Clorox (CLX) 10-K risk factor changes: FY2026 vs FY2025

Unfavorable [removed: and] [added: or] uncertain [removed: general economic] [added: global macroeconomic] and geopolitical conditions beyond the Company's control could negatively impact its financial results.

Unfavorable [removed: general economic] [added: or uncertain global macroeconomic] factors that are beyond the Company's control have materially adversely affected, and could continue to materially adversely affect, its business, results of operations, financial condition and liquidity.

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Sustained macroeconomic uncertainty and volatility and geopolitical instability could undermine global consumer confidence and could continue to reduce consumer spending and purchasing power, thereby reducing demand for the Company's products, [removed: and continue to disrupt] [added: disrupting] global supply chains, [removed: impacting] [added: and affecting] the availability and cost of transportation, [removed: logistics,] raw materials, [removed: commodities,] labor and packaging.

Furthermore, U.S. government policy or election outcomes may prompt nationalist sentiment abroad, potentially resulting in targeted boycotts of U.S. products and services, which could adversely affect demand for the Company’s products in certain international [removed: markets and negatively impact financial results.][added: markets.]

These geopolitical conflicts and tensions may also heighten other risks disclosed in this Report, including relating to cybersecurity, any of which could [removed: have an adverse impact on] [added: negatively and materially affect] the [removed: Company’s] [added: Company's] business, [added: financial condition and] results of [removed: operations, cash flows and/or financial condition.][added: operations.]

The Company has experienced, and expects to continue to experience, the indirect impacts of the conflicts in Ukraine and the Middle East, including increases in the cost of raw and packaging materials and commodities (including the price of oil), supply chain and logistics challenges, and it is not possible to predict the broader or longer-term consequences of these conflicts or the sanctions and export controls imposed in response to each [removed: conflict.][added: conflict or that may be imposed in response to future developments.]

[removed: Increasing] [added: Increasingly] unfavorable macroeconomic and geopolitical conditions have caused, and may also lead to, recession risk, increased credit and collectability risks, higher borrowing costs or reduced availability of capital and credit markets, reduced liquidity, asset impairments, declines in the value of the Company's financial instruments, and failures of counterparties including financial institutions and insurers.

[removed: Any] [added: Alleged or actual violations] of these [removed: factors] [added: laws] could [removed: negatively and materially impact] [added: adversely affect] the Company's business, [added: reputation,] financial [removed: condition,] [added: condition] and results of operations.

During fiscal year [removed: 2025, 86%] [added: 2026, 84%] of the Company’s net sales were attributable to U.S. markets, including U.S. territories.

U.S. markets for consumer goods are considered more mature and commonly characterized by high household penetration, particularly with respect to [removed: our] [added: the Company’s] most significant product categories.

The Company’s ability to achieve its sales growth targets depends on its ability to successfully [added: maintain and grow existing product sales and] introduce new products, brands, line extensions, and product innovations, [removed: or] [added: and/or] enter or expand into adjacent product categories, [added: including institutional and B2B channels,] sales channels, [removed: markets] [added: markets,] or countries.

Even if we are successful at increasing sales, a general decline in the markets for the Company’s product categories has had, and may in the future have, a negative impact on the Company’s financial condition, results of [removed: operations] [added: operations,] and ability to meet its sales growth targets.

Further, the Company’s product, category and/or geographic mix may hinder the Company’s ability to meet these strategic targets, especially in conjunction with ongoing macroeconomic [removed: volatility,] [added: volatility and uncertainty,] which would adversely impact its profitability and financial results.

The Company faces intense competition from consumer product companies both in the U.S. and in its international markets, and [removed: our] [added: the Company’s] ability to maintain or gain market share may be impacted by the actions [removed: by] [added: of] competitors.

Increased purchases of “private label” products or other lower priced brands could negatively impact net sales of the Company’s higher-margin products or [removed: there could be a] shift [removed: in] [added: the Company’s] product mix to lower-margin offerings, [removed: and this] [added: which] would negatively impact its net earnings and profits.

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These competitors, as well as new or smaller market entrants, may [removed: be able] [added: choose] to spend more aggressively on advertising and promotional activities, introduce competing products more quickly, adopt new technology, such as artificial intelligence and machine learning, more quickly and successfully, and respond more effectively to changing business and macroeconomic conditions and consumer preferences than the Company can.

Heightened competitive activity from strong local competitors, other large multinational companies, and new entrants into the market may result in more aggressive product claims and marketing challenges, increased promotional spending and geographic expansion, [removed: and] marketing of new [removed: products.][added: products, or marketing of products more aggressively in new digital environments like live social shopping.]

The Company’s ability to anticipate changes in consumer preferences and [removed: quickly] innovate in order to [removed: adapt its products (including product packaging and environmental impact and sustainability profile) to meet] [added: keep pace with] changing consumer demands and/or evolving [added: competitive dynamics and] regulatory requirements is essential, especially in light of the reduction in barriers [added: to entry] for even [removed: small] [added: smaller] competitors, and these innovations may result in increased costs.

[removed: These risks include product development or launch delays, noncompliance] [added: compliance] with applicable laws or regulations, or infringement of third-party intellectual property, any of which could result in the Company not being first to market, and the failure of new products, brands and line extensions to achieve anticipated levels of market acceptance.

In addition, success in launching new products is also dependent on the Company’s ability to deliver effective and efficient marketing in an evolving media [removed: landscape (including digital),] [added: landscape,] which is [removed: subject to dynamic and] increasingly [removed: restrictive privacy requirements.][added: fragmented and technologically dynamic.]

[removed: The] [added: Further, the] Company may not be able to fully recoup the cost of unsuccessful product introductions or may experience a decline in sales of existing products as a result of consumer adoption of its new products, [removed: both of] which could materially adversely affect the Company’s business, net earnings, margins, financial condition and results of operations.

The Company [removed: is] [added: has implemented and has been] implementing certain strategic and transformational initiatives intended to generate cost savings, improve operational efficiencies and enhance its competitive position.

These initiatives (and their concurrent execution) may have unintended consequences, such as business disruptions, diversion of management attention, reduced employee morale and productivity, [removed: organizational fatigue, loss of institutional knowledge,] and negative impacts on relationships with customers, suppliers, and business partners.

The ERP system implementation, [removed: expected to be] [added: which was] completed in [removed: the U.S. during fiscal year] [added: January] 2026, has [removed: required] [added: required,] and will continue to [removed: require] [added: require,] investment of personnel and financial resources to support post-implementation efforts and system functionality.

Following implementation, the Company [added: experienced, and] may [removed: experience] [added: continue to experience,] system inefficiencies or integration challenges, delays in key business processes or workflows, data quality or migration issues, security access gaps, or operational [removed: disruptions.][added: disruptions, including issues that may emerge only as the system continues to operate at scale.]

Any such disruptions [added: have had temporary and transition-related impacts and] could [added: in the future] impact [removed: our] [added: the Company’s] ability to process transactions (including [added: order-to-cash processes, such as] invoicing and collections), manage inventory and supply chain operations, [added: including logistics,] or fulfill customer orders, which could adversely impact [removed: our] [added: the Company’s] customer relationships, cash flows and business.

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The Company also may not be able to successfully enter new markets, launch new products and innovations, [added: drive demand for existing products,] implement pricing actions, restructure operations, and pursue [added: and execute on] strategic acquisitions or divestitures.

If the Company is unable to successfully execute its strategic or [removed: transformation] [added: transformational] initiatives or realize their anticipated value or benefits, its business, financial condition, and results of operations could be materially adversely affected.

The Company’s sales are largely concentrated in the traditional retail grocery, mass retail outlet, warehouse [removed: club] [added: club,] and dollar store channels, in addition to e-commerce channels.

Alternative retail [removed: channels,] [added: channels and business models,] including hard discounters, [added: niche and native online brands, private label and store brands, direct-to-consumer channels,] subscription services and buying clubs, have become and may continue to be more prevalent and popular than traditional retailers.

Further, consumer preferences continue to evolve due to a number of factors, including macroeconomic volatility and [removed: uncertainty,] [added: uncertainty] and inflation, which could cause consumers to purchase a smaller pack or quantity of a product or [added: seek category alternatives or] a lower priced alternative to the Company's products; fragmentation of the consumer market and changes in consumer demographics, [removed: which includes the aging of the general population and] [added: including] the emergence of [removed: millennial] [added: millennials, Generation Z] and younger generations who have different spending, consumption and purchasing habits; evolving consumer concerns or perceptions regarding the sustainability practices of manufacturers, including the environmental impacts of products [removed: (including packaging, energy] and [removed: water use, and waste management) and the sourcing and sustainability of packaging materials, such as single-use plastics;] [added: packaging;] a growing demand for natural or organic products and ingredients; evolving consumer concerns or perceptions (whether accurate or inaccurate) regarding the effects of ingredients or substances present in certain consumer products; and changing consumer sentiment toward non-local products or sources.

Any significant changes in consumer preferences or [removed: behavior, such as time spent at home or in shared public spaces,] [added: behavior] could materially and/or negatively impact demand for the Company's products and, in turn, the Company's net sales and results of operations.

Consumer preferences are also influenced by perception of the brand image of the Company and its products, the success of advertising and marketing campaigns, the Company’s ability to engage with consumers [removed: in the manner they prefer, including] through [removed: the use of] digital [removed: media or assets,] and [added: traditional channels, and] the perception of the Company’s advertising, use of social media and engagement in political and social issues, and geopolitical events.

If the Company is not successful in continuing to adapt to rapidly changing consumer preferences and market dynamics or expanding sales through e-commerce retailers or alternative retail channels, [removed: consumers may reduce their purchasing of the Company's products, which could negatively impact] its business, financial condition and results of [removed: operations.][added: operations could be negatively impacted.]

The Company could be the subject of negative publicity [added: or litigation] in spite of or as a result of these efforts, including relating to product safety, quality or efficacy; ingredients or substances actually or allegedly present in the Company’s products or packaging; sustainability; or its human capital practices, including if the Company changes its position on or does not achieve its sustainability [removed: goals, or provides inaccurate information.][added: goals.]

In addition, the Company’s products have, in the past, and could, in the future, face withdrawal, recall or other quality issues, which could lead to decreased demand for and reputational damage to the related [removed: brands.][added: brands, which could, in turn, have a materially adverse impact on the Company’s business, financial condition and results of operations.]

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These factors include, but are not limited to, inflation, interest rates, supply chain and logistics disruptions, labor market conditions, trade restrictions and tariffs, changes in trade policies and trade agreements, including the ongoing joint review of the United States-Mexico-Canada Agreement (USMCA), natural disasters, foreign exchange volatility, and other macroeconomic and market dynamics that affect consumer demand and purchasing power, which could impact the demand for the Company's products and negatively impact its net sales and results of operations.

In addition, geopolitical instability (including conflicts in Ukraine and the Middle East and other ongoing conflicts and regional tensions affecting global energy markets and key shipping routes, as well as trade tensions among major economies and rising tensions between China and Taiwan) has significantly increased global macroeconomic uncertainty and volatility.

Continued uncertainty regarding the outcome of the USMCA joint review process, which could result in modifications to the agreement, a period of annual reviews, or termination, may further affect cross-border trade, sourcing, and supply chain arrangements across North America.

These conditions may also impair the ability of the Company, as well as its customers, suppliers and business partners, to forecast demand and plan operations, which may adversely affect purchasing patterns, inventory levels, and payment cycles.

In addition, in B2B channels, including healthcare and other institutional markets, customers may shift to lower-cost alternatives, reduce usage or purchasing volumes, or renegotiate product specifications in response to budgetary, reimbursement or other cost pressures, which could adversely impact demand, pricing, and margins for the Company’s products.

Certain of the Company’s offerings also involve dispensing systems, devices, or other product platforms that depend on customer retention and recurring purchases of related consumables or refill products, and any reduction in placements, retention, usage or replenishment rates, or any shift to lower-cost or competing consumables, could adversely affect future revenues and profitability.

In addition, the Company has placed an increased focus on delivering product superiority across performance, value, packaging, and brand experience as a core driver of consumer preference and competitive positioning.

Executing on this focus requires substantial and sustained investments, including in research and development, which must be balanced against competing demands such as sustaining the Company’s existing business, addressing quality matters, and advancing margin improvement initiatives.

If the Company is unable to appropriately allocate or sufficiently staff its research and development and innovation resources, or otherwise execute on its superiority focus, the Company’s product development pipeline, competitive position, and ability to meet evolving consumer demands could be adversely affected, increasing the risk that the Company is beaten to market by competitors.

Failure to continually innovate and respond effectively to competition and changing consumer habits and preferences, including through the timely, responsible adoption of emerging technologies such as artificial intelligence, could further impair the Company’s competitive position, particularly as competitors and retailers increasingly use artificial intelligence, data analytics, and automation to accelerate product development, personalize consumer engagement, optimize pricing and promotions, influence search and recommendation results, and improve demand forecasting and fulfillment.

These risks include product development or launch delays, non-

The Company’s ability to fund innovation, product enhancements, marketing and other growth initiatives may be constrained by a number of factors, including inflationary cost pressures, retailer consolidation, increased regulatory compliance costs and other required product-related investments.

In addition, the increasing use of artificial intelligence by discovery and retailer platforms to personalize recommendations, pricing, and promotions may shift influence from brands to retailers, requiring the Company to increase investments to maintain brand visibility.

The pace and volume of concurrent organizational change may also strain the Company’s capacity to effectively execute on its strategic priorities, independent of its ability to attract and retain talent.

Furthermore, all acquisitions, joint ventures, and investments entail numerous risks, including risks relating to the Company’s ability to successfully integrate acquired businesses, systems, and personnel; maintain uniform standards, controls, procedures, and policies throughout acquired companies, including effective integration into the Company’s internal control over financial reporting; achieve expected synergies and strategic benefits within anticipated timeframes, if at all; retain key employees, customers and business relationships; and identify and manage legal, operational, financial, and reputational risks associated with such transactions.

In particular, on April 1, 2026, the Company completed its acquisition of GOJO (now operating as Clorox Purell), a significant strategic transaction that expands the Company’s position in health and hygiene and increases its presence in B2B channels, including healthcare and other institutional markets.

The integration of Clorox Purell’s operations, systems, controls, culture, customers, suppliers and personnel may be complex, time-consuming and costly, and may disrupt existing operations, affect service levels or customer relationships, create unexpected costs or liabilities, including litigation and related expense, and divert management attention and resources.

The Company may also face challenges adapting to Clorox Purell’s B2B operating model, including differences in distribution channels, go-to-market strategies, margin profiles, pricing dynamics, working capital needs, and customer requirements, and failure to successfully manage these differences could result in the loss of significant customer relationships.

In addition, the integration of a B2B business alongside the Company’s consumer business may create channel conflict, including pricing discrepancies or competing go-to-market strategies, which could adversely affect sales, margins, and customer relationships.

If the Company is unable to effectively integrate Clorox Purell, retain key employees, customers, suppliers, and business partners, align systems, controls and processes, or realize the anticipated benefits of the acquisition, including synergies, cost savings or growth opportunities, its business, financial condition and results of operations could be adversely affected.

In addition, following the expiration of the Company’s joint venture with P&G on January 31, 2026, the Company completed the purchase of P&G’s 20% interest in the Glad business, resulting in the Company owning 100% of the Glad business.

The Company now operates the Glad business independently and no longer benefits from P&G’s ongoing involvement, including research and development support.

Certain products and marketing initiatives within the Glad business rely on intellectual property, trademarks, technologies, or other rights made available through commercial licensing arrangements.

If those arrangements are modified, terminated, or not renewed on acceptable terms, we could incur additional costs, face limitations on the use of certain assets, or be required to identify alternative solutions.

If the Company is unable to successfully operate the Glad business on a standalone basis, including by cost-effectively replacing or replicating research and development support and other capabilities previously provided through the joint venture relationship, or realize the expected benefits of full ownership, the Company's results of operations and financial condition could be adversely affected.

In particular, the Company has incurred significant cash outflows and additional indebtedness in connection with its recent GOJO acquisition and Glad joint venture buyout, which may increase interest expense, reduce liquidity, and limit financial flexibility.

Foreign Corrupt Practices Act (FCPA).

The increasing integration of artificial intelligence into business operations may also fundamentally change how work is performed across the organization, and the Company’s ability to adapt its operating model, workforce, and internal processes to keep pace with these shifts may affect its competitive position and operational effectiveness.

Recent strategic actions, including the Company’s acquisition of GOJO (now operating as Clorox Purell), may increase the Company’s need to attract, integrate and retain additional personnel, including employees of acquired businesses.

Furthermore, as the Company continues to adopt emerging technologies across its business, its future success may increasingly depend on its ability to attract, develop and retain employees with capabilities in areas such as artificial intelligence and machine learning.

The integration of Clorox Purell and alignment of its workforce, culture and total rewards program and practices may increase the complexity of these efforts and could heighten the risk of employee attrition or disruption.

The Company’s ability to retain key leaders and employees of Clorox Purell will also be important to realizing the expected benefits of the acquisition.

In May 2026, the Company’s Chief Executive Officer and Chair Linda Rendle announced her planned resignation, and the Board has initiated a process to identify a successor.

Leadership transitions may result in disruption or uncertainty among employees, customers, investors and other stakeholders, and the Company’s ability to successfully manage this transition will be important to maintaining its performance, executing its strategy and retaining other members of senior management.

Following the acquisition of GOJO, the Company is also more exposed to consolidation trends among distributors, group purchasing organizations, health systems and other large institutional customers in B2B channels, which may increase customer concentration, enhance purchasing leverage and pricing pressure, and adversely affect the Company’s net sales, margins and customer relationships.

While this has historically been the case for a significant portion of the Company’s consumer business, a meaningful portion of the Company’s sales, particularly in B2B channels following the acquisition of GOJO, is conducted under contracts or other arrangements with specified terms, pricing or volume commitments, and the Company may be unable to renew, extend, or replace such contracts on favorable terms or at all.

Accordingly, customers could reduce their

purchasing levels or cease buying products from the Company at any time, subject in some cases to contractual terms and conditions.

Many of these inputs are subject to price volatility and availability constraints driven by factors beyond the Company’s control, including macroeconomic and geopolitical conditions, governmental actions (such as tariffs, sanctions, or trade restrictions), supply and demand imbalances, capacity constraints, weather events, and natural disasters (including the effects of climate change), labor shortages, currency fluctuations, and other operational or logistical disruptions.

Recent geopolitical conflicts and tensions have contributed to volatility in fuel and freight costs, as well as disruptions and delays in global shipping and logistics networks, which has affected, and may continue to affect, the Company’s supply chain.

These factors include, but are not limited to, inflation, tariffs, recession and economic slowdown, labor shortages, wage pressures, and supply chain disruptions, as well as housing markets, consumer credit availability, consumer debt levels, fuel and energy costs, interest rate fluctuations, tax rates and policy, unemployment trends, natural disasters, pandemics/epidemics, civil disturbances and terrorist activities, foreign currency exchange rate fluctuations, conditions affecting the retail environment for the Company's products and other factors that influence consumer demand, spending and preferences that could impact the demand for the Company's products and negatively impact its net sales and results of operations.

In addition, geopolitical instability (including the conflicts in Ukraine and the Middle East, the potential for escalation in hostilities between the U.S. and Iran, and rising tensions between China and Taiwan); actual and potential shifts in U.S. and foreign trade, economic and other policies (including as a result of escalating trade tensions between the U.S. and its trading

2 The Company's fiscal year 2025 RIR of 0.66 means that for every 100 full-time equivalent Clorox employees globally, the Company averaged less than one recordable incident during the past year.

The criteria used to determine RIR follows the U.S. Department of Labor’s OSHA guidelines and is applied globally.

The RIR does not include workers at offices with fewer than 10 employees, but it does include remote workers.

partners, including China, particularly due to the imposition of tariffs by the U.S. and retaliatory tariffs by those partners); and other global events, have significantly increased global macroeconomic uncertainty and volatility.

This uncertainty and volatility also make it difficult for the Company, as well as its customers, suppliers, distributors and business partners to anticipate the resulting impacts and to accurately forecast, make financial projections, and plan future business activities, which may, in turn, cause customers to limit their purchase orders or affect their ability to pay amounts owed to the Company in a timely manner or at all, or adversely affect its business partners' ability to supply or provide services.

These situations continue to evolve, and there is significant uncertainty as to their full or related impacts on the global economy and geopolitical relations, in general, and on the Company’s business, in particular.

If any financial institution party to the Company's credit or other financing arrangements were to declare bankruptcy or become insolvent, they may be unable to perform under their agreements with the Company, which could result in reduced borrowing capacity.

In addition, if any parties with which the Company conducts business are unable to access funds pursuant to such instruments or lending arrangements with such a financial institution, such parties’ ability to continue to fund their business and perform their obligations to the Company could be adversely affected.

The Company is also

increasingly using digital media marketing and promotional programs to reach consumers.

This risk is further heightened by the continued evolution of consumer needs, habits and preferences as a result of shifts in U.S. demographics.

In addition, a growing number of alternative sales channels and business models, such as niche brands, native online brands, private label and store brands, direct-to-consumer brands and channels and discounter channels, have emerged.

In addition, e-commerce and alternative retail channels may create significant pricing pressures for consumer goods, presenting additional challenges to increasing prices in response to commodity or other cost increases in all of the channels into which the Company sells.

If these e-commerce and alternative retail channels were to take significant market share away from traditional retailers and/or the Company is not successful in these channels or business models, its net sales and results of operations may be materially and negatively impacted.

Accordingly, customers could reduce their purchasing levels or cease buying products from the Company at any time.

Furthermore, all acquisitions and investments entail numerous risks, including risks relating to the Company’s ability to:

- successfully integrate acquired companies, brands, products, technologies, systems or personnel into the Company’s existing business operations in an effective, timely and cost-efficient manner;

- maintain uniform standards, controls, procedures and policies throughout acquired companies, including effective integration into the Company’s internal control over financial reporting;

- successfully enter categories, markets and business models in which the Company may have limited or no prior experience;

- achieve expected synergies and financial or strategic benefits from acquisitions within the anticipated time periods, if at all;

- achieve distribution expansion related to products, categories and markets from acquisition and retain key relationships and personnel of acquired companies;

- identify and manage any legal or reputational risks that may predate or be associated with a transaction, which could negatively impact the Company following closing; and

- manage other unanticipated problems or liabilities, including relating to a system shutdown, service disruption, or cyberattack on an acquired company’s IT/operational technology (OT) systems.

Related activities to identify, hire and onboard qualified talent at increasing compensation costs may require significant time and expense which could further adversely affect the Company’s operations and financial results.

The Company’s success also depends on its

The unexpected loss or unavailability of one or more of the Company’s key leaders could disrupt its business.

Many of the raw and packaging materials and supplies used in the production of the Company's products are subject to price volatility and fluctuations in availability caused by many factors, including macroeconomic and geopolitical developments and uncertainty, governmental actions (including new or increased tariffs, sanctions, quotas, or trade barriers), supplier or transport capacity constraints, changes in supply and demand, weather conditions and natural disasters (including the potential effects of climate change, which could also pose physical risks to the Company's facilities as well as those of its key external manufacturers and suppliers), fire, growing and harvesting conditions, energy costs, health epidemics, pandemics or other contagious outbreaks, labor shortages, currency fluctuations, port congestions or delays, cybersecurity incidents or other disruptions, loss or impairment of key manufacturing sites or lines, acts of terrorism and other factors beyond the Company's control.

Although the Company is unable to predict the impact on its ability to source raw and packaging materials and services in the future, the Company does not expect supply constraints in fiscal year 2026.

Supply pressures and market disruptions may continue into fiscal year 2026, however, including as a result of new or increasing U.S. or retaliatory tariffs, which could also increase raw material costs.

If such cost pressures are incurred or exceed the Company’s estimates and the Company is not able to increase the prices of its products (or sustain such price increases) or achieve cost savings to offset such cost increases, its margins would be harmed.

Sustained price increases may also lead to declines in sales volumes and loss of market share, as competitors may not adjust their prices or customers may decide to purchase a lower-priced alternative.

The Company’s projections may not accurately predict the volume impact of price increases, which could adversely affect its business, financial condition and results of operations.

To reduce the cost volatility associated with anticipated purchases of certain commodities, the Company uses derivative instruments, including commodity futures and swaps.

Many of the commodities used by the Company in its products do not have actively traded derivative instruments.

product demand, or may be required to increase production in-house and reduce its supply and manufacturing arrangements with third parties, which may lead to additional costs connected to such transition and unwinding of certain manufacturing relationships.

These systems include, but are not limited to, programs and processes relating to communicating within the Company and with customers, consumers, business partners, investors and other parties; ordering and managing materials from suppliers; converting materials to finished products; receiving and processing purchase orders and shipping products to customers; processing transactions; storing, processing and transmitting data, including personal confidential information and historical payment card industry data; hosting, processing and sharing confidential and proprietary research, business and financial information; and complying with financial reporting, regulatory, legal and tax requirements.

If such systems are not successfully upgraded or replaced in a timely manner, system outages, disruptions or delays, or other issues may arise.

The IT/OT systems of the Company, its customers, business partners, suppliers, and third-party providers have been, and will continue to be, subject to cyber-threats such as computer viruses or other malicious codes, security breaches, ransomware, unauthorized access attempts, business email compromise, data encryption or exfiltration, cyber extortion, denial of service attacks, phishing, deepfakes, social engineering, unintentional or malicious actions of employees or contractors, hacking and other cyberattacks attempting to exploit vulnerabilities by hackers, criminal groups, nation-states and nation-state-sponsored organizations and social-activist organizations.

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| | | | for the fiscal year ended | | | June 30, [removed: 2025] [added: 2026] | | |

][added: logo.jpg](https://www.sec.gov/Archives/edgar/data/21076/000002107626000034/clx-20260630_g1.jpg)]

The aggregate market value of the registrant’s common stock held by non-affiliates as of December 31, [removed: 2024] [added: 2025] (the last business day of the registrant’s most recently completed second fiscal quarter) was approximately [removed: $19.9] [added: $12.2] billion.

As of July [removed: 23, 2025,] [added: 22, 2026,] there were [removed: 122,309,414] [added: 120,931,005] shares of the registrant’s common stock outstanding.

Portions of the registrant’s definitive proxy statement for the [removed: 2025] [added: 2026] Annual Meeting of Shareholders (the “Proxy Statement”), to be filed within 120 days after June 30, [removed: 2025,] [added: 2026,] are incorporated by reference into Part III, Items 10 through 14 of this Annual Report on Form 10-K.

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FOR THE FISCAL YEAR ENDED JUNE 30, [removed: 2025][added: 2026]

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[Table of [removed: Contents](#i0c76ae3bb88940d0b542032738e9b926_7)[](#i0c76ae3bb88940d0b542032738e9b926_7)][added: Contents](#ice1d81e023a04cd78e22051e2d651b6a_7)[](#ice1d81e023a04cd78e22051e2d651b6a_7)]

This Annual Report on Form 10-K for the fiscal year ended June 30, [removed: 2025] [added: 2026] (this Report), including the exhibits hereto and the information incorporated by reference herein, contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended (the Securities Act), and Section 21E of the Securities Exchange Act of 1934, as amended (the Exchange Act), including, among others, statements regarding the [removed: expected or potential impact] [added: acquisition] of [removed: the Company’s operational disruption stemming from a cyberattack,] [added: GOJO Industries, Inc. (GOJO),] and any such forward-looking statements involve risks, assumptions and uncertainties.

The Clorox Company is a leading multinational manufacturer and marketer of consumer and professional products with fiscal year [removed: 2025] [added: 2026] net sales of [removed: $7.1] [added: $6.7] billion and about [removed: 7,600] [added: 9,200] employees worldwide as of June 30, [removed: 2025.][added: 2026.]

The Company has operations in approximately 25 countries or territories and sells its products in approximately [removed: 100] [added: 95] markets, primarily through mass retailers; grocery outlets; warehouse clubs; dollar stores; home hardware centers; drug, pet and military stores; third-party and owned e-commerce channels; and distributors.

Clorox markets some of the most trusted and recognized consumer brand names, including [removed: its namesake bleach,] [added: Clorox®] cleaning and disinfecting products; Pine-Sol® [removed: and Tilex® cleaners;] [added: cleaner;] Liquid-Plumr® clog removers; Poett® home care products; Glad® bags and wraps; Fresh Step® cat litter; Kingsford® grilling products; Hidden Valley® dressings, dips, seasonings and sauces; Brita® water-filtration products; and Burt’s Bees® natural personal care products.

The Company also markets industry-leading products and technologies for professional customers, including those sold under the [added: Purell®,] CloroxPro™ and Clorox Healthcare® brand names.

[removed: In the back half of] [added: During] the fiscal year, [removed: heightened] [added: ongoing] macroeconomic [removed: uncertainties drove changes in] [added: uncertainty continued to influence consumer] shopping behaviors, resulting in [removed: temporary] category slowdowns and lower sales.

In April 2026, the Company completed the acquisition of GOJO, expanding its product portfolio to include the Purell® brand and GOJO's health and hygiene solutions.

The Company acquired all of the issued and outstanding membership interests of GOJO, which now operates as Clorox Purell and is based in northeast Ohio.

The acquisition reflects the Company's strategy to expand its position in health and hygiene and strengthens its presence in business-to-business (B2B) channels, including healthcare and other institutional markets, through an established distribution network and a large installed base of dispensing systems that drive recurring demand.

The Company entered fiscal year 2026 focused on implementing and stabilizing its new enterprise resource planning (ERP) system.

While this foundational effort created some expected near-term disruption, the Company continues to work towards optimization of its digital capabilities.

Given these headwinds, as well as the timing impact of the final phase of ERP system implementation, which pulled certain sales into the prior fiscal year ahead of consumption, in fiscal year 2026 the Company saw decreases to organic sales and earnings.

While net sales declined in fiscal year 2026, the Company strengthened the foundation of its business and expanded its portfolio through the GOJO acquisition.

The Company also launched numerous innovations and new products in fiscal year 2026, including the launch of Clorox PURE and Clorox Screen+ Sanitizing Wipes, expanded professional hygiene solutions from Clorox Healthcare and Purell, Fresh Step Lightweight Litter, Glad ForceFlex MaxStrength LeakGuard Trash Bags, new lip and body care offerings from Burt’s Bees, as well as new flavors and scents across Clorox, Glad, Hidden Valley Ranch and Pine-Sol.

In connection with the expiration of the Venture Agreement, the Company was required to purchase P&G's 20% interest in the business at fair value.

The Company began implementation of its core U.S. operations in fiscal year 2026.

The Company completed its implementation in the third quarter of fiscal year 2026.

In fiscal year 2026, the Company simplified its operating structure to streamline leadership oversight, align resources to drive the company's strongest growth opportunities, advance portfolio optimization efforts and support faster execution across the enterprise.

To mitigate the volatility of the pricing of raw materials needed in its operations, the Company uses a combination of derivative instruments (including commodity futures and swaps), long-term supply contracts and other contractual arrangements with key suppliers.

The Company also competes through product innovation, digital capabilities, data and analytics, and marketing effectiveness, including across e-commerce and other emerging retail platforms.

Research and Development

The Company engages in research and development activities across its portfolio of consumer and professional products with the goal of delivering superior value to consumers and customers and driving growth consistent with the Company's IGNITE strategy.

These activities principally involve: development and improvement of product formulations, including cleaning, disinfecting, and sanitizing chemistries, food and flavor technologies, filtration systems, and skin health and hygiene solutions; innovation in packaging design, including efforts to reduce the use of plastic and develop recyclable, reusable or otherwise more sustainable packaging; development and improvement of manufacturing processes to enhance efficiency and reduce environmental impact; design and engineering of dispensing systems and related consumable products for professional and institutional applications; and the use of data analytics, artificial intelligence and digital tools to enhance consumer insights, accelerate product development, and optimize marketing effectiveness.

The Company's principal research and development facility is its campus in Pleasanton, California, which includes laboratories, pilot plants and sensory testing facilities.

The Company also maintains research and development capabilities at other domestic and international locations, including in connection with the GOJO business acquired in April 2026.

The increase in number of employees during fiscal year 2026 was primarily due to the GOJO acquisition.

transformation, sense of inclusion and more.

1 RIR assessment data does not include employees who joined as part of the GOJO acquisition.

2 NAICS codes 31-33

3 The Company's fiscal year 2026 RIR of 0.63 means that for every 100 full-time equivalent Clorox employees globally, the Company averaged less than one recordable incident during the past year.

The criteria used to determine RIR follows the U.S. Department of Labor’s OSHA guidelines and is applied globally.

The RIR does not include workers at offices with fewer than 10 employees, but it does include remote workers.

[Table of Contents](#ice1d81e023a04cd78e22051e2d651b6a_7)[](#ice1d81e023a04cd78e22051e2d651b6a_7)

The Company entered fiscal year 2025 in a position of operational strength, having fully recovered from the August 2023 cyberattack and delivered strong execution against its IGNITE goals during the prior fiscal year.

Despite these headwinds, in fiscal year 2025 the Company delivered organic sales and earnings growth while advancing its goals to build a stronger, more resilient company.

While net sales were

essentially flat in fiscal year 2025, the Company grew overall market share while also expanding gross margin.

The Company also launched numerous innovations and new products in fiscal year 2025, including seven new Hidden Valley Ranch flavors, new scent options for Scentiva Bleach and Poett Multi-Purpose Cleaner, Burt’s Bees Tinted Boosted Lip Balm and Rescue Lip Relief, Ever Clean Senior Cat Litter as well as Fresh Step Heavy Duty Litter, Kingsford Beercoal charcoal briquettes and the Brita Plus System.

In September 2024, the Company completed the divestiture of its Better Health VMS business, which included the Natural Vitality, NeoCell, Rainbow Light and RenewLife brands, relevant trademarks and licenses, and associated manufacturing and distribution facilities in Sunrise, Florida.

The transaction was in support of the Company's IGNITE strategy and the commitment to evolve its portfolio to increase focus on its core business to drive more consistent, profitable growth.

The Company will acquire P&G’s 20% interest in the venture at its termination.

Clorox’s purchase of P&G’s interest in the Glad business will be at a fair market value as established by predetermined contractual valuation procedures as of the expiration date of the joint venture.

Following the successful implementation of the new ERP system in Canada, Clorox began implementation in the U.S. in fiscal year 2026.

In fiscal year 2025, the Company fully leveraged its new streamlined operating model to deliver ongoing cost savings and further enhance the Company's ability to respond more quickly to changing consumer behaviors and innovate faster.

The Company generally utilizes supply contracts to help ensure availability and a number of forward-purchase contracts to help reduce the volatility of the pricing of raw materials needed in its operations.

For further information regarding the impact of changes in commodity prices, see

The number of employees during fiscal year 2025 was primarily impacted by the divestiture of the Company’s Better Health VMS business.

In fiscal year 2025, just over 83% of nonproduction employees said they feel engaged at Clorox, which was above the Company's fiscal year 2024 results and above the 50th percentile for Fortune 500 and industry benchmarks1.

1 Employee engagement surveys may vary across companies on a year-to-year basis.

incident rate (RIR) was 0.66.

[Table of [removed: Contents](#i0c76ae3bb88940d0b542032738e9b926_7)[](#i0c76ae3bb88940d0b542032738e9b926_7)][added: Contents](#ice1d81e023a04cd78e22051e2d651b6a_7)[](#ice1d81e023a04cd78e22051e2d651b6a_7)]

The names, ages, year first elected and current titles of each of the executive officers of the Company as of August [removed: 8, 2025,] [added: 7, 2026,] are set forth below:

| [removed: Name] [added: Name] | | | [removed: Age] [added: Age] | | | [removed: Year] [added: Year] First Elected Executive [removed: Officer] [added: Officer] | | | [removed: Title] [added: Title] | | |

| Linda Rendle | | | [removed: 47] [added: 48] | | | 2016 | | | Chair and Chief Executive Officer | | |

| Nina Barton | | | [removed: 51] [added: 52] | | | 2024 | | | Executive Vice President – [removed: Group President - Care] [added: Chief Growth] and [removed: Connection] [added: Strategy Officer] | | |

| Luc Bellet | | | [removed: 47] [added: 48] | | | 2025 | | | Executive Vice President – Chief Financial Officer | | |

| Angela Hilt | | | [removed: 53] [added: 54] | | | 2020 | | | Executive Vice President – Chief Legal and External Affairs Officer and Corporate Secretary | | |

| Chris Hyder | | | [removed: 50] [added: 51] | | | 2021 | | | Executive Vice President – [removed: Group President - Health and Hygiene] [added: Chief Operating Officer] | | |

| Kirsten Marriner | | | [removed: 52] [added: 53] | | | 2016 | | | Executive Vice President – Chief Administrative Officer | | |

| Chau Banks | | | [removed: 56] [added: 57] | | | 2020 | | | Senior Vice President – Chief Information and Data Officer | | |

| Shanique Bonelli-Moore | | | [removed: 45] [added: 46] | | | 2022 | | | Vice President – Chief Diversity and Social Impact Officer | | |

| Gina Kelly | | | [removed: 62] [added: 63] | | | 2024 | | | Senior Vice President – Chief Customer Officer | | |

| Pascal Montilus | | | [removed: 61] [added: 62] | | | 2025 | | | Senior Vice President – Chief Supply Chain Officer | | |

| Eric Schwartz | | | [removed: 53] [added: 54] | | | 2022 | | | Senior Vice President – Chief Marketing Officer | | |

Nina Barton is the executive vice president and [removed: group president – care] [added: chief growth] & [removed: connection] [added: strategy officer] for the Company, a position she has held since [removed: July 2024.][added: June 2026.]

Previously, she was [added: a] strategic advisor at The Kraft Heinz Company from November 2020 through May 2021; global chief growth officer from September 2019 through November 2020; zone president of Canada and president of digital growth from January 2019 to September 2019; and president, global digital and online growth from October 2017 to September 2019.

[removed: Stacey Grier] [added: Chris Hyder] is the executive vice president [removed: – executive] [added: and] chief [removed: of staff] [added: operating officer] for the Company, a position [removed: she] [added: he] has held since [removed: January 2024.][added: June 2026.]

Prior to this role, she served as [added: the] executive vice president [removed: – chief growth] and [removed: strategy officer from March 2022 to January] [added: group president - care & connection, since July] 2024.

[Table of [removed: Contents](#i0c76ae3bb88940d0b542032738e9b926_7)[](#i0c76ae3bb88940d0b542032738e9b926_7)][added: Contents](#ice1d81e023a04cd78e22051e2d651b6a_7)[](#ice1d81e023a04cd78e22051e2d651b6a_7)]

[removed: Chris Hyder is the] [added: Prior to this role, he served as] executive vice president and group president – health and hygiene [removed: for the Company, a position he has held] since October 2022, having taken on the role as executive vice president in May [removed: 2024.][added: 2024, and senior vice president - general manager, cleaning and professional products since September 2021.]

Mr. [removed: Reynolds] [added: Gunter] joined the Company in [removed: 1998.][added: November 2023.]

Previously, he was vice president – North America, end to end supply chain at Colgate-Palmolive from January 2018 to January [added: 2021 and prior to that, held positions of increasing responsibility in supply chain and customer service and logistics at Colgate-Palmolive.]

[Table of [removed: Contents](#i0c76ae3bb88940d0b542032738e9b926_7)[](#i0c76ae3bb88940d0b542032738e9b926_7)][added: Contents](#ice1d81e023a04cd78e22051e2d651b6a_7)[](#ice1d81e023a04cd78e22051e2d651b6a_7)]

[Table of [removed: Contents](#i0c76ae3bb88940d0b542032738e9b926_7)[](#i0c76ae3bb88940d0b542032738e9b926_7)][added: Contents](#ice1d81e023a04cd78e22051e2d651b6a_7)[](#ice1d81e023a04cd78e22051e2d651b6a_7)]

| Matt Gunter | | | 41 | | | 2026 | | | Senior Vice President – Enterprise Value Transformation | | |

| Carey Jaros | | | 48 | | | 2026 | | | President – Clorox Purell | | |

| Mark Smerznak | | | 55 | | | 2026 | | | Senior Vice President - Chief Research and Development Officer | | |

Matt Gunter is the senior vice president – enterprise value transformation for the Company, a position he has held since June 2026.

Prior to this role, he served as vice president – margin transformation from November 2023 to September 2025, after which his responsibilities were expanded to include leading the Company's Integrated Business Planning function.

Prior to joining Clorox, he served as a principal at The Boston Consulting Group from June 2022 to November 2023, having previously served the firm in various consulting roles from July 2011 to October 2013.

From October 2019 to June 2022, he served at Deluxe Corporation, most recently as vice president – supply chain.

From October 2013 to October 2019, he held a number of leadership positions at The Home Depot, Inc., most recently as senior director – supply chain finance.

Earlier in his career, he served as an associate at A.T. Kearney from 2006 to 2009.

Carey Jaros is the president of Clorox Purell for the Company, a position she has held since April 2026.

Ms. Jaros joined Clorox in connection with the Company's acquisition of GOJO, a global manufacturer of hand hygiene and surface disinfecting products and the maker of the PURELL brand.

Prior to the acquisition, she served as chief executive officer of GOJO from January 2020 to April 2026, chief operating officer from July 2018 to January 2020, and chief strategy officer from May 2016 to July 2018.

Prior to GOJO, she was the president of Walnut Ridge Strategic Management Company from October 2014 to April 2016 and was a vice president at Dealer Tire from April 2011 to October 2014.

She spent the first 12 years of her career as a management consultant at Bain & Company.

Mark Smerznak is the senior vice president and chief research & development officer for the Company, a position he has held since October 2025.

Prior to joining Clorox, he was a senior vice president, R&D Greater China - corporate functions at P&G, a global consumer goods company, from July 2022 to October 2025, vice president, fabric & home care R&D, new business R&D, and Beijing Innovation Center from March 2021 to July 2022, vice president, fabric & home care R&D and Beijing Innovation Center, from October 2017 to March 2021, and prior to that, held positions of increasing responsibility in research and development at P&G.

| Stacey Grier | | | 62 | | | 2019 | | | Executive Vice President – Executive Chief of Staff | | |

| Eric Reynolds | | | 55 | | | 2015 | | | Executive Vice President – Chief Operating and Strategy Officer | | |

From January 2019 to March 2022, she served as senior vice president – chief marketing officer, having taken on

additional responsibility for enterprise strategy since September 2020.

Prior to this role, she served as vice president - brand engagement and enhanced wellness marketing from October 2018 to January 2019.

She served as vice president - brand and marketing strategy from October 2016 through October 2018.

Prior to joining the Company, she served as chief strategic officer at DDB Worldwide from April 1996 to June 2016.

Ms. Grier joined the Company in 2016.

Prior to this role he served as senior vice president - general manager, cleaning and professional products since September 2021.

Eric Reynolds is the executive vice president – chief operating and strategy officer for the Company, a position he has held since September 2020, having taken on additional responsibility for enterprise strategy in January 2024.

Prior to this role, he served as executive vice president - household and lifestyle of the Company from July 2019 to September 2020.

He served as executive vice president – cleaning and Burt’s Bees from January 2019 to July 2019.

From January 2015 to January 2019, he served as senior vice president – chief marketing officer.

He served as vice president – general manager, Europe, Middle East, Africa and Asia from May 2012 to January 2015.

From May 2011 to April 2012, he was director, international business development.

From June 2008 to April 2011, he was general manager, Caribbean.

2021 and prior to that, held positions of increasing responsibility in supply chain and customer service and logistics at Colgate-Palmolive.

The number of record holders of the Company’s common stock as of July [removed: 23, 2025,] [added: 22, 2026,] was [removed: 7,960] [added: 7,519] based on information provided by the Company’s transfer agent.

The following table sets forth the purchases of the Company’s securities by the Company and any affiliated purchasers within the meaning of Rule 10b-18(a)(3) (17 CFR 240.10b-18(a)(3)) during the fourth quarter of fiscal year [removed: 2025.][added: 2026.]

| Period | | | Total Number [removed: of Shares] [added: of Shares] Purchased [removed: (1)] | | | | | | Average Price Paid per Share [removed: (2)] [added: (1)] | | | | | | Total Number of Shares Purchased as Part of Publicly Announced Plans or Programs | | | | | | Maximum Number (or Approximate Dollar Value) of Shares that May Yet Be Purchased Under the Plans or Programs | | |

[removed: (2)Average] [added: (1)Average] price paid per share in the period includes [removed: commission.][added: commission and excludes the impact of excise taxes.]

| April 1 to 30, 2026 | | | — | | | | | | $ | — | | | | | — | | | | | | $876 million | | |

| May 1 to 31, 2026 | | | — | | | | | | — | | | | | | — | | | | | | $876 million | | |

| June 1 to 30, 2026 | | | — | | | | | | — | | | | | | — | | | | | | $876 million | | |

| | | | — | | | | | | $ | — | | | | | — | | | | | | | | |

| April 1 to 30, 2025 | | | — | | | | | | $ | — | | | | | — | | | | | | $993 million | | |

| May 1 to 31, 2025 | | | 430,025 | | | | | | 133.30 | | | | | | 430,025 | | | | | | $993 million | | |

| June 1 to 30, 2025 | | | 135,353 | | | | | | 130.59 | | | | | | 135,353 | | | | | | $993 million | | |

| | | | 565,378 | | | | | | $ | 132.65 | | | | | 565,378 | | | | | | | | |

(1)All of the shares purchased in May and June 2025 were acquired pursuant to the Company’s Evergreen Program.

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The Company’s independent registered public accounting firm, Ernst & Young, LLP, has audited the effectiveness of the Company’s internal control over financial reporting as of June 30, [removed: 2025.][added: 2026.]

[removed: No] [added: Other than the ERP system implementation noted above, no] change in the Company’s internal control over financial reporting occurred during the [removed: fourth] fiscal [removed: quarter of the fiscal] year [removed: ended] [added: ending] June 30, [removed: 2025,] [added: 2026,] that has materially affected, or is reasonably likely to materially affect, the Company’s internal control over financial reporting.

During the three months ended June 30, [removed: 2025,] [added: 2026,] none of our directors or officers (as defined in Rule 16a-1(f) under the Exchange Act) adopted or terminated any contract, instruction or written plan for the purchase or sale of our securities that was intended to satisfy the affirmative defense conditions of Rule [removed: 10b51(c)] [added: 10b5-1(c)] under the Exchange [removed: act] [added: Act] or any “non-Rule 10b5-1 trading arrangement,” as defined in Item 408(c) of Regulation S-K.

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In April 2026, the Company completed its acquisition of GOJO.

The Company is in the process of integrating GOJO into its operations and internal control processes.

Management has excluded GOJO from its assessment of internal control over financial reporting as of June 30, 2026 in accordance with SEC guidance permitting management to exclude recently acquired businesses from management's report on internal control over financial reporting, not to exceed one year from the date of acquisition.

GOJO's internal control over financial reporting and related processes have not been integrated into the Company’s existing systems and internal control over financial reporting .

During the first fiscal quarter of the fiscal year ended June 30, 2026, the Company began transitioning core U.S. operations to the new ERP system as part of the continuing phased implementation of its technology transformation.

This transition was completed in the third quarter of fiscal year 2026.

As a result of this transition, we have made changes to our internal control over financial reporting to address processes and procedures impacted by the ERP system implementation.

The Company is in the process of implementing a new enterprise resource planning (ERP) system along with a suite of other digital technologies.

In the first quarter of fiscal year 2025, the Company began implementation of the new ERP system.

As this phased implementation occurs during fiscal years 2025 and 2026, the Company will change its processes and procedures which, in turn, could result in changes to its internal control over financial reporting.

As such changes occur, the Company will evaluate quarterly whether such changes materially affect our internal control over financial reporting.

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Consolidated Statements of Earnings for the fiscal years ended June 30, [removed: 2025, 2024] [added: 2026, 2025] and [removed: 2023.][added: 2024.]

Consolidated Statements of Comprehensive Income for the fiscal years ended June 30, [removed: 2025, 2024] [added: 2026, 2025] and [removed: 2023.][added: 2024.]

Consolidated Balance Sheets as of June 30, [removed: 2025] [added: 2026] and [removed: 2024.][added: 2025.]

Consolidated Statements of Stockholders’ Equity for the fiscal years ended June 30, [removed: 2025, 2024] [added: 2026, 2025] and [removed: 2023.][added: 2024.]

Consolidated Statements of Cash Flows for the fiscal years ended June 30, [removed: 2025, 2024] [added: 2026, 2025] and [removed: 2023.][added: 2024.]

| 3.2 | | | | | | [Bylaws (amended and [removed: restated).](https://www.sec.gov/Archives/edgar/data/21076/000120677423000721/clx4204281_ex3-2.htm)] [added: restated).](https://www.sec.gov/Archives/edgar/data/21076/000120677425000377/clx4489401-ex32.htm)] | | | | | | 8-K | | | | | | 001-07151 | | | | | | 3.2 | | | | | | May 23, 2025 | | |

| [removed: 4.10] [added: 4.13] | | | | | | [Description of Capital Stock of The Clorox Company](https://www.sec.gov/Archives/edgar/data/21076/000002107619000012/fy19clxex410.htm) | | | | | | 10-K | | | | | | 001-07151 | | | | | | 4.10 | | | | | | August 14, 2019 | | |

[Table of [removed: Contents](#i0c76ae3bb88940d0b542032738e9b926_7)[](#i0c76ae3bb88940d0b542032738e9b926_7)][added: Contents](#ice1d81e023a04cd78e22051e2d651b6a_7)[](#ice1d81e023a04cd78e22051e2d651b6a_7)]

| [removed: 10.6*] [added: 10.7*] | | | | | | [removed: [F](https://www.sec.gov/Archives/edgar/data/21076/000002107624000040/clxq1fy25exhibit101.htm)[orm] [added: [Form] of Performance Share Award Agreement under the Company's 2005 Stock Incentive Plan for awards made in 2024.](https://www.sec.gov/Archives/edgar/data/21076/000002107624000040/clxq1fy25exhibit101.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.1 | | | | | | October 30, 2024 | | |

| [removed: 10.7*] [added: 10.8*] | | | | | | [Form of Performance Share Award Agreement under the Company’s 2005 Stock Incentive Plan for awards made in 2023.](https://www.sec.gov/Archives/edgar/data/21076/000002107624000010/clxq2fy24exhibit102.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.2 | | | | | | February 1, 2024 | | |

| [removed: 10.8*] [added: 10.9*] | | | | | | [Form of Performance Share Award Agreement under the Company's 2005 Stock Incentive Plan for awards made in 2022.](https://www.sec.gov/Archives/edgar/data/21076/000002107622000035/clxq1fy23exhibit102.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.2 | | | | | | November 1, 2022 | | |

| [removed: 10.9*] [added: 10.10*] | | | | | | [removed: [F](https://www.sec.gov/Archives/edgar/data/21076/000002107624000040/clxq1fy25exhibit102.htm)[orm] [added: [Form] of Nonqualified Stock Option Award Agreement [removed: under](https://www.sec.gov/Archives/edgar/data/21076/000002107624000040/clxq1fy25exhibit102.htm) [the] [added: under the] Company's 2005 Stock Incentive Plan for awards [removed: m](https://www.sec.gov/Archives/edgar/data/21076/000002107624000040/clxq1fy25exhibit102.htm)[ade] [added: made] in 2024.](https://www.sec.gov/Archives/edgar/data/21076/000002107624000040/clxq1fy25exhibit102.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.2 | | | | | | October 30, 2024 | | |

| [removed: 10.10*] [added: 10.11*] | | | | | | [Form of Nonqualified Stock Option Award Agreement under the Company’s 2005 Stock Incentive Plan for awards made in 2023.](https://www.sec.gov/Archives/edgar/data/21076/000002107624000010/clxq2fy24exhibit103.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.3 | | | | | | February 1, 2024 | | |

| [removed: 10.11*] [added: 10.12*] | | | | | | [Form of Nonqualified Stock Option Award Agreement under the Company’s 2005 Stock Incentive Plan for awards made in 2022.](https://www.sec.gov/Archives/edgar/data/21076/000002107622000035/clxq1fy23exhibit101.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.1 | | | | | | November 1, 2022 | | |

| [removed: 10.12*] [added: 10.13*] | | | | | | [Form of Nonqualified Stock Option Award Agreement under the Company’s 2005 Stock Incentive Plan for awards made in 2021.](https://www.sec.gov/Archives/edgar/data/21076/000002107621000020/clxq1fy22exhibit103.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.3 | | | | | | November 1, 2021 | | |

| [removed: 10.13*] [added: 10.15*] | | | | | | [removed: [F](https://www.sec.gov/Archives/edgar/data/21076/000002107624000040/clxq1fy25exhibit103.htm)[orm] [added: [Form] of Restricted Stock Unit Award under the Company's 2005 Stock Incentive Plan (Annual Grant) for awards made in 2024.](https://www.sec.gov/Archives/edgar/data/21076/000002107624000040/clxq1fy25exhibit103.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.3 | | | | | | October 30, 2024 | | |

| [removed: 10.14*] [added: 10.16*] | | | | | | [Form of Restricted Stock Unit Award Agreement under the Company’s 2005 Stock Incentive Plan (Annual Grant) for awards made in 2023.](https://www.sec.gov/Archives/edgar/data/21076/000002107624000010/clxq2fy24exhibit104.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.4 | | | | | | February 1, 2024 | | |

| [removed: 10.15*] [added: 10.17*] | | | | | | [Form of Restricted Stock Unit Award Agreement under the Company's 2005 Stock Incentive Plan (Annual Grant). for awards made in 2022.](https://www.sec.gov/Archives/edgar/data/21076/000002107622000035/clxq1fy23exhibit103.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.3 | | | | | | November 1, 2022 | | |

| [removed: 10.16*] [added: 10.18*] | | | | | | [Form of Restricted Stock Unit Award Agreement under the Company's 2005 Stock Incentive Plan (Annual Grant). for awards made in 2021](https://www.sec.gov/Archives/edgar/data/21076/000002107621000020/clxq1fy22exhibit105.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.5 | | | | | | November 1, 2021 | | |

| [removed: 10.17*] [added: 10.20*] | | | | | | [Form of Restricted Stock Unit Award Agreement under the Company’s 2005 Stock Incentive Plan (Off-Cycle Grant).](https://www.sec.gov/Archives/edgar/data/21076/000002107624000010/clxq2fy24exhibit105.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.5 | | | | | | February 1, 2024 | | |

| [removed: 10.18*] [added: 10.21*] | | | | | | [The Clorox Company Amended and Restated 2005 Nonqualified Deferred Compensation Plan, effective January 1, 2008.](https://www.sec.gov/Archives/edgar/data/21076/000119312508180293/dex1018.htm) | | | | | | 10-K | | | | | | 001-07151 | | | | | | 10.18 | | | | | | August 19, 2008 | | |

| [removed: 10.19*] [added: 10.22*] | | | | | | [Amendment No. 1 to The Clorox Company Amended and Restated 2005 Nonqualified Deferred Compensation Plan.](https://www.sec.gov/Archives/edgar/data/21076/000120677411001954/exhibit10-18.htm) | | | | | | 10-K | | | | | | 001-07151 | | | | | | 10.18 | | | | | | August 26, 2011 | | |

| [removed: 10.20*] [added: 10.23*] | | | | | | [Amendment No. 2 to The Clorox Company Amended and Restated 2005 Nonqualified Deferred Compensation Plan.](https://www.sec.gov/Archives/edgar/data/21076/000120677416006893/clorox3118951_1-ex1013.htm) | | | | | | 10-K | | | | | | 001-07151 | | | | | | 10.13 | | | | | | August 16, 2016 | | |

| [removed: 10.21*] [added: 10.24*] | | | | | | [The Clorox Company Supplemental Executive Retirement Plan, as restated effective January 5, 2005, as revised August 13, 2009.](https://www.sec.gov/Archives/edgar/data/21076/000120677409002024/exhibit10-17.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.17 | | | | | | November 3, 2009 | | |

| [removed: 10.22*] [added: 10.25*] | | | | | | [Amendment No. 1 to The Clorox Company Supplemental Executive Retirement Plan, effective as of July 29, 2011.](https://www.sec.gov/Archives/edgar/data/21076/000120677411002394/exhibit10-21.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.21 | | | | | | November 3, 2011 | | |

| [removed: 10.23*] [added: 10.26*] | | | | | | [Amendment No. 2 to The Clorox Company Supplemental Executive Retirement Plan, effective as of September 11, 2012.](https://www.sec.gov/Archives/edgar/data/21076/000120677412004439/exhibit10-2.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.2 | | | | | | November 2, 2012 | | |

[Table of [removed: Contents](#i0c76ae3bb88940d0b542032738e9b926_7)[](#i0c76ae3bb88940d0b542032738e9b926_7)][added: Contents](#ice1d81e023a04cd78e22051e2d651b6a_7)[](#ice1d81e023a04cd78e22051e2d651b6a_7)]

| [removed: 10.24*] [added: 10.27*] | | | | | | [Amendment No. 3 to The Clorox Company Supplemental Executive Retirement Plan, effective as of March 28, 2018.](https://www.sec.gov/Archives/edgar/data/21076/000002107618000007/clxq3fy18exhibit101.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.1 | | | | | | May 2, 2018 | | |

| [removed: 10.25*] [added: 10.28*] | | | | | | [Form of Indemnification Agreement.](https://www.sec.gov/Archives/edgar/data/21076/000120677410001178/exhibit10-27.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.27 | | | | | | May 4, 2010 | | |

| [removed: 10.26*] [added: 10.29*] | | | | | | [Third Amended and Restated Executive Change in Control Severance Plan, effective November 17, 2021](https://www.sec.gov/Archives/edgar/data/21076/000120677421002755/clorox3984651-ex102.htm). | | | | | | 8-K | | | | | | 001-07151 | | | | | | 10.2 | | | | | | November 17, 2021 | | |

| [removed: 10.27*] [added: 10.30*] | | | | | | [Severance Plan for Clorox Executive Committee Members, fourth amended and restated effective November 17, 2021.](https://www.sec.gov/Archives/edgar/data/21076/000120677421002755/clorox3984651-ex103.htm) | | | | | | 8-K | | | | | | 001-07151 | | | | | | 10.3 | | | | | | November 17, 2021 | | |

| [removed: 10.28*] [added: 10.31*] | | | | | | [The Clorox Company Second Amended and Restated Executive Retirement Plan, effective May 20, 2024.](https://www.sec.gov/Archives/edgar/data/21076/000002107624000030/fy24ex1028thecloroxcompany.htm) | | | | | | 10-K | | | | | | 001-07151 | | | | | | 10.28 | | | | | | August 8, 2024 | | |

| [removed: 10.29*] [added: 10.32*] | | | | | | [The Clorox Company 2011 Nonqualified Deferred Compensation Plan, effective as of July 1, 2011.](https://www.sec.gov/Archives/edgar/data/21076/000120677411001954/exhibit10-29.htm) | | | | | | 10-K | | | | | | 001-07151 | | | | | | 10.29 | | | | | | August 26, 2011 | | |

| [removed: 10.30*] [added: 10.33*] | | | | | | [Amendment No. 1 to The Clorox Company 2011 Nonqualified Deferred Compensation Plan.](https://www.sec.gov/Archives/edgar/data/21076/000120677416006893/clorox3118951_1-ex1024.htm) | | | | | | 10-K | | | | | | 001-07151 | | | | | | 10.24 | | | | | | August 16, 2016 | | |

| [removed: 10.31*] [added: 10.34*] | | | | | | [The Clorox Company Director Equity Award Policy, effective as of November 15, 2017.](https://www.sec.gov/Archives/edgar/data/21076/000002107618000011/fy18clx1026.htm) | | | | | | 10-K | | | | | | 001-07151 | | | | | | 10.26 | | | | | | August 14, 2018 | | |

| [removed: 10.32*] [added: 10.35*] | | | | | | [The Clorox [removed: Company](https://www.sec.gov/Archives/edgar/data/21076/000002107625000039/fy25clxex1032thecloroxcomp.htm) [E](https://www.sec.gov/Archives/edgar/data/21076/000002107625000039/fy25clxex1032thecloroxcomp.htm)[xcess] [added: Company Excess] Long-Term [removed: Disability](https://www.sec.gov/Archives/edgar/data/21076/000002107625000039/fy25clxex1032thecloroxcomp.htm) [Plan, as](https://www.sec.gov/Archives/edgar/data/21076/000002107625000039/fy25clxex1032thecloroxcomp.htm) [am](https://www.sec.gov/Archives/edgar/data/21076/000002107625000039/fy25clxex1032thecloroxcomp.htm)[e](https://www.sec.gov/Archives/edgar/data/21076/000002107625000039/fy25clxex1032thecloroxcomp.htm)[nded and](https://www.sec.gov/Archives/edgar/data/21076/000002107625000039/fy25clxex1032thecloroxcomp.htm) [restated] [added: Disability Plan, as amended and restated] effective [removed: January](https://www.sec.gov/Archives/edgar/data/21076/000002107625000039/fy25clxex1032thecloroxcomp.htm) [1](https://www.sec.gov/Archives/edgar/data/21076/000002107625000039/fy25clxex1032thecloroxcomp.htm)[,] [added: January 1,] 2005](https://www.sec.gov/Archives/edgar/data/21076/000002107625000039/fy25clxex1032thecloroxcomp.htm) | | | | | | [added: 10-K] | | | | | | [added: 001-07151] | | | | | | [added: 10.32] | | | | | | [added: August 8, 2025] | | |

| [removed: 10.33] [added: 10.36] | | | | | | [Credit Agreement dated as of March 25, 2022, among The Clorox Company, the lenders listed therein, JPMorgan Chase Bank, N.A., Citibank, N.A., and Wells Fargo Bank, National Association, as Administrative Agents, and JPMorgan Chase Bank, N.A., as Servicing Agent.](https://www.sec.gov/Archives/edgar/data/0000021076/000120677422000893/clorox4039141-ex1011.htm) | | | | | | 8-K | | | | | | 001-07151 | | | | | | 10.1 | | | | | | March 28, 2022 | | |

| [removed: 10.34] [added: 10.37] | | | | | | [Credit Agreement, dated as of March 25, 2025, among The Clorox Company, the lenders listed therein, JPMorgan Chase Bank, N.A., Citibank, N.A., and Wells Fargo Bank, National Association, as Administrative Agents, and JPMorgan Chase Bank, N.A., as Servicing Agent.](https://www.sec.gov/Archives/edgar/data/21076/000120677425000171/clx4459511-ex101.htm) | | | | | | 8-K | | | | | | 001-07151 | | | | | | 10.1 | | | | | | March 28, 2025 | | |

| [removed: 10.35] [added: 10.40] | | | | | | [Amended and Restated Joint Venture Agreement dated as of January 31, 2003, between The Glad Products Company and certain affiliates and The Procter and Gamble Company and certain affiliates.](https://www.sec.gov/Archives/edgar/data/21076/000120677416007290/clorox3118957-ex1026.htm) | | | | | | 10-K/A | | | | | | 001-07151 | | | | | | 10.26 | | | | | | September 30, 2016 | | |

| [removed: 10.36] [added: 10.41] | | | | | | [Amendment No. 1 to the Amended and Restated Joint Venture Agreement, dated as of October 15, 2010, between The Glad Products Company and certain affiliates and The Procter & Gamble Company and certain affiliates.](https://www.sec.gov/Archives/edgar/data/21076/000002107618000004/clxq2fy18exhibit102.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.2 | | | | | | February 2, 2018 | | |

| 4.10 | | | | | | [Form of 4.700% Senior Note due 2031](https://www.sec.gov/Archives/edgar/data/21076/000119312526216807/clx-ex4_3.htm) | | | | | | 8-K | | | | | | 001-07151 | | | | | | 4.3 | | | | | | May 11, 2026 | | |

| 4.11 | | | | | | [Form of 4.950% Senior Note due 2033](https://www.sec.gov/Archives/edgar/data/21076/000119312526216807/clx-ex4_4.htm) | | | | | | 8-K | | | | | | 001-07151 | | | | | | 4.4 | | | | | | May 11, 2026 | | |

| 4.12 | | | | | | [Form of 5.250% Senior Note due 2036](https://www.sec.gov/Archives/edgar/data/21076/000119312526216807/clx-ex4_5.htm) | | | | | | 8-K | | | | | | 001-07151 | | | | | | 4.5 | | | | | | May 11, 2026 | | |

| 10.6* | | | | | | [Form of Performance Share Award Agreement under the Company’s 2005 Stock Incentive Plan for awards made in 2025.](https://www.sec.gov/Archives/edgar/data/21076/000002107625000053/clxq1fy26ex103clx2025psufo.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.3 | | | | | | November 3, 2025 | | |

| 10.14* | | | | | | [Form of Restricted Stock Unit Award Agreement under the Company’s 2005 Stock Incentive Plan (Annual Grant) for awards made in 2025.](https://www.sec.gov/Archives/edgar/data/21076/000002107625000053/clxq1fy26ex101clx2025rsufo.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.1 | | | | | | November 3, 2025 | | |

| 10.19* | | | | | | [Form of Restricted Stock Unit Award Agreement under the Company’s 2005 Stock Incentive Plan (Off-Cycle Grant) for awards made in 2025.](https://www.sec.gov/Archives/edgar/data/21076/000002107625000053/clxq1fy26ex102clx2025rsufo.htm) | | | | | | 10-Q | | | | | | 001-07151 | | | | | | 10.2 | | | | | | November 3, 2025 | | |

| 10.38 | | | | | | [364-Day Revolving Credit Agreement, dated as of March 6, 2026, among The Clorox Company, the lenders listed therein, JPMorgan Chase Bank, N.A., Citibank, N.A., and Wells Fargo Bank, National Association, as Administrative Agents, and JPMorgan Chase Bank, N.A., as Servicing Agent.](https://www.sec.gov/Archives/edgar/data/21076/000120677426000133/clx4605211-ex101.htm) | | | | | | 8-K | | | | | | 001-07151 | | | | | | 10.1 | | | | | | March 10, 2026 | | |

| 10.39 | | | | | | [Term Credit Agreement, dated as of March 6, 2026, among The Clorox Company, the lenders listed therein, JPMorgan Chase Bank, N.A., Citibank, N.A., and Wells Fargo Bank, National Association, as Administrative Agents, and JPMorgan Chase Bank, N.A., as Servicing Agent](https://www.sec.gov/Archives/edgar/data/21076/000120677426000133/clx4605211-ex102.htm)[.](https://www.sec.gov/Archives/edgar/data/21076/000120677426000133/clx4605211-ex102.htm) | | | | | | 8-K | | | | | | 001-07151 | | | | | | 10.2 | | | | | | March 10, 2026 | | |

| Date: August [removed: 8, 2025] [added: 7, 2026] | | | By: | | | /s/ Linda Rendle | | |

| /s/ G. Boswell | | | | | | Director | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ S. B. Bratspies | | | | | | Director | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ P. R. Breber | | | | | | Director | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ J. Denman | | | | | | Director | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ E. Lee | | | | | | Director | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ A. D. D. Mackay | | | | | | Director | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ S. Plaines | | | | | | Director | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ M. J. Shattock | | | | | | Director | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ R. J. Weiner | | | | | | Director | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ C. J. Williams | | | | | | Director | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ L. Rendle | | | | | | Chair and Chief Executive Officer (Principal Executive Officer) | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ L. Bellet | | | | | | Executive Vice President – Chief Financial Officer (Principal Financial Officer) | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ L. Peck | | | | | | Vice President – Chief Accounting Officer and Corporate Controller (Principal Accounting Officer) | | | | | | August [removed: 8, 2025] [added: 7, 2026] | | |

| /s/ S. C. Fleischer | | | | | | Director | | | | | | August 8, 2025 | | |

| S. C. Fleischer | | | | | | | | | | | | | | |