Latest Presentation.

1. Canadian Tire Corporation
Investor Presentation
September 2015

2. Forward looking information
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 the Company’sfinancial position, resultsof operationsand operating environment. Readersare cautioned thatsuch information may not be appropriate for other circumstances.
All statements other than statements of historical facts included in this document may constitute forward-looking statements, including but not limited to, statements concerning Management's
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", "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 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 believesto be relevant and reasonable at the datethat such statementsare made.
By their very nature, forward-looking statements require Management to make assumptions and are subject to inherent risks and uncertainties, which give rise to the possibility that the Company's
assumptions, estimates, analyses, beliefs and opinions may not be correct and that the Company's expectations and plans will not be achieved. Examples of Management’s beliefs, which may prove
to be incorrect include, but are not limited to, beliefs about the effectiveness of certain performance measures, beliefs about current and future competitive conditions and the Company’s position in the
competitive environment, beliefs about the Company’s core capabilities and beliefs regarding the availability of sufficient liquidity to meet the Company’s contractual obligations. Although the Company
believes that the forward-looking statements in this document are based on information, and assumptions and beliefs that are current, reasonable and complete, these statements are necessarily
subject to a number of factors that could cause actual results to differ materially from Management’s expectations and plans as set forth in such forward-looking statements for a variety of reasons.
Some of the factors – many of which are beyond the Company’s control and the effects of which can be difficult to predict – include: (a) credit, market, currency, operational, liquidity and funding risks,
including changes in economic conditions, interest rates or tax rates; (b) the ability of the Company to attract and retain high quality employees for all of its businesses, Dealers, Canadian Tire
Petroleum agents and Mark's Work Wearhouse and FGL Sports franchisees, as well as the Company’s financial arrangements with such parties; (c) the growth of certain business categories and
market segments and the willingness of customers to shop at its stores or acquire its financial products and services; (d) the Company’s margins and sales and those of its competitors; (e) the
changing consumer preferences toward e-commerce, online retailing and the introduction of new technologies; (f) risks and uncertainties relating to information management, technology, property
management and development, supply chain, product safety, changes in law, regulation, competition, seasonality, weather patterns, commodity price and business disruption, the Company’s
relationships with suppliers manufacturers, partners and other third parties, changes to existing accounting pronouncements, the risk of damage to the reputation of brands promoted by the Company
and the cost of store network expansion and retrofits; and (g) the Company’s capital structure, funding strategy, cost management programs and share price. 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, factorsand assumptionscarefully inevaluating the forward-looking statementsand are cautioned not to place undue reliance on such forward-looking statements.
For more information on the risks, uncertainties and assumptions that could cause the Company's actual results to differ from current expectations, please refer to the "Risk Factors" section of our
Annual Information Form for fiscal 2014 and our 2014 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.
Forward-looking statements do not take into account the effect that transactions or non-recurring or other special items announced or occurring after the statements are made, have on the Company’s
business. For example, they do not includethe effect of any dispositions, acquisitions, asset write downs or other charges announced or occurring after such statementsare made.
The forward-looking statements and information contained herein are based on certain factors and assumptions as of the date hereof. The Company does not undertake to update any forward-looking
statements, whether written or oral, that may be madefrom time to time by it or on itsbehalf, to reflectnew information, future eventsor otherwise, unlessrequired by applicable securitieslaws.

3. Corporate Overview
Familyof companies
Our strengths
 Strong iconic brands that Canadians love
 Market leadership and credibility in heritage categories
 Financial flexibility / REIT / Scotiabank transaction
 Strong balance sheet/ credit rating
 1,700 bricks and mortar locations acrossCanada
 Shared real estate, marketing, supply chain, services
Our growth plan
 Establish Canadian Tire as a world class leader in innovative uses
of digital for retailing
 Growth and integration of in-store digital and e-commerce
 Leading customer loyalty and reward programs
 Engaging digital marketing, use of sponsorships and powerful
content
 Continue to invest to strengthen our core businesses
 Culture of productivity with a performance management focus
How we win
 Exceeding customer expectations with best omni-channel retail
platforms
 Conduit between the between customersand the best consumer
brands in the world
 Building our brands and exclusivity
 Family of CTC companies – strong coalition
 Sports and community partnerships
Financialhighlights (2014) Growth(YoY)
Revenue $12.5B +5.7%
Net Income (before NCI)
$639.3M +13.3%
Diluted Earnings Per Share $7.59 +9.8%
MarketLeadership
 Leadership position across heritage/core business
categories – Automotive, Living, Fixing & Playing
 #1 in Men’s Industrial & Casual Apparel
 1 in 5 Canadians hold a Canadian Tire credit card
No one
prepares youbetterforthe
jobs & joys ofeverydayliving
3

4. Our Retail NetworkAcross Canada*
4
13
6
8
12
0
2
2
2
0
0
99
165
44
59
0
19
8
13
15
0
22
11
17
8
3
14
10
13
6
6
202
123
143
167
61
55
53
63
19
15
15
12
15
6
6
52
42
58
5
0
1
0
1
0
0
1
1
1
0
0
NEW
BRUNSWICK
NOVA SCOTIA
MANITOBA
ONTARIO
SASKATCHEWANBRITISH
COLUMBIA
ALBERTA
NEWFOUNDLAND
AND LABRADOR
PRINCE EDWARD
ISLAND
QUEBEC
YUKON NORTHWEST
TERRITORIES
4 CTR distribution centres
2 Mark’s distribution centres
1 Joint Mark’s and FGL Sports DC
3 Transload facilities
3 Auto parts distribution centres
3 FGL sports distribution centres
DISTRIBUTION FACILITIES
*Reflects store network as of the end of Q2 2015

5. Our Core Business is Retail
5
No one
prepares you better for the
jobs & joys of everyday living
Automotive Living Fixing Playing /
Sporting Goods
Apparel
Retail
banners
Business
categories
Products
and
services
 Home Cleaning
 Home Decor
 Home Org
 Kitchen
 Backyard Living
& Fun
 Gardening
 Outdoor
Tools
 Seasonal
 Gas
 Auto Parts
 Tires & Power
Sports
 Auto Service
 Car Care &
Accessories
 Roadside
Assistance
 Home Repair
 Paint
 Tools
 Hockey
 Golf
 Cycling
 Fitness
 Camping
 Hunting
 Fishing
 Industrial Wear
 Men’s Wear
 Women’s Wear
 Athletic Apparel
 Footwear
 Accessories
 Credit Cards
 Retail Deposits
 In-store
Warranties
 Insurance
 Deferred &
Instalment
Payments
2014 revenue = C$12.5B C$8.4B C$1.9B C$1.1B C$1.1B
Reporting
segments
Financial
Services
Retail
Customer
Sixkey business
categories

6. Financialhighlights (2014) Banners
Revenue * $6.3B
Sales growth 4.4%
Same store sales growth ** 2.4%
Canadian Tire store count 493
PartSource store count 91
Gas+ gas bar count 297
*Excludes Gas+ Revenue
**Reported on a 52 week vs.52 wk.period
How we fit in the CTC Family
 Mature, healthy core business, cash generator
 Flagship business, central to Corporate brand
 Credibility in core categories
Canadian Tire Retail
Our game plan
Our strengths
 One of Canada’s most trusted and iconic brands
 Most knowledgeable retailer aboutLife in Canada
 Market leader across core categories
 Canada’s most read flyer – 12M / week
 Local Dealer community presence and trust
 Superior real estate locations and national store network
Our growth plan
 Strengthen Canadian Tire brand and execute generational shift in
target customer
 Revitalize and localize assortments, develop extended assortments
and grownewproduct pipeline
 Test innovative store concepts (Showroom and Showcase stores)
and refreshed network
 Analyze customer shopping data from newCanadian Tire Money
loyalty program
 Create personalized customer connectionsand experiences
 Expand e-commerce,supply chain and digital capabilities
How we win
 Entrepreneurial Associate Dealer model
 Offer the best, mostrelevant assortmentand exclusive products for
Life in Canada
 Tailored customer connections in-store, online and mobile
 Sports partnerships and community engagement
6

7. Financialhighlights (2014) Key banners
Revenue $1.9B
Sales growth 11.5%
Same store sales growth* 6.9%
Store count 436
*Reported on a 52 week vs. 52 week
period
How we fit in the CTC Family
 Growth driver
 Engages younger customer throughout lifecycle
 Leader in digital innovation
FGL Sports
Our game plan
Our strengths
 Canada’s largestsporting goodsretailer
 Close relationships with elite vendor brands
 Merchandizing and store operations
 Leader in digital marketing and concept/flagship stores
 Best sports partnerships
Our growth plan
 Network expansion: 2 million square feet of newretail space
from 2012 - 2017
 Increase flagship stores and launch hero stores
 Build unparalleled emotional connection with customers
 Digitization of retail including stores,retail assortment,
promotions and brand
 Hyper personalized customer experiences across digital and
physical channels
How we win
 Conduit for all things sport and activity in Canadian
communities
 Premier real estate locations
 Innovative and exciting in-store experience
 Community engagementand sports partnershipsactivation
 Seamless omni experience online, in-store and mobile
7

8. Financialhighlights (2014) Banners
Revenue $1.1B
Sales growth 4.5%
Same store sales growth* 3.1%
Store count 383
*Reported on a 52 week vs. 52 week
period
How we fit in the CTC Family
 Reactivated growth driver
 Strong customer alignment with Canadian Tire
 Synergies with FGL Sports in sourcing, merchandising,
supply chain and real estate
Mark’s
Our game plan
Our strengths
 Industrial apparel, footwear and accessories
 Product development, innovation and quality
 Wholesale division – direct sourcing
 Business to business (B2B)
 Strong exclusive brands
 National store network / ship from store to customer model
Our growth plan
 Turbo-charging men’s casual apparel & footwear
 Win with 30-50 year old Canadians
 Re-invigorate Quebec network
 Invest in targeted marketing to newcustomer demographic
 Expanded and bi-lingual e-commerce capabilities – retail and B2B
How we win
 Building brand awarenessand affinity
 Utilize industrial credibility to growin adjacent categories
 Complement exclusive brands with selectnational brands
 In-store digital improvement and e-commerce expansion
 Leverage enhanced sourcing capabilities
8

9. Shareholder Value Creation
CT REIT Initial Public Offering:
 CTC retained 83.1% majority interest in CT REIT allowing CTC to retain control over its real
estate properties
 Surfaced the value of CTC’s real estate
 Created a stand-alone vehicle for CTC’s real estate which will support continued real estate
investment
 Provide CTC with increased financial flexibility to pursue new opportunities to invest in and
grow the business
 Scotiabank Partnership Transaction:
 Scotiabank purchased 20% minority interest in Canadian Tire’s Financial Services business for
$500 million
 Scotiabank provided committed funding facility of $2.25 billion to backstop funding of Financial
Services’ credit card receivables
 Partners identifying co-marketing opportunities to improve customer loyalty and generate
incremental sales through sponsorships and new products and services
 Canadian Tire and Scotiabank aligned on community-based initiatives and sports partnerships
9

10. Financialhighlights (2014)
Property revenue $344.8M
Funds from operations $176.9M
Adjusted funds from
operations
$132.9M
AFFO payout ratio 88%
How we fit in the CTC Family
 CTC is a major retail tenant with strong brand
recognition
 Right of first offer on all CTC properties provides
preferred access to captive pipeline
CT REIT
Our game plan
Our strengths
 Irreplaceable Canadian real estate portfolio of more than 270
properties totaling approximately20 million square feet of GLA
 Durable portfolio features
 Investment grade anchor tenant - CTC
 Exceptional cash flowpredictability and reliable monthly
distributions
 Well-planned solid long-term growth
Our growth plan
 Acquisition and intensification opportunities
 Canadian Tire Corporation property pipeline
 Contractual annual rent escalations
How we win
 Highly diversified retail portfolio
 Flexible design, configuration and dimension provides capability
of supporting a multitude of retail platforms
 Actively pursuing third-party retail acquisition opportunities
 CT REIT is structured for stability even in potentiallyvolatile
markets
10

11. Canadian Tire Bank
Our game plan
Our strengths
 $4.7B in receivables, 1.8M active accounts including over 500K of
Canadian Tire’s mostloyal customers
 Successful management of higher credit risk through the economic
cycle
 Extensive customer data and strong analytics capability
 Award winning customer service
 Highly effective customer acquisition through retail channels
Our growth plan
 Growing GAAR
 Increasing acquisition ofloyal Canadian Tire customers and
generating higher profitability from these accounts
 Increasing share oftender acrossall CTC banners
 Strengthening digital/mobile capabilities
How we win
 Reinvigorating the value proposition of credit cards
 Tighter integration with retail banners and Dealers
 Scotiabank partnership creating growth through co-marketing
opportunities
Financialhighlights (2014) Change
Revenue $1.1B 4.8%
Gross average accounts
receivable (GAAR)
$4.7B 7.1%
Average number of
accounts with a balance
(thousands)
1,837 3.7%
Return on receivables 7.36%
How we fit in the CTC Family
 Earnings generator
 Supports core retail business
11

12. 1. Achieve
financial
aspirations
2. Make balanced
capital allocation
decisions
3. Drive growth in
core businesses
 Execute strategy for Retail business growth including innovative marketing campaigns,
banner network expansion, focus on core customer segments at Canadian Tire, FGL
Sports and Mark’s and continuing with Canadian Tire product category focus on specialty
retail operations
 Improve supply chain efficiencies and capabilities with new Calgary and Bolton DC
 Continue to grow Financial Services through offering new and innovative products and
services, integrating with Retail businesses, enhancing loyalty proposition and through new
account acquisition
 Focus on margin management across Retail businesses
 Continue to rollout and evolve current Canadian Tire store concepts
 Continue to test and develop a new Canadian Tire store concept
 Identify new and innovative ways to remain relevant to target customers, including active
families and reinforce Canadian Tire’s place as “Canada’s store”
 Continue to rebrand Mark’s Work Wearhouse stores to Mark’s format and begin to rejuvenate
L’Equipeur stores in Quebec
 Continue to expand FGL Sports’ retail footprint with the addition of flagship stores
 Launch the Sport Chek Hero store concept
 Further integrate Financial Services with Retail businesses through additional services offering
2015 Strategic Imperatives
 Complete $400M share repurchase of Class A Non-Voting Shares in excess of amount
required for anti-dilutive purposes through December 2015
 Maintain operating capital expenditures within $600M to $625M and capital expenditures for
additional distribution capacity within $175M to $200M
 CT REIT to gain access to capital markets and demonstrate its ability to raise equity and debt
independently
12

13. 4.Transition from
old-world
retailing to the
new world
5. Strengthen the
brands
 Continue to grow and enhance the My Canadian Tire ‘Money’ loyalty program
 Improve the digital experience across each of the Company’s major retail banners,
including e-commerce channels
 Commence deployment of a new POS system at Mark’s and FGL Sports
 Launch the first phase of a mobile wallet pilot
2015 Strategic Imperatives
 Continue to focus on being a brand-led organization, with continued investment in key brand
building assets, including: Olympic and Sports partnerships; community involvement
programs; and Canadian Tire JumpStart Charities
 Continue to build high-quality private-label and exclusive brands
 Continue to grow assortment of top national brands at FGL Sports and Mark’s
 Develop cross-banner co-marketing initiatives internally and within the scope of the
Company’s strategic partnership with Scotiabank
13

14. Delivering Solid Results
11,427
11,786
12,463
9,500
11,500
2012 2013 2014
Consolidated Revenue
(C$ in millions)
5.7%
1,138 1,236
1,376
0
500
1,000
1,500
2012 2013 2014
Consolidated EBITDA
(C$ in millions)
6.13
6.96
7.65
$5
$7
2012 2013 2014
Basic EPS attributable to owners of the
Company
($)
27.3%
28.2%
28.9%
26.5%
27.0%
27.5%
28.0%
28.5%
29.0%
29.5%
2012 2013 2014
Retail gross margin
(% of revenue)
11.4%
10.0%
14
6.76%
7.32% 7.36%
6.4%
6.6%
6.8%
7.0%
7.2%
7.4%
7.6%
2012 2013 2014
Financial Services Return on
Receivables (%)

15. Returning Value to Shareholders
 Dividends:
 Q3 2014 – increased annual dividend to $2.10 per share, up 5.0%
 Q1 2014 – increased annual dividend to $2.00 per share, up 14.3%
 Q3 2013 – increased annual dividend to $1.75 per share, up 25%. Raised
dividend payout ratio to 25% to 30% of prior year’s normalized earnings
 Q3 2012 – increased annual dividend to $1.40 per share, up 16.7%
 Share repurchases:
 Announced $400M share repurchasefrom October 9, 2014 to December 31,
2015 (beyond anti-dilutive purchases). Approx $316M remains to be
repurchased in 2015.
 2014 – repurchased $284M of Class A Non-Voting shares (beyond anti-dilutive
purchases)
 2013 – repurchased $100M of Class A Non-Voting shares (beyond anti-dilutive
purchases)
 Q4 2012 – repurchased $21M of Class A Non-Voting shares (beyond anti-
dilutive purchases)
15

16. $0.56
$0.64
$0.72
$0.82 $0.84 $0.84
$1.10
$1.20
$1.40
$1.88
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014*
Returning Value to Shareholders
Policy to maintain dividend payments equal to 25% to
30% of the prior year’s normalized basic net earnings
Member of S&P/TSX Canadian Dividend Aristocrats index
Annual Dividends Paid
* In Q3 2014, CTC announced an annual dividend increase of 5% to $2.10 per share
* In Q2 2014, CTC announced an annual dividend increase of 14.3% to $2.00 per share
16

17. Canadian Tire – a Strong Investment
Proposition
 Extensive reach and scale of business
 90% of Canadians located 15 minutes from a Canadian Tire store
 National presence with 1,700 retail and gasoline outlets
 One in five Canadians hold a Canadian Tire Options MasterCard
 Differentiators
 ~490 Associate Dealers in local communities across Canada
 Attracting and retaining world-class talent to grow businesses
 Experienced leadership in key functions across the Company
 Continued focus on brand-led organization
 Delivering strong financial results
 Clearly defined growth plan with underlying financial aspirations
 Strong balance sheet and multiple funding sources
 Committed to balanced approach for returning capital to shareholders
17
$12.5 billion in revenue
31.5 million retail square feet

18. 2015 Outlook
18

19. 2015 Outlook
 Operating expense growth aligned with revenue growth
 Effective tax rate estimate: 27.5% for 2015
 Reflects estimated full year impact of Scotiabank NCI and assumes a lower
anticipated stock-based compensation expense
 In 2015, operating CAPEX estimated between $600 million and $625 million due
primarily to Retail store network investment and investment in IT and digital
initiatives
 Additional CAPEX:
 Approximately $175 million to $200 million associated with future distribution
capacity in 2015
 Third-party property acquisitionsby CT REIT
 Expected three year (2015-2017) average annual CAPEX between $600 million
and $625 million to support continued investment in IT and digital initiatives and
Retail store network growth
19

20. Three Year Financial Aspirations
2015 – 20171,2
Financial Aspirations Details
Retail sales (POS) growth
(annual aspirations)
Canadian Tire retail – 3%+
Mark’s – 5%+
FGL Sports - 9%+
Aspirations separated by banner to better reflect
different stages of maturity/growth of individual
retail banners
Based on annual square footage growth
estimates and same store sales assumptions
Diluted earnings per share (EPS)
(average over three year period)
8% to 10%
Consolidated diluted EPS attributable to owners
of Canadian Tire Corporation
Return on invested capital
(aspiration by end of 2017)
9%
Long-term aspiration remains 10%+
Aspiration of 9% is more achievable by end of
three year period
Return on receivables (ROR)
(annual aspiration)
6% +
Based on assumptions for rate of receivables
growth and operating expenses management
1 Established on October 9, 2014 at Canadian Tire Investor Day
2 Forw ard looking information – refer to slide 2 for additional information
20

21. For more information
http://investors.canadiantire.ca
lisa.greatrix@cantire.com or (416) 480-8725
Follow us on twitter @CTCShares