SlideShare a Scribd company logo
1 of 68
Download to read offline
2016 dbAccess Global
Consumer Conference
Benno Dorer
Chief Executive Officer
June 15th, 2016
Safe Harbor
Except for historical information, matters discussed in this presentation, including statements about the success of the Company’s
future volume, sales, costs, cost savings, earnings, foreign currencies, and foreign currency exchange rates, cash flows, plans,
objectives, expectations, growth or profitability, are forward-looking statements based on management’s estimates, assumptions
and projections. Important factors that could affect performance and cause results to differ materially from management’s
expectations are described in the Company’s most recent Form 10-K filed with the SEC, as updated from time to time in the
Company's SEC filings. Those factors include, but are not limited to, risks related to competition in the Company’s markets;
economic conditions and financial market volatility; the Company’s ability to drive sales growth and increase market share;
international operations, including price controls, foreign currency fluctuations, labor claims and labor unrest, potential harm and
liabilities from use, storage and transportation of chlorine in certain markets and discontinuation of operations in Venezuela;
volatility and increases in commodity, energy and other costs; supply disruptions; dependence on key customers; government
regulations; political, legal and tax risks; information technology security breaches or cyber attacks; risks relating to acquisitions,
new ventures and divestitures; the success of the Company’s business strategies and products; product liability claims, labor claims
and other legal proceedings; the Company’s business reputation; environmental matters; the Company’s ability to assert and
defend its intellectual property rights; and the impacts of potential stockholder activism.
The Company may also use non-GAAP financial measures, which could differ from reported results using Generally Accepted
Accounting Principles (GAAP). The most directly comparable GAAP financial measures and reconciliation to non-GAAP financial
measures are set forth in the Appendix hereto, the Supplemental Schedules of the Company’s quarterly financial results and in the
Company’s SEC filings, including its Form 10-K and its exhibits furnished to the SEC, which are posted at
www.TheCloroxCompany.com in the Investors/Financial Information/Financial Results and SEC Filings sections, respectively.
Key Messages
• Strategy 2020 is continuing to produce strong shareholder
returns
• Strong progress on Strategy Accelerators and investments in
profitable growth
• Long-term investment case remains solid
International: 19% Cleaning : 32%
Household : 32%Lifestyle: 17%
Cleaning 32%
Household 32%
Lifestyle 17%
International
19%
Advantaged Portfolio
Over 80% of Sales From #1 or #2 Share Brands
Latin America – 12%
Canada – 3%
Australia / NZ – 2%
Rest of World – 2%
9%
4%
4%
15%
11%
6%
2%
Home Care – 17%
Laundry – 10%
Professional – 5%
FY15 Company Sales: $5.7B
NOTE: Renew Life Acquisition is expected to add 1pt of growth in FY16 & 2pts of growth in FY17 on a pro forma basis. Remaining Clorox Business’ are
based on actual FY15 Results
Advantaged Portfolio
Big Share Brands in Mid-Sized Categories
Clorox
23%
Private
Label
19%
Competitor A
8%
Competitor B
5%
Competitor C
5%
Competitor D
4%
Competitor E
3%
Smaller
Players
33%
Clorox is
~3X
the size of next
branded competitor
Source: IRI Infoscan Data - Total U.S. Multi-Outlet (Food/Drug/Mass + Walmart + Sam's + BJ's + Family Dollar + Dollar General + Fred's + DeCA.) for 52
weeks ending 3/31/2016
Advantaged Portfolio
Supported by Consumer Megatrends
Affordability
Health & Wellness Sustainability
Fragmentation
MEGA
TRENDS
Advantaged Portfolio
Driving Significant Synergies
 Over 80% of sales from #1 or #2 share brands
 Lower SG&A as a % of Sales vs. Peers(1)
 Top tertile ROIC
 Strong cash flow
Customer
Scaled teams,
capabilities, and
broker network
Supply Chain
Scale across Buy,
Make, Ship
Brand Building
Common consumer
trends, insights, 3D
demand creation
Health & Wellness  Sustainability  Fragmentation  Affordability
(1) As of June 30th, 2015, Clorox’s S&A/Sales was ~14% vs. peer average of 20% . This number does not include R&D or marketing expenses and excludes peers that do
not disclose S&A separately from SG&A in their reported financial statements (Kimberly-Clark, Reckitt-Benckiser). Peer group consists of CHD, CL, PG, NWL, CPB, GIS,
HSY, K, KHC, DPS, KO, PEP, COTY, EL, KMB, RB-GB.
Strategic Continuity: 2020 Strategy
Mission
Strategy
Strategy
Objectives
• We make everyday life better, every day
• Maximize economic profit across categories, channels, and countries
• Big-share brands in midsized categories and countries
• Engage our people as business owners
• Increase brand investment behind superior value and more targeted
3D plans
• Keep the core healthy and grow into new categories, channels, and
existing countries
• Reduce waste in work, products, and supply chain to fund growth
Strong Long-Term Shareholder Return
869%
359%
831 %
0
100
200
300
400
500
600
700
800
900
1,000
Mar
96
Mar
98
Mar
00
Mar
02
Mar
04
Mar
06
Mar
08
Mar
10
Mar
12
Mar
14
Mar
16
CLX S&P 500 Peer Companies Average
Total Shareholder Return
20 Year Ending 3/31/2016TSR %
CLOROX
S&P 500
Peers
Peer includes 13 companies: CPB, KMB, K, RB-GB, KO, GIS, NWL, EL, PEP, CHD, CL, PG and HSY
Leading Through Strategic Change in CPG
Digital
Revolution
Consumer
Focus on Value
Challenging
Retail
Environment
International
Macro
Headwinds
Increasing Investments in Profitable Growth
Focus on Core:
Better Value
Increased
Demand
Investment
Investments in
Innovation
Strong Product & Commercial Innovation
Burt’s Natural Lipsticks
Fresh Step with
Febreze Hidden Valley with Greek Yogurt
Clorox Wipes with Micro-Scrubbers
Glad with
Clorox Antimicrobial
Clorox Bleach Crystals
Stephen Curry
Partnership
Brita Infinity
“Connected” Pitcher
Clorox Clothes
(International)
Strategy Accelerators → Drive Profitable Growth
Strong Progress Across Strategy Accelerators
New, Digital-Led
Creative Agency Partners
Cutting Speed to Market by 50%
Investing Behind Growth
Brands to Accelerate Top-line
Record-High
Employee Engagement
Focus on Portfolio Momentum
Portfolio Segmentation
Sales Growth Potential
High
Low High
Fuel Growth
1 point of Household Penetration = $50M+ Sales
$22M $20M $10M
Cleaning Household Lifestyle
Opportunity by Segment
New Usage Occasions → Household Penetration
New Faces
New Demographic or
Behavioral Group
New Spaces
Consumes Product in a
New Way
New Places
New Channel or
Location in Store
Burt’s Bees: Growth With New Faces, Spaces & Places
Drive
Trial & Awareness
on Core
Expand into
Adjacencies
International
Expansion
Increasing Household Penetration
Mar 2014 Mar 2015
% Household Penetration
vs YA
+8%
Increase vs
YA
Source: IRI Panel Data, Total U.S. All Outlets, NBD Weighted
“Balmlike texture plus long-
lasting pigment equals our
favorite lipstick ever.”
-Cosmopolitan Magazine
#5 Lipstick Brand1
+$25M - Year 1 Sales
Successful Expansion into Cosmetics
Source: IRI MULO Lip Cosmetics + Tinted Lip Balm 13 Weeks Ending 3/27/16
Renew Life Acquisition
• Closed May 2, 2016
• Purchase Price – $290M (2.5x Sales)
• Calendar 2015 Sales – About $115M
• #1 Brand in probiotics and herbal
cleansing products in Natural Channel
Source: SPINS with Vitamin Shoppe, IR MULO 52 weeks sending Nov 29, 2015, and Whole Foods 52 weeks ending Nov 1, 2015
Probiotics: An Attractive Category
Two-thirds of US consumers
experience digestive health issues
50% of purchases are based
on a Doctor recommendation
+15% expected category growth
Source: Mintel Group, Ltd. (2015), Estimates based on Mintel (2015), Nutrition Business Journal (2014), and Euromonitor (2015) total market estimates in food, drug, mass,
natural, eCommerce, specialty and other channels
Renew Life: Strong Strategic Fit
Health &
Wellness
US Centric Clear Plan for
Value Creation
Focus on 3D Technology Transformation
Leading the Industry in Digital Consumer Engagement
More
Targeted
More
Personal
More
Real-Time
Driving Consumer Engagement
Accelerating Investments in Digital Media
Clorox now
invests over 40%
of our media in
digital
22%
25%
34%
41%
FY13 FY14 FY15 FY16
Source: Clorox Internal
Digital Improves ROI
Enhanced
Targeting
More
Personalized
More
Real Time Across
Channels
We Leverage our Location for Innovative Partnerships
Strong Momentum in eCommerce
FY13 FY14 FY15 FY16
~2x Sales Growth
(FY16 vs FY13)
Source: Clorox Internal
#4
Brita Customer
+30%
FY16 Projected Growth vsYA
e-Commerce Enabled Innovation Driving Results
Source: Clorox Internal
Strong U.S. Category Growth & Share Momentum
Clorox Share & Category Performance
(Last 3 years)
Source: IRI Infoscan Data - Total U.S. Multi-Outlet (Food/Drug/Mass + Walmart + Sam's + BJ's + Family Dollar + Dollar General + Fred's + DeCA.), 52 Weeks Ending
.
-5%
-4%
-3%
-2%
-1%
0%
1%
2%
3%
4%
(0.5)
(0.4)
(0.3)
(0.2)
(0.1)
-
0.1
0.2
0.3
0.4
Mar 13 Jun 13 Sep 13 Dec 13 Mar 14 Jun 14 Sep 14 Dec 14 Mar 15 Jun 15 Sep 15 Dec 15 Mar 16
Category%Change
$ShareChg
Total Clorox Products $ Share chg Total Clorox Categories % chg
Strong Results Are Recognized by Shareholders
14% 11%
3%
3%
Clorox Peers SP500
Share Price Appreciation Dividend Paid
17%
2%
14%
Total Shareholder Return
1 Year Ending 3/31/16
Source: Factset
Strong Shareholder Return, The Right Way
With a Highly Engaged Workforce
86%
77%
85%
70%
80%
90%
2015
Clorox
CPG Norm Global High
Performing
Co.
Top 5%
CPG Norm: The Towers Watson global fast-moving consumer goods norm is based on responses from more than 126,346 employees from 61 global organizations.
Global High Performing Companies: The Towers Watson Global High Performance Norm is comprised of a weighted average of employee survey results. Companies qualify for
the norm by meeting two criteria: (a) superior financial performance, defined by a net profit margin and/or return on invested capital that exceeds industry averages; and (b) superior
human resource practices, defined by employee opinion scores near the top among the most financially successful companies surveyed by Towers Watson. This norm includes
responses from over 145,000 employees at 28 global organizations.
“I am empowered to make the decisions
needed to do my job well.”
“Clorox has established a
climate where one can
challenge our traditional
ways of doing things.”
“I understand how my work contributes
to Clorox's strategy.”
Key Messages
• Strategy 2020 is continuing to produce strong shareholder
returns
• Strong progress on Strategy Accelerators and investments in
profitable growth
• Long-term investment case remains solid
Steve Robb
Chief Financial Officer
Key Messages
• Strategy 2020 is continuing to produce strong shareholder
returns
• Strong progress on Strategy Accelerators and investments in
profitable growth
• Long-term investment case remains solid
FY16 YTD Performance (Q3)
Sales
EBIT Margin
Diluted EPS
(cont. ops)
YTD FY16 Vs. Year Ago
$4.2B +2%
(+5% FX Neutral)
19.1% +190 bps
$3.67 +17%
EBIT (a non-GAAP measure) represents earnings from continuing operations before income taxes (a GAAP measure), excluding interest income & interest expense.
EBIT margin is a measure of EBIT as a percentage of sales. See reconcilation on our website (http://investors.thecloroxcompany.com/results.cfm?q=3)
FY16 Outlook
Based on May 3rd Earnings Call
• Categories: about +2%
• Innovation: +3pts
• FX: about -3pts
• Trade: about -1pt
• Gross Margin: about +150bps
• Selling & Admin: about 14% of Sales
• Advertising & Sales Promotion: about 10% of Sales
• Raised from $4.75 to $4.90 to $4.85 to $4.95
• Includes -$0.03 to -$0.05 impact from Renew Life Acquisition
• Reflects impact from higher advertising in Q4
• Tax rate: 34% to 35%
Sales
+1% to +2%
EBIT Margin
about +50bps
Diluted EPS
$4.85 to $4.95
(+6% to +8%)
Healthy U.S. Domestic Growth
6%
2%
4% 4%
Q1 Q2 Q3 FYTD
Domestic Sales Growth
FYTD
International: 19% Cleaning : 32%
Household : 32%Lifestyle: 17%
Cleaning 32%
Household 32%
Lifestyle 17%
International
19%
Latin America – 12%
Canada – 3%
Australia / NZ – 2%
Rest of World – 2%
9%
4%
4%
15%
11%
6%
2%
Home Care – 17%
Laundry – 10%
Professional – 5%
FY15 Company Sales: $5.7B
NOTE: Renew Life Acquisition is expected to add 1pt of growth in FY16 & 2pts of growth in FY17 on a pro forma basis. Remaining Clorox Business’ are
based on actual FY15 Results
International is a Key Component of our Portfolio
Why We Like International
Leading
Brands
Midsized
Countries
Faster
Category
Growth Rates
Strong
Operational
Performance
Peru
Strong Growth in Local Currency, However FX Weighs
4%
7%
10%
7%
2%
-3%
-1%
-8%-10%
-5%
0%
5%
10%
FY 2013 FY 2014 FY 2015 FYTD 2016
Sales Growth
Currency Neutral As Reported
Exchange Rate
vs YAGO
Canada -10%
Argentina -40%
Australia -8%
Chile -11%
Colombia -24%
Mexico -17%
Source: Foreign Exchange Rates based on FY16Q3 Avg Rates vs FY15Q3 Avg Rates
International: “Go Lean” Approach
Pricing
Maximization
Focus on
Cost Savings
Right-Size
Infrastructure
Optimize
Demand
Creation
Pricing
Maximization
Focus on
Cost Savings
Right-Size
Infrastructure
Optimize
Demand
Creation
4 Pillars of Profitability
2020 Strategy
Strategy
• Engage our people as business owners
• Increase brand investment behind superior value and more
targeted 3D plans
• Keep the core healthy and grow into new categories,
channels, and existing countries
• Reduce waste in work, products, and supply chain
to fund growth
Cost Savings Continue to Deliver
0 bps
50 bps
100 bps
150 bps
200 bps
250 bps
300 bps
FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16+
EBIT Margin Benefit from Cost Savings
+150bps
Annual
Goal
Opportunities Exist Within SG&A
14.1%
5%
15%
25%
35%
45%
KHC CHD KMB GIS CLX PG K HSY RB-
GB
NWL CL COTY KO DPS PEP EL
%ofSales
Goal:
< 14% Sales
SG&A % of Sales as of Latest Fiscal Year End
CLX as of June 30th, 2015
Top-Tier ROIC
28%
0%
10%
20%
30%
40%
CL CLX EL RB-GB HSY DPS CPB PEP CHD KO NWL KMB GIS PG COTY K KHC
Peer Average: 15%
Return on invested capital (ROIC), a non-GAAP measure, is calculated as earnings from continuing operations before income taxes and interest expense,
computed on an after-tax basis as a percentage of average invested capital. Average invested capital represents a five quarter average of total assets less
non-interest bearing liabilities. ROIC is a measure of how effectively the company allocates capital. Information on the Peer ROIC is based on publicly
available Fiscal-end data (FactSet) as of 6/30/2015
Strong Free Cash Flow
$622
$780 $786
$858
$433
$590
$649
$733
FY12 FY13 FY14 FY15 Goal
$M
Operating Cash Flow Free Cash Flow
10% - 12%
of Sales
Free Cash Flow = Operating Cash Flow from Continuing Operations – Capital Expenditures
Use of Cash Priorities
Business Growth
(includes targeted M&A)
Support Dividend
Share RepurchasesDebt Leverage1
(Target: 2.0 – 2.5x)
Free
Cash
Flow
1. Debt Leverage = Gross Debt / EBITDA
M&A Criteria
• Target areas with tailwinds in categories, countries, and channels
 Categories: Health & Wellness, Food Enhancers, and Natural Personal Care
 Countries: US-Centric, with possible International expansion
 Channels: Current retail and professional markets
• Strong fit with Clorox strategy and capabilities
• #1 (or strong #2) position in a defensible niche of a growing, sustainable category
• Accretive margin to the company average
• Dry Powder available
 Transaction Size: Targeting companies/brands/technologies with $50M to $250M in sales (“bolt-on”)
 Gross Debt/EBITA is 1.8x (low end of targeted range of 2.0x to 2.5x)
Nearly $2B Returned to Shareholders
in the Last 4 Years
$433
$590
$649
$733
$454
$330
$532 $568
FY12 FY13 FY14 FY15
$M
FCF Cash Returned to Shareholders
FY15
Payout
Ratio = 64%
Healthy Dividend Growth…
Dividends Have Increased Each Year Since 1977
0%
1%
2%
3%
4%
PG KHC GIS KO PEP KMB K HSY CLX RB-GB CPB DPS CL NWL CHD EL
2.4% Peer Average: 2.4%
Dividend Yield as of Mar 31st, 2016
…and Long Track Record of Share Repurchases
$40
$60
$80
$100
Shares Outstanding 214M 133M
Repurchased Nearly 40% of Shares over last 10 Years
Long-Term Investment Case Remains Solid
• Investing behind leading brands to grow categories and share
− 3%+ annual growth from innovation
− Advertising projected at about 10% of Sales in FY16
• Margin improvement opportunities continue to exist
− Strong cost savings track record
− Driving SG&A to below 14% of sales
• Strong cash flow generation
− Goal to generate Free Cash Flow of 10-12% of sales
− Recently announced +4% dividend increase
Long-Term Growth Algorithm Remains Unchanged
~80% of Clorox Sales
+2-4% annual growth
1.5 - 3.0 pts
company growth
U.S. Domestic
~20% of Clorox Sales
+5-7% annual growth
1.0 - 1.5 pts
company growth
International
Annual EBIT Margin Improvement: +25 to +50 bps
Annual Free Cash Flow: 10% to 12% of Sales
= +3 to +5pts
company
growth
Strong Shareholder Return
869%
359%
831%
0
100
200
300
400
500
600
700
800
900
1,000
Mar
96
Mar
98
Mar
00
Mar
02
Mar
04
Mar
06
Mar
08
Mar
10
Mar
12
Mar
14
Mar
16
CLX S&P 500 Peer Companies Average
Total Shareholder Return
20 Year Ending 3/31/2016TSR %
CLOROX
S&P500
Peer
Peer includes 13 companies: CPB, KMB, K, RB-GB, KO, GIS, NWL, EL, PEP, CHD, CL, PG and HSY
Areas We Are Watching Carefully
• F/X is expected to improve slightly but still have a material impact of
about -2pts on Sales in FY17
• Starting in Q4 FY16, we expect gross margins to expand at a slower rate
due to less commodity benefit and continued trade investment
• Consistent with Strategy 2020, expect EBIT Margin to expand by +25bps
to +50bps in FY17
Key Messages
• Strategy 2020 is continuing to produce strong shareholder
returns
• Strong progress on Strategy Accelerators and investments in
profitable growth
• Long-term investment case remains solid
Appendix
#45 Newsweek
2016 Green Rankings
Strong Shareholder Return, The Right Way
$ in B FY11 FY12 FY13 FY14 FY15
EBITDA $1.1 $1.1 $1.2 $1.1 $1.2
Total Debt / EBITDA 2.2x 2.5x 2.1x 2.0x 1.8x
EBITDA Interest Coverage 9.3x 8.7x 9.5x 11.3x 11.9x
EBIT / Interest 7.9x 7.3x 8.0x 9.6x 10.2x
Free Cash Flow / Debt 18% 16% 25% 28% 33%
FCF after Dividends / Debt 6% 4% 10% 12% 15%
FCF as % of sales 9% 8% 10% 12% 13%
FCF after Dividends as % of Sales 3% 2% 4% 5% 6%
Long Term Credit Ratings
BBB+
/Baa1
BBB+
/Baa1
BBB+
/Baa1
BBB+/Baa1 BBB+/Baa1
CP Ratings A-2/P-2 A-2/P-2 A-2/P-2 A-2/P-2 A-2/P-2
Key Credit Metrics
Note: In Q1 FY11, the Company reclassified its Auto Care businesses to Discontinued Operations. In Q2 FY11, the Company took a noncash impairment charge related to its Burt’s Bees business. For purposes of EBIT
and EBITDA calculation exclude gain from sale of Auto business and asset impairment charge. The figures above do NOT reflect the reclassification of Clorox Venzuela to discontinued operations on Sept. 22, 2014.
Sales Growth Reconciliation
Third-Quarter & FYTD Sales Growth Reconciliation
Gross Margin Reconciliation
Reportable Segments (unaudited)
Dollars in Millions
(1) Percentages based on rounded numbers.
EBIT and EBITDA (unaudited)
Dollars in Millions
Footnotes in the next page
EBIT and EBITDA (unaudited)

More Related Content

What's hot

Clorox investor deck (fy18 q1)
Clorox investor deck (fy18 q1)Clorox investor deck (fy18 q1)
Clorox investor deck (fy18 q1)cloroxir2016
 
Clorox Investor Deck (FY18 Q2)
Clorox Investor Deck (FY18 Q2)Clorox Investor Deck (FY18 Q2)
Clorox Investor Deck (FY18 Q2)cloroxir2016
 
Celsius investor presentation
Celsius investor presentationCelsius investor presentation
Celsius investor presentationNeil Kimberley
 
Hershey Presentatio At CAGNY 2021
Hershey Presentatio At CAGNY 2021Hershey Presentatio At CAGNY 2021
Hershey Presentatio At CAGNY 2021Neil Kimberley
 
BMC State of the US Non Alcoholic Beverage Industry 2019
BMC State of the US Non Alcoholic Beverage Industry 2019BMC State of the US Non Alcoholic Beverage Industry 2019
BMC State of the US Non Alcoholic Beverage Industry 2019Neil Kimberley
 
Clorox investor presentation (fy18 q3)
Clorox investor presentation (fy18 q3)Clorox investor presentation (fy18 q3)
Clorox investor presentation (fy18 q3)cloroxir2016
 
Coca Cola Presentation at CAGNY 2021
Coca Cola Presentation at CAGNY 2021Coca Cola Presentation at CAGNY 2021
Coca Cola Presentation at CAGNY 2021Neil Kimberley
 
P&G Delivers Double-Digit Earnings Growth on Strong Top Line Results
P&G Delivers Double-Digit Earnings Growth on Strong Top Line ResultsP&G Delivers Double-Digit Earnings Growth on Strong Top Line Results
P&G Delivers Double-Digit Earnings Growth on Strong Top Line Resultsfinance3
 
GNC Presentation on Growth from 2011
GNC Presentation on Growth from 2011GNC Presentation on Growth from 2011
GNC Presentation on Growth from 2011Neil Kimberley
 
General mills CAGNY 2015
General mills CAGNY 2015General mills CAGNY 2015
General mills CAGNY 2015Neil Kimberley
 
Coca Cola Investor Day 2017 - Francisco Crespo - CGO
Coca Cola Investor Day 2017 - Francisco Crespo - CGOCoca Cola Investor Day 2017 - Francisco Crespo - CGO
Coca Cola Investor Day 2017 - Francisco Crespo - CGONeil Kimberley
 
Coca Cola Investor Day 2017 - James Qunicey - CEO
Coca Cola Investor Day 2017 - James Qunicey - CEOCoca Cola Investor Day 2017 - James Qunicey - CEO
Coca Cola Investor Day 2017 - James Qunicey - CEONeil Kimberley
 
Abbott Labs 2012 Presentation
Abbott Labs 2012 PresentationAbbott Labs 2012 Presentation
Abbott Labs 2012 PresentationNeil Kimberley
 
Flow water July 2021 Investor deck
Flow water July 2021 Investor deckFlow water July 2021 Investor deck
Flow water July 2021 Investor deckNeil Kimberley
 
P&G Delivers 15% EPS Growth - Raises Fiscal Year Guidance
P&G Delivers 15% EPS Growth - Raises Fiscal Year GuidanceP&G Delivers 15% EPS Growth - Raises Fiscal Year Guidance
P&G Delivers 15% EPS Growth - Raises Fiscal Year Guidancefinance3
 
WDFC Equity Report SDSU
WDFC Equity Report SDSUWDFC Equity Report SDSU
WDFC Equity Report SDSUHongliao Xiong
 
2020 - 13th Annual William Blair Investment Banking Case Competition Presenta...
2020 - 13th Annual William Blair Investment Banking Case Competition Presenta...2020 - 13th Annual William Blair Investment Banking Case Competition Presenta...
2020 - 13th Annual William Blair Investment Banking Case Competition Presenta...Demetre Carnot
 
Procter & Gamble Earnings Per Share Increase 16 Percent For Quarter
Procter & Gamble Earnings Per Share Increase 16 Percent For QuarterProcter & Gamble Earnings Per Share Increase 16 Percent For Quarter
Procter & Gamble Earnings Per Share Increase 16 Percent For Quarterfinance3
 

What's hot (20)

Clorox investor deck (fy18 q1)
Clorox investor deck (fy18 q1)Clorox investor deck (fy18 q1)
Clorox investor deck (fy18 q1)
 
Clorox Investor Deck (FY18 Q2)
Clorox Investor Deck (FY18 Q2)Clorox Investor Deck (FY18 Q2)
Clorox Investor Deck (FY18 Q2)
 
Celsius investor presentation
Celsius investor presentationCelsius investor presentation
Celsius investor presentation
 
Hershey Presentatio At CAGNY 2021
Hershey Presentatio At CAGNY 2021Hershey Presentatio At CAGNY 2021
Hershey Presentatio At CAGNY 2021
 
BMC State of the US Non Alcoholic Beverage Industry 2019
BMC State of the US Non Alcoholic Beverage Industry 2019BMC State of the US Non Alcoholic Beverage Industry 2019
BMC State of the US Non Alcoholic Beverage Industry 2019
 
Clorox investor presentation (fy18 q3)
Clorox investor presentation (fy18 q3)Clorox investor presentation (fy18 q3)
Clorox investor presentation (fy18 q3)
 
Coca Cola Presentation at CAGNY 2021
Coca Cola Presentation at CAGNY 2021Coca Cola Presentation at CAGNY 2021
Coca Cola Presentation at CAGNY 2021
 
P&G Delivers Double-Digit Earnings Growth on Strong Top Line Results
P&G Delivers Double-Digit Earnings Growth on Strong Top Line ResultsP&G Delivers Double-Digit Earnings Growth on Strong Top Line Results
P&G Delivers Double-Digit Earnings Growth on Strong Top Line Results
 
GNC Presentation on Growth from 2011
GNC Presentation on Growth from 2011GNC Presentation on Growth from 2011
GNC Presentation on Growth from 2011
 
General mills CAGNY 2015
General mills CAGNY 2015General mills CAGNY 2015
General mills CAGNY 2015
 
Coca Cola Investor Day 2017 - Francisco Crespo - CGO
Coca Cola Investor Day 2017 - Francisco Crespo - CGOCoca Cola Investor Day 2017 - Francisco Crespo - CGO
Coca Cola Investor Day 2017 - Francisco Crespo - CGO
 
Coca Cola Investor Day 2017 - James Qunicey - CEO
Coca Cola Investor Day 2017 - James Qunicey - CEOCoca Cola Investor Day 2017 - James Qunicey - CEO
Coca Cola Investor Day 2017 - James Qunicey - CEO
 
Abbott Labs 2012 Presentation
Abbott Labs 2012 PresentationAbbott Labs 2012 Presentation
Abbott Labs 2012 Presentation
 
Hershey CAGNY 2015
Hershey CAGNY 2015Hershey CAGNY 2015
Hershey CAGNY 2015
 
Flow water July 2021 Investor deck
Flow water July 2021 Investor deckFlow water July 2021 Investor deck
Flow water July 2021 Investor deck
 
P&G Delivers 15% EPS Growth - Raises Fiscal Year Guidance
P&G Delivers 15% EPS Growth - Raises Fiscal Year GuidanceP&G Delivers 15% EPS Growth - Raises Fiscal Year Guidance
P&G Delivers 15% EPS Growth - Raises Fiscal Year Guidance
 
WDFC Equity Report SDSU
WDFC Equity Report SDSUWDFC Equity Report SDSU
WDFC Equity Report SDSU
 
2020 - 13th Annual William Blair Investment Banking Case Competition Presenta...
2020 - 13th Annual William Blair Investment Banking Case Competition Presenta...2020 - 13th Annual William Blair Investment Banking Case Competition Presenta...
2020 - 13th Annual William Blair Investment Banking Case Competition Presenta...
 
WDFC Equity Report 2016
WDFC Equity Report 2016WDFC Equity Report 2016
WDFC Equity Report 2016
 
Procter & Gamble Earnings Per Share Increase 16 Percent For Quarter
Procter & Gamble Earnings Per Share Increase 16 Percent For QuarterProcter & Gamble Earnings Per Share Increase 16 Percent For Quarter
Procter & Gamble Earnings Per Share Increase 16 Percent For Quarter
 

Viewers also liked

BMC Complementary and Alternative Medicine
BMC Complementary and Alternative MedicineBMC Complementary and Alternative Medicine
BMC Complementary and Alternative MedicineDr. S.Abdul Nabi
 
1. Anna Sienicka - Personal Democracy Forum: Why We Do It #pdfua
1. Anna Sienicka - Personal Democracy Forum: Why We Do It #pdfua1. Anna Sienicka - Personal Democracy Forum: Why We Do It #pdfua
1. Anna Sienicka - Personal Democracy Forum: Why We Do It #pdfuaTechSoup Europe
 
14. Oleh Levchenko - Participation: Start Small #pdfua
14. Oleh Levchenko - Participation: Start Small #pdfua14. Oleh Levchenko - Participation: Start Small #pdfua
14. Oleh Levchenko - Participation: Start Small #pdfuaTechSoup Europe
 
Actividad financiera
Actividad financieraActividad financiera
Actividad financieraMarisa Toledo
 
Capacitación en-las-empresas
Capacitación en-las-empresasCapacitación en-las-empresas
Capacitación en-las-empresasMarisa Toledo
 
TechSoup Europe_anna_sienicka_vesna_bajsanski_agic
TechSoup Europe_anna_sienicka_vesna_bajsanski_agicTechSoup Europe_anna_sienicka_vesna_bajsanski_agic
TechSoup Europe_anna_sienicka_vesna_bajsanski_agicTechSoup Europe
 
5. Iurii Nazarov - Kyiv As A Smart And Open City #pdfua
5. Iurii Nazarov - Kyiv As A Smart And Open City #pdfua5. Iurii Nazarov - Kyiv As A Smart And Open City #pdfua
5. Iurii Nazarov - Kyiv As A Smart And Open City #pdfuaTechSoup Europe
 
Control administrativo
Control administrativoControl administrativo
Control administrativoMarisa Toledo
 
เทคโนโลยีคอมพิวเตอร์
เทคโนโลยีคอมพิวเตอร์เทคโนโลยีคอมพิวเตอร์
เทคโนโลยีคอมพิวเตอร์Rijin7
 
Применение онлайн-касс в соответствии с 54-ФЗ
Применение онлайн-касс в соответствии с 54-ФЗПрименение онлайн-касс в соответствии с 54-ФЗ
Применение онлайн-касс в соответствии с 54-ФЗАлександр Дармин
 

Viewers also liked (18)

BMC Complementary and Alternative Medicine
BMC Complementary and Alternative MedicineBMC Complementary and Alternative Medicine
BMC Complementary and Alternative Medicine
 
1. Anna Sienicka - Personal Democracy Forum: Why We Do It #pdfua
1. Anna Sienicka - Personal Democracy Forum: Why We Do It #pdfua1. Anna Sienicka - Personal Democracy Forum: Why We Do It #pdfua
1. Anna Sienicka - Personal Democracy Forum: Why We Do It #pdfua
 
14. Oleh Levchenko - Participation: Start Small #pdfua
14. Oleh Levchenko - Participation: Start Small #pdfua14. Oleh Levchenko - Participation: Start Small #pdfua
14. Oleh Levchenko - Participation: Start Small #pdfua
 
Actividad financiera
Actividad financieraActividad financiera
Actividad financiera
 
Capacitación en-las-empresas
Capacitación en-las-empresasCapacitación en-las-empresas
Capacitación en-las-empresas
 
Licencias creative commons
Licencias creative commonsLicencias creative commons
Licencias creative commons
 
Document1
Document1Document1
Document1
 
Blog educação
Blog educaçãoBlog educação
Blog educação
 
TechSoup Europe_anna_sienicka_vesna_bajsanski_agic
TechSoup Europe_anna_sienicka_vesna_bajsanski_agicTechSoup Europe_anna_sienicka_vesna_bajsanski_agic
TechSoup Europe_anna_sienicka_vesna_bajsanski_agic
 
Blogs como herramienta de explicitación de conocimiento
Blogs como herramienta de explicitación de conocimientoBlogs como herramienta de explicitación de conocimiento
Blogs como herramienta de explicitación de conocimiento
 
Unidad 5
Unidad 5Unidad 5
Unidad 5
 
CSR for What?
CSR for What?CSR for What?
CSR for What?
 
5. Iurii Nazarov - Kyiv As A Smart And Open City #pdfua
5. Iurii Nazarov - Kyiv As A Smart And Open City #pdfua5. Iurii Nazarov - Kyiv As A Smart And Open City #pdfua
5. Iurii Nazarov - Kyiv As A Smart And Open City #pdfua
 
Control administrativo
Control administrativoControl administrativo
Control administrativo
 
Recursos humanos
Recursos humanosRecursos humanos
Recursos humanos
 
De juan's resume 6 2016
De juan's resume 6 2016De juan's resume 6 2016
De juan's resume 6 2016
 
เทคโนโลยีคอมพิวเตอร์
เทคโนโลยีคอมพิวเตอร์เทคโนโลยีคอมพิวเตอร์
เทคโนโลยีคอมพิวเตอร์
 
Применение онлайн-касс в соответствии с 54-ФЗ
Применение онлайн-касс в соответствии с 54-ФЗПрименение онлайн-касс в соответствии с 54-ФЗ
Применение онлайн-касс в соответствии с 54-ФЗ
 

Similar to Deutsche bank 2016_final_website

Mondelez Presentation at CAGNY 2019
Mondelez Presentation at CAGNY 2019Mondelez Presentation at CAGNY 2019
Mondelez Presentation at CAGNY 2019Neil Kimberley
 
CRTO 101_Mar 2021 (1).pdf
CRTO 101_Mar 2021 (1).pdfCRTO 101_Mar 2021 (1).pdf
CRTO 101_Mar 2021 (1).pdfNaveen Kumar C
 
General Mills Presentation at CAGNY 2024
General Mills Presentation at CAGNY 2024General Mills Presentation at CAGNY 2024
General Mills Presentation at CAGNY 2024Neil Kimberley
 
KeyBanc Industrial, Automotive and Transportation Conference Presentation
KeyBanc Industrial, Automotive and Transportation Conference Presentation KeyBanc Industrial, Automotive and Transportation Conference Presentation
KeyBanc Industrial, Automotive and Transportation Conference Presentation Hillenbrand_IR
 
Why invest-page-update-071017
Why invest-page-update-071017Why invest-page-update-071017
Why invest-page-update-071017molsoncoorsir
 
Clorox investor presentation (fy18 q4) final
Clorox investor presentation (fy18 q4) finalClorox investor presentation (fy18 q4) final
Clorox investor presentation (fy18 q4) finalcloroxir2016
 
Clorox investor-presentation-(fy19 q1)
Clorox investor-presentation-(fy19 q1)Clorox investor-presentation-(fy19 q1)
Clorox investor-presentation-(fy19 q1)cloroxir2016
 
Internet Retailer Conference + Exhibition (IRCE) 2013 - Coastal.com
Internet Retailer Conference + Exhibition (IRCE) 2013 - Coastal.comInternet Retailer Conference + Exhibition (IRCE) 2013 - Coastal.com
Internet Retailer Conference + Exhibition (IRCE) 2013 - Coastal.comAaron Magness
 
May 2018 investor presentation
May 2018 investor presentationMay 2018 investor presentation
May 2018 investor presentationingersollrand2016
 
Demand media ir deck 08.08.16 website version
Demand media ir deck 08.08.16 website versionDemand media ir deck 08.08.16 website version
Demand media ir deck 08.08.16 website versionLeaf Group
 
April/May 2018 Investor Presentation
April/May 2018 Investor PresentationApril/May 2018 Investor Presentation
April/May 2018 Investor Presentationingersollrand2016
 
Mcbc presentation 6.7.17 final
Mcbc presentation 6.7.17 finalMcbc presentation 6.7.17 final
Mcbc presentation 6.7.17 finalmolsoncoorsir
 
2022_annual_report.pdf
2022_annual_report.pdf2022_annual_report.pdf
2022_annual_report.pdfAhmedAliKamal
 
2018 UBS Global Industrials and Transportation Conference Presentation
2018 UBS Global Industrials and Transportation Conference Presentation2018 UBS Global Industrials and Transportation Conference Presentation
2018 UBS Global Industrials and Transportation Conference Presentationingersollrand2016
 
Demand media ir deck 08.05.16
Demand media ir deck 08.05.16Demand media ir deck 08.05.16
Demand media ir deck 08.05.16Leaf Group
 
Global Capital Confidence Barometer 21st edition
Global Capital Confidence Barometer 21st editionGlobal Capital Confidence Barometer 21st edition
Global Capital Confidence Barometer 21st editionEY
 
2017 barclay final web
2017 barclay final web2017 barclay final web
2017 barclay final webpinnaclefood
 
Fy16 annual shareholder meeting final for print
Fy16 annual shareholder meeting final for printFy16 annual shareholder meeting final for print
Fy16 annual shareholder meeting final for printinvestorsintuitinc
 

Similar to Deutsche bank 2016_final_website (20)

Investor Overview
Investor OverviewInvestor Overview
Investor Overview
 
Mondelez Presentation at CAGNY 2019
Mondelez Presentation at CAGNY 2019Mondelez Presentation at CAGNY 2019
Mondelez Presentation at CAGNY 2019
 
CRTO 101_Mar 2021 (1).pdf
CRTO 101_Mar 2021 (1).pdfCRTO 101_Mar 2021 (1).pdf
CRTO 101_Mar 2021 (1).pdf
 
General Mills Presentation at CAGNY 2024
General Mills Presentation at CAGNY 2024General Mills Presentation at CAGNY 2024
General Mills Presentation at CAGNY 2024
 
KeyBanc Industrial, Automotive and Transportation Conference Presentation
KeyBanc Industrial, Automotive and Transportation Conference Presentation KeyBanc Industrial, Automotive and Transportation Conference Presentation
KeyBanc Industrial, Automotive and Transportation Conference Presentation
 
Why invest-page-update-071017
Why invest-page-update-071017Why invest-page-update-071017
Why invest-page-update-071017
 
Clorox investor presentation (fy18 q4) final
Clorox investor presentation (fy18 q4) finalClorox investor presentation (fy18 q4) final
Clorox investor presentation (fy18 q4) final
 
Clorox investor-presentation-(fy19 q1)
Clorox investor-presentation-(fy19 q1)Clorox investor-presentation-(fy19 q1)
Clorox investor-presentation-(fy19 q1)
 
Internet Retailer Conference + Exhibition (IRCE) 2013 - Coastal.com
Internet Retailer Conference + Exhibition (IRCE) 2013 - Coastal.comInternet Retailer Conference + Exhibition (IRCE) 2013 - Coastal.com
Internet Retailer Conference + Exhibition (IRCE) 2013 - Coastal.com
 
May 2018 investor presentation
May 2018 investor presentationMay 2018 investor presentation
May 2018 investor presentation
 
Demand media ir deck 08.08.16 website version
Demand media ir deck 08.08.16 website versionDemand media ir deck 08.08.16 website version
Demand media ir deck 08.08.16 website version
 
April/May 2018 Investor Presentation
April/May 2018 Investor PresentationApril/May 2018 Investor Presentation
April/May 2018 Investor Presentation
 
Mcbc presentation 6.7.17 final
Mcbc presentation 6.7.17 finalMcbc presentation 6.7.17 final
Mcbc presentation 6.7.17 final
 
2022_annual_report.pdf
2022_annual_report.pdf2022_annual_report.pdf
2022_annual_report.pdf
 
2018 UBS Global Industrials and Transportation Conference Presentation
2018 UBS Global Industrials and Transportation Conference Presentation2018 UBS Global Industrials and Transportation Conference Presentation
2018 UBS Global Industrials and Transportation Conference Presentation
 
Epg may 2018 final
Epg may 2018 finalEpg may 2018 final
Epg may 2018 final
 
Demand media ir deck 08.05.16
Demand media ir deck 08.05.16Demand media ir deck 08.05.16
Demand media ir deck 08.05.16
 
Global Capital Confidence Barometer 21st edition
Global Capital Confidence Barometer 21st editionGlobal Capital Confidence Barometer 21st edition
Global Capital Confidence Barometer 21st edition
 
2017 barclay final web
2017 barclay final web2017 barclay final web
2017 barclay final web
 
Fy16 annual shareholder meeting final for print
Fy16 annual shareholder meeting final for printFy16 annual shareholder meeting final for print
Fy16 annual shareholder meeting final for print
 

Recently uploaded

Nicola Mining Inc. Corporate Presentation March 2024
Nicola Mining Inc. Corporate Presentation March 2024Nicola Mining Inc. Corporate Presentation March 2024
Nicola Mining Inc. Corporate Presentation March 2024nicola_mining
 
Terna Capital Markets Day 2024 Presentation
Terna Capital Markets Day 2024 PresentationTerna Capital Markets Day 2024 Presentation
Terna Capital Markets Day 2024 PresentationTerna SpA
 
Deutsche EuroShop | Company Presentation | 03/24
Deutsche EuroShop | Company Presentation | 03/24Deutsche EuroShop | Company Presentation | 03/24
Deutsche EuroShop | Company Presentation | 03/24Deutsche EuroShop AG
 
Osisko Gold Royalties Ltd - Corporate Presentation, March 2024
Osisko Gold Royalties Ltd - Corporate Presentation, March 2024Osisko Gold Royalties Ltd - Corporate Presentation, March 2024
Osisko Gold Royalties Ltd - Corporate Presentation, March 2024Osisko Gold Royalties Ltd
 
WWW.SOFTSOP.COM PITCH DECK PRESENTATION.PDF
WWW.SOFTSOP.COM PITCH DECK PRESENTATION.PDFWWW.SOFTSOP.COM PITCH DECK PRESENTATION.PDF
WWW.SOFTSOP.COM PITCH DECK PRESENTATION.PDFMichael Claudio
 
Advancing Discovery New Craigmont Project’s High-grade Copper Potential
Advancing Discovery New Craigmont Project’s High-grade Copper PotentialAdvancing Discovery New Craigmont Project’s High-grade Copper Potential
Advancing Discovery New Craigmont Project’s High-grade Copper Potentialnicola_mining
 
Deutsche EuroShop | Preliminary Results FY 2023
Deutsche EuroShop | Preliminary Results FY 2023Deutsche EuroShop | Preliminary Results FY 2023
Deutsche EuroShop | Preliminary Results FY 2023Deutsche EuroShop AG
 

Recently uploaded (7)

Nicola Mining Inc. Corporate Presentation March 2024
Nicola Mining Inc. Corporate Presentation March 2024Nicola Mining Inc. Corporate Presentation March 2024
Nicola Mining Inc. Corporate Presentation March 2024
 
Terna Capital Markets Day 2024 Presentation
Terna Capital Markets Day 2024 PresentationTerna Capital Markets Day 2024 Presentation
Terna Capital Markets Day 2024 Presentation
 
Deutsche EuroShop | Company Presentation | 03/24
Deutsche EuroShop | Company Presentation | 03/24Deutsche EuroShop | Company Presentation | 03/24
Deutsche EuroShop | Company Presentation | 03/24
 
Osisko Gold Royalties Ltd - Corporate Presentation, March 2024
Osisko Gold Royalties Ltd - Corporate Presentation, March 2024Osisko Gold Royalties Ltd - Corporate Presentation, March 2024
Osisko Gold Royalties Ltd - Corporate Presentation, March 2024
 
WWW.SOFTSOP.COM PITCH DECK PRESENTATION.PDF
WWW.SOFTSOP.COM PITCH DECK PRESENTATION.PDFWWW.SOFTSOP.COM PITCH DECK PRESENTATION.PDF
WWW.SOFTSOP.COM PITCH DECK PRESENTATION.PDF
 
Advancing Discovery New Craigmont Project’s High-grade Copper Potential
Advancing Discovery New Craigmont Project’s High-grade Copper PotentialAdvancing Discovery New Craigmont Project’s High-grade Copper Potential
Advancing Discovery New Craigmont Project’s High-grade Copper Potential
 
Deutsche EuroShop | Preliminary Results FY 2023
Deutsche EuroShop | Preliminary Results FY 2023Deutsche EuroShop | Preliminary Results FY 2023
Deutsche EuroShop | Preliminary Results FY 2023
 

Deutsche bank 2016_final_website

  • 1. 2016 dbAccess Global Consumer Conference Benno Dorer Chief Executive Officer June 15th, 2016
  • 2. Safe Harbor Except for historical information, matters discussed in this presentation, including statements about the success of the Company’s future volume, sales, costs, cost savings, earnings, foreign currencies, and foreign currency exchange rates, cash flows, plans, objectives, expectations, growth or profitability, are forward-looking statements based on management’s estimates, assumptions and projections. Important factors that could affect performance and cause results to differ materially from management’s expectations are described in the Company’s most recent Form 10-K filed with the SEC, as updated from time to time in the Company's SEC filings. Those factors include, but are not limited to, risks related to competition in the Company’s markets; economic conditions and financial market volatility; the Company’s ability to drive sales growth and increase market share; international operations, including price controls, foreign currency fluctuations, labor claims and labor unrest, potential harm and liabilities from use, storage and transportation of chlorine in certain markets and discontinuation of operations in Venezuela; volatility and increases in commodity, energy and other costs; supply disruptions; dependence on key customers; government regulations; political, legal and tax risks; information technology security breaches or cyber attacks; risks relating to acquisitions, new ventures and divestitures; the success of the Company’s business strategies and products; product liability claims, labor claims and other legal proceedings; the Company’s business reputation; environmental matters; the Company’s ability to assert and defend its intellectual property rights; and the impacts of potential stockholder activism. The Company may also use non-GAAP financial measures, which could differ from reported results using Generally Accepted Accounting Principles (GAAP). The most directly comparable GAAP financial measures and reconciliation to non-GAAP financial measures are set forth in the Appendix hereto, the Supplemental Schedules of the Company’s quarterly financial results and in the Company’s SEC filings, including its Form 10-K and its exhibits furnished to the SEC, which are posted at www.TheCloroxCompany.com in the Investors/Financial Information/Financial Results and SEC Filings sections, respectively.
  • 3. Key Messages • Strategy 2020 is continuing to produce strong shareholder returns • Strong progress on Strategy Accelerators and investments in profitable growth • Long-term investment case remains solid
  • 4. International: 19% Cleaning : 32% Household : 32%Lifestyle: 17% Cleaning 32% Household 32% Lifestyle 17% International 19% Advantaged Portfolio Over 80% of Sales From #1 or #2 Share Brands Latin America – 12% Canada – 3% Australia / NZ – 2% Rest of World – 2% 9% 4% 4% 15% 11% 6% 2% Home Care – 17% Laundry – 10% Professional – 5% FY15 Company Sales: $5.7B NOTE: Renew Life Acquisition is expected to add 1pt of growth in FY16 & 2pts of growth in FY17 on a pro forma basis. Remaining Clorox Business’ are based on actual FY15 Results
  • 5. Advantaged Portfolio Big Share Brands in Mid-Sized Categories Clorox 23% Private Label 19% Competitor A 8% Competitor B 5% Competitor C 5% Competitor D 4% Competitor E 3% Smaller Players 33% Clorox is ~3X the size of next branded competitor Source: IRI Infoscan Data - Total U.S. Multi-Outlet (Food/Drug/Mass + Walmart + Sam's + BJ's + Family Dollar + Dollar General + Fred's + DeCA.) for 52 weeks ending 3/31/2016
  • 6. Advantaged Portfolio Supported by Consumer Megatrends Affordability Health & Wellness Sustainability Fragmentation MEGA TRENDS
  • 7. Advantaged Portfolio Driving Significant Synergies  Over 80% of sales from #1 or #2 share brands  Lower SG&A as a % of Sales vs. Peers(1)  Top tertile ROIC  Strong cash flow Customer Scaled teams, capabilities, and broker network Supply Chain Scale across Buy, Make, Ship Brand Building Common consumer trends, insights, 3D demand creation Health & Wellness  Sustainability  Fragmentation  Affordability (1) As of June 30th, 2015, Clorox’s S&A/Sales was ~14% vs. peer average of 20% . This number does not include R&D or marketing expenses and excludes peers that do not disclose S&A separately from SG&A in their reported financial statements (Kimberly-Clark, Reckitt-Benckiser). Peer group consists of CHD, CL, PG, NWL, CPB, GIS, HSY, K, KHC, DPS, KO, PEP, COTY, EL, KMB, RB-GB.
  • 8. Strategic Continuity: 2020 Strategy Mission Strategy Strategy Objectives • We make everyday life better, every day • Maximize economic profit across categories, channels, and countries • Big-share brands in midsized categories and countries • Engage our people as business owners • Increase brand investment behind superior value and more targeted 3D plans • Keep the core healthy and grow into new categories, channels, and existing countries • Reduce waste in work, products, and supply chain to fund growth
  • 9. Strong Long-Term Shareholder Return 869% 359% 831 % 0 100 200 300 400 500 600 700 800 900 1,000 Mar 96 Mar 98 Mar 00 Mar 02 Mar 04 Mar 06 Mar 08 Mar 10 Mar 12 Mar 14 Mar 16 CLX S&P 500 Peer Companies Average Total Shareholder Return 20 Year Ending 3/31/2016TSR % CLOROX S&P 500 Peers Peer includes 13 companies: CPB, KMB, K, RB-GB, KO, GIS, NWL, EL, PEP, CHD, CL, PG and HSY
  • 10. Leading Through Strategic Change in CPG Digital Revolution Consumer Focus on Value Challenging Retail Environment International Macro Headwinds
  • 11. Increasing Investments in Profitable Growth Focus on Core: Better Value Increased Demand Investment Investments in Innovation
  • 12. Strong Product & Commercial Innovation Burt’s Natural Lipsticks Fresh Step with Febreze Hidden Valley with Greek Yogurt Clorox Wipes with Micro-Scrubbers Glad with Clorox Antimicrobial Clorox Bleach Crystals Stephen Curry Partnership Brita Infinity “Connected” Pitcher Clorox Clothes (International)
  • 13. Strategy Accelerators → Drive Profitable Growth
  • 14. Strong Progress Across Strategy Accelerators New, Digital-Led Creative Agency Partners Cutting Speed to Market by 50% Investing Behind Growth Brands to Accelerate Top-line Record-High Employee Engagement
  • 15. Focus on Portfolio Momentum
  • 16. Portfolio Segmentation Sales Growth Potential High Low High Fuel Growth
  • 17. 1 point of Household Penetration = $50M+ Sales $22M $20M $10M Cleaning Household Lifestyle Opportunity by Segment
  • 18. New Usage Occasions → Household Penetration New Faces New Demographic or Behavioral Group New Spaces Consumes Product in a New Way New Places New Channel or Location in Store
  • 19. Burt’s Bees: Growth With New Faces, Spaces & Places Drive Trial & Awareness on Core Expand into Adjacencies International Expansion
  • 20. Increasing Household Penetration Mar 2014 Mar 2015 % Household Penetration vs YA +8% Increase vs YA Source: IRI Panel Data, Total U.S. All Outlets, NBD Weighted
  • 21. “Balmlike texture plus long- lasting pigment equals our favorite lipstick ever.” -Cosmopolitan Magazine #5 Lipstick Brand1 +$25M - Year 1 Sales Successful Expansion into Cosmetics Source: IRI MULO Lip Cosmetics + Tinted Lip Balm 13 Weeks Ending 3/27/16
  • 22. Renew Life Acquisition • Closed May 2, 2016 • Purchase Price – $290M (2.5x Sales) • Calendar 2015 Sales – About $115M • #1 Brand in probiotics and herbal cleansing products in Natural Channel Source: SPINS with Vitamin Shoppe, IR MULO 52 weeks sending Nov 29, 2015, and Whole Foods 52 weeks ending Nov 1, 2015
  • 23. Probiotics: An Attractive Category Two-thirds of US consumers experience digestive health issues 50% of purchases are based on a Doctor recommendation +15% expected category growth Source: Mintel Group, Ltd. (2015), Estimates based on Mintel (2015), Nutrition Business Journal (2014), and Euromonitor (2015) total market estimates in food, drug, mass, natural, eCommerce, specialty and other channels
  • 24. Renew Life: Strong Strategic Fit Health & Wellness US Centric Clear Plan for Value Creation
  • 25. Focus on 3D Technology Transformation
  • 26. Leading the Industry in Digital Consumer Engagement More Targeted More Personal More Real-Time Driving Consumer Engagement
  • 27. Accelerating Investments in Digital Media Clorox now invests over 40% of our media in digital 22% 25% 34% 41% FY13 FY14 FY15 FY16 Source: Clorox Internal
  • 29. We Leverage our Location for Innovative Partnerships
  • 30. Strong Momentum in eCommerce FY13 FY14 FY15 FY16 ~2x Sales Growth (FY16 vs FY13) Source: Clorox Internal
  • 31. #4 Brita Customer +30% FY16 Projected Growth vsYA e-Commerce Enabled Innovation Driving Results Source: Clorox Internal
  • 32. Strong U.S. Category Growth & Share Momentum Clorox Share & Category Performance (Last 3 years) Source: IRI Infoscan Data - Total U.S. Multi-Outlet (Food/Drug/Mass + Walmart + Sam's + BJ's + Family Dollar + Dollar General + Fred's + DeCA.), 52 Weeks Ending . -5% -4% -3% -2% -1% 0% 1% 2% 3% 4% (0.5) (0.4) (0.3) (0.2) (0.1) - 0.1 0.2 0.3 0.4 Mar 13 Jun 13 Sep 13 Dec 13 Mar 14 Jun 14 Sep 14 Dec 14 Mar 15 Jun 15 Sep 15 Dec 15 Mar 16 Category%Change $ShareChg Total Clorox Products $ Share chg Total Clorox Categories % chg
  • 33. Strong Results Are Recognized by Shareholders 14% 11% 3% 3% Clorox Peers SP500 Share Price Appreciation Dividend Paid 17% 2% 14% Total Shareholder Return 1 Year Ending 3/31/16 Source: Factset
  • 34. Strong Shareholder Return, The Right Way
  • 35. With a Highly Engaged Workforce 86% 77% 85% 70% 80% 90% 2015 Clorox CPG Norm Global High Performing Co. Top 5% CPG Norm: The Towers Watson global fast-moving consumer goods norm is based on responses from more than 126,346 employees from 61 global organizations. Global High Performing Companies: The Towers Watson Global High Performance Norm is comprised of a weighted average of employee survey results. Companies qualify for the norm by meeting two criteria: (a) superior financial performance, defined by a net profit margin and/or return on invested capital that exceeds industry averages; and (b) superior human resource practices, defined by employee opinion scores near the top among the most financially successful companies surveyed by Towers Watson. This norm includes responses from over 145,000 employees at 28 global organizations. “I am empowered to make the decisions needed to do my job well.” “Clorox has established a climate where one can challenge our traditional ways of doing things.” “I understand how my work contributes to Clorox's strategy.”
  • 36. Key Messages • Strategy 2020 is continuing to produce strong shareholder returns • Strong progress on Strategy Accelerators and investments in profitable growth • Long-term investment case remains solid
  • 38. Key Messages • Strategy 2020 is continuing to produce strong shareholder returns • Strong progress on Strategy Accelerators and investments in profitable growth • Long-term investment case remains solid
  • 39. FY16 YTD Performance (Q3) Sales EBIT Margin Diluted EPS (cont. ops) YTD FY16 Vs. Year Ago $4.2B +2% (+5% FX Neutral) 19.1% +190 bps $3.67 +17% EBIT (a non-GAAP measure) represents earnings from continuing operations before income taxes (a GAAP measure), excluding interest income & interest expense. EBIT margin is a measure of EBIT as a percentage of sales. See reconcilation on our website (http://investors.thecloroxcompany.com/results.cfm?q=3)
  • 40. FY16 Outlook Based on May 3rd Earnings Call • Categories: about +2% • Innovation: +3pts • FX: about -3pts • Trade: about -1pt • Gross Margin: about +150bps • Selling & Admin: about 14% of Sales • Advertising & Sales Promotion: about 10% of Sales • Raised from $4.75 to $4.90 to $4.85 to $4.95 • Includes -$0.03 to -$0.05 impact from Renew Life Acquisition • Reflects impact from higher advertising in Q4 • Tax rate: 34% to 35% Sales +1% to +2% EBIT Margin about +50bps Diluted EPS $4.85 to $4.95 (+6% to +8%)
  • 41. Healthy U.S. Domestic Growth 6% 2% 4% 4% Q1 Q2 Q3 FYTD Domestic Sales Growth FYTD
  • 42. International: 19% Cleaning : 32% Household : 32%Lifestyle: 17% Cleaning 32% Household 32% Lifestyle 17% International 19% Latin America – 12% Canada – 3% Australia / NZ – 2% Rest of World – 2% 9% 4% 4% 15% 11% 6% 2% Home Care – 17% Laundry – 10% Professional – 5% FY15 Company Sales: $5.7B NOTE: Renew Life Acquisition is expected to add 1pt of growth in FY16 & 2pts of growth in FY17 on a pro forma basis. Remaining Clorox Business’ are based on actual FY15 Results International is a Key Component of our Portfolio
  • 43. Why We Like International Leading Brands Midsized Countries Faster Category Growth Rates Strong Operational Performance Peru
  • 44. Strong Growth in Local Currency, However FX Weighs 4% 7% 10% 7% 2% -3% -1% -8%-10% -5% 0% 5% 10% FY 2013 FY 2014 FY 2015 FYTD 2016 Sales Growth Currency Neutral As Reported Exchange Rate vs YAGO Canada -10% Argentina -40% Australia -8% Chile -11% Colombia -24% Mexico -17% Source: Foreign Exchange Rates based on FY16Q3 Avg Rates vs FY15Q3 Avg Rates
  • 45. International: “Go Lean” Approach Pricing Maximization Focus on Cost Savings Right-Size Infrastructure Optimize Demand Creation Pricing Maximization Focus on Cost Savings Right-Size Infrastructure Optimize Demand Creation 4 Pillars of Profitability
  • 46. 2020 Strategy Strategy • Engage our people as business owners • Increase brand investment behind superior value and more targeted 3D plans • Keep the core healthy and grow into new categories, channels, and existing countries • Reduce waste in work, products, and supply chain to fund growth
  • 47. Cost Savings Continue to Deliver 0 bps 50 bps 100 bps 150 bps 200 bps 250 bps 300 bps FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16+ EBIT Margin Benefit from Cost Savings +150bps Annual Goal
  • 48. Opportunities Exist Within SG&A 14.1% 5% 15% 25% 35% 45% KHC CHD KMB GIS CLX PG K HSY RB- GB NWL CL COTY KO DPS PEP EL %ofSales Goal: < 14% Sales SG&A % of Sales as of Latest Fiscal Year End CLX as of June 30th, 2015
  • 49. Top-Tier ROIC 28% 0% 10% 20% 30% 40% CL CLX EL RB-GB HSY DPS CPB PEP CHD KO NWL KMB GIS PG COTY K KHC Peer Average: 15% Return on invested capital (ROIC), a non-GAAP measure, is calculated as earnings from continuing operations before income taxes and interest expense, computed on an after-tax basis as a percentage of average invested capital. Average invested capital represents a five quarter average of total assets less non-interest bearing liabilities. ROIC is a measure of how effectively the company allocates capital. Information on the Peer ROIC is based on publicly available Fiscal-end data (FactSet) as of 6/30/2015
  • 50. Strong Free Cash Flow $622 $780 $786 $858 $433 $590 $649 $733 FY12 FY13 FY14 FY15 Goal $M Operating Cash Flow Free Cash Flow 10% - 12% of Sales Free Cash Flow = Operating Cash Flow from Continuing Operations – Capital Expenditures
  • 51. Use of Cash Priorities Business Growth (includes targeted M&A) Support Dividend Share RepurchasesDebt Leverage1 (Target: 2.0 – 2.5x) Free Cash Flow 1. Debt Leverage = Gross Debt / EBITDA
  • 52. M&A Criteria • Target areas with tailwinds in categories, countries, and channels  Categories: Health & Wellness, Food Enhancers, and Natural Personal Care  Countries: US-Centric, with possible International expansion  Channels: Current retail and professional markets • Strong fit with Clorox strategy and capabilities • #1 (or strong #2) position in a defensible niche of a growing, sustainable category • Accretive margin to the company average • Dry Powder available  Transaction Size: Targeting companies/brands/technologies with $50M to $250M in sales (“bolt-on”)  Gross Debt/EBITA is 1.8x (low end of targeted range of 2.0x to 2.5x)
  • 53. Nearly $2B Returned to Shareholders in the Last 4 Years $433 $590 $649 $733 $454 $330 $532 $568 FY12 FY13 FY14 FY15 $M FCF Cash Returned to Shareholders FY15 Payout Ratio = 64%
  • 54. Healthy Dividend Growth… Dividends Have Increased Each Year Since 1977 0% 1% 2% 3% 4% PG KHC GIS KO PEP KMB K HSY CLX RB-GB CPB DPS CL NWL CHD EL 2.4% Peer Average: 2.4% Dividend Yield as of Mar 31st, 2016
  • 55. …and Long Track Record of Share Repurchases $40 $60 $80 $100 Shares Outstanding 214M 133M Repurchased Nearly 40% of Shares over last 10 Years
  • 56. Long-Term Investment Case Remains Solid • Investing behind leading brands to grow categories and share − 3%+ annual growth from innovation − Advertising projected at about 10% of Sales in FY16 • Margin improvement opportunities continue to exist − Strong cost savings track record − Driving SG&A to below 14% of sales • Strong cash flow generation − Goal to generate Free Cash Flow of 10-12% of sales − Recently announced +4% dividend increase
  • 57. Long-Term Growth Algorithm Remains Unchanged ~80% of Clorox Sales +2-4% annual growth 1.5 - 3.0 pts company growth U.S. Domestic ~20% of Clorox Sales +5-7% annual growth 1.0 - 1.5 pts company growth International Annual EBIT Margin Improvement: +25 to +50 bps Annual Free Cash Flow: 10% to 12% of Sales = +3 to +5pts company growth
  • 58. Strong Shareholder Return 869% 359% 831% 0 100 200 300 400 500 600 700 800 900 1,000 Mar 96 Mar 98 Mar 00 Mar 02 Mar 04 Mar 06 Mar 08 Mar 10 Mar 12 Mar 14 Mar 16 CLX S&P 500 Peer Companies Average Total Shareholder Return 20 Year Ending 3/31/2016TSR % CLOROX S&P500 Peer Peer includes 13 companies: CPB, KMB, K, RB-GB, KO, GIS, NWL, EL, PEP, CHD, CL, PG and HSY
  • 59. Areas We Are Watching Carefully • F/X is expected to improve slightly but still have a material impact of about -2pts on Sales in FY17 • Starting in Q4 FY16, we expect gross margins to expand at a slower rate due to less commodity benefit and continued trade investment • Consistent with Strategy 2020, expect EBIT Margin to expand by +25bps to +50bps in FY17
  • 60. Key Messages • Strategy 2020 is continuing to produce strong shareholder returns • Strong progress on Strategy Accelerators and investments in profitable growth • Long-term investment case remains solid
  • 62. #45 Newsweek 2016 Green Rankings Strong Shareholder Return, The Right Way
  • 63. $ in B FY11 FY12 FY13 FY14 FY15 EBITDA $1.1 $1.1 $1.2 $1.1 $1.2 Total Debt / EBITDA 2.2x 2.5x 2.1x 2.0x 1.8x EBITDA Interest Coverage 9.3x 8.7x 9.5x 11.3x 11.9x EBIT / Interest 7.9x 7.3x 8.0x 9.6x 10.2x Free Cash Flow / Debt 18% 16% 25% 28% 33% FCF after Dividends / Debt 6% 4% 10% 12% 15% FCF as % of sales 9% 8% 10% 12% 13% FCF after Dividends as % of Sales 3% 2% 4% 5% 6% Long Term Credit Ratings BBB+ /Baa1 BBB+ /Baa1 BBB+ /Baa1 BBB+/Baa1 BBB+/Baa1 CP Ratings A-2/P-2 A-2/P-2 A-2/P-2 A-2/P-2 A-2/P-2 Key Credit Metrics Note: In Q1 FY11, the Company reclassified its Auto Care businesses to Discontinued Operations. In Q2 FY11, the Company took a noncash impairment charge related to its Burt’s Bees business. For purposes of EBIT and EBITDA calculation exclude gain from sale of Auto business and asset impairment charge. The figures above do NOT reflect the reclassification of Clorox Venzuela to discontinued operations on Sept. 22, 2014.
  • 64. Sales Growth Reconciliation Third-Quarter & FYTD Sales Growth Reconciliation
  • 66. Reportable Segments (unaudited) Dollars in Millions (1) Percentages based on rounded numbers.
  • 67. EBIT and EBITDA (unaudited) Dollars in Millions Footnotes in the next page
  • 68. EBIT and EBITDA (unaudited)