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Segments

By segment

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Household$22M+10.0%
Health and Wellness$15M+7.1%
International$11M+10.0%
Lifestyle$6M-14.3%

Other financials

Income statement

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Revenue$1.7B+0.1%
Gross profit$722.0M-3.0%
Net income$187.0M+0.5%
EPS (diluted)$1.54+2.7%

Balance sheet

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Cash & equivalents$1.2B+418%
Total debt$4.5B+52.4%
Total equity-$67.0M-348%
Total assets$6.4B+16.8%

Cash flow

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Operating cash flow$311.0M+72.8%
CapEx$43.0M-18.9%
Free cash flow$269.0M+112%

Valuation

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Market cap$12.66B-17.3%
Enterprise value$15.96B-11.6%
P/E16.7×-2.1×
P/S1.9×-0.3×

Profitability

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Gross margin43.8%-1.4pp
Net margin11.2%+1.3pp
FCF margin11.5%+1.8pp

Returns & leverage

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Return on equity249.6%+147pp
Debt / equity9.1×+0.1×
Current ratio0.8×+0.1×

Where this comes from

Reported directly by Clorox in its filing.

Tagged under the XBRL concept us-gaap:DepreciationDepletionAndAmortization.

The source filing: Clorox’s 10-Q, filed April 30, 2026.

Filed
Apr 30, 2026, 4:48 PM EDT
Fiscal quarter
Q3 FY2026
Calendar quarter
Q1 2026
Accession
0000021076-26-000019
Line itemHealth and WellnessHouseholdLifestyleInternationalCorporate and OtherTotal Company
Nine months ended 03/31/2026364718173121
Nine months ended 03/31/2025385828138145
Depreciation and amortization
Three months ended 3/31/20261522611458
Three months ended 3/31/20251420710455
Nine months ended 03/31/20264463203210169
Nine months ended 03/31/20254258183113162
Significant noncash charges included in earnings before interest and income taxes:

Item 1. Financial Statements

FAQ

What is Clorox's D&A?
Clorox (CLX) reported D&A of $58M in Q1 2026.
How has Clorox's D&A changed year-over-year?
Clorox's D&A increased by 5.5% year-over-year, from $55M to $58M.
What is the long-term trend for Clorox's D&A?
Over 3 years (2022 to 2025), Clorox's D&A has grown at a -0.7% compound annual growth rate (CAGR), from $224M to $219M.
What does D&A mean?
Total non-cash depreciation of tangible assets and amortization of intangible assets — the largest add-back to net income in the operating cash flow reconciliation.

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