Monro, Inc.Investor

Presentation

June 2020

Certain statements in this presentation, other than statements of historical fact, including estimates, projections, statementsrelated to our business plans and operating results are forward-looking statements within the meaning of the PrivateSecurities 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 onMonro’s current expectations, estimates, projections and assumptions as of the date such statements are made, and aresubject 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 andits impact on our customers, executive officers and employees. Additional information regarding these risks anduncertainties are described in the Company’s filings with the Securities and Exchange Commission, including in the “RiskFactors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” sections of ourmost recently filed periodic reports on Forms 10-K and Form 10-Q, which are available on Monro’s website athttps://corporate.monro.com/investors/financial-information/. Monro assumes no obligation to update or revise theseforward-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 accountingprinciples (“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 comparableGAAP measure, diluted EPS in Slide 17. Management views this non-GAAP financial measure as a way to better assesscomparability between periods because management believes the non-GAAP financial measure shows the Company’s corebusiness operations while excluding certain non-recurring items and items related to our Monro.Forward or acquisitioninitiatives.

This non-GAAP financial measure is not intended to represent, and should not be considered more meaningful than, or asan alternative to, its most directly comparable GAAP measure. This non-GAAP financial measure may be different fromsimilarly titled non-GAAP financial measures used by other companies.

2

Safe Harbor Statement and Non-GAAP Measures

Company Overview

• 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 retread facilities

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 storesStore locations as of 6/12/20

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

Secondary parts distribution:Monro sources these parts from leading

aftermarket parts suppliers:

4

Brake Rotors and Pads

Filters

Steering and Suspension

Wipers

Belts

TIRES

Store locations as of 6/12/20

300

290

280

270

260

250

240

230

220

210

200

2012 2013 2014 2015 2016 2017 2018 2019 2020* 2021* 2022*

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. Annual Light Vehicle Sales

Total Miles Traveled in U.S.

Source: FRED Economic data, Light weight Vehicle Sales: Autos and Light Trucks

U.S. Light Vehicles in Operation (VIO)

Growing total vehicle population related to consumers

owning vehicles longer

270+ million vehicles on the road

Increasing age of vehicles (average of ~12 years)

2019 total annual miles driven up ~0.9% y/y

Increasing complexity of vehicles

Favorable demographics

Key Highlights

5Source: FRED Economic data, Moving 12-Month Total Vehicle Miles Traveled

20

18

16

14

12

10

8

6

4

2

004 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19

2,775,000

2,850,000

2,925,000

3,000,000

3,075,000

3,150,000

3,225,000

3,300,000

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

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

110

100

90

80

70

60

50

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

+6.56% CAGR -.03% CAGR

Strong growth in new vehicles (0-5 years) between 2012

and 2017 is creating a significant tailwind for the 6-12year

old vehicle cohort for the next few years

6-12 year cohort expected to grow the fastest at+3.9%

CAGR for the period 2017-2022

Monro’s targeted market segment is the 6-12 yearcohort

120

110

100

90

80

70

60

502012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

-3.97% CAGR +3.90% CAGR

Vehicles in Operation – 13+ Years

+4.27% CAGR +1.47% CAGR120

110

100

90

80

70

60

50

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Source for all data: Lang, IHS Markit, 2018

Key Highlights

6

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

Source: Autocare Association Factbook

2010%

(outlets)2018

%

(outlets)CAGR

Dealers 18,460 14.3% 16,753 12.7% (1.2%)

General

Repair

Garages76,108 58.8% 81,087 61.5% 0.8%

Tire Dealers 18,675 14.4% 20,316 15.4% 1.1%

Specialty

Repair8,663 6.7% 6,465 4.9% (3.6%)

Oil

Change/Lube7,518 5.8% 7,301 5.5% (0.4%)

Total 129,424 100.0% 131,922 100.0%

Source: Autocare Association Factbook

DIFM continues to gain share from DIY

segment

Vehicle complexity continues to drive shift to

DIFM from DIY

Future technology advances expected to

accelerate shift to DIFM

DIFM vs. DIY Trends

Industry still highly fragmented, with significant

opportunities for further consolidation

Key Highlights

* Includes Replacement Tire Segment 7

-

2012 2013 2014 2015 2016 2017 2018

DIFM

DI

Y

300,000

250,000

200,000

150,000

100,000

50,000

0

Consensus data for 2012; estimates for 2013-2018

Driving Long-Term Sustainable Growth

Enhance Customer-Centric

Engagement• Customer retention

• Customer acquisition

• Omnichannel

Accelerate Productivity

& Team Engagement• Optimized store staffingmodel

• Clearly defined career path and

enhanced training program

• Aligned compensation

Improve Customer Experience• Online reputation management

• Consistent in-store experience

• Consistent store appearance

Scalable Platform to

Drive Sustainable

Growth

8

Investments in Technology and Data-Driven Analytics to Support Strategic Initiatives

Optimize Product &

Service Offering• Redefined selling approach

• Optimized tire assortment

Monro.Forward Progress Update

Enhance Customer-

Centric Engagement

Monro.Forward Progress Positions Us Well to Emerge Stronger Post COVID-19 Crisis

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

Rolled out the Monro University program across store base and are expanding course

content

Implemented mandatory onboard training to support new hires

Accelerate Productivity

& Team Engagement

New pricing and category management technology to drive margin improvement and

optimize product portfolio in pilot stages, rollout to be completed by end of Q2FY21Optimize Product &

Service Offering

Executing customer satisfaction and online reputation management program across

Monro’s store base

Focus on the in-store experience is having significant impact on Company online

reviews and has increased “Star Ratings” to 4.6 All-time

Modernized store infrastructure, including new digital phone system, progressing as

planned

Recently expanded Amazon.com collaboration at more than 1,000 stores, supporting

omnichannel efforts

Improve Customer

Experience

9

Strong performance of rebranded stores in Q4FY20 prior to COVID-19

Substantially completed transformation of 42 recently acquired California locations

during Q4FY20

Pre-COVID-19 plan to close 42 stores, six in Q4FY20 and 36 in Q1FY21, to

streamline portfolio supported by data analytics

Improve Customer

Experience

Store Rebrand & Reimage Initiative is an Important Part of Company Transformation

Store Rebrand & Reimage Initiative

10

Monro.Forward: Investments in Technology

Significant Investments in Technology to Support Monro.Forward Strategy

Area Strategic Rationale Timing

Business Intelligence • KPI dashboards for stores and management• Launched in Q4 FY18

• Ongoing company-wide expansion

Monro University

Learning Management System

• Ensures consistent onboarding and teammate training

• Develop clear career paths

• Deliver standard operating procedure training

• Launched in Q3 FY19

• Ongoing expansion across store base

Store Network

Infrastructure Upgrade

• Enable and support cloud based merchandisingstrategy

• Enable customer-facing technology

• Installed in 840 stores

• To be implemented across base by Q1

FY21

Digital Phone and Customer

Communication System

• Eliminate cost of analog phone system

• Simplify phone execution for store personnel

• Enable customer-centric call and text messaging management

• In more than 700 stores

• To be implemented across base by Q1

FY21

Store Staffing Model&

Scheduling System

• Eliminate paper-based scheduling

• Optimizes store staffing and day part scheduling

• Improves part-time scheduling capabilities

• Pilot in Q4 FY20

• To be launched across base by Q2 FY21

Tire Category Management &

Pricing System

• Enterprise solution to dynamically manage pricing at the SKU level

• Partially automates optimization of tire volume/margins by providing

real-time elasticity

• Pilot launched in Q4 FY20

• To be launched across base by Q2 FY21

Cloud-Based Car Inspection

Scanning Tool

• State of the art technology for technicians to provide industry-

leading service

• Provides efficient tool for actively managing customer needs

• In pilot stages

• To be implemented in FY21

11

Omnichannel: Amazon.com Collaboration

Collaboration With Amazon.com Supports Monro’s Online Tire Retailers Installation Strategy

Expanded Amazon.com Collaboration

Monro’s tire installation services available to customers who purchase tires

online from Amazon.com and select the Ship-to-Store option

Expanded collaboration to an additional 378 stores during Q1FY21,

increasing the amount of service locations to over 1,100 stores

By July 2020, Monro expects to have rolled out its Amazon tire installation

services to all of its more than 1,200 locations in 32 states

Increased traffic driven by integration with online tire retailers

12

Scalable Platform to Drive Sustainable Growth

Continue to increase store density in our 32 states

Expand geographically into attractive markets

On average, acquisitions represent the opportunity for 10%

annual sales growth

Acquisition growth drives scale and operating margin expansion,

strengthening competitive advantages

Same Store Sales Growth

Through Monro.Forward, drive higher

customer retention and acquisition rates

Acquisitions

Create value through profitable

acquisitions

Greenfield Expansion

Continue new store openings in existing

markets

A Scalable Business Model with Multiple Avenues for Growth

13

A Proven M&A Strategy

Monro’s Acquisition Strategy Has Delivered Significant Growth Over the Years

A Proven Track Record

39 acquisitions in the past 8 fiscal years, adding 518 locations and $710 million in revenue

Entered 13 new states, expanding our presence in the Southern and Western markets

Average acquisition size:

13 stores

~$20 million in annualized sales growth

141Greenfield stores include new construction as well as the acquisition of one to four store operations

Recent Acquisition Activity in Fiscal 2020

Expanded geographic footprint into the Western region with acquisitions of 51 stores and one distribution center in California, 14 stores in Nevada and four in Idaho, all new states for Monro

Further solidified position in Southern markets with acquisitions of 20 stores in Lousiana, whichrepresents a new state for Monro

Added 10 greenfield1 locations during the year (excludes two California stores that are included above)

COVID-19 Response

Executing on Key Priorities During This Critical Period

15

Protecting the well-being of our

teammates

Promoting the safety of our

customers and communities

Prioritizing health &

safety in all aspects of

our business

Providing essential services to

support customers’ needs and

delivering a consistent 5-star

experience

Maximizing financial flexibility

and operating on a cash flow

positive basis in COVID-19

environment

Ensuring business

continuity to serve our

customers

Executing strategic

Monro.Forward initiatives

Streamlining costs and rapidly

adjusting plans to strengthen

operating performance

Emerging stronger post

COVID-19 crisis

3.5%

1.5%

-0.5%

-2.5%

-4.5%

-6.5%

-8.5%

-10.5%

4QFY19 1QFY20 2QFY20 3QFY20 4QFY20

Fourth Quarter Fiscal 2020 Highlights

Comparable store sales of -9.5% driven by a

substantial decrease in traffic since mid-Marchdue

to COVID-19 restrictions, as well as soft winter

weather conditions in January and February

Sales from new stores added $23.5M, including

sales from recent acquisitions of $21.9M

Maintenance: -8%

Tires: -9%

Front End/Shocks: -10%

Brakes: -11%

Alignments: -11%

Q4FY20

Key Highlights

Q4FY20

Key Highlights

16

Navigating Uncertain Environment and Challenges Related to COVID-19

Quarterly Comps Trends Monthly Comparable Store Sales

1

1Results are adjusted for days

2Through 5/26/20

-50.0%

-40.0%

-30.0%

-20.0%

-10.0%

0.0%

Jan-20 Feb-20 Mar-20 Apr-20 May-20

MTD2

Results Impacted by COVID-19 Crisis and Soft Winter Weather Conditions

Fourth Quarter Fiscal 2020 Results

1Q4FY19 and FY19 same store sales results are adjusted for days.2Excluded costs in Q4FY20 include $.10 per share of impairment costs related to planned store closures, $.05 per share of additional store impairment costs, $.03 per share of costs related to Monro.Forward initiatives, $.01 per share of costs related to litigation settlements and $.01 per share of one-

time costs related to the Company’s headquarters expansion. Excluded costs in Q4FY19 include $.01 per share of costs related to Monro.Forward initiatives and $.01 per share of costs related to acquisition due diligence and integration. Excluded costs in FY20 include $.15 per share of store

impairment costs, $.09 per share of costs related to Monro.Forward initiatives, $.03 per share of costs related to acquisition due diligence and integration and $.02 per share of additional one-time costs related to litigation settlements and the Company’s headquarters expansion. Excluded costs in FY19

include $.06 per share in costs related to Monro.Forward initiatives, $.01 per share of non-recurring corporate and field management realignment costs and $.02 per share of costs related to acquisition due diligence and integration.3Adjusted Diluted EPS is a non-GAAP measure that excludes certain non-recurring items and items related to our Monro.Forward or acquisition initiatives. A reconciliation of net income to adjusted net income and diluted EPS to adjusted diluted EPS is included in our earnings release dated May 28,

2020. 17

Q4FY20 Q4FY19 Δ FY20 FY19 Δ

Sales (millions) $286.1 $287.2 (0.4%) $1,256.5 $1,200.2 4.7%

Same Store Sales1 -9.5% 0.5% (1,000 bps) -2.3% 2.3% (460 bps)

Gross Margin 35.7% 38.3% (260 bps) 37.9% 38.8% (90 bps)

Operating Margin 0.1% 9.9% (980 bps) 8.1% 10.6% (250 bps)

Diluted EPS ($.12) $.50 (124.0%) $1.71 $2.37 (27.8%)

Excluded Costs2 $.20 $.02 $.29 $.09

One-time income tax benefit - - - ($.06)

Adjusted Diluted EPS3 $.08 $.52 (84.6%) $2.00 $2.40 (16.7%)

Fourth Quarter Fiscal 2020 EPS Bridge

18

($0.30)

($0.12)

$0.08 ($0.10)

($0.10) ($0.12)

$0.50

-$0.20

$0.00

-$0.10

$0.10

$0.20

$0.40

$0.30

$0.50

$0.60

Q4 FY19 Diluted Impact of -9.5% Comp COVID-19 Business Q4 FY20 Adjusted Planned Store Other N/G Q4 FY20 DilutedEarnings Per Share - Sales Impact Diluted Earnings Per Closures Adjustments Earnings Per Share -

GAAP Share GAAP

1Other N/G Adjustments includes $.05 related to store impairment charges, $.03 of one-time costs related to the store rebrand and reimage initiative, $.01 in provisions for legal settlements and $.01 in one-time costs related to the HQ expansion.

1

Maximizing Financial Flexibility

We Have Taken Proactive Measures to Operate on a Cash Flow Positive Basis During COVID-19 Pandemic

Disciplined Capital Allocation

Fiscal 2020

Capex of $55.9M, of which $25M was related to

store rebrand and reimage

Spent approximately $104M on acquisitions

Paid $30M in dividends during FY20

Near-term Priorities

Deferring non-critical capex including store

rebrand and reimage initiative

Pausing M&A during this uncertain time

Paying dividend in June 2020

Additional Actions to Enhance Financial Flexibility

19

Drew down remaining $350M from revolving credit facility in March 2020

Reducing selling, general and administrative expenses with focus on flexing cost structure

Bolstering working capital position

Fiscal 2020 Accomplishments

Strong Progress on Building a Scalable Platform For Sustainable Growth

Store Rebrand and Refresh Initiative: Completed transformation of 219 stores to date, migrating 71 stores to a

tire-oriented brand, with rebranded stores in key markets outperforming store base

Investments in Technology: Launched pilot stages of network infrastructure upgrade, store staffing cloud-based

model and tire category management pricing tool, which are all progressing on track

Strategic Acquisitions: Completed acquisitions of 89 stores and one distribution center, expanding geographic

footprint into the attractive Western region and further solidifying position in the South

Expansion of Amazon.com Collaboration: Expanded collaboration to over 1,000 stores in 32 states in Q1 FY21

to support online tire retailer installation strategy and omnichannel efforts

Customer Experience: Executed customer satisfaction and online reputation management program across store

base to drive increased online reviews and star rating to all-time high of 4.6

1

2

3

4

5

20

Fiscal 2021 Outlook

While Environment Remains Uncertain, We Are Focused on Elements in Business Within Our Control

and Are Well-Positioned to Deliver Long-term Value Once the COVID-19 Crisis Subsides

Not issuing FY21 guidance at this time due to uncertainty surrounding COVID-19 pandemic

Expect COVID-19 to have a significant impact on Q1 FY21 results

Streamlining costs and making continued progress on Monro.Forward initiatives to emerge

stronger once pandemic subsides

Rollout of cloud-based store scheduling model and tire pricing tool by end of Q2 FY21 will be

critical to driving margin improvement

Cautiously optimistic for demand recovery following the suspension of stay-at-home orders

Well-positioned to capitalize on significant opportunities for M&A post COVID-19crisis21

Leading chain of Company-operated undercar care facilities in the U.S. with a wide breadth of

product and service offerings

Strong position in Northeast, Great Lakes and Mid-Atlantic and expanding into Southern and Western

markets with a presence in 32 states

19 years of consecutive annual sales growth

Low cost operator with strong operating margins

Well-positioned to capitalize on a favorable industry backdrop

Monro.Forward strategy creating a scalable platform to drive sustainable growth, with a focus on

operational excellence to increase overall customer lifetime value

Significant growth opportunity to execute disciplined acquisition strategy in a highly fragmented

industry

Strong balance sheet and cash flow

Delivering consistent shareholder returns through dividend program

Investment Highlights

22

Appendix

23

Fiscal 2021 Outlook – Financial Assumptions

24

Assumptions as of May 28, 2020

Tire and Oil Costs Stable to slight decrease year-over-year

Interest Expense ~$30 million to ~$32 million

Depreciation and Amortization ~$72 million to ~$78 million

Tax Rate ~24%

Capital Expenditures ~$25 million to ~$45 million

Weighted Average Number of Diluted

Shares Outstanding~34 million

Planned Store Closure Costs in Q1 FY21 ~$2.5 million

Store Closure Operating Income Benefit ~$3.8 million

Fixed Cost Reductions ~$10 million to ~$15 million

7 Stage Transformation Process from Beginning to End Takes ~17 Weeks

251Steps are only required for stores that are being rebranded from service format to tire format

BEFORE AFTER

Store Readiness

for Change

Parts Inventory

Rebalanced1

Inventory Assortment

Reset for Tire Focus1

Store Team Trained

on New Operating

Procedures

Store Inventory Storage

Configured for Tires1

Store Exterior Painted

and New Signage

Installed

Store InteriorRemodel

and Technology

Installed

~17 WEEKS

Store Refresh Transformation Timeline

Q4 FY20 FY21

Monro.Forward Strategic Initiatives

Data-driven “new customer”marketing

Store staffing & scheduling system

Improve CustomerExperience

Enhance Customer-Centric Engagement

Optimize Product & Service Offering

Accelerate Productivity & Team Engagement

Scheduled maintenance in-store selling

Data-driven CRM

New websites

Q2 FY20 Q3 FY20

Scale store refresh & operational excellence

= Completed Initiatives26

Pilot store refresh & operational excellence

Monro University (includes career path, LMS)

Foundational Technology& Tools

Store network infrastructure upgrade

Digital phone and customer communication system

Optimize tire assortment

Cloud based car inspection tool

Tire category management& pricing system

FY19 Q2 FY19 Q3 FY19 Q4 FY19 FY20 Q2FY21

New store comp plans

New in-store sales packages