1. ARAMARK Investor Day
May 18, 2005

2. Agenda
1:05 Creating Value Joe Neubauer
1:20 Financial Overview Fred Sutherland
1:40 Marketing Strategy Chris Malone
1:55 Break
2:10 Business, Jack Donovan
Sports & Entertainment
2:35 Education Andrew Kerin
and Healthcare
3:00 Q&A
3:20 Break
3:35 International Ravi Saligram
4:00 Uniform and Career Apparel Thomas Vozzo
4:25 Q&A
4:45 Wrap Up Joe Neubauer
2
5:00 General Session Ends
Financial Objectives
Creating Value Marketing Strategy

3. Special Note about
Forward-Looking Statements
This presentation includes “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995 that reflect our current
views as to future events and financial performance with respect to our operations. These statements can be identified by the fact that they do not relate
strictly to historical or current facts. They use words such as quot;aim,quot; quot;anticipate,quot; quot;estimate,quot; quot;expect,quot; quot;will be,quot; quot;will continue,quot; quot;will likely result,quot; quot;project,quot;
quot;intend,quot; quot;plan,quot; quot;believequot; and other words and terms of similar meaning in conjunction with a discussion of future operating or financial performance. These
statements are subject to risks and uncertainties that could cause actual results to differ materially from those expressed or implied in the forward-looking
statements.
Factors that might cause such a difference include: unfavorable economic conditions; ramifications of any future terrorist attacks or increased security alert
levels; increased operating costs, including labor-related and energy costs; shortages of qualified personnel or increases in labor costs; costs and possible
effects of union organizing activities; currency risks and other risks associated with international markets; risks associated with acquisitions, including
acquisition integration costs; our ability to integrate and derive the expected benefits from our recent acquisitions; competition; decline in attendance at
client facilities; unpredictability of sales and expenses due to contract terms and terminations; the contract intensive nature of our business, which may
lead to client disputes; high leverage; claims relating to the provision of food services; costs of compliance with governmental regulations and government
investigations; liability associated with noncompliance with governmental regulations, including regulations pertaining to food services, the environment,
Federal and state employment laws and wage and hour laws and import and export controls and customs laws; dram shop litigation; inability to retain
current clients and renew existing client contracts; determination by customers to reduce their outsourcing and use of preferred vendors; seasonality; and
other risks that are set forth in the “Risk Factors” sections of ARAMARK’s SEC filings.
For further information regarding risks and uncertainties associated with ARAMARK's business, please refer to the quot;Management's Discussion and
Analysis of Results of Operations and Financial Conditionquot; and quot;Risk Factors” and other sections of ARAMARK's SEC filings, including, but not limited to,
our annual report on Form 10-K and quarterly reports on Form 10-Q, copies of which may be obtained by contacting ARAMARK's investor relations
department via its web site www.aramark.com.
Forward-looking statements speak only as of the date made. We undertake no obligation to update any forward-looking statements to reflect the events or
circumstances arising after the date as of which they are made. As a result of these risks and uncertainties, readers are cautioned not to place undue
reliance on the forward-looking statements included herein or that may be made elsewhere from time to time by, or on behalf of, us.
Important Disclosure
In this presentation, we mention certain financial measures that are considered non-GAAP. Generally, a non-GAAP financial measure is a
3
numerical measure of a company’s performance, financial position, or cash flows that either excludes or includes items different than those
prepared or presented in accordance with generally accepted accounting principles. We have prepared disclosures and reconciliations of non-GAAP
financial measures that were used in this presentation and may be used periodically by management when discussing the Company's financial
Financial Objectives
Creating Value Marketing Strategy
results with investors and analysts, which are available on our website www.aramark.com.

4. Joe Neubauer
Chairman and CEO
ARAMARK

5. The ARAMARK Opportunity
Tap into large, available, growing businesses
Deliver sustained, profitable growth
Well positioned to capture opportunities
5
Financial Objectives
Creating Value Marketing Strategy

6. Performance Since IPO*
Sales growth: 11% CAGR
EPS growth: 15% CAGR
EBITDA of $2.8 billion
> $2.4 billion reinvested into businesses
– $1.4 billion in acquisitions
– $1.0 billion in capex
> $615 million returned to shareholders
* Sales, EPS growth through fiscal 2004; all other fiscal
2002 through March 2005;
6
Financial Objectives
Creating Value Marketing Strategy

7. Other Accomplishments
Acquired > 25 companies
Increased international presence
Fortune rankings
– #1 industry survey rank
– Top three “Most Admired” Companies for
outsourcing
7
Financial Objectives
Creating Value Marketing Strategy

8. Management Committee
Jack Donovan President
Business, Sports & Entertainment
Andrew Kerin President
Healthcare and Education
Ravi Saligram President
International
Thomas Vozzo President
Uniform and Career Apparel
Fred Sutherland Chief Financial Officer
Bart Colli General Counsel
Tim Cost Corporate Affairs
Lynn McKee Human Resources 8
Financial Objectives
Creating Value Marketing Strategy

9. Our Focus
The Consumer
Core portfolio of services to respond to
trends
Strategic partners
9
Financial Objectives
Creating Value Marketing Strategy

10. Breadth of ARAMARK Clients
300 of top 350 colleges
400 of S&P 500
60 of America’s 100 best hospitals
Most of the Fortune 50
10
Financial Objectives
Creating Value Marketing Strategy

11. Creating Value

12. Mission One Helps Us
Achieve Our Goals
Through Mission One, ARAMARK is Striving to be #1 in Profitable Organic
Growth by Providing a Full Portfolio of Unmatched Services to Our Clients
12
Financial Objectives
Creating Value Marketing Strategy

13. Creating Value

14. Opportunities for Growth
80% of 1,200 U.S. state correctional facilities
90% of Germany’s healthcare facilities
75% of England’s education facilities
…Are Still Self-Op
14
Financial Objectives
Creating Value Marketing Strategy

15. Joe Neubauer
Chairman and CEO
ARAMARK

16. Reconciliation of
Non-GAAP Measures - EBITDA
ARAMARK CORPORATION AND SUBSIDIARIES
RECONCILIATION OF NON-GAAP MEASURES - EBITDA
(Unaudited)
(In Thousands)
EBITDA represents operating income (defined as net income before income from discontinued operations, interest and taxes) before depreciation and amortization, a measureme
management to measure operating performance. EBITDA is not a recognized term under generally accepted accounting principles and does not purport to be an alternative to op
as an indicator of operating performance or to cash flows from operating activities as a measure of liquidity. Because not all companies calculate EBITDA identically, this present
EBITDA may not be comparable to other similarly titled measures of other companies. Additionally, EBITDA is not intended to be a measure of free cash flow for management's
use, as it does not consider certain cash requirements such as interest payments, tax payments, debt service requirements or capital expenditure requirements.
Fiscal Year Ended Fiscal Year Ended Fiscal Year Ended Six Months Ended
September 27, 2002 October 3, 2003 October 1, 2004 April 1, 2005
Net income $ 269,912 $ 301,092 $ 263,104 $ 125,540
Less: Income from discontinued operations, net (18,592) (35,724) - -
Add: Interest and other financing costs, net 136,432 142,469 122,362 64,635
Add: Provision for income taxes 141,829 144,185 152,112 69,671
Operating income, as reported 529,581 552,022 537,578 259,846
Add: Depreciation and amortization 229,608 262,944 297,993 156,552
EBITDA $ 759,189 $ 814,966 $ 835,571 $ 416,398
16
Financial Objectives
Creating Value Marketing Strategy

17. Fred Sutherland
ARAMARK
Executive Vice President
and Chief Financial
Officer

18. FY 2005 First Half Results
Sales up 8% to $5.4 billion
– Consolidated adjusted sales growth: 5% - 6%
– US Food and Support adjusted growth about 7%
– Uniform Rental organic growth: 5%
Solid consolidated operating margin performance
despite NHL impact
– US Food & Support margins up
EPS up 12% to $0.66
Repurchased 3.2 million shares for $85 million
18
Financial Objectives
Creating Value Marketing Strategy

19. Long-Term Financial Objectives
Organic Revenue Growth targets: 6-8%
New Sales 8-12%
Lost Business (4)-(6)%
Base Growth 3-5%
Operating Income Growth targets: 8-12%
10-20 bp margin improvement per year
EPS Growth targets: 12-14%
Free cash flow deployment
19
Financial Objectives
Creating Value Marketing Strategy

20. Recent Performance vs.
Objectives
Financial 2005 First Half Achievement
Metric Results vs. Objective
Revenue Growth (Adj.) 5.5%
- New sales
- Lost business
- Base business
Consolidated Margins ↓ 10 bp
- US Food and Support ↑ 20 bp
- Uniform Rental Flat
EPS growth 12%
20
Financial Objectives
Creating Value Marketing Strategy

21. Growth Opportunities
Exist in All Sectors
Outsourcing penetration rates vary
– Many sectors are significantly self-operated
Base business growth opportunities exist
across all sectors
– Significant portion of spend not captured
– Opportunity for add-on services
21
Financial Objectives
Creating Value Marketing Strategy

22. Operating Margin Initiatives
and Opportunities
Product costs
– Supply chain driven
– Production discipline and operational
efficiency
– Product mix and marketing programs Costs as % of total
– Uniform sourcing and manufacturing
initiatives
Other
Product
Labor costs Labor
Related Labor
– Labor management tools
– Technology driven initiatives
Labor-related costs
– Medical Costs
– Workers’ Compensation
22
Financial Objectives
Creating Value Marketing Strategy

23. Production Discipline and Efficiency
– Business Services Case Study
Initiative to enhance and standardize production
processes and reduce food cost
Targeted areas include:
– SKU rationalization
– Menu standardization
– Food production discipline
Early results at focus locations are positive:
Food costs as % of sales
Q2 2004 Q2 2005
44.0% 42.2%
23
Financial Objectives
Creating Value Marketing Strategy

24. Product Mix and Marketing Programs
–Higher Education Case Study
Campus Account Example
Driving Higher Margin Base Business
Growth through….
Convenience Solutions
Earn Points
– Same store sales up 16%
eCommerce and POS Solutions
– Check average up 27%
Lifestyle Meal Plan Marketing and
Customer Loyalty Programs
– Voluntary Plan enrollment up 15%
Note: Percentages represent year-over-year increases in the account
24
Financial Objectives
Creating Value Marketing Strategy

25. Uniform Sourcing and
Labor Cost Initiatives
Merchandise improvements:
– Driving towards 75% self-manufacturing
– Savings of 20 – 30% versus outside purchase
Route operations:
− Route Optimization – pilot shows 2 hours weekly route savings
− Handhelds – installed in all routes to drive increased accuracy,
reduce redundancy and improve route efficiency; should generate
2+ hours in weekly route savings
Plant improvements:
– Wash floor and sort system automation
– Labor reduction of 5 – 10 EE’s per plant from sortation system
25
Financial Objectives
Creating Value Marketing Strategy

26. Labor Management Tools –
Higher Education Case Study
ASSESS
MANAGE PLAN
SCHEDULE STAFF
Campus Account Example
Web based training tools and
scheduling software deployed
Discipline, utilization of tools and
base business growth yield results
- Base Business Growth ↑ 10% y-o-y
- Labor as % of sales ↓ 140 bp y-o-y
26
Financial Objectives
Creating Value Marketing Strategy

27. Technology Initiatives -
Help Drive Labor Efficiencies
Customer Connect Overview RefreshTECH Overview
Technology driven business process Technology driven solution applied to
transformation project for Uniform Group Refreshment Services business
Hand-held terminals and new back-office systems Service Reps maximize efficiencies by utilizing
drive significant cost-reduction and efficiencies hand-held terminals
Specific benefits include End-to-end integrated system improves route
efficiency, warehouse management, as well as
– Standard pricing
customer service
– A/R and A/P centralization
Specific benefits include
– Credit card processing
– Elimination of route paperwork and labor – Product preference history to anticipate
client needs
– Improved accuracy
– Optimal management of stock
– Electronic capturing of signatures
– Electronic capturing of signatures
– Better management of price changes
27
Financial Objectives
Creating Value Marketing Strategy

28. Medical Cost and Workers’
Compensation Initiatives
Medical Costs Workers’ Compensation
Key changes implemented
Enrollment changes
– Enhanced utilization of - Safety/Loss Control
health provider networks • Centralized and expanded
– Expanded mail-order - Claims Management
pharmacy participation • Centralized and expanded
Care/Disease Management - Reporting/Financial
Program • Unit level accountability
– Targets specific, high cost First half 2005 results
chronic illnesses
- Overall cost reduced 9%
2005 growth reduced to
- Loss per $1K payroll down 11%
single digits
28
Financial Objectives
Creating Value Marketing Strategy

29. Strong Cash Flow Dynamics
Working Capital Dynamics
Significant cash sales component Low inventory requirements
– 30%+ of total – Food approximately 2-3% of sales
Scale drives attractive vendor terms – Facilities inventory is negligible
Net Capex Trends% of Sales Internal Cash Flow ($ millions)
$400
%
3.50 $350
3.25
$300
3.00
Income from
2.75
$250 continuing
2.50
OPS
2.25 $200
CAPEX
2.00
Internal
$150
DA
1.75
Cash Flow
1.50
$100
1.25
1.00 $50
0.75
$0
0.50
29
2003 2004 FH 2004 FH 2005 2000 2001 2002 2003 2004
Financial Objectives
Creating Value Marketing Strategy

30. Cash Flow Deployment
Target Metrics
Cash Deployment Priorities
Capex approximates D&A
Invest / Reinvest in Business
Debt/EBITDA range = 2:1 – 3:1
Commitment to Investment
Grade Rating
15% after-tax IRR
Disciplined acquisition strategy
$615 million returned since IPO
Return cash to shareholders
– Dividend
– Repurchases
Compounded EPS growth in mid-teens since 2001 IPO
30
Financial Objectives
Creating Value Marketing Strategy

31. Reconciliation of Non-GAAP
Measures - Adjusted Sales Growth
ARAMARK CORPORATION AND SUBSIDIARIES
RECONCILIATION OF NON-GAAP MEASURES
ADJUSTED SALES GROWTH
(Unaudited)
(In thousands)
Management believes that presentation of sales growth in the year-to-date periods adjusted to eliminate the effects of acquisitions,
divestitures, the impact of currency translation (organic growth) and, for fiscal 2005, the effect of the National Hockey League
strike and the estimated effect of the Easter holiday timing on the Education Sector sales, provides useful information to investors
because it enhances comparability between the current year and prior year reporting periods. Elimination of the currency
translation effect provides constant currency comparisons without the distortion of currency rate fluctuations.
Six Months Ended %
April 1, 2005 April 2, 2004 Change
ARAMARK Corporation Consolidated Sales (as reported) $ 5,389,375 $ 4,976,386 8%
Effect of Currency Translation - 59,837
Effect of Acquisitions and Divestitures (180,537) (28,271)
5,208,838 5,007,952 4%
NHL Strike - (62,016)
Estimated Effect of Timing of Easter Holidays on Education Sector 7,048 -
ARAMARK Corporation Consolidated Sales (as adjusted) $ 5,215,886 $ 4,945,936 5.5%
Food and Support Services - U.S. Sales (as reported) $ 3,482,236 $ 3,333,586 4%
Effect of Acquisitions and Divestitures (3,706) (1,631)
3,478,530 3,331,955
NHL Strike - (62,016)
Estimated Effect of Timing of Easter Holidays on Education Sector 7,048 -
Food and Support Services - U.S. Sales (as adjusted) $ 3,485,578 $ 3,269,939 7%
31
Financial Objectives
Creating Value Marketing Strategy

32. Reconciliation of Non-GAAP Measures –
Adjusted Operating Income Margin
ARAMARK CORPORATION AND SUBSIDIARIES
RECONCILIATION OF NON-GAAP MEASURES
ADJUSTED OPERATING INCOME MARGIN - FOOD AND SUPPORT SERVICES U.S.
(Unaudited)
(In thousands)
In the second quarter of fiscal 2005, ARAMARK recorded a $9.7 million gain related to a real estate sale by an equity affiliate. The table below is
presented to illustrate the effect of this gain on operating income margin, which we define as operating income expressed as a percentage of sales.
Six Months Ended
April 1, 2005 April 2, 2004 Change
Food and Support Services - U.S. Sales (as reported) $ 3,482,236 $ 3,333,586
Food and Support Services - U.S. Operating Income (as reported) $ 172,282 $ 150,432
Food and Support Services - U.S. Operating Income Margin (as reported) 4.9% 4.5%
Food and Support Services - U.S. Sales (as reported) $ 3,482,236 $ 3,333,586
Food and Support Services - U.S. Operating Income (as reported) $ 172,282 $ 150,432
Less: Gain on Sale (9,737) -
Food and Support Services - U.S. Operating Income (as adjusted) $ 162,545 $ 150,432
32
Food and Support Services - U.S. Operating Income Margin (as adjusted) 4.7% 4.5% 0.2%
Financial Objectives
Creating Value Marketing Strategy

33. Reconciliation of Non-GAAP Measures –
Internal Cash Flow
ARAMARK CORPORATION AND SUBSIDIARIES
RECONCILIATION OF NON-GAAP MEASURES
CASH FLOW BEFORE WORKING CAPITAL AND AFTER CAPITAL EXPENDITURES (INTERNAL CASH FLOW)
(Unaudited)
(In Thousands)
Cash flow before working capital and after capital expenditures, as defined by ARAMARK, is an internal operating metric used by management to evaluate cash flows from normal operations of our business,
excluding the impact of working capital changes and unusual gains. This metric eliminates the volatility of working capital changes which long term investors may find useful.
Fiscal Year Ended
September 29, 2000 September 28, 2001 September 27, 2002 October 3, 2003 October 1, 2004
Cash flow before working capital and after
capital expenditures:
Income from continuing operations $ 148,583 $ 162,739 $ 251,320 $ 265,368 $ 263,104
Depreciation and amortization 197,746 214,561 229,608 262,944 297,993
Income taxes deferred 3,073 10,182 17,740 29,675 32,749
Other income and insurance proceeds, net of taxes - - (30,803) (13,100) -
Net purchases of property and equipment and client contract investments (188,062) (192,062) (203,735) (270,423) (288,260)
Cash flow before working capital and after capital expenditures $ 161,340 $ 195,420 $ 264,130 $ 274,464 $ 305,586
Reconciliation of cash flow before working capital and after capital expenditures
to net cash provided by operating activities from continuing operations: $ 161,340 $ 195,420 $ 264,130 $ 274,464 $ 305,586
Net purchases of property and equipment and client contract investments 188,062 192,062 203,735 270,423 288,260
Other income and insurance proceeds, net of taxes - - 30,803 13,100 -
(Gain) loss on investments - - (45,320) 10,700 -
Changes in noncash working capital 17,477 (65,127) 103,026 59,766 (43,068)
Net proceeds from sale of receivables - 140,885 39,105 - -
Other operating activities (20,484) (21,417) (17,475) (22,192) (33,212)
Net cash provided by operating activities from continuing operations $ 346,395 $ 441,823 $ 578,004 $ 606,261 $ 517,566
Net cash used in investing activities from continuing operations $ (432,553) $ (247,837) $ (1,031,393) $ (269,215) $ (439,440)
Net cash provided by (used in) financing activities from continuing operations $ 73,794 $ (217,071) $ 435,976 $ (338,865) $ (77,282)
Reconciliation of net purchases of property and equipment:
Purchases of property and equipment and client contract investments $ (203,047) $ (204,529) $ (219,767) $ (298,606) $ (308,763)
Disposals of property and equipment 14,985 12,467 16,032 28,183 20,503
33
$ - $ (188,062) # $ (192,062) #$ (203,735) # $ (270,423) # $ (288,260)
Financial Objectives
Creating Value Marketing Strategy

34. Reconciliation of Non-GAAP Measures –
Net Capital Expenditures as a
Percentage of Sales
ARAMARK CORPORATION AND SUBSIDIARIES
RECONCILIATION OF NON-GAAP MEASURES
NET CAPITAL EXPENDITURES AS A PERCENTAGE OF SALES
(Unaudited)
(In Thousands)
Net capital expenditures, expressed as a percentage of sales, is a metric utilized by management to review cash flow dynamics, which long term investors may find useful.
Fiscal Year Ended Six Months Ended
October 3, 2003 October 1, 2004 April 2, 2004 April 1, 2005
Reconciliation of net purchases of property and equipment:
Purchases of property and equipment and client contract investments $ (298,606) $ (308,763) $ (138,023) $ (150,358)
Disposals of property and equipment 28,183 20,503 8,160 7,705
Net purchases of property and equipment and client contract investments $ (270,423) $ (288,260) $ (129,863) $ (142,653)
ARAMARK Corporation Consolidated Sales $ 9,447,815 $ 10,192,240 $ 4,976,386 $ 5,389,375
Net purchases of property and equipment and client contract investments
as a percentage of sales 2.9% 2.8% 2.6% 2.6%
34
Financial Objectives
Creating Value Marketing Strategy

35. Chris Malone
Senior Vice President
MARKETING

36. Customer Focused
Growth Strategy
Competitive
Differentiation Customer
Insight
Customer & Client
Thought
Satisfaction
Increased
Leadership
Base Business Growth
+ Retention
+ New Business
= Organic Growth
Operational
Product & Service
Excellence
Innovation
Client
Alignment
36
Financial Objectives
Creating Value Marketing Strategy

37. Insight & Thought Leadership
Foundational Customer Insights
Campus Master Planning Studies
That Drive New Dining Programs
at 19 Major Universities
200,000 Customers Interviewed 2,500 Clients Interviewed
at 1,200 Dining Locations at 800 Accounts
37
Financial Objectives
Creating Value Marketing Strategy

38. Lunch Share of Stomach
Less than 50% share across most sectors
Bring From Home reflects unmet needs
Offsite competition greatest in Campus and Business
% of Meals per Week Offsite Home Skip
Onsite
High School Dining 53% 19% 11%
17%
Campus Dining 35% *
25%
38% 2%
Business Dining 29%
21% 5%
45%
Hospital Dining 13%
11% 37%
39%
Total 6%
20% 31%
43%
38
* Includes meals eaten from and at home/room
Financial Objectives
Creating Value Marketing Strategy

39. Lunch Participation
& Frequency
Daily Lunch Participation
High School Dining 64%
Campus Dining 64%
Business Dining 49%
Hospital Dining 48%
Total 54%
39
Financial Objectives
Creating Value Marketing Strategy

40. Lunch Participation
& Frequency
Low FREQUENCY drives daily participation levels
Weekly onsite lunch participation is universally high
Innovation needed to capture additional purchase occasions
Weekly Lunch Participation
High School Dining 87%
50%
12% 25%
Campus Dining 40% * 80%
13% 27%
Business Dining 85%
22% 34% 29%
Hospital Dining 79%
25% *
20% 34%
Total 18% 31% 83%
33%
1 Meal/ 2-3 Meals/Week 4+ Meals/Week
Week
40
* Includes weekend meals
Financial Objectives
Creating Value Marketing Strategy

41. Convenience &
Grocery Retailing
Tapping At/From Home & On-the-Go Meals
# of Stores Growth Rate
Convenience Over 200 Over 25%
Retailing
Profile Convenience Stores, Grocery
Stores & Retail Walls in
Campus and Business locations
41
Financial Objectives
Creating Value Marketing Strategy

42. Specialty Coffee Retailing
Capturing morning & break time meals
# of Sites Growth Rate
Specialty Coffee Over 600 Over 10%
Retailing
Profile Business, Campus,
Healthcare and Sports &
Entertainment locations
42
Financial Objectives
Creating Value Marketing Strategy

43. Retail Dining Experiences
Building onsite meal purchase frequency
# of Schools Growth Rate
U.B.U. Lounge Over 100 Over 10%
& 12 Spot Brands
Profile High Schools & Middle Schools
43
Financial Objectives
Creating Value Marketing Strategy

44. Industry Innovation Awards
2005 FM Best 2005 MenuMasters 2005 Team
2005 ADA Clinical
Convenience Best Onsite Menu Casual Line
Nutrition Excellence
Retailing Concept
2004 RCA Best
2005 NAUMD 2005 FM Best Customer
2005 NACUFS
New Product
Image of the Year Service Concept
Best Big Idea
44
Financial Objectives
Creating Value Marketing Strategy

45. Accelerating Innovation & Growth
ARAMARK Innovation Center
– Retail concept development
– 120 full-time professionals
– Opens June 2005
45
Financial Objectives
Creating Value Marketing Strategy

46. Customer Focused
Growth Strategy
Competitive
Differentiation Customer
Insight
Customer & Client
Increased
Thought
Satisfaction
Leadership
Base Business Growth
+ Retention
+ New Business
= Organic Growth
Operational
Product & Service
Excellence
Innovation
Client
Alignment
46
Financial Objectives
Creating Value Marketing Strategy

47. Jack Donovan
President
ARAMARK
BUSINESS,
SPORTS AND
ENTERTAINMENT

48. Sectors Served
Business & Industry
Corrections
Stadiums & Arenas
Convention Centers & Parks
48
Business, Sports Education International Uniforms
and Entertainment and Healthcare

49. Business & Industry
Business Dining
Refreshments
Conference Centers

50. Opportunity
B&I revenue opportunity over $30 billion
– Solutions for any size B&I client
• Refreshments applications for sites with 20 or more people
• Business dining for sites with over 500 employees
• Emerging integrated facility management model for office
locations
– Food, plant operation & maintenance, housekeeping, mailroom
services, meeting planning, and conference center
management
50
Business, Sports Education International Uniforms
and Entertainment and Healthcare

51. Business and Industry Scan
Trend ARAMARK Implication
Base business growth from higher participation and
Stable employment levels
check averages.
Entice employees to remain on-site. Dining, refreshment
Employers desire to services, catering, convenience retailing build employee
drive productivity satisfaction.
Utilize capability to respond to national procurement
Client organizations are
processes. Manage cost to reduce/eliminate client
working to reduce costs
subsidy.
Provide fresh, continually updated dining concepts. Use
Customers demand
a blend of national, local and ARAMARK brands.
“retail” experience
Emphasis on appealing to the health conscious.
Use single cup brewing systems to deliver high quality
Availability of customer
branded refreshments. Use hand held technology.
facing technology
51
Business, Sports Education International Uniforms
and Entertainment and Healthcare

52. “It’s a New Day”
Fast Facts
Fast Facts
Employees spend an average
Every employee who buys
37% less time away from
one more meal onsite a week
work when they buy their
adds 11.8 more hours
main meal at the onsite
worked annually.
dining service.
When we ask clients what’s important, they consistently respond:
• Productivity
• Lower healthcare costs
• Morale
• Employee satisfaction
According to a survey published by Chief Executive magazine, CEOs
see people issues as the most important rising factor in creating
shareholder value. 52
Business, Sports Education International Uniforms
and Entertainment and Healthcare

53. Customer-Centric Programming
National
Research
Account
Focus Groups Strategy
Daypart/Neighborhood Planning
Works Best If Solution
Set
Growth Plan Tactics Brand Strategy
Improve Improve Enhance Improve Increase Focus on
Speed of Value/ Retail Healthy Check Non-User
Service PerceptionExperience
Perception Average Comm.
53
Business, Sports Education International Uniforms
and Entertainment and Healthcare

54. Business Customer Segments
LIGHT/NON USERS HEAVY USERS
0 – 1X per week 4 – 5X per week
Get Away Brown Baggers = 24% Convenience Café Lovers = 15%
*Healthy Desk Brown Baggers = 18% Time Pressed Refuelers = 11%
26%
42%
32%
MEDIUM USERS
2 -3X per week
*Greatest opportunities
to deliver new solutions Relaxed Offsite Eaters = 10%
*Healthy Offsite Eaters = 22%
54
Business, Sports Education International Uniforms
and Entertainment and Healthcare

55. How Do We Create a
Customer Centric Experience?
Everyday Favorites Including:
And…Guest Restaurants! 55
Business, Sports Education International Uniforms
and Entertainment and Healthcare

56. Personal – Memorable – Ever Changing
Training
Merchandising
Standards of
Brand
Communication
Operation
Positioning
Image &
Targeted Menu
Environment
Mix
56
Business, Sports Education International Uniforms
and Entertainment and Healthcare

57. Refreshment Services
Environment
Solutions
Equipment
Complete Breaktime Experience
Brands Service Technology
57
Business, Sports Education International Uniforms
and Entertainment and Healthcare

58. Refreshment Services –
National Account Management
Most experienced national refreshments company
Provide combined office coffee and vending
Client Benefits with ARAMARK:
Dedicated ARAMARK National Account Manager
Most comprehensive refreshments product line
Centralized billing and reporting
RefreshTECH
World class service culture
58
Business, Sports Education International Uniforms
and Entertainment and Healthcare

59. Corrections

60. Opportunity
1,200 state facilities
– $1.5 billion food, $900 million commissary
– 80% unconverted
3,100 county facilities
– $1 billion food, $600 million commissary
– Commissary and property room management serve
as base business build-outs
60
Business, Sports Education International Uniforms
and Entertainment and Healthcare

61. Corrections Scan
Trend ARAMARK Implication
Focus on state system conversion.
State systems strive to control
”OpEx” model insures compliance.
costs & improve service levels
Assist self-op counties in taking a “second
look” at contracting. Offer efficient operation
County budgets continue to tighten
of commissary and property rooms.
New product and service offerings to spur
Inmate populations continue
base business growth. Build commissary
to grow modestly
check average through marketing programs.
61
Business, Sports Education International Uniforms
and Entertainment and Healthcare

62. Growth Strategy – Corrections
Continued focus on state systems
Conversion of remaining county programs
Commissary focus
Property room add-ons to existing
food/commissary accounts
62
Business, Sports Education International Uniforms
and Entertainment and Healthcare

63. Sports & Entertainment
Stadiums & Arenas
Cultural Attractions,
Convention Centers & Parks

64. Opportunity – Sports
Exceeds $8 billion food & retail
– Major league professional sports venues
• Baseball, Football, Basketball, Hockey
– Top tier minor league venues
• Baseball
– Emerging professional sports leagues
• Indoor lacrosse
• Indoor soccer
• Arena League Football
– Amphitheatres over 5,000 seats
64
Business, Sports Education International Uniforms
and Entertainment and Healthcare

65. Pro Partnership Roster –
Stadiums & Arenas
65
Business, Sports Education International Uniforms
and Entertainment and Healthcare

66. Opportunity- Convention Centers,
Parks and Cultural Attractions
Exceeds $6 billion food & retail
Serves 5 of the “Big Ten” convention centers
– Las Vegas, New Orleans, Philadelphia, Anaheim,
Los Angeles
Parks
– Lake Powell, Denali, Lake Tahoe
Day parks/cultural attractions
– Ellis Island, Hearst Castle, Baltimore Science
Center
66
Business, Sports Education International Uniforms
and Entertainment and Healthcare

67. Sports & Entertainment Scan
Trend ARAMARK Implication
Unique offerings by venue. Utilize local sports
Major Leagues create
celebrity into brand offerings.
a better fan experience
Increasing use of
Expand use of handheld technology.
customer facing technology
Minor leagues seek to emulate
Increase focus on minor league teams -
the fan experience created by
70% unconverted.
the major leagues
Marketing ARAMARK operated venues with client
Increasing demand for trade
organizations. Additional opportunity for
show and professional
concession sales.
association events
Base business growth through increased customer
Tourism returning
counts at lodging and day parks.
after 9/11
67
Business, Sports Education International Uniforms
and Entertainment and Healthcare

68. Customer Facing Technology
e
D Inn
pe ce
nc
em o
Ex an
rie
on vat
n nh
st ion
Fa E
ra
te
‘M
d
R al
os
en
ec u
ita se
tV
Sp
o g ab
a p rea
n i le
r C Inc
z e Fa
Pe
n
68
s’
Business, Sports Education International Uniforms
and Entertainment and Healthcare

69. Improve the Fan Interaction
Cashless
– Ease of use for families
– Ease of use for client
Game 6
entertainment
– Proven higher spend Diamond
Improves speed of Club
service
69
Business, Sports Education International Uniforms
and Entertainment and Healthcare

70. Spend Comparison: Per Capita
2x
Game 6
Diamond
Game 6
Game 6
Club
Club
General
Level
Concessions
Concessions
70
Business, Sports Education International Uniforms
and Entertainment and Healthcare

71. Case Study:
Adding Value to S&E Clients
Concourse,
Rt Field Restaurant
Per Capita Spending
At Fenway Park
Yawkey Way
14.0%
14.0%
13.9%
13.9%
9.0%
9.0%
9.4%
9.4%
2000 2001 2002 2003 2004 71
Business, Sports Education International Uniforms
and Entertainment and Healthcare

72. Jack Donovan
President
ARAMARK
BUSINESS,
SPORTS AND
ENTERTAINMENT

73. Andrew Kerin
President
ARAMARK
HEALTHCARE
AND EDUCATION

74. Higher Education

75. ARAMARK in Higher Education
Facility Services Dining Services
Comprehensive Master
Facility Planning
Management
Culinary
Building
Development
Maintenance
Venue Design
Custodial
Grounds Residential,
Energy Retail and
Management Catering
Services
Capital Project
Management
Building
Commissioning
75
Business, Sports Education International Uniforms
and Entertainment and Healthcare

76. Higher Education Platform
Enabling the Mission
Institutional Goals Delivered Outcomes
Enhance the Institutional Brand
Competitive Differentiation
Cater to the Gen Y Student
Distinctive Environments
and Experiences 21st Century Living and
Learning Environments
Growth and Optimization
Enhanced Institutional Assets
Transformation
Showcasing the Institution:
Lifelong Connection Donors, Alumni, Parents
76
Business, Sports Education International Uniforms
and Entertainment and Healthcare

77. Higher Education Opportunity
Target Opportunity: $40 billion
Redefine Opportunity
Total facilities maintenance Dining Services
Facility Services
and operations budget ARAMARK
ARAMARK
Current
Uptapped
Total student spend on Competitors
dining Self-Op Current
Competitors
Untapped
Strategies to Penetrate
Opportunity Self-Op Current
Competitor
New account acquisition Untapped
Existing client service Competitor
Self-Op
Current
expansion Untapped
ARAMARK
Untapped ARAMARK
Current
Increase customer share at
Data based on 1,600 4-year higher-ed institutions
existing accounts
Sources: GeoStrategy Competitive Analysis, June 2004
Chronicle of Higher Ed Almanac 2004,
77
American School and University M&O Spending Issue 2004
Business, Sports Education International Uniforms
and Entertainment and Healthcare

78. New Account Acquisition
Segmentation and Targeting Convert the Capture
self-operation competitor share
Segmented sales force with
focus on self-op
New Account Opportunity:
Propensity to change
$17 billion - 1,600 Accounts
research
Dining Services Facility Services
Senior-level entry point
Industry Competitor
Competitor
Positioning/Messaging
Awareness building campaign Self-Op
Self-Op
Thought leadership
Industry presence
Source: AS&U Privatization Study
78
Business, Sports Education International Uniforms
and Entertainment and Healthcare

79. Existing Client Service Expansion
Cross-Sell: Food and Facility
Cross-Sell
– The President’s Challenge Dining
Opportunity:
– Segmentation and targeting $4 billion
Facility
Facility Services Expansion
– Enterprise teams
– Asset management services Facility Services Current Client
Expansion
– Technical services Revenue
Opportunity:
– Comprehensive facility
$1.2 billion
management Facility Service
Expansion
79
Business, Sports Education International Uniforms
and Entertainment and Healthcare

80. Increased Consumer Spend
at Existing Accounts
Annual Consumer Spend - $4.5 billion
Convenience Retailing Uncaptured Opportunity - $3.3 billion
Customer Loyalty Program
Uncaptured
MarketMATCH Resident Spend
Master Planning Uncaptured
Non-Resident
Spend
Enhanced POS Solutions Captured
Spend
eCommerce
Web Sites
During the academic year:
Average resident spend on food, convenience, grocery items = $3,502
Average non-resident spend on food, convenience, grocery items = $1,667
Source: Spring 2004 Student Spend DiningStyles Survey
80
Business, Sports Education International Uniforms
and Entertainment and Healthcare

81. K-12 School Districts

82. ARAMARK in
K-12 School Districts
Construction
Construction
Management
Management
Building
Building Grounds
Grounds
Commissioning
Commissioning
Food
Food Concessions
National School Concessions
National School
Services
Services Breakfast Program
Breakfast Program Satellite
Satellite
Maintenance
Maintenance
Feeding
Feeding
National School
National School
Catering
Catering Lunch Program
Lunch Program
Vending
Vending
Facility
Facility Uniforms
Uniforms
Services
Services
Nutrition On-Site
Nutrition On-Site
Programs Retail Concepts
Programs Retail Concepts
Energy
Energy
Vending/
Vending/ Central Food
Central Food
Uniforms
Uniforms Production
Production
Custodial
Custodial
82
Business, Sports Education International Uniforms
and Entertainment and Healthcare

83. K-12 Platform
Partners for Progress
Delivered Outcomes
Institutional Goals
District Pride
Student Achievement
Resource Optimization
Budget Management
Student Satisfaction
Service Excellence
Improved Learning Environment
Employee Development
Improved Student Nutrition
Community Engagement
Motivated Employees
83
Business, Sports Education International Uniforms
and Entertainment and Healthcare

84. K-12 Opportunity
Total Opportunity:
Strategies to Penetrate $36 billion
Food Services
Facility Services
Self-Operation Conversion
ARAMARK
Current
Expand Services with Current ARAMARK
Untapped
Clients Competitor
Current
Capture Untapped Student Self-Op Competitor
Untapped
Spend
Self-Op Current
Competitor
Untapped
Competitor
Self-Op
Sources: NCES, Census Data 2002
Current
Chronicle of Higher Ed Almanac 2004,
Untapped
ARAMARK
ARAMARK
American School and University M&O Spending Issue 2004
Current
Untapped
84
Business, Sports Education International Uniforms
and Entertainment and Healthcare

85. New Client Acquisition
Self- Op Opportunity:
$29 billion
Strategies for Converting the Self-Op
Food Services
Outsource
Segmentation and Targeting
– Enrollment and square footage
Self-Operate
– High demographic growth
– States legislatively open to outsourcing
Awareness-Building Campaign
Facility Services
Outsource
Thought Leadership
Industry Association Presence
Self-Operate
Source: AS&U Privatization Study
85
Business, Sports Education International Uniforms
and Entertainment and Healthcare

86. Existing Client Service Expansion
Food
Cross-Sell Opportunity
Cross-Sell: Food and Facilities
Opportunity:
– The President’s Challenge $2 billion
Facility
Opportunity
Facility Services Expansion
– Total Facility Management
– Property Management
Current Client
Facility Services Revenue
– Additional Technical Services
Expansion
Opportunity:
$800 million Facility Up-Sell
Opportunity
86
Business, Sports Education International Uniforms
and Entertainment and Healthcare

87. Increasing Student Spend
at Existing Accounts
Customer Expansion Opportunity:
Strategies $2.6 billion
Attract non-user participation
12
Increase frequency of current users
Lunch 1
11
Additional day parts
Key Initiatives 2
10
Mid-PM Snack
Retail dining concepts Mid-AM Snack
Promotions: Celebrity Lunch Lady
3
Java City, smoothies, catering 9
Pre-pay debit card and POS technology
After-School Snack
Breakfast 4
8
5
7
6
Source: ARAMARK research 2004. 2005
87
Business, Sports Education International Uniforms
and Entertainment and Healthcare

88. Healthcare

89. ARAMARK in Healthcare
Uniform Services
Apparel One—Total uniform solution
Galls public safety
Facility Services
Main
Food Services Specialty Hospital
Programs
Hospital
World Class Patient
Environmental Services
Services
Laundry and Linen
Café dining
Central Transportation
Retail management
Patient Service Associates
JAVA City
Facility Operations
Small site solutions
Management
Convenience stores
Energy Management
Vending Medical Office
Grounds Maintenance
Buildings and Labs
Office coffee
Capital Program Management
Office services
Strategic Facilities Planning
Senior Living
Supply Chain Management
Clinical Technology Services
Maintenance management services
Life-cycle management advisory services
Capital Asset Protection Program
Regional shared services
Network technologies parts sourcing
89
Business, Sports Education International Uniforms
and Entertainment and Healthcare

90. Healthcare Platform
Best Environments, Best Care
Institutional Goals Delivered Outcomes
Quality Care Distinctive Environments
and Experiences
Competitive Advantage
Employer of Choice Patient Satisfaction
Patient/Employee
Employee Satisfaction
Satisfaction
Improved Throughput
Resource Optimization
90
Business, Sports Education International Uniforms
and Entertainment and Healthcare

91. Healthcare Opportunity
Self-Op Conversion Strategy Total Opportunity : $36B
– Enterprise sales force ARAMARK
Other
– Thought leadership platform Share
Share
– Client intimacy
Non-
Differentiation Strategy Target
Self-op
– Comprehensive portfolio with
Potential
best-in-class delivery Self-Op
Untapped $24BPotential
– Patient centered platform Consumer
Spend
– Enabling environments
91
Source Data: NRA;AHA
Business, Sports Education International Uniforms
and Entertainment and Healthcare

92. Share of Client Spend —
Service Expansion
Mission One Strategy Service Expansion Opportunity:
$7 Billion
Vertical sales force
Base business build-out
ARAMARK
toolkit Today
Cross training of on-site
teams
CTS
President’s Challenge
Food
Facility
92
Business, Sports Education International Uniforms
and Entertainment and Healthcare

93. Share of Customer
Strategies:
Additional day parts
Outpatients/visitors
Healthcare Customer Share
5.1 weekly opportunities per customer
Speed and convenience for employees
Outcomes:
Off-site Skip
Small site solutions (Bakery Cafes)
Specialty coffee solutions
Bring
Catering From On-site
Home
WebFood remote kiosk and ordering system
Convenience retailing and gift shops
Credit card and payroll deduct
$1 billion base growth opportunity
Sources: Internal surveys; National Restaurant Association 2005 Industry Forecast
* Customized, proprietary psychographic segmentation
93
Business, Sports Education International Uniforms
and Entertainment and Healthcare

94. Enterprise and Service
Expansion Results
Today: 1,300 Healthcare Clients 2004 New Business:
90% Enterprise or Vertical Service Expansion
New single
service to
new client
Facilities
New service
to existing
client
Food 4%
New multiple
service to
Clinical new client
Technology
Enterprise
Vertical service
We provide food, facilities and CTS
expansion
for only 4% of our Healthcare clients
94
Business, Sports Education International Uniforms
and Entertainment and Healthcare

95. Questions
and Answers

96. Ravi Saligram
President
ARAMARK
INTERNATIONAL

97. ARAMARK International’s
Reported Revenues
$1.8
$’s in billions
R
CA G
13%
$1.4
$1.2
$1.1
$1.0
$1.0
1999 2000 2001 2002 2003 2004 97
Business, Sports Education International Uniforms
and Entertainment and Healthcare

98. ARAMARK International’s
True Size and Scope
2004 Revenues
2004 Reported Revenues
Including JV’s
$1.8 billion
$3.1 billion
Canada Majority
UK Japan
Owned
Subs
Other
Korea Germany Ireland
Spain
Chile
Belgium
Includes $1.8 billion of international sales
as reported plus $1.3 billion of sales from
minority-owned JV’s.
98
Business, Sports Education International Uniforms
and Entertainment and Healthcare

99. Concentration in Europe with
Growth in Asia and the Americas
Americas Europe
Asia
99
Business, Sports Education International Uniforms
and Entertainment and Healthcare

100. ARAMARK International’s
Operating Income Growth
$66
$’s in millions
$60
R
CAG
%
16
$46
$40 $39
$32
3.6%
Operating 3.3%
Margin
1999 2000 2001 2002 2003 2004
100
Business, Sports Education International Uniforms
and Entertainment and Healthcare

101. Consumer Trends in Europe
and Japan
Consumer
Demographic/ ARAMARK
Behavioral Shift Trends Implications/Response
Obesity/ • Healthy Options • Fresh Foods/Menus
Well Being
Single • Convenience • Grab’n Go, Coffee Bars
Households • Snacking • C Stores
Aging • Senior Homes • Growth in Senior Sector
Population
101
Business, Sports Education International Uniforms
and Entertainment and Healthcare

102. Client Trends in Europe
and Japan
Client ARAMARK
Behavioral Shift Trends Implications/Response
B&I Maturing • Fixed Price/P&L • End-Consumer Focus
Hospital Cost • Increased • Focus on Hospitals Sector;
Pressures Outsourcing Utilize US Expertise
102
Business, Sports Education International Uniforms
and Entertainment and Healthcare

103. Driving Added Value to Clients:
Success Stories
Sector Country Site Theme Results Effect
Awarded Mid
Defence (MOD) UK Wattisham Retail # of transactions
Hants Super
Innovation tripled, average
Mac
spend doubled
Showcase/
Healthcare China Punan Pioneering Client eliminated
Advocacy
Hospital, Partnership logistics dept.;
Shanghai staff/patient meals
revenue up 50%+
S&E Spain Montemelo Drive Attendance New Sites
Race Track Attendance doubled; best
F1Grand Prix
103
Business, Sports Education International Uniforms
and Entertainment and Healthcare

104. ARAMARK
International Strategies
1. Achieve a top 3 presence in countries representing
80%+ of world’s GDP
2. Accelerate organic growth . . . build B&I, diversify into
Healthcare, Education and S&E
3. Drive margin improvement
4. Selective acquisitions
5. Focus on the end consumer
104
Business, Sports Education International Uniforms
and Entertainment and Healthcare