Slide 1: Third Quarter 2025 Financial Results
Third Quarter 2025 Financial Results Investor Presentation October 28, 2025 Group 1 Automotive 2025
Slide 2: Forward looking statements
Forward looking statements This presentation contains "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995, which are statements related to future, not past, events and are based on our current expectations and assumptions regarding our business, th
Slide 3: 3Q25 Summary
3Q25 Summary ($MM) Financial Results: Total Company Revenues Same Store Revenues + Record quarterly total revenues of $5.8B, increased 10.8% YoY driven by 11% $5,783 quarterly records in used vehicle, parts and service and F&I revenues. 6% $5,409 + Record quarterly parts and service revenues and gro
Slide 4: Strong Earnings & Significant Cash Flow Generation
Strong Earnings & Portfolio Parts & Service Building Full Significant Optimization Growth Local Scale Rooftop Potential Cash Flow Generation + Continued strong EPS: + Balanced M&A, share + Outperformance of the peer + Provides a competitive + Optimizing operations at 29% CAGR repurchases and dividen
Slide 5: Portfolio Optimization
Portfolio Optimization 2019-20 2021 2022 2023 2024 2025 YTD* Acquisitions: Acquisitions: Acquisitions: Acquisitions: Acquisitions: Acquisitions: $0.4B $2.5B $0.9B $1.1B $3.9B $0.6B (15 franchises) (58 franchises) (11 franchises) (9 franchises) (84 franchises) (11 franchises) M&A Dispositions: Dispos
Slide 6: 2025 U.S. Acquisitions
2025 U.S. Acquisitions Four Luxury dealerships with expected annual revenues of $540 million + Portfolio Optimization: Following recent disposals of smaller, lower volume dealerships, these acquisitions include higher throughput. + Highly desirable brands: Acquisitions include 1 Lexus, 2 Mercedes-Be
Slide 7: Business Diversification
Business Diversification Parts & Service business provides stability in economic cycles Revenue Gross Profit Parts & Service is the heart of Group 1’s >40% 4% Finance & Insurance business model and generates of total gross profit 13% Parts & Service 26% Used Vehicles New Vehicles 3Q25 Fixed Absorpti
Slide 8: Diversified Geographic Footprint
Diversified Geographic Footprint United Kingdom England & Wales Total U.S. & U.K.* 113 Dealerships 259 Dealerships 29% of New Vehicle Unit Sales* 324 Franchises United States 35 Collision Centers 17 States Maine (4) 36 Brands Lancashire (2) 146 Dealerships New Hampshire (4) Boston Metro (18) Greater
Slide 9: 3Q25 YTD Brand Diversification
3Q25 YTD Brand Diversification Revenue Mix Unit Mix 19% 17% Brand diversity reduces risk from evolving consumer preferences 37% 45% 20% 38% 44% 12% Import Luxury Domestic Import Luxury Domestic 9% 8% 8% 7% 7% 6% 6% 5% 2% 2% 2% 2% 2% 1% <1% Other May not add to 100% due to rounding Group 1 Automotive
Slide 10: New Vehicle Overview
New Vehicle Overview GPI on Target with the New Vehicle Industry Total New Vehicle U.S. New Market 3Q25 GPI U.S. Same Store Retail Unit Sales: +5% YoY Revenues ($MM)* Size1 (MM) 3Q25 U.S. New Market Unit Sales1: +6% YoY Annual New Vehicle Units +10% 17 18 17 2019-2024 17 17 CAGR 16 16 15 15 14 2024
Slide 11: Used Vehicle Overview
Used Vehicle Overview GPI Outperforms Used Vehicle Industry 3Q25 GPI U.S. Same Store Retail Unit Sales: +3% YoY 3Q25 U.S. Used Market Unit Sales3: +1% YoY Total Used Vehicle U.S. Used Market Revenues ($MM)* Size1 (MM) 41 Annual Used Vehicle Units U.S. Market Share2 +12% 2019-2024 CAGR 40 40 Retail 3
Slide 12: Finance & Insurance Overview
Finance & Insurance Overview 3Q25 U.S. Same Store F&I GP PRU Record All-Time High of $2,506 +5% YoY U.S. F&I Gross Profit Per Retail Unit (PRU) Improved F&I Profitability $2,428 $2,338 $2,368 $2,460 via focus on compliance & growth: $2,155 $1,951 + Optimized financing strategy with OEM partners and
Slide 13: Parts & Service Overview
Parts & Service Overview Strong Financials + Stability of free cash flow through economic cycles + Above sector-average growth through strategic emphasis on customer service Competitive Advantage + Technology: Easy online booking, #1 ranked call center(1) and customer management software improve eff
Slide 14: Parts & Service Overview
Parts & Service Overview Service-to-Service Retention by Model Year* 74% 76% 73% 74% 73% 72% 70% 69% 68% 66% 68% 61% Consolidated P&S Revenue (1) ($MM) +11% 2019-2024 CAGR 2024 2023 2022 2021 2020 *Represents vehicles having 2 service visits in 12 months . 2019 2018 2017 2016 2015 10+ Yrs Average 3Q
Slide 15: Battery EV Parts & Service Outlook
Battery EV Parts & Service Outlook Our dealerships are equipped to service all powertrain types + GPI is investing in the tooling & + BEVs still require repairs and technician training for all brands maintenance, despite not needing some common low-margin maintenance services such as oil + We are ad
Slide 16: Group Leadership Team
Group 1 Leadership Team Daryl Kenningham Pete DeLongchamps Gillian Hobson President, CEO and Director SVP, Financial Services and SVP, Chief Legal Officer and Manufacturer Relations Corporate Secretary Joined GP1 July 2011 Joined GP1 July 2004 Joined GP1 January 2023 + 35+ Years Industry Experience
Slide 17: Group 1's Core Values
Group 1’s Core Values Integrity Transparency Professionalism Teamwork Respect We conduct ourselves with the We promote open and honest We set our standards We put the interest of the group We treat everyone, customers highest level of ethics both communication between each high so that we can exceed
Slide 18: Appendix
Appendix 2025 Financial Results Group 1 Automotive 2025
Slide 19: Revenue, Adjusted EPS, Adjusted FCF
Revenue* ($MM) Adjusted EPS* Adjusted FCF* ($MM) $45.85 $803 $44.24 $19,934 $39.29 $17,874 $656 $35.02 $16,412 $581 $13,802 $504 $12,044 $426 $10,852 $18.06 $237 $10.93 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 +11% +29% +16% CAGR CAGR CAGR *Based on c
Slide 20: Cash Flow Summary
Cash Flow Summary + $148 million in + $311 million in share buybacks capital expenditures year-to-date representing 5% year-to-date of share count Adjusted Operating Cash Flow* $916 Adjusted Free Cash Flow* Rent Adjusted Total Liquidity $803 Leverage Ratio ($MM) $755 $720 $683 $656 $581 3.0x $1,216
Slide 21: Income from Operations & Margin Trend
Income from Operations & Margin Trend Adjusted Operating Margin* 6.6% 6.5% 5.5% 4.9% 5.0% 4.7% 4.4% $1,058 3.4% $991 $945 $893 $753 $702 Adjusted Operating Income* ($MM) $526 395 2019 2020 2021 2022 2023 2024 3Q24 YTD 3Q25 YTD *See Appendix for Non-GAAP Reconciliations Group 1 Automotive 2025 21
Slide 22: Debt & Interest Rate Exposure
Debt & Interest Rate Exposure + GPI’s total debt at September 30, 2025 including floorplan was Debt Maturities in millions, excludes floorplan $5.4B: $ 1,709 ~$1,920 million of floorplan debt ~$1,180 million of mortgage debt ~$1,250 million of bond debt $925 ~$710 million of acquisition line debt ~$
Slide 23: Real Estate Strategy
Real Estate Strategy Dealership Property Breakdown by Region (as of September 30, 2025) GPI is shifting toward owning more real estate: Dealerships Region Owned Leased United States 119 27 + Control of dealership real estate is a strong strategic asset United Kingdom 66 47 Total 185 74 + Ownership m
Slide 24: Auto Tariffs
Auto Tariffs Having successfully navigated challenging market conditions in the past, we are well-prepared to remain agile in response to the latest tariff and policy changes. Our proven business model and adaptive strategy enable us to respond swiftly and manage costs effectively. 2024 GPI U.S. New
Slide 25: Non-GAAP Reconciliations
Non-GAAP Reconciliations 2025 Financial Results Group 1 Automotive 2025
Slide 26: Non-GAAP Financial Measures, Same Store Data, and Other Data
Non-GAAP Financial Measures, Same Store Data, and Other Data In addition to evaluating the financial condition and results of our operations in accordance with U.S. GAAP, from time to time our management evaluates and analyzes results and any impact on the Company of strategic decisions and actions
Slide 27: Reconciliation: Adjusted Income from Operations (Non-GAAP)
Reconciliation: Adjusted Income from Operations (Non-GAAP) 3Q24 3Q25 (Unaudited, $MM) 2019 2020 2021 2022 2023 2024 YTD YTD As Reported Income from $358 $496 $884 $1,091 $969 $909 $715 $595 Operations Asset impairments and 22 27 2 2 34 40 6 128 accelerated depreciation (Gain) loss on real estate and
Slide 28: Reconciliation: Adjusted Cash Flow (Non-GAAP)
Reconciliation: Adjusted Cash Flow (Non-GAAP) 3Q24 3Q25 (Unaudited, $MM) 2019 2020 2021 2022 2023 2024 YTD YTD Operating Cash Flow (GAAP) $371 $805 $1,260 $586 $190 $586 $374 $565 Change in Floorplan notes payable - credit facilities and other, excluding (43) (314) (491) 320 505 133 120 (63) floorpl
Slide 29: Reconciliation: Adjusted Continuing Ops Earnings Per Share
Reconciliation: Adjusted Continuing Ops Earnings Per Share (Non-GAAP) (Unaudited) 3Q24 3Q25 As Reported EPS from Continuing Ops $8.68 $1.02 After Tax Adjustments: Asset impairments and accelerated depreciation 0.07 8.73 (Gain) loss on real estate and dealership transactions 0.01 (0.04) Catastrophic
Slide 30: Reconciliation: Adjusted Total Earnings Per Share (Non-GAAP)
Reconciliation: Adjusted Total Earnings Per Share (Non-GAAP) (Unaudited) 2019 2020 2021 2022 2023 2024 As Reported EPS $9.34 $15.51 $30.11 $47.14 $42.73 $36.81 After Tax Adjustments: Asset impairments and accelerated depreciation 0.94 1.69 0.07 0.10 1.82 2.26 (Gain) loss on real estate and dealershi
Slide 31: Reconciliation: Adjusted SG&A (Non-GAAP)
Reconciliation: Adjusted SG&A (Non-GAAP) (Unaudited, $MM) 3Q19 3Q25 SG&A Expenses – GAAP $343 $655 Gain (loss) on real estate and dealership transactions (1) (1) Catastrophic Events (12) - Legal items and other professional fees - (6) Severance Costs - - Acquisitions costs - (4) SG&A Expenses – Non-
Slide 32: Thank You
Thank You Group 1 Automotive 2025