain fighter and color booster we are
reducing the amount of water used in manufacturing
this product by 54 percent, resin needed
for bottles by 36 percent and diesel for shipping
by 160 million gallons per year. We have a public
goal to make sustainability improvements to
25 percent of our products by 2013 (versus base
year 2009).
What’s your response to
concerns about cleaning
product safety And how
do you reconcile having a
portfolio that includes bleach
and natural products
Wayne Delker
Product safety is a top priority at Clorox. For
years we have applied sound scientific evidence
to our product evaluation processes. Before we
bring any product to market, our Global Product
Stewardship organization evaluates a product’s
safety, quality and regulatory compliance, looking
at human and environmental health. We take
great care in choosing ingredients for our products.
For example, we have guidelines against the use
of such ingredients as alkylphenol (APs) or
alkylphenol ethoxylates (APEs), phthalates and
synthetic musks.
We developed Green Works ® products
because we recognize a growing number of
consumers prefer naturally derived cleaning
products and we wanted to give them a choice.
We are proud of the consumer response to the
Green Works ® line and its position as the No.
1 natural home care brand. We are also proud
of the role bleach has played in public health
for generations. It has a history of use in places
where killing germs is critical: hospitals, nursing
homes, child care centers, schools, restaurants
and more. Clorox ® regular bleach remains one
of the most affordable and effective disinfectants
available worldwide.
What is your biggest
challenge for corporate
responsibility in the
future
10 The Clorox Company | 2010 CRR
Laura Stein
One of our challenges is that we are establishing
a comprehensive data collection system for CR –
particularly in our international locations. As
we continue to grow our presence outside the
U.S., we will need to continue to build these
processes so that we can expand programs like
product ingredient communication and our
overall CR reporting.
Benno Dorer
Another challenge we’re exploring is expanding
our infection prevention platform into our social
cause efforts. We have a long history of donating
bleach and other disinfecting products to help
with disaster-relief efforts globally, particularly for
sanitizing water. In addition to being there when
disaster strikes, I’d like to see us working more
closely with public health agencies, schools and
NGOs to help support prevention of infection on
a global level. This way our social cause focus for
the company will be more strategically linked to
our core strengths as a business.

Clorox The Company
At-A-Glance Fiscal Year Ending June 30, 2010
PERFORMANCE
Sales By Category
International
21%
16%
Home Care
K
Natural Personal Care
3%
10%
Laundry
J
Water Filtration
Dressings & Sauces
4%
9%
4%
3%
Auto
Away From Home
I
H
Cat Litter
7%
10%
13%
Bags & Wraps
G
F
Charcoal
Sales
$5.53 billion
Employees 8,300
Manufacturing Plants 41
Markets Served 100+
Please see The Clorox Company 2010 Annual Report at www.TheCloroxCompany.com for more information on our company’s performance and goals.
The Clorox Company | 2010 CRR 11

PERFORMANCE
The Clorox Company: At-A-Glance
3-Year Total Shareholder Return: Since Inception of Centennial Strategy
10%
0%
Clorox: 10%
Peers: 4%
-10%
-20%
-30%
S&P 500: -27%
-40%
2007 2008
2009
2010
June 30, 2007, through June 30, 2010 (assumes reinvestment of quarterly dividends).
Peer companies: An average of 18 consumer packaged goods companies, excluding Clorox,
used for financial benchmarking purposes.
$4.85
Net Sales
(in billions)
$5.27
$5.45
$5.53
$709
Net Cash Provided
by Operations
(in millions)
$730
$738
$819
$501
Net Earnings
(in millions)
$461
$537
$603
2007 2008 2009 2010
2007 2008 2009 2010
2007 2008 2009 2010
$3.24
Diluted Net
Earnings Per Share
(in dollars)
$3.23
$3.79
$4.24
2007 2008 2009 2010
27%
ROIC 1 Economic Profit 2
(in millions)
$433
21%
22%
23%
2007 2008 2009 2010
$379
$363
$376
2007 2008 2009 2010
1. Return on invested capital (ROIC) is a non-GAAP measure
that is calculated as earnings before income taxes, excluding
restructuring and asset impairment costs and interest expense;
computed on an after-tax basis as a percentage of adjusted
average invested capital. See reconciliation of ROIC in Exhibit
99.2 on Form 8-K filed on August 3, 2010, for the fiscal year
ended June 30, 2010.
2. Economic profit (EP) is used by management to evaluate
business performance. EP represents earnings from continuing
operations before income taxes, noncash restructuring-related
and asset impairment costs, and interest expense, after tax,
less capital charge. See reconciliation of EP in Exhibit 99.3 of
the company’s Annual Report on Form 10-K for the fiscal year
ended June 30, 2010.
12 The Clorox Company | 2010 CRR

Centennial Strategy Guides
Clorox Toward ‘True North’
At Clorox, our “True North,” a shared destination for all our people, is about delivering double-digit
average annual economic profit growth by the company’s 100th anniversary in 2013. We’ve developed
four key strategies to get there:
PERFORMANCE
1. Be a high-performance organization of enthusiastic owners
Our No. 1 strategy is about Clorox people. We have great people. We know that if everyone is
engaged on an emotional and rational level and working well together, we can accomplish just
about anything. It starts by following some of the principles of high-performance teams. We are
committed to the business and to each other, owning our individual performance, as well as the
team as a whole. We also ask employees to think of the company as his or her own business.
How would they feel if their name were on the sign in front of the building This is our Clorox.
Everyone is asked to speak up and contribute if they want their company to succeed.
2. Win with superior capabilities in Desire, Decide and Delight (3Ds)
There are three “moments of truth” when a consumer can choose our product; we call these the 3Ds:
Desire, Decide and Delight.
Desire: Creating demand for our product
Our focus on consumer insights helps us understand what consumers really care about in their
everyday lives. This helps ensure that the ways we “talk” to consumers about our products —
in print, on TV, on the web, in the store – address their needs.
Decide: Making the choice at the store shelf
Our success in the store, where most purchase decisions
are made, is driven by our strong partnerships with retail
customers and in-store communications that help address
shoppers’ needs. Can shoppers find the product category
Does our brand stand out from others Which product
has the best combination of quality and price Our
expertise in consumer insights and category advisory
services help optimize the shopper experience with plans
for assortment, merchandising, pricing and shelving.
Delight: Building brands consumers love
Once the product is in the home, there’s still a critical test:
how does it perform Our goal is to have products that are
consistently highly rated and exceed the consumer’s expectations.
The Clorox Company | 2010 CRR 13

PERFORMANCE
Four Key Strategies
3. Accelerate growth both in and beyond the core
We’re constantly looking to enhance the performance of our existing brands. For example, we can
branch into new categories, where our familiar brands can carry a lot of weight. We can increase
or extend into new channels where we sell our products, such as selling to hospitals and other
healthcare facilities. We can also expand the range of products we offer in the countries where
we do business.
We’re also strategically tapping into consumer “megatrends” to guide us in our investments in
innovation or acquisition of new businesses where we see potential for growth.
Megatrends Point the Way to
More Growth
We’re leveraging four consumer megatrends
that drive key areas of our corporate strategy,
guiding our investments to drive growth of
our business, including product innovation,
marketing communications and retail activities.
Health and Wellness Addressing the global
need for healthy homes and public places,
including schools and hospitals
Sustainability Focusing on consumers’
personal environments — what’s in them,
on them and around them
Multicultural Addressing the unique needs
of multicultural consumers
4. Relentlessly drive out waste
Our focus on reducing waste helps drive
real competitive advantage for Clorox. For
example, our ability to save money helps
to offset inflation and capture savings that
can be used to invest in growth. Becoming
more efficient in how we do business helps
us save time, money and resources that
can be redeployed to work that drives the
highest value for the company.
Clorox ranked No. 7 among our top
strategic partners in the most recent
Cannondale Associates PoweRanking ® *
survey, which asks retailers to rank
more than 100 manufacturers on a
number of dimensions.
Affordability/Value Delivering high value to
consumers through a balance of product
performance and price
*PoweRanking ® is a registered trademark of Cannondale Associates.
14 The Clorox Company | 2010 CRR

Understanding, Sharing and Taking
Action From Stakeholder Engagement
It’s important that we understand the perceptions, concerns and priorities of everyone that touches our business.
That’s why we actively engage with a variety of stakeholders through open dialogue or through partnerships
and board and committee memberships. Stakeholder engagement enables us to listen to, learn from and
exchange ideas with people on topics that impact our business and industry, as well as on global issues such
as public health and sustainability.
PERFORMANCE
We also engage with industry trade associations and all levels of government around the world on policy,
legislation, regulatory and related matters that have the greatest impact on our business.
We engage with our stakeholders in many
different ways. For example:
• Shareholders: We hold annual meetings during
which we inform our shareholders about our
company strategy, financial performance and
business growth objectives. We also report our
performance through such communications as
our quarterly conference calls and annual report.
• Employees: We conduct regular employee
engagement surveys where we look at engagement
in two ways: rational and emotional. In other
words, we ask employees if both their heads and
hearts are in the game. We believe a person
who is engaged emotionally and rationally will
be better able and willing to perform to their
potential. We also conduct quarterly, global
“town hall” meetings where we share important
company information and invite employees to
ask questions or share thoughts with our CEO
and other executives.
• Consumers: We talk to consumers through in-home
studies, focus groups and surveys to better understand
how they use our products so we can
continue to deliver high-quality products that
address their needs.
• Public Health Community: We are active
participants in a number of public health
organizations because we believe our disinfecting
capabilities can help make a positive difference in
issues such as infection control.
• NGOs: We meet with NGOs on a variety of issues,
including sustainability and product safety.
• Communities: We make a positive impact on our
communities through The Clorox Company
Foundation’s support of K-12 education and through
employee volunteerism. We also respond to our
communities in times of natural disaster by providing
financial aid and donating trash bags, bleach and
other disinfecting products to help with clean-up
efforts and sanitization needs.
Clorox is also a member of organizations that
are related to our business and priority issues.
Public Health: Association for Professionals in
Infection Control and Epidemiology, Inc (APIC),
Society for Healthcare Epidemiology of America
(SHEA), American Society for Healthcare and
Environmental Services
Industry: Consumer Specialty Products Association,
American Cleaning Institute, Grocery Manufacturers
Association
Environmental Sustainability: U.S. Environmental
Protection Agency Climate Leaders, Design for
Environment and Waste Wise and Smart Way Shipper
Programs; Sustainable Packaging Coalition; Natural
Products Association
Diversity/Inclusion: Executive Leadership Council,
Hispanic Advisory Council, Minority Corporate Counsel
Association, Out & Equal Workplace Advocates,
National Minority Supplier Development Council
Community: Boston College Center for Corporate
Citizenship, Bay Area Corporate Volunteer Council,
Entrepreneur’s Foundation, Northern California
Grantmakers
The Clorox Company | 2010 CRR 15

PERFORMANCE
Governance and Ethics
World-Class Governance
Clorox maintains rigorous corporate governance practices and internal controls with oversight by our board
of directors, chairman and chief executive officer, chief financial officer, general counsel and the other
members of the company’s executive committee. The board’s responsibility includes overseeing management’s
operations of the company’s business, monitoring the effectiveness of management policies and decisions,
including the development and execution of its strategies, risk management activities and providing for
management succession.
The quality of our corporate governance is rated stronger than 94.3 percent of S&P 500 companies and
98.5 percent of household and personal products companies according to RiskMetrics Group, which has
rated more than 7,400 companies worldwide on corporate governance practices.*
Our board of directors is composed of individuals
who, on the basis of their knowledge and experience,
make valuable contributions to the overall conduct
of the business. The nominating and governance
committee is responsible for developing and recommending
board membership criteria to the board for
approval and periodically reviewing these criteria.
Board candidates, including incumbent directors,
are considered based upon various criteria, including
their broad-based business skills and experiences,
prominence and reputation in their professions,
global business and social perspective, concern
for the long-term interests of the stockholders, and
personal integrity and judgment. In addition to the
board and committees’ conducting self evaluations
on an annual basis, the nominating and governance
committee reviews general qualifications and expertise
of each board member on at least an annual basis.
Committees of the Board of Directors
Executive Committee acts for the board in certain
matters when the full board cannot be convened.
Audit Committee oversees the integrity of
financial statements, the company’s accounting
and financial controls, including independent and
internal auditors.
Finance Committee oversees and makes
recommendations to the board with respect to
the company’s major financial policies and actions,
including capital structure and borrowing.
Management Development and Compensation
Committee oversees management development
and succession planning processes and approves
compensation for executive management and various
benefit plans for the company as a whole.
Nominating and Governance Committee oversees
the company’s corporate governance practices, director
nominations and board evaluation. Also oversees the
company’s compliance with certain legal and regulatory
requirements and discusses with management the
status of pending litigation, environmental issues
and other areas of oversight as may be appropriate.
Executive Compensation
The board of directors’ management and compensation
committee, composed entirely of independent
directors as required by the NYSE listing standards
and consistent with SEC rule 16b-3, reviews the design
and implementation of our executive management
program. The committee applies a rigorous and
balanced approach to executive compensation,
ensuring that compensation is tied to current and
long-term company performance; is sufficient to
attract and retain high-caliber, experienced leaders;
aligns the interests of our executive officers with
the interests of our stockholders; and is financially
efficient, resulting in a reasonable level of costs
that are supported by performance.
* RiskMetrics, December 2009
16 The Clorox Company | 2010 CRR

Our stakeholders are welcome to communicate
directly to an individual board member, a board
committee or to the board of directors as a whole.*
Additional details on Clorox’s board of directors, including
topics such as qualifications, performance evaluation
and how we address potential conflicts of interest can
be found at: www.CloroxCSR.com/guidelines.
Doing the Right Thing
Clorox’s code of conduct establishes the company’s
ethical and legal standards of behavior and business
practices applicable to all our directors, executives,
employees and contractors around the world. We
require all Clorox board members, employees, as
well as contractors, to undergo training and certify
compliance with our code. Covering such topics as
environmental safety and compliance, human
rights, workplace behavior, antidiscrimination,
harassment prevention, bribery and anticorruption,
and political contributions, our code embodies
Clorox’s commitment to doing the right thing
every day. Clorox provides code of conduct training
approximately every 18 months on a rolling basis.
Training is conducted in English, Spanish and
Chinese. In fiscal year 2010, 81 percent of all
Clorox employees completed compliance training,
which includes our code of conduct.
Clorox has global compliance hotlines which allow
our employees to anonymously raise questions or
concerns or report misconduct. We protect any
employee who reports misconduct in good faith.
Clorox’s code of conduct can be found online at
www.CloroxCSR.com/conduct.
Working With Responsible Partners
Our commitment to ethical business practices and
treating people with dignity, respect and equal
opportunity extends to our business partners.
Clorox’s supplier code of conduct addresses businesspractice
standards of our third-party suppliers, their
parent companies and affiliates. Our code, based on
the International Labour Organization Core Labor
Conventions, outlines our expectations
that suppliers around the world share our
commitments in the areas of human rights
and labor, health and safety, the environment,
and business conduct and ethics. Clorox’s standard
supplier agreements require certification of material
compliance with the supplier code of conduct, including
our human rights clause that prohibits such actions as
harassment or inhumane treatment, discrimination
and involuntary or child labor. Clorox’s global
supplier code of conduct is available in English,
Spanish and Chinese.
Clorox’s supplier code of conduct can be found
online at www.CloroxCSR.com/business-partners.
*Correspondence to our board of directors should be sent to our
headquarters address: The Clorox Company, c/o Secretary,
1221 Broadway, Oakland, CA 94612-1888.
OUR VALUES
At Clorox, our strong corporate values not only guide
us in achieving widespread success, but also are the
foundation of everything we do.
Do the Right Thing
The long-term health of our company depends on our integrity.
At Clorox, we have a tradition of honesty, fair dealing and ethical
practices. We strive to use facts to determine the right thing to
do, and communicate openly about our choices.
Stretch for Results
Our success is measured by our ability to consistently win
in the marketplace by exceeding the expectations of our
consumers, customers, shareholders and each other.
Take Personal Ownership
Progress is not only driven by people who take personal
ownership of delivering results, but by making the process
to achieve these results as quickly, simply and effectively
as possible. Each of us has a role in helping to ensure we
deliver excellent results and achieve our goals.
Work Together to Win
Our success depends on productive collaboration among Clorox
people, between our company and our business partners, and
among our company and our communities. While individual
ownership and contributions make a difference, teamwork is
essential to achieving even greater results.
PERFORMANCE
The Clorox Company | 2010 CRR 17

Be
Trusted
Products
Responsible products
made responsibly
18 The Clorox Company | 2010 CRR

Our Products Delight Consumers
PRODUCTS
Trust is the foundation of our business and the basis for every relationship formed between our brands
and consumers. All our products must be made responsibly and deliver on our promise of getting the job
done. We have been making high-quality products for close to 100 years with that in mind. Whether
you’re using Clorox ® regular bleach, Kingsford ® charcoal, Fresh Step ® cat litter or Green Works ® products,
you can be sure that our commitment to quality, safety and efficacy go into everything we do. Our retail
partners and consumers should never expect anything less. By upholding this trust, we fulfill our mission
to make everyday life better, every day.
For more than a decade, the American Customer Satisfaction Index has ranked Clorox
among the top of our competitor group. This index, based on an economic model from the
University of Michigan, measures the quality of our products as experienced by consumers
and retail customers.
In addition, nearly 90 percent of our global brands rank as the No. 1 or No. 2 market-share
leaders in their respective categories, further underscoring the value consumers place on
our brands.
Understanding What Consumers Want
Our ability to satisfy consumers and deliver true value is largely a result of the significant
investment we’ve made in getting to know them at a deep and meaningful level. Through
the work of our Global Insights organization, we gain a 360-degree view of the consumer,
learning about her relationships with our brands, which product qualities really matter to
her and how she shops for our products. These insights serve as the foundation of our
Desire, Decide and Delight strategies, enabling us to address consumers effectively in
marketing communications, work with our retail partners on enriching the consumer
experience in store and develop products that consumers will love.
Anticipating Future Needs
A strong culture of innovation — one in which new thinking leads to new product solutions
that offer improved performance, convenience and affordability to consumers — is another
critical success factor in our ability to meet customer expectations. In recent years, we have
accelerated our efforts behind innovation, particularly in the infection prevention and
wellness and sustainability arenas.
The Clorox Company | 2010 CRR 19

PRODUCTS
Our Products Delight Consumers
We are increasing the pace of innovation through a more open and transparent process that
extends beyond our own teams of scientists and marketers. CloroxConnects, for example,
is an online resource through which individuals can share their own inventions. And
partnerships with Edison Nation and Evergreen IP, companies that facilitate external idea
solicitation and evaluation, are also helping to bring in more new ideas. For more information
visit www.thecloroxcompany.com/innovation.
Our efforts to accelerate innovation are paying off. We are sustaining annual growth from new
products in the range of 2 percent to 3 percent of total company sales. We’re meeting our
benchmarks for the percent of sales from products that have what we call “60/40” product
superiority, the ratio by which we measure consumer preference of our products against
competing products. Our 60/40 performance has grown from 7 percent in fiscal 2004 to
47 percent in fiscal 2010, which puts us on a path to exceed our goal of greater than
50 percent by 2013.
Marketing Our Brands Responsibly
We are committed to marketing our brands in a responsible and truthful manner, adhering
to the laws and guidelines of the Federal Trade Commission and other relevant governing
bodies. We strive to communicate the benefits, performance and attributes of our products
accurately and directly, with claims that are substantiated. It is also our policy to create and
purchase advertising in such a way as to reach the designated target audience with maximum
efficiency, using advertisements and media that are in keeping and consistent with the character
and the values of our company. Our marketing communications avoid situations that exploit
race, religion, national origin, sexual preference, overt sex or gratuitous violence.
20 The Clorox Company | 2010 CRR

THE BLEACH CYCLE
PRODUCTS
SALT
MUNICIPAL
TREATMENT
SEPTIC TANK
BLEACH
MANUFACTURE
PRODUCT USE
SALT of the Earth
Bleach is an essential product for whitening laundry, cleaning homes and
disinfecting household and commercial surfaces. It sanitizes household items
such as kids’ toys, baby bottles and pet bowls. You can even use bleach to keep
cut flowers fresher longer. Most important, bleach continues to play a vital role
in protecting public health — it is one of the most effective disinfectants for
killing germs that can cause life-threatening infections such as Clostridium
difficile (C. diff), methicillin-resistant Staphylococcus aureus (MRSA) and the
flu virus, including H1N1 influenza.
There are many misperceptions about bleach, possibly due to the misnomer
“chlorine bleach.” Clorox ® regular bleach, in fact, does not contain free chlorine.
Our regular household bleach is made up of a 6.0 percent simple solution
of sodium hypochlorite (oxygenated salt) and water. Upon use as a laundry
additive or disinfectant, 95 to 98 percent of bleach rapidly breaks down into
salt and water. Municipal wastewater treatment or septic systems effectively
treat the remaining 2 percent to 5 percent of by-products.
Household bleach does not contaminate water by producing dioxins. In addition,
the European Commission’s Scientific Committee on Health and Environmental
Risks conducted a study on sodium hypochlorite that assessed all foreseeable
scenarios in which trihalomethanes could be formed. These scenarios showed
no significant adverse environmental impacts involving sodium hypochlorite*.
Studies also have shown that there is no exposure to trihalomethanes in quantities
above even the toughest standards such as California Proposition 65 Safe Harbor
levels as a result of using household bleach.
For nearly 100 years, Clorox ® regular bleach has been a staple in helping to
keep whites white and helping to rid our homes of germs that can cause illness.
Given its many practical household uses and its global disinfecting applications,
we are confident that Clorox ® regular bleach will continue to be a dependable,
salt-of-the-earth product for years to come. Visit www.FactsAboutBleach.com
to learn more.
The Power of Bleach
Anyone who has ever witnessed the power of bleach
to transform laundry from soiled white to bright, clean
white might be surprised to find that it is simply a matter
of salt and water at work.
Clorox ® regular bleach traces its origins to the
saltwater ponds of San Francisco Bay early in the 20th
century. Using the abundant brine available in the
ponds, company inventors ran an electrical current
through a saltwater-based compound to produce
sodium hypochlorite bleach. The resulting product
was sold to industrial businesses for use as a
disinfectant. Soon, a less concentrated version
became a household cleaning staple.
During the past century, liquid bleach has
performed some very important tasks. In 1969, the
Apollo space capsule was disinfected with bleach
upon its return to Earth. During World War I – in the
days before penicillin – the lives of some wounded
soldiers were saved by the antibacterial properties
of bleach. During World War II, bleach was used again
to destroy bacteria. Today, bleach continues to be
used to purify water and help control contamination
in times of emergency, such as natural disasters.
Transitioning US Operations
From Chlorine to High-Strength
Bleach
While Clorox ® bleach
does not contain free
chlorine, chlorine has
been used as a raw
material in household
bleach manufacturing.
In 2009, we began
transitioning our U.S.
bleach manufacturing
processes to the use of high-strength bleach instead
of chlorine. This change helps us to better ensure
the supply of raw materials and provides another
layer to our industry-leading security practices.
*European Union Risk Assessment Report: Sodium Hypochlorite, November 2007.
The Clorox Company | 2010 CRR 21

PRODUCTS
Infection Prevention:
Our Heritage. Our Future.
It is seemingly harder than ever to stay healthy. The seasonal flu, emergence of antibiotic-resistant
superbugs, infectious diseases such as severe acute respiratory syndrome (SARS) and H1N1
influenza underscore global health threats and the potential for pandemic outbreaks. We are
reminded of the important role disease prevention can play in public health management.
In order to prevent disease, however, it is essential to understand how it spreads. The fact
is that 80 percent of germs are spread by touch.* Consider that a person can touch up to
300 surfaces in 30 minutes alone and you begin to understand the challenge of stopping
the spread of infection.
Of course, germs are not homebound organisms. The threat they pose in health care settings,
in particular, is grave. Hospital-acquired infections strike one in 10 patients, are linked to
99,000 deaths annually in the U.S. and cost an incremental $10 billion in health care costs. †
An aging population is expected to add to this problem.
* Phillip M. Tierno Jr., Ph.D., in his book, The Secret Life of Germs (November 2001).
† U.S. Centers for Disease Control: The direct medical costs of healthcare-associated infections in U.S. hospitals and the benefits of prevention (2009).
22 The Clorox Company | 2010 CRR

Infection Prevention
PRODUCTS
Clearly, surface disinfection is essential to preventing
the spread of infection. Given our strong heritage in
manufacturing best-in-class disinfecting products,
Clorox has a compelling value proposition to put
forth in this cause.
We believe our disinfecting products and their
effectiveness at killing staph, salmonella and E. coli,
influenza viruses, rhinovirus (one of the causes of the
common cold) and numerous other harmful germs
give us a unique responsibility. The swift response of
Clorox during the H1N1 pandemic of 2009 is a good
example of the role we can assume in times of public
health crisis. During this time, we:
• Worked 24/7 to satisfy demand in Mexico
for disinfecting wipes, which spiked 30 times
higher than normal during the initial outbreak
• Distributed, in partnership with the National
Education Association, canisters of Clorox ®
disinfecting wipes to 100,000 U.S. teachers
in four days
• Enhanced www.Clorox.com with a new section
that provided tips for preventing the spread
of H1N1
• Created educational materials for our customers
to distribute to shoppers in their stores
• Partnered with the American Red Cross to develop
public service announcements about flu preparedness.
Insights gained from this experience, as well as the more
predictable seasonal flu outbreaks, reinforce the need for
infection prevention. In a world that becomes more closely
connected every day, there is little doubt that infection
control will be an ongoing global issue well into the future.
Clorox and Basketball Star Grant Hill
Team Up to Educate About MRSA
Of all the “superbugs”– those germs that have developed
immunity to a wide number of antibiotics – methicillinresistant
Staphylococcus aureus (MRSA) is one of the
most well known. In 2003, Grant Hill developed an MRSA
infection on his ankle and grew seriously ill before making
a full recovery six months later.
Since 2008, we have been partnering with Grant on
the STOP MRSA Now campaign to increase information
about the illness through coalition-building activities,
public service announcements and an informative website.
The campaign also provides practical steps people can
take to prevent the spread of MRSA, such as disinfecting
hard surfaces with a bleach solution. Sodium hypochlorite,
the active ingredient in bleach, helps prevent the formation
of superbugs such as MRSA. It completely destroys a
germ’s cellular structure, rendering it unable to mutate
and transform into a superbug.
For more information visit www.stopmrsanow.com.
The Clorox Company | 2010 CRR 23

PRODUCTS
Play It Safe, Every Day
Rigorous Standards Ensure Products Are Safe
Product safety is the cornerstone of trust between our brands and consumers. Indeed, all Clorox products
must be assessed for human and environmental health risks before making it onto store shelves and,
ultimately, into consumers’ homes. To this end, we maintain a rigorous, science-based assessment process
to ensure our products are safe when used as directed.
For our cleaning products, this process begins in the
research and development phase where we analyze
each of the materials that go into making a product.
The next step is to initiate assessments of environmental
and human safety. Scientists review each ingredient to
determine its environmental impact, while toxicologists
review available data for any health concerns. Also,
as part of this phase, we conduct a global regulatory
review to determine if any countries have limitations
on the ingredients and formulations in question.
Product safety analysis also includes a comprehensive
exposure and risk assessment for all ingredients.
This analysis considers both the short- and long-term
impacts of these materials from incidental and
accidental exposure, as well as the potential routes of
exposure such as skin, eye, ingestion and inhalation.
During the product evaluation process, if we identify
an environmental or health risk that cannot be
sufficiently mitigated, the formulation is halted.
Using nonanimal product safety evaluations is
the norm at Clorox. Animal testing is a very rare
exception, used only when required by law or
when all other efforts have been exhausted to
establish a product’s safety profile; such instances
require senior management approval, confirming
there is no other way to proceed. Through our
involvement with John Hopkins Center for
Alternatives to Animal Testing, the Institute for
In Vitro Sciences and other efforts, we actively
support developing alternative testing methods.
Ultimately, we intend all of our product development
processes to satisfy all our evaluations, using only
alternative methods to demonstrate the safety
profile of a product and we’re actively working to
that end.
Once a product leaves a store shelf, we ensure that
product labels clearly provide the information
necessary to safely use, store and dispose of the
product and its packaging. All of our product
labels include clear directions for use, precautionary
Cris Spillet and other R&D employees thoroughly test and
analyze all product ingredients to ensure Clorox products
are safe when used as directed.
24 The Clorox Company | 2010 CRR

Play It Safe, Every Day
PRODUCTS
statements, first aid measures and storage and
disposal instructions. Additional safeguards
like child-resistant packaging are included
where appropriate.
Material safety data sheets (MSDS) provide guidance
for and support the application of our products.
Each Clorox cleaning and disinfecting product in
the U.S. and Canada has an MSDS that is available
at www.CloroxCSR.com/products-safety.
Regulatory Compliance
All products manufactured and distributed are
subject to local, state, federal and other regulations.
To comply, we perform safety tests, meet labeling
guidelines of regulatory agencies and adhere to
applicable regulations for all ingredients and
ingredient formulations used in our products. We
also ensure we meet or exceed local regulatory
requirements in all markets where we operate or
sell our products.
U.S. products classified as antimicrobials, such
as disinfectants or sanitizers, which represent
approximately 27 percent of our U.S. product
portfolio, are subject to registration with the
U.S. Environmental Protection Agency (EPA).
These formulations undergo detailed chemistry,
efficacy and toxicology review by the EPA before
approval for market. The EPA strictly governs
the labeling and packaging of these products, with
predetermined criteria based on the nature of
the product.
Strict Fragrance and
Preservative Guidelines
We maintain strict guidelines about the use
of fragrances and preservatives in our formulas.
We require all fragrances purchased from thirdparty
suppliers to comply with Research
Institute for Fragrance Materials (RIFM)
guidelines and recommendations, as well as
International Fragrance Association (IFRA)
standards. RIFM and IFRA define and regularly
update the safe level of use for individual
fragrance ingredients. Fragrances must not
contain Alkyphenols (AP) or Alkylphenol
Ethoxylates (APE), including, but not limited
to, octylphenol ethoxylates and nonylphenol
ethoxylates, musk ambrette, diacetyl, musk
xylol and phthalates.
Preservatives are necessary in some formulas
to prevent the growth of microorganisms such
as bacteria and mold. In such cases, we take
great care in the concentration levels of any
preservative that we use. In the U.S., we limit
preservative levels to those approved by the EPA,
typically in a range that does not exceed 0.1 percent
to 0.2 percent and is well below the threshold
for skin sensitization. Our products do not
contain parabens, a class of preservatives the
scientific community has been scrutinizing for
possible carcinogenicity and estrogenic effects.
The Clorox Company | 2010 CRR 25

PRODUCTS
Leading the Industry in Ingredient Transparency
Today, consumers want to know what goes into the products they use in and around their
homes. We understand and recognize their desire for peace of mind regarding the substances
that may come into contact with their families.
The Clorox Company was the first in the cleaning industry to commit to voluntary ingredient
communication in the U.S. and Canada. We began this process in 2008 with our Green Works ®
line of naturally derived cleaners, which feature ingredients on labels. In 2009, we began listing
the ingredients of our household and
commercial cleaning and disinfecting products on our corporate website. We added auto care
products and an extensive glossary of terms when we updated our “Ingredients Inside” program
as part of our corporate responsibility website launch in February 2010.
Our ingredient communication program has established Clorox as an industry leader in this
space. We continue to actively work with industry and regulatory associations on product
ingredient transparency.
To view the list of ingredients for Clorox’s cleaning, disinfecting and
auto care products, visit www.CloroxCSR.com/ingredients-inside.
26 The Clorox Company | 2010 CRR

Mainstreaming Natural Products
PRODUCTS
As recently as a few years ago, if you wanted to purchase a tube of natural toothpaste or a bottle
of natural glass cleaner, you likely had to find a natural foods store. If you lived in a rural area,
then you might simply have been out of luck.
Today, natural cleaners are no farther away than your local grocery store or mass retailer.
With our Green Works ® line of naturally derived cleaners, we were the first major consumer
packaged goods company to make natural cleaning mainstream.
With an understanding of the consumer issues in natural cleaning and our strong heritage
in manufacturing cleaning products, we decided to pursue the development of a product
line that would address the needs of green-minded consumers. Our goal was to set an entirely
new standard for natural cleaning. Our R&D team was challenged not with reformulating an
existing product, but rather with creating an altogether new line of cleaning products using
naturally derived, plant-based ingredients. The cost had to be reasonable and the natural
product had to demonstrate it could really clean.
Today, all Green Works ® products are recognized by the United States Environmental
Protection Agency’s Design for Environment program. And, the Green Works ® brand is
the market leader in the natural home care category.
Though the Green Works ® and Burt’s Bees ® brands each enjoy leading shares in stores today,
their stories are different. The Green Works ® brand was created by a Clorox team of scientists
and marketers. The Burt’s Bees ® was born in the back of a pickup truck in the 1980s, when
founders Roxanne Quimby and Burt Shavitz teamed up to sell her beeswax candles and his
honey at craft fairs in Maine.
The Clorox Company | 2010 CRR 27

PRODUCTS
Mainstreaming Natural Products
Defining
Natural & Green
As one of the world’s leading natural
personal care brands, the Burt’s Bees ®
brand frequently found itself having to
explain what’s natural and what’s not.
Our research prior to the launch of
the Green Works ® line showed similar
confusion among consumers about the
true meaning of “natural” and “green”
product labeling.
These insights prompted us to be extremely
clear that Green Works ® products are derived from
plant-based, readily biodegradeable cleaning ingredients.
Green Works ® products are also recognized
by the Environmental Product Agency’s Design
for the Environment (DfE) program and carry the
DfE logo, which demonstrates that Green Works ®
products meet the program’s stringent criteria for
human and environmental health.
The Burt’s Bees ® brand has also addressed the
problem of label confusion by joining with other
natural personal care companies and the Natural
Products Association to develop standards regarding
which ingredients can and cannot be considered
natural, and ultimately, whether or not a product
can be labeled as natural. As part of this process,
the Natural Seal was developed to provide readily
identifiable certification on product packaging for
consumers. In order to meet the seal’s criteria,
products labeled as natural must be:
• Natural: Made of natural ingredients and
manufactured to maintain ingredient purity.
• Safe: Avoid any ingredient that research shows
may have a suspected human health risk.
• Responsible: Use no animal testing in
its development.
• Sustainable: Use biodegradable ingredients and
the most environmentally sensitive packaging.
Fast forward 26 years later and the Burt’s Bees ® brand
is the leading natural personal care brand in the
U.S. and growing rapidly in two dozen countries
around the world. Clorox acquired the brand in 2007.
Its original, iconic lip balm product is now joined by
more than 100 other natural products ranging from
skin moisturizers and shampoo to recently introduced
acne solutions and toothpaste.
Like the Green Works ® brand, the growth of the
Burt’s Bees ® brand has tracked closely with consumers’
growing desire to provide safe and natural products for
their families. From its humble origins, Burt’s Bees ®
products can now be purchased in specialty and mass
retail locations in the U.S. and abroad.
Today, the Burt’s Bees ® and Green Works ® brands are
providing natural, effective and appropriately priced
products that are winning with consumers. These brands
are also providing Clorox with a strong base from which
to further develop awareness and acceptance of natural
products in traditional retail channels and among
mainstream consumers. From our perspective, this is
the perfection intersection of social responsibility and
business opportunity and we will pursue both with
equal enthusiasm.
28 The Clorox Company | 2010 CRR

Be
Inclusive
People
Promote diversity, opportunity and respectful
treatment for everyone who touches our business
Many employees participate in employee resource groups,
which aim to help develop and retain diverse talent by promoting,
supporting and celebrating diversity. Left to right: Roma McCaig,
Scott Willoughby, Diana Hernandez, Shaunte Mears-Watkins,
Nicole Thomas and La Sondra Irving-Pippins.
The Clorox Company | 2010 CRR 29

A Report Card on Lesbian, Gay, Bisexual and Transgender Equality in Corporate America
PEOPLE
Clorox Ranks High in
Diversity Measures
CORPORATE
EQUALITY INDEX
2010
Creating a culture of inclusion is an integral
part of Clorox’s history that is evident
throughout the company. Our hiring and
promotion decisions are based on employees’
abilities, and we expect our suppliers to
adhere to those same standards. We strictly
prohibit any discrimination on the basis of race,
religion, national origin, gender, disability,
age, marital status, citizenship status, veteran
status, sexual orientation or status regarding
public assistance.
Clorox has earned a 100 percent
rating in the Human Rights
Corporate Equality Index
for four consecutive years.
30 The Clorox Company | 2010 CRR
At Clorox, diversity is much more than an initiative or a mission statement. Having
a diverse workforce drives competitive advantage for us. We grow and learn more
when we are around people with different perspectives and experiences. And, having
a workforce that mirrors our consumer base allows us to gain better consumer insights
and drive meaningful innovation in the marketplace.
We are proud of the following facts about
our workforce. These numbers exceed
U.S. Census Bureau figures:
• 51 percent of all Clorox employees and
40 percent of our managers in the
U.S. are women. In a 2009 UC Davis
Study of California Women Business
Leaders, Clorox ranked 14th out of 400
companies for having women in director
and executive officer positions.
• 30 percent of U.S. Clorox employees and
22 percent of our U.S. managers are
minorities, including Native American,
Asian, African-American, Hispanic,
Pacific Islander and multiracial.
Expanding Our Diverse
Supplier Network
We are proud of the work we have done to
date to build strong partner relationships with
certified diverse companies. In the last year
we have awarded over $11 million in new
business to certified women- and minorityowned
suppliers. We will continue to look
for new opportunities with diverse companies.
Accordingly, we are executing against a
comprehensive strategy to grow our total
diversity expenditure to 5 percent by 2015.
Diversity and inclusion have been a
fundamental part of Clorox’s success, and
we will continually extend and improve our
focus in these areas. Now more than ever,
embracing diversity and inclusion across
all areas is essential to our future.
Walmart Recognizes Clorox for Diversity
In January 2010, Clorox received the
Visionary Award for Diversity as part
of Walmart’s Martin Luther King Day
celebration. Nominated by Walmart’s
associate resource group, Pride,
the award recognized our efforts to
integrate diversity and inclusion in
the business.

Clorox Ranks High in Diversity Measures
PEOPLE
Gender Diversity
U.S.: 51% 40%
Female Employees Female Managers
Global: 35% 38% 23%
Female Employees Female Managers Female Executive
Committee Members
Employees
Caucasian 70 percent
Minorities 30 percent
Asian 14 percent
African-American 9 percent
Hispanic/Latino 6 percent
Other 1 percent
Managers
Caucasian 78 percent
Minorities 22 percent
Asian 11 percent
African-American 5 percent
Hispanic/Latino 5 percent
Other 1 percent
3%
4%
9%
21%
7%
Committed
16%
to High 16%
ALabor Standards
A
We have nearly 8,300 employees around the globe – from scientists to salespeople from production employees
10%
10%
B
B
to packaging professionals. 3%
J
We are committed Jto the well-being of all Clorox employees worldwide, and, where
4%
4%
C
C
applicable, working with union representatives who work with approximately 6 percent of our workforce.
13%
G 13%
E
E
We adhere to all applicable 7%
G
labor laws and standards globally and are committed to offering competitive
10%
3%
4%
9%
21%
I
H
10%
K
F
3%
D
I
H
K
compensation and benefits, supporting freedom of association and providing a safe work environment that
prohibits child labor and forced labor. We expect these standards to extend to our business partners.
F
D
U.S. Employee Turnover
Total U.S. Population by Age Group
U.S. Employee Turnover
Total U.S. Population by Gender
Clorox Workforce
by the Numbers (2010)
2.7%
6%
2.3%
1.5%
2.0%
3%
4,140
4,099
0.6%
20s
30s 40s 50s
60s
Male
Female
PRODUCTION EMPLOYEES
NONPRODUCTION EMPLOYEES
The Clorox Company | 2010 CRR 31

PEOPLE
Career Development is a
Strategic Investment
At Clorox, we’re committed to developing our people. We focus on building
the capabilities of Clorox people from their very first day at our company, as they
evolve in their careers and as they grow into future opportunities. We believe
that people development helps us attract and retain the best and brightest minds
and maintain a competitive edge in the marketplace.
We provide dozens of training programs, as well as internal and external development resources for
employees, managers and executives.
Strong Leaders Share Common Traits
At Clorox, we know that strong leadership is key to our success, and we focus on five key
leadership traits. In fact, each year, Clorox recognizes outstanding leaders who demonstrate
the Clorox leadership traits.
The Clorox Leadership Traits
Integrity Acting with integrity builds trust. At its foundation, integrity is about telling the truth and having the courage
to stand behind what you believe is right.
Optimism Great people lead from optimism, knowing that a winning attitude creates positive energy and engagement
Curiosity Ideas drive organizations and progress. Leaders can continue to get better at what they do only if they are
truly curious about their craft.
Compassion Compassionate leaders show people that they matter and treat them with respect
Humility Humble leaders are accessible and approachable. They are driven by the greater good, and they understand
the value of others around them.
Learning to Lead
We focus on building great leaders through a number of programs, including the Diamond
Leadership Institute (DLI). DLI aims to help Clorox employees realize their leadership potential.
The four DLI programs currently offered by the company provide unique cross-functional
experiences designed to develop leadership and management skills at all levels.
All employees have a variety of other training programs at their fingertips. Clorox offers dozens of
self-paced, online courses and hands-on, instructor-led courses on topics ranging from our company
strategy and conflict management, to communicating effectively and presenting powerfully, to
ergonomics and understanding financial statements and much more. Worldwide, 85 percent of
Clorox employees receive annual training and career development reviews.
We also understand that learning is a lifelong pursuit. Our education assistance program provides
financial aid for employees seeking to continue their education by earning degrees or certificates from
regionally and nationally accredited educational institutions. This program assists our employees in
developing skills and knowledge that contribute to their current job and future career opportunities.
32 The Clorox Company | 2010 CRR

Career Development is a Strategic Investment
PEOPLE
Employees Connect to Strategy
We believe in helping our employees become more
effective in their current roles and preparing them
for continued career growth. That’s why development
planning is an integral part of our performance
management and planning (PMP) process. This is a
highly important process that connects the work of
our employees to the achievement of the organization’s
strategic goals. It helps employees focus on the highest
business priorities and increases productivity, employee
engagement and sense of ownership.
The purpose of the PMP process is to:
• Plan work results, review overall performance and
skill proficiency
• Establish and drive performance and development
plans
• Receive feedback and coaching on a regular basis
• Share information on career interests
• Make quality pay decisions
All Clorox employees are covered by a predefined and
standardized performance appraisal process, and more than
90 percent of employees receive regular performance reviews.
We believe development is owned jointly by employees
and managers, and all salaried employees are required
to create and maintain individual development plans.
Recognition Encourages
Continued Achievement
Clorox fosters a culture of recognition. We encourage
and reward recognition not just from managers, but also
among peers. We understand that we own each other’s
success, and it’s making Clorox a better place to work.
The Bravo recognition program in the U.S. provides
tools and incentives to encourage peer-to-peer recognition,
manager discretionary recognition and special purpose
recognition programs.
Training by the Numbers
Our nonproduction salaried employees have access
to leadership and skills development training and
education. Each year, the company offers more
than 230 hours of leadership and management
training programs, 160 hours of instructor-led
classroom training and 10 hours of e-learning
courses. Approximately 90 percent of nonproduction
employees participate in the corporate training
programs offered. Specialized function, departmentlevel
and site-specific training is also provided across
our sites.
Our production employees and contract employees
around the world complete skills certification
courses, as well as safety and health training that
aligns with federal, state and local requirements.
We require an average of 20 hours of safety training
for new employees and recurring annual, quarterly
and monthly training on a wide variety of topics as
determined by specific job requirements and tasks.
The Clorox Company | 2010 CRR 33

PEOPLE
Competitive Compensation
Rewards Performance
We understand that our success depends on the people who work hard to build
our brands and execute our plans. That’s why we’ve developed compensation plans to
help us attract and retain great people by providing competitive pay and rewarding
the performance of employees who make significant contributions to our success.
There are three elements of compensation for Clorox employees in the U.S.:
1. Base pay Regular wages or salary, including vacation, holiday and sick pay. This is the
fixed portion of an employee’s compensation for performing his or her job.
2. Incentive awards Stock-based awards, an annual cash bonus and sales-added compensation
are variable, offered to eligibile employees based on competitive market practices.
3. Premium pay Overtime wages.
Together, these elements are “eligible pay” upon which retirement contributions are based.
Retirement at Clorox encompasses four components:
1. Employee 401(k) contributions
2. 401(k) match
3. Value sharing
4. Pension
Employee Engagement Remains High
Employee engagement is critical to our success. Clorox surveys employee levels of engagement annually
to determine what’s working well and what can be improved. Each functional leader receives the
results for his or her organization to help ensure continued engagement across the company.
In 2010, a statistically representative sample of more than 2,200 employees from throughout the
company completed the survey, and 81 percent reported being “engaged” or “highly engaged,” versus
the benchmark* of 80 percent.
*Benchmark represents responses of employees at other organizations who participated in the
same survey at different times. The benchmark group includes a variety of companies from
manufacturing, retail, financial services, health care, high technology and telecommunications,
and other types of organizations, such as public utilities and government agencies.
Clorox Employee Engagement
81% 81%
75%
2008 2009 2010
34 The Clorox Company | 2010 CRR

Employee Safety and
Wellness Are Top Priorities
Preventing injury and illness at work is an everyday focus — whether someone is in the corporate
office or on the front lines of a manufacturing facility.
PEOPLE
Safety Efforts Achieve Gold Rating
Safety is paramount at Clorox and we’re proud of our strong safety record. We strive to maintain
a safe working environment for our employees, and to operate and maintain all facilities and
equipment in a manner that will protect the safety of employees and the public.
The Corporate Health, Safety & Environment organization is responsible for assisting line
management in achieving our safety goals. This includes providing support tools and resources,
periodic evaluation of safety and health programs and recommendations for improvement.
Every Clorox supervisor in our manufacturing plants and other nonoffice locations is responsible
for providing a work environment with safe operating equipment and safety training for every
employee, as well as ensuring employees comply with safety rules and procedures. Each supervisor
also has the responsibility, through personal example and involvement, to create a climate in which
everyone shares a concern for their own safety and the safety of their fellow workers.
Our safety performance over the past four years has been at world-class levels. In fiscal year 2010,
Clorox had an overall recordable injury rate of 0.81*, versus the 1.0 world-class level. We continue
to strive for zero incidents.
Clorox completed fiscal year 2010 with zero Occupational Safety and Health Administration (OSHA)
noncompliance fines, due to our ability to complete all regulatory tasks in a timely manner.
*
Safety is measured in accordance with U.S. Bureau of Labor Statistics instructions for calculating recordable injury rates.
Employees like Melanie Hansford
contribute to creating a safe work
environment and enabled Clorox to
achieve a world-class safety record.
The Clorox Company | 2010 CRR 35

PEOPLE
Employee Safety and Wellness
Preparing for Tough Times
We have an enterprise-wide crisis management program that includes tools and communications supporting
welfare, emergency response, safety, disaster recovery and business continuity. The program includes workgroupbased
plans to guide in resuming disrupted operations, emergency response teams to directly address certain
emergencies, and a corporate emergency operations center to coordinate and allocate resources at time of crisis.
Benefits Support Balanced Lifestyle
Clorox offers a broad range of competitive benefits that are available to full-time employees and their dependents,
including children, spouses and same-sex partners. Our comprehensive health care coverage in the U.S. includes:
• Medical • Disability • Short- and long-term disability
• Prescription services • Vision • Life insurance
• Dental • Counseling • Accidental death and dismemberment
Preparing For and Preventing
the Spread of H1N1
In the spring of 2009, a substantial outbreak of the
H1N1 influenza virus hit Mexico, sounding alarm bells
around the world. With flu season approaching and
fears of a wide-spread pandemic growing, we quickly
formed a team to develop internal preparedness and
prevention plans.
We were focused on two key priorities: First, sustaining
the health and wellness of employees; second, developing
contingency plans to minimize impact to the business
in the event of widespread absenteeism.
Cleaning protocols detailing how to disinfect hard
surfaces, hand-washing guides and other wellness
tips and tools were quickly posted throughout our
facilities and office environments. We also developed
a website dedicated to providing educational materials,
prevention practices, H1N1 updates and public health
resources to Clorox employees.
We also created detailed contingency plans to prevent
major business impacts, including developing policies
that address time off and pay. However, these plans were
never needed, as the majority of employees remained
healthy and working throughout the duration of the
H1N1 pandemic.
Clorox’s wellness programs encourage our employees to
participate in preventative care, such as getting an annual
physical, taking health risk assessments or participating
in smoking cessation programs.
These programs benefit employees by promoting good
health and by driving down overall health care costs.
Clorox offers weight-management resources, a quarterly
health newsletter and several wellness incentive programs
to employees, including a $125 incentive program for
getting your annual physical.
In addition to physical health benefits, we offer a variety
of other benefit programs designed to assist employees and
their families through different needs in life. For example,
in the U.S., we offer employees and their immediate family
members confidential counseling services through our
Employee Assistance Program. We also offer adoption
assistance and retirement savings programs.
Clorox supports a balanced lifestyle by offering alternate
work schedules where possible, such as job sharing,
telecommuting and flexible hours, which allow workers
to have a say in their schedules. We offer summer hours
to office employees around the world, closing our offices
for business at 12:30 p.m. local time on Fridays to give
employees an early start to their weekends during the
summer season.
36 The Clorox Company | 2010 CRR

Be
Mindful
Planet
Shrink our environmental footprint
while we grow our business
Members of the Eco Network employee volunteer
group — including, from left to right, Dana Ginsburg,
Aron Nussbaum and Suzanne Henricksen — are
helping to drive more sustainable choices like recycling
and composting in the workplace.
The Clorox Company | 2010 CRR 37

PLANET
Accelerating Our Eco Progress
Clorox has long been committed to reducing the environmental impact of our operations
and the products we make. In recent years, we have accelerated this effort with the development
of a global environmental sustainability strategy that articulates our objective to make
environmental stewardship core to how we do business.
We are making investments in more sustainable products, reducing the environmental
footprint of our operations, driving toward a more sustainable supply chain, integrating
environmental sustainability into our business processes and culture, and participating in
industry sustainability initiatives.
Clorox’s Eco Office, which was established in 2007, is leading this strategy. The Eco Office
has been working with all facets of Clorox’s operations to advance our goals to reduce
greenhouse gas emissions, save energy and water and decrease solid waste. At the same time,
the Eco Office has engaged with our business teams to improve the overall sustainability
of our products and packaging.
The Eco Office, which reports to executive vice president Beth Springer (far right), is dedicated to making environmental stewardship
core to our business. From left to right: Jamie Owen, Scott Mobley, Prashant Kripalani and Bill Morrissey.
38 The Clorox Company | 2010 CRR

Corporate Scorecard Includes Sustainability Goals
Our board of directors’ nominating and governance committee oversees environmental health and
safety compliance at our company. Specific sustainability priorities have been integrated into the
Clorox corporate strategy, and environmental goals are part of the Clorox corporate scorecard on
which annual executive evaluation and compensation is based.
PLANET
Clorox’s enterprise-wide environmental sustainability goals cascade down to our company operations
and strategic business units that have their own specific sustainability commitments. A clear chain of
ownership exists for each aspect of our environmental strategy, ensuring that Clorox will be able to
drive sustainability improvements and climate change action throughout the organization over time.
Environmental System Tracks Compliance
Managing environmental compliance and tracking environmental metrics data is a critical part of
implementing our environmental strategy. We use our own environmental management system (ETRACS)
to track, report and ensure environmental compliance across our facilities. The system also drives sitespecific
compliance activities and tracks the progress we’re making toward our sustainability goals.
Formal Assessment Gauges Environmental Impact
Clorox has developed a sustainability assessment process to better understand and manage the
environmental impact of all our business. The assessment process — a joint undertaking by business
unit managers and the Eco Office — examines the environmental impact at each stage of our products’
life cycles; identifies current and emerging stakeholder environmental concerns; and, through the lens
of environmental sustainability, assesses potential cost savings and business growth opportunities,
as well as business risk.
Clorox’s Eco Objective
Make environmental sustainability core to how we do business
Clorox 2013 Eco Goals
• Generate one-third of growth from environmental sustainability initiatives (versus 2007 baseline)
• Reduce the environmental footprint of our operations for each case sold by 10 to 20 percent
(versus 2007 baseline)
• Make sustainability improvements to 25 percent of our product portfolio (versus 2009 baseline)
• Achieve an environmental stewardship reputation at consumer packaged goods exemplar levels
• Ensure environmental sustainability performance is a major contributor to employee engagement
The Clorox Company | 2010 CRR 39

PLANET
Transforming to a More
Sustainable Product Portfolio
Selling more than 1 billion products into the marketplace annually, Clorox’s greatest opportunity to reduce our
environmental footprint lies within our own product portfolio. From 2005 to 2009 we made sustainability
improvements to a third of our portfolio.
In 2009, we took another look at our product portfolio and set a goal to make sustainability improvements to
25 percent of our products by 2013. We anticipate we will need to make improvements to more than 300 product
items to achieve this goal. We aim to do this through the continued redesign of products and/or their packaging
to reduce or enhance the sustainable nature of the materials used. Today, we are one of only a few consumer
packaged goods companies to have set such a public goal.
Some of our businesses have built sustainability into their core purpose
The Burt’s Bees ® brand aims to maximize the
overall well-being of people and the planet
through The Greater Good business model.
Green Works ® naturally derived, plant-based
cleaning and laundry products seek to meet
consumers’ growing desire for natural products.
The Brita ® water-filtration brand educates
consumers about the opportunity to reduce
waste from disposable plastic water bottles.
Line extensions represent an opportunity for brands to incorporate sustainability enhancements
Kingsford ® competition briquets are made with
100% natural ingredients that make the coals burn
hotter, provides great taste and results in less ash.
Glad ® compostable trash bags are made with
renewable resources for use in municipal
composting programs where available.
Fresh Step ® natural cat litter provides a product
for cat owners who value a natural option.
Improving the sustainability of our core product offerings represents yet another opportunity
The Kingsford ® brand has recently launched a
product improvement that also reduced the amount
of raw material used in a briquet by 7 percent.
Glad ® ForceFlex ® trash bags are saving more than
1 million pounds of plastic film per year compared
to regular trash bags, while also providing consumers
with a stronger bag.
Clorox 2 ® stain fighter and color booster comes in a new
concentrated version, reducing the amount of water
used in manufacturing this product by 54 percent,
resin needed for bottles by 36 percent and gallons
of diesel for shipping by 160 million gallons annually.
40 The Clorox Company | 2010 CRR

Packaging Changes Reduce Waste
PLANET
Many Clorox Company brands have moved to more sustainable packaging. Package redesign,
material reduction and increases in recycled content have led to measurable improvements.
Today, 90 percent of our product cartons use 100 percent recycled material, and 85 percent
of our packaging is recyclable. Also, nearly all of our U.S. retail display materials are made
from 100 percent post-consumer waste.
Some recent packaging improvements:
• Clorox ® regular bleach has reduced the plastic in its bottles by more than 5 million
pounds annually
• All of our spray-cleaning products now use lighter, more environmentally efficient
triggers that are better at preventing fluid leakage
• Burt’s Bees ® lip balm and lip shimmer products removed plastic wrapping to save
more than 1,800 miles of shrink-wrap film annually.
As a member of the Sustainable Packaging Coalition, we continue to advocate for more
environmentally friendly packaging throughout the consumer products sector and are
committed to doing more by working to achieve the following packaging goals by 2013:
• Reduce packaging on more than one-third of our product portfolio
(from 2005 to 2013)
• Have at least 90 percent of all our products in recyclable primary packaging
(versus 85 percent currently)
• Identify alternatives to PVC for all packaging.
The Clorox Company | 2010 CRR 41

PLANET
Green
On Tap
An eco-friendly alternative to bottled
water is as close as your refrigerator or
kitchen sink, thanks to Brita ® waterfiltration
products.
Water is one of life’s most essential
elements, but can be exposed to impurities
that impact taste. From convenient faucetfiltration
systems to filtered refrigerator
pitchers, Brita ® offers an easy solution
for people to enjoy healthier, bettertasting
water.
By encouraging people to drink more
water, the Brita ® brand has a strong health
and wellness component. When you add
the brand’s environmental benefits,
the overall value proposition becomes
even more compelling. Consider
the fact that Americans alone
drank nearly 8.7 billion gallons of
bottled water in 2008*, with most
bottled water containers ending
up in landfills.
* Beverage Marketing Corporation press release,
“Smaller categories still saw growth as the
U.S. liquid refreshment beverage market shrank
by 2% in 2008,” March 30, 2009.
†
www.filterforgood.com/facts.
Preserve ® is a registered trademark of Recycline, Inc.
One Brita ® pitcher filter can
effectively replace as many as 300
standard 16.9-ounce bottles of water. †
And used Brita ® filters can now be recycled
thanks to our partnership with Preserve ® , the
leading maker of 100 percent recycled household
consumer goods.
Brita ® filtered water also offers an economical
alternative to bottled water. The average
Brita ® pitcher filters 240 gallons of
water per year for about 19 cents per
day, significantly less than the cost of
a single bottle of water.
Our Brita ® team is committed to
raising awareness of these cost and
environmental advantages. The brand’s
FilterForGood campaign encourages consumers
to sign an online pledge to reduce bottled water
consumption in exchange for a Brita ® product
coupon. Based on pledges to date, there are nearly
200 million fewer plastic water bottles in the world
today: a number well worth raising a glass to.
42 The Clorox Company | 2010 CRR

Measuring, Managing and
Minimizing Our Operational
Footprint
PLANET
Over the years, Clorox has become a highly efficient manufacturer through a continual
improvement approach to our business. Today, these improvement efforts are aimed at
further reducing our environmental footprint, with a focus on reductions in energy use
and greenhouse gas (GHG) emissions, water use and solid waste to landfill.
Tracking to Meet or
Exceed Our 2013 Goals
-20%
-7%
-10%
-10%
-10%
-8.5%
-9%
-4.5%
GHG Energy Water Waste
PERFORMANCE TO DATE (2007 baseline)
2013 GOAL (per case of product sold)
The Clorox Company | 2010 CRR 43

PLANET
Greenhouse Gas Emissions
and Energy Use Down
We are actively working
to reduce our GHG
footprint. We’ve made a
pledge to reduce our GHG
emissions by 10 percent per
case of product sold from
2007 to 2013. We also joined
the EPA’s Climate Leaders
Program in 2008 and
received EPA SmartWay
Transport Partner certification
this year as part of our
commitment to reduce our
GHG footprint.
Our recent GHG and
energy use reductions are
Energy
Consumption
1.87
due primarily to retrofitting 22 of our manufacturing
plants, distribution facilities and major offices with
energy efficient T5/T8 lighting and motion sensors.
We’re also moving 30 percent of our product distribution
from trucking to more efficient intermodal rail.
818
823
1.86
787
1.78
2007 2008 2009
ENERGY CONSUMPTION
(’000 of MWh)
RATIO (MWh of energy
per 1,000 cases)
In addition to these strategies, Clorox is exploring
other innovative ways to reduce our GHG emissions.
The Burt’s Bees ® business, for example, is purchasing
renewable energy credits in the form of wind energy,
while the Kingsford ® business is using renewable
energy sources from its own manufacturing processes
to reduce dependence on the electricity grid.
CO2 Equivalent GHG
600
1.37
595
1.34
561
1.27
2007 2008 2009
GHG (’000 metric tons)
RATIO (metric tons of
GHG per 1,000 cases)
GHG Emissions by Source
(’000 metric tons)
600
204
322
74
595
201
319
75
2007 2008 2009
SCOPE 1
SCOPE 2
SCOPE 3
561
187
Scope 1 GHG emissions are a direct result of Clorox operations. Scope 2 GHG
emissions are indirect emissions from purchased electricity, heat and steam.
Scope 3 emissions are associated with the distribution (by all modes of transport)
of finished products by nonaffiliated carriers to regional distribution centers and
to retailers.
300
74
We believe that science supports rising GHG emissions have a significant impact on climate
change and the environment. Clorox therefore supports congressional action on comprehensive
national climate change legislation aimed at reducing aggregate emissions of greenhouse gasses
over time without causing undue hardships for the U.S. economy. Clorox is also committed to
doing its part to help address this issue.
44 The Clorox Company | 2010 CRR

GHG Emissions by Gas Type (2009)
CO 2 91 percent
CH 4 1 percent
N 20 7.5 percent
HFCs 0.5 percent
Other Gas Emissions and
Particulate Matter
In addition to GHG emissions, Clorox is
committed to carefully monitoring and working
to minimize other gas emissions and particulate matter.
Our manufacturing processes use a minimal amount of
fluorinated gases, primarily chlorodifluoromethane
This gas is part of industrial refrigeration systems and
works in a closed-loop system.
PLANET
GHG Emissions
by Segment
(’000 metric tons)
600
22
51
202
14
61
250
595
22
52
198
14
61
248
561
21
48
183
14
58
236
2007 2008 2009
HOUSEHOLD
CLEANING
LIFESTYLE
TRANSPORT
INTERNATIONAL
OFFICES
While the Clorox GHG inventory has not been independently verified by
a third party, our GHG inventory gathering process and calculations
(for 2005-2009) were led and conducted by a third-party environmental
services firm that has detailed knowledge of the operations and air
emissions characteristics of the major Clorox manufacturing facilities
and uses the methodologies and emissions factors from well-known
GHG protocols, including those of the U.S. Department of Energy, World
Resources Institute and EPA’s Climate Leaders.
We also monitor the use and release of volatile organic
compounds, particulate matter, sulfur oxides and
nitrogen oxides. Our plants comply with air permits
that limit these pollutants based on federal, state and
local government regulations. We are actively looking
for technologies and efficiencies to further reduce
particulate matter emissions in the future.
On Track to Achieve Our
Water-Reduction Goal
Clorox has made strong
progress in reducing our
water use in the past two
years as a result of initiatives
that addressed our water
recycling infrastructure,
upgraded equipment and
replaced water-cooled with
air-cooled compressor
systems. Two of our
Kingsford ® charcoal plants,
for example, have each
reduced water consumption
by more than 30 percent.
We believe these types
Water Consumption
1,029
2.35
960 952
2.17 2.15
2007 2008 2009
CONSUMPTION
(millions of gallons)
RATIO
(gallons of water per case)
of initiatives, as well as
changes to manufacturing
facility water management
practices, will enable us to
meet or exceed our overall
water-use reduction goal of 10 percent by 2013.
By volume, most of the water consumed
by Clorox is derived from city water utilities.
A small fraction of our total water use is
derived from surface and well water.
The Clorox Company | 2010 CRR 45

PLANET
“Dumpster Dives” Help to Reduce
Landfill Waste
Cost savings initiatives and manufacturing
excellence programs have helped Clorox build
a solid record in the areas of reducing and reusing
materials, but recent audits have found that we still
send too much waste to landfills. “dumpster dives,”
where employee volunteers literally dump and sort
through trash, have been an
effective initiative to raise
awareness of what can be
recycled and to encourage
changes about what gets
deposited in the trash.
Dives at our Tampa, Fla.,
and Amherst, Va., plants
have led to reductions of
waste sent to landfills of
more than 50 percent.
These achievements are
helping us make progress
toward our commitment
to reduce company-wide
solid waste by 20 percent
(per case of product sold)
from 2007 through 2013.
Solid Waste
13,893
12,590
12,783
31.7
28.4 28.9
2007 2008 2009
TONS
RATIO (tons of waste
per million cases)
The vast majority of the solid waste that Clorox
produces is nonhazardous in nature and we employ
manufacturing practices that minimize such waste.
The small amount of hazardous waste that we do
produce is properly handled by approved vendors
and properly tracked through its disposal process.
Biodiversity and Habitat Conservation
The preservation and protection of biodiversity and
natural ecosystems go hand in hand with resource
conservation. To this end, Clorox complies with
global, federal, state and local biodiversity legislation
and regulations and, whenever possible, goes beyond
legal requirements to ensure that our manufacturing
operations do not negatively impact biodiversity,
natural habitats, wetlands, forest lands, fisheries or
local plant and animal species.
Our overall operational impact on biodiversity is
insignificant, given the location and nature of our
operations as well as the products we manufacture.
The one exception is our plant in Aberdeen, Md.,
which manufactures bleach products. It is located on
150 acres of wetlands owned by Clorox that we are
committed to protecting. In 1993, our Aberdeen plant,
which resides on eight of these acres, was one of only
three buildings worldwide to receive the Distinguished
Environmental Planning Award from the Industrial
Development Resource Council. We were selected based
on our attention to energy conservation and preservation
of this 150-acre wetlands area.
Clorox’s “dumpster dives” help divert
waste from landfills.
46 The Clorox Company | 2010 CRR

Encouraging Sustainable Workplaces
and Habits
PLANET
The ultimate success of our eco strategies requires that environmental sensitivity and best practices become an
intrinsic part of the culture at Clorox. Every Clorox employee is called upon to support our commitments and
goals in order for us to achieve them and to realize the potential of sustainable business opportunities.
This process begins through our daily habits and in our
workplace environments. In North America, for example,
over the past two years Clorox has reduced paper use
by 30 percent and converted all remaining paper to
100 percent recycled content. We have reduced business
travel by 20 percent and converted company cars to
hybrid vehicles.
We are also proud that our corporate headquarters
in Oakland, Calif., recently received platinum-level
Leadership in Energy and Environmental Design
(LEED) certification for an existing building (EB).
Developed by the U.S. Green Building Council,
the platinum LEED designation is the highest-level
certification a commercial property can achieve. The
Clorox Company building is one of only 38 buildings in
the U.S. to achieve LEED-EB certification. We achieved
this certification by decreasing the environmental
footprint of our facility’s operations through dozens of
building improvements over the last couple of years.
Employee Volunteers Drive
“Green-Handed” Ideas
One of our most successful employee involvement
strategies to date has been to recruit those employees
most passionate about positive environmental change.
In 2008, we created the Clorox Eco Network, a global
team of employee volunteers to help our company and
fellow employees make sustainable decisions on behalf
of the environment. The network serves as both a
forum for new ideas and the driver of workplace eco
initiatives. Recently, the network launched an intranet
page to share green news and tips, orchestrated Earth
Day celebrations across major Clorox sites and placed
“Get caught green-handed — turn off the lights” stickers
on 2,500 light switches in locations across Clorox
facilities. The Eco Network has now focused its
attention on waste reduction, in particular recycling
and composting, at key Clorox sites like our Oakland
general offices, where the network hopes to divert
90 percent of our waste from the landfill.
Eco Volunteers Go Global
The Clorox Eco Network has no borders and
has expanded throughout our global operations.
For example, in Chile volunteers have combined
their ingenuity and enthusiasm to make a sweeping
difference — literally.
Employees came up with the idea of using simple
plastics such as PET, packaging stretch film and plastic
bags as raw material for the broom bases that Clorox
makes. The initiative has enjoyed widespread involvement
from employees and their families as employees
not only collect plastic waste at work but also bring in
plastic waste from home.
The results have been so successful that the initiative
is expanding plastic recycling beyond the walls of
Clorox to include partnerships with customers,
schools and nonprofit organizations.
The Clorox Company | 2010 CRR 47

PLANET
The
Greater Good
When Clorox acquired the Burt’s Bees ® brand in 2007, we
acquired not only a leading natural personal care brand,
but also an exemplar company in social responsibility.
The Burt’s Bees ® team follows a business model dubbed
The Greater Good that represents the highest ethical
choice that can be made to maximize the overall wellbeing
of people and the planet.
The Greater Good adheres to a set of beliefs that
helps guide the company and its actions, particularly as
it relates to the environment. After all, the company was
founded in 1984 on a foundation of earth-friendly natural
personal care products. The business nurtures a cycle
that is based on the belief that to take from nature, you
must also protect and provide for nature.
To this end, the business aspires to be “the greenest
personal care company on earth” and is working toward
a set of goals to achieve by 2020. Among these goals are a
carbon-free footprint, utilization of 100 percent renewable
energy, zero waste to landfills and Leadership in Energy
and Environmental Design certification for all facilities.
Already Burt’s Bees ® has achieved zero waste to landfill
at its manufacturing, distribution and office facilities, and
operating effectively in a carbon-neutral manner by buying
renewable energy certificates and carbon offsets to offset
their GHG footprint.
The Burt’s Bees ® business took employee involvement
to a new level in 2009 with the launch of “Live the
Greater Good,” a company-wide program that encourages
employees to formally and continuously integrate
environmental stewardship, social consciousness, natural
wellness and world-class leadership into their personal
and professional lives.
As the Burt’s Bees ® brand expands its products around
the world, the team is also exporting its greater good
philosophy and finding that it resonates with international
employees and consumers as well. This positive reception
is largely due to the degree of customization that is
encouraged in each country. The Burt’s Bees ® business
introduces its greater good model and values in each
country, and then its employees find ways to tailor it to
their particular areas of interest and passions. In Australia,
for example, educational programs and outreach efforts
are largely focused on biodiversity, an area of great
concern to Australian citizens.
It is hard to think of a better example than the
Burt’s Bees ® brand of the way good business and the
greater good can complement each other and, indeed,
grow and prosper together.
48 The Clorox Company | 2010 CRR

Be
Committed
Purpose
Safeguard family well-being, every day
49 The Clorox Company | 2010 CSR Report
The Clorox Company | 2010 CRR 49

PURPOSE
Foundation Supports Youth
and Cultural Programs
Founded in 1980, The Clorox Company Foundation is
our formal philanthropic arm and has awarded cash
grants totaling more than $80 million to nonprofit
organizations, schools and colleges over the past three
decades. The majority of these grants support innovative
programs that serve youth, kindergarten through 12th
grade education, and cultural and civic organizations.
Much of the foundation’s work is centered in our
corporate hometown of Oakland, Calif., but it also
benefits local needs in other communities where our
employees live and work.
After Hurricane Katrina hit New Orleans and the Gulf
Coast, for example, Clorox donated more than $2 million in
cash and product toward relief efforts. We were also the
first to step up and sponsor Mardi Gras in New Orleans
that year, donating more than 1.3 million Glad ® trash bags
to the department of sanitation for clean-up efforts. More
recently, when southern Georgia was hit by severe flooding
in 2009, Clorox sent more than two truckloads of bleach
to assist with cleanup.
Charitable Contributions
(in millions of dollars)
$13.2
$1.8
$3.6
$14.1
$1.8
$3.5
15
12
Clorox also has a long history of donating Glad ® trash
bags, Clorox ® bleach and other disinfecting products
to the American Red Cross to assist with disaster relief.
$7.8
$8.8
9
6
2009 2010
CAUSE MARKETING DONATIONS
FOUNDATION CASH GRANTS
CORPORATE PRODUCT DONATIONS
3
0
The Clorox Company Foundation
has awarded more than $80 million
in cash grants since 1980.
50 The Clorox Company | 2010 CRR

Employees Give Time and
Money to Support
Our Communities
At Clorox, our work force of more than 8,300 employees
shares a common trait: a commitment to give back to
others through our time and talents. Visit a company
facility anywhere in the world and you will find an
example of this commitment.
Clorox employees build houses for Habitat for Humanity
International, walk in fundraisers to support cancer
research, provide legal expertise to victims of domestic
violence and donate presents to impoverished families
during the holidays. These examples are a small sample
of the dozens of programs and opportunities that we
support. In 2009 alone, Clorox people volunteered nearly
100,000 hours of their time to charitable organizations.
K-12 education is our primary corporate focus. More
than 100 Clorox employees volunteer each year for
Junior Achievement, an organization dedicated to
educating and inspiring young people about the
business world. We support Junior Achievement
with employees who teach classes and through grants
made by The Clorox Company Foundation. Another
example of Clorox employees’ passion for supporting
education is the Marcus A. Foster Educational Institute
auction that 100+ volunteers coordinate annually. Now
in its 19th year, the event regularly raises more than
$70,000 for scholarships.
GIFT Campaign Matches
Employee Contributions
Beyond their time, Clorox employees also donate their
money to nonprofit organizations, and we are proud to
match their generosity. In the U.S. and Canada, our
Getting Involved for Tomorrow (GIFT) campaign matches
employee contributions up to $2,500 per employee to
nonprofit organizations of their choosing. Including
the company match, the 2010 GIFT campaign raised
$3.5 million. In addition, our higher education gifts
program matches up to an additional $5,000 per employee
to eligible U.S. higher education programs.
PURPOSE
As part of our community
outreach initiatives,
employees spent a day
planting trees in Oakland,
Calif. From left to right:
Herbert Lee, Bill Morrissey
and Craig Wolfson.
Mary Jasso believes strongly in helping
others. That’s why she volunteered to
chair the Clorox Houston facility’s
GIFT campaign many times during
the past decade. After the devastation
caused by Hurricane Ike in 2008, however, Mary and
many of her fellow employees developed a first-hand
understanding of the campaign’s slogan, “Follow your
heart and Clorox will follow you.” Through GIFT,
employees can support The Clorox Employee Emergency
Relief Fund (EERF) and the company will match dollar
for dollar, up to $2,500. For employees like Mary who
face unexpected expenses from emergency situations,
EERF provides much needed help. After personally
benefiting from EERF assistance, Houston employees
showed their gratitude by reaching a 97 percent
participation level in the next GIFT campaign, knowing
their help would be there for those next in need.
The Clorox Company | 2010 CRR 51

PURPOSE
Product and Cash Donations Aid Disaster Relief
Immediately following the devastating earthquake that struck Haiti in January 2010, The Clorox
Company Foundation donated $250,000 toward relief efforts. Though the dollars were critical,
an equally important donation came in the form of more than 200,000 gallons of Clorox ®
regular bleach.
In Haiti, the level of destruction and lack of infrastructure made product donations almost
impossible in the immediate aftermath of the quake. Our Clorox Caribbean team began
working with the local Red Cross chapter, public health agencies, our Dominican Republic
distribution partner and the Portugal Consulate to provide an initial donation of 415,000
150-ml sachets and 8,400 gallons of bleach. Another 100,000 gallons of bleach from our
Port-au-Prince warehouse were also donated. From there, we turned to our plant in Puerto Rico
to begin shipping additional supplies.
Contaminated water and property left behind by natural disasters in Haiti and countless
other places present an immediate public health threat. Clorox ® regular bleach can purify
water and disinfect surfaces. For years, Clorox has partnered with the Red Cross to make
bleach available as quickly as possible at the scene of countless disasters around the globe. We also
have donated millions of Glad ® bags to assist with clean-up efforts.
H1N1 Response
Fast action is something of a core competency at Clorox. As the public learned of the H1N1 flu
outbreak in Mexico in 2009, orders for bleach spiked. We activated our natural disaster
contingency plans to ramp up production and coordinate distribution quickly. In addition,
we donated roughly 20 truckloads of bleach through the Red Cross of Mexico, the Mexico
Federal Health Secretary and the Mexican Social Security Institute.
52 The Clorox Company | 2010 CRR

Brand Cause Marketing
PURPOSE
Brands Support Causes Consumers Care About
More than ever, our brands are differentiating themselves in the marketplace by supporting the causes
our consumers care about. The tie between our product and the cause, however, must be both a heartfelt
and strategic fit. We make this determination by listening to our consumers. Considering what our brands
stand for and evaluating whether or not the brand can play a functional role in supporting a cause,
such as bleach disinfecting and purifying water during natural disasters. Here are examples of some of
our brands’ latest cause programs:
Clorox ® Brand and the Children’s Health Fund
www.facebook.com/clorox
The Clorox ® brand has partnered with the Children’s Health Fund (CHF) to launch a new program as part of the brand’s commitment
to healthier lives for families. Capitalizing on the power of social media, the brand created Connect Kids To Care and will donate
$1 for each new fan on the Clorox Facebook page, up to $100,000. In addition, the brand is donating $500,000 over the next
two years to CHF.
Pine-Sol ® Brand and Powerful Difference
www.powerfuldifference.com
Dedicated to helping women make a powerful difference in their homes and communities, this Pine-Sol ® program honors women
across the country. Through cash awards, scholarships and action kits, the Pine-Sol ® brand enables women to continue the work
they are doing or to start new volunteer work.
Green Works ® Brand and Sierra Club
www.greenworkscleaners.com/partners
The Green Works ® brand partnered with the Sierra Club as part of its launch in 2008. Green Works ® products proudly display the
Sierra Club logo to demonstrate the brand’s commitment to supporting the oldest and largest grassroots environmental organization
in the U.S.
Hidden Valley ® Brand and the Love Your Veggies Campaign
www.loveyourveggies.com
This campaign was inspired by a study that found that children consume more vegetables when paired with a moderate amount
of ranch dressing. Targeted toward parents and educators who are trying to get children to eat and enjoy vegetables, the Hidden Valley ®
campaign includes an informative website and a grant campaign that supports innovative school programs.
Glad ® Brand and Glad To Give
www.glad.com/gladtogive
Cookies for Kids’ Cancer is a nonprofit organization that raises money to support pediatric cancer research through bake sales.
The Glad ® brand is donating $1 to the cause for every Glad ® box code entered online. It is also conducting a national contest for
the best “recipes” for food-related giving programs and providing online support for those who want to host a bake sale.
Fresh Step ® Brand and the ASPCA
www.freshstep.com/aspca
The Fresh Step ® brand supports the activities of the American Society for the Prevention of Cruelty to Animals (ASPCA) by donating
50 cents for codes entered from specially marked packages of its cat litter, as well as making it possible to convert points from its
Paw Points ® loyalty program to donation dollars that benefit the ASPCA.
Brita ® Brand and the FilterForGood Campaign
www.filterforgood.com
This campaign raises awareness of simple changes everyone can make to live more eco-friendly lives. A website offers Brita ®
coupons in exchange for an online pledge by consumers to reduce bottled water waste and offers facts and tips for daily habits
that can help the environment.
Burt’s Bees ® Brand and The Greater Good Campaign
www.burtsbees.com/c/commitment/greatergood.html
The Greater Good commitment is Burt’s Bees ® ’ business model that is designed to maximize the overall well-being of people
and the planet. Through The Greater Good Foundation, the business gives 10 percent of all sales from www.burtsbees.com
to worthy causes.
The Clorox Company | 2010 CRR 53

GRI Content Index
Strategy and Profile Disclosures Page #
1. Strategy and Analysis
1.1 Strategy and Analysis 3,4,7,8,15
1.2 Description of key impacts, risks, and opportunities 7,8,15
2. Organizational Profile
2.1 Name of the organization 5
2.2 Primary brands, products, and/or services 5,11,12
2.3 Operational structure 1,11
2.4 Location of organization’s headquarters 5
2.5 Countries of operation 11
2.6 Nature of ownership and legal form 5
2.7 Markets served 11
2.8 Scale of the reporting organization 11,12
2.9 Significant changes during the reporting period regarding size, structure, or ownership 1
2.10 Awards received in the reporting period 7,14,30
3. Report Parameters
Report Profile
3.1 Reporting period (e.g., fiscal/calendar year) for information provided 1
3.2 Date of most recent previous report (if any) N/A
3.3 Reporting cycle (annual/biennial, etc.) 1
3.4 Contact point for questions regarding the report or its contents 1
responsibility@clorox.com
Report Scope and Boundary
3.5 Process for defining report content 1,7,8,15
3.6 Boundary of the report 1
3.7 Specific limitations on the scope or boundary of the report 1
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities 1
that can significantly affect comparability from period to period and/or between organizations
3.9 Data measurement techniques and assumptions 1
3.10 Explanation of the effect of any re-statements of information provided in earlier reports N/A
3.11 Significant changes from previous reporting periods N/A
GRI Content Index
3.12 Table identifying the location of the Standard Disclosures in the report 54-58
Assurance
3.13 Policy and current practice with regard to seeking external assurance for the report 1
4. Governance, Commitments, and Engagement
Governance
4.1 Governance structure 16
4.2 Indicate whether Chair of the highest governance body is also an executive officer 4,16
4.3 Number of members of the highest governance body that are independent and/or non-executive members 16
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the board 17
4.5 Linkage between compensation for members of the board, senior managers, and executives and the 16
organization’s performance
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided 17
54 The Clorox Company | 2010 CRR

GRI Content Index
Strategy and Profile Disclosures (continued) Page #
4.7 Process for determining the qualifications and expertise of the members of the highest governance body
for guiding the organization’s strategy on economic, environmental, and social topics
4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to
economic, environmental, and social performance and the status of their implementation
4.9 Procedures of the highest governance body for overseeing the organization’s identification and management
of economic, environmental, and social performance
4.10 Processes for evaluating the highest governance body’s own performance 16
Commitments to External Initiatives
4.11 Explanations of whether and how the precautionary approach or principle is addressed by the organization N/A
4.12 Externally developed economic, environmental, and social charts, principles, or other initiatives to which the 1,15
organization subscribes or endorses
4.13 Memberships in associations 15
Stakeholder Engagement
4.14 List of stakeholder groups engaged by the organization 15
4.15 Basis for identification and selection of stakeholders with whom to engage 15
4.16 Approaches to stakeholder engagement 15
4.17 Key topics and concerns that have been raised through stakeholder engagement 7,8,15
Economic Disclosures
Aspect: Economic Performance
EC1 Direct economic value generated and distributed 11,12
EC2 Financial implications and other risks and opportunities for the organization’s activities due to
N/R
climate change
EC3 Coverage of the organization’s defined benefit plan obligations 36
EC4 Significant financial assistance received from government N/A
Aspect: Market Presence
EC5 Range of ratios of standard entry level wage compared to local minimum wage N/R
EC6 Policy, practices, and proportion of spending on locally based suppliers N/R
EC7 Procedures for local hiring and proportion of senior management hired from the local community N/R
Aspect: Indirect Economic Impacts
EC8 Development and impact of infrastructure investments and services provided primarily for
50-53
public benefit through commercial, in-kind, or pro bono engagement
EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts N/R
Environmental Disclosures
Aspect: Materials
Management Disclosures 8,38-39
www.cloroxcsr.com/planet
EN1 Materials used by weight or volume N/R
EN2 Percentage of materials used that are recycled input materials N/R
Aspect: Energy
EN3 Direct energy consumption by primary energy source 43-45
EN4 Indirect energy consumption by primary source N/R
EN5 Energy saved due to conservation and efficiency improvements 43-45
EN6 Initiatives to provide energy-efficient or renewable energy based products and services, and reductions
in energy requirements as a result of these initiatives
44,47
16
17
16
The Clorox Company | 2010 CRR 55

GRI Content Index
Environmental Disclosures (continued) Page #
EN7 Initiatives to reduce indirect energy consumption and reductions achieved N/R
Aspect: Water
EN8 Total water withdrawal by source 45
EN9 Water sources significantly affected by withdrawal of water 45
EN10 Percentage and total volume of water recycled and reused 45
Aspect: Biodiversity
EN11 Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high 46
biodiversity value outside protected areas
EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas N/R
EN13 Habitats protected or restored 46
EN14 Strategies, current actions, and future plans for managing impacts on biodiversity N/R
EN15 Number of IUCN Red List species and national conservation list species with habitats in areas
N/R
affected by operations, by level of extinction risk
Aspect: Emissions, Effluents, and Waste
EN16 Total direct and indirect greenhouse gas emissions by weight 43-45
EN17 Other relevant indirect greenhouse gas emissions by weight 43-45
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved 43-45
EN19 Emissions of ozone-depleting substances by weight N/R
EN20 NOx, SOx, and other significant air emissions by type and weight N/R
EN21 Total water discharge by quality and destination N/R
EN22 Total weight of waste by type and disposal method 46
EN23 Total number and volume of significant spills N/A
EN24 Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the N/R
Basel Convention Annex I, II, III, and VII, and percentage of transported waste shipped internationally
EN25 Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected N/R
by the reporting organization’s discharges of water and runoff
Aspect: Products and Services
EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation 39-41
EN27 Percentage of products sold and their packaging materials that are reclaimed by category 41
Aspect: Compliance
EN28 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with
environmental laws and regulations
Aspect: Transport
EN29 Significant environmental impacts of transporting products and other goods and materials used for the
organization’s operations, and transporting members of the workforce
Aspect: Overall
EN30 Total environmental protection expenditures and investments by type N/R
Social Disclosure: Labor Practices and Decent Work
Aspect: Employment
Management Disclosures 8,31
www.cloroxcsr.com/people
LA1 Total workforce by employment type, employment contract, and region 31
LA2 Total number and rate of employee turnover by age group, gender, and region 31
LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees,
by major operations
34
56 The Clorox Company | 2010 CRR
N/R
44

GRI Content Index
Social Disclosure: Labor Practices and Decent Work (continued) Page #
Aspect: Labor/Management Relations
LA4 Percentage of employees covered 31
LA5 Minimum of notice period(s) regarding significant operational changes, including whether it is specified in N/R
collective agreements
Aspect: Occupational Health and Safety
LA6 Percentage of total workforce represented in formal joint management-worker health and safety N/R
committees that help monitor and advise on occupational health and safety programs
LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related 35
fatalities by region
LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce 33,36
members, their families, or community members regarding serious disease
LA9 Health and safety topics covered in formal agreements with trade unions N/R
Aspect: Training and Education
LA10 Average hours of training per year per employee category 33
LA11 Programs for skills management and lifelong learning that support the continued employability of 32-33
employees and assist them in managing career endings
LA12 Percentage of employees receiving regular performance and career development reviews 33
Aspect: Diversity and Equal Opportunity
LA13 Composition of governance bodies and breakdown of employees per category according
30-31
to gender, age group, minority group membership, and other indicators of diversity
LA14 Ratio of basic salary of men to women by employment category N/R
Social Disclosure: Human Rights
Aspect: Investment and Procurement Practices
Management Disclosures 8,17
www.cloroxcsr.com/workplace-safety
www.cloroxcsr.com/conduct
Clorox suppliers:
www.cloroxcsr.com/business-partners
HR1 Percentage and total number of significant investment agreements that include human rights clauses N/R
or that have undergone human rights screening
HR2 Percentage of significant suppliers and contractors that have undergone screening on human rights 17
and actions taken
HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are 17
relevant to operations, including the percentage of employees trained
Aspect: Non-Discrimination
HR4 Total number of incidents of discrimination and actions taken N/R
Aspect: Freedom of Association and Collective Bargaining
HR5 Operations identified in which the right to exercise freedom of association and collective bargaining
may be at significant risk, and actions taken to support these rights
Aspect: Child Labor
HR6 Operations identified as having significant risk for incidents of forced or compulsory labor, and measures
taken to contribute to the elimination of forced or compulsory labor. Clorox prohibits the use of child labor in
its own operations and that of suppliers.
Aspect: Forced and Compulsory Labor
HR7
Operations identified as having significant risk for incidents of forced or compulsory labor, and measures
taken to contribute to the elimination of forced or compulsory labor. Clorox prohibits the use of forced
compulsory labor in its own operations and that of suppliers.
31
17
17
The Clorox Company | 2010 CRR 57

GRI Content Index
Social Disclosure: Human Rights (continued) Page #
Aspect: Security Practices
HR8 Percentage of security personnel trained in the organization’s policies or procedures concerning aspects
of human rights that are relevant to operations
Aspect: Indigenous Rights
HR9 Total number of incidents of violations involving rights of indigenous people and actions taken N/R
Social Disclosure: Society
Aspect: Community
Management Disclosures 10,50-52
www.cloroxcsr.com/purpose
SO1 Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of N/R
operations on communities, including entering, operating, and exiting
Aspect: Corruption
SO2 Percentage and total number of business units analyzed for risks related to corruption N/R
SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures 17
SO4 Actions taken in response to incidents of corruption 17
Aspect: Public Policy
SO5 Public policy positions and participation in public policy development and lobbying 15
SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country N/R
Aspect: Anti-Competitive Behavior
SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes N/R
Aspect: Compliance
SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with
laws and regulations
Social Disclosure: Product Responsibility
Aspect: Customer Health and Safety
Management Disclosures 10,24-25
www.cloroxcsr.com/products-safety
PR1 Lifecycle stages in which health and safety impacts of products and services are assessed for improvement,
and percentage of significant products and services categories subject to such procedures
PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning health and
safety impacts of products and services during their lifecycle, by type of outcome
Aspect: Product and Service Labeling
PR3 Type of product and service information required by procedures, and percentage of significant products 25
and services subject to such information requirements
PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product N/R
and service information and labeling, by type of outcomes
PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction 19-20
Aspect: Marketing Communications
PR6 Programs for adherence to laws, standards, and voluntary codes related to marketing communications, 20
including advertising, promotion, and sponsorship
PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing N/R
communications, including advertising, promotion, and sponsorship by type of outcome
PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data N/R
PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the
provision and use of products and services
N/R
N/R
N/R
24-25
www.cloroxcsr.com/products-safety
N/R
58 The Clorox Company | 2010 CRR

1221 Broadway
Oakland, CA 94612
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www.CloroxCSR.com
ListenWell
Please share your feedback on our report. We want to hear what you liked,
what you didn’t like, what might have surprised you about us and what you
would like addressed in future reports.
Please take a brief survey at http://www.surveymonkey.com/s/CloroxCR.
To express our appreciation for your time and feedback, we will donate
$5 to the American Red Cross International Response Fund for every survey
completed by Dec. 31, 2010, up to $10,000.
The Clorox Company | 2010 CRR 59