Company: GPI
Filing Date: 2025-04-04
Form Type: DEF 14A
Source: 0001031203-25-000023
Chunk: 27

Company: GROUP 1 AUTOMOTIVE INC
Filing Date: 2025-04-04
Form: DEF 14A
Chunk 27
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 compensation philosophy, policies and programs. For additional information on the Say-on-Pay Vote with respect to the compensation paid to our NEOs in 2024, see page 30above.

#### HOW WE ALIGN PAY AND PERFORMANCE
Our compensation program is designed to, among other things, align our executives’ performance with the interests of our shareholders.

The CHR Committee’s primary goal is to reward and recognize strong financial and operating performance and promote effective strategic leadership to drive long-term shareholder value. This pay-for-performance philosophy is embedded into the following key principles that underpin how the CHR Committee approaches the design of our executive compensation program:

#### Our Key Principles and Objectives
| Competitive                                                                                                                                                                                                                |     | Long-Term Focus                                                                                                                                                                                                                                        |
| Total compensation should be sufficiently competitive to attract, retain and motivate a leadership team capable of maximizing our performance. Elements are benchmarked relative to peers.                                 |     | For our most senior executives, long-term, equity-based compensation opportunities significantly outweigh short-term, cash-based opportunities. Annual objectives should lead to sustainable, long-term performance.                                   |
| Balance                                                                                                                                                                                                                    |     | Pay-for-Performance                                                                                                                                                                                                                                    |
| Annual and long-term incentive opportunities reward the appropriate balance of short-, medium- and long-term financial, strategic and operational business results, without encouraging excessive risk-taking.             |     | A substantial portion of compensation is variable, contingent upon and directly linked to Company and individual performance. The portion of total compensation contingent on performance should increase with an executive’s level of responsibility. |
| Shareholder Alignment                                                                                                                                                                                                      |     |                                                                                                                                                                                                                                                        |
| The financial interests of our executives are aligned with the long-term interests of our shareholders through equity-based compensation and performance metrics that correlate with long-term shareholder value creation. |     |                                                                                                                                                                                                                                                        |

#### 32GROUP 1 AUTOMOTIVE2025 PROXY STATEMENT

#### Compensation Governance Best Practices
Our executive compensation and governance programs are designed to link pay with operational performance and increases in long-term shareholder value while avoiding incentives that could lead to excessive risk-taking. We have adopted the following policies and practices over time to accomplish such objectives:

| We Do                                                                                          |     | We Do Not                                                                                 |
| Retain an independent compensation consultant                                                  |     | Pay tax gross-ups                                                                         |
| Conduct a say-on-pay advisory vote annually                                                    |     | Use single-trigger equity vesting                                                         |
| Maintain robust stock ownership guidelines for our officers and directors                      |     | Design compensation plans that encourage excessive risk-taking                            |
| Maintain an incentive recoup