Brambles Limited · ASX:BXB

Brambles — Brambles Industries — UBS Rugby World Cup Conference 2003

15 slides from Brambles's conference presentation, Nov 21, 2003

  1. Slide 1: ASX cover letter: Copy of Presentation

    Brambles Industries Limited ABN 22 000 129 868 Level 40 Gateway 1 Macquarie Place Sydney NSW 2000 Australia GPO Box 4173 Sydney NSW 2001 Tel +61 2 9256 5222 Fax +61 2 9256 5299 www.brambles.com 21 November 2003 The Manager-Listings Australian Stock Exchange Limited Exchange Centre 20 Bridge Street S

  2. Slide 2: UBS Rugby World Cup Conference

    UBS Rugby World Cup Conference David Turner Chief Executive Officer Sydney 21st November 2003

  3. Slide 3: Structure Pre 2001

    Structure Pre 2001 Brambles GKN 50% 50% 100% Other CHEP businesses Cleanaway JVs

  4. Slide 4: DLC Merger

    DLC Merger Australia Listing UK Listing 57% 43% Brambles Industries

  5. Slide 5: Brambles at the Time of the DLC

    Brambles at the Time of the DLC Revenue 2001 Pro forma A$8,646 million Divesting 13% CHEP 34% To be divested 13% Other Global 16% Cleanway 27%

  6. Slide 6: Brambles – Our Position

    Brambles – Our Position •CHEP • Unique franchise • Global business •Cleanaway • Fuelled by environmental regulation • Strong market positions in Germany, UK and Australia •Recall • Growing outsourced segment • Global business – strong regional focus •Industrial Services • Strong positions in Austral

  7. Slide 7: Group Summary

    Group Summary Revenue EBITA June 03 Growth 2 June 03 Growth1 A$m % A$m % UK GAAP, 12 months ending Continuing Businesses CHEP 3,485 10 543 (11) Cleanaway 2,618 3 260 (4) Recall 698 17 130 30 Industrial Services 766 1 78 (10) Regional Businesses 331 (19) 11 (70) Other - - (46) (10) Total Continuing 7

  8. Slide 8: Strategy

    Strategy To generate shareholder wealth through achieving: ƒ Sustainable cash flow ƒ Profitable growth ƒ Efficient use of capital By disciplined: ƒ Focus on growth of existing businesses ƒ Brambles Value Added (BVA) culture ƒ Focus on customer service and productivity improvement through global qual

  9. Slide 9: Brambles – The Task

    Brambles – The Task •CHEP • Grow organically • Execute re-organisations in USA/Europe •Recall • Grow organically (6-8%) • Acquisitions (New markets, infill) •Cleanaway • Grow organically • Selective acquisitions •Industrial Services • Organic growth/Contract wins • Leverage off customer relationship

  10. Slide 10: CHEP USA Reorganisation – Foundation for Profitable Growth

    CHEP USA Reorganisation – Foundation for Profitable Growth ƒ 230 service centres reduced to 75 ✔ ƒ Reduction in unit transport and collection costs ✔ ƒ Operational cost savings – bring repair costs under control In progress ƒ Successful introduction of non-participating distributor ✔ surcharge / cha

  11. Slide 11: CHEP USA – Pallet damage ratio

    CHEP USA – Pallet damage ratio* 38% 34% 35% 35% 34% 32% 32% 30% 31% 30% 26% Damage ratio b / (a + b) 22% JUL-DEC JAN-JUN JUL-DEC JAN-JUN JUL-SEP OCT-DEC JAN-JUN 2001 2002 2002 2003 2003 2003 2004 * Excluding one-off element

  12. Slide 12: CHEP Europe Reorganisation – On Track

    CHEP Europe Reorganisation – On Track ƒ Total cost A$238m • A$125m spent to date ƒ Pan-European management structure ✔ ƒ Improve management ‘bench strength’ ✔ ƒ Administration to be centred in UK and Spain In progress • Overhead cost / workforce reduction (approx 350) ƒ Service centre optimisation u

  13. Slide 13: Cleanaway – DSD retendering outcome

    Cleanaway – DSD retendering outcome • Approx A$200 million revenue retendered • Favourable outcome • Awarded additional contracts • Gaining ground in Germany

  14. Slide 14: Cashflow from Operations

    Cashflow from Operations June 03 June 02 June 012 UK GAAP, 12 months ending A$m A$m A$m Cashflow from operations 1,829 1,845 1,951 Capex (1,244) (1,543) (1,960) Cashflow from operations after capex 585 302 (9) Interest paid (219) (263) (308) Tax paid (304)1 (271) (236) Dividends paid (336) (267) (19

  15. Slide 15: Summary

    Summary • No fundamental shift in strategy • Execution excellence in our restructuring • Continue to improve capital productivity • Maintain rigorous discipline on BVA • Deliver sustainable profit growth • Generate shareholder value

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