Monro, Inc.Investor

Presentation

February 2019

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. Additional information regarding these risks and uncertainties are described in the Company’s filings withthe Securities and Exchange Commission, including in the “Risk Factors” and “Management’s Discussion and Analysis ofFinancial Condition and Results of Operations” sections of our most recently filed periodic reports on Forms 10-K and Form10-Q, which are available on Monro’s website at http://www.Monro.com/Corporate/SEC-filings. Monro assumes no obligationto update or revise these forward-looking statements for any reason, even if new information becomes available in the future.

This presentation contains references to Adjusted Earnings Per Share (EPS), which is a “non-GAAP financial measure” asthis term is defined in Item 10(e) of Regulation S-K under the Securities Act of 1933 and the Securities Exchange Act of 1934and Regulation G under the Securities Exchange Act of 1934. In accordance with these rules, Monro has reconciled this non-GAAP financial measure to its most directly comparable U.S. GAAP measure. Management views this non-GAAP financialmeasure as a way to assess comparability between periods.

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

Safe Harbor Statement and Non-GAAP Measures

2

Company Overview

Dominant in the Northeastern U.S. and expanding

in Southern and Western adjacent markets

Fiscal 2018 sales of $1,127.8 million

1,197 company operated stores in 28 states and

99 franchised locations as of January 31, 2019

29 acquisitions in the past 6 fiscal years, adding

386 locations, $520 million in revenue and entry

into 8 new states

8 wholesale locations and 3 retread facilities

A Leading Chain of Independently Owned and Operated Tire and Auto Service Locations

Store locations as of 2/11/19

3

A Strong Brand Portfolio

10 well-known regional brands underneath Monro’s

corporate umbrella

Operating two store formats in key markets

− Service stores – 560 stores

• 80% maintenance services, 20% tires

• $600,000 a year in sales per store

− Tire stores - 637 stores (excluding wholesale)

• 55% tires, 45% service

• $1.2 million a year in sales per store

8 wholesale locations and 3 retread facilities

Multiple Store Brand Strategy Driving Increased Store Density

Brand Portfolio

Service Tire

4

A Unique Operating Model

Monro Has a Diversified Supply Chain, Sourcing High Quality, Low Cost Parts Direct and a Strong Portfolio of Tire Brands

TIRES

PARTS

Secondary parts distribution:

The following types of parts are sourced

from various cities in China:

Brake Rotors and Pads

Filters

Steering and Suspension

Wipers

Belts

Store locations as of 2/11/195

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, Dec 2017 Source: Lang, IHS Markit, 2018. 2018 – 2022 are estimated figures

U.S. Light Vehicles in Operation (VIO)

200

210

220

230

240

250

260

270

280

290

300

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

Growing total vehicle population from U.S. auto sales

270+ million vehicles on the road

Increasing age of vehicles (average of ~12 years)

Total annual miles driven up ~1.3% y/y

Decreasing number of service outlets and bays

Increasing complexity of vehicles

Favorable demographics

Key Highlights

8

10

12

14

16

18

03 05 07 08 09 10 11 12 13 14 15 16 17

2,700,000

2,800,000

2,900,000

3,000,000

3,100,000

3,200,000

3,300,000

03 05 07 08 09 10 11 12 13 14 15 16 176Source: FRED Economic data, Moving 12-Month Total Vehicle Miles Traveled

A Favorable Industry Backdrop

Vehicles in Operation – 0 to 5 Years Vehicles in Operation – 6 to 12 Years

Monro is Well-Positioned to Capitalize on Positive Industry Trends,

with Our Sweet Spot Experiencing the Fastest Growth in Vehicles in Operation

50

60

70

80

90

100

110

120

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 6-12 year

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 year cohort

50

60

70

80

90

100

110

120

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

-3.97% CAGR +3.90% CAGR

Vehicles in Operation – 13+ Years

50

60

70

80

90

100

110

120

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

+4.27% CAGR +1.47% CAGR

Source for all data: Lang, IHS Markit, 2018

Key Highlights

7

A Favorable Industry Backdrop

Monro Operates in the $230 Billion Do-It-For-Me* Segment of $287 Billion U.S. Automotive Aftermarket Industry

Automotive Aftermarket DIFM vs. DIY Sales

0

50,000

100,000

150,000

200,000

250,000

300,000

2012 2013 2014 2015 2016 2017

DIFM DIY

Source: Autocare Association Factbook

2008 % (outlets) 2016 % (outlets) CAGR

Dealers 20,770 15.6% 16,680 12.7% (2.7%)

General Repair

Garages76,564 57.4% 80,071 61.1% 0.6%

Tire Dealers 18,596 14.0% 19,822 15.1% 0.8%

Specialty Repair 9,674 7.3% 7,040 5.4% (3.9%)

Oil Change/Lube 7,649 5.7% 7,437 5.7% (0.4%)

Total 133,253 100% 131,050 100%

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

Fewer outlets/bays to work on more vehicles in

operation in the U.S.

Industry still highly fragmented, with significant

opportunities for further consolidation

Key Highlights

* Includes Replacement Tire Segment 8

-8.0%

-6.0%

-4.0%

-2.0%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18

Third Quarter Fiscal 2019 Highlights

Comparable store sales increased by 2.2%, or

3.3% when adjusted for one less selling day in the

quarter, compared to a decline of 3.1% in the prior

year period

Sales from new stores added $19.8M, including

sales from recent acquisitions of $14.3M

Achieved Fourth Consecutive Quarter of Positive Comparable Store Sales Growth

Quarterly Comps TrendsY/Y Comps Trends

Brakes: 12%

Tires: 3%

Alignments: 1%

Maintenance: Flat

Front End/Shocks: -4%

3QFY19

Key Highlights3

3QFY19

Key Highlights

9

1Results have been adjusted for the extra selling week2Results have been adjusted for the Memorial Day holiday calendar shift3Results have been adjusted for one less selling day in 3QFY19 due to the Christmas holiday calendar shift

1 2 2

-4.0%

-3.0%

-2.0%

-1.0%

0.0%

1.0%

2.0%

3.0%

4.0%

3QFY18 4QFY18 1QFY19 2QFY19 3QFY1921

3

3

A Scalable Platform: Recent Acquisitions

Acquisitions Completed and Announced to Date in Fiscal 2019 Represent $87M in Annualized Sales

1Greenfield stores include new construction as well as the acquisition of one to four store operations

Announced Acquisitions

Announced a definitive agreement to acquire 12 retail locations in Louisiana

Enters a new state, expanding the Company’s presence in the southern markets

$15M in annualized sales, breakeven to EPS in FY19

Sales mix of 35% service and 65% tires

Completed Acquisitions

Completed acquisition of five retail locations in Ohio, filling in an existing market

$5M in annualized revenue, breakeven to EPS in FY19

Sales mix of 70% service and 30% tires

Completed acquisition of 13 retail locations in Florida, filling in an existing market

$12M in annualized revenue, breakeven to EPS in FY19

Sales mix of 65% service and 35% tires

Greenfield Openings1

Added three greenfield locations during the third quarter

10

Driving Long-Term Sustainable Growth

Enhance Customer-Centric

Engagement• Customer retention

• Customer acquisition

• Omnichannel

Accelerate Productivity

& Team Engagement• Optimized store staffing model

• 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 SustainableGrowth

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

Optimize Product &

Service Offering• Redefined selling approach

• Optimized tire assortment

11

Improve Customer Experience

Improve SEO and local listing management

Effectively build and manage online presenceOnline Reputation

Management

Deliver a best-in-class experience to all customers

Provide clear product choices and quality service to

customers

Consistent In-Store

Experience

Modernize store layout

Establish clear standards for retail bannersConsistent Store

Appearance

Delivering a

Five-Star

Experience

12

Focus marketing spend to higher ROI channels

Focus on direct marketing via new analytic-based

CRM platform

Enhance private label credit card offering

Use analytics to optimize digital efforts

Leverage market segmentation and demographic

information to facilitate direct marketing to target

customers

Upgraded website with mobile-capable architecture

Launch e-commerce capability for online tire

purchases and installations in-store

Leverage preferred tire installer agreements to

drive traffic

Enhance Customer-Centric Engagement

Customer Retention

Customer Acquisition

Omnichannel

13

Omnichannel: Expanded Amazon.com Collaboration

Expanded 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

Initially launched in the greater Baltimore area, now available at nearly 400

locations operating under a number of Monro brands in Georgia, Florida,

Illinois, Indiana, Ohio, Maryland, Michigan, New York, Tennessee and Virginia

Collaboration will be expanded to provide tire installation services to

Amazon.com customers at all of Monro’s retail locations across 28 states

Increased Traffic Driven by Integration with Online Tire Retailers

50% of these customers are new to Monro1

Can add newly acquired customers to CRM database, building long-term one-

to-one relationships

1Reflects historical data based on existing relationships with online tire retailers 14

Improve tire sales strategy to offer the right tires at

the right price

Leverage data to optimize inventory assortment

Simplified invoices and inspection forms

Clearly defined ‘Good, Better, Best’ product options

Educate customers on new tire installation, brake

and oil change service options

Optimize Product & Service Offering

Optimized Tire Assortment

Redefined Selling

Approach

FuturePresentPast

15

Accelerate Productivity & Team Engagement

Aligned store compensation model with

performance

Incentives grow as sales, profits and customer

experience improve

Aligned Compensation

Achieve the right balance of labor and technical

abilities across our stores

Implement data-driven store scheduling software

Optimized Store

Staffing Model

Attract, train and retain talented technicians and

managers

Launched Monro University, a comprehensive

learning management system, to pilot stores in

January 2019

Clearly Defined Career Path

and Enhanced

Training Program

16

Monro.Forward Progress Update

Successfully implemented Monro playbook and store re-image initiative pilot at 31

locations in Rochester, NY during 3QFY19, leading to improved conversion and

customer satisfaction

Modernized store layout to be rolled out across the Company’s remaining markets

and store formats over the next 3 to 5 years

Improve Customer

Experience

Monro.Forward Initiatives Well Underway and Advancing as Planned

17

Monro.Forward Progress Update (Cont.)

Continuing to execute 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 4.7 Year-to-Date and 4.5 All-time

Improve Customer

Experience

Monro.Forward Initiatives Well Underway and Advancing as Planned

*Through 1/25/19

3.7

4.0

4.24.3

4.4 4.5

4.1

4.5

4.7 4.7 4.74.7

-

20,000

40,000

60,000

80,000

100,000

120,000

Q3 FY18 Q4 FY18 Q1 FY19 Q2 FY19 Q3 FY19 YTD FY19

Num

ber

of

Revie

ws

Negative Neutral Positive End of Quarter All Time Star Rating Quarterly Rating

18

*

Monro.Forward Progress Update (Cont.)

Retail website driving increase in online appointments and mobile calls

Expanding direct marketing through CRM platform following strong pilot campaigns

Data-driven “new customer” marketing initiatives on track for 4QFY19 launch

Collaboration with Amazon.com at nearly 400 stores supports omnichannel strategy

Enhance Customer-

Centric Engagement

Optimized store staffing model after rightsizing overstaffed and understaffed stores

Data-driven store scheduling and staffing software to be implemented in FY20

Recently launched Monro University training program pilot

Accelerate Productivity

& Team Engagement

Continued momentum of Good-Better-Best product and service packages

Optimized tire sales and pricing strategy driving strength in tires

Introduction of new tire brands to optimize tire assortment in 4QFY19

Optimize Product &

Service Offering

Monro.Forward Initiatives Well Underway and Advancing as Planned

19

Scalable Platform to Drive Sustainable Growth

Continue to increase store density in our 28 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

~20 to 40 stores per year

A Scalable Business Model with Multiple Avenues for Growth

20

A Proven M&A Strategy

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

Historical Acquisition Activity

Average

Acquisition

Size

FY13 FY14 FY15 FY16 FY17 FY18 FY19 to date

Number of

locations139 stores 20 stores 80 stores

35 stores and

134 franchise

locations

78 stores,

4 wholesale

locations and

2 retread

facilities

28 stores 55 stores 15 Stores

Annualized

Sales growth~$190 million ~$35 million ~$90 million ~$35 million ~$150 million $20 million $87 million ~$20 million

A Proven Track Record

45 acquisitions in the last 16 fiscal years, encompassing 681 locations and $900 million of revenue

29 acquisitions in the past 6 fiscal years, adding 386 locations and $520 million in revenue

− Entered 8 new states, expanding our presence in the Southern and Western markets

21

Improving In-Store Execution Drove Strong Top-Line Performance

Strong Third Quarter Fiscal 2019 Results

3QFY19 3QFY18 Δ FY19 YTD FY18 YTD Δ

Sales (millions) $310.1 $285.7 8.5% $913.0 $842.2 8.4%

Same Store Sales1 3.3% -3.1% 640 bps 2.8% -0.7% 350 bps

Gross Margin 38.0% 37.4% 60 bps 38.9% 38.9% 0 bps

Operating Margin 9.9% 10.3% (40 bps) 10.8% 11.5% (70 bps)

GAAP EPS $.61 $.35 74.3% $1.87 $1.39 34.5%

One-time costs2 $.02 $.15 $.06 $.18

Christmas Holiday Shift $.04 $0.04

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

Adjusted EPS $.61 $.50 22% $1.91 $1.57 22%

1Adjusted for one less selling day in 3QFY19 due to the Christmas holiday calendar shift2Diluted earnings per share included $.01 per share of one-time costs related to Monro.Forward investments and $.01 per share of corporate and field management realignment costs in the third quarter of fiscal 2019, compared to $.15 per share of one-time costs in the third quarter of

fiscal 2018, including $.01 per share in management transition costs, $.04 per share in litigation settlement costs and $.10 per share related to the net impact of newly enacted tax legislation. In the first nine months of fiscal 2019, there were $.06 per share of one-time costs, compared to

$.18 per share of one-time costs in the first nine months of fiscal 2018. 22

FY19 FY18 Δ

Sales (millions) $1,185 to $1,215 $1,128 5.1% to 7.7%

Same Store Sales

(on a 52-week basis)+1% to +3% -0.1%

110 bps to

310 bps

GAAP EPS $2.30 to $2.40 $1.92 20% to 25%

Guide to Upper End of Fiscal 2019 Comparable Store Sales and Reiterate EPS Guidance

Operating Margin

Assumes operating margin of ~11% at midpoint of FY19 sales guidance

Expect stable tire and oil costs year-over-year

Expect to generate earnings increase on a comparable store sales increase

above ~1%

Tax Savings

Estimate ~$.40 tax benefit from newly enacted tax legislation

Tax rate expected to be reduced from ~37% to ~22% in FY19

Reinvestment of Tax Savings

Reinvestment of ~35%, or ~$.14, to support Monro.Forward strategy

($.09 of recurring expenses and $.05 of one-time items in FY19):

– Improve Customer Experience – (~$.05)

– Enhance Customer Engagement – (~$.01)

– Accelerate Productivity & Team Engagement – (~$.08)

Additional Guidance Assumptions (at the midpoint)

Interest expense of ~$28 million

Depreciation and amortization of ~$56 million

EBITDA of ~$187 million

33.6 million weighted average number of diluted shares outstanding

Stores and Weeks

Guidance includes recently announced and completed acquisitions

and excludes any additional potential acquisitions

Guidance includes eight ground-up greenfield store openings in FY19

FY19 represents a 52 week year compared to 53 weeks for FY18

23

Fiscal 2019 Outlook

Fiscal 2019 Outlook – Capital Investment

Incremental Capital Spending Focused Primarily on Store Refresh Pilot

Refresh Light

Refresh

Renovation Light

Renovation

Renovation Plus

Store Refresh Initiative

Appropriate level of investment driven by store

age, size and market demographics

31 store pilot completed in Q3 FY19

Capital Investment Area(Capital Spending by Area, $ in Million)

4.36.9

29.325.8

1.7

5.8

3.8 4.5

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FY18 Actual FY19 Estimate

IT Infrastructure

Monro.Forward Store Re-Image

Other

New Stores

$39.1 $43.0

24

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

FY19E FY21E

4.0% +

2.0%

10.5%

11.0%

11.5%

12.0%

12.5%

13.0%

FY19E FY21E

12.0%+

11.1%

SSS Improvement

Operating Margin

Expansion

Three-Year Organic Growth Financial Targets

Accelerating Same Store Sales Growth Drives Operating Leverage and Double Digit Earnings Growth

Accelerate from 2% to above 4%Same Store Sales Growth

Return to 12%+ Operating MarginOperating Margin

Expansion

Deliver Consistent 10% - 15% Earnings

GrowthEarnings Per Share Growth

Note: Financial targets exclude any future potential acquisitions 25

Disciplined Capital Allocation

Executing on Growth Strategy While Maintaining a Disciplined Approach to Capital Allocation

Investing in the Business

Capex of $30.8M in the first nine months of fiscal 2019

Continue to expect ~$75M of incremental Capex over the next 5 years to invest in store re-image and technology

Returning Cash to Shareholders

Paid $20.1M in dividends in the first nine months of fiscal 2019

Currently $.20 per share quarterly, an increase of 11% from 3QFY18

Executing on M&A Opportunities

Spent $46.1M on acquisitions in the first nine months of fiscal 2019

Signed definitive agreement to acquire 12 stores, bringing annualized sales from fiscal 2019 acquisitions to $87M

Utilizing Strong Balance Sheet

Generated $128.6M of operating cash flow in the first nine months of fiscal 2019

Debt-to-EBITDA ratio as of December 2018 of 2.1x provides significant flexibility to fund M&A strategy

26

Investment Highlights

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

Strong market position in Northeast, Great Lakes and Mid-Atlantic with a presence in 28 states

17 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 with thirteen dividend increases, every year since a cash dividend was initiated

27

Appendix

28

Q2 FY19 Q3 FY19 Q4 FY19 Q2 FY20 Q3 FY20 Q4 FY20Q4 FY18 FY20FY19 FY21

Monro.Forward Strategic Initiatives

Pilot store refresh & operationalexcellence

New store comp plansMonro University pilot (includes career path, LMS)

Technology based in-store experience

Data-driven “new customer” marketing

Monro omnichannel & e-commerce

Store staffing & scheduling system

Improve Customer Experience

Enhance Customer-Centric Engagement

Optimize Product & Service Offering

Accelerate Productivity & Team Engagement

Foundational technology & tools

New in-store sales packages

Scheduled maintenance in-store selling

Data-driven CRM

New websites

Tire category management

Scale store refresh & operational excellence

= Completed Initiatives

29