Exhibit 99.5
Ravi Saligram
President
ARAMARK
INTERNATIONAL
ARAMARK International’s Reported Revenues $’s in billions
1 3
% CAGR
$1.0 $1.0 $1.1 $1.2 $1.4 $1.8
1999 2000 2001 2002 2003 2004
Business, Sports and Entertainment
Education and Healthcare
International
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ARAMARK International’s True Size and Scope
2004 Reported Revenues $1.8 billion
2004 Revenues Including JV’s $3.1 billion
UK
Canada
Other Korea
Belgium
Spain Chile
Germany
Majority Owned Subs
Japan
Ireland
Includes $1.8 billion of international sales as reported plus $1.3 billion of sales from minority-owned JV’s.
Business, Sports and Entertainment
Education and Healthcare
International
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Concentration in Europe with Growth in Asia and the Americas
Americas
Europe
Asia
Business, Sports and Entertainment
Education and Healthcare
International
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ARAMARK International’s Operating Income Growth $’s in millions
16% CAGR
Operating Margin $32 $40 $39 $46 $60 $66
3.3%
3.6%
1999 2000 2001 2002 2003 2004
Business, Sports and Entertainment
Education and Healthcare
International
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Consumer Trends in Europe and Japan
Consumer Demographic/ Behavioral Shift
Trends
ARAMARK
Implications/Response
Obesity/ Well Being
Single Households
Aging Population
Healthy Options
Convenience Snacking
Senior Homes
Fresh Foods/Menus
Grab’n Go, Coffee Bars C Stores
Growth in Senior Sector
Business, Sports and Entertainment
Education and Healthcare
International
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Client Trends in Europe and Japan
Client
Behavioral Shift
Trends
ARAMARK
Implications/Response
B&I Maturing
Hospital Cost Pressures
Fixed Price/P&L
Increased Outsourcing
End-Consumer Focus
Focus on Hospitals Sector; Utilize US Expertise
Business, Sports and Entertainment
Education and Healthcare
International
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Driving Added Value to Clients: Success Stories
Sector
Defence (MOD) Healthcare S&E
Country
UK China Spain
Site
Wattisham
Punan Hospital, Shanghai
Montemelo Race Track
Theme
Retail Innovation
Pioneering Partnership
Drive Attendance
Results
# of transactions tripled, average spend doubled
Client eliminated logistics dept.; staff/patient meals revenue up 50%+
Attendance doubled; best F1Grand Prix
Effect
Awarded Mid Hants Super Mac
Showcase/ Advocacy
New Sites
Business, Sports and Entertainment
Education and Healthcare
International
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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
Business, Sports and Entertainment
Education and Healthcare
International
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Strategy #1: “Top 3” Position
Region
Major Countries
World % GDP
ARAMARK
Top 3 Position
Europe Germany 6.6% Y
UK 4.9% Y Ireland* 0.4% Y Spain 2.3% Y Belgium 0.8% Y Czech Republic 0.2% Y
Asia Japan 11.9% Y
S. Korea 1.7% N China* 3.9% N/A
Americas Canada 2.3% Y
Mexico 1.7% Y Chile* 0.2% Y Argentina* 0.4% Y Peru* 0.2% N
USA USA 30.0% Y
Presence in 20 countries, representing nearly 70% of world GDP
Business, Sports and Entertainment
Education and Healthcare
International
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*New Country Entry
10
Strategy #2:
Accelerating Organic Growth
Greenfield Geographic Adjacencies New Sectors/Services Base Business Growth Net New Business Growth
Business, Sports and Entertainment
Education and Healthcare
International
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Strategy #2: Build B&I
Base business growth
Wins based on tangible value proposition Expertise in nil subsidy P&L’s New retail oriented concepts Entry into new/developing countries, e.g. China
Business, Sports and Entertainment
Education and Healthcare
International
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Strategy #2:
Diversify Growth Sectors
Healthcare Specialty Education S&E
S&E 2%
Other 7%
Education 6%
Specialty 10%
H/C 15%
B&I 60%
Business, Sports and Entertainment
Education and Healthcare
International
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Strategy #2: Healthcare and Education –Opportunities for Self Op Conversion
Total Opportunity ($ in billions)
% Contracted
Europe Healthcare $43 14%
Europe Education $22 22%
Source—Gira
Business, Sports and Entertainment
Education and Healthcare
International
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Strategy #3: Drive Ongoing Margin Improvement
Focusing on unit level contribution Driving top line growth Achieving economies of scale Investing in IT tools and metrics
Business, Sports and Entertainment
Education and Healthcare
International
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Strategy #4: Acquisitions
Existing countries to enter new sectors…build depth New countries…increase reach
Bolt-ons…drive synergies
New services…expanded offerings
Business, Sports and Entertainment
Education and Healthcare
International
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