Bank of America Merrill Lynch

Credit Conference
December 3, 2009
 Safe Harbor Statement
Investors are urged to review Rite Aid’s SEC filings. Statements, estimates, targets, projections and other information included herein
and therein might be considered forward-looking. These statements and estimates are based upon various assumptions that may not
prove to be correct. Such assumptions are inherently subject to significant uncertainties and contingencies, many of which are beyond
the company’s control. No representation is made, and no assurance can be given, that such results can or will be attained. The risk
factors associated with those uncertainties are described in Rite Aid’s most recent Form 10-K and other filings with the SEC and in the
offering memorandum prepared in connection with the offering referenced herein.

Rite Aid assumes no obligation to update the information or the forward-looking statements contained herein, whether as a result of new
information or otherwise. Also included herein are non-GAAP financial measures. The definition and purpose for using these measures
are in Rite Aid’s Form 8-K furnished to the SEC on September 24, 2009. See also the reconciliation of non-GAAP financial measures in
the appendix to this presentation.

This presentation contains forward-looking statements, including guidance, which are subject to certain risks and uncertainties that could
cause actual results to differ materially from those expressed or implied in the forward-looking statements. Factors that could cause
actual results to differ materially from those expressed or implied in such forward-looking statements include our high level of
indebtedness; our ability to make interest and principal payments on our debt and satisfy the other covenants contained in our senior
secured credit facility and other debt agreements; general economic conditions, inflation and interest rate movements; our ability to
improve the operating performance of our stores in accordance with our long term strategy; our ability to realize same store sales growth
for the acquired Brooks Eckerd stores; our ability to hire and retain pharmacists and other store personnel; the efforts of private and
public third-party payors to reduce prescription drug reimbursements and encourage mail order; competitive pricing pressures, including
aggressive promotional activity from our competitors; decisions to close additional stores and distribution centers, which could result in
further charges to our operating statement; our ability to manage expenses; our ability to realize the benefits from actions to further
reduce costs and investment in working capital; continued consolidation of the drugstore industry; changes in state or federal legislation
or regulations; and the outcome of lawsuits and governmental investigations. Consequently, all of the forward-looking statements made
in this presentation, including our guidance, are qualified by these and other factors, risks and uncertainties. Readers are also directed
to consider other risks and uncertainties discussed in documents filed by the Company with the Securities and Exchange Commission
and in the offering memorandum. Forward-looking statements can be identified through the use of words such as “may”, “will”, “intend”,
“plan”, “project”, “expect”, “anticipate”, “could”, “should”, “would”, “believe”, “estimate”, “contemplate”, and “possible”.

2
 Company Update
3
 Leading National Drugstore
Chain
Overview Strong National Footprint

► Leading national drug chain with 4,812

140
stores as of August 29, 2009 81
71 38 69
► Over $26 billion in pharmacy and front 14
162
664
287 7947
end revenues and $996 million (1) 1 575 271
230
Adjusted EBITDA for LTM August 2009 22
20 10
146
104 D.C. 7 43
600 117 196
► Fill approximately 300 million scripts per 88
244

year 27 95
98
199
67
► 27.7% of the U.S. population visits our Rite Aid States
No. of Rite Aid stores
stores at least once a year Rite Aid Distribution Centers
Note: As of 8/29/09.

Leadership Position in Eastern U.S. MSAs(2) Market Share for Selected Markets
Other
16%

Other #1 Share
16% 34%
#1 Share
#3 Share #3 Share 34%
19% 19%

#2 Share
31%
#2 Share
31%
Source: Metro Market Data
(1) Rite Aid adjusted EBITDA is a Non-GAAP financial measure and is reconciled to operating results in the
Appendix hereto. Includes add-back related to A/R securitization expense of $45 million.
4 (2) Excludes Florida.
 Last 12 Months’ Progress

Game Plan Progress

Refinance 2010 maturities $2.5 billion refinanced

Improve our liquidity Improved to $822 million, 50% increase from prior year

Reduce our costs SG&A declined $90.5 million (1) from prior year 2nd
Quarter
Grow our EBITDA First half steady despite the challenging environment

Improve our cash flow First half cash flow from operations increased by $220
million
Reduce our debt Debt is $407 million lower than prior year 2nd Quarter

(1) Represents Adjusted EBITDA SG&A.

5
 Fiscal 2010 1st Half
Adjusted EBITDA Results

($ in millions)

Actual Prior Year B/(W)

Revenues $12,853 $13,113 $(260)

Gross Profit (1) $3,506 $3,636 $(129)

% to sales 27.3% 27.7% -0.4%

SG&A (1) $3,041 $3,175 $134

% to sales 23.7% 24.2% 0.5%

Adjusted EBITDA $466 $461 $5

% to sales 3.6% 3.5% 0.1%

(1) Presented on an Adjusted EBITDA basis and reconciled to the related GAAP measure in the Appendix hereto.

6
 Comparable Script Count
Growth
2.5%
2.2%
1.8%
2.0% 1.8%

1.4%
1.5%

1.0%

0.5%
0.2%

0.0%
Q1 FY'09 Q2 FY'09 Q3 FY'09 Q4 FY'09 Q1 FY'10 Q2 FY'10 Sept Oct
-0.5%

-1.0% (0.9%)
(1.0%)
-1.5%

(1.7%)
-2.0%

FY’09 FY’10

7
 Front End Comparable
Store Sales
3.5%

2.5% 2.3%
1.9%
1.7%
1.5%

0.5%

-0.5% Q1 FY'09 Q2 FY'09 Q3 FY'09 Q4 FY'09 Q1 FY'10 Q2 FY'10 Sept Oct

-1.5%
(1.6%)
(2.0%)
-2.5% (2.3%)
(2.7%)
-3.5%

-4.5%

(4.9%)
-5.5%

FY’09 FY’10

8
 SG&A Growth/Decline (1)

(1) Calculated as the change in Adjusted EBITDA SG&A compared to the corresponding prior year quarter.
9
 Operating Initiatives
► Segmentation (targeted at specific stores/customers)
▪ High volume store operating improvement
▪ New operating model for low volume stores
▪ Sales growth opportunities in front end and pharmacy
► All Stores
▪ wellness+
▪ Grow script count
▪ Control labor costs
▪ Reduce shrink expense
▪ Reduce supply chain costs
▪ Increase private brand penetration
▪ Indirect procurement
▪ Reduce working capital

10
 Segmentation Initiatives
► High Volume Stores
Fiscal 2010 Estimated
▪ Best Ball Savings in Millions
▪ Metro store operating model
▪ Changes to field structure to support high volume stores
$550
► Low Volume Stores
$500
▪ New ad format with fewer pages
▪ Fewer deliveries $400
▪ New labor model
$300
► Sales Growth Opportunities
▪ Low volume FE/High Volume RX $200
▪ Low volume RX/High Volume FE
$150
► New Pricing Strategy
▪ Based on store segmentation/clustering

11
 Low Volume Stores Adjusted
EBITDA Improvement
2nd Quarter Fiscal 2010 Compared to 2nd Quarter Fiscal 2009

($ in millions)
Adjusted
EBITDA ► New labor model
Impact (1) ► Bi-weekly delivery

Front End Sales & Gross Profit ($9.8) ► Inventory reduction

► Reduced ad in some stores
Payroll 11.4

DC Freight & Handling 7.0

Other Operating Expenses 2.0

Total Improvement $10.6

(1) Excludes impact of Rx sales and margin.

12
 Store Segmentation – Script
Opportunity Stores
Script Growth Tool Box Same Store Script Growth
► Improve customer service
7.00%
► Grass roots marketing effort
6.00%
► Transfer coupons
5.00%
► Rx Savings Card
4.00%
► Courtesy refill
3.00%

2.00%

1.00%

0.00%

-1.00%
March April May June July August September October

All Other Stores Rx Opportunity

13
 All Store Initiatives

► wellness+ Fiscal 2010 Estimated

Savings in Millions
► Grow Script Count

► Control Labor Costs

$200
► Reduce Shrink Expense

► Reduce Supply Chain Costs

$150
► Increase Private Brand Penetration

► Indirect Procurement
$100
► Reduce Working Capital

$50

14
 wellness+
Every time members scan their wellness+ card, they earn points
For every dollar spent on eligible non-prescription purchases when they
1 point
scan their card at the register

25 points For every prescription when they scan their card at the register

Accumulate points to earn tiered benefits

for every A one time, 10% off non-prescription purchases

125 points* shopping pass

500 points 10% off all non-prescription purchases every day

500 points Free health screening

1,000 points 20% off all non-prescription purchases every day

*Up to 375 points
15
 Improve Pharmacy Service
& Grow Scripts
► Improve customer service in the Pharmacy CSI FY Comparison (1)
store
78%
▪ “Ready When Promised” 77%
76%
▪ Nexgen key performance
75%
indicators

CSI Score
74%
▪ Fully utilize customer feedback 73%
tools 72%
▪ Focus on underperforming 71%
stores 70%
69%

FY08 FY09 FY10 Linear (FY08)

(1) CSI = Customer Satisfaction Indicator

16
 Improve Pharmacy Service
& Grow Scripts
► Grow our automated courtesy
Monthly Program Membership Growth
refill program
► Continue persistency & 4,100,000 350,000
compliance programs
3,600,000
► Expand Voxify capacity 300,000

Monthly New User Count

3,100,000
► Grow Rx Savings Card
Accumulated User Count 2,600,000
250,000
► Targeted use of transfer
2,100,000
coupons
200,000
1,600,000
► Grass roots marketing
campaigns at store level 1,100,000
150,000
600,000

100,000 100,000

Monthly New Users Accumulated Users

17
 Control Labor Costs

Front End Sales per Labor Hour Pharmacy Scripts per Pharmacist Hour

$110 15

14

$100

13

$90 12
Mar Apr May Jun Jul Aug Sept Oct Mar Apr May Jun Jul Aug Sept Oct

FY09 FY10
FY09 FY10

18
 Total Headcount Reduction

Total Headcount (000s)

110.0

107.5
108.0

106.0
106.0 105.5

104.0
102.4
102.0
100.3
100.0
99.1
98.6
98.1 97.6
98.0

96.0
Feb '08 May '08 Aug '08 Nov '08 Feb '09 May '09 Aug '09 Sep '09 Oct '09

19
 Reduce Supply Chain Costs

► Enabled by lowering inventory Distribution Costs as % of Sales

investment
1.80%
1.79%
► Warehouse operating efficiencies
► Elimination of satellite facilities
1.69%
► Facility closures
▪ Atlanta
▪ Long Island
1.55%
► Improved transportation routing 1.53%

► More efficient delivery model based 1.48%

on store segmentation

Q1 Q2 Q3 Q4 Q1 Q2

20
 Private Brand Penetration

Private Brand Initiatives 18.0%

17.0%
► New brand architecture
16.0%
► 250 new items 15.3% 15.1% 15.5%
15.0% 15.0% 15.0% 14.8%
► Package redesign 14.5%
15.0%
14.4%
14.0% 14.1% 14.2%

Percent Penetration
13.9%
► Increased promotional support 13.6%
13.3%
13.0%
12.8%
► Pricing review 12.5%
12.0%

11.0%

10.0%
Mar Apr May June July Aug Sept Oct

FY 2010 FY 2009

21
 Fiscal 2010 Indirect
Procurement
Expense Reduction
Identified Savings
In-bound Freight

P Card Purchasing

Telecom

Rx Temp Labor

Online Auctions

22
 Working Capital Reduction
Working Capital Initiatives FIFO Inventory
► Reduced 3,700 SKU’s ($ in millions)

► Improve controls around item

selection $4,700
$4,551
► Implement assortment
$4,500
optimization during plan-o-gram
reviews $4,300 $4,256
$4,200
$4,116
► Reduce discontinued and $4,100
outdated inventory costs
▪ Markdowns $3,900

▪ Labor $3,700
▪ Transportation Q2 Q4 Q1 Q2

23
 Financial Highlights
24
 Historical Financial
Summary
Revenue (1) Adjusted EBITDA (2)
($ in billions) ($ in millions)
$30.0 Rx Sales Front End Sales
$26.3 $26.0 $985 $991 $996
$24.3 $1,000 8.0%
$25.0

$8.6 $8.4
$8.0 $800 $719
$20.0 $688 6.0%
$17.3 $17.4

$15.0 $600
$6.3 $6.3
4.0%
4.0% 4.1% 4.0%
$10.0 $400 3.8% 3.8%
$16.2 $17.6 $17.6
2.0%
$5.0 $10.9 $11.0 $200

$0.0 $0 0.0%
Fiscal 2006 Fiscal 2007 Fiscal 2008 Fiscal 2009 LTM 8/29/2009 Fiscal 2006 Fiscal 2007 Fiscal 2008 Fiscal 2009 LTM 8/29/2009

Quarterly Comp Store Sales

Note: For Fiscal year ended February 28. Fiscal 2006 includes 53rd week. Rite Aid acquired Jean Coutu on June 4, 2007 (Fiscal 2008).
(1) Includes other revenue which is not a component of sales.
(2) Rite Aid adjusted EBITDA is a Non-GAAP financial measure and is reconciled to operating results in the Appendix hereto. Includes adjustment related to A/R securitization expense.
25
 Q2 Fiscal 2010
Financial Highlights
2nd Quarter Result Commentary

► Revenue ► Solid sales performance in pharmacy as the number

▪ $6.3 billion of prescriptions filled increased 1.4%
Revenues and Same ► Same Store Sales ► Front end sales negatively impacted by a more
Store Sales ▪ Total: (1.1)% discount-driven customer in weak economic
environment
▪ Pharmacy: 0.8%
▪ Front end: (4.9)%
► $217 million ► Strong improvement in various cost savings
► 3.4% margin initiatives
Adjusted EBITDA (1) ► SG&A margins improved 75 basis points from last
year’s second quarter

► $116 million ► No integration costs

► Less store closing and impairment charges
Net Loss ► No loss on debt modification

► $822 million Revolver and ► Benefits from working capital initiatives

securitization availability ► Benefits from expense initiatives and reduced capital
Liquidity expenditures

26
26 (1) Rite Aid adjusted EBITDA is a Non-GAAP financial measure and is reconciled to operating results in the Appendix hereto. Includes adjustment related to A/R securitization expense.
 Fiscal 2010 Guidance Recap

Fiscal 2010 Guidance

Low High

Sales $25.7 billion $26.2 billion

Same Store Sales (1.00)% 1.00%

Adjusted EBITDA (1) $900 million $1,000 million

Net Loss ($615 million) ($390 million)

Gross Capital Expenditures $250 million $250 million

27
27 (1) Rite Aid adjusted EBITDA is a Non-GAAP financial measure and is reconciled to operating results in the Appendix hereto. Includes adjustment related to A/R securitization expense.
 Capex and New Store
Development
Investment in Cap Ex by Fiscal Year

$900

$740

$700
Capital Expenditures

$541

$500

$300 $250

$100
2008 2009 2010 (1)

FYE February New Relocations Total

2008 1909 65 1974
2009 42 56 98
2010 (1) 18 42 60
29 (1) Guidance given on September 24, 2009
 Ample Liquidity to Execute
Plan
Liquidity Trend Over Last Six Quarters
(Revolver & Securitization Capacity)
($ in millions)
(1)

$1,000 $970
$902
$822
$800
$724

$600 $549

$430
$400 $340

$200

$0
Q1 Q2 Q3 Q4 Q1 Q2

(1) Pro forma for the refinancing

29
 Financing Overview
30
 Refinancing of September 2010
Maturities Completed with this
Transaction
► Successfully amended existing credit facility to permit the refinancing of Rite Aid’s existing 2010
maturities

► Completed refinancing of the $1,750 million Revolver and $145 million Tranche 1 Term Loan due
September 2010 in June 2009
▪ $1,000 million new Revolver
▪ $525 million Tranche 4 Term Loan
▪ $410 million 1st Lien Senior Secured Notes

► Refinancing the existing A/R Securitization facilities will completely refinance the September 2010
maturities
▪ $175 million Revolver Add-on
▪ $125 million Tranche 4 Term Loan Add-on
▪ $270 million 2nd Lien Senior Secured Notes

► Benefits of this refinancing include:

▪ Lower interest costs
▪ Eliminate borrowing base deficiencies
▪ Extend maturities

31
 Refinancing Improves Debt
Maturity Profile
Pro Forma for Refinancing
($ in millions)

Revolver Add-on =
$175
$1,600
$1,439 Tranche 4 Term
Loan Add-on =
$125
(1)
$1,175
$1,200 $1,068

$810 New 2nd

$800 $650
Lien Notes =
$270

$500
$410 $470 $423
$400
$191 $270

$11
$0
2009 2010 2011 2012 2013 2014 2015 2016 2017 Thereafter
1st Lien 2nd Lien Unsecured

Note: Calendar years and face amounts are reflected in graphs.

(1) $1,175 million Revolver matures in September 2012. Pro forma for the refinancing, $37 million outstanding as of 8/29/09.

32
 Conclusion
► We have identified significant quantifiable opportunities to
improve our results
► We have a number of key initiatives underway to capture these
opportunities
► Our initiatives do not require a significant amount of capital
► Our initiatives are starting to have a positive impact on critical
components of our business
► We have adequate liquidity to run our business
Bank of America Merrill Lynch
Credit Conference
December 3, 2009