Agenda

1. Brambles Global Employee Share PlanPhil TurssGroup Vice PresidentRemuneration & BenefitsEmployee Ownership Group10 May 2012

2. Agenda Brambles overview Commitment to share ownership Brambles global employee share plan – MyShare Plan design – Global std vs. local customisation MyShare – Key strengths and key challenges Global employee share plan costs MyShare participation Where to over the next 3 years? Key learnings Does employee share ownership drive employee engagement? 2

3. Brambles overview Brambles is named after Walter E. Bramble who established W E Brambles & Sons in 1890 as a carrier service between Sydney and Newcastle Listed in Australia with Sydney HQ, and major Regional head offices in Orlando and Atlanta, USA and London, UK Business size: 17,000 employees worldwide Operates in 54 countries covering Americas, EMEA and Asia Pacific Sales last financial year were US$4.7B 3

4. Brambles overview (cont’d) CHEP is a global leader in the provision of equipment pooling services, managing approximately 300 million pallets and containers on behalf of its customers to help them transport products safely and efficiently. Recall manages the secure storage, retrieval and destruction of physical and digital information for approximately 80,000 customers worldwide. IFCO operates a pool of approximately 116 million reusable plastic containers worldwide and, in the USA, sorts repairs and reissues almost 200 million pallets a year through its national pallet management network. • Brambles three main businesses are:    4

5. Our commitment to employee share ownership Brambles has a long history with employee share plans In 2008 we developed a new global remuneration strategy Employee share ownership is a key part of that strategy Board Remuneration Committee and senior management commitment Major shareholder support 5

6. Brambles global employee share plan - MyShare Introduced in late 2008 Key principles: All employees can participate (Blue collar worker through to CEO) Same plan worldwide Post tax annual purchase of between AU$100 and AU$5,000 One-for-one matching of shares purchased and held for 2 years Rewards employee investment in the company 6

7. Plan design- Global std vs. local customisation A key principle of MyShare is “one plan worldwide” Pros: Same treatment for all One set of plan rules approved by shareholders Supports global mobility Avoids constant “gaming” to seek out tax minimisation loopholes Substantially reduces the cost of the plan Cons: May not maximise individual country tax rules 7

8. MyShare – Key Strengths Encourages share ownership from our employees Affordable to employees (Low annual min) Gives a global identity for employees as part of the Brambles Group Strong EVP – worldwide benefit with a single plan for all Assists employee retention “MyShare participants as a group are now our 20th largest shareholder” 8

9. MyShare – Key Challenges Offered in 45 countries supported by 84 payrolls Different languages Differing tax regimes Share ownership not a way of life in some countries High levels of participation in a small number of countries 9

10. Global employee share plan costs Delivering a global employee share plan is expensive Legal & Tax Due Diligence costs Expatriate tax issues Communications External & internal administration costs Cost of providing the Shares If you want to deliver the goods, you need to pay the freight 10

11. MyShare – Participation rate to date Participation over 40% Participation between 11 - 39% Participation of 10% or less 11

12. MyShare – Where to in next 3 years? We believe we can achieve 40-50% participation overall: • To date most communication has been electronic via webinars • Enhanced communication via a “road show” to major countries • Shareholder approval to occasionally increase the level of matching +

13. MyShare – Key learnings Set your principles from the outset Principles will drive the strategy Good relationship with the external administrator is essential It is too complex to administer without good systems and processes 13

14. MyShare – Key learnings (cont’d) Strict ground rules are important in reducing admin costs Don’t be guided by anecdotal complaints or requests based on individuals Don’t leave it to a single source of communications 14

15. Does employee share ownership drive engagement? Any evidence? In isolation, it is not a panacea for delivering higher levels of engagement To be effective, employee ownership needs to become an on-going feature of the company's remuneration and employee engagement strategy Major commitment from the Board and management is a key to its success 15

16. Questions & Answers