Genuine Parts Company

Investor Presentation
November 2022
Safe Harbor Statement
FORWARD-LOOKING STATEMENTS: Some statements in this presentation, as well as in other materials we file with the Securities and Exchange Commission (SEC), release to the public,
or make available on our website, constitute 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,” or similar expressions are intended to identify such forward-looking statements. These forward-looking statements include our view
of business and economic trends for the remainder of the year and our expectations regarding our ability to capitalize on these business and economic trends and to execute our strategic
priorities, and the updated full-year 2022 financial guidance provided. Senior officers may also make verbal statements to analysts, investors, the media and others that are forward-looking. We
caution you that all 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, changes in general economic conditions, including unemployment, inflation (including the impact of tariffs) or deflation and geopolitical conflicts
such as the conflict between Russia and Ukraine; volatility in oil prices; significant cost increases, such as rising fuel and freight expenses; the extent and duration of the disruption to our
business operations caused by the global health crisis associated with the COVID-19 pandemic, 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; our ability
to maintain compliance with our debt covenants; our ability to successfully integrate acquired businesses into our operations and to realize the anticipated synergies and benefits; our ability to
successfully implement our business initiatives in our two business segments; slowing demand for our products; the ability to maintain favorable supplier arrangements and relationships;
changes in national and international legislation or government regulations or policies, including changes to import tariffs, environmental and social policy, infrastructure programs and privacy
legislation, and their impact to us, our suppliers and customers; changes in tax policies; volatile exchange rates; our 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 our
information systems, as well as other risks and uncertainties discussed in our 2021 Annual Report on Form 10-K and Item 1A, Risk Factors, in our report on Form10-Q for the quarters ended
March 31, 2022 and June 30, 2022 (all of which may be amplified by the COVID-19 pandemic and geopolitical conflicts, such as the current conflict between Russia and Ukraine) and from time
to time in our subsequent filings with the SEC. Forward-looking statements speak only as of the date they are made, and we undertake no duty to update any forward-looking statements
except as required by law. You are advised, however, to review any further disclosures we make on related subjects in our subsequent Forms 10-K, 10-Q, 8-K and other reports filed with the
SEC.

NON-GAAP MEASURES: This presentation contains adjusted net income, adjusted diluted earnings per share, adjusted EBIT and adjusted EBITDA, adjusted operating expenses, adjusted
tax rate, segment profit 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 of this presentation.

GPC INVESTOR PRESENTATION | 2

Key Messages

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

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

03 Leverage distribution expertise, efficiencies and shared services across businesses

Optimized portfolio and organizational structure for profitable growth in both global Automotive
04 and Industrial

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

Focused on Maximizing Shareholder Value

GPC INVESTOR PRESENTATION | 3
Q3 Points of Interest

 The GPC team had record results, consisting of double-digit sales and
earnings growth

 Operations are benefiting from execution of strategies, continued resilience

of our Automotive and Industrial businesses and strategic mix of our
operations

 We are extremely proud of our 53,000 talented GPC teammates who are at
the core of our success

Strategic Initiatives and Focused Team Execution Delivering Results

GPC INVESTOR PRESENTATION | 4
Genuine Parts Company Snapshot
Global Footprint
Key Statistics1 TTM 2022 Revenue by Region1
Founded 1928
Headquarters Atlanta, GA
Countries Served 17
Locations ~10,585
• Warehouses ~800
• Distribution Facilities ~200 14%
Europe
• Retail (Owned/Independent) ~9,585
Employees ~53,000 76%
North
America
Market Capitalization5 ~$25.2B

TTM Financial Highlights1

10%
Revenue $21.4B Australasia
• Automotive 63%
• Industrial 37%
Segment Profit Margin2 9.2%
Free Cash Flow3 ~$1.1B
Dividend Yield4 2.4%

Leading Global Distributor in Diversified End Markets

1As of 9/30/22 2See Appendix C 3See Appendix D 4Calculated based on annual dividend per share divided by share price as of 9/30/22 5As of 10/28/22 GPC INVESTOR PRESENTATION | 5
 History of Disciplined Execution to Drive Profitable Growth
Strong History of Sales
and Profit Growth
2020 2022
1928 1968 1976 2013 Increased Sales and Profit in 88
Acquired GPC
2018 Inenco Acquired and 77 Years of 94-Year History,
Founded Begin trading on Acquired
NYSE: GPC Asia Pacific Rebranding KDG Respectively

Dividend Growth
2022 Marks GPC’s 66th
2017 Consecutive Year of Dividend
Acquired 2019 2021
1925 1948 Increases
1975 1998 Acquired 2020 Record
Established IPO Acquired Acquired Sold S.P. Earnings
S.P. Richards Richards
Sold
Auto Todo
and EIS

Revenues ($B) Adjusted EBITDA ($M)

$20.0 $18.9
$17.5 $1,682
$16.3 $16.8 $16.5
$1,800

$18.0

$15.3 $15.3 $15.3

$1,378 $1,378
$1,600

$14.1 $1,350
$16.0

$13.0 $1,290 $1,286 $1,241 $1,265

$12.5 $1,203
$1,400

$1,137
$14.0

$1,004
$1,200

$12.0

$1,000

$10.0

$800
$8.0

$600
$6.0

$400
$4.0

8.0% 8.7% 8.5% 8.4% 8.4% 8.1% 7.8% 8.0% 7.9% 8.2% 8.8%
$2.0 $200

$0.0 $0

2011 2012 2013 2014 2015 2016 2017 2018* 2019* 2020* 2021* 2011 2012 2013 2014 2015 2016 2017 2018* 2019* 2020* 2021*

* 2018 – 2021 continuing operations only; prior years are as originally reported; no adjustments prior to 2017 for EBITDA; For the period 2017 – 2021, adjusted EBITDA for these periods excludes
restructuring, inventory adjustment and transaction and other certain costs. These amounts are non-GAAP measures (See Reconciliation of Non-GAAP Measures) 1 2011 adjusted to exclude discontinued
GPC INVESTOR PRESENTATION | 6
and divested operations
Automotive Snapshot
Business Highlights Revenue ($B) Segment Profit ($M) & Margin (%)
• Largest global auto parts network $12.5 $1,200

$1,073
30.0%

• ~170 global distribution centers and ~9,585 stores, $10.5 $11.0 $10.9
$10.2
$12.0

$856 $868 $896

~2,885 company owned / ~6,700 independents $9.4
$1,000 25.0%

15.5% $832 $808

$8.6
$10.0

$720
• 25,000+ global repair center partnerships (AutoCare,
$800 20.0%

$8.0

AutoPro, RAS, GroupAuto), inclusive of 19,500 NAPA 6.7%

16.4% $600 15.0%

North American AutoCare Centers 4.3% 8.8%

$6.0

9.4% 8.4% 8.1% 7.6% 8.0% 8.6% 8.6%

2.1% -1.2%
• 85% of NA NAPA Sales are private label products
$400 10.0%

$4.0

• Rolling out the NAPA brand across Europe and $2.0

$200 5.0%

Australasia $0.0
$- 0.0%

• Global Sales by segment: 2017 2018 2019 2020 2021 YTD YTD 2017 2018 2019 2020 2021 YTD YTD
‒ ~80% Commercial / DIFM 21 22 21 22
‒ ~20% Retail / DIY Revenue % Change Segment Income Segment Margin

Growth Opportunities Program Partnerships & Major Accounts Select Store & Product Banners
• Sales Team Effectiveness
• Commercial sales programs and promotions
• Improve inventory availability North America
• Strengthening supply chain
• Omni-channel investments – B2B & B2C
• Strategic pricing initiatives
• Maximize value of NAPA and other key brands
• Expand global footprint Europe

2022 Sales by Region1

22%
North America
Australasia Australasia
12% 66%
Europe

1 For the nine months ended 9/30/22 GPC INVESTOR PRESENTATION | 7

Industrial Snapshot
Business Highlights Revenue ($B) Segment Profit ($M) & Margin (%)
• Leading industrial parts MRO distributor in North $7.0

$6.3 $6.5 $6.3 $6.3 19.0%

$656
$5.8 $5.7 $595
$700

America and Australasia 11.4% $522

$6.0

$4.7 $487
$600

$482
14.0%

− Acquired Mi Asia Pac in July 2019 9.4% $440 $441 10.4%

8.6% 9.4%
$5.0

$500

− Acquired Kaman Distribution Group in January 34.5%

9.0%

$4.0

$400

3.2% 1 9.4%
2022 $3.0

4.0%
$300
8.5%
• Provides additional $1B in revenue -4.5%1 11.0% 8.0%
7.7%
$2.0

7.6%
$200

• Broad network across North America and

-1.0%

$1.0
$100

Australasia $- -6.0%
$-

− ~30 distribution centers 2017 2018 2019 2020 2021 YTD YTD 2017 2018 2019 2020 2021 YTD YTD
21 22 21 22
− ~70 service centers
Revenue % Change Segment Profit Segment Margin
− ~720 branches
• Access to a broad portfolio of 12M+ parts Industries Served 2022 Sales by Product Category2
Growth Opportunities Bearings / Power Transmission 29%
• Equipment & Machinery • Fabricated Metal Products
• Omni-channel buildout / e-commerce acceleration Industrial / Safety Supplies 14%
• Food & Beverage Processing • Aggregate & Cement
• Expand industrial services and solutions capabilities Kaman Distribution Group 13%
• Pulp & Paper • Rubber & Plastic Products
• M&A to further boost products/services offering Hydraulics / Pneumatics 10%
• Iron & Steel • Equipment Rentals / Leasing
• Enhance pricing and product category management Misc. Products & Services 9%
• Automotive • Oil & Gas Extraction
• Network optimization and automation for improved Material Handling 8%
productivity • Chemical & Allied Products • Mining
Seals, Pumps & Hoses 8%
• Lumber & Wood Products • Distribution/Logistics
2022 Sales by Region2 Electrical & Automation 7%
• Electric Vehicle Battery
Linear 2%
5% Select Customers
North America

Australasia
95%

1 Excludes Impact of Divestitures 2 For the nine months ended 9/30/22 GPC INVESTOR PRESENTATION | 8
The Power of One GPC

Leading Brands

Value Add Synergies

Business Practices Systems Facilities Talent

Technology Transport Freight Global Suppliers

Leveraging Leading Brands, Common Distribution Processes and Logistical Expertise

GPC INVESTOR PRESENTATION | 9
GPC INVESTOR PRESENTATION | 10
 Our Transformational Journey
2013 – 2018
• Four Segments: Automotive,
Industrial, Office Products, Electrical
• Expanded Global Operations in
Australasia and Europe
• Established Global Shared Service
Platforms Across Business
One GPC Team Working Together to Create Stakeholder Value
2019 – 2022
• Simplified Business to Two
Segments: Automotive & Industrial
• Created Global Transformation Office
• Navigated Global Pandemic and
Adjusted Cost Structure
• Enhanced Capital Structure
• Coordinated Global Strategic
Initiatives and Planning
• Advanced Talent, ESG and DEI
Initiatives
• Added to Industrial Business with
Strategic Acquisition
“Vision 2025”
• Deliver on GPC Purpose, Employee
Value Prop, Mission and Vision
• Culture… One Team Working Together
to Create Stakeholder Value
• Transform… Invest Where We Need to
Win Today and Tomorrow
• Focus… Prioritize Customer Experience
and Simplify to Grow
• Execute… Growth in Excess of Market,
Operating Leverage, Cash Flow, ROIC
GPC INVESTOR PRESENTATION | 11
Experienced Leadership Team with Deep Industry Expertise
Paul Donahue Will Stengel Bert Nappier Naveen Krishna
Chairman, CEO President EVP, CFO EVP, CIDO
Joined GPC: 2003 2019 2022 2021
Current Role: 2016 2021 2022 2021

Jim Neill Charlie Chesnutt Chris Galla Lisa Hamilton

EVP, CHRO SVP & Treasurer General Counsel SVP, Total Rewards
2006 2002 2005 1996
2013 2016 2020 2020

Sid Jones Vickie Smith

SVP, Investor Relations SVP, Employee
1989 Experience
2017 2002
2020

Franck Baduel Randy Breaux Rob Cameron Kevin Herron

CEO, European President, Managing Director and President,
Automotive North America Industrial Group CEO, U.S. Automotive
1999 2011 Australasia 1983
2020 2019 2003 2019
2017
Alain Masse
President, Canadian
Automotive
2011
2015

Driving a Culture of Continuous Improvement, Accountability and Integrity

GPC INVESTOR PRESENTATION | 12
Supportive Board with Diverse Expertise and Experience
Paul Donahue
Board Composition (2012)
Chairman & CEO
 85% Independent Directors
Genuine Parts Company
 31% Women; 46% Diverse1
 8.5 Years Average Tenure
Elizabeth Camp Richard Cox, Jr. Gary Fayard
(2015) (2020) (2014)
Expertise and Experience President & CEO Senior Vice President Retired CFO
DF Management, Inc. Delta Air Lines The Coca-Cola Company
CEO / Leadership Position 85%

P. Russell Hardin Donna Hyland

Government / Regulatory 54% (2017)
John Holder
(2015)
(2011)
President President & CEO
Chairman & CEO
Robert W. Woodruff Children's Healthcare of
Holder Properties
Finance and Accounting 46% Foundation Atlanta

Automotive 31% Jean-Jacques Lafont Robert Loudermilk, Jr Wendy Needham

(2020) (2010) (2003)
Co-Founder & Executive President & CEO Retired Managing Director
International 31% Chairman The Loudermilk Global Auto Research
Alliance Automotive Companies Credit Suisse First Boston

Distribution / Supply
Chain
31%
E. Jenner Wood Juliette Pryor
John Johns
(2014) (2021)
(2002)
Retired Executive Vice General Counsel &
Legal 31% Retired Chairman & CEO
President Corporate Secretary
Protective Life Corporation
SunTrust Banks, Inc Albertsons Companies

1 Gender, race, ethnicity, and/or nationality GPC INVESTOR PRESENTATION | 13

2022 Sustainability Report

E
Reducing carbon
emissions

S
Environmental Improving
diversity, equity

G
and inclusion
Social

Enhancing ESG
Governance
governance Click here to access the report
and learn more about GPC’s
progress in these areas.

GPC INVESTOR PRESENTATION | 14

Diversity, Equity and Inclusion Objectives

Promote Recruit Engage Innovate Community

Drive DE&I Source and Utilize DE&I Collaborate on Develop

awareness and Hire Diverse platform to drive Products, Service partnerships with
accountability candidates EE engagement and Policy Communities in
across the and experiences initiatives by which we serve
entire incorporating a
organization DE&I perspective

GPC INVESTOR PRESENTATION | 15

Favorable Long-Term Macro Trends Across Our Businesses
Automotive Industrial
• ISM Purchasing Managers Index
• Growing and aging car parc
• Industrial production/capacity utilization rates
Industry Drivers • Positive YTD and long-term growth outlook for miles driven
• Strong growth outlook for plant automation and robotics solutions
• Limited new car inventory and elevated used car prices
• Manufacturing employment growth in U.S.

• Continued signs of expansion in the industrial economy

• Continued growth in operating profit – higher sales volume and
more efficient cost structure
North America • B2C digital investments driving sustained retail strength
• Positive long-term growth prospects for DIFM and DIY
• Strong sales momentum across product categories and industry
sectors
• Solid growth in operating profit and margin expansion
• Acquired Kaman Distribution Group which significantly enhances
scale and strengthens market leading position

• Demand remains solid in key markets

• Solid sales growth in both DIY and DIFM • Positive long-term growth outlook for Mi Asia Pac
Australasia • Accelerating digital strategy across B2B and B2C on-line sales • Expect sales environment to continue to strengthen
• NAPA brand roll-out
• Continued strong sales and operating profit
• Sales growth in each of our European markets
Europe • NAPA brand roll-out
• Market share gains
• Technology and supply chain investments

Benefitting from Economic Recovery

GPC INVESTOR PRESENTATION | 16
Addressable Market of $450B+
Automotive Industrial
$250B+ Global Market $200B+ Global Market

5
10 10 10

United States
Europe North America
Canada
100 125 Australasia
Australasia
Mexico

200

Regions Market Share Industry Growth Regions Market Share Industry Growth
United States 7% +2-3% North America 4% +2-3%
Europe 5% +1-2% Australasia 5% +2-3%
Canada 15% +2-3% Total 4% +2-3%
Australasia 15% +2-3%
Mexico 1% +5-6%
Total 7% +2-3%

Proven Ability to Consolidate and Grow within Large and Fragmented Markets
GPC INVESTOR PRESENTATION | 17
Sustainable Competitive Advantages
Global Presence
and Brand Strength
• Long and Successful Company history
• Largest global automotive aftermarket
and industrial businesses
• Expanding the NAPA and Mi brands
globally
Well Positioned as a Leading Global Distributor
Best-in-Class Operating
and Distribution Efficiencies
• Shared services and technologies
• Automation/Productivity improvements
• Purchasing scale with shared
suppliers across automotive and
industrial
• Strategically co-located facilities
• Acquisition and integration expertise
Enhanced
Technology Solutions
• Improved omni-channel capabilities to
meet customers’ needs and accelerate
digital growth
• 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
GPC INVESTOR PRESENTATION | 18
Strategic Areas of Focus

Key value drivers – profitable growth, operating leverage, cash conversion and disciplined capital allocation – with the dividend
an important part of the GPC capital allocation strategy

Leadership positions in attractive, fragmented markets with scale and capabilities to win; leading global brands and long-
standing relationships based on customer service and expertise

Unique culture, based on core values and purpose, serves as important common foundation

Current Priorities – Profitable organic growth, operating productivity, disciplined and strategic capital deployment and
investments in talent to develop and build capabilities

Advancing longer-term strategic roadmap and excited for numerous opportunities with new technologies and emerging trends

Execute Initiatives and Deliver Value as One GPC Team

GPC INVESTOR PRESENTATION | 19
Foundational Priorities for Investing in Our Business

Talent & Culture Sales Effectiveness Technology Supply Chain Emerging Technology

• Recognize high • Utilize data and
potential talent, infuse analytics to
new capabilities into understand our
the organization and unique customer
recruit diverse talent segments and drive
increasing mix of
traditional selling and
digital strategies
• Enhance data and • Ensure we have the
digital capabilities to “right” product
deliver a best-in-class available in the “right”
customer experience market at the “right”
and profitable growth time through
while investing in continuous
foundational digital improvements in
elements inventory, facility
productivity, logistics
and technology
• Aspire to lead in
emerging
technologies,
leveraging our unique
positioning, global
scale and One GPC
team approach

M&A

 Strategic bolt-on acquisitions remain a  Acquisition pipeline remains  Continue to refine our processes to move
key part of our GPC growth strategy active and actionable faster, be disciplined and create value

GPC INVESTOR PRESENTATION | 20

Cash Flow Supporting Growth and Capital Allocation
Working Capital1
Working Capital Initiatives
79 78 • Timely collections; sale of accounts
$90.00

69
50%

$80.00

$70.00

61
55 40% receivables
47 48
$60.00

$50.00

22% 41 38
30%

• Effective inventory management

$40.00

18% 30
14% 13% • Extended terms and programs with
11% 11% 11%
20%

9%
$30.00

8% 7% 6 1 vendors
$20.00

10%

$10.00

$-
6% 6% 0%

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 TTM
2022
Cash Conversion Cycle (Days) Working Capital (% of Sales) Cost Savings Initiatives
• Reinvestment in core businesses to
Cash from Operations ($M) enhance efficiencies and productivity
• Significant progress in improving cost
$2,015 *
structure

$1,159 $1,145
$1,258 $1,245 *
$1,057 $946 $1,008
$906
$625
$790 $815 $833
Cash Flows
• Robust cash generation
• Resilient cash flow in economic downturns
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 YTD YTD
21 22

Driving Improved Working Capital and Strong Cash Flow

1 Working capital is defined as current assets less current liabilities; * Includes benefit of the A/R sales agreement
GPC INVESTOR PRESENTATION | 21
Strong Balance Sheet and Financial Flexibility
Balance Sheet Highlights1 ($B) Liquidity Profile1 ($B) Debt Maturity Schedule1 ($M)
($M)

Cash / Cash Equivalents $0.6 Total Credit Capacity3 $4.7

2.34% Q3’22 Average Interest Rate $1,273
Accounts Receivable $2.2 Less Total Debt: ($3.2)
Inventory $4.3
Unused Credit Capacity $1.5
Total Assets $16.4
Cash $0.6
Accounts Payable $5.5
$500
Total Available Liquidity $2.1
Total Debt $3.2 $322 $351 $365
$250
Total Liabilities $12.7 Total debt to adj EBITDA $172
1.7x
(TTM)4 $0
($M)
Working Capital2 $1.3
2022 2023 2024 2025 2026 2027 2028 2029 2030+

• Changes in key working capital accounts in-line with sales growth

• Steady debt position and favorable financial arrangements supporting our investment grade rating
• Total debt to TTM adjusted EBITDA4 was 1.7x on September 30, 2022, versus our targeted range of 2.0 to 2.5 times

Ample Liquidity and Financial Strength to Support Growth Strategy

1 As of 9/30/2022; 2 Working capital is defined as current assets less current liabilities 3 Total credit capacity represents total committed capacity under the revolving credit facility plus the amount of
GPC INVESTOR PRESENTATION | 22
all other debt outstanding 4 These amounts are Non-GAAP measures (See Appendix B)
Effective Capital Allocation

2017-2021 Capital Deployment Key Priorities

Reinvestment
• Projecting 2022 spend of ~$350M

13% M&A
• Targeting strategic/bolt-on acquisitions for 2022
33%
• Acquired Kaman Distribution Group in January 2022

Share Repurchases
~$6.0B1 36% • Plans for additional share buy-backs

Dividend
• 2022 cash dividend of $3.58 per share, +10% from 2021
18% ‒ 66th consecutive year of increased dividends paid to our
shareholders

Reinvestment M&A Share Repurchases Dividend

1 Includes proceeds from divestiture GPC INVESTOR PRESENTATION | 23

Strategic Approach to M&A

Strategic Filters Financial Criteria

Key Product Category Extension Accretive Sales Growth and Margin Rates

Market Leadership Accretive to EPS within First Year

Geographic / Market Expansion ROIC > GPC Cost of Capital

Post-Synergy Purchase Price

Capability Enhancements
Multiple Below Our Trading Multiple

Operating and Cost Synergies Financed to Maintain Investment Grade Rating

Talent Acquisition / Retention Dedicated Investment Committee Provides Oversight

and Discipline on Capital Allocation Practices

Core Competency with a Proven History of Successful Acquisitive Growth

GPC INVESTOR PRESENTATION | 24
 66 Consecutive Years of Dividend Growth
Dividend History
$3.58
 2022 annual dividend of $3.58/share, a 10% increase
 2-3% dividend yield
 Targeted payout range of 50% to 55%
 Among “2022 Dividend Kings” - with 50+ years of
increasing dividends

$0.26

'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 20 ’21 ’22

Strong Track Record of Paying Consistent Dividends

GPC INVESTOR PRESENTATION | 25
Compelling Investment Thesis

Leading global Automotive and Industrial distributor with scale to grow market leading positions in large fragmented markets with
01 favorable long-term trends

Leveraging sustainable competitive advantages including global presence, brand strength, best-in-class operating and distribution
02 efficiencies and enhanced technology solutions

Solid track record of consistent sales and earnings growth with strategic framework to enhance profitability through increased
03 productivity and margin expansion

04 Streamlined portfolio to focus on key Automotive and Industrial markets with well defined M&A criteria for expansion

Strong balance sheet, ample liquidity and significant free cash flow combined with disciplined capital allocation maximizes
05 shareholder value creation

GPC INVESTOR PRESENTATION | 26

Appendix

27
Segment Data Appendix A

2022 2022 2021

(in thousands) TTM Q3 Q1 Q2 Q3 Q1 Q2 Q3 Q4
Net sales:
Automotive $ 13,423,710 $ 3,275,621 $ 3,467,494 $ 3,490,462 $ 2,953,165 $ 3,196,299 $ 3,204,534 $ 3,190,133
Industrial 7,951,822 2,019,014 2,134,920 2,184,812 1,511,549 1,587,439 1,614,315 1,613,076
Total net sales 21,375,532 5,294,635 5,602,414 5,675,274 4,464,714 4,783,738 4,818,849 4,803,209
Segment profit:
Automotive 1,162,316 264,573 322,553 309,349 235,678 290,758 281,150 265,841
Industrial 810,103 188,353 225,472 242,505 125,292 150,413 165,754 153,773
Total segment profit 1,972,419 452,926 548,025 551,854 360,970 441,171 446,904 419,614
Interest expense, net (72,615) (19,850) (20,248) (18,220) (18,324) (15,362) (14,167) (14,297)
Intangible asset amortization (143,774) (39,694) (39,630) (39,416) (25,544) (27,384) (25,311) (25,034)
Corporate expense (232,696) (41,751) (73,312) (72,820) (31,243) (51,397) (47,389) (44,813)
Other unallocated costs 57,791 (25,915) 76,732 (3,462) — (77,421) (61,063) 10,436
Income before income taxes 1,581,125 325,716 491,567 417,936 285,859 269,607 298,974 345,906
Income taxes (394,401) (79,878) (119,038) (105,578) (68,149) (73,111) (70,389) (89,907)
Net income $ 1,186,724 $ 245,838 $ 372,529 $ 312,358 $ 217,710 $ 196,496 $ 228,585 $ 255,999

Segment profit margin:

Automotive 8.7% 8.1% 9.3% 8.9% 8.0% 9.1% 8.8% 8.3%
Industrial 10.2% 9.3% 10.6% 11.1% 8.3% 9.5% 10.3% 9.5%
Total segment profit margin 9.2% 8.6% 9.8% 9.7% 8.1% 9.2% 9.3% 8.7%

GPC INVESTOR PRESENTATION | 28

Reconciliation of Non-GAAP Financial Measures Appendix B
Adjusted Net Income from Continuing Operations
(in thousands) 2021 2020 2019 2018
GAAP net income from continuing operations $ 898,790 $ 163,395 $ 646,475 $ 749,534

Adjustments:
Loss on software disposal (1) 61,063 — — —
Product liability damages award (2) 77,421 — — —
Goodwill impairment charge (3) — 506,721 — —
Restructuring costs (4) — 50,019 142,780 —
Realized currency loss on divestitures (5) — 11,356 34,701 —
Gain on insurance proceeds related to SPR Fire (6) (3,862) (13,448) — —
Gain in equity investments (7) (10,229) — (38,663) —
Inventory adjustment (8) — 40,000 — —
Transaction and other costs (9) 3,655 39,817 31,254 34,930
Total adjustments 128,048 634,465 170,072 34,930
Tax impact of adjustments (29,828) (32,822) (39,704) (10,170)
Adjusted net income from continuing operations $ 997,010 $ 765,038 $ 776,843 $ 774,294

(in thousands, except per share and per share data) 2021 2020 2019 2018
Diluted earnings per share from continuing operations $ 6.23 $ 1.13 $ 4.42 $ 5.09

Adjustments:
Loss on software disposal (1) 0.42 — — —
Product liability damages award (2) 0.54 — — —
Goodwill impairment charge (3) — 3.49 — —
Restructuring costs (4) — 0.34 0.98 —
Realized currency loss on divestitures (5) — 0.08 0.24 —
Gain on insurance proceeds related to SPR Fire (6) (0.03) (0.09) — —
Gain in equity investments (7) (0.07) — (0.26) —
Inventory adjustment (8) — 0.28 — —
Transaction and other costs (9) 0.03 0.27 0.20 0.24
Total adjustments 0.89 4.37 1.16 0.24
Tax impact of adjustments (0.21) (0.23) (0.27) (0.07)
Adjusted diluted earnings per share from continuing operations $ 6.91 $ 5.27 $ 5.31 $ 5.26
Weighted average common shares outstanding — assuming dilution 144,221 145,115 146,417 147,241
GPC INVESTOR PRESENTATION | 29
Reconciliation of Non-GAAP Financial Measures Appendix B
Adjusted EBIT and Adjusted EBITDA
(in thousands) 2021 2020 2019 2018
GAAP net income from continuing operations $ 898,790 $ 163,395 $ 646,475 $ 749,534
Interest expense, net 62,150 91,048 91,405 93,281
Income taxes from continuing operations 301,556 215,973 212,808 245,104
EBIT 1,262,496 470,416 950,688 1,087,919
Loss on software disposal (1) 61,063 — — —
Product liability damages award (2) 77,421 — — —
Goodwill impairment charge (3) — 506,721 — —
Restructuring costs (4) — 50,019 142,780 —
Realized currency loss on divestitures (5) — 11,356 34,701 —
Gain on insurance proceeds related to SPR Fire (6) (3,862) (13,448) — —
Gain in equity investments (7) (10,229) — (38,663) —
Inventory adjustment (8) — 40,000 — —
Transaction and other costs (9) 3,655 39,817 31,254 34,930
Adjusted EBIT $ 1,390,544 $ 1,104,881 $ 1,120,760 $ 1,122,849

(in thousands) 2021 2020 2019 2018

GAAP net income from continuing operations $ 898,790 $ 163,395 $ 646,475 $ 749,534
Depreciation and amortization 290,971 272,842 257,263 227,584
Interest expense, net 62,150 91,048 91,405 93,281
Income taxes from continuing operations 301,556 215,973 212,808 245,104
EBITDA 1,553,467 743,258 1,207,951 1,315,503
Loss on software disposal (1) 61,063 — — —
Product liability damages award (2) 77,421 — — —
Goodwill impairment charge (3) — 506,721 — —
Restructuring costs (4) — 50,019 142,780 —
Realized currency loss on divestitures (5) — 11,356 34,701 —
Gain on insurance proceeds related to SPR Fire (6) (3,862) (13,448) — —
Gain in equity investments (7) (10,229) — (38,663) —
Inventory adjustment (8) — 40,000 — —
Transaction and other costs (9) 3,655 39,817 31,254 34,930
Adjusted EBITDA $ 1,681,515 $ 1,377,723 $ 1,378,023 $ 1,350,433

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Reconciliation Tables Appendix C
Free Cash Flow
(in thousands) TTM Ended September 30, 2022
Net cash provided by operating activities $ 1,494,680
Less: Purchases of property, plant and equipment (371,928)
Free Cash Flow $ 1,122,752

Updated Outlook
Year Ended December 31, 2022
Net cash provided by operating activities from continuing operations $1.5 billion to $1.7 billion
Purchases of property, plant and equipment Approx. $350 million
Free Cash Flow $1.2 billion to $1.4 billion

GPC INVESTOR PRESENTATION | 31