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Consumer Staples

The Clorox Company (CLX)

Consumer Staples $11.7B market cap

Data as of July 13, 2026

Environment
70.00
People
80.00
Leadership
75.00

Environment story

Clorox demonstrates moderate environmental performance with credible sustainability commitments embedded in its IGNITE strategy. The company has achieved top rankings on Barron's 100 Most Sustainable U.S. Companies for three consecutive years and reports integrated sustainability goals prioritizing greenhouse gas emission reductions and plastic waste reduction. However, specific Scope 1, 2, and 3 emissions data, concrete net-zero targets with defined years, and quantified progress metrics are not disclosed in available filings. The company's sustainability governance structure includes a Sustainability Executive Committee and formal sustainability disclosure controls, indicating institutional commitment. Absence of disclosed environmental controversies (fines, lawsuits, significant toxic-waste incidents) in the reviewed 10-K supports baseline score. Deduction applied for lack of granular emissions reporting and undisclosed Scope 3 trajectory.

Criticisms on file

No material criticisms on file for this pillar.

Disclosed initiatives

  • Integrated Sustainability Goals
    IGNITE strategy embeds sustainability goals focused on healthy lives, clean world, and thriving communities, supported by strong corporate governance. Company prioritizes greenhouse gas emission reductions and reducing plastic and other waste.
    Sustainability integrated into core business strategy; governance structure established with CEO/Board oversight
  • Sustainability Governance Structure
    Sustainability Executive Committee (led by chief legal and external affairs officer, includes group presidents and chief supply chain officer) reports to Board chair and CEO. Sustainability Steering Team led by chief sustainability officer. Sustainability Disclosure Committee formed in 2022 for oversight of reporting and regulatory compliance.
    Formal institutional accountability and cross-functional coordination for sustainability initiatives
  • Sustainability Recognition
    For third consecutive year, Clorox earned top ranking on Barron's 100 Most Sustainable U.S. Companies list. Also recognized by Time as one of World's Best Companies and listed among Most Trustworthy Companies in America by Newsweek.
    Third-party validation of sustainability efforts and public commitment signaling

Social story

Clorox demonstrates solid social performance with formalized human capital management practices, strong workplace safety metrics, and visible commitment to diversity and inclusion. The company's recordable incident rate (RIR) of 0.66 is significantly lower than the 2.8 average for goods-producing manufacturing companies. CEO-to-median-worker pay ratio of 167:1 is within acceptable range (below 200:1 threshold). The company conducts annual pay equity analyses, maintains 12+ employee resource groups (ERGs), and reports 83% employee engagement in 2025 (above 50th percentile of Fortune 500 benchmarks). Paid parental leave, adoption resources, and subsidized childcare support work-life balance. No evidence of active union suppression, strikes, or major NLRB complaints disclosed in recent filings. Leadership diversity representation not explicitly quantified in 10-K; therefore diversity score impact is neutral pending specific disclosure. No supply-chain human-rights controversies disclosed (e.g., cobalt, lithium mining). Overall score reflects strong operational safety, pay equity commitment, and inclusive culture, with minor deduction for lack of granular diversity metrics.

Criticisms on file

No material criticisms on file for this pillar.

Disclosed initiatives

  • Annual Pay Equity Analysis
    Company conducts annual pay equity analyses for non-production employees in addition to monitoring pay trends throughout the year. Effort proactively identifies potential discrepancies and ensures fair compensation regardless of race, ethnicity or gender.
    Systematic approach to identifying and addressing pay equity gaps
  • Employee Resource Groups (ERGs)
    More than a dozen ERGs drive inclusion and foster belonging. Groups open to all employees; serve as forums for talent recruiting and retention, professional development, and open dialogue. Also serve business by functioning as internal focus groups, inspiring product innovations and deepening multicultural consumer knowledge.
    Structured inclusivity, talent retention, innovation support, and community engagement
  • Workplace Safety and Well-Being
    FY2025 recordable incident rate (RIR) of 0.66, significantly lower than 2.8 average for goods-producing manufacturing. Holistic benefits and programs for physical, mental, and financial well-being. Free mental health services, paid parental leave, adoption resources, subsidized childcare, 401(k) matching up to 10%, and financial planning services.
    Industry-leading safety performance; comprehensive support for employee physical, mental, and financial health
  • Talent Development and Succession Planning
    Training and education for people managers to become effective coaches and leaders; mentoring programs and initiatives; summer internship and co-op programs; robust talent review and leader succession planning process for key roles.
    Pipeline development and long-term talent retention
  • Employee Engagement and Listening
    Annual and periodic pulse surveys assess employee perception of Clorox as workplace, views of leadership, IGNITE strategy, and sense of inclusion. FY2025: just over 83% of nonproduction employees felt engaged, above FY2024 results and 50th percentile of Fortune 500 and industry benchmarks.
    Above-industry-average engagement; structured feedback loop for continuous culture improvement

Governance story

Clorox demonstrates robust governance practices with strong board independence, transparent leadership structures, and comprehensive risk oversight mechanisms. Board consists of 11 directors with active engagement in enterprise risk management, cybersecurity, human capital, and sustainability. Three new directors added in FY2025 (Gina Boswell, Stephen Bratspies, Pierre Breber) with diverse expertise in consumer goods, operations, finance, and transformation. Lead independent director and separate chair/CEO structure provide clear governance separation. Board conducts annual self-evaluations and engaged third-party governance expert for FY2025 effectiveness review. Company has adopted comprehensive Code of Conduct with mandatory annual employee certification and internal compliance audits. No dual-class share structure identified; single common stock class with equal voting rights. No significant antitrust, consumer-safety, or financial-fraud regulatory proceedings disclosed in 10-K. Clawback policy amended in FY2024 to comply with SEC and NYSE requirements (both restatement and detrimental conduct provisions). Minor deduction applied for lack of explicit board independence percentage disclosure and absence of detailed lobbying expenditure breakdown by category.

Criticisms on file

No material criticisms on file for this pillar.

Disclosed initiatives

  • Board Composition and Refreshment
    FY2025: welcomed three new directors (Boswell, Bratspies, Breber) with expertise in consumer goods, operations, finance, and transformation. Board evaluates directors' continued ability to contribute; annual self-evaluations conducted; third-party governance expert engaged for effectiveness review. Governance Guidelines reviewed annually by Nominating, Governance and Corporate Responsibility Committee.
    Continuous board skill alignment with IGNITE strategy; institutional governance rigor
  • Enterprise Risk Management (ERM)
    Cross-functional ERM Steering Committee oversees annual Enterprise Risk Assessment (ERA). Enhanced ERA process in FY2025 to broaden inputs and operationalize ERM through strategic risk assessments and cross-functional coordination. Top risk areas linked with clear action plans and separate tracking for external risk drivers.
    Systematic identification and mitigation of strategic, operational, and external risks
  • Board Risk Oversight Structure
    Board carries out risk oversight at both full Board level and through committees (Audit Committee for cybersecurity, data privacy, IT risk; NGCRC for sustainability, ESG, compliance; MDCC for compensation risk). Regular reporting to full Board facilitates comprehensive and coordinated oversight.
    Multi-layer risk accountability and specialized committee expertise
  • Cybersecurity Governance
    Audit Committee receives regular updates from chief information security officer, chief information and data officer, and chief legal and external affairs officer. Board includes directors with cybersecurity and IT governance expertise. Companywide cybersecurity awareness training, periodic phishing simulations, and risk-based vendor assessment protocols.
    Formal cybersecurity governance and proactive threat management post-August 2023 cyberattack
  • Executive Compensation Risk Mitigation
    Compensation program balances cash and equity, caps payments under incentive plans, uses multiple financial metrics, and maintains stock ownership guidelines. MDCC determined that risks arising from compensation policies are not reasonably likely to have material adverse effect. Amended clawback policy (FY2024) includes both restatement (no-fault basis) and detrimental conduct provisions for Section 16 officers.
    Risk-aware incentive design; ability to recoup compensation for financial restatements or misconduct
  • Code of Conduct and Compliance
    Comprehensive Code of Conduct sets forth ethical and legal standards for directors, executives, and global employees. Annual employee training and certification required. Annual internal compliance audit conducted. Code available on company website and in print upon request.
    Institutionalized ethical framework and accountability mechanisms
  • Shareholder Engagement and Proxy Access
    Regular shareholder engagement program targeting at least one-third of total shares outstanding annually. Meetings held by CEO, CFO, lead independent director, NGCRC chair, and investor relations team. Proxy access allows 3%+ shareholders (owned ≥3 years) to nominate up to 20% of Board.
    Two-way stakeholder dialogue; shareholder voice in director selection

These are Missionomics' own editorial scores — directional signals built from disclosed facts under a published method, not certifications or definitive ratings of The Clorox Company. Coverage and confidence vary by data point, and figures can lag real-world changes. Read the full Methodology for sourcing, scoring, and correction details — or open The Clorox Company in the app for interactive charts and portfolio building.

Open The Clorox Company in Missionomics

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