EXHIBIT 5

ADP Video CommunicationVoteADP.com – October 31, 2017

(Carlos Rodriguez)

ADP is an essential part of, I think, the well-functioning of the U.S. economy. We pay over 26 million workers in the U.S., one in six workers. We pay 13 million workers outside the U.S. Something that most people don't know is that we collect and remit 25% of the taxes that the IRS collects from employers in the U.S.

ADP's performance has been quite strong. We've had compounded annual growth rates of revenue at seven percent and earnings-per-share at ten percent.

When you combine that with our strong dividend yield and a little bit of share buy-backs, it explains why ADP has had such a strong shareholder return and out-performed the S&P and many of our peers.

There's been a lot of work that's been going on over the last five or six years to make sure that we are delivering margin improvements in the short term but also that we're making the kinds of investments that will lead to long-term margin improvement over a long period of time.

The company has a strong strategy and a good plan for delivering to all stakeholders, including shareholders, but those stakeholders also include our clients and our associates. The company has a long history of balancing all of those stakeholders to deliver long-term results.

(John Jones)

Myself and the board are very confident in the strategy of ADP because we have spent a lot of time on it.

(Carlos Rodriguez)

One of the differences between ADP and some of our competitors is just our commitment to spending on innovation and on technology. We spend over $800 million on R&D, and that's up significantly over the last five or six years. ADP historically was a really service and sales driven company that used technology, and I think what we're becoming is a technology company that also provides service and has great distribution.

(John Jones)

Carlos has been very open and transparent during the whole process and the board has been there challenging and really questioning various programs, goals, pace.

(Carlos Rodriguez)

We have a lot of experience around balancing pace and risk. I think that's maybe part of the difference between us and Pershing Square is maybe a lack of appreciation for how much risk there is to client retention when you move too fast in either client migrations or shifts in technology. Client retention's a fundamental important metric to our economic model.

(John Jones)

There are several great examples to go look at if you're a shareholder: Valeant, JC Penney, Target, and Borders. All started out with great statements by Pershing Square about how they were going to enhance shareholder value, and the results were dramatically different in a negative way.

We look at what our skill sets and experiences are, what gaps we might have, and then we look at potential candidates. We didn't see where they brought anything new to the board, compared to what we already have and certainly in the technology area.

(Carlos Rodriguez)

We have a strong and independent board that has a strong strategy and a good plan in place that has been serving us well for the last five or six years. We've had good strong revenue growth, good earnings growth, and we have a great plan for the future to deliver on the technology investments that we've made that are gonna pay dividends for us for many years to come.