Company: GPI
Filing Date: 2025-04-04
Form Type: DEF 14A
Source: 0001031203-25-000023
Chunk: 15

Company: GROUP 1 AUTOMOTIVE INC
Filing Date: 2025-04-04
Form: DEF 14A
Chunk 15
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                              |     | Our long-term incentive program incorporates long-term financial performance metrics that are designed to align the executive’s interests with shareholders’ interests and are capped at industry standard levels. We also cap the number of shares that may be awarded to an individual in a calendar year.                                                                                              |
| Rigorous Share Ownership Requirements                          |     | We maintain robust share ownership requirements for our senior executives and directors. These requirements are intended to reduce risk by aligning the economic interests of executives and directors with those of our shareholders. A significant stake in future performance discourages the pursuit of short-term opportunities that can create excessive risk. See page 27 for more information.    |
| Prohibition on Short Sales, Pledging and Hedging of Securities |     | We prohibit directors, officers and employees from entering into transactions involving short sales of our securities. Directors and officers also are prohibited from pledging or assigning Group 1 equity interests as collateral for a loan. Transactions in put options, call options or other derivative securities that have the effect of hedging the value of our securities also are prohibited. |
| Clawback Policy                                                |     | We maintain a comprehensive policy that provides for the recoupment of incentive compensation if we restate (as defined in the Clawback Policy) our financial statements and recoupment is required under the NYSE listing standards.                                                                                                                                                                     |
| Post-Employment Covenants                                      |     | Certain of our NEOs have contractually agreed to not engage in post-employment activities detrimental to the Company, such as disclosing proprietary information, soliciting Group 1 employees or engaging in competitive activities.                                                                                                                                                                     |

We believe that, for all employees, our compensation programs do not encourage excessive risk and instead encourage behaviors that support sustainable value creation aligned with our shareholders’ interests.

#### SUCCESSION PLANNING OVERSIGHT
The CHR and GCR Committees provide oversight over CEO and senior management succession planning as follows:

| Compensation & Human Resources Committee        |     | •At least twice annually, including one joint meeting with the Board, reviews and assesses the development of potential successors for our CEO and other senior leadership. 
 •Recommends to the GCR Committee potential candidates for CEO succession.                                                                                                   |
| Governance & Corporate Responsibility Committee |     | •Identifies and periodically updates the qualities and characteristics necessary for an effective CEO and other senior leaders of the Company.                              
 •Responsible for developing and implementing the succession process for the CEO, including in the event of emergency or retirement.                                         |

At the