EX-99.1 2 brhc20054965_ex99-1.htm EXHIBIT 99.1

Exhibit 99.1
Casey’s 2023 Investor Day

The presentation is dated as of June 27, 2023 and speaks as of the date unless otherwise specified. Forward-Looking Statements This presentation contains statements that may constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, including those related to expectations for future periods, possible or assumed future results of operations, financial conditions, liquidity and related sources or needs, business and/or integration strategies, plans and synergies, supply chain, growth opportunities, and performance at our stores. There are a number of known and unknown risks, uncertainties, and other factors that may cause our actual results to differ materially from any results expressed or implied by these forward-looking statements, including but not limited to the execution of our strategic plan, the integration and financial performance of acquired stores, wholesale fuel, inventory and ingredient costs, distribution challenges and disruptions, the impact and duration of the conflict in Ukraine or other geopolitical disruptions, as well as other risks, uncertainties and factors which are described in the Company’s most recent annual report on Form 10-K and quarterly reports on Form 10-Q, as filed with the Securities and Exchange Commission and available on our website. Any forward-looking statements contained in this presentation represent our current views as of the date of this presentation with respect to future events, and Casey’s disclaims any intention or obligation to update or revise any forward-looking statements in the presentation whether as a result of new information, future events, or otherwise. Use of Non-GAAP Measures This presentation includes references to "EBITDA," which we define as net income before net interest expense, depreciation and amortization, and income taxes. EBITDA is not presented in accordance with accounting principles generally accepted in the United States ("GAAP"). We believe EBITDA is useful to investors in evaluating our operating performance because securities analysts and other interested parties use such calculations as a measure of financial performance and debt service capabilities, and it is regularly used by management for internal purposes including our capital budgeting process, evaluating acquisition targets, and assessing store performance. EBITDA is not a recognized term under GAAP and should not be considered a substitute for net income, cash flows from operating activities or other income or cash flow statement data. This presentation also includes references to “free cash flow," which we define as net cash generated by operating activities less purchases of property and equipment. Free cash flow is not presented in accordance with GAAP. We believe free cash flow is useful to investors in evaluating our cash generation because securities analysts and other interested parties use such calculations as a measure of financial performance, liquidity, and debt service capabilities, and it is regularly used by management for internal purposes including our capital budgeting process, evaluating acquisition targets, and evaluating debt service. This presentation also includes references to “ROIC,” which we define as operating profit after taxes (net income, plus net interest expenses, income taxes, tax effected) divided by average invested capital. ROIC is not presented in accordance with GAAP. We believe ROIC is useful to investors as a measure of financial performance and prudent capital allocation, and is regularly used by management for internal purposes including our capital budgeting process, evaluating acquisition targets, and assessing company performance. Neither EBITDA, free cash flow, nor ROIC are recognized terms under GAAP and should not be considered a substitute for net income, net cash generated by operating activities or other income or cash flow statement data. EBITDA, free cash flow, and ROIC have limitations as an analytical tool, and should not be considered in isolation or as a substitute for analysis of our results as reported under GAAP. We strongly encourage investors to review our financial statements and publicly filed reports in their entirety and not to rely on any single financial measure. Because non- GAAP financial measures are not standardized, EBITDA, free cash flow, and ROIC, as defined by us, may not be comparable to similarly titled measures reported by other companies. It therefore may not be possible to compare our use of this non-GAAP financial measure with those used by other companies. For reconciliations of EBITDA, free cash flow, and ROIC to GAAP net income and net cash generated by operating activities, for the completed applicable period shown, see the appendix attached hereto. 2 Safe Harbor Statements CASEY’S 2023 INVESTOR DAY

Stephen Bramlage Chief Financial Officer Tom Brennan Chief Merchandising Officer Ena Williams Chief Operating Officer Chad Frazell Chief Human Resources Officer Sanjeev Satturu SVP Chief Information Officer Nathaniel Doddridge VP Fuels Doug Means SVP Supply Chain & Efficiency Kendra Meyer VP Real Estate Carrie Stojack VP Guest Insights Brian Johnson SVP Investor Relations & Business Development Jay Soupene SVP Operational Excellence Brad Haga SVP Prepared Food & Dispensed Beverage Chris Boling SVP Store Operations Today’s Speakers CASEY’S 2023 INVESTOR DAY Darren Rebelez Chief Executive Officer 2

CASEY’ S INVESTOR DAY 2023 An Introduction to Casey’s Darren Rebelez

ND SD WI MN IA NE IN OH IL KY KS MO OK TN AR MI ~$10.0B Total Enterprise Value 2,500+ Locations in 16 States ~710M Guest Transactions per Year ~43,000 Total Team Members Note: Market data, number of locations, transactions, team members as of April 30, 2023 and the FYE April 30, 2023. Average daily volume defined as average of last 30 trading days as of April 28, 2023. 1 - By number of stores in the U.S., source Convenience Store News & Petroleum Top 202 Convenience Stores 2022 2 - ~1,500 liquor license locations ranks Casey’s 4th behind CVS, Walmart, and Walgreens 3 - 5th largest pizza chain business by number of kitchens in United States NASDAQ: CASY Common Shares: ~37 million Avg. Daily Volume: ~230,000 shares Stock Information Casey’s Footprint 3rd 4 th largest convenience store chain in the United States1 in liquor licenses among US retailers2 5th largest pizza chain in the United States3 AN INTRODUCTION TO CASEY'S Casey’s is a staple for millions of Americans 5

Unique Footprint ~50% of stores in towns of 5K people or fewer Prepared Food Prepared food is a larger % of inside sales mix 5th largest US pizza chain Food sales across all dayparts, with high quality differentiated products and best-in- class margins Advanced Technology Best-in-class Rewards platform with 6.5M+ (and growing) highly active members Investment in tech: effectiveness and efficiency Higher transaction value, more frequent visits, and personalized marketing to influence guest behavior Vertical Integration Products inside the store from three owned distribution centers ~60% of fuel delivered from owned tanker fleet Positive control over value chain that enables service to rural areas and distribution efficiencies Consolidated Scale Casey’s leverages its scale across the business Stronger negotiating position for vendor contracts, centralized fuel, merchandising, and operations support to optimize margin and volume Casey’s has unique competitive advantages in the convenience store landscape 6 AN INTRODUCTION TO CASEY'S DIFFERENTIA T O R B ENEFIT Stronger market position in rural areas; less expensive to build, buy, and operate units

Casey’s 50+ year history of success AN INTRODUCTION TO CASEY’S 92% top of mind aided awareness Strong and recognizable brand 6 902 units built or acquired in the past 10 years Long-standing track record of unit growth ~$15M donated over the past 3 years Rooted in the communities we serve 6.5M+ reward members Modernization for growth & engagement

CASEY’ S INVESTOR DAY 2023 Convenience Store Industry

Features of the evolving convenience store industry CONVENIENCE STORE INDUSTRY RESILIENT The C-store industry has shown resiliency throughout economic cycles FRA G MENTED & CONSOLID ATI N G Smaller, single-store operators are challenged – further strengthening opportunities for Casey’s to drive scale via acquisition SHIFTING The industry is shifting in response to declining categories (tobacco and fuel) and rising operating costs INVESTMENT IN TECH & FOOD Investments in food and technology have positioned Casey’s to thrive in this environment Scale matters now more than ever 9

$0 $80 $160 $240 $320 0 30 60 90 120 150 180 Annual Inside Sales ($B) Annual Fuel Gallons Sold (B) Number of Convenience Stores (000s) 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Calendar Year CONVENIENCE ST ORE INDUSTR Y (USA) Number of Convenience Stores Fuel Gallons Inside Sales The convenience industry has proven resilient CONVENIENCE STORE INDUSTRY 10 Source: NACS State of the Industry data, U.S. Department of Transportation COVID-19 Pandemic Great Recession

$0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 0 500 1,000 1,500 2,000 2,500 3,000 Annual Inside Sales ($M) Annual Fuel Gallons Sold (M) Number of Convenience Stores 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Fiscal Year Casey’s has proven ratable growth under the backdrop of the convenience industry’s resilience CASEY’S (USA) Number of Convenience Stores Fuel Gallons Inside Sales CONVENIENCE STORE INDUSTRY 11 Source: Casey’s publicly available financial statements COVID-19 Pandemic Great Recession FY13-23 10 YR CA GR +3.7% Store Growth +5.7% Fuel Gallons +9.2% Inside Sales

$311 $365 $479 $560 $509 $486 $563 $647 $719 $801 $952 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 12 +11.9% EBITD A 2 CA GR Casey’s EBITDA ($M), FY13-FY23 +16.0% DIL U TED EPS CA GR Casey’s diluted EPS FY13-FY23 $2.69 $3.26 $4.62 $5.73 $4.48 $3.81 $5.51 $7.10 $8.38 $9.10 $11.91 2013 2014 2015 2016 2017 2019 2020 2021 2022 2023 Over the long term, Casey’s has delivered strong, ratable growth CONVENIENCE STORE INDUSTRY - FY18 EPS exclusive of the one-time impact of $4.53 per share related to the adoption of the Tax Cuts and Jobs Act (TCJA). Reported EPS in FY18 was $8.34. 2018 net income also benefitted from the TCJA due to favorable tax treatment, however EBITDA did not include this benefit. - EBITDA is a non-GAAP metric, and we define EBITDA as net income before net interest expense, income taxes, depreciation and amortization. A reconciliation of EBITDA to net income is included in the Appendix. 2018 1 $104 $127 $181 $226 $177 $318 $204 $264 $313 $340 $447 2013 2014 2015 2016 2017 2019 2020 2021 2022 2023 +15.7% NET INCOME CA GR Casey’s Net income ($M), FY13-FY23 Casey’s FY13 – FY20 CAGR: Diluted EPS: 14.9% Net Income: 14.3% EBITDA: 11.0% Casey’s FY20 – FY23 CAGR: Diluted EPS: 18.8% Net Income: 19.2% EBITDA: 13.8% 2018 1

13 The convenience industry is fragmented, but consolidating CONVENIENCE STORE INDUSTRY FRA G MENTATION CONSOLID ATI O N 63% 4% 6% 6% 21% 1-10 11-50 51-200 201-500 501+ Ownership Breakout (Number of Stores) US Convenience Store Count1 # of Stores 2022 2020 Unit Change % Change 1-10 94,928 96,963 (2,035) -2.1% 11-50 9,047 9,704 (657) -6.8% 51-200 8,791 8,063 728 9.0% 201-500 5,747 5,257 490 9.3% 501+ 31,661 30,287 1,374 4.5% Total 150,174 150,274 (100) -0.1% Over the past 10 years, Casey’s has acquired 418 stores… with 259 stores over just the past 3 years Smaller operators are great targets for acquisition Source: NACS State of the Industry data

CONVENIENCE STORE INDUSTRY Industry challenges Why it matters? Legacy small format stores are not big enough to put a robust prepared food program in with a kitchen. They struggle to make the investment in food (if size allows) and tech to offset rising cost pressures and declining categories, which drives consolidation 22,847 13,346 2013 2022 US Gas Station / Kiosk Count (2013 – 2022)1 41% Decline in Kiosk Format Declining tobacco sales across c-store industry Gradually declining fuel demand across the country Rising cost pressures due to inflation, price- conscious guests, and operating expenses Labor shortages Consolidation driven by challenges to c-store operators… 1 - Source: NACS State of the Industry data

...and Casey’s is positioned to thrive Casey’s competitive advantages ~75% of Casey’s inside transactions do not include fuel Casey’s private label as a value alternative for guests 300 SKUs that are margin accretive ~120 SKUs that are unique to Casey’s Data-driven insights enable Casey’s to meet guest expectations ~80% of guests agree “Casey’s is a good value for the money” Resilient financial position with strong balance sheet and low debt Positioned to absorb headwinds and be an active M&A player Over 75% of our stores have been built, acquired, replaced or remodeled since FY2010 CONVENIENCE STORE INDUSTRY | CASEY’S DIFFERENTIATORS

Strategic investments made in digital and food… …and less reliance on tobacco results in higher inside margin rates. Sources: NACS State of the Industry data (calendar year ended 12/31/2022) and Casey’s 2023 fiscal year ended 4/30/23 results for inside gross margin. Food lift and tobacco mix are sourced from Casey’s acquired store’s seller’s financials vs. Casey’s performance after acquisition. Inside Gross Margin Food % Lift Tobacco Mix Reduction % Active Rewards 16 Casey’s strategic differentiators offer competitive advantages and contribute to industry-leading profit margins CONVENIENCE STORE INDUSTRY | CASEY’S DIFFERENTIATORS 60% 40% Casey’s Industry Average 40% 36% Casey’s Industry Average +750 bps Casey’s historically lifts PF&DB as a % of inside sales on acquired stores by 750 bps -450 bps Casey’s has reduced the sales mix of tobacco category on acquired stores by 450 bps

35.7% 13.9% 14.8% 3-year % Change 7.3% 7.9% 2-year % Change 11.0% 3.4% 3.3% 1-year % Change SALES REVENUE % CHANGE Casey's Remaining Midwest Convenience Total US Convenience Source: Circana Retail Advantage 17 Casey’s is taking share, as sales growth outperforms US and Midwest convenience 24.2% CONVENIENCE STORE INDUSTRY | CASEY’S DIFFERENTIATORS

Smaller & single-store operators face higher, more rigid overhead costs per store Casey’s scale protects against macroeconomic risks that affect smaller operators Difficulty absorbing cost pressures on inside store items Centralized procurement and positive supplier relationships to achieve savings at scale Higher capital threshold for investment, limiting growth and expansion potential Multiple sources of capital to fund growth and technology investments Less protection against OpEx increases during volatile economic conditions Ability to leverage corporate support functions and distribution centers to operate stores efficiently Limited ability to invest in consumer acquisition and brand without scale benefits Investments in advertising, rewards, & e-commerce to attract and engage guests Scale is a bigger advantage than in the past, and the industry continues to consolidate 18 CONVENIENCE STORE INDUSTRY | CASEY’S DIFFERENTIATORS

INDUSTR Y CASEY’S DIFFERENTIA T O RS Resilient Consistent Growth Strong inside sales CAGR during economic downturns Fragmented & Consolidating Scale to Invest We continue to invest in infrastructure and technology at scale to grow efficiently and effectively Ability to Acquire We have demonstrated a strong, disciplined acquisition approach with realized synergies Shifting Favorable Product Mix Our diverse product mix and affordable private label makes us less susceptible to headwinds Investment In Food & Tech Strong Food Heritage & Innovation We are known for our innovative food offerings, which is a strategic differentiator for our guests Best-in-Class Rewards Platform Our mobile app and digital platform boost our convenience and leads to stickier guests Casey’s is well positioned for success in the c-store industry Casey’s scale unlocks its differentiators to thrive in the convenience store space RESUL T S CONVENIENCE STORE INDUSTRY | CASEY’S DIFFERENTIATORS 18

CASEY’ S INVESTOR DAY 2023 Evolving Our Strategy

During our 2020 Investor Day, we said we were going to… Reinvent the guest experience Contemporize our food proposition, optimize & localize assortment, and deliver compelling experiences Create capacity through efficiencies Drive efficiencies to improve the shape of the business and fund future growth Accelerate unit growth Accelerate our new store builds and acquisitions, including market and store format expansion Deliver top quintile EBITDA growth (8-10% 3-year EBITDA CAGR) Invest in our talent Create a culture that drives performance and exceeds guests’ expectations EVOLVING OUR STRATEGY 21

Select Accomplishments Invest in our talent Create capacity through efficiencies Added 354 units & optimized network plan Established standalone M&A team Integrated largest acquisition in company history Strengthened & diversified leadership Added focused development programs Increased community engagement Accelerate unit growth Launched Casey’s rewards and grew to 6.5M+ members Expanded private label & re-merchandised all stores Contemporized food proposition Centralized procurement and asset protection Established continuous improvement team Opened Joplin distribution center (May 2021) Reinvent the guest experience 2020 Investor Day Commitment …and we have delivered on our objectives 21 EVOLVING OUR STRATEGY

Certified Great Place To Work (2023) 21 America’s Best Loyalty Programs (2022) Food Service Innovator (2022) Casey’s recognized for a gender-balanced board (2021) America’s Most Innovative Companies (2023) Top Women in Convenience Corporate Empowerment Award (2023) Casey’s accomplishments are being recognized EVOLVING OUR STRATEGY

- Share price appreciation from 9-Jan-2020 to 1-May-2023 - ROIC is a non-GAAP metric, and we define ROIC as operating profit after taxes (net income, plus net interest expenses, income taxes, tax effected) divided by average invested capital. A reconciliation of ROIC is included in the Appendix. - Free cash flow is a non-GAAP metric, and we define free cash flow as cash flow from operations less the purchase of property & equipment. A reconciliation of ROIC is included in the Appendix. Diluted EPS CAGR over 3-year period EBITDA CAGR over 3-year period Stores added from 2021 to 2023 …and delivered financial results in excess of Investor Day commitments… EVOLVING OUR STRATEGY 24 Return on invested capital (ROIC) 2 improvement from 2020 to 2023 Share price appreciation 1 since Investor Day 2020 Free cash flow generation 3

5.7% Inside same-store sales growth over 3-year period 300+ PL SKUs Private label now comprises 9%+ of units and gross profit 20% Fuel gross profit ($) CAGR over 3-year period 6.5+ Million Digital rewards members ~75% Contracted gallons through centralized fuel procurement …while keeping EBITDA growth drivers well-rounded… EVOLVING OUR STRATEGY 25 60% 90-day % active rewards member

Source: CASY share price, S&P 500 closing value 4/30/12 – 4/28/23 11% 15% S&P 500 Casey's CASEY’S SHARE PRICE VS. S&P 500 Average annual return, 2013-2023 …leading to share price appreciation above the S&P 500 EVOLVING OUR STRATEGY 26

E V O L V I N G O U R S T R A T E G Y

Casey’s FY24 – FY26 growth strategy is rooted in 3 enterprise objectives, enabled by a strong foundation and team member experience EVOLVING OUR STRATEGY 28 DELIVER TOP QUINTILE 1 EBITDA GROWTH OF 8-10% TEAM MEMBER VALUE PROPOSITION ENABLING FOUNDATION ACCELERATE THE FOOD BUSINESS GROW THE NUMBER OF UNITS ENHANCE OPERATIONAL EFFICIENCY GUEST INSIGHTS 1 - Source: Factset as of May 15, 2023, S&P 500 ǀ S&P 400 composite retail peers with market cap > $5B plus public c-store peers. Excludes Amazon.com, Inc., Etsy, Inc., eBay Inc., and Walgreens Boots Alliances, Inc. Note: Growth rates represent forward-looking next 3 years growth calendarized to Casey’s FYE April 30.

Financial overview FINANCIALS | DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% 29 DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% TEAM MEMBER VALUE PROPOSITION ENABLING FOUNDATION ACCELERATE THE FOOD BUSINESS GROW THE NUMBER OF UNITS ENHANCE OPERATIONAL EFFICIENCY GUEST INSIGHTS Steve Bramlage Chief Financial Officer

Source: Casey’s January 9, 2020 Investor Day Presentation Management Guidance Results EBITDA % growth Store growth Same-store sales Gross profit margin % Operational efficiencies Cash flows 14% EBITDA CAGR 354 new units (1.5%) SS gallons 5.7% SS inside sales (90) bps inside margin +13 CPG OpEx CAGR < EBITDA CAGR CF from operating activities > cap ex 8% to 10% CAGR through FY2023 345 additional new and acquired stores by FY2023 Margin expansion inside and outside the store Operational expense % growth < EBITDA % growth Cash flows from operating activities > cap ex We delivered on Investor Day 2020 targets despite COVID-19 pandemic FINANCIALS | DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% Fuel gallons: flat-to-low single digit Inside sales: low-to-mid single digit 30

Represents FY03-FY23, FY13-FY23, and FY20-FY23 CAGR. See appendix for reconciliation of EBITDA to GAAP net income. 14% EBITDA CAGR 12% EBITDA CAGR 11% EBITDA CAGR 19% DILUTED EPS CAGR 16% DILUTED EPS CAGR 15% DILUTED EPS CAGR 22 CONSECUTIVE YEARS OF POSITIVE INSIDE SAME-STORE SALES 24 CONSECUTIVE YEARS OF DIVIDEND INCREASES FINANCIALS | DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% Last three years a continuation and acceleration of consistent long- term financial performance 20 - Y EAR 10 - Y EAR 3 - Y EAR 31

$45 $45 $205 $61 $246 $286 $16 $341 $10 $325 $- $100 $200 $300 $400 $500 $600 $700 $900 $800 $1,000 $1,100 $1,200 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 $850 Amount due, $M Debt Maturities Debt│EBITDA ratio 1.8x LT Target ~2.0x Available liquidity $1.25B Provides significant flexibility Low-cost debt 3.8% Weighted average of interest rate on debt FINANCIALS | DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% We have a strong balance sheet and ample financial flexibility to support the growth algorithm 32 1 - As calculated in accordance with our senior notes. Undrawn Revolving Credit Facility Capacity 1

FINANCIALS | DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% FY24 – FY26 strategic plan outlook EBITDA % growth Store growth Same-store sales Gross profit margin % Operational efficiencies Cash flows Management Guidance 8%-10% CAGR through FY2026 Free cash flow ~$1.25B through FY2026 350+ additional stores via new builds & acquisitions by FY2026 Inside sales: ~mid single digit increase Fuel gallons: ~flat to low single digit increase Margin expansion inside the store Fuel margin in the mid-30s CPG OpEx % growth < EBITDA % growth 33

EXISTING B U SINESS UNIT GR O WTH Funds Accelerated Growth Accelerate Unit Growth Organic growth/NTI Accelerated M&A Capture M&A synergies Operational Efficiencies Store simplification Supply chain efficiency Optimized network plans Kitchen simplification Centralized procurement Asset protection Gross Margin Expansion Fuel procurement Joint planning w/ vendors Supply chain efficiency Centralized procurement Private brands & mix management Pricing w/ inflation Same-Store Sales Growth Merchandise assortment Menu innovation Digital engagement Pricing Casey’s Rewards FINANCIALS | DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% Algorithm seeks to deliver top quintile EBITDA growth of 8-10% 4%+ 4%+ 33

$400M ~9% 10-year dividend growth CAGR Continued focus on growing the business 24 consecutive years of dividend increases Share repurchase authorization 75%+ PP&E spend is growth oriented Disciplined unit growth New store construction and M&A EBITDA and ROIC accretive Maintain adequate financial flexibility Steady state leverage of ~2x Debt/EBITDA ~$1.5 billion borrowing capacity for M&A Return capital to shareholders Grow dividend consistent with EBITDA in mid-term o Maintain a medium-term payout ratio of 15 – 20% Opportunistic share repurchase 1 2 3 FINANCIALS | DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% Capital allocation prioritizes driving value for shareholders 33

FY23 CASEY’S WEIGHTED AVERAGE COST OF CAPITAL ~7.5% FY23 CASY ROIC 11.8% Double-digit ROIC expectation PROJECT RETURN REQUIREMENTS ~15% Expectation of 15% return by steady state in year 5-6 FINANCIALS | DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% Capital acquisition and return 33

DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% Consistent track record of performance Capital allocation strategy that prioritizes driving value for shareholders Attractive growth outlook Backed by a strong balance sheet with ample liquidity FINANCIALS | DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% Key takeaways 33

Guest insights GUEST INSIGHTS DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% TEAM MEMBER VALUE PROPOSITION ENABLING FOUNDATION ACCELERATE THE FOOD BUSINESS GROW THE NUMBER OF UNITS ENHANCE OPERATIONAL EFFICIENCY GUEST INSIGHTS Carrie Stojack VP Guest Insights 33

Enable growth through insights GUEST INSIGHTS Business Case Pipeline & Innovation Brand Insight Culture Make sense of broader world view Understand 360 view of consumer + brand relationship Discover, validate & optimize new concepts and products Bridge consumer opportunities with business insight 33

Beer cheese pizza case study GUEST INSIGHTS Business Case Brand Insight Pipeline & Innovation Culture 33

GUEST INSIGHTS R U RAL B U T WITH STR ONG WALLET SHARE ~70% of Casey’s rewards guests earn > $50k per year LOYA L Casey’s rewards guests frequent the store more often than retail/QSR competitors SATISFIED Overall satisfaction up over 10% in the past year The Casey’s Guest 33

GUEST INSIGHTS Guests want… The guests’ view of people in Casey’s footprint have an aided awareness of Casey’s, higher than any competitor 92% of people aware of Casey’s believe it has brand momentum and things going for it 72% of guests agree Casey’s is a good value for the money 80% + Consistent, convenient experience + Craveable food & beverage + The right assortment + Affordable & rewarding 33

ACCELERATE THE FOOD BUSINESS Accelerate the food business ACCELERATE THE FOOD BUSINESS DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% TEAM MEMBER VALUE PROPOSITION ENABLING FOUNDATION GROW THE NUMBER OF UNITS ENHANCE OPERATIONAL EFFICIENCY GUEST INSIGHTS Tom Brennan Chief Merchandising Officer Brad Haga SVP Prepared Food & Dispensed Beverage 33

Success with Grocery & General Merchandise The Right Assets 1 2 Store infrastructure Optimize store layouts Category space allocation The Right Products Differentiated and exclusive products Private label expansion Assortment optimization 3 44 The Right Processes & Systems Robust joint business planning Sustainable merchandising excellence Gather Joint Business Planning: Driver of Sustainable Success Share & Develop Align Activate Review the data Share strategy Marketing plan Digital & loyalty Partner big bets Finalize plan Big bets Innovation Digital & marketing activation Guest insights Industry data Market visits Mid-yr review Roles & intents Category Data Assortment Summer Fall Winter New program Enable POGs Summer prep AQ/new store Supply chain Verification Spring ACCELERATE THE FOOD BUSINESS

Key accomplishments over the past year ACCELERATE THE FOOD BUSINESS Pizza Revamp Innovation Process Limited Time Offers Crust Innovation 45

A closer look at accelerating food BRAND MAN A GEMEMT BU I L D NEW CA PABILITY OMNI CHANNEL MARKETING Using Casey’s food service and technology strength to accelerate food Define what’s important, resource and drive it while optimizing the business through merchandising basics 45 Develop and implement new competencies both in store and upstream to drive outsized value New creative briefing process to drive seamless guest experience and drive traffic ACCELERATE THE FOOD BUSINESS

Execute the basics Category Roles & Intents 1 2 Leverage business insights to determine the purpose of each category Dedicate our resources and energy towards fewer things bigger Segmented Assortment & Pricing Tier, regionalize and rationalize product assortment Opportunity exists to get more local with our pricing and promotion 3 45 Joint Business Planning From tactical to strategic relationships Leverage large partners to help Casey’s drive PF&DB ACCELERATE THE FOOD BUSINESS

Drive efficiency and innovation Upstream Capability 1 2 Use our scale to take non-value add tasks out of the store Keep high quality food available without the strain on the kitchen New Platforms Drive & develop new sales layers Optimize dispensed beverages 3 Product Innovation Daypart optimization Pizza crust innovation and traffic driving LTOs ACCELERATE THE FOOD BUSINESS 45

Innovation focus 4949 Significant opportunities remain for future growth 49 ACCELERATE THE FOOD BUSINESS + Continued crust innovation + New dayparts + Expanded fried foods assortment + Made-to-Order dispensed beverages

Thin crust commercial ACCELERATE THE FOOD BUSINESS 50

We are approaching marketing differently SEAMLESS GUEST EXPERIENCE NEW CREA T IVE BRIEF PR OCESS MARKETING T O DRIVE TRAFFIC Start with a human truth and consumer insight Find the right tension to make our marketing idea interesting Zero in on our brand and our guest Omni-channel marketing campaigns Culturally relevant guest engagement Newsworthy activations CASEY’S A CCESS: RET AIL MARKETING On-site Off-site On-prem ACCELERATE THE FOOD BUSINESS 50

Saving More Easier to Use Earning Faster The refreshed Rewards enhancements benefit guests by… Driving results because Rewards members: ...include more features to keep our guests highly engaged …while clearly communicating the value proposition …resulting in more members, more active participation, more sales With new capabilities that… Rewards refresh, enhancements focus on choice and ease Members visit 15% more than non-members With Casey’s most active guests visiting 4.7 times a week Members spend 13% more per transaction… … driving 50% more annual profit ACCELERATE THE FOOD BUSINESS 50

We will resume in 15 minutes CASEY’ S INVESTOR DAY 2023 Break

Grow the number of units GROW THE NUMBER OF UNITS DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% TEAM MEMBER VALUE PROPOSITION ENABLING FOUNDATION GROW THE NUMBER OF UNITS ACCELERATE THE FOOD BUSINESS ENHANCE OPERATIONAL EFFICIENCY GUEST INSIGHTS Brian Johnson SVP Investor Relations & Business Development Kendra Meyer VP Real Estate 54

A closer look at growing store units TRACK RECORD OF SUCCESS TWO-PRONGED APPROACH TO UNIT GROWTH SPACE TO GROW Casey’s has a long history of ratable unit growth New build and acquisitions drive growth across markets Casey’s has ample opportunity to expand within its footprint Casey’s boasts a history of strong growth, with differentiated concepts for store formats 54 GROW THE NUMBER OF UNITS

1,531 1,637 1,699 1,749 1,808 1,878 1,931 1,978 2,073 2,146 2,207 2,243 2,452 2,521 44 45 51 48 85 56 60 40 37 89 35 26 28 36 5 22 26 24 18 5 207 47 +354 in 3 years exceeding stated 345 goal 18 20 30 31 21 34 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 54 Actual Growth Last 3 Years Track record of ratable growth +779 over 10 years From 2011 to 2020 GROW THE NUMBER OF UNITS # OF UNITS BY FISCAL YEAR New builds Acquisitions Ending store count

Flexible, two-pronged approach allowed target to be met What we committed to… Grow by 345 units Create dedicated M&A team Implement predictive analytics to drive expansion Target mid-sized markets Focus on cost efficiencies …despite unforeseen challenges Global pandemic weeks after commitment o Created challenges with zoning and permitting Catalyst for M&A Rising construction costs …adapted and delivered results Grew by 354 units Stood up dedicated M&A team Established a network plan for growth Implemented predictive analytics Targeted mid-sized markets Deployed a more cost-effective prototype 65 80 90 30 40 40 FY21 FY22 FY23 New Store Builds Acquisitions 40 34 5 207 21 47 FY21 FY22 New Store Builds FY23 Acquisitions Total Unit Growth Estimated annual unit growth, fiscal year end Total Unit Growth Actual annual unit growth, fiscal year end GROW THE NUMBER OF UNITS 54

IDENTIFYING & V A L U ING A C QUISITION TA R G ETS INTEGRATING INT O THE CASEY’S BRAND 1 - Seller’s trailing 12-month EBITDA based on seller provided financials prior to transaction; pre-Casey’s synergies How M&A adds value to Casey’s 58 Key characteristics of acquisition targets Over-indexed to tobacco with little food service Deferred maintenance and capital improvements Lack of scale with branded fuel Lack of loyalty and engagement program Casey’s synergies Best-in-class food service Centralized support & self-distribution Scaled merchandise & fuel contracts Digital guest engagement & private label PRE-SYNERGY MULTIPLES Seller’s trailing EBITDA1 6x-9x CASEY’S TRADING MULTIPLE EV / EBITDA Trading Multiple ~10-11x GROW THE NUMBER OF UNITS

New store Acquisition PERFORMANCE INVESTMENT Strong results are driven by substantial EBITDA lift resulting from both inside and outside improvement Full synergy potential typically realized by YR4 All-in investment below new store costs Disciplined approach to EBITDA multiples results in favorable purchase price v. EBITDA RETURNS Mature ROI average mid-to-high teens ROI ramp to maturity shortened vs. new store Accretive YR1 ROI (+10%) ~15% ROI% Steady-state M&A value proposition 59 EBITDA Fuel Gallons Post-Remodel Pre-Change in Control Inside Sales ~+7% ~+20% ~+70% <$1M GROW THE NUMBER OF UNITS

- Based on 36 store remodels completed before FY23 - Represents seller-provided CY19 provided financials; pre-Casey’s synergies 3 - Represents Casey’s FY23 results Acquired Buchanan Energy (92 retail locations and a dealer network of 81 stores) in May, 2021 Captured ~$23M pre-tax synergies one year ahead schedule Fully integrated into Casey’s self-distribution and leveraging Casey’s scale Re-merchandised all retail stores, including introduction of Casey’s private label products 40 remodels and 3 raze/rebuilds completed, including full Casey’s kitchen installations De-levered from 2.4x debt/EBITDA post-transaction to 1.8x by FYE23 Synergy capture Debt paydown Financed store upgrades through free cash flow Acquisition Highlights Inside sales up 22% | Inside margin expansion >850bps Before Remodel2 After Remodel3 Inside Gross Profit $1 Revisiting the Buchanan Energy acquisition 60 Bucky’s Limited Kitchen Casey’s Remodeled Kitchen 10% 90% 27% 73% Grocery & general merchandise Prepared food & dispensed beverage GROW THE NUMBER OF UNITS

Market attractiveness Historical + market outlook Competitive landscape Market economics Regulatory Predictive analytics Machine learning AI software Sales predictions Market optimization Continuously evolving New tools and capabilities for new unit growth 61 GROW THE NUMBER OF UNITS

Comparison of average per store per month financial results on new stores opened from June 2017-April 2020 versus May 2020-January 2023 (excluding 4 truck stop locations) New store builds deliver even stronger performance Enhancing our offer + data driven decisions Average double digit returns within 1-3 years and continue to ramp Significant growth in all topline categories 62 PF&DB Sales Fuel Gallons G&GM Sales ~+64% ~+51% ~+22% Recent new builds improved year 1 performance Comparison of stores opened before and after new tools implemented Year 1 Performance Pre-FY21 FY21 and beyond GROW THE NUMBER OF UNITS

Well positioned for future growth 63 Casey’s was built on rural communities and there is substantial white space to grow within and outside of the existing footprint Boundaries represent 500 truck driving miles from our three distribution centers. Red dots represent existing Casey’s locations. GROW THE NUMBER OF UNITS

64 Well positioned for future growth Casey’s was built on rural communities and there is substantial white space to grow within and outside of the existing footprint ~75% of towns between 500 and 20,000 in our DC footprint do NOT have Casey’s Boundaries represent 500 truck driving miles from our three distribution centers. Blue dots represent towns between 500 and 20,000 people that do not have an existing Casey’s location. GROW THE NUMBER OF UNITS

T r a v el center style ~7,800 square foot prototype Offers showers & interior seating Interstate and highway locations with separate diesel island Standar d ~5,000 square foot prototype Suburban areas Increased sales floor space for additional offerings Smaller f o r m a t ~3,200 square foot prototype Ideal for rural communities Less expensive than standard Flexible formats to meet guests needs and maximize return Flippin, AR New Lenox, IL Ankeny, IA 65 GROW THE NUMBER OF UNITS

350+ in 3 years FY 24 – FY26 Goal 18 20 30 31 21 34 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 44 45 51 48 85 56 60 40 37 89 35 26 28 36 5 22 26 24 18 5 207 47 Actual Growth Last 3 Years Projected Growth Next 3 Years Projected unit growth 1,531 1,637 1,699 1,749 1,808 1,878 1,931 1,978 2,073 2,146 2,207 2,243 2,452 2,521 +779 over 10 years Projected 700+ over 6 years From 2011 to 2020 From 2021 to 2026 350+ Units GROW THE NUMBER OF UNITS 65 # OF UNITS BY FISCAL YEAR New builds Acquisitions Ending store count

Enhance operational efficiency ENHANCE OPERATIONAL EFFICIENCY DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% TEAM MEMBER VALUE PROPOSITION ENABLING FOUNDATION ACCELERATE THE FOOD BUSINESS GROW THE NUMBER OF UNITS ENHANCE OPERATIONAL EFFICIENCY GUEST INSIGHTS Ena Williams Chief Operating Officer Jay Soupene SVP Operational Excellence 65

A closer look at enhancing operational efficiency ENHANCE OPERATIONAL EFFICIENCY STORE SIMPLIFICATION STREAMLINE THE KITCHEN FASTER SERVICE INVENTOR Y OPTIMIZATION Foundational Elem ents STORE MODERNIZATI O N CULTURE OF CONTINUOUS IMPROVEMENT

Store simplification ENHANCE OPERATIONAL EFFICIENCY Voice of our Stores 1 2 3 Store level feedback and input on key initiatives and recommendations Eliminate Complexity Streamline Communications Remove store operations complexity and labor with evolved processes, more contemporary services and technology Right information at the right time to focus execution and drive the business as the store level 4 Labor Management Sharp labor forecasting, allocation and execution with a contemporary workforce management platform 69

Streamline the kitchen ENHANCE OPERATIONAL EFFICIENCY Efficient Processes & Equipment Conversions 1 2 3 Advance and standardize kitchen processes Evolve kitchen assets to build capacity and enhance food quality Optimize carryout and delivery 69 Explore New Kitchen Technologies Define the Kitchen of the Future Explore new kitchen solutions with a focus on revenue and margin expansion Automate and contemporize production planning Efficient, guest focused processes Prototypes and layouts to drive efficiency, quality, and scalability

Faster service ENHANCE OPERATIONAL EFFICIENCY Self Checkout 1 2 3 Improves speed of service and efficiency 69 Point of Sales Capabilities Integration of AI Systems New Asset Protection software to monitor and grow team member performance Assesses transactions by type and the potential for cash losses AI-enabled voice ordering system for our kitchens Significantly improves the ordering process during high volume time windows

Inventory optimization ENHANCE OPERATIONAL EFFICIENCY Order Simplification 1 2 3 Improved merchandise hierarchy and visibility to category and item level information Evolve to a more robust inventory process that simplifies the store ordering process. Right Products in the Right Place Inventory Management Optimal inventory levels throughout the supply chain, ensuring freshness and reducing waste Integrated space planning tech to optimize store Sharper Kitchen Inventory Processes and Technology Establish more consistent rigor on store level inventories Align to industry best practices. Implement lean practices 69

SUCCESSES Continue making the store more efficient by simplifying operations at scale to drive significant cost savings Continuous improvement at work ENHANCE OPERATIONAL EFFICIENCY 3rd Party Laundry Services Smart Safe Implementation Order Fulfillment Kitchen Operations Improvements Inventory Management Reduced Turnover RESUL T S 2.3% Reduced same-store labor hours FY23 Next 3 69 Y ears: Simple & Easy

Store modernization ENHANCE OPERATIONAL EFFICIENCY Smart Systems Store Edge Computing Team Member Enablement Simplified access Data to drive decisions Collaboration Communication Team member development Reduces complexity and increases system availability Faster software deployments Smart Safes Digital kitchen optimization Digital media network Smart environmental systems Guest Experience Self Checkout Increased convenience Shorter lines AI Voice Ordering Consistent ordering experience Personalized offers Faster store deployments (acquisitions and NTI) Enables future store tech Foundational 69

R ESUL TS Culture of continuous improvement ENHANCE OPERATIONAL EFFICIENCY PR OCESSES Organized to win - culture of evolution enabled by enterprise-wide problem solvers Operational approach to kitchen and inventory processes – simplified layout, prep shifts, food scheduling, lean management processes Enhanced operational controls and standards – national contracts for easier centralized services Equipped with new tools and processes Centralized Communication platform Drives simplification of processes Enables scalability to support business growth Reduces risk of operations Increases team member engagement, productivity and satisfaction …to unlock value and achieve measurable results 69

Enabling foundation: moderated panel ENABLING FOUNDATION DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% TEAM MEMBER VALUE PROPOSITION ENABLING FOUNDATION ACCELERATE THE FOOD BUSINESS GROW THE NUMBER OF UNITS ENHANCE OPERATIONAL EFFICIENCY GUEST INSIGHTS 69

Today’s Panelists ENABLING FOUNDATION Ena Williams Chief Operating Officer Moderator Doug Means SVP Supply Chain & Efficiency Sanjeev Satturu SVP Chief Information Officer Nathaniel Doddridge VP Fuels Chris Boling SVP Store Operations 69

Boost fuel contribution via evolving supply strategies and retail price optimization ENABLING FOUNDATION Strategize for Outsized Success 1 2 3 Distributing majority of fuel through proprietary transportation Leveraging fuel volume to manage down supply costs with advantaged regional refiners Moving lockstep with the energy transition through expanded renewable fuel offers and building out an EV charging network 69 Win with Recent Strategies Go-Forward Strategy Focusing fuel strategy on centralized pricing and procurement to maximize profitability (through FY23) Modernize supply chain software to provide scalability Investing in additional capabilities to move deeper into the fuel supply value chain Robust data and analytics capabilities to unlock incremental margin

Leveraging self-distribution to maximize service and minimize cost ENABLING FOUNDATION Inventory Visibility and Management across Entire Supply Chain 1 2 3 Optimize Supply and Delivery Network Intelligently implement Automation at DC’s Enhancing DC resiliency through automation Reducing costs with scalable automation efforts Optimizing supply chain with capacity to absorb growth Leveraging supply chain costs efficiently with scale Executing on detailed asset growth plan without “out of plan” expenses Forecasting and creating visibility across entire supply chain Reducing spend through accurate and timely deployment of inventory 69

Technology and insights that make our stores smart and convenient ENABLING FOUNDATION Achieve Consistent and Scalable Technology 1 2 3 Digitize Store Experiences 69 Leverage Insights Driven Decision- Making Implementing a cloud-based enterprise data platform to provide a one-stop shop for quality data with governance at the core Establishing a Center of Excellence, fostering collaboration among data scientists, analysts, and decision-makers to access responsibly democratized data and insights that unlocks value across the organization Delivering digital store tools that benefit guests, team members, and Casey’s bottom line Strategically investing in digital to enable growth agenda Optimizing technology foundation to maximize reliability, simplify, and rationalize Reducing complexity and lower operating costs

Store level execution ENABLING FOUNDATION Business Acumen Development of Field Leaders 1 2 3 Simplification of Store Execution Tools to Measure Execution Structured field business review cadence Development forums for financial and business learning Store level action planning 69 Process for prioritizing initiatives that go to stores Resources to support initiatives Leveraging technology to drive execution Scorecards that measure execution performance

Team member value proposition TEAM MEMBER VALUE PROPOSITION DELIVER TOP QUINTILE EBITDA GROWTH OF 8-10% TEAM MEMBER VALUE PROPOSITION ENABLING FOUNDATION ACCELERATE THE FOOD BUSINESS GROW THE NUMBER OF UNITS ENHANCE OPERATIONAL EFFICIENCY GUEST INSIGHTS Chad Frazell Chief Human Resources Officer 69

Key components of team member value proposition Provide career growth through career pathways, mentoring and development, and coaching and feedback Support total well-being through compensation and benefits, and recognition Live Casey’s CARES through CARES values and diversity, equity and inclusion Grow team member engagement with communication and simplification COMPONENTS Provide Career Growth 69 Live Casey’s CARES Support Total Well-being Grow Team Member Engagement TEAM MEMBER VALUE PROPOSITION

What team members value: Flexibility Career Development Health and Well-being Compensation Meaningful Work Casey’s workforce strategy: Build a Team Member Value Proposition that focuses on what matters to our frontline labor pools Innovate on flexible options Invest in building strong managers and a development culture Simplify the jobs and make them more engaging Investment in People Operational Choices Sources: Zeynep Ton – The Good Jobs Strategy David Fuller, Bryan Logan, and Aneliya Valkova – June 29,2022: The Great Attrition in frontline retail—and what retailers can do about it, McKinsey & Company Require motivated, capable people Need return on people investment 80% engagement score led to a 7% reduction in store team member turnover TEAM MEMBER VALUE PROPOSITION Frontline retail attrition 84

42% 33% 23% 72% 56% 54% Total Workforce Hourly Staff Professional Staff Extended Leadership Team Senior Leadership Team Board Total Workforce 16% Hourly Staff 16% Professional Staff 11% Extended Leadership Team 27% Senior Leadership Team 50% Board 25% % Racial / Ethnic Minority Representation of Our Diversity % Women NEW NEW Our team composition TEAM MEMBER VALUE PROPOSITION 85

Closing Thoughts Darren Rebelez 85

The convenience store industry is shifting in favor of large-scale players Casey’s is differentiated and positioned to thrive beyond industry peers Casey’s has a proven growth algorithm, with clear strategic initiatives to execute Resilient industry protected from key macroeconomic factors Increasing consolidation in a highly fragmented industry Winners offer vertical integration, digital tech, and food offerings Proven track record of expansion through both organic / inorganic unit growth Unique competitive advantages within the industry: 5th largest pizza chain, ~50% of stores in populations of 5k or fewer, rural footprint Proven algorithm for EBITDA growth with ability to execute effectively Strong balance sheet positioned to capitalize on investment opportunities Consistent shareholder value via dividend growth and stock price appreciation CASY goal deliver top quintile EBITDA growth of 8-10% Why invest in Casey’s Consistent track record of performance Capital allocation strategy that prioritizes driving value for shareholders Attractive growth outlook Backed by a strong balance sheet CLOSING THOUGHTS 85

Casey’s private label Casey’s has strict private label (PL) requirements to beat national brand offerings on quality, retail price, and penny profits QUALITY LOWER PRICE LARGER MARGINS Casey’s PL quality is as good or better than national brand competitors More profitable to Casey’s than national brand competitor, with more margin dollars per unit Casey’s PL retail price is less than national brand, offering affordability for cost conscious guests Casey’s has over 300 private label products, with more to come The presentation will resume with Q&A in 30 minutes 85 CLOSING THOUGHTS

Casey’s Management Team CASEY’ S INVESTOR DAY 2023 Q&A

Appendix CASEY’ S INVESTOR DAY 2023

91 Reconciliation of Non-GAAP Financial Measures – EBITDA APPENDIX Note: figures in thousands FY03 FY04 FY05 FY06 FY07 FY08 FY09 Net income $ 37,355 $ 34,797 $ 35,688 $ 59,787 $ 61,211 $ 84,891 $ 85,690 Interest, net 13,030 12,398 10,739 8,896 11,184 9,792 10,626 Federal and state income taxes 24,294 17,098 23,215 35,176 34,205 49,051 53,425 Depreciation and amortization 46,132 48,357 52,123 57,185 63,895 67,607 69,406 Loss on discontinued operations, net of tax benefit 1,206 1,431 5,779 1,389 1,651 113 54 Cumulative effect of accounting change, net of tax benefit - - - 1,083 - - - EBITDA $ 122,017 $ 114,081 $ 127,544 $ 163,516 $ 172,146 $ 211,454 $ 219,201 FY10 FY11 FY12 FY13 FY14 FY15 FY16 Net income $ 116,962 $ 105,973 $ 114,694 $ 103,814 $ 126,820 $ 180,628 $ 225,982 Interest, net 10,933 28,497 35,192 35,265 39,915 41,225 40,173 Federal and state income taxes 64,620 56,614 65,276 59,802 66,824 101,397 122,724 Depreciation and amortization 73,546 82,355 96,552 111,823 131,160 156,111 170,937 EBITDA $ 266,061 $ 273,439 $ 311,714 $ 310,704 $ 364,719 $ 479,361 $ 559,816 FY17 FY18 FY19 FY20 FY21 FY22 FY23 Net income $ 177,485 $ 317,903 $ 203,886 $ 263,846 $ 312,900 $ 339,790 $ 446,691 Interest, net 41,536 50,940 55,656 53,419 46,679 56,972 51,815 Federal and state income taxes 92,183 (103,466) 59,516 78,202 94,470 100,938 140,827 Depreciation and amortization 197,629 220,970 244,387 251,174 265,195 303,541 313,131 EBITDA $ 508,833 $ 486,347 $ 563,445 $ 646,641 $ 719,244 $ 801,241 $ 952,464

92 Reconciliation of Non-GAAP Financial Measures – ROIC APPENDIX FY19 FY20 FY21 FY22 FY23 Net income $ 263,846 $ 312,900 $ 339,790 $ 446,691 Federal and state income taxes 78,202 94,470 100,938 140,827 Interest, net 53,419 46,679 56,972 51,815 EBIT 395,467 454,049 497,700 639,333 Tax effect1 90,415 105,295 113,986 153,247 Operating profit after depreciation and taxes (a) $ 305,052 $ 348,754 $ 383,714 $ 486,086 Lines of credit $ 75,000 $ 120,000 $ - $ - $ - Current maturities of long-term debt 17,205 570,280 2,354 24,466 52,861 Long-term debt, net of current maturities 1,283,275 714,502 1,361,395 1,663,403 1,620,513 Total shareholders' equity 1,408,769 1,643,205 1,932,679 2,240,838 2,660,666 Total invested capital $ 2,784,249 $ 3,047,987 $ 3,296,428 $ 3,928,707 $ 4,334,040 Average invested capital (b) $ 2,916,118 $ 3,172,208 $ 3,612,568 $ 4,131,374 Return on invested capital (ROIC) (a) / (b) 10.5% 11.0% 10.6% 11.8% Note: figures in thousands 1 - EBIT is tax effected using the effective tax rate for the reported period. Effective tax rate is Federal and state income taxes divided by Income before income taxes.

93 Reconciliation of Non-GAAP Financial Measures – Free Cash Flow APPENDIX Note: figures in thousands FY21 FY22 FY23 Operating cash flows $ 804,088 $ 788,741 $ 881,951 Purchase of property and equipment (441,252) (326,475) (476,568) Free cash flow 362,836 462,266 405,383