Genuine Parts Company · NYSE:GPC
Genuine Parts — Investor Presentation (May 2025)
28 slides from Genuine Parts's investor presentation, May 2025
Slide 1: Genuine Parts Company Investor Presentation
Genuine Parts Company Investor Presentation May 2025
Slide 2: Safe Harbor Statement
Safe Harbor Statement FORWARD-LOOKING STATEMENTS: Some statements in this presentation, as well as in other materials we file with the Securities and Exchange Commission (SEC), release to the public, or make available on our website, constitute forward-looking statements that are subject to the safe
Slide 3: Our Purpose: We Keep the World MOVING
Our Purpose: We Keep the World MOVING Our Our Our Mission Vision Values BE THE Employer of Choice Be the leading global Serve BE THE automotive and industrial Perform Supplier of Choice parts distributor and Influence BE A solutions provider. Respect Valued Customer Innovate BE A Good Corporate Citi
Slide 4: GPC Operating Principles
GPC Operating Principles One GPC Team working together to create customer success How We Play and stakeholder value Earn strategic leadership positions in industries, geographies, Where We Play customers and suppliers with opportunities to profitably grow Invest and differentiate in Talent & Culture
Slide 5: GPC Snapshot (as of 3/31/2025)
GPC Snapshot (as of 3/31/2025) Global Footprint Key Statistics TTM Revenue by Region Founded 1928 Headquarters Atlanta, GA Countries Served 17 Locations ~10,810 • Distribution Centers ~195 • Branches/Service Centers ~750 16% Europe • Retail (Owned/Independent) ~9,865 74% Employees 63,000+ North Amer
Slide 6: History of Disciplined Execution to Drive Profitable Growth
History of Disciplined Execution to Drive Profitable Growth 2019 Acquired Strong History of Sales and Profit Growth 1968 Sold 2020 Increased Sales and Profit in 91 1928 Began trading 2013 2025 Founded 1976 Acquired GPC Auto Todo Inenco and 79 Years of 97-Year History, on NYSE: GPC Acquired and EIS R
Slide 7: Our Market-Leading Global Automotive Business
Our Market-Leading Global Automotive Business Largest network of parts and care Diversification of Business 2024 Sales by Region Growth Opportunities 10% Canada • Right part, right place, right time 53% • Sales Team Effectiveness U.S. • Unique commercial customer base 12% Australasia • Strengthen su
Slide 8: Our Market-Leading Industrial Business
Our Market-Leading Industrial Business Growth Opportunities • Expand industrial services and value-add solutions capabilities Leading industrial parts distributor and value-added • M&A to further boost product/service offerings solutions provider in North America and • Enhance pricing and product ca
Slide 9: The Power of One GPC Team
The Power of Operating Leverages Capture Based on its Translate into strategy shared values opportunities global business differentiated that … and teamwork uniquely available mix and scale performance and to … to GPC … that … shareholder value One GPC Team Working Together to Create Customer Succes
Slide 10: Together, Our Business Mix Creates Value
Together, Our Business Mix Creates Value Each are value-added, Commercial and talent best End market and cash flow service-oriented practice sharing given similar dynamics are complementary distribution businesses strategic initiatives through cycle Numerous shared vendor Cost efficiencies driven re
Slide 11: Sustainable Competitive Advantage
Sustainable Competitive Advantage Best-in-Class Enhanced Global Presence Operating Technology and Brand Strength and Distribution Solutions Efficiencies • Long and successful • Shared services • Improved omni-channel company history and technologies capabilities to meet customers’ needs and • Larges
Slide 12: Diversified and Complementary Markets
Diversified and Complementary Markets Automotive Industrial Positive long-term growth outlook for Nearshoring given disruptions in global miles driven supply chain Growing and aging of car parc Strong outlook for automation and robotics solutions Complexity of vehicles increasing, Need for industria
Slide 13: Addressable Market of $350B+
Addressable Market of $350B+ Automotive Industrial $200B+ Global Market $150B+ Global Market 10 7 3 United States 51 Europe North America Canada Australasia 133 Australasia 150 Historical Historical Regions Market Share Industry Growth Regions Market Share Industry Growth United States 7% +2-3% Nort
Slide 14: Strategic Investment Priorities
Strategic Investment Priorities Talent & Sales Supply Emerging Culture Effectiveness Chain Technology Develop high-potential Utilize data and analytics to Modernize operations to Lead in emerging talent and infuse capabilities understand our customer increase productivity and technologies and levera
Slide 15: Strong Balance Sheet and Financial Flexibility
Strong Balance Sheet and Financial Flexibility Balance Sheet Highlights1 Liquidity Profile1 Debt Maturity Schedule1 ($M) ($B) ($B) ($M) Cash / Cash Equivalents $0.4 Revolving Credit Facility $1.2 3.98% Q1’25 Average Interest Rate Accounts Receivable $2.5 5 $940 Cash $0.4 $819 Inventory $5.6 Total Av
Slide 16: Cash Flow Supporting Growth
Cash Flow Supporting Growth Working Capital1 Working Capital Initiatives 61 ✓ Timely collections 70.00 55 50% 60.00 47 48 50.00 41 38 40% ✓ Effective inventory management 40.00 * 30 28 ✓ Extended terms and programs with 30% 24 27 30.00 22 13% 11% 11% 11% 20% vendors 20.00 9% 8% 7% 8% 10.00 6% 5% 6%
Slide 17: GPC Capital Allocation
GPC Capital Allocation 2020-2024 Capital Deployment FY’24 and FY’25 Outlook Strategic Investments 12% ✓ $567M FY’24 Capital Expenditures • Estimated $400M – $450M FY’2025 Capital Expenditures 39% M&A ✓ $1.1B FY’24 Capital Deployed ~$8.8B1 28% • Estimated $300M – $350M FY’25 M&A Capital Outlay Share
Slide 18: Strategic Approach to M&A
Strategic Approach to M&A Strategic Filters Financial Criteria Talent and Culture Accretive Sales Growth and Margin Rates Key Product Category Extension Accretive to EPS Within First Year Market Leadership ROIC > GPC Cost of Capital Geographic / Market Expansion Post-Synergy Purchase Price Multiple
Slide 19: 69 Consecutive Years of Dividend Growth
69 Consecutive Years of Dividend Growth Dividend History $4.12 ✓ 2025 annual dividend of $4.12/share, a 3% increase ✓ 2-3% dividend yield ✓ Among “2024 Dividend Kings” - with 50+ years of increasing dividends $0.35 '85 '86 '87 '88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '
Slide 20: Environmental Social Governance
Environmental Social Governance 2024 GPC Sustainability Report GPC INVESTOR PRESENTATION | 20
Slide 21: Experienced Leadership Team with Deep Industry Expertise
Experienced Leadership Team with Deep Industry Expertise Will Stengel Bert Nappier Naveen Krishna Jenn Hulett Chris Galla President & CEO EVP, CFO EVP, CIDO EVP, CPO SVP, General Counsel 2019 2022 2021 2024 & Corporate Secretary 2024 2022 2021 2024 2005 2020 Randy Breaux James Howe Alain Masse Franc
Slide 22: Supportive Board With Diverse Expertise and Experience
Supportive Board With Diverse Expertise and Experience Board Composition 75% 25% 33% 6 Years Independent Women Diverse1 Average Directors Tenure Paul D. Donahue Richard Cox, Jr. P. Russell Hardin John R. Holder Expertise and Experience CEO / Leadership Position 75% Finance and Accounting 67% 58% Don
Slide 23: GPC as Investment of Choice
GPC as Investment of Choice Talented team Size and scale Leading positions Clear strategic Continued with deep across diverse in large and plan underpinned delivery of strong expertise to drive industries and fragmented by M&A for financial results value geographies to automotive and robust growth t
Slide 24: Appendix
Appendix GPC INVESTOR PRESENTATION | 24
Slide 25: Segment Data
Segment Data Appendix A Reconciliation of EBITDA to Net Income 2025 2025 2024 2024 (in thousands) TTM Q1 Full Year Q1 Q2 Q3 Q4 Net sales: Automotive $ 14,860,001 $ 3,664,888 $ 14,769,133 $ 3,574,020 $ 3,726,991 $ 3,799,789 $ 3,668,333 Industrial 8,709,006 2,201,181 8,717,436 2,209,611 2,235,576 2,17
Slide 26: Reconciliation of Non-GAAP Financial Measures
Reconciliation of Non-GAAP Financial Measures Appendix A Reconciliation of 2019 Net Sales Excluding Divestitures For the Year Ended December 31, 2019 Net Sales of Businesses Net Sales Excluding GAAP Total Net Sales (in thousands) Divested in 2019 (1) Divestitures Net sales: Automotive $ 10,993,902 $
Slide 27: Reconciliation of Non-GAAP Financial Measures (Cont.)
Reconciliation of Non-GAAP Financial Measures (Cont.) Appendix A Free Cash Flow (in thousands) Three Months Ended March 31, 2025 TTM Ended March 31, 2025 Net cash (used in) provided by operating activities $ (40,827) $ 892,118 Purchases of property, plant and equipment (119,840) (571,489) Free cash
Slide 28: Explanation of Adjustments
Explanation of Adjustments Appendix B (1) Loss on software disposal: Adjustment reflects a loss on an internally developed software project that was disposed of due to a change in management strategy related to advances in alternative technologies. (2) Product liability damages award: Adjustment ref
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