On this page of StockholderLetter.com we present the latest annual shareholder letter from CLOROX CO /DE/ — ticker symbol CLX. Reading current and past CLX letters to shareholders can bring important insights into the investment thesis.

 •  10/7/2025 Letter Continued (Full PDF)
 •  10/5/2023 CLX Stockholder Letter
 •  10/4/2024 CLX Stockholder Letter
 •  More "Consumer Goods" Category Stockholder Letters
 •  CLX Benford's Law Stock Score = 71

CLX Shareholder/Stockholder Letter Transcript:

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9/29/25 6:47 PM

In a world of constant change, we stay
grounded in what   s helped us prosper
for over 100 years and continues to
drive us today     delivering superior
value and experiences for consumers
through our enduring brands.
Our IGNITE-led focus makes us Built to Thrive as we continue evolving with
purpose, transforming boldly and innovating ahead of tomorrow   s needs to
unlock new opportunities for growth.
Purpose
Vision
Objective
We champion people
to be well and thrive
every single day.
Exceptional innovators
who earn people   s
enduring loyalty.
Deliver purposedriven growth.
Table of Contents
2 CEO Letter
4 Financial Performance
5 IGNITE Strategy
12 Sustainability Performance
This document is an abbreviated version of The Clorox Company   s FY25 Integrated Annual Report. Please see the full report (thecloroxcompany. com/annualreport) for comprehensive
updates, our assurance letter (pages 30-33) and detailed endnotes related to our disclosures (pages 45-46). Visit our Sustainability Data Hub at https://clorox.metrio.net to view
progress over time.
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9/29/25 6:47 PM

FY25
112
By the Numbers
years in business
80%
of sales from brands
that are No. 1 or No. 2
in categories
$7.1B
net sales
~100
markets globally
$ 24M
U.S. corporate product
donations in 2024
~60%
of portfolio has superior
consumer value*
100%
zero-waste-to-landfill
in global plants**
Our growth is powered by our people.
~7,600
employees worldwide
All Employees
35% Women (global)
42% People of Color (U.S.)
Board of Directors
42% Women (global)
25% People of Color (U.S.)
*As measured by our consumer value metric.
** Where infrastructure allows in global manufacturing plants where we have greater than 50% operational control.    
As of June 30, 2025, unless stated otherwise.
Visit our Sustainability Data Hub at https://clorox.metrio.net to view progress over time and additional workforce representation metrics.
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Clorox Executive Committee
54% Women (global)
23% People of Color (U.S.)
FY25 INTEGRATED ANNUAL REPORT
1
9/29/25 6:49 PM

Dear Stakeholder,
In fiscal year 2025, our performance reflected resilience in the face of complexity, as
we continued to navigate the remaining impacts from the August 2023 cyberattack,
macroeconomic and geopolitical uncertainties, and preparation for our Enterprise
Resource Planning, or ERP, system transition in the U.S.
Against these headwinds we grew overall market share and organic sales,
delivering over 200 basis points of gross margin expansion and solid
adjusted EPS growth as we continued to enhance our portfolio of superior
leading brands.
We are confident that IGNITE continues to be the right strategy for
Clorox. We   ve stayed sharply focused on execution and made meaningful
progress toward our long-term goals, including:
    Fuel Growth: By optimizing operations and reducing waste, we   re able to
invest in our brands and expand margins, ensuring we   re ready for the
future. We continued to utilize our hallmark cost-savings program and
holistic margin management toolbox and returned gross margin to
pre-pandemic levels in a challenging operating environment. We also
started to scale new systems and capabilities to drive cost savings
across our portfolio, enabling reinvestment in strategic growth initiatives.
    Innovate Experiences: This year we launched innovations across all
major brands, supported by an AI-enabled digital core that accelerated
our innovation cycle time by 65% and turned insights into superior
experiences across different consumer needs. We bolstered our brands
with advertising that reinforced trust and relevance, all while leveraging
our personalization strategy to achieve top-quintile return on investment
among consumer packaged goods companies.
2
    Reimagine Work: With our digital transformation and operating
model acting as catalysts for more efficient and consumercentered ways of working, we took significant steps to build the skills
and culture that empower our teams to move faster, adapt more
effectively, and succeed together.
85870_AnnualReport_r4.indd 2
    Evolve the Portfolio: We   re taking action to strengthen our core and
respond to consumer trends to ensure enduring brand relevance. This
year   s strategic actions     including the completed divestiture of the
vitamins, minerals and supplements, or VMS, business and winding
down the Glad bags and wraps joint venture with Procter & Gamble by
the end of January 2026     position us for more consistent, profitable
growth and a higher structural growth rate.
Living our values as a responsible business remains fundamental to how
we champion people to be well and thrive every single day. This approach
extends to how we support teammates and communities and foster a
workplace where everyone can flourish.
Our ability to meet the needs of a diverse consumer base is what keeps our
trusted brands strong over time. That   s why we support an inclusive
workplace where different experiences, perspectives, and ideas help us
grow, adapt, and better serve our consumers. By prioritizing the physical,
mental, and financial well-being of our teammates through a combination
of benefits, programs, and resources, we create an environment where they
can thrive both professionally and personally. Safety remains core to how
we work every day, and we maintain a recordable incident rate significantly
below industry average. This year, we accelerated leadership development
and built the critical capabilities needed to harness transformative
technologies and win with consumers through learning initiatives, including
in-depth curriculum for growth and key functional roles, global inclusive
culture development, and technical AI and ERP training.
9/29/25 6:49 PM

When the planet thrives, people thrive. That   s why we continue to embed
sustainability into our business to unlock value, minimize risk, and strengthen
our stewardship of both our brands and the resources that create them. This
year, we reached 100% zero-waste-to-landfill, or ZWtL, status across our global
plants, underscoring our dedication to reducing waste and managing resources
responsibly. We launched the Clorox Climate Partners program to collaborate
with key suppliers on tackling shared environmental challenges and identifying
new growth opportunities. We also continued to make contributions to the
communities where we live and work, including supporting relief efforts after
the devastating California wildfires, floods in Texas, and other natural disasters.
We will continue to sharpen our focus on areas most critical to our business in
the near term while creating lasting value.
As we look to the future, we   re focused on driving profitable category
growth, maintaining margin discipline, and creating long-term value. At the
same time, we remain grounded in the realities of a dynamic environment
and heightened consumer expectations. Importantly, consumers continue
to seek brands that offer superior experiences and value, and we   re
meeting that call with greater personalization, speed, and innovation.
Our digital transformation is accelerating this progress. Most recently, we
evolved our marketing approach with a social-first strategy that brings
greater efficiency and precision to how we reach and engage with
consumers. Additionally, the rollout of our ERP system in the U.S. at the
start of fiscal year 2026 lays the foundation to further streamline
operations, more effectively grow revenue, and respond to consumer
needs with greater agility. While we   re early in scaling this work, we   re
already seeing strong momentum as we build a more adaptive
organization capable of delivering on our top- and bottom-line goals.
Fueled by our IGNITE strategy and guided by our values, we are taking the
right steps to position Clorox for the future     all while being more
consumer-obsessed, faster, and leaner. Our fiscal year 2026 plan sets a
strong foundation for new, scalable innovation platforms as we
reinvigorate category growth and drive solid margin and earnings
performance. Through it all, we are transforming Clorox to deliver more
consistent, profitable growth and enhance long-term shareholder value.
To our incredible teammates: thank you for the dedication, grit, and
heart you bring to this journey every day. And to our investors and
partners: thank you for your trust and partnership as we continue to build
a stronger, more resilient company for the future.
Linda Rendle
Chair and Chief Executive Officer
Fueled by our IGNITE strategy and guided by our
values, we are taking the right steps to position
Clorox for the future     all while being more
consumer-obsessed, faster, and leaner.
FY25 INTEGRATED ANNUAL REPORT
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9/29/25 6:49 PM



 10/7/2025 Letter Continued (Full PDF)