•A new emphasis on driving high-quality revenue growth within our existing customer base and with new customers in attractive verticals, applications and product categories.

•An increased, persistent focus on operating efficiencies including improving our network optimization, strategically managing our workforce and lowering in-service inventory costs across our system.

•A performance-driven culture fostered by decisions that are informed by data and incentives linked to performance and aligned to the achievement of our strategic objectives.

The date of this information statement is [          ].

•The information included in this information statement about NewCo, including the Combined Financial Statements of AUS, assumes the completion of all of the transactions referred to in this information statement in connection with the separation and distribution.

•References in this information statement to “NewCo,” “we,” “us,” “our,” “our company” and “the company” refer to Epic NewCo, Inc., a Delaware corporation, and its subsidiaries.

•References in this information statement to “Aramark” refer to Aramark, a Delaware corporation, and its consolidated subsidiaries, including AUS, prior to completion of the separation, unless the context otherwise requires or unless otherwise specified.

•References in this information statement to “AUS” refer to Aramark Uniform Services (“AUS”), a full-service employee uniform solution, including design, sourcing and manufacturing, delivery, cleaning and maintenance on a contract basis.

•References in this information statement to the “Aramark Business” refer to Aramark’s businesses other than AUS, which includes Aramark’s Food and Support Services United States (“FSS United States”) segment and Food and Support Services International (“FSS International”) segment.

•References in this information statement to the “separation” refer to the separation of AUS from Aramark’s other businesses and the creation, as a result of the distribution, of an independent, publicly traded company, NewCo, to hold the assets and liabilities associated with AUS after the distribution.

•References in this information statement to the “distribution” refer to the distribution by Aramark of [          ] of NewCo’s issued and outstanding shares of common stock to Aramark stockholders as of the close of business on the record date for the distribution.

•References in this information statement to NewCo’s per share data assume a distribution ratio of [          ] shares of NewCo common stock for every share of Aramark common stock.

•References in this information statement to NewCo’s historical assets, liabilities, products, businesses or activities generally refer to the historical assets, liabilities, products, businesses or activities of AUS as the business was conducted as part of Aramark prior to the completion of the separation.

•NewCo’s fiscal year ends on the Friday nearest September 30 in each year. When this information statement refers to NewCo’s fiscal years, it uses the word “fiscal” and the year number, as in “fiscal 2022,” which refers to NewCo’s fiscal year ended September 30, 2022.

Among the trademarks that NewCo owns or has rights to use that appear in this information statement is the name “[          ].” Solely for convenience, this information statement only uses the TM or ® symbols the first time any trademark or trade name is mentioned. Each trademark or trade name of any other company appearing in this information statement is, to NewCo’s knowledge, owned by such other company.

•Generally, NewCo’s working capital requirements and capital for its general corporate purposes, including capital expenditures and acquisitions, have historically been satisfied as part of the corporate-wide cash management policies of Aramark. Following the completion of the distribution, NewCo’s results of operations and cash flows may be more volatile, and it may need to obtain additional financing from banks, through public offerings or private placements of debt or equity securities, strategic relationships or other arrangements, which may or may not be available and may be more costly.

•Prior to the distribution, NewCo’s business has been operated by Aramark as part of its broader corporate organization, rather than as an independent company. Aramark or one of its affiliates performed various corporate functions for NewCo, such as legal, treasury, accounting, auditing, human resources, investor relations and finance. NewCo’s historical and pro forma financial results reflect allocations of corporate expenses from Aramark for such functions, which are likely to be less than the expenses NewCo would have incurred had it operated as a separate publicly traded company.

•Currently, NewCo’s business is integrated with the other businesses of Aramark. Historically, this business shared economies of scope and scale in costs, employees, vendor relationships and customer relationships. While Aramark has sought to minimize the impact on NewCo when separating these arrangements, there is no guarantee these arrangements will continue to capture these benefits in the future.

•As a current part of Aramark, NewCo’s business currently takes advantage of Aramark’s overall size and scope to procure more advantageous arrangements. After the distribution, as a standalone company, NewCo may be unable to obtain similar arrangements to the same extent as Aramark did, or on terms as favorable as those Aramark obtained, prior to completion of the distribution.

•After the completion of the distribution, the cost of capital for NewCo’s business may be higher than Aramark’s cost of capital prior to the distribution.

•NewCo’s historical financial information does not reflect the debt that NewCo will incur as part of the distribution.

•As an independent public company, NewCo will separately become subject to the reporting requirements of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), the Sarbanes-Oxley Act and the Dodd-Frank Wall Street Reform and Consumer Protection Act and will be required to prepare its standalone financial statements according to the rules and regulations required by the SEC. These reporting and other obligations will place significant demands on NewCo’s management and administrative and operational resources. Moreover, to comply with these requirements, NewCo anticipates that it will need to migrate its systems, including information technology systems, implement additional financial and management controls, reporting systems and procedures, and hire additional accounting and finance staff. NewCo expects to incur additional annual expenses related to these steps, and those expenses may be significant. If NewCo is unable to upgrade its financial and management controls, reporting systems, information technology and procedures in a timely and effective fashion, its ability to comply with financial reporting requirements and other rules that apply to reporting companies under the Exchange Act could be impaired.

•requiring a substantial portion of its cash flow from operations to make interest payments, thereby reducing NewCo’s ability to use its cash flow to fund operations, capital expenditures and future business opportunities;

•making it more difficult to satisfy debt service and other obligations;

•increasing the risk of a future credit ratings downgrade of its debt, which could increase future debt costs and limit the future availability of debt financing;

•increasing its vulnerability to general adverse economic and industry conditions;

•reducing the cash flow available to fund capital expenditures and other corporate purposes and to grow its business;

•limiting NewCo’s flexibility in planning for, or reacting to, changes in its business and the industry;

•limiting NewCo’s ability to adjust to changing market conditions and placing NewCo at a competitive disadvantage relative to its competitors that may not be as highly leveraged with debt; and

•limiting NewCo’s ability to borrow additional funds as needed or take advantage of business opportunities as they arise.

•actual or anticipated fluctuations in NewCo’s operating results;

•changes in earnings estimated by securities analysts or NewCo’s ability to meet those estimates;

•the operating and stock price performance of comparable companies;

•changes to the regulatory and legal environment under which NewCo operates;

•actual or anticipated fluctuations in commodities prices;

•analyst research reports, recommendation and changes in recommendations, price targets and withdrawals of coverage;

•whether NewCo common stock is included in stock market indices; and

•domestic and worldwide economic conditions.

•unfavorable economic conditions;

•increases in fuel and energy costs;

•the failure to retain current customers, renew existing customer contracts and obtain new customer contracts;

•natural disasters, global calamities, climate change, new pandemics, sports strikes and other adverse incidents;

•competition in NewCo’s industry; increased operating costs and obstacles to cost recovery due to the pricing and cancellation terms of NewCo’s support services contracts;

•a determination by NewCo’s customers to reduce their outsourcing or use of preferred vendors;

•risks associated with suppliers from whom NewCo’s products are sourced;

•challenge of contracts by NewCo’s customers;

•NewCo’s expansion strategy and its ability to successfully integrate the businesses it acquires and costs and timing related thereto;

•currency risks and other risks associated with international operations, including compliance with a broad range of laws and regulations, including the United States Foreign Corrupt Practices Act;

•the COVID-19 pandemic’s impact on the United States and global economies, including particularly the customer sectors NewCo serves and governmental responses to the pandemic;

•NewCo’s inability to hire and retain key or sufficient qualified personnel or increases in labor costs;

•continued or further unionization of NewCo’s workforce;

•liability resulting from NewCo’s participation in multiemployer-defined benefit pension plans;

•liability associated with non-compliance with applicable law or other governmental regulations;

•laws and governmental regulations including those relating to the environment, wage and hour and government contracting;

•increases or changes in income tax rates or tax-related laws;

•new interpretations of or changes in the enforcement of the government regulatory framework;

•a cybersecurity incident or other disruptions in the availability of NewCo’s computer systems or privacy breaches;

•the expected benefits and timing of the separation, and the risk that conditions to the separation will not be satisfied and/or that the separation will not be completed within the expected time frame, on the expected terms or at all;

•the risk of increased costs from lost synergies, costs of restructuring transactions and other costs incurred in connection with the separation;

•retention of existing management team members as a result of the separation;

•reaction of customers, employees and other parties to the separation, and the impact of the separation on each of NewCo’s and Aramark’s businesses;

•NewCo’s leverage;

•risks associated with expected financing transactions undertaken in connection with the separation and risks associated with indebtedness incurred in connection with the separation;

•any failure by Aramark to perform of its obligations under the various separation agreements to be entered into in connection with the separation and distribution;

•a determination by the IRS that the distribution or certain related transactions are taxable;

•the possibility that any consents or approvals required in connection with the separation will not be received or obtained within the expected time frame, on the expected terms or at all; and

•the impact of the separation on its businesses and the risk that the separation may be more difficult, time consuming or costly than expected, including the impact on its resources, systems, procedures and controls, diversion of management’s attention and the impact on relationships with customers, suppliers, employees and other business counterparties.

•Aramark will complete the internal reorganization as a result of which NewCo will become the parent company of AUS;

•NewCo will incur approximately $[          ] of indebtedness, consisting of [          ]; and

•using a portion of the proceeds from one or more financing transactions on or prior to the completion of the distribution, NewCo will distribute approximately $[          ] of cash to Aramark.

•Enhanced Focus on Strategic, Operational Drivers to Accelerate Revenue Growth. The separation will permit each of Aramark and NewCo to more effectively pursue its own distinct operating priorities and strategies, and will enable the management teams of each of the two companies to focus on strengthening its core business and addressing its unique operating and other needs, and pursue distinct and targeted opportunities for long-term revenue growth and profitability.

•More Efficient Resource and Capital Allocation to Pursue Each Company’s Strategic Goals. The separation will permit each of Aramark and NewCo to allocate its financial resources to meet the unique needs of its own business, which will allow each company to intensify its focus on its distinct strategic priorities. The separation will also allow each business to more effectively pursue its own distinct capital structures and capital allocation strategies, and allow flexibility for optimizing each business’s respective capital structure. In addition, after the separation, the respective businesses within each company will no longer compete internally with the businesses of the other company for capital and other corporate resources.

•Targeted Investment Opportunity. The separation will allow each of Aramark and NewCo to more effectively articulate a clear investment thesis to attract a long-term investor base suited to its business, and

•Creation of Independent Equity Currencies. The separation will create independent equity securities for NewCo, affording NewCo direct access to the capital markets and enabling it to use its own industry-focused stock to consummate future acquisitions or other transactions. As a result, NewCo will have more flexibility to capitalize on its unique strategic opportunities.

•Employee Incentives, Recruitment and Retention. The separation will allow each of Aramark and NewCo to more effectively recruit, retain and motivate employees through the use of stock-based compensation that more closely reflects and aligns management and employee incentives with specific growth objectives, financial goals and business performance. In addition, the separation will allow incentive structures and targets at each company to be better aligned with each underlying business. Similarly, recruitment and retention will be enhanced by more consistent talent requirements across the businesses, allowing both recruiters and applicants greater clarity and understanding of talent needs and opportunities associated with the core business activities, principles and risks of each company.

•Other Business Rationales. The separation will separate and simplify the structures currently required to manage a number of distinct and differing underlying businesses. These differences include exposure to industry cycles, manufacturing and procurement methods, customer base, research and development activities, and overhead structures.

•Risk of Failure to Achieve Anticipated Benefits of the Separation. The anticipated benefits of the separation may not be achieved for a variety of reasons, including, among others: the separation will demand significant management resources and require significant amounts of management’s time and effort; and following the separation, NewCo’s business may be more susceptible to market fluctuations and other adverse events than if it were still part of Aramark because NewCo’s business will be less diversified than Aramark’s businesses prior to the completion of the separation.

•Loss of Scale and Increased Administrative Costs. As a part of Aramark, AUS currently takes advantage of Aramark’s size and purchasing power in procuring certain goods and services. After the separation, as a standalone company, NewCo may be unable to obtain these goods and services at prices or on terms as favorable as those currently obtained by Aramark for AUS. In addition, as part of Aramark, AUS benefits from certain functions performed by Aramark, such as accounting, tax, legal, human resources and other general and administrative functions. After the separation, Aramark will not perform these functions for NewCo, other than certain functions that will be provided for a limited time pursuant to the transition services agreement, and, because of NewCo’s smaller scale as a standalone company, its cost of performing such functions could be higher than the amounts reflected in its historical Combined Financial Statements.

•the SEC shall have declared effective the registration statement of which this information statement forms a part; there shall be no order suspending the effectiveness of the registration statement in effect; and there shall be no proceedings for such purposes having been instituted or threatened by the SEC;

•this information statement shall have been made available to the holders of record of shares of Aramark common stock at the close of business on [          ], 20[     ], the record date for the distribution;

•Aramark shall have received a private letter ruling from the IRS and an opinion of its outside counsel, in each case, satisfactory to the Aramark Board of Directors, regarding certain U.S. federal income tax matters relating to the separation and distribution and which shall not have been withdrawn or rescinded;

•the transfer of assets and liabilities contemplated to be transferred from Aramark to NewCo on or prior to the distribution shall have occurred in accordance with the separation and distribution agreement, and the transfer of assets and liabilities contemplated to be transferred from NewCo to Aramark on or prior to the distribution shall have occurred in accordance with the separation and distribution agreement;

•the Aramark Board of Directors shall have received one or more opinions from an independent appraisal firm acceptable to Aramark confirming the solvency and financial viability of Aramark before the completion of the distribution and each of Aramark and NewCo after the completion of the distribution, in each case, in a form and substance acceptable to the Aramark Board of Directors in its sole and absolute discretion, and such opinion(s) shall not have been withdrawn or rescinded;

•all actions and filings necessary or appropriate under applicable U.S. federal, U.S. state or other securities or blue sky laws and the rules and regulations thereunder shall have been taken or made and, where applicable, shall have become effective or been accepted by the applicable government authority;

•certain agreements contemplated by the separation and distribution agreement shall have been executed;

•there shall be no order, injunction or decree issued by any government authority of competent jurisdiction or other legal restraint or prohibition preventing the consummation of the separation, the distribution or any of the related transactions pending or in effect;

•the shares of NewCo common stock to be distributed shall have been accepted for listing on [          ], subject to official notice of distribution;

•NewCo shall have completed the debt financing arrangements described under “Description of Material Indebtedness,” and Aramark shall be satisfied in its sole and absolute discretion that, as of the effective time of the distribution, Aramark will have no further liability under such debt financing arrangements; and

•there shall be no other events or developments existing or having occurred that, in the judgment of the Aramark Board of Directors, in its sole and absolute discretion, makes it inadvisable to effect the separation, the distribution and the other related transactions.

•the anticipated post-separation capital structure, including: (i) the incurrence of debt of $[          ] million of gross proceeds; and (ii) the distribution of $[          ] million of such proceeds to Aramark in connection with the separation and distribution;

•the distribution of [          ] of NewCo’s issued and outstanding common stock by Aramark in connection with the separation;

•transaction costs specifically related to the separation;

•the impact of, and transactions contemplated by the separation and distribution agreement and the transition services agreement;

•the incremental costs NewCo expects to incur as a stand-alone entity; and

•other adjustments described in the notes to the unaudited pro forma condensed combined financial information.

(a)The unaudited pro forma condensed combined balance sheet reflects anticipated financing transactions of approximately $[          ] million, consisting of notes and a credit facility, and related debt issuance costs of $[          ] million which are expected to be issued in connection with the separation and distribution. Approximately $[          ] million of the proceeds of such financing is expected to be distributed to Aramark in connection with the separation and distribution. As a result of such transactions, NewCo will have approximately $[          ] million in cash upon completion of the distribution. The terms of such indebtedness are being negotiated and will be finalized prior to the separation and distribution. Additionally, NewCo anticipates entering into a revolving credit facility following the separation. The expected amount to be drawn, as well as terms and conditions, are not yet finalized and cannot be reasonably estimated at this time. As such, impacts related to the credit revolver facility are not reflected in the unaudited pro forma condensed combined financial information.

(b)The interest rate on the issued debt is expected to range from approximately [          ]% to [          ]%. As a result, NewCo used a rate of % to calculate the pro forma interest rate, which represents the midpoint of the range. The unaudited pro forma condensed combined statements of income reflect estimated interest expense of $[          ] million and $[          ] million for the six months ended March 31, 2023 and for the year ended September 30, 2022, respectively, related to the debt and amortization of related deferred issuance costs. Interest expense was calculated assuming constant debt levels throughout the periods.

(c)Reflects the tax effects of the pro forma adjustments at the applicable statutory income tax rates and the expected effects of the tax matter agreement.

(d)Represents the reclassification of Aramark’s net investment in NewCo, and other pro forma adjustments, into retained earnings and common stock, par value [          ] per share, to reflect the number of shares of NewCo common stock expected to be outstanding at the distribution date. The assumed number of outstanding shares of common stock is based on the number of Aramark common stock outstanding of [          ] as of March 31, 2023 and an assumed pro rata distribution ratio of [          ] shares of NewCo common stock for each share of Aramark common stock.

(e)The number of NewCo shares used to compute basic earnings per share for the six months ended March 31, 2023 and for year ended September 30, 2022 is based on the number of shares of NewCo common stock assumed to be outstanding on March 31, 2023 and September 30, 2022, assuming the anticipated distribution ratio of [          ] shares of NewCo common stock for each share of Aramark common stock outstanding. The assumed number of outstanding shares of NewCo common stock is based on the number of shares of Aramark common stock outstanding as of March 31, 2023 and September 30, 2022.

(f)The number of shares used to compute diluted earnings per share is based on the number of basic shares of NewCo common stock as described in Note (e) above. The actual dilutive effect following the completion of the separation will depend on various factors, including the impact of share-based compensation arrangements. NewCo cannot fully estimate the dilutive effects at this time.

(g)The unaudited pro forma condensed combined statements of income for the six months ended March 31, 2023 and September 30, 2022 reflect an estimated $[          ] million and $[          ] million, respectively, of incremental costs for services to be provided by Aramark to NewCo/AUS under the transition services agreement with respect to information technology services, finance, tax and accounting, general administrative services and other support services.

(h)Reflects the impact of a lease arrangement with a 3rd party for office space that will be entered into prior to or after the separation. These adjustments record the operating right-of-use asset and lease liability based on the estimated present value of the lease payments over the lease term.

•one-time and non-recurring expenses associated with the separation and stand-up of functions required to operate as a stand-alone public entity, including: information system separation and implementation costs, compensation including new equity-based awards in connection with the separation, development of NewCo’s brand, and other matters; and

•recurring and ongoing costs required to operate new functions required for a public company such as external reporting, internal audit, tax, treasury, investor relations, board of directors and officers, and expanding the services of existing functions such as information technology, finance, supply chain, human resources, legal, facilities, branding, security, government relations, community outreach, and insurance.

*As shown in the Unaudited Pro Form Condensed Combined Statements of Income.

*As shown in the Unaudited Pro Form Condensed Combined Statements of Income.

•Our full-service programs typically offer a lower-cost solution for customers than if they were serviced in-house, as evidenced by our historical experience and customer feedback, as we leverage our scale and network to achieve procurement and operating efficiencies.

•We enable customers to focus on operating their core businesses as we take care of their needs for clean uniforms, fully stocked restrooms, complete first-aid kits and other workplace supplies.

•We help customers establish corporate identity, foster a sense of team and belonging among employees, project a professional image and enhance brand awareness.

•Our uniforms are reusable and can be assigned to another employee (rather than being discarded) when employees transition to new opportunities.

•We offer a variety of specialty garments that help customers:

◦adhere to applicable regulatory standards;

◦safeguard against contamination in the production or service of items such as food, pharmaceuticals and healthcare products;

◦operate in static-free or low-static environments;

◦enhance visibility and safety in work environments including construction, utility services, waste management and public safety; and

◦promote employee safety in workplace environments that involve heavy soils, heat, flame or chemicals in the production process.

Full-Service Uniforms and Workplace Supplies Offering: We offer a full-service uniform solution including the ability to design, source, manufacture, customize, personalize, deliver, launder, sanitize, mend and replace uniforms on a regular and recurring basis. Our uniform offerings include shirts, pants, outerwear, gowns, scrubs, high visibility garments and flame-resistant garments, along with shoes and accessories. In addition to uniforms, we also provide workplace supplies including managed restroom supply services, first-aid supplies and safety products, floor mats, towels, linens and other workplace supplies.

Critical Scale in Growing, Fragmented Industry: Within the United States and Canada, we are the second largest provider in our industry, based on publicly reported information related to revenue, number of employees and facilities data for each of Cintas, Aramark and Unifirst. We believe our size and scale provide a competitive advantage in purchasing power, route density, operating efficiencies and ability to attract and retain talent as compared to smaller local and regional competitors.

Extensive Network Footprint: We serve over 95% of the largest metropolitan statistical areas in the United States and every province in Canada. Our footprint enables us to serve large, national customers across the United States and Canada.

Long-Tenured Customer Relationships: We deliver to over 300,000 customer locations and serve businesses which participate across numerous industries. We maintain long-term relationships with our customers due to the quality of our services and products, our ability to deliver on-time and our ability to provide workplace supplies and services that support our customers’ individual strategies and needs.

Experienced Leadership Team: NewCo is led by Kim Scott, President and Chief Executive Officer, and Rick Dillon, Executive Vice President and Chief Financial Officer. These executives have deep experience in their respective areas. They were hired to lead NewCo as a standalone, independent company and are complemented by seasoned industry executives across the company’s commercial and operational functions as well as newly appointed leaders who bring functional expertise, diversity and depth to the NewCo leadership team.

Customer Retention: We serve an attractive, large and long-tenured customer base with services and products that generate recurring revenue streams that typically allow more predictability of revenue than non-recurring revenue business models. We continue to remain focused on retaining these customers, including by ensuring we are delivering new value through new or updated services and products. We will continue to modernize the customer experience to make it easier for our customers to continue to do business with us. This includes investments in new technology, such as sophisticated, digital customer portals, as well as investments in our customer service process to enhance our route check-in process and predictive analytics that help us better anticipate customer service opportunities.

Increasing Revenue Per Stop Through Cross-Selling to Leverage Fixed Costs: On average, our current customers take advantage of approximately 30% to 40% of our full line of services and products. We believe there is a significant opportunity to increase our wallet share with our existing customers through cross-selling additional services and products, including compelling adjacent services such as first aid and managed restroom services. This is expected to result in high-margin growth with existing customers by increasing revenue per stop and leveraging our existing delivery costs. We have invested in tools to support our trusted and tenured route service representative teammates and we are incentivizing them to pursue these opportunities with our existing customer base.

Targeting Attractive Sectors, Services and Products: We are implementing more targeted sales strategies to drive growth across high-value sectors, services and products. Using enhanced data analytics and insights will enable us to focus on customer wins that improve our revenue mix. An example is our cleanroom offering, where we

Increasing Route Density: We are establishing route density metrics to target sales along existing customer routes. We will focus on implementing analytical and geographical prospecting tools that will aid and reward our sales representatives for delivering growth that increases route density and lowers our overall cost to serve per route.

Network Optimization: A comprehensive analysis of our plant network and customer flows (route movements from plant to customer) has revealed a significant opportunity throughout our network to lower our cost to serve our customers. Further, we have identified a portfolio of initiatives related to routing and scheduling efficiencies and transport and logistics improvements. We believe we can deliver margin expansion through this flow optimization.

Workforce Management: We are working to reduce our labor costs by decreasing frontline turnover to improve plant productivity, reducing general and administrative costs and increasing plant automation.

Merchandise Inventory Management: We are focused on lowering in service inventory costs across our system in order to improve the profitability of new and existing business. Examples include delivering higher levels of garment and product reuse to reduce the issuance of new products and supply chain procurement strategies to reduce purchasing costs.

Diversity, Equity and Inclusion. We believe that it is beneficial to align our diversity, equity and inclusion priorities with our business strategy.

Talent Acquisition, Development and Retention. Hiring, developing and retaining teammates is critically important to our operations and we are focused on creating experiences and programs that foster growth, performance and retention. We sponsor training and education programs for our teammates, from hourly teammates to upper levels of management, designed to enhance leadership and managerial capability, help ensure quality execution of our programs, drive customer satisfaction and increase return on investment.

Community Engagement. Through Aramark’s legacy, we have a strong culture of community engagement. As we move forward as an independent, standalone company, we will continue to embrace that legacy and build upon it by developing a community engagement program unique to our business that is aligned with our strategy, teammates, the customers we serve and the communities where we operate.

Compensation, Benefits, Safety and Wellness. In addition to offering market competitive salaries and wages, we offer comprehensive health and retirement benefits to our teammates. Our core health and welfare benefits are supplemented with specific programs to manage or improve common health conditions and include a variety of voluntary benefits and paid time away from work programs. We also provide programs designed to promote physical, emotional and financial well-being.

•We maintain a Corporate Social Compliance Policy and related Code of Conduct that address the international manufacturing of our private label garments under safe, lawful and humane working conditions. To support our Corporate Social Compliance Policy, our international private label garment manufacturers annually confirm their commitment to comply with our Code of Conduct, and the factories used to produce these products are subject to annual third-party social compliance audits.

•We have made enhancements to our wash chemistry that allow us to conserve electricity, natural gas and water. Our most recent chemical enhancement has provided utility resource reductions with shorter washing machine run times (electricity), reduced water temperatures (natural gas) and fewer rinse cycles (water).

•We focus on the efficient use of fossil fuels to reduce related emissions. We seek to increase route efficiency with technology and processes that reduce travel time, distance and fuel consumption. For example, our new telematics technology allows us to proactively reduce fuel usage by limiting idling through real-time in-cab driver alerts.

(1)Exclusive of depreciation and amortization

(1)Exclusive of depreciation and amortization

•The growth in revenue, including the favorable impact of higher rental revenues across our manufacturing plants, processing facilities and distribution network;

•Approximately $8 million of lower year-over-year non-cash charges to write down PPE purchased in fiscal 2020 during the height of the COVID-19 pandemic;

•An approximate $17 million reduction in costs associated with the implementation of a new laundry ERP system in fiscal 2021; and

•Prior year severance charges of $5.3 million.

•Lower business activity from the COVID-19 pandemic;

•An approximate $34 million charge from the write-off of PPE inventory in fiscal 2021;

•An approximate $16 million gain recorded in fiscal 2020 from the receipt of insurance proceeds resulting from the property damage and business interruption from a tornado at our Nashville, Tennessee location; and

•An approximate $3 million increase in severance charges from fiscal 2020 to fiscal 2021.

The following table presents an overview of Canada reportable segment results with the amount of and percentage change between periods for the fiscal years 2021 and 2020 (dollars in millions).

•Cash transferred to Aramark ($134.5 million); and

•Payments related to finance leases ($28.0 million).

•Cash transferred to Aramark ($95.6 million); and

•Payments related to finance leases ($29.9 million).

•Cash transferred to Aramark ($95.6 million); and

•Payments related to finance leases ($29.9 million).

•Cash transferred to Aramark ($143.0 million); and

•Payments related to finance leases ($32.1 million).

(1)Represents purchase commitments for inventory.

(2)Includes deferred social security taxes and severance.

•interpretation of contractual rights and obligations;

•the status of government regulatory initiatives, interpretations, and investigations;

•the status of settlement negotiations;

•prior experience with similar types of claims;

•whether there is available insurance; and

•advice of counsel.

Kim Scott, 50, will serve as the President and Chief Executive Officer of NewCo. Ms. Scott has deep and relevant expertise with recurring revenue models having led and operated multiple businesses of this nature over the past 16 years. She also has extensive experience in logistics, route-based distribution and highly complex rental and subscription-based programs. Additionally, she has a broad operating background that includes plant management, logistics, procurement, engineering, acquisitions, and large-scale integrations. She joined Aramark in October 2021 as President and CEO of Aramark Uniform Services to develop and launch an accelerated growth and value creation strategy for the company, while also preparing NewCo to be a standalone, independent public company. Before joining Aramark, Ms. Scott served as Chief Operating Officer of Terminix Global Holdings, Inc. after having served as President of Terminix Residential. Prior to her roles at Terminix, she served as President for Rubicon Global, a role that followed an 11-year career at Brambles Limited which culminated in Ms. Scott serving as President, CHEP North America for four years. Early in her career, she gained industrial manufacturing experience at General Electric Company and U.S. Steel.

Rick Dillon, 52, will serve as an Executive Vice President and the Chief Financial Officer of NewCo. Mr. Dillon is a seasoned public company executive with more than 20 years of experience in finance leadership roles. Mr. Dillon joined Aramark in May 2022 to serve as Chief Financial Officer of Aramark Uniform Services and to prepare NewCo to be a standalone, independent public company. Prior to joining Aramark, Mr. Dillon served as Executive Vice President and Chief Financial Officer of publicly traded Enerpac Tool Group for over five years, during which time he led the transformation of Enerpac into a pure play leader in specialty industrial tools and services. In addition to his experience at Enerpac, Mr. Dillon served as Executive Vice President and Chief Financial Officer at publicly traded Century Aluminum for approximately two years. Prior to that, he held progressive leadership roles in finance and accounting at Joy Global, Newell Brands, Briggs and Stratton and in public accounting.

Tim Donovan, 67, will serve as an Executive Vice President and General Counsel of NewCo. Mr. Donovan joined Aramark Uniform Services as General Counsel and Senior Vice President in January 2022. Mr. Donovan has nearly 40 years of experience in legal and operational leadership roles and has served as a public company General Counsel since 1999. Before joining Aramark, Mr. Donovan served as Executive Vice President, General Counsel, Chief Regulatory & Compliance Officer, and Chief Legal, Risk & Security Officer for Caesars Entertainment Corporation, the world’s largest casino and integrated resorts operator. During his tenure at Caesars, the Legal Department was named “Best Law Department” in 2013 by Corporate Counsel Magazine, and in 2014 Mr. Donovan was named by the National Law Journal as one of “America’s 50 Outstanding General Counsel.” Prior to Caesars, Mr. Donovan was Executive Vice President General Counsel and Corporate Secretary at Phoenix-based Allied Waste and thereafter at Republic Services following its 2008 merger with Allied Waste. Mr. Donovan earlier served as EVP and General Counsel at Tenneco Inc. During his tenure at Tenneco, Mr. Donovan also held executive level operational roles (including as Managing Director of Tenneco’s manufacturing operations in Asia, Australia and South America) and served as a member of the Tenneco Board of Directors. In addition to serving on Tenneco’s