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CANADIAN TIRE CORPORATION Investor Factbook Presentation February 2026
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2 Caution Regarding Forward-Looking Information This document contains information that may constitute forward-looking information within the meaning of applicable securities laws, which reflect management's current expectations regarding future events and the Company's True North strategy. All statements other than statements of historical facts contained in this document may constitute forward-looking information, including, but not limited to, information with respect to: the Company’s True North strategy, including with respect to shareholder value, retail growth, market share, total addressable market, Triangle Rewards and loyalty sales; investments in connection with the Company’s True North strategy; reduced GHG emissions; the impacts of the Triangle ecosystem, including with respect to long-term sales; returns from refreshed stores; and the Company’s capital allocation approach, including with respect to M&A and the Company’s investment grade rating. Readers are cautioned that such information may not be appropriate for other purposes. Often, but not always, forward-looking information can be identified by the use of forward-looking terminology such as "may" , "will" , "expect" , "intend" , "believe" , "estimate" , "plan" , "can" , "could" , "should" , "would" , "outlook" , "target" , "forecast" , "anticipate" , "aspire" , "foresee" , "continue" , "ongoing" or the negative of these terms or variations of them or similar terminology. Although the Company believes that the forward-looking information in this document is based on information, estimates and assumptions that are reasonable, such information is necessarily subject to a number of risks, uncertainties and other factors that could cause actual results to differ materially from those expressed or implied in such forward-looking information. Some of CTC's business and operational risks include risks with respect to strategic agility, franchise operations, brand and reputation, geopolitical conditions, talent, macroeconomic conditions (including tariffs), technology infrastructure, emerging and disruptive technology (including AI), cyber security, data and privacy, third parties, supply chain, responsible sourcing, loyalty program, competitive environment, customer trends, seasonality, legal, climate change, ESG and business disruptions. Some of CTC's financial risks include risks with respect to credit, liquidity, market, commodity price, and insurance. For more information on the material risks, uncertainties, factors and assumptions that could cause the Company's actual results to differ materially from the forward-looking information, refer to section 16.0 (Caution Regarding Forward-Looking Information) of the Company's 2025 Fourth Quarter and Full-Year Management’s Discussion and Analysis, available on the SEDAR+ website at http://www.sedarplus.ca and https://investors.canadiantire.ca. The Company does not undertake to update any forward-looking information, whether written or oral, except as is required by applicable laws.
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3 Contents Company Overview Retail Segment Financial Snapshot Canadian Tire Corporation Overview Competitive Advantages for Retail Track Record of Financial Performance CTFS Resilience True North Strategy Store Investment Priorities Levers to Protect and Grow Disciplined Capital Stewardship Reasons to Invest in CTC
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Company Overview
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5 A resilient, iconic and trusted omni-channel retailer with scale and room to grow through stronger customer engagement True North strategy and investment roadmap designed to generate leading shareholder value above the company’s historical levels Committed to enhanced capital allocation Canadian Tire Corporation (CTC)
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Retail Segment Financial Snapshot
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7 $11.3B $12.3B $13.3B $14.1B $13.0B $11.9B $12.8B FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 (1) This is a Supplementary Financial Measure. For further information about these measures see section 10.2 of the Company’s Q4 2025 MD&A, which is available on SEDAR+ at www.SEDARPLUS.ca and incorporated by reference herein. (2) As a percentage of retail revenue excluding Petroleum. (3) This is a non-GAAP financial measure or non- GAAP ratio with no standardized meaning under IFRS Accounting Standards and therefore may not be comparable to similar measures presented by other issuers. See section 10.1 of the Company’s Q4 2025 MD&A, which is available on SEDAR+ at www.SEDARPLUS.ca and incorporated by reference herein. (4) Results are not restated for Helly Hansen, except where specifically noted. (5) In 2020 and 2025, the year consisted of 53 weeks. NORMALIZED RETAIL REVENUE EXCLUDING PETROLEUM1,4,5 $2.5B $2.6B $2.9B $3.1B $3.3B $2.9B $3.1B FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 NORMALIZED RETAIL SG&A EXPENSES4,5 21.8% 21.1% 21.5% 22.3% OPEX Rate2 YoY Growth $3.9B $4.2B $4.8B $5.0B $4.6B $4.2B $4.5B FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 NORMALIZED RETAIL GROSS MARGIN EX-PETROLEUM1,4 ,5 $1.8B $1.9B $2.3B $2.2B $1.7B $1.7B $1.9B FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 NORMALIZED RETAIL EBITDA3,4,5 34.6% 34.2% 35.9% 35.6% 15.5% 15.3% 17.1% EBITDA Rate2 Gross Margin Rate 2 Retail Resilience through Business Cycles 15.9% 35.5% 25.3% 13.1% 35.2% 24.2% 14.5% Continuing operations excluding Helly Hansen +7.5% 35.5% 24.1% 14.6% Continuing operations excluding Helly Hansen Continuing operations excluding Helly Hansen Continuing operations excluding Helly Hansen
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8 Steady Growth in Retail Sales Led by Canadian Tire Retail (CTR) $0 $5,000 $10,000 $15,000 $20,000 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Retail Sales1 by banners C$ in millions, 2016-2025 Mark's Sportchek Canadian Tire Retail CAGR +1.0% +3.8% +3.7% (1) This is a Supplementary Financial Measure. For further information about these measures see section 10.2 of the Company’s Q4 2025 MD&A, which is available on SEDAR+ at www.SEDARPLUS.ca and incorporated by reference herein.
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9 Canadian Tire Corporation Overview
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10 10% 16% 21% 25% 27% Playing Fixing Seasonal & Gardening Living Automotive Margin Profile • Auto Parts & Maintenance • Auto Fluids & Batteries • Tires • Auto Care & Accessories • Kitchen • Home Cleaning • Pet Care • Home Décor • Gardening • Outdoor Tools • Christmas Trees & Décor • Backyard Living & Fun • Tools • Plumbing • Electrical • Paint • Camping • Hockey • Team Sports & Golf • Fishing (1) Divisional sales is a measure of sales for each of CTR’s divisions as a percentage of CTR retail sales excluding Petroleum. These numbers exclude smaller banners and Automotive services. (2) The 7-year averages from 2019 to 2025 are the following: Automotive – 24%, Living – 25%, Seasonal & Gardening – 21%, Fixing – 19%, and Playing – 11%. (3) 2025 figures reflects 53-week basis. Highest margin rate Lowest margin rate CTR’s Proven and Unique Multi-Category Assortment Divisional Sales1 Percentage2 (2025) Essential Mix Highest mix Lowest mix 6 Year Sales CAGR (‘19-’25)3 +3% +5% +5% +2% +2%
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11 15% 36% 49% Canadian Tire Other big box and pureplay retailers Small chains and independents • The Canadian retail landscape is highly fragmented. Given the wide assortment of categories we compete in, our market share1 and our competitors vary by category and banner. • No single competitor competes directly with our main Canadian Tire banner across all its categories of product and service offerings reflecting Canadian Tire’s unique position in the retail marketplace. • Canadian Tire’s broad assortment includes large discretionary products, such as BBQs, bicycles, and patio furniture, more suited to in-store purchases, which aligns with Canadian Tire’s strength in brick-and-mortar assets. • Our True North strategy positions us well to gain share in markets and categories where we are investing. KEY HIGHLIGHTS Canadian Tire: Strong Market Share in a Fragmented Market (1) Source: Fusion, 2025.
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12 Mark’s Snapshot Industrial footwear, apparel, and accessories Casual footwear, apparel, and accessories Business Overview • Leading market player in industrial footwear and apparel in Canada, recognized for innovation in developing technologically advanced apparel and footwear • Significant presence across Canada with 386 stores totalling 3.9M retail sq. ft1 under the Mark’s/Mark's WorkPro and L’Équipeur/L’Équipeur Pro banners • Capturing growth potential in casual apparel and footwear through Owned Brands, key partnerships and innovative concept store format (“Bigger, Bolder, Better”) • Strong distribution channel for key partners, including Levi's, Carhartt, TimberlandPRO, and Silver Jeans FY 2025 Sales Category Mix Industrial and Casual Wear Brands Owned Brands contributed 56%1,2 of annual Retail sales, driving strong margin (1) This is a Supplementary Financial Measure. See Section 10.2 of the Company's MD&A for the Fourth Quarter and Full-Year 2025 ended January 3, 2026, which is available at www.sedarplus.ca and incorporated by reference herein. Penetration rate reflects the sale of Helly Hansen. (2) Unless otherwise indicated, all comparisons of results for FY 2025 (53 weeks ended January 3, 2026) are compared against results for FY 2024 (52 weeks ended December 28, 2024).
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13 SportChek Snapshot Business Overview • Leading market player in athletic footwear, apparel and sports equipment • Significant presence across Canada with 354 stores totalling 7.1M retail sq. ft1 under corporate (SportChek) and franchise (Sports Experts, Atmosphere, Le Trio Hockey) banners • Responsive to customer needs, with strong online presence and flexible online and in-store fulfillment options, including 2-hour at-home delivery • Leveraging strategic brand partnerships and a strong sports assortment and service capabilities to grow FY 2025 Sales Category Mix Athletic and Casual Footwear and Apparel Brands Team Sports and Equipment (Hardgoods) Apparel (Softgoods) Footwear Other Owned Brands mix1 at ~13%2,3 of annual Retail sales (1) Owned brands penetration rate refers to SportChek corporate banner. (2) This is a Supplementary Financial Measure. See Section 10.2 of the Company's MD&A for the Fourth Quarter and Full-Year 2025 ended January 3, 2026, which is available at www.sedarplus.ca and incorporated by reference herein. Penetration rate reflects the sale of Helly Hansen. (3) Unless otherwise indicated, all comparisons of results for FY 2025 (53 weeks ended January 3, 2026) are compared against results for FY 2024 (52 weeks ended December 28, 2024).
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14 CTC Banner Strengths: What Canadians Need for Life in Canada • Adult bicycles • Air & welding tools & accessories • Ammunition • Auto accessories • Auto battery • Auto parts • Auto cleaning products • Auto comfort • Auto fluids • Auto lighting • Auto shelters and car covers • Auto shop equipment & supplies • Auto winter accessories • Backyard amusement • Bakeware and Baking prep • Bicycle accessories • Boys' athletic wear • Boys' footwear • Brakes • Camping accessories • Camping furniture • Camping living • Canning • Child travel & safety • Children and youth bikes • Chores performer • Christmas decor • Christmas lights • Christmas trees • Curb appeal • Cookware • Cutlery • Cutting and measuring • Dining and entertaining • Exercise accessories • Fishing accessories • Fishing equipment • Fishing lures • Food storage • Garage organization & cabinets • Garment care • General auto repair • General hardware • Girls' footwear • Handheld and portable power tools • Hockey equipment & accessories • Hockey sticks • Home air quality accessories & appliances • Home safety • Household cleaning solutions • Household flashlights • Hydration & coolers • Ice fishing • Ice melters • Industrial footwear • Industrial workwear • Kitchen appliances • Kitchen tools & thermometers • Laundry • Lawn & plant care • Lawn mowers & tractors • Lightbulbs • Manual fastening • Manual lawn & garden tools • Marine-power boating • Marine fun • Men’s active bottoms • Men's athletic or hiking footwear • Men’s casual tops or sweaters • Metal working • Oil, oil accessories and oil filters • Other filters • Outdoor cooking and accessories • Outdoor cooking fuels • Outdoor cooking fuels • Outdoor cooking maintenance • Outdoor furniture • Outdoor heating • Outdoor lighting • Outdoor living accessories • Outdoor storage • Paint accessories • Paints • Plants • Plumbing • Portable power tools • Power bars and extension cords • Power creation • Power tool accessories • Powersports accessories • Pressure washers & accessories • Refuse containers • Skates • Snow blowers • Snow shovels • Snowshoe, ski & snowboard equipment • Sockets & wrenches • Sporting accessories and memorabilia • Sports equipment & accessories • Stationary tools • Storage containers • Summer climate control • Surface prep & maintenance • Target sports • Tarps & cords • Tents & camping shelters • Tires • Tool storage • Tractor, lawn mower, snow blower parts • Trailers & towing • Vacuums & accessories • Watering • Weed insect & rodent control • Wet / dry vacuums • Wheels & accessories • Wild bird care • Windshield washer fluid • Winter climate control • Winter recreation • Winter tires • Wiper blades • Women’s athletic or hiking footwear • Work accessories A leading market player in many categories across our three main banners1, as well as being a specialty hockey and auto parts retailer (1) Source: Fusion, 2025.
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Competitive Advantages for Retail
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16 Competitive Advantages to Sustain Retail Business Performance Iconic and trusted brand with unparalleled positioning, deep local knowledge and understanding of the Canadian consumer landscape and a strong commitment to our communities and Sustainability World-class marketing and customer analytics and rich first party dataset provide privileged capabilities which enable unique Canadian consumer insights to drive consumption behaviour and differentiated data monetization opportunities Exceptional brand-building and product development capabilities, anchored in innovation and leading to an unparalleled depth and breadth of assortment Strong centralized supply chain capability driving efficient and cost-effective product flow and thoughtful investment decisions across a network of retail stores and distribution centres across Canada
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17 An Iconic, Trusted Retailer With Unparalleled Positioning 1,400+ Retail locations accounting for over 35 million square feet of retail, with CTR locations near most Canadians Recognized as a trusted Canadian brand#1 100+ Years of growing with our communities as the Canadian population has grown from 10 million to over 41 million1 through many economic cycles 500+ Canadian Tire Associate Dealers, as well as managers and franchisees in other banners across all provinces and two territories, possess extensive local knowledge and decades of experience (1) Source: Statistics Canada data as of Dec 17, 2025.
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18 ESG Priorities Informed by Materiality and in Support of Our Brand Purpose: We are Here to Make Life in Canada Better Supporting equal access to sport through Jumpstart, with over 4 million kids helped across our communities; focused on diversity, inclusion and belonging across our business Reporting and managing GHG emissions1 since 2021; focused on building climate resiliency across our operations. People and Community Climate 1,736 supply chain audits2 completed in 2024; committed to upholding human rights across our supply chain Strong governance and Board diversity (including 30%+ gender diversity) and a focus on privacy, data security, and responsible use of AI Governance Responsible Sourcing (1) Scope 1 and 2 GHG emissions include dealer-operated stores. (2) Based on CTC’s 2024 ESG report published on April 22, 2025.
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19 Leveraging A Leading Data Set For Enhanced Customer Engagement Participating banners 1 10 CriticalInvestment in customer and data platforms data engineering and analytics talent retail banners 12.2M Since its launch in 2018, the number of active Triangle Rewards loyalty members has grown from 10.0 million to 12.2 million1 by 2025, with 9.8 million2 being active registered members. Accessing broader spend data from 2.3 million active credit cardholders3 2.3M 56% 56%1 of retail sales had a direct scan loyalty attachment 300+ internal and external spend digital visits per year across all banners ~1B business categories Credit Card One of the top retail loyalty programs in Canada (1) 12-month basis as of January 3, 2026. (2) Triangle registered active members are customers who have a Triangle loyalty base or credit card, have created a loyalty account through the Triangle app or website, and have made a transaction with CTC within the last 12 months. (3) Annual average basis. One of the best data sets in Canada
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20 Continuing to Evolve our World-Class Marketing Capabilities and Leverage Triangle Data Although traditional paper flyer distribution reached its peak at 11 million in 2012, flyer marketing continues to be a significant tool with strong returns on marketing investment; the transition to a digital flyer introduced in 2021, along with other digital formats and intensification of social marketing, gives CTC even more tools for engaging the consumer Advancing digital capabilities for marketing and customer engagement with more measurable ROI; supported by platform modernization and co innovation opportunities with Microsoft, including the exploration of responsible AI use cases over time. 2021 2018 marked the evolution of the paper Canadian Tire Money (CTM) started in 1958 at CTR to a cross- banner enterprise loyalty program to enhance engagement and personalization, as well as promote cross-shopping; Triangle Select introduced in 2023, Petro-Canada partnership launched in 2024, and RBC, WestJet, and Tim Hortons partnerships announced in 2025 2023 Evolution of the Flyer to Digital Launch and Ongoing Development of the Triangle Rewards Loyalty Program Building Data Analytics, Personalized Marketing and AI Capabilities 2012 2018 2019 2026+ 2026+ 2026+
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Building off a strong foundation CTC is the visited online retailer across Canada1 2nd most CTC digital visits growth 2019 +55% Digital visits at CTC vs. Canadian retail competitors CTC annual visits 21 2025 2 Source: SimilarWeb
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22 $3.7 $5.7 33% 30.0% 32.0% 34.0% 36.0% 38.0% 40.0% 42.0% 44.0% 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Owned Brands Retail Sales Owned Brands Penetration Rate Owned Brands Driving 5% Sales Growth and a Strong Margin Contributor • From 2016 to 2025, Owned Brands retail sales have grown at an impressive 5% CAGR, highlighting the lucrative investment potential of our brand in the retail market. • Adjusted for the Helly Hansen disposal, 2024 and 2025 Owned Brands penetration rate was stable at 37%. KEY HIGHLIGHTS +5% CAGR Owned Brands Retail sales (billions of CAD) and penetration rate1,2 (1) Sales of Owned Brands as a percentage of Retail sales. (2) Results are not restated for Helly Hansen, except where specifically noted. (3) In 2025, the year consisted of 53 weeks, whereas 2024 had 52 weeks. Continuing operations excluding Helly Hansen 37% 3
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23 Port of Prince Rupert Port of Vancouver (1) https://www.cpr.ca/en/media/canadian-pacific-announces-multi-year-contract-extension-with-canadian-tire-corporation. (2) Distribution centre located in Coteau-du-lac, Quebec. Ashcroft Terminal (25% stake) Metro Vancouver: 1 distribution centre totalling 0.4M sq ft Calgary: 5 distribution centres totalling 2.4M sq ft servicing all banners Greater Toronto Area: 7 distribution centres totalling 5.7M sq ft servicing all banners, including SportChek and Mark’s distribution centre focused on e-comm fulfilment Port of Montreal Montreal area: 1 distribution centre, 2.0M sq ft servicing CTR in Ontario, Quebec and Atlantic provinces2 Port of Halifax Centralized supply chain capability across 14 distribution centres and more than 10M sq ft servicing all Canadian Tire banners allows for: • Economies of scale associated with rail and truck freight shipping as the largest single importer of containers to Canada1 and national distribution centre footprint • Investment in innovation including shift to 60” containers, transportation management and order fulfilment platforms, advanced distribution centre automation and robotics, net zero designed distribution centre • Thoughtful investments around future planning and expansion to meet evolving demand • Resiliency and crisis management capabilities in the event of labour and weather disruptions Control of Supply Chain Enabling Efficient and Cost-Effective Product Flow
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24 Track Record of Financial Performance
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25 Retail Business Resiliency and Recovery Through Economic Cycles 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 CTC Retail Sales versus Canada Nominal GDP ($)1 Base year indexed to 2008 CTC Retail Sales ($) Canada Nominal GDP ($) ‘08-09 Recession Since 2011, CTC Retail Sales have generally trended with Canada’s Nominal GDP 2% -3% 1% 1% 0% 2% 2% 3% 4% 3% 2% 4% 16% 5% 2% -3% -2% 4% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 CTR Comparable Sales1 YoY % Change KEY HIGHLIGHT Resilient CTR comparable sales, with only three annual declines since 2008 KEY HIGHLIGHT ’10-12 recovery ’20-21 COVID years (1) Statistics Canada data as of March 31, 2025.
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26 $14.4 $19.0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Proven Track Record of Retail Sales and Earnings Growth (C$ in millions, except per share amounts) Long-term Performance Track Record 3% Retail sales CAGR over the ten-year period from 2016 –2025 KEY HIGHLIGHTS 5% Normalized diluted EPS1,2,3 CAGR over the ten-year period from 2016 –2025 (1) This is a non-GAAP financial measure or non-GAAP ratio with no standardized meaning under IFRS Accounting Standards and therefore may not be comparable to similar measures presented by other issuers. See section 10.1 of the Company’s Q4 2025 MD&A, which is available on SEDAR+ at www.SEDARPLUS.ca and incorporated by reference herein. (2) Results are not restated for Helly Hansen, except where specifically noted. (3) In 2020 and 2025, the year consisted of 53 weeks. Normalized Diluted EPSRetail Sales +3.1% CAGR Continuing operations excluding Helly Hansen $9.22 $10.67 $11.95 $13.04 $13.00 $18.91 $18.75 $10.37 $11.61 $13.77
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27 • CTB's integration with retail banners provides a competitive edge in acquiring new accounts and issuing eCTM to loyal customers through credit cards, supported by targeted marketing • Prudent credit risk management delivering profitability and returns over time • Historically ~75% of eCTM issuance annually is through members with CTFS credit cards • Providing steady dividends to CTC totalling ~$1.6B during the last 5 years1 • CTC holds a 68%2 equity interest in CT REIT. CT REIT provides attractive vehicle with dedicated real estate expertise to develop existing CTC stores. CT REIT actively seeks out key Canadian real estate in support of retail • 337 of 502 Canadian Tire stores are owned by CT REIT; CTC represents 92% of GLA • CT REIT is working with CTC to surface embedded value from high- value properties owned by CTC or CT REIT – exploring the potential for longer-term intensification or redevelopment • Providing steady distributions to CTC totalling ~$1.0B during the last 5 years1 CT Bank benefits to Retail/CTC: CT REIT benefits to Retail/CTC: (1) 2021 - 2025. (2) For the period ending December 31, 2025. Diversified Asset Mix In Support of Retail Business Growth A highly profitable Financial Services business with $7.8B book of receivables at the end of 2025 and multiple funding sources A closed-end publicly-listed REIT (CRT.UN) formed in 2013 focused on triple-net leasing to commercial tenants with more than 31M sq ft of total Gross Leasable Area (“GLA”) at the end of 2025
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CTFS Resilience
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29 CTFS: Monoline Credit Card Business Specialized in Credit Risk Management • Close to 60 years of small unsecured lending to Canadians with specialized expertise in credit risk and collection practices • CTFS cardholders have historically earned ~75% of all eCTM issued annually to Triangle Rewards members • Tenured management team with experience and a playbook for execution through economic cycles • Continuous monitoring of payment behavior across customer segments • Proprietary approach to managing risk and adapting strategies based on data insights • Bulk of credit card accounts have credit limits below $10,000 • Average prime and near prime credit utilization rates of >80% • Collections efforts are focused on maintaining regular payments while also preserving long-term relationship with customers loyal to CTC Differentiated Lending and Collections Profile Unique Business Focus Data-Driven Decision-Making
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30 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Gross Average Accounts Receivable (GAAR)1 vs. Canada Nominal GDP2 ($) Base year indexed to 2008 Financial Services Business Performance Through Economic Cycles ‘08-09 Recession Financial Services GAAR has generally trended in line with Canada Nominal GDP growth 190 132 199 219 277 320 345 374 365 389 393 426 327 432 442 385 362 335 5.0% 3.6% 5.0% 5.5% 6.8% 7.3% 7.4% 7.7% 7.4% 7.4% 6.8% 6.8% 5.5% 7.4% 6.6% 5.4% 4.9% 4.4% 0.0 500.0 1.0% 6.0% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Income before Income Taxes (millions of CAD) and Return on Receivables1,3 Reported FS IBT Reported Return on Receivables KEY HIGHLIGHT Delivering strong pre-tax profits over extended periods KEY HIGHLIGHT 1,819 1,768 1,716 1,717 1,724 1,772 1,837 1,840 1,832 1,895 2,035 2,112 2,060 2,103 2,253 2,319 2,318 2,321 0.0 500.0 1000.0 1500.0 2000.0 2500.0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Active accounts have shown growth over extended periods KEY HIGHLIGHTAverage number of credit card accounts with a balance (thousands) +1.4% CAGR ’10-12 recovery ’20-21 COVID years ’15-16 Alberta downturn 1) This is a Supplementary Financial Measure. For further information about these measures see section 10.2 of the Company’s Q4 2025 MD&A, which is available on SEDAR+ at www.SEDARPLUS.ca and incorporated by reference herein. 2) Statistics Canada data as of March 31, 2025. 3) Income before income taxes and return on receivables include the following impacts for the specified years: $13.5 million in 2018 due to the launch of the Triangle Rewards loyalty program; $33.3 million in 2023 from GST/HST charges on card clearing services and $2.0 million from reduced personnel costs; and $9.4 million in 2024 from the strategic review of the CTFS business. Canada Nominal GDP ($)Financial Services GAAR ($)
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32 ACCELERATED VALUE CREATION • Investments under CTC’s True North strategy to enable a stronger go-to-market and a new operating model that allows CTC to get better scale benefits • Capital investments in omnichannel customer experience, like the continued modernization of Canadian Tire stores and increased investments in Mark’s, capitalizing on its record of accretive returns and emerging market-share opportunities in the casual apparel sector • Operating expense investments to deploy a common and enterprise-wide tech foundations, restructuring to ensure organizational alignment and the right store footprint
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33 Drivers of Long-Term Retail Growth Increased loyalty sales Enhanced omnichannel experience Increased owned brands mix Market share gains Expanded total addressable market
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34 More category participation Cross-banner shopping Digital communications participation Multi-channel transacting — in-store & online 1 2 3 4 5 Credit card membership Leveraging CTC’s 5 Primary Customer Engagement Levers
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35 Better retail growth, driven by dozens of initiatives and leveraging loyalty sales, partnerships and expansion of CTC's addressable market2 Enhanced capital allocation, dedicated to leading shareholder value above the Company’s historic levels4 Increased value and better experience for customers reinforcing brand trust1 Expected outcomes 3 Streamlined operating model, increasing agility and operating efficiency
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Store Investment Priorities
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37 Driving a better omnichannel customer experience Investment in store network Triangle personalization and improved user experience Accelerating digital transformation Continued modernization of our business Fulfilment and system modernization Strengthen supply chain Investing in Capital Across Key Initiatives in 2025 ~$502M in operating capex invested in 2025 toward a $2B+ four-year plan through 2028 ~$177M ~$183M~$143B
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38 • Modernized store design focused on the customer experience • In-store technology (Customer Facing Devices, Electronic Shelf Labels, and Scan & Buy) • Increased focus on in-store display & brand presentation • Enhanced omni-channel strategy & customer logistics • Category data & customer-driven floorplan • New planogram analytics and customization • Efficient warehouse & receiving operations – door to floor Canadian Tire Store Investment Priorities Returns from Refreshed Store Experience • Higher sales • Increased average basket size • Meaningful improvements in NPS (net promoter score)
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39 Proudly Canadian: Continuing Rollout of CTC Store Enhancement Projects Nationwide* Alberta (21) British Columbia (17) Ontario (68) Nova Scotia (4) P .E.I (2) Quebec (42) Saskatchewan (8) Manitoba (4) Northwest Territories (1) 1.2M or 4% Total square footage increase since the end of 2021 New Brunswick (5) Includes Canadian Tire, PHL, Mark’s, SportChek, and PartSource store projects covering replacements, relocations, expansions, and remerchandising activities completed between 2022 and 2025.
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40 New Investible Store Concepts Completed at CTR, SportChek, & Mark’s* • Chilliwack • Kelowna • Mont-Tremblant • Sherbrooke • Moose Jaw• Ottawa • Toronto • Kitchener • Kingston Ontario • Lloydminster28 Relocations or new stores (~0.5M+ sq. ft added) 37 Expansions (~0.7M+ sq. ft added) • Etobicoke • Windsor • Cross Iron Mills • Grand Prairie • Medicine Hat • Red Deer • Sherwood Park • Ancaster • Devonshire • Etobicoke • Oakville • Toronto • Vaughan • Winnipeg Quebec Alberta British ColumbiaSaskatchewan Nova Scotia (2) Alberta (4)Quebec (9)Ontario (16) British Columbia (3) • Bedford • Sydney • Duncan • Invermere • Victoria PEI (2) • Lethbridge • Edmonton • Medicine Hat • Sylvan Lake • Chambly • Donnacona • Drummondville • Granby • Kirkland • La Plaine • Sept-Iles • St. Eustache • Victoriaville • Charlottetown • Summerside • Bowmanville • Brampton (2) • Casselman • Centre Wellington • Georgetown • Goderich • Kingston • London • Midland • Napanee • Oakville • Peterborough • Toronto • Welland • Whitby Saskatchewan (1) • Martensville Manitoba • Langley Concept Connect (10) Bigger, Bolder, Better (14) Destination Sport (4) • Moncton New Brunswick * From 2022 to 2025. • Laurier • Richmond
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41 Levers to Protect and Grow
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42 Data-Driven Customer Engagement in the Triangle Ecosystem Reinforces Brand Connection and Drives Long-Term Sales 55.5% Loyalty Sales penetration rate2 in 2025; ~750+ basis points since 2019 1 2 3 4 5 6 7 8 1) Strong, trusted and relevant banners: Brand and customer experience initiatives aim to enhance emotional connections with our banners, reinforcing our already strong positions in the market 2) Attract and retain members: Member acquisition has diversified across all CTC banners since 2018, with ~50% now acquired at SportChek, Mark’s, and CTP1. This has attracted younger and more affluent members 3) Earn eCTM: Since 2018, issuance has risen by 79%1, with majority of issuance growth supported by bonus activity and partnerships. 4) Shop more to earn more: On average, 61% of members shopped at 2+ banners 5) Richer data: Registered members account for 80% of total active members1, paving the way for potential monetization prospects 6) More insights: Petro-Canada loyalty partnership launched in 2024 provides greater access to valuable insights 7) Personalized sales and experiences: Sales driven by personalized offers accounted for 9.8% of all loyalty sales, with the number of members engaged in the 1:1 program increasing by +14% in 2025 8) More shopping, more value: Redemption grew by 11% YoY1, with ~92% of eCTM earned in the year redeemed annually (1) For the period ending January 3, 2026. (2) This is a Supplementary Financial Measure. For further information about these measures see section 10.2 of the Company’s Q5 2024 MD&A, which is available on SEDAR+ at www.SEDARPLUS.ca and incorporated by reference herein.
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43 Building on Strengths and Opportunities to Grow CTR Priority Categories Incremental focus and investment in priority categoriesOngoing investments in strong market share categories Tires Car Care & Accessories Auto Maintenance Light Auto Parts Auto Outdoor Adventure Heavy Auto Parts Automotive Industry Sales $13B1 Home essentials Cleaning Kitchen & Personal Care Pet Care Living Industry Sales $22B1 PlumbingHardware Paint ToolsElectrical Fixing Industry Sales $11B1 Hockey HuntingCamping Team Sports & Golf Exercise Seasonal recreation Playing Industry Sales $5B1 Outdoor Tools Seasonal Backyard Fun Backyard Living GardeningToys & Games Seasonal & Gardening Industry Sales $16B1 Fishing Cycling Home Organization Home Environment (1) Source: Market share data based on Fusion Analytics and CTC, omni-channel sales, 2025.
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44 ~35.2% 2 i n 2024, excluding the sale of Helly Hansen Pricing & promotional intensity and efficiency Owned brands mix Retail Gross Margin Product costs Excluding Petroleum1 Supply chain costs (1) This is a Supplementary Financial Measure. For further information about these measures see section 10.2 of the Company’s Q4 2025 MD&A, which is available on SEDAR+ at www.SEDARPLUS.ca and incorporated by reference herein. (2) Normalized Retail segment performance from continuing operations excluding the Helly Hansen business. CTC continues to balance headwinds and tailwinds to maintain its gross margin Retail Gross Margin Levers
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45 Disciplined Capital Stewardship
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46 Strong cash generation to fund capital allocation priorities while maintaining investment grade rating Organic investments in the business • Between 2022 and 2025, the Company modernized core retail foundational elements of its business investing $2.3 billion Share repurchases • $3.5B in share repurchases over the last 10 years1 Dividend growth • Member of the S&P/TSX Dividend Aristocrats Index • More than $2.7B dividends paid over the last 10 years1 M&A • Focused on accretive core retail and capacity building Longer Term Balanced Capital Allocation Approach 1) 10-year period from 2016 to 2025.
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47 70.7 52.9 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 $2.38 $7.13 0.0000 5.0000 10.0000 15.0000 20.0000 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 13% CAGR 25% reduction Cash dividends declared per share Total shares outstanding (million) 13% CAGR growth in dividends per share; in November 2025, the dividend was increased to an annualized amount of $7.20 per share, marking 16 consecutive years of dividend increases KEY HIGHLIGHTS 25% reduction in total shares outstanding since 2016 Track Record of Consistent Dividend Increases and Share Buybacks
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48 Dec-2003 Dec-2004 Dec-2005 Dec-2006 Dec-2007 Dec-2008 Dec-2009 Dec-2010 Dec-2011 Dec-2012 Dec-2013 Dec-2014 Dec-2015 Dec-2016 Dec-2017 Dec-2018 Dec-2019 Dec-2020 Dec-2021 Dec-2022 Dec-2023 Dec-2024 Dec-2025 Relative Total Returns Performance Indexed to December 31, 2003 CTC.A TSX Composite Index TSX Consumer Discretionary Index CTC.A619% S&P/TSX Capped Consumer Discretionary629% S&P/TSX Composite619% Source: FactSet as of December 31, 2025. Delivering Attractive Total Shareholder Returns for Over Two Decades
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49 1) Leverage and interest coverage ratios are selected and calculated by CTC and may differ from the metrics used by the rating agencies. 2) As of January 3, 2026. 3) Net adjusted debt includes lease liabilities 4) Retail & CT REIT net adjusted debt-to-Retail and CT REIT continuing operations normalized EBITDA is a non-GAAP ratio that is calculated by dividing Retail and CT REIT continuing operations normalized EBITDA by Retail & CT REIT net adjusted debt. See section 10.1 of the Company's Q4 2025 MD&A, which is available on SEDAR+ at www.SEDARPLUS.ca and incorporated by reference herein. 6) Retail and CT REIT continuing operations normalized EBITDA-to-Retail and CT REIT Net Finance costs is a non-GAAP ratio that is calculated by dividing Retail and CT REIT continuing operations normalized EBITDA by Retail and CT REIT Net Finance costs. $0.7 Net Debt Financial Services REIT Retail $7.4B 2 Retail segment has low business leverage Balance Sheet Reflects Diversified Asset Mix and Low Retail Leverage BBB Investment grade rating on medium-term notes from DBRS and S&P A-2/P-2 Investment grade rating on U.S. commercial paper from S&P and Moody’s Retail & CT REIT net adjusted debt-to-Retail & CT REIT continuing operations normalized EBITDA (TTM) 1,2,3,4 2.6x Retail & CT REIT continuing operations normalized EBITDA-to- Retail & CT REIT Net Finance costs (TTM) 1,2,5 8.0x
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50 Reasons to Invest in CTC
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51 A resilient, iconic and trusted omni-channel retailer with scale and room to grow through stronger customer engagement True North strategy and investment roadmap designed to generate leading shareholder value above the company’s historical levels Committed to enhanced capital allocation Canadian Tire Corporation (CTC)
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Proudly Canadian since 1922 Contact Investor Relations Email: investor.relations@cantire.com