Managed Services,

Managed Better

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 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 “aim,” “anticipate,” “are confident,” “estimate,” “expect,” “will be,” “will continue,” “will likely
result,” “project,” “intend,” “plan,” “believe” 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 further unionization of our workforce; currency risks and other risks associated with international markets; risks associated with
acquisitions, including acquisition integration issues and 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 impact of natural
disasters on our sales and operating results; the risk that clients may become insolvent; 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,
the Federal school lunch program, Federal and state employment and wage and hour laws and import and export controls and customs laws; dram shop
compliance and 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 "Management's Discussion and Analysis
of Results of Operations and Financial Condition" and "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 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 results with investors and analysts, which are available on our website
www.aramark.com.

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ARAMARK: An Outsourced Services Leader

ƒ Leading provider of food, facilities 2005 Sales: $11.0 billion

and uniform services to Business,
Education, Healthcare, Government
Uniform & Career
and Sports & Entertainment clients Apparel 14%

ƒ Mid-teens average annual EPS

growth since 2001 IPO with strong
cash flow

ƒ 240,000 employees in 19 countries

ƒ Broad and deep management

ownership that fosters
entrepreneurial culture Food & Support 86%

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Services Provided

Food & Support Services Uniform Services

9Cafés, Executive 9Energy Management 9Uniform Rental / Lease
Dining Rooms
9Groundskeeping 9 Nationwide Service
9Catering
9Laundry & Linen Services 9 National Account
9Retail and C-Stores Programs
9Plant Operations
9Conference Center 9 Clean Rooms
9Central Transportation
Management
9WearGuard & Crest Brands
9Building Commissioning
9Refreshment
9 Direct Sale Offerings
Services 9Clinical Equipment Services
9 Managed & National
9Concessions 9Environmental Services
Account Programs
9Event Planning
9 QSR / Healthcare
9On-site Restaurants Leader
9Lodging 9Galls Brand
9 Public Safety
9 Catalog Business

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Fiscal Year 2005 Highlights

ƒ Total Sales ƒ Up 8% to $11.0B

ƒ Net Income ƒ Up 10% to $288M
ƒ Diluted Earnings Per ƒ Up 13% to $1.53
Share
ƒ Cash Flow* ƒ Up 18% to $612M
ƒ Dividend ƒ Up 27% to $0.28**
ƒ Cash Returned to ƒ $215M***
Shareholders
ƒ Additional Repurchase ƒ $200M
Authorization
* From operating activities.
** On an annualized basis (2006 vs. 2005).
*** Open market share repurchases and cash dividends.
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Entrepreneurial Culture Through Ownership

Current Economic Ownership*

ƒ Employee ownership
reaches deep into the Management
organization & Employees
34%

ƒ Over 19,000 employee

owners – direct and
through benefit plans

ƒ Critical advantage for a

services company
Public Investors
66%
*As of 12/31/05.

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Drivers of Outsourcing

ƒ Client focus on core business

ƒ “Customer” (end-user) satisfaction is critical

to client

ƒ Improved effectiveness often important to

client’s success

ƒ Client cost reduction

About 40% of New ARAMARK Business in 2004-2005

Came From Previously Self-Operated Clients

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Worldwide Food & Support Services

2005 Sales: $9.4 Billion Sector Analysis*

Sports &
International 24% Entertainment Business

Healthcare

U.S. 76%

* Estimated. Education

Significant Diversification Across Business Sectors

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 International Food & Support Services

2005 Sales: $2.3 billion 2005 Sales Including Minority JV’s*:

$3.4 billion
Belgium Other
Korea
Spain

U.K. Japan
Chile Majority
Owned
Subs
Ireland**

Germany Canada

* Includes $2.3 billion of international sales as reported plus $1.1 billion of sales from
minority-owned JV’s.

** Increased ownership to 90% in February 2005.

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Business Model

ƒ On-site service provider

– Contract with client (Business, College, Hospital)

– Service directly affects “customer” (Employee,

Student, Patient, Fan)

– “Embedded” in the client organization – mid 90%

retention

ƒ Focus to improve outcomes important to client

ƒ Cost efficiencies through common practices and

purchasing volume
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How We Add Value

ƒ Customer knowledge
– Understand preferences through research and operational
experience
ƒ Tailor service offerings to increase customer satisfaction
– Broad, retail-oriented food service offerings
– Improved environment through facilities management
ƒ Improve economics to client through:
– Increased customer spend and participation
– Higher quality / efficiency to support client’s mission
– Standardized operation and volume to drive cost efficiencies

Value is More Than Just Low Cost

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Growth Opportunities

ƒ Additional penetration into self-operated clients

– Healthcare, Education are underpenetrated
ƒ Higher usage at existing clients
– Improved service offerings attract more customers
from on-site population
ƒ Additional services
– Cross-selling food and facilities services
ƒ International expansion
– Grow from current 19 country base

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Penetration into Self-Op Clients – Healthcare

Self-Op Conversion Strategy Opportunity: $36B

ƒ Enterprise sales force ARAMARK
Other
ƒ Thought leadership platform Share
Share

ƒ Client intimacy
Non-
Differentiation Strategy Target
Self-op
ƒ Comprehensive portfolio with Potential
Self-Op
best-in-class delivery Untapped $24BPotential
Consumer
ƒ Patient centered platform Spend

ƒ Enabling environments

Source Data: NRA;AHA

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Higher Usage at Existing Clients –
Higher Education
Product Mix and Marketing
Programs:
Driving Higher Margin Base
Business Growth through….
ƒ Convenience Solutions Earn Points
Same store sales up 16%
ƒ eCommerce and POS Solutions
Check average up 27%
ƒ Lifestyle Meal Plan Marketing and
Customer Loyalty Programs
Voluntary Plan enrollment up 15%

Note: Percentages represent year-over-year increases in the account

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Higher Usage at Existing Clients –
Sports & Entertainment
Per Capita Spending Concourse,
Rt Field Restaurant
At Fenway Park

14% CAGR Yawkee Way

2000 2001 2002 2003 2004 2005

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Additional Services – Healthcare

1,000 Healthcare Facilities 2004 - 2005 New Business

Facilities New single

service to new
11% client
New service to
Food New multiple existing client
4% 10% service to new
client
1%

Clinical
Technology

We Provide Food, Facilities and CTS For

Only 4% of Our Healthcare Clients
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 International Expansion

Strategy Europe Healthcare

ƒ Achieve Top 3 presence in Opportunity: $43B
countries representing
80%+ of world’s GDP
Self-Op
ƒ Accelerate organic growth – Potential

build B&I, diversify into

Healthcare, Education and Europe Education
S&E Opportunity: $22B
ƒ Make selective acquisitions
ƒ Focus on the end consumer Self-Op
Potential

Source: Gira

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 ARAMARK: Uniform & Career Apparel

A leading U.S. provider with approximately $1.6 billion in sales in fiscal 2005
Rental: Uniform Services
Direct Marketing: WearGuard/Crest and Galls

Uniform WearGuard/ Galls

Services Crest
ƒ Uniform Rental / Lease/ ƒ Workwear, Image Apparel ƒ Public Safety
Direct Purchase ƒ Mass Personalization / Design ƒ Equipment / Supplies
ƒ Dust Control ƒ Managed Account Programs ƒ Apparel
ƒ Clean Room ƒ Quick Service Restaurant ƒ Accessories
ƒ Nationwide Network Leader ƒ Managed Account Programs
ƒ Healthcare

Sourcing, Manufacturing, Distribution

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Business Model

ƒ Broad line of rental and direct sale career apparel

covering nearly all job categories

ƒ A nationwide network of uniform rental service

facilities covering 90% of the top 200 markets

ƒ Broad, direct distribution through catalog, outbound

telemarketing, sales force and internet

ƒ Best-in-class global uniform manufacturing /

sourcing to reduce costs and control quality

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How We Add Value

ƒ Important component of employer branding

– Particularly service companies
– Significant customizing capability

ƒ Consistent employee image

ƒ Increased employee satisfaction

ƒ Improved employee protection

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Growth Opportunities

ƒ Penetration of “non-user” population

– 26 million potential “first-time” users
– Currently about 50% of new sales

ƒ Ancillary sales to existing customers

– Cross-sell allied, sanitation products

ƒ Nationwide clients
– Ability to standardize products, services and cost

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 Transforming the Uniform Business

Sales Excellence Margin Expansion

ƒ Shift to a sales driven ƒ Merchandise
organization
ƒ Plant and operations
– 30% increase in headcount
– 20% increase in productivity
ƒ Delivery and distribution
– Focus on hiring, on- ƒ Labor
boarding, training, retention
ƒ Business processes
– Improved sales tools
– Sales as a career path

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Operating & Financial Discipline

ƒ Organic sales growth

ƒ Margin improvement

ƒ Cash flow

ƒ Acquisition strategy

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Long-Term Financial Objectives

Top-line organic growth: 6-8%

Key Focus: Mission One

Operating income growth: 8-12%

Key Focus: product mix, labor management

EPS Growth: 12-14%

Key Focus: optimal capital structure

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Drivers of Margin Expansion

ƒ Product costs
– Supply chain driven
– Production discipline and
operational efficiency Costs as % of total
– Product mix and marketing
programs
– Uniform sourcing and Other
Product
manufacturing initiatives
Labor
ƒ Labor and related costs
– Labor management tools
– Technology driven initiatives
– Medical costs
– Workers’ compensation

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Strong Cash Flow Dynamics

Working Capital Dynamics

ƒ Significant cash sales component ƒ Low inventory requirements
– 30%+ of total – Food approximately 2-3% of sales
ƒ Scale drives attractive vendor terms – Facilities inventory is negligible

Net Capex Trends as a % of Sales Cash Flow from Operating Activities*

CAPEX DA
% $ Million

3.0 700

2.5 600
500
2.0
400
1.5
300
1.0
200
0.5 100
0.0 0
2003 2004 2005 2001 2002 2003 2004 2005

* From continuing operations.

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Acquisition Strategy

Disciplined and Return-Focused

ƒ Target: 15% after-tax IRR
ƒ EPS accretive in 1-2 years

Strategies
ƒ Strengthen existing services and client portfolio
– Fine Host, Harrison, CTS

ƒ Add or strengthen key services

– ServiceMaster

ƒ Expand International reach

– AIM Services (Japan); Campbell Catering (Ireland);
Restauracion Colectiva & Rescot (Spain); Central
Restaurantes (Chile); Catering Alliance (UK); Bright
China Service Industries, Golden Collar (China)
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 History of Solid Performance

Sales - billions Net Income - millions

$12
$300
Sales
$10 Net
$250
Income
$8
$200

$6
$150

$4 $100

$2 $50

$0 $0
'85 '86 '87 '88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05

Reflects actual amounts originally reported in Form 10K Annual Reports. Not restated for discontinued operations (Educational Resources business
sold in FY 2003). Fiscal 2003 includes insurance proceeds of $19.7 million net of tax and income from discontinued operations of $35.7 million.
Effective beginning FY 2002 goodwill is no longer amortized.
1985 is a 9 month period. 1986, 1992, 1997, 2003 are 53 week years.
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Managed Services,
Managed Better

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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

October 3, 2003 October 1, 2004 September 30, 2005

Reconciliation of net purchases of property and equipment and client contract investments:
Purchases of property and equipment and client contract investments $ (298,606) $ (308,763) $ (315,560)
Disposals of property and equipment 28,183 20,503 21,581
Net purchases of property and equipment and client contract investments $ (270,423) $ (288,260) $ (293,979)

ARAMARK Corporation Consolidated Sales $ 9,447,815 $ 10,192,240 $ 10,963,360

Net purchases of property and equipment and client contract investments

as a percentage of sales 2.9% 2.8% 2.7%

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