Investor Presentation June 2020 Safe Harbor Statement and Non-GAAP - PowerPoint PPT Presentation

Monro, Inc. Investor Presentation June 2020

Safe Harbor Statement and Non-GAAP Measures Certain statements in this presentation, other than statements of historical fact, including estimates, projections, statements related to our business plans and operating results are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Monro has identified some of these forward-looking statements with words such as “anticipates,” “believes,” “expects,” “estimates,” “is likely,” “predicts,” “projects,” “forecasts,” “may,” “will,” “should,” and “intends” and the negative of these words or other comparable terminology. These forward-looking statements are based on Monro’s current expectations, estimates, projections and assumptions as of the date such statements are made, and are subject to risks and uncertainties that may cause results to differ materially from those expressed or implied in the forward- looking statements, to include the significant uncertainty relating to the duration and scope of the COVID-19 pandemic and its impact on our customers, executive officers and employees. Additional information regarding these risks and uncertainties are described in the Company’s filings with the Securities and Exchange Commission, including in the “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” sections of our most recently filed periodic reports on Forms 10-K and Form 10-Q, which are available on Monro’s website at https://corporate.monro.com/investors/financial-information/. Monro assumes no obligation to update or revise these forward-looking statements for any reason, even if new information becomes available in the future. In addition to including references to diluted earnings per share (“EPS”), which is a generally accepted accounting principles (“GAAP”) measure, this presentation includes references to adjusted diluted earnings per share, which is a non- GAAP financial measure. Monro has included a reconciliation from adjusted diluted EPS to its most directly comparable GAAP measure, diluted EPS in Slide 17. Management views this non-GAAP financial measure as a way to better assess comparability between periods because management believes the non-GAAP financial measure shows the Company’s core business operations while excluding certain non-recurring items and items related to our Monro.Forward or acquisition initiatives. This non-GAAP financial measure is not intended to represent, and should not be considered more meaningful than, or as an alternative to, its most directly comparable GAAP measure. This non-GAAP financial measure may be different from similarly titled non-GAAP financial measures used by other companies. 2

Company Overview A Leading Chain of Independently Owned and Operated Tire and Auto Service Locations  Dominant in the Northeastern U.S. and expanding in Southern and Western markets  Fiscal 2020 sales of $1,256.5million  1,260 company operated stores in 32 states and 98 franchised locations as of June 12, 2020  39 acquisitions in the past 8 fiscal years, adding 518 locations,$710 million in revenue and entry into 13 new states  Operating two store formats in key markets as of March 28,2020 − Service brand stores – 499 stores Store locations as of 6/12/20 • 75% maintenance service, 25% tires • $675,000 a year in sales per store − Tire brand stores – 784 stores (excluding wholesale) • 55% tires, 45% maintenance service • $1.0 million a year in sales per store  8 wholesale locations and 3 retreadfacilities 3

A Unique Operating Model Monro Has a Diversified Supply Chain, Sourcing High Quality, Low Cost Parts Direct and a Strong Portfolio of Tire Brands PARTS Monro sources these parts from leading Secondary parts distribution: aftermarket parts suppliers:  Brake Rotors and Pads  Filters  Steering and Suspension  Wipers  Belts TIRES Store locations as of 6/12/20 4

A Favorable Industry Backdrop Favorable Industry Backdrop for Automotive Services with the Vehicles in Operation Expected to Grow Significantly Over the Next Few Years U.S. Light Vehicles in Operation (VIO) U.S. Annual Light Vehicle Sales 20 300 18 290 16 280 14 270 12 260 10 250 240 8 230 6 220 4 210 2 200 0 2012 2013 2014 2015 2016 2017 2018 2019 2020* 2021* 2022* 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 Source: Lang, IHS Markit. *2020 – 2022 are estimated figures Source: FRED Economic data, Light weight Vehicle Sales: Autos and Light Trucks Total Miles Traveled in U.S. Key Highlights 3,300,000 3,225,000  Growing total vehicle population related to consumers 3,150,000 owning vehicles longer 3,075,000  270+ million vehicles on the road  3,000,000 Increasing age of vehicles (average of ~12 years)  2019 total annual miles driven up ~0.9% y/y 2,925,000  Increasing complexity of vehicles 2,850,000  Favorable demographics 2,775,000 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 5 Source: FRED Economic data, Moving 12-Month Total Vehicle Miles Traveled

A Favorable Industry Backdrop Monro is Well-Positioned to Capitalize on Positive Industry Trends, with Our Sweet Spot Experiencing the Fastest Growth in Vehicles in Operation Vehicles in Operation – 0 to 5 Years Vehicles in Operation – 6 to 12 Years 120 120 +6.56% CAGR -.03% CAGR -3.97% CAGR +3.90% CAGR 110 110 100 100 90 90 80 80 70 70 60 60 50 50 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Vehicles in Operation – 13+ Years Key Highlights +4.27% CAGR +1.47% CAGR  Strong growth in new vehicles (0-5 years) between 2012 120 and 2017 is creating a significant tailwind for the 6-12year 110 old vehicle cohort for the next few years 100 90  6-12 year cohort expected to grow the fastest at+3.9% 80 CAGR for the period 2017-2022 70  Monro’s targeted market segment is the 6-12 yearcohort 60 50 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 6 Source for all data: Lang, IHS Markit, 2018

A Favorable Industry Backdrop Monro Operates in the $238 Billion Do-It-For-Me* Segment of $297 Billion U.S. Automotive Aftermarket Industry Automotive Aftermarket DIFM vs. DIY Sales % % 2010 2018 CAGR (outlets) (outlets) 300,000 Dealers 18,460 14.3% 16,753 12.7% (1.2%) 250,000 General Repair 76,108 58.8% 81,087 61.5% 0.8% 200,000 Garages 150,000 Tire Dealers 18,675 14.4% 20,316 15.4% 1.1% 100,000 Specialty 8,663 6.7% 6,465 4.9% (3.6%) Repair 50,000 Oil 7,518 5.8% 7,301 5.5% (0.4%) - Change/Lube 0 2012 2013 2014 2015 2016 2017 2018 Total 129,424 100.0% 131,922 100.0% DIFM DI Source: Autocare Association Factbook Source: Autocare Association Factbook Consensus data for 2012; estimates for 2013-2018 Y Key Highlights DIFM vs. DIY Trends  DIFM continues to gain share fromDIY  Industry still highly fragmented, with significant segment opportunities for further consolidation  Vehicle complexity continues to drive shift to DIFM from DIY  Future technology advances expectedto accelerate shift to DIFM 7 * Includes Replacement Tire Segment

Driving Long-Term Sustainable Growth Optimize Product & Improve Customer Experience • Online reputationmanagement Service Offering • Consistent in-storeexperience • Redefined selling approach • Consistent store appearance • Optimized tire assortment Scalable Platformto Accelerate Productivity Enhance Customer-Centric Drive Sustainable Growth & Team Engagement Engagement • • Optimized store staffingmodel Customer retention • • Clearly defined career pathand Customer acquisition • Omnichannel enhanced training program • Aligned compensation Investments in Technology and Data-Driven Analytics to Support Strategic Initiatives 8

Monro.Forward Progress Update Monro.Forward Progress Positions Us Well to Emerge Stronger Post COVID-19 Crisis  Executing customer satisfaction and online reputation management program across Monro’s store base Improve Customer  Focus on the in-store experience is having significant impact on Company online Experience reviews and has increased “Star Ratings” to 4.6 All-time  Modernized store infrastructure, including new digital phone system, progressing as Enhance Customer- planned  Recently expanded Amazon.com collaboration at more than 1,000 stores, supporting Centric Engagement omnichannel efforts  Optimize Product & New pricing and category management technology to drive margin improvement and optimize product portfolio in pilot stages, rollout to be completed by end of Q2FY21 Service Offering  Data-driven store scheduling and staffing software in pilot stages with full rollout expected to be completed by Q2FY21  Optimizing staffing schedules during COVID-19 crisis and beyond Accelerate Productivity  Rolled out the Monro University program across store base and are expanding course & Team Engagement content  Implemented mandatory onboard training to support new hires 9