Clorox
The Clorox Company is an American multinational corporation founded on May 3, 1913, in Oakland, California, as the Electro-Alkaline Company by five local investors seeking to commercialize liquid bleach production using electrolytic processes.[1] Initially focused on institutional bleach sales, the company renamed itself Clorox in 1928 and pivoted to household consumer products, achieving widespread adoption through innovative marketing and distribution via grocery stores.[2] Headquartered in Oakland, it now operates in more than 25 countries, with its flagship Clorox-brand bleach—primarily sodium hypochlorite in water—remaining a cornerstone for disinfection and cleaning.[3][4] The company's growth included acquisition by Procter & Gamble in 1957, followed by forced divestiture in 1969 due to antitrust rulings, enabling independent expansion into diverse categories like charcoal (Kingsford), trash bags (Glad), and cat litter (Fresh Step).[5] Today, Clorox markets a portfolio of over two dozen brands emphasizing hygiene, sustainability, and convenience, generating annual revenues exceeding $7 billion as a NYSE-listed entity (CLX).[6] Notable achievements include pioneering household bleach accessibility and long-term partnerships, such as over 40 years with the American Red Cross for disaster response.[7] Significant challenges have marked recent operations, including a 2023 cyberattack attributed to social engineering that halted production and shipping for weeks, incurring substantial costs and prompting a 2025 lawsuit against IT services provider Cognizant for $380 million over alleged failures to verify credentials before granting hackers network access.[8][9] This incident underscores vulnerabilities in outsourced IT support, with Clorox citing direct causation to Cognizant's protocols in multiple legal filings.[10]History
Founding and Early Development (1913–1927)
The Electro-Alkaline Company was founded on May 3, 1913, in Oakland, California, by five local businessmen—Edward Hughes, Charles Husband, William Hussey, Rufus Myers, and Archibald Taft—each contributing an initial investment of $100, for a total of $500, followed by a stock issuance of 750 shares at $100 apiece to raise $75,000 in capital.[11] [2] [12] The venture established America's first commercial-scale liquid bleach factory, employing an electrolytic process to produce sodium hypochlorite bleach primarily for industrial applications such as breweries, dairies, and laundries, packaged in 5-gallon returnable containers.[5] [2] Only one founder possessed knowledge of chemistry, and the company faced early financial difficulties, relying on personal loans from directors to sustain operations.[12] [11] In August 1913, the company acquired a plant site in Oakland for $3,000 and began outfitting it for production, though this process encountered setbacks including explosions during equipment installation.[13] Production commenced in 1914 with a 21% sodium hypochlorite solution, and the Clorox brand name—derived from "chlorine" and "sodium hydroxide" used in the process—along with its diamond-shaped trademark, was registered that year by Abel Hamblet, one of the partners.[2] Initially focused on institutional sales, the bleach was marketed as "made by electricity" to highlight its electrolytic origins.[5] A pivotal shift toward consumer markets occurred in 1916 when William C. R. Murray assumed the role of general manager and spearheaded the development of a diluted 5% sodium hypochlorite household bleach, packaged in amber glass pint bottles to appeal to domestic users for laundry whitening, stain removal, and disinfection.[5] [11] Murray's wife, Annie, who operated a grocery store in Oakland, promoted the product by distributing free 15-ounce samples to customers, while door-to-door salespeople demonstrated its uses and collected orders fulfilled through local grocers; the company also partnered with the Kelley-Clarke Company as its exclusive broker. [5] Consumer awareness grew further in 1917 through an exhibit of the household bleach at the California State Fair. By 1922, the company reorganized and renamed itself the Clorox Chemical Corporation, reflecting its maturing focus on bleach production, with the Oakland plant hand-filling approximately 2,000 cases (48,000 bottles) daily amid ongoing expansion efforts into broader household distribution.[12] [2] Through the mid-1920s, operations remained centered on refining production and marketing strategies, though the firm continued to grapple with limited scale and competition in the nascent consumer bleach sector.[5] [11]Expansion and Industry Challenges (1928–1960s)
In 1928, the company reincorporated in Delaware as Clorox Chemical Company and went public on the San Francisco Stock Exchange, issuing 200,000 shares of common stock to fund expansion of production capacity and distribution networks.[2] This capital infusion supported the construction of additional manufacturing facilities beyond Oakland, California, allowing Clorox to scale output from its original plant's capacity of approximately 2,000 cases (48,000 bottles) per day, which relied on manual filling, to meet rising domestic demand for liquid bleach as a household staple.[15] By the early 1930s, nationwide distribution had positioned Clorox as the leading bleach brand, with sales growth driven by targeted advertising emphasizing its whitening and disinfecting properties for laundry and cleaning.[11] Through the 1930s and 1940s, Clorox diversified into complementary products such as pine-scented cleaners and laundry aids, while maintaining dominance in the liquid bleach segment despite economic pressures from the Great Depression and World War II supply constraints on raw materials like chlorine.[12] The company's market share, estimated at around 50% by the mid-1950s, reflected effective branding and regional plant expansions that reduced transportation costs and improved shelf availability in grocery stores across the U.S.[15] Competitors, including regional producers and national entrants like Purex, challenged Clorox's position with lower-priced alternatives, but Clorox retained leadership through superior distribution leverage and consumer loyalty built on consistent product quality and efficacy in stain removal and germ-killing.[12] The 1957 acquisition by Procter & Gamble (P&G) for $52.5 million marked a pivotal expansion, integrating Clorox's bleach operations into P&G's vast sales infrastructure to accelerate national and international growth, including enhanced marketing budgets and R&D for product innovations.[11] However, this merger faced immediate antitrust scrutiny from the Federal Trade Commission (FTC), which in September 1957 charged that P&G's deep resources—$1.1 billion in 1957 sales—could eliminate potential competition in the concentrated household bleach market, where Clorox held a dominant position and barriers to entry included high advertising costs and economies of scale.[16] The FTC's proceedings, extending into the 1960s, highlighted broader industry challenges of oligopolistic tendencies, with the agency arguing the deal risked foreclosing vigorous rivalry and deterring new entrants, ultimately leading to prolonged legal battles over divestiture.[2]Post-Divestiture Growth and Diversification (1970s–1990s)
Following its divestiture from Procter & Gamble in 1969 and return to independence as a public company in 1970, Clorox shifted focus to organic growth and strategic acquisitions to broaden its portfolio beyond liquid bleach, targeting nonfood grocery items, specialty foods, and institutional products.[2][12] In 1970, the company launched Clorox 2, an internally developed color-safe dry bleach, marking its first major in-house product innovation post-independence and expanding bleach applications to colored fabrics.[2][12] This period saw aggressive diversification, with acquisitions like Formula 409 glass cleaner in 1970, McFadden Industries (producer of Litter Green cat litter) and Grocery Store Products Company (including Kitchen Bouquet sauce) in 1971, Hidden Valley Ranch salad dressings in 1972, and Kingsford charcoal briquettes in 1973, which collectively introduced Clorox to pet care, grilling, and food flavoring categories.[2][12][15] Diversification efforts extended into related consumer goods throughout the 1970s and 1980s, though not without setbacks; for instance, acquisitions such as Martin-Brower (food-service packaging) and Nesbitt (soft drink concentrates) in 1972 were later sold at losses in 1979 due to underperformance.[15][12] In 1981, Clorox acquired Comerco for Olympic wood stains and preservatives, followed by Lucite paints from DuPont in 1983, but divested these in 1989 to PPG Industries amid profitability issues.[15] The company also entered water purification with purchases of Deer Park Spring Water, Deep Rock, Aqua Pure, and Emerald Coast between 1987 and 1988, while launching Fresh Step cat litter in 1984 and securing rights to KC Masterpiece barbecue sauce and Ayudín bleach in 1986.[2][15] A 1974 alliance with Henkel provided R&D collaboration and marketing access, with Henkel taking a minority stake to support product development.[15] The 1990s accelerated acquisitions and international push, with Pine-Sol cleaner and Combat insecticides bought from American Cyanamid for $465 million in 1990, enhancing household cleaning and pest control lines.[2][15][12] Further deals included S.O.S. steel wool pads for $116.5 million in 1994, Brita water filtration in 1995, and Armor All protectants, Lestoil cleaner, Poett bleach (Argentina), and Black Flag insecticides for $360.1 million in 1996; the decade saw Clorox spend $1 billion on 26 companies, 23 of them international, primarily in Latin America.[15][12] Internationally, Clorox opened its first offshore plant in Puerto Rico in 1975, formed joint ventures in Saudi Arabia, Egypt, Colombia, and Argentina during the 1980s, and expanded manufacturing to the Dominican Republic, Peru, Costa Rica in 1991 and Korea in 1993, achieving 14% of sales from overseas by 1997 with double-digit profit growth in emerging markets.[2][15] Financially, these strategies drove steady expansion despite occasional write-offs, such as a $125 million charge in 1991 for exiting the detergent business, which caused net earnings to fall 65.7% to $52.7 million that year.[12][15] By fiscal 1997, annual sales reached $2.53 billion, with net earnings of $249.4 million, reflecting successful refocus on core competencies in cleaning and household essentials amid broader portfolio pruning.[12][15] The 1999 merger with First Brands doubled Clorox's size, adding Glad bags, Scoop Away litter, and other brands, capping the era's diversification push.[2]Globalization, Acquisitions, and Modern Challenges (2000s–present)
In the 2000s, The Clorox Company intensified its globalization strategy by targeting emerging markets in Latin America and Asia to diversify beyond North America and mitigate domestic market saturation.[17] By 2000, the company acquired full rights to the Brita brand in the Americas from Brita GmbH, enhancing its water filtration presence internationally.[18] Operations expanded to approximately 25 countries and territories, with a focus on adapting products like bleach and cleaners to regional needs, though growth remained uneven due to economic volatility in target regions.[19] Recent efforts include investments in Latin American and Asian distribution to counter slowing U.S. sales, projecting long-term revenue offsets from international segments.[20] However, in 2024, Clorox divested its operations in Argentina, Uruguay, and Paraguay, citing strategic realignment amid persistent regional challenges.[2] Acquisitions played a pivotal role in portfolio diversification, shifting toward natural, health, and wellness products to appeal to evolving consumer preferences. In 2007, Clorox purchased Burt's Bees for $925 million in cash, integrating natural personal care items and bolstering its entry into non-chemical categories.[21] Subsequent deals included Aplicare and HealthLink in 2012 for professional health products, RenewLife Formulas in 2016 for digestive supplements, and Nutranext in 2018 for nutrition-focused brands, expanding into specialized segments like probiotics and wellness snacks. These moves, funded through operational cash flows, aimed to reduce reliance on core bleach lines and achieve synergies in supply chains, though integration costs occasionally pressured short-term margins. In 2024, Clorox sold its Better Health Vitamins business, streamlining to core competencies.[2] Modern challenges have included supply disruptions, cybersecurity threats, and legal scrutiny. A 2023 ransomware cyberattack, initiated via social engineering on a third-party IT provider, halted production across facilities, leading to $49 million in direct remediation costs and an estimated $356 million total impact from lost sales and recovery efforts; Clorox subsequently sued provider Cognizant for $380 million in damages over alleged security lapses.[22][23] Product quality issues prompted a 2022 recall of over 37 million Pine-Sol bottles manufactured from 2021 to 2022, due to potential bacterial contamination risking respiratory and skin exposure.[24] Legally, a 2025 federal appeals court ruling revived a male employee's discrimination suit, citing Clorox's gender representation targets in management hiring as evidence of potential bias against non-favored demographics.[25] Post-COVID demand normalization contributed to a 15% net sales drop in fiscal Q2 2025, exacerbating pressures from inflation and inventory adjustments.[26]Corporate Structure and Operations
Headquarters, Manufacturing, and Global Reach
The Clorox Company maintains its headquarters at 1221 Broadway in Oakland, California, a site occupied since the company's founding in 1913.[27] This central location oversees corporate functions, including executive leadership and strategic planning, while a separate research and development campus operates in Pleasanton, California, at 4900 Johnson Drive.[27] Clorox operates multiple manufacturing facilities in the United States, including plants in Aberdeen, Maryland, for specialized production; Forest Park, Georgia, serving as a main facility; and additional sites in locations such as Alpharetta, Georgia, and Durham, North Carolina.[28] These U.S. operations, part of approximately 33 total sites globally as of 2024, focus on producing bleach, disinfectants, and other consumer goods, with an emphasis on efficiency and sustainability initiatives like zero-waste-to-landfill goals at approved facilities.[29] [30] The company's global reach extends to operations in about 25 countries and territories across North America, Latin America, Europe, Africa, Asia, and Australia, supported by offices, manufacturing plants, R&D centers, and joint ventures.[19] Products are sold in more than 100 countries, with international segments contributing to revenue diversification amid U.S. market challenges.[19] Clorox employs approximately 8,000 people worldwide as of fiscal year 2024, facilitating this presence through localized production and distribution networks, particularly in Latin America via integrated operations in countries including Mexico, Colombia, and Chile.[31][32]Leadership and Key Executives
Linda Rendle serves as Chair and Chief Executive Officer of The Clorox Company, having been appointed CEO in September 2020 and assuming the additional role of Chair of the Board in January 2024.[33] In this capacity, she leads the executive committee, overseeing strategic growth initiatives, operational efficiency, and sustainability efforts across the company's portfolio of consumer products.[34] The executive leadership team reports to Rendle and includes several senior vice presidents and executive vice presidents managing core functions such as finance, operations, and product groups.[34] Key among them is Luc Bellet, Executive Vice President and Chief Financial Officer, responsible for financial planning, reporting, and investor relations.[34] Eric Reynolds holds the position of Executive Vice President and Chief Operating and Strategy Officer, directing supply chain, manufacturing, and long-term strategic planning.[34] Other notable executives include Kirsten Marriner, Executive Vice President and Chief Administrative Officer, who oversees human resources, corporate affairs, and administrative operations;[34] Nina Barton, Executive Vice President and Group President for Care & Connection, managing brands in lifestyle and household categories;[34] and Chris Hyder, Executive Vice President and Group President for Health & Hygiene, leading disinfection and personal care product lines.[34] This structure emphasizes functional expertise and segment-specific leadership to support Clorox's diversification beyond its core bleach business.[34]| Executive | Title |
|---|---|
| Linda Rendle | Chair and CEO[34] |
| Luc Bellet | EVP and CFO[34] |
| Eric Reynolds | EVP and Chief Operating and Strategy Officer[34] |
| Kirsten Marriner | EVP and Chief Administrative Officer[34] |
| Nina Barton | EVP and Group President – Care & Connection[34] |
| Chris Hyder | EVP and Group President – Health & Hygiene[34] |
Products and Brands
Core Bleach and Disinfectant Lines
The core bleach line of The Clorox Company originated with Clorox liquid bleach, introduced in 1913 as an institutional product by the newly founded Electro-Alkaline Company in Oakland, California.[2] This sodium hypochlorite-based solution was initially packaged in five-gallon returnable containers and supplied to breweries and textile mills for sanitation purposes.[5] By 1916, a diluted version suitable for household use was developed and marketed through free samples, marking the transition to consumer applications such as laundry whitening and surface cleaning.[2] National distribution of Clorox liquid bleach in quart-sized containers began in 1932, expanding its reach across the United States.[2] In 1940, the company patented an "ultra-refined" formula, accompanied by an innovative bottle design to enhance stability and user safety.[2] Packaging evolved further in the 1960s with the adoption of white polyethylene plastic safety bottles, fully implemented by 1962 to prevent breakage and chemical reactions.[2] The 1981 introduction of the "splash-less" bottle improved handling by reducing spills during pouring.[2] By 2013, the U.S. formula shifted to a more concentrated version, requiring only one-third cup per gallon of water for effective cleaning solutions, thereby increasing efficiency and reducing packaging volume.[2][35] Clorox disinfecting bleach, a staple in the core line, contains approximately 6% sodium hypochlorite as the active ingredient and is formulated to kill 99.9% of bacteria and viruses on hard, nonporous surfaces when used as directed.[36][4] It serves multiple functions, including whitening fabrics, removing stains, and deodorizing, while meeting EPA standards for disinfection against pathogens like those causing colds and flu.[36] For specialized applications, Clorox Germicidal Bleach offers a 1.37 times concentrated formula targeting healthcare settings, effective against Clostridium difficile spores and other hospital-acquired infection agents.[37] Bleach-based disinfectant products extend the core line's utility beyond pure liquid bleach. Clorox Clean-Up Cleaner with Bleach, available as a spray, combines surfactants with sodium hypochlorite to remove soils while disinfecting surfaces, killing 99.9% of germs including mold and mildew contributors.[38] These products emphasize broad-spectrum efficacy, with dilution instructions ensuring potency; for instance, undiluted use on stains or 1:10 dilution for general disinfection.[36] Safety data sheets confirm environmental persistence and toxicity to aquatic life, underscoring the need for proper disposal and ventilation during use.[39]Diversified Portfolio and Acquisitions
The Clorox Company expanded its offerings beyond liquid bleach beginning in the late 1960s via targeted acquisitions, reducing dependence on a single product category and entering markets for specialized cleaners, food products, and consumer goods.[2] This strategy involved purchasing established brands to leverage complementary distribution networks and consumer loyalty, with over a dozen major deals by the 1990s that added drain openers, all-purpose cleaners, and seasoning sauces.[2] By fiscal 1999, such moves had built a multi-category lineup, culminating in the merger with First Brands Corporation for approximately $2 billion, which integrated Glad trash bags and wraps, Scoop Away and Ever Clean cat litters, and Handi-Wipes moist towelettes, nearly doubling annual sales to around $3 billion.[40] Notable earlier acquisitions included Liquid-Plumr drain opener in 1969, Formula 409 glass and multi-surface cleaner in 1970, Kitchen Bouquet seasoning sauce in 1971, Hidden Valley Ranch salad dressings in 1972, and Kingsford charcoal briquets in 1973, diversifying into home maintenance and grilling segments.[2] Subsequent deals in the 1980s and 1990s added Pine-Sol pine-scented cleaner in 1990, S.O.S steel wool pads in 1994, and international lines like Ayudín bleach and Poett cleaners, enhancing global household cleaning presence.[2] Licensing agreements, such as the 1988 Brita water filtration partnership for the Americas, further broadened the portfolio without full ownership.[2] In the 2000s, Clorox targeted natural and wellness trends, acquiring Burt's Bees natural personal care products in 2007 for $925 million to enter cosmetics and lip balms.[2] Later expansions included RenewLife digestive probiotics in 2016 and Nutranext gut health supplements in 2018, shifting toward health-focused categories amid rising consumer demand for functional foods.[2] These moves created a portfolio spanning cleaning (e.g., Pine-Sol, Formula 409), bags and wraps (Glad), grilling (Kingsford), dressings and sauces (Hidden Valley, KC Masterpiece), pet care litters (Scoop Away), personal care (Burt's Bees), and filtration (Brita), with products sold in over 100 countries.[2]Scientific Basis and Product Efficacy
Chemistry of Chlorine Bleach
Chlorine bleach, as marketed by Clorox, consists primarily of an aqueous solution of sodium hypochlorite (NaOCl), with typical household concentrations ranging from 5% to 6% by weight of the active ingredient, alongside sodium hydroxide for pH stabilization and minor impurities such as sodium chloride.[41][42] The solution maintains an alkaline pH of approximately 11 to 13, which favors the hypochlorite ion (OCl⁻) form over the more reactive hypochlorous acid (HOCl). Commercial production of sodium hypochlorite bleach involves the controlled reaction of chlorine gas with a cold, dilute aqueous solution of sodium hydroxide (caustic soda), yielding the key equation:Cl₂ + 2NaOH → NaCl + NaOCl + H₂O.[43][44] This exothermic process is typically conducted in cooled reactors to prevent excessive heat buildup and side reactions, with the resulting solution diluted and stabilized against decomposition.[45] Alternative electrolytic methods, such as the "brine to bleach" process, generate hypochlorite on-site via anode oxidation of chloride ions in brine but are less common for bulk household bleach production.[45] In aqueous media, sodium hypochlorite dissociates into sodium ions and hypochlorite ions, which equilibrate with hypochlorous acid depending on pH:
NaOCl ⇌ Na⁺ + OCl⁻,
OCl⁻ + H₂O ⇌ HOCl + OH⁻. Hypochlorous acid predominates below pH 7.5 and serves as the primary oxidizing species, with a standard reduction potential of approximately 1.49 V for HOCl/Cl⁻, enabling it to act as a strong electrophilic oxidant. Bleaching occurs through oxidation of chromophoric groups in colored organic compounds, such as double bonds or conjugated systems in dyes and stains, cleaving them into colorless fragments via electron transfer or addition reactions.[46] The compound's instability arises from autocatalytic decomposition, particularly under light, heat, or trace metal catalysis:
2NaOCl → 2NaCl + O₂.[44] This reaction reduces available chlorine over time, with household bleach losing up to 50% potency within six months if not stored properly in opaque, cool conditions.[44] Acidic conditions trigger hypochlorite disproportionation to release chlorine gas:
2HOCl → 2HCl + O₂, or further to Cl₂ + H₂O under strong acidification, underscoring incompatibility with acids.[47] These properties define bleach's dual role as a redox agent for both decolorization and microbial inactivation through analogous oxidation of cellular biomolecules.[46]
Disinfection Effectiveness and Public Health Role
Clorox bleach products, formulated with sodium hypochlorite, exhibit broad-spectrum disinfection efficacy against bacteria, fungi, and viruses when used at appropriate concentrations and contact times.[48] The U.S. Environmental Protection Agency (EPA) registers Clorox disinfectants following rigorous microbiological testing that verifies kill claims against specific pathogens, including enveloped viruses like SARS-CoV-2 with reductions exceeding 3 log10 under controlled conditions.[49][50] Household bleach solutions at 500–5,000 ppm available chlorine achieve at least a 99.9% reduction in viable microbes on non-porous surfaces within 1–10 minutes, depending on the target organism.[41] Effectiveness varies by pathogen type, surface porosity, and organic load; for instance, chlorine-based solutions inactivate enveloped viruses more readily than non-enveloped ones like norovirus, requiring higher concentrations or longer exposure.[51] Peer-reviewed studies confirm sodium hypochlorite's superiority over quaternary ammonium compounds in bactericidal activity, with significant log reductions against clinical isolates including biofilms from pressure ulcers.[52][53] However, efficacy against Clostridioides difficile spores can be limited on certain fabrics or in high-soiling conditions, where water alone sometimes performs comparably, underscoring the need for EPA-registered sporicidal formulations like concentrated bleach products.[54] In public health, Clorox bleach plays a key role in outbreak response and routine sanitation, as endorsed by the Centers for Disease Control and Prevention (CDC) for surface decontamination in healthcare settings and emergency water treatment at 5–9% concentrations to eliminate waterborne pathogens.[55][41] During the COVID-19 pandemic, CDC and EPA guidance highlighted bleach's utility in household and institutional disinfection protocols, contributing to reduced transmission via fomites when combined with proper dilution and ventilation.[56] Its accessibility and cost-effectiveness have made it a staple in global public health strategies, including WHO-recommended chlorination for disaster relief, though improper use risks corrosion or irritation, necessitating adherence to label instructions.[57]Financial Performance
Revenue, Profitability, and Market Trends
In fiscal year 2025, ending June 30, 2025, The Clorox Company achieved net sales of $7.104 billion, reflecting organic sales growth and market share gains amid macroeconomic pressures and prior disruptions such as the 2023 cyberattack.[58] This marked a slight rebound from $7.093 billion in fiscal 2024, following a 4.01% decline from $7.392 billion in fiscal 2023, with earlier pandemic-era peaks at $7.340 billion in 2021 driven by heightened hygiene demand.[59] Profitability strengthened significantly, with net earnings attributable to Clorox reaching $810 million, up from $280 million in fiscal 2024 and $149 million in fiscal 2023, yielding a diluted earnings per share of $6.52 on a GAAP basis.[58] [60] Gross margins expanded by more than 200 basis points through cost savings, supply chain optimizations, and pricing actions, while the adjusted EBIT margin reached 18.5% of net sales; free cash flow totaled $761 million, or 10.7% of sales.[58] These improvements stemmed from operational efficiencies, portfolio reshaping via divestitures like the VMS business, and reduced input costs post-inflationary peaks.[58] The broader cleaning products market supports Clorox's positioning, with global demand projected to rise from $236.36 billion in 2025 to $301.82 billion by 2030 at a 4.93% compound annual growth rate, fueled by urbanization, hygiene awareness, and premiumization trends.[61] Clorox, a top U.S. manufacturer alongside Procter & Gamble and SC Johnson, has navigated post-pandemic normalization by emphasizing value brands, innovation in concentrated formulations, and sustainability to counter competition from private labels and eco-focused entrants.[62] However, persistent challenges include softening volumes in non-essential categories and inflationary residuals, tempering overall sector momentum.[63]| Fiscal Year | Net Sales ($ billion) | Net Earnings ($ million) | Profit Margin (%) |
|---|---|---|---|
| 2025 | 7.104 | 810 | 11.4 |
| 2024 | 7.093 | 280 | 3.9 |
| 2023 | 7.392 | 149 | 2.0 |
| 2022 | 7.110 | 474 | 6.7 |
| 2021 | 7.340 | 677 | 9.2 |