There's no car like a Motorpoint car
Motorpoint Group Plc
Annual Report and Accounts 2025
Motorpoint is the UK's leading retailer of predominantly nearly new vehicles.
Making car buying easy has been our purpose for over 25 years.
It's the reason why we have such a rich history of adapting to the needs of our customers and continually innovating to deliver the best car buying experience possible.
P07
Decades of putting our customers at the centre of everything we do has given us
Car buying made easy
Market overview
Our strategy
P17-19
Strong volume growth and
Strategic Report 01 2025 highlights 02 At a glance
Strategic Report
Investment case
Our business and our market 05 The Car Buyer's Champion 06 Our customers' journey
Market overview
How we deliver value to customers
10 Chair's statement
12 Chief Executive's statement
16 Key performance indicators
17 Our strategy
20 Section 172(1) statement
24 Environmental, Social and Governance (ESG)
37 Task Force on Climate related Financial Disclosures (TCFD)
48 Financial review
52 Risk management
Governance
56 Viability statement
58 Principal risks and uncertainties
67 Non financial and sustainability information statement
Governance
70 Board of Directors
72 Introduction to governance
74 Corporate governance report
77 Audit Committee report
82 Nomination Committee report
86 ESG Committee report
87 Remuneration Committee report
89 Remuneration policy
100 Annual report on remuneration
110 Directors' report
116 Statement of Directors' responsibilities
Financial Statements
Financial Statements
118 Independent Auditors' Report
Consolidated statement of comprehensive income
Consolidated balance sheet
Consolidated statement of changes in equity
Consolidated cash flow statement
Notes to the consolidated
an unparalleled understanding of what people want when they buy a car.
a return to profitability. Well
161
financial statements Company balance sheet
For investor relations information, visit our website: https://www.motorpoint.co.uk/plc/ investor-relations/why-invest/
This is why we believe so strongly in giving our customers unrivalled Choice, Value and Quality. There's no car like a Motorpoint car.
positioned to accelerate
strategic growth plans."
Mark Carpenter Chief Executive Officer
Read our Chief Executive's statement on page 12Company statement of
changes in equity
Notes to the company financial statements
Alternative Performance Measures (APMs)
Glossary
Shareholder information and advisors
Strategic Report
01
2025 Highlights
Return to profitabilityReturn to profitability, market share outperformance and strong foundations for growth. Named as one of the Top 115 best big companies to work for by Sunday Times.
Turnover
£1,173.1m
2025 £1,173.1m
2024 £1,086.6m
Basic earnings per share
3.7p
3.7p 2025
(9.3)p 2024
Retail volume (units sold)
59,919
2025 59,919
2024 52,572
Dividend per share
1.0p
2025 1.0p 2024 Nil
Profit/(loss) before taxation
£4.1m
£4.1m 2025
£(10.4)m 2024
Gross profit per retail unit
£1,335
2025 £1,335
2024 £1,222
Profit/(loss) after taxation
£3.2m
£3.2m 2025
£(8.4)m 2024
Customer acquisition cost per retail unit
£177
2025 £177
2024 £190
Price leadership
stock priced good, great or low1
99.9%
2024: 99.9%
Market share
0-6 year old car market2
Governance
2.4%
2024: 2.1%
Days in stock
43 days
2024: 45 days
Net Promoter Score (NPS)
80
2024: 82
Located across the UK
21 stores
2024: 20 stores
Sunday Times
Financial Statements
Top 115
best big companies to work for
15.9m
Website sessions
2024: 13.7m
Autotrader price indicators (March 2025).
Based on data produced by the Society of Motor Manufacturers and Traders (SMMT) for period April 2024 to March 2025.
02
Strategic Report
At a glance
Our purpose is to make car buying easy
We're here to help our customers buy the car they want, in the way they want. There is no car like a Motorpoint car.
Our vision
Our vision is to be the Car Buyer's
Champion, by offering unrivalled Choice, Value and Quality.
People powered
At our heart we are a people powered business and it is our talented people who help customers when purchasing a vehicle from Motorpoint - giving them the advice they're looking
for, ensuring everything is to the standard they expect and developing new innovations, products and services that constantly improve the purchasing process. This is evidenced by our industry leading NPS ratings.
Omnichannel customer experience
Governance
By focusing on making car buying easy for our customers, we have been able to create the very best omnichannel experience - one that combines the convenience and benefits of searching and buying online, home delivery and reserve and collect with an extensive nationwide retail network ensuring high levels of quality, service
and support.
The Motorpoint Virtuous Circle remains at the core of everything we do
Our operating model of how our employees and stakeholders interact, the Motorpoint Virtuous Circle, combined with our values of Proud, Happy, Honest and Supportive continue to provide a robust framework for explaining how we get things done and what factors to consider when decisions are required.
Proud
Honest
Happy
Financial Statements
Supportive
Motorpoint Group Plc Annual Report and Accounts 2025
03
Strategic Report
Investment case
What makes us different
Governance
Our omnichannel approach gives customers the choice of buying cars through our store network, by phone or online, or through a combination of all channels.
Digital transformation providing opportunities for growth
01
More than 25 years of customer insight and innovation
05
Nationwide store network
02
Retail sales of nearly new vehicles - focused on those under five years and less than 40,000 miles
06
Buying cars direct from customers
03
Always low prices delivering
great value
07
Agility, reacting with speed to market conditions
04
Trade sales through our digital auction site for vehicles not meeting our retail criteria
08
Inventory management, vehicle reconditioning, logistics and store operations expertise
Customers prefer to buy used cars on an omnichannel basis, combining digital channels with physical touchpoints
01
Relentless focus on customer experience
04
Expanding digitally led car buying service
02
Significant investments in technology and focused marketing
05
Website improvements boosting traffic
03
Financial Statements
Online capability provides operating model opportunities
06
Improvements to wholesale digital selling experience
Motorpoint Group Plc Annual Report and Accounts 2025
Our business and our market
Motorpoint
Our retail offer of nearly new cars that are mostly under five years old and have completed less than 40,000 miles provides customers with an omnichannel purchasing journey combining online with
21 retail stores nationwide.
04
Strategic Report
<5 years
<40,000 miles
Online and in store
Nearly new consumer vehicles
Governance
Consumer omnichannel
A Group focused on growth through
#1
Value retailer
£153
Low online average buyers' fees
Low
Cost base
27
Years as a leading player in the nearly new market
3,572
Cars purchased through 'Sell Your Car'
two distinct brands
Auction4Cars.com
Auction4Cars.com, a business to business
and entirely online auction marketplace
platform, allows an efficient and quick route for sale of vehicles which do not fall into our nearly new retail criteria. The customer experience continues to be enhanced.
>5 years
Financial Statements
>40,000 miles
Online only
Wholesale vehicles
Motorpoint Group Plc Annual Report and Accounts 2025
05
Strategic Report
The Car Buyer's Champion
There's no car like a Motorpoint car
Governance
Our vision is to be the Car Buyer's Champion, by offering unrivalled
Choice, Value and Quality.
Choice
Choice for our customers means not only the model and price range of available vehicles we stock, but also the options through which they can view, purchase, and
take delivery of their vehicle such as same day driveaway or home delivery. In March 2025, we had 36 makes and 538 models in stock, with 2,478 different trim levels.
Value
We are able to secure the best stock at competitive prices and we pass those savings on to our customers ensuring we offer stand out vehicles at unbeatable prices. We are also able to offer financing options, extended warranties and other ancillary products for our customers.
99.9%
of vehicles priced Good, Great or Low on
Autotrader (March 2025)
(April 2024: 99.9%)
Quality
Motorpoint Quality Standard sits at the core of our operations, ensuring we deliver the highest levels of quality of nearly new vehicles and customer service along the entire customer journey. Our cars are rigorously checked from engine to exhaust by our experts and sold under warranty. NPS improved during the year and reached 84 in the final quarter.
80
Net Promoter Score (FY24: 82)
Had a great experience at Motorpoint buying my first car! I appreciated all the staff
Financial Statements
members I interacted with who made the process of viewing and purchasing very simple.
I would 100% recommend Motorpoint to anyone looking to buy their next car."
Trustpilot, May 2025
Motorpoint Group Plc Annual Report and Accounts 2025
06
Strategic Report
Our customers' journey
Making car buying easy… online and/or in store
Governance
We have invested in creating a deeply embedded digital and retail omnichannel customer journey that gives the car buyer the choice of how to buy their next car in a way that fits their lifestyle.
Easy to find Easy to view
Easy to buy/sell your car
Easy to collect Easy to contact
In store
21 store locations
Customer teams within stores
Online
Website enhancements to help find the right car - make/model by lifestyle, by budget
Diverse and vast range of stock to browse and test drive
360° virtual tour of the vehicle and gallery of images
with comprehensive technical specifications
Enthusiastic team to help customer through the process
Digital end to end journey
Finance completed in privacy of own home and with access to
all information
Same day driveaway
Home delivery
Reserve and collect
Buy online, collect in store
Handover completed in less than 30 mins
Quality, service and fulfilment
support both online and at store, and
Financial Statements
in person
Extensive choice
Great value, Motorpoint Price Promise, including 'Double the Difference'
Seamless journey between online research and in store experience
Competitive part exchange prices
Flexible finance options
Benefits
Warranty, paint protection and alloy/smart repair packages
Car buying service
Payment made within minutes of car buying deal being agreed
Award winning customer service
14 day money back guarantee on home delivery
High quality and standards guaranteed
Market overview
in FY25, along with an improvement in supply of nearly new vehicles.
Used prices of petrol and diesel cars remained generally stable, although we did experience greater fluctuations in Electric Vehicles, which resulted in a more cautious approach to the volumes we stocked in FY25. Demand for Motorpoint cars increased and we outperformed our market. Brilliant Basics (our right sizing and margin improvement programme) has ensured the foundations for future growth, as Motorpoint aims to take advantage of reducing market pressures.
07
Strategic Report
Governance
The whole Motorpoint experience made finding the vehicle I needed easy, especially with the help of Finley who was very helpful, knowledgeable and kept me informed every step of the way."
Trustpilot, April 2025
Our used car market grew 0.6% in FY25. Motorpoint outperformed the market, with retail volume growth of 13.9%.
Car market
Motorpoint's core proposition is the sale of predominantly nearly new vehicles, the majority of
Consumer confidence
FY25 saw lowering inflation and a welcome fall in interest rates,
albeit small, following a prolonged
Buying habits
The use of digital services is becoming universal amongst car buyers. Some degree of physical
New car registrations in the UK1
1.95m
Y/E 31 DEC 2023
1.99m
Y/E 31 DEC 2024
1.99m
Revenues
£1,086.6m
2024
£1,173.1m
2025
£1,173.1m
Market Share1
(0-6 year old vehicles)
2.4%
which are up to five years old and have covered fewer than 40,000 miles. We monitor available market statistics, notably from the SMMT, which give us transaction volumes for target market cars (but do
2.1%
2024
2.4%
2025
not include recorded mileage.)
We therefore use the transaction volumes as a proxy for our available market. Following the modest acceleration of new car production, the supply of nearly new vehicles available to us increased, and
we were therefore able to focus on newer cars for much of FY25.
Following periods of rapid deflation in FY23 and FY24, used car prices generally remained more stable
in FY25.
period of increases. Whilst this was welcome, confidence was impacted by further uncertainty following the General Election and Autumn Budget. Despite this
backdrop, Motorpoint experienced increased demand, and its market outperformance reflected the Brilliant Basics programme in
FY24 and its focus on Choice, Value and Quality.
We remain cautious given continuing low levels of consumer confidence, however, as supply slowly improves and macroeconomic pressures further reduce, this should improve.
connection continues to be preferred by most customers to provide reassurance and trust in their purchase. In other words, UK consumers prefer to buy used cars and ancillary services on a cross channel basis, using digital
Financial Statements
channels and physical touchpoints interchangeably on their purchasing journey. Following the sharp rise in interest in pure online car buying towards the start of the decade and around COVID time, it is now generally accepted that car dealerships need a physical store presence to work seamlessly with its digital channels.
1. Based on data produced by the Society of Motor Manufacturers and Traders (SMMT).
How we deliver value to customers
Agility, culture, efficiency
08
Strategic Report
Following the rightsizing of the business in FY24 to react quickly to prevailing economic conditions, we continue to focus on efficiency to improve the
Governance
consumer experience - making changes, both small and large, and with pace."
Our strength lies in our ability to be agile and responsive - in our people and our culture, and in our constant focus on improving operational efficiencies across our digital platforms and retail network. Investment in technology is delivering operational efficiency.
Key strengths and resources
New stores and growth opportunity
We can open wherever we see a market opportunity; speed and scale are in our control. Existing dealerships tend to be cheaper to fit out. We paused our aggressive rollout in FY24 after Ipswich opened in May 2023, but restarted the programme in FY25, with the December opening of Norwich, our 21st store.
Operational control
We have no external restrictions. Proprietary IT systems can be built; we have bespoke values led development and team engagement programmes; marketing can be via any channel
or into any geography; our modest showroom fit out costs support Motorpoint's value proposition.
We rightsize the business to ensure that our team member numbers efficiently support consumer demand. We are agile, making the right decisions at pace.
Breadth of stock
We have on average between 35 and 40 brands available in store or online, spanning all the leading makes and models (and
fuel types), sourced from multiple channels. All stock is available nationally. Our industry leading stock turn means we can quickly turn our pitches, and therefore regularly showcase to customers new offerings.
Retail product offer
Our retail proposition continues to be on nearly new cars; our product offering is supported by providing finance packages to our customers through our
Financial Statements
finance partners as well as offering warranty, alloy/smart repair and paint protection products.
Financing
We are free to negotiate for the most competitive terms on the external market.
Car buying
Our service allows us to purchase cars direct from consumers.
Depending on their age/mileage, cars can either be sold through Motorpoint (thus providing a further supply chain route), or via the Auction4Cars.com platform.
Motorpoint Group Plc Annual Report and Accounts 2025
Strategic Report
09
How we deliver value to customers continued
How we deliver for our customers
Retail stores
Our retail stores offer sales, vehicle preparation (different levels of scale) and a large display area.
All stores offer refreshment and lounge facilities to enhance our customers' experience and
comfort. Locations are generally positioned for ease of access and located within close proximity of a large population. We have invested in automation to speed up the customer journey. Our digital contactless purchase process allows customers the option to complete their vehicle purchase
in store or online, visit our store
researching or buying, enhancing the conversion to sale on our website. We have also worked hard to ensure a seamless customer journey between online research and in store experience through our shortlist feature (a unique reference enabling the team to continue the customer journey quickly in store or via email/ telephone), as well as maximising the website's speed.
Home delivery
Our customers can choose a vehicle, arrange finance,
purchase and have it delivered to them, without having to leave their home.
Governance
Underpinned by our values
Our operating model is focused on putting our employees first. This means empowering our team and giving them the skills and confidence to champion the customer. We achieve this through living our core values and team commitments.
to collect their vehicle, and drive away in under 30 minutes.
Retail websites
We constantly innovate to deliver outstanding customer service and we have a nationwide home delivery service. Our improved website allows us to maintain
a convenient and trusted user experience as customer
preferences evolve. Our ongoing focus to upgrade imaging and vehicle specification details provide customers with substantial information on the vehicle they are
Part exchanges
Motorpoint generally sells vehicles with less than 40,000 miles, and less than five years old, to retail customers. Vehicles in excess of this mileage and age purchased from a customer are sold through our wholesale E-commerce platform Auction4Cars.com.
This platform provides invaluable live data on the latest valuation of vehicles sold and allows us to offer the best price to our customers for their part exchange.
Proud
We are proud of what we do, how we do it and the people who make it happen - we stand out from the crowd and are proud to work as part of Team Motorpoint.
Happy
We enjoy what we do and we show it - a smile is contagious and our teams wear them naturally with pride. A happy team makes for
a better working environment which in turn translates to a great customer experience.
Supportive
Financial Statements
We have a one team ethos and understand that together we achieve more. We are a united team focused on a common goal and vision and will always help our customers and colleagues alike #drivingdreams®.
Honest
This applies to our teams, investors and customers. Courage and honesty are the vehicles
for positive change and Team Motorpoint has embraced this.
Chair's statement
FY25 saw moderate improvement in macroeconomic headwinds - slight
10
Strategic Report
Strategic opportunity
More than three years ago,
Our long term strategy is to become the UK's
largest used car dealer by providing market leading digital services."
Persevering through a difficult market
The used car industry has faced difficult market conditions for several years. High interest rates, periods of car price volatility, depressed consumer demand and constrained vehicle supply combined to cause upheaval in the industry and reduce our sales and profits. After a particularly challenging FY23, and facing similar conditions in FY24, Motorpoint quickly implemented a rightsizing and margin
improvement programme with the aim to limit losses and preserve cash. This restructuring, which continues to be in place today, proved critical to limiting losses during FY24 and positioning the Company to benefit from market improvement in FY25 and beyond.
reductions in interest rates, periods of improved consumer sentiment, more stable used car pricing and some loosening of supply. I am pleased that Motorpoint was able to benefit from these moderate market improvements and, indeed, outperform the market. We grew retail sales and market share strongly, increased our margins and reduced days in stock. This, coupled with our more efficient cost base, ensured a return to meaningful levels of profitability and cash generation for the year.
As much as we would like to believe that the challenges are behind
us, this would be premature. The supply of used vehicles, particularly those meeting our nearly new criteria, remains subdued. Interest rates remain high, and the effect of global disruptions in trade on the UK used car industry are unclear.
Nevertheless, we are cautiously optimistic that economic trends are favourable, confident that Motorpoint is well positioned to benefit from
an improved used car market, and looking increasingly to the future by modestly increasing our investment in our strategic capabilities.
Motorpoint announced a departure from its historic approach by more aggressively embracing the role of technology and digital services in its business and setting forth more ambitious goals. We have since expressed our long term strategy to become the UK's largest used car dealer by providing market leading digital services, and
Governance
Financial Statements
by redefining the omnichannel business model by developing integrated consumer journeys across our digital, store, customer service and delivery channels that will meet changing consumer needs. We believe this to be our central strategic opportunity.
Underpinning Motorpoint's new capabilities will be contemporary technology and data practices which will not only enable unique omnichannel customer journeys but will improve efficiency in our key processes such as selling, vehicle preparation, logistics, pricing and inventory turnover.
Strategic Report
11
Chair's statement continued
Beginning soon after embarking on this ambitious strategic agenda, and continuing through to today, significant economic challenges have continued to negatively impact the used car market and Motorpoint in particular. Although the Company remained committed to its strategic direction and
to our belief in the size of our opportunity, Motorpoint's capacity to invest in its strategic plans has naturally been constrained. We have made modest but targeted strategic progress while balancing our ambitions with responsible financial management.
With a positive FY25 behind us, and cautious optimism for further improvement in FY26 and beyond, we will again consider targeted investments toward our long term strategic plans.
We look forward to continuing improvements to our website, returning to our programme of adding stores, developing selective key technology infrastructure, building data tools in pricing, transport and
allocation, scaling our Sell Your Car direct purchase proposition, and testing market opportunities for aftersales service. As market conditions continue to improve, and Motorpoint's profits and cash generation grow proportionately, our confidence in a more aggressive pace of strategic investments will grow as well.
We remain convinced of our long term strategic opportunity and look forward to pursuing it with as much vigour as conditions allow.
Capital allocation
Motorpoint has consistently demonstrated its ability to generate cash, even in tougher economic times. Last year, while making selective strategic investments in data, technology and marketing, we successfully completed the repurchase and cancellation of
3.6 million shares. We have recently commenced a further buyback programme to repurchase and cancel another 3 million shares, and have plans to reintroduce a dividend. Our priority remains to invest cash responsibly in pursuit of our ambitious strategic agenda.
However, we believe the buybacks and dividend are an appropriate use of excess cash and an enhancement to shareholder value.
Throughout the year, we regularly engage with our shareholders
to ensure there is a clear understanding of how the Group's business is managed to generate sustainable returns and long term success. To that effect, following dialogue with Saray Capital, our largest shareholder, we will be inviting Mr Majed Hashim, Chair and CEO of Saray Capital, to participate as a board advisor. We anticipate this role may include periodic meetings with management and
the Chair of the Board of Directors, and his attendance at select future standalone strategy sessions with
Governance
our Board and management team. We look forward to benefiting from his insights and experience at these meetings.
Financial Statements
I would like to thank the Motorpoint team for their agility and resilience over the past
few years which has positioned the business well, and for their positive performance in FY25.
I am delighted that their hard work has been rewarded with a return to profitability and market outperformance.
John Walden Chair
12 June 2025
Chief Executive's statement
Employees - named as one of the Top 115 best big places to work in 2025 by Sunday Times
Customers - Record level NPS in Q4FY25 (84)
Shareholders - Significant increase in profit, and returning cash to shareholders
Overview
Having returned to profitability
During the year, we recommenced our new store expansion programme with the Group's
21st store opening in Norwich in December 2024. Notwithstanding the ongoing consumer and macroeconomic environment, Motorpoint is in a strong position to grow further, and I am cautiously optimistic for the FY26 outlook.
I was also pleased to announce another share buyback programme, post year end
on 3 April 2025, following the successful completion of last year's £5 million buyback. In addition, the Board has proposed the recommencement of a progressive dividend policy, with a full year dividend of 1.0p per share. This reflects both our ability to generate strong cash flow while achieving sustainable growth, and our focus on delivering attractive returns to shareholders.
Return to profitable growth We launched Brilliant Basics in FY24 to focus on driving operational excellence, which
resulted in a lean cost base, faster stock turn and lower prices, with the cumulative effect of improving profitability. The benefits started to materialise in the final quarter
12
Strategic Report
Our response to the macroeconomic challenges we faced in FY23 and FY24 has demonstrated our resilience by focusing on relentless plan
Governance
execution to do what is right for our customers. We continue to remain focused on ensuring we stock the best value, affordable used cars, as well as reinforcing our 'Double the Difference' lowest price guarantee. We expanded our use of data to better inform buying and dynamic pricing decisions, which supported strong metal margin performance. This agile approach helped us minimise any overage stock
and, where necessary, clearance was supported by marketing investment. Days in stock reduced further to an industry leading 43 days (FY24: 45 days). Strong metal margin and ancillary product performance helped offset lower finance commissions which continue to be impacted by
high interest rates.
Financial Statements
As previously reported, we significantly reduced our headcount in FY24, when we rightsized the business. Whilst the FTE headcount at year end
increased to 779 (FY24: 710), as we cautiously responded to increased
Our confidence grew in FY25 to enable investment acceleration, further enhancing our digital capabilities and recommencing our new store opening programme."
in the first half of FY25, I am very pleased with our performance across the full year, delivering profitable growth and significantly outperforming the wider used
car market.
of FY24 and have continued
throughout FY25. Retail units grew strongly, up 13.9% on FY24, despite lapping tougher comparatives in the final quarter which slowed
the rate of growth. We also outperformed our peers, with market share growth of 12.3%.
customer demand, this remains significantly below the high of almost 950 in early FY23.
Strategic Report
13
Chief Executive's statement continued
Strategy update - focus on accelerated growth plans Despite the market challenges during FY24, we remained committed to our long term growth aspirations, whilst focusing in the short term on margin improvement, cost base management and cash
generation, as well as furthering the strategic objectives that offer the best near term returns. Our strong cash position allowed
us to continue making targeted strategic investments, with further improvements in technology involving both our retail and wholesale businesses.
As our confidence grew through the year, it enabled us to accelerate investment, further enhancing our digital capabilities and upscaling our E-commerce offering and recommencing our new store opening programme. Norwich opened in December 2024 and is trading successfully. As well as having the capability to prepare its own cars (and thus
being less reliant on transportation from other sites), it benefits from having a larger pitch capacity.
Norwich is our 21st store, and we envisage that future openings will be at similar sized, larger locations. In addition, we have significantly invested in our original store at Derby, which includes expanding the site, therefore increasing the number of vehicles on display for customers alongside a brand new, better positioned showroom.
We continued to enhance our digital capabilities in FY25, which translated into increased website traffic and resultant leads. Enhancements continue to be made to our website, and we believe that it is now one of the best in the market. Sales from digital leads increased
by 16% and we are becoming increasingly more efficient in how the marketing budget is spent.
Customer acquisition cost per retail unit fell from £190 to £177 over this same period. Website sessions increased 16%
to 15.9 million.
Data is becoming ever more fundamental to how we operate; from what prices we set daily,
to what streams of marketing work best in a rapidly changing
marketplace. As such, we continue to bolster our data and digital teams, and where necessary, attain input from third party experts. We are now able to provide our buying teams with real time data to allow them to have further confidence when acquiring vehicles, and also to inform selling price decisions.
We are also expanding our Sell Your Car (SYC) proposition - our car buying service direct from consumers - buying 3,572 cars in the year, and c.300k vehicles were valued for SYC and part exchange.
Increased customer demand, coupled with the successful execution of our Brilliant Basics programme, has resulted in a return to profitability in FY25, and provides the Board with increasing confidence to establish organic plans to accelerate growth.
Governance
The Board has reviewed future plans, and whilst investing in organic growth remains the priority, it has concluded that cash generation can also support returning significant levels of cash back to shareholders by way of buybacks and dividends.
The Group's strategic growth priorities in FY26 and beyond are:
Expansion of supply channels
SYC expansion
Increase number and scale of sourcing channels
New store openings
Norwich blueprint for larger stores
Financial Statements
Target areas of country with little market presence
Data and AI to further inform buying and pricing
Buying decisions based on internal and external data
Dynamic pricing, led by data
Site allocation to aid faster stock turn
Broaden brand reach Develop aftersales customer offer
Invest in new and existing • MOTs in house channels to reach consumer • Service plans/product
Website destination for research sales trials and buying
Motorpoint is extremely well Further technology development positioned to accelerate growth to enhance the customer journey and make significant market share
Best in class website; continue to gains while capitalising on the invest, to optimise functionality above priorities to improve the
Webchat/Chatbox enhancement; customer offering and increase maximise AI opportunity efficiency.
Complete omnichannel approach
to CRM with full personalisation
Expand paid media opportunity
Chief Executive's statement continued
Strategic Report
The Motorpoint Virtuous Circle remains at the core of everything we do
Our operating model of how our employees and stakeholders interact, the Motorpoint Virtuous Circle, combined with our values of Proud, Happy, Honest and Supportive, continue to provide a robust framework for explaining how we do business.
The Virtuous Circle begins with our employees. We are extremely pleased to be named by the
Sunday Times as one of the Top 115 best big places to work in 2025.
We measured team satisfaction in H2 FY25 with a nationwide survey. Our response rate was an excellent 90%, and we achieved an overall engagement score of 83%, ahead of the industry benchmark. Our goals in FY25 were to increase communication through regular one to ones, All Hands meetings and relaunching Learning and Development courses, all of which have been very successful. As
is the norm here at Motorpoint for many years, nobody works on their birthday and our "One Big Dream" initiative (two hours off) can be used monthly for the team's fulfilment. As the pace of
business expansion increases, and we open more stores, recruiting high calibre team members will be especially important, and we will remain focused on not only hiring the strongest talent, but also on training and culture enhancement.
We believe that the engagement of our team is directly correlated to our customers' satisfaction.
As we innovate our omnichannel customer experiences, our highly engaged team continues to deliver what we believe is a market leading proposition of Choice, Value, and Quality to our loyal customers with an unerring focus on customer satisfaction. Our NPS for sold vehicles did dip slightly
in the first half to 77, levels last seen in FY19 and FY20. However, following strong focus across the whole business, our NPS score improved to above 80 in the second half, and finished FY25 at record levels (Q4 FY25: 84).
The final piece of our Virtuous Circle is delivering for our shareholders.
We are delighted that we have successfully returned to profitability. Cash generation has been strong which enabled us to successfully execute the share buyback, commence another, and restart our progressive dividend programme, whilst not having to compromise on strategic investment.
Environmental, Social and Governance (ESG)
The ESG Committee has continued to lead on setting and refining
our environmental, social, and governance objectives. Our ambition remains to be the UK's most environmentally responsible used car retailer. Over the reporting period, we have made tangible progress against our ESG targets.
We have achieved further reductions in energy consumption, with Scope 1 and 2 emissions and business travel in total down 4.9% compared to the previous period, on a same space basis. During the year, we cut total waste by more than 140 tonnes (15.6%) despite increased business activity, underscoring our commitment
Governance
to operational sustainability. Through close collaboration with supply chain partners, we are embedding responsible environmental practices across
operations. A particular highlight is our initiative to repurpose end of life tyres for use in community playground infrastructure.
Following increased public interest in March 2025, which reported industry malpractices relating
to the disposal of tyres, we reaffirm that all our tyre recycling is conducted domestically
in accordance with stringent UK standards.
Financial Statements
Social responsibility continues to be a key area of focus. We
conducted our external employee engagement and wellbeing survey in partnership with WorkL, which achieved a 90% response rate across the business. The overall Happiness Score was 83%, a rating that is independently classified as excellent. This, along with the Sunday Times' recognition of Motorpoint being one of the
best big places to work in 2025, provides evidence that we continue to make excellent progress.
14
Strategic Report
15
Chief Executive's statement continued
Outlook
Positive momentum has continued into FY26:
Delivered retail volume growth across April and May (against tougher prior year
comparatives), and profitability increased on previous year
Vehicle pricing remains generally stable
Metal margins further strengthening, aided by data insight
Growing supply from our SYC channel
Ancillary product performance positive, supported by new products
Financial Statements
NPS running at all time high
We expect ongoing macroeconomic pressures to generally ease, with further, moderate reductions in interest rates and the supply of nearly new used vehicles should continue to slowly increase.
Governance
However, we remain mindful consumer confidence in the near term remains uncertain. We will continue to prudently manage cost base despite labour inflation headwinds.
Mark Carpenter
Chief Executive Officer
12 June 2025
Key performance indicators
For FY25 we have identified those KPIs that best align to our strategy,
Non financial KPIs
Financial KPIs5
Revenues
£1,173.1m
2025
£1,173.1m
2024
£1,086.6m
2023 £1,440.2m
16
Strategic Report
Gross profit
£90.8m
2025
£90.8m
2024
£73.1m
2023 £85.7m
Market share
(0-6 year old market)1,2
2022 N/A
2.2%
2023
2.1%
2024
2.4%
2025
2.4%
Estimated sale orders from digital leads3
2025
2024
2023
2022
27.0k
23.2k
21.1k
19.3k
27.0k
2022 £1,322.3m
Gross profit per retail unit
£1,335
2022 £106.3m
Profit/(loss) before tax and exceptional items
Governance
£4.1m
Net Promoter Score4
80
2025 80
Number of stores4
21
2025 21
2025 £1,335
2024 £1,222
2023 £1,300
2022 £1,446
Net cash/(debt)6
£6.6m
2025 £6.6m
2024 £9.2m
2025 £4.1m
2024 £(8.2m) 2023 £(0.3)m
2022 £21.5m
Profit/(loss) after tax
£3.2m
2025 £3.2m
£(8.4)m 2024
2024 | 82 | 2024 | 20 | ||
2023 | 84 | 2023 | 19 | ||
2022 | 84 | 2022 | 17 |
2023 £5.6m
£(21.2)m 2022
£(0.6)m
2023
Financial Statements
2022 £16.9m
Based on data produced by the Society of Motor Manufacturers and Traders (SMMT).
0-6 year old cars not a focus in 2022.
Basic earnings per share
7p
2025
3.7p
Dividend per share
1.0p
2025 1.0p
Based on number of reservations, test drives, and enquiries originating from digital channels.
Number of open stores at year end.
Definitions of terms can be found in the Glossary on page 168.
Cash less any borrowings, excluding lease liabilities.
(9.3)p 2024
(0.7)p 2023
2022 18.7p
2024
2023
2022
Nil Nil Nil
Expand supply chain channels
SYC relaunch and expansion
Source from profitable channels
Focus on newer cars, and those with best margin
Develop aftersales/ customer offer
MOT in house
Service plans/ product sales
Car ownership cycle
1
Restart new store openings
Norwich opened December 2024
Target where there's little market presence
7
2
Technology development
Best in class website
Embrace AI opportunities
Integrated customer data
6
Accelerate for growth
3
Data to further inform
Buying decisions
Pricing
Store vehicle allocation
5 4
People growth
Reinvigorate Learning and
Development strategy
•
Maintain a culture promoting
high performance
•
Further develop emplo
yer brand
Broaden brand reach
Evolve advertising
Website destination for research and buying
Earn customer's lifetime loyalty and enhance CRM
Strategic Report
17
Our strategy
The Car Buyer'sChampionGovernance
Focused on plans to accelerate profitable growth.
Our Values
Proud Happy
Honest Supportive
Financial Statements
Motorpoint Group Plc Annual Report and Accounts 2025
Strategic Report
18
Our strategy continued
New store openings
More stores boost national footprint -brand awareness increases, and new
customers attractedFY25 highlights
New store opening programme recommenced
Norwich successfully opened in December 2024
Governance
Target 10% market share in each market we operate in
Significant number of opportunities across the country remain
Ongoing pipeline of potential opportunities being explored
Use market share data by postcode to identify the best locations
Focus on larger site locations, with bigger pitch capacities than the more recent openings
New stores will be able to prepare their own cars
All A4C locations are now housed on a retail site, and are not standalone
Our very first Motorpoint store in Derby upgraded and expanded
Selected stores to be refitted in FY26
Digital and data approach
Financial Statements
Website refresh yields results
FY25 highlights
Launched a completely revised version of the SYC functionality
Coming Soon cars (cars in preparation) added to the website to increase choice
Warranty and ancillary products can now be included in the Finance Calculator to increase awareness and purchase rates
Custom deposit functionality added for customers looking to purchase with zero or very low deposit
Multiple website and content initiatives to improve the user experience, Core Web Vitals and SEO performance
New Data Platform designed, built, and delivered in nine months
Three new data tools built to drive performance and efficiency, covering buying, allocation and pricing
Motorpoint Group Plc Annual Report and Accounts 2025
| Attention: This is an excerpt of the original content. To continue reading it, access the original document here. |