March 2017 investor deck (final)

Canadian Tire Corporation

Investor Presentation

March 2017

Forward looking information

2

This document contains forward-looking statements that reflect management’s current expectations related to matters such as future financial performance and operating results of the Company.

Forward-looking statements are provided for the purposes of providing information about Management’s current expectations and plans and allowing investors and others to get a better

understanding of the Company’s financial position, results of operations and operating environment. Readers are cautioned that such information may not be appropriate for other circumstances.

All statements other than statements of historical facts included in this document may constitute forward-looking statements, including but not limited to, statements concerning Management’s

current expectations relating to possible or assumed future prospects and results, the Company’s strategic goals and priorities, its actions and the results of those actions and the economic and

business outlook for the Company. Often, but not always, forward-looking statements can be identified by the use of forward-looking terminology such as “may”, “will”, “expect”, “intend”, “believe”,

“estimate”, “plan”, “can”, “could”, “should”, “would”, “outlook”, “forecast”, “anticipate”, “aspire”, “foresee”, “continue”, “ongoing” or the negative of these terms or variations of them or similar

terminology. Forward-looking statements are based on the reasonable assumptions, estimates, analyses, beliefs and opinions of Management, made in light of its experience and perception of

trends, current conditions and expected developments, as well as other factors that Management believes to be relevant and reasonable at the date that such statements are made.

By their very nature, forward-looking statements require Management to make assumptions and are subject to inherent risks and uncertainties, which give rise to the possibility that the

Company’s assumptions, estimates, analyses, beliefs and opinions may not be correct and that the Company’s expectations and plans will not be achieved. Examples of Management’s beliefs,

which may prove to be incorrect, include, but are not limited to, beliefs about the effectiveness of certain performance measures, beliefs about current and future competitive conditions and the

Company’s position in the competitive environment, beliefs about the Company’s core capabilities and beliefs regarding the availability of sufficient liquidity to meet the Company’s contractual

obligations. Although the Company believes that the forward-looking statements in this document are based on information, assumptions and beliefs that are current, reasonable and complete,

these statements are necessarily subject to a number of factors that could cause actual results to differ materially from Management’s expectations and plans as set forth in such forward-looking

statements. Some of the factors, many of which are beyond the Company’s control and the effects of which can be difficult to predict, include: (a) credit, market, currency, operational, liquidity

and funding risks, including changes in economic conditions, interest rates or tax rates; (b) the ability of the Company to attract and retain high quality employees for all of its businesses, Dealers,

Canadian Tire Petroleum retailers and Mark’s and FGL Sports franchisees, as well as the Company’s financial arrangements with such parties; (c) the growth of certain business categories and

market segments and the willingness of customers to shop at its stores or acquire its financial products and services; (d) the Company’s margins and sales and those of its competitors; (e) the

changing consumer preferences toward eCommerce, online retailing and the introduction of new technologies; (f) risks and uncertainties relating to information management, technology, cyber

threats, property management and development, environmental liabilities, supply chain management, product safety, changes in law, regulation, competition, seasonality, weather patterns,

commodity prices and business disruption, the Company’s relationships with suppliers, manufacturers, partners and other third parties, changes to existing accounting pronouncements, the risk

of damage to the reputation of brands promoted by the Company and the cost of store network expansion and retrofits; (g) the Company’s capital structure, funding strategy, cost management

programs and share price; and (h) the Company’s ability to obtain all necessary regulatory approvals. Management cautions that the foregoing list of important factors and assumptions is not

exhaustive and other factors could also adversely affect the Company’s results. Investors and other readers are urged to consider the foregoing risks, uncertainties, factors and assumptions

carefully in evaluating the forward-looking statements and are cautioned not to place undue reliance on such forward-looking statements.

For more information on the risks, uncertainties and assumptions that could cause the Company's actual results to differ from current expectations, please refer to sections 7.2.4 (Retail segment

business risks), 7.3.2 (CT REIT segment business risks), 7.4.3 (Financial Services segment business risks) and 12.0 (Enterprise risk management) and all subsections thereunder of the MD&A

contained in the Company’s 2016 Report to Shareholders. Please also refer to section 2.10 (Risk Factors) of the Company’s Annual Information Form for fiscal 2016, as well as the Company’s

other public filings, available on the SEDAR (System for Electronic Document Analysis and Retrieval) website at www.sedar.com and at investors.canadiantire.ca

Forward-looking statements do not take into account the effect that transactions or non-recurring or other special items announced or occurring after the statements are made, have on the

Company’s business. For example, they do not include the effect of any dispositions, acquisitions, asset write downs or other charges announced or occurring after such statements are made.

The forward-looking statements and information contained herein are based on certain factors and assumptions as of the date hereof. The Company does not undertake to update any forward-

looking statements, whether written or oral, that may be made from time to time by it or on its behalf, to reflect new information, future events or otherwise, unless required by applicable securities

laws.

10.6%

5.1%

8.1%

$2,199.7

$1,634.7

$1,154.4

$6,653.1 $11,453.4

+3.4%

Retail Revenue by Banner3

6.1%

6.0%

4.2%

SAME-STORE SALES

CANADIAN TIRE

Annual Results

2016 RETAIL

SALES GROWTH

CANADIAN TIRE 5.6%

FGL SPORTS 6.9%

MARK’S 6.0%

2016 DILUTED EPS

$9.22 +7.1%

2016

RETAIL ROIC2,3

8.34%

2016 FINANCIAL

SERVICES RETURN

ON RECEIVABLES2,3

7.40%

1,2

1 – Figures are calculated on a rolling 12-month basis.

2 – Refer to Section 11.3.1 of the Q4 and full-year 2016 MD&A for additional information on the Company’s key operating performance measures.

3 – Inter-segment revenue within the retail banners of $188.5 million in 2016 ( 2015 - $133.1 million) has been eliminated at the Retail segment level. Revenue reported for

Canadian Tire, FGL Sports, Mark’s and Petroleum includes inter-segment revenue.

FGL SPORTS

MARK’S

Q4 2016

Q4 Operational Highlights

Data analytics to optimize pricing and promo and products, drove near record Q4

same store sales growth at Canadian Tire banner.

“I am very pleased with our results as they demonstrate the strength of our company

and our unique ability to provide our customers with the products for life in Canada.

That strength, coupled with our expertise, and the power of our brand provides the

foundation for our future growth”

-Stephen Wetmore, President & CEO, CTC

Continued roll-out of Financial Services in-store financing at Canadian Tire stores

was very well received and advantageous to GAAR growth.

Corporate Overview

Family of businesses Bringing our

customers the products they need for the jobs and joys of life in Canada.

Our strengths

Strong iconic brands that Canadians love

Market leadership and credibility in heritage categories

Financial flexibility / REIT / Scotiabank transaction

Strong balance sheet / credit rating

+1,700 bricks and mortar locations across Canada

Shared real estate, marketing, supply chain, support services

Our growth plan

Growth and integration of in-store digital and e-commerce

Leading customer loyalty and reward programs

Engaging digital marketing, use of sponsorships and powerful

content

Continue to invest to strengthen our core businesses

Increased focus on private brands

Culture of productivity with a performance management focus

How we win

Exceeding customer expectations with best omni-channel retail

platforms

Conduit between customers and the best consumer brands in

the world

Building our brands and exclusivity

Family of CTC businesses – strong coalition

Sports and community partnerships

Financial highlights (2016) Growth (YoY)

Revenue $12.7B +3.3%

Net Income (attributable to

shareholders of CTC)

$669.1M +1.5%

Diluted Earnings Per Share $9.22 +7.1%

Market Leadership

Leadership position across heritage/core business categories:

Automotive, Living, Fixing & Playing

#1 in Men’s Industrial & Casual Apparel

1 in 5 Canadians hold a Canadian Tire credit card

5

Our Retail Network Across Canada

13

6

8

12

0

2

2

2

0

0

100

160

45

59

0

19

9

13

15

0

22

11

17

9

3

15

11

13

6

6

202

120

143

166

61

56

54

65

19

15

16

13

15

6

6

53

46

59

4

0

1

0

1

0

0

500

433

382

296

91

NEW

BRUNSWICK

NOVA SCOTIA

MANITOBA

ONTARIO

SASKATCHEWAN BRITISH

COLUMBIA

ALBERTA

NEWFOUNDLAND

AND LABRADOR

PRINCE EDWARD

ISLAND

QUEBEC

STORE TOTAL NORTHWEST

TERRITORIES

1

1

1

0

0

YUKON

4 CTR distribution centres

1 Mark’s distribution centres

1 Joint Mark’s and FGL Sports DC

4 Transload facilities

3 Auto parts distribution centres

3 FGL sports distribution centres

DISTRIBUTION FACILITIES

*Reflects store network as of the end of Q4 2016 6

Our Core Business is Retail

Six key business

categories

2016 REVENUE = C$12.7B1 C$8.3B C$2.2B C$1.2B C$1.1B

‣ Gas

‣ Auto Parts

‣ Tires & Power

Sports

‣ Auto Service

‣ Car Care &

Accessories

‣ Roadside

Assistance

‣ Home Cleaning

‣ Home Décor

‣ Home Org

‣ Kitchen

‣ Backyard Living

& Fun

‣ Gardening

‣ Outdoor Tools

‣ Seasonal

‣ Home Services

‣ Home Repair

‣ Paint

‣ Tools

‣ Hockey

‣ Golf

‣ Cycling

‣ Fitness

‣ Camping

‣ Hunting

‣ Fishing

‣ Industrial Wear

‣ Men’s Wear

‣ Women’s Wear

‣ Athletic Apparel

‣ Footwear

‣ Accessories

‣ Credit Cards

‣ Retail Deposits

‣ In-store

Warranties

‣ Insurance

‣ Deferred &

Installment

Payments

7 1 -Inter-segment revenue within the retail banners of $188.5 million in 2016 (2015 - $133.1 million) has been eliminated at the Retail segment level. Revenue reported for Canadian Tire, FGL Sports, Mark’s, and Petroleum includes inter-segment revenue.

Financial highlights (2016) Banners

Revenue $6.7B

Sales growth +5.6%

Same store sales growth +4.2%

Canadian Tire store count 500

Canadian Tire Retail

Our game plan Our strengths

One of Canada’s most trusted and iconic brands

Most knowledgeable retailer about Life in Canada

Market leader across core categories

Canada’s most read flyer – 12M / week

Local Dealer community presence and trust

Superior real estate locations and national store network

Our growth plan

Strengthen Canadian Tire brand and execute generational shift in

target customer

Revitalize and localize assortments, develop extended

assortments and grow new product pipeline

Build out private label and exclusive brands

Test innovative store concepts (Showroom and Showcase stores)

and refresh network

Analyze customer shopping data from new Canadian Tire Money

loyalty program

Create personalized customer connections and experiences

Expand e-commerce, supply chain and digital capabilities

How we win

Entrepreneurial Associate Dealer model

Offer the best, most relevant assortment and exclusive products

for Life in Canada

Tailored customer connections in-store, online and mobile

Sports partnerships and community engagement

How we fit in the CTC Family

Mature, healthy core business, cash generator

Flagship business, central to Corporate brand

Credibility in core categories

8

FGL Sports

Our game plan

Our strengths

Canada’s largest sporting goods retailer

Close relationships with elite vendor brands

Merchandising and store operations

Leader in digital marketing and concept/flagship stores

Best sports partnerships

Our growth plan

Network expansion: 2 million square feet of new retail space

from 2012 – 2016

Enhancing productivity of store network

Build unparalleled emotional connection with customers

Digitization of retail including stores, retail assortment,

promotions and brand

Hyper personalized customer experiences across digital and

physical channels

How we win

Conduit for all things sport and activity in Canadian communities

Premier real estate locations

Innovative and exciting in-store experience

Community engagement and sports partnerships activation

Seamless omni experience online, in-store and mobile


Revenue $2.2B

Sales growth +6.9%


Sport Chek same store sales

growth +7.6%

Store Count 433

)


Growth driver

Engages younger customer throughout lifecycle

Leader in digital innovation

9

Mark’s

Our game plan

Our strengths

Industrial apparel, footwear and accessories

Product development, innovation and quality

Wholesale division – direct sourcing

Business to business (B2B)

Strong exclusive brands

National store network / ship from store to customer model

Our growth plan

Turbo-charging men’s casual apparel & footwear

Win with 30-50 year old Canadians

Re-invigorate Quebec network

Invest in targeted marketing to new customer demographic

Expanded and bi-lingual e-commerce capabilities – retail and

B2B

How we win

Building brand awareness and affinity

Utilize industrial credibility to grow in adjacent categories

Complement exclusive brands with select national brands

In-store digital improvement and e-commerce expansion

Leverage enhanced sourcing capabilities


Revenue $1.2B

Sales growth +6.0%


Store count 380


Reactivated growth driver

Strong customer alignment with Canadian Tire

Synergies with FGL Sports in sourcing,

merchandising, supply chain and real estate

10

CT REIT

Our game plan

Our strengths

Irreplaceable Canadian real estate portfolio of 302 properties

totaling approximately 24.7 million square feet of GLA

Durable portfolio features

Investment grade anchor tenant - CTC

Exceptional cash flow predictability and reliable monthly

distributions

Well-planned solid long-term growth

Our growth plan

Acquisition and intensification opportunities

Canadian Tire Corporation property pipeline

Contractual annual rent escalations

How we win

Highly diversified retail portfolio

Flexible design, configuration and dimension provides

capability of supporting a multitude of retail platforms

Actively pursuing third-party retail acquisition opportunities

CT REIT is structured for stability even in potentially volatile

markets

Financial highlights (2016) Growth (YoY)

Property revenue $407.2M +7.7%

Funds from operations $214.9M +10.4%

Adjusted funds from

operations $172.8M +13.9%

AFFO payout ratio 79%


CTC is a major retail tenant with strong brand recognition

Right of first offer on all CTC properties provides

preferred access to captive pipeline

11

Canadian Tire Bank

Our game plan

Our strengths

$4.9B in receivables, 1.8M active accounts including over 500K of

Canadian Tire’s most loyal customers

Successful management of higher credit risk through the economic

cycle

Extensive customer data and strong analytics capability

Award winning customer service

Highly effective customer acquisition through retail channels

Our growth plan

Growing gross average accounts receivable (GAAR)

Increasing acquisition of loyal Canadian Tire customers and

generating higher profitability from these accounts

Increasing share of tender across all CTC banners

Strengthening digital/mobile capabilities

How we win

Reinvigorating the value proposition of credit cards

Tighter integration with retail banners and Dealers

Scotiabank partnership creating growth through co-marketing

opportunities

Financial highlights (2016)

Revenue $1.1B +0.6%

GAAR $4.9B +1.5%

Average number of accounts

with a balance (thousands) 1,832 -0.5%

Return on receivables 7.40%


Earnings generator

Supports core retail business

12

11,786

12,463 12,280 12,681

9,500

10,500

11,500

12,500

2013 2014 2015 2016

Consolidated Revenue (C$ in millions)1

Delivering Solid Results

1,236 1,376 1,519 1,562

0

1,000

2,000

2013 2014 2015 2016

Consolidated EBITDA (C$ in millions)1

7.02

7.94 8.61

$5

$7

$9

2013 2014 2015 2016

Adjusted Diluted EPS attributable to owners of CTC ($)1,2

9.22 28.2%

28.9%

30.0%

31.1%

26.0%

27.0%

28.0%

29.0%

30.0%

31.0%

32.0%

2013 2014 2015 2016

Retail gross margin (% of revenue)

6.76%

7.32% 7.36% 7.40%

6.4%

6.6%

6.8%

7.0%

7.2%

7.4%

7.6%

2013 2014 2015 2016

Financial Services Return on Receivables (%)

13 1 – Results for the full-year 2014 included 53 weeks while all other years were 52 weeks 2 – Refer to Section 11.3.2 and 10.3 of the Company’s Q4 and full-year 2016, 2015 and 2014 MD&A , respectively, for additional information on adjusted diluted EPS.

2017 Strategic Imperatives

14

Achieve sustainable growth by strengthening the Company’s brands, product offerings and enhancing customer experiences (connections)

Drive profitability, operational excellence, and increased efficiencies in core businesses

Transform the business by developing a high-performing, talented, and results oriented company

1

2

3

Balanced Capital Allocation

1 2 3 4 Invest in the

business

Repurchase shares/

grow dividend (Target payout ratio 25%-30%)

Maintain investment

grade credit rating Inorganic growth

opportunities

Since 2012, Canadian Tire Corporation has

returned in excess of $1.9B to shareholders1

while investing $2.7B in its store network2, IT

and distribution capacity3

Announced intention in November 2016 to

repurchase $550M Class A Non-Voting

shares in excess of anti-dilutive repurchases

beginning in 20173

Canadian Tire Corporation maintains a BBB

(high) and BBB+ rating and a stable outlook

from DBRS and S&P, respectively.

* Excluding REIT capital. ** Buybacks in excess of anti-dilutive buybacks 1 – Dividends and share buybacks in excess of anti-dilutive buybacks

2 – Excludes REIT capital

3 – See slide 18 for Q3 2016 dividend and share buyback announcements and slides 22 and 23 for

updated 2016 and 2017 guidance

15

0.3 0.5 0.5

0.7 0.6

0.1

0.1 0.1

0.2 0.2

0.0

0.1

0.3

0.4 0.4

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

2012 2013 2014 2015 2016

CAPEX* Dividends Share Repurchase**

$0.5B

$0.7B

$1.0B

$1.3B $1.2B

For 2017, forecast operating CAPEX of $400M to $425M (additional DC capacity CAPEX in the range of $25M to $50M)

2017 includes Retail store network investment, and investment in IT and in digital technology.

Forecast operating CAPEX for 2017 does not include third-party REIT acquisitions nor does it include funding that would be earmarked to

address opportunities to invest in operational efficiency initiatives that may be identified throughout the course of the year.

Capital Investments

CAPITAL INVESTMENTS (2012 – 2016)1

1 –Excludes REIT capital

% of Revenue

16

40%

31%

$0.3B

$0.5B $0.5B

21%

$0.7B

7% $0.6B

3%

5% 4%

5%

5%

-10%

-8%

-6%

-4%

-2%

0%

2%

4%

6%

8%

0

100

200

300

400

500

600

700

800

900

1,000

2012 2013 2014 2015 2016

Store Network IT Supply Chain/DC Other

Shareholder Value Creation

CT REIT Initial Public Offering

CTC retained 83.1% majority interest in CT REIT allowing CTC to retain control over its real estate

properties

Surfaced the value of CTC’s real estate

Created a stand-alone vehicle for CTC’s real estate which will support continued real estate investment

Provide CTC with increased financial flexibility to pursue new opportunities to invest in and grow the

business

Scotiabank Partnership Transaction

Scotiabank purchased 20% minority interest in Canadian Tire’s Financial Services business for $500

million

Scotiabank provided committed funding facility of $2.25 billion to backstop funding of Financial Services’

credit card receivables

Partners identifying co-marketing opportunities to improve customer loyalty and generate incremental

sales through sponsorships and new products and services

Canadian Tire and Scotiabank aligned on community-based initiatives and sports partnerships

17

Returning Value to Shareholders

2016 – repurchased $440M of Class A Non-Voting shares (beyond anti-dilutive)



2012 – 2013 – repurchased $121M of Class A Non-Voting shares (beyond anti-dilutive)

All annouced share repurchase intentions for the above years were fulfilled

Q3 2016 – announced the intention to repurchase $550M of Class A Non-Voting shares (beyond

anti-dilutive) during Fiscal 2017

Share Repurchases

Dividends

18

Q3 2016 – increased annual dividend to $2.60 per share, up 13.0%




$0.56

$0.64

$0.72

$0.82 $0.84 $0.84

$1.10

$1.20

$1.40

$1.88

$2.10

$2.30

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016*

Returning Value to Shareholders

Policy to maintain dividend payments equal to 25% to

30% of the prior year’s normalized basic net earnings

Member of S&P/TSX Canadian Dividend Aristocrats index

Annual Dividends Paid

• In Q3 2016, CTC announced an annual dividend increase of 13.0% to $2.60 per share

to be paid during 2017

19

13.7% CAGR

Canadian Tire – a Strong Investment Proposition

~490 Associate Dealers in local communities across Canada

Attracting and retaining world-class talent to grow businesses

Experienced leadership in key functions across the Company

Continued focus on brand-led organization

$12.7 billion in revenue

33.2 million retail square feet

Financial Services GAAR of $4.9B 20

Extensive reach and scale of business

90% of Canadians located 15 minutes from a Canadian Tire store

National presence with ~1,700 retail and gasoline outlets

One in five Canadians hold a Canadian Tire Options MasterCard

Differentiators

Delivering strong financial results

Clearly defined growth plan with underlying financial aspirations

Strong balance sheet and multiple funding sources

Committed to balanced approach for returning capital to shareholders

Delivering strong financial results

2017 Outlook

21

2017 Outlook

22

Operating expense growth aligned with revenue growth

Effective tax rate estimate: 27.0% for 2017

In 2017, operating CAPEX estimated between $400 million and $425 million due primarily to Retail

store network investment, and investment in IT and in digital technology.

Additional CAPEX:

Approximately $25 million to $50 million associated with future distribution capacity in 2017

Third-party property acquisitions by CT REIT

Operational efficiency initiatives

Expected three year (2015-2017) average annual CAPEX between $450 million and $500 million to

support investments in digital technology and Retail store network growth

Three Year Financial Aspirations

2015 – 20171,2

Financial Aspirations3 Details

Retail sales (POS) growth (annual aspirations)

Canadian Tire retail – 3%+

Mark’s – 5%+

FGL Sports - 9%+

Aspirations separated by banner to better reflect

different stages of maturity/growth of individual retail

banners

Based on annual square footage growth estimates

and same store sales assumptions

Diluted earnings per share (EPS) (average over three year period)

8% to 10%

Consolidated diluted EPS attributable to owners of

Canadian Tire Corporation

Return on invested capital (aspiration by end of 2017)

9%+

Long-term aspiration remains 10%+

Aspiration of 9% is more achievable by end of three

year period

Return on receivables (ROR) (annual aspiration)

6%+ Based on assumptions for rate of receivables

growth and operating expense management

1 Established on October 9, 2014 at Canadian Tire Investor Day

2 Forward looking information – refer to slide 2 for additional information

3. Refer to Section 5.0 of the Q4 and full-year 2016 MD&A for additional information of the Company’s three year financial aspirations 23

24

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