Canadian Tire Corporation

Investor presentation November 2011 Forward looking information

In this document, the terms “we”, “us”, “our”, “Company” and “CTC” refer to Canadian Tire Corporation, Limited and its business units and subsidiaries. This document contains forward-looking information that reflects 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 our 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 information, including but not limited to, statements concerning management's expectations relating to possible or assumed future prospects and results, our strategic goals and priorities, our actions and the results of those actions and the economic and business outlook for us. Often but not always, forward-looking information can be identified by the use of forward-looking terminology such as "may", "will", "expect", "believe", "estimate", "plan", "could", "should", "would", "outlook", "forecast", "anticipate", "foresee", "continue" or the negative of these terms or variations of them or similar terminology. Forward-looking information is based on the reasonable assumptions, estimates, analysis 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 itsverynature, fdforward-lkilooking ifinforma tion requires us tomake assumptions and issubjec t to ihinheren trikisksand uncertititainties, whic h give rise to the possibility tha t the C'Company'sassumptions may not becorrect and that the Company's expectations and plans will not be achieved. Although the Company believes that the forward-looking information in this document is based on information and assumptions which are current, reasonable and complete, this information is 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 information for a variety of reasons. Some of the factors – many of which are beyond our 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 Canadian Tire to attract and retain quality employees, Dealers, Canadian Tire Petroleum agents and PartSource, FGL Sports and Mark's Work Wearhouse store operators and franchisees, as well as our financial arrangements with such parties; (c) the growth of certain business categories and market segments and the willingness of customers to shop at our stores or acquire our financial products and services; (d) our margins and sales and those of our competitors; (e) risks and uncertainties relating to information management, technology, supply chain, product safety, changes in law, competition, seasonality, commodity price and business disruption, our relationships with suppliers and manufacturers, changes to existing accounting pronouncements, the risk of damage to the reputtitation of bdbrandspromotdted by CdiCanadian Tire and thecost of store netktwork expansion and retfittrofits; (f) our ability toachieve thepldlanned synergies as a result of therecent acquiitiisition of The FiForzani Group Ltd. and the timing thereof and (g) our capital structure, funding strategy, cost management programs and share price. We caution that the foregoing list of important factors and assumptions is not exhaustive and other factors could also adversely affect our results. Investors and other readers are urged to consider the foregoing risks, uncertainties, factors and assumptions carefully in evaluating the forward-looking information and are cautioned not to place undue reliance on such forward-looking information.

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 the “Risk Factors” section of our Annual Information Form for fiscal 2010 and our 2010 Management's Discussion and Analysis, as well as Canadian Tire’s other public filings, available at www.sedar.com and at www.corp.canadiantire.ca.

Statements that include forward-looking information 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 information, 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.

1 1 Canadian Tire in brief

Unique business mix Reach and scale Continuous innovation Strong financial position

• Diverse product mix • More than 1,700 retail • Focus on new products, • Solid free cash flow • Strong in-house brands outlets across Canada programs and services • Strong balance sheet • LdiLeading mar kthiket share in • 90% of Canadians are 15 • Enhanced customer • Good liqu iditidity minutes from a CTR store experience many key business lines • Sustainable earnings • Automotive a key • Global sourcing • Store concept renewal growth differentiator capabilities • Customer loyalty program • Leading sporting goods • Tailored store formats: • Modern supply chain and retailer in Canada urban, small market and continued productivity rural enhancements

A leading Canadian retailer

“CTR” refers to Canadian Tire Retail 2 2 Our core business is retail

We have six key Customer business categories Preparing Canadians for the Jobs & Joys of Everyday Living in Canada

Sales in 20101 $9.3B2 $1.6B3 $1.0B $1.0B4

Business Financial Auto Living Fixing Playing Apparel categories Services

. Gas . Home cleaning . Home repair . Hockey . Industrial wear . Credit cards . Auto parts . Home decor . Paint . Golf . Men’s wear . Financial services . Tires & power . Home org . Tools . Cycling . Women’s wear . Call centre sports Products . Kitchen . Fitness . Athletic apparel . Home services . Auto Service . Backyard living . Camping . Footwear . Customer analytics and . Car care & & fun . Hunting services accessories . Gardening . Fishing . Roadside . Outdoor assistance tools . Christmas

1 Reflects POS figures. Fiscal year 2010 for Canadian Tire Corporation (52 weeks ending January 1, 2011). 3 2 Includes sales from Petroleum of $1.8B. 3 Fiscal year 32011 for The Forzani Group Ltd. (52 weeks ending January 30, 2011). 4 Revenue restated under IFRS. Our business model

Customer

Preparing Canadians for the Jobs & Joys of Everyday Living in Canada

Businesses

Leadership Michael Paul Dean CEO: Stephen Wetmore Glenn Butt Mike Arnett CFO: Marco Marrone Medline Wilson McCann

Customer Marketing experience Merchandising Marketing Store operations

Shared services and support SlhiSupply chain Corporate functions functions

4 4 Our retail network across Canada

4 CTR distribution centres 2 Mark’s distribution centres 2 transload facilities At least one 3 auto parts distribution centres CdiTiCanadian Tire 1FGLS1 FGL Spor ts ditdistr ibu tion cen tre store is within 15 minutes of 90% of Canadians

West Ontario Quebec East

134 200 98 54 174 147 177 30 149 147 48 41 38 161 59 33 25 59 - 3

Store count as at October 1, 2011 5 5 Strategic objectives

1. Grow our business 2. Improve the customer experience 3. Imppprove our performance 4. Retain our strong financial position 5. Meet or exceed our five year financial aspirations

Att Ca n adi an Tir e w e’r e f ocused on ggorowt h, productivity and the customer experience

6 6  Grow our business

Multiple engines of growth drive the business

Strengthen our Reclaim our Become Canada’s Retain and grow Grow the core retail status as Canada’s authority in market leading Financial Services >business – Living, >Automotive >Sports >positions in >business to Fixing and Playing authority Apparel support the core • Retain and grow market • Update IT infrastructure • Acquisition completed; • Expand customer base • Return to pre-recession leading positions • Optimize product FGL Sports a subsidiary • Expand channels return on receivables since August 2011 • Introduce new categories assortment • Continuous product • Cross promotions with and services • Increase staff knowledge • In the near-term, we look innovation CTR • Build credibility and to drive sales, realize • Pursue new product and relevance in traffic driving synergies and reaffirm service offerings categories the FGL Sports strategy • A stronggp pairin g with CTR

See slides 17 to 21 for more details on our growth initiatives 7 7  Enhance the customer experience

Deliver high quality, consistent customer service across our network

Store renewal Improved store Online – expanded CCR & enhanced program operations support convenience loyalty program >• Smart stores >• Expanded field >• Tires online fall of >• Dunnhumby for • Mark’s name refresh operations support 2011 leading-edge customer analytics • • Improved • Mark’s re -launched Automotive concept and insights store measurement and online fall of 2011 reporting practices • FGL Sports – • Loyalty pilot begins in • In-store training sportchek.ca seeing early 2012 exercises good traffic • Social media marketing at FGL Sports

“CCR” refers to customer-centric retailing 8 8  Improve our performance

Building a more efficient business

One integrated retail Less capital intensive Productivity Managing credit risk network supported by store renewal improvements and write-off rates >shared services >investment > > • A shared-services • Focus on productivity • Merchandise • We have more than business model and the customer procurement and 25 years of managing experience of existing processes credit card risk stores • Supply chain • Store within a store enhancements concept at CTR and FGL • In-store performance Sports

9 9  Retain our strong financial position

Deliver sustainable growth

A prudent approach

Grow sales and Manage margins Manage debt levels Drive attractive >earnings >and expense levels > >shareholder returns

10 10  Meet or exceed our financial aspirations

10 to 12 per cent total return to our shareholders

Five year financial aspirations 2010 CTR retail sales growth 3 to 5% 1.4% Total return to our Consolidated EPS 8 to 10% 18.5% shareholders in Retail ROIC 10% + 8.0% 2010 FS return on receivables 4.5 to 5% 5.0% 19.8 per cent

11 11 Proud to be the store for Canadians

And it’s just the beginning of the next phase of our journey In summary

Strengths Targeted strategy Financial aspirations • Unique business mix • Growth • CTR Retail sales >• Reach and scale >• Customer service >growth: 3 to 5% • Continuous innovation • Performance • EPS growth: 8 to 10% • Strong financial position • Financial position • Retail ROIC: 10% + • FS ROR: 4.5 to 5.0%

12 12 Consolidated highlights

Q3 2011 – Year to date

Change vs. ($ in millions except per share amounts) Q3 2011 YTD Q3 2010 YTD 2010

Revenue $ 7,252.0 9.5% $ 9,213.1 Net income after tax $ 300.7 94%9.4% $ 444.2 Basic earnings per share $ 3.69 9.6% $ 5.45 Diluted earnings per share $ 3.68 9.6% $ 5.42

13 13 Retail segment highlights

Q3 2011 – Year to date ($ in millions) Q3 2011 YTD Q3 2010 YTD Change Retail Sales CTR retail sales growth 1.7% 1.8% Mark's retail sales growth 3.0% 4.9% Gas (Petroleum) retail sales growth 22.2% 9.4% FGL Sports retail sales growth 1 6.6% n/a

Revenue $ 6,488.6 $ 5,853.0 10.9% Gross margin (%) 25.6% 26.5% Operating expenses (excluding D&A) 1,185.4 1,053.8 12.5% Net finance costs 53.2 67.8 (21.6%) Income before income taxes $ 235.6 $ 231.7 1.7% EBITDA 490 .3 496.7 (1.3%) Retail ROIC2 8.46% 7.63% 1 Calculated using the Company's weekly sales calendar, which begins Sunday and ends on Saturday. For 2011, the Sunday after the acquisition date was August 21. 2 Rolling 12 months

14 14 Financial services segment highlights

Q3 2011 – Year to date

($ in millions) Q3 2011 YTD Q3 2010 YTD Change

Revenue $ 711.7 $ 715.9 (0.6%) Operating expenses (excluding D&A) 189.6 195.8 (3.3%) Net finance costs 46.1 49.0 (5.9%) Income before income taxes $ 163.4 $ 159.3 2.6% EBITDA 217.5 214.7 1.4% Gross average credit card receivables growth 0.1% 4.9% Net credit card write-off rate1 7.33% 7.72% Return on average total managed portfolio 1 5.10% 502%5.02% 1 Rolling 12 months

15 15 Canadian Tire Corporation

Additional information Grow our business – CTR

Strengthen our core Retail business – Livinggg, Fixing and Playing

Retain and grow market Introduce new categories Build credibility and leading positions and services relevance in traffic driving > > >categories • Expanded assortment in high • Major appliances – launched • Introduce Cesar Millan line of growth categories in Q3 2011 pet care products • Regionalized assortment • Home installation services • Food pilot in select markets tailored to store needs • Enhance household • Increased flyer presence consumables product line • Inspiring displays

17 17 Grow our business – Automotive

Canada’s authority in Automotive

Update IT infrastructure Optimize product Increase staff knowledge assortment >>>• Automotive Management • Regionalized assortment to • Instructor led System rollout under the meet customers’ in-store training sessions immediate needs Automotive Infrastructure • Dedicated Automotive program • PartSource HUB stores and Business Support Managers Express Auto Parts DCs for • Reppgorting and • Auto service performance specialized parts metrics redesigned improvement program • Tire online in September 2011 • Automotive concept stores opened in October 2011

“DC” refers to distribution centers 18 18 Grow our business – Sports

Become Canada’s ultimate authority in Sports

The Forzani Group acquisition in Near-term priorities August 2011 >>• Streng then a core bus iness ca tegory • Maintain revenue momentum • Platform for growth and • Deliver acquisition synergies diversification • Reaffirm strategy and banner • Opportunity to create a sporting rationalization timeline goods super-bdbrand – Real estate management • Strong pairing with CTR – In-store performance • Helping Canadians live healthy, active lives

19 19 Grow our business – Apparel

Retain and grow market leading positions in Apparel (Mark’s)

Expand customer base Expand channels Continuous innovation • Grow men’s and • Grow wholesale-direct • Target three to four new >women’s casual wear >Imagewear division >innovations per year • Focus on basics while striving • Online sales for each category to be fashion correct • Rebranding from Mark’s Work Wearhouse to Mark’s

20 20 Grow our business – Services

Grow the Financial Services business to support the core

Return to pre-recession Cross promotions with CTR Pursue new product and return on receivables service offerings >• Account pricing and >• Broaden in-store >• Home services (e.g., garage terms management financing offers door opener installation) • Targeting key customers for • Instant credit available in-store • Auto and home insurance lower attrition rates • Integration with • Product warranties new loyalty program

21 21 Financial flexibility

Financing source Amount Description Committed bank lines of credit $1.37 billion • Provided by seven domestic ($1,120 million) and three international ($250 million) financial institutions • For general corporate purposes and support for both the corporate and Glacier Credit Card Trust (“Glacier”) commercial paper programs • $260 million was drawn on bank lines as at October 1, 2011. In addition, there was $25 million of corporate commercial paper and $301 million of Glacier commercial paper outstanding Corporate Commercial paper program $800 million • $25 million of corporate commercial paper was outstanding as at October 1, 2011 Corporate Medium Term Notes (MTN) program $750 million • Base Shelf Prospectus renewed in April 2011 • No issuance under this Shelf Prospectus at this time Securitization of receivables Transaction specific • Handled through Glacier in form of commercial paper and medium term notes Broker GIC deposits No specified limit • Funds are readily available through broker networks Retail deposits No specified limit • Consists of high interest savings accounts, tax-free savings accounts and retail GIC deposits Sale / leaseback transactions Transaction specific • Strategic transactions involving company owned properties

22 22 For more information www.corpp//.canadiantire.ca/EN/investors [email protected] (416) 480-8225