Canadian Tire Corporation Investor Presentation Forward Looking Information

This document contains forward-looking statements that reflect Management’s current expectations relating to matters such as future financial performance and operating results of the Company. Forward-looking statements provide information about Management’s current expectations and plans, and allow investors and others to better understand the Company’s anticipated financial position, results of operations and operating environment. Readers are cautioned that such information may not be appropriate for other purposes. Certain 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 material assumptions and Management’s beliefs, which may prove to be incorrect, include, but are not limited to, the duration and impact of COVID-19, including measures adopted by governmental or public authorities in response to the pandemic, the effectiveness of certain performance measures, current and future competitive conditions and the Company’s position in the competitive environment, the Company’s core capabilities, and expectations around the availability of sufficient liquidity to meet the Company’s contractual obligations. Management’s expectations with respect to the Operational Efficiency program are based on a number of assumptions relating to anticipated cost savings and operational efficiencies. Although the Company believes that the forward-looking information in this document is based on information, assumptions and beliefs that are current, reasonable, and complete, such 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 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 executives and employees for all of its businesses, Dealers, Petroleum retailers, and Mark’s and SportChek 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 the Company’s owned brands or its financial products and services; (d) the Company’s margins and sales and those of its competitors; (e) the changing consumer preferences and expectations relating to eCommerce, online retailing and the introduction of new technologies; (f) the possible effects on our business from international conflicts, political conditions, and other developments including changes relating to or affecting economic or trade matters as well as the outbreak of contagions or pandemic diseases; (g) risks and uncertainties relating to information management, technology, cyber threats, property management and development, environmental liabilities, supply-chain management, product safety, competition, seasonality, weather patterns, climate change, commodity prices and business continuity; (h) the Company’s relationships with its Dealers, franchisees, suppliers, manufacturers, partners and other third parties; (i) changes in laws, rules, regulations and policies applicable to the Company’s business; (j) the risk of damage to the Company’s reputation and brand; (k) the cost of store network expansion and retrofits; (l) the Company’s capital structure, funding strategy, cost management program, and share price; (m) the Company’s ability to obtain all necessary regulatory approvals; (n) the Company’s ability to complete any proposed acquisition; and (o) the Company’s ability to realize the anticipated benefits or synergies from its acquisitions. With respect to the statements concerning the Company’s Operational Efficiency program, such factors also include: (a) the possibility that the Company does not achieve the targeted annualized savings; (b) the possibility that the program results in unforeseen impacts to overall performance; (c) the possibility that the one-time costs and capital investments associated with the program are more significant than expected; and (d) the possibility that the Company does not achieve the expected payback during the anticipated timeframe for the severance, store closure and other related expenses recorded. 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, refer to section 10.0 (Key Risks and Risk Management) of CTC’s MD&A for the year ended January 2, 2021 and all subsections thereunder, 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 https://investors.canadiantire.ca. The forward-looking information contained herein is based on certain factors and assumptions as of the date hereof and does 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. 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, except as required by applicable securities laws.

INVESTOR PRESENTATION | FORWARD LOOKING INFORMATION 2 Canadian Tire Corporation Today

At Canadian Tire Corporation (CTC), we are committed to providing Canadians with the products and services they need for the Jobs and Joys of a Lifetime in . What started as a single store in has grown into an iconic national brand with more than 1,700 retail locations, a best-in-class , and leading-edge digital and data analytics capabilities. Today, our family of companies includes our namesake banner Canadian Tire Retail (CTR), which features Automotive, Living, Fixing, Playing, and Seasonal & Gardening divisions; PartSource, Roadside Assistance and Gas+, key elements of CTR’s automotive business; Mark’s/L’Équipeur, a leading source for casual and industrial wear; SportChek, , Hockey Experts, and Atmosphere, which offer the best activewear brands; Pro Hockey Life, a hockey specialty store catering to elite players; , a global sports and workwear brand; and Party City, Canada’s #1 party supply and celebration destination.

INVESTOR PRESENTATION | CANADIAN TIRE CORPORATION TODAY 3 Our retail banners are supported by our Financial By strategically investing in our digital capabilities and Services business and our Triangle Rewards data analytics, we have become one of the largest loyalty and credit card programs. eCommerce players in Canada. We engage with our customers more often, more effectively, and more Triangle Rewards is one of our most significant efficiently, keeping them at the heart of everything we assets, linking the entire family of companies do. into a single customer-facing marketplace and loyalty program. Today, Triangle Rewards allows Over time as our customers’ needs have changed, so our customers to earn and redeem Canadian too has our assortment. We continue to refine our Tire Money (CTM) across our banners, providing shopping experience, delivering customized offers and important customer data and reinforcing our making it easier for them to shop when and how they One Company, One Customer strategy. want. From the products we sell, to the experience we provide, we are guided by our purpose of “being there for life in Canada”.

INVESTOR PRESENTATION | CANADIAN TIRE CORPORATION TODAY 4 Corporate Overview BRINGING OUR CUSTOMERS THE PRODUCTS THEY NEED FOR THE JOBS AND JOYS OF LIFE IN CANADA

STRENGTHS GROWTH FINANCIAL HIGHLIGHTS (2020)1

• Iconic and trusted brands • Focus on owned brands & product Revenue +2.3% Canadians love development % • Credibility in heritage categories • Advancements in in-store & digital Revenue (excluding Petroleum) +6.9 customer experience More than 10 million active Triangle • % Rewards members including 2.1 • Triangle Rewards insights to drive Normalized Net Income (1.6) (attributable to shareholders of CTC)2 million active credit cardholders increased customer engagement • Shared real estate, marketing, supply • Focus on operational excellence chain & support services • Expansion of Helly Hansen brand Normalized Diluted EPS (0.3)% • Strong balance sheet and financial offering in Canada and opportunity flexibility to grow owned brands through Helly Hansen’s international platform

1 – Refer to slides 31 and 32 for Section 4.0 of the Q4 and full year 2020 MD&A for an overview of the impact of the COVID-19 pandemic on CTC’s operations. 2 – Refer to section 5.1.1 of the Q4 and full year 2020 MD&A for a description of normalizing items INVESTOR PRESENTATION | OVERVIEW 5 NOVEMBER 2017 INVESTOR PRESENTATION | OVERVIEW Triangle RewardsTM

Introduced in 2018, Triangle Rewards is the evolution of our iconic (CTM). It lets customers collect and redeem CTM at Canadian Tire, Mark’s/L’Équipeur, SportChek, Atmosphere and participating Sports Experts locations. Customers can further collect CTM on Avis Car and Budget car rentals, and on fuel purchases at Canadian Tire gas bars and on the Triangle Mastercard at participating stations.

More than 10 million Canadians are active Triangle Rewards members. This gives us valuable insight into the spending habits of the majority of Canadian households, helping us to better understand our customers. Our data tells us what our customers are shopping for and where, allowing us to deliver relevant, personalized offers that increase their overall engagement across our banners and brands and enhance their experience. Customers who shop across our banners spend more, and because of the rewards they get from engaging with our brands, they are increasingly turning to us to meet their needs. We have been investing heavily in data analytics and digital capabilities in parallel with the launch and growth of Triangle Rewards, which has enabled us to make more informed decisions and expanded our ability to connect with our customers with over 8 million unique offers sent each week.

INVESTOR PRESENTATION | TRIANGLE REWARDS 7 Triangle Rewards Program Overview

CROSS BANNER EARN AND SPEND 1:1 MARKETING DIGITAL EXPERIENCE BUSINESS INSIGHTS PROMOTION Offer full value to Collect rewards faster Personalize 1:1 Enable strong digital Understand customer customers as and redeem at communications and engagement and multi- path to purchase to One Company multiple banners promotional offers channel experience evolve assortment and improve customer experience

Across our family of companies, we are creating a seamless and integrated shopping experience of differentiated brands, connected by Triangle Rewards, working together to prepare Canadians for the Jobs and Joys of a Lifetime in Canada and rewarding them for choosing Canadian Tire.

INVESTOR PRESENTATION| TRIANGLE REWARDS 8 Our Core Business is Retail KEY BUSINESS DIVISIONS – Bringing our customers the products they need for the Jobs and Joys of Life in Canada

Banners

2020 Revenue1, 2 C$10.0B C$1.8B C$1.2B C$0.5B C$1.2B = C$14.9B

Reporting Retail Financial Segments Services

CTC Business Automotive Living Fixing Seasonal Playing/ Sports Apparel Wholesale Financial Divisions

Products Gas Home Cleaning Home Repair Gardening Hockey Industrial Wear Work Wear Credit Cards & Services by Category Auto Parts & Home Décor Paint Outdoor Tools Golf Men’s Wear Urban Retail Deposits Maintenance Home Org Tools Backyard Living & Cycling Women’s Wear Sportswear In-store Acquisitions Tires Kitchen Fun Fitness Athletic Apparel & Financing Auto Service Gardening Toys & Games Camping Lifestyle & Adventure Insurance Outdoor Adventure Outdoor Tools Christmas Trees Hunting Footwear Car Care & Accessories Home Essentials & Seasonal Décor Fishing Accessories Roadside Assistance Pet Care

1 – Revenue reported for retail banners and Financial Services includes inter-banner and inter-segment revenue. Numbers may not add due to rounding. 2 – Refer to slides 31 and 32 for Section 4.0 of the Q4 and full year 2020 MD&A for an overview of the impact of the COVID-19 pandemic on CTC’s operations.

INVESTOR PRESENTATION | OVERVIEW 9 Canadian Tire Retail

Canadian Tire Retail has over 500 retail locations across Canada, with local Associate Dealer presence and trust. We sell more products, in more places, than any other Canadian retailer.

Through our well-positioned store network, digital innovation, convenient deliver-to-home and in-store pick-up options, unique customer-facing experiences, and exclusive perks for Triangle Rewards members, we are inspiring and enabling our customers to shop when and how they want for the brands and products they’re seeking.

Canadian Tire continues to develop exciting merchandise strategies, relevant and engaging new Owned Brands and market-leading programs like TESTED for Life in Canada, reaching more Canadians than ever before. Canadian Tire truly is Canada’s Store.

INVESTOR PRESENTATION | CTR 10 Canadian Tire Retail

GROWTH STRENGTHS FINANCIAL HIGHLIGHTS (2020)1 • Develop a world-class omni-channel 2 % • One of Canada’s most trusted Revenue growth +16.5 and growing the eCommerce and iconic brands % business Retail sales growth +17.6 • Market leader across core categories Store count3 667 • Grow new product pipeline through • Superior real estate locations owned and national brands and national store network • Strengthen customer connections by • Strong Associate Dealer network developing unique and personalized focused on local community and experiences through Triangle needs Rewards insights • Revitalize and localize assortments

1 – Refer to slides 31 and 32 for Section 4.0 of the Q4 and full year 2020 MD&A for an overview of the impact of the COVID-19 pandemic on CTC’s operations. 2 – Revenue includes revenue from Canadian Tire, PartSource, Pro Hockey Life (PHL), Party City and Franchise Trust. 3 – Store count includes stores from Canadian Tire, and other banner stores (PartSource, PHL, and Party City) of 163.

INVESTOR PRESENTATION | CTR 11 SportChek

SportChek is Canada’s leading health, fitness and wellness retailer. With almost 400 locations across the country, SportChek understands, better than anyone, the role sports and activity play in the lives of Canadians. In addition to SportChek, our other banners include Sports Experts, Atmosphere, Hockey Experts and Sports Rousseau. In-store and online, SportChek offers a comprehensive assortment of elite national brands, complemented by Owned Brands such as Woods and Helly Hansen.

SportChek values inclusivity and believes sport is whatever moves you. We remain passionate about inspiring customers to live a healthy, active lifestyle, and are committed to providing them with a one-stop destination for sport, activity and wellbeing at all levels. While bringing the latest launches and brands to life, SportChek challenges Canadians to redefine modern sport in their everyday lives

INVESTOR PRESENTATION | SPORTCHEK 12 SportChek

STRENGTHS GROWTH FINANCIAL HIGHLIGHTS (2020)1 • Canada’s largest sporting goods • Analytics-driven decision making for Revenue growth (10.9)% retailer in-store merchandising and staffing Retail sales growth (8.5)% to optimize sales and profitability • Strong relationships with national Store count 397 vendor brands • Expanding owned brands presence • CTC’s digital lab and testing ground • Develop unique and personalized customer connections and experiences through Triangle Rewards insights • Enhancing store network productivity

1 – Refer to slides 31 and 32 for Section 4.0 of the Q4 and full year 2020 MD&A for an overview of the impact of the COVID-19 pandemic on CTC’s operations.

INVESTOR PRESENTATION | SPORTCHEK 13 Mark’s

Mark’s is one of Canada’s leading casual and industrial apparel and footwear retailers, known for offering quality, innovative and stylish products. With 70% of sales from Owned Brand products, designed and sourced in-house, Mark’s core differentiator is its specialized assortment, which has carved out a unique and defendable niche. Key Owned Brands include Denver Hayes, Dakota, WindRiver and Helly Hansen Workwear, and they are complemented by national brands such as Levi’s, Carhartt, Timberland and Columbia.

Mark’s continues to be a leader in apparel and footwear product development across the corporation, focused on keeping Canadians warmer, drier, safer and more comfortable. In 2019, Mark’s celebrated the exclusive and successful launch of No Fly Zone® mosquito and tick repellent clothing. eCommerce continues to be a growth engine for Mark’s. It operates 381 stores under the banners “Mark’s” and “L’Équipeur” in and offers online retailing through its websites at www.marks.com and www.lequipeur.com.

INVESTOR PRESENTATION | MARK‘S 14 Mark’s

STRENGTHS GROWTH FINANCIAL HIGHLIGHTS (2020)1 • Product development, innovation • Sustain brand growth through ‘Well Revenue growth (4.8)% and quality Worn’ campaign Retail sales growth (5.5)% • Strong owned, exclusive and national • Expand eCommerce capabilities Store count 381 brands • Develop unique and personalized • National store network customer connections and experiences through Triangle • Leader in industrial apparel Rewards insights

1 – Refer to slides 31 and 32 for Section 4.0 of the Q4 and full year 2020 MD&A for an overview of the impact of the COVID-19 pandemic on CTC’s operations.

INVESTOR PRESENTATION | MARK‘S 15 Helly Hansen

Helly Hansen is a leading technical outdoor brand sold in more than 40 countries. The brand is worn and trusted by more than 55,000 outdoor professionals and can be found on Olympians, National Teams, and at more than 200 ski resorts and mountain guiding operations globally.

Helly Hansen’s long-term growth strategy is based on the ethos that “Helly Hansen makes professional grade gear to help people stay and feel alive,” tapping into the brand’s 140-year Norwegian heritage. The company has successfully invested in brand and product development, focused its core product offering, improved financial discipline, and enhanced distribution channels, all resulting in growth well ahead of the market. It also operates Musto, the world’s leading technical sailing brand.

INVESTOR PRESENTATION | HELLY HANSEN 16 Helly Hansen

STRENGTHS GROWTH FINANCIAL HIGHLIGHTS (2020)1 • Trusted and celebrated global brand • Brings complete assortment across that professionals use and trust CTC banners Revenue $542M • Global leader in technical • Strengthens CTC’s ability to performance apparel from sea to distribute current and future owned mountains brands • Wholesale, store network and ship- • International footprint with multi- to-home capabilities globally year expansion plan underway

1 – Refer to slides 31 and 32 for Section 4.0 of the Q4 and full year 2020 MD&A for an overview of the impact of the COVID-19 pandemic on CTC’s operations.

INVESTOR PRESENTATION | HELLY HANSEN 17 Our Owned Brands As a customer and product driven company, CTC has a long history of offering exclusive brands, and this legacy continues to set us apart. Through acquisitions and by developing new brands in-house, we continue to expand our Owned Brands portfolio, adding products that resonate with our customers and drive our growth.

In 2020, we launched Raleigh, Diamondback, and Redline to support unprecedented bike performance and fueling future business growth. We also launched Stella & Finn, our new homegrown brand designed to fill a gap in Kids/Outdoor Fun Categories providing a curated, fun assortment for kids and the kids at heart.

Beyond what’s new, type A, our storage and organization brand, successfully expanded into the Closet and Kitchen Organization space with solutions designed and developed in-house. Premier Paint responded to customers eCommerce needs, plus our innovative Premixed “Paint in a Bag” format, to make painting a little easier. Sherwood Hockey was relaunched globally, with exciting new assortments and new partnerships with the NHL/NHL athletes to represent the brand on and off the ice. , built on its leadership position, and expanded into Outdoor Power Equipment, while also showcasing a brand-new look to customers. Motomaster, Canadian Tire’s largest Owned Brand, not to be undone, completed its transformation with a new-look and a renewed focus on Proven Quality Products.

INVESTOR PRESENTATION | OWNED BRANDS 18 Owned Brands

OVERVIEW SELECTION OF OWNED BRANDS FINANCIAL HIGHLIGHTS (2020)1 • Through our comprehensive Owned Brands • Total Owned Brands portfolio contributed strategy, we are developing curated, high over $5 billion in sales in 2020 quality product assortments that are increasingly informed by customer data, including engagement with our TESTED for Life in Canada customer panel. • Through acquisitions and in-house development, Owned Brands are delivering sales, fuelling our growth strategy, and continuing to provide our customers with what they need for the Jobs and Joys of Life in Canada.

1 – Refer to slides 31 and 32 for Section 4.0 of the Q4 and full year 2020 MD&A for an overview of the impact of the COVID-19 pandemic on CTC’s operations.

INVESTOR PRESENTATION | OWNED BRANDS 19 CT REIT

CT REIT owns over 350 commercial properties across Canada, totalling approximately 29 million square feet of gross leasable area, with a fair market value of approximately $6.2 billion. Comprising primarily free- standing single tenant assets leased to CTC, CT REIT features high occupancy, low lease turnover and long weighted average terms on our leases and our debt. These structural features, and the resulting strong financial performance, combined with the track record of distribution increases, distinguish CT REIT as Canada’s premier net lease REIT.

In 2019, reflecting growth in its units’ float and liquidity, CT REIT was included in the S&P/TSX Composite and Capped REIT indices and a number of sub-indices. In early 2020, the REIT was also included in the S&P/TSX Dividend Aristocrats Index, one of only a handful of Canadian REITs with that distinction. These mark a significant milestone for CT REIT as its inclusion in these indices enables the REIT to expand its investor base and increase liquidity for unitholders.

INVESTOR PRESENTATION | CT REIT 20 CT REIT

STRENGTHS GROWTH FINANCIAL HIGHLIGHTS (2020)1 • Irreplaceable high quality Canadian • Acquisition, development and Property revenue $502.3M +2.7% real estate portfolio intensification opportunities Funds from $270.8M +3.4% • Investment grade anchor • Canadian Tire Corporation operations tenant – Canadian Tire property pipeline Adjusted funds $236.5M +5.4% from operations • Exceptional cash flow predictability • Contractual annual rent escalations and reliable monthly distributions for Canadian Tire Corporation AFFO payout ratio 76.8% properties

1 – Refer to slides 31 and 32 for Section 4.0 of the Q4 and full year 2020 MD&A for an overview of the impact of the COVID-19 pandemic on CTC’s operations.

INVESTOR PRESENTATION | CT REIT 21 Canadian Tire Financial Services

As the financial services division of Canadian Tire Corporation, Canadian Tire Financial Services (CTFS) is primarily engaged in marketing the Triangle™ credit card portfolio to Canadians.

Triangle™ credit cards, which are held by more than 2.1 million Canadians, are accepted worldwide and allow cardholders to collect Canadian Tire Money® faster.

CTFS’ close integration with CTC’s retail banners and Associate Dealers is a competitive advantage in acquiring new accounts and creating greater value for CTC’s most loyal customers.

In 2020, Triangle™ was listed as an industry leading credit card by Forrester’s Canadian Customer Experience Index (August 2020) and J.D. Power’s 2020 Canada Credit Card Satisfaction Study.

INVESTOR PRESENTATION | FINANCIAL SERVICES 22 Canadian Tire Financial Services

STRENGTHS GROWTH FINANCIAL HIGHLIGHTS (2020)1 • $6.0 billion in credit card receivables • Derive insights from Triangle Revenue $1.2B (6.4)% Rewards loyalty and credit card % • 2.1 million active credit card holders GAAR $6.0B (3.9) program to: Average number 2,060 (2.5)% • Extensive customer data and strong of accounts with analytics capabilities . Strengthen relationships with existing customers a balance • Award winning customer service (thousands) . Increase share of tender across all CTC banners • Strengthen digital/mobile capabilities

1 – Refer to slides 31 and 32 for Section 4.0 of the Q4 and full year 2020 MD&A for an overview of the impact of the COVID-19 pandemic on CTC’s operations.

INVESTOR PRESENTATION | FINANCIAL SERVICES 23 Sustainability

CTC is committed to operating as a sustainable Canadian brand. We recognize that climate change poses a serious risk to the health of our planet, and as a Company, we have made it a top priority to be more energy efficient, use fewer resources, produce less waste, and provide our customers with more options to reduce their own impact on the environment.

Our family of companies sources products that are made in more than 90 countries, and our brand’s reputation depends on how we conduct our business in Canada and around the world. In addition to working closely with our suppliers to ensure our products are sourced and manufactured according to the highest global standards, we are working to make textile production more sustainable across our apparel brands.

As an organization, we aspire to 90% of our waste to recycling, compost and reuse by 2022. We are making excellent progress towards this aspiration and currently divert 77% of our waste from corporate stores and distribution center’s away from landfills. Among the initiatives in place to achieve our target, we are reducing waste through more sustainable product packaging in accordance with new packaging standards for our Owned Brands launched in 2020. These improvements involve a reduction in unnecessary packaging, a move from non-recyclable materials to recyclable materials, increased recycled content, and improved the ease of customer recycling.

INVESTOR PRESENTATION | ENVIRONMENTAL, SOCIAL AND CORPORATE GOVERNANCE 24 Jumpstart Charities

Jumpstart’s mission is to enrich the lives of all kids in need through sports and physical activity. For kids, the opportunity to play is about much more than getting active: sport fosters self esteem and teaches valuable life skills such as courage, confidence, resilience, and teamwork. Jumpstart helps eligible families cover the costs of registration, transportation and equipment, and provides funding to select organizations for recreational infrastructure and programming. With an extensive national network of nearly 300 local chapters, Jumpstart is committed to ensuring kids in need have equal access to sport and recreation. One hundred per cent of all customer donations made to Jumpstart stays within the community in which the donation was made. In 2020, access to sport and play was severely challenged by COVID-19 but Jumpstart reacted to the needs of sport organizations and kids across Canada. In September, the Charity launched an $8M Sport Relief Fund to help community sport continue by providing unrestricted funding to address operational gaps created as a result of the pandemic and support sport and recreation organizations with delivering much-needed programming through the rest of the year. Over 600 sport organizations received funding and a remarkable 235,000 kids were supported during this unprecedented year. Our commitment to inclusive play was demonstrated through three additional Jumpstart playgrounds – bringing our total to ten across Canada. Jumpstart helped more than 3,500 kids with disabilities get in the game through the Para Sport Jumpstart Fund. Since our inception in 2005, Jumpstart has helped nearly 2.5 million Canadian kids and counting get in the game.

INVESTOR PRESENTATION | JUMPSTART CHARITIES 25 Delivering Solid Results

STORES AND RETAIL REVENUE FINANCIAL SERVICES GROSS AVERAGE NORMALIZED DILUTED EPS AND DIVIDENDS PER SHARE Retail revenue ACCOUNTS RECEIVABLE ($ per share) (Dividends $ per share) ($ billions) (Number of Stores) ($ millions)

1 – Refer to slides 31 and 32 for Section 4.0 of the Q4 and full year 2020 MD&A for an overview of the impact of the COVID-19 pandemic on CTC’s operations.

INVESTOR PRESENTATION | DELIVERING RESULTS 26 Balanced Capital Long-Term Capital Allocation Allocation Framework • CTC is in a strong liquidity position with the 1.Invest in the business ability to access capital from multiple sources. 2.Maintain investment grade credit rating The Company ended the year with a strong 3.Repurchase shares/grow dividend (target payout ratio of balance sheet, no outstanding borrowing on any 30% - 40%) of its Canadian credit facilities and was in 4.Inorganic growth opportunities compliance with all of its financial covenants. • In Q3 2020, CTC approved a 3.3% increase in its annual dividend from $4.55 to $4.70 per share, reflecting 11 years of consecutive increases.

INVESTOR PRESENTATION | CAPITAL ALLOCATION 27 Returning Value to Shareholders

ANNUAL DIVIDENDS 18.4% CAGR • Policy to maintain dividend payments equal to 30% (C$) to 40% of the prior year’s normalized basic net earnings. 4.55 4.15 • Member of S&P/TSX Canadian Dividend Aristocrats index. 3.60 • In Q3 2020, CTC approved a 3.3% increase in its annual dividend from $4.55 to $4.70 per share, 2.60 2.30

reflecting 11 years of consecutive increases. 2.10 1.88 1.40 1.20 1.10 0.84

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

INVESTOR PRESENTATION | RETURNING VALUE TO SHAREHOLDERS 28 Summary

EXTENSIVE REACH AND SCALE OF BUSINESS DIFFERENTIATORS DELIVERING STRONG FINANCIAL RESULTS • The vast majority of Canadians reside • More than 500 Associate Canadian • Well positioned to compete for the within 15 minutes of a Canadian Tire Tire Dealers in local communities long-term store. across Canada • Invested in both the store network and • More than 10 million Canadians are • Experienced leadership in key digital growth, driving topline growth as active Triangle Rewards members and 2.1 functions across the Company well as making CTC one of Canada’s million active credit cardholders. largest eCommerce players. • Culture is a key component of • Across our family of companies, we are executing on CTC’s purpose of • Financial highlights1: creating a seamless and integrated “being there for life in Canada” • $14.9 billion revenue shopping experience of differentiated • Over $5 billion in Owned Brands sales brands, connected by Triangle Rewards, • Financial Services GAAR of $6.0 billion working together to prepare Canadians for the Jobs and Joys of a Lifetime in Canada and rewarding them for choosing Canadian Tire.

1 – Refer to slides 31 and 32 for Section 4.0 of the Q4 and full year 2020 MD&A for an overview of the impact of the COVID-19 pandemic on CTC’s operations.

INVESTOR PRESENTATION | SUMMARY 29 ThankAppendix You Section 4.0 of the Q4 and Full Year 2020 MD&A – Events that Impacted the Company this Year

During 2020, the Coronavirus (“COVID-19”) pandemic had an impact on the Canadian and global economies and on consumer purchasing behaviours. These impacts, combined with the temporary closure of certain stores and the introduction of new safety protocols, significantly affected the Company’s operations and financial performance in the year. In response to the COVID-19 pandemic, the Company implemented a number of comprehensive operational and risk management strategies to support its businesses and to protect the health and well-being of its employees, customers, Dealers and franchisees through the pandemic. These strategies also allowed the Company to continue to provide Canadians and their communities with essential products and services and demonstrated the resilience of the Company’s business model. The issuance of COVID-19 related government guidelines and restrictions, as well as the Company’s focus on the health and well-being of its employees, customers, Dealers and franchisees, impacted the Company’s operations in several areas. • In the second quarter, 203 Canadian Tire Retail stores in were temporarily closed for five weeks and, for the majority of the quarter, all SportChek and Mark’s were also temporarily closed. With the resurgence of COVID-19 in the second half of the fourth quarter, stores across the Retail banners in , Ontario, and Quebec were subject to further restrictions and store closures. These restrictions and closures in the fourth quarter did not have a material impact to the Company’s financial results. Throughout this time, the Company continued to serve customers online, offering curbside pickup and deliver-to- home across its Retail banners. • Helly Hansen operations were also impacted by store closures and restrictions throughout 2020, which affected its stores as well as the stores and operations of its wholesale customers. • Reduced store hours and customer capacity limitations also impacted all banners. • The Company introduced enhanced cleaning protocols and actions to support physical distancing, including the installation of plexiglass and floor decals. • The ability of Financial Services to acquire new credit card customers was affected by the temporary store closures and reduced store hours throughout the year. • From March 22, 2020 to mid-August 2020 the Company and its Dealers implemented a special support payment for all active front-line employees in recognition of their commitment to serve their communities during the pandemic. On April 9, 2020, the Company launched a $5 million Canadian Tire COVID-19 Response Fund to help Canadians and their communities respond to the pandemic. The COVID-19 pandemic has also had a significant impact on community sports and recreation. During the year, with the Company’s support, Jumpstart launched the $8 million Jumpstart Sport Relief Fund - a fund developed to help sport and recreation organizations deliver programming. In December 2020, CTC donated $12 million of funding to the Jumpstart Sport Relief Fund to provide further support of this initiative in 2021.

Impact on Customers The Company’s multi-category assortment continues to provide Canadians with the things they need for the jobs and joys of life in Canada. Throughout the year, the Company saw a significant shift in customer shopping behaviour by increasingly moving to online purchasing. For the full year, eCommerce sales were approximately $1.6 billion and penetration rates were more than double 2019 rates for all banners. The Company’s ongoing ability to satisfy its customers’ shopping preferences and achieve its operational objectives depends upon its ability to maintain key supply chain operations, distribution, logistics and transportation arrangements. These arrangements were significantly challenged in 2020 by the COVID-19 pandemic as a result of unprecedented customer demand for certain products. The Company’s supply chain processes and technologies provide visibility across the end-to-end supply chain network and support the Company’s ability to proactively address potential disruptions as a result of consumer demand arising from the COVID-19 pandemic. Key strategic relationships with vendors and the ability to utilize inventory across banners aided the Company’s ability to address customer demand during the year. The Financial Services segment continued to support its cardholders throughout the COVID-19 pandemic by implementing various relief programs to meet cardholders’ needs.

INVESTOR PRESENTATION | EVENTS THAT IMPACTED THE COMPANY IN 2020 31 Section 4.0 of the Q4 and Full Year 2020 MD&A – Events that Impacted the Company this Year

Impact on Financial Performance During the first three quarters of the year, Retail segment income before taxes was negatively impacted by $92.7 million, driven primarily by: (1) $59.5 million of additional selling, general and administrative expenses (“SG&A”) attributable to the Company’s COVID-19 efforts in the second and third quarters of 2020, including special support payments for active front-line employees which ended in August and enhanced safety protocols for employees and customers; and (2) $27.9 million of impairment costs recognized in other expenses (income) during the second quarter of 2020 related to the impact that the macro-economic environment is expected to have on the timing of certain growth strategies related to the Company’s Musto sailing brand and on future cash flows of select SportChek stores. While the Company continues to incur costs in relation to enhanced safety protocols, no material non-recurring costs were incurred in the fourth quarter. The Company also saw a reduction in customer spending in the Financial Services segment during the year due to the COVID-19 pandemic and experienced lower account acquisition as a result of restrictions in the Company’s store network. In the first quarter, at the onset of the pandemic, the Company recorded an expense of $44.9 million relating to an increase in the expected credit loss (“ECL”) allowance resulting from assumption changes relating to COVID-19. Over the balance of the year, the Company continued to assess and update the underlying assumptions in the ECL allowance in the normal course of business, including with regards to the impacts of the COVID-19 pandemic. On a full year basis, the Company has estimated that the above COVID-19 related net expenses have negatively impacted consolidated results by $137.6 million, or $1.60 in earnings per share. Given the considerable ongoing uncertainty regarding the duration and severity of COVID-19 and its impact on the economy, consumer demand, and operations, the Company withdrew its financial aspirations previously provided in the Company’s 2019 Report to Shareholders and does not believe it is appropriate at this time to provide forward-looking information.

Impact on Liquidity The heightened uncertainty arising from COVID-19 and its impact on the economic environment and capital markets in 2020 led to an increased emphasis within the Company on liquidity and capital management. Management believes the Company’s multi-category assortment, healthy balance sheet, Triangle Rewards program, credit card value proposition, access to multiple sources of liquidity for all its businesses, and the essential role it plays in communities across Canada have positioned the Company well to manage through these unprecedented times. During the year, the Company took appropriate actions to ensure a strong ongoing cash position and financial flexibility, including reducing operating costs at head office and corporate stores, reducing discretionary capital expenditures and working capital requirements across the Company, and pausing its share repurchases other than for anti-dilutive purposes. The Company is in a strong liquidity position with the ability to access capital from multiple sources as outlined in Section 6.5 of this MD&A. To strengthen this position, in 2020, the Company secured additional credit by entering into a committed bank credit facility for $710 million with five Canadian financial institutions. This facility is available until June 30, 2022. The Company ended the year with a strong balance sheet, no outstanding borrowing on any of its Canadian credit facilities and was in compliance with all of its financial covenants. On March 31, 2020, related to the COVID-19 pandemic, S&P downgraded the Company’s long-term issuer rating and medium-term notes rating from “BBB+” to “BBB” and placed a “Negative” outlook on the Company’s long-term issuer rating. On April 7, 2020, related to the COVID-19 pandemic, DBRS Morningstar placed the Company’s long-term issuer rating and medium-term notes rating to “under review with negative implications” and on June 5, 2020 downgraded the Company’s long-term issuer rating and medium-term notes rating from “BBB (high)” to “BBB”, with “Stable” trends.

INVESTOR PRESENTATION | EVENTS THAT IMPACTED THE COMPANY IN 2020 32