2023
SUSTAINABILITYREPORTENTER

TOGETHER WE HAVE
THE POWER TO WIN

TABLE OF
CONTENTS

06

CHURCH & DWIGHT AT A GLANCE

10OUR SUSTAINABILITY STRATEGY & ESG APPROACH

26

PILLAR 1 – OUR BRANDS40PILLAR 2 – PRODUCTS50

PILLAR 3 – PACKAGING58

PILLAR 4 – EMPLOYEES & COMMUNITIES74PILLAR 5 – ENVIRONMENT & CLIMATE CHANGE

112 PILLAR 6 – RESPONSIBLE SOURCING
118 ABOUT THIS REPORT
119 SUSTAINABILITY PERFORMANCE DATA
122 GRI INDEX
128 SASB INDEX
130 TCFD INDEX
131 2022 EEO-1 DATAINTRODUCTION

OUR BRANDSPRODUCTS

PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
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DATA

2A MESSAGE FROM OUR CEO
We began in 1846 as a baking soda business. Today, we are a top-tier
Consumer Products Company with a large portfolio of brands that consumers
love, especially the ARM & HAMMER® brand.
We have a rich heritage of commitment to people and have long regarded
ourselves as a friend of the environment. Over 100 years ago, we began
using recycled materials in our cartons. We were the first U.S. manufacturer
to remove phosphates from laundry detergent, and one of the few corporate
sponsors of the inaugural Earth Day in 1970.
Church & Dwighters are goal-oriented people. To create a compass for our
Sustainability program, we have established aggressive goals for ourselves. Our
environmental, social and governance efforts are directed towards improving
the Sustainability profile of our operations and products, positively impacting
our employees and the communities in which we operate and minimizing theenvironmental impact of our expanding global operations.
We are actively working towards increasing the use of renewable energy usageat our facilities; reducing water usage, greenhouse gas emissions, and solid
waste to landfills; using environmentally responsible packaging; and improving
our suppliers’ environmental practices. In 2023, we continued to procure
100% of our operations’ global electricity from renewable sources, inclusive ofrenewable energy credits.
For the second year in a row, we achieved carbon neutrality for our ARM& HAMMER Baking Soda by measuring the product’s carbon footprint andreducing it to zero through verified carbon offsets and internal reductions inline with The CarbonNeutral Protocol. We completed Phase 2 of our laundry
product concentration and compaction efforts to minimize water and packaging
size in line with our overall goals to reduce water use and packaging. And we
substantially reduced the volume of palm oil derivative raw materials.
In 2022, our application to the Science Based Targets Initiative was approved.
These targets take into account the level of carbon reduction needed tomeet the goals set forth in the Paris Agreement. In 2023, our absolute directemissions from our operated facilities (Scope 1), indirect emissions from ouroperated facilities, e.g., electricity and steam purchases (Scope 2) and emissions

INTRODUCTION

OUR BRANDSPRODUCTS

PACKAGING

associated with transport of our finished products
to our first point of customer contact (in the U.S.
and Canada) and corporate business travel (targeted
Scope 3) decreased approximately 4% versus 2022.
As we prioritize actions in support of our science-based targets, we continue
our progress towards our primary near-term climate-related goal to achievecarbon neutrality for global operations owned and controlled by us by theend of 2025 through greenhouse gas emissions reduction programs, green
electricity renewable energy credits, and purchased carbon credits. In 2023,
more than 94% of our targeted greenhouse gas emissions were either offset
through carbon credits or reduced through renewable energy credits (up from
92% in 2022).
We are committed to providing the world’s consumers with high quality
products and ingredients in compliance with all safety and regulatory
expectations. Our Chemicals of Concern Committee developed a master listof Chemicals of Concern for humans and the environment derived from global
regulations, scientific reviews by authoritative bodies, and retailer restricted
substance lists. Today, none of the chemicals on our master list are intentionallyadded to any of our formulations.
We are continuing to pursue our strategy to ensure that our plastic packaging
has minimal impact on the environment by reducing plastic from our packaging
wherever it is practical, including: seeking non-plastic alternatives and reducing
plastic weight where possible; increasing plastic recyclability and circularity; andby increasing the amount of post-consumer recycled plastic in our packaging.
Our goal is to increase post-consumer recycled plastic to a minimum of 25%
average across all global plastic packaging by the end of 2025. Over 18.1% of
our plastic packaging is post-consumer recycled content (up from 17% in 2022).
With more than 5,500 employees across more than 50 locations around theworld, the safety and wellness of our employees have been and continue tobe our top priorities. We are dedicated to maintaining a culture of belonging at
Church & Dwight. In 2023, our employees launched Employee Resource Groups(ERGs) for military veterans, Black employees, and women. These Companysupported, employee-run groups, which are open to all employees, contribute

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3

to our goal of building and maintaining a diverse and inclusive workplace, andare intended to create safe, inclusive environments where all global employees
feel connected, valued and inspired.
We embrace the diversity of our employees and believe a diverse and inclusive
workforce fosters innovation and cultivates an environment filled with uniqueperspectives, talents and experiences. Diversity is a strength and makes us
better. In 2023, we had diverse candidate slates and interview panels for almost
all (95%) new hires at our corporate locations, up from 70% in 2022. Today,
women make up 42.5% of our total managers (an increase of 0.8% over 2022)
and in the U.S. minorities comprise 25.4% of our management positions (anincrease of 2.8% from 2022).
We take great pride in fostering an enduring culture of doing well by doing
good. By focusing on making meaningful contributions, each of us can create astronger, more resilient company while making a positive impact on the world.
In 2023, we contributed approximately $20 million to our communities, which
includes the retail value of product donations, donations to local food banks,
hunger relief, and charitable donations. We matched, dollar for dollar, donations
our employees made to the Church & Dwight Employee Giving Fund (EGF), an
employee-run giving program that primarily supports charitable organizations
where our employees work and live. The EGF contributed $1.3 million to 221
deserving community organizations through annual grants, disaster relief,
and other monetary support. Given the scale of the humanitarian crisis in andaround Ukraine and the Middle East, the EGF expanded its reach and managed
employee donations to the American Red Cross for international relief efforts,
with Church & Dwight matching employee contributions. The Church & DwightPhilanthropic Foundation (the “Foundation”) granted seven organizations$875,000 in the aggregate. Established in 2020, the Foundation is administeredby our employees and focused on helping to create equitable and inclusive
opportunities and advancing environmental preservation.

While we have made significant progress, we missed some of our goals. In
2023, we achieved a 4% reduction in global process water and/or wastewater
normalized to production against our overall annual goal of 10%. Waste at ourfacilities increased 5% compared to 2022, missing our 10% annual reduction
goal. Likewise, we fell short of our 10% reduction targets for GHG (which
decreased 4% compared to 2022) and energy (which increased 1% compared
to 2022). While the number of women at the executive level increased by 10%
over 2022, the number of women in senior management positions declined
0.9% compared to 2022.
We have a clear roadmap to meet our Sustainability goals and address ourshortcomings, and I am confident that we will become an even stronger andmore sustainable company in the years ahead.
Please read this Report to see the progress we have made over the past year to
make Church & Dwight a better company.

Matthew T. Farrell
President and Chief Executive Officer

We earned public recognition for our efforts in 2023, including being listed
as one of Forbes: America’s Best Midsize Employers, Newsweek: America’s
Most Responsible and America’s Greenest Companies, the EPA’s Green PowerPartnership Top 100, The 2023 Wall Street Journal Management Top 250, andin the FTSE4Good Index Series.

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2023 AT A GLANCEEMPLOYEES & COMMUNITIESOUR BRANDS
For the second year in a row, we achieved carbon neutrality for our ARM& HAMMER Baking Soda by reducing its carbon footprint to zero throughverified carbon offsets and internal reductions in line with The CarbonNeutral
Protocol. Our ARM & HAMMER Baking Soda CarbonNeutral® product certificationand corresponding offsets cover 2023 emissions from raw material production toretail customer delivery in the U.S. and excludes use and disposal.

Contributed approximately $2.2 million to ourcommunities through donations and grants from ouremployee led giving program and employee administered foundation

Progressed in diverse representation withimprovement of overall female (+0.8%) and U.S. minority representation(+0.5%) and U.S. minority representation in leadership (+2.8%)

ARM & HAMMER Baking Soda brand team sponsoredODYSSEY OF THE MIND, a STEM competition
for students from kindergarten to college that encourages
inventive problem-solving using baking soda.

ARM & HAMMER Laundry Detergent brand team was thepresenting sponsor of the Dress for Success Virtual Power Walk,
which supported the mission of empowering women to

ENVIRONMENT & CLIMATE CHANGE

Reduced targeted GHG emissions by 4% vs. 2022

achieve economic independence.

94% of targeted GHG emissions either offset through

PRODUCTS

carbon credits or reduced through renewable energy credits

Completed Phase 2 of our laundry product concentration andcompaction efforts to minimize water and packaging size in line with ouroverall goals to reduce water use and packaging
Received the U.S. Environmental Protection Agency’s

Progressed against our Scope 1 + Scope 2 (market based)emissions science-based targets goal

Achieved a 4% reduction in water2023 Safer Choice Partner of the Year Award

intake normalized per million pounds of product shipped

Continued to monitor and reduce chemicals ofconcern from our formulated products

RESPONSIBLE SOURCING

Assessed 100% of at-risk suppliers against safety, labor,

PACKAGING

environmental, and ethical standards

Sourced 57.7% RSPO Certified Mass Balancepalm oil ingredients

Increased use of Post-Consumer Recycled plastic

to an average of over 18.1% across all global plastic packaging

Improved overall recyclability across our broad
portfolio of products (excluding newly-acquired brands) to 88.3%(equating to over 11.5 million pounds more packaging that can be
accepted into the recycling stream)

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Increased our spend with certified diverse
suppliers by 11.6%

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5CHURCH & DWIGHT
AT A GLANCE
Our Company

At Church & Dwight, we are focused on creating an inclusive,stronger, more resilient company while contributing to a better,more sustainable world.

Delaware corporation
Founded in 1846
Headquartered in Ewing, NJ
More than 50 locations around the world
2023 Net Sales of $5,867.9MM
Publicly traded on New York Stock Exchange (CHD)INTRODUCTION

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6OUR THREE DIVISIONS
Consumer Domestic

Consumer International

Specialty ProductsHousehold and personal care products
for the U.S. market

Primarily personal care products forinternational markets

Animal and food production products;
Specialty chemical products

Our consumer products are sold within the
U.S. under a variety of brands through abroad distribution platform that includes
supermarkets, mass merchandisers, wholesaleclubs, drugstores, convenience stores, home
stores, dollar and other discount stores, petand other specialty stores, and websites andother e-commerce channels, all of which sell our
products to consumers.

A variety of our personal care, household, andover-the-counter products (including some of our“power brands”) are sold in international(non-U.S.) markets, including Australia, Canada,
France, Germany, Mexico, and the United Kingdom, and in more than 130 global export markets
around the world, including China, Japanand India. We manage over 60 brands in international markets.

Our specialty products are sold to industrial
customers, livestock producers and throughdistributors.

Read more about our three principal segments in our Annual Report on Form 10-K for the fiscal year ended December 31, 2023.

2023 Net Sales ($5,867.9 millions)$321.0$975.7
Consumer - Domestic

Consumer - International$4,571.2

Specialty Products

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7OUR BRANDS
We develop, manufacture and market a broad range of consumer household,personal care and specialty products. Our consumer products marketing efforts
are focused principally on our 14 “power brands.” These well-recognized brandnames include ARM & HAMMER® baking soda, cat litter, laundry detergent,carpet deodorizer, and other baking soda based products: TROJAN® condoms,
lubricants and vibrators; OXICLEAN® stain removers, cleaning solutions,laundry detergents, and bleach alternatives; SPINBRUSH® battery-operated
toothbrushes; FIRST RESPONSE® home pregnancy and ovulation test kits;
NAIR® depilatories; ORAJEL® oral analgesic; XTRA® laundry detergent; L’IL
CRITTERS® and VITAFUSION® gummy dietary supplements for children andadults, respectively; BATISTE® dry shampoo; WATERPIK® water flossers andshowerheads; ZICAM® cold shortening and relief products; THERABREATH®
oral care products; and HERO® acne treatment products.
We focus our investor communications on seven of those 14 power brands
because they compete in large categories, and we believe they have thepotential for significant global expansion. Those seven brands are ARM &HAMMER; OXICLEAN; VITAFUSION; BATISTE; WATERPIK; THERABREATH;
and HERO, which represent approximately 70% of our net sales and profits.

POWER BRANDSINTRODUCTION

OUR BRANDSPRODUCTS

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8OUR PEOPLE

Location

Hourly vs. Salaried

4%

In their everyday work, our employees embody ourcommitments to integrity, quality, and innovation, and,in doing so, they directly contribute to our long-standing
character and reputation.

10%

5,564 Employees (globally)in over 50 locations

51%

49%

86%

$1.05MM Revenue
Per Employee
Americas

EMEA

APAC

Salaried

Hourly2023 Turnover
11.43%

6.97%

1.09%

Involuntary

Voluntary

Retirement

For more information on our employee metrics, see Employees and Communities starting on Page 58.

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9OUR SUSTAINABILITYSTRATEGY & ESG PILLARS
Sustainability is how we refer to our Environmental, Social, and Governance (ESG)
efforts to deliver growth and profitability while making a meaningful and positive
impact. We believe that Sustainability is critical to the health of the communities
in which we operate, contributes to a better world, and benefits our business bothfinancially and operationally.

ENVIRONMENTAL

We strive to minimize the impact of our expanding global operations and to meetthe challenge of managing our environmental footprint. Our top environmental
priorities include providing effective products that are safe for our consumers,
the animals they care for, and the environment; utilizing consumer friendly
and environmentally responsible packaging; reducing greenhouse gas (GHG)
emissions and water usage; recycling solid waste; and improving our suppliers’
environmental practices.
We have a goal to achieve carbon neutral status for our owned and controlled
global operations by 2025 through GHG reduction programs, green electricity
renewable energy credits (RECs), and purchased carbon credits. Our 2023
targeted GHG emissions decreased 4% compared to 2022 due to energy andtransportation efficiency initiatives. In 2023, more than 94% of our targetedgreenhouse gas emissions (Scope 1, Scope 2, and targeted Scope 3 transportation
emissions) were either offset through carbon credits or reduced throughrenewable energy credits. We established science-based targets that wereapproved by the Science Based Targets Initiative in 2022. These targets take into
account the level of carbon reduction needed to meet the goals set forth in the
Paris Agreement. In addition, we improved overall recyclability across our broad
portfolio of products, with global recyclability increasing from 71% to 88.1%
since 2018. Almost all (99.8%) of our paper and board packaging is sourced fromrecycled material and/or sustainably managed forests. We have a goal to increase

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10Post-Consumer Recycled plastic to a minimum of 25% average across all global
plastic packaging by the end of 2025, and by the end of 2023, we had achieved
over 18.1% against that goal.
Our operations are subject to federal, state, local and foreign laws, rules, andregulations relating to environmental concerns, including air emissions, wastewater
discharges, solid and hazardous waste management activities, and the safetyof our employees. We endeavor to take actions necessary to comply with such
regulations. These steps include periodic environmental and health and safety
audits of our facilities. The audits, conducted by independent firms with expertisein environmental, health and safety compliance, include site visits at each location,
as well as, a review of documentary information, to determine compliance withsuch federal, state, local and foreign laws, rules, and regulations.
Please see Products, Packaging, Environment & Climate Change and Responsible
Sourcing for further details and highlights regarding our ESG - Environmental
efforts.

SOCIAL

Our Social focus is driven by our goals of delighting consumers
with our brands through our contributions towards a moresustainable world; improving our suppliers’ labor, health and safety,
environmental, and ethical practices; and supporting our employees andcommunities - all to create a stronger, more resilient company while contributing
to a better world.
Employee safety and wellness remain two of our highest priorities. We administercompany-wide policies designed to ensure the safety of each team member andcompliance with OSHA and local standards. In 2023, our employees launched
Employee Resource Groups (ERGs) for military veterans, Black employees, andwomen. These company-supported, employee-run groups, which any employee
may join, contribute to our goal of building and maintaining a diverse and inclusive
workplace, and are intended to create safe, inclusive environments where all global
employees feel connected, valued, and inspired.

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We embrace the diversity of our employees and believe that a diverse andinclusive workforce fosters innovation and promotes an environment filled withunique perspectives, talents, and experiences. We strive to cultivate a culture
and processes that support and enhance our ability to recruit, develop and retain
diverse talent at every level. As part of our enhanced diversity and inclusion
initiatives, and our commitments to transparency and accountability, we continue
to publish workplace demographics of our employees, including in this Report.
We encourage our employees to become involved in their communities throughour Employee Giving Fund (EGF) and The Church & Dwight Philanthropic
Foundation, which are described elsewhere in this Report.
We place a high priority on operating in a responsible, respectful, and ethicalmanner. The Church & Dwight Code of Conduct (the “Code of Conduct”) provides
guidance on a broad array of business ethics and legal compliance topics. Amongother things, the Code of Conduct is designed to deter wrongdoing and to promotehonest and ethical conduct, including the ethical handling of actual or apparent
conflicts of interest between personal and professional relationships; promote
full, fair, accurate, timely and understandable disclosures in periodic reports weare required to file; promote compliance with applicable governmental laws, rules
and regulations; and promote a harassment-free work environment. The Codeof Conduct requires the prompt internal reporting of violations of the Code of
Conduct and contains provisions regarding accountability for adherence to theCode of Conduct. Additionally, expectations for our Board members are set forth in
our Corporate Governance Guidelines
In addition, our Global Operations Guiding Principles (the “Principles”), which aresignificantly aligned with the United Nations Declaration on Human Rights, address
business ethics and compliance, anti-corruption, fair labor conditions, health andsafety and environmental protection, and reflect our commitment to internationallyrecognized standards and our support and respect for internationally proclaimed
human rights.

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12The Code of Conduct and Principles set out the minimum standards we requireof ourselves and our suppliers. We encourage employees to report violations
or concerns related to our Code of Conduct or Principles to a designatedrepresentative or via our third-party administered Ethics Hotline. Employees
can report concerns anonymously and without fear of retaliation. Our Ethics
Committee oversees investigations and reports outcomes to our employees
and Board. For more information, please see copies of our Code of Conduct andPrinciples available on our website (www.churchdwight.com).
Please see Our Brands, Employees & Communities and Responsible Sourcing
for further details and highlights regarding our ESG - Social efforts.

GOVERNANCE

Our governance focus includes the processes, rules, resources,
and systems in support of our operational, Sustainability and ESG
efforts and is described in our Proxy Statement for our Annual Meeting ofStockholders under the caption “Sustainability Strategy and ESG Pillars.”
Our Corporate Issues Council (the “Council”), comprised of senior executives
representing all our key functional areas, guides the integration of Sustainability
within all parts of our business and drives continuous improvement in our
Sustainability approach and performance. The Council takes the lead in defining
and implementing our Sustainability strategies across the six ESG pillars. Its
duties include allocating resources to appropriately address Sustainability issues;
reporting on our progress to drive continuous improvement in our Sustainability
approach and performance; and monitoring, prioritizing, and addressing
evolving standards and stakeholder requirements. Our Board of Directors, acting
principally through its Governance, Nominating & Corporate Responsibility
Committee, oversees our Sustainability program and ESG efforts,
including our climate change policies and programs.

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The Governance, Nominating & Corporate Responsibility Committee
focuses on governance, brands, products, packaging, responsible
sourcing, environmental, and all other aspects of ESG not otherwise
overseen by the Compensation & Human Capital Committee and the
Audit Committee. Our Compensation & Human Capital Committee
focuses on issues related to our people, including diversity, equity, andinclusion. Our Audit Committee oversees our compliance and ethics
program. Our Independent Lead Director is responsible for ensuring thatstockholder requests, recommendations and proposals are evaluated by theGovernance, Nominating & Corporate Responsibility Committee, additional
committees within the Board as appropriate, and then by the Board of
Directors, if needed.
At each regularly scheduled quarterly Board meeting, the Chairs of
our Governance, Nominating & Corporate Responsibility Committee,
Compensation & Human Capital Committee, and Audit Committee
each review with our Board of Directors the status of the elements of
our Sustainability program and ESG elements over which they haveoversight. These reviews are supplemented by the Chairs or members ofmanagement, from time to time, as requested by our Board of Directors or
as appropriate.
In addition, our Executive Vice President and General Counsel, who is amember of the Council, meets regularly with the Governance, Nominating& Corporate Responsibility Committee, together with subject matter
experts from the Council, to review the health of our Sustainability
program, opportunities for improvement, and the status of execution
against agreed program priorities. Our Board also reviews the results of ourperiodic employee engagement surveys and has oversight over our planned
response strategy.

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6 Core Pillars of

Sustainability

OUR BRANDS
Delight consumers
with our brands andcontribute towards amore sustainable world.

RESPONSIBLE
SOURCING

PRODUCTS
Provide safe and effective
products for consumers andthe environment.

Improve our suppliers’
environmental, labor,
health & safety, andethical practices.

Our goals related to eachof our Sustainability
pillars are included witha discussion of each pillar
later on in this Report.

ENVIRONMENT &CLIMATE CHANGE

Minimize environmental impactof our global operations, witha focus on increased renewableenergy usage, reduced water
consumption, greenhousegas emissions and solid
waste to landfills.

PACKAGING
Utilize consumer friendly
and environmentally
responsible packaging.

EMPLOYEES &COMMUNITIESEmbrace the principles ofdiversity, equity, and inclusion(DEI), good corporate citizenshipand social responsibility
within the communities
we can impact.

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How we assess material issues
We use the standards and guidelines of the Global Reporting Initiative,
Sustainability Accounting Standards Board industry specific standards, and theTask Force on Climate-related Financial Disclosures to inform our Sustainability
disclosures. These disclosures are included in our Annual Report on Form 10-K
for the fiscal year ended December 31, 2023 (the “Annual Report”), our Proxy
Statement for our Annual Meeting of Stockholders, and this Sustainability Report(this “Report”). The “materiality” thresholds in those standards and guidelines
may differ from the concept of “materiality” for purposes of the federal securities
laws and disclosures required by the Securities and Exchange Commission’s (the“Commission”) rules in our Annual Report.
The inclusion of Sustainability disclosures in this Report and in our filings with
the Commission does not necessarily imply that we consider them to be material
for purposes of the federal securities laws or the Commission’s rules andregulations governing such disclosure. Defining our material issues, including
environmental matters and reputational risk, is an ongoing process overseen by
the Council.
The Council established the six pillars of our Sustainability program (identified
above) by collecting issues our various internal and external stakeholders
expressed as Sustainability priorities. The Council evaluates and ranks various
risks and opportunities based on relative impact and likelihood, discusses themost significant Sustainability issues, risks, and opportunities we face, anddetermines which of our internal functions should be accountable for them. Our
most material issues are listed in the table to the right, as well as an indicationof whether the issue relates to our own operations, our upstream impacts inthe supply chain, or our downstream impacts associated with customers andconsumers.
Risk factors that we determined to be potentially material for us (as defined byfederal securities laws and regulations) are reported in our Annual Report, which
includes environmental matters and reputational risk. Please see Environment &Climate Change for a discussion of climate change and our risks.

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Where do the impacts occur?

Topic

Upstream*

Operations

Downstream*

Our Brands
Engaging with customers andconsumers; integrating
sustainability

Products

Safe ingredients; disclosure

PackagingConsumer-friendly andenvironmentally responsible

Employees &Communities

Diversity & Inclusion,
gender equality, and employee
health; Community-enhancing
philanthropy and outreach

Environment &Climate Change
Energy and GHGs;
Water & Waste

Responsible Sourcing

Suppliers’ environmental, labor,
health & safety, and ethicalpractices; Palm Oil Derivatives*Upstream refers to the material inputs needed for production and impacts associated with those inputs and resources.
Downstream refers to impacts that occur where products are distributed and used.

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How we engage stakeholders
We regularly receive communications and inquiries from our stakeholders
regarding our Sustainability practices. Stakeholder issues are included on
the agenda for each of the Council’s meetings, and Sustainability related
issues raised by investors and other stakeholders are reviewed with theBoard’s Governance, Nominating & Corporate Responsibility Committee at
each of its meetings.
Our customers continue to express interest in our performancewith respect to climate impacts and mitigation, palm oil supply chain
management, water use and social impacts in the supply chain. We
respond to these requests by sharing information through the CDP Climate
Change, Water and Forests Responses. The Packaging, Environment &Climate Change and Responsible Sourcing sections of this Report include
more detail about our management of these topics.
We also work with our local communities to address concerns relating toour operations and engage with them through multiple channels including
this Report, our filings with the Commission, our corporate website, andone-on-ones.

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Stakeholder

Method of Engagement

Material Topics of Greatest Interest

Our Employees• Employee engagement surveys• Corporate Town Hall meetings• Quarterly CEO video message• Digital signage and plant postings• Plant meetings• Culture Connects learning series• Plant management
production walk throughs• Intranet site
• Newsletters – SCOOP and
Brand Buzz
• Social media postings• Direct mailing

Brands – Customer Engagement; Integrating Sustainability
Products – Safe Ingredients
Packaging
Employees & Communities – - DEI, Health & Safety Community Outreach
Environment & Climate Change
CultureOur Consumers• Consumer inquiries• Consumer surveys• Label claims, eco-logos,
ingredient listing• Social media postings• Postings on company
websiteBrands – Customer Engagement; Integrating Sustainability

Our Retail Customers
and Partners

Our Peers and Suppliers• Trade partner supplierexpectations• Commercial partner inquiries
or surveys• Meetings, conferences,
presentations• Peer benchmarking• Supplier meetings• Assessments and disclosure
requests• Trade meetings, conferences
or presentations

Products – Safe Ingredients; Disclosure
Packaging
Brands – Customer Engagement; Integrating Sustainability
Products - Disclosure
Packaging
Responsible Sourcing
Environment
Products - Ingredient Disclosure
Packaging

Shareholders andInvestor Groups• Direct inquiries and feedback• Face-to-face meetings• Investor conferences• Individual communications (written, telephone or web-based)

Brands – Customer Engagement
Products – Safe Ingredients; Disclosure
Packaging
Employees – D&I; Health & Safety
Environment – Energy and GHGs

Government andRegulatory Bodies• Monitoring of regulatory activity• Face-to-face meetings

Products – Safe Ingredients; Disclosure
Employees – Health & Safety
Environment – Regulatory Compliance• Inspections and surveys

Non-Governmental Organizations (NGOs)• Direct inquiries and feedback• Face-to-face meetings• Reporting and disclosure expectations

Products – Safe Ingredients; Disclosure
Packaging
Responsible Sourcing – Palm Oil
Environment

Industry Trade Associations• Business association newsletters, updates or mailings• Working groups• Participation in boards, advisory councils

Products - Disclosure
Packaging
Environment• Direct inquiries and feedback• Face-to-face meetings• Charitable donations• Sharing of best practices

Brands – Customer Engagement
Community Outreach• Direct inquiries and feedback• Communications (written, telephone or web-based)

Brands – Customer Engagement
Community Outreach

Local Communities andCommunity Groups
Media

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In addition to the methods already outlined above, we also connect with stakeholders through our involvement withorganizations such as industry groups, trade associations, nonprofits and coalitions, including those listed below:

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PRODUCTS

PACKAGING

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EMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGE

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Our membership in trade associations enables us to combine our efforts and collaborate with other similarly
affected companies on a broad variety of issues important to us, e.g., responsible sourcing, sustainable packaging, andproducts and nutrition to name a few. We do not necessarily agree with positions taken by each association on every issue. If we wereto identify a misalignment on a policy issue, we would communicate directly with the association or organization and, if necessary, reevaluate our future participation and support. In all cases, our position on a matter of public policy is the prevailing company position,
irrespective of any trade association position. We are consistent in the positions we share with external stakeholders as well as in our
trade association engagement.

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POLITICAL ADVOCACY

Occasionally, we meet with legislatures, regulators, and other policymakers
on issues that impact our business. In addition, a portion of the membershipfees we pay to certain of the trade associations and other tax-exempt
organizations identified previously in this Report are aggregated withfees contributed by all other members and used for that association/organization’s lobbying efforts. We regularly evaluate our membership inthese associations to ensure their actions are in line with our values andthat we are obtaining commensurate business value.
As set forth in our Code of Conduct and our Political Contributions
Policy, we have a longstanding policy against making direct or indirectcontributions to any political party or candidate. In addition, each year,
we request that U.S. trade associations to which we pay in excess of$25,000 annually confirm their compliance with our policy. The PoliticalContributions Policy is available on our website on the “Investors” page.

CYBERSECURITY, DATAPRIVACY AND SECURITY
Increased information technology security threats and more sophisticatedcomputer crime, including ransomware, denial of service and phishingattacks, and advanced persistent threats, pose a potential risk to thesecurity of our information technology systems, networks, and services,and those of our customers and other business partners, as well as theconfidentiality, availability, and integrity of our data, and the data of ourcustomers and other business partners. Accordingly, we take cybersecurity
and data privacy and security issues very seriously.

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CYBERSECURITY

Information Security Program
We rely extensively on information technology systems, some of which aremanaged by third-party service providers, to conduct our business. If we or
our service providers, suppliers, or customers experience system failure, theirbusinesses could be disrupted or otherwise negatively affected, which may
result in a disruption in our supply chain or reduced customer orders or otherbusiness operations.
To reduce the likelihood of external cyberattacks impacting our business,
we have developed an Information Security Program that is designed toprotect and preserve the confidentiality, integrity and continued availabilityof all information owned by us, or in our care, and our ability to operate. This
program, led by our Vice President, Global Chief Information Security Officer(CISO) and overseen by our Senior Vice President, Global Chief Information
Officer (GCIO) includes, among other elements:• Risk assessments• Cybersecurity awareness training of our employees and contractors,

incident response personnel, and senior management• Periodic phishing and other exercises to both test our systems andreinforce training of our personnel• A cybersecurity incident response plan managed by our CISO
• A third-party risk management process for service providers, suppliers,and vendors.
We have not identified risks from known cybersecurity threats, including asa result of any prior cybersecurity incidents, that have materially affected or
are reasonably likely to materially affect us, including our operations, businessstrategy, results of operations, or cash flows.

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Program Governance
Our Board of Directors considers cybersecurity risk as part of its risk
oversight function and has delegated to its Audit Committee oversightof cybersecurity and other information technology risks. Each of themembers of the Audit Committee is independent within the meaningof the NYSE listing standards and meets the additional independence
requirements of the NYSE listing standards applicable to audit committee
members. The Audit Committee oversees management’s implementationof our cybersecurity risk management program, including reviewing
risk assessments from management with respect to our information
technology systems and procedures, and overseeing our cybersecurity
risk management processes. The Audit Committee, which is tasked withoversight of certain risk issues, including cybersecurity, receives reports
from the GCIO and CISO each quarter.
At least annually, the Board and the Audit Committee also receive updates
about the results of exercises and response readiness assessments led
by outside advisors who provide a third-party independent assessmentof our technical program and our internal response preparedness. The
Audit Committee, CISO, and GCIO regularly brief the full Board on thesematters, and the full Board also receives periodic briefings regarding ourInformation Security Program and cyber threats, including threats facedby our peers, in order to enhance our directors’ literacy on cyber issues.
In addition, management updates the Audit Committee, as necessary,
regarding any cybersecurity incidents that we may experience.
Our management team, including our GCIO, is responsible for assessing
and managing our material risks from cybersecurity threats. The teamhas primary responsibility for our overall cybersecurity risk management
program and oversees both our internal cybersecurity personnel and our

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retained external cybersecurity consultants. Our management team’s
cybersecurity risk management is led by our CISO, who has significant
experience across digital innovation and technology-enabled growth,
information security, infrastructure, operations, and compliance. Our
management team supervises efforts to prevent, detect, mitigate, andremediate cybersecurity risks and incidents through various means, which
include briefings from internal security personnel; threat intelligence andother information obtained from governmental, public, or private sources,
including external consultants engaged by us; and alerts and reports
produced by security tools deployed in the IT environment.

DATA PRIVACY & SECURITY
We collect, use and store personal information of our employees,
customers and other third parties in the ordinary course of business. In
addition, we sell certain of our products directly to consumers online
and through websites, mobile apps and connected devices, and we offer
promotions, rebates, loyalty, and other programs through which our datasystems may receive personal information.
We recognize the importance of data privacy and security and arecommitted to safeguarding and protecting our information and any otherinformation entrusted to us. To date, we have not paid any penalties orsettlements relative to an information security breach.
We are required to comply with increasingly complex and changing global
data privacy and security laws and regulations that apply to the collection,
storage, use, transmission, and protection of personal information andother consumer and employee data, including particularly the transfer of
personal data between or among countries. We have systems in place tomonitor compliance with appropriate privacy laws and regulations, andwith our own policies.

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OUR BRANDS
Our brand teams strive to provide our customers and consumers
with high-quality, affordable products and to continuously deliverin the area of social and environmental responsibility.
In 2023, our brand teams expanded the positive impact we haveon our communities and the planet by supporting meaningfulsocial and environmental causes.

Delight Consumers with Our
Brands & Contribute Towards
a More Sustainable World
Integrate sustainability into ourbrands and marketing efforts.
 tilize our brands to drive awareness andUengagement around sustainability.

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ARM & HAMMER BAKING SODA ISCERTIFIED CARBON NEUTRAL.
ARM & HAMMER Baking Soda achieved carbon neutrality by measuring
the product’s carbon footprint and reducing it to zero through verified
carbon offsets and internal reductions in line with The CarbonNeutral
Protocol. ARM & HAMMER Baking Soda CarbonNeutral® productcertification and corresponding offsets cover 2023 emissions from raw
material production to retail customer delivery in the U.S. and excludes
use and disposal.
• MEASURE - Through lifecycle analysis, we calculated the amount ofcarbon dioxide released into the atmosphere through the raw material
sourcing, production, and distribution to retailers of domestic baking
soda. This analysis was conducted by an independent third party, according to the requirements of the International Standard ISO 14044(ISO, 2006), and was critically reviewed.

• REDUCE - We are pursuing energy reduction projects at our produc-tion facilities and working towards longer-term emissions reduction
targets in accordance with our science-based targets.

emissions. These offsets are generated, verified, and tracked in accordancewith applicable standards. We’ve purchased offsets in connection withfour project areas globally: wind power in India and in Nicaragua, improved
cookstoves in Bangladesh, and a rooftop solar program in India.
In addition, the ARM & HAMMER brand team partnered with advocates whohelped drive awareness of the brand’s Sustainability commitment.

ARM & HAMMER BAKING SODA IS PROUD TOSUPPORT BAKING SODA SWAPS.
Just a helping of ARM & HAMMER Baking Soda helps reduce the number of
products in your cabinet and the number of products you send to the landfill.
Our ARM & HAMMER Baking Soda Swaps campaign focuses on simple, ecofriendly swaps using ARM & HAMMER Baking Soda. Our aim is to empower
everyone to reduce waste and feel good about their impact on the planet.​
The campaign generated over 619 million impressions in 2023 and willcontinue in 2024.

• OFFSET - We purchased carbon offsets equal to our estimated annual

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“We are grateful for ARM &HAMMER™ Laundry’s continued
support to help us raiseawareness and funds to help
women achieveself-defined success,”

ARM & HAMMER LAUNDRY TEAM PROUDLYSUPPORTS DRESS FOR SUCCESS FOR A THIRDCONSECUTIVE YEAR
The ARM & HAMMER Laundry team continued its support for Dressfor Success® by donating $100,000 in total in 2023. The Laundry teamsponsored the “Your Hour, Her Power” campaign to empower womenand lighten their load and the “Women Who Inspire” Power Luncheon,
which brought together the women Dress for Success serves, innovative
thought leaders, media and social influencers and corporate executives
aims to create practical and sustainable solutions to advance economic
opportunities for all women.

- Michele C. Meyer-Shipp,CEO of Dress for Success Worldwide®

Dress for Success is an international nonprofit
organization dedicated to celebrating and helping
women, many of whom are facing underemployment, chronic
unemployment, or struggling with their economic situations. For these
women, Dress for Success provides the resources to succeed.

Your Hour, Her PowerTo support Women's History Month and International Women's Day,
ARM & HAMMER™ Laundry donated $50,000 to the “Your Hour, HerPower” empowerment campaign that spotlights female leadership andencourages individuals around the world to donate to help women accessresources that will help them achieve economic advancement. The money
raised helped Dress for Success provide women access to programs
that focus on job search support, financial literacy education, health and

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wellness, and entry to a professional network and safe community.
The ARM & HAMMER Laundry team led public relations efforts
to drive awareness and engagement in the campaign and secured
interviews for Dress for Success CEO, Michele C. Meyer-Shipp, with
PIX11 in NYC, The Newsette, and Cheddar’s ChedHer.

Women Who Inspire Power Luncheon
The ARM & HAMMER Laundry team was the presenting sponsor of
the 2023 annual power lunch, Women Who Inspire, in September,
donating $50,000 to support Dress for Success’s mission to drive realchange by providing vital tools and resources to help women enterback into the workforce. The event was hosted by Ms. Meyer-ShippINTRODUCTION

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and Senior Vice President, Content, at Hearst Magazines, Lucy Kaylin,
and Guest of Honor, Gayle King, Television Journalist and Co-Hostof CBS Mornings, joined the event for an inspiring conversation on
the art of reinvention and living your purpose. ARM & HAMMER alsocollaborated with influential women, including television personality
and entrepreneur Crystal Kung Minkoff, Olympic Gold Medal Gymnast
and New York Times Bestselling Author Shawn Johnson East, andhome expert and entrepreneur Chelsea DeBoer to share their powerstories and offer valuable career insights for women to further support
this event. In total, these influencers’ posts garnered 10.2 million+
impressions and 12,000+ likes.

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OUR VITAFUSION BRAND TEAM CELEBRATED
THE 7TH YEAR OF ITS PARTNERSHIP WITH THE
FRUIT TREE PLANTING FOUNDATION by planting inunderserved communities across the U.S. and the globe bysupporting our mission of providing delicious nutrition for all.
According to the Centers for Disease Control and Prevention’s State Indicator
Report on Fruits and Vegetables (2018), only 12.2% of adults meet therecommended daily fruit intake with the driving factors being convenience andaffordability. At a time when health and wellness are top of mind, our VITAFUSION
brand team continues to strive towards its mission of providing delicious nutrition
for all by planting fruit trees in communities across the U.S. who need it most.

In 2023, we planted 10,020 trees and 20 fruiting shrubs in 41
communities in the Jinja District of Uganda & one community
in St. Paul, Minnesota. As of 2023, we have planted 260,166 fruiting trees& shrubs alongside The Fruit Tree Planting Foundation! The orchards createdthis year will feed their communities both physically as well as socially andeconomically for decades to come by creating 1,563,120 million pounds of oxygen
and 440,880 million pounds of harvest expected annually once trees are mature.
The Fruit Tree Planting Foundation is an international nonprofit dedicatedto planting edible fruit trees and plants to benefit the environment and its
inhabitants. The VITAFUSION brand team and the Fruit Tree Planting Foundation
have helped increase the accessibility of fresh fruit by planting trees at publicschools, Native American communities, city parks, community gardens, low-income
neighborhoods and hurricane-stricken areas.
The VITAFUSION brand team and the Fruit Tree Planting Foundation havehelped increase the accessibility of fresh fruit by planting trees at public schools,
Native American communities, city parks, community gardens, low-income
neighborhoods, and hurricane-stricken areas.

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OUR FIRST RESPONSE BRAND TEAM EMPOWEREDWOMEN’S MATERNAL HEALTH JOURNEYS WITH
DIVERSE STORY-TELLING AND CAUSE AWARENESSCAMPAIGNS.
As the manufacturer and distributor of FIRST RESPONSE pregnancy test kits,
we are committed to empowering women’s maternal health journeys througheducation and awareness through reputable cause marketing partnerships.

In 2023, we:• Supported National Infertility Awareness Week (NIAW) with RESOLVE: The

FIRST RESPONSE brand team continued a decades long partnership with The
National Infertility Association, with the goal of helping re-establish in-person
support groups post-COVID-19 pandemic.
• Continued our commitment to addressing maternal health inequities withongoing support of:• Black Mama’s Matter Alliance (BMMA): Raised funds and awareness forBlack Maternal Health week in April.
• Every Mother Counts (EMC): Raised money to help support equitablematernal health by sponsoring EMC’s Giving Tuesday campaign bymatching donations to support women having access to quality, respectful,and equitable healthcare. To amplify the match campaign, First Response
engaged mom influencers including Olympian Tara Lapinski to help
encourage donations and inform their audiences of the maternal healthinequities that exist today.

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OUR TROJAN BRAND TEAM PROTECTEDCOMMUNITIES WITH SEXUAL HEALTH
PROGRAMS, EDUCATION, AND DONATIONS.
As the manufacturer and distributor of TROJAN brand condoms, we arecommitted to complete sexual health through education and increasingawareness among young adults in the U.S. about the risks of unprotected sex– notably unintended pregnancies and sexually transmitted diseases (STDs).

In 2023, we:• Worked with the Condom Collective – a youth-led grassroots movement

to make the U.S. a sexually healthy nation – to donate more than one
million condoms to student-run safe sites in a peer-to-peer program oncollege campuses.
• Continued a tradition of donating more than one million condoms tohealth departments across the U.S. annually as a part of a long-standing
partnership with the National Coalition of STD Directors. Together, we
refocus attention, resources, and consumer education on condoms asa highly effective form of STD and unintended pregnancy prevention.
Through this partnership, which is referenced on our condom boxes, we
also continue to support the “Condom Connect” Initiatives.
• Continued our partnership with youth sex-ed nonprofit, HiTOPS, bysponsoring its annual half-marathon race last November in Princeton, NJ.
HiTOPS works to foster strong and healthy young people of all identities

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by providing inclusive sex education and LGBTQ+ support for young
people throughout New Jersey. The TROJAN brand team was therace’s “Finish-Line Sponsor,” donating and helping to raise thousandsof dollars for the organization.
• Supported Callen-Lorde, an NYC-based global nonprofit leader in

LGBTQ+ healthcare, as extension of our Bushwig sponsorship and inhonor of Bushwig co-founder Simone. Bushwig is an annual community-created and -run festival in Bushwick, NYC that celebrates
LGBTQ+ music, art, and culture. The TROJAN brand had the honor ofbeing Bushwig’s first corporate partner and encouraged festivalgoers
to be their authentic selves.
• Worked with Operation Homefront to donate condoms to support

their wide variety of programming, including their alliance with women’s/health programs and residents in the area, Operation Homefront
if a nationally recognized nonprofit dedicated to supporting military
members and their families, providing relief and recurring family
support programs.

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THE ARM & HAMMER PET CARE BRAND TEAMIS PASSIONATE ABOUT PET ADOPTION.

In 2023, the brand team continued its mission in supporting overlooked
shelter cats through its partnership with the ASPCA and animal shelters
across the nation, to raise awareness for pets needing loving homes.
This included:• Remaining dedicated to shining a light on “purrfectly impurrfect cats”

and giving back to organizations that help them get adopted by donating$50,000 annually to animal shelters through our ARM & HAMMER Feline
Generous program.
• In June, we celebrated our 3rd annual partnership with the ASPCA andNational Adopt A Shelter Cat Month by partnering with the ASPCA tosponsor virtual adoption events to help purrfectly impurrfect shelter cats
get adopted.
• Our 5th annual partnership with Morris Animal Refuge, one of America’s

first institutions that cared for and rehomed abandoned and suffering
animals. ARM & HAMMER Feline Generous sponsored its annual Fur
Ball event and Giving Tuesday campaign, helping to encourage donation
matching for its shelter through a donation of $13,500.

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PACKAGING• In honor of National Animal Shelter Appreciation Week (November 5-11), theARM & HAMMER™ Feline Generous program announced the launch of its "A
Day in the Life" social media campaign. The campaign is dedicated to celebrating
purrfectly impurrfect shelter cats who are often overlooked due to age, appearance,or misunderstood personalities. The Feline Generous Program teamed up withsome of TikTok’s most popular cat influencers to create humorous and lighthearted
videos that highlight “a day in the life” of purrfectly impurrfect shelter cats looking
for their furever homes. To thank the participating shelters, the ARM & HAMMER
brand team donated $10,000 to each organization!
• In celebration of the giving season, the ARM & HAMMER Feline Generous

program launched a social media campaign allowing participants to nominate
three local shelters to be awarded a donation of $5,000 each ($15,000 total).
The nominating consumers were also awarded a year’s supply of ARM & HAMMER
cat litter!

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THE ARM & HAMMER BRAND TEAMSPONSORED ODYSSEY OF THE MIND™
In 2023, we continued our partnership with Odyssey of the Mind™, aninternational science, technology, engineering, art, and math (STEAM)
competition where students in kindergarten through college work
together to solve creative problems at the regional, state, and global level.
For over 175 years, we have been committed to encouraging inventive
problem-solving from the kitchen to the outdoors, to the classroom,
empowering millions of consumers to dream up countless versatile uses
for ARM & HAMMER baking soda.
In 2023, our ARM& HAMMER brand team’s continued support ofOdyssey of the Mind and STEAM education included:• Sponsoring a problem where teams will use ARM & HAMMER baking
soda as a key element in their solution and performance.
• Providing $100,000 in sponsorship to support STEAM.

Sharing virtual content at Odyssey of the Mind™ World Finals in May
2023 to provide edutainment to the thousands of teams and families
in attendance. This partnership will help us to advance our mission ofchampioning innovative thinking and we are excited to see the creative
solutions these powerful young minds come up with as we continue our
support in 2024!

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CHURCH & DWIGHT BRAND TEAMS PARTNER
WITH CONSCIOUS BEAUTY AT ULTA BEAUTY™
Conscious Beauty at Ulta Beauty™ empowers consumers with transparency
and choice to be able to identify clean, cruelty free, vegan, and sustainablypackaged brands and products. It also highlights brands that positively impact
our communities and planet.
Various Church & Dwight brands met the qualifications for the pillars below:• BATISTE - Sustainable Packaging, Vegan*• VIVISCAL - Clean Ingredients, Sustainable Packaging*• TOPPIK - Clean Ingredients, Vegan*• NAIR - Clean Ingredients, Vegan*• THERABREATH – Clean Ingredients, Vegan*sku specific

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BATISTE BRAND TEAM JOINED WITH LEADINGNONPROFIT ACTIVE MINDS TO UPLIFT YOUNG
ADULTS ON COLLEGE CAMPUSESIn 2023, the BATISTE brand team continued its partnership with Active
Minds, the nation’s leading nonprofit organization providing mental healthawareness and education for young adults. The brand team has innovated tomake great hair easy to achieve in minutes — not hours – so consumers havemore freedom and time to do what they love. Together with Active Minds, theBATISTE brand team is investing in resources and programs that will enhance
the lives of college students experiencing mental health issues across thecountry, allowing them to spend their energy on what matters most.
There is a unique need at community colleges for additional mental healthresources, as compared to larger universities, due to less funding and overall
limitations to provide the support students need. The $50,000 donation fromthe BATISTE brand team will aide in the following:• Establish new Active Minds Chapters at community colleges• Grow Active Minds’ student ambassador network on campusesby 50%• Amplify student networks and increase funding for new Chapters• Provide scholarships and tailored technical assistance for students

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SPINBRUSH BRAND TEAM PROUDLYSUPPORTS OPERATION HOMEFRONT BY
DONATING $100,000 IN 2023
For the third consecutive year, the SPINBRUSH brand team partneredwith Operation Homefront – a nonprofit that for the past 21 years
has worked to build strong, stable, and secure military families so they
can thrive, not simply struggle to get by, in the communities they haveworked so hard to protect. The brand team designed a camouflage
battery powered toothbrush in collaboration with Operation
Homefront to raise awareness of Operation Homefront's mission with
consumers at retail.

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WATERPIK BRAND TEAM AND “DR. Q” TONEYBROUGHT THE TRANSFORMATIVE POWER OF
WATER TO HBCU CAMPUSES
The "Art of Aesthetics/Waterpik HBCU Homecoming Tour" proved to be a
profoundly impactful and momentous oral care education endeavor within
the community. This tour was a unique opportunity to facilitate engagementwith students from historically Black colleges and universities (HBCUs) andresonate with the broader working community that supported this initiative.
As a proud attendee of one of the few HBCU dental programs, Dr.
Quodarrius Toney (“Dr. Q”) was enthusiastic about collaborating with the
WATERPIK brand team. Through this partnership, the brand team and Dr.
Q provided oral care education and fostered awareness about WATERPIK's
commitment to superior oral care. In doing so, we demonstrated ourunwavering dedication to investing both educationally and financially inunderserved communities.
One of the most remarkable facets of this tour was the opportunity toconnect with HBCU pre-dental students along their dental education
journey. These interactions helped to inspire these students and serve
as a bridge between the brand team and future colleagues in the field ofdentistry – individuals who are poised to incorporate WATERPIK products
into their professional practices and, in turn, recommend these products totheir patients. Each stop on the tour offered a distinct experience, yet they
all shared a common thread: an abiding interest in oral health, dentistry, and
WATERPIK products.

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The final stop at Howard University announced the brand’s partnership with
Dr. Q’s Howard University College of Dentistry Program Scholarship, where
the brand team donated $20,000 to a Howard College of Dentistry student
along with a $5,000 contribution to Howard University’s student affairs.
• Event Locations: Texas Southern University, Spelman College, Morehouse

College, Tennessee State University, Meharry Medical College, Morgan
State University, Howard State University• Surprising fact: Less than 4% of Dentists are Black

WATERPIK BRAND TEAM PROVIDES SHOWERS
AND PERSONAL CARE SUPPORT THROUGHSHOWERS FOR ALL PARTNERSHIP
Local Denver organization “showers for all” provides showers and laundry to
those experiencing homelessness. In 2023, the WATERPIK brand team began
its partnership with this organization to help bring dignity and a sense of value
through good personal hygiene by providing a $10,000 donation directly tothe organization, upgrading their trailer showers with WATERPIK shower
heads, and providing donations of other Church & Dwight personal careproducts: SPINBRUSH toothbrushes, THERABREATH mouthwash, and
ARM & HAMMER toothpaste, deodorant, and laundry detergent.

Church & Dwight Honored by the U.S. Environmental Protection Agency’s 2023 Safer ChoicePartner of the Year Award
The Safer Choice program assesses every ingredient in a product for safety in addition to reviewing pH, performance,and packaging. The ARM & HAMMER brand was recognized for utilizing safer ingredients without sacrificing quality or
performance, while furthering the EPA’s commitment to making Safer Choice products more affordable and accessible
to all. To drive awareness of EPA Safer Choice options, certain ARM & HAMMER laundry products prominently feature
the Safer Choice logo on their packaging and the brand spends millions of dollars on advertising behind Safer Choicecertified products. For more information, see Products beginning on page 40.

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PRODUCTS
Provide Safe & Effective
Products for Consumers& the Environment
Develop effective products that are safe for our
consumers, the animals they care for, and theenvironment worldwide
Provide informed choices to consumers acrossthe globe through ingredient transparency
and disclosure

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EFFECTIVE & SAFE PRODUCTS
Our global R&D Organization
Our global R&D employs a broad variety of scientists withspecialties in product development chemistry, packaging
and process engineering, toxicology, regulatory, quality andSustainability. We have a strong external network of technicalexperts that enable our primary R&D center in Princeton, NJ, tointerconnect with our facilities in Canada, Europe, and China. This
global R&D network ensures we provide the world’s consumers
with high quality ingredients and products in compliance with all
safety and regulatory expectations.
Our Commitment to a Global and Science-Based Ingredient andProduct Safety Assurance

Our 4-step evaluation process is well above and beyond
regulatory compliance and includes:
Step 1. Safe and Sustainable Ingredient Selection.
Each ingredient undergoes a rigorous safety evaluation for the
specific product application, specifically we:• Review ingredients against our “Chemical of Concern” list toensure use of the ingredient is not prohibited or restricted.
• Review extensive data sources for all traditional endpoints of

toxicity -- acute and chronic human, animal, and environmental
hazards.

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• Strive to select safer chemicals that perform the same function.
• Develop a comprehensive exposure assessment to the ingredient in

the product to establish a range of concentration that can be safely
used in the product.
• Conduct a risk assessment to determine if we should use the

1. Safe and Sustainable
Ingredient Selection
Evaluate the efficacy and safetyof each ingredient for the specificproduct application

ingredient. If safety cannot be confirmed, the ingredient is notallowed in the product and we explore alternative ingredients.

Step 2. Finished Product Evaluation.

2. Finished ProductEvaluation

Our global mission is to ensure safety of our products worldwide under
expected use and reasonably foreseeable misuse conditions.

Ensure safety use of our
products under normal use
and reasonably foreseeablemisuse conditions• An overall product health exposure and risk assessment isconducted. If there are any data gaps, a safety program consistent
with our commitment to animal-alternative research is developed.
• A toxicologist and regulatory and legal counsel provide proper

use instructions and ingredient and safety related statements on
package label and on the product website.
• Product Development and Quality Compliance teams ensure thatthe finished product meet all specifications such as formulation
verification, stability, shelf life, and preservative efficacy.

3. Premarket Clearance
Check the facts and document
our science-based R&D
product dossier

Step 3. Pre-market Clearance.
• Prior to manufacture and shipment release of every product, R&D

develops a pre-market dossier.

4. Post-market
Surveillance• The Quality Department reviews the pre-market dossier toensure the ingredients and products meet our corporate andindustry standards for safety, performance and stability, regulatory
requirements, and Sustainability.

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Proactively listen to ourconsumers and customers.

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Step 4. Consumer Feedback, Vigilance, and Post-market
Surveillance
Church & Dwight continues to place high value on insights from ourconsumers and customers on products within the market, reflected bysignificant investments in this area during 2023:• A new consumer response platform and database (Service Cloud)was launched at the end of the year to provide the foundation for
future consumer engagement.
• The Quality Investigation section of the system was designed andbuilt from scratch by the C&D Vigilance team to drive better andfaster data back to the business, as well as monitor and measurecompliance to application regulation reporting timelines.
• We continue to leverage partnerships established with industry

experts, and pro-actively identify emerging or new feedback related
to adverse experiences.

CHURCH & DWIGHT’S QUALITYMANAGEMENT SYSTEMS (QMS)
Our QMS is designed to meet the highest standards in the industryreflecting global regulatory requirements and International Standards.
Our quality obsessed mentality ensures that all new products
or enhancements meet rigorous standards prior to being sold toconsumers. The standards include, but are not limited to, safety
and performance testing, package evaluation, and manufacturing
qualifications. Our products are produced only after all ingredientand manufacturing suppliers are approved by the Quality Team.
Finally, through ongoing performance evaluations against our productspecifications, we deliver consistently high-quality products to ourconsumers.

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CONTINUED MONITORING OF OUR
FORMULATED PRODUCTS FORCHEMICALS OF CONCERN
Our R&D Chemicals of Concern Committee has developed a masterlist of Chemicals of Concern for humans and the environment.
This list is derived from global regulations and scientific reviewsby authoritative bodies such as California’s Proposition 65,
the International Agency for Research on Cancer (IARC), theU.S. National Toxicology Program, the U.S. Food and Drug
Administration, the European Union list of Endocrine Disrupting
Chemicals, and the International Fragrance Association Code ofPractice. These also address hundreds of chemicals on Retailer
Restricted Substance Lists (RSLs) among others.
None of the chemicals on our master list are intentionally added
to any of our formulations. We also review formulations from ouracquired brands to identify whether any Chemicals of Concern
should be removed. If any are identified, an action plan is put inplace to address them. Our Chemicals of Concern Committee

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regularly reviews current and emerging issues to determine
whether additional chemical(s) should be added to our master list,
should be removed from that master list or should be included
on our Watch List for continued monitoring or early action. We
continue to build on our commitment to safe products throughexpanded monitoring, enhanced systems, and other improvements.
We design fragrance mixtures to comply with the safety
standards set by the International Fragrance Association, and all
flavor mixtures to comply with those of the Flavor and Extract
Manufacturers Association and our Chemicals of Concern process,in addition to regulatory requirements worldwide. We speciallydesign mild fragrance oils for our scented sensitive skin products.
We do not use phthalates in our fragrance oils or our finishedproducts. Lilial has been fully removed from fragrance oils in our
European cosmetic products and we are in the process of removing
it from cosmetic products in other geographies. Lyral has been
removed from over 95% of our fragrance oils and we are in theprocess of removing it from the remaining fragrances globally.

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OUR COMMITMENT TO ANIMALALTERNATIVE RESEARCH
We do not conduct, nor do we request that our raw material
suppliers conduct, any animal studies unless absolutely
required to comply with law or regulations. Our animalalternative methods of safety and efficacy evaluation include: publicly
available toxicology and clinical safety data, computer (in silico) andhuman simulated modeling, and in vitro and clinical testing.
While many in vitro methodologies are validated for single ingredients,
they are not fully validated for ingredient mixtures such as finishedproducts. Therefore, we continue to invest in in vitro testing validationand participate in collaborations with industry, regulatory agencies,
and special interest groups to validate in vitro testing for chemical
mixtures. As an example, in collaboration with a consortium of
personal lubricant manufacturers and an in vitro testing company, we
have joined a project co-organized by the PETA Science Consortium
International to demonstrate that a human cell-based test system
can be used for regulatory decision-making. This project is organizedthrough the FDA’s Medical Device Development Tools (MDDT)
program, a recently restructured approach to involving the FDA in thedevelopment of modern animal-free approaches to product testing.

More information about our animal testing policy canbe found at https://churchdwight.com/our-brands/
animaltesting-policy.aspx.

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ENVIRONMENTAL SAFETY
ASSURANCE PROCESS
Environmental safety has been one of our high priority
considerations in ingredient selection and product development.
We have recently initiated a Corporate Environmental Safety
Assessment Framework with a more robust approach to further
enhance our environmental safety assessments for ingredients andproducts consistent with our respective Sustainability goals. Within
this framework each chemical in a specific formulation is evaluatedagainst five endpoints in environmental toxicity. Two successfulprojects included a down the drain product and a rinse off product.
We will apply this robust environmental safety assurance process toall our product categories.

Church & Dwight’s Environmental
Safety Assurance Process
Environmental Safety
Assessment Framework

Biodegradeability
Classification

Bioaccumulation
Factor (BAF)

Bioconcentration
Factor (BCF)

Aquatic toxicity

SUSTAINABILITY & INNOVATION
Sustainability is now a fundamental aspect of our innovation
teams' ethos, guiding our new product development with a strongemphasis on Sustainability. We're actively pursuing innovations that
reduce water and energy use, both in manufacturing and end-userphases, and are working on reducing transportation impacts andenhancing packaging recyclability.
We understand that Sustainability is a key component of theconsumer experience. To create products that resonate with
consumers, we're heavily focused on understanding their needs
and preferences, which helps us craft sustainable solutions with theconsumer at heart.

Toxicity to Sewage
Microbes

Our approach includes integrating tools derived from leading
Design for Sustainability practices. These are embedded in ourIntegrated Design Thinking (IDT) methodologies and factored
into our new product Stage Gate assessments. We also continue
to create and refine curated Sustainability tools and adaptable

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processes, empowering our scientists, designers, and developers
to embed Sustainability throughout every phase of innovation anddevelopment.
Moreover, our commitment to Sustainability extends beyond our
in-house activities. It encompasses the work we do with externalinnovation partners and within our collaborative ecosystems.
Through open innovation partnerships, we aim to extend our
influence on Sustainability practices beyond our organization.

INGREDIENT DISCLOSURE
Ingredients included in the formulations for our products aredisclosed on-line and/or on-pack. We devote significant attention
and care to transparently disclosing ingredient and safety informationfor our products. Safety Data Sheets for our products are available on
our website. We disclose ingredients in all our products in accordancewith the relevant federal, state, and local regulations.

GLOBAL STANDARDIZATION OF OURPRODUCTS WHILE ADAPTING TO LOCALPRODUCT NEEDSOur R&D organization has adopted a “One R&D - Think and Act
Global” approach while adapting to local needs. We strive to develop
a single formula to meet the needs of consumers worldwide, thereby
simplifying and improving our agility to changing needs. We alsooffer variation(s) of a global formula based on the local consumer
preferences, socioeconomics, and our distributor network.

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HIGHLIGHTS OF 2023 PRODUCT INNOVATIONACCOMPLISHMENTS• EPA’s Safer Choice Partner Award Winner. Church & Dwight wasrecognized by the Environmental Protection Agency (EPA) for its
efforts in promoting safer chemistry and received a Safer Choice 2023
Formulator-Product Manufacturer Partner of the Year Award. Two
ARM & HAMMER laundry products – ARM & HAMMER Baby Laundry
Detergent and ARM & HAMMER Clean & Simple Laundry Detergent– are EPA Safer Choice-certified. ARM & HAMMER Safer Choicecertified products are produced in manufacturing facilities that use 100%
renewable energy. These Safer Choice-certified laundry detergentsare more accessible to lower income shoppers because they are madeavailable at affordable prices and are available at retailers that serve lowincome communities, supporting EPA’s goal of advancing environmental
justice.
• Liquid Laundry Detergent Concentration. In 2023, ARM & HAMMER

and XTRA Laundry further reduced water and plastic usage, by further
concentrating key liquid detergent formulas. The new formulas provide
consumers with the same cleaning power as prior formulations, butwith less water and plastic used per load. These efforts, across ARM &HAMMER and XTRA, reduced plastic usage by approximately 3.6 million
pounds, corrugate usage by approximately 5 million pounds, and water
usage by approximately 79,000 tons. The smaller, lighter product has
also resulted in an estimated reduction of carbon dioxide emissions intransportation by approximately 5,700 metric tons.1
1
Plastic, corrugate, water, and carbon reduction estimates use actual number of units sold in
2023 as compared to impact of 2022 first round concentration using the same number of units
sold. Emissions reduction estimates are based on full truckload equivalents calculated using
average carbon emissions per truckload and average miles traveled.

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• THERABREATH Oral Rinse. We launched two new kids oral

rinse anticavity flavors using organic flavors. Dr. Harold Katz
created the THERABREATH formulas in 1993 for his own
family. That's why THERABREATH Kids Mouthwash contains
no artificial dyes, no parabens, and no alcohol. This anticavity
mouthwash is also vegan and gluten free.
• BATISTE Dry Shampoo. We reformulated and launched all our

BATISTE Dry Shampoo products to meet the new California
Air Resources Board (CARB) requirements for Dry Shampoo forvolatile organic compounds reductions, including all currently
marketed as well as our new Overnight Deep Cleanse andTexturizing products.
• WATERPIK. In 2023, the WATERPIK brand continued the

expansion of the high efficiency, EPA WaterSense certified
showerhead product portfolio. These showerheads areengineered to maximize performance while reducing flow rates
by up to 28%. Over 93% of WATERPIK showerheads shipped in
the U.S. in 2023 were WaterSense certified.

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PACKAGING
We are committed to developing and producing consumer
friendly and environmentally responsible packaging acrossall our global brands.

Utilize Consumer-Friendly
and Environmentally
Responsible Packaging
Ensure greater than 95% of global product packaging
is recyclable by the end of 2025.
Ensure all non-pharma product packaging is free from
Polyvinyl chloride (PVC) including timely eliminationfrom newly acquired products.
Increase Post-Consumer Recycled (PCR) plastic toa minimum of 25% average across all global plastic
packaging by the end of 2025.
Reduce the amount of virgin (petroleum based) plastic
packaging used globally by more than 30% versus 2017baseline data by the end of 2025.
Source all paper and board packaging from recycledmaterial and/or sustainably managed forests
ensuring compliance for all future
product acquisitions.

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PACKAGING CIRCULARITY AND PLASTIC
REDUCTION
Aligned with our overall Sustainability objectives, and in recognition of the
global challenges around the use of plastic in packaging, we continue topursue our Plastic Packaging Strategy. We want to ensure that our plastic
packaging has minimal impact on the environment, and we hope to achievethat with three key focus areas:

1. Plastic should be eliminated or reduced from our packaging
wherever it is practical. This means seeking non-plastic alternatives fromacross our supplier base. Plastic should also be reduced in weight where it is
not deemed necessary for product protection and containment.

2. Plastic recyclability should be increased through a combinationof plastic component simplification and consumer education.
During development, we seek solutions to make plastic packaging free fromcontaminants that prevent recyclability. This includes moving from multiple
plastic materials, which cannot be separated, to a mono material structure or
removing metal from plastic packaging.

3. Plastic sustainability should be grown through increased
circularity. We continue to increase the amount of PCR plastic across our
packaging and increasingly look to source plastic from sources that actively
reduce pollution from our Earth’s oceans.

PACKAGING RECYCLABILITY
We have improved overall recyclability across our broad portfolio of products,
with global recyclability increasing from 71% to 88.3% since 2018.
During 2023, we used approximately 365 million pounds of packaging
material globally. As a result of improvements in recyclability made throughour packaging sustainability project workstream, 322 million pounds of thatpackaging was recyclable and designed for material recovery within a circular
economy.

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As an activator member of both the U.S. and U.K. Plastics Pacts, we
collaborate to improve the recyclability of our portfolio and to eliminate
problematic and unnecessary plastics, driving action towards a circular
economy. Our work with the Association of Plastic Recyclers and The
Recycling Partnership helps us design our packaging to deliver recyclefriendly packages, driving higher levels of material recovery for use in
new packaging.

CONSUMER EDUCATION ON PACKAGERECYCLING
During 2023, we continued the use of How2Recycle labels throughour partnership with the Sustainable Packaging Coalition. We haveincreased adoption to apply more than 2,700 How2Recycle® labels
on our North American packages since joining. Implementation of
How2Recycle labeling will remain a priority in all future acquisitions.
In 2023, we continued our use of the “On Pack Recycle Label” programfor all products sold in the UK. This system will be mandated by the
UK government as part of EPR legislation by 2026 due to its beneficial
contribution to material recovery.
These programs are highly beneficial to the recycling industry by
informing consumers what should and should not be recycled throughclean and simple communication, helping to drive the circular economy.

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HIGHLIGHTS OF 2023 ACCOMPLISHMENTS• Our UK operations converted all toothpaste tubes for our ARM &HAMMER, Pearl Drops™, ORAJEL and EmailDiamant™ brands towidely recyclable packs accepted in the UK and European recycle
streams, thereby improving the overall recyclability of 37 of our
products.
• We redesigned the NAIR depilatory range of bottles to include the useof 30% PCR and crystallized polyethylene terephthalate (cPET) shrink
sleeves to ensure they are widely recyclable.

INCREASED USE OF PCR
Our goal is to increase Post-Consumer Recycled (PCR)
plastic to a minimum of 25% average across all global plastic
packaging by the end of 2025.
This goal aims to reduce plastic pollution and also improve our
packaging’s carbon footprint, by establishing value in a second life for
packaging materials after they have fulfilled their original purpose.
In 2023, we increased our contributions to PCR plastic content across
many of our brands, increasing PCR usage to over 18.1% average across
our plastic packaging. These initiatives added a further 3.7 million
pounds of recycled plastic content annually into our packaging and drive
us towards our 2025 goal.

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In addition to the improvements to the level of PCR plastic within our
packaging, we have also introduced PCR steel within our BATISTE
aerosol packaging. BATISTE steel cans now contain a minimum of 25%
PCR steel, which uses 3 million pounds less virgin steel and helps toreduce carbon emissions by an estimated 2.1 million kilograms of carbon
dioxide equivalent (CO2e).

HIGHLIGHTS OF 2023 ACCOMPLISHMENTS• All PET trigger bottles for laundry care and household cleaners now

contain a minimum of 30% PCR plastic.
• On average, our liquid laundry and laundry additive bottles acrossthe ARM & HAMMER, OXICLEAN and XTRA brands now contain aminimum of 34% of PCR plastic (up from 30%).
• NAIR Shower Power and Body Cream packaging HDPE bottles andtottles contain a minimum of 30% PCR plastic on average. Both packformats have been consolidated to a common lighter weight flip
top cap.
• The bottles for our new THERABREATH Overnight and Deep Clean

rinses were the first of our product packaging to use approved forfood use recycled polyethylene terephthalate (rPET) PCR (an averageof at least 30%).

REDUCTION IN VIRGIN PLASTIC
Our goal is to reduce, by the end of 2025, the level of virgin(petroleum based) plastic packaging used globally

We plan to achieve our virgin (petroleum based) plastic
reduction goal through the combined use of:
1. Additional use of PCR​,
2. Product concentration and compaction (less packaging)​,
3. Packaging redesign and lightweighting,​
4. Non plastic packaging substitutions, and ​5. Refillable packaging solutions ​with respect to our product portfolios by more than 30% versus our2017 baseline data.

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HIGHLIGHTS OF 2023 ACCOMPLISHMENTS• Our liquid laundry and laundry additives concentration program

reduced our use of plastic in ARM & HAMMER and XTRA brands. In
2023, this equated to an estimated 3.6 million pounds of reduction,
cutting our CO2e emissions by over 4,500 metric tons, which would beannualized to an estimated 5.7 million pounds and a saving of 7,000
metric tons of CO2e emissions.
• A program to optimize the use of pallet stretch wrapping on fabric careproducts (liquid laundry, OXICLEAN and Scent Boosters) to improve
quality and stability through distribution has resulted in reducing thetotal film usage by approximately 31% plant wide.
• We commenced a weight reduction program across vitamins andsupplement PET containers, with savings of an estimated 25% plastic
on our 950cc containers.
• Our WATERPIK business launched a new showerhead, moving toa cartonboard box with a window format, replacing the traditional
plastic clamshell. The new window is made from rPET. The new format
reduces plastic usage in product packaging by approximately 60%.
Adding approximately 3.7 million pounds of PCR to our products in
2023 reduced our reliance on virgin plastic, and we have achieved
more reductions through designing for Sustainability. In addition to
the implementation improvements across our current range of productpackaging, we have invested behind our future Paper Packaging Strategy.
We are working on multiple research and development programs toreplace plastic materials with recyclable paper fiber solutions wherepractical.

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ELIMINATION OF PVC
Our goal is to ensure that all non-pharma product packaging is
free from Polyvinyl chloride (PVC) including timely eliminationfrom newly acquired products.

HIGHLIGHTS OF 2023 ACCOMPLISHMENTS• In 2023, we redesigned the packaging for our FLAWLESS Brows productby eliminating an unnecessary brush component, plastic hang tab and the
PVC plastic tray within the carton. We also ensured the conversion from a
black plastic thermoform to hold the product to a clear rPET component forrecyclability in some locations. The reduction in the total amount of plastic
and use of a smaller carton reduced the carbon footprint of our FLAWLESS
Brows packaging by an estimated 33%. This lowered the amount of energy
and water required in the manufacturing of the FLAWLESS Brows packaging
by an estimated 37% and 27%, respectively.

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PAPERBOARD SOURCING
Our goal is to source all paper and board packaging fromcertified sustainability managed forests and/or from 100%
recycled content ensuring compliance for all future productacquisition, and in 2023, we achieved 99.8% certified
sustainable board.
Compliance standards are in place with paperboard suppliers to ensure thatthe corrugated and carton board we use in our packaging is derived from 100%
recycled board materials or sustainably sourced forests and is handled throughthe supply chain in a responsible manner. We will continue to partner with andchallenge our paperboard suppliers to meet this lofty goal. All new supplierpartners are directed to meet compliance with our certified paperboard goals.

HIGHLIGHTS OF 2023 ACCOMPLISHMENTS• We moved to smaller sized detergent bottles in liquid laundry, which allowed

for a reduction in shipper case dimensions, saving an estimated 5,000,000
pounds in corrugate material usage. All material is sustainably sourced, but
this still allows for a reduction in CO2e carbon emissions by 2,200 metrictons per year.
• Certain of our WATERPIK products that are sold online moved to a one-color

print corrugate carton using Forrest Stewardship Council certified materials.
These new cartons replace the prior plastic clamshells, thereby helping tomove to more renewably sustainable materials and less reliance on plastic.

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EMPLOYEES &COMMUNITIESWe are focused on contributing towards a better, moresustainable world by supporting our employees and ourcommunities.

Embrace the Principles of Diversity,
Equity & Inclusion (DEI), Good Corporate
Citizenship & Social Responsibility Within
the Communities We Can Impact
Enhance our Corporate Social Responsibility program to
expand goals, programs and commitments arounddiversity and inclusion, gender equality, and healthand well-being.
Endeavor to have candidate slates and interview panels
for campus and experienced hires at corporate locations
each consist of at least one candidate who is female andat least one candidate who is from an underrepresented
racial and ethnic group.
Expand community-enhancing, philanthropic
programs and initiatives at our global
operating sites.

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WE HAVE A COLLECTIVE ENERGY
AND AMBITION

Church & Dwight is a place where each employee can make a real difference.
Together, we’ve spent more than a century building iconic brands and providing
affordable, quality consumer products for everyday life. We are proud of
our long, rich legacy, and we continue to build upon that foundation moving
forward. Consistent with our environmental heritage, from the earliest design
stages of our products to the end of consumer use, we support the Sustainability
priorities reflected in this Report. This is seen in our innovation, Sustainability
goals and continuing commitment to making the world a better place.

We continually focus on leveraging our modern workplace efforts to empowerand better equip our digitally savvy workforce. Our workforce now includes
people who work full time at a site, hybrid, or fully remote. The hybrid nature ofwork today for non-plant workers makes digital capabilities even more importantas they require flexibility and connectivity whether working from the officeor home. We are using AI tools to accelerate work, data analysis and creative
brainstorming.

CultureDrives Results

We work together as one team to share ideas and contribute to collective
goals. We share a passion for hard work, innovation and pushing boundaries.
We leverage our size and legacy culture to our advantage. With this culture,
employees gain unrivaled exposure to senior executives, career growth, andopportunity, all with the backing of stable, supportive cross-functional teams.
Relationships matter in our culture. We are grounded in a shared sense of
purpose that guides major decisions about the business and our people.
We believe we all have something to contribute and something to gain fromworking together.

Kathy Holmes,
Associate HR
Business Partner,
York“I highly value the close, open culture within
Church & Dwight, where everyone feels likefamily. The support and encouragement I
receive daily has played a significant role in
my professional growth."

We continually invest to improve our employee experience. In 2023, we took
steps to further enhance the experience for frontline workers. This involved
improvements in both the physical environment and the digital experience. As
an example of expanding the digital experience, we deployed a global digital
signage platform (REACH). Using REACH, we can share both locally criticalinformation and global news, cultural stories and business updates. This comeson top of our expansion of AskHR, a digital service delivery center. Piloted in
2021, the robust self-serve (or direct access) knowledgebase is available toemployees at all U.S. sites, giving them a one-stop-shop technology platform to
get answers to their HR questions.

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DIVERSITY, EQUITYAND INCLUSION
Our vision is to foster an environment of belonging where
we can each do our best work. Embracing diversity creates aworkplace filled with unique perspectives that drive profitable
and sustainable success. With that in mind, we continuously
aspire to achieve a more diverse workforce operating in a
culture that supports and enhances our ability to attract,develop and retain the most talented and effective team in
our industry.
The work is led by our Diversity, Equity & Inclusion Council(the “DEI Council”), which provides strategic direction,
guidance and advocacy for our diversity, equity, and inclusion(DEI) initiatives. Led by our Chief Executive Officer and our
Director, Talent Management & Diversity, Equity & Inclusion,
the DEI Council includes diverse employees at every levelaround the world. Our Board of Directors, acting principally
through its Compensation & Human Capital Committee,
oversees our DEI efforts.

CultureDrives Results

Perhaps our biggest effort in 2023 was the launch of
Employee Resource Groups (ERGs). These companysupported, employee-run groups, which any employee may
join, contribute to our goal of building and maintaining adiverse and inclusive workplace. We started the program with
ERGs for military veterans, Black employees, and women.
ERGs are intended to create safe, inclusive environments
where all global employees feel connected, valued, andinspired to build customer value and contribute to ourcompany’s success.

Aidi Kong,
Senior Research Chemist, Princeton“Church & Dwight is fast paced,
but people matter. We are agile
and we roll up our sleeves.”

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In 2023, we maintained an overall positive trend of female
representation despite a slight decline in the number offemales in senior management positions. At the same time,
we increased our female representation at the executive
level due to promotions within the company.

2022

2023

6.6%

21.6%

Age

47.8%

41.5%

47.1%

24.1%

26-35

2023

6.6%

21.6%

25 & under

2022

42.2%

Gender

58.5%

57.8%

23.7%

36-54

55 & older

25 & under

26-35

36-54

55 & older

Male

FemaleMale

FemaleFemales
40.7%

41.5%

42.2%

41.8%

44.0%

44.0%
36.6%

35.7%

30.8%
20.0%

20.0%
10.0%

Total

Management
2021

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Executive

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We have made a clear commitment to long-term
support of building an inclusive environment throughour Diversity, Equity & Inclusion statement:
We win when we respect every employee for who they are – regardlessof gender, age, race, ethnicity, religion, disability, veteran status, sexual
orientation, or any other differences. We believe our employees contributions
are richer because of their diversity. We aim to be a diverse, inclusive andequitable company and are determined to build a culture where people havethe power to win together.
For U.S. corporate hiring, it is our goal that for every external candidate slate
and interview panel there is at least one candidate who is female and at least
one candidate who is a person of color. In 2023, we achieved that goal.

CultureDrives Results
Cheronda Alkebulan,
Cost Accountant,
Colonial Heights“I walked in here 23 years ago looking for a
job and I found a family.”

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PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCING

DATA

62

We remain committed to increased transparency and disclosure andhave publicly disclosed consolidated data from our most recent Employer
Information Report (EEO-1) submitted to the Equal Employment Opportunity
Commission. The EEO-1 Report is a compliance survey mandated by U.S.
federal statute and regulations. Please note that these prescribed categories
are different from how we organize our workforce and our jobs, how we apply
our inclusion and diversity objectives and initiatives, and how we organize
our workforce to meet the specific needs of our business. Also, our inclusionand diversity initiatives are global, while the EEO-1 is solely U.S.-focused. Our
EEO-1 Report for 2023 is not available as of the publication of this Report,
but the consolidated Employment Data forming a part of our EEO-1 Reportfor 2022 is included at the end of this Report. We continue to work to achieve
representation in our company that reflects on the variety of opportunities
available at both the undergraduate and technical positions.

33.5%

35.2%

35.7%

In 2023, our DEI initiatives continued to progress in supporting an inclusive
environment while exploring our diversity representation and talent policies tocreate opportunities at our sites around the world.
We have made progress in our U.S. minority representation as reflected in thefollowing metrics:• U.S. minorities in management(+1.8% vs. 2022 and +5.1% vs. 2021)• U.S. minorities in senior management representation(+4.5% vs. 2022 and +7.6% vs. 2021)

U.S. Minorities
22.4%

25.7%

27.5%

13.5%

Total

Management
2021

INTRODUCTION

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PACKAGING

16.6%

21.1%
11.1%

Senior Management
2022

11.1%

11.1%

Executive

2023

EMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
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OUR DEI STRATEGY INCLUDES FOUR
FOCUS AREAS:
Our DEI strategy includes four focus areas:• Career: Attract and develop a diverse workforce.
• Community: Advance DEI in the communities we serve by engaging throughpartnerships and philanthropy.

• Culture: Create an environment where everyone feels free to bring

their authentic self to work every day. This includes close alignment andengagement of our hourly employees.

• Commerce: Foster a diverse and inclusive mindset in our consumer

communications, business practices, and partnerships with customers,
vendors, and suppliers.

We encourage a wide array of diverse backgrounds including, but not limited to,diversity of gender, military experience, LGBTQIA+ and people with disabilities.
To reach a more diverse candidate pool, we developed partnerships with
Historically Black Colleges and Universities (HBCUs). We also have conducted
outreach to DEI student groups and clubs at undergraduate and MBA schools.
We are striving to increase our company brand awareness with a wider
demographic of students.

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Our Board of Directors sets the tone at the top and the processes applicable
to determining the composition of the Board and senior management will
have significant impact on attracting and retaining people throughout ouroperations. The Board seeks to achieve diversity of age, gender, and race/
ethnicity, and recognizes the importance of Board refreshment to ensurethat it benefits from fresh ideas and perspectives. To accomplish this, theGovernance, Nominating & Corporate Responsibility Committee works
with the search firms we engage to seek a selection of women and racially/
ethnically diverse candidates for serious consideration in all prospective
director candidate pools. In addition, the Governance, Nominating &Corporate Responsibility Committee is committed to considering thecandidacy of women and racially/ethnically diverse candidates for all futurevacancies on the Board.

The following charts demonstrate the Board’s commitment todiversity of backgrounds and Board refreshment.
Diversity
16+

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PACKAGING

3

3

0-5
years

10 directors
3 women1 African American
1 Asian

1
1

3

10

In 2021, the Board modified its age and tenure restrictions to increaserefreshment of the Board and opportunities to add new and diverse Board
members. The guidelines require that Board members serving prior to
January 2021 retire on the earlier of reaching age 75 or twenty years on
the Board, and Board members joining after January 2021 retire on theearlier of reaching age 75 or fifteen years on the Board. The Board also
believes that tenure diversity should be considered in order to achieve
an appropriate balance between the detailed knowledge of our company
and the wisdom that comes with many years of service, and the fresh
perspective of newer Board members. We believe that our current Board
has an appropriate balance of experienced and newer directors, with tenureof the current directors averaging 10.4 years.

INTRODUCTION

TenureEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGE

1
11-15
years

RESPONSIBLE
SOURCING

3

DATA

6-10
years

65

Our senior leaders engaged in robust training on leading inclusion.
The training addressed inclusive leadership concepts and approaches
we use as we execute against our DEI strategy. Following the training,each senior leader participated in a detailed functional analysis of
their diversity metrics and inclusion practices. These leaders put theirlearning into action by leading a new series of honest conversations
about diversity and inclusion.
Our executive leadership team continues to support and participate
in roundtable discussions, highlighted by International Women’s
Day in 2023. The participation of our leadership promotes our mostvaluable qualities of empathy, transparency, and authenticity across
our organization.

CultureDrives Results
Jonathan Ragle,
Distribution Center
Material Handler,
Fostoria“This is a great place to work. It’s thebenefits, the people, being able to express
your feelings and opinions without being
looked down upon.”

INTRODUCTION

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COMPENSATION & BENEFITS
Attracting and retaining top talent is a priority. To support this, weoffer competitive pay and a range of benefits to promote the wellbeing of our diverse workforce. In developing our compensation
and benefits offerings, we review market trends, peer programs, andinternational or national employee rights frameworks.
To further our commitment to Sustainability, we added a strategic
initiatives metric beginning with our 2023 Annual Incentive Plan
that measures our progress towards our 2025 environmental anddiversity and inclusion efforts.

CultureDrives Results

TALENT & DEVELOPMENT
Our talent strategy focuses on attracting the best talent andrecognizing and rewarding performance, while continuallydeveloping, engaging, and retaining our talented employees.

Emilie Deslauriers,
Senior Production andMaterials Planner,
Montreal

We invest resources in professional development and growth
to improve employee performance and retention. This includes
management training aimed at continuous learning, professional
training and development opportunities, targeted leadershipdevelopment courses for new and existing leaders of different levelsof seniority, tuition reimbursement, onboarding efforts, job specificprograms for our employees, cultural reinforcement, and more.

“We all want to do what's best for the
consumers in Canada and America,
North America, or the world even.”

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In 2023, 16 employees in our succession pipeline participated in our High
Potential development program (IMPACT). In 2023, these cross-functional
leaders brought together the power of diversity to solve business challenges,
while developing leadership capabilities through formal learning. We arecommitted to ensuring that all employees have the opportunities, tools, andresources to develop and drive their careers. Our employees gain valuable
experience in their roles and have opportunities to learn new skills throughbroad responsibilities and experiences. Employees also broaden their skills
by participating in cross-functional projects and assignments. Managers andemployees discuss their development annually through our performance
management cycle.

We seek out students at all levels, with diverse backgrounds, and from a broad
range of schools including Minority Serving Institutions (including HistoricallyBlack Colleges and Universities, Hispanic Serving Institutions, Asian Americanand Pacific Islander Serving Institutions, and Tribal Colleges and Universities), tojoin us in seasonal internships and co-ops across our Corporate and Research &Development functions. Through this program, we focus on equipping
early-career individuals with the necessary skills, knowledge, and support
to thrive in their chosen fields. By offering mentorship, training, and crossfunctional exposure, we strive to cultivate a diverse and inclusive workforce thatembraces innovation, collaboration, and Sustainability.

CAMPUS RECRUITING &EARLY CAREER PROGRAMS

CultureDrives Results

We offer early-career opportunities in our corporate locations to empower
and nurture the next generation of talent, while fostering a sustainable future.
This program aims to attract, develop, and retain early-in-career professionals,
providing them with valuable learning opportunities and real-world experiences
within our organization. By investing in the development of early-in-career
talent, we foster a culture of learning and growth while building a pipelineof future leaders who are equipped to drive positive change within ourorganization and in the wider community.

INTRODUCTION

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Jennifer Noyes,
Associate VP, General Management,
Mexico City

“Our culture is hands-on, with a real ability
to make an impact on the business.”

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CHARITABLE GIVING
It’s important to support the communities where we operate and live,
and we encourage employees to become involved in their communities
through the Church & Dwight Employee Giving Fund (EGF) and The
Church & Dwight Philanthropic Foundation (the “Foundation”).

EMPLOYEE GIVING FUND
In 2005, we established the EGF, a workplace giving program that
supports charitable organizations where our employees work and live.
While it began with a focus in New Jersey and Pennsylvania, the efforts ofthis organization are continuing to expand to include other states in which
we have locations, such as Colorado, Wyoming, Minnesota, Wisconsin,
Iowa, and Arkansas. In addition, similar programs exist at our locations in
Mexico and Australia.
Each year, we invite our employees to dedicate a portion of theirpaychecks to the EGF. We encourage employee donations by offering
employees additional time off depending on their level of giving, and by
matching all employee contributions dollar for dollar, with no cap. Overthe past 19 years since its inception, the EGF has become a cherishedpart of our culture, and has awarded over 2,900 grants totaling over $17
million to charitable organizations in the U.S. Through our annual grant
process in 2023, the EGF awarded an aggregate of $1.19 million to 209
deserving organizations in a variety of areas, including animal rescue,
disadvantaged youth, domestic violence, education, physical healthcare,homelessness, hunger relief, mental health and awareness, military
services, preservation of the environment, services for the elderly, social
equality, and programs for the arts. Employees are encouraged to sponsor
their favorite charities in the application process, and funding preferenceis given to those organizations with an employee sponsor.

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Celebrating
The Employee
Experience
Wendy Bishop
Director – Marketing“I’ve enjoyed working on so many brands across different
categories throughout my tenure here. I’ve gained
valuable skills with each experience and leveraged themto drive further growth for our businesses. One aspectof our culture that I’ve enjoyed being a part of is our
Employee Giving Fund, our nonprofit organization that
donates millions of dollars to local nonprofits. It’s been so
rewarding working with other employees who volunteer
their time and are passionate about helping our local
communities. I am truly proud to work at a company thatvalues and celebrates these efforts.”

EMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
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The EGF donated an additional $110,000 through disaster relief and othermonetary support. In 2023, the EGF continued its annual Week of Service,
during which employees took time to give back to their communities. Various
volunteer activities included garden cleanup, organizing food pantries, cleaning
second-hand toys, making lunches for a local soup kitchen and many more.
Employees purchased back-to-school supplies to support disadvantaged youth,
donated clothes and non-perishable items for clothing and food drives andprovided supplies for a summer camp and holiday dinner for families in need at
HomeFront NJ, a local nonprofit that provides services for homeless youth andfamilies in Central New Jersey, and one of EGF’s signature partners. In total, 265
employees donated over 838 hours of volunteer service throughout the year.

CHURCH & DWIGHTPHILANTHROPIC FOUNDATION

Category

The Foundation was established in 2020 with the focus on helping to create
equitable and inclusive opportunities and advancing environmental preservation.
The Foundation is administered by our employees. In 2023, seven organizations
were chosen and received grants totaling $875,000. In the DEI space, thefollowing organizations received grants: Junior Achievement, The Trevor
Project, and Virginia State University. In the environmental preservation space,
the following organizations received grants: The Recycling Partnership, theOcean Conservancy, Northeast Wilderness Trust, and The Xerces Society for
Invertebrate Conservation.

INTRODUCTION

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PACKAGING# of Orgs

Funding

Animal Rescue

20$112,100

Disadvantaged Youth

41$225,700

Domestic Violence

6$45,000

Educational Support

24$102,000Elderly Services

7$61,000

Homelessness

15$98,500

Hunger Relief

19$127,000

Mental Health & Awareness

13$62,600

Military/First Responders Support

8$51,500

Performing & Visual Arts

17$70,000

Physical Healthcare

20$87,300

Preservation of the Environment

15$112,000Social Equality

4$32,600

EMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
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WORKPLACE SAFETY & HEALTH
Our commitment to employee, contractor, and visitor safety and health is integral in everything
we do within our organization. We ensure compliance with regulatory agencies’ requirements
and build our standards to meet or exceed them. We continue to build systems and processes
to reduce injuries within our manufacturing facilities. We use continuous improvement, pairedwith our LEAN program to grow our safety systems and culture. We have safety committees at
our manufacturing sites, comprised of hourly employees and leadership, working together toimprove safety. We utilize industrial hygiene monitoring, which enables us to collect data on theeffectiveness of our controls. Working with a global Root Cause Analysis program, we eliminate
hazards through replication of countermeasures across facilities. Driven by employee training,
injury case management, near miss recognition and robust standardized programs, we continue
our work towards our goal of eliminating injuries. Our injury rates are consistently lower than
the statistics in our manufacturing categories provided by the U.S. Bureau of Labor Statistics.
While we are proud of our advances in workplace safety, we acknowledge our work cannot
stop to prevent injuries. We are continuing our journey to build a safer culture by developing
emotional connections among our employees through open communication and feedback.
Taking care of ourselves and each other is vital to our success.

GLOBAL LEAN IMPLEMENTATION
We have the ambition to be recognized as the LEAN expert in CPG industry by 2025. LEAN
is intended to minimize waste, improve overall equipment effectiveness, and engage theworkforce. During 2023, we conducted over 2,600 LEAN activities engaging over 4,300
employees and yielding $12.56MM in efficiency savings as part of our Good to Great program.
This is our 5th year applying LEAN concepts. Through 2023, 10 of our 11 plants have achieved“Lean Bronze Level Certification” and seven of those plants further achieved “Lean Silver Level
Certification”, important LEAN milestones that signify that these plants met industry standards
in the application of LEAN principles. Through the application of LEAN principles and theimplementation of ideas from our highly engaged workforce, we are achieving higher levels of
production output and productivity and reduced material losses. Our goal for 2024 is to achieve
Bronze Level Certification at our final site and Silver Level Certification at three additional plants.

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We use Days Away, Restricted, or Transferred (DART) rate and Total Recordable
Injury Rate (TRIR) as our historical safety performance indicators, consistent with
U.S. Occupational Safety and Health Administration definitions. We also utilize
leading indicators that represent our proactive safety measures taken to prevent
injuries and incidents within our company. The charts below provide our DART andrecordable rates for the past three years, and associated injuries for our U.S. andglobal operations. Both metrics are well below the relevant industry benchmark(BM Manufacturing)1.

DART Rates
2.0

1.80

1.80

1.5
1.0

0.77

0.94

0.75

0.87

0.68

0.5

0.69

0.0

DART Rate - USA

DART Rate - Global

2021

2022

BM Manufacturing
2023

Recordable Rates
4.0
2.90

3.0

3.00

2.0
1.12

1.0

1.22

1.03

1.16

1.03

0.92

0.0

Recordable Rate - USA
2021

Recordable Rate - Global
2022

BM Manufacturing
2023

The U.S. Bureau of Labor Statistics defines Benchmark Manufacturing as: food; beverage and tobacco product; textile mills; textile
product mills; apparel; leather and applied product; wood product; paper; printing and related support activities; petroleum and coalproducts; chemical; plastics and rubber products; nonmetallic mineral product; primary metal; fabricated metal product; machinery;computer and electronic product; electrical equipment, appliance, and component; transportation equipment; furniture and related
product; miscellaneous.

1

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WORKPLACE NEAR MISS IDENTIFICATION
One of our focus areas has been to identify and correct near misses within theworkplace before they become a larger hazard or injury. We have extensive
descriptions for near misses, and we encourage all our employees to reportconditions and behaviors that could cause injuries. Our employees are
empowered to correct unsafe conditions, and when needed escalate to gain
additional help to eliminate the hazard. Our sites use electronic reporting tocapture round-the-clock data that allows us to prioritize and eliminate near
miss conditions. With the efficiency of reporting, many of our sites havesignificantly increased their number of near misses reported, which supports
our work of making our sites safer.

SAFETY-RELATEDREGULATORY ACTION
Like other companies, we are subject to regulatory inspection and review.
In 2023, we received eight regulatory inquiries (letters, phone calls,
planned and unplanned visits) to our global operations sites. As a resultof the eight regulatory inquiries, there were four recommendations and$20,600 in penalties issued.

WORKPLACE PERMITS FOR SAFE WORK
We have permitted work systems at our manufacturing sites that enable us
to use a systematic process to reduce risks in an authorized and controlledmanner. Each type of permit provides a checklist for preparing our equipment,
specifying hazards, communicating directly to workers, and defining risk control
measures. Our permit work is built around multi-person input and verification
for safety precautions. The standardized approach along with employee training
allows us to reduce the risk of tasks at our manufacturing sites.

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PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCINGDATA73

ENVIRONMENT &CLIMATE CHANGE
Minimize Environmental
Impact of Our Global Operations
Achieve carbon neutral status for our owned andcontrolled global operations by the end of 2025.
Achieve the approved science-based targets to
reduce our greenhouse gas emissions by 2031.
Reduce global process water and/or wastewaterby 10% annually normalized to production.
Evaluate reductions in our water footprint in highwater-stressed regions.
Achieve less than 5% solid waste to landfill
by 2030.

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DATA

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GHG EMISSION REDUCTION GOALS
Church & Dwight is committed to our science-based targets (SBTs) to reduce
our greenhouse gas (GHG) emissions. We are evaluating engineering projects
to eliminate GHG emissions from our operations to achieve our 2031 goalof Scope 1 and Scope 2 (market based) emissions of less than 54,000 tons.
We maintain 100% renewable electricity for our operations through solar
generation and renewable energy credits (RECs) as we continue to evaluate
power purchase agreements (PPAs), on-site solar/wind and other long-term
green electricity opportunities. Our 2023 targeted GHG emissions decreased
4% compared to 2022. In 2023, more than 94% of our targeted greenhousegas emissions (Scope 1, Scope 2, and targeted Scope 3 transportation
emissions) were either offset through carbon credits or reduced throughrenewable energy credits. For more information about our strategy forachieving these goals, refer to the Climate Change discussion beginning on
page 92 of this Report.

MANAGING FOR ENVIRONMENTALSUSTAINABILITY & SAFETY
It is essential for us to make great products in facilities with robust
environmental, health, and safety performance. We work towards thishigh-performance culture by adhering to well-established principles defined in
our Environmental and Safety Policies. These policies guide our environmental
and safety practices and expectations, and they are implemented through thefollowing approach:• Accountability – Each of our facilities has a designated on-siteenvironmental and safety manager responsible for monitoring andmanaging environmental and safety issues affecting their facility. These
environmental and safety managers are closely networked to enable peer
mentorship and best practice sharing across facilities.
• Audits and Inspections – Each of our facilities undergoes athird-party environmental audit every other year. All facilities are subject
to periodic, unannounced inspections by federal, state, and local
environmental agencies.
• Awareness – We offer regular training for all our manufacturing

employees to promote awareness of environmental and safety
practices and procedures. This includes an annual Environmental and
Safety Conference for facility environmental and safety managers.
We have systems to share our key performance indicators at both asite level and corporate level regarding action plan progress andSustainability performance.
• Awards – Each year we recognize one of our global operations for

exemplary environmental safety and Sustainability performance. An
award is presented to a representative of the operation at a company-wide Town Hall event.

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DATA75

ENVIRONMENTAL PERFORMANCE
We strive to minimize the impact of our expanding global operations andto meet the challenge of managing our environmental footprint. We rely
upon our employees’ strong implementation of our environmental andSustainability initiatives and on our lean management approaches to achieve
our performance goals. We regularly evaluate our primary impact metrics(regulatory compliance, waste generation, water use, and energy use) and takenecessary actions across the company to optimize our operations. We set
goals and track performance against them.
In addition to our longer-term goals regarding carbon neutrality, water
reduction, and recycling, we have established annual reduction goals
normalized to amount of product shipped, including:• 10% reduction in total energy at our operating facilities/MM pounds

product shipped;• 10% reduction in water intake at our operating facilities/MM pounds

2023 ENVIRONMENTAL CITATIONS &PENALTIES SURCHARGESAll facilities undergo periodic, unannounced inspections by federal, state,
and local environmental agencies. In 2023, there were 16 regulatory agency
inspections conducted at our operations, which resulted in three citations.
Two additional citations were received related to self-reported issues thatwere not associated with any on-site regulatory inspections. The citations
are summarized below. Corrective actions were identified and immediately
implemented. One penalty was assessed for $750.
Media

Deficiency

Resolution

Penalty

Hazardous
Materials/
Storage

Inspection record/
containment

Implement recordkeeping/
retraining/
repair containment$0

Hazardous
Material

Failure to produce
manufacturer’s
closure instruction
for 55 gal HW drum

Obtain drum closure
instructions/ retraining$750

Wastewater

Excessive color indischarge

Investigate source;
mitigate color$0

Wastewater

Exceed discharge
monitoring limit

Return to compliance andverify by retesting

$0

Air

Inspection record

Implement inspections;retraining$0

product shipped;• 10% reduction in waste at our operating facilities/MM pounds

product shipped; and• 10% reduction in targeted GHG emissions/MM pounds product shipped

within our targeted GHG scope includes Scope 1 + Scope 2 + Scope 3
finished goods transportation and business travel in North America.

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PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
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DATA

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SPILLS/RELEASES TO THE ENVIRONMENT
We monitor and report on spills and releases to the environment. Our Colonial Heights, VA
plant, as a result of the manufacturing process, released ammonia to the atmosphere on aconsistent basis requiring a continuous release notification. In 2023, we implemented a newprocessing technology that eliminated the release of ammonia above the release notificationthreshold. We estimate this process change will eliminate more than 80,000 pounds ofammonia emissions annually.
In 2023, we had a small number of minor spills that were contained on-site by existing
unloading or storage engineered containment systems. We had no reportable releases tothe environment.

REMEDIATION
In 2023, there was limited activity regarding environmental remediation companywide, withthe most significant activity occurring in connection with the closure and remediation activity
at sites in Brazil maintained by our wholly owned subsidiary Química Geral do Nordeste Ltda.
(QGN). The closure and remediation activities are summarized below.

QGN, Feira de Santana, Brazil
There are ongoing remediation efforts at the closed facility of QGN in Brazil. The remediation
efforts include the control and capture of contaminated groundwater through an interceptor
trench drainage system, as well as the installation of additional monitoring wells for the sitecharacterization. Remediation spending in 2023 was approximately $505,000.

QGN, Itapura, Brazil
The mining operations that supported the inorganic salt manufacturing operation for QGN
are undergoing closure activity. The remediation efforts in 2023 were primarily the grading
and re-vegetation of the slopes of the surface mine. Remediation spending in 2023 wasapproximately $320,000.

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TRANSPORTATION
To be more fuel efficient, we ship large portions of our freight via rail insteadof trucks. When we ship via trucks, we have selected core transportation
suppliers that are reviewing and implementing various strategies andtechnologies to reduce their carbon footprint.

to optimize our operations and to quantify and incentivize zero and low
emission practices by our carriers. In 2023, we completed Phase II of
our liquid laundry detergent concentration efforts, which resulted in an
estimated reduction of nearly 6,000 truck load volume equivalents to movethe same product volume as in 2022.

For example, more than 80% of our freight is transported bycarrier(s) that have engaged (or have plans to engage) in one ormore of the following:• Expanded use of Zero-Emissions vehicles, including battery electric andhydrogen fuel cell technology;• Deployment of advanced idle reduction technologies;• Utilization of next generation clean diesel engines;• Active partnership with EPA’s SmartWay Program;• Testing of Climate Battery Powered Auxiliary Power Units (APU), withexpected improvements in reduced idle time, lower fuel consumption,and higher efficiency meeting thermal demands of the cab environment;• Reduced maximum speeds of tractors by two miles per hour, which

lowers wind resistance and emissions output;• Field testing of new axle technology that disengages one of the two drive

axles at highway speeds which results in lower torque and power
requirements, allowing the engine to burn less fuel; and/or• Implementing next generation tractor and trailer aerodynamic solutions.

In addition, 76% of our U.S. domestic carrier partners in 2023 were certified
members of the U.S. Environmental Protection Agency’s SmartWay program,which helps companies advance supply chain sustainability by measuring,
benchmarking, and improving freight transportation efficiency. We continue
to explore ways to minimize transportation impacts including opportunities

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WASTEOur goal was to maintain a global operations solid waste recycling rate of 75%,
and in 2023 we achieved 64%. Due to changes in recycling infrastructure andopportunities in the U.S., where most of our operations are located, in 2024
we decided to discontinue our 75% recycle goal for our combined recycle andgeneral trash waste streams and instead focus on our minimization of waste
to landfill goal. Our current goal is to eliminate waste to landfill by driving
towards less than 5% total company waste disposed to landfill by 2030. In 2023,
approximately 26% of total company waste was directed to landfill.
Through our environmental management system, we have procedures in place
to responsibly handle and dispose of waste generated in our manufacturing
operations. We use properly licensed contractors to transport and disposeof waste from our facilities, and waste volumes are entered monthly into ourcentralized environmental data system. In 2023, we generated and managed
approximately 62,928 tons of waste.
We have worked extensively to minimize packaging, reduce plastic packaging andincrease package recyclability. See Packaging beginning on page 50 of this Reportfor more information.
In 2023, our total waste generation increased by 5% compared to 2022,
primarily driven by slight increases in our general trash and hazardous waste,
plus an increase in wastewater hauled off-site. Decreases in our non-hazardous/
chemical wastes and recycle weight partially offset these increases. The
increased wastewater hauled was primarily the result of a process change at one
location that resulted in additional water sent to our wastewater tank. As notedin the water discussion on page 84 of this Report, we are currently exploring
opportunities to recover this water for use in product to eliminate it from ourwaste generation.

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Total recycled weight in 2023 decreased nearly 2,700 tons (-16%). For our basematerial recycling programs, plastic recycle increased (+1%) and total corrugate/
paper recycling decreased (-11%). Recycling streams that decreased in 2023 included
metal and drums, while wood/pallets, used oil, and universal waste increasedslightly. Recycled corrugate decreased in part due to one of our suppliers eliminating
corrugate boxes and using slip sheets and banded pallets for delivery of materials.
In the past, while we had reused the boxes until they were no longer viable before
recycling, we now do the same with the corrugate slip sheets, reducing the overall
volume of corrugate.
Annual Waste Generation Totals [short tons]
2021

2022

2023

Total Waste Generation

62,422

59,68762,928General Trash

6,590

7,187

7,806

Hazardous Waste

636

1,171

1,821

Non-hazardous/chemical/process waste

12,887

11,835

10,632

Wastewater trucked off-site

26,351

22,89528,549Recycling

15,956

16,59914,120On-siteOff-site

Total

Hazardous Waste (tons)

0

1,821

1,821

Energy Recovery

0

1,427

1,427

Incineration

0

367

367

Other Disposal

0

26

26

Diverted from disposal

0

2

2

On-siteOff-site

Total

1,713

59,394

61,107

Energy Recovery

0

876

876

Incineration

0

22

22

Other Disposal

1,713

44,37646,0890

14,12014,210Waste Generated and Managed in 2023 [short tons]

Non-Hazardous Waste (tons)

Diverted from disposal

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Hazardous waste generation increased by 600 tons in 2023 and represented
approximately 3% of all waste generated. Most of our facilities are consideredsmall quantity generators of hazardous waste. No hazardous waste is treatedon-site. All hazardous wastes are transported off-site by properly licensed
vendors to appropriate treatment, storage or disposal sites. All solid waste
is transported off-site and properly disposed of at licensed facilities, except
for our facility in Wyoming that maintains an on-site non-hazardous waste
landfill. We have no international shipments of hazardous or nonhazardous
wastes.
In 2023, our recycle rate was 64%, down from 70% in 2022 and below ourtarget. Year on year recycle volume was down 15% largely due to the loss ofa beneficial reuse opportunity at one of our plants. Our general trash volume
was also up resulting in a decline in the recycling to general trash metric.
Based on these recent results, changes in recycling opportunities and ourdecision to focus more specifically on a zero waste to landfill goal, we havedecided to discontinue our 75% recycle goal for our combined recycle andgeneral trash waste streams. While we will continue to seek out and maximize
recycling opportunities, our waste management efforts and measurements

3.67

22.53

0.03

will focus more on finding non-landfill waste management alternatives todrive down our total % waste to landfill than focusing specifically on therecycle ratio.
The following charts provide a comparison of the off-site waste disposal
methods utilized in 2023, and normalized waste generation quantities for thelast three years. Overall, our waste generation normalized to million pounds
of product shipped increased 6% in 2023 compared to 2022. This was largely
due to flat mass shipped in 2023 and an increase in hauled wastewater, plus
smaller increases in general trash and hazardous waste during 2023. We did
not achieve our 10% reduction in normalized waste (tons/million pounds
shipped). In 2024, we will leverage our LEAN processes to help reduce ourwaste volumes as we continue to strive for our evergreen 10% reduction
target for normalized waste per million
pounds of product shipped.

2023 Waste by Fate (%)

26.16

0.03
44.53

Landfill

CompostRecycleOther Disposal

Incineration

WW Treatment

Energy Recovery

Reuse

0.62
2.42

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Normalized Waste Trends (tons/MM lb)
12.0

10.4

10.4

11.0

10.0
8.0
6.0

4.4

4.0

2.2

2.0
1.1

1.0

1.3

0.1

[short ton/MM lb]

2.7

1.9

2.9

2.5

1.4

0.0

Waste per
product shipped

2.1

5.0
4.0

General Trash
per productshipped[short ton/MM lb]

0.2

0.3

Hazardous
Non-hazardous/
Waste per
Chemical/Process
product shipped
Waste per[short ton/MM lb]
product shipped[short ton/MM lb]

2021

2022

Wastewater
Recycling per
Trucked Off
product shipped[short ton/MM lb]
Site perproduct shipped[short ton/MM lb]

2023

We continue to explore ways to save energy, reduce water, and minimize
waste as we increase production. Our operating plants regularly develop
specific, targeted waste minimization projects. While these efforts are
not always successful, the net results are reflected in the 2023 metrics
described in this Report.

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Waste to landfill decreased in 2023 5.5% to26.1% of our total waste generation by mass.
We continue to explore beneficial reuse,recycling, and waste-to-energy opportunities
to divert waste from landfill. Beneficial reuse/other recycling of a vitamin waste stream at
our Vancouver, WA plant was interrupted andbecame intermittent during part of 2023 andtherefore was re-directed to landfill. In 2024,
we plan to focus on diverting general trash
to non-landfill opportunities at most of ouroperating locations and solidify beneficial reuse
opportunities identified in 2023 for long-term
application to certain waste steams as we
continue to implement our plan to achieve lessthan 5% waste to landfill by 2030.

Landfill by weight [short ton]
25,00020,641

18,84016,40520,00015,00010,000

5,000

0

2021

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2022

OUR BRANDSPRODUCTS

2023

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WASTE REDUCTION PROJECTS

Water

Eliminate Waste to Landfill
We continue to focus on finding alternatives to landfill disposal.
For example, all of our finished product disposal (including expiringand damaged product) within our distribution network now goes towaste-to-energy instead of to landfill. We seek beneficial reuse
opportunities for various process waste streams. In 2023, we diverted
an additional 2,400 tons of waste from landfill disposal vs. 2022.

Emphasis on Material Processing/Handling and Product Reclaim
Improvements
Most of our manufacturing plants have processes for reclamation of
non-conforming product and/or reclaim/rework of bulk product andwastes built into their operations. These processes include recovery of
manufacturing residuals and packaged product rejected due to packaging orlabel issues, and in some instances reclamation loops for bulk product. By
increasing production efficiency through our LEAN programs and optimizing
reclaim efforts, we were able to reduce our non-hazardous chemical/scrap
waste generation by 10% in 2023.

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Water is a critical resource for the sustainable future of our business, thecommunities in which we operate, and the planet. At Church & Dwight, werecognize that responsible resource management to ensure the availabilityof adequate water volume and quality is part of our contribution to thesustainable future of the communities in which we live and work. Water is ashared resource for all. As part of each water risk assessment and our new
location strategy, we evaluate adequate water availability. We regularly workwith our public water suppliers and regulatory authorities to support themand to understand potential for local water resource constraints, the needs ofother users and potential impacts on our business and the locations where we
operate.
Water quality and quantity are critical aspects of our operations as well.
Water used for cooling, cleaning, or other process operations, and sanitary
use is treated and discharged back to the environment.

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In 2023, we achieved a 3% reduction in total water intake and a 4% reduction
in water intake normalized per million pounds of product shipped. We did notachieve our annual goal of 10% reduction in water intake per million pounds
of product shipped. We remain committed to reducing our water use.
Additional information regarding our water use strategy and performance isprovided below.

Water-Stress Risk
The World Resources Institute (WRI) water risk evaluation identifies areas withhigher exposure to water-stress related risks and is an aggregated measureof selected regional water risk indicators such as physical quantity, physicalquality, and regulatory and reputational risk. Our 2024 update of the overall
baseline water-stress risk associated with our operating locations used themost recent version of the Aqueduct 4.0 Water Risk Atlas, Global Maps Data
found on the WRI website (https://www.wri.org/aqueduct). This most recent
review found that the overall baseline water-stress risk classification improved
for three locations, degraded for four locations and remained at the same risk
classifications for our remaining locations.
None of our facilities are in areas classified with extremely high baseline overallwater-stress risk. Two North American locations moved to high baseline overallwater-stress risk as identified by the WRI. Two of our other North American
locations are in medium to high water-stress risk areas. The majority of our
locations are in low to medium risk or low risk areas as defined by the WRI
framework. Approximately 93% of our total water extraction is from locationsclassified as a low or low to medium overall water-stress risk. However, when
considering only WRI physical quantity risk, approximately 49% of our water
extraction is from sites located in areas of medium to high, high, or extremely
high water risk for physical quantity. These are mainly in developed areas withsignificant water use and demand on regional water resources.

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We continue to periodically assess our water risk through the WRI classificationand conducting public water and ground water supply assessments, focusedon our high volume or critical water quality locations. Water supply issues areoften part of our business interruption risk planning and exercises. We have notexperienced any business disruptions related to water availability or quality andhave not identified any imminent water supply concerns that would affect ouroperations or the locations where we operate.
We established a goal to evaluate reductions in our water footprint in high waterstressed regions. At our two locations identified in high-risk regions in 2024, one
is a small facility with mostly office, research, and minimal water use (less than
1% of total intake) and the second facility, our laundry detergent plant located in
California, USA represents about 6% of total company intake. Water reduction
activities underway at this location include installation of new processing
technology that will reduce the volume and number of equipment cleaning/
washdowns as well as exploring technologies to recover and reuse wastewater
currently generated at the site. In 2023, the plant had no material increase inwater extraction despite an 11% increase in product output.

2023 Water Withdrawal %by WRI Water-Stress Rank
0.1%
7%High (3-4)
Medium-High (2-3)

51%

42%
Low-Medium (1-2)
Low (0-1)

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WATER INTAKE & USE
Approximately 82% of our water intake is from public water supply systems.
The remaining 18% is from groundwater wells on our facilities with a verysmall fraction from other sources such as from purchased steam. We routinely
interact with our public water supply purveyors to evaluate our incoming water
quality and quantity to assure it meets drinking water quality standards andthat available water capacity can meet company needs. Well water used isregularly tested to verify it also meets our quality standards. Even with incomingwater meeting drinking water quality standards, most of our locations engage
in tertiary water treatment to provide the highest quality necessary for our
production operations.

We define net water consumption as: Net consumption (gal) =Total water intake (gal) – Total water discharges/disposals (gal)During 2023, our operations required nearly 424 million gallons of freshwater
intake, down 17 million gallons (-4%) from 2022. Total water discharged
decreased by approximately 9 million gallons (-5%) compared to 2022. As aresult, total water net consumption decreased approximately 3% in 2023. We
consumed approximately 61% of the water extracted and discharged 39% backto the environment in 2023. The consumption estimate includes evaporative
losses. Our water use efficiency improved and can be seen in our normalized
water metric (thousand gallons water intake/mm pounds product shipped),
which decreased by 5% from 2022 to 2023. The charts show the absolute andnormalized water intake and water consumption for 2020 through 2023.

Water Intake (Withdrawal) [MM US Gal]
500

495

470
441

450

424

400
350
300
250
200
150
100
50
0

2020

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ENVIRONMENT &CLIMATE CHANGE

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DATA

87

We continue efforts to identify and implement specific projects related towater conservation. Projects include eliminating single pass uses, optimizing
water reclamation/recycling systems, and improving efficiency in our water
handling and treatment equipment, especially at our most water use intensive
plants. In 2023, we received the water reduction benefit associated with our
second phase of liquid laundry concentration efforts, which contributed to a
14% decrease in total water intake at our three main liquid laundry detergent
manufacturing plants. We continue to seek projects that will have a substantial
impact on reducing our water use. We are also making smaller changes at thesite level throughout the organization that contribute to our ongoing water
minimization efforts. Various sites have installed waterless toilets, implemented
improved operations and maintenance programs to minimize water leaks orvalve failures, installed smart meters to better monitor water use, and evaluatedother opportunities to reclaim or re-use wasted water. A process steam
management change at one of our plants resulted in a significant increase insteam condensate being sent to our hauled wastewater tank. Rather than haul
this water for disposal, the site is examining ways to add this to the existingwater reclaim process. Not every effort has been successful, but they all help
drive our culture of responsibility, Sustainability, and conservation that resulted
in an absolute reduction of 17 million gallons of water intake in 2023 vs. 2022.

Normalized Water Use(kgal/MM lb product)
100

81

78

77

32

34

30

29

2020

2021

2022

2023

80

74

60
40
20
0

Water Input per product shipped

INTRODUCTION

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Water Output per product shipped

PRODUCTS

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WASTEWATER DISCHARGES
We generate and discharge industrial and sanitary wastewater from ouroperations. These discharges have potential to impact water quality of areceiving water body. Greater than 99% of our wastewater is discharged
to local municipal wastewater treatment plants, transported off-site forappropriate disposal, or treated on-site prior to discharge. The remaining 1%
is direct discharge of clean fire system water, condensate or other clean water.
Approximately 81% of our wastewater is treated off-site by others before being
discharged to the environment, which means it is discharged directly to a public
treatment works for further treatment, hauled to an off-site facility for further
treatment prior to discharge, or discharged to off-site evaporation ponds withno direct discharge.
Process wastewater is discharged under permits issued by the appropriate local
jurisdiction and treatment authorities. At about one quarter of our locations,specific wastewater streams, such as high strength biochemical oxygen demandor surfactant streams, are segregated, collected, and transported off-site
to an appropriate treatment facility when the local wastewater authority is
unable to receive the discharges. Priority treatment (or pre-treatment) of ourwastewaters varies by site, operation, and local requirements, but may include
pH adjustment, solids removal, metals removal, and organics reduction.

2023 Wastewater Discharge Distribution
0.23%

0.20%
Discharge to Sewer (POTW)

18%

Discharge to Surface Water
with Treatment

7%

Discharge to Ground Water
with Treatment75%

Discharge to Ground Water
No Treatment
Discharge to OtherINTRODUCTION

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Our Old Fort, OH plant is the only operation with a direct industrial wastewater
discharge (i.e., wastewater is discharged directly into a stream or other receivingbody). This plant manufactures sodium bicarbonate and other products. Under
the USEPA Clean Water Act, Categorical Pre-Treatment regulations, the sodium
bicarbonate manufacturing process is considered a “zero discharge” process.
All wastewater impacted by sodium bicarbonate is recovered and re-used in
the sodium bicarbonate process or other production. The Old Fort plant treats
and discharges sanitary and general wastewater (from mechanical systems,
non-contact cooling, and other non-sodium bicarbonate processes). Treatment
processes include filtration, settling, pH adjustment, and microbial disinfection(for sanitary wastes). The discharges are allowed under a permit issued by thestate environmental regulatory authority and include regular monitoring ofwastewater parameters for compliance with established limits. Parameters
include flow, color, dissolved oxygen, solids, nitrogen, fecal coliform, chlorine
residual, chemical and biological oxygen demand, oil and grease, and pH.
No permit excursions occurred in 2023; however, there was one Notice of
Violation issued due to excess color in our discharge. The event was associatedwith an algae bloom in one of our wastewater ponds during a plant shut down.
Upon resumption of operations the initial discharge exhibited a yellowish green
tint. Conditions returned to normal shortly after resumption of plant operations.
Our investigation and conclusions were shared with the regulatory authority
and no penalties were assessed.
In 2023, the plant discharged 30.6 million gallons of treated wastewater to the
Sandusky River. The lower Sandusky River is classified as an Ohio Scenic River.
In anticipation of plant expansion, we received permission in 2021 to expand
and upgrade the wastewater treatment capacity allowed by our permit. In 2022,
we worked with the regulatory agency and an outside engineer to design the
proposed upgrade. The design was approved by the agency in 2023 and will
be installed in 2024. We continue to work with local regulatory authorities toensure our wastewater is properly managed prior to discharge minimizing any
impact to the receiving waters.
As a result of on-site treatment, pre-treatment, and off-site treatment of ourwastewater, discharges from our operations do not significantly affect water
quality in any receiving bodies of water.

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WATER CONSERVATION PROJECTS

Reformulation

Reverse Osmosis & Water Purification
Process Changes
A number of our operating plants conduct water purification processes,
including reverse osmosis, to ensure we use the highest quality water inour products. These processes can waste large volumes of water during
regeneration and back washing of the system treatment media or system startup flushing (reject) until the desired water quality is reached. We continued
to expand our assessment of these processes in 2023. Through adjusting
performance parameters or installing reject water capture and feedback loops,
we saved an estimated 10 million gallons of water in 2023 that otherwise
would have been wasted.

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Our R&D product group has focused on a number of projects intended
to reduce the amount of water required to produce our products. These
include Phase II of our concentration of our liquid laundry products, as well
as minimizing certain premix steps, and other reduction of water to formulaefforts. These changes, along with other water reduction efforts, havecontributed to a reduction of approximately 17 million gallons of water intake
in 2023.

Wastewater Recovery

We are exploring opportunities to recover additional wastewater streams.
Many of our processes already include a water reclaim step. But in 2023,
we invested resources to examine engineering opportunities to process andreclaim wastewater that we currently dispose or discharge. Projects include
diverting “clean” non-contact water flow from wastewater for capture andreuse and installation of a trial treatment system to capture and treat selectwastewater streams. If the project installations are successful, we estimate areduction of at least 10 million gallons in 2024 and the ability to transfer thetechnologies to similar applications across our plants.

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AIR EMISSIONSIn addition to GHG emissions discussed on the next page under “Climate
Change,” several of our facilities report on specific air emissions as required bya facility air permit or regulation. The chart below represents the breakdownof Criteria Air Pollutant emissions as defined by the USEPA for those facilities
that are required to track or report air emissions. In 2023, our total reported air
emissions of criteria pollutants were approximately 460 tons with 67% being
particulates. Hazardous air pollutants, lead, and sulfur oxides make up less than
1% of total air emissions from our operations.

2023 Criteria Air Pollutant Emissions
0.32%
0.08%

0%
10%

Carbon Monoxide

Nitrogen Oxides [NOx}Particulate Matter

Sulfur Oxides [SOx]Ozone (VOCs)

Lead

12%
67%

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Hazardous
Air Pollutants

RESPONSIBLE
SOURCING

DATA

91

CLIMATE CHANGE
It is widely recognized that continued emission of GHGs will cause further
warming of the planet that could lead to damaging planetary, economic and social
consequences. The urgency of climate change requires us to rethink how we plan.
It pushes us to develop new business models, partnerships, solutions and products
for a more resilient company. On an ongoing basis, we monitor climate-related
issues, such as emerging regulations, extreme weather and changing markets forces,and engage with our stakeholders to understand and align with their ESG and
Sustainability requirements and concerns, including those related to climate.
As climate change and other ESG and Sustainability concerns become moreprevalent, our stakeholders are increasingly sensitive to these issues. Our customers
and consumers are demanding more transparency regarding our efforts to mitigate
climate change impacts. We continue to align with Task Force on Climate-Related
Financial Disclosures (TCFD) and report in reference to the Global Reporting
Initiative (GRI) Standard to promote transparency regarding these efforts. Also, we
respond to CDP Climate Change, Water and Forests Questionnaires annually androutinely engage our stakeholders on their Sustainability and climate concerns.
More detailed information on our climate change program is available in our 2023
CDP Climate Change Response, a copy of which is available on our website. In
2023, we received an A- score from CDP on our Climate Change Response, up
from a B score the prior year. We perform a detailed year-over-year analysis of ouridentified strengths and weaknesses in order to improve our program and reporting.
In addition, we will continue to build out a timely and effective climate strategy thataligns with CDP’s climate change priorities and expectations and drives continuous
improvement in this area.

CDP is a nonprofit organization that
operates a global disclosure system
to provide consistent reporting of
key environmental impacts.

The following disclosures regarding governance, strategy, risk management andmetrics and targets are intended to align with TCFD’s recommended disclosure
framework. For more information on the specific TCFD disclosures, refer to the
TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES – INDEX on
page 130 of this Report.

Visit website to learn more

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GOVERNANCEAt Church & Dwight, we recognize the urgent need to do our part to reduce
our carbon footprint by realizing resource efficiencies, increasing renewableenergy use, and focusing on carbon reductions. To meet this need, we
incorporate climate change management into our business strategy to drive
continuous improvement of our Sustainability approach and performance.
• Our Board of Directors, acting principally through its Governance,

Nominating & Corporate Responsibility Committee, oversees our
Sustainability program and ESG efforts, including our climate change
strategies and initiatives. This framework for Board oversight is designed
to facilitate the integration of Sustainability risks, including climate change,
into our overall strategic processes.
• The Governance, Nominating & Corporate Responsibility

Committee meets at least quarterly and reviews the health of ourSustainability program.
• Our Corporate Issues Council (the “Council”), comprised of senior

executives representing all our key functional areas, meets regularly
throughout the year, guides the integration of Sustainability with all partsof our business, and drives continuous improvement in our Sustainability
approach and performance. The Council takes the lead in defining andimplementing our Sustainability strategies across the six ESG pillars.
• Our Environmental & Safety Operations Department monitors

climate-related issues, such as emerging regulations, extreme weather
and business continuity, and changing market forces on an ongoing basis,and raises any significant issues and risks with the Council. The Council
in turn evaluates and discusses the most significant Sustainability issues,
risks, and opportunities we face (including climate-related issues) and thefunctions within the company that should be accountable for them.
• Stakeholder issues are included on the agenda for each of the Council’s

meetings and Sustainability issues raised by investors and otherstakeholders are reviewed with the Governance, Nominating & Corporate
Responsibility Committee at each of its meetings.

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93• Our Executive Vice President and General Counsel, who is a member of theCouncil, meets regularly with the Governance, Nominating & Corporate
Responsibility Committee, together with subject matter experts from theCouncil, to review the health of our Sustainability program, opportunities for
improvement, and the status of execution against agreed program priorities.
Through our executive-level management and Board oversight approach to
Sustainability and performance, our understanding of our full carbon footprint
continues to improve as we develop more robust governance processes
and build upon our engagement opportunities throughout our operations.
Please see Governance on page 13 of this Report for further details about ourgovernance practices.

STRATEGY
Our climate transition strategy is informed through input from our stakeholders.
We evaluate our climate impact from a management perspective throughapplicable climate frameworks, including the Task Force on Climate-related
Financial Disclosures (TCFD), Global Reporting Initiative (GRI) Standards 300
Series, International Sustainability Standards Board (ISSB), and Science Based
Targets Initiative, among others. We also closely track obligations underdeveloping climate disclosure regulatory requirements such as the U.S. SEC
Climate Disclosure Rule, the E.U. Corporate Sustainability Reporting Directive,
and California’s SB 261 Greenhouse Gases: Climate-Related Financial Risk
Act and SB 253 Climate Corporate Data Accountability Act. Within theseframeworks, we run our business to enable us to assess our carbon impact,
evaluate and implement ways to reduce that impact, and disclose our progress.

improved carbon or water footprints such as concentrated laundry detergent,established carbon neutral status for consumer baking soda sales, madecommitments to renewable energy and carbon credits for immediate termcarbon reduction and are exploring decarbonatization engineering efforts forlonger-term carbon reductions.
Our strategy, directed by the Council, focuses on:• Reducing and offsetting Scope 1 and Scope 2 carbon emissions associatedwith our operations• Reducing Scope 3 carbon emissions associated with our value chain

We address the potential impacts of climate change on our operations in ourbusiness and planning strategy and through product design. Extreme weather,water and other resource restrictions and increased temperature impacts on foodproduction and other natural resource production can impact our operations. To
prepare for these potential climate change impacts, we develop products with

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In 2022, our science-based climate mitigation targets were validated by the
Science Based Targets Initiative (SBTi). These targets extend through 2030 andconsider the level of additional carbon reduction needed to meet the goals
set forth in the Paris Agreement. In addition, we have committed to working
with our supplier base representing 75% of our suppliers’ emissions, coveringpurchased goods and services, capital goods, and upstream transportation anddistribution, to develop associated science-based targets by 2026.
As we prioritize actions in support of our science-based targets (SBTs), we
continue progress towards our near-term climate-related goal that our Scope
1 and 2 emissions related to the global operations owned and controlled
by us will be carbon neutral by 2025. We also monitor our Scope 1, 2, andtransportation-related Scope 3 emissions intensity (targeted emissions). It is ourgoal to reduce our targeted emissions normalized to million pounds shippedby 20% by 2025, as compared to our 2016 baseline. In 2023, our normalized
targeted greenhouse gas emissions were 57.4 ton CO2e/MM pounds shipped,a decrease of 26.5% compared to our 2016 baseline, exceeding our reduction
target ahead of schedule.

decarbonization and engineering expertise to look at larger scale projects
that can reduce significant amounts of our carbon emissions, including carbon
process intensity improvements, energy/heat recovery, use of alternate fuels, orcarbon capture. We are keeping focus on our larger GHG-emitting operations.
In 2023, we invested in further assessment of carbon reduction opportunities
and initiated assessment and preliminary engineering for both a major carbon
capture/reduction effort in our baking soda process at our Old Fort, OH plant
as well as assessing carbon capture technologies from fuel combustion forsteam generation. Final design and implementation for some of these projects
is expected in 2024 and 2025. We continue to implement energy minimization
projects at a plant level while assessing and developing engineering foradditional larger projects to meet our SBT goals.

MITIGATING OUR EMISSIONS
To achieve our climate-related goals, we reduce our carbon emissions throughenergy savings projects, renewable energy credits, and on-site solar/green
energy projects, and offset our emissions through initiatives such as tree
planting initiatives and similar verified carbon credit programs.
As we seek to reduce carbon from our operations, we employ parallel strategies
of seeking “bottom up” carbon reduction opportunities and efficiency projects
developed and generated at the plant level. At the same time, we retain outside

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Chain Member and engaged our primary suppliers (by spend) to encouragethem to implement and disclose their carbon reduction targets and strategies
to better track removal of carbon from our supply chain. We received responses
to our CDP climate data request from 58% of the contacted suppliers, which
represented 62% of our total domestic supplier spend in 2022. We arepresently reviewing those responses to assess maturity of supplier climate
efforts and planning ways to expand this engagement to more suppliers andencourage climate action in accordance with our SBT goal.

ADDRESSING EMISSIONS IN OUR VALUE CHAIN
We developed a more complete Scope 3 emissions inventory, based on 2019
data, to gain a broader understanding of our supply chain impact. This data wasincluded in our CDP Climate Change Response in 2022. In 2022, we updated
the inventory based on 2021 data. In 2024, we will continue our cadence of
updating our review of the components and quantities that comprise our Scope
3 emissions every other year. With each review, we refine our source data,
verify or expand our scope, and improve our methods to better understand andimpact these emissions. See further discussion of Scope 3 emissions and ourscience-based targets under “Metrics and Targets” below.
As we evaluate and strengthen our supply chain to minimize disruptions,
we seek opportunities to shorten our supply chain and increase resiliency.
These efforts are intended in part to reduce Scope 3 emissions by optimizing
and minimizing total miles of material and product transportation. We also
encourage our supply chain partners to develop and implement their own
carbon reduction programs and goals. In early 2023, we joined CDP as a Supply

INTRODUCTION

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We invest in R&D for new products and packaging formulated to minimize
water and energy requirements, reduce package weight, and increase
recyclability of packaging – all of which help reduce our Scope 3 emissions
by reducing our use of resources and reducing consumer waste. Scope 3
emissions associated with our products are the result of activities from assets
not owned or controlled by us, but that our organization indirectly impacts
either in the upstream supply of materials and resources or in the downstream
distribution and use of our products (i.e., our “value chain”). Product innovation
efforts include seeking non-plastic alternatives and reducing plastic weight,
where possible, increasing plastic recyclability and circularity through plastic
component simplification and consumer education, and increasing theamount of Post-Consumer Recycled (PCR) plastic in our packaging. In 2023,
we completed Phase 2 of our laundry product concentration and compaction
efforts to minimize water and packaging size in line with our overall goals to
reduce water use and packaging. Additional information regarding these andsimilar product initiatives is discussed in the Packaging, Products and Our
Brands sections of this Report.

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OUR APPROACH TO CLIMATE RESILIENCE
In considering our overall climate resilience strategy, we think of resilience asboth the capacity to recover from and adapt to the physical impacts of climatechange and ability to respond to the impacts of policy and market shifts brought
about in response to climate change. These efforts impact many of the issues
identified in this Report, in being active water stewards, reducing packaging
waste, encouraging our suppliers to produce our ingredients in more sustainable
ways, and considering the climate impacts of our operations as we innovate forincreased efficiency and better value creation. To advance our climate resiliency,
we plan to develop a transition plan within the next two years to outline risks
and opportunities related to scenario analysis findings. Our climate resilience
approach emphasizes both climate-related risks and opportunities.
Climate-related risks and opportunities are incorporated into our operations andbusiness strategy at many levels.

RISKS
Certain of our business activities, the production of some of the materials usedin our products, including petroleum-based, agricultural, and forest materials, andthe growing global demand for livestock products (the focus of our Animal andFood Production business), can contribute to deforestation, climate change, andreduction in biodiversity, and can adversely impact water quality and availability,
people and communities. In turn, climate change is a threat to each of those
activities. While we strive to minimize the environmental impact of our global
operations, a potential loss in business could result from reduced demand for our
products and loss of customers if we do not meet their expectations related toour efforts towards Sustainability and fighting climate change.

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A few examples of our most significant climate-related risks are described in our
Annual Report and summarized below:• Reduced availability of transportation or disruptions in ourtransportation network could adversely affect us. We distribute our

products and receive raw materials and packaging components primarily bytruck, rail, and ship and through various ports of entry. Reduced availabilityof trucking, rail or shipping capacity due to labor shortages, adverse weather
conditions, natural disasters, including climatic events (including any
potential effect of climate change), allocation of assets to other industries
or geographies or otherwise, work stoppages, closure of operations due togovernment restrictions or sick employees or other impacts of pandemics,
strikes or shutdowns of ports of entry or such transportation sources, could
lead to inflationary cost pressures, cause us to incur unanticipated expenses,
and impair our ability to distribute our products or receive our raw materials
or packaging components in a timely manner, which could disrupt ouroperations and strain our customer relationships and competitive position.
• Increasing focus and sensitivity by governmental, non-governmental organizations, customers, consumers and investors
to ESG issues, including those related to DEI, climate change,plastic usage and ingredients, could result in increased operatingor manufacturing costs and compliance challenges, which could
adversely affect our business. As climate change and other ESG issues
become more prominent, so has scrutiny by federal, state, and local
governments, non-governmental organizations, and our customers,
consumers, and investors. This will likely result in new or increased
regulatory requirements such as the Commission’s disclosure on climatechange and various state-level Extended Producer Responsibility programs,
California’s recently enacted climate reporting legislation, and customer andconsumer standards. In addition, our stakeholders are increasingly
demanding transparency regarding our DEI efforts as well as our efforts tomitigate our impacts on climate change, and to eliminate chemicals ofconcern and otherwise reduce or mitigate adverse effects on the

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environment. For example, some of our major customers have requested we
respond to various questionnaires, including the CDP Climate Change,
Water and Forests Questionnaires, and use our responses and CDP scores toevaluate us. Compliance with these requirements, standards anddisclosure requests may be challenging and could cause disruptions in the
manufacture of our products and/or result in increases in operating costs,
and additional legal, compliance and regulatory risks and costs. We may
also be required to contribute funds to support recycling and other waste
management infrastructure, and/or incur costs associated with making
necessary changes to our operations and controlling, assessing andreporting on certain ESG metrics. These disruptions and additional costs could
make our products more costly and less competitive than otherproducts, which would adversely affect our business.
• Any failure to achieve our ESG goals or to effectively respond to

new or current legal, regulatory or stakeholder ESG requirements
could adversely affect our business and reputation. While we strive

to minimize adverse impacts of our global operations, our ability to achieve
any stated ESG goal, target, or objective is subject to numerous factors andconditions, many of which are outside of our control. We could lose revenue if
our consumers change brands, major retailers delist our products or our retailcustomers move business from us because we have not effectively responded
to regulatory requirements, complied with their ESG requirements or met
their expectations related to our sustainability efforts, including with respect
to DEI, climate change, plastic usage, or ingredients. In addition, our actual or
perceived failure to achieve or make sufficient progress towards our stated
ESG goals or comply with ESG related regulations could result in litigation,
regulatory scrutiny, or adverse publicity, which could damage our reputation,
reduce consumer demand, and devalue our brand equity. Further, ESGconscious investors may choose not to invest in our securities if we do notcomply with their expectations, and investment managers may not include our
securities in ESG-designated funds.

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Additional climate-related risks that are relevant to our business, as well as how
we manage them over the short, medium, and long-term, are also discussed in
our CDP report. They are summarized below:• Current Regulations –The evaluation of applicability of current climatechange regulations to our existing operations is primarily the responsibility of
our Environmental & Safety Operations Department. For example, we track
the applicability of greenhouse gas emissions reporting requirements at all
our locations in the U.S. and elsewhere. All our U.S.-based operations are
currently below the EPA 25,000 metric tons per facility GHG reporting
threshold. More recently we are planning for our compliance obligations
under the EU Corporate Sustainability Reporting Directive and theCommission’s disclosure on climate change. The Law Department Regulatory
Affairs evaluates impacts on a product level. Relevant risks are included on
the agenda of the Council.
• Emerging Regulations – The evaluation of emerging climate change

regulations to existing and new operations is the responsibility of our Law
and Environmental & Safety Operations Departments, Regulatory Affairs,
and the Council. Additionally, our Chemicals of Concern Committee monitors
and tracks emerging data and trends for chemicals that are being reviewed
for human and environmental impact. Each department has a responsibility
to ensure that proposed relevant legislation and regulations are included on
the agenda of the Council. For example, we are monitoring global regulatory
trends regarding carbon pricing and tax frameworks or reporting. We mayneed to allocate additional staff or resources in the future if lower reporting
thresholds for greenhouse gas emissions or specific reporting frameworks
are enacted. We continue to perform tracking and review of upcoming
frameworks, including International Sustainability Standards Board (ISSB)
and Center for Sustainability Research & Practice (CSRP) protocols.
• Legal – Any Sustainability-related legal issues that could have a material• Acute Physical – We actively monitor climate change issues that could

have an acute effect on our operations such as increased severity of
weather-related events. For example, some of our coastal facilities may besubject to business interruption due to climate-related risk of storm damage
or flooding. We have established business continuity plans for our operations
designed to be implemented in the event of a natural or man-made event.
These plans are customized to address relevant concerns at each location.
In addition, our supply chain relies upon the availability of shipping facilities
to bring raw materials and intermediate goods into the U.S. In recent years,
hurricanes and tropical storms have affected port operations and severe
weather/flooding in the central U.S. has disrupted rail service and chemical
production, posing potential business risks in the form of interruption to ourraw material availability and ability to transport products.
• Chronic Physical – Water availability is a significant factor for some of ourmanufacturing sites. We manufacture products, such as laundry detergent
and other cleaning products, which contain water as an ingredient, whilesome products require water for processing. Future water scarcity could
result in increased operating costs for manufacturing these products ordirectly affect our ability to manufacture product through inability to obtainnecessary raw materials or having insufficient water available to operate ourplants. We have publicly stated goals to reduce the impact of our operations
and transportation by reducing our greenhouse gas emissions, support
the generation of renewable energy and commit to reducing our water
consumption by 10% per year on a normalized basis. We have locations thatare near the oceans, including our facilities in Folkestone, UK, and Lakewood,
NJ, and we monitor chronic conditions such as sea level rise, temperature
increases, and water quality and availability. We have products that aretemperature-sensitive that may require reformulation or climate-controlled
shipping if ambient shipping temperatures continue to rise.

impact on us are evaluated and discussed by the Council. To date, we havenot identified any climate-related risks associated with actual or potential
litigation against us.

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99• Access to New Markets – We recognize that our customers and consumers

are increasingly demanding transparency regarding our efforts to mitigate our
impacts on climate change. For instance, many major retailers that sell our
products request that their suppliers demonstrate GHG reduction initiatives,
and we are responsive to their objective of reducing the carbon intensity of
their supply chains. We discuss climate-related issues with our customers
directly and through industry association reporting initiatives. We continuously
strive to respond to customer and consumer concerns or perceptions
regarding practices for packaging materials, such as plastic packaging, andtheir Sustainability performance. In 2023, our continued efforts in key areasof Sustainability earned recognition from various third parties, as noted in thisReport. Activities that help establish and improve this reputation enable us
to maintain existing markets and expand into other markets and consumer
segments where these ideals are valued.

OPPORTUNITIES• Resource Efficiency - Reducing energy use reduces the costs

We have also identified significant climate-related opportunities to improve ourbusiness performance, including the following examples:• Products and Services – We continue to identify opportunities for new

products and packaging formulated to minimize water or energy requirements in
manufacture or consumer use and increase recyclability of packaging.
Examples of product improvements already implemented include concentrationof laundry products and greater recyclability of our product packaging through
How2Recycle labeling.

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associated with procuring and managing energy, materials and water. Our
near-term climate-related goal is for operations owned and controlled by us tobe carbon neutral by 2025, by mitigating our carbon emissions through energy
savings projects, renewable energy credits, on-site green energy projects, andpurchased carbon offsets. As part of this goal, our collective facility-levelobjectives are designed to reduce total energy consumption or at minimum,
remain energy neutral on a year-to-year basis. To achieve this, certain of ourplants have implemented a variety of energy efficiency projects. These efforts
will be accelerated through our commitment to science-based targets.

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• Technology – We have publicly stated GHG emission reduction

goals. Various departments throughout the organization evaluate
relevant technology that supports those goals, for example, lighting
efficiency or process equipment improvements that will reduce energy
consumption, or new energy monitoring technologies that could
create energy savings as well as direct decarbonization opportunities.
We continue to evaluate new technologies and how they could be
implemented in our processes. Examples of which include combined
heat and power (CHP), carbon capture, process modifications andheat recovery. Risks may be associated with cost-effective technology
not being available to continue reducing our energy consumption orcarbon reduction in the future. Emerging technologies may improve
our ability to achieve our goals.
• Supply Chain – To improve our understanding of climate change

impacts in our supply chain, we have increased the level ofengagement with contract manufacturers and suppliers. We track andupdate our Scope 3 emissions estimate associated with our supply
chain regularly. In early 2023, we partnered with CDP to enhance ourengagement. We are presently assessing the responses we received
from suppliers in 2023 and refining our encouragement strategy with
our key suppliers regarding verifiable carbon reduction goals.

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RISK MANAGEMENT
At Church & Dwight, our Board-level committees oversee risk assessment
and risk management responsibilities, with our Board of Directors overseeing
the implementation of processes and findings. The Board’s Audit Committee
oversees our enterprise risk assessment program and our ethics and complianceprogram, each of which is supported by our Internal Audit department.
The Council oversees the assessment results and management efforts toincorporate risks into our business strategy.
Through our risk oversight teams, we manage alignment of climate-relatedrisks and opportunities as part of our climate resilience strategy by assessing
climate risks and reviewing our material issues. Our Internal Audit department
administers an annual detailed Enterprise Risk Management assessment withmanagement to identify and rank the most significant risks that affect us asa company, including consideration of many risks associated with companies
in the consumer products industry. Formal alignment of the most significant

risks occurs between the Board and executive management every other year
and as changes in the risk environment necessitate. As a result of our risk
assessment, our Internal Audit department annually prepares an Internal Audit
project plan under which it reviews activities directed to mitigate business andfinancial related risks. This plan is subject to Audit Committee approval. Our
Internal Audit Director meets quarterly with our executive officers to assess
any changes in the magnitude of identified risks and the status of mitigation
activities regarding the most significant risks. The Internal Audit Director
reports directly to the Audit Committee of the Board of Directors.
To further track our risks and opportunities, we continually monitor
stakeholders’ perspectives to assess our material issues. Defining our material
climate-related issues is an ongoing process influenced by the standards
and guidelines of GRI, SASB, TCFD, ISSB, and our stakeholders. The Council
facilitates the review of our material climate-related issues. The Council
identifies stakeholders’ ESG concerns and prioritizes related risks andopportunities relative to impact and likelihood. Stakeholder Sustainability
issues are included on the agendas for Council meetings as they arise, andSustainability issues raised by investors and other stakeholders are reviewed
with the Board's Governance, Nominating & Corporate Responsibility
Committee at each of its meetings.
On an asset level, facility managers are responsible for understanding andaddressing site-specific risks such as extreme weather event frequency, supply
disruptions, or changing water/wastewater utility limitations or requirements
and for ensuring that plans and procedures are in place to mitigate such risks
through both a documented site business disruption continuity plan and longterm strategic business plan. Facilities can access corporate-level assistance andresources for support as needed.

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METRICS AND TARGETS
GHG emissions are associated with all aspects of our value chain, including
our supply chain for raw materials production, raw material transportation
to the point of manufacture, product distribution and product use. In orderto understand and control our emissions and climate impact, we track
multiple metrics, including energy use in our operations, Scope 1 and Scope
2 emissions of greenhouse gases associated with our operations, and Scope
3 emissions from transportation and other activities associated with ouroperation. We have set goals to minimize our greenhouse gas emissions at
both a corporate and facility level. In 2022, our science-based targets werevalidated by the SBTi, an organization promoting best practice in emissions
reductions in line with climate science. These targets align with SBTi’s latest
criteria for maintaining global temperature rise to 1.5 degrees Celsius for
Scope 1 and Scope 2 emissions and well below 2 degrees Celsius for Scope 3.

• Church & Dwight is committed to reduce absolute Scope 1 and Scope 2
GHG emissions 46% below 2020 levels by 2031

As we prioritize actions in support of our science-based targets, we continue
our progress towards our primary near-term climate-related goal that all
global operations owned and controlled by us be carbon neutral by 2025, byreducing and offsetting our carbon emissions through energy savings projects,
renewable energy credits (RECs), purchase power agreements (PPAs), on-site
solar projects, tree plantings, and similar carbon credit programs. Today, 100% of
our operations’ global electricity is procured from renewable sources, inclusiveof RECs, while our Scope 1 and targeted Scope 3 emissions are partially
offset by certified carbon credits obtained through projects from the ArborDay Foundation® and Climate Impact Partners, LLC. In addition, we have an
operational goal to reduce our normalized carbon emissions (targeted emissions
in metric tons CO3e/product shipped) by 10% each year and have set a target to
reduce total normalized energy use (GJ/product shipped) from our operations by
10% each year.
*Our Scope 3 SBT goal is for our suppliers that represent 75% of our Scope 3 emissions to establish theirown science-based targets by 2026. These suppliers include providers of purchased goods and services,
capital goods and upstream transportation and distribution.

• Church & Dwight pledges to reduce absolute Scope 3 emissions below
2019 levels through influencing our supply chain partners*• Church & Dwight is committed to continuing our pledge to use 100%
Renewable electricity for operations under our control

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EMISSIONS
The first step in this process is to understand our emissions. For our current
2025 carbon neutral goal for Scope 1 and Scope 2 emissions, we define ourtargeted GHG emissions inventory to include those emissions over which wehave direct control. This includes Scope 1 direct emissions from our operated
facilities and Scope 2 indirect emissions from our operated facilities (primarily
electricity and steam purchases). We also include in our historical assessmentof GHG emissions those Scope 3 emissions associated with the transport ofour finished products to our first point of customer contact (in the U.S. andCanada) and corporate business travel. We have quantified and tracked theseelements of our Scope 3 inventory as part of our metrics and targets for several
years, and we refer to them in this Report as targeted Scope 3 emissions. As
we evaluate and strengthen our supply chain to minimize disruptions, weseek opportunities to shorten our supply chain and increase resiliency, which
may provide opportunities to reduce Scope 3 emissions by optimizing andminimizing total miles of material and product transportation.
Beginning in 2020/2021, we look beyond our targeted Scope 3 emissions
and analyze those resulting from operations in our supply chain not owned
or controlled by us, as well as emissions from our products. The initial drivers
for this were the preparation of our CDP Climate Change Response andestablishment of our science-based targets. Our Scope 3 emission estimate
was updated again in 2022 based on calendar year 2021 data. Data regarding
this Scope 3 emissions inventory was reported in our CDP Climate Change
Response in 2023, a copy of which is available on our website. To improve
our understanding of climate change impacts in our supply chain, we haveincreased the level of engagement with contract manufacturers including
select direct engagements and joining CDP as a Supply Chain member. In
2023, we engaged suppliers representing 85% of our domestic direct spend
through CDP to respond to both the CDP climate questionnaire and the water
security questionnaire. We are currently reviewing the responses, evaluating
the maturity of the supplier climate efforts and developing our 2024 strategy
to engage and encourage suppliers based on where they are on their corporate
climate journey.

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GREENHOUSE GAS EMISSIONS (GHG)

The table on this page provides the most recent three years ofdata for our Scope 1 and 2 GHG emissions, plus the targeted
Scope 3 emissions that we have incorporated into our GHG
metrics and targets for many years. We have also included thetotal Scope 3 emissions estimate calculated as defined in the
GHG Protocol’s Corporate Value Chain Accounting Standard.
These emissions were calculated in 2021-2022 based on supply
chain activity for 2021, the most recent data available. We plan to
update our Scope 3 emissions inventory again in 2024.

2023

2022*

2021*

Scope 1 (MT CO2e)

89,94090,172

90,747

Scope 2 (MT CO2e) Location based

58,55256,28657,567

Scope 2 (MT CO2e) Market based

9,370

7,672

7,516

Scope 1 + Scope 2 (MT CO2e)148,492

146,457

148,314

Target Scope 3 - North America
Transportation Operations (MT CO2e)

179,926

196,439

211,662

Scope 3 (MT CO2e)
Excludes indirect emissions

2,364,676

2,365,058

2,391,210

Total Scope 1 + 2 + Targeted 3 (MT CO2e)
Location based

328,418

342,897359,975

Total Scope 1 + 2 + 3 (MT CO2e) Location
based (Excludes indirect emissions)

2,513,169

2,511,516

2,539,524

GHG Intensity (Scope 1 + Scope 2)(MT CO2e /MM pounds of product shipped)

25.9

25.5

24.7

GHG Intensity (Total targeted emissions
by product shipped) (MT CO2e /MMpounds of product shipped)

57.4

59.8

59.9

GHG Intensity (Total targeted emissions
by product shipped)(MT CO2e /MM unitsof product shipped)

212

211

229

GHG Intensity (Total targeted emissions by
USD Sales) (MT CO2e /MM USD Sales)

56.0

63.8

69.4

The following chart provides our absolute and normalized GHG
emissions. The normalized results provide an indication of GHG
emissions relative to production and shipping of products.

*GHG values have been modified to accommodate corrected data errors and updated emission factors.

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Targeted GHG Emissions [tonnes CO2e]
400,000

359,9752023

PACKAGINGEMPLOYEES &COMMUNITIES

328,418

300,000
250,000
200,000
150,000
100,000
50,00002021

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2022

OUR BRANDSPRODUCTS

Progress

In 2023, more than 94% of our targeted GHG emissions (Scope 1 + Scope 2 +In 2023,Scope
94% oftargeted
GHG emissions(Scopecredits
1 + Scope
2 + targetedtargeted
3)ourwere
either offset
through carbon
or reduced
through
Scope
3)
were
addressed
throughRECs
forelectricity
and
use
of
purchased
renewable energy credits. We anticipate, between RECs and carbon credits, tocarbonWe anticipate,credits,
to meetmeet
ourcredits.
100% neutral
target inbetween
2024. InRECs
2023,andwecarboncontinued
our commitment
100%
neutral target
in 2024.
In 2023,
continued
ourinstallationcommitment
toour
100%
renewable
electricity
through
RECsweandexpanding
of to
100%
renewable
electricity
throughRECs
andexpandinginstallationofgreen
green electricity at our sites.
electricity at our sites.
Our operational carbon emissions (Scope 1 and Scope 2) in 2023 increased
Our operationalemissions
1 and
Scope
2) in 2023
were
up 1.4%
1.4%
versus 2022,carbon
but our
absolute(Scopetargeted
GHG
emissionsin 2023(Scopebut ourScopeabsolute
targeted GHG
emissions4%
in 2023(Scope1versusand 2 2022,
and targeted3) decreased
approximately
versus2022,1 and 2
andtargetedScope
3)
decreased
approximately
4%
versus2022,
exceedingexceeding our target to hold these emissions flat. Energy reduction efforts in ourtargetto hold
theseemissionsflat. Energy
efforts in our plants helped
ourplantshelpedminimize
our Scope
1 andreduction
Scope 2 emissions.
minimize our Scope 1 and Scope 2 emissions.
Phase 2 of product concentration and continued load optimization efforts
Phasein2reducingof productand continued
load optimization
efforts
aided
theconcentration
number of truckloads
and reducing
our targeted
Scope 3
aided
inreducingthenumberoftruckloads
andreducing
ourtargetedemissions. Targeted Scope 3 emissions decreased 8%. These decreases Scope
drove 3emissions.
Targeted scope
3 emissions
down
8%. These
decreases
drove
overalland normalized
reductions
in ourwere
targetedemissions.
TargetedGHG
ouroverallandnormalized
reductions
inourtargetedemissions.
Targeted
GHG
emissions normalized to million pounds of product shipped was down 4% andemissions normalized
to million
poundsof product
was
down
and
normalized
to million units
shippedincreasedby lessshipped
than 1%.
Scope
1 +4%
Scope
normalizedtomillionunits
shipped
was
up
<1%.
Scope
1
+
Scope
2
emissions
2 emissions normalized to million pounds of product shipped increased 1%
normalized
million pounds
product shippedwasup 1%Scopeversus22022.
versus2022.toAbsolute
Scope 1ofemissions
decreasedslightly,
emissionsWhileabsolute
Scope
1
was
down
slightly,
Scope
2
was
up
slightly,
and target
increased slightly, and targeted Scope 3 emissions were down. Decreased
or
Scope
3
emissions
were
down,
decreased
or
flat
mass
and
units
shippedusedflat mass and units shipped used to normalize our metrics resulted in flat or
to normalize
ourmetrics resulted
flat orour
even
increasing
normalized
trends,even
increasing
normalized
trends, inmissing10%
normalized
reduction
missingThe
ourdata
10%demonstrates
normalized reduction
targets.
The datathat wetargets.
that we must
continue
ourdemonstrates
efforts to remove
must
continue
ourefforts
toremovecarbonfrom
ouroperations
andimprovecarbon from our operations and improve efficiency.
efficiency.

342,897

350,000

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Reference Year

Scope 1
Emissions(MT CO2e)

Scope 2 Emissions market based(MT CO2e)

Total Emissions(MT CO2e)

2020

91,587

7,815

99,402

2023

89,9409,370

99,310

Delta (%)

-2%

22%

-0.1%

Science-Based Targets
Our science-based targets were validated by SBTi in
July 2022. Our 2023 progress is summarized below.
Based on our 100% renewable electricity throughRECs, we use our Scope 2 market-based emissions andScope 1 emissions to track our SBT reduction progress.

Reduce Absolute Scope 1 and Scope 2
emissions by 46% vs 2020 base year

While we reduced our Scope 1 emissions in 2023 by 2%, our Scope 2 marketbased emissions increased because of purchased steam. In 2023, we were
informed of a suspected metering malfunction from our steam supplier andthe relative increase was a result of this metering error.
In 2023, we continued our decarbonization engineering assessments
and feasibility assessments to select specific, impactful decarbonization
opportunities. Our long-term decarbonization roadmap to remove significant
portions of our operational carbon emissions explored combined heatand power, process heat recovery, alternative energy and carbon capture
opportunities in our operations. We are moving forward with a portion of
the plant-level energy conservation measures identified through the energy
audit programs, and are completing formal design on process carbon dioxide
recovery at one of our baking soda plants in 2024. We have also invested
in assessment and evaluation of flue gas carbon capture technologies.
We expect to select and implement one of these carbon capture technologies
in 2024/2025 at our largest natural gas burning location. We maintaindedicated capital budget for local projects for energy and Sustainability
improvements to enhance our efficiency and reduce the energy intensity of
our manufacturing programs.

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Maintain 100% Renewable Electricity for Operations
under our Control
We used approximately 151,232 MWH of electricity in our operations in 2023,
and purchased in excess of 150,000 MWH of renewable energy credits. In
early 2024, we purchased an additional 1,025 MWH of RECs to mitigate ouremissions and to ensure that 100% of our electricity came from low-emission
sources for every region in which we operate. The remaining market-based
emissions included in this Report are primarily emissions associated withpurchased steam for our Green River, WY manufacturing plant.

Absolute Scope 3 Emissions Below 2019 Levels throughInfluencing Certain of our Supply Chain Partners
As part of our science-based targets, we have committed to minimizing our
Scope 3 emissions through influencing certain of our supply chain partners toestablish carbon reduction targets of their own by 2026. We identified suppliers
that represent 75% of our Scope 3 in the purchased goods and services, capital
goods and upstream transportation and distribution categories. In 2023,
Church & Dwight joined CDP as a Supply Chain member and encouraged
our targeted suppliers to begin reporting their carbon performance throughCDP. We requested suppliers representing 85% of our domestic direct spend
to respond to the 2023 CDP climate and water security questionnaires. We
received climate responses from 58% of the suppliers contacted representing
a little over 62% of our domestic direct spend and 59% of our baseline 2021
Scope 3 Category 1 Purchased Goods and Services emission estimate. We are
evaluating the responses received to assess the climate program maturity of the
suppliers who responded. We are re-evaluating our engagement strategy basedon the 2023 responses to focus on those organizations that have not begun
their carbon reduction journey as well as our approach to expand the scope of
suppliers we are engaging.

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SOURCING

DATA

108

ENERGY USE
Energy used in our operations is a direct contributor to carbon emissions. Energy
is required in all phases of our operations from lighting offices, to burning
fuels for heat or steam for processing, to charging electric fork trucks in ourwarehouses. We use both direct (on-site fuel combustion) and indirect (off-site
electric or steam generation) energy sources in our business. Energy is also usedoutside our operations by third parties (not directly under our control) who
provide raw materials and/or contract manufactured products.
We currently track energy use within our operation from all of our companycontrolled locations, including corporate administrative offices, R&D operations,manufacturing plants, and warehouse/distribution locations. We track energy
consumption in terms of specific fuels, total energy (gigajoules equivalent for all
fuel and electricity use), and our normalized energy consumption in gigajoules per
million pounds of product shipped. Efforts to reduce energy usage, specificallynatural gas, are a key element of our science-based target commitment to reduce
GHG emissions. In accordance with our SBT commitment, 100% of our electricity
is sourced through renewable sources by direct solar or RECs.

2023 Energy Use by Source
1.2%

0.1%

0.03%
0.06%

Electricity
10%

Natural Gas
Steam

35%

53%

Diesel Fuel
Fuel Oil
Gasoline
PropaneNatural gas is our primary energy source (53%) of total energy use in gigajoules
followed by electricity (approximately 35%) and purchased steam (approximately
10%). Remaining fuel sources including diesel, gasoline and propane represent
less than 2% combined.
In 2023, our total energy use was approximately 1.5 million gigajoules, up lessthan 1% compared to 2022. Normalized energy use was 269 gigajoules per
million pounds shipped, which represents a 1% increase over 2022. In 2023, wewere unable to achieve our standing 10% reduction goal. Total energy use ingigajoules and total mass of product shipped were both relatively flat in 2023,
negatively affecting our ability to meet our normalized reduction goal.
In 2023, electricity use increased 1%, purchased steam increased 22% (based
primarily on corrected metering issue vs. 2022) while natural gas use decreased
3%. Implementation of several energy reduction projects has enabled us tominimize increases in our energy use.

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Electricity [kWh]Energy Consumption [GJ]
1,715,000

1,527,000

1,529,000

1,543,000

180,000
160,000

1,515,000

152,742

151,246

140,000

1,315,000

120,000
100,000

1,115,000

80,000915,000

60,00040,000715,000

20,000515,000

0

2021

2022

2021

2023

9,000
254

266

269

250

2022

2023

Natural Gas [thm (U.S.)]

Energy per Product Shipped [GJ/MM lb]
300

149,118

7,943

8,000

7.977

7,755

2022

2023

7,000
6,000

200

5,000
150

4,000
3,000

100

2,000
50

1,000
0

0

2021

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2022

PRODUCTS

2021

2023

PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCING

DATA

110

SOLAR ENERGY
Our Folkestone, UK plant completed installation of Phase I of a solar energy
installation. Phase I is expected to generate greater than 466,000 kilowatt hours(kWh) of electricity per year and reduce our electricity Scope 2 emissions by 121
metric tons per year. Phase I represents approximately 10% of the facility annual
electricity use, but Phase 2 and 3 planned for 2024 and 2025 will total over 1.2
million kWh solar electricity generation for the plant. In addition, in 2023 westarted assessment for solar energy installation at a number of our domestic U.S.
locations and anticipate installation at our first targeted U.S. site in late 2024 or
early 2025.

ENERGY AND GREENHOUSE GAS DATAVERIFICATION
We have again contracted an independent third party, SGS North America, toevaluate and assure that our 2023 GHG and energy data collection process
and emissions calculations are rigorous, inclusive, and accurate. The resulting
verification statement will be included with our annual CDP Climate Change
Response.

EQUIPMENT REPLACEMENT
Several of our plants replaced end of life heating, ventilation, and air-conditioning
equipment and compressors in 2023 with newer, more efficient equipment. The
combined save was estimated at 1.3 million kWh per year.

COMPLETED LED LIGHTINGOur York, PA plant completed its final phase of light-emitting diode lighting
conversion in 2023. The final phase is expected to save an additional 600,000
kWh per year on top of the previously completed lighting conversions.

PROCESS CARBON DIOXIDE (CO2) CAPTUREOur Old Fort OH baking soda plant uses carbon dioxide as a raw material in the
manufacturing process. A portion of the CO2 is lost during processing. In 2023,
we implemented a study to confirm the locations and concentrations of CO2
losses in the process. Based on the results, we have entered into engineering
design to recover and reuse over 7,000 metric tons of CO2 per year. Finaldesign and construction are expected in 2024.

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RESPONSIBLE
SOURCING
Committed to Improving our
Supply Chain’s Environmental,
Social, and Ethical Practices
Assess 100% of at-risk suppliers.
Source 100% RSPO Certified Mass Balance palm
oil ingredients by the end of 2025.
Continue to purchase at least 97% of palm oil
ingredients traceable to mills.
Continue to manage our operations in a responsible and sustainable manner.

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DATA

112

Our supply chain is a significant part of our business, and more than half ofour employees support its day-to-day operations. We source from over 500
suppliers and contract manufacturers, the majority of which are located in North
America. All of our employees and suppliers are expected to comply with our
Global Operations Guiding Principles (the “Principles”), which are incorporated
by reference into most of our supplier agreements.
The Principles address business ethics and compliance, anti-corruption, fairlabor conditions, health and safety, and environmental protection, and reflect
our commitment to internationally recognized standards and our support andrespect for internationally proclaimed human rights. They are significantlyaligned with the United Nations Declaration on Human Rights; the International
Labor Organization’s 1998 Declaration on Fundamental Principles and Rights at
Work; and the Labor Principles of the United Nations Global Compact.

By upholding high ethicalstandards, continually
evaluating our environmental
impact, creating a safe
workplace, and vigilantly
maintaining our commitment to
responsible sourcing, we haveheld our position as a trusted
provider of household, personalcare, and specialty products forover 170 years.

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The Principles are also significantly aligned with the Ethical Trading Initiative
Base Code, the California Transparency in Supply Chains Act of 2010, the UK
Modern Slavery Act of 2015, and the methodology and guidance documents
provided by SEDEX, which provide a universally recognizable and common
framework.
In 2023, we further educated our employees responsible for relationships with
suppliers and contract manufacturers on potential Human Rights challenges
in the supply chain and our Responsible Sourcing Program. We continued ourrelationship with AIM-PROGRESS, a forum of manufacturers and suppliers
that promotes responsible sourcing practices, to help benchmark and provide
industry guidance in support of our responsible sourcing journey. We worked
with our supply base to onboard participating factories in at-risk geographies on
the SEDEX platform.
We support the Transparency in Supply Chains Act of 2010 and the UK Modern
Slavery Act of 2015. We conducted risk-based supplier audits against ISO
Quality Standards and Food Safety Standards. Audits are conducted by our
Quality Department and supplemented, as needed, by independent third parties.
Suppliers found to be in violation of our Principles are subject to corrective
actions, which may include follow-up audits and termination of business.

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We have Code of Conduct training that applies to all employees anddirectors. Any violation of applicable laws, our Code of Conduct,or our Principles by a Church & Dwight employee or supplier may
result in disciplinary action, including termination of employment orbusiness relationship.
By the end of 2023, we had met our target and assessed 100% of
our at-risk suppliers against safety, labor, environmental, andethical standards.

SEDEX is one of the world’s leading ethical trade service providers,
working to improve working conditions in global supply chains. It provides
practical tools, services, and a community network to help companies
improve their responsible and sustainable business practices, and source
responsibly. Working with SEDEX enables companies to work together tobetter manage their social and environmental performance and protect
people working in the supply chain.

Visit website to learn more

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RESPONSIBLE SOURCING - PALM OIL
While we do not directly buy or use palm oil or palm kernel oil in our products,
some of our products – including animal feed, liquid laundry detergents,
gummy vitamins, oral care, and feminine care products – incorporate palm
oil derivatives. Although our use of palm oil derivatives is relatively low,
approximately less than 4% of total direct materials spend, we recognize thepalm oil industry has a significant impact on biodiversity, climate change,
people, and communities. Accordingly, we strive to responsibly source palm
oil derivatives in a manner that does not contribute to deforestation of highconservation value, high carbon stock forest and peatlands, or exploitation ofpeople and local communities.
In 2023, we continued our membership with the Roundtable on Sustainable
Palm Oil (RSPO) and completed our fourth Annual Communication of Progress(for 2022 results). We purchased approximately 21,300 tons of palm oil
derivative raw material in 2023, a decrease from 31,000 tons purchased in
2022. While we are not RSPO Supply Chain Certified, we purchased virtually allof the palm oil derivative raw material volume we consumed in 2023 from one
RSPO member supplier that has represented to us that this material is over
97% traceable to the mill. Our supplier has also represented to us thatall such palm oil derivatives have been produced in conformancewith its “No Deforestation, No Peat, No Exploitation Policy.”
More than 57% of our palm oil derivative raw material

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PACKAGING

volume was purchased in mass balance material. While an increase of 4% over2022, we fell short of our internal goal of 66% due to a reduction in businessvolume relative to our primary product containing palm fatty acid distillate(PFAD), a palm oil derivative. We discontinued our manufacture of that productin 2024, which will further decrease our need to procure PFAD in the future.
Due to the complexity of the palm oil derivative supply chain, the processof achieving traceability involves a number of companies at many tiers.
Because our greatest opportunity to influence the supply chain is through ourpartnerships with our suppliers, our objective of surpassing 97% traceability to
the mills is subject to change based on the progress of our suppliers. In addition
to full traceability to mills, we support and encourage suppliers to achieve
as much traceability to the plantations as possible and to comply with RSPO
standards as they evolve.

EMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
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Beyond traceability, our more comprehensive Palm Oil Sustainable
Sourcing Commitment expands the scope of our responsibility to help
address the following specific sourcing practices:• Ending our contributions to deforestation by conserving and protecting

primary and secondary forests, High Carbon Stock1 and High Conservation
Value2 forests across all supplier landholdings• Ending new development on peatlands, regardless of depth• Leveraging best management practices3 for existing palm oil plantations onpeat soils• Prohibiting the use of fire for preparation or clearing of land areas• Reducing greenhouse gas emissions from deforestation andexisting operations• Complying with existing RSPO Principles and Criteria or otherequivalent standards• Ending any exploitation of the rights of Indigenous peoples andlocal communities
To accomplish these goals, we require our primary supplier to meet or exceed
the standards set forth in its “No Deforestation, No Peat, No Exploitation Policy”,
provide quarterly reports regarding its supply chain mapping, provide progress
reports against the commitments set forth in its policy and meet or exceed
RSPO standards for RSPO certification. From time to time, we may also further
investigate various other approaches and tools that may be available to help us
assess our supply chain.

1. High Carbon Stock (HCS) forests as defined at by the HCS Steering Group.
2. High Conservation Value (HCV) as defined by the HCV network: https://www.hcvnetwork.org/hcv-approach
3. Best management practices covered by the “RSPO Manual on Best Management Practices (BMPs) for
existing oil palm cultivation on peat.”

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CONFLICT MINERALSWe are committed to ensuring that our products do not contain conflict minerals
that have funded armed groups in the Democratic Republic of the Congo or an
adjoining country. Any supplier found to be in violation of our policies is subject
to corrective action, which may include termination of business.

SUPPLIER DIVERSITY
Established in 2019, our U.S.-based Supplier Diversity Program is intended
to identify and competitively source certified diverse suppliers with the goalof expanding our supplier base to increase competition and strengthen our
supply chains. We joined two of the leading Supplier Diversity Certification
organizations, The Women’s Business Enterprise National Council and The

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National Minority Supplier Development Council, to help inform and develop ourprogram’s foundation. We require that diverse suppliers are certified by one of theseorganizations to be part of our Supplier Diversity Program. Our Supplier Diversity
Program 2019 baseline spend was $18.6MM. In 2023, we built upon our foundation
by educating and collaborating with stakeholders throughout the organization on
our Supplier Diversity Program. We enhanced the resources available to our team byenriching our data to understand our true impact on the diverse supplier communityand how we can include these suppliers in future sourcing opportunities. Throughincreased stakeholder engagement, we increased our consolidated Direct andIndirect spend with certified diverse suppliers to $75.9 million.

EMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
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ABOUT THIS REPORTThis Report continues our commitment to transparently
communicate our Sustainability efforts.
This Report reflects our performance for the year ended December 31, 2023,
along with prior data and information on changes to our operations, plants,
and data collection process, where relevant. This Report also references 2024
initiatives planned at the time of publishing the Report. To lead the collectionof information and the report preparation process, we assembled a teamrepresenting Environmental, Health & Safety, Finance, Human Resources,
Law, Marketing, Operations, Procurement and R&D. Our executive leadershipteam has reviewed this Report and approved the material issues and otherdisclosures contained herein. For our 2023 energy and greenhouse gas (GHG)
data, we have contracted with an independent third party, ERM CVS, toevaluate and assure that our energy data collection process and emissions
calculations are rigorous, inclusive and accurate. The resulting verification
statement will be included with our annual CDP Climate Change Response.
The Report includes disclosures recommended by the Sustainability AccountingStandards Board (SASB), the Task Force on Climate-related Financial Disclosures(TCFD) and the Global Reporting Initiative (GRI).
Employment and Environmental, Health and Safety indicators include all ouroperated manufacturing and distribution facilities, our R&D Corporate TechnicalCenter and our corporate headquarters, with select smaller scale operations
excluded. For more information on our company, joint ventures and subsidiaries
worldwide, please see our Annual Report on Form 10-K for the fiscal year
ended December 31, 2023 on our corporate website (link below).
We welcome input from all stakeholders, including customers, consumers,
shareholders, investors, nonprofit organizations, non-governmentalorganizations, neighbors and employees, who seek to help us improve ourbusiness and Sustainability performance. Please send questions or comments
about this Report to sustainability@churchdwight.com.
For all other inquiries, please visit www.churchdwight.com.

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SUSTAINABILITY PERFORMANCE DATA
INDICATOR

UNIT

2023

2022

2021

2020

2019

GRI

ENVIRONMENTAL

Total Energy Use

Thousand GJ

1,543

1,529

1,527

1,571

1,649

302-1

Electricity

Thousand KWH

151,246

149,118

152,743

154,506

158,968

302-1

Natural Gas

DecaTherms (US)775,490797,745794,320

823,036825,249

302-1

PropanePounds434,289

404,469

362,919

349,826

381,565

302-1

Gasoline

Gallons

4,064

3,327

2,975

3,861

3,842

302-1

DieselGallons

129,945

126,729

86,262

101,784

90,592

302-1

Purchased SteamShort Tons

58,50547,924

46,917

48,10272,365

302-1

Energy Intensity

GJ/MM LBS SHP

269

265

254

257

292

302-3

Direct (Scope 1) GHG Emissions

Metric Tons CO2e

89,94090,172

90,747

91,587

87,583

305-1

Energy indirect (Scope 2) [location based] GHG Emissions

Metric Tons CO2e58,55256,28557,56758,18368,707305-2

Energy indirect (Scope 2) [market based] GHG Emissions

Metric Tons CO2e

9,370

7,672

7,516

7,815

11,649305-2

Total (Scope 1 and Location based Scope 2) GHG Emissions
Other indirect (Scope 3) Targeted GHG EmissionsNorth America transport and air travel only

Metric Tons CO2e148,492

146,457

148,314

149,771

156,289

Metric Tons CO2e

179,926

196,439

211,662

225,956

213,892

305-3

Other indirect (Scope 3)

Metric Tons CO2e2,364,676

2,365,058

2,391,210

2,233,202

2,170,286

305-3

Total Target GHG Emissions(Scope 1+ 2 + 3 transportation)

Metric Tons CO2e

328,418

342,897359,975

375,726

370,182

Total GHG Emissions (Scope 1+ 2 + 3)

Metric Tons CO2e

2,513,169

2,511,515

2,539,524

2,382,973

2,326,575

Scope 1 + 2 GHG Emissions Intensity /product shipped

Metric Tons CO2e
/MM LBS SHP

25.9

25.5

24.7

24.6

27.7

Scope 1 + 2 Total GHG Emissions
Intensity /product shipped

Metric Tons CO2e
/MM UNITS SHP

95.8

90.0

94.2

Total Targeted GHG Emissions
Intensity (Scope 1 + 2 + 3)/product shipped

Metric Tons CO2e
/MM LBS SHP

57.4

59.8

59.9

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PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGE

305-4
305-4

61.7

RESPONSIBLE
SOURCING

65.6

305-4

DATA

119

SUSTAINABILITY PERFORMANCE DATA (continued)
INDICATOR

UNIT

2023

2022

2021

2020

2019

GRI

ENVIRONMENTAL

Total Targeted GHG Emissions Intensity(Scope 1 + 2 + 3)/product shipped

Metric Tons CO2e
/MM UNITS SHP

112

111

125

Total Targeted GHG Emissions Intensity(Scope 1 + 2 + 3)/sales

Metric Tons CO2e
/MM US$ Sales

56.0

63.8

69.5

76.7

84.9

305-4

Net Water Consumption

Thousand Gallons

259,882

264,173

267,962

298,350

288,533

303-5

Water Intake (Withdrawal)

Thousand Gallons

423,923

441,231

470,304

495,187509,769

303-3

Water Effluent (Discharge)

Thousand Gallons

164,401

173,058

202,342

196,837

221,235

303-4

Water Intake Intensity/product shipped

Thousand Gallons/MM LBS SHP

73.9

76.8

78.1

81.1

90.0

303-3

Water Intake Intensity/product shipped

Thousand Gallons/MM UNITS SHP

273.4

271.2

298.7

Water Intake Intensity/sales

Thousand Gallons/MM USD sales

72.2

82.1

90.6

101

117

303-3

Total Waste Produced

Tons

62,94059,68762,422

59,88857,758306-2

Hazardous Waste Produced

Tons

1,821

1,171

453

411

1,130

306-2

Non-hazardous Solid Waste Produced

Tons

18,43819,022

19,663

17,763

19,211306-2

Wastewater Trucked for Off-site Disposal

Tons

28,54922,89526,351

25,322

23,745306-1

Recycled Non-hazardous Waste Produced

Tons

14,123

16,55915,956

16,392

13,673306-2

Waste Produced Intensity/product shipped

Tons/MM LBS SHP

11

10.3

10.4

9.8

10.2

Waste Produced Intensity/product shipped

Tons/MM UNITS SHP

36.8

33.3

36.0

Waste Produced Intensity/sales

Tons/MM USD sales

9.73

10.1

10.9

12.2

13.3

Environmental Penalties

US $

$750

$0

$1,000$3,375$6,500Total Reported Releases

Total

0

2

1

1

4

Accidental Releases

Total

0

1

0

0

3

Continuous Releases

Total

0

1

1

1

1

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PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGE

305-4

303-3

RESPONSIBLE
SOURCING

2-27

DATA

120

SUSTAINABILITY PERFORMANCE DATA (continued)
INDICATOR

UNIT

2023

2022

2021

2020

2019

GRI

SOCIAL

Total Employees

Total

5,564

5,271

5,138

5,108

4,831

2-7

Employees – Domestic (Within U.S.)

Total

4,373

4,185

4,101

4,098

3,833

2-7

Employees – International (Outside of U.S.)

Total

1,191

1,086

1,037

1,010

998

2-7

Total Female Employees

Percent

42

41

41

41

40

405-1

Total Male Employees

Percent

58

59

59

59

60

405-1

Days Away, Restricted, or Transferred (DART) Rate (Global)

Recordable Incidents/
100 FTE

0.7

0.9

0.7

1.0

0.5

403-9

ECONOMICNet Sales

Billions

$5,87

$5.38

$5.19

$4.90

$4.36

2-6

Consumer Domestic Sales

Millions$4,571.2$4,131.0$3,941.9$3,767.6$3,302.6

2-6

Consumer International Sales

Millions$975.7$896.1$912.2$828.2$756.32-6

Specialty Products Sales

Millions$321.0$348.5$336.0$300$298.82-6

Employee Giving Fund Distributions

Millions

$1.3

$1.2

$1.2

$1.1

$1.2

Philanthropic Foundation Distributions

Millions

$.875

$.915

$1.0

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GRI INDEXWe align our Sustainability reporting with the Global Reporting Initiative (GRI) Standards, an internationally recognized guidance for transparency in Sustainability performance. The Index below lists the GRI indicators addressed in this Report, and either includes the information directly or provides a reference to the relevant section(s) within
this Report. We affirm through our “statement of use” that we have reported the information cited in this GRI content index for the period of January 1, 2023, throughDecember 31, 2023, with reference to the GRI Standards. We used GRI 1: Foundation 2021, with no sector guidelines currently applying to the organization.

GRI STANDARDSECTION (OR DIRECT INFORMATION)
GENERAL DISCLOSURESTHE ORGANIZATION AND ITS REPORTING PRACTICES

2-1

2-2

Church & Dwight At A Glance
HQ: Ewing, NJ, US

Organizational details

Our data includes all operations under Church & Dwight control. We have one joint
venture (JV), The ARMAKLEEN Company that is included in our reported data. A second
Entities included in the organization’s sustainability reporting
JV, Armand Products Company, is not included because we do not have operational
control. See pp. 5-6 of Annual Report (available at investor.churchdwight.com)
Reporting period, frequency and contact point

About This Report
Frequency: Annual

2-4

Restatements of information

Historical data presented in this report, such as emissions data, has been restatedrelative to prior Company disclosures to reflect further refinement in datacollection and data sources.
Climate Change – Metrics and Targets
Sustainability Performance Data

2-5

External assurance

About this Report

2-3

ACTIVITIES AND WORKERS

2-6

Activities, value chain and other business relationships

Church & Dwight At A Glance
Responsible Sourcing
Annual Report (available at investor.churchdwight.com)

2-7

Employees

Church & Dwight At A Glance
Our People
Sustainability Performance Data

2-8

Workers who are not employees

Our People
Sustainability Performance Data

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DATA

122

GRI INDEX (continued)
GRI STANDARDSECTION (OR DIRECT INFORMATION)
GOVERNANCE

2-9

Governance Structure and composition

GovernanceSee the Corporate Governance section of our website
2023 Proxy Statement, pages 2-30

2-10Nomination and selection of the highest governance bodySee our 2023 Proxy Statement, pages 9-11

2-11

Chair of the highest governance body

Governance

2-12

Role of the highest governance body in overseeing themanagement of impacts

How we assess material issues

2-13

Delegation of responsibility for managing impacts

Governance

2-14

Role of the highest governance body in sustainability reporting

About This Report

2-15

Conflicts of interest

2-16

Communication of critical concerns

SocialSee the Corporate Governance section of our website
See our Corporate Governance Guidelines
Social

2-17

Collective knowledge of the highest governance bodySee our 2023 Proxy Statement, pages 10-11, 21

2-18

Evaluation of the performance of the highest governance body

GovernanceSee the Corporate Governance section of our website
See our 2023 Proxy Statement, pages 47-88

2-19

Remuneration policies

GovernanceSee the Corporate Governance section of our website
See our 2023 Proxy Statement, pages 47-88

2-20

Process to determine remuneration

GovernanceSee the Corporate Governance section of our website
See our 2023 Proxy Statement, pages 47-88

2-21

Annual total compensation ratio

GovernanceSee the Corporate Governance section of our website
See our 2023 Proxy Statement, page 80

STRATEGY, POLICIES AND PRACTICES

2-22

Statement on sustainable development strategy

CEO Letter

2-23

Policy commitments

SocialResponsible Sourcing
Effective & Safe Products
Anti-Human Trafficking & Slavery Disclosure Statement

2-24

Embedding policy commitments

Governance

2-26

Mechanisms for seeking advice and raising concerns

Social2-27Compliance with laws and regulations

2-28

Membership associations

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2022 Environmental Citations & Penalties Surcharges
Sustainability Performance Data
How we engage stakeholders
Industry Trade associations
EMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCING

DATA

123

GRI INDEX (continued)
GRI STANDARDSECTION (OR DIRECT INFORMATION)STAKEHOLDER ENGAGEMENT

2-29

About This Report
How we assess material issues

Approach to stakeholder engagement

How we assess material issues, How We Engage Stakeholders Internationally,
we employ union employees in France, Mexico and New Zealand. Employees
2-30Collective bargaining agreements

covered by collective bargaining agreements represent less than 1% of our
total workforce. We believe our relations with both our union and non-union
employees are satisfactory.
MATERIAL TOPICS

3-1

Process to determine material topics

How we assess material issues

3-2

List of material topics

How we assess material issues
There were no significant changes in the topics
and boundaries of our reporting for 2022.
TOPIC-SPECIFIC DISCLOSURES
MATERIALS

GRI 3: Material
Topics 2021

3-3 Management of material topics

How We Engage Stakeholders
Packaging

GRI 301:
Materials 2016

301-2 Recycled input materials used

Packaging

INTRODUCTION

OUR BRANDSPRODUCTS

PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCING

DATA

124

GRI INDEX (continued)
GRI STANDARDSECTION (OR DIRECT INFORMATION)
WATER AND EFFLUENTS

GRI 3: Material
Topics 2021

3-3 Management of material topics

How We Engage Stakeholders
Water

303-1 Interactions with water as a shared resource

Water

303-2 Management of water discharge-related impacts

Water

303-3 Water withdrawal

Water Sustainability Performance Data
Water Intake and Use

303-4 Water discharge

Water Sustainability Performance Data
Wastewater Discharges

303-5 Water Consumption

Water Intake and Use
Water Stress Risk
Sustainability Performance

GRI 303:
Water andEffluents
2018

EMISSIONSGRI 3: Material
Topics 2021

GRI 305:
Emissions
2016

INTRODUCTION

3-3 Management of material topics

How We Engage Stakeholders
Climate Change, Environment

305-1 Direct (Scope 1) greenhouse gas (GHG) emissions

Climate Change – Metrics and Targets
Sustainability Performance Data305-2 Indirect (Scope 2) GHG emissions

Climate Change – Metrics and Targets
Sustainability Performance Data305-3 Other indirect (Scope 3) GHG emissions

Climate Change – Metrics and Targets
Sustainability Performance Data

305-4 GHG emissions intensity

Climate Change – Metrics and Targets
Sustainability Performance Data305-5 Initiatives to reduce GHG emissions

Climate Change – Metrics and Targets

305-7 SOx, NOx, and other air emissions

Air Emissions

OUR BRANDSPRODUCTS

PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCING

DATA

125

GRI INDEX (continued)
GRI STANDARDSECTION (OR DIRECT INFORMATION)
WASTE

GRI 3: Material
Topics 2021

3-3 Management of material topics

How We Engage Stakeholders
Waste306-1 Waste generation and significant waste-related impacts

Waste306-2 Management of significant waste-related impacts

Waste306-3 Waste generated

Waste
Sustainability Performance Data306-4 Waste diverted from disposal

Waste

306-5 Waste directed to disposal

Waste
Sustainability Performance Data

GRI 306:
Waste 2018

EMPLOYMENTGRI 3: Material
Topics 2021

3-3 Management of material topics

How We Engage Stakeholders
Employees & Communities

GRI 401:
Employment2016

401-1 New employee hires and employee turnover

Employees & Communities: Employees

DIVERSITY AND EQUAL OPPORTUNITYGRI 3: Material
Topics 2021

3-3 Management of material topics

How We Engage Stakeholders
Diversity, Equity and Inclusion

GRI 405:
Diversity andEqual Opportunity
2016

405-1 Diversity of governance bodies and employees

Diversity, Equity and Inclusion

LOCAL COMMUNITIESGRI 3: Material
Topics 2021

3-3 Management of material topics

How We Engage Stakeholders
Employees and Communities

GRI 413: Local
Communities
2016413-1 Community engagement

Our Brands
Employees and Communities

INTRODUCTION

OUR BRANDSPRODUCTS

PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCING

DATA

126

GRI INDEX (continued)
GRI STANDARDSECTION (OR DIRECT INFORMATION)
SOCIAL SUPPLIER ASSESSMENTGRI 3: Material
Topics 2021

3-3 Management of material topics

How We Engage Stakeholders
Responsible Sourcing

GRI 414:
Social Supplier
Assessment
2016414-1 New suppliers that were screened using social criteria

Responsible Sourcing

414-2 Negative social impacts in the supply chain

Responsible Sourcing

MARKET AND LABELINGGRI 3: Material
Topics 2021
GRI 417:
Market andLabeling 2017

INTRODUCTION

3-3 Management of material topics

How We Engage Stakeholders
Product Safety417-2 Product and service information and labeling

Product Safety417-3 Marketing communications

Church & Dwight experienced no incidents of non-compliance with regulations or
voluntary codes regarding marketing communications in 2023.

OUR BRANDSPRODUCTS

PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCING

DATA

127

SASB Index
We are referencing the Sustainability Accounting Standards Board (SASB) industry-specific Sustainability accounting standards covering financially material issues.
The table below summarizes our disclosures related to the SASB indicators for the Household and Personal Care Products category.
Many of these issues have been included in our CDP Responses and in previous years’ Reports. The table below provides company-wide quantitative data whereavailable, as well as references to those Report sections where we address relevant Sustainability topics. We are working to improve our systems to allow greatertransparency around products and packaging data in the future.
SASB CODEMETRIC/UNIT OF MEASURE

REPORT SECTION (OR DIRECT INFORMATION)

WATER MANAGEMENT

CG-HP-140a.1

Total water withdrawn: Thousand cubic meters (m3)1,604CG-HP-140a.1

Total water consumed: Percentage (%)

60%

CG-HP-140a.1

Percentage of each in regions with High or Extremely High Baseline Water Stress

Water, page 84

CG-HP-140a.2

Description of water management risks and discussion of strategies
and practices to mitigate those risks

Water, page 84

PRODUCT ENVIRONMENTAL, HEALTH, AND SAFETY PERFORMANCE

CG-HP-250a.1

Revenue from products that contain REACH substances ofvery high concern (SVHC)

Data not currently collected.

CG-HP-250a.2

Revenue from products that contain substances on the California
DTSC Candidate Chemicals List

Data not currently collected.

CG-HP-250a.3

Discussion of process to identify and manage emerging materials
and chemicals of concern

Products, page 40

INTRODUCTION

OUR BRANDSPRODUCTS

PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCING

DATA

128

SASB Index (continued)
SASB CODEMETRIC/UNIT OF MEASURE

REPORT SECTION (OR DIRECT INFORMATION)

PRODUCT ENVIRONMENTAL, HEALTH, AND SAFETY PERFORMANCE

CG-HP-250a.4

Revenue from products designed with green chemistry principles

We embrace many of the principles of green chemistry across our
product innovation/development and processing efforts andcontinue to make progress. Further information and insights onthese areas can be found beginning on page 96 of this Report.

PACKAGING LIFECYCLE MANAGEMENT

CG-HP-430a.1

Total weight of packaging: Metric tons

Approximately 165,746 metric tons

CG-HP-430a.1

Percentage made from recycled and/or renewable materials: Percent (%)

23.3%

CG-HP-410a.1

Percentage that is recyclable, reusable, and/or compostable: Percent (%)

88.3%

CG-HP-410a.2

Discussion of strategies to reduce the environmental impact of
packaging throughout its lifecycle

Packaging, page 50

ENVIRONMENTAL & SOCIAL IMPACTS OF PALM OIL SUPPLY CHAIN

CG-HP-430a.1

Amount of palm oil sourced: Metric tons

19,323 metric tons

CG-HP-430a.1

Percentage certified through the Roundtable on Sustainable Palm Oil (RSPO) supply
chains as (a) Identity Preserved, (b) Segregated,

See also Palm Oil section, page 115(c) Mass Balance, or (d) Book & claim: Percent (%)
ACTIVITY METRICS

CG-HP-000.A

Total weight of products sold: Metric tons

Approximately 2,601,520 metric tons

CG-HP-000.B

Number of manufacturing facilities

19

INTRODUCTION

OUR BRANDSPRODUCTS

PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCING

DATA

129

Task Force on Climate-related Financial Disclosures - Index

The Financial Stability Board created the Task Force on Climate-related Financial Disclosures (TCFD) to improve and increase reporting ofclimate-related financial information. The information below is our first reporting of these metrics in this Report.

TCFD REPORTING

Governance

Strategy

Risk Management

Metrics and Targets

INTRODUCTIONSECTION REFERENCED(a) Describe the board’s oversight of climate-related risks and opportunities.

Climate Change: Governance

CDP C1.1(b) Describe management’s role in assessing and managing
climate-related risks and opportunities.

Climate Change: Governance

CDP C1.2(a) Describe the climate-related risks and opportunities the organization has
identified over the short, medium, and long-term.

Climate Change: Strategy

CDP C2.2, C2.3(b) Describe the impact of climate-related risks and opportunities on theorganization’s businesses, strategy, and financial planning.

Climate Change: Strategy

CDP C2.3, 2.4(c) Describe the resilience of the organization’s strategy, taking into considerationdifferent climate scenarios, including a 2-degree C or lower scenario.

Climate Change: Strategy

CDP C3.2(a) Describe the organization’s processes for identifying and assessing
climate-related risks.

Climate Change: Risk Management

CDP C2.2b) Describe the organization’s processes for managing climate-related risks.

Climate Change: Risk Management

CDP C2.2(c) Describe how processes for identifying, assessing, and managing climate-relatedrisks are integrated into the organization’s overall risk management.

Climate Change: Risk Management

CDP C1.1, C2.2(a) Disclose the metrics used by the organization to assess climate-related risks andopportunities in line with its strategy and risk management process.

Climate Change: Metrics and Targets

CDP C4.1, C4.2(b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 GHG emissions, and therelated risks.

Climate Change: Metrics and Targets

CDP C6, C2.2,
C2.3(c) Describe the targets used by the organization to manage climate-related risks andopportunities and performance against targets.

Climate Change: Metrics and Targets

CDP C4.1, C4.2

OUR BRANDSPRODUCTS

PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCING

DATA

130

2022 EEO-1 DATA
The following table presents the data submitted to the U.S. Equal Employment Opportunity Commission (EEO-1 survey results) for the fiscal year ended December 31, 2022.
Please note that these prescribed categories are different from how we organize our workforce and our jobs and how we apply our inclusion and diversity objectives andinitiatives. We organize our workforce to meet the specific needs of our business. Also, our inclusion and diversity initiatives are global, while the EEO-1 is solely U.S.-focused.

Non-Hispanic or Latino

Hispanic or Latino
Male

JOB
CATEGORIES

FemaleOveralTotalsMale

FemaleWhite

Black orAfricanAmericanNativeHawaiianor PacificIslanderAsian

AmericanIndian or
AlaskaNativeTwo or
More
Races

White

Black orAfricanAmericanNativeHawaiianor PacificIslanderAsian

AmericanIndian or
AlaskaNativeTwo orMore
Races

Exec/Sr. Officials & Mgrs

3

0

26

1

4

0

0

0

12

0

3

0

0

0

49

First/Mid Officials & Mgrs

27

14

293

20

17

1

0

6

197

21

31

0

0

5

632

Professionals

31

34

279

22

49

1

2

5

300

36

58

0

1

8

826

Technicians

8

6

48

7

4

0

0

2

50

20

13

2

2

0

162

Sales Workers

1

3

31

0

0

0

0

0

3

1

1

0

0

0

40

Administrative Support

10

26

57

5

8

2

0

1

133

15

14

2

2

1

276

Craft Workers

46

2

253

14

7

2

1

7

4

3

2

0

0

0

341

Operatives

152

113

695

130

31

13

7

24

227

75

21

6

6

10

1510

Laborers & Helpers

19

53

69

3

22

11

2

2

48

14

35

21

1

2

302

Service Workers

1

1

13

3

1

4

0

1

13

0

0

3

1

0

41

Total

298

252

1764

205

143

34

12

48

987

185

178

34

13

26

4179

Previous Year Total

296

236

1791

192

135

27

16

47

967

169

168

23

13

22

4102

INTRODUCTION

OUR BRANDSPRODUCTS

PACKAGINGEMPLOYEES &COMMUNITIESENVIRONMENT &CLIMATE CHANGERESPONSIBLE
SOURCING

DATA

131

2023
SUSTAINABILITYREPORT