AutoZone Annual Report 2012

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FY2012 Annual Report · AutoZone

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Delivering
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Notice of
Annual Meeting
of Stockholders
and Proxy Statement

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We’vegotth

• 5,006 stores (4,685 in 49 states
in the United States, District
of Columbia and Puerto Rico.
321 stores in 31 states and the
Federal District in Mexico)
• 3,053 Commercial programs
• 9 Distribution centers (8 in
the United States and

1 in México)
• More than 70,000 AutoZoners

Corporate Proﬁ le
AutoZone is the leading retailer and a leading distributor of automotive replacement parts and
accessories in the United States. The company operates stores in 49 U.S. states and the District
of Columbia, Puerto Rico and Mexico.

Each store carries an extensive product line for cars, sport utility vehicles, vans and light trucks,
including new and remanufactured automotive hard parts, maintenance items, accessories, and
non-automotive products. Many stores also have a commercial sales program that provides
commercial credit and prompt delivery of parts and other products to local, regional and national
repair garages, dealers, service stations, and public sector accounts.

AutoZone also sells the ALLDATA brand of diagnostic and repair software through ALLDATA.com.
Additionally, we sell automotive hard parts, maintenance items, accessories, non-automotive
products and subscriptions to ALLDATAdiy product through AutoZone.com, and our commercial
customers can make purchases through AutoZonePro.com. AutoZone does not derive revenue
from automotive repair or installation.

Selected Financial Data

(Dollars in millions, except per share data)

Net Sales

Operating Proﬁ t

Diluted Earnings per Share

After-Tax Return on Invested Capital

Domestic Same Store Sales Growth

Operating Margin

Cash Flow from Operations

2008

$6,523

$1,124

$10.04

23.9 %

0.4 %

17.2 %

$ 921

2009

$6,817

$1,176

$11.73

24.4 %

4.4 %

17.3 %

$ 924

2010

$7,363

$1,319

$14.97

27.6 %

5.4 %

17.9 %

$1,196

2011

$8,073

$1,495

$19.47

31.3 %

6.3 %

18.5 %

$1,292

2012

$8,604

$1,629

$23.48

33.0 %

3.9 %

18.9 %

$1,224

AutoZone Pledge, est. 1986

AutoZoners always put customers ﬁ rst!
We know our parts and products.
Our stores look great!
We’ve got the best merchandise at the right price.

Dear Customers, AutoZoners and Stockholders,

AutoZoners more knowledgeable and efﬁ cient. We
have an incredible business model that is supported
by a phenomenal group of AutoZoners who are deeply
committed to our unique and powerful Culture – our
greatest weapon. In addition to maximizing our
current performance, it is also important that we take
calculated risks that shape this organization for the
future. Those risks will be measured and contained,
but we need to continue to balance innovation, speed
and a degree of risk in order to succeed for not just
2013, but years beyond. In essence, we are embarking
to build the foundation for the future of AutoZone and
future AutoZoners so they can enjoy the same kind of
opportunities those who came before us provided to us.
As we initiate these new long-term growth opportunities,
we will work diligently to ensure that we manage the
risks that come with these new ventures effectively,
and most importantly, that we retain our intense focus
on the areas of our business that drive our current
performance. We are well positioned for our new ﬁ scal
year, but building on our past successes won’t be easy.
What is easy is our commitment to continually provide a
WOW! experience to our customers.

On behalf of more than 70,000 AutoZoners, it remains
an honor for me to update you on our progress during
ﬁ scal 2012 and to review our incredible opportunities
for 2013 and beyond. This past year we achieved many
memorable milestones as our business continued to
grow both domestically and internationally. While we’ve
enjoyed ﬁ nancial success with our Mexico business
for many years now, this year we announced we would
begin doing business on two new continents with the
declaration that we would soon be opening stores in
Brazil and our ALLDATA Repair product would soon be
available for sale in Europe. AutoZone was built on a
culture of customer service. More than 25 years ago,
our Pledge was written with the purpose of making our
daily decisions easy. Those four lines have deﬁ ned us
ever since. And, it is the ﬁ rst line, AutoZoners always
put customers ﬁ rst!, that keeps our priorities in order.
We emphasize this message across the organization
routinely in order to remind ourselves that our
customers are choosing to shop with us, and we can
never take that for granted. The credit for our success,
since the beginning, belongs to our AutoZoners. It is
their commitment to providing exceptional customer
service that drives our top and bottom lines, and it is
their commitment to providing trustworthy advice that
deﬁ nes us. Our new year’s goal is to continue improving
our execution across the organization. At AutoZone, we
believe superior execution is a defensible competitive
point of differentiation. We have many exciting initiatives
in place to grow all of our businesses: U.S. Retail, U.S.
Commercial, e-Commerce, Mexico, Brazil and ALLDATA.
We pledge to you, our stockholders, to do everything
possible to capitalize on those opportunities.

This year’s theme is 1TEAM Delivering WOW! But,
what does that mean? Simply put, we want to ﬂ awlessly
execute our plans for the new year with the hope
that our customers will think, and maybe even say,
“WOW!” after they’ve shopped at one of our stores
or after one of our Commercial drivers delivers their
order. We know this is a daunting task. With 5,000
plus stores and thousands of professional customers,
we succeed one customer at a time. In order to deliver
this kind of service, we are enhancing our training on
customer service including such novel concepts as
“just be nice”. Additionally, we will be implementing
additional technological enhancements to make our

Summary of 2012 results

Regarding 2012, we had many successes. We exceeded
$8.6 billion in annual sales, up 6.6% over ﬁ scal year
2011, and we delivered another year of exceptional
earnings per share growth, up 20.6% to $23.48. These
results were on top of some of our best ﬁ nancial years
in recent history. We also:

• Delivered strong same store sales results growing

manage our business in all types of economic climates.
Based on third party statistics, we continued to gain
share across both our Retail and Commercial customer
segments. Also, our internal surveys of customer
satisfaction continue to tell us that we’re doing well. We
promise to not rest on our 2012 accomplishments. We
will continue to strive to improve our offerings in 2013.

3.9% versus last year’s 6.3% and ﬁ scal

2010’s 5.4%
• Continued to grow our domestic Retail and

Commercial businesses while continuing to gain
market share in both sectors*

• Opened our 5,000th store in Alaska, allowing us to

enter our 49th U.S. state

• Opened our 3,000th Commercial program and

opened 394 net new programs in 2012. We now
have the Commercial program in approximately
65% of our domestic stores and we see ample
opportunity to open additional programs

• Opened our 300th store in Mexico
• Launched ALLDATA Repair for Europe
• Continued to leverage the Internet across the

enterprise for business-to-consumer and business-
to-business customers

• Continued to enhance our Hub Store network

including completing 40 Hub projects

• Grew Operating Proﬁ t dollars 9% on top of 13%

growth in 2011

• Grew Return On Invested Capital (ROIC) to a record
33.0%, up from 31.3% last ﬁ scal year, and 27.6%
in ﬁ scal 2010

• Generated our third consecutive year of $1 billion
plus Operating Cash Flow while buying back stock
valued at roughly 10% of the market capitalization
of the company at the beginning of the ﬁ scal year

These industry-leading results were again driven by
our AutoZoners’ continued dedication to delivering
trustworthy advice and exceptional customer service.
Their dedication and passion for our culture of putting
our customers ﬁ rst is directly responsible for these
milestones.

Our results this past year were in spite of our industry
showing signs of softening sales. While we understand
every industry goes through cycles of growth and
contraction, we believe we are well positioned to

*Automotive Aftermarket Factbook 2013

Why we are looking forward to 2013?

U.S. Retail

As the country’s largest retailer of automotive
aftermarket products, we look forward to the year
ahead. With over 4,600 stores across the United States,
our U.S. Retail initiatives continue to be more about
evolution than revolution. As the economy continued
to be challenged in 2012, we focused on the following
retail initiatives: (1) Great People Providing Great
Service; (2) Leveraging the Internet; and (3) Hub Store
improvements. Said in a different way, we remained
focused on improving customer service and reﬁ ning our
inventory deployment efforts. We believe the initiatives
we put in place with these key priorities were effective
and contributed to our success.

We continued to invest time and resources in training
our store-level AutoZoners this past year. We also
focused on increasing our product availability in the
local markets by using our Hub Stores more efﬁ ciently
and effectively. While our average store carries over
21,000 unique SKUs, our Hubs carry more than double
that amount. Hub Stores function as distribution centers,
delivering multiple times daily to a select group of
surrounding stores while still servicing customers as a
regular store. This past year, we completed forty Hub
projects relating to our previously existing 144 total Hub
Stores while opening ﬁ ve incremental Hubs – ﬁ nishing
the year with 149 locations. We expect to continue to
modify a similar number of Hub Stores in 2013. The
goal of this initiative is to place more inventory in the
local market while pulling slower-turning inventory
from surrounding stores. By utilizing this network of “in
market” distribution nodes, we were able to add millions
of dollars in new parts. These parts additions noticeably
added to our Retail and Commercial sales this past year.

Additionally, last year we continued to invest in our website
and fulﬁ llment capabilities in order to grow sales via the
web. While the Internet remains a very small direct-to-
customer selling tool for us, our Internet sales are growing.
We have historically viewed the Internet primarily as a tool for
customers to complete research before ultimately completing
their purchases in store. However, we believe it will become a
larger direct sales vehicle in the future, and we will continue
to invest extensively to improve our websites in order to grow
sales.

U.S. Commercial

Finishing with nearly $1.3 billion in sales in ﬁ scal 2012, up
20% for the year, we continue to be excited by our growth
opportunities in Commercial. With just 65% of our domestic
stores having a Commercial program, we see opportunities
in 2013 to expand both program count and existing program
volumes. From industry data, we are currently a top ten
Commercial seller in the U.S., and climbing. Our focus
remains on developing and delivering a differentiated value
proposition to our customers. Our late model parts coverage
additions and Hub Store expansions have continued to
improve our overall value proposition. This past year we
continued to add sales staff, which reinforces our belief that
more intense personal focus on existing account management
will drive continued results. With annual Commercial industry
sales estimated at north of $55 billion*, our relatively small,
approximately 2.4%, market share signals to us that we have
tremendous opportunities for growth in this sector for the
foreseeable future.

International

For the last decade we’ve been describing our international
growth as simply, Mexico. This year marks our announced
expansion into Brazil, and with it, our rededication to our
international efforts. In 2012, we continued with our expansion
efforts in Mexico, adding 42 new stores and ﬁ nishing with
321 total stores across all 31 Mexican states and the
Federal District. Mexico’s business model is not without
challenges, from the security situation, to a complex real
estate environment, but we continue to see opportunities to
grow at a double digit square footage growth rate. Our team in
Mexico has focused tirelessly on providing great service and a
compelling value proposition to our Mexican customers. As we
continue to grow our in-country product purchases, we have

*Automotive Aftermarket Factbook 2013

been successful thus far at managing our exchange rate
risks associated with the ﬂ uctuating Mexican Peso. We
are comfortable with our growth strategy in Mexico, and
expect to grow our square footage at a faster clip in
Mexico than in the U.S. for several years to come. We
remain committed to growing this business prudently
and proﬁ tably as we continue with our store expansion
plans.

Regarding Brazil, we announced this past ﬁ scal year
that we would be opening a store in Brazil in the fall.
I am pleased to say we’re ofﬁ cially open for business
in Brazil, as just a few weeks ago we opened our ﬁ rst
store. We believe Brazil can be as big, if not bigger, of
a market for us than Mexico. However, we remain in
the test phase when it comes to Brazil. Once we have
proven that our model works well in a small group of
stores, we will then make a decision on our long-term
expansion plans. We expect this will take signiﬁ cant time
to test, and we don’t expect Brazil to have a meaningful
impact on ﬁ nancial results for a quite some time, but
we believe it will provide us with an additional growth
vehicle in the future in a sizable and expanding market.

ALLDATA

With over 80,000 repair facilities subscribing to
ALLDATA today, our automotive diagnostic and collision
software products are setting the pace for the industry.
ALLDATA was created by the experts, for experts. We
are the leading provider of OEM service and repair
information to the professional automotive service and
collision industries. Our suite of products also includes
ALLDATA Manage, a technologically advanced shop
management system, along with ALLDATA Market, a
way for shops to communicate with their customers
via mobile and desktop devices. We continue to be
excited about our growth opportunities in ﬁ scal 2013,
as we feel we can increase our subscription penetration
rates in all aspects of our business. And, as we
recently announced, we will be expanding our ALLDATA
offerings into the European market over the next year.
As ALLDATA has been a wonderful business over the
last 16 years for AutoZone, we believe ALLDATA will
continue to be a growth vehicle for the company for
many years to come.

Our Future

For ﬁ scal 2013, our key priorities will be: (1) Great
People Providing Great Service; (2) Proﬁ tably growing
the Commercial business; (3) Leveraging the Internet;
(4) Hub relocations and expansions; as well as (5)
Leverage information technology to improve the
customer experience and optimize efﬁ ciency.

While our objectives these past few years have
represented a continuation of previous year themes, the
thought behind these choices remains deliberate. When
determining the next year’s key priorities, we spend
signiﬁ cant time assessing how to balance innovation,
speed, and degrees of risk. We extensively analyze
data and vet differing strategies before we jump to
conclusions. We challenge ourselves to consider and
quantify the downside risks of our decisions, and we
are conservative with our outcome expectations. We
say “no” to hundreds of ideas every year so we can
focus on the most signiﬁ cant. The real challenge is
always determining the critical and customer-centric
initiatives to pursue. As we look to the future, the recent
slowdown in industry sales is not lost on us. We are
uncertain if the slowdown we experienced in our fourth
ﬁ scal quarter is temporary or an indication that the
industry is slowing somewhat. But, we do know we have
effectively managed this business through good times
and bad as evidenced by our 24 consecutive quarters of
double digit EPS growth. As we think about our model,
we grow new store square footage at an annual rate
of approximately four percent, and we are growing our
Commercial business at an accelerated rate. Therefore,
we look to routinely grow EBIT dollars in the low to mid-
single digit range or better in times of strength. And, we
leverage our historically strong cash ﬂ ows to repurchase
shares, enhancing our earnings per share into double
digits. This model has been quite successful for an
extended period of time. It goes without saying that our
management team will remain thoughtful on all strategic
decisions, as we understand it is our stockholders’
capital that is at risk.

I would also like to take a moment to thank Bill Crowley
and Bob Grusky, two of our board members, for their
service over the last four plus years. They are not
standing for re-election at our upcoming stockholders’
meeting. Both gentlemen have been invaluable
contributors to the development of our strategies and

have been material contributors to our overall success. We
wish them all the best in their future endeavors. Additionally,
I would also like to welcome Enderson Guimaraes to our
board. Enderson is currently the Chief Executive Ofﬁ cer of
PepsiCo Europe. He has an extensive background serving
various consumer brand companies across the globe.
Enderson brings terriﬁ c general management, marketing and
international experience to our board.

Lastly, I again want to thank our AutoZoners for delivering
a record year again in 2012. But, I would remind everyone
that in order to succeed in the future, we will have to work
even harder than we have in the past. Last year is behind
us. As 2012’s fourth quarter sales results were below our
expectations, we believe we will have to be at the top of
our game in the new ﬁ scal year. We are excited about our
opportunities and believe we can again deliver solid results.
However, it is never easy. We must remain committed to
meeting and exceeding our customers’ wants, needs and
desires. I would also like to thank our vendors for their
ongoing commitment to our collective success. Finally, I would
like to thank our stockholders for the conﬁ dence you have
shown in us by your decision to invest in our company. We
remain committed to managing your capital wisely, achieving
an appropriate return on all incremental capital projects
and returning excess cash ﬂ ow through an orderly share
repurchase program.

We have an incredible heritage of customer service. While
we have performed very well throughout our company’s
history, I continue to believe our best days lie ahead. Thank
you for staying “in the Zone” with us for these years, and we’ll
diligently work to continually improve.

We look forward to updating you on our continued success
well into the future.

Sincerely,

Bill Rhodes
Chairman, President and CEO
Customer Satisfaction

notice of annual meeting of stockholders
and proxy statement

AUTOZONE, INC.

NOTICE OF ANNUAL MEETING OF STOCKHOLDERS
DECEMBER 12, 2012

P
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What:

When:

Where:

Stockholders will vote
regarding:

Record Date:

Memphis, Tennessee
October 22, 2012

Annual Meeting of Stockholders

December 12, 2012, 8:30 a.m. Central Standard Time

J. R. Hyde III Store Support Center
123 South Front Street
Memphis, Tennessee

• Election of eight directors

• Ratification of the appointment of Ernst & Young LLP
as our independent registered public accounting firm
for the 2013 fiscal year

• Advisory vote on executive compensation

• The transaction of other business that may be properly

brought before the meeting

Stockholders of record as of October 15, 2012, may
vote at the meeting.

By order of the Board of Directors,

Harry L. Goldsmith
Secretary

We encourage you to vote by telephone or Internet, both of which are convenient,
cost-effective and reliable alternatives to returning your proxy card by mail.

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TABLE OF CONTENTS

The Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
About this Proxy Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Information about Voting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Corporate Governance Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Independence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Board Leadership Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Board Risk Oversight
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Corporate Governance Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Meetings and Attendance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Committees of the Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Audit Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Audit Committee Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compensation Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nominating and Corporate Governance Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Director Nomination Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Procedure for Communication with the Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compensation of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Security Ownership of Management and Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Security Ownership of Certain Beneficial Owners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Proposals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PROPOSAL 1 — Election of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nominees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PROPOSAL 2 — Ratification of Independent Registered Public Accounting Firm . . . . . . . . . . . . . . . . .
PROPOSAL 3 — Advisory Proposal on Executive Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Executive Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compensation Discussion and Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compensation Committee Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compensation Committee Interlocks and Insider Participation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Compensation Program Risk Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Summary Compensation Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Grants of Plan-Based Awards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Outstanding Equity Awards at Fiscal Year-End . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Option Exercises and Stock Vested . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Pension Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Nonqualified Deferred Compensation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Potential Payments upon Termination or Change in Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Related Party Transactions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Equity Compensation Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Section 16(a) Beneficial Ownership Reporting Compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Stockholder Proposals for 2013 Annual Meeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Annual Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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AutoZone, Inc.
123 South Front Street
Memphis, Tennessee 38103

Proxy Statement
for
Annual Meeting of Stockholders
December 12, 2012

The Meeting

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The Annual Meeting of Stockholders of AutoZone, Inc. will be held at AutoZone’s offices, the
J. R. Hyde III Store Support Center, 123 South Front Street, Memphis, Tennessee, at 8:30 a.m. CST on
December 12, 2012.

About this Proxy Statement

Our Board of Directors has sent you this Proxy Statement to solicit your vote at the Annual Meeting. This
Proxy Statement contains important information for you to consider when deciding how to vote on the matters
brought before the Meeting. Please read it carefully.

In this Proxy Statement:

• “AutoZone,” “we,” “us,” and “the Company” mean AutoZone, Inc.

• “Annual Meeting” or “Meeting” means the Annual Meeting of Stockholders to be held on December 12,
2012, at 8:30 a.m. CST at the J. R. Hyde III Store Support Center, 123 South Front Street, Memphis,
Tennessee.

• “Board” means the Board of Directors of AutoZone, Inc.

AutoZone will pay all expenses incurred in this proxy solicitation. We also may make additional

solicitations in person, by telephone, facsimile, e-mail, or other forms of communication. Brokers, banks, and
others who hold our stock for beneficial owners will be reimbursed by us for their expenses related to
forwarding our proxy materials to the beneficial owners.

This Proxy Statement is first being sent or given to security holders on or about October 22, 2012.

IMPORTANT NOTICE REGARDING THE AVAILABILITY OF PROXY MATERIALS FOR
THE STOCKHOLDER MEETING TO BE HELD ON DECEMBER 12, 2012. This Proxy Statement and
the annual report to security holders are available at www.autozoneinc.com.

Information about Voting

What matters will be voted on at the Annual Meeting?

At the Annual Meeting, stockholders will be asked to vote on the following proposals:

1. to elect eight directors;

2. to ratify the appointment of Ernst & Young LLP as our independent registered public accounting

firm for the 2013 fiscal year; and

3. to approve an advisory proposal on executive compensation.

Stockholders also will transact any other business that may be properly brought before the Meeting.

Who is entitled to vote at the Annual Meeting?

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The record date for the Annual Meeting is October 15, 2012. Only stockholders of record at the close of
business on that date are entitled to attend and vote at the Annual Meeting. The only class of stock that can be
voted at the Meeting is our common stock. Each share of common stock is entitled to one vote on all matters
that come before the Meeting. At the close of business on the record date, October 15, 2012, we had 36,931,946
shares of common stock outstanding.

How do I vote my shares?

You may vote your shares in person or by proxy:

By Proxy: You can vote by telephone, on the Internet or by mail. We encourage you to vote by
telephone or Internet, both of which are convenient, cost-effective, and reliable alternatives to returning
your proxy card by mail.

1. By Telephone: You may submit your voting instructions by telephone by following the

instructions printed on the enclosed proxy card. If you submit your voting instructions by telephone, you do
not have to mail in your proxy card.

2. On the Internet: You may vote on the Internet by following the instructions printed on the

enclosed proxy card. If you vote on the Internet, you do not have to mail in your proxy card.

3. By Mail:

If you properly complete and sign the enclosed proxy card and return it in the enclosed

envelope, it will be voted in accordance with your instructions. The enclosed envelope requires no
additional postage if mailed in the United States.

In Person: You may attend the Annual Meeting and vote in person. If you are a registered holder of
your shares (if you hold your stock in your own name), you need only attend the Meeting. However, if your
shares are held in an account by a broker, you will need to present a written consent from your broker
permitting you to vote the shares in person at the Annual Meeting.

What if I have shares in the AutoZone Employee Stock Purchase Plan?

If you have shares in an account under the AutoZone Employee Stock Purchase Plan, you have the right to

vote the shares in your account. To do this you must grant your proxy by telephone or over the Internet by
following the instructions on the proxy card or you must sign and timely return the proxy card you received with
this Proxy Statement.

How will my vote be counted?

Your vote for your shares will be cast as you indicate on your proxy card. If you sign your card without
indicating how you wish to vote, your shares will be voted FOR our nominees for director, FOR Ernst & Young
LLP as independent registered public accounting firm, FOR the advisory proposal on executive compensation,
and in the proxies’ discretion on any other matter that may properly be brought before the Meeting or any
adjournment of the Meeting.

The votes will be tabulated and certified by our transfer agent, Computershare. A representative of

Computershare will serve as the inspector of election.

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Can I change my vote after I submit my proxy?

Yes, you may revoke your proxy at any time before it is voted at the Meeting by:

• giving written notice to our Secretary that you have revoked the proxy, or

• providing a later-dated proxy.

Any written notice should be sent to the Secretary at 123 South Front Street, Dept. 8074, Memphis,

Tennessee 38103.

How many shares must be present to constitute a quorum for the Meeting?

Holders of a majority of the shares of the voting power of the Company’s stock must be present in person
or by proxy in order for a quorum to be present. If a quorum is not present at the scheduled time of the Annual
Meeting, we may adjourn the Meeting, without notice other than announcement at the Meeting, until a quorum
is present or represented. Any business which could have been transacted at the Meeting as originally scheduled
can be conducted at the adjourned meeting.

Are there any agreements with stockholders concerning the Annual Meeting?

There are no agreements with any stockholders concerning the Annual Meeting. The Company formerly

had an agreement with ESL Investments, Inc. and its affiliates (collectively, “ESL”), relating to ESL’s
appearance and voting at the meetings of the stockholders of the Company. Such agreement expired by its terms
on the date upon which the AutoZone common stock owned by ESL constituted less than 25% of the then-
outstanding shares of AutoZone common stock. ESL first filed an Amendment to Schedule 13D with the
Securities and Exchange Commission reporting beneficial ownership of less than 25% of AutoZone common
stock on November 4, 2011.

Corporate Governance Matters

Independence

How many independent directors does AutoZone have?

Our Board of Directors has determined that eight of our current ten directors are independent: William C.

Crowley, Sue E. Gove, Earl G. Graves, Jr., Robert R. Grusky, Enderson Guimaraes, W. Andrew McKenna,
George R. Mrkonic, Jr., and Luis P. Nieto, Jr. All of these directors meet the independence standards of our
Corporate Governance Principles and the New York Stock Exchange listing standards.

How does AutoZone determine whether a director is independent?

In accordance with AutoZone’s Corporate Governance Principles, a director is considered independent if

the director:

• has not been employed by AutoZone within the last five years;

• has not been employed by AutoZone’s independent auditor in the last five years;

• is not, and is not affiliated with a company that is, an adviser, or consultant to AutoZone or a member of

AutoZone’s senior management;

• is not affiliated with a significant customer or supplier of AutoZone;

• has no personal services contract with AutoZone or with any member of AutoZone’s senior management;

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• is not affiliated with a not-for-profit entity that receives significant contributions from AutoZone;

• within the last three years, has not had any business relationship with AutoZone for which AutoZone has
been or will be required to make disclosure under Rule 404(a) or (b) of Regulation S-K of the Securities
and Exchange Commission as currently in effect;

• receives no compensation from AutoZone other than compensation as a director;

• is not employed by a public company at which an executive officer of AutoZone serves as a director;

• has not had any of the relationships described above with any affiliate of AutoZone; and

• is not a member of the immediate family of any person with any relationships described above.

The term “affiliate” as used above is defined as any parent or subsidiary entity included in AutoZone’s

consolidated group for financial reporting purposes.

In determining whether any business or charity affiliated with one of our directors did a significant amount

of business with AutoZone, our Board has established that any payments from either party to the other
exceeding 1% of either party’s revenues would disqualify a director from being independent.

In determining the independence of our directors, the Board considers relationships involving directors and
their immediate family members that are relevant under applicable laws and regulations, the listing standards of
the New York Stock Exchange, and the standards contained in our Corporate Governance Principles (listed
above). The Board relies on information from Company records and questionnaires completed annually by each
director.

As part of its most recent independence determinations, the Board noted that AutoZone does not have, and
did not have during fiscal 2012, significant commercial relationships with companies at which Board members
served as officers or directors, or in which Board members or their immediate family members held an
aggregate of 10% or more direct or indirect interest.

The Board also reviewed donations made by the Company to not-for-profit organizations with which Board

members or their immediate family members were affiliated by membership or service or as directors or
trustees.

Based on its review of the above matters, the Board determined that none of Messrs. Crowley, Graves,

Grusky, Guimaraes, McKenna, Mrkonic, or Nieto or Ms. Gove has a material relationship with the Company
and that all of them are independent within the meaning of the AutoZone Corporate Governance Principles and
applicable law and listing standards. The Board also determined that Mr. Rhodes is not independent since he is
an employee of the Company and Messrs. Hyde and Rhodes are not independent because they serve on the
boards of not-for-profit organizations which receive more than one percent (1%) of their revenues from the
Company.

Board Leadership Structure

Our Board believes that having a combined Chairman/CEO, independent members and chairs for each of

our Board committees and a Lead Director currently provides the best board leadership structure for AutoZone.
This structure, together with our other corporate governance practices, provides strong independent oversight of
management while ensuring clear strategic alignment throughout the Company. Our Lead Director is a
non-employee director who is elected by the Board. Earl G. Graves, Jr., a director since 2002, currently serves as
our Lead Director.

Our Lead Director:

• Chairs Board meetings when the Chairman is not present, including presiding at all executive sessions of

the Board (without management present) at every regularly scheduled Board meeting;

• Works with management to determine the information and materials provided to Board members;

• Approves Board meeting agendas, schedules and other information provided to the Board;

• Consults with the Chairman on such other matters as are pertinent to the Board and the Company;

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• Has the authority to call meetings of the independent directors;

• Is available for direct communication and consultation with major shareholders upon request; and

• Serves as liaison between the Chairman and the independent directors.

Board Risk Oversight

Oversight of risk management is a responsibility of the Board of Directors and is an integral part of the
Board’s oversight of AutoZone’s business. AutoZone’s management takes a variety of calculated risks in order
to enhance Company performance and shareholder value. The primary responsibility for the identification,
assessment and management of the various risks resides with AutoZone’s management. The Board of Directors
is primarily responsible for ensuring that management has established and adequately resourced processes for
identifying and preparing the Company to manage risks effectively. Additionally, the Board reviews the
Company’s principal strategic and operating risks as part of its regular discussion and consideration of
AutoZone’s strategy and operating results. The Board also reviews periodically with the General Counsel legal
matters that may have a material adverse impact on the Company’s financial statements, the Company’s
compliance with laws and any material reports received from regulatory agencies.

The Audit Committee is involved in the Board’s oversight of risk management. At each of its regular
meetings, the Audit Committee reviews the Company’s major financial exposures and the steps management has
taken to identify, assess, monitor, control, remediate and report such exposures. The Audit Committee, along
with management, also evaluates the effectiveness of the risk avoidance and mitigation processes in place. Such
risk-related information is then summarized, reported and discussed at each quarterly Board of Directors
meeting.

To assist with risk management and oversight, AutoZone has adopted the concept of enterprise risk
management (“ERM”) using the framework issued in 2004 by the Committee of Sponsoring Organizations of
the Treadway Commission. The Company’s Vice President of Internal Audit, who reports directly to the Audit
Committee, has been charged with leading the Company’s ERM processes with the assistance of Company
management. The Vice President of Internal Audit presents to the Audit Committee a comprehensive review of
the Company’s ERM processes annually. This presentation includes an overview of all significant risks that
have been identified and assessed and the strategies developed by management for managing such risks. The
Vice President of Internal Audit leads open discussions with the Audit Committee members to analyze the
significance of the risks identified and to verify that the list is all-inclusive. Company management is also
involved in these discussions to ensure that the Board gains a full understanding of the risks and the strategies
that management has implemented to manage the risks.

Other Board committees also consider significant risks within their areas of responsibility. The

Compensation Committee considers risk in connection with the design of AutoZone’s compensation programs.
The Nominating and Corporate Governance Committee oversees risks related to the Company’s governance
policies and practices.

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Corporate Governance Documents

Our Board of Directors has adopted Corporate Governance Principles; charters for its Audit,

Compensation, and Nominating & Corporate Governance Committees; a Code of Business Conduct & Ethics
for directors, officers and employees of AutoZone; and a Code of Ethical Conduct for Financial Executives.
Each of these documents is available on our corporate website at www.autozoneinc.com and is also available,
free of charge, in print to any stockholder who requests it.

Meetings and Attendance

How many times did AutoZone’s Board of Directors meet during the last fiscal year?

During the 2012 fiscal year, the Board of Directors held four meetings.

Did any of AutoZone’s directors attend fewer than 75% of the meetings of the Board and their assigned
committees?

All of our directors attended at least 75% of the meetings of the Board and their assigned committees

during the fiscal year. Mr. Guimaraes was elected after the completion of the fiscal year.

What is AutoZone’s policy with respect to directors’ attendance at the Annual Meeting?

As a general matter, all directors are expected to attend our Annual Meetings. At our 2011 Annual Meeting,

all directors, other than Theodore W. Ullyot who was not standing for re-election, were present.

Do AutoZone’s non-management directors meet regularly in executive session?

The non-management members of our Board regularly meet in executive sessions in conjunction with each

regularly scheduled Board meeting. Our Lead Director, Mr. Graves, presides at these sessions.

Committees of the Board

What are the standing committees of AutoZone’s Board of Directors?

AutoZone’s Board has three standing committees: Audit Committee, Compensation Committee, and

Nominating and Corporate Governance Committee, each consisting only of independent directors.

Audit Committee

What is the function of the Audit Committee?

The Audit Committee is responsible for:

• the integrity of the Company’s financial statements,

• the independent auditor’s qualification, independence and performance,

• the performance of the Company’s internal audit function, and

• the Company’s compliance with legal and regulatory requirements.

The Audit Committee performs its duties by:

• evaluating, appointing or dismissing, determining compensation for, and overseeing the work of the

independent public accounting firm employed to conduct the annual audit, which reports to the Audit
Committee;

• pre-approving all audit and permitted non-audit services performed by the independent auditor,

considering issues of auditor independence;

• conducting periodic reviews with Company officers, management, independent auditors, and the internal

audit function;

• reviewing and discussing with management and the independent auditor the Company’s annual audited

financial statements, quarterly financial statements, internal controls report and the independent auditor’s
attestation thereof, and other matters related to the Company’s financial statements and disclosures;

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• overseeing the Company’s internal audit function;

• reporting periodically to the Board and making appropriate recommendations; and

• preparing the report of the Audit Committee required to be included in the annual proxy statement.

Who are the members of the Audit Committee?

The Audit Committee consists of Ms. Gove, Mr. McKenna (Chair), Mr. Mrkonic, and Mr. Nieto.

Are all of the members of the Audit Committee independent?

Yes, the Audit Committee consists entirely of independent directors under the standards of AutoZone’s

Corporate Governance Principles and the listing standards of the New York Stock Exchange.

Does the Audit Committee have an Audit Committee Financial Expert?

The Board has determined that Ms. Gove, Mr. McKenna, Mr. Mrkonic and Mr. Nieto each meet the

qualifications of an audit committee financial expert as defined by the Securities and Exchange Commission. All
members of the Audit Committee meet the New York Stock Exchange definition of financial literacy.

How many times did the Audit Committee meet during the last fiscal year?

During the 2012 fiscal year, the Audit Committee held eight meetings.

Where can I find the charter of the Audit Committee?

The Audit Committee’s charter is available on our corporate website at www.autozoneinc.com and is also

available, free of charge, in print to any stockholder who requests it.

Audit Committee Report

The Audit Committee of AutoZone, Inc. has reviewed and discussed AutoZone’s audited financial
statements for the year ended August 25, 2012, with AutoZone’s management. In addition, we have discussed
with Ernst & Young LLP, AutoZone’s independent registered public accounting firm, the matters required to be
discussed by Statement on Auditing Standards No. 61, Communications with Audit Committees, as amended and
as adopted by the Public Company Accounting Oversight Board (“PCAOB”) in Rule 3200T, the Sarbanes-Oxley
Act of 2002, and the charter of the Committee.

The Committee also has received the written disclosures and the letter from Ernst & Young LLP required
by the applicable requirements of the PCAOB regarding the firm’s communications with the Audit Committee
concerning independence, and we have discussed with Ernst & Young LLP their independence from the
Company and its management. The Committee has discussed with AutoZone’s management and the auditing
firm such other matters and received such assurances from them as we deemed appropriate.

As a result of our review and discussions, we have recommended to the Board of Directors the inclusion of

AutoZone’s audited financial statements in the annual report for the fiscal year ended August 25, 2012, on
Form 10-K for filing with the Securities and Exchange Commission.

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While the Audit Committee has the responsibilities and powers set forth in its charter, the Audit Committee

does not have the duty to plan or conduct audits or to determine that AutoZone’s financial statements are
complete, accurate, or in accordance with generally accepted accounting principles; AutoZone’s management
and the independent auditor have this responsibility. Nor does the Audit Committee have the duty to assure
compliance with laws and regulations and the policies of the Board of Directors.

W. Andrew McKenna (Chair)
Sue E. Gove
George R. Mrkonic, Jr.
Luis P. Nieto

The above Audit Committee Report does not constitute soliciting material and should not be deemed filed
or incorporated by reference into any other Company filing under the Securities Act of 1933 or the Securities
Exchange Act of 1934, except to the extent the Company specifically incorporates this Report by reference
therein.

Compensation Committee

What is the function of the Compensation Committee?

The Compensation Committee has the authority, based on its charter and the AutoZone Corporate

Governance Principles, to:

• review and approve AutoZone’s compensation objectives;

• review and approve the compensation programs, plans and awards for executive officers, including

recommending equity-based plans for stockholder approval;

• act as administrator as may be required by AutoZone’s short- and long-term incentive plans and stock or

stock-based plans; and

• review the compensation of AutoZone’s non-employee directors from time to time and recommend to the

full Board any changes that the Compensation Committee deems necessary.

The Compensation Committee may appoint subcommittees from time to time with such responsibilities as

it may deem appropriate; however, the committee may not delegate its authority to any other persons.

AutoZone’s processes and procedures for the consideration and determination of executive compensation,

including the role of the Compensation Committee and compensation consultants, are described in the
“Compensation Discussion and Analysis” on page 19.

Who are the members of the Compensation Committee?

The Compensation Committee consists of Mr. Graves (Chair), Mr. Grusky, and Mr. Mrkonic, all of whom

are independent directors under the standards of AutoZone’s Corporate Governance Principles and the listing
standards of the New York Stock Exchange.

How many times did the Compensation Committee meet during the last fiscal year?

During the 2012 fiscal year, the Compensation Committee held three meetings.

Where can I find the charter of the Compensation Committee?

The Compensation Committee’s charter is available on our corporate website at www.autozoneinc.com and

is also available, free of charge, in print to any stockholder who requests it.

Nominating and Corporate Governance Committee

What is the function of the Nominating and Corporate Governance Committee?

The Nominating and Corporate Governance Committee ensures that:

• qualified candidates are presented to the Board of Directors for election as directors;

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• the Board of Directors has adopted appropriate corporate governance principles that best serve the

practices and objectives of the Board of Directors; and

• AutoZone’s Articles of Incorporation and Bylaws are structured to best serve the interests of the

stockholders.

Who are the members of the Nominating and Corporate Governance Committee?

The Nominating and Corporate Governance Committee consists of Mr. Crowley, Ms. Gove (Chair), and

Mr. Nieto, all of whom are independent directors under the standards of AutoZone’s Corporate Governance
Principles and the listing standards of the New York Stock Exchange.

How many times did the Nominating and Corporate Governance Committee meet during the last fiscal
year?

During the 2012 fiscal year, the Nominating and Corporate Governance Committee held four meetings.

Where can I find the charter of the Nominating and Corporate Governance Committee?

The Nominating and Corporate Governance Committee’s charter is available on our corporate website at

www.autozoneinc.com and is also available, free of charge, in print to any stockholder who requests it.

Director Nomination Process

What is the Nominating and Corporate Governance Committee’s policy regarding consideration of director
candidates recommended by stockholders? How do stockholders submit such recommendations?

The Nominating and Corporate Governance Committee’s policy is to consider director candidate

recommendations from stockholders if they are submitted in writing to AutoZone’s Secretary in accordance with
the procedure set forth in Article III, Section 1 of AutoZone’s Fifth Amended and Restated Bylaws (“Bylaws”),
including biographical and business experience information regarding the nominee and other information
required by said Article III, Section 1. Copies of the Bylaws will be provided upon written request to
AutoZone’s Secretary and are also available on AutoZone’s corporate website at www.autozoneinc.com.

What qualifications must a nominee have in order to be recommended by the Nominating and Corporate
Governance Committee for a position on the Board?

The Board believes each individual director should possess certain personal characteristics, and that the

Board as a whole should possess certain core competencies. Such personal characteristics are integrity and
accountability, informed judgment, financial literacy, mature confidence, high performance standards, and
passion. They should also have demonstrated the confidence to be truly independent, as well as be business
savvy, have an owner orientation and have a genuine interest in AutoZone. Core competencies of the Board as a
whole are accounting and finance, business judgment, management expertise, crisis response, industry

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knowledge, international markets, strategy and vision. These characteristics and competencies are set forth in
more detail in AutoZone’s Corporate Governance Principles, which are available on AutoZone’s corporate
website at www.autozoneinc.com.

How does the Nominating and Corporate Governance Committee identify and evaluate nominees for
director?

Prior to each annual meeting of stockholders at which directors are to be elected, the Nominating and
Corporate Governance Committee considers incumbent directors and other qualified individuals, if necessary, as
potential director nominees. In evaluating a potential nominee, the Nominating and Corporate Governance
Committee considers the personal characteristics described above, and also reviews the composition of the full
Board to determine the areas of expertise and core competencies needed to enhance the function of the Board.
The Nominating and Corporate Governance Committee may also consider other factors such as the size of the
Board, whether a candidate is independent, how many other public company directorships a candidate holds, and
the listing standards requirements of the New York Stock Exchange.

The Nominating and Corporate Governance Committee recognizes the importance of selecting directors

from various backgrounds and professions in order to ensure that the Board as a whole has a variety of
experiences and perspectives which contribute to a more effective decision-making process. The Board does not
have a specific diversity policy, but considers diversity of race, ethnicity, gender, age, cultural background and
professional experiences in evaluating candidates for Board membership.

The Nominating and Corporate Governance Committee uses a variety of methods for identifying potential

nominees for director. Candidates may come to the attention of the Nominating and Corporate Governance
Committee through current Board members, stockholders or other persons. The Nominating and Corporate
Governance Committee may retain a search firm or other consulting firm from time to time to identify potential
nominees. Mr. Guimaraes was recommended for consideration by the Committee by a third-party search firm.
Nominees recommended by stockholders in accordance with the procedure described above, i.e., submitted in
writing to AutoZone’s Secretary, accompanied by the biographical and business experience information
regarding the nominee and the other information required by Article III, Section 1 of the Bylaws, will receive
the same consideration as the Nominating and Corporate Governance Committee’s other potential nominees.

Procedure for Communication with the Board of Directors

How can stockholders and other interested parties communicate with the Board of Directors?

Stockholders and other interested parties may communicate with the Board of Directors by writing to the
Board, to any individual director or to the non-management directors as a group c/o Secretary, AutoZone, Inc.,
123 South Front Street, Dept. 8074, Memphis, Tennessee 38103. All such communications will be forwarded
unopened to the addressee. Communications addressed to the Board of Directors or to the non-management
directors as a group will be forwarded to the Chair of the Nominating and Corporate Governance Committee,
and communications addressed to a committee of the Board will be forwarded to the chair of that committee.

Compensation of Directors

Director Compensation Table

This table shows the compensation paid to our non-employee directors during the 2012 fiscal year. No
amounts were paid to our non-employee directors during the 2012 fiscal year that would be classified as “Fees
Earned or Paid in Cash,” “Option Awards,” “Non-Equity Incentive Plan Compensation,” “Changes in Pension
Value and Nonqualified Deferred Compensation Earnings” or “All Other Compensation,” so these columns have
been omitted from the table.

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Name(1)

William C. Crowley . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sue E. Gove . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earl G. Graves, Jr.
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Robert R. Grusky . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
J.R. Hyde, III . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
W. Andrew McKenna . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
George R. Mrkonic, Jr. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Luis Nieto . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Theodore W. Ullyot . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Stock
Awards
($)
(2)

199,928
209,932
224,937
199,928
199,928
219,969
204,964
204,964
49,985

Total
($)
(3)

199,928
209,932
224,937
199,928
199,928
219,969
204,964
204,964
49,985

(1) William C. Rhodes, III, our Chairman, President and Chief Executive Officer, serves on the Board but does

not receive any compensation for his service as a director. His compensation as an employee of the
Company is shown in the Summary Compensation Table on page 32. Theodore W. Ullyot did not stand for
re-election to the Board at the 2011 Annual Meeting. Enderson Guimaraes was not elected until October 17,
2012.

(2) Under the 2011 Equity Plan, as defined on page 12, which became effective January 1, 2011, non-employee

directors receive 100% of their fees in restricted units with value equivalent to the value of shares of
AutoZone Common Stock (“Restricted Stock Units”). The “Stock Awards” column represents the aggregate
grant date fair value computed in accordance with FASB ASC Topic 718 for awards of Restricted Stock
Units under the 2011 Equity Plan during fiscal 2012. See Note B, Share-Based Payments, to our
consolidated financial statements in our 2012 Annual Report for a discussion of our accounting for share-
based awards and the assumptions used. The aggregate number of outstanding awards of common stock
under the AutoZone, Inc. 2003 Director Compensation Plan (“Stock Units”) and Restricted Stock Units held
by each director at the end of fiscal 2012 are shown in the following footnote 3. See “Security Ownership of
Management and Board of Directors” on page 13 for more information about our directors’ stock ownership.

(3) As of August 25, 2012, each current non-employee director had the following aggregate number of

outstanding Stock Units, Restricted Stock Units and stock options:

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Director

William C. Crowley . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Sue E. Gove . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Earl G. Graves, Jr.
Robert R. Grusky . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Enderson Guimaraes** . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
J.R. Hyde, III
W. Andrew McKenna . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
George R. Mrkonic, Jr. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Luis P. Nieto . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

* Includes vested and unvested stock options.

**Enderson Guimaraes was not elected until October 17, 2012.

Stock
Units
(#)

—
280
3,417
251
—
7,505
4,247
1,405
1,136

Restricted
Stock
Units
(#)

1,113
1,169
1,252
1,113
—
1,113
1,224
1,141
1,141

Stock
Options*
(#)

9,526
14,215
17,000
7,526
—
24,000
24,000
3,000
5,412

Narrative Accompanying Director Compensation Table

AutoZone’s current director compensation program became effective January 1, 2011.

Annual Retainer Fees. Non-employee directors receive an annual retainer fee of $200,000 (the “Annual
Retainer”). The lead director and the chair of the Audit Committee each receive an additional fee of $20,000
annually, the chairs of the Compensation Committee and the Nominating and Corporate Governance Committee
each receive an additional fee of $5,000 per year, and the non-chair members of the Audit Committee each
receive an additional fee of $5,000 per year (such fees, together with the Annual Retainer, the “Retainer”). There
are no meeting fees.

Under the AutoZone, Inc. 2011 Equity Incentive Award Plan (the “2011 Equity Plan”), which replaced the

2003 Director Compensation Plan and the 2003 Director Stock Option Plan (each as defined below), a
non-employee director receives the Retainer in Restricted Stock Units, which are contractual rights to receive in
the future a share of AutoZone common stock. Restricted Stock Units become fully vested on the date they are
issued and will become unrestricted as of the date that a non-employee director ceases to be a director of the
Company (the “Payment Date”). Restricted Stock Units are paid in shares of AutoZone common stock as soon
as practicable after the Payment Date, to be no later than the fifteenth day of the third month following the end
of the tax year in which such Payment Date occurs, unless the director has elected to defer receipt.

The Retainer is payable in advance in equal quarterly installments on January 1, April 1, July 1, and

October 1 of each year. The number of Restricted Stock Units granted each quarter is determined by dividing the
amount of the Retainer by the fair market value of the shares as of the grant date.

If a non-employee director is elected to the Board after the beginning of a calendar quarter, he or she
receives a prorated Retainer based on the number of days remaining in the calendar quarter in which the date of
the Board election occurs.

Predecessor Plans

The AutoZone, Inc. Second Amended and Restated Director Compensation Plan and the AutoZone, Inc.
Fourth Amended and Restated 1998 Director Stock Option Plan were terminated in December 2002 and were
replaced by the AutoZone, Inc. First Amended and Restated 2003 Director Compensation Plan (the “2003
Director Compensation Plan”) and the AutoZone, Inc. First Amended and Restated 2003 Director Stock Option

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Plan (the “2003 Director Stock Option Plan”). The 2003 Director Compensation Plan and the 2003 Director
Stock Option Plan were terminated in December 2010 and replaced by the 2011 Equity Plan. However, grants
made under those plans continue in effect under the terms of the grant made and are included in the aggregate
awards outstanding shown above.

Stock Ownership Requirement

The Board has established a stock ownership requirement for non-employee directors. Within three years of
joining the Board, each director must personally invest at least $150,000 in AutoZone stock. Shares, Stock Units
and Restricted Stock Units issued under the AutoZone, Inc. Second Amended and Restated Director
Compensation Plan, the 2003 Director Compensation Plan and the 2011 Equity Plan count toward this
requirement.

Security Ownership of Management and Board of Directors

OTHER INFORMATION

This table shows the beneficial ownership of common stock by each director, the Principal Executive
Officer, the Principal Financial Officer and the other three most highly compensated executive officers, and all
current directors and executive officers as a group. Unless stated otherwise in the notes to the table, each person
named below has sole authority to vote and invest the shares shown.

Beneficial Ownership as of
October 15, 2012

Deferred
Stock

Name of Beneficial Owner

Units(1) Options(2)

William C. Crowley . . . . . . . . . . . . . . . . .
Sue E. Gove . . . . . . . . . . . . . . . . . . . . . . .
Earl G. Graves, Jr.
. . . . . . . . . . . . . . . . . .
Robert R. Grusky . . . . . . . . . . . . . . . . . . .
Enderson Guimaraes . . . . . . . . . . . . . . . . .
J. R. Hyde, III(4)
W. Andrew McKenna . . . . . . . . . . . . . . . .
George R. Mrkonic, Jr. . . . . . . . . . . . . . . .
Luis P. Nieto . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . .
William C. Rhodes, III(5)
William T. Giles . . . . . . . . . . . . . . . . . . . .
Ronald B. Griffin . . . . . . . . . . . . . . . . . . .
Harry L. Goldsmith(6) . . . . . . . . . . . . . . .
Larry M. Roesel . . . . . . . . . . . . . . . . . . . .
All current directors and executive

4,499
58
0
0
0
. . . . . . . . . . . . . . . . . . . 304,510
3,971
2,557
0
18,574
1,974
0
21,542
464

0
280
3,417
251
0
7,505
4,247
1,405
1,136

0
11,215
9,000
1,300
0
21,000
15,000
0
2,412
0 200,850
0 108,575
0
0
63,125
0
28,100
0

Restricted
Stock
Units(3)

1,248
1,311
1,404
1,248
0
1,248
1,373
1,280
1,280
0
0
0
0
0

Total

5,747
12,864
13,821
2,799
0
334,263
24,591
5,242
4,828
219,424
110,549
0
84,667
28,564

Ownership
Percentage

*
*
*
*
*
*
*
*
*
*
*
*
*
*

officers as a group (20 persons) . . . . . . 377,021 18,241 644,502

10,392 1,050,156

2.8%

* Less than 1%.

(1) Includes shares that may be acquired immediately upon termination as a director by conversion of Stock

Units.

(2) Includes shares that may be acquired upon exercise of stock options either immediately or within 60 days of

October 15, 2012.

(3) Includes Restricted Stock Units that may be acquired within sixty (60) days of termination of service as a

director.

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(4) Includes 66,500 shares held by a charitable foundation for which Mr. Hyde is an officer and a director and

for which he shares investment and voting power. Does not include 2,000 shares owned by Mr. Hyde’s wife.

(5) Includes 1,438 shares held as custodian for Mr. Rhodes’s children.

(6) Includes 1,200 shares held by trusts for which Mr. Goldsmith is a co-trustee and beneficiary and 200 shares

held by trusts for Mr. Goldsmith’s daughters.

Security Ownership of Certain Beneficial Owners

The following entities are known by us to own more than five percent of our outstanding common stock:

Name and Address
of Beneficial Owner

Ownership
Percentage

FMR LLC(1) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2,938,684

8.0%

82 Devonshire Street
Boston, MA 02109

(1) The source of this information is the Form 13F filed by FMR LLC on August 14, 2012 for the quarter

ending June 30, 2012. The ownership percentage is calculated based on the number of shares of AutoZone
common stock outstanding as of October 15, 2012.

PROPOSAL 1 — Election of Directors

THE PROPOSALS

Eight directors will be elected at the Annual Meeting to serve until the annual meeting of stockholders in
2013. Pursuant to AutoZone’s Fifth Amended and Restated Bylaws, in an uncontested election of directors, a
nominee for director is elected to the Board if the number of votes cast for such nominee’s election exceed the
number of votes cast against such nominee’s election. (If the number of nominees were to exceed the number of
directors to be elected, i.e., a contested election, directors would be elected by a plurality of the votes cast at the
Annual Meeting.) Pursuant to AutoZone’s Corporate Governance Principles, incumbent directors must agree to
tender their resignation if they fail to receive the required number of votes for re-election, and in such event the
Board will act within 90 days following certification of the shareholder vote to determine whether to accept the
director’s resignation. These procedures are described in more detail in our Corporate Governance Principles,
which are available on our corporate website at www.autozoneinc.com. The Board may consider any factors it
deems relevant in deciding whether to accept a director’s resignation. If a director’s resignation offer is not
accepted by the Board, that director will continue to serve until AutoZone’s next annual meeting of stockholders
or until his or her successor is duly elected and qualified, or until the director’s earlier death, resignation, or
removal.

Any director nominee who is not an incumbent director and who does not receive a majority vote in an
uncontested election will not be elected as a director, and a vacancy will be left on the Board. The Board, in its
sole discretion, may either fill a vacancy resulting from a director nominee not receiving a majority vote
pursuant to the Bylaws or decrease the size of the Board to eliminate the vacancy.

Broker non-votes occur when shares held by a brokerage firm are not voted with respect to a proposal
because the firm has not received voting instructions from the beneficial owner of the shares and the firm does
not have the authority to vote the shares in its discretion. Shares abstaining from voting and shares as to which a
broker non-vote occurs are considered present for purposes of determining whether a quorum exists, but are not
considered votes cast or shares entitled to vote with respect to such matter. Accordingly, abstentions and broker
non-votes will have no effect on the outcome of Proposal 1.

The Board of Directors recommends that the stockholders vote FOR each of these nominees. These
nominees have consented to serve if elected. Should any nominee be unavailable to serve, your proxy will be

voted for the substitute nominee recommended by the Board of Directors, or the Board of Directors may reduce
the number of directors on the Board.

With the exception of Enderson Guimaraes, each of the nominees named below was elected a director at

the 2011 annual meeting. William C. Crowley and Robert R. Grusky are not standing for re-election to the
Board.

Nominees

The nominees are:

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Sue E. Gove, 54, has been a director since 2005. She has been the President of Golfsmith International

Holdings, Inc. since February 2012 and Chief Operating Officer of Golfsmith International Holdings, Inc.
since September 2008. She was Executive Vice President from September 2008 through July 2012 and was
Chief Financial Officer from March 2009 through July 2012. Ms. Gove previously had been a self-
employed consultant since April 2006, serving clients in specialty retail and private equity. Ms. Gove was a
consultant for Prentice Capital Management, LP from April 2007 to March 2008. She was a consultant for
Alvarez and Marsal Business Consulting, L.L.C. from April 2006 to March 2007. She was Executive Vice
President and Chief Operating Officer of Zale Corporation from 2002 to March 2006 and a director of
Zale Corporation from 2004 to 2006. She was Executive Vice President, Chief Financial Officer of Zale
Corporation from 1998 to 2002 and remained in the position of Chief Financial Officer until 2003.

Experience, Skills and Qualifications: The Board believes Ms. Gove is qualified to serve as a
director of the Company based on her experience in executive retail operations and finance roles, her
knowledge of accounting, financial reporting, and financial systems, her executive management skills, her
owner orientation, and her board experience, as well as her integrity, energy, and willingness to spend time
on and interest in AutoZone.

Earl G. Graves, Jr., 50, has been a director since 2002 and was elected Lead Director in January 2009.
He has been the President and Chief Executive Officer of Earl G. Graves Publishing Company, publisher of
Black Enterprise Magazine, since January 2006, and was President and Chief Operating Officer from 1998
to 2006. Mr. Graves has been employed by the same company in various capacities since 1988.

Experience, Skills and Qualifications: The Board believes Mr. Graves is qualified to serve as a

director of the Company based on his business, management and strategic planning experience, his
knowledge of advertising and marketing, his owner orientation, and his board experience, as well as his
integrity, energy, and willingness to spend time on and interest in AutoZone.

Enderson Guimaraes, 53, was elected as a director on October 17, 2012. He is the Chief Executive
Officer of PepsiCo Europe, a role he assumed in September 2012. He was President of PepsiCo Global
Operations from October 2011 to September 2012. Mr. Guimaraes previously had served as Executive Vice
President of Electrolux and Chief Executive Officer of its major appliances business in Europe, Africa and
the Middle East from 2008 to October 2011. Prior to this, Mr. Guimaraes spent 10 years at Philips
Electronics, first as a regional marketing executive in Brazil and ultimately as Senior Vice President and
head of Global Marketing Management and general manager of the WidiWall LED display business. He
also served as CEO of Philips’ Lifestyle Incubator group, an innovation engine which created new
businesses and developed them over several years.

Experience, Skills and Qualifications: The Board believes Mr. Guimaraes is qualified to serve as a

director of the Company based on his business, management and strategic planning experience, his
knowledge of advertising, marketing and international operations, and his owner orientation as well as his
integrity, energy, and willingness to spend time on and interest in AutoZone.

J. R. Hyde, III, 69, has been a director since 1986 and was non-executive Chairman of the Board from
2005 until June 2007. He has been the President of Pittco, Inc., an investment company, since 1989 and has

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been the Chairman of the Board and a director of GTx, Inc., a biopharmaceutical company since 2000.
Mr. Hyde, AutoZone’s founder, was AutoZone’s Chairman from 1986 to 1997 and its Chief Executive
Officer from 1986 to 1996. He was Chairman and Chief Executive Officer of Malone & Hyde, AutoZone’s
former parent company, until 1988. Mr. Hyde was a director of FedEx Corporation from 1977 to
September 2011.

Experience, Skills and Qualifications: The Board believes Mr. Hyde, the founder and a former

Chairman and Chief Executive Officer of AutoZone, is qualified to serve as a director of the Company
based on his extensive knowledge of AutoZone’s business and the automotive aftermarket industry, his
expertise in strategic business development and executive management, his owner orientation, and his
board experience as well as his integrity, energy, and willingness to spend time on and interest in
AutoZone.

W. Andrew McKenna, 66, has been a director since 2000 and served as Lead Director from June 2007

through January 2009. He is retired. Until his retirement in 1999, he had held various positions with The
Home Depot, Inc., including Senior Vice President–Strategic Business Development from 1997 to 1999;
President, Midwest Division from 1994 to 1997; and Senior Vice President–Corporate Information Systems
from 1990 to 1994. He was also President of SciQuest.com, Inc. in 2000. Mr. McKenna was a director of
Danka Business Systems PLC from 2002 to 2008, serving as Chairman of the Board from March 2005 to
March 2006. Mr. McKenna is also a director and Chairman of the Governance Committee of Bally
Technologies, a provider of gaming devices and systems.

Experience, Skills and Qualifications: The Board believes Mr. McKenna is qualified to serve as a
director of the Company based on his executive experience in the retail industry and other industries, his
expertise in strategic business development, his background in finance, audit and information technology,
his owner orientation, and his board experience, as well as his integrity, energy, and willingness to spend
time on and interest in AutoZone.

George R. Mrkonic, Jr., 60, has been a director since 2006. He has been the Non-Executive Chairman of

Paperchase Products Limited, London, UK, a retailer of cards, stationery, wraps and gifts in the UK, Europe
and the Middle East, since 2005, and has been a director since 1999. Previously, he was President of Borders
Group, Inc. from 1994 to 1997 and Vice Chairman of Borders Group, Inc. from 1994 to 2002. He is also a
director of Brinker International, Inc., Syntel, Inc. and Pacific Sunwear of California, Inc. Mr. Mrkonic was a
director of Nashua Corporation from 2000 to 2009 and Guitar Center, Inc. from 2002 to 2007.

Experience, Skills and Qualifications: The Board believes Mr. Mrkonic is qualified to serve as a
director of the Company based on his experience as a senior executive in retail companies, his knowledge
of corporate strategy, finance, and management, his owner orientation, and his board experience, as well as
his integrity, energy, and willingness to spend time on and interest in AutoZone.

Luis P. Nieto, 57, has been a director since 2008. He is president of Nieto Advisory LLC which
provides advisory services to small consumer food companies. He was president of the Consumer Foods
Group of ConAgra Foods Inc., one of the largest packaged foods companies in North America, from 2008
until his retirement in June 2009. Previously, he was president of ConAgra Refrigerated Foods from 2006
to 2008 and ConAgra Meats from 2005 to 2006. Prior to joining ConAgra, Mr. Nieto was President and
Chief Executive Officer of the Federated Group, a leading private label supplier to the retail grocery and
foodservice industries from 2002 to 2005. From 2000 to 2002, he served as President of the National
Refrigerated Products Group of Dean Foods Company. He held other positions at Dean Foods Group from
1998 to 2000. Prior to joining Dean Foods, Mr. Nieto held positions in brand management and strategic
planning with Mission Foods, Kraft Foods and the Quaker Oats Company. Mr. Nieto is also a director of
Ryder System, Inc.

Experience, Skills and Qualifications: The Board believes Mr. Nieto is qualified to serve as a
director of the Company based on his expertise in brand management and marketing, including experience

managing a diverse portfolio of brands and products, as well as his knowledge of finance and operations,
his executive management experience, his owner orientation and his board experience, as well as his
integrity, energy, and willingness to spend time on and interest in AutoZone.

William C. Rhodes, III, 47, was elected Chairman in June 2007. He has been President, Chief
Executive Officer, and a director since 2005. Prior to his appointment as President and Chief Executive
Officer, Mr. Rhodes was Executive Vice President–Store Operations and Commercial. Prior to fiscal 2005,
he had been Senior Vice President–Supply Chain and Information Technology since fiscal 2002, and prior
thereto had been Senior Vice President–Supply Chain since 2001. Prior to that time, he served in various
capacities within the Company since 1994. Prior to 1994, Mr. Rhodes was a manager with Ernst & Young
LLP. Mr. Rhodes is a member of the Board of Directors of Dollar General Corporation.

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Experience, Skills and Qualifications: The Board believes Mr. Rhodes, AutoZone’s Chairman and
Chief Executive Officer, is qualified to serve as a director of the Company based on his 17 years’ experience
with the Company, which have included responsibility for corporate strategy, executive management,
operations and supply chain; his knowledge and understanding of the automotive aftermarket and retail
industries; his strong financial background and his owner orientation, as well as his integrity and energy.

PROPOSAL 2 — Ratification of Independent Registered Public Accounting Firm

Ernst & Young LLP, our independent auditor for the past twenty-five fiscal years, has been selected by the

Audit Committee to be AutoZone’s independent registered public accounting firm for the 2013 fiscal year.
Representatives of Ernst & Young LLP will be present at the Annual Meeting to make a statement if they so
desire and to answer any appropriate questions.

The Audit Committee recommends that you vote FOR ratification of Ernst & Young LLP as

AutoZone’s independent registered public accounting firm.

For ratification, the firm must receive more votes in favor of ratification than votes cast against.
Abstentions and broker non-votes will not be counted as voting either for or against the firm. However, the
Audit Committee is not bound by a vote either for or against the firm. The Audit Committee will consider a vote
against the firm by the stockholders in selecting our independent registered public accounting firm in the future.

During the past two fiscal years, the aggregate fees for professional services rendered by Ernst & Young

LLP were as follows:

Audit Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Audit-Related Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Tax Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$1,747,500
—
79,529(1)

$1,629,000
—

110,571(1)

2012

2011

(1) Tax fees for 2012 and 2011 were for state and local tax services.

The Audit Committee pre-approves all services performed by the independent registered public accounting
firm under the terms contained in the Audit Committee charter, a copy of which can be obtained at our website
at www.autozoneinc.com. The Audit Committee pre-approved 100% of the services provided by Ernst & Young
LLP during the 2012 and 2011 fiscal years. The Audit Committee considers the services listed above to be
compatible with maintaining Ernst & Young LLP’s independence.

PROPOSAL 3 — Advisory Vote on Executive Compensation — “Say-on-Pay”

On December 14, 2011, AutoZone’s stockholders approved, on an advisory basis, AutoZone’s

recommendation that future advisory votes on executive compensation should be held every year. Consequently,

and in accordance with Section 14A of the Securities Exchange Act, we are asking stockholders to approve the
following advisory resolution on the compensation of our Principal Executive Officer, the Principal Financial
Officer and our other three most highly paid executive officers (collectively, the “Named Executive Officers”) at
the Annual Meeting:

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“RESOLVED, that the compensation paid to AutoZone’s Named Executive Officers, as disclosed in this

Proxy Statement pursuant to the compensation disclosure rules of the Securities and Exchange Commission,
including the Compensation Discussion and Analysis, the accompanying compensation tables and the related
narrative discussion, is hereby APPROVED.”

This advisory vote, commonly known as a “say-on-pay” proposal, gives our stockholders the opportunity to

endorse or not endorse our executive pay program. The Board of Directors recommends a vote “FOR” this
resolution because it believes that AutoZone’s executive compensation program, described in the Compensation
Discussion and Analysis, is effective in achieving the Company’s goals of rewarding financial and operating
performance and the creation of stockholder value.

Our Board of Directors and Compensation Committee believe that there should be a strong relationship
between pay and corporate performance, and our executive compensation program reflects this belief. While the
overall level and balance of compensation elements in our compensation program are designed to ensure that
AutoZone can retain key executives and, when necessary, attract qualified new executives to the organization,
the emphasis of AutoZone’s compensation program is linking executive compensation to business results and
intrinsic value creation, which is ultimately reflected in increases in stockholder value.

AutoZone sets challenging financial and operating goals, and a significant amount of an executive’s annual

cash compensation is tied to these objectives and therefore “at risk” — payment is earned only if performance
warrants it.

AutoZone’s compensation program is intended to support long-term focus on stockholder value, so it
emphasizes long-term rewards. At target levels, the majority of an executive officer’s total compensation
package each year is the potential value of his or her stock options, which yield value to the executive only if the
stock price appreciates.

Our management stock ownership requirement effectively promotes meaningful and significant stock

ownership by our Named Executive Officers and further aligns their interests with those of our stockholders.

We urge you to read the Compensation Discussion and Analysis, as well as the Summary Compensation

Table and related compensation tables and narrative, appearing on pages 19 through 46, which provide detailed
information on our compensation philosophy, policies and practices and the compensation of our Named
Executive Officers.

Because the vote on this proposal is advisory in nature, it is not binding on AutoZone, the Board of

Directors or the Compensation Committee. The vote on this proposal will, therefore, not affect any
compensation already paid or awarded to any Named Executive Officer and will not overrule any decisions
made by the Board of Directors or the Compensation Committee. Because we highly value the opinions of our
stockholders, however, the Board of Directors and the Compensation Committee will consider the results of this
advisory vote when making future executive compensation decisions.

The Board of Directors recommends that the stockholders vote FOR this proposal.

Other Matters

We do not know of any matters to be presented at the Annual Meeting other than those discussed in this

Proxy Statement. If, however, other matters are properly brought before the Annual Meeting, your proxies will
be able to vote those matters in their discretion.

EXECUTIVE COMPENSATION

Compensation Discussion and Analysis

This Compensation Discussion and Analysis provides a principles-based overview of AutoZone’s

executive compensation program. It discusses our rationale for the types and amounts of compensation that our
executive officers receive and how compensation decisions affecting these officers are made. It also discusses
AutoZone’s total rewards philosophy, the key principles governing our compensation program, and the
objectives we seek to achieve with each element of our compensation program.

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What are the Company’s key compensation principles?

Pay for performance. The primary emphasis of AutoZone’s compensation program is linking executive

compensation to business results and intrinsic value creation, which is ultimately reflected in increases in
stockholder value. Base salary levels are intended to be competitive in the U.S. marketplace for executives, but
the more potentially valuable components of executive compensation are annual cash incentives, which depend
on the achievement of pre-determined business goals, and to a greater extent, long-term compensation, which is
based on the value of our stock.

Attract and retain talented AutoZoners. The overall level and balance of compensation elements in our
compensation program are designed to ensure that AutoZone can retain key executives and, when necessary,
attract qualified new executives to the organization. We believe that a company which provides quality products
and services to its customers, and delivers solid financial results, will generate long-term stockholder returns,
and that this is the most important component of attracting and retaining executive talent.

What are the Company’s overall executive compensation objectives?

Drive high performance. AutoZone sets challenging financial and operating goals, and a significant

amount of an executive’s annual cash compensation is tied to these objectives and therefore “at risk” —
payment is earned only if performance warrants it.

Drive long-term stockholder value. AutoZone’s compensation program is intended to support long-term

focus on stockholder value, so it emphasizes long-term rewards. At target levels, the majority of an executive
officer’s total compensation package each year is the potential value of his or her stock options.

The table below illustrates how AutoZone’s compensation program weights the “at-risk” components of its

Named Executive Officers’ 2012 total compensation (using actual base earnings + fiscal 2012 annual cash
incentive payment + the value of fiscal 2012 stock and option grants). The value of Mr. Rhodes’ Performance
Restricted Stock Unit grant, awarded in fiscal 2011, is included in the calculation based on one-fifth of the full
value (using the stock price as of the end of fiscal 2012). Mr. Griffin was hired on June 10, 2012. The values
shown below related to his base earnings (including sign-on bonus) and the annual cash incentive payment have
been annualized in order to facilitate comparison. See the Summary Compensation Table on page 32 for
additional details about fiscal 2012 compensation for all of the Named Executive Officers.

Executive

William C. Rhodes III

William T. Giles

Ronald B. Griffin

Harry L. Goldsmith

Larry M. Roesel

Base Salary Annual Incentive Long-Term Incentive Total At-Risk

29%

22%

10%

21%

17%

49%

56%

75%

58%

62%

78%

85%

79%

22%

15%

21%

Who participates in AutoZone’s executive compensation programs?

The Chief Executive Officer and the other Named Executive Officers, as well as the other senior executives

comprising AutoZone’s Executive Committee, participate in the compensation program outlined in this
Compensation Discussion and Analysis. The Executive Committee consists of the Chief Executive Officer and
officers with the title of senior vice president or executive vice president (a total of 11 executives at the end of
fiscal 2012). However, many elements of the compensation program also apply to other levels of AutoZone
management. The intent is to ensure that management is motivated to pursue, and is rewarded for achieving, the
same financial, operating and stockholder objectives.

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What are the key elements of the Company’s overall executive compensation program?

The table below summarizes the key elements of AutoZone’s executive compensation program and the
objectives they are designed to achieve. More details on these elements follow throughout the Compensation
Discussion and Analysis and this Proxy Statement, as appropriate.

Pay Element

Base salary

Description

Objectives

• Annual fixed cash compensation.

• Attract and retain talented executives.

Annual cash incentive

• Annual variable pay tied to the

• Communicate key financial and

• Recognize differences in relative size,
scope and complexity of positions as
well as individual performance over
the long term.

achievement of key Company financial
and operating objectives. The primary
measures are:

• Earnings before interest and taxes,

and

• Return on invested capital.

• Actual payout depends on the results

achieved. Individual potential payout is
capped at $4 million; however, payout
is zero if threshold targets are not
achieved.

• The Compensation Committee may

reduce payouts in its discretion when
indicated by individual performance,
but does not have discretion to increase
payouts.

operating objectives.

• Drive high levels of performance by
ensuring that executives’ total cash
compensation is linked to achievement
of financial and operating objectives.

• Support and reward consistent,
balanced growth and returns
performance (add value every year)
with demonstrable links to stockholder
returns.

• Drive cross-functional collaboration
and a total-company perspective.

Pay Element

Description

Objectives

Stock options and
other equity
compensation

• Senior executives receive non-

• Align long-term compensation with

qualified stock options (NQSOs).

• Historically, incentive stock options
(ISOs) have been granted as well;
however, the company anticipates that
this practice will be curtailed
beginning in fiscal 2013.

• All stock options are granted at fair

market value on the grant date
(discounted options are prohibited).

• AutoZone’s equity compensation plan
prohibits repricing of stock options and
does not include a “reload” program.

• AutoZone may occasionally grant

awards of performance-restricted stock
units, as well as awards of restricted
stock with time-based vesting.

stockholder results. Opportunities for
significant wealth accumulation by
executives are tightly linked to
stockholder returns.

• ISOs provide an incentive to hold

shares after exercise, thus increasing
ownership and further reinforcing the
tie to stockholder results.

• Provide retention incentives to ensure
business continuity, and facilitate
succession planning and executive
knowledge transfer.

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Stock purchase plans

• AutoZone maintains a broad-based

• Allow all AutoZoners to participate in

the growth of AutoZone’s stock.

• Encourage ownership, and therefore

alignment of executive and stockholder
interests.

employee stock purchase plan (ESPP)
which is qualified under Section 423 of
the Internal Revenue Code. The
Employee Stock Purchase Plan allows
AutoZoners to make quarterly
purchases of AutoZone shares at 85%
of the fair market value on the first or
last day of the calendar quarter,
whichever is lower. The annual
contribution limit under the ESPP is
$15,000.

• The Company has implemented an

Executive Stock Purchase Plan so that
executives may continue to purchase
AutoZone shares beyond the limit the
IRS and the company set for the
Employee Stock Purchase Plan. An
executive may make purchases using
up to 25% of his prior fiscal year’s
eligible compensation.

Management stock

• AutoZone implemented a stock

ownership
requirement

ownership requirement during fiscal
2008 for executive officers.

• Encourage ownership by requiring
executive officers to meet specified
levels of ownership.

• Covered executives must meet
specified minimum levels of
ownership, using a multiple of base
salary approach.

• Alignment of executive and

stockholder interests.

Pay Element

Description

Objectives

Retirement plans

The Company maintains three retirement
plans:

• Provide competitive executive

retirement benefits.

• Non-qualified deferred compensation

• The non-qualified plan enables

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plan (including a frozen defined
benefit restoration feature)

• Frozen defined benefit pension plan,

and

• 401(k) defined contribution plan.

Health and other

benefits

Executives are eligible for a variety of
benefits, including:

• Medical, dental and vision plans;

• Life and disability insurance plans; and

• Charitable contribution match

program.

executives to defer base and incentive
earnings up to 25% of the total,
independent of the IRS limitations set
for the qualified 401(k) plan.

• The restoration component of the non-
qualified plan, which was frozen at the
end of 2002, allowed executives to
accrue benefits that were not capped
by IRS earnings limits.

• Provide competitive benefits.

• Minimize perquisites while ensuring a
competitive overall rewards package.

Annual cash compensation. Annual cash compensation consists of base salary and annual cash incentives.

Base Salary. Salaries are determined within the context of a targeted total cash compensation level for

each position. Base salary is a fixed portion of the targeted annual cash compensation, with the specific portion
varying based on differences in the size, scope or complexity of the jobs as well as the tenure and individual
performance level of incumbents in the positions. Points are assigned to positions using a job evaluation system
developed by Hay Group, a global management and human resources consulting firm, and AutoZone maintains
salary ranges based on the job evaluations originally constructed with Hay Group’s help. These salary ranges are
usually updated annually based on broad-based survey data; in addition to Hay Group survey data, AutoZone
also subscribes to survey information from Kenexa for this purpose, as discussed below.

The survey data used to periodically adjust salary ranges is broad-based, including data submitted by

hundreds of companies. Examples of the types of information contained in salary surveys include summary
statistics (e.g., mean, median, 25th percentile, etc.) related to:

• base salaries

• variable compensation

• total annual cash compensation

• long-term incentive compensation

• total direct compensation

The salary surveys cover both the retail industry and compensation data on a broader, more general public

company universe. Multiple salary surveys are used, so that ultimately the data represent hundreds of companies
and positions and thousands of incumbents, or people holding those positions. The surveys generally list the
participating companies, and for each position “matched”, the number of companies and incumbents associated
with the position. Subscribers cannot determine which information comes from which company.

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The salary ranges which apply to the Named Executive Officers, including the Principal Executive Officer,

are part of the structure applicable to thousands of AutoZone’s employees. AutoZone positions are each
assigned to a salary grade. This is generally accomplished at the creation of a position, using the Hay job
evaluation method, and jobs tend to remain in the same grade as long as there are no significant job content
changes. Each grade in the current salary structure has a salary range associated with it. This range has a
midpoint, to which we compare summary market salary data (generally median pay level) of the types discussed
above.

Over time, as the median pay levels in the competitive market change, as evidenced by the salary survey
data, AutoZone will make appropriate adjustments to salary range midpoints so that on average, these midpoints
are positioned at roughly 95% of the market median value as revealed by the surveys. This positioning relative
to the market allows for competitive base salary levels, while generally leaving actual average base pay slightly
below the survey market level. This fits our stated philosophy of delivering competitive total rewards at or
above the market median through performance-based variable compensation.

In making decisions related to compensation of the Named Executive Officers, the Compensation
Committee uses the survey data and salary ranges as context in reviewing compensation levels and approving
pay actions. Other elements that the Compensation Committee considers are individual performance, Company
performance, individual tenure, internal equity, position tenure, and succession planning.

Annual Cash Incentive. Executive officers and certain other employees are eligible to receive annual cash
incentives each fiscal year based on the Company’s attainment of certain Company performance objectives set by
the Compensation Committee at the beginning of the fiscal year. The annual cash incentive target for each position,
expressed as a percentage of base salary, is based on both salary range and level within the organization, and
therefore does not change annually. As a general rule, as an executive’s level of management responsibility
increases, the portion of his or her total compensation dependent on Company performance increases.

The threshold and target percentage amounts for the Named Executive Officers for fiscal 2012 are shown in

the table below.

Principal Position

Chairman, President & CEO

Executive Vice Presidents

All Other NEOs

Percentage of Base Salary

Threshold

Target

50%

37.5%

30%

100%

75%

60%

Annual cash incentives for executive officers are paid pursuant to the AutoZone, Inc. 2010 Executive
Incentive Compensation Plan (“EICP”), our performance-based short-term incentive plan. Pursuant to the plan,
the Compensation Committee establishes incentive objectives at the beginning of each fiscal year. For more
information about the EICP, see Discussion of Plan-Based Awards Table on page 35.

The actual incentive amount paid depends on Company performance relative to the target objectives. A
minimum pre-established goal must be met in order for any incentive award to be paid, and the incentive award
as a percentage of annual salary will increase as the Company achieves higher levels of performance.

The Compensation Committee may in its sole discretion reduce the incentive awards paid to Named

Executive Officers. Under the EICP, the Compensation Committee may not exercise discretion in granting
awards in cases where no awards are indicated, nor may the Compensation Committee increase any calculated
awards. Any such “positive” discretionary changes, were they to occur, would be paid outside of the EICP and
reported under the appropriate Bonus column in the Summary Compensation Table; however, the Compensation
Committee has not historically exercised this discretion.

The Compensation Committee, as described in the EICP, may (but is not required to) disregard the effect of

one-time charges and extraordinary events such as asset write-downs, litigation judgments or settlements,

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changes in tax laws, accounting principles or other laws or provisions affecting reported results, accruals for
reorganization or restructuring, and any other extraordinary non-recurring items, acquisitions or divestitures and
any foreign exchange gains or losses on the calculation of performance.

The incentive objectives for fiscal 2012 were set in a September 2011 Compensation Committee meeting, and

were based on the achievement of specified levels of earnings before interest and taxes (“EBIT”) and return on
invested capital (“ROIC”), as were the incentive objectives for fiscal 2013, set during a Compensation Committee
meeting held in September 2012. The total incentive award is determined based on the impact of EBIT and ROIC
on AutoZone’s economic profit for the year, rather than by a simple allocation of a portion of the award to
achievement of the EBIT target and a portion to achievement of the ROIC target. EBIT and ROIC are key inputs to
the calculation of economic profit (sometimes referred to as “economic value added”), and have been determined
by our Compensation Committee to be important factors in enhancing stockholder value. If both the EBIT and
ROIC targets are achieved, the result will be a 100%, or target, payout. However, the payout cannot exceed 100%
unless the EBIT target is exceeded (i.e., unless there is “excess EBIT” to fund the additional incentive payout).
Additionally, when the aggregate incentive amount is calculated, if the resulting payout amount in excess of target
exceeds a specified percentage of excess EBIT (currently 20%), then the incentive payout will be reduced until the
total amount of the incentive payment in excess of target is within that specified limit.

The specific targets are tied to achievement of the Company’s operating plan for the fiscal year. In 2012,
the target objectives were EBIT of $1,572.5 million and ROIC of 31.1%. The 2012 incentive awards for each
named executive officer were based on the following performance:

(Amounts in MMs)

EBIT

ROIC

EICP Target . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Actual (as adjusted) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$1,572.5
$1,623.3

31.10%
32.87%

Difference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

50.8

177bps

Effect of Performance on Total Annual Cash Compensation. Because AutoZone emphasizes pay for

performance, it is only when the Company exceeds its target objectives that an executive’s total annual cash
compensation begins to climb relative to the median market level. Similarly, Company performance below
target will cause an executive’s total annual cash compensation to drop below market median. As discussed
below, AutoZone does not engage in strict benchmarking of compensation levels, i.e., we do not use specific
data to support precise targeting of compensation, such as setting an executive’s base pay at the 50th percentile
of an identified group of companies.

Stock compensation. To emphasize achievement of long-term stockholder value, AutoZone’s executives

receive a significant portion of their targeted total compensation in the form of stock options. Although stock
options have potential worth at the time they are granted, they only confer actual value if AutoZone’s stock price
appreciates between the grant date and the exercise date. For this reason, we believe stock options are a highly
effective long-term compensation vehicle to reward executives for creating stockholder value. We want our
executives to realize total compensation levels well above the market norm, because when they do, such success
is the result of achievement of Company financial and operating objectives that leads to growth in the per-share
value of AutoZone common stock.

In order to support and facilitate stock ownership by our executive officers, a portion of their annual stock
option grant has historically consisted of Incentive Stock Options (“ISOs”), which feature favorable income tax
treatments for the executive as long as certain conditions are met (e.g., the executive holds the stock acquired
upon exercise of an ISO for at least two years from the date of grant and one year from the date of exercise).
ISOs have a maximum term of ten years and vest in equal 25% increments on the first, second, third and fourth
anniversaries of the grant date. They are granted at the fair market value on the date of grant as defined in the
relevant stock option plan. There is a $100,000 limit on the aggregate grant value of ISOs that may become
exercisable in any calendar year; consequently, the majority of options granted are in the form of non-qualified
stock options. Although AutoZone receives an income tax deduction for an employee’s gain on non-qualified

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stock options, AutoZone does not receive a similar deduction of the exercise of ISOs. Therefore, AutoZone
anticipates significantly curtailing the use of ISOs beginning in fiscal 2013.

AutoZone grants stock options annually. Currently, the annual grants are reviewed and approved by the
Compensation Committee in the meeting (typically in late September or early October) at which it reviews prior
year results, determines incentive payouts, and takes other compensation actions affecting the Named Executive
Officers. The Compensation Committee has not delegated its authority to grant stock options; all grants are
directly approved by the Compensation Committee. Option grant amounts for the Chief Executive Officer’s
direct reports and other senior executives are recommended to the Compensation Committee by the Chief
Executive Officer, based on individual performance and the size and scope of the position held. AutoZone’s
practice is to limit the total option shares granted to its employees during the annual grant process to
approximately one percent of common shares estimated to be outstanding at the end of that fiscal year. The
annual grant is typically made near the beginning of the fiscal year and does not include a limited number of
promotional or new hire grants that may be made during the fiscal year. The Committee reserves the right to
deviate from this policy as it deems appropriate.

Newly promoted or hired officers may receive an option grant shortly after their hire or promotion. As a

general rule, new hire or promotional stock options are approved and effective on the date of a regularly
scheduled meeting of the Compensation Committee. On occasion, these interim grants may be approved by
unanimous written consent of the Compensation Committee. The grants are recommended to the Compensation
Committee by the Chief Executive Officer based on individual circumstances (e.g., what may be required in
order to attract a new executive). Internal promotional grants are prorated based on the time elapsed since the
officer received a regular annual grant of stock options.

Pursuant to the 2011 Equity Plan, on December 15, 2010, AutoZone’s Compensation Committee

authorized the grant of an award of 25,000 performance-restricted stock units (“PRSUs”) to William C. Rhodes,
III, AutoZone’s Chairman, President and CEO. The PRSUs are earned and vest as follows:

• 100% of the PRSUs shall be earned either

(a) on the date on which AutoZone’s stock price reaches $461.12 or more per share for five consecutive

trading days on or before October 1, 2015; or

(b) AutoZone achieves a Diluted Earnings Per Share equal to or greater than $29.94 on the last day of

any fiscal year between the grant date and August 29, 2015.

If one of these performance conditions is met, the PRSUs earned will vest on October 1, 2015 only if
Mr. Rhodes is employed by AutoZone through October 1, 2015.

• In the event that neither of the performance conditions above is met, then 80% (20,000) of the PRSUs

shall be earned if:

(a) AutoZone’s stock price reaches $461.12 or more per share for five consecutive trading days on or

before October 1, 2016; or

(b) AutoZone achieves a Diluted Earnings Per Share equal to or greater than $29.94 on the last day of

any fiscal year between the grant date and August 27, 2016.

If one of these performance conditions is met, the PRSUs earned will vest on the date on which they are
earned.

Assuming shares are earned and vest, the units will be delivered as shares of AutoZone common stock.

The purpose of this one-time award is to motivate continued high performance while enhancing the

retention characteristics of the compensation package applicable to the Chief Executive Officer:

Performance

Retention

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• The target financial measures, diluted earnings
per share and stock price, relate directly to
stockholder success.

• Achieving a payout under the award terms

requires continued and sustained high
performance.

• The potential realizable value of the award is

significant, while remaining balanced by other
elements of the compensation program to
mitigate against risk related to unintended
consequences.

• The terms of the grant require Mr. Rhodes to
remain actively employed at least through
October 1, 2015, even if one or both of the
performance goals is reached prior to then.

For more information about our stock-based plans, see Discussion of Plan-Based Awards Table on page 35.

Stock purchase plans. AutoZone maintains the Employee Stock Purchase Plan which enables all

employees to purchase AutoZone common stock at a discount, subject to IRS-determined limitations. Based on
IRS rules, we limit the annual purchases in the Employee Stock Purchase Plan to no more than $15,000, and no
more than 10% of eligible compensation. To support and encourage stock ownership by our executives,
AutoZone also established a non-qualified stock purchase plan. The Fifth Amended and Restated AutoZone, Inc.
Executive Stock Purchase Plan (“Executive Stock Purchase Plan”) permits participants to acquire AutoZone
common stock in excess of the purchase limits contained in AutoZone’s Employee Stock Purchase Plan.
Because the Executive Stock Purchase Plan is not required to comply with the requirements of Section 423 of
the Internal Revenue Code, it has a higher limit on the percentage of a participant’s compensation that may be
used to purchase shares (25%) and places no dollar limit on the amount of a participant’s compensation that may
be used to purchase shares under the plan.

The Executive Stock Purchase Plan operates in a similar manner to the tax-qualified Employee Stock
Purchase Plan, in that it allows executives to contribute after-tax compensation for use in making quarterly
purchases of AutoZone common stock. Options are granted under the Executive Stock Purchase Plan each
calendar quarter and consist of two parts: a restricted share option and an unvested share option. Shares are
purchased under the restricted share option at 100% of the closing price of AutoZone stock at the end of the
calendar quarter (i.e., not at a discount), and a number of shares are issued under the unvested share option at no
cost to the executive, so that the total number of shares acquired upon exercise of both options is equivalent to
the number of shares that could have been purchased with the deferred funds at a price equal to 85% of the stock
price at the end of the quarter. The unvested shares are subject to forfeiture if the executive does not remain with
the company for one year after the grant date. After one year, the shares vest, and the executive owes taxes
based on the share price on the vesting date (unless a so-called 83(b) election was made on the date of grant).

The table below can be used to compare and contrast the stock purchase plans. For more information about

the Executive Stock Purchase Plan, see Discussion of Plan-Based Awards Table on page 35.

Contributions

Discount

Vesting

Taxes — Individual

Employee Stock Purchase Plan

Executive Stock Purchase Plan

After tax, limited to lower of 10%
of eligible compensation or
$15,000

After tax, limited to 25% of
eligible compensation

15% discount based on lowest
price at beginning or end of the
quarter

None (one-year holding period
only)

Ordinary income in amount of
spread; capital gains for
appreciation; taxed when shares
sold

15% discount based on quarter-end
price

Shares granted to represent 15%
discount restricted for one year;
one-year holding period for shares
purchased at fair market value

Ordinary income when restrictions
lapse (83(b) election optional)

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Taxes — Company

No deduction unless
“disqualifying disposition”

Deduction when included in
employee’s income

How does the Compensation Committee consider and determine executive and director compensation?

Chief Executive Officer. The Compensation Committee establishes the compensation level for the Chief

Executive Officer, including base salary, annual cash incentive compensation, and stock-based awards. The
Chief Executive Officer’s compensation is reviewed annually by the Compensation Committee in conjunction
with a review of his individual performance by the non-management directors, taking into account all forms of
compensation, including base salary, annual cash incentive, stock options and other stock-based awards, and the
value of other benefits received.

Other Executive Officers. The Compensation Committee reviews and establishes base salaries for
AutoZone’s executive officers other than the Chief Executive Officer based on each executive officer’s
individual performance during the past fiscal year and on the recommendations of the Chief Executive Officer.
The Compensation Committee approves the annual cash incentive amounts for the executive officers, which are
determined by objectives established by the Compensation Committee at the beginning of each fiscal year as
discussed above. The actual incentive amount paid depends on performance relative to the target objectives.

The Compensation Committee approves awards of stock options to many levels of management, including
executive officers. Stock options are granted to executive officers upon initial hire or promotion, and thereafter
are typically granted annually in accordance with guidelines established by the Compensation Committee as
discussed above. The actual grant is determined by the Compensation Committee based on the guidelines and
the performance of the individual in the position. The Compensation Committee considers the recommendations
of the Chief Executive Officer. The Compensation Committee also approves awards of other stock-based
compensation.

Management Stock Ownership Requirement. To further reinforce AutoZone’s objective of driving long-

term stockholder results, AutoZone maintains a stock ownership requirement for all Executive Committee
members (a total of 11 individuals at the end of fiscal 2012). Covered executives must attain a specified
minimum level of stock ownership, based on a multiple of their base salary, within 5 years of the adoption of the
requirement or the executive’s placement into a covered position. Executives who are promoted into a position
with a higher multiple will have an additional 3 years to attain the required ownership level. In order to calculate
whether each executive meets the ownership requirement, we total the value of each executive’s holdings of
whole shares of stock and the intrinsic (or “in-the-money”) value of vested stock options, based on the fiscal

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year-end closing price of AutoZone stock, and compare that value to the appropriate multiple of fiscal year-end
base salary.

To encourage full participation in our equity plans, all AutoZone stock acquired under those plans is
included in the executive’s holdings for purposes of calculating his or her ownership. This includes vested stock
options and vested shares which have restrictions on sale.

Key features of the stock ownership requirement are summarized in the table below:

Ownership Requirement

• Chief Executive Officer

• Executive Vice President

• Senior Vice President

5 times base salary

3 times base salary

2 times base salary

Holding Requirements

• Individuals who have not achieved the ownership requirement within

the specified period will be required to hold 50% of net after-tax
shares upon exercise of any stock option, and may not sell any shares
of AZO.

• Guidelines will no longer apply after an executive reaches age 62, in

order to facilitate appropriate financial planning as retirement
approaches. The Compensation Committee may waive the guidelines
for any other executive at its discretion.

Ownership Definition

• Shares of stock directly owned;

• Unvested Shares acquired via the Executive Stock Purchase Plan;

and

• Vested stock options acquired via the AutoZone Stock Option Plan

(based on the “in-the-money” value).

Under AutoZone’s insider trading policies, all transactions involving put or call options on the stock of

AutoZone are prohibited at all times. Officers and directors and their respective family members may not
directly or indirectly participate in transactions involving trading activities which by their aggressive or
speculative nature may give rise to an appearance of impropriety.

What roles do the Chief Executive Officer and other executive officers play in the determination of
executive compensation?

The Chief Executive Officer attends most meetings of the Compensation Committee and participates in the

process by answering Compensation Committee questions about pay philosophy and by ensuring that the
Compensation Committee’s requests for information are fulfilled. He also assists the Compensation Committee
in determining the compensation of the executive officers by providing recommendations and input about such
matters as individual performance, tenure, and size, scope and complexity of their positions. The Chief
Executive Officer makes specific recommendations to the Compensation Committee concerning the
compensation of his direct reports and other senior executives, including the executive officers. These
recommendations usually relate to base salary increases and stock option grants. The Chief Executive Officer
also recommends pay packages for newly hired executives. Management provides the Compensation Committee
with data, analyses and perspectives on market trends and annually prepares information to assist the
Compensation Committee in its consideration of such recommendations. Annual incentive awards are based on
achievement of business objectives set by the Compensation Committee, but the Compensation Committee may
exercise negative discretion, and if it does so, it is typically in reliance on the Chief Executive Officer’s
assessment of an individual’s performance.

The Chief Executive Officer does not make recommendations to the Compensation Committee regarding

his own compensation. The Senior Vice President, Human Resources has direct discussions with the
Compensation Committee Chair regarding the Compensation Committee’s recommendations on the Chief

Executive Officer’s compensation; however, Compensation Committee discussions of specific pay actions
related to the Chief Executive Officer are held outside his presence.

Does AutoZone use compensation consultants?

Neither AutoZone management nor the Compensation Committee hired executive compensation

consultants during fiscal 2012. Although historically we have hired consultants to provide services from time to
time, it is not our usual practice, and as discussed previously, AutoZone does not regularly engage consultants as
part of our annual review and determination of executive compensation. The Compensation Committee has
authority, pursuant to its charter, to hire consultants of its selection to advise it with respect to AutoZone’s
compensation programs, and it may also limit the use of the Compensation Committee’s compensation
consultants by AutoZone’s management as it deems appropriate.

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What are AutoZone’s peer group and compensation benchmarking practices?

AutoZone reviews publicly-available data from a peer group of companies to help us ensure that our overall

compensation remains competitive. The peer group data we use is from proxy filings and other published
sources — it is not prepared or compiled especially for AutoZone.

We periodically review the appropriateness of this peer group. It typically has changed when such events as
acquisitions and spin-offs have occurred. The peer group companies listed below, which remained unchanged in
2012, were selected in 2010 using the following criteria:

• Direct competitors;

• Companies with which we compete for talent, customers and capital; and

• Companies with revenues ranging between 50% and 200% of AutoZone’s revenues.

Advance Auto Parts
Barnes & Noble
Bed Bath & Beyond
Brinker International
Darden Restaurants
Dick’s Sporting Goods
Dollar General

AutoZone Peer Group

Dollar Tree
Family Dollar Stores
Foot Locker
Gamestop
Gap Stores
Genuine Parts
Limited Brands

O’Reilly Automotive
Pep Boys-Manny Moe & Jack
PetSmart
Radioshack
Ross Stores
Sherwin Williams
Starbucks
Yum! Brands

We do not use information from the peer group or other published sources to set targets or make individual

compensation decisions. AutoZone does not engage in “benchmarking,” such as targeting base salary at peer
group median for a given position. Rather we use such data as context in reviewing AutoZone’s overall
compensation levels and approving recommended compensation actions. Broad survey data and peer group
information are just two elements that we find useful in maintaining a reasonable and competitive compensation
program. Other elements that we consider are individual performance, Company performance, individual tenure,
position tenure, and succession planning.

What is AutoZone’s policy concerning the taxation of compensation?

The Compensation Committee considers the provisions of Section 162(m) of the Internal Revenue Code
which allows the Company to take an income tax deduction for compensation up to $1 million and for certain
compensation exceeding $1 million paid in any taxable year to a “covered employee” as that term is defined in
the Code. There is an exception for qualified performance-based compensation, and AutoZone’s compensation
program is designed to maximize the tax deductibility of compensation paid to executive officers, where

possible. However, the Compensation Committee may authorize payments which are not deductible where it is
in the best interests of AutoZone and its stockholders.

Plans or payment types which qualify as performance-based compensation include the EICP, PRSUs and
stock options. Base salaries, restricted stock awards and the Executive Stock Purchase Plan grants do not qualify
as performance-based under 162(m). Portions of the Chief Executive Officer’s compensation may therefore be
non-deductible, although the impact, if any, on the Company would be immaterial. The base salaries, and any
awards under the Executive Stock Purchase Plan, for each executive officer other than the Chief Executive
Officer, were fully deductible in 2012, because in no case did the sum of this compensation exceed $1 million.

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Section 409A of the Internal Revenue Code was created with the passage of the American Jobs Creation
Act of 2004. These new tax regulations create strict rules related to non-qualified deferred compensation earned
and vested on or after January 1, 2005. The Internal Revenue Service periodically releases Notices and other
guidance related to Section 409A, and AutoZone continues to take actions necessary to comply with the
Section’s requirements by the deadlines established by the Internal Revenue Service.

Compensation Committee Report

The Compensation Committee of the Board of Directors (the “Committee”) has reviewed and discussed
with management the Compensation Discussion and Analysis (“CD&A”). Based on the review and discussions,
the Committee recommended to the Board of Directors that the CD&A be included in this proxy statement.

Members of the Compensation Committee:

Earl G. Graves, Jr., Chair
Robert R. Grusky
George R. Mrkonic, Jr.

Compensation Committee Interlocks and Insider Participation

The Compensation Committee is composed solely of independent, non-employee directors. The members

of the Compensation Committee of the Board of Directors during the 2012 fiscal year are listed above. In
addition Theodore W. Ullyot served as the Chairman of the Compensation Committee until December 2011.

Compensation Program Risk Assessment

AutoZone’s management conducts an annual assessment of the compensation plans and programs that

apply throughout the Company, including those plans and programs in which our executives participate. The
assessment is performed by key members of AutoZone’s human resources, finance, operations, and legal teams,
and entails thorough discussions of each plan’s or program’s design and operation. The findings are reviewed by
senior management prior to being reviewed and discussed with the Compensation Committee.

Plan elements which are reviewed include participants, performance measures, performance and payout
curves or formulas, how target level performance is determined (including whether any thresholds and caps
exist), how frequently payouts occur, and the mix of fixed and variable compensation which the plan delivers.
The plans and programs are also reviewed from the standpoint of reasonableness (e.g., how target and above-
target pay levels compare to similar plans for similar populations at other companies, and how payout amounts
relate to the results which generate the payment), how well the plans and programs are aligned with AutoZone’s
goals and objectives, and from an overall standpoint, whether these plans and programs represent an appropriate
mix of short- and long-term compensation.

The purpose of these reviews is to determine whether the risks related to the design and operation of these

plans and programs, if present, are reasonably likely to have a material adverse effect on the company. We
believe that our compensation policies and practices do not encourage excessive risk-taking and are not

reasonably likely to have a material adverse effect on the company. The various mitigating factors which
support this conclusion include:

• Oversight of the management incentive plan and all stock-based compensation by the Compensation

Committee of the Board of Directors;

• Senior management oversight of key plans and programs, including approving target level payouts,

setting financial and operating goals, and approving payouts;

• Administration and oversight of plans and programs by multiple functions within the Company (e.g.,

finance, operations and human resources);

• Interrelationship between measures (e.g., correlation between economic profit performance and

appreciation in the per-share price of AutoZone’s stock);

• Vesting and stock ownership requirements which encourage long-term perspectives among participants;

and

• A preference for performance measures which result in payments only upon achievement of ultimate

financial results.

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SUMMARY COMPENSATION TABLE

This table shows the compensation paid to the Named Executive Officers.

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Name and Principal Position Year

Salary
($)

Bonus
($)(1)

Stock
Awards
($)(2)(3)

Option
Awards
($)(3)

Non-Equity
Incentive Plan
Compensation
($)(4)

Change In
Pension Value
& Non-qualified
Deferred
Compensation
Earnings
($)(5)

Chairman, President &
Chief Executive Officer

William C. Rhodes III . . . . . . 2012 1,000,000
992,308
920,923
501,000
487,692
472,692

2011
2010
William T. Giles . . . . . . . . . . . 2012
2011
2010

Executive Vice President,
Finance, IT & ALLDATA/
Chief Financial Officer

— 88,997 2,142,316
— 6,609,251 1,575,207
— 21,335 1,159,974
— 20,192 1,262,993
919,610
—
678,800
—

7,633
4,426

1,316,000
2,009,424
1,572,937
494,487
740,683
605,519

Ronald B. Griffin(7) . . . . . . . 2012

84,615 75,000

— 2,463,121

66,813

Senior Vice President, IT/
Chief Information Officer

Harry L. Goldsmith . . . . . . . . 2012
Executive Vice President,
2011
General Counsel & Secretary 2010
Larry M. Roesel . . . . . . . . . . . 2012
2011
2010

Senior Vice President,
Commercial

420,885
410,154
398,000
402,692
388,077
376,346

—
—
—
—
—
—

7,149 1,151,849
842,975
3,544
622,949
3,478
— 1,192,265
— 862,134
— 515,544

415,414
622,922
509,838
317,966
471,514
385,681

—
—
—
—
—
—

—

—
—
—
—
—
—

All Other
Compensation
($)(6)

Total
($)

194,168
173,829
134,758
70,060
55,013
53,030

4,741,481
11,360,019
3,809,927
2,348,732
2,210,631
1,814,467

12,903

2,702,452

117,948
70,602
58,163
51,750
44,790
40,268

2,113,245
1,950,197
1,592,428
1,964,673
1,766,515
1,317,839

(1) Annual incentive awards were paid pursuant to the EICP and therefore appear in the “non-equity incentive

plan compensation” column of the table. Mr. Griffin’s bonus payment in this column reflects the first of two
installments of a sign-on bonus.

(2) Represents shares acquired pursuant to the Executive Stock Purchase Plan and the 2011 Equity Plan. See

“Compensation Discussion and Analysis” on page 19 for more information about these plans. Mr. Rhodes’
2011 awards include a grant of performance-restricted stock units pursuant to the 2011 Equity Plan. See
“Compensation Discussion and Analysis—Stock Compensation” on page 24 for more information about this
grant. See Note B, Share-Based Payments, to our consolidated financial statements in our 2012 Annual
Report for a description of the 2011 Equity Plan and the Executive Stock Purchase Plan and the accounting
and assumptions used in calculating expenses in accordance with FASB ASC Topic 718.

(3) The value of stock awards and option awards was determined as required by FASB ASC Topic 718. There is
no assurance that these values will be realized. See Note B, Share-Based Payments, to our consolidated
financial statements in our 2012 Annual Report for details on assumptions used in the valuation.

(4) Incentive amounts were earned for the 2012 fiscal year pursuant to the EICP and were paid in October,

2012. See “Compensation Discussion and Analysis” on page 19 for more information about this plan.

(5) Our defined benefit pension plans were frozen in December 2002, and accordingly, benefits do not increase
or decrease. See the Pension Benefits table on page 39 for more information. We did not provide above-
market or preferential earnings on deferred compensation in 2010, 2011 or 2012.

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(6) All Other Compensation includes the following:

Name

William C. Rhodes III . . .

William T. Giles . . . . . . . .

Ronald B. Griffin . . . . . . .
Harry L. Goldsmith . . . . .

Larry M. Roesel . . . . . . . .

Perquisites
and Personal
Benefits(A)

Tax
Gross-
ups

$58,111(B) $
0
$64,335(B) $1,502
22
$57,356(B) $
0
$
$12,017
0
$
$ 8,414
8
$
$17,152
0
$
$11,993
0
$51,043(B) $
0
$
$23,905
$
$20,321
0
$1,414
$10,068
$1,502
$11,168
$ 918
$11,026

2012
2011
2010
2012
2011
2010
2012
2012
2011
2010
2012
2011
2010

Company
Contributions to
Defined
Contribution
Plans(C)

$120,646
$100,233
$ 71,291
$ 48,633
$ 43,177
$ 32,981
0
$
$ 41,662
$ 36,467
$ 28,067
$ 34,855
$ 30,404
$ 26,542

Life
Insurance
Premiums

$15,411
$ 7,759
$ 6,089
$ 9,410
$ 3,422
$ 2,889
910
$
$17,893
$ 2,880
$ 2,425
$ 5,413
$ 1,716
$ 1,782

Other(D)

0
$
0
$
0
$
0
$
0
$
0
$
0
$
$7,350
$7,350
$7,350
0
$
0
$
0
$

(A) Perquisites and personal benefits for all Named Executive Officers include Company-provided home

security system and/or monitoring services, airline club memberships and status upgrades,
reimbursement of 401(k) fund redemption fees, Company-paid spouse travel, Company-paid long-term
disability insurance premiums, and matching charitable contributions under the AutoZone Matching
Gift Program.

(B) The perquisites or personal benefits which exceeded the greater of $25,000 or 10% of the total amount

of perquisites and personal benefits for an executive officer are as follows:

Mr. Rhodes:
In each of fiscal 2010, 2011 and 2012, $50,000 in matching charitable contributions
were made under the AutoZone Matching Gift Program, under which executives may contribute to
qualified charitable organizations and AutoZone provides a matching contribution to the charities in an
equal amount, up to $50,000 in the aggregate for each executive officer annually.

Mr. Goldsmith:
AutoZone Matching Gift Program.

In 2012, $46,316 in matching charitable contributions were made under the

Executive Deferred Compensation Plan.

(D) Represents transition payments to Mr. Goldsmith which the Company pays to certain individuals due

to their age and service as of the date the AutoZone, Inc. Associates Pension Plan was frozen.

(7) Mr. Griffin was hired effective June 10, 2012.

GRANTS OF PLAN-BASED AWARDS

The following table sets forth information regarding plan-based awards granted to the Company’s Named

Executive Officers during the 2012 fiscal year.

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Name

Estimated Future Payments
Under Nonequity Incentive
Plans(1)

Threshold
($)

Target
($)

Maximum
($)

Equity
Plans
Grant Date

All other
Stock
Awards:
Number
of
shares of
Stock or
Units
(#)(2)

All other
Option
Awards:
Number of
securities
underlying
options
(#)(3)

Exercise
or
base
price of
option
awards
($)

Grant
date fair
value of
stock
and
option
awards
($)

William C. Rhodes III . . . . . .

500,000 1,000,000 N/A

9/27/2011
9/30/2011
12/31/2011
3/31/2012
6/30/2012

William T. Giles . . . . . . . . . .

188,625

377,250 N/A

9/27/2011
9/30/2011
12/31/2011
3/31/2012
6/30/2012

Ronald B. Griffin . . . . . . . . .

120,000

240,000 N/A

6/12/2012

Harry L. Goldsmith . . . . . . . .

158,438

316,875 N/A

9/27/2011
12/31/2011

Larry M. Roesel

. . . . . . . . . .

121,500

243,000 N/A

9/27/2011

37
167
33
29

6
46
5
4

21,200

12,500

326.00 2,142,316
11,810
54,270
12,269
10,648

2,231,313

326.00 1,262,993
1,915
14,949
1,859
1,469

1,283,185

21,000

386.65 2,463,121

2,463,121

11,400

326.00 1,151,849
7,149

1,158,998

11,800

326.00 1,192,265

1,192,265

(1) Represents potential threshold, target and maximum incentive compensation for the 2012 fiscal year under

the EICP based on each officer’s salary on the date the 2012 fiscal year targets were approved. The amounts
actually paid for the 2012 fiscal year are described in the “Non-Equity Incentive Plan Compensation”
column in the Summary Compensation Table. The “threshold” is the minimum payment level under the
EICP which is 50% of the target amount. There is no overall percentage maximum; however, awards paid to
any individual pursuant to the EICP may not exceed $4 million. See “Compensation Discussion and
Analysis” at page 19 and the discussion following this table for more information on the EICP.

(2) Represents shares awarded pursuant to the Executive Stock Purchase Plan. See “Compensation Discussion
and Analysis” at page 19 and the discussion following this table for more information on the Executive
Stock Purchase Plan.

(3) Represents options awarded pursuant to the 2011 Equity Plan. See “Compensation Discussion and Analysis”

at page 19 and the discussion following this table for more information on equity plans.

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Discussion of Plan-Based Awards Table

Executive Incentive Compensation Plan. The EICP is intended to be a performance-based compensation
plan under Section 162(m) of the Internal Revenue Code. The Company’s executive officers, as determined by
the Compensation Committee of the Board of Directors, are eligible to participate in the EICP. At the beginning
of each fiscal year, the Compensation Committee establishes a goal, which may be a range from a minimum to a
maximum attainable bonus, based on one or more of the following measures:

• Earnings
• Earnings per share
• Sales
• Market share
• Operating or net cash flows
• Pre-tax profits
• Earnings before interest and taxes (EBIT)

• Return on invested capital
• Economic value added
• Return on inventory
• EBIT margin
• Sales per square foot
• Comparable store sales

The EICP provides that the goal may be different for different executives. The goals can change annually to
support our business objectives. After the end of each fiscal year, the Compensation Committee must certify the
attainment of goals under the EICP and direct the amount to be paid to each participant in cash. See
“Compensation Discussion and Analysis” on page 19 for more information about the EICP.

Executive Stock Purchase Plan. The Executive Stock Purchase Plan permits participants to acquire
AutoZone common stock in excess of the purchase limits contained in AutoZone’s Employee Stock Purchase
Plan. Because the Executive Stock Purchase Plan is not required to comply with the requirements of Section 423
of the Internal Revenue Code, it has a higher limit on the percentage of a participant’s compensation that may be
used to purchase shares (25%) and places no dollar limit on the amount of a participant’s compensation that may
be used to purchase shares under the plan. For more information about the Executive Stock Purchase Plan, see
“Compensation Discussion and Analysis” on page 19.

Stock Options. Stock options are awarded to many levels of management, including executive officers, to
align the long-term interests of AutoZone’s management and our stockholders. During the 2012 fiscal year, 588
AutoZone employees received stock options. The stock options shown in the table were granted pursuant to the
2011 Equity Plan.

Both incentive stock options and non-qualified stock options, or a combination of both, can be granted
under the 2011 Equity Plan. Incentive stock options have a maximum term of ten years, and non-qualified stock
options have a maximum term of ten years and one day. Options granted during the 2012 fiscal year vest in
one-fourth increments over a four-year period. All options granted under the 2011 Equity Plan have an exercise
price equal to the fair market value of AutoZone common stock on the date of grant, which is defined as the
closing price on the grant date. Option repricing is expressly prohibited by the terms of the 2011 Equity Plan.

Each grant of stock options is governed by the terms of a Stock Option Agreement entered into between the

Company and the executive officer at the time of the grant. The Stock Option Agreements provide vesting
schedules and other terms of the grants in accordance with the 2011 Equity Plan.

Under the 2011 Equity Plan, participants may receive equity-based compensation in the form of stock
appreciation rights, restricted shares, restricted share units, dividend equivalents, deferred stock, stock payments,
performance share awards and other incentive awards structured by the Compensation Committee and the Board
within parameters set forth in the Plan.

The aggregate number of shares of AutoZone common stock available for equity grants pursuant to the

2011 Equity Plan will be reduced by two shares for every share delivered in settlement of an award other than
(i) a stock option, (ii) a stock appreciation right or (iii) any other award for which the holder pays the intrinsic
value existing as of the date of grant (such awards, “Full Value Awards”). To the extent that any award other

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than a Full Value Award is forfeited, expires or is settled in cash without the delivery of shares to the holder,
then any shares subject to the award will again be available for the grant of an award pursuant to the 2011
Equity Plan; if such forfeited, expired or cash-settled award is a Full Value Award, then the number of shares
available under the 2011 Equity Plan will be increased by two shares for each share subject to the award that is
forfeited, expired or cash-settled. However, shares tendered or withheld in payment of the exercise price of an
option or in satisfaction of any tax withholding obligations with respect to an award, shares subject to a stock
appreciation right that are not issued in connection with the stock settlement of the stock appreciation right on
exercise thereof, and shares purchased on the open market with the cash proceeds from the exercise of options,
will not again be available for the grant of an award pursuant to the 2011 Equity Plan. Any shares of restricted
stock repurchased by AutoZone at the same price paid by the participant, so that such shares are returned to
AutoZone, will again be available for awards granted pursuant to the 2011 Equity Plan. The payment of
dividend equivalents in cash in conjunction with any outstanding awards will not be counted against the shares
available for issuance under the 2011 Equity Plan.

OUTSTANDING EQUITY AWARDS AT FISCAL YEAR-END

The following table sets forth information regarding outstanding stock option awards under the 2011 Equity

Plan, the 2006 Stock Option Plan and the Third Amended and Restated AutoZone, Inc. 1996 Stock Option Plan
(“1996 Stock Option Plan”), other outstanding equity awards under the 2011 Equity Plan, and unvested shares
under the Executive Stock Purchase Plan for the Company’s Named Executive Officers as of August 25, 2012:

Option Awards

Stock Awards

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Name

Grant Date Exercisable Unexercisable

Number of securities
underlying unexercised
options(1)

William C. Rhodes III . . . . .

Totals . . . . . . . . . . . . .
William T. Giles . . . . . . . . .

Totals . . . . . . . . . . . . .
Ronald B. Griffin . . . . . . . . .
Totals . . . . . . . . . . . . .

03/13/05
10/15/05
10/15/05
09/26/06
09/26/06
09/25/07
09/25/07
09/22/08
09/29/09
09/29/09
09/29/10
09/29/10
09/27/11
09/27/11
12/15/10
09/30/11
12/31/11
03/31/12
06/30/12

06/06/06
09/26/06
09/26/06
09/25/07
09/25/07
09/22/08
09/29/09
09/28/10
09/28/10
09/27/11
09/27/11
09/30/11
12/31/11
03/31/12
06/30/12

06/12/12

Number
of shares
of stock
that
have
not vested(2)

Market
value
of shares
of stock
that have
not
vested(3)

25,000(4)$9,127,000
13,508
$
60,968
$
12,048
$
$
10,587
$9,224,111

37
167
33
29
25,266

6
46
5
4
61

$
$
$
$
$

2,190
16,794
1,825
1,460
22,269

25,000
1,000
49,000
1,500
43,500
38,600
1,400
24,000
250
13,250
175
5,925
0
0

203,600
20,000
2,000
23,000
21,400
1,600
13,800
7,900
225
3,375
0
0

0
0
0
0
0
0
0
8,000
250
13,250
525
17,775
400
20,800

61,000
0
0
0
0
0
4,600
7,900
675
10,125
500
12,000

Option
Exercise
Price

Option
Expiration
Date

$ 98.30 03/14/15
$ 82.00 10/15/15
$ 82.00 10/16/15
$103.44 09/26/16
$103.44 09/27/16
$115.38 09/26/17
$115.38 09/25/17
$130.79 09/23/18
$142.77 09/29/19
$142.77 09/30/19
$228.20 09/29/20
$228.20 09/30/20
$326.00 09/27/21
$326.00 09/28/21

$ 89.76 06/07/16
$103.44 09/26/16
$103.44 09/27/16
$115.38 09/26/17
$115.38 09/25/17
$130.79 09/23/18
$142.77 09/30/19
$225.74 09/28/20
$225.74 09/29/20
$326.00 09/27/21
$326.00 09/28/21

93,300
0
0

35,800
21,000
21,000

$386.65 06/13/22

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Option Awards

Stock Awards

Name

Grant Date Exercisable Unexercisable

Number of securities
underlying unexercised
options(1)

Harry L. Goldsmith . . . . . . . . . .

Totals . . . . . . . . . . . . . . . .
. . . . . . . . . . . .

Larry M. Roesel

Totals . . . . . . . . . . . . . . . .

10/15/05
09/26/06
09/25/07
09/25/07
09/22/08
09/29/09
09/29/09
09/28/10
09/28/10
09/27/11
09/27/11
12/31/11

09/25/07
09/22/08
09/22/08
09/29/09
09/29/09
09/28/10
09/27/11
09/27/11

11,500
23,500
19,600
1,400
12,600
7,000
250
175
3,125
0
0

79,150
2,000
600
9,900
200
5,800
3,375
0
0
21,875

0
0
0
0
4,200
7,000
250
525
9,375
400
11,000

32,750
0
200
3,300
200
5,800
10,125
500
11,300
31,425

Number
of shares
of stock
that
have
not vested(2)

Market
value
of shares
of stock
that have
not
vested(3)

22
22

$8,032
$8,032

Option
Exercise
Price

Option
Expiration
Date

$ 82.00 10/16/15
$103.44 09/27/16
$115.38 09/26/17
$115.38 09/25/17
$130.79 09/23/18
$142.77 09/30/19
$142.77 09/29/19
$225.74 09/28/20
$225.74 09/29/20
$326.00 09/27/21
$326.00 09/28/21

$115.38 09/25/17
$130.79 09/22/18
$130.79 09/23/18
$142.77 09/29/19
$142.77 09/30/19
$225.74 09/29/20
$326.00 09/27/21
$326.00 09/28/21

(1) Stock options vest annually in one-fourth increments over a four-year period. Both incentive stock options

and non-qualified stock options have been awarded.

(2) Unless otherwise noted, represents shares acquired pursuant to unvested share options granted under the

Executive Stock Purchase Plan. Such shares vest on the first anniversary of the date the option was exercised
under the plan, and will vest immediately upon a participant’s termination of employment without cause or
the participant’s death, disability or retirement.

(3) Based on the closing price of AutoZone common stock on August 24, 2012 ($365.08 per share).

(4) Represents a grant of performance-restricted stock units pursuant to the 2011 Equity Plan.

OPTION EXERCISES AND STOCK VESTED

The following table sets forth information regarding stock option exercises and vested stock awards for the

Company’s Named Executive Officers during the fiscal year ended August 25, 2012:

Name

William C. Rhodes III . . . . . . . . . . . . . . . . . . . . . .
William T. Giles . . . . . . . . . . . . . . . . . . . . . . . . . .
Ronald B. Griffin . . . . . . . . . . . . . . . . . . . . . . . . . .
Harry L. Goldsmith . . . . . . . . . . . . . . . . . . . . . . . .
Larry M. Roesel . . . . . . . . . . . . . . . . . . . . . . . . . . .

Option Awards

Stock Awards

Number
of shares
acquired
on exercise
(#)

25,000
—
—
40,000
8,875

Value
realized
on exercise
($)

7,123,440
—
—
10,844,680
2,059,959

Number
of shares
acquired
on vesting
(#)(1)

164
28
—
13
—

Value
realized
on vesting
($)(2)

56,698
9,633
—
4,225
—

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(1) Represents shares acquired pursuant to the Executive Stock Purchase Plan. See “Compensation Discussion

and Analysis” on page 19 for more information about this plan.

(2) Based on the closing price of AutoZone common stock on the vesting date.

PENSION BENEFITS

The following table sets forth information regarding pension benefits for the Company’s Named Executive

Officers as of August 25, 2012:

Number of
Years of
Credited
Service

Present
Value of
Accumulated
Benefit
($)(1)

Payments
During Last
Fiscal Year
($)

89,402

53,867

—

Name

William C. Rhodes III

Plan Name

. . . . . . . . . . . AutoZone, Inc. Associates
Pension Plan
AutoZone, Inc. Executive
Deferred Compensation Plan

William T. Giles . . . . . . . . . . . . . . . . N/A

Ronald B. Griffin . . . . . . . . . . . . . . . N/A

Harry L. Goldsmith . . . . . . . . . . . . . . AutoZone, Inc. Associates

203,481

Pension Plan
AutoZone, Inc. Executive
Deferred Compensation Plan

243,847

Larry M. Roesel

. . . . . . . . . . . . . . . . N/A

(1) As the plan benefits were frozen as of December 31, 2002, there is no service cost and increases in future

compensation levels no longer impact the calculations. The benefit of each participant is accrued based on a
funding formula computed by our independent actuaries, Mercer. See Note L, Pension and Savings Plans, to
our consolidated financial statements in our 2012 Annual Report for a discussion of our assumptions used in
determining the present value of the accumulated pension benefits.

Prior to January 1, 2003, substantially all full-time AutoZone employees were covered by a defined benefit
pension plan, the AutoZone, Inc. Associates Pension Plan (the “Pension Plan”). The Pension Plan is a traditional
defined benefit pension plan which covered full-time AutoZone employees who were at least 21 years old and
had completed one year of service with the Company. The benefits under the Pension Plan were based on years
of service and the employee’s highest consecutive five-year average compensation. Compensation included total

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annual earnings shown on Form W-2 plus any amounts directed on a tax-deferred basis into Company-
sponsored benefit plans, but did not include reimbursements or other expense allowances, cash or non-cash
fringe benefits, moving expenses, non-cash compensation (regardless of whether it resulted in imputed income),
long-term cash incentive payments, gain on exercise of stock options, payments under any insurance plan,
payments under any weekly-paid indemnity plan, payments under any long term disability plan, nonqualified
deferred compensation, or welfare benefits.

AutoZone also maintained a supplemental defined benefit pension plan for certain highly compensated

employees to supplement the benefits under the Pension Plan as part of our Executive Deferred Compensation
Plan (the “Supplemental Pension Plan”). The purpose of the Supplemental Pension Plan was to provide any
benefit that could not be provided under the qualified plan due to IRS limitations on the amount of salary that
could be recognized in the qualified plan. The benefit under the Supplemental Pension Plan is the difference
between (a) the amount of benefit determined under the Pension Plan formula but using the participant’s total
compensation without regard to any IRS limitations on salary that can be recognized under the qualified plan,
less (b) the amount of benefit determined under the Pension Plan formula reflecting the IRS limitations on
compensation that can be reflected under a qualified plan.

In December 2002, both the Pension Plan and the Supplemental Pension Plan were frozen. Accordingly, all
benefits to all participants in the Pension Plan were fixed and could not increase, and no new participants could
join the plans.

Annual benefits to the Named Executive Officers are payable upon retirement at age 65. Sixty monthly
payments are guaranteed after retirement. The benefits will not be reduced by Social Security or other amounts
received by a participant. The basic monthly retirement benefit is calculated as 1% of average monthly
compensation multiplied by a participant’s years of credited service. Benefits under the Pension Plan may be
taken in one of several different annuity forms. The actual amount a participant would receive depends upon the
payment method chosen.

A participant in the Pension Plan is eligible for early retirement under the plan if he or she is at least
55 years old AND was either (a) a participant in the original plan as of June 19, 1976; or (b) has completed at
least ten (10) years of service for vesting (i.e. years in which the participant worked at least 1,000 hours after
becoming a Pension Plan participant). The early retirement date will be the first of any month after the
participant meets these requirements and chooses to retire. Benefits may begin immediately, or the participant
may elect to begin receiving them on the first of any month between the date he or she actually retires and the
normal retirement date. If a participant elects to begin receiving an early retirement benefit before the normal
retirement date, the amount of the accrued benefit will be reduced according to the number of years by which the
start of benefits precedes the normal retirement date. Mr. Goldsmith is eligible for early retirement under the
Pension Plan.

Messrs. Rhodes and Goldsmith are participants in the Pension Plan and the Supplemental Pension Plan. No

named officers received payment of a retirement benefit in fiscal 2012.

NONQUALIFIED DEFERRED COMPENSATION

The following table sets forth information regarding nonqualified deferred compensation for the

Company’s Named Executive Officers as of and for the year ended August 25, 2012.

Name

William C. Rhodes III . . . . .

William T. Giles . . . . . . . .

Ronald B. Griffin . . . . . . . .

Harry L. Goldsmith . . . . . .

Larry M. Roesel . . . . . . . . .

Plan

Executive Deferred
Compensation Plan

Executive
Contributions
in Last FY
($)(1)

Registrant
Contributions
in Last FY
($)(2)

Aggregate
Earnings
in Last FY
($)(3)

Aggregate
withdrawals/
distributions
($)

Aggregate
Balance at
Last FYE
($)

638,895

110,577

529,873

— 4,143,313

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47,931

38,568

23,508

(53,974)

243,886

—

52,170

31,662

31,654

(74,839)

352,705

183,492

24,753

40,531

— 555,389

(1) Represents contributions by the Named Executive Officers under the AutoZone, Inc. Executive Deferred
Compensation Plan (the “EDCP”). Such contributions are included under the appropriate “Salary” and
“Non-Equity Incentive Plan Compensation” columns for the Named Executive Officers in the Summary
Compensation Table.

(2) Represents matching contributions by the Company under the EDCP. Such contributions are included under
the “All Other Compensation” column for the Named Executive Officers in the Summary Compensation
Table.

(3) Represents the difference between the aggregate balance at end of fiscal 2012 and the end of fiscal 2011,

excluding (i) contributions made by the executive officer and the Company during fiscal 2012 and (ii) any
withdrawals or distributions during fiscal 2012. None of the earnings in this column were included in the
Summary Compensation Table because they were not preferential or above market.

Officers of the Company with the title of vice president or higher based in the United States are eligible to

participate in the EDCP after their first year of employment with the Company. As of August 25, 2012, there
were 42 such officers of the Company. The EDCP is a nonqualified plan that allows officers to make a pretax
deferral of base salary and bonus compensation. Officers may defer up to 25% of base salary and bonus, minus
deferrals under the 401(k) plan. The Company matches 100% of the first 3% of deferred compensation and 50%
of the next 2% deferred. Participants may select among various mutual funds in which to invest their deferral
accounts. Participants may elect to receive distribution of their deferral accounts at retirement or starting in a
specific future year of choice before or after anticipated retirement (but not later than the year in which the
participant reaches age 75). If a participant’s employment with AutoZone terminates other than by retirement or
death, the account balance will be paid in a lump sum payment six months after termination of employment.
There are provisions in the EDCP for withdrawal of all or part of the deferral account balance in the event of an
extreme and unforeseen financial hardship.

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POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

Our Named Executive Officers may receive certain benefits if their employment terminates under specified

circumstances. These benefits derive from Company policies, plans, agreements and arrangements described
below.

Agreement with Mr. Rhodes

In February 2008, Mr. Rhodes and AutoZone entered into an agreement (the “Agreement”) providing that

if Mr. Rhodes’ employment is terminated by the Company without cause, he will receive severance benefits
consisting of an amount equal to 2.99 times his then-current base salary, a lump sum prorated share of any
unpaid annual bonus incentive for periods during which he was employed, and AutoZone will pay the cost of
COBRA premiums to continue his medical, dental and vision insurance benefits for up to 18 months to the
extent such premiums exceed the amount Mr. Rhodes had been paying for such coverage during his
employment. The Agreement further provides that Mr. Rhodes will not compete with AutoZone or solicit its
employees for a three-year period after his employment with AutoZone terminates.

Executive Officer Agreements (Messrs. Giles, Griffin and Roesel)

In February 2008, AutoZone’s executive officers who do not have written employment agreements,
including Messrs. Giles and Roesel, entered into agreements (“Severance and Non-Compete Agreements”) with
the Company providing that if their employment is involuntarily terminated without cause, and if they sign an
agreement waiving certain legal rights, they will receive severance benefits in the form of salary continuation for
a period of time ranging from 12 months to 24 months, depending on their length of service at the time of
termination. Mr. Griffin entered into a Severance and Non-Compete Agreement when he joined AutoZone in
June 2012. Mr. Giles presently has six years of service, Mr. Roesel has five and Mr. Griffin has less than one
year of service.

Years of Service

Severance Period

Less than 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

12 months

2 – less than 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

18 months

5 or more . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

24 months

The executives will also receive a lump sum prorated share of their annual bonus incentive when such
incentives are paid to similarly-situated executives. Medical, dental and vision insurance benefits generally
continue through the severance period up to a maximum of 18 months, with the Company paying the cost of
COBRA premiums to the extent such premiums exceed the amount the executive had been paying for such
coverage. An appropriate level of outplacement services may be provided based on individual circumstances.

The Severance and Non-Compete Agreement further provides that the executive will not compete with
AutoZone or solicit its employees for a two-year period after his or her employment with AutoZone terminates.

Employment Agreement with Mr. Goldsmith

Mr. Goldsmith’s employment agreement (the “Employment Agreement”) was amended and restated on

December 29, 2008, to bring it into compliance with Section 409A of the Internal Revenue Code. The
Employment Agreement originally dated 1999, continues until terminated either by Mr. Goldsmith or by
AutoZone.

If the Employment Agreement is terminated by AutoZone for cause, or by Mr. Goldsmith for any reason,

Mr. Goldsmith will cease to be an employee, and will cease to receive salary, bonus, and other benefits. “Cause”
is defined as the willful engagement in conduct which is demonstrably or materially injurious to AutoZone,
monetarily or otherwise. No act or failure to act will be considered “willful” unless done, or omitted to be done,
not in good faith and without reasonable belief that the action or omission was in the best interest of AutoZone.

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If the Employment Agreement is terminated by AutoZone without cause, and Mr. Goldsmith experiences a

“separation from service” (within the meaning of Section 409A and related regulations), Mr. Goldsmith will
receive certain benefits for three years after the termination date (the “Continuation Period”). Mr. Goldsmith
will receive his then-current base salary during the Continuation Period, and will receive a prorated bonus for
the fiscal year in which he was terminated, but no bonuses thereafter. Mr. Goldsmith’s stock options that would
have vested during the Continuation Period will immediately vest on his termination date, and all vested stock
options may be exercised in accordance with the respective stock option agreements until the first to occur of
(i) 30 days after the end of the Continuation Period or (ii) the expiration of the respective stock option
agreement, without regard to any possible early expiration resulting from Mr. Goldsmith’s termination. Medical,
dental and vision benefit coverage under an AutoZone group health plan will continue for a period of time equal
to the sum of Mr. Goldsmith’s maximum COBRA coverage period plus the Continuation Period. Mr. Goldsmith
will also receive a lump sum payment equal to three times (3X) the total aggregate annual COBRA premium
costs for group medical, dental and vision benefit coverage for himself and his dependents as in effect
immediately prior to his termination.

Mr. Goldsmith agrees to release AutoZone from any and all obligations other than those set forth in his
Employment Agreement. If Mr. Goldsmith’s employment is terminated by AutoZone, or by Mr. Goldsmith for
reasons other than a change in control, then he will be prohibited from competing against AutoZone or hiring
AutoZone employees for a period of time equal to the Continuation Period. “Change in control” in the
Employment Agreement means either the acquisition of a majority of AutoZone’s voting securities by or the
sale of substantially all of AutoZone’s assets to a non-affiliate of the company.

Equity Plans

All outstanding, unvested stock options, including those held by the Named Executive Officers, will vest

immediately upon the option holder’s death pursuant to the terms of the stock option agreements.

Unvested share options under our Executive Stock Purchase Plan, which normally are subject to forfeiture
if a participant’s employment terminates prior to the first anniversary of their acquisition, will vest immediately
if the termination is by reason of the participant’s death, disability, termination by the Company without cause,
or retirement on or after the participant’s normal retirement date. The plan defines “disability, “cause,” and
“normal retirement date.”

Under Mr. Rhodes’ Performance-Based Restricted Stock Units Award Agreement, described on page 25,
any Restricted Stock Units that have been earned (i.e., the performance conditions have been met) but have not
become vested, will become vested and will be paid in shares of AutoZone common stock as soon as practicable
after the date of Mr. Rhodes’ termination of employment by the Company without cause (as defined in the
award agreement) or due to his death or disability. Any Restricted Stock Units which have not been earned as of
the date on which Mr. Rhodes’ employment with AutoZone terminates for any reason shall not become vested.

Life Insurance

AutoZone provides all salaried employees in active full-time employment in the United States a company-

paid life insurance benefit in the amount of two times annual earnings. “Annual earnings” exclude stock
compensation and gains realized from stock option exercises, but include salary and incentive compensation
received. Additionally, salaried employees are eligible to purchase additional life insurance subject to
insurability above certain amounts. The maximum benefit of the company-paid and the additional coverage
combined is $5,000,000. All of the Named Executive Officers are eligible for this benefit.

Disability Insurance

All full-time officers at the level of vice president and above are eligible to participate in two executive
long-term disability plans. Accordingly, AutoZone purchases individual disability policies for its executive
officers that pay 70% of the first $7,143 of insurable monthly earnings in the event of disability. Additionally,

the executive officers are eligible to receive an executive long-term disability plan benefit in the amount of 70%
of the next $35,714 of insurable monthly earnings to a maximum benefit of $25,000 per month. AutoZone
purchases insurance to cover this plan benefit. These two benefits combined provide a maximum benefit of
$30,000 per month. The benefit payment for these plans may be reduced by deductible sources of income and
disability earnings. Mr. Goldsmith is only covered under the group long-term disability program, under which he
is eligible to receive 70% of monthly earnings to a maximum benefit of $30,000 per month.

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The following table shows the amounts that the Named Executive Officers would have received if their
employment had been terminated under specified circumstances on August 25, 2012. This table does not include
amounts related to the Named Executive Officers’ vested benefits under our deferred compensation and pension
plans or pursuant to stock option awards, all of which are described in the tables above.

Name

William C. Rhodes, III(1)

Severance Pay . . . . . . . . . . . . . . . . .
Annual Incentive . . . . . . . . . . . . . . .
Benefits Continuation . . . . . . . . . . .
Unvested Stock Options . . . . . . . . .
Unvested Stock Awards . . . . . . . . .
Disability Benefits . . . . . . . . . . . . . .
Life Insurance Benefits . . . . . . . . . .
Total
. . . . . . . . . . . . . . . . . . . . . . . .

William T. Giles(2)

Ronald. B. Griffin(2)

Severance Pay . . . . . . . . . . . . . . . . .
Annual Incentive . . . . . . . . . . . . . . .
Benefits Continuation . . . . . . . . . . .
Unvested Stock Options . . . . . . . . .
Disability Benefits . . . . . . . . . . . . . .
Life Insurance Benefits . . . . . . . . . .
Total
. . . . . . . . . . . . . . . . . . . . . . . .

Harry L. Goldsmith(3)

Salary Continuation . . . . . . . . . . . . .
Annual Incentive . . . . . . . . . . . . . . .
Benefits Continuation . . . . . . . . . . .
Unvested Stock Options . . . . . . . . .
Unvested Stock Awards . . . . . . . . .
Disability Benefits . . . . . . . . . . . . . .
Life Insurance Benefits . . . . . . . . . .
Total
. . . . . . . . . . . . . . . . . . . . . . . .

Larry M. Roesel(2)

Voluntary or
For Cause
Termination
($)

Involuntary
Termination Not
For Cause
($)

Change in
Control
($)

Disability
($)

Death
($)

—
—
1,316,000
1,316,000
—
2,404
— 8,208,905
97,111
—
— 5,000,000
14,624,420

97,111
6,270,000

7,683,111

—
—
494,487
494,487
—
2,149
— 4,827,355
22,269
—
— 2,466,000
7,812,260

22,269
4,590,000

5,106,756

—
66,813
—
—
1,960,000
—
2,026,813

—
66,813
2,404
—
—
800,000
869,217

—
—
415,414
415,414
—
1,241
— 4,420,744
8,032
—
— 2,074,000
6,919,431

8,032
1,710,000

2,133,446

—
—
317,966
317,966
—
2,404
— 4,025,837
—
— 1,000,000
5,346,207

3,360,000

3,677,966

—
—
—
—
—
—
—
—

—
—
—
—
—
—
—

—
—
—
—
—
—
—
—

—
—
—
—
—
—
—

—
—
—
—
—
—
—
—

—
—
—
—
—
—
—

—
—
—
—
—
—
—
—

—
—
—
—
—
—
—

2,990,000
1,316,000
11,458
—
97,111
—
—
4,414,569

1,006,000
494,487
13,595
—
22,269
—
—
1,536,351

400,000
66,813
7,639
—
—
—
474,452

1,267,500
415,414
28,853
3,738,166
8,032
—
—
5,457,965

810,000
317,966
11,458
—
—
—
1,139,424

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Normal
Retirement
($)

—
1,316,000
—
—
97,111
—
—
1,413,111

—
494,487
—
—
22,269
—
—
516,756

—
66,813
—
—
—
—
66,813

—
415,414
—
—
8,032
—
—
423,446

—
317,966
—
—
—
—
317,966

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(1) Severance Pay, Bonus and Benefits Continuation amounts shown under the “Involuntary Termination Not
for Cause” column reflects the terms of Mr. Rhodes’ Agreement described above. Unvested stock options
are those outstanding, unvested stock options which will vest immediately upon the option holder’s death.
Unvested stock awards are share options under the Executive Stock Purchase Plan, which vest upon
involuntary termination not for cause, disability, death or normal retirement. Annual Incentive is shown at
actual annual incentive amount for the 2012 fiscal year; it would be prorated if the triggering event occurred
other than on the last day of the fiscal year. Disability Benefits are benefits under Company-paid individual
long-term disability insurance policy. Life Insurance Benefits are benefits under a Company-paid life
insurance policy.

(2) Severance Pay, Bonus and Benefits Continuation amounts shown under the “Involuntary Termination Not

for Cause” column reflect payments to Mr. Giles, Mr. Griffin and Mr. Roesel under the Severance and Non-
Compete Agreements described above. Annual Incentive is shown at actual annual incentive amount for the
2012 fiscal year; it would be prorated if the triggering event occurred other than on the last day of the fiscal
year. Mr. Griffin was hired on June 10, 2012 his actual annual incentive amount for the 2012 fiscal year was
prorated based on this hire date. Benefits Continuation refers to medical, dental and vision benefits.
Unvested stock options are those outstanding, unvested stock options which will vest immediately upon the
option holder’s death. Unvested stock awards are share options under the Executive Stock Purchase Plan,
which vest upon involuntary termination not for cause, disability, death or normal retirement. Disability
Benefits are benefits under Company-paid individual long-term disability insurance policy. Life Insurance
Benefits are benefits under a Company-paid life insurance policy.

(3) Salary Continuation, Bonus and Benefits Continuation amounts shown under the “Involuntary Termination
Not for Cause” column reflect payments to Mr. Goldsmith under the terms of his Employment Agreement
described above. Annual Incentive is shown at actual annual incentive amount for the 2012 fiscal year; it
would be prorated if the triggering event occurred other than on the last day of the fiscal year. Upon
disability, death or normal retirement, a prorated bonus is paid in accordance with Company policy. Benefits
Continuation refers to medical, dental and vision benefits. Unvested stock options are those outstanding,
unvested stock options which will vest immediately upon the option holder’s death. Additionally,
Mr, Goldsmith’s Employment Agreement provides that in the event of his termination by AutoZone without
cause, stock options that would have vested during the three year “continuation period” vest immediately
upon his termination date. Unvested stock awards are share options under the Executive Stock Purchase Plan
which vest upon involuntary termination not for cause, disability, death or normal retirement. Disability
Benefits are benefits under Company-paid individual long-term disability insurance policy. Life Insurance
Benefits are benefits under a Company-paid life insurance policy.

Related Party Transactions

Our Board has adopted a Related Person Transaction Policy (the “Policy”) which requires the Audit
Committee of the Board to review and approve or ratify all Related Person Transactions. The Audit Committee
is to consider all of the available relevant facts and circumstances of each transaction, including but not limited
to the benefits to the Company; the impact on a director’s independence in the event the Related Person is a
director, an immediate family member of a director or an entity in which a director is a partner, shareholder or
executive officer; the availability of other sources for comparable products or services; the terms of the
transaction; and the terms available to unrelated third parties generally. Related Person Transactions must also
comply with the policies and procedures specified in our Code of Ethics and Business Conduct and Corporate
Governance Principles, as described below.

The Policy also requires disclosure of all Related Person Transactions that are required to be disclosed in
AutoZone’s filings with the Securities and Exchange Commission, in accordance with all applicable legal and
regulatory requirements.

A “Related Person Transaction” is defined in the Policy as a transaction, arrangement or relationship (or

any series of similar transactions, arrangements or relationships) that occurred since the beginning of the

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Company’s most recent fiscal year in which the Company (including any of its subsidiaries) was, is or will be a
participant and the amount involved exceeds $120,000 and in which any Related Person had, has or will have a
direct or indirect material interest. “Related Persons” include a director or executive officer of the Company, a
nominee to become a director of the Company, any person known to be the beneficial owner of more than 5% of
any class of the Company’s voting securities, any immediate family member of any of the foregoing persons,
and any firm, corporation or other entity in which any of the foregoing persons is employed or is a partner or
principal or in a similar position or in which such person has a 5% or greater beneficial ownership interest.

Our Board has adopted a Code of Business Conduct (the “Code of Conduct”) that applies to the Company’s
directors, officers and employees. The Code of Conduct prohibits directors and executive officers from engaging
in activities that create conflicts of interest, taking corporate opportunities for personal use or competing with
the Company, among other things. Our Board has also adopted a Code of Ethical Conduct for Financial
Executives (the “Financial Code of Conduct”) that applies to the Company’s officers and employees who hold
the position of principal executive officer, principal financial officer, principal accounting officer or controller
as well as to the Company’s officers and employees who perform similar functions (“Financial Executives”).
The Financial Code of Conduct requires the Financial Executives to, among other things, report any actual or
apparent conflict of interest between personal or professional relationships involving Company management and
any other Company employee with a role in financial reporting disclosures or internal controls. Additionally, our
Corporate Governance Principles require each director who is faced with an issue that presents, or may give the
appearance of presenting, a conflict of interest to disclose that fact to the Chairman of the Board and the
Secretary, and to refrain from participating in discussions or votes on such issue unless a majority of the Board
determines, after consultation with counsel, that no conflict of interest exists as to such matter.

We have concluded there are no material related party transactions or agreements that were entered into

during the fiscal year ended August 25, 2012 and through the date of this proxy statement requiring disclosure
under these policies.

Equity Compensation Plans

Equity Compensation Plans Approved by Stockholders

Our stockholders have approved the 2011 Equity Plan, 2006 Stock Option Plan, 1996 Stock Option Plan,
the Employee Stock Purchase Plan, the Executive Stock Purchase Plan, the 2003 Director Compensation Plan
and the 2003 Director Stock Option Plan.

Equity Compensation Plans Not Approved by Stockholders

The AutoZone, Inc. Second Amended and Restated Director Compensation Plan and the AutoZone, Inc.

Fourth Amended and Restated 1998 Director Stock Option Plan were approved by the Board, but were not
submitted for approval by the stockholders as then permitted under the rules of the New York Stock Exchange.
Both of these plans were terminated in December 2002 and were replaced by the 2003 Director Compensation
Plan and the 2003 Director Stock Option Plan, respectively, after the stockholders approved them. No further
grants can be made under the terminated plans. However, any grants made under these plans will continue under
the terms of the grant made. Only treasury shares are issued under the terminated plans.

Under the Second Amended and Restated Director Compensation Plan, a non-employee director could
receive no more than one-half of the annual retainer and meeting fees immediately in cash, and the remainder of
the fees were taken in common stock or deferred in stock appreciation rights.

Under the Fourth Amended and Restated 1998 Director Stock Option Plan, on January 1 of each year, each

non-employee director received an option to purchase 1,500 shares of common stock, and each non-employee
director who owned common stock worth at least five times the annual fee paid to each non-employee director
on an annual basis received an additional option to purchase 1,500 shares of common stock. In addition, each
new director received an option to purchase 3,000 shares upon election to the Board, plus a portion of the annual

directors’ option grant prorated for the portion of the year actually served in office. These stock option grants
were made at the fair market value as of the grant date.

The following table sets forth certain information as of August 25, 2012, with respect to compensation

plans under which shares of AutoZone common stock may be issued.

Summary Table

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Number of securities to
be issued upon exercise
of outstanding
options, warrants
and rights

Weighted-average
exercise price of
outstanding options
warrants and rights

2,312,700

7,284

2,319,984

$177.25

$ 38.18

$176.82

Number of securities
remaining available for
future issuance under
equity compensation
plans (excluding
securities reflected
in the
first column)

2,925,918

Plan Category

Equity compensation plans

approved by security holders . .

Equity compensation plans not

approved by security holders . .
. . . . . . . . . . . . . . . . . . . . . . .

Total

Section 16(a) Beneficial Ownership Reporting Compliance

Securities laws require our executive officers, directors, and beneficial owners of more than ten percent of

our common stock to file insider trading reports (Forms 3, 4, and 5) with the Securities and Exchange
Commission and the New York Stock Exchange relating to the number of shares of common stock that they
own, and any changes in their ownership. To our knowledge, all persons related to AutoZone that are required to
file these insider trading reports have filed them in a timely manner. Copies of the insider trading reports can be
found on the AutoZone corporate website at www.autozoneinc.com.

STOCKHOLDER PROPOSALS FOR 2013 ANNUAL MEETING

Stockholder proposals for inclusion in the Proxy Statement for the Annual Meeting in 2013 must be
received by June 24, 2013. In accordance with our Bylaws, stockholder proposals received after August 14,
2013, but by September 13, 2013, may be presented at the Annual Meeting, but will not be included in the Proxy
Statement. Any stockholder proposal received after September 13, 2013, will not be eligible to be presented for
a vote to the stockholders in accordance with our Bylaws. Any proposals must be mailed to AutoZone, Inc.,
Attention: Secretary, Post Office Box 2198, Dept. 8074, Memphis, Tennessee 38101-2198.

A copy of our Annual Report is being mailed with this Proxy Statement to all stockholders of record.

ANNUAL REPORT

By order of the Board of Directors,

Memphis, Tennessee
October 22, 2012

Harry L. Goldsmith
Secretary

form 10-K

UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
__________________

FORM 10-K

(cid:55)

Annual Report pursuant to section 13 or 15(d) of the Securities Exchange Act of 1934

For the fiscal year ended August 25, 2012, or

(cid:133)

Transition report pursuant to section 13 or 15(d) of the Securities Exchange Act of 1934

For the transition period from ______ to ______.

Commission file number 1-10714

AUTOZONE, INC.

(Exact name of registrant as specified in its charter)

Nevada
(State or other jurisdiction of
incorporation or organization)

62-1482048
(I.R.S. Employer Identification No.)

123 South Front Street, Memphis, Tennessee
(Address of principal executive offices)

38103
(Zip Code)

1
0
-
K

(901) 495-6500
(Registrant’s telephone number, including area code)

Securities registered pursuant to Section 12(b) of the Act:

Title of each class
Common Stock
($.01 par value)

Name of each exchange
on which registered
New York Stock Exchange

Securities registered pursuant to Section 12(g) of the Act:
None

Indicate by check mark if the Registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities
Act. Yes (cid:55) No (cid:133)

Indicate by check mark if the Registrant is not required to file reports pursuant to Section 13 or Section 15(d) of
the Act. Yes (cid:133) No (cid:55)

Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d)
of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the
registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90
days. Yes (cid:55) No (cid:133)

Indicate by check mark whether the Registrant has submitted electronically and posted on its corporate Web site,
if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T
(§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the Registrant was
required to submit and post such files). Yes (cid:55) No (cid:133)

Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§ 229.405 of this
chapter) is not contained herein, and will not be contained, to the best of Registrant’s knowledge, in definitive
proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this
Form 10-K. (cid:55)

Indicate by check mark whether the Registrant is a large accelerated filer, an accelerated filer, a non-accelerated
filer, or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and
“smaller reporting company” in Rule 12b-2 of the Exchange Act.

Large accelerated filer (cid:55)
Non-accelerated filer (cid:133)

Accelerated filer (cid:133)
Smaller reporting company (cid:133)

Indicate by check mark whether the Registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes (cid:133)
No (cid:55)

The aggregate market value of the voting and non-voting common equity held by non-affiliates computed by
reference to the price at which the common equity was last sold, or the average bid and asked price of such
common equity, as of the last business day of the registrant’s most recently completed second fiscal quarter was
$12,668,552,608.

The number of shares of Common Stock outstanding as of October 15, 2012, was 36,931,946.

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Documents Incorporated By Reference

Portions of the definitive Proxy Statement to be filed within 120 days of August 25, 2012, pursuant to Regulation
14A under the Securities Exchange Act of 1934 for the Annual Meeting of Stockholders to be held December 12,
2012, are incorporated by reference into Part III.

TABLE OF CONTENTS

PART I ............................................................................................................................................................................ 5
Business ..................................................................................................................................................... 5
Item 1.
Introduction ............................................................................................................................................ 5
Marketing and Merchandising Strategy.................................................................................................. 6
Commercial ............................................................................................................................................ 7
Store Operations ..................................................................................................................................... 8
Store Development ................................................................................................................................. 9
Purchasing and Supply Chain................................................................................................................. 9
Competition ............................................................................................................................................ 9
Trademarks and Patents .......................................................................................................................... 10
Employees .............................................................................................................................................. 10
AutoZone Websites ................................................................................................................................ 10
Executive Officers of the Registrant....................................................................................................... 10
Item 1A. Risk Factors ................................................................................................................................................ 12
Item 1B. Unresolved Staff Comments ...................................................................................................................... 15
Properties ................................................................................................................................................... 16
Item 2.
Legal Proceedings ...................................................................................................................................... 16
Item 3.
Item 4. Mine Safety Disclosures............................................................................................................................. 16

PART II .......................................................................................................................................................................... 17
Item 5.

Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity

Securities .................................................................................................................................................. 17
Item 6.
Selected Financial Data .............................................................................................................................. 19
Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations ..................... 20
Item 7A. Quantitative and Qualitative Disclosures About Market Risk.................................................................... 31
Item 8.
Financial Statements and Supplementary Data .......................................................................................... 34
Item 9.
Changes In and Disagreements with Accountants on Accounting and Financial Disclosure ..................... 65
Item 9A. Controls and Procedures ............................................................................................................................. 65
Item 9B. Other Information ....................................................................................................................................... 65

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PART III......................................................................................................................................................................... 66
Item 10. Directors, Executive Officers and Corporate Governance ......................................................................... 66
Item 11. Executive Compensation ............................................................................................................................ 66
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters... 66
Item 13. Certain Relationships and Related Transactions, and Director Independence ........................................... 66
Item 14. Principal Accounting Fees and Services .................................................................................................... 66

PART IV ......................................................................................................................................................................... 67
Item 15. Exhibits and Financial Statement Schedules .............................................................................................. 67

Forward-Looking Statements

Certain statements contained in this annual report on Form 10-K are forward-looking statements. Forward-looking
statements typically use words such as “believe,” “anticipate,” “should,” “intend,” “plan,” “will,” “expect,”
“estimate,” “project,” “positioned,” “strategy” and similar expressions. These are based on assumptions and
assessments made by our management in light of experience and perception of historical trends, current
conditions, expected future developments and other factors that we believe to be appropriate. These forward-
looking statements are subject to a number of risks and uncertainties, including without limitation: credit market
conditions; the impact of recessionary conditions; competition; product demand; the ability to hire and retain
qualified employees; consumer debt levels; inflation; weather; raw material costs of our suppliers; energy prices;
war and the prospect of war, including terrorist activity; construction delays; access to available and feasible
financing; and changes in laws or regulations. Certain of these risks are discussed in more detail in the “Risk
Factors” section contained in Item 1A under Part 1 of our Annual Report on Form 10-K for the year ended August
25, 2012, and these Risk Factors should be read carefully. Forward-looking statements are not guarantees of
future performance and actual results; developments and business decisions may differ from those contemplated
by such forward-looking statements, and events described above and in the “Risk Factors” could materially and
adversely affect our business. Forward-looking statements speak only as of the date made. Except as required by
applicable law, we undertake no obligation to update publicly any forward-looking statements, whether as a result
of new information, future events or otherwise. Actual results may materially differ from anticipated results.

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Item 1. Business

Introduction

PART I

AutoZone, Inc. (“AutoZone,” the “Company,” “we,” “our” or “us”) is the nation’s leading retailer, and a leading
distributor, of automotive replacement parts and accessories in the United States. We began operations in 1979
and at August 25, 2012, operated 4,685 stores in the United States, including Puerto Rico, and 321 in Mexico.
Each of our stores carries an extensive product line for cars, sport utility vehicles, vans and light trucks, including
new and remanufactured automotive hard parts, maintenance items, accessories and non-automotive products. At
August 25, 2012, in 3,053 of our domestic stores, we also have a commercial sales program that provides
commercial credit and prompt delivery of parts and other products to local, regional and national repair garages,
dealers, service stations and public sector accounts. We have commercial programs in select stores in Mexico as
well. We also sell the ALLDATA brand automotive diagnostic and repair software through www.alldata.com and
www.alldatadiy.com. Additionally, we sell automotive hard parts, maintenance items, accessories and non-
automotive products through www.autozone.com, and our commercial customers can make purchases through
www.autozonepro.com. We do not derive revenue from automotive repair or installation services.

At August 25, 2012, our stores were in the following locations:

Alabama ...............................................................................................................................................
Alaska ..................................................................................................................................................
Arizona ................................................................................................................................................
Arkansas ..............................................................................................................................................
California .............................................................................................................................................
Colorado ..............................................................................................................................................
Connecticut ..........................................................................................................................................
Delaware ..............................................................................................................................................
Florida .................................................................................................................................................
Georgia ................................................................................................................................................
Idaho ....................................................................................................................................................
Illinois ..................................................................................................................................................
Indiana .................................................................................................................................................
Iowa .....................................................................................................................................................
Kansas .................................................................................................................................................
Kentucky..............................................................................................................................................
Louisiana .............................................................................................................................................
Maine ...................................................................................................................................................
Maryland..............................................................................................................................................
Massachusetts ......................................................................................................................................
Michigan ..............................................................................................................................................
Minnesota ............................................................................................................................................
Mississippi ...........................................................................................................................................
Missouri ...............................................................................................................................................
Montana ...............................................................................................................................................
Nebraska ..............................................................................................................................................
Nevada .................................................................................................................................................
New Hampshire ...................................................................................................................................
New Jersey ...........................................................................................................................................
New Mexico ........................................................................................................................................
New York ............................................................................................................................................
North Carolina .....................................................................................................................................
North Dakota .......................................................................................................................................
Ohio .....................................................................................................................................................
Oklahoma ............................................................................................................................................
Oregon .................................................................................................................................................
Pennsylvania ........................................................................................................................................
Puerto Rico ..........................................................................................................................................

Store Count
100
1
121
60
502
68
38
13
244
181
22
223
146
23
38
87
113
6
48
76
161
35
85
104
9
14
58
20
74
62
140
186
1
236
67
36
129
29

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Rhode Island ........................................................................................................................................
South Carolina .....................................................................................................................................
South Dakota .......................................................................................................................................
Tennessee ............................................................................................................................................
Texas ...................................................................................................................................................
Utah .....................................................................................................................................................
Vermont ...............................................................................................................................................
Virginia ................................................................................................................................................
Washington ..........................................................................................................................................
Washington, DC ..................................................................................................................................
West Virginia .......................................................................................................................................
Wisconsin ............................................................................................................................................
Wyoming .............................................................................................................................................
Total Domestic .............................................................................................................................
Mexico .................................................................................................................................................
Total .............................................................................................................................................

15
82
3
157
551
43
2
103
73
6
31
57
6
4,685
321
5,006

Marketing and Merchandising Strategy

We are dedicated to providing customers with superior service and trustworthy advice as well as quality
automotive parts and products at a great value in conveniently located, well-designed stores. Key elements of this
strategy are:

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Customer Service
Customer service is the most important element in our marketing and merchandising strategy, which is based
upon consumer marketing research. We emphasize that our AutoZoners (employees) should always put customers
first by providing prompt, courteous service and trustworthy advice. Our electronic parts catalog assists in the
selection of parts as well as warranties that are offered by us or our vendors on many of the parts that we sell. The
wide area network in our stores helps us expedite credit or debit card and check approval processes, locate parts at
neighboring AutoZone stores, including our hub stores, and in some cases, place special orders directly with our
vendors. Additionally, we sell automotive hard parts, maintenance items, accessories and non-automotive parts
through www.autozone.com and offer smartphone apps that provide customers with store locations, driving
directions, operating hours, and product availability.

Our stores generally open at 7:30 or 8 a.m. and close between 8 and 10 p.m. Monday through Saturday and
typically open at 9 a.m. and close between 6 and 9 p.m. on Sunday. However, some stores are open 24 hours, and
some have extended hours of 6 or 7 a.m. until midnight seven days a week.

We also provide specialty tools through our Loan-A-Tool program. Customers can borrow a specialty tool, such
as a steering wheel puller, for which a do-it-yourself (“DIY”) customer or a repair shop would have little or no use
other than for a single job. AutoZoners also provide other free services, including check engine light readings
where allowed by law, battery charging, the collection of used oil for recycling, and the testing of starters,
alternators, batteries, sensors and actuators.

Merchandising
The following tables show some of the types of products that we sell by major category of items:

Maintenance

Antifreeze & Windshield Washer Fluid
Brake Drums, Rotors, Shoes & Pads
Chemicals, including Brake & Power
Steering Fluid, Oil & Fuel Additives
Oil & Transmission Fluid
Oil, Air, Fuel & Transmission Filters
Oxygen Sensors
Paint & Accessories
Refrigerant & Accessories
Shock Absorbers & Struts
Spark Plugs & Wires
Windshield Wipers

Discretionary

Air Fresheners
Cell Phone Accessories
Drinks & Snacks
Floor Mats & Seat Covers
Mirrors
Performance Products
Protectants & Cleaners
Sealants & Adhesives
Steering Wheel Covers
Stereos & Radios
Tools
Wash & Wax

Failure

A/C Compressors
Batteries & Accessories
Belts & Hoses
Carburetors
Chassis
Clutches
CV Axles
Engines
Fuel Pumps
Fuses
Ignition
Lighting
Mufflers
Starters & Alternators
Water Pumps
Radiators
Thermostats

We believe that the satisfaction of our customers is often impacted by our ability to provide specific automotive
products as requested. Each store carries the same basic products, but we tailor our inventory to the makes and
models of the vehicles in each store’s trade area, and our sales floor products are tailored to the local store’s
demographics. Our hub stores carry a larger assortment of products that are delivered to local satellite stores. We
are constantly updating the products we offer to ensure that our inventory matches the products our customers
need or desire.

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Pricing
We want to be perceived by our customers as the value leader in our industry, by consistently providing quality
merchandise at the right price, backed by a satisfactory warranty and outstanding customer service. For many of
our products, we offer multiple value choices in a good/better/best assortment, with appropriate price and quality
differences from the “good” products to the “better” and “best” products. A key differentiating component versus
our competitors is our exclusive line of in-house brands, which includes the Econocraft, Valucraft, AutoZone,
Duralast, Duralast Gold, and Duralast Platinum brands. We believe that our overall value compares favorably to
that of our competitors.

Brand Marketing: Advertising and Promotions
We believe that targeted advertising and promotions play important roles in succeeding in today’s environment.
We are constantly working to understand our customers’ wants and needs so that we can build long-lasting, loyal
relationships. We utilize promotions, advertising and loyalty card programs primarily to advise customers about
the overall importance of vehicle maintenance, our great value and the availability of high quality parts.
Broadcast and internet media are our primary advertising methods of driving traffic to our stores. We utilize in-
store signage, in store circulars, and creative product placement and promotions to help educate customers about
products that they need.

Store Design and Visual Merchandising
We design and build stores for high visual impact. The typical AutoZone store utilizes colorful exterior and
interior signage, exposed beams and ductwork and brightly lit interiors. Maintenance products, accessories and
non-automotive items are attractively displayed for easy browsing by customers. In-store signage and special
displays promote products on floor displays, end caps and shelves.

Commercial

Our commercial sales program operates in a highly fragmented market, and we are one of the leading distributors
of automotive parts and other products to local, regional and national repair garages, dealers, service stations and
public sector accounts in the United States, Puerto Rico and Mexico. As a part of the program, we offer credit and

delivery to our customers, as well as direct commercial sales through www.autozonepro.com. Through our hub
stores, we offer a greater range of parts and products desired by professional technicians. We have dedicated sales
teams focused on national, regional and public sector commercial accounts.

Store Operations

Store Formats
Substantially all AutoZone stores are based on standard store formats, resulting in generally consistent
appearance, merchandising and product mix. Approximately 85% to 90% of each store’s square footage is selling
space, of which approximately 40% to 45% is dedicated to hard parts inventory. The hard parts inventory area is
generally fronted by counters or pods that run the depth or length of the store, dividing the hard parts area from
the remainder of the store. The remaining selling space contains displays of maintenance, accessories and non-
automotive items.

We believe that our stores are “destination stores,” generating their own traffic rather than relying on traffic
created by adjacent stores. Therefore, we situate most stores on major thoroughfares with easy access and good
parking.

Store Personnel and Training
Each store typically employs from 10 to 16 AutoZoners, including a manager and, in some cases, an assistant
manager. We provide on-the-job training as well as formal training programs, including an annual national sales
meeting, regular store meetings on specific sales and product issues, standardized training manuals and a
specialist program that provides training to AutoZoners in several areas of technical expertise from the Company,
our vendors and independent certification agencies. All AutoZoners are encouraged to complete tests resulting in
certifications by the National Institute for Automotive Service Excellence (“ASE”), which is broadly recognized
for training certification in the automotive industry. Training is supplemented with frequent store visits by
management.

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Store managers, sales representatives and commercial specialists receive financial incentives through
performance-based bonuses. In addition, our growth has provided opportunities for the promotion of qualified
AutoZoners. We believe these opportunities are important to attract, motivate and retain high quality AutoZoners.

All store support functions are centralized in our store support centers located in Memphis, Tennessee; Monterrey,
Mexico and Chihuahua, Mexico. We believe that this centralization enhances consistent execution of our
merchandising and marketing strategies at the store level, while reducing expenses and cost of sales.

Store Automation
All of our stores have Z-net, our proprietary electronic catalog that enables our AutoZoners to efficiently look up
the parts that our customers need and to provide complete job solutions, advice and information for customer
vehicles. Z-net provides parts information based on the year, make, model and engine type of a vehicle and also
tracks inventory availability at the store, at other nearby stores and through special order. The Z-net display
screens are placed on the hard parts counter or pods, where both the AutoZoner and customer can view the screen.

Our stores utilize our computerized proprietary Store Management System, which includes bar code scanning and
point-of-sale data collection terminals. The Store Management System provides administrative assistance and
improved personnel scheduling at the store level, as well as enhanced merchandising information and improved
inventory control. We believe the Store Management System also enhances customer service through faster
processing of transactions and simplified warranty and product return procedures. In addition, our wide area
network enables the stores to expedite credit or debit card and check approval processes, to access national
warranty data, to implement real-time inventory controls and to locate and hold parts at neighboring AutoZone
stores.

Store Development

The following table reflects our store development during the past five fiscal years:

2012

2011

Fiscal Year
2010

Beginning stores .................................
New stores ......................................
Closed stores ...................................
Net new stores ................................
Relocated stores ..............................
Ending stores ......................................

4,813
193
–
193
10
5,006

4,627
188
2
186
10
4,813

4,417
213
3
210
3
4,627

2009

4,240
180
3
177
9
4,417

2008

4,056
185
1
184
14
4,240

We believe that expansion opportunities exist both in markets that we do not currently serve, as well as in markets
where we can achieve a larger presence. We attempt to obtain high visibility sites in high traffic locations and
undertake substantial research prior to entering new markets. The most important criteria for opening a new store
are the projected future profitability and the ability to achieve our required investment hurdle rate. Key factors in
selecting new site and market locations include population, demographics, vehicle profile, customer buying
trends, commercial businesses, number and strength of competitors’ stores and the cost of real estate. In reviewing
the vehicle profile, we also consider the number of vehicles that are seven years old and older, or “our kind of
vehicles”; these vehicles are generally no longer under the original manufacturers’ warranties and require more
maintenance and repair than newer vehicles. We generally seek to open new stores within or contiguous to
existing market areas and attempt to cluster development in markets in a relatively short period of time. In
addition to continuing to lease or develop our own stores, we evaluate and may make strategic acquisitions.

Purchasing and Supply Chain

Merchandise is selected and purchased for all stores through our store support centers located in Memphis,
Tennessee and Monterrey, Mexico. In fiscal 2012, one class of similar products accounted for 10 percent of our
total sales, and one vendor supplied more than 10 percent of our purchases. No other class of similar products
accounted for 10 percent or more of our total sales, and no other individual vendor provided more than 10 percent
of our total purchases. We believe that we have good relationships with our suppliers. We also believe that
alternative sources of supply exist, at similar cost, for most types of product sold. Most of our merchandise flows
through our distribution centers to our stores by our fleet of tractors and trailers or by third-party trucking firms.

Our hub stores have increased our ability to distribute products on a timely basis to many of our stores and to
expand our product assortment. A hub store generally has a larger assortment of products as well as regular
replenishment items that can be delivered to a store in its network within 24 hours. Hub stores are generally
replenished from distribution centers multiple times per week.

Competition

The sale of automotive parts, accessories and maintenance items is highly competitive in many areas, including
name recognition, product availability, customer service, store location and price. AutoZone competes in the after-
market auto parts industry, which includes both the retail DIY and commercial do-it-for-me (“DIFM”) auto parts
and products markets.

Competitors include national, regional and local auto parts chains, independently owned parts stores, on-line parts
stores, jobbers, repair shops, car washes and auto dealers, in addition to discount and mass merchandise stores,
department stores, hardware stores, supermarkets, drugstores, convenience stores and home stores that sell
aftermarket vehicle parts and supplies, chemicals, accessories, tools and maintenance parts. AutoZone competes
on the basis of customer service, including the trustworthy advice of our AutoZoners; merchandise quality,
selection and availability; price; product warranty; store layouts, location and convenience; and the strength of our
AutoZone brand name, trademarks and service marks.

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Trademarks and Patents

We have registered several service marks and trademarks in the United States Patent and Trademark office as well
as in certain other countries, including our service marks, “AutoZone” and “Get in the Zone,” and trademarks,
“AutoZone,” “Duralast,” “Duralast Gold,” “Duralast Platinum,” “Valucraft,” “Econocraft,” “ALLDATA,” “Loan-
A-Tool” and “Z-net.” We believe that these service marks and trademarks are important components of our
marketing and merchandising strategies.

Employees

As of August 25, 2012, we employed over 70,000 persons, approximately 59 percent of whom were employed
full-time. About 92 percent of our AutoZoners were employed in stores or in direct field supervision,
approximately 5 percent in distribution centers and approximately 3 percent in store support and other functions.
Included in the above numbers are approximately 4,100 persons employed in our Mexico operations.

We have never experienced any material labor disruption and believe that relations with our AutoZoners are good.

AutoZone Websites

AutoZone’s primary website is at http://www.autozone.com. We make available, free of charge, at our investor
relations website, http://www.autozoneinc.com, our Annual Reports on Form 10-K, Quarterly Reports on
Form 10-Q, Current Reports on Form 8-K, proxy statements, registration statements and amendments to those
reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities and Exchange Act of 1934, as
amended, as soon as reasonably feasible after we electronically file such material with, or furnish it to, the
Securities and Exchange Commission.

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Executive Officers of the Registrant

The following list describes our executive officers. The title of each executive officer includes the words
“Customer Satisfaction” which reflects our commitment to customer service. Officers are elected by and serve at
the discretion of the Board of Directors.

William C. Rhodes, III, 47—Chairman, President and Chief Executive Officer, Customer Satisfaction
William C. Rhodes, III, was named Chairman of AutoZone during fiscal 2007 and has been President, Chief
Executive Officer and a director since March 2005. Prior to his appointment as President and Chief Executive
Officer, Mr. Rhodes was Executive Vice President – Store Operations and Commercial. Previously, he held
several key management positions with the Company. Prior to 1994, Mr. Rhodes was a manager with Ernst &
Young LLP. Mr. Rhodes is currently a member of the Board of Directors for Dollar General Corporation.

William T. Giles, 53—Chief Financial Officer and Executive Vice President – Finance, Information Technology
and ALLDATA, Customer Satisfaction
William T. Giles was named Chief Financial Officer and Executive Vice President – Finance, Information
Technology and ALLDATA during October 2012. Prior to that, he was Chief Financial Officer and Executive
Vice President – Finance, Information Technology and Store Development from fiscal 2007 to October 2012,
Executive Vice President, Chief Financial Officer and Treasurer from June 2006 to December 2006, and
Executive Vice President, Chief Financial Officer since May 2006. From 1991 to May 2006, he held several
positions with Linens N’ Things, Inc., most recently as the Executive Vice President and Chief Financial Officer.
Prior to 1991, he was with Melville, Inc. and PricewaterhouseCoopers.

Harry L. Goldsmith, 61—Executive Vice President, General Counsel and Secretary, Customer Satisfaction
Harry L. Goldsmith was elected Executive Vice President, General Counsel and Secretary during fiscal 2006.
Previously, he was Senior Vice President, General Counsel and Secretary since 1996 and was Vice President,
General Counsel and Secretary from 1993 to 1996.

Mark A. Finestone, 51—Senior Vice President – Merchandising, Customer Satisfaction
Mark A. Finestone was elected Senior Vice President – Merchandising during fiscal 2008. Previously, he was
Vice President – Merchandising since 2002. Prior to joining AutoZone in 2002, Mr. Finestone worked for May
10

Department Stores for 19 years where he held a variety of leadership roles which included Divisional Vice
President, Merchandising.

William W. Graves, 52—Senior Vice President – Supply Chain and International, Customer Satisfaction
William W. Graves was named Senior Vice President – Supply Chain and International during October 2012.
Prior thereto, he was Senior Vice President – Supply Chain from fiscal 2006 to October 2012 and Vice President –
Supply Chain from fiscal 2000 to fiscal 2006. From 1992 to 2000, Mr. Graves served in various capacities with
the Company.

Ronald B. Griffin, 58—Senior Vice President and Chief Information Officer, Customer Satisfaction
Ronald B. Griffin was elected Senior Vice President and Chief Information Officer in June 2012. Prior to that, he
was Senior Vice President, Global Information Technology at Hewlett-Packard Company. During his tenure at
Hewlett-Packard Company, he also served as the Chief Information Officer for the Enterprise Business Division.
Prior to that, Mr. Griffin was Executive Vice President and Chief Information Officer for Fleming Companies,
Inc. He also spent over 12 years with The Home Depot, Inc., with the last eight years in the role of Chief
Information Officer. Mr. Griffin also served at Deloitte & Touche LLP and Delta Air Lines, Inc.

Lisa R. Kranc, 59—Senior Vice President – Marketing, Customer Satisfaction
Lisa R. Kranc was elected Senior Vice President – Marketing during fiscal 2001. Previously, she was Vice
President – Marketing for Hannaford Bros. Co., a Maine-based grocery chain, since 1997, and was Senior Vice
President – Marketing for Bruno’s, Inc., from 1996 to 1997. Prior to 1996, she was Vice President Marketing for
Giant Eagle, Inc. since 1992.

Thomas B. Newbern, 50—Senior Vice President – Store Operations and Store Development, Customer
Satisfaction
Thomas B. Newbern was elected Senior Vice President – Store Operation and Store Development during October
2012. Previously, Mr. Newbern held the titles Senior Vice President – Store Operations from fiscal 2007 to
October 2012 and Vice President – Store Operations from fiscal 1998 to fiscal 2007. Previously, he has held
several key management positions with the Company.

Robert D. Olsen, 59—Corporate Development Officer, Customer Satisfaction
Robert D. Olsen was elected Corporate Development Officer during fiscal 2009, with primary responsibility for
Mexico, ALLDATA, and other strategic initiatives. Previously, he was Executive Vice President – Store
Operations, Commercial, ALLDATA, and Mexico since fiscal 2007. Prior to that time, he was Executive Vice
President – Supply Chain, Information Technology, Mexico and Store Development since fiscal 2006 and before
that, Senior Vice President since fiscal 2000 with primary responsibility for store development and Mexico
operations. From 1993 to 2000, Mr. Olsen was Executive Vice President and Chief Financial Officer of Leslie’s
Poolmart. From 1985 to 1989, Mr. Olsen held several positions with AutoZone, including Senior Vice President
and Chief Financial Officer and Vice President – Finance and Controller. In October 2012, Mr. Olsen announced
his plans to retire, effective late December 2012. In conjunction with the announcement, his responsibilities were
transitioned to other executive officers.

Charlie Pleas, III, 47—Senior Vice President and Controller, Customer Satisfaction
Charlie Pleas, III, was elected Senior Vice President and Controller during fiscal 2007. Prior to that, he was Vice
President and Controller since 2003. Previously, he was Vice President – Accounting since 2000, and Director of
General Accounting since 1996. Prior to joining AutoZone, Mr. Pleas was a Division Controller with Fleming
Companies, Inc. where he served in various capacities since 1988.

Larry M. Roesel, 55—Senior Vice President – Commercial, Customer Satisfaction
Larry M. Roesel was elected AutoZone as Senior Vice President – Commercial during fiscal 2007. Mr. Roesel
came to AutoZone with more than thirty years of experience with OfficeMax, Inc. and its predecessor, where he
served in operations, sales and general management.

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Michael A. Womack, 45—Senior Vice President – Human Resources, Customer Satisfaction
Michael A. Womack was elected Senior Vice President – Human Resources in June 2012. He was previously
Vice President of Human Resources with Cintas Corp. and had been with Cintas since 2003. Before joining
Cintas, he was a law partner with the Littler Mendelson law firm.

Item 1A. Risk Factors

Our business is subject to a variety of risks. Set forth below are certain of the important risks that we face, the
occurrence of which could have a material, adverse effect on our business. These risks are not the only ones we
face. Our business could also be affected by additional factors that are presently unknown to us or that we
currently believe to be immaterial to our business.

If demand for our products slows, then our business may be materially affected.

Demand for products sold by our stores depends on many factors, including:

(cid:120)

the number of vehicles in current service, including those that are seven years old and older. These
vehicles are generally no longer under the original vehicle manufacturers’ warranties and tend to need
more maintenance and repair than newer vehicles.
rising energy prices. Increases in energy prices may cause our customers to defer purchases of certain of
our products as they use a higher percentage of their income to pay for gasoline and other energy costs.
the economy. In periods of rapidly declining economic conditions, both retail and commercial customers
may defer vehicle maintenance or repair. Additionally, such conditions may affect our customers’ ability
to obtain credit. During periods of expansionary economic conditions, more of our DIY customers may
pay others to repair and maintain their cars instead of working on their own vehicles or they may
purchase new vehicles.
the weather. Mild weather conditions may lower the failure rates of automotive parts, while wet
conditions may cause our customers to defer maintenance and repair on their vehicles. Extremely hot or
cold conditions may enhance demand for our products due to increased failure rates of our customers’
automotive parts.
technological advances. Advances in automotive technology and parts design could result in cars
needing maintenance less frequently and parts lasting longer.

For the long term, demand for our products may be affected by:

(cid:120)

the number of miles vehicles are driven annually. Higher vehicle mileage increases the need for
maintenance and repair. Mileage levels may be affected by gas prices and other factors.
the quality of the vehicles manufactured by the original vehicle manufacturers and the length of the
warranties or maintenance offered on new vehicles; and
restrictions on access to diagnostic tools and repair information imposed by the original vehicle
manufacturers or by governmental regulation.

All of these factors could result in immediate and longer term declines in the demand for our products, which
could adversely affect our sales, cash flows and overall financial condition.

If we are unable to compete successfully against other businesses that sell the products that we sell, we
could lose customers and our sales and profits may decline.

The sale of automotive parts, accessories and maintenance items is highly competitive and is based on many
factors, including name recognition, product availability, customer service, store location and price. Competitors
are opening locations near our existing stores. AutoZone competes as a provider in both the DIY and DIFM auto
parts and accessories markets.

the basis of customer service, including the knowledge and expertise of our AutoZoners; merchandise quality,
selection and availability; product warranty; store layout, location and convenience; price; and the strength of our
AutoZone brand name, trademarks and service marks; some competitors may gain competitive advantages, such
as greater financial and marketing resources allowing them to sell automotive products at lower prices, larger
stores with more merchandise, longer operating histories, more frequent customer visits and more effective
advertising. If we are unable to continue to develop successful competitive strategies, or if our competitors
develop more effective strategies, we could lose customers and our sales and profits may decline.

We may not be able to sustain our historic rate of sales growth.

We have increased our store count in the past five fiscal years, growing from 4,056 stores at August 25, 2007, to
5,006 stores at August 25, 2012, an average store count increase per year of 5%. Additionally, we have increased
annual revenues in the past five fiscal years from $6.170 billion in fiscal 2007 to $8.604 billion in fiscal 2012, an
average increase per year of 8%. Annual revenue growth is driven by the opening of new stores and increases in
same-store sales. We open new stores only after evaluating customer buying trends and market demand/needs, all
of which could be adversely affected by continued job losses, wage cuts, small business failures and
microeconomic conditions unique to the automotive industry. Same store sales are impacted both by customer
demand levels and by the prices we are able to charge for our products, which can also be negatively impacted by
continued recessionary pressures. We cannot provide any assurance that we will continue to open stores at
historical rates or continue to achieve increases in same-store sales.

If we cannot profitably increase our market share in the commercial auto parts business, our sales growth
may be limited.

Although we are one of the largest sellers of auto parts in the commercial market, to increase commercial sales we
must compete against national and regional auto parts chains, independently owned parts stores, wholesalers and
jobbers and auto dealers. Although we believe we compete effectively on the basis of customer service,
merchandise quality, selection and availability, price, product warranty, distribution locations, and the strength of
our AutoZone brand name, trademarks and service marks, some automotive aftermarket jobbers have been in
business for substantially longer periods of time than we have, have developed long-term customer relationships
and have large available inventories. If we are unable to profitably develop new commercial customers, our sales
growth may be limited.

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Significant changes in macroeconomic factors could adversely affect our financial condition and results of
operations.

Our short-term and long-term debt is rated investment grade by the major rating agencies. These investment-grade
credit ratings have historically allowed us to take advantage of lower interest rates and other favorable terms on
our short-term credit lines, in our senior debt offerings and in the commercial paper markets. To maintain our
investment-grade ratings, we are required to meet certain financial performance ratios. An increase in our debt
and/or a decline in our earnings could result in downgrades in our credit ratings. A downgrade in our credit ratings
could limit our access to public debt markets, limit the institutions willing to provide credit facilities to us, result
in more restrictive financial and other covenants in our public and private debt and would likely significantly
increase our overall borrowing costs and adversely affect our earnings.

Moreover, significant deterioration in the financial condition of large financial institutions in calendar years 2008
and 2009 resulted in a severe loss of liquidity and availability of credit in global credit markets and in more
stringent borrowing terms. During brief time intervals in the fourth quarter of calendar 2008 and the first quarter
of calendar 2009, there was no liquidity in the commercial paper markets, resulting in an absence of commercial
paper buyers and extraordinarily high interest rates on commercial paper. We can provide no assurance that credit
market events such as those that occurred in the fourth quarter of 2008 and the first quarter of 2009 will not occur
again in the foreseeable future. Conditions and events in the global credit market could have a material adverse
effect on our access to short-term debt and the terms and cost of that debt.

Macroeconomic conditions also impact both our customers and our suppliers. Job growth in the United States has
stagnated and unemployment has remained at historically high levels during the past four years. If the United
States government is unable to reach agreement on legislation addressing the United States’ current debt level and

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budget deficit, many economists have predicted another economic recession. Continued recessionary conditions
could result in additional job losses and business failures, which could result in our loss of certain small business
customers and curtailment of spending by our retail customers. In addition, continued distress in global credit
markets, business failures and other recessionary conditions could have a material adverse effect on the ability of
our suppliers to obtain necessary short and long-term financing to meet our inventory demands. Moreover, rising
energy prices could impact our merchandise distribution, commercial delivery, utility and product costs. All of
these macroeconomic conditions could adversely affect our sales growth, margins and overhead, which could
adversely affect our financial condition and operations.

Our business depends upon hiring and retaining qualified employees.

We believe that much of our brand value lies in the quality of the more than 70,000 AutoZoners employed in our
stores, distribution centers, store support centers and ALLDATA. We cannot be assured that we can continue to
hire and retain qualified employees at current wage rates. If we are unable to hire, properly train and/or retain
qualified employees, we could experience higher employment costs, reduced sales, losses of customers and
diminution of our brand, which could adversely affect our earnings. If we do not maintain competitive wages, our
customer service could suffer due to a declining quality of our workforce or, alternatively, our earnings could
decrease if we increase our wage rates.

Inability to acquire and provide quality merchandise could adversely affect our sales and results of
operations.

We are dependent upon our vendors continuing to supply us with quality merchandise. If our merchandise
offerings do not meet our customers' expectations regarding quality and safety, we could experience lost sales,
increased costs and exposure to legal and reputational risk. All of our vendors must comply with applicable
product safety laws, and we are dependent on them to ensure that the products we buy comply with all safety and
quality standards. Events that give rise to actual, potential or perceived product safety concerns could expose us to
government enforcement action or private litigation and result in costly product recalls and other liabilities. To the
extent our suppliers are subject to added government regulation of their product design and/or manufacturing
processes, the cost of the merchandise we purchase may rise. In addition, negative customer perceptions regarding
the safety or quality of the products we sell could cause our customers to seek alternative sources for their needs,
resulting in lost sales. In those circumstances, it may be difficult and costly for us to regain the confidence of our
customers. Moreover, if any of our significant vendors experience financial difficulties or otherwise are unable to
deliver merchandise to us on a timely basis, or at all, we could have product shortages in our stores that could
adversely affect customers’ perceptions of us and cause us to lose customers and sales.

Our ability to grow depends in part on new store openings, existing store remodels and expansions and
effective utilization of our existing supply chain and hub network.

Our continued growth and success will depend in part on our ability to open and operate new stores and expand
and remodel existing stores to meet customers’ needs on a timely and profitable basis. Accomplishing our new
and existing store expansion goals will depend upon a number of factors, including the ability to partner with
developers and landlords to obtain suitable sites for new and expanded stores at acceptable costs, the hiring and
training of qualified personnel, particularly at the store management level, and the integration of new stores into
existing operations. There can be no assurance we will be able to achieve our store expansion goals, manage our
growth effectively, successfully integrate the planned new stores into our operations or operate our new,
remodeled and expanded stores profitably.

In addition, we extensively utilize hub stores, our supply chain and logistics management techniques to efficiently
stock our stores. If we fail to effectively utilize our existing hubs and/or supply chains, we could experience
inappropriate inventory levels in our stores, which could adversely affect our sales volume and/or our margins.

Our failure to protect our reputation could have a material adverse effect on our brand name.

We believe our continued strong sales growth is driven in significant part by our brand name. The value in our
brand name and its continued effectiveness in driving our sales growth are dependent to a significant degree on
our ability to maintain our reputation for safety, high product quality, friendliness, service, trustworthy advice,
14

integrity and business ethics. Any negative publicity about these types of concerns may reduce demand for our
merchandise. Failure to comply with ethical, social, product, labor and environmental standards, or related
political considerations, could also jeopardize our reputation and potentially lead to various adverse consumer
actions. Failure to comply with local laws and regulations, to maintain an effective system of internal controls or
to provide accurate and timely financial statement information could also hurt our reputation. Failure to protect
the security of our customers’, employees’ and company information could subject us to costly regulatory
enforcement actions, expose us to litigation and our reputation could suffer. Damage to our reputation or loss of
consumer confidence for any of these or other reasons could have a material adverse effect on our results of
operations and financial condition, as well as require additional resources to rebuild our reputation.

Business interruptions may negatively impact our store hours, operability of our computer and other
systems, availability of merchandise and otherwise have a material negative effect on our sales and our
business.

War or acts of terrorism, political unrest, hurricanes, windstorms, fires, earthquakes and other natural or other
disasters or the threat of any of them, may result in certain of our stores being closed for a period of time or
permanently or have a negative impact on our ability to obtain merchandise available for sale in our stores. Some
of our merchandise is imported from other countries. If imported goods become difficult or impossible to bring
into the United States, and if we cannot obtain such merchandise from other sources at similar costs, our sales and
profit margins may be negatively affected.

In the event that commercial transportation is curtailed or substantially delayed, our business may be adversely
impacted, as we may have difficulty shipping merchandise to our distribution centers and stores resulting in lost
sales and/or a potential loss of customer loyalty. Transportation issues could also cause us to cancel purchase
orders if we are unable to receive merchandise in our distribution centers.

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We rely extensively on our computer systems to manage inventory, process transactions and summarize results.
Our systems are subject to damage or interruption from power outages, telecommunications failures, computer
viruses, security breaches and catastrophic events. If our systems are damaged or fail to function properly, we may
incur substantial costs to repair or replace them, and may experience loss of critical data and interruptions or
delays in our ability to manage inventories or process transactions, which could result in lost sales, inability to
process purchase orders and/or a potential loss of customer loyalty, which could adversely affect our results of
operations.

Healthcare reform legislation could have a negative impact on our business.

The Patient Protection and Affordable Care Act (the “Patient Act”) as well as other healthcare reform legislation
being considered by Congress and state legislatures may have an impact on our business. Based on the current
form of the Patient Act, the impact could be extensive and could increase our employee healthcare-related costs.
While the significant costs of the recent healthcare legislation enacted will occur after 2013 due to provisions of
the legislation being phased in over time, changes to our healthcare costs structure could have a significant,
negative impact on our business.

Item 1B. Unresolved Staff Comments

None.

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Item 2. Properties

The following table reflects the square footage and number of leased and owned properties for our stores as of
August 25, 2012:

Leased .......................................................................................................
Owned ......................................................................................................
Total ..........................................................................................................

No. of Stores
2,553
2,453
5,006

Square Footage
16,217,428
16,488,376
32,705,804

We have approximately 4.0 million square feet in distribution centers servicing our stores, of which
approximately 1.3 million square feet is leased and the remainder is owned. Our distribution centers are located in
Arizona, California, Georgia, Illinois, Ohio, Pennsylvania, Tennessee, Texas and Mexico. Our primary store
support center is located in Memphis, Tennessee, and consists of approximately 260,000 square feet. We also
have two additional store support centers located in Monterrey, Mexico and Chihuahua, Mexico. The ALLDATA
headquarters building in Elk Grove, California, is leased, and we also own or lease other properties that are not
material in the aggregate.

Item 3. Legal Proceedings

In 2004, we acquired a store site in Mount Ephraim, New Jersey that had previously been the site of a gasoline
service station and contained evidence of groundwater contamination. Upon acquisition, we voluntarily reported
the groundwater contamination issue to the New Jersey Department of Environmental Protection and entered into
a Voluntary Remediation Agreement providing for the remediation of the contamination associated with the
property. We have conducted and paid for (at an immaterial cost to us) remediation of contamination on the
property. We are also investigating, and will be addressing, potential vapor intrusion impacts in downgradient
residences and businesses. The New Jersey Department of Environmental Protection has indicated that it will
assert that we are liable for the downgradient impacts under a joint and severable liability theory, and we intend to
contest any such assertions due to the existence of other sources of contamination in the area of the property.
Pursuant to the Voluntary Remediation Agreement, upon completion of all remediation required by the
agreement, we believe we are eligible to be reimbursed up to 75 percent of qualified remediation costs by the
State of New Jersey. We have asked the state for clarification that the agreement applies to off-site work, and the
state is considering the request. Although the aggregate amount of additional costs that we may incur pursuant to
the remediation cannot currently be ascertained, we do not currently believe that fulfillment of our obligations
under the agreement or otherwise will result in costs that are material to our financial condition, results of
operations or cash flow.

We are involved in various other legal proceedings incidental to the conduct of our business, including several
lawsuits containing class-action allegations in which the plaintiffs are current and former hourly and salaried
employees who allege various wage and hour violations and unlawful termination practices. We do not currently
believe that, either individually or in the aggregate, these matters will result in liabilities material to our financial
condition, results of operations or cash flows.

Item 4. Mine Safety Disclosures

Not applicable.

PART II

Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of
Equity Securities

Our common stock is listed on the New York Stock Exchange under the symbol “AZO.” On October 15, 2012,
there were 2,868 stockholders of record, which does not include the number of beneficial owners whose shares
were represented by security position listings.

We currently do not pay a dividend on our common stock. Our ability to pay dividends is subject to limitations
imposed by Nevada law. Any future payment of dividends would be dependent upon our financial condition,
capital requirements, earnings and cash flow.

The following table sets forth the high and low sales prices per share of common stock, as reported by the New
York Stock Exchange, for the periods indicated:

Price Range of Common Stock

Fiscal Year Ended August 25, 2012:
Fourth quarter ...............................................................................................
Third quarter .................................................................................................
Second quarter ..............................................................................................
First quarter ..................................................................................................

Fiscal Year Ended August 27, 2011:
Fourth quarter ...............................................................................................
Third quarter .................................................................................................
Second quarter ..............................................................................................
First quarter ..................................................................................................

High
$391.90
$399.10
$356.80
$341.89

$306.00
$287.00
$276.00
$253.50

Low
$353.38
$353.80
$313.11
$303.00

$266.25
$247.36
$246.26
$209.53

During 1998, the Company announced a program permitting the Company to repurchase a portion of its
outstanding shares not to exceed a dollar maximum established by the Company’s Board of Directors. The
program was most recently amended on September 28, 2012, to increase the repurchase authorization by $750
million to raise the cumulative share repurchase authorization to $12.65 billion from $11.90 billion.

Shares of common stock repurchased by the Company during the quarter ended August 25, 2012, were as follows:

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Total
Number of
Shares
Purchased

Period

May 6, 2012, to June 2, 2012 ...............
424,000 $
594,610
June 3, 2012, to June 30, 2012 .............
July 1, 2012, to July 28, 2012 ..............
97,900
July 29, 2012, to August 25, 2012 .......
168,094
Total ..................................................... 1,284,604

Total Number of
Shares Purchased
as Part of Publicly
Announced Plans
or Programs

Maximum Dollar
Value that May
Yet Be Purchased
Under the Plans
or Programs

424,000
594,610
97,900
168,094
1,284,604

678,290,987
452,539,653
417,560,788
355,757,349
355,757,349

Average
Price Paid
per Share
371.72
379.66
357.29
367.67
373.77

The Company also repurchased, at fair value, an additional 24,113 shares in fiscal 2012, 30,864 shares in fiscal
2011, and 30,617 shares in fiscal 2010 from employees electing to sell their stock under the Company’s Sixth
Amended and Restated Employee Stock Purchase Plan (the “Employee Plan”), qualified under Section 423 of the
Internal Revenue Code, under which all eligible employees may purchase AutoZone’s common stock at 85% of
the lower of the market price of the common stock on the first day or last day of each calendar quarter through
payroll deductions. Maximum permitted annual purchases are $15,000 per employee or 10 percent of
compensation, whichever is less. Under the Employee Plan, 19,403 shares were sold to employees in fiscal 2012,
21,608 shares were sold to employees in fiscal 2011, and 26,620 shares were sold to employees in fiscal 2010. At
August 25, 2012, 252,972 shares of common stock were reserved for future issuance under the Employee Plan.

Once executives have reached the maximum purchases under the Employee Plan, the Fifth Amended and Restated
Executive Stock Purchase Plan (the “Executive Plan”) permits all eligible executives to purchase AutoZone’s
common stock up to 25 percent of his or her annual salary and bonus. Purchases by executives under the
Executive Plan were 3,937 shares in fiscal 2012, 1,719 shares in fiscal 2011, and 1,483 shares in fiscal 2010. At
August 25, 2012, 252,400 shares of common stock were reserved for future issuance under the Executive Plan.

Stock Performance Graph

The graph below presents changes in the value of AutoZone’s stock as compared to Standard & Poor’s 500
Composite Index (“S&P 500”) and to Standard & Poor’s Retail Index (“S&P Retail Index”) for the five-year
period beginning August 25, 2007 and ending August 25, 2012.

250%

200%

150%

100%

50%

-50%

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Aug-07

Aug-08

Aug-09

Aug-10

Aug-11

Aug-12

AutoZone

S&P 500

S&P Retail
Index

Item 6. Selected Financial Data

(in thousands, except per share data, same store sales and
selected operating data)
Income Statement Data
Net sales ............................................................................................ $
Cost of sales, including warehouse and delivery expenses ..............
Gross profit .......................................................................................
Operating, selling, general and administrative expenses .................
Operating profit .................................................................................
Interest expense, net ..........................................................................
Income before income taxes .............................................................
Income tax expense ...........................................................................
Net income ........................................................................................ $

2012

8,603,863 $
4,171,827
4,432,036
2,803,145
1,628,891
175,905
1,452,986
522,613
930,373 $

Fiscal Year Ended August
2010

2009

2011

8,072,973 $
3,953,510
4,119,463
2,624,660
1,494,803
170,557
1,324,246
475,272
848,974 $

7,362,618 $
3,650,874
3,711,744
2,392,330
1,319,414
158,909
1,160,505
422,194
738,311 $

6,816,824 $
3,400,375
3,416,449
2,240,387
1,176,062
142,316
1,033,746
376,697
657,049 $

Diluted earnings per share ................................................................ $

23.48 $

19.47 $

14.97 $

11.73 $

Adjusted weighted average shares for diluted earnings per share ...

39,625

43,603

49,304

55,992

2008 (1)

6,522,706
3,254,645
3,268,061
2,143,927
1,124,134
116,745
1,007,389
365,783
641,606

10.04

63,875

Same Store Sales
Increase in domestic comparable store net sales (2) .........................

Balance Sheet Data
Current assets .................................................................................... $
Working (deficit) capital ...................................................................
Total assets ........................................................................................
Current liabilities ..............................................................................
Debt ...................................................................................................
Long-term capital leases ...................................................................
Stockholders’ (deficit) equity ...........................................................

Selected Operating Data
Number of stores at beginning of year .............................................
New stores .......................................................................................
Closed stores ...................................................................................
Net new stores .................................................................................
Relocated stores ..............................................................................
Number of stores at end of year .......................................................

Domestic commercial programs .......................................................
Total store square footage (in thousands) .........................................
Average square footage per store .....................................................
Increase in store square footage ........................................................
Inventory per store (in thousands) .................................................... $
Average net sales per store (in thousands) ....................................... $
Net sales per store square foot .......................................................... $
Total employees at end of year (in thousands) .................................
Inventory turnover (3) .........................................................................
Accounts payable to inventory ratio .................................................
After-tax return on invested capital (4) ...............................................
Adjusted debt to EBITDAR (5) .........................................................
Net cash provided by operating activities (in thousands)................. $
Cash flow before share repurchases and changes in debt

(in thousands) (6) .............................................................................. $

3.9%

6.3%

5.4%

4.4%

0.4%

2,978,946 $
(676,646)
6,265,639
3,655,592
3,768,183
72,414
(1,548,025)

2,792,425 $
(638,471)
5,869,602
3,430,896
3,351,682
61,360
(1,254,232)

2,611,821 $
(452,139)
5,571,594
3,063,960
2,908,486

66,333
(738,765)

2,561,730 $
(145,022)
5,318,405
2,706,752
2,726,900
38,029
(433,074)

2,586,301
66,981
5,257,112
2,519,320
2,250,000
48,144
229,687

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4,813
193
-
193
10
5,006

3,053
32,706
6,533
4.4%

4,627
188
2
186
10
4,813

2,659
31,337
6,511
4.4%

4,417
213
3
210
3
4,627

2,424
30,027
6,490
5.2%

4,240
180
3
177
9
4,417

2,303
28,550
6,464
4.6%

525 $
1,716 $
263 $
70
1.6x
111.4%
33.0%
2.5

512 $
1,675 $
258 $
65
1.6x
111.7%
31.3%
2.4

498 $
1,595 $
246 $
63
1.6x
105.6%
27.6%
2.4

1,223,981 $

1,291,538 $

1,196,252 $

500 $
1,541 $
239 $
60
1.5x
96.0%
24.4%
2.5
923,808 $

4,056
185
1
184
14
4,240

2,236
27,291
6,437
4.8%
507
1,539
239
57
1.6x
95.0%
23.9%
2.2
921,100

949,627 $

1,023,927 $

947,643 $

673,347 $

690,621

(1) The fiscal year ended August 30, 2008 consisted of 53 weeks.
(2) The domestic comparable sales increases are based on sales for all domestic stores open at least one year.
Relocated stores are included in the same store sales computation based on the year the original store was
opened. Closed store sales are included in the same store sales computation up to the week it closes, and
excluded from the computation for all periods subsequent to closing.

(3) Inventory turnover is calculated as cost of sales divided by the average merchandise inventory balance over

the trailing 5 quarters.

(4) After-tax return on invested capital is defined as after-tax operating profit (excluding rent charges) divided by
average invested capital (which includes a factor to capitalize operating leases). See Reconciliation of Non-
GAAP Financial Measures in Management’s Discussion and Analysis of Financial Condition and Results of
Operations.

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(5) Adjusted debt to EBITDAR is defined as the sum of total debt, capital lease obligations and annual rents times
six; divided by net income plus interest, taxes, depreciation, amortization, rent and share-based compensation
expense. See Reconciliation of Non-GAAP Financial Measures in Management’s Discussion and Analysis of
Financial Condition and Results of Operations.

(6) Cash flow before share repurchases and changes in debt is defined as the change in cash and cash equivalents
less the change in debt plus treasury stock purchases. See Reconciliation of Non-GAAP Financial Measures
in Management’s Discussion and Analysis of Financial Condition and Results of Operations.

Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations

We are the nation’s leading retailer, and a leading distributor, of automotive replacement parts and accessories in
the United States. We began operations in 1979 and at August 25, 2012, operated 4,685 stores in the United
States, including Puerto Rico, and 321 in Mexico. Each of our stores carries an extensive product line for cars,
sport utility vehicles, vans and light trucks, including new and remanufactured automotive hard parts,
maintenance items, accessories and non-automotive products. At August 25, 2012, in 3,053 of our domestic
stores, we also have a commercial sales program that provides commercial credit and prompt delivery of parts and
other products to local, regional and national repair garages, dealers, service stations and public sector accounts.
We have commercial programs in select stores in Mexico as well. We also sell the ALLDATA brand automotive
diagnostic and repair software through www.alldata.com and www.alldatadiy.com. Additionally, we sell
automotive hard parts, maintenance items, accessories and non-automotive products through www.autozone.com,
and our commercial customers can make purchases through www.autozonepro.com. We do not derive revenue
from automotive repair or installation services.

Executive Summary

We achieved strong performance in fiscal 2012, delivering record net income of $930.4 million, a 9.6% increase
over the prior year, and sales growth of $530.9 million, a 6.6% increase over the prior year. We completed the
year with growth in all areas of our business. We are pleased with the results of our retail business and the
increase in our commercial business, where we continue to build our internal sales force and continue to refine our
parts assortment. There are various factors occurring within the current economy that affect both our customers
and our industry, including the impact of the recession, continued high unemployment, and other challenging
economic conditions, which we believe have aided our sales growth during the year. As consumers’ cash flows
have decreased due to these factors, we believe consumers have become more likely to keep their current vehicles
longer and perform repair and maintenance in order to keep those vehicles well maintained. Given the nature of
these macroeconomic factors, we cannot predict whether or for how long these trends will continue, nor can we
predict to what degree these trends will impact us in the future.

Another macroeconomic factor affecting our customers and our industry is gas prices. We believe gas prices have
adversely impacted our customers’ behavior with respect to driving and maintaining their cars. With
approximately 11 billion gallons of unleaded gas consumed each month across the U.S., each $1 decrease at the
pump contributes approximately $11 billion of additional spending capacity to consumers each month. During
fiscal 2012, the average price per gallon of unleaded gasoline in the United States remained at a high level of
$3.57 per gallon compared to $3.33 per gallon during fiscal 2011. We continue to believe gas prices remain at
overall high levels, thereby reducing discretionary spending for all consumers, and, in particular, our customers.
Given the unpredictability of gas prices, we cannot predict whether gas prices will increase or decrease, nor can
we predict how any future changes in gas prices will impact our sales in future periods.

During fiscal 2012, failure and maintenance related categories represented the largest portion of our sales mix, at
approximately 83% of total sales, with failure related categories continuing to be our strongest performers. While
we have not experienced any fundamental shifts in our category sales mix as compared to previous years, we did
experience a slight decline in sales of the maintenance category. We believe maintenance related products were
negatively impacted by weather. Because of the unusually mild winter across parts of the U.S., we saw less wear
on maintenance related products compared to the prior fiscal year. We remain focused on refining and expanding
our product assortment to ensure we have the best merchandise at the right price in each of our categories.

Our primary response to fluctuations in the demand for the products we sell is to adjust our advertising message,
store staffing, and product assortment. We continue to believe we are well positioned to help our customers save
money and meet their needs in a challenging macroeconomic environment.

The two statistics we believe have the closest correlation to our market growth over the long-term are miles driven
and the number of seven year old or older vehicles on the road.

Miles Driven
We believe that as the number of miles driven increases, consumers’ vehicles are more likely to need service and
maintenance, resulting in an increase in the need for automotive hard parts and maintenance items. Prior to the
recession, we had seen a close correlation between annual miles driven and our annual net sales; however, this
correlation has not existed in the recent recessionary period. Since the beginning of the fiscal year and through
June 2012 (latest publicly available information), miles driven remained relatively flat compared to the same
period last year. However, during the first two quarters of calendar 2012, miles driven improved by 1.1%
compared to the prior year period. Throughout this fiscal year and contrary to the correlation experienced prior to
the recession, sales have grown at a consistent rate, while miles driven have grown at a slower rate than what we
have historically experienced. We believe that the impact of changes in other factors, primarily an increase in the
average age of vehicles, more than offset the impact of miles driven. Over the long-term, we believe that annual
miles driven will return to pre-recession low single digit growth rates, and the correlation between annual miles
driven and the annual sales growth of our industry should return.

Seven Year Old or Older Vehicles
Since 2008, new vehicle sales have been significantly lower than historical levels, which we believe contributed to
an increasing number of seven year old or older vehicles on the road. We estimate vehicles are driven an average
of approximately 12,500 miles each year. In seven years, the average miles driven equates to approximately
87,500 miles. Our experience is that at this point in a vehicle’s life, most vehicles are not covered by warranties
and increased maintenance is needed to keep the vehicle operating. According to data provided by the
Automotive Aftermarket Industry Association, as of December 2011, the average age of vehicles on the road is
10.8 years as compared to 10.6 years as of December 2010. As the number of seven year old or older vehicles on
the road increases, we expect an increase in demand for the products that we sell. Although we have seen an
improvement in new car sales during fiscal 2011 and 2012, in the near term, we expect the aging vehicle
population to continue to increase, as consumers keep their cars longer in an effort to save money during this
uncertain economy.

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Results of Operations

Fiscal 2012 Compared with Fiscal 2011
For the fiscal year ended August 25, 2012, we reported net sales of $8.604 billion compared with $8.073 billion
for the year ended August 27, 2011, a 6.6% increase from fiscal 2011. This growth was driven primarily by an
increase in domestic same store sales of 3.9% and sales from new stores of $214.2 million. The improvement in
domestic same store sales was driven by higher transaction value, partially offset by decreased transaction counts.

At August 25, 2012, we operated 4,685 domestic stores and 321 stores in Mexico, compared with 4,534 domestic
stores and 279 stores in Mexico at August 27, 2011. We reported a total auto parts (domestic and Mexico
operations) sales increase of 6.5% for fiscal 2012.

Gross profit for fiscal 2012 was $4.432 billion, or 51.5% of net sales, compared with $4.119 billion, or 51.0% of
net sales for fiscal 2011. The improvement in gross margin was primarily attributable to higher merchandise
margins (19 basis points) and lower shrink expense (17 basis points). Lower acquisition costs drove the higher
merchandise margins for the year.

Operating, selling, general and administrative expenses for fiscal 2012 increased to $2.803 billion, or 32.6% of net
sales, from $2.625 billion, or 32.5% of net sales for fiscal 2011. The slight increase in operating expenses, as a
percentage of sales, was the result of higher self-insurance costs (42 basis points); partially offset by lower
incentive compensation (30 basis points).

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Interest expense, net for fiscal 2012 was $175.9 million compared with $170.6 million during fiscal 2011. This
increase was primarily due to higher average borrowing levels over the comparable prior year period; partially
offset by a decline in borrowing rates. Average borrowings for fiscal 2012 were $3.507 billion, compared with
$3.103 billion for fiscal 2011 and weighted average borrowing rates were 4.7% for fiscal 2012, compared to 5.1%
for fiscal 2011.

Our effective income tax rate was 36.0% of pre-tax income for fiscal 2012 compared to 35.9% for fiscal 2011.

Net income for fiscal 2012 increased by 9.6% to $930.4 million, and diluted earnings per share increased 20.6% to
$23.48 from $19.47 in fiscal 2011. The impact of the fiscal 2012 stock repurchases on diluted earnings per share
in fiscal 2012 was an increase of approximately $0.96.

Fiscal 2011 Compared with Fiscal 2010
For the fiscal year ended August 27, 2011, we reported net sales of $8.073 billion compared with $7.363 billion
for the year ended August 28, 2010, a 9.6% increase from fiscal 2010. This growth was driven primarily by an
increase in domestic same store sales of 6.3% and sales from new stores of $216.8 million. The improvement in
domestic same store sales was driven by higher transaction value and, to a lesser extent, higher transaction count
trends. Higher transaction value is attributable to product inflation due to more complex, costly products and
commodity price increases.

At August 27, 2011, we operated 4,534 domestic stores and 279 stores in Mexico, compared with 4,389 domestic
stores and 238 stores in Mexico at August 28, 2010. We reported a total auto parts (domestic and Mexico
operations) sales increase of 9.6% for fiscal 2011.

Gross profit for fiscal 2011 was $4.119 billion, or 51.0% of net sales, compared with $3.712 billion, or 50.4% of
net sales for fiscal 2010. The improvement in gross margin was primarily attributable to lower shrink expense (32
basis points) and higher merchandise margins (26 basis points). Increased penetration of Duralast product sales, as
well as retail price increases on commodity based products, drove the higher merchandise margins, which were
partially offset by increased penetration of commercial sales.

Operating, selling, general and administrative expenses for fiscal 2011 increased to $2.625 billion, or 32.5% of net
sales, from $2.392 billion, or 32.5% of net sales for fiscal 2010. The slight increase in operating expenses, as a
percentage of sales, was the result of higher fuel costs (20 basis points) and increased incentive compensation
costs (17 basis points), partially offset by leverage due to higher sales volumes.

Interest expense, net for fiscal 2011 was $170.6 million compared with $158.9 million during fiscal 2010. This
increase was primarily due to higher average borrowing levels over the comparable prior year period; partially
offset by a decline in borrowing rates. Average borrowings for fiscal 2011 were $3.103 billion, compared with
$2.752 billion for fiscal 2010 and weighted average borrowing rates were 5.1% for fiscal 2011, compared to 5.3%
for fiscal 2010.

Our effective income tax rate was 35.9% of pre-tax income for fiscal 2011 compared to 36.4% for fiscal 2010.

Net income for fiscal 2011 increased by 15.0% to $849.0 million, and diluted earnings per share increased 30.0%
to $19.47 from $14.97 in fiscal 2010. The impact of the fiscal 2011 stock repurchases on diluted earnings per
share in fiscal 2011 was an increase of approximately $1.15.

Seasonality and Quarterly Periods

Our business is somewhat seasonal in nature, with the highest sales typically occurring in the spring and summer
months of February through September, in which average weekly per-store sales historically have been about 15%
to 25% higher than in the slower months of December and January. During short periods of time, a store’s sales
can be affected by weather conditions. Extremely hot or extremely cold weather may enhance sales by causing
parts to fail; thereby increasing sales of seasonal products. Mild or rainy weather tends to soften sales, as parts
failure rates are lower in mild weather, with elective maintenance deferred during periods of rainy weather. Over
the longer term, the effects of weather balance out, as we have stores throughout the United States, Puerto Rico
and Mexico.

Each of the first three quarters of our fiscal year consists of 12 weeks, and the fourth quarter consisted of 16
weeks in 2012, 2011, and 2010. Because the fourth quarter contains the seasonally high sales volume and consists
of 16 or 17 weeks, compared with 12 weeks for each of the first three quarters, our fourth quarter represents a
disproportionate share of the annual net sales and net income. The fourth quarter of fiscal year 2012 represented
32.1% of annual sales and 34.8% of net income; the fourth quarter of fiscal 2011 represented 32.7% of annual
sales and 35.5% of net income; and the fourth quarter of fiscal 2010 represented 33.2% of annual sales and 36.4%
of net income.

Liquidity and Capital Resources

The primary source of our liquidity is our cash flows realized through the sale of automotive parts and products.
Net cash provided by operating activities was $1.224 billion in fiscal 2012, $1.292 billion in fiscal 2011, and
$1.196 billion in fiscal 2010. Cash flows from operations are unfavorable to last year due to the change in
inventories net of payables, offset by the growth in net income. We had an accounts payable to inventory ratio of
111.4% at August 25, 2012, 111.7% at August 27, 2011, and 105.6% at August 28, 2010. Our inventory increases
are primarily attributable to an increased number of stores and to a lesser extent, our efforts to update product
assortments in all of our stores. Many of our vendors have supported our initiative to update our product
assortments by providing extended payment terms. These extended payment terms have allowed us to continue
our high accounts payable to inventory ratio.

Our primary capital requirement has been the funding of our continued new-store development program. From the
beginning of fiscal 2010 to August 25, 2012, we have opened 594 new stores. Net cash flows used in investing
activities were $374.8 million in fiscal 2012, compared to $319.0 million in fiscal 2011, and $307.4 million in
fiscal 2010. We invested $378.1 million in capital assets in fiscal 2012, compared to $321.6 million in fiscal 2011,
and $315.4 million in fiscal 2010. The increase in capital expenditures during this time was primarily attributable
to the number and types of stores opened, increased investment in our existing stores, and continued investment in
our hub store initiative. New store openings were 193 for fiscal 2012, 188 for fiscal 2011, and 213 for fiscal
2010. We also completed 40 hub projects in fiscal 2012 and 20 hub projects in fiscal 2011 as part of our ongoing
hub initiative. We invest a portion of our assets held by the Company’s wholly owned insurance captive in
marketable securities. We acquired $45.7 million of marketable securities in fiscal 2012, $43.8 million in fiscal
2011, and $56.2 million in fiscal 2010. We had proceeds from the sale of marketable securities of $42.4 million in
fiscal 2012, $43.1 million in fiscal 2011, and $52.6 million in fiscal 2010. Capital asset disposals provided $6.6
million in fiscal 2012, $3.3 million in fiscal 2011, and $11.5 million in fiscal 2010.

Net cash used in financing activities was $843.4 million in fiscal 2012, $973.8 million in fiscal 2011, and $883.5
million in fiscal 2010. The net cash used in financing activities reflected purchases of treasury stock which totaled
$1.363 billion for fiscal 2012, $1.467 billion for fiscal 2011, and $1.124 billion for fiscal 2010. The treasury stock
purchases in fiscal 2012, 2011 and 2010 were primarily funded by cash flows from operations and by increases in
debt levels. Proceeds from issuance of debt were $500.0 million for fiscal 2012 and $500.0 million for fiscal
2011; there were no debt issuances in fiscal 2010. In fiscal 2012, the proceeds from the issuance of debt were used
for the repayment of a portion of commercial paper borrowings and general corporate purposes, including for
working capital requirements, capital expenditures, store openings and stock repurchases. In fiscal 2011, we used
the proceeds from the issuance of debt to repay our $199.3 million term loan in November 2010, to repay a
portion of our commercial paper borrowings and for general corporate purposes. There were no repayments of
debt for fiscal 2012 or fiscal 2010. Net payments of commercial paper and short-term borrowings were $81.3
million for fiscal 2012. In 2011 and 2010, we received proceeds from the issuance of commercial paper and short
term borrowing in the amount of $141.5 million and $181.6 million, respectively.

During fiscal 2013, we expect to invest in our business at an increased rate as compared to fiscal 2012. Our
investments are expected to be directed primarily to our new-store development program and enhancements to
existing stores and infrastructure. The amount of our investments in our new-store program is impacted by
different factors, including such factors as whether the building and land are purchased (requiring higher
investment) or leased (generally lower investment), located in the United States, Mexico or Brazil, or located in
urban or rural areas. During fiscal 2012, fiscal 2011, and fiscal 2010, our capital expenditures have increased by
approximately 18%, 2% and 16%, respectively, as compared to the prior year. Our mix of store openings has
moved away from build-to-suit leases (lower initial capital investment) to ground leases and land purchases

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(higher initial capital investment), resulting in increased capital expenditures per store over the previous three
years, and we expect this trend to continue during the fiscal year ending August 31, 2013.

In addition to the building and land costs, our new-store development program requires working capital,
predominantly for inventories. Historically, we have negotiated extended payment terms from suppliers, reducing
the working capital required and resulting in a high accounts payable to inventory ratio. We plan to continue
leveraging our inventory purchases; however, our ability to do so may be limited by our vendors’ capacity to
factor their receivables from us. Certain vendors participate in financing arrangements with financial institutions
whereby they factor their receivables from us, allowing them to receive payment on our invoices at a discounted
rate.

Depending on the timing and magnitude of our future investments (either in the form of leased or purchased
properties or acquisitions), we anticipate that we will rely primarily on internally generated funds and available
borrowing capacity to support a majority of our capital expenditures, working capital requirements and stock
repurchases. The balance may be funded through new borrowings. We anticipate that we will be able to obtain
such financing in view of our credit ratings and favorable experiences in the debt markets in the past.

Our cash balances are held in various locations around the world. Of the $103 million and $98 million of cash and
cash equivalents at August 25, 2012, and August 27, 2011, respectively, $7.8 million and $6.7 million,
respectively, were held outside of the U.S. and were generally utilized to support liquidity needs in our foreign
operations. We intend to continue to permanently reinvest the cash in our foreign operations.

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For the fiscal year ended August 25, 2012, our after-tax return on invested capital (“ROIC”) was 33.0% as
compared to 31.3% for the comparable prior year period. ROIC is calculated as after-tax operating profit
(excluding rent charges) divided by average invested capital (which includes a factor to capitalize operating
leases). ROIC increased primarily due to increased after-tax operating profit. We use ROIC to evaluate whether
we are effectively using our capital resources and believe it is an important indicator of our overall operating
performance.

Debt Facilities
In September 2011, we amended and restated our $800 million revolving credit facility, which was scheduled to
expire in July 2012. The capacity under the revolving credit facility was increased to $1.0 billion. This credit
facility is available to primarily support commercial paper borrowings, letters of credit and other short-term,
unsecured bank loans. The capacity of the credit facility may be increased to $1.250 billion prior to the maturity
date at our election and subject to bank credit capacity and approval, may include up to $200 million in letters of
credit, and may include up to $175 million in capital leases each fiscal year. Under the revolving credit facility,
we may borrow funds consisting of Eurodollar loans or base rate loans. Interest accrues on Eurodollar loans at a
defined Eurodollar rate, defined as the London InterBank Offered Rate (“LIBOR”) plus the applicable percentage,
as defined in the revolving credit facility, depending upon our senior, unsecured, (non-credit enhanced) long-term
debt rating. Interest accrues on base rate loans as defined in the revolving credit facility. We also have the option
to borrow funds under the terms of a swingline loan subfacility. The revolving credit facility expires in
September 2016.

The revolving credit facility agreement requires that our consolidated interest coverage ratio as of the last day of
each quarter shall be no less than 2.50:1. This ratio is defined as the ratio of (i) consolidated earnings before
interest, taxes and rents to (ii) consolidated interest expense plus consolidated rents. Our consolidated interest
coverage ratio as of August 25, 2012 was 4.58:1.

As the available balance is reduced by commercial paper borrowings and certain outstanding letters of credit, we
had $454.9 million of available capacity under our $1.0 billion revolving credit facility at August 25, 2012.

In June 2010, we entered into a letter of credit facility that allows us to request the participating bank issue letters
of credit on our behalf up to an aggregate amount of $100 million. The letter of credit facility is in addition to the
letters of credit that may be issued under the revolving credit facility. As of August 25, 2012, we have $98.7
million in letters of credit outstanding under the letter of credit facility, which expires in June 2013.

On April 24, 2012, we issued $500 million in 3.700% Senior Notes due April 2022 under our shelf registration
statement filed with the Securities and Exchange Commission on April 17, 2012 (the “Shelf Registration”). The
Shelf Registration allows us to sell an indeterminate amount in debt securities to fund general corporate purposes,
including repaying, redeeming or repurchasing outstanding debt and for working capital, capital expenditures,
new store openings, stock repurchases and acquisitions. Proceeds from the debt issuance on April 24, 2012, were
used to repay a portion of the commercial paper borrowings and for general corporate purposes. On November
15, 2010, we issued $500 million in 4.000% Senior Notes due 2020 under a shelf registration statement filed with
the Securities and Exchange Commission on July 29, 2008. We used the proceeds from the November 15, 2010
issuance of debt to repay the principal due relating to the 4.750% Senior Notes that matured on November 15,
2010, to repay a portion of the commercial paper borrowings and for general corporate purposes.

The 5.750% Senior Notes issued in July 2009 and the 6.500% and 7.125% Senior Notes issued during August
2008, (collectively, the “Notes”), are subject to an interest rate adjustment if the debt ratings assigned to the Notes
are downgraded. The Notes, along with the 3.700% Senior Notes issued in April 2012 and the 4.000% Senior
Notes issued in during November 2010, also contain a provision that repayment of the notes may be accelerated if
we experience a change in control (as defined in the agreements). Our borrowings under our other senior notes
contain minimal covenants, primarily restrictions on liens. Under our revolving credit facility, covenants include
limitations on total indebtedness, restrictions on liens, a maximum debt to earnings ratio, and a change of control
provision that may require acceleration of the repayment obligations under certain circumstances. These
covenants are in addition to the consolidated interest coverage ratio discussed above. All of the repayment
obligations under our borrowing arrangements may be accelerated and come due prior to the scheduled payment
date if covenants are breached or an event of default occurs.

As of August 25, 2012, we were in compliance with all covenants related to our borrowing arrangements and
expect to remain in compliance with those covenants in the future.

For the fiscal year ended August 25, 2012, our adjusted debt to earnings before interest, taxes, depreciation,
amortization, rent and share-based compensation expense (“EBITDAR”) ratio was 2.5:1 as compared to 2.4:1 as
of the comparable prior year end. We calculate adjusted debt as the sum of total debt, capital lease obligations and
rent times six; and we calculate EBITDAR by adding interest, taxes, depreciation, amortization, rent and share-
based compensation expense to net income. We target our debt levels to a ratio of adjusted debt to EBITDAR in
order to maintain our investment grade credit ratings. We believe this is important information for the
management of our debt levels.

Stock Repurchases
During 1998, we announced a program permitting us to repurchase a portion of our outstanding shares not to
exceed a dollar maximum established by our Board of Directors (the “Board”). On March 7, 2012, the Board
voted to increase the authorization by $750 million to raise the cumulative share repurchase authorization from
$11.15 billion to $11.90 billion. From January 1998 to August 25, 2012, we have repurchased a total of 131.1
million shares at an aggregate cost of $11.5 billion. We repurchased 3.8 million shares of common stock at an
aggregate cost of $1.363 billion during fiscal 2012, 5.6 million shares of common stock at an aggregate cost of
$1.467 billion during fiscal 2011, and 6.4 million shares of common stock at an aggregate cost of $1.124 billion
during fiscal 2010. Considering cumulative repurchases as of August 25, 2012, we have $355.8 million remaining
under the Board of Director’s authorization to repurchase our common stock.

Subsequent to August 25, 2012, the Board voted to increase the authorization by $750 million to raise the
cumulative share repurchase authorization from $11.90 billion to $12.65 billion. We have repurchased 629,168
shares of common stock at an aggregate cost of $234.6 million during fiscal 2013.

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Financial Commitments
The following table shows our significant contractual obligations as of August 25, 2012:

Total
Contractual
Obligations

Payment Due by Period

Less than
1 year

Between
1-3 years

Between
3-5 years

Over
5 years

(in thousands)

Long-term debt (1) ....................................$
Interest payments (2) ...............................
Operating leases (3) ..................................
Capital leases (4) ......................................
Self-insurance reserves (5) .....................
Construction commitments .....................
$

3,718,302 $
713,417
1,910,410
105,404
179,673
25,604

500,000 $ 1,250,000
180,313
134,775
958,435
332,535
–
22,183
41,508
25,375
–
–
6,652,810 $ 1,470,605 $ 1,737,081 $ 1,014,868 $ 2,430,256

968,302 $ 1,000,000 $
165,529
217,844
29,842
63,484
25,604

232,800
401,596
53,379
49,306
–

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(1) Long-term debt balances represent principal maturities, excluding interest.
(2) Represents obligations for interest payments on long-term debt.
(3) Operating lease obligations are inclusive of amounts accrued within deferred rent and closed store

obligations reflected in our consolidated balance sheets.

(4) Capital lease obligations include related interest.
(5) Self-insurance reserves reflect estimates based on actuarial calculations. Although these obligations do not
have scheduled maturities, the timing of future payments are predictable based upon historical patterns.
Accordingly, we reflect the net present value of these obligations in our consolidated balance sheets.

We have pension obligations reflected in our consolidated balance sheet that are not reflected in the table above
due to the absence of scheduled maturities and the nature of the account. During fiscal 2012, we made
contributions of $15.4 million to the pension plan. We expect to make contributions of approximately $9 million
during fiscal 2013; however a change to the expected cash funding may be impacted by a change in interest rates
or a change in the actual or expected return on plan assets.

As of August 25, 2012, our defined benefit obligation associated with our pension plans is $305.2 million and our
pension assets are valued at $181.4 million, resulting in a net pension obligation of $123.8 million. Amounts
recorded in Accumulated other comprehensive loss are $154.7 million at August 25, 2012. The balance in
Accumulated other comprehensive loss will be amortized into pension expense in the future, unless the losses are
recovered in future periods through actuarial gains.

Additionally, our tax liability for uncertain tax positions, including interest and penalties, was $31.8 million at
August 25, 2012. Approximately $7.5 million is classified as current liabilities and $24.3 million is classified as
long-term liabilities. We did not reflect these obligations in the table above as we are unable to make an estimate
of the timing of payments due to uncertainties in the timing of the settlement of these tax positions.

Off-Balance Sheet Arrangements

The following table reflects outstanding letters of credit and surety bonds as of August 25, 2012:

(in thousands)

Standby letters of credit .............................................................................................................
Surety bonds ...............................................................................................................................

Total
Other
Commitments

102,258
33,083
135,341

A substantial portion of the outstanding standby letters of credit (which are primarily renewed on an annual basis)
and surety bonds are used to cover reimbursement obligations to our workers’ compensation carriers. There are no
additional contingent liabilities associated with these instruments as the underlying liabilities are already reflected
in our consolidated balance sheet. The standby letters of credit and surety bonds arrangements expire within one
year, but have automatic renewal clauses.

Reconciliation of Non-GAAP Financial Measures

“Selected Financial Data” and “Management’s Discussion and Analysis of Financial Condition and Results of
Operations” include certain financial measures not derived in accordance with generally accepted accounting
principles (“GAAP”). These non-GAAP financial measures provide additional information for determining our
optimum capital structure and are used to assist management in evaluating performance and in making appropriate
business decisions to maximize stockholders’ value.

Non-GAAP financial measures should not be used as a substitute for GAAP financial measures, or considered in
isolation, for the purpose of analyzing our operating performance, financial position or cash flows. However, we
have presented the non-GAAP financial measures, as we believe they provide additional information that is useful
to investors as it indicates more clearly our comparative year-to-year operating results. Furthermore, our
management and Compensation Committee of the Board use the above-mentioned non-GAAP financial measures
to analyze and compare our underlying operating results and to determine payments of performance-based
compensation. We have included a reconciliation of this information to the most comparable GAAP measures in
the following reconciliation tables.

Reconciliation of Non-GAAP Financial Measure: Cash Flow Before Share Repurchases and Changes in Debt
The following table reconciles net increase (decrease) in cash and cash equivalents to cash flow before share
repurchases and changes in debt, which is presented in “Selected Financial Data”:

(in thousands)

2012

2011

2010

2009

2008

Fiscal Year Ended August

Net increase (decrease) in cash and cash

equivalents

5,487 $

(674) $

Less: Increase in debt .....................................
418,729
Plus: Share repurchases ................................. 1,362,869
Cash flow before share repurchases and

442,201
1,466,802

5,574 $ (149,755) $ 155,807
314,382
476,900
849,196
1,300,002

181,586
1,123,655

changes in debt ............................................. $ 949,627 $ 1,023,927 $ 947,643 $

673,347

$ 690,621

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Reconciliation of Non-GAAP Financial Measure: After-tax Return on Invested Capital
The following table calculates the percentage of ROIC. ROIC is calculated as after-tax operating profit (excluding
rent) divided by average invested capital (which includes a factor to capitalize operating leases). The ROIC
percentages are presented in “Selected Financial Data” and “Management’s Discussion and Analysis of Financial
Condition and Results of Operations”:

(in thousands, except percentages)

2012

Fiscal Year Ended August
2010

2009

2011

2008 (1)

Net income ......................................... $
Adjustments:
Interest expense ...........................
Rent expense ................................
Tax effect (2) .................................
After-tax return .................................. $ 1,189,779 $ 1,095,415 $

175,905
229,417
(145,916)

170,557
213,846
(137,962)

930,373 $

848,974 $

738,311 $

657,049 $

641,606

158,909
195,632
(128,983)
963,869 $

142,316
181,308
(117,929)
862,744 $

116,745
165,121
(102,345)
821,127

Average debt (3) .................................. $ 3,508,970 $ 3,121,880 $ 2,769,617 $ 2,468,351 $ 2,074,738
Average (deficit) equity (4) ................. (1,372,342)
308,401
Rent x 6 (5) .......................................... 1,376,502
990,726
Average capital lease obligations (6) .
60,763
96,027
Pre-tax invested capital ...................... $ 3,609,157 $ 3,496,298 $ 3,497,744 $ 3,539,938 $ 3,434,628
ROIC ..................................................

(993,624)
1,283,076
84,966

(507,885)
1,173,792
62,220

(75,162)
1,087,848
58,901

24.4%

33.0%

27.6%

31.3%

23.9%

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(1) The fiscal year ended August 30, 2008 consisted of 53 weeks.
(2) The effective tax rate during fiscal 2012, 2011, 2010, 2009 and 2008 was 36.0%, 35.9%, 36.4%, 36.4% and

36.3%, respectively.

(3) Average debt is equal to the average of our debt measured as of the previous five quarters.
(4) Average equity is equal to the average of our stockholders’ (deficit) equity measured as of the previous five

quarters.

(5) Rent is multiplied by a factor of six to capitalize operating leases in the determination of pre-tax invested

capital.

(6) Average capital lease obligations is computed as the average of our capital lease obligations over the

previous five quarters.

Reconciliation of Non-GAAP Financial Measure: Adjusted Debt to EBITDAR
The following table calculates the ratio of adjusted debt to EBITDAR. Adjusted debt to EBITDAR is calculated as
the sum of total debt, capital lease obligations and annual rents times six; divided by net income plus interest,
taxes, depreciation, amortization, rent and share-based compensation expense. The adjusted debt to EBITDAR
ratios are presented in “Selected Financial Data” and “Management’s Discussion and Analysis of Financial
Condition and Results of Operations”:

2008 (1)

Fiscal Year Ended August
2010
738,311 $
158,909
422,194
1,319,414
192,084
195,632
19,120

(in thousands, except ratios)
Net income ......................................... $
Add: Interest expense .......................
Income tax expense .................

2012
930,373 $
175,905
522,613
EBIT .................................................. 1,628,891
211,831
Add: Depreciation expense ..............
229,417
Rent expense ...........................
Share-based expense ...............
33,363

641,606
116,745
365,783
1,124,134
169,509
165,121
18,388
EBITDAR .......................................... $ 2,103,502 $ 1,931,483 $ 1,726,250 $ 1,556,938 $ 1,477,152
Debt ................................................... $ 3,768,183 $ 3,351,682 $ 2,908,486 $ 2,726,900 $ 2,250,000
64,061
Capital lease obligations ....................
102,256
Rent x 6 .............................................. 1,376,502
990,726
Adjusted debt ..................................... $ 5,246,941 $ 4,721,414 $ 4,170,558 $ 3,869,512 $ 3,304,787
2.2
Adjusted debt to EBITDAR ...............

2009
657,049 $
142,316
376,697
1,176,062
180,433
181,308
19,135

2011
848,974 $
170,557
475,272
1,494,803
196,209
213,846
26,625

54,764
1,087,848

88,280
1,173,792

86,656
1,283,076

2.5

2.4

2.5

(1) The fiscal year ended August 30, 2008 consisted of 53 weeks.

Recent Accounting Pronouncements

See Note A of the Notes to Consolidated Financial Statements for a discussion on recent accounting
pronouncements.

Critical Accounting Policies and Estimates

Preparation of our consolidated financial statements requires us to make estimates and assumptions affecting the
reported amounts of assets and liabilities at the date of the financial statements, reported amounts of revenues and
expenses during the reporting period and related disclosures of contingent liabilities. In the notes to our
consolidated financial statements, we describe our significant accounting policies used in preparing the
consolidated financial statements. Our policies are evaluated on an ongoing basis and are drawn from historical
experience and other assumptions that we believe to be reasonable under the circumstances. Actual results could
differ under different assumptions or conditions. Our senior management has identified the critical accounting
policies for the areas that are materially impacted by estimates and assumptions and have discussed such policies
with the Audit Committee of our Board. The following items in our consolidated financial statements represent
our critical accounting policies that require significant estimation or judgment by management:

Inventory Reserves and Cost of Sales

LIFO
We state our inventories at the lower of cost or market using the last-in, first-out (“LIFO”) method for domestic
merchandise and the first-in, first out (“FIFO”) method for Mexico inventories. Due to price deflation on our
merchandise purchases, our domestic inventory balances are effectively maintained under the FIFO method. We
do not write up inventory for favorable LIFO adjustments, and due to price deflation, LIFO costs of our domestic
inventories exceed replacement costs by $270.4 million at August 25, 2012, calculated using the dollar value
method.

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Inventory Obsolescence and Shrinkage
Our inventory, primarily hard parts, maintenance items, accessories and non-automotive products, is used on
vehicles that have rather long lives; and therefore, the risk of obsolescence is minimal and the majority of excess
inventory has historically been returned to our vendors for credit. In the isolated instances where less than full
credit will be received for such returns and where we anticipate that items will be sold at retail prices that are less
than recorded costs, we record a charge (less than $20 million in each of the last three years) through cost of sales
for the difference. These charges are based on management’s judgment, including estimates and assumptions
regarding marketability of products and the market value of inventory to be sold in future periods.

Historically, we have not encountered material exposure to inventory obsolescence or excess inventory, nor have
we experienced material changes to our estimates. However, we may be exposed to material losses should our
vendors alter their policy with regard to accepting excess inventory returns.

Additionally, we reduce inventory for projected losses related to shrinkage, which is estimated based on historical
losses and current inventory loss trends resulting from previous physical inventories. Shrinkage may occur due to
theft, loss or inaccurate records for the receipt of goods, among other things. Throughout the year, we take
physical inventory counts of our stores and distribution centers to verify these estimates. We make assumptions
regarding upcoming physical inventory counts that may differ from actual results. Over the last three years, there
has been less than a 50 basis point fluctuation in our shrinkage rate.

Each quarter, we evaluate the accrued shrinkage in light of the actual shrink results. To the extent our actual
physical inventory count results differ from our estimates, we may experience material adjustments to our
financial statements. Historically, we have not experienced material adjustments to our shrinkage estimates and
do not believe there is a reasonable likelihood that there will be a material change in the future estimates or
assumptions we use.

A 10% difference in our inventory reserves as of August 25, 2012, would have affected net income by
approximately $7 million in fiscal 2012.

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Vendor Allowances
We receive various payments and allowances from our vendors through a variety of programs and arrangements,
including allowances for warranties, advertising and general promotion of vendor products. Vendor allowances
are treated as a reduction of inventory, unless they are provided as a reimbursement of specific, incremental,
identifiable costs incurred by the Company in selling the vendor’s products. Approximately 87% of the vendor
funds received are recorded as a reduction of the cost of inventories and recognized as a reduction to cost of sales
as these inventories are sold.

Based on our vendor agreements, a significant portion of vendor funding we receive is based on our inventory
purchases. Therefore, we record receivables for funding earned but not yet received as we purchase inventory.
During the year, we regularly review the receivables from vendors to ensure vendors are able to meet their
obligations. We generally have not recorded a reserve against these receivables as we have legal right of offset
with our vendors for payments owed them. Historically, we have had write-offs less than $500 thousand in each
of the last three years.

Self-Insurance Reserves
We retain a significant portion of the risks associated with workers’ compensation, employee health, general and
products liability, property and vehicle liability; and we obtain third party insurance to limit the exposure related
to certain of these risks. Our self-insurance reserve estimates totaled $175.8 million at August 25, 2012, and
$159.3 million at August 27, 2011. This change is primarily reflective of our growing operations, including
inflation, increases in health care costs, the number of vehicles and the number of hours worked, as well as our
historical claims experience and changes in our discount rate.

The assumptions made by management in estimating our self-insurance reserves include consideration of
historical cost experience, judgments about the present and expected levels of cost per claim and retention levels.
We utilize various methods, including analyses of historical trends and actuarial methods, to estimate the cost to
settle reported claims, and claims incurred but not yet reported. The actuarial methods develop estimates of the
future ultimate claim costs based on the claims incurred as of the balance sheet date. When estimating these
liabilities, we consider factors, such as the severity, duration and frequency of claims, legal costs associated with
claims, healthcare trends, and projected inflation of related factors. In recent history, our methods for determining
our exposure have remained consistent, and our historical trends have been appropriately factored into our reserve
estimates. As we obtain additional information and refine our methods regarding the assumptions and estimates
we use to recognize liabilities incurred, we will adjust our reserves accordingly.

Management believes that the various assumptions developed and actuarial methods used to determine our self-
insurance reserves are reasonable and provide meaningful data and information that management uses to make its
best estimate of our exposure to these risks. Arriving at these estimates, however, requires a significant amount of
subjective judgment by management, and as a result these estimates are uncertain and our actual exposure may be
different from our estimates. For example, changes in our assumptions about health care costs, the severity of
accidents and the incidence of illness, the average size of claims and other factors could cause actual claim costs
to vary materially from our assumptions and estimates, causing our reserves to be overstated or understated. For
instance, a 10% change in our self-insurance liability would have affected net income by approximately $11
million for fiscal 2012.

Our liabilities for workers’ compensation, certain general and product liability, property and vehicle claims do not
have scheduled maturities; however, the timing of future payments is predictable based on historical patterns and
is relied upon in determining the current portion of these liabilities. Accordingly, we reflect the net present value
of the obligations we determine to be long-term using the risk-free interest rate as of the balance sheet date. If the
discount rate used to calculate the present value of these reserves changed by 50 basis points, net income would
have been affected by approximately $2 million for fiscal 2012. Our liability for health benefits is classified as
current, as the historical average duration of claims is approximately six weeks.

Income Taxes
Our income tax returns are audited by state, federal and foreign tax authorities, and we are typically engaged in
various tax examinations at any given time. Tax contingencies often arise due to uncertainty or differing
interpretations of the application of tax rules throughout the various jurisdictions in which we operate. The
contingencies are influenced by items such as tax audits, changes in tax laws, litigation, appeals and prior

experience with similar tax positions. We regularly review our tax reserves for these items and assess the
adequacy of the amount we have recorded. As of August 25, 2012, we had approximately $31.8 million reserved
for uncertain tax positions.

We evaluate potential exposures associated with our various tax filings by estimating a liability for uncertain tax
positions based on a two-step process. The first step is to evaluate the tax position for recognition by determining
if the weight of available evidence indicates that it is more likely than not that the position will be sustained on
audit, including resolution of related appeals or litigation processes, if any. The second step requires us to estimate
and measure the tax benefit as the largest amount that is more than 50% likely to be realized upon ultimate
settlement.

We believe our estimates to be reasonable and have not experienced material adjustments to our reserves in the
previous three years; however, actual results could differ from our estimates and we may be exposed to gains or
losses that could be material. Specifically, management has used judgment and made assumptions to estimate the
likely outcome of uncertain tax positions. Additionally, to the extent we prevail in matters for which a liability
has been established, or must pay in excess of recognized reserves, our effective tax rate in any particular period
could be materially affected.

Pension Obligation
Prior to January 1, 2003, substantially all full-time employees were covered by a qualified defined benefit pension
plan. The benefits under the plan were based on years of service and the employee’s highest consecutive five-year
average compensation. On January 1, 2003, the plan was frozen. Accordingly, pension plan participants will earn
no new benefits under the plan formula and no new participants will join the pension plan. On January 1, 2003,
our supplemental, unqualified defined benefit pension plan for certain highly compensated employees was also
frozen. Accordingly, plan participants will earn no new benefits under the plan formula and no new participants
will join the pension plan. As the plan benefits are frozen, the annual pension expense and recorded liabilities are
not impacted by increases in future compensation levels, but are impacted by the use of two key assumptions in
the calculation of these balances:

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Expected long-term rate of return on plan assets: For the fiscal year ended August 25, 2012, we have
assumed a 7.5% long-term rate of return on our plan assets. This estimate is a judgmental matter in which
management considers the composition of our asset portfolio, our historical long-term investment
performance and current market conditions. We review the expected long-term rate of return on an annual
basis, and revise it accordingly. Additionally, we monitor the mix of investments in our portfolio to ensure
alignment with our long-term strategy to manage pension cost and reduce volatility in our assets. At August
25, 2012, our plan assets totaled $181 million in our qualified plan. Our assets are generally valued using the
net asset values, which are determined by valuing investments at the closing price or last trade reported on the
major market on which the individual securities are traded. We have no assets in our nonqualified plan. A 50
basis point change in our expected long term rate of return would impact annual pension expense by
approximately $900 thousand for the qualified plan.

Discount rate used to determine benefit obligations: This rate is highly sensitive and is adjusted annually
based on the interest rate for long-term, high-quality, corporate bonds as of the measurement date using yields
for maturities that are in line with the duration of our pension liabilities. This same discount rate is also used
to determine pension expense for the following plan year. For fiscal 2012, we assumed a discount rate of
3.9%. A decrease in the discount rate increases our projected benefit obligation and pension expense. A 50
basis point change in the discount rate at August 25, 2012 would impact annual pension expense/income by
approximately $2 million for the qualified plan and $30 thousand for the nonqualified plan.

Item 7A. Quantitative and Qualitative Disclosures about Market Risk

We are exposed to market risk from, among other things, changes in interest rates, foreign exchange rates and fuel
prices. From time to time, we use various derivative instruments to reduce interest rate and fuel price risks. To
date, based upon our current level of foreign operations, no derivative instruments have been utilized to reduce
foreign exchange rate risk. All of our hedging activities are governed by guidelines that are authorized by the
Board. Further, we do not buy or sell derivative instruments for trading purposes.

Interest Rate Risk
Our financial market risk results primarily from changes in interest rates. At times, we reduce our exposure to
changes in interest rates by entering into various interest rate hedge instruments such as interest rate swap
contracts, treasury lock agreements and forward-starting interest rate swaps.

We have historically utilized interest rate swaps to convert variable rate debt to fixed rate debt and to lock in fixed
rates on future debt issuances. We reflect the current fair value of all interest rate hedge instruments as a
component of either other current assets or accrued expenses and other. Our interest rate hedge instruments are
designated as cash flow hedges.

Unrealized gains and losses on interest rate hedges are deferred in stockholders’ deficit as a component of
Accumulated other comprehensive loss. These deferred gains and losses are recognized in income as a decrease or
increase to interest expense in the period in which the related cash flows being hedged are recognized in expense.
However, to the extent that the change in value of an interest rate hedge instrument does not perfectly offset the
change in the value of the cash flow being hedged, that ineffective portion is immediately recognized in earnings.

During the third quarter of fiscal 2012, the Company entered into two treasury rate locks. These agreements were
designated as cash flow hedges and were used to hedge the exposure to variability in future cash flows resulting
from changes in variable interest rates related to the $500 million Senior Note debt issuance in April 2012. The
treasury rate locks had notional amounts of $300 million and $100 million with associated fixed rates of 2.09%
and 2.07% respectively. The locks were benchmarked based on the 10-year U.S. treasury notes. These locks
expired on April 20, 2012 and resulted in a loss of $2.8 million, which has been deferred in Accumulated other
comprehensive loss and will be reclassified to Interest expense over the life of the underlying debt. The hedges
remained highly effective until they expired, and no ineffectiveness was recognized in earnings.

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As of August 25, 2012, we held two treasury rate locks, each with a notional amount of $100 million. These
agreements, which are set to expire on November 1, 2012, are cash flow hedges used to hedge the exposure to
variability in future cash flows resulting from changes in variable interest rates relating to an anticipated debt
transaction. The fixed rates of the hedges are 2.07% and 1.92% and are benchmarked based on the 10-year U.S.
treasury notes. It is expected that upon settlement of these agreements, the realized gain or loss will be deferred in
Accumulated other comprehensive loss and reclassified to Interest expense over the life of the underlying debt.

The fair value of our debt was estimated at $4.055 billion as of August 25, 2012, and $3.633 billion as of August
27, 2011, based on the quoted market prices for the same or similar debt issues or on the current rates available to
us for debt having the same remaining maturities. Such fair value is greater than the carrying value of debt by
$286.6 million and $281.0 million at August 25, 2012 and August 27, 2011, respectively. We had $518.2 million
of variable rate debt outstanding at August 25, 2012, and $601.7 million of variable rate debt outstanding at
August 27, 2011. In fiscal 2012, at this borrowing level for variable rate debt, a one percentage point increase in
interest rates would have had an unfavorable impact on our pre-tax earnings and cash flows of approximately
$5 million. The primary interest rate exposure on variable rate debt is based on LIBOR. We had outstanding fixed
rate debt of $3.250 billion at August 25, 2012, and $2.750 billion at August 27, 2011. A one percentage point
increase in interest rates would reduce the fair value of our fixed rate debt by approximately $130 million at
August 25, 2012.

Fuel Price Risk
From time to time, we utilize fuel swap contracts in order to lower fuel cost volatility in our operating results.
Historically, the instruments were executed to economically hedge a portion of our diesel and unleaded fuel
exposure. However, we have not designated the fuel swap contracts as hedging instruments; and therefore, the
contracts have not qualified for hedge accounting treatment. We did not enter into any fuel swap contracts during
fiscal 2012, fiscal 2011 or fiscal 2010.

Foreign Currency Risk
Foreign currency exposures arising from transactions include firm commitments and anticipated transactions
denominated in a currency other than our entities’ functional currencies. To minimize our risk, we generally enter
into transactions denominated in the respective functional currencies. Foreign currency exposures arising from

transactions denominated in currencies other than the functional currency are not material. We are exposed to
euros, Canadian dollars, and Brazilian reals, but our primary foreign currency exposure arises from Mexican peso-
denominated revenues and profits and their translation into U.S. dollars.

We generally view our investments in the Mexican subsidiaries as long-term. As a result, we generally do not
hedge these net investments. The net asset exposure in the Mexican subsidiaries translated into U.S. dollars using
the year-end exchange rates was $315.7 million at August 25, 2012 and $292.2 million at August 27, 2011. The
potential loss in value of our net assets in the Mexican subsidiaries resulting from a hypothetical 10 percent
adverse change in quoted foreign currency exchange rates at August 25, 2012 and August 27, 2011, amounted to
approximately $29 million and approximately $27 million, respectively. Any changes in our net assets in the
Mexican subsidiaries relating to foreign currency exchange rates would be reflected in the foreign currency
translation component of Accumulated other comprehensive loss, unless the Mexican subsidiaries are sold or
otherwise disposed.

During fiscal 2012, exchange rates with respect to the Mexican peso decreased by approximately 6.2% with
respect to the U.S. dollar. Exchange rates with respect to the Mexican peso increased by approximately 4.3% with
respect to the U.S. dollar during fiscal 2011.

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Item 8. Financial Statements and Supplementary Data

Index

Management’s Report on Internal Control Over Financial Reporting......................................................................... 35
Certifications ............................................................................................................................................................... 35
Reports of Independent Registered Public Accounting Firm ...................................................................................... 36
Consolidated Statements of Income ............................................................................................................................ 38
Consolidated Statements of Comprehensive Income .................................................................................................. 38
Consolidated Balance Sheets ....................................................................................................................................... 39
Consolidated Statements of Cash Flows ...................................................................................................................... 40
Consolidated Statements of Stockholders’ Deficit ...................................................................................................... 41
Notes to Consolidated Financial Statements................................................................................................................ 42

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Management’s Report on Internal Control Over Financial Reporting

Our management is responsible for establishing and maintaining adequate internal control over financial reporting
(as defined in Rules 13a-15(f) and 15d-15(f) under the Securities Exchange Act of 1934, as amended). Our
internal control over financial reporting includes, among other things, defined policies and procedures for
conducting and governing our business, sophisticated information systems for processing transactions and
properly trained staff. Mechanisms are in place to monitor the effectiveness of our internal control over financial
reporting, including regular testing performed by the Company’s internal audit team, which is comprised of both
Company personnel and Deloitte & Touche LLP professionals. Actions are taken to correct deficiencies as they
are identified. Our procedures for financial reporting include the active involvement of senior management, our
Audit Committee and a staff of highly qualified financial and legal professionals.

Management, with the participation of our principal executive and financial officers, assessed our internal control
over financial reporting as of August 25, 2012, the end of our fiscal year. Management based its assessment on
criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring
Organizations of the Treadway Commission.

Based on this assessment, management has concluded that our internal control over financial reporting was
effective as of August 25, 2012.

Our independent registered public accounting firm, Ernst & Young LLP, audited the effectiveness of our internal
control over financial reporting. Ernst & Young LLP’s attestation report on the Company’s internal control over
financial reporting as of August 25, 2012 is included in this Annual Report on Form 10-K.

/s/ WILLIAM C. RHODES, III
William C. Rhodes, III
Chairman, President and
Chief Executive Officer
(Principal Executive Officer)

/s/ WILLIAM T. GILES
William T. Giles
Chief Financial Officer and Executive
Vice President – Finance, Information
Technology and ALLDATA
(Principal Financial Officer)

Certifications

Compliance with NYSE Corporate Governance Listing Standards
On January 5, 2012, the Company submitted to the New York Stock Exchange the Annual CEO Certification
required pursuant to Section 303A.12(a) of the New York Stock Exchange Listed Company Manual.

Rule 13a-14(a) Certifications of Principal Executive Officer and Principal Financial Officer
The Company has filed, as exhibits to its Annual Report on Form 10-K for the fiscal year ended August 25, 2012,
the certifications of its Principal Executive Officer and Principal Financial Officer required pursuant to Section
302 of the Sarbanes-Oxley Act of 2002.

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Report of Independent Registered Public Accounting Firm

The Board of Directors and Stockholders of AutoZone, Inc.

We have audited AutoZone, Inc.’s internal control over financial reporting as of August 25, 2012, based on
criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring
Organizations of the Treadway Commission (the “COSO criteria”). AutoZone, Inc.’s management is responsible
for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of
internal control over financial reporting included in the accompanying Management’s Report on Internal Control
over Financial Reporting. Our responsibility is to express an opinion on AutoZone, Inc.’s internal control over
financial reporting based on our audit.

We conducted our audit in accordance with the standards of the Public Company Accounting Oversight Board
(United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about
whether effective internal control over financial reporting was maintained in all material respects. Our audit
included obtaining an understanding of internal control over financial reporting, assessing the risk that a material
weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the
assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe
that our audit provides a reasonable basis for our opinion.

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A company’s internal control over financial reporting is a process designed to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of financial statements for external purposes in
accordance with generally accepted accounting principles. A company’s internal control over financial reporting
includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail,
accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable
assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance
with generally accepted accounting principles, and that receipts and expenditures of the company are being made
only in accordance with authorizations of management and directors of the company; and (3) provide reasonable
assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the
company’s assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect
misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that
controls may become inadequate because of changes in conditions, or that the degree of compliance with the
policies or procedures may deteriorate.

In our opinion, AutoZone, Inc. maintained, in all material respects, effective internal control over financial
reporting as of August 25, 2012, based on the COSO criteria.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board
(United States), the consolidated balance sheets of AutoZone, Inc. as of August 25, 2012 and August 27, 2011 and
the related consolidated statements of income, comprehensive income, stockholders’ deficit, and cash flows for
each of the three years in the period ended August 25, 2012 of AutoZone, Inc. and our report dated October 22,
2012 expressed an unqualified opinion thereon.

Memphis, Tennessee
October 22, 2012

/s/ Ernst & Young LLP

Report of Independent Registered Public Accounting Firm

The Board of Directors and Stockholders of AutoZone, Inc.

We have audited the accompanying consolidated balance sheets of AutoZone, Inc. as of August 25, 2012 and
August 27, 2011 and the related consolidated statements of income, comprehensive income, stockholders’ deficit,
and cash flows for each of the three years in the period ended August 25, 2012. These financial statements are the
responsibility of AutoZone, Inc.’s management. Our responsibility is to express an opinion on these financial
statements based on our audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board
(United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about
whether the financial statements are free of material misstatement. An audit includes examining, on a test basis,
evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the
accounting principles used and significant estimates made by management, as well as evaluating the overall
financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.

In our opinion, the financial statements referred to above present fairly, in all material respects, the consolidated
financial position of AutoZone, Inc. as of August 25, 2012 and August 27, 2011, and the consolidated results of its
operations and its cash flows for each of the three years in the period ended August 25, 2012, in conformity with
U.S. generally accepted accounting principles.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board
(United States), AutoZone, Inc.’s internal control over financial reporting as of August 25, 2012, based on criteria
established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of
the Treadway Commission and our report dated October 22, 2012 expressed an unqualified opinion thereon.

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Memphis, Tennessee
October 22, 2012

/s/ Ernst & Young LLP

Consolidated Statements of Income

(in thousands, except per share data)

August 25,
2012
(52 weeks)

Year Ended
August 27,

2011
(52 weeks)

August 28,

2010
(52 weeks)

Net sales ..........................................................................................
Cost of sales, including warehouse and delivery expenses .............
Gross profit .....................................................................................
Operating, selling, general and administrative expenses .................
Operating profit ...............................................................................
Interest expense, net ........................................................................
Income before income taxes............................................................
Income tax expense .........................................................................
Net income ......................................................................................

$ 8,603,863
4,171,827
4,432,036
2,803,145
1,628,891
175,905
1,452,986
522,613
930,373

$ 8,072,973
3,953,510
4,119,463
2,624,660
1,494,803
170,557
1,324,246
475,272
848,974

$ 7,362,618
3,650,874
3,711,744
2,392,330
1,319,414
158,909
1,160,505
422,194
$ 738,311

Weighted average shares for basic earnings per share ....................
Effect of dilutive stock equivalents .................................................
Adjusted weighted average shares for diluted earnings per share ...

38,696
929
39,625

42,632
971
43,603

48,488
816
49,304

Basic earnings per share ..................................................................
Diluted earnings per share ...............................................................

$
$

24.04
23.48

$
$

19.91
19.47

$
$

15.23
14.97

See Notes to Consolidated Financial Statements.

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_________________________________________________________________________________________________

Consolidated Statements of Comprehensive Income

(in thousands)

August 25,
2012
(52 weeks)

Year Ended
August 27,

2011
(52 weeks)

August 28,

2010
(52 weeks)

Net income ......................................................................................

$ 930,373

$ 848,974

$ 738,311

Other comprehensive loss:

Pension liability adjustments, net of taxes (1)...............................
Foreign currency translation adjustments ....................................
Unrealized loss on marketable securities, net of taxes (2) .............
Net derivative activity, net of taxes (3) .........................................
Total other comprehensive loss .......................................................

(17,262)
(13,866)
(128)
(1,066)
(32,322)

(17,346)
8,347
(171)
(4,053)
(13,223)

(8,133)
705
(104)
(6,890)
(14,422)

Comprehensive income ...................................................................

$ 898,051

$ 835,751

$ 723,889

(1) Pension liability adjustments are presented net of taxes of $29,744 in 2012, $3,998 in 2011, and $5,504 in 2010
(2) Unrealized losses on marketable securities are presented net of taxes of $69 in 2012, $91 in 2011 and $56 in 2010
(3) Net derivative activities are presented net of taxes of $4,800 in 2012, $0 in 2011, and $3,700 in 2010

See Notes to Consolidated Financial Statements.

Consolidated Balance Sheets

(in thousands)

Assets
Current assets:
Cash and cash equivalents ........................................................................................
Accounts receivable ..................................................................................................
Merchandise inventories ...........................................................................................
Other current assets ...................................................................................................
Deferred income taxes ..............................................................................................
Total current assets ...............................................................................................

Property and equipment:
Land ..........................................................................................................................
Buildings and improvements ....................................................................................
Equipment .................................................................................................................
Leasehold improvements ..........................................................................................
Construction in progress ...........................................................................................

Less: Accumulated depreciation and amortization ..................................................

Goodwill ......................................................................................................................
Deferred income taxes .................................................................................................
Other long-term assets .................................................................................................

August 25,
2012

August 27,

2011

$ 103,093
161,375
2,627,983
85,649
846
2,978,946

800,175
2,400,895
1,016,835
314,559
127,297
4,659,761
1,803,833
2,855,928

302,645
33,796
94,324
430,765
$ 6,265,639

97,606
140,690
2,466,107
88,022
–
2,792,425

740,276
2,177,476
994,369
275,299
184,452
4,371,872
1,702,997
2,668,875

302,645
10,661
94,996
408,302
$ 5,869,602

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Liabilities and Stockholders’ Deficit
Current liabilities:
Accounts payable ......................................................................................................
Accrued expenses and other ......................................................................................
Income taxes payable ................................................................................................
Deferred income taxes ..............................................................................................
Short-term borrowings ..............................................................................................
Total current liabilities ..........................................................................................

$ 2,926,740
478,085
17,053
183,833
49,881
3,655,592

$ 2,755,853
449,327
25,185
166,449
34,082
3,430,896

Long-term debt .............................................................................................................
Other long-term liabilities ............................................................................................

3,718,302
439,770

3,317,600
375,338

Commitments and contingencies .................................................................................

Stockholders’ deficit:
Preferred stock, authorized 1,000 shares; no shares issued .......................................
Common stock, par value $.01 per share, authorized 200,000 shares; 39,869

shares issued and 37,028 shares outstanding in 2012 and 44,084 shares issued
and 40,109 shares outstanding in 2011 ...................................................................
Additional paid-in capital .........................................................................................
Retained deficit .........................................................................................................
Accumulated other comprehensive loss ....................................................................
Treasury stock, at cost ..............................................................................................
Total stockholders’ deficit ....................................................................................

–

399
689,890
(1,033,197)
(152,013)
(1,053,104)
(1,548,025)
$6,265,639

441
591,384
(643,998)
(119,691)
(1,082,368)
(1,254,232)
$ 5,869,602

See Notes to Consolidated Financial Statements.

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Consolidated Statements of Cash Flows

(in thousands)

Cash flows from operating activities:
Net income ......................................................................................
Adjustments to reconcile net income to net cash provided by
operating activities:
Depreciation and amortization of property and equipment..........
Amortization of debt origination fees ..........................................
Income tax benefit from exercise of stock options ......................
Deferred income taxes .................................................................
Share-based compensation expense .............................................
Changes in operating assets and liabilities:

Accounts receivable .................................................................
Merchandise inventories ..........................................................
Accounts payable and accrued expenses ..................................
Income taxes payable ...............................................................
Other, net ..................................................................................
Net cash provided by operating activities .............................

Cash flows from investing activities:
Capital expenditures ....................................................................
Purchase of marketable securities ................................................
Proceeds from sale of marketable securities ................................
Disposal of capital assets .............................................................
Net cash used in investing activities .....................................

Cash flows from financing activities:
Net (payments) proceeds from commercial paper .......................
Net (payments) proceeds from short-term borrowings ................
Proceeds from issuance of debt ....................................................
Repayment of debt .......................................................................
Net proceeds from sale of common stock ....................................
Purchase of treasury stock ...........................................................
Income tax benefit from exercise of stock options ......................
Payments of capital lease obligations ..........................................
Other ............................................................................................
Net cash used in financing activities ....................................

August 25,
2012
(52 weeks)

Year Ended
August 27,

2011
(52 weeks)

August 28,

2010
(52 weeks)

$ 930,373

$ 848,974

$ 738,311

211,831
8,066
(63,041)
25,557
33,363

196,209
8,962
(34,945)
44,667
26,625

192,084
6,495
(22,251)
(9,023)
19,120

(21,276)
(167,914)
197,406
56,754
12,862

1,223,981

(14,605)
(155,421)
342,826
34,319
(6,073)
1,291,538

782
(96,077)
349,122
12,474
5,215
1,196,252

(378,054)
(45,665)
42,385
6,573
(374,761)

(321,604)
(43,772)
43,081
3,301
(318,994)

(315,400)
(56,156)
52,620
11,489
(307,447)

(54,200)
(27,071)
500,000
–
75,343
(1,362,869)
63,041
(26,750)
(10,927)
(843,433)

134,600
6,901
500,000
(199,300)
55,846
(1,466,802)
34,945
(22,781)
(17,180)
(973,771)

155,400
26,186
–
–
52,922
(1,123,655)
22,251
(16,597)
–
(883,493)

Effect of exchange rate changes on cash .........................................

(300)

553

Net increase (decrease) in cash and cash equivalents .....................
Cash and cash equivalents at beginning of year ..............................
Cash and cash equivalents at end of year ........................................

5,487

97,606
$ 103,093

(674)
98,280
97,606

262

5,574
92,706
98,280

Supplemental cash flow information:
Interest paid, net of interest cost capitalized ................................
Income taxes paid ........................................................................
Assets acquired through capital lease ..........................................

$ 161,797
$ 443,666
74,726
$

$ 155,531
$ 405,654
32,301
$

$ 150,745
$ 420,575
75,881
$

See Notes to Consolidated Financial Statements.

Consolidated Statements of Stockholders’ Deficit

(in thousands)

Balance at August 29, 2009 . . . . . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total other comprehensive loss . . . . . . . . . . . . . . . . .
Purchase of 6,376 shares of treasury stock . . . . . . . .
Retirement of treasury shares . . . . . . . . . . . . . . . . . .
Sale of common stock under stock options and stock
purchase plans . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Share-based compensation expense . . . . . . . . . . . . .
Income tax benefit from exercise of stock

options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Balance at August 28, 2010 . . . . . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total other comprehensive loss . . . . . . . . . . . . . . . . .
Purchase of 5,598 shares of treasury stock . . . . . . . .
Retirement of treasury shares . . . . . . . . . . . . . . . . . .
Sale of common stock under stock options and stock
purchase plans . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Share-based compensation expense . . . . . . . . . . . . .
Income tax benefit from exercise of stock

options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Balance at August 27, 2011 . . . . . . . . . . . . . . . . . . .
Net income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total other comprehensive loss . . . . . . . . . . . . . . . . .
Purchase of 3,795 shares of treasury stock . . . . . . . .
Retirement of treasury shares . . . . . . . . . . . . . . . . . .
Sale of common stock under stock options and stock
purchase plans . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Share-based compensation expense . . . . . . . . . . . . .
Income tax benefit from exercise of stock

options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Common
Shares
Issued

Common
Stock

Additional
Paid-in
Capital

Retained
(Deficit)
Earnings

57,881

$579

$549,326

136,935
738,311

(8,504)

684

(85)

(85,657)

(1,120,289)

52,915
19,120

22,251

50,061

501

557,955

(301)

(245,344)
848,974

(6,577)

600

(66)

(82,150)

(1,247,627)

55,840
24,794

34,945

44,084

441

591,384

(1)

(643,998)
930,373

(4,929)

714

(49)

(72,512)

(1,319,572)

75,336
32,641

63,041

Accumulated
Other
Comprehensive
Loss

Treasury
Stock

$ (92,035)

$(1,027,879)

(14,422)

(1,123,655)
1,206,031

(11)

(106,468)

(945,409)

(13,223)

(1,466,802)
1,329,843

(119,691)

(1,082,368)

(32,322)

(1,362,869)
1,392,133

Total

$ (433,074)
738,311
(14,422)
(1,123,655)

—

52,922
19,120

22,251
(218)

(738,765)
848,974
(13,223)
(1,466,802)

—

55,846
24,794

34,945
(1)

(1,254,232)
930,373
(32,322)
(1,362,869)

—

75,343
32,641

63,041

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Balance at August 25, 2012 . . . . . . . . . . . . . . . . . . .

39,869

$399

$689,890

$(1,033,197)

$(152,013)

$(1,053,104)

$(1,548,025)

See Notes to Consolidated Financial Statements.

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Notes to Consolidated Financial Statements

Note A – Significant Accounting Policies

Business: AutoZone, Inc. and its wholly owned subsidiaries (“AutoZone” or the “Company”) are principally a
retailer and distributor of automotive parts and accessories. At the end of fiscal 2012, the Company operated 4,685
stores in the United States (“U.S.”), including Puerto Rico, and 321 stores in Mexico. Each store carries an
extensive product line for cars, sport utility vehicles, vans and light trucks, including new and remanufactured
automotive hard parts, maintenance items, accessories and non-automotive products. In 3,053 of the domestic
stores, as well as select stores in Mexico, at the end of fiscal 2012, the Company had a commercial sales program
that provides commercial credit and prompt delivery of parts and other products to local, regional and national
repair garages, dealers, service stations and public sector accounts. The Company also sells the ALLDATA brand
automotive diagnostic and repair software through www.alldata.com and www.alldatadiy.com. Additionally, the
Company sells automotive hard parts, maintenance items, accessories and non-automotive products through
www.autozone.com, and the Company’s commercial customers can make purchases through
www.autozonepro.com. The Company does not derive revenue from automotive repair or installation services.

Fiscal Year: The Company’s fiscal year consists of 52 or 53 weeks ending on the last Saturday in August. Each
of fiscal 2012, 2011 and 2010 represented 52 weeks.

Basis of Presentation: The consolidated financial statements include the accounts of AutoZone, Inc. and its
wholly owned subsidiaries. All significant intercompany transactions and balances have been eliminated in
consolidation.

Use of Estimates: Management of the Company has made a number of estimates and assumptions relating to the
reporting of assets and liabilities and the disclosure of contingent liabilities to prepare these financial statements.
Actual results could differ from those estimates.

Cash Equivalents: Cash equivalents consist of investments with original maturities of 90 days or less at the date
of purchase. Cash equivalents include proceeds due from credit and debit card transactions with settlement terms
of less than 5 days. Credit and debit card receivables included within cash and cash equivalents were $34.0
million at August 25, 2012 and $32.5 million at August 27, 2011.

Accounts Receivable: Accounts receivable consists of receivables from commercial customers and vendors, and
are presented net of an allowance for uncollectible accounts. AutoZone routinely grants credit to certain of its
commercial customers. The risk of credit loss in its trade receivables is substantially mitigated by the Company’s
credit evaluation process, short collection terms and sales to a large number of customers, as well as the low dollar
value per transaction for most of its sales. Allowances for potential credit losses are determined based on
historical experience and current evaluation of the composition of accounts receivable. Historically, credit losses
have been within management’s expectations and the allowances for uncollectible accounts were $2.4 million at
August 25, 2012, and $2.1 million at August 27, 2011.

Merchandise Inventories: Inventories are stated at the lower of cost or market using the last-in, first-out method
for domestic inventories and the first-in, first out (“FIFO”) method for Mexico inventories. Included in inventory
are related purchasing, storage and handling costs. Due to price deflation on the Company’s merchandise
purchases, the Company’s domestic inventory balances are effectively maintained under the FIFO method. The
Company’s policy is not to write up inventory in excess of replacement cost. The cumulative balance of this
unrecorded adjustment, which will be reduced upon experiencing price inflation on our merchandise purchases,
was $270.4 million at August 25, 2012, and $253.3 million at August 27, 2011.

Marketable Securities: The Company invests a portion of its assets held by the Company’s wholly owned
insurance captive in marketable debt securities and classifies them as available-for-sale. The Company includes
these securities within the Other current assets and Other long-term assets captions in the accompanying
Consolidated Balance Sheets and records the amounts at fair market value, which is determined using quoted
market prices at the end of the reporting period. A discussion of marketable securities is included in “Note E –
Fair Value Measurements” and “Note F – Marketable Securities”.

Property and Equipment: Property and equipment is stated at cost. Depreciation and amortization are computed
principally using the straight-line method over the following estimated useful lives: buildings, 40 to 50 years;
building improvements, 5 to 15 years; equipment, 3 to 10 years; and leasehold improvements, over the shorter of
the asset’s estimated useful life or the remaining lease term, which includes any reasonably assured renewal
periods. Depreciation and amortization include amortization of assets under capital lease.

Impairment of Long-Lived Assets: The Company evaluates the recoverability of its long-lived assets whenever
events or changes in circumstances indicate that the carrying value of an asset may not be recoverable. When such
an event occurs, the Company compares the sum of the undiscounted expected future cash flows of the asset
(asset group) with the carrying amounts of the asset. If the undiscounted expected future cash flows are less than
the carrying value of the assets, the Company measures the amount of impairment loss as the amount by which the
carrying amount of the assets exceeds the fair value of the assets. There were no material impairment losses
recorded in the three years ended August 25, 2012.

Goodwill: The cost in excess of fair value of identifiable net assets of businesses acquired is recorded as
goodwill. Goodwill has not been amortized since fiscal 2001, but an analysis is performed at least annually to
compare the fair value of the reporting unit to the carrying amount to determine if any impairment exists. The
Company performs its annual impairment assessment in the fourth quarter of each fiscal year, unless
circumstances dictate more frequent assessments. No impairment losses were recorded in the three years ended
August 25, 2012. Goodwill was $302.6 million as of August 25, 2012, and August 27, 2011.

Derivative Instruments and Hedging Activities: AutoZone is exposed to market risk from, among other things,
changes in interest rates, foreign exchange rates and fuel prices. From time to time, the Company uses various
derivative instruments to reduce such risks. To date, based upon the Company’s current level of foreign
operations, no derivative instruments have been utilized to reduce foreign exchange rate risk. All of the
Company’s hedging activities are governed by guidelines that are authorized by AutoZone’s Board of Directors
(the “Board”). Further, the Company does not buy or sell derivative instruments for trading purposes.

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AutoZone’s financial market risk results primarily from changes in interest rates. At times, AutoZone reduces its
exposure to changes in interest rates by entering into various interest rate hedge instruments such as interest rate
swap contracts, treasury lock agreements and forward-starting interest rate swaps. All of the Company’s interest
rate hedge instruments are designated as cash flow hedges. Refer to “Note H – Derivative Financial Instruments”
for additional disclosures regarding the Company’s derivative instruments and hedging activities. Cash flows
related to these instruments designated as qualifying hedges are reflected in the accompanying Consolidated
Statements of Cash Flows in the same categories as the cash flows from the items being hedged. Accordingly,
cash flows relating to the settlement of interest rate derivatives hedging the forecasted issuance of debt have been
reflected upon settlement as a component of financing cash flows. The resulting gain or loss from such settlement
is deferred to Accumulated other comprehensive loss and reclassified to interest expense over the term of the
underlying debt. This reclassification of the deferred gains and losses impacts the interest expense recognized on
the underlying debt that was hedged and is therefore reflected as a component of operating cash flows in periods
subsequent to settlement.

Foreign Currency: The Company accounts for its Mexican operations using the Mexican peso as the functional
currency and converts its financial statements from Mexican pesos to U.S. dollars. The cumulative loss on
currency translation is recorded as a component of Accumulated other comprehensive loss and approximated
$50.3 million at August 25, 2012 and $36.4 million at August 27, 2011.

Self-Insurance Reserves: The Company retains a significant portion of the risks associated with workers’
compensation, employee health, general, products liability, property and vehicle insurance. Through various
methods, which include analyses of historical trends and utilization of actuaries, the Company estimates the costs
of these risks. The costs are accrued based upon the aggregate of the liability for reported claims and an estimated
liability for claims incurred but not reported. Estimates are based on calculations that consider historical lag and
claim development factors. The long-term portions of these liabilities are recorded at the Company’s estimate of
their net present value.

Deferred Rent: The Company recognizes rent expense on a straight-line basis over the course of the lease term,
which includes any reasonably assured renewal periods, beginning on the date the Company takes physical

possession of the property (see “Note M – Leases”). Differences between this calculated expense and cash
payments are recorded as a liability within the Accrued expenses and other and Other long-term liabilities
captions in the accompanying Consolidated Balance Sheets, based on the terms of the lease. Deferred rent
approximated $86.9 million as of August 25, 2012, and $77.6 million as of August 27, 2011.

Financial Instruments: The Company has financial instruments, including cash and cash equivalents, accounts
receivable, other current assets and accounts payable. The carrying amounts of these financial instruments
approximate fair value because of their short maturities. A discussion of the carrying values and fair values of the
Company’s debt is included in “Note I – Financing,” marketable securities is included in “Note F – Marketable
Securities,” and derivatives is included in “Note H – Derivative Financial Instruments.”

Income Taxes: The Company accounts for income taxes under the liability method. Deferred tax assets and
liabilities are determined based on differences between financial reporting and tax bases of assets and liabilities
and are measured using the enacted tax rates and laws that will be in effect when the differences are expected to
reverse. Our effective tax rate is based on income by tax jurisdiction, statutory rates, and tax saving initiatives
available to the Company in the various jurisdictions in which we operate.

The Company recognizes liabilities for uncertain income tax positions based on a two-step process. The first step
is to evaluate the tax position for recognition by determining if the weight of available evidence indicates that it is
more likely than not that the position will be sustained on audit, including resolution of related appeals or
litigation processes, if any. The second step requires the Company to estimate and measure the tax benefit as the
largest amount that is more than 50% likely to be realized upon ultimate settlement. It is inherently difficult and
subjective to estimate such amounts, as the Company must determine the probability of various possible
outcomes. The Company reevaluates these uncertain tax positions on a quarterly basis or when new information
becomes available to management. These reevaluations are based on factors including, but not limited to, changes
in facts or circumstances, changes in tax law, successfully settled issues under audit, expirations due to statutes,
and new audit activity. Such a change in recognition or measurement could result in the recognition of a tax
benefit or an increase to the tax accrual.

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The Company classifies interest related to income tax liabilities, and if applicable, penalties, as a component of
Income tax expense. The income tax liabilities and accrued interest and penalties that are expected to be payable
within one year of the balance sheet date are presented within the Accrued expenses and other caption in the
accompanying Consolidated Balance Sheets. The remaining portion of the income tax liabilities and accrued
interest and penalties are presented within the Other long-term liabilities caption in the accompanying
Consolidated Balance Sheets because payment of cash is not anticipated within one year of the balance sheet date.

Sales and Use Taxes: Governmental authorities assess sales and use taxes on the sale of goods and services. The
Company excludes taxes collected from customers in its reported sales results; such amounts are included within
the Accrued expenses and other caption until remitted to the taxing authorities.

Dividends: The Company currently does not pay a dividend on its common stock. The ability to pay dividends is
subject to limitations imposed by Nevada law. Under Nevada law, any future payment of dividends would be
dependent upon the Company’s financial condition, capital requirements, earnings and cash flow.

Revenue Recognition: The Company recognizes sales at the time the sale is made and the product is delivered to
the customer. Revenue from sales are presented net of allowances for estimated sales returns, which are based on
historical return rates.

A portion of the Company's transactions include the sale of auto parts that contain a core component. The core
component represents the recyclable portion of the auto part. Customers are not charged for the core component of
the new part if a used core is returned at the point of sale of the new part; otherwise the Company charges
customers a specified amount for the core component. The Company refunds that same amount upon the customer
returning a used core to the store at a later date. The Company does not recognize sales or cost of sales for the
core component of these transactions when a used part is returned or expected to be returned from the customer.

Vendor Allowances and Advertising Costs: The Company receives various payments and allowances from its
vendors through a variety of programs and arrangements. Monies received from vendors include rebates,

allowances and promotional funds. The amounts to be received are subject to the terms of the vendor agreements,
which generally do not state an expiration date, but are subject to ongoing negotiations that may be impacted in
the future based on changes in market conditions, vendor marketing strategies and changes in the profitability or
sell-through of the related merchandise.

Rebates and other miscellaneous incentives are earned based on purchases or product sales and are accrued ratably
over the purchase or sale of the related product. These monies are generally recorded as a reduction of
merchandise inventories and are recognized as a reduction to cost of sales as the related inventories are sold.

For arrangements that provide for reimbursement of specific, incremental, identifiable costs incurred by the
Company in selling the vendors’ products, the vendor funds are recorded as a reduction to Operating, selling,
general and administrative expenses in the period in which the specific costs were incurred.

The Company expenses advertising costs as incurred. Advertising expense, net of vendor promotional funds, was
$74.7 million in fiscal 2012, $71.5 million in fiscal 2011, and $65.5 million in fiscal 2010. Vendor promotional
funds, which reduced advertising expense, amounted to $19.7 million in fiscal 2012, $23.2 million in fiscal 2011,
and $19.6 million in fiscal 2010.

Cost of Sales and Operating, Selling, General and Administrative Expenses: The following illustrates the
primary costs classified in each major expense category:

Cost of Sales

(cid:120) Total cost of merchandise sold, including:

o Freight expenses associated with moving merchandise inventories from the Company’s vendors

to the distribution centers and to the retail stores;

o Vendor allowances that are not reimbursements for specific, incremental and identifiable costs;

(cid:120) Costs associated with operating the Company’s supply chain, including payroll and benefit costs,

warehouse occupancy costs, transportation costs and depreciation; and
Inventory shrinkage

(cid:120)

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Operating, Selling, General and Administrative Expenses

(cid:120) Payroll and benefit costs for store and store support employees;
(cid:120) Occupancy costs of store and store support facilities;
(cid:120) Depreciation and amortization related to retail and store support assets;
(cid:120) Transportation costs associated with commercial and hub deliveries;
(cid:120) Advertising;
(cid:120) Self insurance costs; and
(cid:120) Other administrative costs, such as credit card transaction fees, supplies, and travel and lodging

Warranty Costs: The Company or the vendors supplying its products provides the Company’s customers limited
warranties on certain products that range from 30 days to lifetime. In most cases, the Company’s vendors are
primarily responsible for warranty claims. Warranty costs relating to merchandise sold under warranty not
covered by vendors are estimated and recorded as warranty obligations at the time of sale based on each product’s
historical return rate. These obligations, which are often funded by vendor allowances, are recorded within the
Accrued expenses and other caption in the Consolidated Balance Sheets. For vendor allowances that are in excess
of the related estimated warranty expense for the vendor’s products, the excess is recorded in inventory and
recognized as a reduction to cost of sales as the related inventory is sold.

Shipping and Handling Costs: The Company does not generally charge customers separately for shipping and
handling. Substantially all the costs the Company incurs to ship products to our stores are included in cost of
sales.

Pre-opening Expenses: Pre-opening expenses, which consist primarily of payroll and occupancy costs, are
expensed as incurred.

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Earnings per Share: Basic earnings per share is based on the weighted average outstanding common shares.
Diluted earnings per share is based on the weighted average outstanding common shares adjusted for the effect of
common stock equivalents, which are primarily stock options. There were 30,000 stock options excluded from
the diluted earnings per share computation that would have been anti-dilutive as of August 25, 2012. There were
no options excluded for the years ended August 27, 2011 and August 28, 2010.

Share-Based Payments: Share-based payments include stock option grants and certain other transactions under
the Company’s stock plans. The Company recognizes compensation expense for its share-based payments based
on the fair value of the awards. See “Note B – Share-Based Payments” for further discussion.

Risk and Uncertainties: In fiscal 2012, one class of similar products accounted for 10 percent of the Company’s
total revenues, and one vendor supplied more than 10 percent of the Company’s total purchases. No other class of
similar products accounted for 10 percent or more of total revenues, and no other individual vendor provided more
than 10 percent of total purchases.

Recently Adopted Accounting Pronouncements: In December 2010, the Financial Accounting Standards
Board (“FASB”) issued Accounting Standards Update (“ASU”) 2010-28, Intangibles – Goodwill and Other,
which amends Accounting Standards Codification (“ASC”) Topic 350, Intangibles – Goodwill and Other. ASU
2010-28 modifies Step 1 of the goodwill impairment test for reporting units with zero or negative carrying
amounts. For those reporting units, an entity is required to perform Step 2 of the goodwill impairment analysis if
it is more likely than not that a goodwill impairment exists based on a qualitative assessment of adverse factors.
The Company adopted this standard in fiscal 2012, and it did not have an impact on the consolidated financial
statements.

In May 2011, the FASB issued ASU 2011-04, Amendments to Achieve Common Fair Value Measurement and
Disclosure Requirements in U.S. GAAP and IFRSs, which amends ASC Topic 820, Fair Value Measurement. The
purpose of ASU 2011-04 is to clarify the intent about the application of existing fair value measurement and
disclosure requirements and to change a particular principle or requirement for measuring fair value or for
disclosing information about fair value measurements. The Company adopted this standard in the third quarter of
fiscal 2012, and it had no impact on the consolidated financial statements.

In June 2011, the FASB issued ASU 2011-05, Presentation of Comprehensive Income, which amends ASC Topic
220, Comprehensive Income. The objective of ASU 2011-05 is to improve the comparability, consistency and
transparency of financial reporting and to increase the prominence of items reported in other comprehensive
income. The update requires entities to present items of net income, items of other comprehensive income and
total comprehensive income in one continuous statement or two separate consecutive statements, and entities are
no longer allowed to present items of other comprehensive income in the statement of stockholders’ equity. ASU
2011-05 also states that reclassification adjustments between other comprehensive income and net income are
presented separately on the face of the financial statements. However, the FASB issued ASU 2011-12 in
December 2011, which deferred the effective date pertaining to these reclassification adjustments out of
accumulated other comprehensive income until the FASB was able to reconsider operational concerns. All other
requirements in ASU 2011-05 are not affected by ASU 2011-12. The Company has early adopted ASU 2011-05
effective August 25, 2012, and it had no impact on the consolidated financial statements.

Recently Issued Accounting Pronouncements: In August 2011, the FASB issued ASU 2011-08, Intangibles –
Goodwill and Other, which amends ASC Topic 350, Intangibles – Goodwill and Other. The purpose of ASU
2011-08 is to simplify how an entity tests goodwill for impairment. Entities will assess qualitative factors to
determine whether it is more likely than not that a reporting unit’s fair value is less than its carrying value. In
instances where the fair value is determined to be less than the carrying value, entities will perform the two-step
quantitative goodwill impairment test. The Company does not expect the provisions of ASU 2011-08 to have a
material impact to its consolidated financial statements. This update will be effective for the Company’s fiscal
year ending August 31, 2013.

Note B – Share-Based Payments

Total share-based compensation expense (a component of Operating, selling, general and administrative expenses)
was $33.4 million for fiscal 2012, $26.6 million for fiscal 2011, and $19.1 million for fiscal 2010. As of August
25, 2012, share-based compensation expense for unvested awards not yet recognized in earnings is $25.6 million
and will be recognized over a weighted average period of 2.5 years. Tax deductions in excess of recognized
compensation cost are classified as a financing cash inflow.

On December 15, 2010, the Company’s stockholders approved the 2011 Equity Incentive Award Plan (the “2011
Plan”), allowing the Company to provide equity-based compensation to non-employee directors and employees
for their service to AutoZone or its subsidiaries or affiliates. Under the 2011 Plan, participants may receive
equity-based compensation in the form of stock options, stock appreciation rights, restricted stock, restricted stock
units, dividend equivalents, deferred stock, stock payments, performance share awards and other incentive awards
structured by the Board and the Compensation Committee of the Board. Prior to the Company’s adoption of the
2011 Plan, equity-based compensation was provided to employees under the 2006 Stock Option Plan and to non-
employee directors under the 2003 Director Compensation Plan (the “2003 Comp Plan”) and the 2003 Director
Stock Option Plan (the “2003 Option Plan”).

The Company grants options to purchase common stock to certain of its employees under its plan at prices equal
to the market value of the stock on the date of grant. Options have a term of 10 years or 10 years and one day
from grant date. Employee options generally vest in equal annual installments on the first, second, third and
fourth anniversaries of the grant date and generally have 30 or 90 days after the service relationship ends, or one
year after death, to exercise all vested options. The fair value of each option grant is separately estimated for each
vesting date. The fair value of each option is amortized into compensation expense on a straight-line basis
between the grant date for the award and each vesting date.

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In addition to the 2011 Plan, on December 15, 2010, the Company adopted the 2011 Director Compensation
Program (the “2011 Program”), which states that non-employee directors will receive their compensation in
awards of restricted stock units under the 2011 Plan. Under the 2011 Program, restricted stock units are granted
the first day of each calendar quarter. The number of restricted stock units granted each quarter is determined by
dividing one-fourth of the amount of the annual retainer by the fair market value of the shares of common stock as
of the grant date. The restricted stock units are fully vested on the date they are issued and are paid in shares of
the Company’s common stock subsequent to the non-employee director ceasing to be a member of the Board.

The 2011 Program replaced the 2003 Comp Plan and the 2003 Option Plan. Under the 2003 Comp Plan, non-
employee directors could receive no more than one-half of their director fees immediately in cash, and the
remainder of the fees was required to be taken in common stock or stock appreciation rights. The director had the
option to elect to receive up to 100% of the fees in stock or defer all or part of the fees in units with value
equivalent to the value of shares of common stock as of the grant date. At August 25, 2012, the Company has
$6.7 million accrued related to 18,241 outstanding units issued under the 2003 Comp Plan and prior plans, and
there was $5.9 million accrued related to 19,709 outstanding units issued as of August 27, 2011. No additional
shares of stock or units will be issued in future years under the 2003 Comp Plan.

Under the 2003 Option Plan, each non-employee director received an option grant on January 1 of each year, and
each new non-employee director received an option to purchase 3,000 shares upon election to the Board, plus a
portion of the annual directors’ option grant prorated for the portion of the year actually served. These stock
option grants were made at the fair market value as of the grant date and generally vested three years from the
grant date. There were 104,679 and 125,614 outstanding options under the 2003 Option Plan as of August 25,
2012 and August 27, 2011, respectively. No additional shares of stock or units will be issued in future years
under the 2003 Option Plan.

The Company has estimated the fair value of all stock option awards as of the date of the grant by applying the
Black-Scholes-Merton multiple-option pricing valuation model. The application of this valuation model involves
assumptions that are judgmental and highly sensitive in the determination of compensation expense. The
following table presents the weighted average for key assumptions used in determining the fair value of options
granted and the related share-based compensation expense:

August 25,
2012

Year Ended
August 27,
2011

August 28,
2010

Expected price volatility .....................................................
Risk-free interest rates ........................................................
Weighted average expected lives (in years) ........................
Forfeiture rate ......................................................................
Dividend yield .....................................................................

28%
0.7%
5.4
10%
0%

31%
1.0%
4.3
10%
0%

31%
1.8%
4.3
10%
0%

The following methodologies were applied in developing the assumptions used in determining the fair value of
options granted:

Expected price volatility – This is a measure of the amount by which a price has fluctuated or is expected to
fluctuate. The Company uses actual historical changes in the market value of its stock to calculate the
volatility assumption as it is management’s belief that this is the best indicator of future volatility. The
Company calculates daily market value changes from the date of grant over a past period representative of the
expected life of the options to determine volatility. An increase in the expected volatility will increase
compensation expense.

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Risk-free interest rate – This is the U.S. Treasury rate for the week of the grant having a term equal to the
expected life of the option. An increase in the risk-free interest rate will increase compensation expense.

Expected lives – This is the period of time over which the options granted are expected to remain outstanding
and is based on historical experience. Separate groups of employees that have similar historical exercise
behavior are considered separately for valuation purposes. Options granted have a maximum term of ten years
or ten years and one day. An increase in the expected life will increase compensation expense.

Forfeiture rate – This is the estimated percentage of options granted that are expected to be forfeited or
canceled before becoming fully vested. This estimate is based on historical experience at the time of valuation
and reduces expense ratably over the vesting period. An increase in the forfeiture rate will decrease
compensation expense. This estimate is evaluated periodically based on the extent to which actual forfeitures
differ, or are expected to differ, from the previous estimate.

Dividend yield – The Company has not made any dividend payments nor does it have plans to pay dividends
in the foreseeable future. An increase in the dividend yield will decrease compensation expense.

The weighted average grant date fair value of options granted was $94.71 during fiscal 2012, $58.57 during fiscal
2011, and $40.75 during fiscal 2010. The intrinsic value of options exercised was $176.5 million in fiscal 2012,
$100.0 million in fiscal 2011, and $64.8 million in fiscal 2010. The total fair value of options vested was $32.6
million in fiscal 2012, $20.7 million in fiscal 2011 and $20.7 million in fiscal 2010.

The Company generally issues new shares when options are exercised. The following table summarizes
information about stock option activity for the year ended August 25, 2012:

Weighted
Average
Exercise
Price

132.32
330.12
107.84
227.53
173.01
120.55
236.25

Number
of Shares

2,630,194
407,130
(712,524)
(62,121)
2,262,679
1,236,652
1,026,027
2,420,546

Weighted-
Average
Remaining
Contractual
Term
(in years)

Aggregate
Intrinsic
Value
(in thousands)

6.40
5.03
8.05

435,062
302,402
118,969

Outstanding – August 27, 2011 .......
Granted ........................................
Exercised .....................................
Canceled ......................................
Outstanding – August 25, 2012 .......
Exercisable ......................................
Expected to vest ..............................
Available for future grants ..............

The Company recognized $1.5 million in expense related to the discount on the selling of shares to employees and
executives under various share purchase plans in fiscal 2012, $1.4 million in fiscal 2011 and $1.0 million in fiscal
2010. The Sixth Amended and Restated AutoZone, Inc. Employee Stock Purchase Plan (the “Employee Plan”),
which is qualified under Section 423 of the Internal Revenue Code, permits all eligible employees to purchase
AutoZone’s common stock at 85% of the lower of the market price of the common stock on the first day or last
day of each calendar quarter through payroll deductions. Maximum permitted annual purchases are $15,000 per
employee or 10 percent of compensation, whichever is less. Under the Employee Plan, 19,403 shares were sold to
employees in fiscal 2012, 21,608 shares were sold to employees in fiscal 2011, and 26,620 shares were sold to
employees in fiscal 2010. The Company repurchased 24,113 shares at fair value in fiscal 2012, 30,864 shares at
fair value in fiscal 2011, and 30,617 shares at fair value in fiscal 2010 from employees electing to sell their stock.
Issuances of shares under the Employee Plan are netted against repurchases and such repurchases are not included
in share repurchases disclosed in “Note K – Stock Repurchase Program.” At August 25, 2012, 252,972 shares of
common stock were reserved for future issuance under the Employee Plan.

Once executives have reached the maximum purchases under the Employee Plan, the Fifth Amended and Restated
Executive Stock Purchase Plan (the “Executive Plan”) permits all eligible executives to purchase AutoZone’s
common stock up to 25 percent of his or her annual salary and bonus. Purchases under the Executive Plan were
3,937 shares in fiscal 2012, 1,719 shares in fiscal 2011, and 1,483 shares in fiscal 2010. At August 25, 2012,
252,400 shares of common stock were reserved for future issuance under the Executive Plan.

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Note C – Accrued Expenses and Other

Accrued expenses and other consisted of the following:

(in thousands)

Medical and casualty insurance claims (current portion).................................
Accrued compensation, related payroll taxes and benefits ..............................
Property, sales, and other taxes ........................................................................
Accrued interest ...............................................................................................
Accrued gift cards ............................................................................................
Accrued sales and warranty returns .................................................................
Capital lease obligations ..................................................................................
Other ................................................................................................................

August 25,
2012

August 27,

2011

63,484
151,669
97,542
39,220
29,060
17,276
29,842
49,992
478,085

55,896
151,419
89,675
33,811
27,406
16,269
25,296
49,555
$ 449,327

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The Company retains a significant portion of the insurance risks associated with workers’ compensation,
employee health, general, products liability, property and vehicle insurance. A portion of these self-insured losses
is managed through a wholly owned insurance captive. The Company maintains certain levels for stop-loss
coverage for each self-insured plan in order to limit its liability for large claims. The limits are per claim and are
$1.5 million for workers’ compensation and property, $0.5 million for employee health, and $1.0 million for
general, products liability, and vehicle.

Note D – Income Taxes

The provision for income tax expense consisted of the following:

(in thousands)

August 25,
2012

Year Ended
August 27,
2011

Current:
Federal .............................................................................
State .................................................................................

Deferred:
Federal .............................................................................
State .................................................................................

Income tax expense .............................................................

$ 449,670
47,386
497,056

$ 391,132
39,473
430,605

28,379
(2,822)
25,557
$ 522,613

49,698
(5,031)
44,667
$ 475,272

August 28,
2010

$ 397,062
34,155
431,217

(3,831)
(5,192)
(9,023)
$ 422,194

A reconciliation of the provision for income taxes to the amount computed by applying the federal statutory tax
rate of 35% to income before income taxes is as follows:

(in thousands)

August 25,
2012

Year Ended
August 27,
2011

August 28,
2010

Federal tax at statutory U.S. income tax rate ......................
State income taxes, net ........................................................
Other ...................................................................................
Effective tax rate .................................................................

35.0%
2.0%
(1.0%)
36.0%

35.0%
1.7%
(0.8%)
35.9%

35.0%
1.6%
(0.2%)
36.4%

Significant components of the Company's deferred tax assets and liabilities were as follows:

(in thousands)

Deferred tax assets:
Net operating loss and credit carryforwards .................................................
Insurance reserves ........................................................................................
Accrued benefits ...........................................................................................
Pension .........................................................................................................
Other .............................................................................................................
Total deferred tax assets ............................................................................
Less: Valuation allowances ......................................................................
Net deferred tax assets ...........................................................................

Deferred tax liabilities:
Property and equipment ................................................................................
Inventory ......................................................................................................
Other .............................................................................................................
Total deferred tax liabilities ..................................................................
Net deferred tax liability ..................................................................................

August 25,
2012

August 27,

2011

36,605
18,185
63,320
43,904
41,658
203,672
(9,532)
194,140

(67,480)
(244,414)
(31,437)
(343,331)
$ (149,191)

31,772
17,542
61,436
30,967
39,878
181,595
(7,973)
173,622

(64,873)
(220,234)
(44,303)
(329,410)
$ (155,788)

Deferred taxes are not provided for temporary differences of approximately $195.8 million at August 25, 2012,
and $140.2 million at August 27, 2011, representing earnings of non-U.S. subsidiaries that are intended to be
permanently reinvested. Computation of the potential deferred tax liability associated with these undistributed
earnings and other basis differences is not practicable.

At August 25, 2012 and August 27, 2011, the Company had deferred tax assets of $7.8 million and $8.0 million
from federal tax operating losses (“NOLs”) of $22.2 million and $22.8 million, and deferred tax assets of $2.1
million and $1.1 million from state tax NOLs of $46.6 million and $22.5 million, respectively. At August 25,
2012 and August 27, 2011, the Company had deferred tax assets of $2.4 million and $1.5 million from Non-U.S.
NOLs of $7.7 million and $5.1 million, respectively. The federal and state NOLs expire between fiscal 2013 and
fiscal 2031. At August 25, 2012 and August 27, 2011, the Company had a valuation allowance of $9.1 million
and $8.0 million, respectively, for certain federal, state, and Non-U.S. NOLs resulting primarily from annual
statutory usage limitations. At August 25, 2012 and August 27, 2011, the Company had deferred tax assets of
$24.3 million and $21.2 million, respectively, for federal, state, and Non-U.S. income tax credit carryforwards.
Certain tax credit carryforwards have no expiration date and others will expire in fiscal 2013 through fiscal 2026.
At August 25, 2012, the Company had a valuation allowance of $0.4 million for Non-U.S. tax credits.

A reconciliation of the beginning and ending amount of unrecognized tax benefits is as follows:

(in thousands)

August 25,
2012

August 27,

2011

Beginning balance ............................................................................................
Additions based on tax positions related to the current year ........................
Additions for tax positions of prior years .....................................................
Reductions for tax positions of prior years...................................................
Reductions due to settlements ......................................................................
Reductions due to statute of limitations........................................................
Ending balance .................................................................................................

29,906
6,869
44
(1,687)
(4,586)
(2,831)
27,715

38,554
6,205
11,787
(20,998)
(3,829)
(1,813)
29,906

Included in the August 25, 2012, balance is $18.1 million of unrecognized tax benefits that, if recognized, would
reduce the Company’s effective tax rate.

The Company accrues interest on unrecognized tax benefits as a component of income tax expense. Penalties, if
incurred, would be recognized as a component of income tax expense. The Company had $4.1 million and $5.2
million accrued for the payment of interest and penalties associated with unrecognized tax benefits at August 25,
2012 and August 27, 2011, respectively.

The major jurisdictions where the Company files income tax returns are the United States and Mexico. With few
exceptions, tax returns filed for tax years 2008 through 2011 remain open and subject to examination by the
relevant tax authorities. The Company is typically engaged in various tax examinations at any given time, both by
U. S. federal and state taxing jurisdictions. As of August 25, 2012, the Company estimates that the amount of
unrecognized tax benefits could be reduced by approximately $6.0 million over the next twelve months as a result
of tax audit closings, settlements, and the expiration of statutes to examine such returns in various jurisdictions.
While the Company believes that it is adequately accrued for possible audit adjustments, the final resolution of
these examinations cannot be determined at this time and could result in final settlements that differ from current
estimates.

Note E – Fair Value Measurements

The Company has adopted ASC Topic 820, Fair Value Measurement, which defines fair value, establishes a
framework for measuring fair value in generally accepted accounting principles (“GAAP”) and expands disclosure
requirements about fair value measurements. This standard defines fair value as the price received to transfer an
asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date.
ASC Topic 820 establishes a framework for measuring fair value by creating a hierarchy of valuation inputs used

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to measure fair value, and although it does not require additional fair value measurements, it applies to other
accounting pronouncements that require or permit fair value measurements.

The hierarchy prioritizes the inputs into three broad levels:

Level 1 inputs — unadjusted quoted prices in active markets for identical assets or liabilities that the
Company has the ability to access. An active market for the asset or liability is one in which transactions for
the asset or liability occur with sufficient frequency and volume to provide ongoing pricing information.

Level 2 inputs — inputs other than quoted market prices included in Level 1 that are observable, either
directly or indirectly, for the asset or liability. Level 2 inputs include, but are not limited to, quoted prices for
similar assets or liabilities in an active market, quoted prices for identical or similar assets or liabilities in
markets that are not active and inputs other than quoted market prices that are observable for the asset or
liability, such as interest rate curves and yield curves observable at commonly quoted intervals, volatilities,
credit risk and default rates.

Level 3 inputs — unobservable inputs for the asset or liability.

Financial Assets & Liabilities Measured at Fair Value on a Recurring Basis
The Company’s assets and liabilities measured at fair value on a recurring basis were as follows:

(in thousands)

Level 1

Level 2

Level 3

Fair Value

August 25, 2012

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Other current assets ....................................
Other long-term assets ...............................

Accrued expenses and other .......................

(in thousands)

Other current assets ....................................
Other long-term assets ...............................

22,515
40,424
62,939

–

–
13,275
13,275

–
–
–

22,515
53,699
76,214

(4,915)

–

(4,915)

Level 1

Level 2

Level 3

Fair Value

August 27, 2011

11,872
55,390
67,262

–
5,869
5,869

–
–
–

11,872
61,259
73,131

At August 25, 2012, the fair value measurement amounts for assets and liabilities recorded in the accompanying
Consolidated Balance Sheet consisted of short-term marketable securities of $22.5 million, which are included
within Other current assets; long-term marketable securities of $53.7 million, which are included in Other long-
term assets; and cash flow hedging instruments of $4.9 million, which are included within Accrued expenses and
other. The Company’s marketable securities are typically valued at the closing price in the principal active market
as of the last business day of the quarter or through the use of other market inputs relating to the securities,
including benchmark yields and reported trades. A discussion on how the Company’s cash flow hedges are
valued is included in “Note H – Derivative Financial Instruments”, while the fair value of the Company’s pension
plan assets are disclosed in “Note L – Pension and Savings Plans”.

Non-Financial Assets Measured at Fair Value on a Non-Recurring Basis
Non-financial assets could be required to be measured at fair value on a non-recurring basis in certain
circumstances, including the event of impairment. The assets could include assets acquired in an acquisition as
well as property, plant and equipment that are determined to be impaired. During fiscal 2012 and fiscal 2011, the
Company did not have any significant non-financial assets measured at fair value on a non-recurring basis in
periods subsequent to initial recognition.

Financial Instruments not Recognized at Fair Value
The Company has financial instruments, including cash and cash equivalents, accounts receivable, other current
assets and accounts payable. The carrying amounts of these financial instruments approximate fair value because
of their short maturities. The fair value of the Company’s debt is disclosed in “Note I – Financing”.

Note F – Marketable Securities

The Company’s basis for determining the cost of a security sold is the “Specific Identification Model”. Unrealized
gains (losses) on marketable securities are recorded in Accumulated other comprehensive loss. The Company’s
available-for-sale marketable securities consisted of the following:

(in thousands)

Corporate securities ........................................
Government bonds .........................................
Mortgage-backed securities ...........................
Asset-backed securities and other ..................

(in thousands)

August 25, 2012

Amortized
Cost
Basis

Gross
Unrealized
Gains

Gross
Unrealized
Losses

Fair Value

26,215
20,790
4,369
24,299
75,673

307
117
17
120
561

–
(1)
(19)
–
(20)

26,522
20,906
4,367
24,419
76,214

August 27, 2011

Amortized
Cost
Basis

Gross
Unrealized
Gains

Gross
Unrealized
Losses

Fair Value

26,261
29,464
4,291
12,377
72,393

229
343
55
156
783

(45)
–
–
–
(45)

26,445
29,807
4,346
12,533
73,131

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The debt securities held at August 25, 2012, had effective maturities ranging from less than one year to
approximately 3 years. The Company did not realize any material gains or losses on its sale of marketable
securities during fiscal 2012, fiscal 2011, or fiscal 2010.

The Company holds six securities that are in an unrealized loss position of approximately $20 thousand at August
25, 2012. The Company has the intent and ability to hold these investments until recovery of fair value or
maturity, and does not deem the investments to be impaired on an other than temporary basis. In evaluating
whether the securities are deemed to be impaired on an other than temporary basis, the Company considers factors
such as the duration and severity of the loss position, the credit worthiness of the investee, the term to maturity
and our intent and ability to hold the investments until maturity or until recovery of fair value.

Note G – Accumulated Other Comprehensive Loss

Accumulated other comprehensive loss includes certain adjustments to pension liabilities, foreign currency
translation adjustments, certain activity for interest rate swaps and treasury rate locks that qualify as cash flow
hedges and unrealized gains (losses) on available-for-sale securities. Changes in Accumulated other
comprehensive loss consisted of the following:

(in thousands)

Pension
Liability

Foreign
Currency (1)

Net
Unrealized
Gain on
Securities

Derivatives

Total

Balance at August 28, 2010 ..
Fiscal 2011 activity ...............
Balance at August 27, 2011 ..
Fiscal 2012 activity ...............
Balance at August 25, 2012 ..

$ 59,359
17,346
76,705
17,262
$ 93,967

$ 44,748
(8,347)
36,401
13,866
$ 50,267

(650)
171
(479)
128
(351)

3,011
4,053
7,064
1,066
8,130

$ 106,468
13,223
119,691

32,322
$ 152,013

(1) Foreign currency is not shown net of deferred tax as earnings of non-U.S. subsidiaries are intended to be

permanently reinvested.

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During fiscal 2012, the Company was party to four treasury rate locks. Two of the treasury rate locks were settled
during third quarter of fiscal 2012, resulting in a loss of $2.8 million. The remaining two treasury rate locks are
outstanding as of August 25, 2012, and have a liability balance of $4.9 million at the balance sheet date. The net
losses on the four treasury rate locks are partially offset by net losses from prior derivatives being amortized into
Interest expense of $1.9 million. The net derivative activity in fiscal 2011 reflects net losses on three forward
starting swaps, resulting in a loss of $5.4 million, offset by net losses from prior derivatives being amortized into
Interest expense of $1.4 million.

Note H – Derivative Financial Instruments

The Company periodically uses derivatives to hedge exposures to interest rates. The Company does not hold or
issue financial instruments for trading purposes. For transactions that meet the hedge accounting criteria, the
Company formally designates and documents the instrument as a hedge at inception and quarterly thereafter
assesses the hedges to ensure they are effective in offsetting changes in the cash flows of the underlying
exposures. Derivatives are recorded in the Company’s Consolidated Balance Sheet at fair value, determined using
available market information or other appropriate valuation methodologies. In accordance with ASC Topic 815,
Derivatives and Hedging, the effective portion of a financial instrument’s change in fair value is recorded in
Accumulated other comprehensive loss for derivatives that qualify as cash flow hedges and any ineffective
portion of an instrument’s change in fair value is recognized in earnings.

During the fourth quarter of fiscal 2012, the Company entered into two treasury rate locks, each with a notional
amount of $100 million. These agreements, which are set to expire on November 1, 2012, are cash flow hedges
used to hedge the exposure to variability in future cash flows resulting from changes in variable interest rates
relating to an anticipated debt transaction. The fixed rates of the hedges are 2.07% and 1.92% and are
benchmarked based on the 10-year U.S. treasury notes. It is expected that upon settlement of these agreements,
the realized gain or loss will be deferred in Accumulated other comprehensive loss and reclassified to Interest
expense over the life of the underlying debt. As of August 25, 2012, no ineffectiveness was recognized in
earnings.

comprehensive loss and will be reclassified to Interest expense over the life of the underlying debt. The hedges
remained highly effective until they expired, and no ineffectiveness was recognized in earnings.

During the first quarter of fiscal 2011, the Company was party to three forward starting swaps, of which two were
entered into during the fourth quarter of fiscal 2010 and one was entered into during the first quarter of fiscal
2011. These agreements were designated as cash flow hedges and were used to hedge the exposure to variability
in future cash flows resulting from changes in variable interest rates related to the $500 million Senior Note debt
issuance during the first quarter of fiscal 2011. The swaps had notional amounts of $150 million, $150 million
and $100 million with associated fixed rates of 3.15%, 3.13%, and 2.57%, respectively. The swaps were
benchmarked based on the 3-month London InterBank Offered Rate (“LIBOR”). These swaps expired in
November 2010 and resulted in a loss of $11.7 million, which has been deferred in Accumulated other
comprehensive loss and will be reclassified to Interest expense over the life of the underlying debt. The hedges
remained highly effective until they expired, and no ineffectiveness was recognized in earnings.

At August 25, 2012, the Company had $8.0 million recorded in Accumulated other comprehensive loss related to
net realized losses associated with terminated interest rate swap and treasury rate lock derivatives which were
designated as hedging instruments. Net losses are amortized into Interest expense over the remaining life of the
associated debt. During the fiscal year ended August 25, 2012, the Company reclassified $1.9 million of net
losses from Accumulated other comprehensive loss to Interest expense. In the fiscal year ended August 27, 2011,
the Company reclassified $1.4 million of net losses from Accumulated other comprehensive loss to Interest
expense. The Company expects to reclassify $904 thousand of net losses from Accumulated other comprehensive
loss to Interest expense over the next 12 months.

Note I – Financing

The Company’s long-term debt consisted of the following:

(in thousands)

5.875% Senior Notes due October 2012, effective interest rate of 6.33% .......
4.375% Senior Notes due June 2013, effective interest rate of 5.65%.............
6.500% Senior Notes due January 2014, effective interest rate of 6.63%........
5.750% Senior Notes due January 2015, effective interest rate of 5.89%........
5.500% Senior Notes due November 2015, effective interest rate of 4.86% ...
6.950% Senior Notes due June 2016, effective interest rate of 7.09%.............
7.125% Senior Notes due August 2018, effective interest rate of 7.28% ........
4.000% Senior Notes due November 2020, effective interest rate of 4.43% ...
3.700% Senior Notes due April 2022, effective interest rate of 3.85% ...........
Commercial paper, weighted average interest rate of 0.42% at August 25,
2012, and 0.35% at August 27, 2011 ............................................................

August 25,
2012

August 27,

2011

300,000
200,000
500,000
500,000
300,000
200,000
250,000
500,000
500,000

$ 300,000
200,000
500,000
500,000
300,000
200,000
250,000
500,000
–

468,302
$ 3,718,302

567,600
$ 3,317,600

As of August 25, 2012, the commercial paper borrowings, the 5.875% Senior Notes due October 2012, and the
4.375% Senior Notes due June 2013 mature in the next twelve months but are classified as long-term in the
Company’s Consolidated Balance Sheets, as the Company has the ability and intent to refinance them on a long-
term basis. Specifically, excluding the effect of commercial paper borrowings, the Company had $996.6 million
of availability under its $1.0 billion revolving credit facility, expiring in September 2016 that would allow it to
replace these short-term obligations with long-term financing.

In addition to the long-term debt discussed above, the Company had $49.9 million of short-term borrowings that
are scheduled to mature in the next twelve months as of August 25, 2012. The short-term borrowings are $45.1
million of commercial paper borrowings that accrue interest at 0.42% and $4.8 million of unsecured, peso
denominated borrowings that accrue interest at 4.57% as of August 25, 2012.

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In September 2011, the Company amended and restated its $800 million revolving credit facility, which was
scheduled to expire in July 2012. The capacity under the revolving credit facility was increased to $1.0 billion.
This credit facility is available to primarily support commercial paper borrowings, letters of credit and other short-
term, unsecured bank loans. The capacity of the credit facility may be increased to $1.250 billion prior to the
maturity date at the Company’s election and subject to bank credit capacity and approval, may include up to $200
million in letters of credit, and may include up to $175 million in capital leases each fiscal year. Under the
revolving credit facility, the Company may borrow funds consisting of Eurodollar loans or base rate loans.
Interest accrues on Eurodollar loans at a defined Eurodollar rate, defined as LIBOR plus the applicable
percentage, as defined in the revolving credit facility, depending upon the Company’s senior, unsecured, (non-
credit enhanced) long-term debt rating. Interest accrues on base rate loans as defined in the credit facility. The
Company also has the option to borrow funds under the terms of a swingline loan subfacility. The revolving
credit facility expires in September 2016.

The revolving credit facility agreement requires that the Company’s consolidated interest coverage ratio as of the
last day of each quarter shall be no less than 2.50:1. This ratio is defined as the ratio of (i) consolidated earnings
before interest, taxes and rents to (ii) consolidated interest expense plus consolidated rents. The Company’s
consolidated interest coverage ratio as of August 25, 2012 was 4.58:1.

In June 2010, the Company entered into a letter of credit facility that allows the Company to request the
participating bank to issue letters of credit on the Company’s behalf up to an aggregate amount of $100 million.
The letter of credit facility is in addition to the letters of credit that may be issued under the revolving credit
facility. As of August 25, 2012, the Company has $98.7 million in letters of credit outstanding under the letter of
credit facility, which expires in June 2013.

On April 24, 2012, the Company issued $500 million in 3.700% Senior Notes due April 2022 under the
Company’s shelf registration statement filed with the Securities and Exchange Commission on April 17, 2012 (the
“Shelf Registration”). The Shelf Registration allows the Company to sell an indeterminate amount in debt
securities to fund general corporate purposes, including repaying, redeeming or repurchasing outstanding debt and
for working capital, capital expenditures, new store openings, stock repurchases and acquisitions. The Company
used the proceeds from the issuance of debt to repay a portion of the commercial paper borrowings and for general
corporate purposes.

On November 15, 2010, the Company issued $500 million in 4.000% Senior Notes due 2020 under a shelf
registration statement filed with the Securities and Exchange Commission on July 29, 2008.. The Company used
the proceeds from the issuance of debt to repay the principal due relating to the $199.3 million in 4.750% Senior
Notes that matured on November 15, 2010, to repay a portion of the commercial paper borrowings and for general
corporate purposes.

The 5.750% Senior Notes issued in July 2009 and the 6.500% and 7.125% Senior Notes issued during August
2008, (collectively, the “Notes”), are subject to an interest rate adjustment if the debt ratings assigned to the Notes
are downgraded. The Notes, along with the 3.700% Senior Notes issued in April 2012 and the 4.000% Senior
Notes issued in during November 2010, also contain a provision that repayment of the notes may be accelerated if
the Company experiences a change in control (as defined in the agreements). The Company’s borrowings under
its other senior notes contain minimal covenants, primarily restrictions on liens. Under the revolving credit
facility, covenants include limitations on total indebtedness, restrictions on liens, a maximum debt to earnings
ratio, and a change of control provision that may require acceleration of the repayment obligations under certain
circumstances. These covenants are in addition to the consolidated interest coverage ratio discussed above. All of
the repayment obligations under the borrowing arrangements may be accelerated and come due prior to the
scheduled payment date if covenants are breached or an event of default occurs.

As of August 25, 2012, the Company was in compliance with all covenants related to its borrowing arrangements.
All of the Company’s debt is unsecured. Scheduled maturities of long-term debt are as follows:

(in thousands)

2013 .............................................................................................................................................
2014 .............................................................................................................................................
2015 .............................................................................................................................................
2016 .............................................................................................................................................
2017 .............................................................................................................................................
Thereafter .....................................................................................................................................

Scheduled
Maturities

$ 968,302
500,000
500,000
500,000
–
1,250,000
$ 3,718,302

The fair value of the Company’s debt was estimated at $4.055 billion as of August 25, 2012, and $3.633 billion as
of August 27, 2011, based on the quoted market prices for the same or similar issues or on the current rates
available to the Company for debt of the same terms (Level 2). Such fair value is greater than the carrying value
of debt by $286.6 million and $281.0 million at August 25, 2012 and August 27, 2011, respectively.

Note J – Interest Expense

Net interest expense consisted of the following:

(in thousands)

Interest expense ...................................................................
Interest income ....................................................................
Capitalized interest ..............................................................

Note K – Stock Repurchase Program

August 25,
2012

Year Ended
August 27,
2011

178,547
( 1,397)
(1,245)
175,905

$ 173,674
(2,058)
(1,059)
170,557

August 28,
2010

$ 162,628
(2,626)
(1,093)
$ 158,909

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During 1998, the Company announced a program permitting the Company to repurchase a portion of its
outstanding shares not to exceed a dollar maximum established by the Board. The program was last amended on
March 7, 2012 to increase the repurchase authorization to $11.90 billion from $11.15 billion. From January 1998
to August 25, 2012, the Company has repurchased a total of 131.1 million shares at an aggregate cost of $11.5
billion.

The Company’s share repurchase activity consisted of the following:

(in thousands)

August 25,
2012

Year Ended
August 27,
2011

August 28,
2010

Amount ...............................................................................
Shares ..................................................................................

$ 1,362,869
3,795

$ 1,466,802
5,598

$ 1,123,655
6,376

During the fiscal year 2012, the Company retired 4.9 million shares of treasury stock which had previously been
repurchased under the Company’s share repurchase program. The retirement increased Retained deficit by
$1,319.6 million and decreased Additional paid-in capital by $72.5 million. During the comparable prior year
period, the Company retired 6.6 million shares of treasury stock, which increased Retained deficit by $1,247.7
million and decreased Additional paid-in capital by $82.2 million.

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Note L – Pension and Savings Plans

Prior to January 1, 2003, substantially all full-time employees were covered by a defined benefit pension plan.
The benefits under the plan were based on years of service and the employee’s highest consecutive five-year
average compensation. On January 1, 2003, the plan was frozen. Accordingly, pension plan participants will earn
no new benefits under the plan formula and no new participants will join the pension plan.

On January 1, 2003, the Company’s supplemental defined benefit pension plan for certain highly compensated
employees was also frozen. Accordingly, plan participants will earn no new benefits under the plan formula and
no new participants will join the pension plan.

The Company has recognized the unfunded status of the defined pension plans in its Consolidated Balance Sheets,
which represents the difference between the fair value of pension plan assets and the projected benefit obligations
of its defined benefit pension plans. The net unrecognized actuarial losses and unrecognized prior service costs are
recorded in Accumulated other comprehensive loss. These amounts will be subsequently recognized as net
periodic pension expense pursuant to the Company’s historical accounting policy for amortizing such amounts.
Further, actuarial gains and losses that arise in subsequent periods and are not recognized as net periodic pension
expense in the same periods will be recognized as a component of other comprehensive income. Those amounts
will be subsequently recognized as a component of net periodic pension expense on the same basis as the amounts
previously recognized in Accumulated other comprehensive loss.

The Company’s investment strategy for pension plan assets is to utilize a diversified mix of domestic and
international equity and fixed income portfolios to earn a long-term investment return that meets the Company’s
pension plan obligations. The pension plan assets are invested primarily in listed securities, and the pension plans
hold only a minimal investment in AutoZone common stock that is entirely at the discretion of third-party pension
fund investment managers. The Company’s largest holding classes, U.S. equities and fixed income bonds, are
invested with a fund manager that holds diversified portfolios. Accordingly, the Company does not have any
significant concentrations of risk in particular securities, issuers, sectors, industries or geographic regions.
Alternative investment strategies are in the process of being liquidated and constitute less than 2% of the pension
plan assets. The Company’s investment managers are prohibited from using derivatives for speculative purposes
and are not permitted to use derivatives to leverage a portfolio.

The following is a description of the valuation methodologies used for the Company’s investments measured at
fair value:

U.S., international, emerging, and high yield equities – These investments are commingled funds and are
valued using the net asset values, which are determined by valuing investments at the closing price or last
trade reported on the major market on which the individual securities are traded. These investments are
subject to annual audits.

Alternative investments – This category represents a hedge fund of funds made up of 16 different hedge fund
managers diversified over 9 different hedge strategies. The fair value of the hedge fund of funds is determined
using valuations provided by the third party administrator for each of the underlying funds.

Real estate – The valuation of these investments requires significant judgment due to the absence of quoted
market prices, the inherent lack of liquidity and the long-term nature of such assets. These investments are
valued based upon recommendations of our investment manager incorporating factors such as contributions
and distributions, market transactions, and market comparables.

Fixed income securities – The fair values of corporate, U.S. government securities and other fixed income
securities are estimated by using bid evaluation pricing models or quoted prices of securities with similar
characteristics.

Cash and cash equivalents – These investments include cash equivalents valued using exchange rates
provided by an industry pricing vendor and commingled funds valued using the net asset value. These
investments also include cash.

The fair values of investments by level and asset category and the weighted-average asset allocations of the
Company’s pension plans at the measurement date are presented in the following table:

(in thousands)

Fair
Value

Asset Allocation

Fair Value Hierarchy

Actual

Target

Level 1

Level 2

Level 3

August 25, 2012

U.S. equities ..........................
International equities .............
Emerging equities .................
High yield equities ................
Alternative investments .........
Fixed income securities .........
Cash and cash equivalents .....

$ 51,101
31,767
16,471
17,378
2,404
47,667
14,621
$ 181,409

28.2%
17.5
9.1
9.6
1.3
26.3
8.0
100.0%

30.0%
20.0
10.0
10.0
–
30.0
–
100.0%

–
–
–
–
–
–
–
–

$ 51,101
31,767
16,471
17,378
–
47,667
14,621
$ 179,005

–
–
–
–
2,404
–
–
$ 2,404

(in thousands)

Fair
Value

Asset Allocation

Fair Value Hierarchy

Actual

Target

Level 1

Level 2

Level 3

August 27, 2011

U.S. equities ..........................
International equities .............
Emerging equities .................
High yield equities ................
Alternative investments .........
Real estate .............................
Fixed income securities .........
Cash and cash equivalents .....

$ 40,092
28,378
12,086
12,547
2,807
2,474
27,321
31,178
$ 156,883

25.5%
18.1
7.7
8.0
1.8
1.6
17.4
19.9
100.0%

30.0%
20.0
10.0
10.0
–
–
30.0
–
100.0%

–
–
–
–
–
–
–
–
–

$ 40,092
28,378
12,086
12,547
–
–
27,321
31,178
$ 151,602

–
–
–
–
2,807
2,474
–
–
$ 5,281

The August 25, 2012 actual asset allocation in the chart above includes an $8.7 million cash contribution made
prior to August 25, 2012. Subsequent to August 25, 2012, this cash contribution was allocated to the pension plan
investments in accordance with the targeted asset allocation.

In August 2011, the Company’s Investment Committee approved a revised asset allocation target for the
investments held by the pension plan. Based on the revised asset allocation target, the expected long-term rate of
return on plan assets changed from 8.0% in fiscal 2011 to 7.5% for the year ending August 25, 2012. The August
27, 2011 actual asset allocation in the chart above includes a $28.3 million cash contribution made prior to August
27, 2011. Subsequent to August 27, 2011, this cash contribution was allocated to the pension plan investments to
achieve the revised asset allocation target.

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The change in fair value of Level 3 assets that use significant unobservable inputs is presented in the following
table:

(in thousands)

Beginning balance – August 27, 2011 .........................................................................................
Actual return on plan assets:
Assets held at August 25, 2012 ................................................................................................
Assets sold during the year .......................................................................................................
Sales and settlements ...................................................................................................................
Ending balance – August 25, 2012 ..............................................................................................

Level 3
Assets

5,281

55
168
(3,100)
2,404

The following table sets forth the plans’ funded status and amounts recognized in the Company’s Consolidated
Balance Sheets:

(in thousands)

August 25,
2012

August 27,

2011

Change in Projected Benefit Obligation:
Projected benefit obligation at beginning of year ............................................
Interest cost ......................................................................................................
Actuarial losses ...............................................................................................
Benefits paid ...................................................................................................
Benefit obligations at end of year ...................................................................

241,645
12,214
56,749
(5,402)
305,206

$ 211,536
11,135
23,746
(4,772)
$ 241,645

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Change in Plan Assets:
Fair value of plan assets at beginning of year ..................................................
Actual return on plan assets .............................................................................
Employer contributions ....................................................................................
Benefits paid ...................................................................................................
Fair value of plan assets at end of year ............................................................

156,883
14,505
15,423
(5,402)
181,409
$

$ 117,243
10,336
34,076
(4,772)
$ 156,883

Amount Recognized in the Statement of Financial Position:
Current liabilities .............................................................................................
Long-term liabilities .........................................................................................
Net amount recognized ....................................................................................

(30)
(123,767)
$ (123,797)

(27)
(84,736)
(84,763)

Amount Recognized in Accumulated Other Comprehensive Loss and
not yet reflected in Net Periodic Benefit Cost:
Net actuarial loss ..............................................................................................
Accumulated other comprehensive loss ...........................................................

$ (154,678)
$ (154,678)

$ (106,972)
$ (106,972)

Amount Recognized in Accumulated Other Comprehensive Loss and
not yet reflected in Net Periodic Benefit Cost and expected to be
amortized in next year’s Net Periodic Benefit Cost:
Net actuarial loss ..............................................................................................
Amount recognized ..........................................................................................

$
$

(14,721)
(14,721)

$
$

(9,795)
(9,795)

Net periodic benefit expense consisted of the following:

(in thousands)

Interest cost .........................................................................
Expected return on plan assets ............................................
Amortization of prior service cost .......................................
Recognized net actuarial losses ...........................................
Net periodic benefit expense ...............................................

August 25,
2012

12,214
(11,718)
–
9,795
10,291

Year Ended
August 27,
2011

11,135
(9,326)
–
9,405
11,214

August 28,
2010

11,315
(9,045)
–
8,135
10,405

The actuarial assumptions used in determining the projected benefit obligation include the following:

August 25,
2012

Year Ended
August 27,
2011

August 28,
2010

Weighted average discount rate ..........................................
Expected long-term rate of return on plan assets ................

3.90%
7.50%

5.13%
8.00%

5.25%
8.00%

As the plan benefits are frozen, increases in future compensation levels no longer impact the calculation and there
is no service cost. The discount rate is determined as of the measurement date and is based on the calculated yield
of a portfolio of high-grade corporate bonds with cash flows that generally match the Company’s expected benefit
payments in future years. The expected long-term rate of return on plan assets is based on the historical
relationships between the investment classes and the capital markets, updated for current conditions.

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The Company makes annual contributions in amounts at least equal to the minimum funding requirements of the
Employee Retirement Income Security Act of 1974. The Company contributed $15.4 million to the plans in fiscal
2012, $34.1 million to the plans in fiscal 2011 and $12 thousand to the plans in fiscal 2010. The Company
expects to contribute approximately $9 million to the plans in fiscal 2013; however, a change to the expected cash
funding may be impacted by a change in interest rates or a change in the actual or expected return on plan assets.

Based on current assumptions about future events, benefit payments are expected to be paid as follows for each of
the following fiscal years. Actual benefit payments may vary significantly from the following estimates:

(in thousands)

Benefit
Payments

2013 .............................................................................................................................................
2014 .............................................................................................................................................
2015 .............................................................................................................................................
2016 .............................................................................................................................................
2017 .............................................................................................................................................
2018 – 2022 ..................................................................................................................................

7,438
8,182
8,867
9,583
10,164
60,567

The Company has a 401(k) plan that covers all domestic employees who meet the plan’s participation
requirements. The plan features include Company matching contributions, immediate 100% vesting of Company
contributions and a savings option up to 25% of qualified earnings. The Company makes matching contributions,
per pay period, up to a specified percentage of employees’ contributions as approved by the Board. The Company
made matching contributions to employee accounts in connection with the 401(k) plan of $14.4 million in fiscal
2012, $13.3 million in fiscal 2011 and $11.7 million in fiscal 2010.

Note M – Leases

The Company leases some of its retail stores, distribution centers, facilities, land and equipment, including
vehicles. Other than vehicle leases, most of the leases are operating leases, which include renewal options made

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at the Company’s election, options to purchase and provisions for percentage rent based on sales. Rental expense
was $229.4 million in fiscal 2012, $213.8 million in fiscal 2011, and $195.6 million in fiscal 2010. Percentage
rentals were insignificant.

The Company has a fleet of vehicles used for delivery to its commercial customers and stores and travel for
members of field management. The majority of these vehicles are held under capital lease. At August 25, 2012,
the Company had capital lease assets of $104.2 million, net of accumulated amortization of $36.4 million, and
capital lease obligations of $102.3 million, of which $29.8 million is classified as Accrued expenses and other as
it represents the current portion of these obligations. At August 27, 2011, the Company had capital lease assets of
$86.6 million, net of accumulated amortization of $30.2 million, and capital lease obligations of $86.7 million, of
which $25.3 million was classified as Accrued expenses and other.

The Company records rent for all operating leases on a straight-line basis over the lease term, including any
reasonably assured renewal periods and the period of time prior to the lease term that the Company is in
possession of the leased space for the purpose of installing leasehold improvements. Differences between
recorded rent expense and cash payments are recorded as a liability in Accrued expenses and other and Other
long-term liabilities in the accompanying Consolidated Balance Sheets, based on the terms of the lease. The
deferred rent approximated $86.9 million on August 25, 2012, and $77.6 million on August 27, 2011.

Future minimum annual rental commitments under non-cancelable operating leases and capital leases were as
follows at the end of fiscal 2012:

(in thousands)

Operating
Leases

Capital
Leases

2013 .................................................................................................................
2014 .................................................................................................................
2015 .................................................................................................................
2016 .................................................................................................................
2017 .................................................................................................................
Thereafter .........................................................................................................
Total minimum payments required ..................................................................
Less: Interest ...................................................................................................
Present value of minimum capital lease payments...........................................

217,844
209,300
192,296
174,844
157,691
958,435
$ 1,910,410

29,842
28,859
24,520
17,181
5,002
–
105,404
(3,148)
$ 102,256

In connection with the Company’s December 2001 sale of the TruckPro business, the Company subleased some
properties to the purchaser for an initial term of not less than 20 years. The Company’s remaining aggregate rental
obligation at August 25, 2012 of $17.3 million is included in the above table, but the obligation is entirely offset
by the sublease rental agreement.

Note N – Commitments and Contingencies

Construction commitments, primarily for new stores, totaled approximately $25.6 million at August 25, 2012.

The Company had $102.3 million in outstanding standby letters of credit and $33.1 million in surety bonds as of
August 25, 2012, which all have expiration periods of less than one year. A substantial portion of the outstanding
standby letters of credit (which are primarily renewed on an annual basis) and surety bonds are used to cover
reimbursement obligations to our workers’ compensation carriers. There are no additional contingent liabilities
associated with these instruments as the underlying liabilities are already reflected in the consolidated balance
sheet. The standby letters of credit and surety bonds arrangements have automatic renewal clauses.

Note O – Litigation

In 2004, the Company acquired a store site in Mount Ephraim, New Jersey that had previously been the site of a
gasoline service station and contained evidence of groundwater contamination. Upon acquisition, the Company
voluntarily reported the groundwater contamination issue to the New Jersey Department of Environmental
Protection and entered into a Voluntary Remediation Agreement providing for the remediation of the

contamination associated with the property. The Company has conducted and paid for (at an immaterial cost to the
Company) remediation of contamination on the property. The Company is also investigating, and will be
addressing, potential vapor intrusion impacts in downgradient residences and businesses. The New Jersey
Department of Environmental Protection has indicated that it will assert that the Company is liable for the
downgradient impacts under a joint and severable liability theory, and the Company intends to contest any such
assertions due to the existence of other sources of contamination in the area of the property. Pursuant to the
Voluntary Remediation Agreement, upon completion of all remediation required by the agreement, the Company
believes it should be eligible to be reimbursed up to 75 percent of qualified remediation costs by the State of New
Jersey. The Company has asked the state for clarification that the agreement applies to off-site work, and the state
is considering the request. Although the aggregate amount of additional costs that the Company may incur
pursuant to the remediation cannot currently be ascertained, the Company does not currently believe that
fulfillment of its obligations under the agreement or otherwise will result in costs that are material to its financial
condition, results of operations or cash flow.

The Company is involved in various other legal proceedings incidental to the conduct of its business, including
several lawsuits containing class-action allegations in which the plaintiffs are current and former hourly and
salaried employees who allege various wage and hour violations and unlawful termination practices. The
Company does not currently believe that, either individually or in the aggregate, these matters will result in
liabilities material to the Company’s financial condition, results of operations or cash flows.

Note P – Segment Reporting

The Company’s two operating segments (Domestic Auto Parts and Mexico) have been aggregated as one
reportable segment: Auto Parts Stores. The criteria the Company used to identify the reportable segment are
primarily the nature of the products the Company sells and the operating results that are regularly reviewed by the
Company’s chief operating decision maker to make decisions about the resources to be allocated to the business
units and to assess performance. The accounting policies of the Company’s reportable segment are the same as
those described in Note A.

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The Auto Parts Stores segment is a retailer and distributor of automotive parts and accessories through the
Company’s 5,006 stores in the United States, Puerto Rico, and Mexico. Each store carries an extensive product
line for cars, sport utility vehicles, vans and light trucks, including new and remanufactured automotive hard parts,
maintenance items, accessories and non-automotive products.

The “Other” category reflects business activities that are not separately reportable, including ALLDATA which
produces, sells and maintains diagnostic and repair information software used in the automotive repair industry,
and e-Commerce, which includes direct sales to customers through www.autozone.com.

The Company evaluates its reportable segment primarily on the basis of net sales and segment profit, which is
defined as gross profit.

The following table shows segment results for the following fiscal years:

(in thousands)

August 25,
2012

Year Ended
August 27,
2011

August 28,
2010

Net Sales:
Auto Parts Stores .................................................................
Other ...................................................................................
Total ....................................................................................

$ 8,422,559
181,304
$8,603,863

$ 7,906,692
166,281
$ 8,072,973

$ 7,213,753
148,865
$ 7,362,618

Segment Profit:
Auto Parts Stores .................................................................
Other ...................................................................................
Gross profit .........................................................................
Operating, selling, general and administrative expenses .....
Interest expense, net ............................................................
Income before income taxes................................................

$ 4,292,474
139,562
4,432,036
(2,803,145)
(175,905)
$ 1,452,986

$ 3,989,852
129,611
4,119,463
(2,624,660)
(170,557)
$ 1,324,246

$ 3,591,464
120,280
3,711,744
(2,392,330)
(158,909)
$ 1,160,505

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Segment Assets:
Auto Parts Stores .................................................................
Other ...................................................................................
Total ....................................................................................

$ 6,214,688
50,951
$ 6,265,639

$ 5,827,285
42,317
$ 5,869,602

$ 5,531,955
39,639
$ 5,571,594

Capital Expenditures:
Auto Parts Stores .................................................................
Other ...................................................................................
Total ....................................................................................

$ 364,361
13,693
$ 378,054

$ 316,074
5,530
$ 321,604

$ 307,725
7,675
$ 315,400

Auto Parts Stores Sales by Product Grouping:
Failure ..................................................................................
Maintenance items ...............................................................
Discretionary .......................................................................
Auto Parts Stores net sales ..................................................

$ 3,793,963
3,196,807
1,431,789
$ 8,422,559

$ 3,530,497
3,051,672
1,324,523
$ 7,906,692

$ 3,145,528
2,792,610
1,275,615
$ 7,213,753

Note Q – Quarterly Summary (1)
(Unaudited)

(in thousands, except per share data)

November 19,
2011

Twelve Weeks Ended
February 11,
2012

May 5,
2012

Sixteen
Weeks Ended
August 25,
2012(2)

Net sales ...........................................
Gross profit ......................................
Operating profit ................................
Income before income taxes.............
Net income .......................................
Basic earnings per share ...................
Diluted earnings per share ................

1,924,341
983,627
340,934
301,840
191,125
4.79
4.68

$ 1,804,069 $ 2,111,866
1,089,799
427,250
387,507
248,586
6.43
6.28

926,215
300,651
261,728
166,930
4.25
4.15

2,763,585
1,432,394
560,056
501,911
323,733
8.65
8.46

(in thousands, except per share data)

November 20,
2010

Twelve Weeks Ended
February 12,
2011

May 7,
2011

Sixteen
Weeks Ended
August 27,
2011(2)

1,791,662
907,748
306,121
268,868
172,076
3.85
3.77

$ 1,660,946 $ 1,978,369
1,013,530
392,925
353,009
227,373
5.42
5.29

845,611
271,748
232,172
148,056
3.41
3.34

2,641,996
1,352,574
524,010
470,197
301,469
7.35
7.18

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(1) The sum of quarterly amounts may not equal the annual amounts reported due to rounding. In addition, the
earnings per share amounts are computed independently for each quarter while the full year is based on the
annual weighted average shares outstanding.

(2) The fourth quarter for fiscal 2012 and fiscal 2011 are based on a 16-week period. All other quarters

presented are based on a 12-week period.

Item 9. Changes In and Disagreements with Accountants on Accounting and Financial Disclosure

Not applicable.

Item 9A. Controls and Procedures

As of August 25, 2012, an evaluation was performed under the supervision and with the participation of
AutoZone’s management, including the Chief Executive Officer and the Chief Financial Officer, of the
effectiveness of the design and operation of our disclosure controls and procedures, as defined in Rules 13a-15(e)
and 15d-15(e) under the Exchange Act, as amended. Based on that evaluation, our management, including the
Chief Executive Officer and the Chief Financial Officer, concluded that our disclosure controls and procedures
were effective. During our fiscal fourth quarter ended August 25, 2012, there were no changes in our internal
controls that have materially affected or are reasonably likely to materially affect internal controls over financial
reporting.

Item 9B. Other Information

Not applicable.

Item 10. Directors, Executive Officers and Corporate Governance

PART III

The information set forth in Part I of this document in the section entitled “Executive Officers of the Registrant,”
is incorporated herein by reference in response to this item. Additionally, the information contained in AutoZone,
Inc.’s Proxy Statement dated October 22, 2012, in the sections entitled “Proposal 1 – Election of Directors” and
“Section 16(a) Beneficial Ownership Reporting Compliance,” is incorporated herein by reference in response to
this item.

The Company has adopted a Code of Ethical Conduct for Financial Executives that applies to its chief executive
officer, chief financial officer, chief accounting officer and persons performing similar functions. The Company
has filed a copy of this Code of Ethical Conduct as Exhibit 14.1 to this Form 10-K. The Company has also made
the Code of Ethical Conduct available on its investor relations website at http://www.autozoneinc.com.

Item 11. Executive Compensation

The information contained in AutoZone, Inc.’s Proxy Statement dated October 22, 2012, in the section entitled
“Executive Compensation,” is incorporated herein by reference in response to this item.

Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder
Matters

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The information contained in AutoZone, Inc.’s Proxy Statement dated October 22, 2012, in the sections entitled
“Security Ownership of Management and Board of Directors” and “Security Ownership of Certain Beneficial
Owners,” is incorporated herein by reference in response to this item.

Item 13. Certain Relationships and Related Transactions, and Director Independence

Not applicable.

Item 14. Principal Accounting Fees and Services

The information contained in AutoZone, Inc.’s Proxy Statement dated October 22, 2012, in the section entitled
“Proposal 2 – Ratification of Independent Registered Public Accounting Firm,” is incorporated herein by
reference in response to this item.

PART IV

Item 15. Exhibits, Financial Statement Schedules

The following information required under this item is filed as part of this report.

(a) Financial Statements

The following financial statements, related notes and reports of independent registered public accounting firm are
filed with this Annual Report on Form 10-K in Part II, Item 8:

Reports of Independent Registered Public Accounting Firm
Consolidated Statements of Income for the fiscal years ended August 25, 2012, August 27, 2011,

and August 28, 2010

Consolidated Statements of Comprehensive Income for the fiscal years ended August 25, 2012, August 27,

2011, and August 28, 2010

Consolidated Balance Sheets as of August 25, 2012, and August 27, 2011
Consolidated Statements of Cash Flows for the fiscal years ended August 25, 2012, August 27, 2011,

and August 28, 2010

Consolidated Statements of Stockholders’ Deficit for the fiscal years ended August 25, 2012, August 27, 2011,

and August 28, 2010

Notes to Consolidated Financial Statements

(b) Exhibits

The Exhibit Index following this document’s signature pages is incorporated herein by reference in response to
this item.

Schedules are omitted because the information is not required or because the information required is included in
the financial statements or notes thereto.

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Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the Registrant has
duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.

SIGNATURES

AUTOZONE, INC.

By:

/s/ WILLIAM C. RHODES, III
William C. Rhodes, III
Chairman, President and
Chief Executive Officer
(Principal Executive Officer)

Dated: October 22, 2012

Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the
following persons on behalf of the Registrant and in the capacities and on the dates indicated:

SIGNATURE

TITLE

DATE

/s/ WILLIAM C. RHODES, III
William C. Rhodes, III

Chairman, President and Chief Executive Officer

October 22, 2012

(Principal Executive Officer)

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/s/ WILLIAM T. GILES
William T. Giles

Chief Financial Officer and Executive Vice
President – Finance, Information Technology and
ALLDATA

(Principal Financial Officer)

October 22, 2012

/s/ CHARLIE PLEAS, III
Charlie Pleas, III

Senior Vice President and Controller

October 22, 2012

(Principal Accounting Officer)

/s/ WILLIAM C. CROWLEY
William C. Crowley

Director

/s/ SUE E. GOVE
Sue E. Gove

/s/ EARL G. GRAVES, JR.
Earl G. Graves, Jr.

/s/ ROBERT R. GRUSKY
Robert R. Grusky

Enderson Guimaraes

/s/ J.R. HYDE, III
J.R. Hyde, III

Director

/s/ W. ANDREW MCKENNA
W. Andrew McKenna

Director

/s/ GEORGE R. MRKONIC, JR.
George R. Mrkonic, Jr.

Director

October 22, 2012

/s/ LUIS P. NIETO
Luis P. Nieto

Director

October 22, 2012

EXHIBIT INDEX

The following exhibits are filed as part of this Annual Report on Form 10-K:

3.1 Restated Articles of Incorporation of AutoZone, Inc. Incorporated by reference to Exhibit 3.1 to the

Quarterly Report on Form 10-Q for the quarter ended February 13, 1999.

3.2 Fifth Amended and Restated By-laws of AutoZone, Inc. Incorporated by reference to Exhibit 3.1 to

the Current Report on Form 8-K dated September 28, 2011.

4.1 Senior Indenture, dated as of July 22, 1998, between AutoZone, Inc. and the First National Bank of
Chicago. Incorporated by reference to Exhibit 4.1 to the Current Report on Form 8-K dated July 17,
1998.

4.2 Indenture dated as of August 8, 2003, between AutoZone, Inc. and Bank One Trust Company, N.A.

Incorporated by reference to Exhibit 4.1 to the Registration Statement on Form S-3 (No. 333-
107828) filed August 11, 2003.

4.3 Terms Agreement dated October 16, 2002, by and among AutoZone, Inc., J.P. Morgan Securities
Inc. and Merrill Lynch, Pierce, Fenner & Smith Incorporated, as representatives of the several
underwriters named therein. Incorporated by reference to Exhibit 1.2 to the Current Report on Form
8-K dated October 18, 2002.

4.4 Form of 5.875% Note due 2012. Incorporated by reference to Exhibit 4.1 to the Current Report on

Form 8-K dated October 18, 2002.

4.5 Terms Agreement dated May 29, 2003, by and among AutoZone, Inc., Citigroup Global Markets
Inc. and SunTrust Capital Markets, Inc., as representatives of the several underwriters named
therein. Incorporated by reference to Exhibit 1.2 to the Current Report on Form 8-K dated May 29,
2003.

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4.6 Form of 4.375% Note due 2013. Incorporated by reference to Exhibit 4.1 to the Current Report on

Form 8-K dated May 29, 2003.

4.7 Form of 5.5% Note due 2015. Incorporated by reference to Exhibit 4.2 to the Current Report on

Form 8-K dated November 3, 2003.

4.8 Terms Agreement dated June 8, 2006, by and among AutoZone, Inc., Merrill Lynch, Pierce, Fenner
& Smith Incorporated and J.P. Morgan Securities Inc., as representatives of the several underwriters
named therein. Incorporated by reference to Exhibit 1.2 to the Current Report on Form 8-K dated
June 13, 2006.

4.9 Form of 6.95% Senior Note due 2016. Incorporated by reference to Exhibit 4.1 to the Current

Report on Form 8-K dated June 13, 2006.

4.10 Officers’ Certificate dated August 4, 2008, pursuant to Section 3.2 of the Indenture dated August
11, 2003, setting forth the terms of the 6.5% Senior Notes due 2014. Incorporated by reference to
Exhibit 4.1 to the Current Report on Form 8-K dated August 4, 2008.

4.11 Form of 6.5% Senior Note due 2014. Incorporated by reference from the Current Report on Form

8-K dated August 4, 2008.

4.12 Officers’ Certificate dated August 4, 2008, pursuant to Section 3.2 of the Indenture dated August

11, 2003, setting forth the terms of the 7.125% Senior Notes due 2018. Incorporated by reference to
Exhibit 4.2 to the Current Report on Form 8-K dated August 4, 2008.

4.13 Form of 7.125% Senior Note due 2018. Incorporated by reference from the Form 8-K dated August

4, 2008.

4.14 Officers’ Certificate dated July 2, 2009, pursuant to Section 3.2 of the Indenture dated August 11,
2003, setting forth the terms of the 5.75% Notes due 2015. Incorporated by reference to 4.1 to the
Current Report on Form 8-K dated July 2, 2009.

4.15 Form of 5.75% Senior Note due 2015. Incorporated by reference from the Form 8-K dated July 2,

2009.

4.16 Officers’ Certificate dated November 15, 2010, pursuant to Section 3.2 of the Indenture dated

August 8, 2003, setting forth the terms of the 4.000% Notes due 2020. Incorporated by reference to
4.1 to the Current Report on Form 8-K dated November 15, 2010.

4.17 Form of 4.000% Senior Note due 2020. Incorporated by reference from the Form 8-K dated

November 15, 2010.

4.18 Officers’ Certificate dated April 24, 2012, pursuant to section 3.2 of the indenture dated August 8,

2003, setting forth the terms of the 3.700% Senior Notes due 2022. Incorporated by reference to
Exhibit 4.1 to the Current Report on Form 8-K dated April 24, 2012.

4.19 Form of 3.700% Senior Notes due 2022. Incorporated by reference from the Form 8-K dated April

24, 2012.

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*10.1 Fourth Amended and Restated Director Stock Option Plan. Incorporated by reference to Exhibit

10.1 to the Quarterly Report on Form 10-Q for the quarter ended May 4, 2002.

*10.2 Second Amended and Restated 1998 Director Compensation Plan. Incorporated by reference to

Exhibit 10.2 to the Annual Report on Form 10-K for the fiscal year ended August 26, 2000.

*10.3 Third Amended and Restated 1996 Stock Option Plan. Incorporated by reference to Exhibit 10.3 to

the Annual Report on Form 10-K for the fiscal year ended August 30, 2003.

*10.4 Form of Incentive Stock Option Agreement. Incorporated by reference to Exhibit 10.2 to the

Quarterly Report on Form 10-Q for the quarter ended November 23, 2002.

*10.5 Form of Non-Qualified Stock Option Agreement. Incorporated by reference to Exhibit 10.1 to the

Quarterly Report on Form 10-Q for the quarter ended November 23, 2002.

*10.6 AutoZone, Inc. 2003 Director Stock Option Plan. Incorporated by reference to Appendix C to the
definitive proxy statement dated November 1, 2002, for the Annual Meeting of Stockholders held
December 12, 2002.

*10.7 AutoZone, Inc. 2003 Director Compensation Plan. Incorporated by reference to Appendix D to the
definitive proxy statement dated November 1, 2002, for the Annual Meeting of Stockholders held
December 12, 2002.

*10.8 Amended and Restated AutoZone, Inc. Executive Deferred Compensation Plan. Incorporated by

reference to Exhibit 10.1 to the Quarterly Report on Form 10-Q for the quarter ended February 15,
2003.

*10.9 AutoZone, Inc. 2006 Stock Option Plan. Incorporated by reference to Appendix A to the definitive

proxy statement dated October 25, 2006, for the Annual Meeting of Stockholders held December
13, 2006.

*10.10 Form of Stock Option Agreement. Incorporated by reference to Exhibit 10.26 to the Annual Report

on Form 10-K for the fiscal year ended August 25, 2007.

*10.11 AutoZone, Inc. Fifth Amended and Restated Executive Stock Purchase Plan.

*10.12 Amended and Restated AutoZone, Inc. 2003 Director Compensation Plan. Incorporated by
reference to Exhibit 99.2 to the Current Report on Form 8-K dated January 4, 2008.

*10.13 Amended and Restated AutoZone, Inc. 2003 Director Stock Option Plan. Incorporated by reference

to Exhibit 99.3 to the Current Report on Form 8-K dated January 4, 2008.

*10.14 AutoZone, Inc. Enhanced Severance Pay Plan. Incorporated by reference to Exhibit 99.1 to the

Current Report on Form 8-K dated February 15, 2008.

*10.15 Form of non-compete and non-solicitation agreement signed by each of the following executive
officers: Mark A. Finestone, William T. Giles, William W. Graves, Ronald B. Griffin, Lisa R.
Kranc, Thomas B. Newbern, Charlie Pleas, III, Larry M. Roesel, and Mike A. Womack; and by
AutoZone, Inc., with an effective date of February 14, 2008, for each. Incorporated by reference to
Exhibit 99.2 to the Current Report on Form 8-K dated February 15, 2008.

*10.16

Form of non-compete and non-solicitation agreement approved by AutoZone’s Compensation
Committee for execution by non-executive officers. Incorporated by reference to Exhibit 99.3 to
the Current Report on Form 8-K dated February 15, 2008.

*10.17 Agreement dated February 14, 2008, between AutoZone, Inc. and William C. Rhodes, III.

Incorporated by reference to Exhibit 99.4 to the Current Report on Form 8-K dated February 15,
2008.

*10.18 Form of non-compete and non-solicitation agreement signed by each of the following officers:

Rebecca W. Ballou, Dan Barzel, Craig Blackwell, Brian L. Campbell, Philip B. Daniele, III, Robert
A. Durkin, Bill Edwards, Joseph Espinosa, Preston B. Frazer, Stephany L. Goodnight, David
Goudge, James C. Griffith, William R. Hackney, Rodney Halsell, Jeffery Lagges, Grantland E.
McGee, Jr., Mitchell Major, Ann A. Morgan, J. Scott Murphy, Jeffrey H. Nix, Raymond A.
Pohlman, Elizabeth Rabun, Juan A. Santiago, Joe L. Sellers, Jr., Brett Shanaman, Jamey Traywick,
Solomon Woldeslassie, and Kristen C. Wright; and by AutoZone, Inc. Incorporated by reference to
Exhibit 10.1 to the Quarterly Report on Form 10-Q for the quarter ended May 3, 2008.

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*10.19 Second Amended and Restated Employment and Non-Compete Agreement between AutoZone, Inc.
and Harry L. Goldsmith dated December 29, 2008. Incorporated by reference to Exhibit 10.1 to the
Current Report on Form 8-K dated December 30, 2008.

*10.20 Amended and Restated Employment and Non-Compete Agreement between AutoZone, Inc. and

Robert D. Olsen dated December 29, 2008. Incorporated by reference to Exhibit 10.2 to the Current
Report on Form 8-K dated December 30, 2008.

*10.21 First Amendment to Amended and Restated Employment Agreement between AutoZone, Inc. and

Robert D. Olsen dated September 29, 2009. Incorporated by reference to Exhibit 10.1 to the Current
Report on Form 8-K dated September 30, 2009.

*10.22 AutoZone, Inc. 2010 Executive Incentive Compensation Plan, incorporated by reference to

Exhibit A to the definitive proxy statement dated October 26, 2009, for the Annual Meeting of
Stockholders held December 16, 2009.

*10.23 AutoZone, Inc. 2011 Equity Incentive Award Plan, incorporated by reference to Exhibit A to the
definitive proxy statement dated October 25, 2010, for the Annual Meeting of Stockholders held
December 15, 2010.

*10.24 Form of Stock Option Agreement under the 2006 Stock Option Plan, effective September 2010.

Incorporated by reference to Exhibit 10.2 to the Quarterly Report of Form 10-Q dated December 16,
2010.

*10.25 Form of Stock Option Agreement under the 2006 Stock Option Plan for certain executive officers,

effective September 2010. Incorporated by reference to Exhibit 10.3 to the Quarterly Report of
Form 10-Q dated December 16, 2010.

*10.26 Form of Letter Agreement dated as of December 14, 2010, amending certain Stock Option

Agreements of executive officers. Incorporated by reference to Exhibit 10.4 to the Quarterly Report
of Form 10-Q dated December 16, 2010.

*10.27 AutoZone, Inc. 2011 Director Compensation Program. Incorporated by reference to Exhibit 10.5 to

the Quarterly Report of Form 10-Q dated December 16, 2010.

*10.28 Performance-Based Restricted Stock Units Award Agreement dated December 15, 2010, between
AutoZone, Inc. and William C. Rhodes, III, incorporated by reference to Exhibit 10.2 to the Form
8-K dated December 15, 2010.

*10.29 Restricted Stock Award Grant Notice and Restricted Stock Award Agreement between AutoZone,
Inc. and Robert D. Olsen dated January 25, 2011. Incorporated by reference to Exhibit 10.1 to the
Quarterly Report of Form 10-Q dated March 17, 2011.

*10.30 Form of Stock Option Agreement under the 2011 Equity Incentive Award Plan. Incorporated by
reference to Exhibit 10.2 to the Quarterly Report of Form 10-Q dated March 17, 2011.

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*10.31 Form of Stock Option Agreement under the 2011 Equity Incentive Award Plan for certain executive
officers. Incorporated by reference to Exhibit 10.3 to the Quarterly Report of Form 10-Q dated
March 17, 2011.

*10.32 First Amended and Restated AutoZone, Inc. Enhanced Severance Pay Plan. Incorporated by
reference to Exhibit 10.4 to the Quarterly Report of Form 10-Q dated March 17, 2011.

*10.33 Form of Stock Option Agreement under the 2011 Equity Incentive Award Plan for officers effective

September 27, 2011. Incorporated by reference to Exhibit 10.37 to the Annual Report on Form 10-
K for the fiscal year ended August 27, 2011.

*10.34 Form of Stock Option Agreement under the 2011 Equity Incentive Award Plan for certain executive

officers effective September 27, 2011. Incorporated by reference to Exhibit 10.38 to the Annual
Report on Form 10-K for the fiscal year ended August 27, 2011.

10.35 Amended and Restated Credit Agreement dated as of September, 13, 2011 among AutoZone, Inc.

as Borrower, the several Lenders from time to time party thereto, and Bank of America, N.A. as
Administrative Agent and Swingline Lender, JPMorgan Chase Bank, N.A. as Syndication Agent,
arranged by Merrill Lynch, Pierce, Fenner & Smith Incorporated and J.P. Morgan Securities LLC as
Joint Lead Arrangers and Merrill Lynch, Pierce, Fenner & Smith Incorporated, J.P. Morgan
Securities LLC, SunTrust Robinson Humphrey, Inc., U.S. Bank National Association, Wells Fargo
Securities, LLC and Barclays Capital as Joint Book Runners. Incorporated by reference to Exhibit
10.39 to the Annual Report on Form 10-K for the fiscal year ended August 27, 2011.

*10.36 Sixth Amended and Restated AutoZone, Inc. Employee Stock Purchase Plan. Incorporated by

reference to Exhibit 10.40 to the Annual Report on Form 10-K for the fiscal year ended August 27,
2011.

10.37 Second Amended AutoZone, Inc. Executive Deferred Compensation Plan. Incorporated by

reference to Exhibit 10.1 on Form 8-K filed 12-14-11.

*10.38 Offer letter dated May 23, 2012, to Mike A. Womack.

*10.39 Offer letter dated April 26, 2012, to Ronald B. Griffin.

*10.40 Amended Non-Compete Agreement between AutoZone, Inc. and Jon A. Bascom dated May 25,

2012.

12.1 Computation of Ratio of Earnings to Fixed Charges.

14.1 Code of Ethical Conduct. Incorporated by reference to Exhibit 14.1 of the Annual Report on Form

10-K for the fiscal year ended August 30, 2003.

21.1 Subsidiaries of the Registrant.

23.1 Consent of Ernst & Young LLP.

31.1 Certification of Principal Executive Officer Pursuant to Rules 13a-14(a) and 15d-14(a) under the

Securities Exchange Act of 1934, as Adopted Pursuant to Section 302 of the Sarbanes-Oxley Act of
2002.

31.2 Certification of Principal Financial Officer Pursuant to Rules 13a-14(a) and 15d-14(a) under the

Securities Exchange Act of 1934, as Adopted Pursuant to Section 302 of the Sarbanes-Oxley Act of
2002.

32.1 Certification of Principal Executive Officer Pursuant to 18 U.S.C. Section 1350 as adopted Pursuant

to Section 906 of the Sarbanes-Oxley Act of 2002.

32.2 Certification of Principal Financial Officer Pursuant to 18 U.S.C. Section 1350 as adopted Pursuant

to Section 906 of the Sarbanes-Oxley Act of 2002.

**101.INS XBRL Instance Document

**101.SCH XBRL Taxonomy Extension Schema Document

**101.CAL XBRL Taxonomy Extension Calculation Document

**101.LAB XBRL Taxonomy Extension Labels Document

**101.PRE XBRL Taxonomy Extension Presentation Document

**101.DEF XBRL Taxonomy Extension Definition Document

* Management contract or compensatory plan or arrangement.

** In accordance with Regulation S-T, the Interactive Data Files in Exhibit 101 to the Annual Report on Form

10-K shall be deemed “furnished” and not “filed.”

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Computation of Ratio of Earnings to Fixed Charges
(Unaudited)

(in thousands, except ratios)

2012
(52 weeks)

Fiscal Year Ended August
2010
(52 weeks)

2009
(52 weeks)

2011
(52 weeks)

Exhibit 12.1

2008
(53 weeks)

Earnings:
Income before income taxes ................... $ 1,452,986 $ 1,324,246 $ 1,160,505 $ 1,033,746 $ 1,007,389
173,311
Fixed charges .........................................
Less: Capitalized interest ......................
(1,313)
Adjusted earnings ............................... $ 1,701,797 $ 1,563,516 $ 1,383,020 $ 1,236,462 $ 1,179,387

240,329
(1,059)

223,608
(1,093)

250,056
(1,245)

(1,301)

204,017

Fixed charges:
Gross interest expense ............................ $
Amortization of debt expense ................
Interest portion of rent expense ..............
Fixed charges ...................................... $

170,481 $
8,066
71,509
250,056 $

164,712 $
8,962
66,655
240,329 $

156,135 $
6,495
60,978
223,608 $

143,860 $
3,644
56,513
204,017 $

120,006
1,837
51,468
173,311

Ratio of earnings to fixed charges ..........

6.8

6.5

6.2

6.1

6.8

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SUBSIDIARIES OF THE REGISTRANT

Exhibit 21.1

NAME

ALLDATA LLC
AutoZone de México, S. de R.L. de C.V.
AutoZone Development Corporation
AutoZone Northeast, Inc. fka ADAP, Inc
AutoZone Stores, Inc.
AutoZone Texas, L.P.
AutoZone West, Inc. fka Chief Auto Parts Inc.
AutoZone.com, Inc.
AutoZone Parts, Inc.
AutoZone Puerto Rico, Inc.

STATE OR COUNTRY OF
ORGANIZATION OR INCORPORATION

Nevada
Mexico
Nevada
New Jersey
Nevada
Delaware
Delaware
Virginia
Nevada
Puerto Rico

In addition, 21 subsidiaries operating in the United States and 13 subsidiaries operating outside of the United
States have been omitted as they would not, considered in the aggregate as a single subsidiary, constitute a
significant subsidiary as defined by Rule 1-02(w) of Regulation S-X.

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CONSENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

We consent to the incorporation by reference in the following Registration Statements of AutoZone, Inc. of our reports dated
October 22, 2012, with respect to AutoZone, Inc.’s consolidated financial statements and the effectiveness of internal control
over financial reporting of AutoZone, Inc., included in this Annual Report (Form 10-K) for the year ended August 25, 2012:

Exhibit 23.1

Registration Statement (Form S-8 No. 333-19561) pertaining to the AutoZone, Inc. 1996 Stock Option Plan

Registration Statement (Form S-8 No. 333-42797) pertaining to the AutoZone, Inc. Amended and Restated Employee
Stock Purchase Plan

Registration Statement (Form S-8 No. 333-48981) pertaining to the AutoZone, Inc. 1998 Director Stock Option Plan

Registration Statement (Form S-8 No. 333-48979) pertaining to the AutoZone, Inc. 1998 Director Compensation Plan

Registration Statement (Form S-8 No. 333-88245) pertaining to the AutoZone, Inc. Second Amended and Restated 1996
Stock Option Plan

Registration Statement (Form S-8 No. 333-88243) pertaining to the AutoZone, Inc. Amended and Restated 1998
Director Stock Option Plan

Registration Statement (Form S-8 No. 333-88241) pertaining to the AutoZone, Inc. Amended and Restated Director
Compensation Plan

Registration Statement (Form S-8 No. 333-75142) pertaining to the AutoZone, Inc. Third Amended and Restated 1998
Director Stock Option Plan

Registration Statement (Form S-8 No. 333-75140) pertaining to the AutoZone, Inc. Executive Stock Purchase Plan

Registration Statement (Form S-3 No. 333-83436) pertaining to a shelf registration to sell 15,000,000 shares of common
stock owned by certain selling stockholders

Registration Statement (Form S-3 No. 333-100205) pertaining to a registration to sell $500 million of debt securities

Registration Statement (Form S-8 No. 333-103665) pertaining to the AutoZone, Inc. 2003 Director Compensation Plan

Registration Statement (Form S-8 No. 333-103666) pertaining to the AutoZone, Inc. 2003 Director Stock Option Plan

Registration Statement (Form S-3 No. 333-107828) pertaining to a registration to sell $500 million of debt securities

Registration Statement (Form S-3 No. 333-118308) pertaining to the registration to sell $200 million of debt securities

Registration Statement (Form S-8 No. 333-139559) pertaining to the AutoZone, Inc. 2006 Stock Option Plan

Registration Statement (Form S-3 No. 333-152592) pertaining to a shelf registration to sell debt securities

Registration Statement (Form S-8 No. 333-171186) pertaining to the AutoZone, Inc. 2011 Equity Incentive Award Plan

Registration Statement (Form S-3 No. 333-180768) pertaining to a shelf registration to sell debt securities

/s/ Ernst & Young LLP

Memphis, Tennessee
October 22, 2012

Exhibit 31.1

CERTIFICATION PURSUANT TO
RULES 13a-14(a) AND 15d-14(a) UNDER THE SECURITIES EXCHANGE ACT OF 1934,
AS ADOPTED PURSUANT TO SECTION 302 OF THE SARBANES-OXLEY ACT OF 2002

I, William C. Rhodes, III, certify that:

I have reviewed this Annual Report on Form 10-K of AutoZone, Inc. (“registrant”);

2. Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material
fact necessary to make the statements made, in light of the circumstances under which such statements were made, not
misleading with respect to the period covered by this report;

3. Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in
all material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the
periods presented in this report;

4. The registrant's other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and
procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as
defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:

(a) Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be
designed under our supervision, to ensure that material information relating to the registrant, including its
consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in
which this report is being prepared;

(b) Designed such internal control over financial reporting, or caused such internal control over financial reporting
to be designed under our supervision, to provide reasonable assurance regarding the reliability of financial
reporting and the preparation of financial statements for external purposes in accordance with generally
accepted accounting principles;

conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period
covered by this report based on such evaluation; and

(d) Disclosed in this report any change in the registrant's internal control over financial reporting that occurred

during the registrant's most recent fiscal quarter (the registrant's fourth fiscal quarter in the case of an annual
report) that has materially affected, or is reasonably likely to materially affect, the registrant's internal control
over financial reporting; and

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K

5. The registrant's other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control
over financial reporting, to the registrant's auditors and the audit committee of the registrant's board of directors (or
persons performing the equivalent functions):

(a) All significant deficiencies and material weaknesses in the design or operation of internal control over financial

reporting which are reasonably likely to adversely affect the registrant's ability to record, process, summarize
and report financial information; and

(b) Any fraud, whether or not material, that involves management or other employees who have a significant role in

the registrant's internal control over financial reporting.

October 22, 2012

/s/ WILLIAM C. RHODES, III
William C. Rhodes, III
Chairman, President and
Chief Executive Officer
(Principal Executive Officer)

1
0
-
K

Exhibit 31.2

CERTIFICATION PURSUANT TO
RULES 13a-14(a) AND 15d-14(a) UNDER THE SECURITIES EXCHANGE ACT OF 1934,
AS ADOPTED PURSUANT TO SECTION 302 OF THE SARBANES-OXLEY ACT OF 2002

I, William T. Giles, certify that:

I have reviewed this Annual Report on Form 10-K of AutoZone, Inc. (“registrant”);

conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period
covered by this report based on such evaluation; and

(d) Disclosed in this report any change in the registrant's internal control over financial reporting that occurred

(a) All significant deficiencies and material weaknesses in the design or operation of internal control over financial

reporting which are reasonably likely to adversely affect the registrant's ability to record, process, summarize
and report financial information; and

(b) Any fraud, whether or not material, that involves management or other employees who have a significant role in

the registrant's internal control over financial reporting.

October 22, 2012

/s/ WILLIAM T. GILES
William T. Giles
Chief Financial Officer and Executive
Vice President – Finance, Information
Technology and ALLDATA
(Principal Financial Officer)

Exhibit 32.1

CERTIFICATION PURSUANT TO
18 U.S.C. SECTION 1350, AS ADOPTED PURSUANT TO
SECTION 906 OF THE SARBANES-OXLEY ACT OF 2002

In connection with the Annual Report of AutoZone, Inc. (the “Company”) on Form 10-K for the fiscal year ended August 25,
2012, as filed with the Securities and Exchange Commission on the date hereof (the “Report”), I, William C. Rhodes, III,
certify, pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002, that:

(i)

(ii)

the Report fully complies with the requirements of Section 13(a) or Section 15(d) of the Securities
Exchange Act of 1934; and

the information contained in the Report fairly presents, in all material respects, the financial condition and
results of operations of the Company.

October 22, 2012

/s/ WILLIAM C. RHODES, III
William C. Rhodes, III
Chairman, President and
Chief Executive Officer
(Principal Executive Officer)

1
0
-
K

Exhibit 32.2

CERTIFICATION PURSUANT TO
18 U.S.C. SECTION 1350, AS ADOPTED PURSUANT TO
SECTION 906 OF THE SARBANES-OXLEY ACT OF 2002

In connection with the Annual Report of AutoZone, Inc. (the “Company”) on Form 10-K for the fiscal year ended August 25,
2012, as filed with the Securities and Exchange Commission on the date hereof (the “Report”), I, William T. Giles, certify,
pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002, that:

(i)

(ii)

the Report fully complies with the requirements of Section 13(a) or Section 15(d) of the Securities
Exchange Act of 1934; and

the information contained in the Report fairly presents, in all material respects, the financial condition and
results of operations of the Company.

October 22, 2012

1
0
-
K

/s/ WILLIAM T. GILES
William T. Giles
Chief Financial Officer and Executive
Vice President – Finance, Information
Technology and ALLDATA
(Principal Financial Officer)

corporate information

Corporate Information

AutoZone’s CEO Team

Our leadership team is comprised of 46 individuals who work tirelessly to support
and continue to enhance the AutoZone that exists today. We lead as a team and we
win as a team. Through their support and guidance, but most importantly through the
commitment and passion of our 70,000+ AutoZoners across North America, Europe
and Brazil, the Company is well positioned for future growth and prosperity.

Ofﬁ cers
Customer Satisfaction
William C. Rhodes, III†
Chairman, President and
Chief Executive Ofﬁ cer

Executive Vice Presidents
Customer Satisfaction
William T. Giles†
Chief Financial Ofﬁ cer, Information
Technology and ALLDATA

Harry L. Goldsmith†
General Counsel and Secretary

Senior Vice Presidents
Customer Satisfaction
Mark A. Finestone†
Merchandising

William W. Graves†
Supply Chain and International

Ronald B. Grifﬁ n†
Chief Information Ofﬁ cer, IT

Lisa R. Kranc†
Marketing

Thomas B. Newbern†
Store Operations and
Store Development

Charlie Pleas, III†
Controller

Larry M. Roesel†
Commercial

Michael A. Womack, Esq.†
Human Resources

Corporate Development Ofﬁ cer
Customer Satisfaction
Robert D. Olsen

Vice Presidents
Customer Satisfaction
Rebecca W. Ballou
Assistant General Counsel,
Assistant Secretary

L. Dan Barzel
Merchandising

Jon A. Bascom
IT

B. Craig Blackwell
Stores

Brian L. Campbell
Tax, Treasury and Investor Relations

Kenneth S. Klein
Merchandising

Jeffery W. Lagges
President, ALLDATA

Mitchell C. Major
Operations Support

Grant E. McGee
Stores

Ann A. Morgan
Field Human Resources

Philip B. Daniele
Merchandising

Robert A. Durkin
Stores

William R. Edwards
Merchandising

Joseph Espinosa
Stores

Preston B. Frazer
Internal Audit

Stephany L. Goodnight
Replenishment

David A. Goudge
Commercial Sales

Eric S. Gould
Commercial Support

James C. Grifﬁ th
Store Development

William R. Hackney
Merchandising Pricing and Analysis

Rodney C. Halsell
Distribution

Domingo J. Hurtado
President, AutoZone de México

J. Scott Murphy
Strategic Planning and Business Development

Jeffrey H. Nix
IT

Raymond A. Pohlman
Government and Community Relations

Elizabeth S. Rabun
Loss Prevention

Anthony D. Rose, Jr.
Visual Merchandising

Juan R. Santiago
IT

Joe L. Sellers, Jr.
Stores

Brett L. Shanaman
Marketing

Richard C. Smith
Stores

Jamey Traywick
e-Commerce

Solomon A. Woldeslassie
Transportation

Kristen Collier Wright
Assistant General Counsel,
Assistant Secretary

† Required to ﬁ le under Section 16 of the
Securities and Exchange Act of 1934.

Board of Directors

William C. Crowley (3)
Managing Member
CRK Capital Partners, LLC

Sue E. Gove (1,3*)
President and COO
Golfsmith International Holdings, Inc.

Earl G. Graves, Jr. (2*,†)
President and CEO
Earl G. Graves Publishing Co., Inc.

Robert R. Grusky (2)
Managing Member
Hope Capital Management, LLC

Enderson Guimaraes
Chief Executive Ofﬁ cer
PepsiCo Europe

J.R. Hyde, III
AutoZone Founder
Chairman
GTx, Inc.

W. Andrew McKenna (1*)
Retired

George R. Mrkonic, Jr. (1,2)
Non-Executive Chairman
Paperchase Products Limited

Luis P. Nieto (1,3)
President
Nieto Advisory LLC

William C. Rhodes, III
Chairman, President and CEO
AutoZone, Inc.

(1) Audit Committee
(2) Compensation Committee
(3) Nomination and Corporate
Governance Committee
* Committee Chair
† Lead Director

Transfer Agent and Registrar

AutoZone Websites

Form of 10-K / Quarterly Report

Computershare Investor Services
P.O. Box 43069
Providence, RI 02940-3069
(877) 282-1168
(781) 575-2723
www.computershare.com

Annual Meeting

The Annual Meeting of Stockholders of
AutoZone will be held at 8:30 a.m. CST, on
December 12, 2012, at the J.R. Hyde III
Store Support Center, 123 South Front Street,
Memphis, Tennessee.

Investor Relations:
www.autozoneinc.com

Company Website
www.autozone.com

Stock Exchange Listing

New York Stock Exchange
Ticker Symbol: AZO

Auditors

Ernst & Young, LLP
Memphis, Tennessee

Code of Ethical Conduct

AutoZone’s Code of Ethical Conduct is
available on its Investor Relations website at
www.autozoneinc.com.

AutoZoners have delivered a fourth
consecutive year of amazing results,
working as 1TEAM and focusing on living
our Pledge, Values and culture of WOW!
Customer Service on a daily basis. It is this
commitment that allows us to succeed and
face the future knowing that we are 1TEAM
Delivering WOW!

Stockholders may obtain, free of charge, a
copy of AutoZone’s annual report on Form
10-K, its quarterly reports on Form 10-Q
as ﬁ led with the Securities and Exchange
Commission and quarterly press releases by
contacting
• Investor Relations
P.O. Box 2198
Memphis, TN 38101
• phoning (901) 495-7185 or
• emailing investor.relations@autozone.com

Copies of all documents ﬁ led by AutoZone
with the Securities and Exchange
Commissions, including Form 10-K and Form
10-Q, are also available at the SEC’s EDGAR
server at www.sec.gov.

Stockholders of Record

As of August 25, 2012, there were 2,917
stockholders of record, excluding the number
of beneﬁ cial owners whose shares were
represented by security position listing.

123 S. Front Street
Memphis, Tennessee 38103-3607
(901) 495–6500
www.autozone.com