New York Toy FairInvestor Day

February 25, 2020

DisclaimerFORWARD-LOOKING INFORMATIONCertain statements, other than statements of historical fact, contained in this presentation or in the accompanying oral presentation (including in response to ANY questions), may constitute "forward-lookinginformation" within the meaning of certain securities laws, including the Securities Act (Ontario), and are based on expectations, estimates and projections as of the date on which the statements are made in thispresentation. The words "plans", "expects", "projected", "estimated", "forecasts", "anticipates", "indicative", "intend", "guidance", "outlook", "potential", "prospects", "seek", "strategy", "targets" or "believes", orvariations of such words and phrases or statements that certain future conditions, actions, events or results "will", "may", "could", "would", "should", "might" or "can", or negative versions thereof, "be taken", "occur","continue" or "be achieved", and other similar expressions, identify statements containing forward-looking information. Statements of forward-looking information may include, without limitation, statements withrespect to: the launching of new products, brands and entertainment properties; the digital toy space; franchise development; the Company’s operational initiatives and their successful execution; the Company’sdirect to consumer initiatives and the potential benefits; the Company's operating momentum, financial position, cash flows and financial performance; the Company's future growth, drivers for such growth, and thesuccessful execution of its strategies for growth; and [earnings growth and] shareholder returns.

Forward-looking statements are necessarily based upon management's perceptions of historical trends, current conditions and expected future developments, as well as a number of specific factors and assumptionsthat, while considered reasonable by management as of the date on which the statements are made in this presentation, are inherently subject to significant business, economic and competitive uncertainties andcontingencies which could result in the forward-looking statements ultimately being incorrect. In addition to any factors and assumptions set forth above in this presentation, the material factors and assumptions usedto develop the forward-looking information include, but are not limited to: the ability of the Company to maintain its distribution capabilities; the Company's ability to continue to build and maintain strong,collaborative relationships; the Company's status as a preferred collaborator; the culture and business structure of the Company will support its growth; the ability to expand the Company's portfolio of owned brandedintellectual property and successfully license it to third parties; the expanded use of advanced technology and robotics in the Company's products; the increased access of entertainment content on mobile platforms;fragmentation of the market creates acquisition opportunities; maintenance of the Company's relationships with its employees; and the continued involvement of the Company's founders and that the risk factorsnoted below, collectively, do not have a material impact on the Company.

By its nature, forward-looking information is subject to inherent risks and uncertainties that may be general or specific and which give rise to the possibility that expectations, forecasts, predictions, projections orconclusions will not prove to be accurate, that assumptions may not be correct and that objectives, strategic goals and priorities will not be achieved. Known and unknown risk factors, many of which are beyond thecontrol of the Company, could cause actual results to differ materially from the forward-looking information in this presentation. Such risks and uncertainties include, without limitation, the factors discussed under"Risk Factors" in the Company’s most recent AIF and under “Risks Relating to Spin Master’s Business” in the Company’s most recent annual MD&A, filed with the Canadian securities regulators and available atwww.sedar.com. These risk factors are not intended to represent a complete list of the factors that could affect the Company and investors are cautioned to consider these and other factors, uncertainties andpotential events carefully and not to put undue reliance on forward-looking statements.

There can be no assurance that forward-looking statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements. Forward-looking statementsare provided for the purpose of providing information about management's expectations and plans relating to the future. The Company disclaims any intention or obligation to update or revise any forward-lookingstatements whether as a result of new information, future events or otherwise, or to explain any material difference between subsequent actual events and such forward-looking statements, except to the extentrequired by applicable law.

NON-IFRS MEASURESIn addition to using financial measures prescribed by IFRS, references are made in this presentation to ‘‘Adjusted EBITDA’’, ‘‘EBITDA’’, ‘‘Free Cash Flow’’, ‘‘Gross Product Sales’’, which are non-IFRS financial measures.Non-IFRS financial measures do not have any standardized meaning prescribed by IFRS and are therefore unlikely to be comparable to similar measures presented by other issuers. For further details on these non-IFRSfinancial measures, see “Non-IFRS Financial Measures” in the Company’s MD&A, filed with the Canadian securities regulators and available at www.sedar.com.

CERTAIN OTHER MATTERSAny graphs, tables or other information demonstrating the historical performance of the Company or any other entity contained in this presentation are intended only to illustrate past performance of such entities andare not necessarily indicative of future performance of the Company or such entities. All financial disclosure in this presentation is in U.S. dollars, unless otherwise noted. Capitalized terms and abbreviations nototherwise defined herein have the meaning assigned to them in the Company’s public filings.

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35 business segments representing all 11 toy categories together with

Entertainment & Digital Toys

ENTERTAINMENT PROPERTIES DIGITAL TOYSTOYS AND GAMES

A Leading Global Children’s Entertainment Company With a Diversified Multi-Platform Portfolio

Our Multi-Dimensional Global Platform is a Foundation for Future Growth

4

1 Manufacturing Facility 2 Shared Service Center

10028

Our Growing Global Scale is a Valuable Asset Throughout the Entire Development Cycle

business & sales offices

customer markets

6 R&D facilities

Growth StrategiesExecuting on our

Plan for Sustained Growth

Children’s Play Patterns are EvolvingWe have a Unique Ability to Deliver Exciting Play and Content on Multiple Platforms

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TOYS & GAMES

DIGITAL TOYS

ENTERTAINMENT

Owning the Universe of Play, Entertainment & Digital Toy Experiences

We want to be where kids are!

7

Our Core Growth Strategies

Continue to Innovate Using our Global

Internal & External R&D Network

Develop Evergreen Global Entertainment

& Digital Toy Franchises

Increase Sales in International Developing &

Emerging Markets

Leverage Global Platform Through

Strategic Acquisitions

Positioned for Sustained and Predictable Growth

InnovationDeliberate, Sustainable &

Strategic Growth

Innovation is wired into our DNABrand & Franchise Development Driven By Our Global Innovation Engine

9Unique Collaborative Model Partially Outsources and Variabilizes

a Part of our Product Development Process & Cost Structure

3000 Ideas per year received through global innovation network

300+ Third party Inventor partners around the world

30-50 Ideas commercialized annually

3-5% Royalty on sales

Growth targets achieved through:

1. Innovation (internal & external)

2. Licensing Partnerships

3. M&A

Pipeline & Portfolio Management

10

We seek to ensure a robust pipeline in all business segments with a disciplined & rigorous planning process

by GBU

Continued Innovation to Grow New Brands with the Potential to Drive Higher Margin Entertainment & Licensing Revenue

Reinvesting our Success Into Strengthening our Base

11

Successful Innovation Drives Reinvestment

Remote Control & Interactive Characters

Boys Action & Construction

Activities, Games & Puzzles and Plush

Pre-School & Girls Outdoor

Reinvestment Core diversified

portfolio

Mid to high single digit long-term

growth

Reinvestment

Reinvestment

Reinvestment

Effective Capital Deployment Will Continue to Drive Long Term Core Portfolio Growth

Building a Strong Portfolio of Partners and Licensed Products

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~26%of the toy industry is comprised oflicensed toys

Innovation

Why do Licensors Partner With Spin Master?

Our Strategy• Selectively acquire entertainment licenses

to build our product pipeline

• Go deeper with licensed relationships

• Create long-term strategic partnerships

Global Distribution

Expand our Global Reach & Diversify Our Business SegmentsWith Strategic Licensor Relationships

Develop Evergreen Global Entertainment &

Digital Toy Franchises

Jason KroghCEO, Sago Mini

Establishing Spin Master’s Digital Toy Presence in the Global Gaming Market

Creating Digital Toy Studios

• Entered digital toy space through Toca Boca/Sago Mini acquisition in 2016

• Rationale: Strategically invest in all areas of content consumption

• Two world-class studios in Stockholm & Toronto

• Cross-functional, multidisciplinary teams

• Customer-focused with continual feedback and research

• Integrated digital distribution and marketing capabilities

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Strong & Growing Brand Presence in Digital Toy Space:

Goal: Sago Mini To Be #1 Pre-School Digital Brand Globally

Ages 2-5 Ages 6+

Toca Boca and Sago Mini apps have over:

70+ Titles

350M Downloads

20M Monthly Active Users

120K Active Subscribers

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World-Class Digital Toy Studios

Leaders in Design and User Experience For Kids

TorontoAges 2-5

AppsSubscriptions

StockholmAges 6+

AppsIn-App Purchases,

Multi-player

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Gaming is the #1 Activity For Millennial Parents

Global Games Revenues

The number one at-home activity for Millennialparents and their kids is video gaming. Millennialparents spend an average of 8.5 hours a weekgaming, and 50% of them say their child uses a videogame system regularly. (source: Fullscreen 2019Generational Report).

High Growth Potential

18Digital Subscriptions

Flagship Digital Subscription for Pre-Schoolers One-stop Product for Quality, Trusted Content Available on All Major Mobile Platforms

19Physical Subscription Boxes

New Subscription Box Product Launched February 2020 Pre-School Play-as-a-Service. Sold Direct to Consumer

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New Digital Learning ProductModern, Fresh Take on Play-Based Learning for Pre-Schoolers

Coming Q2 2020

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A companion app that allows parents to:

• Receive and share videos and images of creations from their children;

• Stay up to date with new content releases;

• Get contextual tips for to extend the learning into their everyday lives.

Launching With Sago Mini School Q2 2020

Entertainment

22Extending Into Storytelling

23Latest Sequel Launches in March 2020

Digital Hair Play, Originally Launched in 201150M+ Downloads

24Leading Digital-First Franchise

Giant Virtual Playset, Core Audience of 6-9 Year OldsRoadmap of New Content, Features & Partnerships Through 2020

25Truly Global, Cross-Category Franchise

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Growing Portfolio of Digital-First Products

Incubator For Innovation

Jennifer DodgeEVP, Entertainment

12 Years of experience

Spin Master Entertainment: Proven Experience in Developing Global Entertainment Franchises

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9 Series Produced

1000+ Episodes

200+Short-formcontent episodes

160 Broadcast in 160 Countries

Compelling Storytelling Through a Multi-Platform Content Strategy has Led to Meaningful Franchise Potential

Robust and Growing Global Entertainment Property Pipeline

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Launching Fall 2020

30Feature Films: Another Avenue to Reach Kids

31Franchise Development Gives us an Overarching Approach to Rights Management

and Allows us to Develop Diversified, Higher Margin Revenue Streams

Building a Franchise Model

Owned IP Entertainment

Franchise

Sales & Distribution

Digital Content

Marketing

Consumer Engagement

Toys & Games

Extended Merchandising

& Licensing

Increased Sales in International Markets

Increase Sales in International Developing & Emerging Markets

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Global Toy Industry Spin Master 2019

30%North

America

70% International

61% North

America

39% International

55% North

America

45% International

1. Selectively add sales and marketing personnel in current international sales and marketing offices

2. Open new company-owned sales and marketing offices in strategic markets

3. Focus on increasing business with current distributors

4. Build distributor networks in markets where Spin Master does not have an established presence

GOAL

Steady International Growth From 28% in 2014 to 39% in 2019

2015 Goal of 40% Achieved

Leverage Global Platform Through Strategic

Acquisitions

Leverage Our Global Platform Through Strategic Acquisitions

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ACQUISITION CRITERIA

✓ Intellectual property / brands

✓ Opportunity to innovate

✓ Leverage global infrastructure

✓ New categories

✓ International market growth

✓ Ability to grow and expand margins

✓ Management continuity valued

✓ Must be able to grow what we buy

Capital Efficient Model Drives Strong Free Cash Flow Providing Financial Flexibility To Pursue Strategic Accretive Growth Opportunities

The Toy Business is a Fragmented Industry with Opportunities for Consolidation

10 pre-IPO acquisitions 11 post-IPO

acquisitions

Financial and Operational Highlights

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Revenue Stream

Selling to traditional &

online retail

PHYSICAL GOODSToys & Games

CONTENT

Selling to 3rd party

distributor

Licensing to broadcasters Studio Model

Licensing proprietary IP to

3rd parties

DIGITAL TOYS

Recurring subscription

Proprietary or Licensed IP

Selling mobile applications

Monetization Strategy

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Gross Product Sales

• Ensure continued service excellence with customers

• Simplify business process

• Data driven insight to drive more effective and timely analysis

• Increase productivity• Analysis

2019 Financial Highlights

↓ ~1%

Adjusted EBITDA

~14.0%

Strong Financial Performance and Operating Leverage will drive Long Term Earnings Growth

2020: Strengthening our Core

39New Talent and Cross-functional Initiatives Aimed at Addressing

Operational Challenges Experienced in 2019

Refine platform to position us for sustainable and profitable long term growth

SUPPLY CHAIN OPTIMIZATION

DELIVER OPERATIONAL EXCELLENCE THROUGH

PROCESS SIMPLIFICATION & AUTOMATION

PEOPLE

• DC Structure/Capabilities• On Time, Fill rates• Schedule Attainment • Customer Service• Key Metrics/KPI’s• DOM/FOB Mix

• Increase Automation• Simplify Business Processes• Data Driven Insights For

More Effective and Timely Analysis

• Refine Systems to Increase Productivity

• Attract/Retain Top Global Talent

• Allocation of Resources to Key Growth Areas

• Goal Setting & Accountability• Coordination Between Teams

Creating Shareholder ValueSpin Master is focused on consistent, effective & balanced capital deployment

40Effective Capital Deployment To Drive Strong Shareholder Returns

INTERNAL INVESTMENTS

STRATEGIC M&ARETURNS TO

SHAREHOLDERS

• Innovation• Geographic expansion• Entertainment

franchises• Digital Toys• Talent

• Accretive• New categories• Expansion potential• Diversification

• Near-term focus on capital growth