Investor Overview - Snap-on

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Investor OverviewThird Quarter 2021

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This is a Possible

Divider Slide

Cautionary Statement

Information included in this presentation may contain statements, including earnings projections, that are forward-looking in nature and,

accordingly, are subject to risks and uncertainties regarding Snap-on’s expected results. Statements made that (i) are in the future tense; (ii) include

the words “expects,” “anticipates,” “intends,” “approximates,” “plans,” “targets,” “estimates,” “believes,” or similar words that reference Snap-on

or its management; (iii) are specifically identified as forward-looking; or (iv) describe Snap-on’s or management’s future outlook, plans, estimates,

objectives or goals, are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. The company’s

actual results may differ materially from those described or contemplated in the forward-looking statements. Factors that may cause the company’s

actual results to differ materially from those contained in the forward-looking statements include those found in the company’s reports filed with the

Securities and Exchange Commission, including the information under the “Safe Harbor” and “Risk Factors” headings in its Annual Report on Form

10-K for the fiscal year ended January 2, 2021, and under the “Caution Regarding Forward-Looking Statements” and “Risk Factors” headings in any

Quarterly Reports on Form 10-Q, which are all incorporated herein by reference. Snap-on disclaims any responsibility to update any forward-

looking statement provided during this presentation, except as required by law.

This presentation includes certain non-GAAP measures of financial performance, which are not meant to be considered in isolation or as a

substitute for their GAAP counterparts. Additional information regarding these non-GAAP measures is included in Snap-on’s Form 10-K and

earnings press releases available at snapon.com. See appendix for reconciliation of non-GAAP measures to GAAP counterparts.

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Snap-on Overview

▪ Founded on innovation in 1920

▪ Makes work easier for serious professionals

performing critical tasks

▪ Unique brand strength

▪ 12,500 associates worldwide

▪ Serves professionals in over 130 countries

▪ 2020 net sales: $3.6 billion

▪ NYSE: SNA / S&P 500

▪ $11.4B Market Capitalization*

▪ 2.3% Cash Dividend Yield*

»Dividends paid without interruption or

reduction since 1939

* As of October 21, 2021

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Snap-on Celebrates Makers and Fixers

▪ We are rooted in the dignity of work

▪ We enable working men and women, the

makers and the fixers, who perform critical

tasks where the penalties for failure are high

▪ We observe work, translate the insights

gained and create solutions for serious

professionals

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Investing in People, Products, Brand

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Unique Productivity Solutions

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Unique Brand Strength

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Organized to Reach Our Primary

Customers: Operating Segments

28%

37%

28%

7%

Repair Systems &

Information Group

(RS&I):Vehicle repair shop

owners and managers

Commercial &

Industrial Group

(C&I):Professionals in a broad

range of critical industries

Snap-on Tools Group

(Franchised Van Business):Vehicle repair technicians

Financial

Services

2020 Revenues by Segment

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U.S. Vehicle Aging

Drives Service Growth

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1980

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2018

2019

2020

Average Vehicle Age - 1980-2020

2020

11.9 years

14%

18%

19%

49%

Age of U.S. Vehicles

0-3 Years 4-6 Years

7-10 Years Over 10 Years

Source: IHS Markit 2020

Age

in

Years

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Vehicle Technology and Complexity

Provides Opportunity▪ Increasing vehicle complexity

▪ Advanced Driver Assistance

Systems (ADAS) expanding

» Testing, re-programming and calibration

requirements extending

»Vehicle repairs increasingly require use

of diagnostics

»Sophisticated repair information growing

▪ Productive shop management

rising in importance

▪ Emerging drivetrains create new

solution needs

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The Way Forward:

Runways for

Improvement

Runways for

Growth

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Runways for Improvement

SNAP-ON VALUE CREATION

▪ Safety

▪ Quality

▪ Customer Connection

▪ Innovation

▪ Rapid Continuous Improvement

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0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

10.00

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

2020

95 Locations with

No Lost Time

Incidents

Safety Incident Rate

90% Reduction

Associates are 90% less likely to experience a safety incident today than in 2005

Snap-on Value Creation:

Safety

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QualityThe serious professionals who use our productivity solutions demand superior quality, which Snap-on has provided for over 100 years.

Fernando A.Automotive Technician “It’s always best to buy the tool once rather than buy the cheap tool twice, that’s why I choose Snap-on.”

Jonathan S.Diesel Engine and Pump Technician“Ninety percent of my tools are Snap-on because I know the quality of what I’m purchasing.”

Liana A.Motorcycle Technician“Snap-on has been my tool choice throughout my entire journey and I would not want it any other way.”

Josh Z.Ground Support Equipment Technician“From day one of my dad’s shop, he always used Snap-on for its great quality and durability and that trend continues 23 years later...”

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Customer Connection▪ ~4,800 mobile stores

▪ Multiple direct sales forces

▪ ~700,000 N. American and

European repair shops;

repair networks in emerging

markets growing rapidly

▪ Nearly 2 billion repair

records in database

▪ ~3,200 vocational schools

▪ ~4,000+ annual visitors to

Snap-on’s Innovation Works

We Directly Observe

Customers and

Workplaces

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Innovation

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Rapid Continuous Improvement (RCI)

Operating Margin

before

Financial Services

improved

1,110 basis points

since 2005

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Runways for Growth

▪Enhance the franchise network

▪Expand with repair shop

owners and managers

▪Extend to critical industries

▪Build in emerging markets

Investing in these

Strategically Decisive Areas18

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Snap-on Heritage

Selling Great Tools Through Vans to Vehicle Technicians

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Snap-on More Broadly Defined

Makes work easier for serious professionals

performing critical tasks in workplaces of consequence

where the costs and penalties of failure are high

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Enhance the Franchise Network

▪ Maintain strong franchisee health metrics

▪ Enhance franchisee productivity and improve coverage

▪ Maintain a growing array of new product introductions

▪ Innovate the selling process with programs aimed at

amplifying the power of the van channel

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Expand with Repair Shop

Owners and Managers▪ Leverage deep understanding of customers in

parts and service operations

▪ Help shop owners and managers improve both

technical competency and business acumen

▪ Grow and integrate broad capabilities

▪ Innovate and add new products for this important

customer group

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Extend to Critical Industries

▪ Serve more places where tasks require

repeatability and reliability

▪ Build a deep understanding of the work performed

▪ Provide specialized productivity solutions for

critical tasks

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Build in Emerging Markets

▪ Create manufacturing capacity

▪ Establish distribution and

sales reach

▪ Launch new product lines

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* As adjusted to exclude certain litigation-related matters in 2017 – 2019, excluding restructuring in 2020

Historical data reflects the 2018 adoption of ASU No. 2017-07, Compensation – Retirement Benefits (Topic 715).

Net Sales and OI Margin Trend

$2.85 $2.94$3.06

$3.28$3.35

$3.43 $3.69 $3.74 $3.73$3.59

14.5%15.2%

15.8%16.6%

18.1%

19.3%

18.0%

19.4% 19.2%

17.6%

5%

10%

15%

20%

0.00

1.00

2.00

3.00

4.00

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

$ Billions

Net Sales OI Margin (Before Financial Services) - as a % of Net Sales OI Margin (Before Financial Services) - As Adjusted*

19.3%*

19.3%* 18.9%* 17.9%*

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* As adjusted to exclude certain litigation-related matters, restructuring costs, net debt items and tax changes

Diluted Earnings Per Share

$4.71$5.20

$5.93

$7.14

$8.10

$9.20$9.52

$11.81* $12.26*$11.44

0.00

3.00

6.00

9.00

12.00

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Diluted Earnings Per Share Diluted Earnings Per Share - As Adjusted*

$12.41$11.87

$10.12*

Up 2.4x since 2011$11.63*

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* 2011 excludes $18 million arbitration settlement gain; including settlement gain, Financial Services operating earnings were $90.9 million

Financial Services

Financial Services is both strategically important and a strong contributor to company earnings; unique

aspects of the model drive portfolio performance and differentiate from other captive credit companies

$398

$733

$935

$1,084 $1,232

$1,385

$1,591

$1,815

$2,002 $2,083 $2,139 $2,219

($9.1)

$14.4 $72.9

$106.7

$125.7

$149.1 $170.2

$198.7

$217.5 $230.1

$245.9 $248.6

($40)

$0

$40

$80

$120

$160

$200

$240

$280

$0

$400

$800

$1,200

$1,600

$2,000

$2,400

H2 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

$ Millions

Ending gross on-book portfolio Financial Services Operating Earnings*

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Increased Dividends

Up 3.9x since 2011

$1.30 $1.40 $1.58

$1.85 $2.20

$2.54 $2.95

$3.41

$3.93

$4.47

$5.11

$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

15.4% quarterly dividend increase November 2021;

Dividends paid without interruption or reduction since 1939

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Q3 2021 Summary Results

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2021 2021

($ in millions, except EPS) Q3 2021 Q3 2020 vs. 2020 Q3 2019 vs. 2019

Net Sales $ 1,037.7 $ 941.6 10.2% $ 901.8 15.1%

Organic sales 67.0 7.0% 11.1%

Acquisitions 19.5 2.1 pts 2.3 pts

Currency translation 9.6 1.1 pts 1.7 pts

Operating Earnings before Financial Services $ 201.3 $ 185.7 $ 167.7

Operating Margin before Financial Services 19.4% 19.7% (30) bps 18.6% 80 bps

Operating Earnings from Financial Services $ 70.6 $ 65.6 $ 61.0

Operating Margin Consolidated 24.2% 24.5% (30) bps 23.2% 100 bps

Diluted EPS $ 3.57 $ 3.28 8.8% $ 2.96 20.6%

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▪ Executing on defined and coherent strategies

▪ Unique brand and value proposition – enabling progress in workplaces of consequence . . .

we make critical work easier

▪ Clear runways for improvement – Snap-on Value Creation

▪ Substantial runways for growth

−Enhance the franchise network

−Expand with repair shop owners and managers

−Extend to critical industries

−Build in emerging markets

▪ Priorities for capital allocation include investing in our business (organically and through

acquisition); capital return to shareholders through both dividend and share repurchase

▪ Targeting organic sales growth in the mid-single digits and continuing operating margin

improvement

Snap-on Investment Rationale

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Investor Overview - Snap-on