Making Life Easier,

Healthier and Better

The Clorox Company 2005 Annual Report to Shareholders and Employees
13510cloD1R1.qxd 09/10/2005 6:56 PM Page 1
$2.88
$2.28
$1.29
$1.16
$517
$490
$277
$304
$461
Net Sales
(in millions)
Net Earnings
2
(in millions)
Diluted Net Earnings
Per Share
2
Return on Invested Capital
3
Operating Profit
1
(as percent of net sales, on a rounded basis)
Net Cash Provided by Operations
(in millions)
01 02 03 04 05 01 02 03 04 05 01 02 03 04 05
01 02 03 04 05 01 02 03 04 05
$3,697
$3,859
$3,986
$4,162
$4,388
16%
18%
19% 19% 19%
$747
$876
$803
$899
$765
$323 $322
$493
$549
$1,096
10.3%
12.5%
13.9%
13.5%
13.9%
$1.35
$1.37
$2.23
$2.56
$6.11
1. Operating Profit Gross profit less selling and administrative expenses, advertising costs, and research and development costs.
2. The shaded area represents continuing operations.
3. Return on invested capital is a non-GAAP measure based on after-tax operating profit (excluding restructuring and intangible amortization in cost of goods sold) divided by aver-
age total invested capital. See reconciliation of the earnings used in this calculation as set forth in Exhibit 99-3 to the company's annual report on Form 10-K for the fiscal year
ended June 30, 2005.
$2.08
01 02 03 04 05
13510cloD1R2.qxd 9/20/05 8:17 PM Page ifc
Fellow Shareholders
and Employees
Our company had another good year in fiscal 2005.
> Sales grew more than 5 percent to $4.4 billion,
ahead of our annual goal of 3 percent to 5 per-
cent growth.
> We grew all-outlet market share with our brands
in each of our eight categories in the U.S.
> We grew sales and gross profit by double-digit
percentages in our International business.
> We generated more than $100 million in cost
savings.
> Earnings per diluted share from continuing
operations grew 26 percent to $2.88
> Return on invested capital increased approxi-
mately 40 basis points.
> Total shareholder return grew 6 percent in fiscal
2005 on top of 29 percent growth last year.
We also completed the largest transaction in
Clorox history with the acquisition of $2.8 billion
of our stock from Henkel KGaA at a cost of $46.25
per share in a tax-free exchange. The successful
execution of this transaction resulted in a recapital-
ization of the company, lowering our cost of capi-
tal, increasing earnings per share and, importantly,
generating substantial value for our shareholders.
The biggest challenge we faced in fiscal 2005 was
the sharp increase in energy-related costs such as
oil and natural gas. This drove our raw-material
and packaging costs up substantially, along with
other operating costs such as transportation. While
we executed our cost-savings program effectively
and took selective price increases throughout the
year, those actions were not enough to overcome
our cost pressures. As a result, we fell short of our
gross margin and operating margin improvement
goals for the year. Nonetheless, I am very proud of
the results that Clorox people around the world
achieved during the year.
Clorox people also made great progress in imple-
menting the 2008 strategy that I outlined for you in
last years letter.
Let me give you a brief review of that strategy.
There are four key elements:
> Our purpose and mission
> Our portfolio Creating the Right to Win
> Winning with corporate capabilities the
3Cs and 3Ps
> Delivering top-third shareholder return
13510cloD1R2.qxd 9/23/05 1:48 PM Page 1
Percent of
Company Pretax
Net Sales Net Sales Net Sales Earnings
Household Group North America $2.0 billion 46% +3% +0%
Specialty Group $1.8 billion 41% +7% +4%
International $0.6 billion 13% +13% +3%
Note: Intersegment sales are insignificant. All comparisons are with fiscal year 2004, and pretax earnings exclude the results of discontinued operations.
Fiscal 2005 Key Results by Operating Segment
02 The Clorox Company
Our Purpose and Mission
Our strategy work brought clarity to the central
reason for our success over the long term. That is,
Clorox begins and ends with the consumer. That
is our purpose, and nothing is more important.
We also reaffirmed our position in the market-
place. Its about having No. 1 and No. 2 leader-
ship brands in our categories. In fact, we believe,
We are the best at building big-share brands in
midsized categories. Ultimately, this guides our
portfolio and investment choices.
Finally, we articulated our mission: We build
brands that make peoples lives easier, healthier
and better. This is the theme of this years annual
report. I believe Clorox people are making great
progress in pursuing our mission.
Our Portfolio Creating the Right to Win
Through the work we completed on our portfolio,
weve identified the right to win with our many
leading brands. The identification of our unique
strengths and capabilities has helped us focus our
efforts to grow our categories, build market share
and improve the profitability of our brands.
We also differentiated our investment levels
across our product portfolio to seek to maximize
the potential of our businesses overall.
Through these efforts we concluded that Clorox
has an advantaged portfolio in both the U.S. and
our international markets. We believe we can
effectively compete and grow with our brands well
into the future.
Winning With Corporate Capabilities the 3Cs
and 3Ps
For many people at Clorox, the key elements of
our strategy are what we call the 3Cs and the 3Ps.
These are the critical choices we have made to
continue building important capabilities at the cor-
porate level that will help ensure the right to win
with our brands over the long term.
The 3Cs Consumer, Customer and Cost are
our core business strategies:
> Consumer: This strategy choice is about build-
ing world-class consumer insights capability and
applying it to our innovation work and to our
integrated brand-building activities.
> Customer: Our customer strategy choice is to
deliver to our retail customers high-impact,
value-creating services, based on mutual growth
and profit potential.
> Cost: This strategy choice focuses specific
efforts on improving productivity and enhancing
margins through systemic improvements across
businesses and geographies.
13510cloD1R2.qxd 9/15/05 4:56 PM Page 2
Clorox Peer Companies S&P 500
Cumulative Total Shareholder Return

July 1, 2000, through June 30, 2005 (assumes reinvestment of
quarterly dividends)
Peer companies An average of 20 consumer packaged goods
companies used for benchmarking purposes.
2000 2001 2002 2003 2004 2005
-11%
+38%
+54%
The Clorox Company 03
The 3Ps People, Process and Partnerships
are the strategic capabilities that enable us to
achieve our core business and portfolio goals:
> People: This strategy choice is about
building leadership capability, diversity and
bench strength.
> Process: Our process strategy choice is aimed
at creating a seamless organization by improving
key business processes that make work easier,
enable better-informed and faster decision-
making and deliver greater consistency and
predictability.
> Partnerships: This strategy choice continues our
focus on leveraging partnerships to drive growth
and create virtual scale.
Our right to win portfolio work along with our
corporate capability efforts (3Cs and 3Ps) gener-
ated some very positive results this past year.
Here are just a few examples:
> We introduced 19 new products in the
U.S., including two new game changers:
Glad

ForceFlex

trash bags and the Clorox

BathWand system.
> We increased total market share across all
categories, and became the leader in the
bathroom-cleaning category.
> We leveraged our Clorox

bleach and home-

cleaning brand equity under a successful health
and wellness platform. By working with our retail
customers to communicate the benefits of disin-
fecting to their shoppers, we helped build their
business with our brands and increase overall
category sales. Ultimately, this is all about mak-
ing peoples lives healthier.
> We received our best scores ever on a well-
respected study of consumer packaged goods
manufacturers that asks a broad range of
retailers to identify their best suppliers. We
were the smallest company recognized; we
were among the top 10 in five of the eight
categories measured; and we were one of only
three personal-care and household-products
companies recognized.
> We continued our progress toward improving
working capital management with U.S. days
sales outstanding improving from 34 to 27. Its a
great example of our process-improvement
efforts delivering real business results.
> Execution against our global lean-manufacturing
initiative, aimed at reducing defects and down-
times, was outstanding and delivered cost
savings and efficiencies greater than planned.
> We successfully executed internal control require-
ments of Section 404 of the Sarbanes-Oxley Act.
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We remain committed to ensuring corporate
governance process excellence.
> On the partnership front, Procter & Gamble
increased its stake in our Glad joint venture
to the maximum 20 percent allowed under the
terms of the venture agreement. We continue to
have confidence in the success of the Glad busi-
ness well into the future. We are also expanding
our technical partnering with other companies.
As these examples demonstrate, were seeing
real results from the diligent execution of our
portfolio strategy and our choices related to the
3Cs and 3Ps.
Looking Forward
In fiscal 2006, we will continue to focus our efforts
on driving growth through consumer insights for
our brand-building and innovation activities. We
will also be very focused on mitigating the effects
of sharply escalating raw-material costs. We will
continue our work to improve annual consistency
and our predictability. We are also committed to
delivering strong returns on invested capital over
time, a key measure of our overall business
progress. We plan to continue taking appropriate
pricing actions while also delivering consumer
value. Finally, we remain committed to begin and
end with the consumerbuilding brands that
make peoples lives easier, healthier and better.
We made good progress over the past year, both
in our performance and in the implementation of
our strategy. We believe the choices weve made
will lead to delivering our longer-term financial
goals and we are committed to achieving
those goals.
I am also convinced that Clorox peoples passion
for the consumer is the best path to delivering
top-third shareholder return over the short and
long term.
I am proud of and thankful for Clorox people, and
their commitment to the company and our future.
They are simply the best.
Thanks for supporting us.
Jerry Johnston
Chairman and Chief Executive Officer
04 The Clorox Company
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Building Brands That Make Peoples
Lives Easier, Healthier and Better
Clorox begins and ends with the consumer. Our
mission is to understand and satisfy consumers in
order to build brands that make peoples lives
easier, healthier and better. We have brands like
Glad

ForceFlex

trash bags that make taking out

the garbage easier. Brands like Tilex

mold and
mildew remover that can kill mold spores and
neutralize indoor mold allergens to help make life
healthier. Brands like Hidden Valley

Original
Ranch

salad dressing, with its great taste that

makes life a little better. Our focus is on meeting
the needs of consumers every time they use our
brands. Thats what Clorox is all about. Turn the
page for a firsthand look at how Clorox people are
delivering on the promise of our mission.
13510cloD1R1.qxd 09/10/2005 6:59 PM Page 7
A trash bag with muscle: Glad

ForceFlex
TM
trash bags
are a great example of how Clorox translates consumer
insights into products that make life easier. Introduced
in scal 2005, ForceFlex
TM
trash bags address the single
most important consumer need related to garbage
disposal: strength. Consumers needed a trash bag that
didnt tear, so the Glad team created an innovative bag
with patented technology that uses deep embossing
to make it more elastic. Pressure is diverted away from
the point of impact so the trash bag absorbs force
and stretches to help prevent rips and punctures. The
result? Stretchable strength that takes on the toughest
trash challenges with the greatest of ease even the
dreaded pizza box. ForceFlex
TM
trash bags have quickly
become a consumer favorite, surpassing the companys
expectations. More than a year after it hit store shelves,
the market has yet to see a similar product.
Cleaning without the calisthenics: When Clorox
researchers set out to design a new tub- and shower-
cleaning tool, they knew they had their work cut out
for them. Cleaning the bathroom ranks among the
most difcult and unpopular household chores, and for
good reason: Recent studies show people can actually
get injured from common tasks like scrubbing the tub
or shower. Thats why our researchers designed the
Clorox

BathWand system to make cleaning not only

faster and easier, but also an ergonomic improvement
over traditional methods. While observing consumers,
the team learned that people spent less time kneeling
and cleaning with the wand than an old-fashioned
sponge and cleaner. In addition, because women tend
to clean the tub and shower more frequently than men,
the team designed the BathWand handle to t a female
hand, making it more comfortable than other household
tools according to surveyed test subjects. So, although
cleaning the tub and shower may never be most
peoples idea of a good time, the Clorox

BathWand
system helps make doing so a lot easier.
Making Life Easier
06 The Clorox Company
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13510cloD1R2.indd 7 9/15/05 5:34:32 PM
13510cloD1R2.indd 8 9/15/05 5:35:06 PM
Making Life Healthier
Making germs squirm: In 2001, Clorox commissioned
a study of germs on surfaces, and the ndings were
astounding: On average, a desk harbors 400 times
more germs than a toilet seat. Since then, weve built
a powerful health and wellness platform on two key
insights: Consumers are increasingly motivated to protect
their families against germ-related illnesses, and Clorox

disinfecting products can reduce exposure to germs
that can cause many such illnesses. Last year, our retail
consumer marketing group partnered with a national
retailer to help drive shoppers to the home-care aisle by
promoting Clorox

disinfecting wipes in the high-trafc

pharmacy area. During the promotional period, the
retailers wipes category sales grew nearly 11 percent.
The program has been expanded to other retail partners,
with targeted events that put illness intervention front of
mind when it matters most, such as the back-to-school
season. Our health and wellness platform is striking a
chord: Fiscal 2005 marked the fth consecutive year we
delivered record shipments of Clorox

disinfecting wipes.
Giving mold the cold shoulder: When the Clorox PR
team noticed an increase in mold-related media stories
a couple of years ago, the company commissioned a
study by the University of Arizona to help understand the
prevalence of common household mold. The results were
surprising: All homes surveyed contained mold spores,
but only 17 percent of consumers believed mold was a
problem in their homes. In fact, millions of Americans
suffer from mold-related allergies. The good news: The
study found that low concentrations of household bleach
in products like Tilex

mold and mildew remover not only

effectively killed mold spores but also neutralized the
indoor mold allergens on surfaces. So the Tilex

team
refocused marketing activities to educate consumers.
For example, in scal 2005, through a partnership with
weather.com, banner ads were posted on sections of the
Web site related to mold and allergies. The ads featured
a quiz to let consumers know if they were in mold
denial, and directed them to www.tilex.com and
www.moldandhealth.com for details on the study plus
mold-prevention tips.
The Clorox Company 09
13510cloD1R2.indd 9 9/15/05 5:29:43 PM
Building a better salad: Hidden Valley

Original
Ranch

salad dressing has long been synonymous

with great taste. But how do you keep growing when
youre already one of the most popular ranch dressings
around? To nd out, the marketing team went straight to
the experts, talking with consumers about what Hidden
Valley

dressing means to them on an emotional level.

The results conrmed what we knew all along: People
associate Hidden Valley

dressing with the better things

in life, like spending time with loved ones. Building
on this insight, the team launched a new advertising
campaign in summer 2005 that takes the taste message
a step further. For example, a TV spot depicts a lonely
college student in her dorm room eating a salad with
Hidden Valley

dressing while daydreaming about a

family picnic. Reinforcing the emotional connection, a
voiceover tells viewers, When youve got the taste of
the Original Ranch

, things seem a little more like the way

theyre supposed to be. When tested with more than
2,000 other food ads, the new spots ranked in the top
four percent most likely to persuade people to buy. And
while its still early, initial ndings suggest the ads are
contributing to increased consumer purchases.
The best view in the house: The facts are compelling:
Brita

water-ltration products reduce chlorine, sediment,

lead, mercury and other contaminants from the tap to
deliver better-tasting, cleaner drinking water. In fact,
Britas claims are certied true by a leading independent
test lab. But sometimes seeing is key to believing. So in
scal 2005, Brita introduced the AquaView

faucet-mount
ltration system, the only lter with a window that lets
consumers see what its removing. The lter changes
color over time as it traps sediment, offering visible proof
that the water is cleaner. Like our popular Brita

water-
ltration pitchers, the AquaView

system also features an

electronic indicator light that reminds consumers when
its time to change the lter. And Brita

water tastes better
than tap. Now thats refreshing.
Making Life Better
10 The Clorox Company
13510cloD1R2.indd 10 9/15/05 5:30:54 PM
13510cloD1R2.indd 11 9/15/05 5:36:19 PM
Product List
Household Group North America
Auto Care
Armor All

Protectants, cleaners and wipes;

tire- and wheel-care products;
washes; Detailer's Advantage

tire cleaner, car wax and protect-

ant; PowerWash

and Wax-It-
Dry

gels; Tire Foam

protectant
STP

Son of a Gun!

Tire Glaze

and protectants, fuel and oil

additives, functional fluids
Tuff Stuff

Foam cleaner, spot and stain

remover
Water Filtration
Brita

Aqualux

, Atlantis

, Fjord

and
Riviera

pitchers; Ultra

pitchers
and filters; UltraMax

and Smart
UltraMax

dispensers; AquaView

system and filters; water coolers

Home
Cleaning
Clorox

Disinfecting wipes and spray,

toilet bowl cleaners, outdoor
bleach cleaner, BathWand sys-
tem, Clean-Up

spray cleaner,
ReadyMop

system, ToiletWand

system
Formula 409

All-purpose kitchen and glass &

surface daily cleaners, carpet
spot & stain remover spray and
aerosol, Professional Formula
409

degreaser & all-purpose

cleaner, Oxi Magic

multisurface
stain cleaner
Handi-Wipes

Cloths, Heavy Wipes

cloths
Lestoil

Heavy-duty cleaner
Liquid-Plumr

Build-up remover, Foaming Pipe

Snake

and Kitchen

clog
removers, septic system
treatment
Pine-Sol

Dilutable, all-purpose spray

and floor-spray cleaners
S.O.S

Steel-wool pads and sponges,

Tuffy

scrubbers
Tilex

Mold & mildew, Mildew Root

and soap scum removers; Fresh
Shower

cleaner
Washn Dri

Moist disposable towelettes

Laundry
Additives
Clorox

Liquid bleaches, Advantage

splash-less liquid gel bleach,

Bleach Pen

gel, Oxi Magic

multipurpose stain remover

spray and powder
Clorox 2

Bleach for colors

12 The Clorox Company
13510cloD1R2.qxd 9/15/05 5:02 PM Page 12
Professional
Products
Commercial Clorox

bathroom cleaner with

Solutions

Teflon

surface protector, Clorox

Clean-Up

disinfectant cleaner
with bleach, disinfecting spray
and toilet bowl cleaners; Formula
409

cleaners; Pine-Sol

cleaners;
Tilex

instant mildew remover

and soap scum remover; Ultra
Clorox

germicidal bleach
Clorox

Disinfecting wipes, Oxi Magic

multipurpose stain remover and

ReadyMop

system
Glad

Bags and wraps

Hidden Valley

Dry dressing mixes

K C Barbecue sauces, marinades
Masterpiece

and seasonings
Kingsford

Charcoal briquets
Kitchen Browning and seasoning sauce
Bouquet

Lestoil

Concentrated heavy duty cleaner

Liquid-Plumr

Heavy duty and Foaming Pipe

Snake

clog removers
S.O.S

Detergent, pads and scrubber

sponges
Washn Dri

Moist disposable towelettes

Specialty Group
Bags, Wraps
& Containers
Glad

Food-storage and freezer bags,

cling wrap, Press n Seal

wrap,
Press n Seal Freezer

wrap,
indoor and outdoor trash bags,
ForceFlex

trash bags,
OdorShield

trash bags
GladWare

Food-storage containers
Charcoal
Kingsford

Charcoal briquets, Match Light

charcoal briquets, BBQ Bag

single-use charcoal briquets,

wood chips, charcoal lighter fluid
Dressings,
Sauces
& Seasonings
Hidden Valley

Bottled and dry salad dressings,

dip mixes, Salad Crispins

seasoned croutons
K C Barbecue sauces, marinades
Masterpiece

and seasonings
Kitchen Browning and seasoning sauce
Bouquet

Cat Litter
Ever Clean

Clumping cat litter, cat litter plus

multi-crystals
EverFresh

Cat litter with activated charcoal

Fresh Step

Clay, scoopable and crystals cat

litter; Plus Dual Action Crystals

cat litter
Scoop Away

Scoopable cat litter, cat litter

plus crystals
The Clorox Company 13
13510cloD1R1.qxd 09/10/2005 7:01 PM Page 9
International Products
Asia-Pacific
Armor All Auto appearance products
Astra Rubber gloves
Bluebell Floor cleaner
Chux Magic Eraser cleaner, microfibre
kitchen and bathroom mitts,
cloths, rubber gloves, scourer
sponges, superwipes
Clorox Bleach, laundry additives,
cleaners
Ever Clean Scented and unscented cat litter
Glad Wrap, bake paper, foil trays,
Handi-Covers plastic food
covers, ice cube bags,
microwave wrap, oven and
roasting bags, Snap-Lock
bags, TuckAway containers,
Zip Slide bags, trash bags
Gumption Paste cleaner
Handy Andy Cleaners
Mono Aluminum foil
OSO Cling film, foil, food bags, trash
bags
Prestone Brake fluid and coolant
STP Auto performance
products
Yuhanrox Bleach, mildew remover
XLO Sponges
Latin America
Arco Iris Laundry additives
Arela Waxes
Ayudn Bleach, laundry additives, clean-
ers, disinfecting sprays, spray
and gel cleaners, toilet bowl and
bathroom cleaners
Bon Bril Cleaners, cleaning utensils, liquid
household cleaners
Clorinda Bleaches, brooms, cleaning
utensils
Clorox Bleach, laundry additives, clean-
ers, disinfecting sprays, spray
and gel cleaners, toilet bowl and
bathroom cleaners
Emperatriz Waxes
Lestoil Liquid household cleaners,
bathroom cleaners
Lmpido Bleaches
Los Conejos Bleaches, laundry additives
Lustrillo Cleaning utensils
Mistoln Cleaners, air fresheners
Mortimer Cleaning utensils
Pinoluz Cleaners
Poett Liquid household cleaners, toilet
bowl cleaners, air fresheners
Many U.S. brands are also sold internationally. Because trademarks
are given by country, the above list contains no trademark or regis-
tration information.
For more information about Clorox Company products, contact:
The Clorox Company
Attn.: Consumer Services
P.O. Box 24305
Oakland, CA 94623-1305
phone (510) 271-2299
E-mail: [email protected]
14 The Clorox Company
13510cloD1R2.qxd 9/20/05 8:18 PM Page 14
Auto Care
Clorox Laundry Additives
International
Home Care Brands
Charcoal
Bags, Wraps & Containers
Dressings, Sauces & Seasonings
Cat Litter
Water Filtration
Clorox Home Cleaning
Clorox Leading Brands
Clorox Begins and Ends With the Consumer
Building big-share brands in midsized categories
brands that make peoples lives easier, healthier and better.
13510cloD1R2.indd 15 9/23/05 2:21:26 PM
The Board of D|rectors and Stockho|ders of The O|orox Oompany:
We have aud|ted, |n accordance w|th the standards of the Pub||c Oompany Account|ng Overs|ght Board n|ted States}, the
conso||dated ba|ance sheets of The O|orox Oompany at June 30, 2005 and 2004, and the re|ated conso||dated statements of
earn|ngs, stockho|ders` equ|ty, and cash f|ows for each of the three years |n the per|od ended June 30, 2005 not presented
separate|y here|n}, and |n our report dated August 26, 2005, we expressed an unqua||f|ed op|n|on on those conso||dated f|nanc|a|
statements. ln our op|n|on, the |nformat|on set forth |n the accompany|ng condensed conso||dated f|nanc|a| statements |s fa|r|y
stated |n a|| mater|a| respects |n re|at|on to the conso||dated f|nanc|a| statements from wh|ch |t has been der|ved.
We a|so have aud|ted, |n accordance w|th the standards of the Pub||c Oompany Account|ng Overs|ght Board n|ted States}, the
effect|veness of The O|orox Oompany`s |nterna| contro| over f|nanc|a| report|ng as of June 30, 2005, based on cr|ter|a estab||shed
|n lnterna| Oontro| - lntegrated Framework |ssued by the Oomm|ttee of Sponsor|ng Organ|zat|ons of the Treadway Oomm|ss|on
and our report dated August 26, 2005 not presented separate|y here|n}, expressed an unqua||f|ed op|n|on thereon.
San Franc|sco, Oa||forn|a
August 26, 2005
Report of lndependent Reg|stered Pub||c Account|ng F|rm on Oondensed Oonso||dated F|nanc|a| Statements
16 The C|orox Company
13510cloD1R2.indd 16 13510cloD1R2.indd 16 1133551100ccllooDD11RR22..iindd 16 ndd 16 nndddd 1166 9/15/05 5:47:16 PM 9/15/05 5:47:16 PM 9/ 9/ 9/ 9/115/ 5/ 5/0 5/0 /0 /055 55:47:16 PM :47:16 PM ::4477::1166 PPMM
Stock Listing
The New York Stock Exchange and Pacific Exchange list The
Clorox Companys common stock, which is identified by the
symbol CLX.
Transfer Agent, Registrar and Dividend Disbursing Agent
Inquiries relating to stockholder records, change of ownership,
change of address and the dividend reinvestment plan should
be sent to:
EquiServe Trust Company, N.A.
P.O. Box 43069
Providence, RI 02940-3069
(781) 575-2726
TDD (800) 952-9245 for hearing impaired
www.equiserve.com
Stockholder Information Service
Shareholder.com offers the latest Clorox news. Stockholders
can call (888) CLX-NYSE (259-6973) toll-free 24 hours a day
to hear messages about Clorox, request company materials
or get a 20-minute-delayed stock quote. For more information,
visit www.shareholder.com.
Dividend Reinvestment Plan
Clorox offers holders of its common stock a dividend
reinvestment plan. Investors who take advantage of the plan
can purchase additional shares at no cost (most fees are paid
by Clorox) through a voluntary cash investment plan. For more
information or plan materials, call (888) CLX-NYSE (259-6973).
Management Report on Internal Control Over
Financial Reporting
Clorox management, under the supervision and with the
participation of the chief executive officer and chief financial
officer, has assessed the effectiveness of the companys
internal control over financial reporting as of June 30, 2005, and
concluded that it is effective. For more information, see Item 9A
of the companys Form 10-K for the year ended June 30, 2005.
2005 Financial Information
The following pages of the Clorox 2005 Annual Report contain
summary financial information. Full financial statements are
provided in the companys Notice of 2005 Annual Meeting and
Proxy Statement. Detailed financial information is available
through the following sources:
> The companys Proxy Statement, which will be mailed to all
stockholders, is available at www.TheCloroxCompany.com
> The companys Annual Report on Form 10-K for the year ended
June 30, 2005, is available at www.TheCloroxCompany.com
and through the SECs EDGAR database. Printed copies
are available by calling (888) CLX-NYSE (259-6973).
> The most recent certifications by the companys chief
executive officer and chief financial officer pursuant to
sections 302 and 906 of the Sarbanes-Oxley Act of 2002
are filed as exhibits to the companys Form 10-K.
Except for historical information, matters discussed in the
Annual Report are forward-looking statements and are based
on managements estimates, assumptions and projections.
Actual results could vary materially. Please review the Forward-
Looking Statements and Risk Factors and Managements
Discussion and Analysis sections in the companys Annual
Report on Form 10-K for the year ended June 30, 2005, and
subsequent SEC filings for a number of factors that can affect
the companys performance and ability to achieve forward-
looking statements. The information in this report reflected
managements estimates, assumptions and projections as
of Aug. 31, 2005. Clorox has not made updates since then
and makes no representation, express or implied, that the
information is still current or complete. The company is under
no obligation to update any part of this document.
Stockholder and Financial Information
The Clorox Company 17
13510cloD1R2.indd 17 9/20/05 8:28:46 PM
Condensed Consolidated Statements of Earnings
Years ended June 30 (dollars in millions, except per-share amounts) 2005 2004 2003
Net sales $ 4,388 $ 4,162 $ 3,986
Cost of products sold 2,493 2,331 2,171
Gross profit 1,895 1,831 1,815
Selling and administrative expenses 551 543 523
Advertising costs 435 420 446
Research and development costs 88 84 75
Restructuring and asset impairment costs 36 11 33
Interest expense 79 30 28
Other (income) expense:
Equity earnings and gain on exchange of Henkel Iberica, S.A. (25 ) (11 ) (2 )
Other, net 2 2 (6 )
Earnings from continuing operations before income taxes 729 752 718
Income taxes on continuing operations 214 262 257
Reversal of deferred taxes from equity investment in Henkel Iberica, S.A. (2 ) - -
Earnings from continuing operations 517 490 461
Discontinued operations:
Gain on exchange 550 - -
Earnings from exchanged businesses 37 87 84
Reversal of deferred taxes from exchanged businesses 6 - -
Losses from Brazil operations - (4 ) (26 )
Income tax expense on discontinued operations (14 ) (24 ) (26 )
Earnings from discontinued operations 579 59 32
Net earnings $ 1,096 $ 549 $ 493
Earnings per common share
Basic
Continuing operations $ 2.92 $ 2.31 $ 2.11
Discontinued operations 3.28 0.28 0.15
Basic net earnings per common share $ 6.20 $ 2.59 $ 2.26
Diluted
Continuing operations $ 2.88 $ 2.28 $ 2.08
Discontinued operations 3.23 0.28 0.15
Diluted net earnings per common share $ 6.11 $ 2.56 $ 2.23
Weighted average common shares outstanding (in thousands)
Basic 176,586 211,683 218,174
Diluted 179,176 214,371 220,692
18 The Clorox Company
13510cloD1R2.indd 18 9/23/05 1:32:05 PM
Condensed Consolidated Balance Sheets
As of June 30 (dollars in millions, except per-share amounts) 2005 2004
Assets
Current assets
Cash and cash equivalents $ 293 $ 232
Receivables, net 411 460
Inventories 323 301
Other current assets 63 50
Total current assets 1,090 1,043
Property, plant and equipment, net 999 1,052
Goodwill, net 743 742
Trademarks and other intangible assets, net 599 633
Other assets 186 364
Total assets $ 3,617 $ 3,834
Liabilities and Stockholders (Deficit) Equity
Current liabilities
Notes and loans payable $ 359 $ 289
Current maturities of long-term debt 2 2
Accounts payable 347 310
Accrued liabilities 614 643
Income taxes payable 26 24
Total current liabilities 1,348 1,268
Long-term debt 2,122 475
Other liabilities 618 377
Deferred income taxes 82 174
Total liabilites 4,170 2,294
Stockholders (deficit) equity
Common stock: $1.00 par value; 750,000,000 shares authorized; 249,826,934 shares issued;
and 151,683,314 and 212,988,540 shares outstanding at June 30, 2005 and 2004, respectively 250 250
Additional paid-in capital 328 301
Retained earnings 3,684 2,846
Treasury shares, at cost: 98,143,620 and 36,838,394 shares at June 30, 2005 and 2004, respectively (4,463 ) (1,570 )
Accumulated other comprehensive net losses (336 ) (274 )
Unearned compensation (16 ) (13 )
Stockholders (deficit) equity (553 ) 1,540
Total liabilities and stockholders (deficit) equity $ 3,617 $ 3,834
The Clorox Company 19
13510cloD1R2.indd 19 9/15/05 5:52:16 PM
Balance at June 30, 2002 249,827 $250 $222 $2,270 (26,817 ) $(1,070 ) $(296 ) $(10 ) $1,366
Comprehensive income
Net earnings 493 493 $ 493
Translation adjustments 48 48 48
Tax effect on translation
adjustments (94 ) (94 ) (94
Translation related to
impairment charges 13 13 13
Change in valuation of
derivatives, net of tax of $(4) (5 ) (5 ) (5
Minimum pension liability
adjustments, net of tax (5 ) (5 ) (5

Total comprehensive income $ 450
Dividends paid ($0.88 per share) (193 ) (193 )
Employee stock plans 33 (5 ) 2,333 49 1 78
Treasury stock purchased (11,666 ) (486 ) (486 )
Balance at June 30, 2003 249,827 250 255 2,565 (36,150 ) (1,507 ) (339 ) (9) 1,215
Comprehensive income
Net earnings 549 549 $ 549
Translation adjustments,
net of tax of $1 3 3 3
Change in valuation of
derivatives, net of tax of $2 (4 ) (4 ) (4
Minimum pension liability
adjustments, net of tax 66 66 66

Total comprehensive income $ 614
Dividends paid ($1.08 per share) (229 ) (229 )
Employee stock plans 46 (39 ) 4,275 157 (4) 160
Treasury stock purchased (4,963 ) ( 220 ) (220 )
Balance at June 30, 2004 249,827 250 301 2,846 (36,838 ) (1,570 ) (274 ) (13) 1,540
Comprehensive income
Net earnings 1,096 1,096 $1,096
Share Exchange with Henkel KGaA (61,387 ) (2,843 ) (2,843 )
Translation adjustments resulting
from the Henkel KGaA exchange,
net of tax of $(10) 21 21 21
Other translation adjustments,
net of tax of $(2) 29 29 29
Change in valuation of derivatives,
net of tax of $(3) 6 6 6
Minimum pension liability
adjustments, net of tax (118 ) (118 ) (118

Total comprehensive income $1,034
Dividends paid ($1.10 per share) (201 ) (201 )
Dividends accrued ($0.28 per share) (42 ) (42 )
Employee stock plans 27 (15 ) 2,831 110 (3) 119
Treasury stock purchased (2,750 ) (160 ) (160 )
Balance at June 30, 2005 249,827 $250 $328 $ 3,684 (98,144 ) $(4,463 ) $(336 ) $(16) $(553 )
Condensed Consolidated Statements of Stockholders (Deficit) Equity
Accumulated
Additional Other Total
Paid-in Retained Comprehensive Unearned Comprehensive
Dollars in millions (except per-share amounts) Shares (000) Amount Capital Earnings Shares (000) Amount Net Losses Compensation Total Income
Common Stock Treasury Shares
)
)
)
)
)
20 The Clorox Company
13510cloD1R2.indd 20 9/15/05 5:52:31 PM
Years ended June 30 (dollars in millions) 2005 2004 2003

Operations:
Earnings from continuing operations $ 517 $ 490 $ 461
Adjustments to reconcile earnings from continuing operations
to net cash provided by continuing operations:
Depreciation and amortization 190 195 189
Deferred income taxes (45 ) 26 98
Restructuring and asset impairment activities 38 11 30
Gain on exchange of Henkel Iberica, S.A. (20 ) - -
Net loss disposition of assets 6 5 (4 )
Other 34 29 36
Changes in:
Receivables, net 33 8 19
Inventories (17 ) (37 ) (10 )
Other current assets 5 - (1 )
Accounts payable and accrued liabilities 59 72 (44 )
Income taxes payable 22 86 41
Settlement of income tax contingency (94 ) - -
Pension contributions to qualified plans - (41 ) (55 )
Net cash provided by continuing operations 728 844 760
Net cash provided by discontinued operations 37 55 43
Net cash provided by operations 765 899 803
Investing Activities:
Capital expenditures (151 ) (170 ) (203 )
Businesses acquired - (13 ) -
Proceeds from the sale of businesses - - 15
Low-income housing contributions (9 ) (17 ) (15 )
Other 6 (34 ) 2
Net cash used for investing by continuing operations (154 ) (234 ) (201 )
Net cash (used for) provided by investing by discontinued operations - (2 ) 8
Net cash used for investing activities (154 ) (236 ) (193 )
Financing Activities:
Notes and loans payable, net 68 (75 ) 30
Long-term debt borrowings 1,635 8 8
Long-term debt repayments - (215 ) (27 )
Proceeds from option exercise pursuant to Venture Agreement 133 - -
Treasury stock acquired from related party, Henkel KGaA (2,119 ) (65 ) -
Treasury stock purchased from non affiliates (160 ) (155 ) (486 )
Cash dividends paid (201 ) (229 ) (193 )
Issuance of common stock for employee stock plans 93 111 41
Other (1 ) 24 -
Net cash used for financing by continuing operations (552 ) (596 ) (627 )
Net cash (used for) provided by financing by discontinued operations - (9 ) 10
Net cash used for financing activities (552 ) (605 ) (617 )
Effect of exchange rate changes on cash and cash equivalents 2 2 2
Net increase (decrease) in cash and cash equivalents 61 60 (5 )
Cash and cash equivalents:
Beginning of year 232 172 177
End of year $ 293 $ 232 $ 172
Supplemental cash flow information:
Cash paid for:
Interest, net of amounts capitalized $ 81 $ 31 $ 30
Income taxes, net of refunds 335 81 126
Non-cash investing and financing activities:
Venture Agreement
Equipment and technologies obtained $ - $ - $ 125
Terminal obligation recorded - - 125
Share Exchange Agreement
As part of the Share Exchange Agreement, the company obtained
61,386,509 shares of its common stock in exchange for businesses
valued at $745 and cash.
Dividends declared but not paid $ 42 $ - $ -
Condensed Consolidated Statements of Cash Flows
The Clorox Company 21
13510cloD1R1.indd 21 9/10/05 11:40:30 PM
Board of Directors
Gerald E. Johnston
(3)
Chairman and Chief Executive Officer
The Clorox Company
Robert W. Matschullat
(1, 3, 5)
Presiding Director
Former Vice Chairman and
Chief Financial Officer
The Seagram Company Ltd.
Daniel Boggan, Jr.
(4, 5)
Retired Senior Vice President
National Collegiate Athletic Association
Tully M. Friedman
(2, 3, 4)
Chairman and Chief Executive Officer
Friedman Fleischer & Lowe, LLC
William R. Johnson
(2)
Chairman, President and Chief
Executive Officer
H. J. Heinz Company
Gary G. Michael
(1, 3, 5)
Retired Chairman of the Board
and Chief Executive Officer
Albertsons, Inc.
Jan L. Murley
(4, 5)
Chief Executive Officer
The Boyds Collection, Ltd.
Lary R. Scott
(1, 2)
Retired Executive Vice President
Arkansas Best Corporation
Michael E. Shannon
(1, 2, 3)
President
MEShannon & Associates, Inc.
Carolyn M. Ticknor
(4)
Retired President Imaging
and Printing Business
Hewlett-Packard Company
Board Committees
1 Audit (Gary G. Michael, Chair)
2 Management Development & Compensation
(William R. Johnson, Chair)
3 Executive (Gerald E. Johnston, Chair)
4 Finance (Tully M. Friedman, Chair)
5 Nominating & Governance
(Robert W. Matschullat, Chair)
Clorox Executive Committee
Gerald E. Johnston
*
Chairman and Chief Executive Officer
Lawrence S. Peiros
*
Group Vice President Household
Beth Springer
*
Group Vice President Specialty
Frank A. Tataseo
*
Group Vice President Functional Operations
Daniel J. Heinrich
*
Senior Vice President Chief Financial Officer
Jaqueline P. Kane
*
Senior Vice President Human Resources
Laura Stein
*
Senior Vice President General Counsel
Warwick Every-Burns
*
Vice President International
Clorox Leadership Committee
All positions on Clorox Executive
Committee, plus:
Tim Bailey
Vice President Product Supply
Tom Britanik
Vice President General Manager,
U.S. Auto Care
Wayne Delker
Vice President Research & Development
Benno Dorer
Vice President General Manager,
Glad Products
Robin Evitts
Vice President Chief Information Officer
Greg Frank
Vice President General Manager,
Brita & Canada
Derek Gordon
Vice President Marketing
Tom Johnson
*
Vice President Controller and Chief
Accounting Officer
Grant LaMontagne
Vice President Sales
Steve Robb
Vice President Financial Planning
& Analysis
George Roeth
Vice President General Manager, Litter,
Food & Charcoal
Glenn Savage
Vice President General Manager,
Laundry & Home Care
Keith Tandowsky
Vice President Internal Audit
Clorox Management Committee
All positions on Clorox Leadership
Committee, plus:
Tarang Amin
Vice President Marketing, Laundry
& Home Care
Steve Austenfeld
Vice President Investor Relations
Jon Balousek
Vice President Marketing, Litter,
Food & Charcoal
John Barnaba
Vice President Applied Technology
Rich Baruch
Vice President Domain Leader, Laundry
& Home Care, Kitchen/Around the House
Pat Bengtsson
Vice President Associate General
Counsel, Patent
Lyn Brown
Vice President Sales, Laundry
& Home Care
Joy Chen
Vice President Customer Capability
Development
Mike Connolly
Vice President International Trade
Chip Conradi
Vice President Tax and Treasurer
Mary Jo Cook
Vice President Marketing, Laundry & Home
Care New Businesses
Andrew Cummings
Vice President General Manager, Australia
Corporate officer
Board and Management Information
(as of Aug. 31, 2005)
22 The Clorox Company
*
13510cloD1R2.qxd 9/20/05 8:29 PM Page 22
The Clorox Company 23
Dan Dahlgren
Vice President Business & Growth Planning
Carole Davidson
Vice President Business Solutions
Management
Bill Dixey
Vice President Human Resources
Client Services
Nick Feimer
Vice President Marketing Services
Steve Fisher
Vice President Finance & Accounting,
Product Supply
Pam Fletcher
Vice President Associate General
Counsel and Secretary
Scott Forrest
Vice President Sales, Glad, Brita
& U.S. Auto Care
James Foster
Vice President Product Supply,
Specialty Group
Denise Garner
Vice President Research & Development,
Litter, Food & Charcoal and Auto Care
Tony Gerst
Vice President Business Planning
Chris Giles
Vice President Finance & Accounting
and Area General Manager, Asia-Pacific
Mary Greenawald
Vice President Compensation & Benefits
Anne Hickey
Vice President Marketing Communications
John Hommeyer
Vice President General Manager,
Laundry Category
Ed Huber
Vice President Sales, Wal-Mart Inc.
Kevin Jacobsen
Vice President Finance & Accounting,
Specialty Group
Jake Karmendy
Vice President IT Strategy & Operations
John Kresich
Vice President Assistant Controller
Bill Lynch
Vice President Product Supply,
Household Group
Douglas MacFarlane
Vice President General Manager, Canada
Rick Magoun
Vice President Logistics
Doug Milliken
Vice President Brand Development
Francisco Prez
Vice President General Manager, Latin
America, South
Edgar Pew
Associate General Counsel, Regulatory
Larry Popelka
Vice President New Business Ventures
Cindy Ransom
Vice President Corporate Procurement &
Contract Manufacturing
Theo Razzouk
Vice President Finance & Accounting,
Household Group
Rick Rexing
Vice President Sales, National Accounts
Mike Rytokoski
Vice President General Manager,
Latin America, North
Charlie Schneider
Vice President Business Development
Suzanne Sengelmann
Vice President Marketing, Laundry & Home
Care New Businesses
Steve Silberblatt
Vice President New Business Development
Dan Simpson
Vice President Corporate Planning
& Strategy
Todd Slingsby
Vice President Human Resources
Development/Organization Effectiveness
Craig Stevenson
Vice President Sales, Professional Products
Suzanne Thompson
Vice President Research & Development,
Laundry & Home Care
Nick Vlahos
Vice President Sales, Litter, Food & Charcoal
Jim Wolfe
Vice President Domain Leader, Laundry &
Home Care, Bathroom
13510cloD1R2.qxd 9/15/05 5:07 PM Page 23
Clorox Executive Committee: (Front from left) Jerry Johnston, Chairman and CEO; Warwick Every-Burns, Vice President International; Laura Stein,
Senior Vice President General Counsel; Dan Heinrich, Senior Vice President Chief Financial Officer. (Back from left) Larry Peiros, Group Vice
President Household; Jackie Kane, Senior Vice President Human Resources; Frank Tataseo, Group Vice President Functional Operations;
Beth Springer, Group Vice President Specialty.
13510cloD1R2.qxd 9/15/05 5:08 PM Page 24
13510cloD1R1.qxd 09/10/2005 7:17 PM Page 14
1221 Broadway
Oakland, CA 94612
(510) 271-7000
www.TheCloroxCompany.com
The Clorox Company
13510cloD1R1.qxd 09/10/2005 7:17 PM Page 15