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Goldman Sachs Conference Presentation By: Jim Craigie, Chairman & CEO Matt Farrell, EVP & CFO

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Goldman Sachs Conference Presentation By: Jim Craigie, Chairman & CEO Matt Farrell, EVP & CFO Goldman Sachs Conference Presentation by: Jim Craigie, Chairman & CEO Matt Farrell, EVP & CFO May 12, 2011 Safe Harbor Statement This presentation contains forward-looking statements relating, among others, to sales and earnings growth, including growth for the laundry detergent business, cash flow, margin improvement, marketing spending, new product introductions, contribution to revenue, growth and gross margin expansion by the new laundry detergent manufacturing plant and warehouse facility, capital expenditures and cash transition expenses related to the new facility, forecasted organic sales growth and earnings per share growth, the Company’s focus on targeted marketing and new product introductions and investment in a global information systems project. These statements represent the intentions, plans, expectations and beliefs of the Company, and are subject to risks, uncertainties and other factors, many of which are outside the Company’s control and could cause actual results to differ materially from such forward-looking statements. The uncertainties include assumptions as to market growth and consumer demand (including the effect of political and economic events on consumer demand), retailer actions in response to changes in consumer demand and the economy, raw material and energy prices, the financial condition of major customers and vendors, interest rate and foreign currency exchange rate fluctuations and changes in marketing and promotional spending. With regard to the new product introductions referred to generally in this release, there is particular uncertainty relating to trade, competitive and consumer reactions. Other factors that could materially affect actual results include the outcome of contingencies, including litigation, pending regulatory proceedings, environmental matters and the acquisition or divestiture of assets. For a description of additional factors that could cause actual results to differ materially from the forward looking statements, please see the Company’s quarterly and annual reports filed with the SEC, including information in the Company’s annual report on Form 10-K in Item 1A, “Risk Factors.” 2 Agenda 1. Top 10 TSR Drivers Jim Craigie 2. Q&A Jim Craigie Matt Farrell 3 Top 10 TSR Drivers 1. Recession Resistant Product Portfolio 4 Our Unique Product Portfolio Has Both Value and Premium Products 5 Our Value Brands Thrive in a Recessionary Economy 6 Our Value Brands Offer Significant Savings Cost Per Load - Index vs. Tide 150 oz. 150 oz. Tide 100 Era 50 Purex 40 Gain 80 Cheer 75 Arm & Hammer 40 Wisk 70 Sun 28 all 55 XTRA 26 7 Top 10 TSR Drivers 2. Build Power Brands 8 We Have Over 80 Brands, But Our 8 Power Brands Generate . 80% ＝ of Sales & Profits 9 Our Power Brands are Market Leaders Arm & Hammer A&H brands are in 86% of households in America Trojan #1 Condom Brand OxiClean #1 Laundry Additive Brand Spinbrush #1 Battery Powered Toothbrush Brand First Response #1 Pregnancy Kit Brand Nair #1 Depilatory Brand Orajel #1 Oral Care Pain Relief Brand XTRA #1 Extreme Value Laundry Detergent 10 CHD Power Brands Beat Category Growth 26 Out of 32 Times from 2007 - 2010 2007 2008 2009 2010 CHD CHD CHD CHD AH Liquid XTRA OXICLEAN FIRST RESPONSE (PTK) NAIR TROJAN SPINBRUSH ORAJEL (toothache) Source: Nielsen All Outlet YE 2007, 2008, 2009, 2010 *FDMx 11 Top 10 TSR Drivers 3. Ferociously Defend Our Brands 12 Ferociously Defend our Brands 13 OxiClean Case Study CHD Acquired OxiClean in 2006 - #1 Laundry Additive - 27% Market Share C 14 In 3 ½ Years, CHD Increased OxiClean’s Market Leadership to 38% Stain Fighters Share 38.0% 27.0% 2006 2009 Nielsen FDMxWM, Dollar Share of Stain Fighters 15 We Did This Through Innovative Forms, New Products, and Claims….. 2007 2008 2009 2009-10 Increased Premium Pretreat Increased Liquid Versatility Pretreat support line extension support emphasis “See it Work “The Best in Stain “Cleaner, Whiter, “Gets tough stains before your Removal” Brighter”” out all around the eyes” home” 16 …And Increased Marketing Spending 400% 500 Annual Marketing Index 450 400 350 300 500 250 200 150 100 50 100 0 2006 2009 17 Source: First Response Actual Yearly Marketing Spending 17 In Mid-2009, the #1 Laundry Brand Entered the Category 18 CHD Ferociously Defended OxiClean With Innovative New Products: More Power Seeks out Clings to In Every Drop! stains in your and breaks wash! down stains 19 Despite the Untimely Death of OxiClean’s Famous Pitchman 20 OxiClean is Still #1 – 2x the Closest Competitor Market Share 2009 2010 Change OxiClean 39.9 38.8 -1.1 P&G 10.4 17.5 7.1 Reckitt 15.0 12.3 -2.7 SC Johnson 17.8 17.0 -0.8 Market share is Nielsen 52-week 12/25/10 All-Outlet 21 Top 10 TSR Drivers 4. Driving International Growth 22 CHD 2001 – 2010 Geographic Mix Transformation CHD has transformed from almost totally a U.S. business to more of a global player. 2001 2010 INTERNATIONAL - 2% INTERNATIONAL - 19% 23 2010 Was a Stellar Year for International 2010 vs. 2009 Net Sales +7% Gross Profit +10% Operating Profit +25% 24 Capping 5 Stellar Years of Strong Growth 2005 vs. 2010 CAGR Net Sales +7% Gross Profit +8% Operating Profit +18% 25 Key Drivers of Continued Strong Growth Increase scale in our subsidiary companies by: Expanding corporate power brands Focus resources on corporate and international power brands Leveraging ‘one company’ strengths across all functions Enter new markets by: Driving export growth Acquisition 26 Top 10 TSR Drivers 5. Expanding Gross Margin 27 CHD 2001 – 2010 Gross Margin Expanded 1,560 bps. 44.8% 44.7% 40.5% 39.1% 36.7% 29.1% 30.0% 2001 2003 2005 2007 2008 2009 2010 28 Gross Margin Growth Driven by 4 Key Factors Actions Examples Good to Great Cost Reformulation, reduce Optimization Program packaging, reduce SKU’s, laundry compaction, hedges Supply Chain New Laundry Plant Restructuring Acquisition Synergies Acquire higher margin brands and implement cost synergies Price / Mix Launch higher margin new products 29 New Laundry Plant Built in 2009 The Davies Plant; York, Pennsylvania 30 Top 10 TSR Drivers 6. Superior Overhead Management 31 2001 – 2010 SG&A Increased 190 bps Due to International Expansion and Stock Option Expense 14.1% 13.9% 13.7% 13.9% 13.5% 11.6% 11.1% 2001 2003 2005 2007 2008 2009 2010 32 However, Striving for “Best in Class” Performance 20.2% 17.1% % 15.5% 14.2% 15.0%* % % % Reckitt C&D Clorox Colgate P&G * Increased 1.5% to make expenses from Marketing to SG&A for Apples-to-Apples comparison. Adjusted to be comparable. 33 While Revenues Have Increased $0.9 Billion, or 53% since 2004, Headcount Has Declined 5% 2004 2010 Revenue $1.7B $2.6B # Employees 3,800 3,600 EPS $1.36 $3.96 34 Resulting in Highest Revenue Per Employee of Any Major CPG Company Revenue Revenue Per Employees (MM) Employee Church & Dwight 3,600 $2,589 $719,222 Clorox 8,300 $5,500 $662,651 Proctor & Gamble 127,000 $78,900 $621,260 Reckitt 24,900 $11,928 $479,024 Colgate 38,100 $15,327 $402,283 Unilever 163,000 $61,231 $375,649 Kimberly Clark 56,000 $19,115 $341,339 Energizer 15,600 $4,250 $272,436 Avon 41,000 $10,383 $253,244 Numbers taken from last Annual Report for each company. 35 Top 10 TSR Drivers 7. Expert Management Team 36 We Believe in Leadership Expertise and Longevity Versus Cross-Functional Experiences and Management Turnover The average tenure of our Strategic Business Unit Leaders (SBUs) in the current role is 7 years. The average experience of our SBU leaders in the CPG industry is 24 years. 37 Top 10 TSR Drivers 8. Proven Track Record on Acquisitions 38 We Have Tight Acquisition Guidelines to Ensure Accretive Acquisitions Primarily #1 or #2 Share Brands Higher Growth, Higher Margin Brands Asset Light Leverage CHD Capital Base in Manufacturing, Logistics and Purchasing Deliver Sustainable Competitive Advantage 39 Proven Track Record on Acquisitions Has Been a Key Driver of CHD Growth CHURCH & DWIGHT REVENUE DEVELOPMENT – PAST 10 YEARS ARMKEL SIMPLY CARTER- JV (50%) ORAJEL SALINE ORANGE WALLACE UNILEVER GLO ORAL SPINBRUSH FELINE USA CARE PINE DETERGENTS $2,404 $2,521 $2,589 $2,221 $1,946 $1,737 $1,462 $1,057 $960 $1,047 $691 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 40 7 of 8 Power Brands Acquired Since 2000 YEAR ACQUIRED Arm & Hammer $1 Billion Brand --- Trojan #1 Condom Brand 2001 OxiClean #1 Laundry Additive Brand 2006 Spinbrush #1 Battery Powered Toothbrush Brand 2005 First Response #1 Pregnancy Kit Brand 2001 Nair #1 Depilatory Brand 2001 Orajel #1 Oral Care Pain Relief Brand 2008 XTRA #1 Extremely Value Laundry Detergent 2001 41 We Integrate Acquisitions Quickly and Build Them Into Power Brands Brand Position $ Share in Category Pre-acquisition 2010 Pre-acquisition 2010 Trojan 68.9 75.5 #1 #1 First Response 12.0 27.7 #3 #1 Nair 22.8 27.6 #2 #2 Spinbrush 30.1 44.9 #2 #1 OxiClean 26.1 37.0 #1 #1 Orajel Toothache 60.9 59.7 #1 #1 Nielsen FDMx 52 Week Dollar Share for 2005 and Later IRI FDMx Prior to 2005 Nair: Depilatories, Wax and Bleach 42 Top 10 TSR Drivers 9. Best in Class Free Cash Flow Conversion 43 2001 – 2010 Cash Flow Has Increased 398% to $375MM $375MM $339MM $289MM $200MM $152MM $86MM $75MM $MM 2001 2003 2005 2007 2008 2009 2010 143.9% NI 136.2% NI 131% NI 160.0% NI 105.9% NI 124.0% NI 118.3% NI * Excludes York plant and Abbott settlement. 44 Best in Class FCF Conversion 5 Year Avg. FCF % Net Income Church & Dwight 128% Estée Lauder 109% Clorox 107% Energizer Holdings 103% Colgate-Palmolive 100% Consumer Staples… 95% Procter & Gamble 90% Avon Products 78% 0% 20% 40% 60% 80% 100% 120% 140% Source UBS Factset 45 Top 10 TSR Drivers 10.
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