Clorox Company Insiders
CLX Stock | USD 166.32 2.98 1.76% |
Clorox employs about 7.4 K people. The company is managed by 44 executives with a total tenure of roughly 209 years, averaging almost 4.0 years of service per executive, having 168.18 employees per reported executive. Break down of Clorox's management performance can provide insight into the company performance.
Benno Dorer Chairman Chairman of the Board, Chief Executive Officer |
Matthew Shattock Chairman Independent Chairman of the Board |
Clorox |
Clorox's Workforce Through the Years
Please note that employee historical analysis has become an increasingly important factor for investors assessing the risk associated with Clorox's future performance. Based on our forecasts, it is anticipated that Clorox will maintain a workforce of slightly above 7400 employees by December 2024.Clorox's latest congressional trading
Congressional trading in companies like Clorox, is subject to rigorous scrutiny to prevent conflicts of interest and insider trading. This is governed by multiple SEC regulations which were established to foster transparency and deter members of Congress from leveraging non-public information for personal gain. This oversight helps maintain public trust and ensures that investments in Clorox by those in governmental positions are based on the same information available to the general public.
2024-05-14 | Senator Tommy Tuberville | Acquired Under $15K | Verify | ||
2023-11-16 | Senator Tommy Tuberville | Acquired $100K to $250K | Verify | ||
2023-11-15 | Senator Tommy Tuberville | Acquired $100K to $250K | Verify | ||
2023-10-13 | Senator Tommy Tuberville | Acquired $100K to $250K | Verify | ||
2023-10-12 | Senator Tommy Tuberville | Acquired $100K to $250K | Verify | ||
2022-01-14 | Representative Carol Devine Miller | Acquired $15K to $50K | Verify | ||
2020-01-06 | Representative David B McKinley | Acquired $15K to $50K | Verify |
Clorox Management Team Effectiveness
The company has Return on Asset of 0.1255 % which means that on every $100 spent on assets, it made $0.1255 of profit. This is way below average. In the same way, it shows a return on shareholders' equity (ROE) of 2.0845 %, implying that it generated $2.0845 on every 100 dollars invested. Clorox's management efficiency ratios could be used to measure how well Clorox manages its routine affairs as well as how well it operates its assets and liabilities. At this time, Clorox's Return On Capital Employed is fairly stable compared to the past year. Return On Assets is likely to rise to 0.1 in 2024, whereas Return On Tangible Assets are likely to drop 0.07 in 2024. At this time, Clorox's Intangible Assets are fairly stable compared to the past year. Other Assets is likely to rise to about 557.9 M in 2024, whereas Total Assets are likely to drop slightly above 4 B in 2024.Common Stock Shares Outstanding is likely to rise to about 173.3 M in 2024, whereas Net Income Applicable To Common Shares is likely to drop slightly above 162.8 M in 2024.
Clorox Workforce Comparison
The Clorox is rated below average in number of employees category among its peers. The total workforce of Consumer Staples industry is currently estimated at about 408,347. Clorox claims roughly 7,400 in number of employees contributing just under 2% to stocks in Consumer Staples industry.
Clorox Profit Margins
The company has Net Profit Margin of 0.05 %, which implies that it may need a different competitive strategy as even a very small decline in it revenue may erase profits and result in a net loss. This is way below average. In the same way, it shows Net Operating Margin of 0.17 %, which entails that for every 100 dollars of revenue, it generated $0.17 of operating income.Current Value | Last Year | Change From Last Year | 10 Year Trend | ||||||
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Gross Profit Margin | 0.54 | 0.4297 |
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Net Profit Margin | 0.0375 | 0.0395 |
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Operating Profit Margin | 0.19 | 0.1291 |
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Pretax Profit Margin | 0.0533 | 0.0561 |
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Return On Assets | 0.096 | 0.0487 |
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Clorox Insider Trading History
Some recent studies suggest that insider trading raises the cost of capital for securities issuers and decreases overall economic growth. Trading by specific Clorox insiders, such as employees or executives, is commonly permitted as long as it does not rely on Clorox's material information that is not in the public domain. Local jurisdictions usually require such trading to be reported in order to monitor insider transactions. In many U.S. states, trading conducted by corporate officers, key employees, directors, or significant shareholders must be reported to the regulator or publicly disclosed, usually within a few business days of the trade. In these cases, Clorox insiders must file a Form 4 with the U.S. Securities and Exchange Commission (SEC) when buying or selling shares of their own companies.
Buy/Sell Ratio | # Purchases Trades | # Sales Trades | Total Shares Purchased | Total Shares Sold | |
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2024-12-01 | 0.4138 | 12 | 29 | 108,208 | 69,981 |
2024-09-01 | 3.0 | 27 | 9 | 84,406 | 2,667 |
2024-03-01 | 5.3333 | 16 | 3 | 2,124 | 84.00 |
2023-12-01 | 2.7692 | 36 | 13 | 73,248 | 13,798 |
2023-09-01 | 1.625 | 26 | 16 | 32,311 | 7,475 |
2023-03-01 | 4.0 | 20 | 5 | 12,801 | 21,446 |
2022-12-01 | 2.1538 | 28 | 13 | 12,816 | 15,187 |
2022-09-01 | 2.1875 | 35 | 16 | 152,093 | 3,597 |
2022-06-01 | 2.5 | 15 | 6 | 3,540 | 4,488 |
2022-03-01 | 18.0 | 18 | 1 | 25,131 | 0.00 |
2021-12-01 | 2.5 | 25 | 10 | 10,789 | 1,090 |
2021-09-01 | 1.2826 | 59 | 46 | 222,096 | 28,725 |
2021-06-01 | 4.75 | 19 | 4 | 1,871 | 1,768 |
2021-03-01 | 1.6429 | 23 | 14 | 71,850 | 146,920 |
2020-12-01 | 1.6875 | 54 | 32 | 617,832 | 1,150,760 |
2020-09-01 | 1.5897 | 62 | 39 | 207,908 | 139,073 |
2020-06-01 | 1.0 | 32 | 32 | 136,619 | 255,162 |
2020-03-01 | 1.2857 | 18 | 14 | 295,570 | 567,890 |
2019-12-01 | 6.25 | 25 | 4 | 18,134 | 15,799 |
2019-09-01 | 1.2105 | 46 | 38 | 512,503 | 71,420 |
2019-06-01 | 2.25 | 18 | 8 | 34,214 | 57,482 |
2019-03-01 | 1.6111 | 29 | 18 | 89,683 | 124,630 |
2018-12-01 | 1.0484 | 65 | 62 | 378,083 | 715,552 |
2018-09-01 | 1.1628 | 50 | 43 | 479,386 | 158,486 |
2018-06-01 | 8.0 | 16 | 2 | 14,982 | 0.00 |
2018-03-01 | 14.0 | 14 | 1 | 1,713 | 220.00 |
2017-12-01 | 2.4286 | 34 | 14 | 86,069 | 100,751 |
2017-09-01 | 1.2564 | 49 | 39 | 604,707 | 114,332 |
2017-03-01 | 1.2857 | 27 | 21 | 61,124 | 119,968 |
2016-12-01 | 25.0 | 25 | 1 | 16,532 | 187.00 |
2016-09-01 | 1.3333 | 32 | 24 | 586,905 | 224,320 |
2016-06-01 | 2.4 | 12 | 5 | 3,205 | 4,867 |
2016-03-01 | 3.2 | 16 | 5 | 47,895 | 18,594 |
2015-12-01 | 1.025 | 41 | 40 | 197,772 | 395,597 |
2015-09-01 | 0.7941 | 54 | 68 | 689,005 | 589,462 |
2015-06-01 | 1.2222 | 11 | 9 | 21,598 | 41,294 |
2015-03-01 | 0.6667 | 38 | 57 | 672,323 | 1,279,465 |
2014-12-01 | 0.9178 | 67 | 73 | 1,223,298 | 1,905,741 |
2014-09-01 | 1.3171 | 54 | 41 | 777,036 | 309,473 |
2014-06-01 | 1.1429 | 24 | 21 | 75,677 | 132,954 |
2014-03-01 | 1.1667 | 14 | 12 | 10,429 | 18,630 |
2013-12-01 | 0.8254 | 52 | 63 | 314,499 | 590,829 |
2013-09-01 | 2.3571 | 33 | 14 | 746,858 | 143,581 |
2013-06-01 | 1.2353 | 21 | 17 | 81,931 | 148,288 |
2013-03-01 | 1.7778 | 16 | 9 | 114,403 | 98,824 |
2012-12-01 | 1.4 | 21 | 15 | 101,980 | 177,713 |
2012-09-01 | 1.12 | 28 | 25 | 756,109 | 231,085 |
2012-06-01 | 1.5 | 12 | 8 | 28,530 | 52,137 |
2012-03-01 | 1.5714 | 11 | 7 | 5,757 | 11,515 |
2011-12-01 | 3.0 | 21 | 7 | 39,517 | 58,126 |
2011-09-01 | 1.1786 | 33 | 28 | 629,164 | 202,268 |
2011-06-01 | 4.0 | 12 | 3 | 10,206 | 21,282 |
2011-03-01 | 1.1176 | 19 | 17 | 28,125 | 95,626 |
2010-12-01 | 3.25 | 26 | 8 | 105,600 | 150,393 |
2010-09-01 | 1.5 | 33 | 22 | 709,907 | 202,478 |
2010-06-01 | 1.5385 | 20 | 13 | 32,954 | 66,469 |
2010-03-01 | 1.5455 | 17 | 11 | 24,490 | 53,107 |
2009-12-01 | 2.8889 | 26 | 9 | 37,810 | 36,373 |
2009-09-01 | 1.5 | 30 | 20 | 616,187 | 115,031 |
2009-06-01 | 1.1538 | 15 | 13 | 15,485 | 52,257 |
2009-03-01 | 3.0 | 12 | 4 | 2,346 | 44,260 |
2008-12-01 | 24.0 | 24 | 1 | 19,304 | 10,023 |
2008-09-01 | 1.8667 | 28 | 15 | 475,961 | 98,050 |
2008-06-01 | 2.1429 | 15 | 7 | 2,394 | 3,933 |
2007-12-01 | 3.0 | 30 | 10 | 43,521 | 37,429 |
2007-09-01 | 2.2 | 22 | 10 | 369,175 | 88,420 |
2007-06-01 | 1.8333 | 22 | 12 | 27,751 | 45,330 |
2007-03-01 | 16.0 | 16 | 1 | 1,934 | 1,849 |
2006-12-01 | 1.45 | 29 | 20 | 430,261 | 75,585 |
2006-09-01 | 4.6 | 23 | 5 | 155,412 | 31,562 |
2006-06-01 | 2.7143 | 19 | 7 | 12,367 | 28,150 |
2006-03-01 | 4.1429 | 29 | 7 | 28,879 | 12,000 |
2005-12-01 | 8.5 | 17 | 2 | 48,407 | 6,638 |
2005-09-01 | 0.3462 | 36 | 104 | 675,947 | 730,189 |
2005-06-01 | 6.0 | 18 | 3 | 23,376 | 4,000 |
2005-03-01 | 2.5714 | 18 | 7 | 30,123 | 52,105 |
2004-12-01 | 4.25 | 17 | 4 | 5,998 | 61,425,209 |
2004-09-01 | 3.4286 | 24 | 7 | 92,778 | 47,271 |
2004-06-01 | 2.3333 | 14 | 6 | 19,824 | 0.00 |
2004-03-01 | 3.0 | 12 | 4 | 10,043 | 16,280 |
2003-12-01 | 1.7692 | 23 | 13 | 90,978 | 1,647,219 |
2003-09-01 | 3.875 | 31 | 8 | 385,907 | 33,733 |
2003-06-01 | 3.0 | 9 | 3 | 942.24 | 55,392 |
2002-12-01 | 6.0 | 12 | 2 | 2,329 | 1,446 |
2002-09-01 | 1.3333 | 8 | 6 | 1,460 | 42,288 |
Clorox Notable Stakeholders
A Clorox stakeholder refers to an individual interested in an outcome of the business. Different stakeholders have different interests, and companies such as Clorox often face trade-offs trying to please all of them. Clorox's stakeholders can have a positive or negative influence on the entity's direction, and there are a lot of executives involved in getting Clorox's stock to the level that pleases all shareholders. Keeping track of the stakeholders is a great way to stay on top of things affecting its ongoing price.
Benno Dorer | Chairman of the Board, Chief Executive Officer | Profile | |
Matthew Shattock | Independent Chairman of the Board | Profile | |
Stacey Grier | Vice President - Brand Engagement and Enhanced Wellness Marketing | Profile | |
Chau Banks | Senior Vice President, Chief Information and Enterprise Analytics Officer | Profile | |
Eric Reynolds | Executive Vice President - Cleaning and Burt's Bees | Profile | |
Denise Garner | Senior Vice President Chief Innovation Officer | Profile | |
Kirsten Marriner | Chief People and Corporate Affairs Officer, Executive Vice President | Profile | |
Michael Costello | Senior Vice President, General Manager - Nutranext and RenewLife | Profile | |
Laura Peck | Chief Financial Officer, Vice President, Controller | Profile | |
Kevin Jacobsen | Chief Financial Officer, Executive Vice President | Profile | |
Laura Stein | Executive Vice President, General Counsel - Corporate Affairs | Profile | |
John McNulty | Senior Vice President, Chief Information Officer | Profile | |
Linda Rendle | Executive Vice President - Strategy and Operations | Profile | |
William Bailey | Senior Vice President – Corporate Business Development | Profile | |
Spencer Fleischer | Independent Director | Profile | |
Richard Carmona | Independent Director | Profile | |
Russell Weiner | Independent Director | Profile | |
Robert Matschullat | Lead Independent Director | Profile | |
Christopher Williams | Independent Director | Profile | |
Pamela ThomasGraham | Lead Independent Director | Profile | |
Esther Lee | Independent Director | Profile | |
Amy Banse | Independent Director | Profile | |
Allan Mackay | Independent Director | Profile | |
Shanique BonelliMoore | Chief VP | Profile | |
Lisah Burhan | Managing Director - Investor Relations | Profile | |
Jeffrey Baker | Chief Accounting Officer, Corporate Controller | Profile | |
Andrew Mowery | Senior Vice President Chief Product Supply Officer | Profile | |
Troy Datcher | Senior Vice President Chief Customer Officer | Profile | |
Paul Parker | Independent Director | Profile | |
Michael Ott | Senior Officer | Profile | |
Gina Kelly | Senior Officer | Profile | |
Pamela Graham | Lead Independent Director | Profile | |
Rick Mcdonald | Senior Vice President Chief Product Supply Officer | Profile | |
Rebecca Dunphey | Group Connection | Profile | |
Matt Gregory | Senior Officer | Profile | |
Dan Dahlgren | Interim Connection | Profile | |
Angela Hilt | Senior Vice President – Chief Legal Officer | Profile | |
Eric Schwartz | Senior Officer | Profile | |
Nina Barton | Executive Connection | Profile | |
Chris Hyder | Executive Hygiene | Profile | |
Tony Matta | Executive Vice President Chief Growth Officer | Profile | |
Erbie Foster | Chief Officer | Profile | |
Diego Barral | Senior Vice President General Manager - International Division | Profile | |
Kathryn Tesija | Director | Profile |
About Clorox Management Performance
The success or failure of an entity such as Clorox often depends on how effective the management is. Clorox management team is responsible for propelling the future growth in the right direction and administering and controlling the business activities and accounting for the results. Ineffective management usually contributes to failure in the company's future performance for all stakeholders equally, but most importantly, for investors. So it is important to measure the effectiveness of Clorox management before purchasing its stock. In many ways, it's all about finding the answer to one important question - Are they doing the right thing right now? How would we assess whether the Clorox management is utilizing all available resources in the best possible way? Also, how well is the company doing relative to others in its sector and the market as a whole? The answer can be found by analyzing a few important fundamental indicators such as return on assets and return on equity.
Last Reported | Projected for Next Year | ||
Return On Tangible Assets | 0.07 | 0.07 | |
Return On Capital Employed | 0.22 | 0.23 | |
Return On Assets | 0.05 | 0.10 | |
Return On Equity | 0.85 | 0.90 |
Please note, the imprecision that can be found in Clorox's accounting process means that the reasonable investor should take a skeptical approach toward the financial statement analysis of The Clorox. Check Clorox's Beneish M Score to see the likelihood of Clorox's management manipulating its earnings.
Clorox Workforce Analysis
Traditionally, organizations such as Clorox use manpower efficiency calculations for various incentive schemes, employee appraisal, or as an initiative to improve the processes. However, it can also be used by investors to make long-term investment decisions. The trends in the profit per employee or revenue per employee are measured by net income or revenue divided by the current number of full-time employees over a given time interval. Because workforce needs differ across sectors, these ratios could be used to compare Clorox within its industry.Clorox Manpower Efficiency
Return on Clorox Manpower
Revenue Per Employee | 958.5K | |
Revenue Per Executive | 161.2M | |
Net Income Per Employee | 37.8K | |
Net Income Per Executive | 6.4M | |
Working Capital Per Employee | 6.5K | |
Working Capital Per Executive | 1.1M |
Additional Tools for Clorox Stock Analysis
When running Clorox's price analysis, check to measure Clorox's market volatility, profitability, liquidity, solvency, efficiency, growth potential, financial leverage, and other vital indicators. We have many different tools that can be utilized to determine how healthy Clorox is operating at the current time. Most of Clorox's value examination focuses on studying past and present price action to predict the probability of Clorox's future price movements. You can analyze the entity against its peers and the financial market as a whole to determine factors that move Clorox's price. Additionally, you may evaluate how the addition of Clorox to your portfolios can decrease your overall portfolio volatility.