AnnualMeetingofStockholders

December 13, 2016

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Forward-Looking StatementsHistorical financial and operating data in this presentation reflect the consolidated results of WD-40 Company, its subsidiaries and its legal entities. WD-40 Company markets maintenance products (“MP”) under the WD-40®, 3-IN-ONE® and GT85® brand names. Currently included in the WD-40 brand are the WD-40 Multi-Use Product and the WD-40 Specialist® and WD-40 BIKETM product lines. WD-40 Company markets the following homecare and cleaning (”HCCP”) brands: X-14® mildew stain remover and automatic toilet bowl cleaners, 2000 Flushes® automatic toilet bowl cleaners, Carpet Fresh® and no vac® rug and room deodorizers, Spot Shot® aerosol and liquid carpet stain removers, 1001® household cleaners and rug and room deodorizers and Lava® and Solvol® heavy-duty hand cleaners.

Except for the historical information contained herein, this presentation contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Such statements reflect the Company’s current expectations with respect to currently available operating, financial and economic information. These forward-looking statements are subject to certain risks, uncertainties and assumptions that could cause actual results to differ materially from those anticipated in or implied by the forward-looking statements.

Our forward-looking statements include, but are not limited to, discussions about future financial and operating results, including: growth expectations for maintenance products; expected levels of promotional and advertising spending; plans for and success of product innovation, the impact of new product introductions on the growth of sales; anticipated results from product line extension sales; and forecasted foreign currency exchange rates and commodity prices. Our forward-looking statements are generally identified with words such as “believe,” “expect,” “intend,” “plan,” “could,” “may,” “aim,” “anticipate,” “estimate” and similar expressions.

The Company's expectations, beliefs and forecasts are expressed in good faith and are believed by the Company to have a reasonable basis, but there can be no assurance that the Company's expectations, beliefs or forecasts will be achieved or accomplished.

Actual events or results may differ materially from those projected in forward-looking statements due to various factors, including, but not limited to, those identified in Part I―Item 1A, “Risk Factors,” in the Company’s Annual Report on Form 10-K for the fiscal year ended August 31, 2016 which the Company filed with the SEC on October 24, 2016.

All forward-looking statements included in this presentation should be considered in the context of these risks. All forward-looking statements speak only as of December 13, 2016 and we undertake no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. Investors and prospective investors are cautioned not to place undue reliance on our forward-looking statements.

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WHOWEARE

WhatDoesAGoodBusinessLookLike?

• Simple and easy to understand business model

• Dominant in its industry

• Superior returns on capital

• Sustainable competitive advantage

• Significant cash flow generation

• Strong balance sheet

• Growth opportunities

• Proven management team

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WD‐40Company’sOrigins

In the 1950’s a chemist in San Diego set out tocreate a compound that would prevent rust andcorrosion. It took him 40 attempts to get the waterdisplacing formula right, but the end result becamethe original secret formula for WD-40 Multi-UseProduct (“MUP”).

1958WD-40 MUP makes its first appearance on store shelves in San Diego

1953Rocket Chemical Company Incorporated

1970The name WD-40 Company was adopted

1973WD-40 Company goes public on the NASDAQ;stock increases 61% on first trading day

1993MUP sales reach $100 million in annual sales

1995 - 2000Acquired 3-in-ONE, Lava, Solvol, 2000 Flushes, X-14, Carpet Fresh, and Spot Shot

2008For the first time over 50% of net sales generated outside of the United States

In 2016…Over 63 years of growth, flagship WD-40 brand is more popular than ever, achieved $381 million in net sales and products are available in over 176 countries and territories worldwide

2011Introduced WD-40 Specialist product line

1953 - 1958WD-40 MUP is used by aerospace industry and on the SM-65 Atlas missile

1997Garry Ridge named president and CEO

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OurBrands

WD-40 Multi-Use ProductWD-40 Specialist

3-IN-ONEWD-40 Bike

GT85

MAINTENANCE PRODUCTS

• Currently make up almost 90% of net sales• Core strategic focus and growth engine

X-14 2000 FlushesCarpet Fresh

No Vac

Spot Shot 1001LavaSolvol

HOMECARE AND CLEANING PRODUCTS

• Available in niche segments and geographies

• Generate positive cash flows but are not core strategic focus

People‐ Products– Passion– PurposeSERVANT LEADERSHIP WITH AN EDGE

© 2010 The Learning Moment Inc. All rights reserved. Do not duplicate.

thelearningmoment.net

Results in a tribal culture that values:

•Caring

•Candor

•Accountability

•Responsibility

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OurPurpose

WhyWe exist to create positive lasting memories ineverything we do. We solve problems. We makethings work smoothly. We create opportunities.

HowWe create positive lasting memories by cultivating atribal culture of learning and teaching which producesa highly engaged workforce who live our company’svalues every day.

WhatWe deliver unique, high value and easy-to-usesolutions for a wide variety of maintenance needs inworkshops, factories and homes. We market anddistribute our brands across multiple trade channelsin countries all over the world.

“People don’t buy what you do, they buy why you do it. And what you do simply proves what you

believe.

- Simon Sinek, Optimist and Bestselling Author of “Start With Why” and “Leaders Eat Last”

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OurValues

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CIRCLEOFCOMPETENCE

“You have to stick within what I call your circle of competence. You have to know what you understand and what you don’t

understand. It’s not terribly important how big the circle is. But it’s

terribly important that you know where the perimeter is.”

– Warren Buffett

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WD‐40CompanyCircleofCompetence

Culture 

Global 

Distribution 

End Users 

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ThePoweroftheShield

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Culture:2016TribeMemberEngagementSurveyQuestion ResultAverage of all questions 92.8

I feel my opinions and values are a good fit with the WD‐40 Company culture. 99.1

I love to tell people that I work for WD‐40 Company. 98.4

I am clear on the company’s goals. 98.4

I understand how my job contributes to achieving WD‐40 Company’s goals. 97.9

I know what results are expected of me. 97.9

I respect my coach. 95.8

I am excited about WD‐40 Company’s future direction. 94.2

My coach encourages me to find innovative solutions and opportunities for new and better ways 93.7

My coach encourages employees to continually improve in their job 93.6

"The strong values and culture at WD-40 Company allow me to feel comfortable in many situations. They allow employees to flourish as tribe members and individuals."

- Mike Starzman, Director Global Field Quality

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Global:Infrastructure

Our products are currently available in 176 countries and territories worldwide and in over 62 unique trade channels

The Company’s unique infrastructure enables it to take its products to more places, with more people, who have more uses, more frequently.

• HVAC• Aircraft Supplies• Automotive • Bicycle• Body Shop• Building Supplies• Chemicals• Farming Equipment• Electrical Equipment

• Industrial Supplies• Lawn and Garden• Grocery• Big Box• Hardware• Janitorial• Locksmith• Marine• Motorcycle

• Office Supplies• Plumbing• Refrigeration• Sporting Goods• Appliance Repair• Welding Equipment• Drug Store

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Distribution:UniqueApproach

One brand, one trade channel,

multiple products

“ACME” TOOLS

Multiple brands, multiple trade channels, multiple

products

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EndUsers:FocusedandDeliberate

Maintenance, Repair & Overhaul

Construction & Skilled Trades

At‐Home Passionate Hobbyist

At‐Home Non‐Enthusiast

• 8 out of 10 U.S. households have at least one can of WD-40 Multi-Use Product in their home

• The majority of sales of maintenance products come from end-users in workshops and factories

Annual usage amounts vary dramatically among our end users

$70.00 per year $0.40 per year

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STRATEGICINITIATIVES

1. Grow WD-40 Multi-Use Product Maximize the product line through geographic expansion and increased market penetration. More places, more people, more uses, more frequently.

Double our WD-40 Multi-Use Product net sales by the end of 2025

2. Grow the WD-40 Specialist Product LineLeverage the WD-40 Specialist brand to grow specialist by developing new products and product categories within identified geographies and platforms.

Grow WD-40 Specialist to $125 million in net sales by the end of 2025

3. Broaden Product and Revenue Base Leverage the recognized strengths of WD-40 Company to derive revenue from new sources and brands.

Continue to develop or acquire maintenance products that fit well with our unique multi-channel distribution

network

4. Attract, Develop and Retain Outstanding Tribe MembersSucceed as a tribe while excelling as individuals.

Grow employee engagement to greater than 95 percent

5. Operational ExcellenceContinuous improvement by optimizing resources, systems and processes as well as applying rigorous commitment to quality assurance, regulatory compliance, and intellectual property protection.

Execute the 55/30/25 business model while safeguarding the “Power of the

Shield”

StrategicInitiativesTarget

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Premiumization

WD‐40 Multi‐Use Product

Classic Can

The evolution of the blue and yellow can with the little red top

WD‐40 Multi‐Use Product

Smart Straw

WD‐40 Multi‐Use Product

EZ‐Reach Flexible Straw

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CategoryLeadership

Make it EASY TO BUY by maximizing store placement and shelf space

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Identify & establish geographic WD-40 Multi-Use Product end user base

Channel development – multi trade channel distribution – execute “The Secret”

WD-40 Multi-Use Prodect end user trust established with multi platform usage – “Memories” = EQUITY

GeneralMaintenanc

eProducts

Lawn &

Garden

Motorbike&

Motorcycle Grease Degreasers

New categories to come…

Flanker & new category products – WD-40 Specialist product line

BundleBundle Bundle

Grow the core

BundleBundle Bundle

BundleBundle Bundle

BundleBundle Bundle

BundleBundle Bundle

BundleBundle Bundle

FocusedLeverageoftheTrustintheShield

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WD‐40SpecialistProductBundles

General Maintenance

Lawn and Garden

General Maintenance

Lawn and Garden

Motorbike and Motorcycle

Grease

Degreasers

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GrowthExpectationsforSelectMaintenanceProducts

FY 2006 FY 2016 FY 2025(1)

$191M $295M ~$600M(1)

$22M

~$125M(1)

WD-40 Multi-Use Product Net Sales WD-40 Specialist Net Sales1) Growth expectations for maintenance product net sales are projected by the end of FY2025 and are based on the Company's expectations, beliefs and forecasts. These

projections exclude sales of 3-IN-ONE, WD-40 Bike and GT 85. They are expressed in good faith and are believed by the Company to have a reasonable basis, but there can be no assurance that they will be achieved or accomplished. Note: Historical revenue numbers reflect net sales as reported and have not been adjusted for changes in foreign currency exchange rates.

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INVESTMENTPERFORMANCE

$80$100$120$140$160$180$200$220$240$260$280$300$320$340

FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016

Value of $100 Invested on August 31, 2011

WD-40 Company S&P 500 Russell 2000

5‐YearComparisonofTotalStockholderReturn

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Whatdrovetheperformance?

EFFICIENT BUSINESS MODEL WITH ASSET-LIGHT STRATEGY• Average annual CAPEX needs of ~1% to 2%

of net sales• One-time capital expense of ~$15 million

expected in FY17 for new San Diego facility• Outsourced manufacturing and distribution• Sales per employee of $0.86M in FY16

FOCUSED ON CREATING VALUE• High Returns on Invested Capital

• ROIC was 27.7% in FY13, 28.2% in FY14, 27.2% in FY15 and 32.6% in FY16

• Employee earned incentives tied to EBITDA growth

SOLID FINANCIAL FOUNDATION• Strong balance sheet • Predictable free cash flow• Strong liquidity & access to capital

We invest in brands and people, not factories and warehouses

GROWTH PLATFORM SUPPORTED BY STRONG BRANDS • Brand portfolio includes many well-known

brands and products• Global diversification reduces risk • Long runway of growth ahead

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$191 $203 $215$246 $260 $270

$305 $315 $320$340

FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16

StrongBrandswithaGlobalReach

1) FY16 presented as reported, all prior years presented on a constant currency basis using FY16 foreign currency exchange rates.

Maintenance product sales continued to increase despite macroeconomic challenges

Global financial

crisis begins

Subprime mortgage

crisis

Eurozone debt crisis

begins

Maintenance Product Sales (In millions)

Continued economic

instability in Eurozone

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$

$20

$40

$60

$80

$100

$120

$140

$160

$180

FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16

Americas EMEA Asia Pac

GlobalMaintenanceProductSales

MP Sales by Segment

1) FY16 presented as reported, all prior years presented on a constant currency basis using FY16 foreign currency exchange rates.

(In millions)

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THE55/30/25BUSINESSMODEL

The55/30/25BusinessModel

Gross Margin55% of net sales55

Cost of Doing Business(1)

30% of net sales30Maintenance CAPES & Regular Dividends

Maintenance CAPEX of between $2M to $4M per fiscal yearAnnual dividends targeted at ~50% of earnings or ~$20M25 EBITDA(1)

25% of net sales

1) See appendix for descriptions and reconciliations of these non-GAAP measures.

WD-40 Company’s business is guided by the 55/30/25 business modelWe target gross margin of 55%, cost of doing business of 30%, and an EBITDA of 25%

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The“55”‐ GrossMargin

• In FY 2016 the Company achieved its highest annual gross margin in over a decade at 56% compared to 53% in FY 2015

• Continued focus on driving gross margin improvement

• New product development, innovations and reformulations

• Operational efficiencies• Product mix and market mix• Pricing adjustments, as needed, to offset input cost

increases

Gross margin can be impacted positively and negatively by things not under the Company’s control like changes in foreign currency exchange rates and changes in input costs

FY1656%

FY1553%

FY1452%

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WhatMakesUptheCostofaCan?Approximate Cost Breakdown of a Typical Can of

WD-40 MUP Manufactured in the United States

Data as of August 2016. Represents average input costs over 6-month period of a typical 12 ounce can of WD-40 Multi-Use Product manufactured in the United States. Current manufacturing and input costs typically take approximately 90-120 days to be reflected in the Company’s consolidated statement of operations due to production and inventory life cycles.

We estimate only a small portion of

the input costs associated with

petroleum-based specialty

chemicals directly correlate to the price of a

barrel of crude oilPetroleum-Based Specialty Chemicals

Manufacturing Fees

Can

Plastic

Corrugate3%

31%

22%

30%

14%

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The“30”– CostofDoingBusiness

• FY 2016 cost of doing business was at 36% of net sales up from 34% compared to FY 2015

• In FY 2016 cost of doing business came from three primary areas:

• People costs, including earned incentive accruals

• Marketing, advertising and promotion• Freight costs to get products to customers

• Additional investments in research and development, brand protection, and regulatory and quality assurance remain a high priority

Revenue growth is the most important factor in achieving the “30” target

Cost of Doing Business

People A&P Investment Freight Other

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FY1655/30/25Results

* See appendix for descriptions and reconciliations of these non-GAAP measures.Note: Percentages may not aggregate to EBITDA percentage due to rounding and because amounts recorded in other income (expense), net on the Company’s consolidated statement of operations are not included as an adjustment to earnings in the Company’s EBITDA calculation.

55/30/25 Business Model Target FY16 Actuals

FY15 Actuals

FY14 Actuals

Gross Margin 55% 56% 53% 52%Cost of Doing Business 30% 36% 34% 34%EBITDA 25% 21% 19% 18%

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CAPITALALLOCATION

CapitalAllocationStrategy

* FY2017 includes a one-time capital expense of ~$15 million expected in FY17 for purchase of new San Diego facility

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Long-term Growth & Return TargetsDrive revenue and earnings growth of 6-8%Target return on invested capital of >20%

Liquidity, Debt & Cash ObjectivesAdequate liquidity to support growth strategy

Strong balance sheet & available lines of credit - cash & debt in neutral position

Maintenance CAPES & Regular DividendsMaintenance CAPEX of between $2M to $4M per fiscal year

Annual dividends targeted at ~50% of earnings or ~$20M

Long-term Growth & Return TargetsTarget revenue and earnings growth of 6-8%

Aim for return on invested capital of >25%

Liquidity, Debt & Cash ObjectivesAdequate liquidity to support growth strategy

Strong balance sheet & available lines of credit - cash & debt in neutral position

Maintenance CAPEX & Regular DividendsMaintenance CAPEX of between 1% to 2% of net sales per fiscal year

Annual dividends targeted at ~50% of earnings

Excess Capital Allocated to the Highest Return Alternative

1

2

3

4

Organic Growth Initiatives* Acquisitions Share Repurchases

CashReturnstoStockholders

• Paid dividends without interruption for over 40 years

• Dividend increased 52% over past five years

• Future increases expected to grow in-line with earnings over time

• Current share repurchase plan provides authorization to acquire up to $75 million in shares through August 2018

• Company repurchased 317,000 shares at a total cost of $32.1 million during FY16

• Over the last five years Company has repurchased over $176 million in shares

Share Repurchases

Dividends

$1.14 $1.22 $1.34

$1.48 $1.64

52%48% 47% 49%

45%

FY12 FY13 FY14 FY15 FY16

FY Dividend per Share Dividend Payout Ratio

$39.8

$31.4

$42.8

$30.3 $32.1

FY12 FY13 FY14 FY15 FY16

Share Repurchases

(in millions)

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FY16FINANCIALRESULTS

FY16 FY15 % Change

Net Sales $380.7 $378.2 1%

Gross Profit (%) 56.3% 52.9% 340 bps

Operating Income $71.3 $65.4 9%

Net Income $52.6 $44.8 17%

EPS (Diluted) 3.64 3.04 20%

FY16Results

• Top-line sales growth was impacted by foreign currency exchange rates in FY16

• When you take both translation (or “constant currency”) and transaction exposure into consideration, the impacts of foreign currency exchange rates reduced our total net sales by approximately $11.7 million

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FINALTHOUGHTS

WhatDoesAGoodBusinessLookLike?

• Simple and easy to understand business model

• Dominant in its industry

• Superior returns on capital

• Sustainable competitive advantage

• Significant cash flow generation

• Strong balance sheet

• Growth opportunities

• Proven management team

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THANKYOU!

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APPENDIX

Functional currency “(FC)”Main currency in which subsidiaries conduct

business; typically the same as that of the country in which the subsidiary is

headquartered

Transaction currencyCurrency in which sales,

costs, expenses are transacted; typically the

same as that of the country in which the sales transaction

takes place

Reporting currencyAs a U.S. based company the reporting currency of WD-40 Company is the

U.S. dollar Conversionfrom

transaction currency to subsidiaries’

functional currency

Translation from

functional currency to

WD-40 Company’s reporting currency

ForeignCurrencyImpact

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Translation Impact

Transaction Impact

Subsidiary - FCUK – GBP

CANADA- CADAUSTRALIA- AUD

CHINA- CNY

Subsidiary- non FCUK – USD & Euro

FY16 Net Sales at FY16 FX Rates FY16 Net Sales at FY15 FX Rates FY16 Net Sales at FY15 FX Rates

FY16ForeignCurrencyExchangeImpact

In total changes in FX rates reduced net sales by ~$11.7M in

FY16

$380.7

$395.9

$392.3

Reported Net Sales Translation Impact Transaction Impact

Translation Impact(Functional Currency)

Translation and Transaction Impact

Reporting Currency

FY16 Net Sales(In millions)

(constant currency) (constant currency plus transaction impacts)(as reported)

$15.2 $3.5

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FY16 CC* FY15 % Change

Net Sales $395.9 $378.2 5%

Operating Income $74.8 $65.4 14%

Net Income $55.4 $44.8 24%

EPS (Diluted) $3.83 $3.04 26%

FY16 FY15 % Change

Net Sales $380.7 $378.2 1%

Gross Profit (%) 56.3% 52.9% 340 bps

Operating Income $71.3 $65.4 9%

Net Income $52.6 $44.8 17%

EPS (Diluted) 3.64 3.04 20%

ForeignCurrencyTranslationImpactor“ConstantCurrency”– FY16

Financial ResultsAs reported

Financial ResultsConstant currency basis

FY16 results translated at FY15 foreign currency exchange rates

($ in millions; except % change and EPS)

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(1) This presentation contains certain non-GAAP (accounting principles generally accepted in the United States of America) measures, that ourmanagement believes provide our stockholders with additional insights into WD-40 Company’s results of operations and how it runs its business. Ourmanagement uses these non-GAAP financial measures in order to establish financial goals and to gain an understanding of the comparative performanceof the Company from year to year or quarter to quarter. The non-GAAP measures referenced in this presentation, which include EBITDA (earnings beforeinterest, income taxes, depreciation and amortization) and the cost of doing business, are supplemental in nature and should not be considered in isolationor as alternatives to net income, income from operations or other financial information prepared in accordance with GAAP as indicators of the Company’sperformance or operations. Reconciliations of these non-GAAP financial measures to the WD-40 Company financials as prepared under GAAP are asfollows:

Non‐GAAPReconciliation– FY16

Note: Percentages may not aggregate to EBITDA percentage due to rounding and because amounts recorded in other income (expense), net on the Company’s consolidated statement of operations are not included as an adjustment to earnings in the Company’s EBITDA calculation.

Cost of doing business:Total operating expenses - GAAP $ 143,021 $ 134,788

Amortization of definite-lived intangible assets (2,976) (3,039) Depreciation (in operating departments) (2,744) (2,664)

Cost of doing business $ 137,301 $ 129,085 Net sales $ 380,670 $ 378,150 Cost of doing business as a percentage of net sales 36% 34%

EBITDA:Net income - GAAP $ 52,628 $ 44,807

Provision for income taxes 20,161 18,303 Interest income (683) (584) Interest expense 1,703 1,205 Amortization of definite-lived intangible assets 2,976 3,039 Depreciation 3,489 3,425

EBITDA $ 80,274 $ 70,195 Net sales $ 380,670 $ 378,150 EBITDA as a percentage of net sales 21% 19%

Twelve Months Ended 8/31/2016 8/31/2015

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