Slide 1: Operations Review: Accelerating Growth
Operations Review 29 October 2007 Accelerating Growth: Customers, Markets, People
Slide 2: 2007 Operations Review
2007 Operations Review Elton Potts President and Chief Operating Officer 29 October 2007
Slide 3: Agenda
AGENDA • Strong Foundations • Europe – Overview – Superior Value Proposition – Accelerating Growth • Q&A 3
Slide 4: Strong Foundations
STRONG FOUNDATIONS US$M FY07 FY06 Change (%)* Sales revenue 650 566 11 Comparable 119 98 16 Operating Profit Return on Capital 13% 13% Invested Cash flow from 86 80 operations * Growth % calculated on US$ constant currency basis • Building on strong foundations • Leveraging customer relationships •
Slide 5: Strong Foundations: Europe Service Lines
STRONG FOUNDATIONS Europe Service Lines - Sales 1% 11% 88% • 9 Countries Document Management Solutions • ~43 Dedicated Operation Centers Secure Destruction Services • ~1,000 Employees • ~21,000 Customers Data Protection Services 5
Slide 6: Business Strategy
BUSINESS STRATEGY Fire Prevention CARTONS Model Risk Management Benchmarking and Standard Operating Efficiency Best Practices Security Procedures RFID Technology Six Sigma/Lean Superior Value Proposition Perfect Order Environment Global Operating Financial Strength Platform Customer and Stability Su
Slide 7: Data Protection Services
DATA PROTECTION SERVICES Eisenhower Center • Operating at 100 feet below ground • Climate controlled environment • FM200 protected • CCTV • Dedicated, secure non-branded trucks • Locked trucks and transport boxes 7
Slide 8: Efficiency
EFFICIENCY IMPACT - Europe Operating Plan (US$M) 1.8 0.2 0.5 4.4 1.9 Carry over Closed Active Identified Projects Opportunity Examples • Sales Effectiveness Improvement - France • Customer Issue Resolution - UK • Transport and Courier Optimization - Germany 8
Slide 9: Customer Satisfaction
CUSTOMER SATISFACTION Third Party Validation GLOBAL EUROPE • Strengths • Strengths – Standard operating – Trustworthiness and procedures – recognized security and working globally – Timeliness of collection – Professionalism and and delivery trustworthiness – Ease of doing business – Ease of doing b
Slide 10: Environmental Sustainability
ENVIRONMENTAL SUSTAINABILITY Canly, France • Solar panels • Recycling practices enforced • Landscape preservation • Rain water collected on site • Sanitary water heated by solar energy • Increased use of natural lighting 10
Slide 11: Accelerating Growth: Regulatory Compliance - Europe
ACCELERATING GROWTH Regulatory Compliance - Europe • Regional standardization affecting retention requirements • Non-region based regulations affecting European business – Sarbanes Oxley • Finance and Banking segment mandate for strict, high level security and professional conduct • Digital storage
Slide 12: Accelerating Growth: Diverse Customer Base
ACCELERATING GROWTH Europe Diverse Customer Base • Global Automotive Finance Document Management Solutions – Digital provider – France • National Social Security Administration – Nordics • Global Leasing Corporation – Sales France • Global Retail Corporation – Norway FY03 FY04 FY05 FY06 FY07 12
Slide 13: Accelerating Growth: Sales Express
ACCELERATING GROWTH Sales Express • Global centralization and standardization • Accountability based metrics • Performance measurement based on key performance indicators • Activity based training 13
Slide 14: Summary
SUMMARY • Focused on profitability and growth • Positioned to deliver superior value proposition • Growth through multiple channels and areas of focus • Implementation of metrics and efficiency-focused initiatives to drive profitability 14
Slide 15: Q&A
Q&A Brambles
Slide 16: CHEP Europe
CHEP EUROPE MIGUEL D’COTTA PRESIDENT, CHEP EUROPE 29 OCTOBER 2007
Slide 17: CHEP Europe Agenda
CHEP EUROPE AGENDA • Continuous Improvement Miguel D’Cotta – President, CHEP Europe • Managed Recovery James Dinsdale – Vice President, Customer Service, UK & Ireland • Customer Satisfaction and New Business Development Peter Mackie – Senior Vice President, Customer Service, Europe • Morning Tea – 1
Slide 18: Continuous Improvement
CONTINUOUS IMPROVEMENT • US$ 15M BVA Delivered in FY07 • Median Defect Reduction of 52% Across All Projects Closed • Over 50% Reduction in Dispute Debt • 29% Reduction in Cycle Time To Sign New Contracts • 82 projects completed in FY07 • Focus of Projects Closed : – Customer Satisfaction – Asset Con
Slide 19: Managed Recovery
MANAGED RECOVERY JAMES DINSDALE VICE PRESIDENT, CUSTOMER SERVICE, UK & IRELAND 29 OCTOBER 2007
Slide 20: Agenda
AGENDA • Background • How it works • Benefits • Progress • Customer Feedback 20
Slide 21: Background: UK Supply Chain Trends
BACKGROUND: UK Supply chain trends 1970s Raw material Supplier Consolidation RDC Store centres Factory Gate Pricing & Raw material Supplier Consolidation RDC Store centres Consolidation Traditional Exchange model very difficult to apply in these circuits = Flow / transport controlled by supplier = F
Slide 22: Managed Recovery: Response to Changes in Supply Chain
MANAGED RECOVERY (MR): Response to changes in supply chain Exchange (Simple SC* ) Exchange (Complex SC* ) Managed Recovery (Complex SC* ) Supplier Supplier Supplier FGP FGP (Factory Consolidator Consolidator Gate Pricing) Retailer Retailer Retailer • Emitter controlled • Retailer controlled transpor
Slide 23: Managed Recovery: Overview of Operation
MANAGED RECOVERY (MR): Overview of operation C E B dDE tED A D Very simple 23 to operate
Slide 24: Managed Recovery: Headline Fees per Service Offer
MANAGED RECOVERY (MR): Headline Fees per Service Offer Issue Fee (75p) C E C E C E Movement Movement Movement Fee (125p) Fee (125p) Fee (125p) B B Base B Base Transfer Transfer Fee (50p) Fee (50p) A A D A D D One Way Trip Managed Recovery Exchange Issue Fee 75p Issue Fee n/a Issue Fee n/a Base Trans
Slide 25: Why Customers Choose Managed Recovery
WHY CUSTOMERS CHOOSE Managed Recovery Pallet Trip Cost Index Comparison 100 Notional Service Actual data Supply Chain Need 75 Offer 69 Trade quality pallet 72 requirement and access to Exchange low cost return transport 53 Trade quality pallet requirement and limited / Managed no access low cost ret
Slide 26: Managed Recovery: Enhanced Service Offering
MANAGED RECOVERY: Enhanced service offering • Accommodates changes in the supply chain • Complements all of CHEP’s service offers • Provides flexibility • Provides certainty of supply for Emitters • Increases control for all participants • Simplifies pallet administration for Distributors • Supports
Slide 27: Benefits the Environment
…AND BENEFITS THE ENVIRONMENT Actual customer data • Reduction in total empty pallet Reduction in Total KM's vehicle movements as CHEP will 300,000 240,733 manage the return of empty pallets in KM's Per Annum 250,000 173,975 full truck loads on demand 200,000 150,000 100,000 66,758 • Optimise the CH
Slide 28: Rollout Plan
ROLLOUT PLAN Programme Task FY07 FY08 FY09 FY10 Top 9 Retailer go live Ambient Retail Temperature Controlled Phase 1 Balance Roll Out Temperature Controlled Consolidator Other Consolidators Phase 1 FMCG Ambient Manufacturers, Phase 2 Temperature Consolidation Growers & Producers Phase 3 FMCG Balance
Slide 29: Progress
PROGRESS Retailers Consolidators Suppliers TODAY • 9 Retail Groups • 3 Consolidators • 99 Suppliers Customer demand is ahead of our expectations 29
Slide 30: Customer Feedback
CUSTOMER FEEDBACK “The introduction of Managed Recovery means that we are reducing fuel “..we are delighted CHEP has introduced this consumption and CO2 emissions as well service as a workable solution for the recovery as allowing Tesco and its suppliers to of empty pallets. Fresh produce suppliers
Slide 31: Summary
SUMMARY • Customer Focused • Simple • Hassle Free • Cost Effective 31
Slide 32: Brambles
\J Brambles
Slide 33: Customer Satisfaction and New Business Development
CUSTOMER SATISFACTION AND NEW BUSINESS DEVELOPMENT PETER MACKIE SVP, CUSTOMER SERVICE, EUROPE 29 OCTOBER 2007
Slide 34: Introduction
INTRODUCTION • Main Drivers of Emitter Satisfaction • Continuous Improvement Initiatives • New Business Development 34
Slide 35: Customer Satisfaction: Emitter Survey Results
CUSTOMER SATISFACTION Emitter Survey Results • Independent survey • Improved in all countries • Significant improvement UK and Ireland • Perfect Trip projects enabling improvements Continuing improvements remain a key priority 35
Slide 36: Customer Satisfaction: Key Drivers - Disputes
CUSTOMER SATISFACTION 4 Key Drivers - Disputes • No invoice discrepancies • Accurate stock balances • CHEP Contact frequency/relationship • Use of electronic systems 36 Perfect Trip projects targeted at these drivers 36
Slide 37: Driver 1: No Invoice Discrepancies
CUSTOMER SATISFACTION Driver 1: No Invoice Discrepancies • Dedicated Impact Team formed Invoice discrepancy reason codes by value Contractual • Redesigned measurement system Movement Price – Reason codes established Stock Balance – Accuracy tested Gains and Losses • Redefined roles and Invoice Expla
Slide 38: Driver 2: Accurate Stock Balances
CUSTOMER SATISFACTION Driver 2: Accurate Stock Balances Measures Action & Process Root & Assessment Control Map Causes Benefits Plan Problem identification Gap analysis to best Joint process Findings matched in Automated control tool built from multiple practice Customer Walk identifying CHEP Knowle
Slide 39: Driver 3: Contact/Relationship
CUSTOMER SATISFACTION Driver 3: Contact/Relationship Top 600 NCD conversion project • Increasing Customer visits 1200 – Removing Account Mgt admin – Visits metrics tracking 1000 Jan-07 • Number of NCD locations Engaging key industry groups 800 Jul-06 – Joint improvement projects 600 • Bringing innov
Slide 40: Driver 4: Use of Electronic Systems
CUSTOMER SATISFACTION Driver 4: Use of Electronic Systems Manual/Legacy Declarations • Electronic Declarations % of Manual/Legacy Declarations 80% – Manual Transaction 70% 60% Declarations to Zero 50% 40% – Converted to standard EDI 30% 20% • Electronic Invoicing 10% 0% 2005 2006 2007 Vision – Sprea
Slide 41: Introduction
INTRODUCTION • Main Drivers of Emitter Satisfaction • Continuous Improvement Initiatives • New Business Development 41
Slide 42: New Business Development: Market Situation
NEW BUSINESS DEVELOPMENT Market Situation • White Exchange costs escalating – Wood and Transport costs – Availability – Hidden in total service provider costs • Use of Automation increasing – Demands for more consistent quality – Impacting cost and availability • Environmental responsibility – CHEP
Slide 43: New Business Development: Market Situation
NEW BUSINESS DEVELOPMENT Market Situation • Confectionery manufacturer • Canned goods manufacturer – Current Customer – New Business – German B1208A flows on white – Poland production and warehouse – Outsourced management to LSP – Heavy load per pallet – Value Team work with LSP shows – Poor quality
Slide 44: New Business Development: Key Growth Responsibilities
NEW BUSINESS DEVELOPMENT Key Growth Responsibilities • Service Excellence…………………………..Account Mgt • Lead qualification………………….Marketing/Telesales • Customer value analysis…...………………..Value Team • Retailer advocacy………………………….......…..D Sales • Specialist support………………Product Mgt/TEM Team • Performance
Slide 45: New Business Development: Progress So Far
NEW BUSINESS DEVELOPMENT Progress So Far • Resumption of volume growth New Business & Lane Expansion FY07 Conversions – FY06 flat to 3% growth in FY07 450 – 1462 contracts signed 400 • European Key Accounts 350 Number of Conversions 300 – 4% contracts 250 – 25% of volume 200 • UK/Spanish markets 150
Slide 46: Summary
SUMMARY • Main Drivers of Customer Satisfaction • Continuous Improvement Initiatives • New Business Development 46
Slide 47: . Brambles
1, . Brambles
Slide 48: CHEP Europe Asset Management
CHEP EUROPE ASSET MANAGEMENT PRANIL VADGAMA VP, ASSET MANAGEMENT, EUROPE 29 October 2007
Slide 49: Asset Management: Agenda
ASSET MANAGEMENT Agenda • Objective • Asset Management metrics • What is Control Ratio and our performance • Initiatives and Continuous Improvement • Summary 49
Slide 50: Asset Management: Objective
ASSET MANAGEMENT Objective • To maximize Asset Productivity and deliver the value of pooling to our customers on a cost-effective basis by: – Establishing control systems with Emitters and Distributors to track all assets and minimise losses – Implementing and managing collections effectively and ef
Slide 51: Asset Management: General Statistics
ASSET MANAGEMENT General Statistics • Distributor customer metrics (annual): Classification Inbound Total Locations Locations Pallets Flows (M) (%) (000) (%) Minor Ds 9 4 140 70 Major Ds 198 96 60 30 • Number of collection calls made annually: 1.6M • Volume of equipment collected per day: 1.5M • Num
Slide 52: What is Control Ratio?
ASSET MANAGEMENT What is Control Ratio? Control Ratio % = Collections & Strays / Field Issues Plant Field C E B A D 52
Slide 53: Performance on Key Metrics
ASSET MANAGEMENT Performance on Key Metrics Control Ratio New Equipment Issue Ratio 96% 12% 10% 94% 8% 6% 92% 4% 2% 90% 0% FY02 FY03 FY04 FY05 FY06 FY07 FY02 FY03 FY04 FY05 FY06 FY07 • Increased asset controls and • Improved asset utilisation collection • Centralised planning and • Reduction in FY07
Slide 54: Electronic Tools Helping Customers: CAT
ASSET MANAGEMENT 1. Electronic Tools Helping Customers CAT – Customer Agreed Transaction System CAT Equipment Flows (in Millions) 12 • A Web-based system which creates a handshake between the E and D on equipment movements 3.9 – Ensures transactions are agreed by 0.3 both parties FY05 FY06 FY07 – Hi
Slide 55: Electronic Tools Helping Customers: CAT Process
ASSET MANAGEMENT 1. Electronic Tools Helping Customers • Distributors take control of their account through control over transactions in • Distributor & Emitters work together on solving differences with CHEP support Equipment transferred CAT PROCESS Accepted to D account Via Movements Declaration E
Slide 56: Protecting Our Assets
ASSET MANAGEMENT 2. Protecting Our Assets • CHEP Europe has been successful in all legal title court cases Currently implementing • Rolled out extensive marketing Top Board Branding on our pallets campaigns in periodicals across Europe with 400k readership • Communicated to 200k Distributor location
Slide 57: Increasing Our Collections
ASSET MANAGEMENT 3. Increasing our Collections • Implemented a call & visit triggering system to Median= 72 days manage collections Histogram of days Normal • Focused on reduction of misuse & empties at 600 Month = September 500 larger retailers 400 Frequency • 300 Developed audit intelligence and l
Slide 58: Partnering with Recyclers / Dealers
ASSET MANAGEMENT 4. Partnering with Recyclers / Dealers • 5,000 Dealers & Recyclers across Europe potentially encounter CHEP equipment • Moving towards a collaborative relationship to ensure recovery: – Rolling out the Asset Recovery Agreement (ARA) • The Dealer / Recycler recognises CHEP’s legal ti
Slide 59: Developing Relationships with LSPs
ASSET MANAGEMENT 5. Developing Relationships with LSPs • Logistics Service Providers (LSPs) serve a number of supply chain functions between the Emitters and Distributors, including co-packing, consolidation, warehousing & transportation. • Additional effort is needed to ensure continuous control th
Slide 60: Improving Customer Control
ASSET MANAGEMENT 6. Improving Customer Control Empty Reduction by 72% • Working with Emitter & Distributor Probability Plot of Empties Normal - 95% CI 99 customers to minimise losses by 95 utilising new modeling and analytical 90 80 70 tools and sharing best practices Percent 60 50 40 • 30 Launching
Slide 61: Implementing Distributor Incentives
ASSET MANAGEMENT 7. Implementing Distributor Incentives • Responsibility Transfer (RT) introduced in FY05 for Pallets & Containers as an incentive scheme for our D Customers: – Distributor agrees to take responsibility for equipment in exchange for control driven incentives, assistance with control
Slide 62: Summary
ASSET MANAGEMENT Summary • Continued rollout of Responsibility Transfer and CAT at major retailers to improve asset control • Driving an efficient stray collection engine across Europe using market intelligence • Implementation of equipment management control training with our E & D customers • Appl
Slide 63: . Brambles
1, . Brambles
Slide 64: CHEP Europe Plant Network
CHEP EUROPE PLANT NETWORK CARMELO ALONSO SVP, PLANT OPERATIONS & LOGISTICS, EUROPE 29 October 2007
Slide 65: Agenda
AGENDA • Plant Network evolution in Europe • Total Equipment Management (TEM) • New Technology / Generation 2 Perfect Plants • Application of technology to improve transportation productivity and service 65
Slide 66: Plant Network Optimization: Our Mission
PLANT NETWORK OPTIMIZATION OUR MISSION • Optimize the equation [f(x)= $ Transportation + $ Plant + Capex] – while maximizing customer service • Base strategic decisions on Logistics concepts using advanced optimization tools • Plant Network Optimization process is the key link between Plant Operatio
Slide 67: Network Optimization Model
NETWORK OPTIMIZATION MODEL 1 Build Network Model • Products • Plant Description: (location, activities, capacities,costs) • Network Topology (lanes) • Location Distance Matrix • Transport Cost Equations/Matrix Input: Output: Network Strategy Model Scenario Optimized (Manugistics Parametrization) Dat
Slide 68: European Plant Network: Rebalancing
EUROPEAN PLANT NETWORK • Flows rebalanced following changing B1210A B1210A REBALANCING REBALANCING patterns for B1210A & B1208A • High B1210A UK surpluses driving capacity needs • Result – 13 Generation I Perfect Plants UK (5), Spain (4), France (2), Belguim (1), Italy (1) B1208A B1208A • Improved p
Slide 69: European Plant Network: Network Evolution
EUROPEAN PLANT NETWORK Network Evolution • European Network – 170 Service Centers – 18 Own managed, 124 Subcontractors – 28 TPMs FY05 processing Pallet 50% 50% capacity FY07 20% 80% • 4 new Perfect Plants planned for FY08 • TEM delivering Network benefits 69
Slide 70: Total Equipment Management: Objective
TOTAL EQUIPMENT MANAGEMENT OBJECTIVE To be the lowest cost provider with the best quality • Reduction of direct costs – Logistics cost reduction – Network optimization – Plant operations efficiencies (extra capacity with low investment and less fixed cost) • Support growth – Through competitive cost
Slide 71: Total Equipment Management: Identification Process
TOTAL EQUIPMENT MANAGEMENT Identification Process • Key requirements for initial consideration: tED – Significant volume: above 200K Emitter Distributor issues or 300K movements p.a. rDA TPM – Enough distance (above 50Km) from CHEP S/C uBB x (tED* DR) – Sufficient collections (500K) within a x sCE 5
Slide 72: New Technology: Perfect Plants Roadmap
NEW TECHNOLOGY Perfect Plants Roadmap 10/10 GENERATION X GENERATION II • Fully automated • Fully integrated repair with ADI Factory integration GENERATION I Management • Automated truck • Standard fully 7/10 System (FMS) loading & Integrated layout • High Speed - ADI unloading & equipment inspection
Slide 73: ADI – Brief History
ADI – BRIEF HISTORY DUNSTABLE ADI GENII ADI Generation Commenced Locations Features Grayscale images, Fuenlabrada, Seville, Gen I 1998 Lille, Lisbon, Lyon stopped acquisition, big booth Grayscale & laser Gen II 2006 Dunstable, Manchester images, acquisition on MANCHESTER ADI GEN II the move, two boo
Slide 74: T1B1 Machine
T1B1 MACHINE • Machine build completed 100% • PLC program: cycle optimization ongoing (currently 150 pph for B1210A) • Base on circular sawing: “eats” the wood • Interface with scanner module in process. • Test with B1210A pallets ongoing 74
Slide 75: Clipper Status
CLIPPER STATUS • First B1210A prototype installed at Lille, France plant • Base on circular blades • Initial testing successful • Simple system to facilitate wood disposal being prepared 75
Slide 76: Productivity and Service Improvements Through Technology
PRODUCTIVITY AND SERVICE IMPROVEMENTS THROUGH THE USE OF TECHNOLOGY • UK fleet vehicles performance monitored with GPRS Solution VEHICLE TRACKING • We have examined dwell times at Emitters and Distributors as well as the Service Centres. • We can track Milk Runs live with arrival times and duration
Slide 77: Summary
SUMMARY • Plant Network Optimization is the key process to drive the Perfect Network • Technology is instrumental in improving processes – Advance Planning Tools (Manugistics) – Perfect Plants • ADI • Automatic Repair – GPRS 77
Slide 78: . Brambles
1, . Brambles
Slide 79: Factory Management System Virtual Tour - Swindon
FACTORY MANAGEMENT SYSTEM VIRTUAL TOUR - SWINDON FERNANDO RODRIGUEZ DIRECTOR, PLANT OPERATIONS, UK & IRELAND 29 October 2007
Slide 80: Agenda
AGENDA • Factory Management System (FMS) – Program Overview – In Perfect Plants and ETPM – Upcoming FMS FY08 Activities • Service Centre network configuration UK & Ireland – CHEP Swindon Perfect Plant • Virtual tour • Q&A 80
Slide 81: FMS
FMS • System that provides real time production data – Designed to capture inputs, outputs in real time – Aggregation of data across multiple sites – Based on Wonderware technology • Enabler for Perfect Plants achieving production goals – Real time data capture – Visual equipment control – Reduction
Slide 82: FMS Evolution
FMS Evolution • Started in Australia with design of Erskine Park robotic plant – Collection of vital statistics on production and robot status • Adopted as the platform for CHEP Perfect Plants globally – Institutionalized with our equipment supplier base • Adopted within the USA On-Site management p
Slide 83: FMS Installations
FMS 33 installations (as at 30 Sept 2007) 9 Plants; 11ETPM sites 6 Plants 2 Plants 1 Plant 3 Plants 1 Plant 83
Slide 84: FMS Planned Enhancements
FMS Planned Enhancements • Double the existing global FMS implementations • Integration of FMS with ADI • Enhancement of central reporting system • Equipment Reliability Tracking • Continued Innovation – Automation of additional data capture solutions in the plant, for example lumber consumption, qu
Slide 85: FMS Summary
FMS Summary • Provides real-time performance metrics at plant and global network level. • Reduces mean time on detection (MTD) and mean time on recovery from failure (MTR). • Standardisation of plant management that supports start-up and new Subcontractor plants hand-over. 85
Slide 86: Service Centre Configuration UKI
SERVICE CENTRE CONFIGURATION UKI SWINDON CHEP SC (8) 86 SubContracted SC (6)
Slide 87: Swindon G600 Equipment Description
Swindon G600 Equipment Description Maximum Capacity Infeed and Inspection Line. G600 750 pph Repair Line. 3-Tier conveyer + B overflow 600 pph Repair Benches (12) 360 pph Hogger and wood waste conveyors 1.2 t/h Automatic re-nailer 800 pph Finishing line: Paint Booth + Oven 1200 pph Automatic Stencil
Slide 88: Swindon G600 Production Statistics and Staffing Levels
Swindon G600 Production statistics & staffing levels • Shift Pattern: 3x5 (Sat. when necessary): • Staffing level – Plant Manager: 1 – Technician: 3 – Inspection operators: 6 – Repair operators: 27 – Fork Lift Truck drivers: 9 – Administration: 3 • Services 65 trucks in & out per day on average • In
Slide 89: Swindon G600 Virtual Tour
Line Overview SHIFT #: Total Pallets Inspected: Inspected % of Target: PalletsiHour Target: 600 PalletsiHour Actual: Cycle Time: Plant Damage Ratio: Repair Target’ 2880 Repair Actual Volume C Gen Target: 4800 Volume C Gen Actual: Shift Record: ur stizane 1 1 sat Emergency Stop Btn (uti) [sai zone a2
Slide 90: Operations Review: Accelerating Growth
Operations Review 29 October 2007 Accelerating Growth: Customers, Markets, People
Slide 91: Disclaimer statement
Disclaimer statement The release, publication or distribution of this presentation in certain jurisdictions may be restricted by law and therefore persons in such jurisdictions into which this presentation is released, published or distributed should inform themselves about and observe such restrict
Slide 92: Contact details
Contact details Michael Sharp Vice President Corporate Affairs michael.sharp@brambles.com +61 (2) 9256 5255 92