Genuine Parts Investor Presentation August 2020 Safe Harbor - - PowerPoint PPT Presentation

genuine parts investor presentation
SMART_READER_LITE
LIVE PREVIEW

Genuine Parts Investor Presentation August 2020 Safe Harbor - - PowerPoint PPT Presentation

Genuine Parts Investor Presentation August 2020 Safe Harbor Statement FORWARD-LOOKING STATEMENTS: Some of the comments made during this conference call and information contained in our presentation constitutes forward-looking statements that are


slide-1
SLIDE 1

Genuine Parts Investor Presentation

August 2020

slide-2
SLIDE 2

2 GPC INVESTOR PRESENTATION |

Safe Harbor Statement

FORWARD-LOOKING STATEMENTS: Some of the comments made during this conference call and information contained in our presentation constitutes forward-looking statements that are subject to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. All statements in the future tense and all statements accompanied by words such as “expect,” “likely,” “outlook,” “forecast,” “preliminary,” “would,” “could,” “should,”, “position”, “will,” “project,” “intend,” “plan,” “on track,” “anticipate,” “to come,” “may,” “possible,” “assume,” and variations of such words and similar expressions are intended to identify such forward-looking statements. These forward-looking statements include, without limitation, our expected ability to operate and protect

  • ur workforce during the COVID-19 pandemic, our strategy to grow our higher-margin automotive and industrial businesses, the execution and effect of our cost savings initiatives, our efforts

and initiatives to help us emerge from the pandemic well-positioned, our ongoing efforts to maintain compliance and flexibility under our debt covenants, our liquidity position and actions to maximize cash flow to continue to operate during these highly uncertain times and plans for future cost savings. The Company cautions that its forward-looking statements involve risks and uncertainties, and while we believe that our expectations for the future are reasonable in view of currently available information, you are cautioned not to place undue reliance on our forward- looking statements. Actual results or events may differ materially from those indicated as a result of various important factors. Such factors may include, among other things, the extent and duration of the disruption to our business operations caused by the global health crisis associated with the COVID-19 outbreak, including the effects on the financial health of our business partners and customers, on supply chains and our suppliers, on vehicle miles driven as well as other metrics that affect our business, and on access to capital and liquidity provided by the financial and capital markets; the Company’s ability to maintain compliance with its debt covenants; the Company's ability to successfully integrate acquired businesses into the Company and to realize the anticipated synergies and benefits; the Company's ability to successfully divest businesses; the Company's ability to successfully implement its business initiatives in its two business segments; slowing demand for the Company's products; the ability to maintain favorable supplier arrangements and relationships; disruptions in our suppliers' operations, including the impact of COVID-19 on our suppliers as well as our supply chain; changes in national and international legislation or government regulations or policies, including changes to import tariffs, short term government subsidies, and the unpredictability of such changes and their impact to the Company and its suppliers and customers, data security policies and requirements as well as privacy legislation; changes in general economic conditions, including unemployment, inflation (including the impact of tariffs) or deflation and the United Kingdom's exit from the European Union, commonly known as Brexit, and the unpredictability of the impact following such exit from the European Union; changes in tax policies; volatile exchange rates; volatility in oil prices; significant cost increases, such as rising fuel and freight expenses; the Company's ability to successfully attract and retain employees in the current labor market; uncertain credit markets and other macroeconomic conditions; competitive product, service and pricing pressures; failure or weakness in our disclosure controls and procedures and internal controls over financial reporting; including as a result of the work from home environment; the uncertainties and costs of litigation; disruptions caused by a failure or breach of the Company's information systems, as well as

  • ther risks and uncertainties discussed in the Company’s latest SEC filings. The statements are only as of the date they are made, and the Company undertakes no duty to update its forward-

looking statements made during this presentation or in these materials except as required by law. Actual results may vary materially and, as such, you are cautioned not to place undue reliance

  • n these forward-looking statements.

NON-GAAP MEASURES: This presentation contains adjusted net income from continuing operations, adjusted diluted earnings per share from continuing operations, adjusted tax rate, adjusted gross profit, adjusted operating and non-operating expenses, net sales excluding divestitures, segment profit excluding divestitures, segment profit margin excluding divestitures, and free cash flow, which are financial measures that are not derived in accordance with United States generally accepted accounting principles ("GAAP"). The Company considers these non-GAAP measures useful to investors because they provide greater transparency into management’s view and assessment of the Company’s core operating performance. These measures are widely used by analysts, investors and competitors in our industry, although our calculation of the measure may not be comparable to similar measures disclosed by other companies, because not all companies and analysts calculate these measures in the same manner. The Company does not, nor does it suggest investors should, consider non-GAAP financial measures superior to, in isolation from, or as a substitute for, GAAP financial information. The Company has included reconciliations of this additional information to the most comparable GAAP measure in the appendix

  • f this presentation.
slide-3
SLIDE 3

3 GPC INVESTOR PRESENTATION |

Key Messages

Focused on Maximizing Shareholder Value

01 01

Leading global distributor with scale and brand strength to capture market share

03 03

Leverage distribution expertise, efficiencies and shared services across portfolio of businesses

02 02

Strong track record of strategic acquisitions to drive growth in large, fragmented addressable markets

04 04

Optimizing portfolio and organizational structure for profitable growth

05 05

Strong balance sheet, cash flow, disciplined capital allocation and history of consistent dividends

slide-4
SLIDE 4

4 GPC INVESTOR PRESENTATION |

Operating Through the Challenges of COVID-19

Working Together As One GPC Team

Focused on prioritizing the safety and well-being of our employees and their families, customers, suppliers and communities Remained fully operational to fulfill critical customer needs Executed with agility through the pandemic, working as one team to quickly and effectively adopt new safety protocols to ensure a safe work environment Intensified approach to managing operations enabled us to enhance balance sheet flexibility, achieve meaningful cost savings and advance operational excellence Advanced ESG initiatives, including commitment to diversity and inclusion Sale of S.P. Richards marks a culmination of a multi-year series of acquisitions and divestitures as part of

  • ur strategy to simplify and optimize our portfolio
slide-5
SLIDE 5

5 GPC INVESTOR PRESENTATION |

Genuine Parts Company Snapshot (NYSE: GPC)

Leading Global Distributor in Diversified End Markets

GLOBAL FOOTPRINT TTM 2020 Revenue by Region1,3 KEY STATISTICS1 Founded 1928 Headquarters Atlanta, GA Countries Served 14 Locations

  • Warehouses
  • Distribution Facilities
  • Retail (Owned/Independent)

10,575

900 174 9,500

Employees ~50,000 Market Capitalization2 ~$13.1B TTM 2020 FINANCIAL HIGHLIGHTS1 Revenue3

  • Automotive
  • Industrial

$16.5B

65% 35%

Segment Profit Margin3 7.7% Free Cash Flow4 ~$1.3B Dividend Yield5 3.6%

77% 77%

North America

9% 9%

Australasia

14% 14%

Europe

1 As of 6/30/20 unless otherwise noted; 2 As of 8/3/20; 3 Estimates, excluding divested and discontinued operations; 4 Refer to Reconciliation of Non-GAAP measures; 5 Calculated based on estimated

annual dividend per share divided by share price as of 6/30/20

slide-6
SLIDE 6

6 GPC INVESTOR PRESENTATION |

Long Track Record of Disciplined Execution to Drive Profitable Growth

$10.1 $11.2 $12.5 $13.0 $14.1 $15.3 $15.3 $15.3 $16.3 $18.7 $19.4

$0.0 $5.0 $10.0 $15.0 $20.0 $25.0

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 $2.50 $3.00 $3.58 $4.14 $4.40 $4.61 $4.63 $4.59 $4.71 $5.68 $5.69

$0.00 $1.00 $2.00 $3.00 $4.00 $5.00 $6.00

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Strong History of Sales and Profit Growth

Sales and Profit Have Increased in 87 and 75 Years of 92-Year History, Respectively

Dividend Growth

2020 Marks GPC’s 64th Consecutive Year

  • f Dividend Increases

1925

Established

1928

Founded

1948

IPO

1968

Begin trading on NYSE: GPC

1975

Acquired

1976

Acquired

1998

Acquired

Revenues ($B)1 Adjusted EPS1

2013

Acquired GPC Asia Pacific

2014

Established NAPA Mexico

2017

Acquired 35% Ownership

2018

100% Ownership

2019

Sold Auto Todo and EIS

2020

Sold S.P. Richards

1 As Reported

2020

Inenco Rebranding

slide-7
SLIDE 7

7 GPC INVESTOR PRESENTATION |

Automotive Snapshot

Business Highlights

  • Largest global auto parts network
  • 155 global distribution centers and ~9,500 stores,

~2,500 company owned / ~7,000 independents

  • 25,000+ global repair center partnerships

(AutoCare, AutoPro, RAS, GroupAuto), 18,500+ NAPA North American AutoCare Centers

  • 90% of NA NAPA Sales are private label products
  • Global Sales by segment:

‒ ~80% Commercial / DIFM ‒ ~20% Retail / DIY

Growth Opportunities

  • Maximize value of NAPA and other key brands
  • Expand global footprint
  • Enhance commercial programs
  • Upgrade store merchandising and retail services
  • Strengthen omni-channel capabilities

2019 Sales by Region

69% 20% 11% North America Europe Australasia

Revenue ($B)

  • Adj. Op Income ($B) & Margin (%)

Program Partnerships & Major Accounts Select Store & Product Banners

North America Europe Australasia

$729 $715 $720 $854 $830 9.1% 8.8% 8.4% 8.1% 7.6%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% $- $100 $200 $300 $400 $500 $600 $700 $800 $900 $1,000

2015 2016 2017 2018 2019

  • Adj. Operating Income

Operating Margin $7.95 $8.04 $8.58 $10.53 $10.99

  • 1.0%

1.3% 6.2% 2.1% 4.8%

  • 5.0%
0.0% 5.0% 10.0% 15.0% 20.0% $- $2.00 $4.00 $6.00 $8.00 $10.00 $12.00

2015 2016 2017 2018 2019 Revenue % Change

slide-8
SLIDE 8

8 GPC INVESTOR PRESENTATION |

Industrial Snapshot

Business Highlights

  • Leading industrial parts MRO distributor in North

America and Australasia; acquired Inenco in Australia in July 2019

  • 23 distribution centers, 45 Service Centers, 700+

branches across North America and Australasia

  • Access to a broad portfolio of 7M+ parts
  • Serves a diverse customer base across several

industry sectors ‒ Equipment & Machinery ‒ Food Products

Growth Opportunities

  • Expand product categories
  • Pursue strategic acquisitions
  • Expand into new geographic markets
  • Enhance value-added services

2019 Sales by Region

93% 7% North America Australasia

Revenue ($B)

  • Adj. Op Income ($B) & Margin (%)

Select Customers 2019 Sales by Product Category

$409 $397 $440 $487 $522 7.6% 7.4% 7.6% 7.7% 8.1%

7.0% 7.5% 8.0% 8.5% 9.0% $- $100 $200 $300 $400 $500 $600

2015 2016 2017 2018 2019

  • Adj. Operating Income

Operating Margin $5.46 $5.40 $5.81 $6.30 $6.53

  • 2.0%
  • 0.1%

9.4% 8.6% 3.2%

  • 5.0%
0.0% 5.0% 10.0% 15.0% 20.0% $- $1.00 $2.00 $3.00 $4.00 $5.00 $6.00 $7.00

2015 2016 2017 2018 2019 Revenue % Change

‒ Pulp & Paper ‒ Iron & Steel

9% 3% 7% 9% 9% 13% 17% 34%

  • Misc. Products & Services

Linear Electrical & Automation Seals, Pumps & Hoses Material Handling Hydraulics / Pneumatics Industrial / Safety Supplies Bearings / Power Transmission

slide-9
SLIDE 9

9 GPC INVESTOR PRESENTATION |

The Power of One GPC

Leveraging Leading Brands, Common Distribution Processes and Logistical Expertise Across Platforms Leading Brands Shared Services

Business Practices Systems Facilities Technology Transport Freight

slide-10
SLIDE 10

10 GPC INVESTOR PRESENTATION |

We Strive to be a World-Class Service Organization

Investment of Choice Employer of Choice Supplier of Choice Valued Customer Good Corporate Citizen

slide-11
SLIDE 11

11 GPC INVESTOR PRESENTATION |

Our Transformational Journey…

…and We Are Just Getting Started 2013

  • Four segments: Automotive,

Industrial, Office Products, Electrical

  • North American and Australasian
  • perations
  • Expanded distribution footprint

Today

  • Two segments: Automotive and

Industrial

  • Expanded operations in Europe in

addition to North America and Australasia

  • Created global transformation office

under new leadership

  • Formed Digital Center of Excellence
  • Enhanced shared services platform

across businesses

  • Increased capabilities in advanced

data analytics

2020+

  • Continue portfolio optimization
  • Further expand North American,

Australasian and European

  • perations
  • Focus on market leading

automotive and industrial businesses

  • Drive efficient and productive

cost structure

slide-12
SLIDE 12

12 GPC INVESTOR PRESENTATION |

Experienced Leadership Team with Deep Industry Expertise

Driving a Culture of Continuous Improvement, Accountability and Integrity

Paul Donahue

Chairman, CEO Joined: 2003 Current Role: 2016

Carol Yancey

EVP, CFO 1991 2013

Will Stengel

EVP, CTO 2019 2019

Greg Miller

EVP, CIO 2011 2018

Jim Neill

EVP, CHRO 2006 2013

Treg Brown

EVP, M&A 1994 1999

Kevin Herron

President, U.S. Automotive

1983 2019

Alain Masse

President, Canadian Automotive

2011 2015

Frank Baduel

COO, European Automotive

1999 2020

Rob Cameron

Managing Director, Australasia Automotive

2003 2017

Randy Breaux

President, North America Industrial

2011 2019

Roger Jowett

President, Australasia Industrial

2014 2019

slide-13
SLIDE 13

13 GPC INVESTOR PRESENTATION |

Supportive Board with Diverse Expertise and Experience

Front Row

Elizabeth Camp (2015)

President & CEO, DF Management, Inc.

Robert Loudermilk, Jr (2010)

President & CEO, The Loudermilk Companies

Donna Hyland (2015)

President & CEO, Children's Healthcare of Atlanta

Paul Donahue (2012)

Chairman & CEO, Genuine Parts Company

Gary Fayard (2014)

Retired CFO, The Coca-Cola Company

Wendy Needham (2013)

Retired MD, Global Auto Research, Credit Suisse First Boston

Back Row

Jean-Jacques Lafont (2020)

Co-Founder & Executive Chairman, Alliance Automotive

  • P. Russell Hardin (2017)

President, Robert W. Woodruff Foundation

Richard Cox, Jr. (2020)

Chief Information Officer, Cox Enterprises

John Johns (2002)

Retired Chairman & CEO, Protective Life Corporation

John Holder (2011)

Chairman & CEO, Holder Properties

  • E. Jenner Wood (2014)

Retired Executive Vice President, SunTrust Banks, Inc

Recent Updates and Composition

✓ Added Jean-Jacques Lafont of Alliance Automotive Group ✓ 83% Independent Directors ✓ 25% Women; 42% Minorities ✓ 6.8 Year Average Tenure

Expertise and Experience

CEO / Leadership Position

92%

Finance and Accounting

50%

Government / Regulatory

50%

Automotive

33%

Distribution / Supply Chain

25%

Legal

25%

International

25%

slide-14
SLIDE 14

14 GPC INVESTOR PRESENTATION |

Engrained ESG Best Practices Throughout Organization

An ESG Focused Organization Benefiting All Stakeholders

Environmental

  • Completed 752 lighting retrofits offsetting

52M lbs of CO2 (2015-2018)

  • Our fleet management program recycled

more than 20 tons of tires, 3,500 gal of oil and more than 7,800 lbs of cardboard and scrap material (2018)

  • Recycled 6,445 tons of waste in 2018

through comprehensive waste recycling program

  • Vendors meet strict supply chain

sustainability standards

Social Governance

  • Donated time, resources and $5M+ in

2018 to:

‒ United Way ‒ Intrepid Fallen Heroes ‒ City of Hope ‒ American Cancer Society ‒ Starlight Children’s Foundation

  • Provided health and wellness benefits to

employees, including biometric screenings, fitness challenges, eLearning modules and counseling/recovery assistance programs

  • Increased spend with diverse suppliers

by 8% in 2018 from 5,200 diversity supplier partners

  • Diversity & Inclusion Committee to advance

initiatives supportive of an environment built on respect, dignity & fairness

  • Formalizing our sustainability governance,

including ongoing shareholder engagement and routine updates to the Board of Directors

  • Ambassadors will serve on cross company

corporate sustainability committee to drive positive change

  • Safety Council serves as an internal advisory

group approving policy, actions and communications

  • Enhancing existing corporate values to

explicitly mention sustainability, responsibility, stewardship, ethics and community values

slide-15
SLIDE 15

15 GPC INVESTOR PRESENTATION |

Our Sustainability Commitment

Significant Progress on Our Journey to Become a More Sustainable Organization

ENERGY FLEET COMMUNITY WATER WASTE

✓ LED lighting conversion ✓ Alternative sources (solar, battery, wind) ✓ 500+ active projects ✓ 15M BTU reduction (25%) ✓ Rail vs truck conversion (18 mpg) ✓ Improved fuel economy/ vehicle selection criteria (10%) ✓ Route optimizations ✓ Reduction of millions of miles ✓ Sustainability ambassadors ✓ Awareness at local level ✓ Volunteer support programs ✓ Structured give back campaigns ✓ Executive non-profit board service ✓ Low-flow devices ✓ Natural water retention treatment vs runoff policy ✓ Usage reduction programs ✓ Closed loop systems ✓ Diversion for waste streams ✓ Recycle programs at source ✓ Packaging conversion/ reduction ✓ Fiber recycle

slide-16
SLIDE 16

16 GPC INVESTOR PRESENTATION |

Favorable Long-Term Macro Trends Across Our Businesses

Well-Positioned to Benefit from Economic Recovery

Automotive Industrial

Industry Drivers

  • Total vehicle fleet growth
  • Increasing average age of fleet
  • Affordable gas prices
  • Positive long-term growth outlook for miles driven
  • Industrial production
  • Capacity utilization rates
  • Capital expenditure budget expansion
  • Manufacturing employment growth in U.S.

North America

  • 2019 U.S. comp sales up 3.3% and solid growth in operating profit
  • 2019 Canada comp sales flat but expect share gains driven by

commercial programs, specifically major account customer segments

  • 12M+ Retail NAPA Rewards members, representing 16% of retail

sales

  • Slowing trend in industrial economy persisted throughout 2019
  • 3 of 14 product categories posted positive YoY sales in 2019

Australasia

  • Mid-single digit comp growth and solid growth in operating profit in

2019

  • Inenco acquisition performing inline within expectations in first 6

months of ownership

Europe

  • 2019 comp sales flat, sequential improvement from mid-to-high

single digit declines mid-year

  • U.K. stabilizing on Brexit agreement
slide-17
SLIDE 17

17 GPC INVESTOR PRESENTATION |

Addressable Market of $430B+

Proven Ability to Consolidate and Grow within Large and Fragmented Markets

Automotive $230B+ Global Market Industrial $200B+ Global Market

Regions Market Share Industry Growth United States 7% +2-3% Europe 5% +1-2% Canada 14% +2-3% Australasia 20% +2-3% Mexico 1% +5-6% Total 8% +2-3% Regions Market Share Industry Growth North America 3% +2-3% Australasia 4% +2-3% Total 3% +2-3%

$125 $82 $9 $7 $6 United States Europe Canada Australasia Mexico $190 $10 North America Australasia

slide-18
SLIDE 18

18 GPC INVESTOR PRESENTATION |

Sustainable Competitive Advantages

Well Positioned as a Leading Global Distributor

18 GPC INVESTOR PRESENTATION |

Global Presence and Brand Strength Best-in-Class Operating and Distribution Efficiencies Enhanced Technology Solutions

  • Enduring Company history
  • Largest global automotive aftermarket

and industrial businesses

  • Expanding the NAPA and Mi brands

globally

  • Shared services and technologies
  • Purchasing scale with shared

suppliers across automotive and industrial

  • Strategically collocated facilities
  • Acquisition and integration expertise
  • Digital Center of Excellence

established five years ago

  • Agile development of digital

technologies to innovate our supply chains

  • Utilizing the power of data analytics to

make better decisions about how we price for our customers

slide-19
SLIDE 19

19 GPC INVESTOR PRESENTATION |

Strategic Growth Framework

A Consistent Framework to Coordinate Growth Plans Supported by Operational Excellence

03 02 01

Acquire new customers and increase existing wallet share Introduce new products and services Strategic expansion into new geographies

  • Maximize the value of global

branding opportunities

  • Enhancement of omnichannel

capabilities

  • Retail store remodel and

enhancements

  • Leverage NAPA Rewards Program
  • Introduction of new omnichannel
  • fferings
  • Develop commercial programs and

technology solutions for customers

  • Innovate digital tools to better serve

customers

  • Expand NAPA brand into Europe and

Australasia

  • Make strategic acquisitions to

complement existing operations and expand footprint

  • Rebranding of Mi Asia Pacific
slide-20
SLIDE 20

20 GPC INVESTOR PRESENTATION |

History of Strong Cash Flow Supporting Growth and Capital Allocation

Driving Strong Cash Flows

$845 $679 $625 $906 $1,057 $790 $1,159 $946 $815 $1,145 $892 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Working Capital Cash from Operations ($M) Working Capital Initiatives

  • Sale of accounts receivables
  • Sophisticated inventory management
  • Extended terms and programs with vendors

Cost Savings Initiatives

  • Reinvestment in core businesses to enhance

efficiencies and productivity

  • Significant opportunities to improve cost structure

Cash Flows

  • Steady strength in annual cash generation
  • Resilient cash flows in economic downturns
  • Expect continued strong cash flows

105 85 79 78 69 61 55 47 48 41 38 26% 22% 22% 18% 14% 13% 11% 11% 11% 9% 8%

0% 10% 20% 30% 40% 50% 60% $- $20.00 $40.00 $60.00 $80.00 $100.00 $120.00

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Cash Conversion Cycle (Days) Working Capital (% of Sales)

slide-21
SLIDE 21

21 GPC INVESTOR PRESENTATION |

Durable Balance Sheet and Ample Liquidity

  • Fixed and variable-rate debt maturing 2021-2034
  • In compliance with debt covenants as of June 30, 2020; negotiated more favorable covenants, effective May 1, 2020
  • Liquidity strengthened in Q2; ~$2.6 billion available liquidity entering July
  • $500 million A/R Sales Program; $500 million additional international debt; $400 million SPR proceeds

DEBT MATURITY SCHEDULE2,3 BALANCE SHEET HIGHLIGHTS1 LIQUIDITY PROFILE1

Cash / Cash Equivalents $1.0 Accounts Receivable $1.8 Inventory $3.4 Total Assets $13.3 Accounts Payable $3.7 Total Debt $3.2 Total Liabilities $10.4 Working Capital4 $1.3

$110 $188 $715 $250 $360 $358 $400 $196 $336 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030+

Ample Liquidity to Withstand Challenging Economic Environment

2.85% 2Q20 Average Interest Rate

($B)

1 As of 6/30/2020; 2 Excludes revolver; 3 As of 12/31/2019; 4 Working capital is defined as current assets less current liabilities; 5 Total credit capacity represents total committed capacity under the

revolving credit facility plus the amount of all other debt outstanding; 6 As defined in our credit agreements

Total Credit Capacity5 $4.8 Less Total Debt: ($3.2) Unused Credit Capacity $1.6 Cash $1.0 Total Available Liquidity $2.6 Total Debt to EBITDA6 3.2x ($B) ($M)

slide-22
SLIDE 22

22 GPC INVESTOR PRESENTATION |

Disciplined Capital Allocation

Taking Necessary Steps to Conserve Cash

47% 29% 16% 8%

M&A Dividend Reinvestment Share Repurchases

2017-2019 Capital Deployment

~$4 ~$4.3B .3B1

22

Current Priorities

Dividend

  • $0.79 per share, representing a 4% increase from 2019
  • Dividend yield2 of 3.6%

Reinvestment

  • 2020 CapEx of $150M - $200M (35-50% reduction from original plan)

M&A

  • Limited to small, bolt-ons, for balance of 2020

Share Repurchases

  • Temporarily suspended share repurchases

1 Includes proceeds from divestitures; 2 As of 6/30/20

slide-23
SLIDE 23

23 GPC INVESTOR PRESENTATION |

Strategic Approach to M&A

Core Competency with a Proven History of Successful Acquisitive Growth

Strategic Filters

Key Product Category Extension Market Leadership Geographic / Market Expansion Capability Enhancements Operating and Cost Synergies Talent Acquisition / Retention

Financial Criteria

Accretive Sales Growth Rates Accretive to EPS within First Year ROIC at 15% within 3 Years Post-Synergy Purchase Price Multiple Below Our Trading Multiple

slide-24
SLIDE 24

24 GPC INVESTOR PRESENTATION |

64 Consecutive Years of Dividend Growth

Strong Track Record of Paying Consistent Dividends

'80 '81 '82 '83 '84 '85 '86 '87 '88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 20E

Dividend History

  • 2020E annual dividend of $3.16/share, a 4%

increase

  • Consistent 3%+ dividend yield
  • Targeted payout range of 50% to 55%
  • Among “2019 Dividend Kings” - 26 companies

with 50+ years of increasing dividends

$3.16 $0.21

slide-25
SLIDE 25

25 GPC INVESTOR PRESENTATION |

Compelling Investment Thesis

Leading global Automotive and Industrial distributor with scale to grow market leading positions in large fragmented markets with favorable long-term trends 01 Leveraging sustainable competitive advantages including global presence, brand strength, best in class operating and distribution efficiencies and enhanced technology solutions 02 Streamlined portfolio to focus on key Automotive and Industrial markets with well defined M&A criteria for expansion 04 Strong balance sheet, ample liquidity and significant free cash flow combined with disciplined capital allocation maximizes shareholder value creation 05 Solid track record of consistent sales and earnings growth with strategic framework to enhance profitability through increased productivity and margin expansion 03

slide-26
SLIDE 26

26 GPC INVESTOR PRESENTATION |

Appendix

slide-27
SLIDE 27

27 GPC INVESTOR PRESENTATION |

Reconciliation Tables

Free Cash Flow

Trailing Twelve Months (in thousands) June 30, 2020 Net cash provided by operating activities $ 1,564,765 Less: Purchases of property, plant and equipment (270,047) Free Cash Flow 1,294,718 $