Group 1 Automotive : 1Q26 Financial Results and Company Overview - dated 4/30/2026

Published: 2026-04-30 05:06:12 ET GPI

Published on 04/30/2026 at 05:06 am EDT

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, the economy and other future conditions. In this context, the forward-looking statements often include statements regarding our strategic investments, goals, plans, projections and guidance regarding our financial position, results of operations and business strategy, including the annualized revenues of recently completed acquisitions or dispositions and other benefits of such currently anticipated or recently completed acquisitions or dispositions. These forward-looking statements often contain words such as "expects," "anticipates," "intends," "plans," "believes," "seeks," "should," "foresee," "may" or "will" and similar expressions.

While management believes that these forward-looking statements are reasonable as and when made, there can be no assurance that future developments affecting us will be those that we anticipate. Any such forward-looking statements are not assurances of future performance and involve risks and uncertainties that may cause actual results to differ materially from those set forth in the statements. These risks and uncertainties include, among other things, (a) general economic and business conditions, (b) the impacts of sustained levels of inflation, (c) developments in U.S. and global trade policy, including the imposition by the U.S. of significant tariffs on the import of automobiles and certain materials used in our parts and services business and the resulting consequences (including, but not limited to, retaliatory tariffs by non-U.S. nations, supply chain disruptions, vehicle and part cost increases and demand decreases and potential recessions in the U.S. and U.K.), (d) the level of manufacturer incentives, (e) our ability to comply with extensive laws, regulations and policies applicable to our operations, including BEV mandates in the U.K. and their impact on new vehicle demand, (f) our ability to obtain an inventory of desirable new and used vehicles (including as a result of changes in the international trade environment), (g) our relationship with our automobile manufacturers and the willingness of manufacturers to approve future acquisitions, (h) our cost of financing and the availability of credit for consumers, (i) our ability to complete acquisitions and dispositions, on a timely basis, if at all and the risks associated therewith, §) our ability to successfully integrate recent and future acquisitions and realize the expected benefits from consummated acquisitions, (k) foreign exchange controls and currency fluctuations, (I) the armed conflicts in Ukraine and the Middle East, (m) our ability to maintain sufficient liquidity to operate, and (n) a material failure in or breach of our vendors' information technology systems and other cybersecurity incidents.

For additional information regarding known material factors that could cause our actual results to differ from our projected results, please see our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K, Quarterly Reports on Form 10-Q and Current Reports on Form 8-K. Readers are cautioned not to place undue reliance on forward-looking statements, which speak only as of the date hereof. We undertake no obligation to publicly update or revise any forward-looking statements after the date they are made, whether as a result of new information, future events or otherwise.

Local Focus

Improves customer experience and offers a unique value proposition through multiple brand options within a market

Selling and servicing in our local markets builds retention and strengthens the customer ownership cycle

Provides GP1 more opportunities to increase share of garage

Leverages marketing efforts to drive business within our markets

Reduces costs and increases throughput via centralized processes

Differentiated Parts &

Service Business

Outperformance of the peer group's average same store growth rate over several of the past years

#1 ranked call center provides outstanding customer service*

Day work week is differentiator when recruiting

AI appointment setting has driven a -40% penetration in online appointment making

Provides stable, countercyclical complement to retail business

Delivers compelling competitive advantage, powered by:

Continued process improvements

Ongoing investment in attracting and retaining talent

a. Operational Excellence

in All That We Do

Targets optimized operations at each dealership to achieve "full rooftop potential"

Lowers operating costs through standardization of key processes and sharing of business resources

Scale amplifies the impact of our operational excellence, allowing us to unlock additional value

4. Disciplined Capital

Planning and Allocation

Balanced M&A, share repurchases and dividends

59.2 billion in acquired revenues since the beginning of 2021

6.9 million shares repurchased since the beginning of 2021 representing 38% of share count **

5130.2 million returned to shareholders in dividends since 2021

Low rent-adjusted leverage provides flexibility to engage in M&A

Integrity | Transparency | Professionalism | Teamwork | Respect

*Based on the 2025 Pied Piper PSI Service Telephone Effectiveness Study

**As of April 30, 2026

1Q26

1Q25

$2,562

(4)%

$2,680

$1,775

$1,755

$216

$226

$704

(5)%

$692

(2)%

$5,505

Consolidated Revenues

$5,407

1Q26

1Q25

$2,463

(4)%

$2,569

$1,708

$1,686

$209

$219 (5)%

$677

$648

$5,197

(1)%

$5,260

Same Store Revenues

Parts & Service

Finance & Insurance

Used Vehicle Retail

New Vehicle Retail

Financial and Strategic Highlights

Strategic Highlights

In April 2026, we implemented U.S.

cost-cutting actions, reducing headcount by -700 and cutting contract and vendor expenses, with expected annualized savings of -S50 million.

Benefit begins in 2Q26

In the U.K. we are continuously taking decisive actions to control costs, including workforce realignment and strategic closing of underperforming facilities

Portfolio optimization - disposed of dealerships representing €570 million of annualized revenue during 2026 YTD focusing on higher-return stores in priority markets

Repurchased 0.2 million shares representing 2% of our outstanding shares in 1Q26

*See Appendix for Non-GAAP Reconciliations

Financial Highlights

Despite a challenging quarter in automotive retail, Group 1 delivered solid results by staying focused on what can be controlled and building a strong and resilient business for longterm value despite short-term challenges

Parts and service continues to be a differentiator for Group 1, with gross margin increasing 1.7% this quarter to 56.8%

Record quarterly U.K. revenues and gross profit were driven by record performance in used vehicle retail, parts and service and F&I

1Q26 diluted EPS from continuing ops was S10.82 and adjusted diluted EPS from continuing ops was 58.66*

U.S. Brand Diversification

Sacramento (2)

9 Oklahoma City

Kansas City (3)

7 Dallas-Ft Worth

Maine (4)

New Hampshire (4)

NYC Metro (1)

Philadelphia Metro (1)

Atlantic City (2)

18 Boston Metro

Other

2.2%

2.0%

1.7%

1.0%

0.3%

0.2%

10.6%

10.1%

8.5%

8.4%

7.5%

7.2%

25.6%

Santa Fe (3)

Albuquerque (4)

Amarillo (1)

Tulsa (4)

Atlanta (3)

Columbus (4)

Mobile (1)

Augusta (1)

Charlotte (1)

Columbia (1)

Hilton Head (3)

7 Washington DC Metro

Los Angeles (3)

El Paso 6

San Antonio (4)

Corpus Christi (1)

Shreveport (2)

Gulfport (1)

New Orleans (2)

Pensacola/Panama City (3)

Fort Myers (3)

30%

20%

Units

50%

23%

39%

Revenue

38%

Miami (1)

Lubbock 6

Austin 8

19 Houston

*As of April 30, 2026; Sales based on YTD results as of March 31, 2026.

May not add to 100% due to rounding

U.K. Brand Diversification

10.0%

14.0%

13.7%

22.1%

21.5%

5 Greater Manchester

Merseyside (4)

Lancashire (2)

Derbyshire (4)

Lincolnshire (1)

3.4%

2.1%

7.0%

8 Cheshire

North Wales (1)

Shropshire (1)

Leicestershire (2)

Nottinghamshire (3)

7 Norfolk

5 Cambridgeshire

Other

Warwickshire (2)

34%

62%

Gloucestershire (1)

Bedfordshire (1)

Suffolk (4)

11 Hertfordshire

Units

32%

65%

Revenue

Oxfordshire (1)

Berkshire (4)

10 Essex

Wiltshire (2)

6 Kent

Devon (1)

Dorset (1)

5 Hampshire

West Sussex (1)

East Sussex (2)

10 Greater London

5 Surrey

*As of April 30, 2026; Sales based on YTD results as of March 31, 2026. May not add to 100% due to rounding

Local focus leads to a better customer experience, anincreased share of garage and enhanced operational eRiciencies

Our markets offer customers more brands to choose from and more options for service, including used off-make parts and service support, resulting in a better customer experience and increased revenue opportunities

More than 58% of U.S. households have 2 or more cars in the

garage(1)

Offering multiple brands in a market allows Group 1 to address this significant opportunity

Provides consolidated used vehicle purchasing, transfer and reconditioning and more focused and efficient marketing spend

(1) 2024 American Community Survey, Household Size by Vehicles Available, United States Census

Recently launched El Pasa marketing

Local focus Differentiated Parts & Service

Business

Operational Excellence in All That We Do

Disciplined Capital Planning and Allocation

Parts & Service Provides Stable and Countercyclicat Complement to Retail Business

HeartofGPI'sbusinessmodel

Gross

Highest margin segment of the business, representing 15% of Q1 2026 revenue, but delivering 46% of Q1 2026 total gross profit

2026 Fixed Absorption* 95%

Stable free cash flow throughout economic

cycles

Above sector-average growth through strategic emphasis on customer service

Revenue

Profit

13%

25%

36%

46%

47%

10%

20%

Finance & Insurance Parts & Service Used Vehicles New Vehicles

*Fixed absorption calculation: parts & service gross profit divided by total company fixed costs plus parts & service selling expenses

Local focus

Differentiated Parts & Service Business

Operational Excellence in All That We Do

Disciplined Capital Planning and Allocation

Parts & Service Gives Group1 a Compelling Competitive Advantage

Technology

Easy online booking, #1 ranked call center(1) and customer management software improve efficiency and close rates

Talent Retention

4-day work week, air conditioning in facilities and technician tools program

Market Positioning

Increasing vehicle complexity benefits franchised dealers with better trained and equipped service departments as the car park ages and average mileage increases

(1) Based on the 2025 Pied Piper PSI Service Telephone Effectiveness Study

Local focus Differentiated Parts & Service

Business

Operational Excellence in All That We Do

Disciplined Capital Planning and Allocation

phone & chat lead)

macroeconomic environment

Performance to Achieve

Costs and Optimizes Dealership

Operational Excellence Lowers

Our strategy generates

in-market efficiencies (used vehicle purchasing / transfers / reconditioning, marketing spend and impact, loyalty program, customer experience center)

Standardization across rooftops structurally lowers costs company-wide (warranty operating model, technician acquisition and retention, procurement, used vehicle purchasing and service-to-sales integration)

Increased scale through M&A leverages this impact

GPI is currently in its strongest position of the decade in collective Customer Satisfaction, Service Loyalty and Sales Expectancy performance

Operational Excellence in All That We Do

Al isbeing applied to the business' highest value profit drivers

Across New Vehicles, Used Vehicles, Parts & Service, and SG&A functions

Acquire & Retain Customers

24/7 lead capture, routing, response, and appointment setting

Al-assisted sales coaching and follow-up

Automated Service reminders and customer reactivation

Designed to support higher conversion, stronger retention, and greater customer lifetime value

Optimize Inventory

& Margin

Al-supported acquisition from auctions and trade-ins

Appraisal, pricing, and inventory decision support

Warranty submission assistance and compliance review

Designed to improve sourcing decisions, used-vehicle economics, and margin capture

Streamline Operations

& Cash Conversion

Digitized deal processing

Documenting, posting, and invoicing automation

Faster exception handling with fewer manual touches

Designed to support SG&A efficiency, shorter cycle times, and improved cash conversion

Al remains an enterprise-wide priority, with ongoing pilots across frontline and support workflows

BLK siness

That We Do

Allocation

to identify, refine, and scale high-value use cases.

Strategy

01 Local focus via Proven Cluster

02 Diffe i entiated Parts & Service o 3 Operational Excellence in All

04 Disciplined Capital Planning and 12

Focused, Experienced Management Team

Has a Proven Track Record of Exceptional Performance

Daryl Kenningham

President, CEO and Director

35+ Years Industry Experience

Manufacturer and Automotive Retailing Experience Joined GP1 July 2011

Pete DeLongchamps

SVP, Financial Services and Manufacturer Relations

35+ Years Industry Experience

Manufacturer and Automotive Retailing Experience

Joined GP1 July 2004

Giflian Hobson

SVP, Chief Legal Officer and Corporate Secretary

20+ Years Corporate Legal Experience

M&A, Capital Transactions, Securities Disclosure, and Corporate Governance Experience

Joined GP1 January 2023

Melkeya McDuffie

SVP and CHRO

20+ Years Human Resources Experience Across Multiple Industries and Geographies

Joined GP1 August 2025

Daniel McHenry

SVP and CFO

15+ Years Industry Experience

Public Accounting and Automotive Retailing Experience

Joined GPI February 2007

Mark Raban

CEO, UK Operations

20+ Years Industry Experience

Automotive Retailing and Finance Experience

Joined GP1 October 2024

Shelley Washburn

SVP and Chief Marketing Officer

30+ Years Industry Experience

Automotive Marketing and Automotive Retailing Experience

Joined GP1 January 2024

Philip Southwick

VP, Retail Operations

15+ Years Industry Experience

Manufacturer and Automotive Retailing Experience Joined GP1 June 2010

Local

Diffe i entiated Parts & Service

BLK siness

Operational Excellence in All That We Do

Disciplined Capital Planning and Allocation

Disciplined Capital Allocation Prioritizes Highest Return Opportunities

S9.2 billion in acquired revenues since the beginning of 2021 - focus on great stores and great brands in growth markets

-6.9 million shares repurchased since the beginning of 2021 representing 38% of our share count*

Acquired Revenues

CapitalReturned

to Shareholders

$555M

$25.6M

$23.7M

Returned S130.2 million to shareholders in dividends since 2021, with the dividend raised consistently over the period

Portfolio optimization of smaller, less profitable stores - -S2.6B in revenue disposed since 2021**

$3.9B

$2.5B

$1.1B

$0.9B

$0.6B

$0.1B

2021 2022 2023 2024 2025 2026

$23.9M

$211M

$173M

$521M

$25.2M $25.2M

$162M

$6.6M

$72.4M

YTD

2021 2022 2023 2024 2025 2026

Low rent-adjusted leverage of 3.lx, as of March 31, 2026 provides flexibility to engage in M&A as attractive opportunities emerge

*As of March 31, 2026

** Excludes Brazil disposition

Buybacks Dividends

2026 figures reflect year-to-date activity through March 31, 2026, and are not directly comparable to prior full-year periods

YTD

01 Loca!focus 02

Diffe i entiated Parts & Service BLK siness

Operational Excellence in All

03 04

That We Do

Disciplined Capital Planning and Allocation

Group1 is Positioned to Win

Attractive, world class brand mix in growing markets

Best-in-class approvability due to longstanding relationships with nearly all global light vehicle OEMs

Strong financial position with low rent-adjusted leverage

World-class operations throughout the organization

Experienced leadership team with proven track record of performance

Well-positioned to deliver sustainable revenue growth and meaningful long-term value

Differentiated Parts and Services business drives countercyclical growth to retail business

Proven track record of financial delivery

Optimized capital allocation to enable share repurchases, dividends and M&A

Consistent, robust adjusted free cash flow generation

Revenue* ($MM)

$22,571

$19,934

$17,874

Adjusted EPS*

$45.85 $44.24

$35.02

$39.29 $40.83

Adjusted FCF* ($MM)

$803

$656

$581

$12,044

$16,412

$13,802

$426

$504 $494

$10,852

+25%

$10.93

$18.06

$237

CAGR

2019 2020 2021 2022 2023 2024 2025

CAGR

2019 2020 2021 2022 2023 2024 2025

CAGR

2019 2020 2021 2022 2023 2024 2025

New Vehicle Overview

Total New Vehicle Revenues (€MM)*

2019-2025

CAGR

U.S. New Market Size1 (MM)

Annual New Vehicle Units

17 18 17 17 17

16 16 16

2025

2024

2023

2022

2021

10,990

9,972

8,775

7,562

6,710

15 15

GPI vs. New Vehicle

Industry

1Q26 GPI U.S. Same Store Retail Unit Sales: -9% YoY

1Q26 U.S. New Market Unit Sales1: -7% YoY

2020

5,581

2019

6,314

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

*Includes Brazil discontinued operations

1Source: LMC Automotive/GlobalData

Total Used Vehicle Revenues (€MM)*

+13%

2019-2025

CAGR

GPI vs. Used Vehicle Industry

1Q26 GPI U.S. Same Store Retail Unit Sales: -8% YoY

1Q26 U.S. Used Market Unit Sales3: -3% YoY

U.S. Market Share2

2025

2024

2023

Retail Wholesale

7,802

6,642

6,135

U.S. Used Market Size1 (MM)

Annual Used Vehicle Units

32%

34%

2022

2021

2020

6,092

4,874

3,414

39 39

40 40

36 36

34%

New Vehicle Dealers Used Vehicle Dealers

2019

3,722

Private Party

*Includes Brazil discontinued operations

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

1 Source: Edmunds, Cox Automotive and NADA Used Vehicle Data

3Source: Cox Automotive

2Source: NADA-U.S. Used Vehicle Data

Consolidated P&S Revenue (1) ($MM)

2019-2025

CAGR

Service-to-Service Retention by Model Year*

62%

79% 76% 75% 75% 74% 73%

71% 71% 69% 65% 70%

2025

2024

$2,4

,845

2023

$ 2,222

2022

2021

$ 1,630

2020

2019

$1,389

$1,510

2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 10+ Yrs Average

1Q26 U.S. SS P&S

Revenue Change YoY

1Q26 U.S. SS

20%

17%

25%

P&S Mix (2)

Includes Brazil discontinued operations

Customer Pay

Wholesale

Warranty

Collision*

55%

63%

Revenue Gross Profit

May not add to 100% due to rounding; excludes internal reconditioning

*Strategic reduction of collision footprint to repurpose space to higher-margin service business

Finance & Insurance Overview

Optimized financing strategy with OEM partners and consolidated lender relationships

Integration of compliance, training and benchmarking to offer a consistent and transparent experience for internal and external customers

Growth in product penetration

1Q26 U.S. Same Store Adjusted F&I

GP PRU: +4% YoY

U.S. F&I Penetration & Gross Profit PRU

U.S. F&I Gross Profit Per Retail Unit (PRU)

2019

2020

2021

2022

2023

2024

2025

1Q26

Finance

72%

73%

70%

68%

70%

72%

VSC

42%

44%

45%

44%

45%

44%

Maintenance

14%

15%

18%

19%

24%

Other

17%

20%

22%

21%

23%

24%

27%

Gross Profit

€1,782

€1,951

€2,155

€2,428

€2,338

€2,368

€2,466

€2,535*

$1,782

$1,951

$2,155

$2,428 $2,338 $2,368

$2,466 $2,535*

*Adjusted F& I GP PRU - see Appendix for Non-GAAP Reconciliations

2019 2020 2021 2022 2023 2024 2025 1Q26

Disclaimer

Group 1 Automotive Inc. published this content on April 28, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on April 30, 2026 at 09:05 UTC.