Slide 1: Fred Sutherland, Vice President and Chief Financial Officer
Exhibit 99.2 Fred Sutherland Executive ARAMARK Vice President and Chief Financial Officer
Slide 2: FY 2005 First Half Financial Results
FY 2005 Sales Consolidated Uniform Solid US EPS Repurchased Creating 2 Food up up consolidated 12% 8% Value Rental First andSupport & to to 3.2 adjusted Support Half Financial $5.4 $0.66 organic million operating Results billion margins adjusted sales growth: shares Objectives growth: margin upgrowt
Slide 3: Long-Term Financial Targets
Long-Term Organic New Operating 6-8% 10-20 EPS 8-12% Free Creating 12-14% 3 Growth cash Sales bp (4)-(6)% Revenue Value margin flow Income Lost Financial targets: deployment Financial Business 3-5% improvement Growth Growth Objectives Objectives Base targets: targets: per Growth year Marketing Strat
Slide 4: Recent Financial Achievement
Recent Financial 2005 Achievement Revenue New Lost Base Consolidated US Uniform EPS Creating 4 Food growth business sales business First Performance Value Rental Growth and Metric Half 12% Margins Support vs.Financial Results Flat Objective (Adj.) vs. ?20 ?10 5.5% Objectives Objectives bp bp Marketi
Slide 5: Growth: Outsourcing Opportunity
Growth Outsourcing Many Base Significant Opportunity Creating 5 business sectors Opportunities Value portion for penetration are growth Financial add-on significantly of spend opportunities Exist services rates Objectives in not vary self-operated All captured Sectors exist Marketing across Strategy
Slide 6: Operating Cost Initiatives and Opportunities
Operating Supply Production Uniform Technology Labor-related Medical Workers’ Costs Creating Product Labor Other 6 as costs management Related chain costs mix Costs %Value sourcing Compensation Margin discipline of driven and driven costs total Financial marketing and Initiatives initiatives tools a
Slide 7: Food Production Cost Discipline Case Study
Production Business Initiative SKU Menu Early Food Q2 Creating 7 2004 rationalization production costs results standardization Value Q2 Services toas Discipline enhance 2005 at%Financial focus of discipline Case 44.0% sales and locations and Study standardize Objectives 42.2% Efficiency are positive
Slide 8: Campus Product Mix and Account Solutions Case Study
Product Campus Driving Convenience Same eCommerce Check Lifestyle Voluntary Earn Note: Creating 8 Points store Percentages average Mix Higher Account Value Meal Plan sales and and Solutions Plan up Financial enrollment Margin POS up Marketing Example 27% represent 16% Marketing Solutions Base Object
Slide 9: Uniform Labor Initiatives
Uniform Merchandise Driving Savings Route Handhelds Plant Wash Labor Creating 9 improvements: floor reduction operations: Optimization towards of Value Sourcing 20 –and installed improvements: –Financial sort 30% of 75% and 5system ––versus self-manufacturing in pilot 10 Labor all Objectives EE’s sh
Slide 10: Campus Labor Management Tools Case Study
Campus MANAGE SCHEDULE STAFF PLAN ASSESS Web Base Labor Creating 10 based Business Management as Account Value % training of sales Growth Financial Example tools 140 Tools 10% bp and Objectives –Higher y-o-y y-o-y scheduling Education Marketing software Case Strategy deployed Study Discipline, utili
Slide 11: Customer Technology and Service Initiatives
Customer Standard A/R Credit Elimination Improved Better RefreshTECH Technology Service Product include Optimal Electronic Creating 11 and management card Reps preference management A/P Value pricing accuracy Connect capturing processing Initiatives driven ofcentralization maximize Overview route Fi
Slide 12: Medical and Workers' Compensation Cost Control
Medical Enrollment Enhanced Expanded Care/Disease Targets 2005 Workers’ Key Safety/Loss Claims Centralized Unit Reporting/Financial First Overall Loss Creating 12 changes level half per growth Management specific, cost Cost Costs $1K Value Compensation 2005 utilization accountability mail-order chan
Slide 13: Strong Working Capital and Cash Flow Dynamics
Strong Working Significant 30%+ Scale Low Food Facilities Net 3 % 2003 CAPEX 2000 Income Internal Creating 13.50Capex 3.25 inventory 2004 2001 approximately drives of Cash from Cash DA Value Capital total inventory 3.00 Trends% FH 2002 cash attractive Flow continuing Flow 2.75 2004 requirements Fina
Slide 14: Cash Deployment Priorities and Metrics
Cash after-tax Invest Target Repurchases Dividend Capex 15% Compounded Creating 14 Flow Deployment /Metrics approximates Reinvest Value Deployment EPS IRR Financial inPriorities growth $615 Business D&A million Objectives in Debt/EBITDA mid-teens Commitment returned Marketing since since range to 20
Slide 15: Reconciliation of Non-GAAP Measures: Adjusted Sales
Reconciliation (Unaudited) Management for enhances currency Six April 5,208,838 ARAMARK Effect 3,478,530 NHL Estimated Food Creating 15 fiscal Months Strike and 1,of2005 Value Acquisitions rate Currency 2005, comparability Support Effect 5,007,952 3,331,955 Ended -(In CORPORATION Corporation believe
Slide 16: Reconciliation: Adjusted Operating Income
Reconciliation ARAMARK ADJUSTED (Unaudited) In operating Six April Less: Food Creating 16 the Months and 1, Gain second 2005 Value Support income on Ended (In OPERATING CORPORATION April quarter Sale of Financial thousands) Non-GAAP margin, Services—U.S. (9,737) 2,of 2004 fiscal Objectives which -IN
Slide 17: Reconciliation: Cash Flow Before Working Capital
ARAMARK CASH (Unaudited) business, Fiscal September capital Depreciation Income Cash to (Gain) Changes Other Net Reconciliation Purchases -Disposals Creating 17 $(188,062) net purchases proceeds cash flow cash income operating Year loss expenditures: FLOW from taxes Value in used provided excluding
Slide 18: Reconciliation: Net Capital Expenditures
NET (Unaudited) Fiscal October Reconciliation Purchases Disposals ARAMARK Net as Creating 18 a purchases capital percentage CAPITAL Year 3, Value of of 2003 expenditures, Ended (In property property CORPORATION Corporation of of Financial of Thousands) EXPENDITURES October property Non-GAAP net sale