There’s no car like
a Motorpoint car
Motorpoint Group PLC | Annual Report and Accounts 2023

MOTORPOINT IS
THE UK’S LEADING
RETAILER OF NEARLY
N E W V EH I C L E S .
Car buying
made easy
Making car buying easy has been
our purpose for 25 years. It’s the
reason why we have such a rich
history of adapting to the needs
of our customers and continually
innovating to deliver the best car
buying experience possible.
Decades of putting our customers
at the centre of everything we
do has given us an unparalleled
understanding of what people want
when they buy a car.
This is why we believe so strongly
in giving our customers unrivalled
Choice, Value, Service and Quality,
There’s no car like a Motorpoint car.
For the latest investor relations, visit our website:
www.motorpointplc.com/investor-relations/why-invest/
ABOUT US

01Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
CONTENTS
Strategic Report
03 2023 highlights
04 At a glance
06 Investment case
08 Our business and our market
10 The Car Buyer’s Champion
12 Our customers’ journey
14 Market overview
16 How we deliver value
18 Chair’s statement
20 Chief Executive’s statement
23 Key performance indicators
24 Our strategy
29 Section 172 statement
33 Environmental, Social and Governance
(ESG)
50 Task Force on Climate related
Financial Disclosures (‘TCFD’)
58 Financial review
62 Risk management
67 Principal risks and uncertainties
73 Non-inancial information statement
Governance
76 Board of Directors
78 Introduction to governance
79 Corporate governance report
82 Audit Committee report
86 Nomination Committee report
90 ESG Committee report
92 Remuneration Committee report
94 Remuneration policy
102 Annual report on remuneration
109 Directors’ report
114 Statement of directors’ responsibilities
Financial Statements
116 Independent auditors’ report
122 Consolidated statement
of comprehensive income
123 Consolidated balance sheet
124 Consolidated statement
of changes in equity
125 Consolidated cash low statement
126 Notes to the consolidated
inancial statements
154 Company balance sheet
155 Company statement of changes in equity
156 Notes to the company
inancial statements
160 Alternative performance measures
(’APM
s’)
161 Glossary
162 Shareholder information & advisers

Motorpoint Group PLC | Annual Report and Accounts 202302

2023 £1,440.2M
2022 £1,322.3M
2023 £660.5M
2022 £624.9M
2023 60%
2022 60%
2023 89.7K
2022 97.7K
2023 £1,300
2022 £21.5M
2022 £1,446
£0.3M2023
03Motorpoint Group PLC | Annual Report and Accounts 2023
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Strategic Report
Financial Statements
2023
HIGHLIGHTS
FINANCIAL HIGHLIGHTS
Record turnover
£1,440.2m
Online revenues
£660.5m
Units sold online
60%
Vehicles sold
89.7k
Loss before taxation
£(0.3)m
Gross proit per retail unit
£1,300
Vehicles sourced
fromcustomers
23.8%
Average share
30 min drive time from store
8.9%
Net Promoter Score (‘NPS’)
84
Market share
0–4 year old car market
1
3.5%
Ninth consecutive year in “The
UK’s Best Companies To Work For”
2
Top 100
Our 20th store opened in Ipswich
in May 2023
20 stores
1. Based on data produced by the Society of Motor Manufacturers and Traders (‘SMMT’).
2. As per the results from The UK’s Best 100 Companies To Work For.

04 Motorpoint Group PLC | Annual Report and Accounts 2023
AT A GLANCE
OUR PURPOSE
Our purpose is to make car buying easy.
We’re here to help our customers buy
the car they want, in the way they want.
There’s no car like a Motorpoint car.
OUR VISION
Our Vision is to be the Car Buyer’s
Champion, trusted to deliver unrivalled
Choice, Value, Service and Quality.
PEOPLE POWERED
At our heart we are a people powered
business and it is our talented people
who help customers when purchasing a
vehicle from Motorpoint – giving them
the advice they’re looking for, ensuring
everything is to the standard they
expect and developing new innovations,
products and services that constantly
improve the purchasing process. This is
evidenced by our industry leading
NPS ratings.
Find out more on pages 40 - 47
OMNICHANNEL AND
CUSTOMER CENTRIC
By focusing on making car buying easy
for our customers, we have been able
to create the very best omnichannel
experience – one that combines the
convenience and beneits of buying
online, Home Delivery and Reserve and
Collect with an extensive nationwide
retail network ensuring high levels of
quality, service and support.
Find out more on page 8

05Motorpoint Group PLC | Annual Report and Accounts 2023
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Strategic Report
Financial Statements
There’s no car like
aMotorpoint car
Our medium term strategy is to grow revenue to more than £2bn.
Rapidly upscaling our
E-commerce capability
Substantial increase in technology,
data and marketing investment.
Expand wholesale and
E-commerce channels
Expanding our E-commerce
Auction4Cars.com platform and
grow new supply channels.
Increase customer
acquisition and retention
Increasing investment in our
customer proposition, marketing
capability and leveraging our data.
Led by online sales and fulilment
capacity increase in new markets.
Operational eiciency through
technology and innovation
Further automation and technology
investment as sales migrate to
E-commerce channels.
Underpinned by a commitment to:
Stakeholder
engagement
pages 29 - 32
Our People
and Culture
pages 40 - 47
Our
Communities
and the
Environment
pages 44 - 45
Governance
pages 75 - 114
Risk
Management
pages 62 - 72

06 Motorpoint Group PLC | Annual Report and Accounts 2023
INVESTMENT CASE
What makes
us dierent
Our omnichannel approach
gives customers the choice
of buying cars through our
store network or online,
or increasingly, through a
combination of both channels.
25 years of customer insight
and innovation
Retail sales of nearly new vehicles –
focused on those under four years and
less than 30,000 miles
Always low prices delivering great value
Nationwide store network
Trade sales through digital auction
site for vehicles not meeting our retail
criteria
Buying cars direct from customers
Inventory management, vehicle
reconditioning, logistics and store
operations expertise

07Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Relentless focus
on E-commerce
Increasing shift to online provides
operating model opportunities
Website improvements
boostingtraic
Expanding digitally led car
buyingservice
Signiicant investments in
technology and marketing
Digital transformation
providing opportunities
for growth
Customers prefer to buy used cars on
an omnichannel basis, combining digital
channels with physical touchpoints

MOTORPOINT
Our retail oer of nearly new cars that are mostly
under four years old and have completed less than
30,000 miles provides customers with an omnichannel
purchasing journey combining online with 20 retail
stores nationwide (at the time of publication of this
report). We also oer a large range of commercial
vehicles under the Motorpoint brand.
AUCTION4CARS.COM
Auction4Cars.com, a business to business entirely online
auction marketplace platform, allows an eicient and
quick route for sale of part exchange vehicles which do
not fall into our nearly new retail criteria.
OUR BUSINESS AND
OUR MARKET
Online & in store
Nearly new consumer vehicles
Light commercial vehicles
Online only
Wholesale vehicles
Low
Cost base
84
NPS
25
Years as a
leading player
in the nearly
new market
£130
Lowest online
average buyers’
fees
<4 years
<30,000 miles
>4 years
>30,000 miles
CONSUMER OMNICHANNEL
Motorpoint Group PLC | Annual Report and Accounts 202308
#1
Value retailer
A Group focused on
growth through two
distinct brands

Governance
Strategic Report
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09Motorpoint Group PLC | Annual Report and Accounts 2023

10
THERE’S NO CAR LIKE
A MOTORPOINT CAR
Our vision is to be the Car
Buyer’s Champion, trusted
to deliver unrivalled Choice,
Value, Service and Quality
84
Net Promoter Score
10 Motorpoint Group PLC | Annual Report and Accounts 2023
555
makes and models in stock
99.5%
of vehicles priced Good,
Great or Low on AutoTrader
in FY23
V A L U E
We are able to secure the best stock at competitive
prices and we pass those savings on to our customers
ensuring we oer stand out vehicles at unbeatable
prices. We are also able to oer market leading inancing
options and extended warranties for our customers.
CHOICE
Choice for our customers means not only the model
and price range of available vehicles we stock,
but also the options through which they can view,
purchase, and take delivery of their vehicle such as
Same Day Driveaway, Home Delivery or Contactless
Collections.
OUR PEOPLE
Our people are at the heart of our business, not least
in ensuring the quality of the customer experience;
this is why we are determined to continually focus on
our team engagement.
Find out more on pages 40 - 47
S E R V I C E
We are car people, not sales people, and are
passionate about helping our customers get the right
car. We know that our customers care equally about
what they drive and the price they pay, and that they
can get a car however they like – in store or online.
Our customers receive Feefo Platinum award winning
customer service wherever and however they choose
to buy their car.
Q U A L I T Y
Motorpoint Quality Standard sits at the core of our
operations, ensuring we deliver the highest levels of
quality of nearly new vehicles and customer service
along the entire customer journey. Our cars are
rigorously checked from engine to exhaust by our
experts, and sold under warranty.

Governance
Strategic Report
Financial Statements
11Motorpoint Group PLC | Annual Report and Accounts 2023

Motorpoint Group PLC | Annual Report and Accounts 202312
OUR CUSTOMERS’
JOURNEY
We make car
buying easy by
being online
and in store
I N
STORE
Store locations
Customer agents
within stores
Extensive
choice
Great value –
Motorpoint
Price
Promise
Website
enhancements to
help ind the right
car – by lifestyle,
by budget
E A S Y T O
FIND
ONLINE
BENEFITS

13Motorpoint Group PLC | Annual Report and Accounts 2023
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Competitive
part exchange
prices
Flexible
inance
options
Car buying
service
available
Payment made
within minutes
of deal being
agreed
Award
winning
customer
service
7 day
exchange
guarantee
High
quality and
standards
guaranteed
Diverse and vast
range of stock to
browse and test
drive
360° virtual tour
of the vehicle and
gallery of images
with technical
speciications
Enthusiastic team
to help customer
through the sales
process
Digital end to end journey
Finance completed in
privacy of own home
and with access to all
information
Same day driveaway
Home delivery
Reserve and collect
Buy online, collect in
store
Handover done in
less than 30 mins
Quality, service
and fulilment
support both
online and
instore
E A S Y T O
VIEW
EASY TO BUY
SELL YOUR CAR
E A S Y T O
COLLECT
E A S Y T O
CONTACT
We have invested in creating a
deeply embedded digital and retail
omnichannel customer journey
that gives the car buyer the choice
of how to buy their next car in a
way that its their lifestyle.

14 Motorpoint Group PLC | Annual Report and Accounts 2023
MARKET OVERVIEW
The Group has made good progress on its strategic
objectives, delivering record revenues, whilst executing
on its investment strategy for growth, despite
diicult macroeconomicconditions which have
impactedproitability.
Signiicant improvement of our market share in nearly
new vehicles despite a fall in used car sales.
Car market
Motorpoint’s core proposition is
the sale of nearly new cars and
commercial vans which are up to
four years old and have covered
fewer than 30,000 miles. We monitor
available market statistics, notably
from the SMMT (Society of Motor
Manufacturers and Traders), which
give us transaction volumes for
target market cars but do not include
recorded mileage. We therefore
use the transaction volumes as a
proxy for our available market. The
used car market continued to be
inluenced by the knock-on eect of
the chip shortages limiting new car
production. The exceptional inlation
experienced in the previous year
subsided in FY23, and we generally
saw a return to more normal levels of
slight month on month delation. The
exception related to Electric Vehicles,
where we experienced accelerated
depreciation in the second half of
FY23, which impacted our margins.
Towards the end of FY23, our new
car supply started to improve. This
provided the opportunity to source
more vehicles directly, and this trend
is expected to continue in FY24.
Revenues
£1,440.2m
2023 £1,440.2M
2022 £1,322.3M
Market share (0–4 year old vehicles)
3.5%
2023 3.5%
2022 3.1%
Size of market
(04 year old vehicles; source: SMMT)
1.55m
2023 1.55M
2022 1.87M
Consumer conidence
During FY23 consumers faced rising
inlation and interest rates which
resulted in increased uncertainty,
and the resultant downturn inevitably
impacted inancial performance.
Despite this slowdown in demand,
coupled with supply challenges for
most of FY23, we still managed to
signiicantly grow our share of the
market. Based on our customer data,
the use of digital services is becoming
universal amongst car buyers. Some
degree of physical connection
continues to be preferred by most
customers to provide reassurance
and trust in their purchase. In other
words, UK consumers prefer to buy
used cars and ancillary services on
a cross channel basis, using digital
channels and physical touchpoints
interchangeably on their purchase
journey. Looking forward, we expect
the supply pressures to further ease,
although it is more diicult to predict
the economic conditions. The war in
the Ukraine unfortunately continues,
although we may expect softening
in interest rates and inlation as the
year progresses. Whilst this may be
welcome, there is likely to be continued
pressure on discretionary spending
power and consumer sentiment.
However, Motorpoint, through its price
leadership, will continue to oer the
best value to customers and has a
strong track record of demonstrating
resilience in adownturn.
17%
shrinkage in 0–4 year old
market compared to FY22
(source: SMMT)

15Motorpoint Group PLC | Annual Report and Accounts 2023
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“ The best customer
serviceever”
Trustpilot, Motorpoint website,
April2023
89.7k
vehicles sold, inc 32.4k via
Auction4Cars.com platform
1,494
Big increase in the sale
of Electric Vehicles (2022: 631)
23.8%
cars retailed purchased
directly from consumers

16 Motorpoint Group PLC | Annual Report and Accounts 2023
HOW WE
DELIVER VALUE
Agility,
culture,
eiciency
Our strength lies in our ability
to be agile and responsive –
in our people and our culture,
and in our constant focus
on improving operational
eiciencies across our digital
platforms and retail network.
Investment in technology
is delivering operational
eiciency.
Key strengths and resources
New stores and growth opportunity
We can open wherever we see a market
opportunity; speed and scale are in our control.
Existing dealerships tend to be cheaper to it out.
Breadth of stock
On average 40 brands are available in store
or online, spanning all the leading makes and
models, sourced from multiple channels. All
stock is available nationally.
Retail product oer
Our retail proposition continues to be 100%
on nearly new cars and commercial vans; our
product oering is supported by providing
inance packages to our customers through our
inance partners as well as oering warranty,
insurance and paint protection products.
Operational control
We have no external restrictions. Proprietary
IT systems can be built; we have bespoke
values led development and team engagement
programmes; marketing can be via any channel
or into any geography; our modest showroom it
out costs support Motorpoint’s value proposition.
Financing
We are free to negotiate for the most competitive
terms on the external market.
Car buying
Our service allows us to purchase cars direct
from consumers. Depending on their age, cars
can either be sold through Motorpoint (thus
providing a further supply chain route), or via the
Auction4Cars.com platform.
Underpinned by our values
Our operating model is focused on putting our
employees irst. This means empowering our
team and giving them the skills and conidence to
champion the customer. We achieve this through
living our core values and team commitments.

17Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
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Governance
How we deliver for our customers
Home delivery
Our customers can choose a vehicle,
arrange inance, purchase and have it
delivered to them, without having to
leave their home.
Part exchanges
Motorpoint generally sells
vehicles with less than 30,000
miles, and less than four
years old, to retail customers.
Vehicles in excess of this mileage
and age purchased from a customer
as part exchange are sold through
our wholesale E-commerce platform
Auction4Cars.com.
This platform provides invaluable live
data on the latest valuation of vehicles
sold through Auction4Cars.com and
allows us to oer the best price to our
customers for their part exchange.
Retail stores
Our retail stores oer sales, light vehicle
preparation and a large display area.
All stores oer refreshment and lounge
facilities to enhance our customers’
experience and comfort. Locations are
generally positioned for ease of access
and located within close proximity of a
large population. Our digital contactless
purchase process allows customers the
option to complete their vehicle purchase
in store or online, visit our store to collect
their vehicle, and drive away in under
30 minutes. Wherever possible,
we are looking to automation to
speed up the customer journey.
Retail websites
We constantly innovate
to deliver outstanding
customer service and we have
a nationwide Home Delivery
service with a 14 day money back
guarantee to all online customers. Our
website allows us to maintain a convenient
and trusted user experience as customer
preferencesevolve.
Our upgraded imaging and vehicle speciication
details provide customers with substantial information
on the vehicle they are researching or buying,
enhancing the conversion to sale on our website.
MyMotorpoint, our customer portal, allows customers
to complete all documentation requirements online,
enabling Home Delivery and faster handovers in store.
This is proving popular with our customers.
R
E
T
A
I
L
S
T
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R
E
S
H
O
M
E
D
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L
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V
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C
H
A
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I
L
W
E
B
S
I
T
E
S
Proud
We are proud of what we do, how we do it and
the people who make it happen. We stand out
from the crowd and are proud to work as part
of Team Motorpoint.
Supportive
We have a one team ethos and understand
that together we achieve more. We are a
united team focused on a common goal and
vision and will always help our customers and
colleagues alike #drivingdreams®.
Happy
We enjoy what we do and we show it – a
smile is contagious and our teams wear them
naturally with pride. A happy team makes for
a better working environment which in turn
translates to a great customer experience.
Honest
This applies to our teams, investors and
customers. Courage and honesty are the
vehicles for positive change and Team
Motorpoint has embraced this.

18 Motorpoint Group PLC | Annual Report and Accounts 2023
CHAIR’S STATEMENT
Motorpoint is focused on
growth and transformational
improvement
INTRODUCTION
“ As Motorpoint continues to improve its omnichannel
customer experiences and data-driven processes,
and to invest in more effective marketing and store
expansion, its brand awareness, market share, sales
and proits should rise, creating a substantially
bigger and more proitable business.”
John Walden
Chair
I have highlighted below my thoughts
on the current landscape of the UK’s
used car market, strengths of the
Motorpoint model, and why I believe
there is an opportunity for Motorpoint
to continue gaining market share
and, as the UK economy normalises,
substantially grow proit.
Market context
The UK used car market is highly
fragmented among branded new
car franchises, local and regional
used car dealers, and emerging
online companies. The industry’s car
sales practices are fairly entrenched,
organised around a physical store
model with high costs, and generally
not favoured or well trusted by
consumers compared to other
retail shopping experiences. The
supply side of the used car market
is similarly unchanged for most
used car dealers. It has traditionally
been limited to part exchanges,
purchases o lease, bulk purchases
from OEM manufacturers and
rental leets, and purchases from
a wholesale trade marketplace.
Both sides of the market, sales and
supply, have recently experienced
intensiied competition. New car
franchises have shifted more
attention to used cars to cover for
lower new car production, new
online-only sales models have
emerged, and constrained used
car supply has caused all players
to compete more aggressively for
stock from all sources.
The growth of the online channel
and use of contemporary
technology presents an opportunity,
at least in theory, to disintermediate
the used car market by selling direct
to consumers through a lower cost,
higher service model, by buying
direct from consumers or via new
online marketplaces, and by building
brand leadership and market share
through aggressive marketing.
Used car competitors can respond to
this opportunity in a range of ways,
from building a basic-catalogue type
website to spending massive money
on technology and marketing on
I have been with Motorpoint for 17
months and am impressed by what
the Group has achieved against a
challenging macroeconomic and
industry backdrop. To have delivered
record revenues of £1,440.2m and
increased market share to 3.5% in
its target market of 0–4 year old
vehicles is to be commended. The
company faced rising inancing
costs, constrained stock availability
and pricing shocks to Electric
Vehicle inventory, but nevertheless
was able to continue to make a
number of important strategic
investments. Although greater
yearly proitability was expected
early in the year, our stated goal has
been to invest in growth and new
strategic capabilities to the extent
possible while remaining proitable.
Although the company eventually
made a small loss in a diicult
trading environment, I am pleased
with theprogress made.

19Motorpoint Group PLC | Annual Report and Accounts 2023
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Strategic Report
Financial Statements
an online only model in hopes that
scale can eventually cover central
costs and show proit. We believe
that Motorpoint and its strategic
approach are uniquely positioned
to become a leader in this changing
used car market and thereby grow
revenues and proit substantially.
Customer proposition
Based on our customer data, the
use of digital services is becoming
universal amongst car buyers and
sellers. However, some degree of
physical connection continues to
be preferred by most customers
to provide reassurance and trust
in the transaction. In other words,
UK consumers prefer to buy used
cars and ancillary services on a
cross-channel basis, using digital
channels and physical touchpoints
interchangeably in their purchase
journey. Similarly, consumers
prefer a cross-channel approach to
selling their cars, as online sources
provide pricing and other data while
a physical connection is required
to validate and collect the vehicle.
Motorpoint, as an omnichannel
retailer, is perfectly positioned to
serve this need and is developing
integrated consumer journeys to
provide a digital channel, store sales
and service channel, and home
delivery and collection options,
underpinned by sophisticated data,
that allows customers to learn, shop
and build conidence and trust in
their purchase or sale and helps
Motorpoint know just what degree
of assistance is needed at each
stage of the journey.
This innovative customer experience,
coupled with Motorpoint’s price
and service oer, should provide a
leading proposition in the market.
Growth
Motorpoint has seen its market
share grow with increased brand
awareness. Importantly, we also
see this awareness grow where
we have a local store presence.
Where Motorpoint has stores and
has deployed targeted marketing
programmes, its mature market
share of 0–4 year old vehicles is
8.9% compared to 3.5% nationally.
The proitability proile of a
Motorpoint store is also favourable.
Historically, in a normalised
economic environment a new
store turns proitable in its second
year and at maturity can generate
proit in excess of £2m-£3m per
annum. With ongoing improvements
to its digital and store customer
experiences, and expanded and
improved marketing, we believe that
Motorpoint’s mature and national
market shares can be higher and its
timeline to maturity accelerated.
Motorpoint has stores in 20 market
regions and believes up to 25
markets are targets for future stores,
leaving ample growth opportunity.
With national brand awareness, a
strong digital oer and an expanded
network of service points, we would
expect market share outside of store
catchments to grow as well.
Value creation
Motorpoint is today one of the best
operators in the UK’s used car market,
as measured by its strong margin
per car sold while simultaneously
providing a lowest price promise,
and industry leading NPS. With over
25 years of experience, it has proven
its superior pricing models and
market-leading eiciency in inventory
management, vehicle re-conditioning,
logistics and store operations.
Motorpoint is using technology to
further reduce costs across business
processes and operations, including
to relect the cost saving opportunities
in stores and call centres from
increased consumer take-up of
Motorpoint’s improved digital services.
In the near term we expect the market
for used cars in the UK to continue
to be diicult due to, among other
things, softened consumer demand,
limited stock availability and high
inancing costs. However, we believe
Motorpoint will emerge from the
current depressed consumer market
a more eicient and competitive
business having made progress
on multiple key strategic initiatives
in technology, marketing, and its
digital and physical channels. Over
the long term we will make further
investments, oset to a degree by
eiciencies across the business. As
Motorpoint continues to improve its
omnichannel customer experiences
and data-driven processes, and to
invest in more eective marketing and
store expansion, its brand awareness,
market share, sales and proits
should rise, creating a substantially
bigger and more proitable business.
I would like to thank all of my
colleagues at Motorpoint, at our
Head Oice and across the UK
network, for their continued hard
work and commitment. Whilst the
current macroeconomic environment
and car industry pose challenges
for our company and UK consumers
face signiicant uncertainty, I remain
excited by the opportunity in front of
us and conident that Motorpoint is
well positioned to deliver signiicant
shareholder value in the long term.
John Walden
Chair
14 June 2023

20 Motorpoint Group PLC | Annual Report and Accounts 2023
CHIEF EXECUTIVE’S STATEMENT
There is a signiicant
opportunity for Motorpoint
to become a larger, highly
proitable market leader
INTRODUCTION
Overview
During FY23, we continued to
execute on our investment
strategy to oer our customers a
truly holistic experience when it
comes to purchasing a used car,
with guaranteed access
to our outstanding price
leadership proposition.
I am pleased that we achieved
record revenue of £1,440.2m, up
8.9% on FY22, of which £660.5m
was derived from E-commerce sales
(FY22: £624.9m). This was helped
by vehicle mix and inlation, but we
also achieved meaningful market
share gains in a smaller market due
to investment in new geographical
areas, digital and technology
capability, and price leadership.
As previously highlighted,
we experienced a number
of headwinds in FY23, which
impactedproitability.
Rapidly rising inlation, consumer
uncertainty and worldwide vehicle
supply chain challenges are
signiicantly aecting the used car
market. For example, the market for
our 0–4 year old sector has fallen
from a pre Covid high of 2.45m sales
per annum to 1.55m.
In addition, higher interest rates
also resulted in lower inance
commissions where we chose not
to pass the full cost increases onto
customers, and our interest costs of
£7.1m more than doubled from FY22.
“ We are the UK’s leading
omnichannel used vehicle retailer,
investing for signiicant, proitable
long term growth.”
Mark Carpenter
Chief Executive Oicer
Good progress against strategic objectives, with
strong advancements in technology, store expansion
and resultant market share growth.

21Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
INTRODUCTION
In a year we have
stocked over
555 models
84
Net Promoter Score
8.9%
market share within
30-minute drive time
of a store
(0–4 year old car market)
Margins were also eroded by the
well-documented fall in Electric
Vehicle prices in the latter part of
FY23 with as much as a 30% reduction
in stock values over a four month
period. These factors inluenced the
reduction in proitability, resulting
in a loss before taxation of £0.3m,
down from a proit of £21.5m in
FY22. Despite these headwinds we
consciously continued to executeour
planned investment in strategic
objectives, which cost an incremental
£6.1m in FY23. We have worked hard
during the year to manage non-
strategic costs, and headcount at year
end had dropped to 794 (FY22: 928),
even with the opening of new stores.
Our cash position has improved
signiicantly since the end of FY22,
despite the lower proitability. Net
cash, excluding lease liabilities,
at year end was £5.6m (as set
out on page 160), compared to
net debt of£(21.2)m in FY22. This
was largely due to the use of the
stocking facilities, which allowed full
repayment of the £29.0m revolving
credit facility during the irst few
months of FY23.
We believe that there is a signiicant
opportunity for Motorpoint to
become a larger, highly proitable
market leader in a changing and
fragmented market.
This will involve investments over
time in data-driven technology,
digital and store customer
experiences, and growth including
marketing and store expansion.
In the shorter term, the business
is expected to beneit from the
increase in new car registrations,
therefore expanding supply.
Strategy update
In June 2021, we announced our
objectives to signiicantly increase
our rate of growth, with the aim of at
least doubling FY20 revenue to over
£2bn in the medium term by:
• Growing our E-commerce revenue
to over £1bn by substantially
increasing investment in
marketing, technology and data.
• Opening 12 new sales and
collection stores to service revenue
growth, increasing investment
in the customer proposition, and
expanding our supply channels.
• Leveraging our E-commerce
platform Auction4Cars.com
to accommodate new supply
channels and to launch our
marketplace oering.
• Increasing operational eiciency
through further automation
and technology investment
as customers migrate to
E-commerce channels.
As a result of our strong
performance in key strategic
areas, the Group has made good
progress on these targets. Since
the objectives were announced,
the Group has beneitted from
high vehicle inlation and car mix,
increasing the average selling price
per vehicle; however, challenges in
availability and then weaker demand
in the used car market has materially
hindered unit sales growth.
In the year, our share of the 0–4
year old market increased to 3.5%
(FY22: 3.1%, and from 2.4% when
the strategy was launched), whilst
market share within 30 minute
drive time of a store increased to
8.9% (FY22: 7.7%). There is clear
correlation between market share
and unprompted brand awareness.
Two more new stores opened
successfully in FY23, namely
Edinburgh and Coventry. Both are
in strategically signiicant regions,
and we are pleased with their
performance. Ipswich, our 20th
store, opened in May of this year.
While diicult trading conditions
remain, we will pause our new
store rollout programme, as we
concentrate on investment that
oers the best near term return.
During FY23, we have made rapid
progress enhancing our digital
capability. We are seeing the
beneits of hiring an experienced
Chief Digital Oicer, who has built
up an in-house digital team, with
a signiicant increase in digital
sales leads. We also opened our
new state-of-the-art Tech Hub in
Manchester to help us attract the
best talent in the digital industry as
we enhance our online presence.
Our website has been subject to
much investment, and now includes
a new, lifestyle inspiring landing
page, improved search workings,
imagery, product information, drop
down functionality and a more
premium look and feel.
In addition, work has been
progressing quickly on integrating
marketing platforms, SEO
enhancements, targeted brand
awareness and communication,

22 Motorpoint Group PLC | Annual Report and Accounts 2023
and eCRM capability. These
enhancements are all designed to
improve the customer journey and
increase eiciency.
We continually enhance the way
in which we use data to make
informed decisions, particularly with
regard to how we price vehicles.
Our capability has been bolstered
with the introduction of Tom Tang
who joined Motorpoint as Chief
Technology Oicer in March. Tom
has over 20 years of experience
in technology leadership with his
recent roles as CIO, Alliant Energy,
Sainsbury’s and Argos. Tom is
an advocate of the beneits of AI
capabilities which beneit both the
customer and employee. A key focus
for the business has been the use of
automation to improve eiciency,
whether it be making things easier
for customers in store and on the
website or automating back oice
functions. Automation progress will
further accelerate as Tom settles
into the business.
The investment that we undertook
in FY23 was to build a market leader.
This included future-prooing
the business, providing us with
enhanced technology capabilities to
improve our customer proposition
and automation to drive eiciencies,
both of which help us to withstand
tougher market conditions. The
Group is now better positioned
for the future, and we are in a
position to scale back on our
investment spend, utilising these
new capabilities, and focus only
on pursuing the most impactful
strategic investments.
Customers
As we innovate our omnichannel
customer experiences, our highly
engaged team continued to deliver
our market leading proposition
of Choice, Value, Service and
Quality to our loyal customers with
an unerring focus on customer
satisfaction. Our NPS for sold
vehicles remains at a record high 84.
During FY23, we introduced Project
One, which is Group wide, and looks
at how Motorpoint will operate in the
future to seamlessly join our online
and in store customer journey. The
focus currently is on improving
customer experience, and how we
can serve them even better, linking
their in store experience to online
research. How customers shop
with us is becoming increasingly
interchangeable between channels.
Our team
Our operating model of how our
employees and stakeholders
interact, the Motorpoint Virtuous
Circle, combined with our Values
of Proud, Happy, Honest and
Supportive continue to provide a
robust framework for explaining
how we get things done and what
factors to consider when decisions
are required.
During the year, we introduced
new and improved tools to help us
attract and retain the best talent
including a new careers website
and e-applicant tracking system,
an onboarding tool and a powerful
internal communication platform.
We are already seeing the beneits
of attracting top talent and we were
pleased to receive an increased
number of applicants for positions
at our new store in Ipswich.
We believe that the engagement
of our team is directly correlated
to our customer satisfaction, and
we sponsor multiple initiatives to
enhance their experience with
Motorpoint. Our ‘One Big Dream’
initiative has been a huge success,
with our people using two paid
hours per month for their own
fulilment. We are proud to have
again been selected in the UK’s 100
Best Companies to Work For, our
ninth consecutive selection.
At my senior team level, with the
introduction of Kal Singh, Chief
Operating Oicer, in December
and more recently, Tom Tang,
Chief Technology Oicer, in March,
I believe that all the building
blocks are now in place to further
accelerate our strategic objectives.
Environmental, Social and
Governance (‘ESG’)
The Group has made signiicant
progress on its ESG strategy. The
ESG Committee is fully operational
and has been instrumental in setting
out appropriate ESG targets. We
want to be viewed as the most
environmentally friendly used
carretailer.
During FY23 we have had a
speciic focus on ‘GHG emissions
and reductions’, ‘recycling,
waste recovery and reductions’,
and ‘energy use, conservation
and reductions’. We delivered a
7.3% reduction in energy usage
per square foot compared to
FY22, and waste to landill was
practically zero (0.2%). Also, water
consumption fell by 15.4% in the
year. Working towards these targets
has seen us make good progress
in data availability, visibility, and
awareness across the business.
Throughout FY23 we have remained
committed to energy management,
championing this through
internal communication channels
which promote and incentivise
energyeiciency.
From an Electric Vehicle (EV)
standpoint, FY23 saw us make
substantial progress upgrading our
estate to support this expanding part
of the market. We sold 137% more
EVs this year compared toFY22.
Outlook
As already mentioned, rising
inlation and interest rates,
consumer uncertainty and vehicle
supply challenges signiicantly
aected the used car market and
impacted our inancial performance
in FY23. However, Motorpoint
has a strong track record of
demonstrating inancial resilience in
a downturn, with market share gains
and an ability to eectively manage
cash resources. This ability will allow
the Group to continue investing
prudently in our strategic objectives.
The Group expects to emerge in
a normalised market as a leaner
and more valuable business ready
to seize a signiicant opportunity.
Our short term focus is on cash
conservation by increasing margin
and lowering our cost base, which
will improve proitability.
Mark Carpenter
Chief Executive Oicer
14 June 2023
CHIEF EXECUTIVE’S STATEMENT CONTINUED

(Loss) / Proit before tax (£m)
2
£(0.3)m
2022 £21.5M
2021 £9.7M
2020 £18.8M
2019 £22.2M
2023 £0.3M
Revenues (£m)
2
£1,440.2m
2023 £1,440.2M
2022 £1,322.3M
2021 £721.4M
2020 £1,018.0M
2019 £1,058.7M
Gross proit per retail unit
£1,300
2023 £1,300
2022 £1,446
2021 £1,254
2020 £1,152
2019 £1,150
Net Cash/(Debt) (£m)
2, 5
£5.6m
2023 £5.6M
£21.2M
2021 6.0M
2020 £0.8M
2019 £13.8M
2022
Gross proit (£m)
2
£85.7m
2023 £85.7M
2022 £106.3M
2021 £62.5M
2020 £78.9M
2019 £79.9M
Market share (0–4 year old market)
4
3.5%
2023 3.5%
2022 3.1%
2021 2.4%
Net Promoter Score
3
84
2020 81
2019 78
2023 84
2022 84
2021 83
Estimated sales from
digitalleads
4, 8
21.1k
2022 19.3K
2023 21.1K
ROCE
2, 7
17.3%
2023
2022 74.6%
2021 52.7%
2020 96.5%
2019 96.2%
17.3%
1 Deinitions of terms can be found in the
Glossary on page 161.
2 The KPIs for FY19 have been restated
following the adoption of IFRS 16 in FY20.
3 The 2021 data is based on H2 of that
year, which is considered to be more
representative due to lockdowns during
the COVID-19 pandemic.
4 Data not tracked on a like by like basis for
the full ive year period.
5 Cash less borrowings, excluding lease
liabilities (as set out on page 160).
6 Number of open stores at year end.
7 Operating proit relative to the average of
opening and closing net assets (as set out
on page 160).
8 Based on number of reservations, test
drives, and enquiries originating from
digital channels.
23Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Number of stores at year end
6
19
2022 17
2023 19
2021 14
2020 13
2019 12
Two new stores opened in FY23 taking
our total stores up to 19, and a 20th
store opened in May 2023, improving
national coverage.
KEY PERFORMANCE INDICATORS
It’s important that
we measure our
performance
FINANCIAL KPIS
NONFINANCIAL KPIS

Motorpoint Group PLC | Annual Report and Accounts 202324
OUR STRATEGY
The Car
Buyer’s
Champion
Our strategy remains to grow
revenue to more than £2bn
in the medium term. This will
be delivered by continued
focus on our customer,
ensuring we meet their
needs and demands online
while delivering the highest
levels of service, quality and
support through our growing
nationwide retail network.
“ The strategy has proven successful
despite challenging headwinds.
As a consequence of the fall in
new car production, our market
has shrunk, although we continue
to take a greater share of our
available market.”
Mrk Crpenter
Chief Executive Oicer

25Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Good progress was made in the year against the four pillars of our strategy.
Rapidly upscaling our
E-commerce capability
• Experienced CTO joined in
March2023
• New tech roles recruited,
with focus on developers and
thecloud
• Future roadmap for our
techstack
• Data science solutions
delivered enhancing marketing
performance, and supply and
demand insights
• Digital journey improvements
including the development of a
full end to end purchase journey
on our website
• Improved email engagement
metrics, such as higher
click through and lower
unsubscriberates
• More frequent and targeted
email communication
• New tech hub launched in
Manchester store – help attract
best talent
Increase customer
acquisition and retention
• Appointment of a brand
new position, Customer
ExcellenceDirector
• Two new stores in FY23 and
afurther store in May 2023
• Share of voice growth and
improved brand awareness
• Price leadership maintained
• Growth in MyMotorpoint
accounts
• Increased product choice
forcustomers
• Focus on social media
• Project One launched to further
improve customer experience at
all touchpoints
• New brand advertising campaign
launched in December 2022
Operational eiciency
through technology and
innovation
• Further development
of QCapp to measure
preparationeiciency
• Prep time improvement from
9.4days to 8.3 days (0–4
yearoldcars)
• Automated payments solution
launched
• New telephony collaboration
platform launched
• Enhancements to encourage
customers to complete
journey online, freeing up
timeforemployees
• Headcount fall supported
byautomation and customer
self-serve
Expand wholesale and
E-commerce channels
• Further investment in
infrastructure, technology
andbrand marketing
• Car buying service is a fully
automated digital irst operation
• Website enhancements to
improve customer journey
• Auction4Cars.com operates
as an automated digitally led
marketplace
• Low purchase fees for dealers

26 Motorpoint Group PLC | Annual Report and Accounts 2023
OUR STRATEGY CONTINUED
Investment into our technology, data,
E-commerce capability will accelerate
future growth
Upscaling our
E-commerce capability
High performance digital team
now embedded
Digital Marketing
• In-housing of team drives advanced thinking
andtechniques
• Signiicant reduction in operating costs compared
tooutside agencies
Product
• Opportunities to increase sales, improve customer
excellence and generate business eiciencies
• Reduction in development time through product
ownerspartnering with engineering teams
• Development of new site features and functionality to
create seamless online and oline Customer Experience
Content and Design
• Content team recruited to drive SEO through written
and video content
• In-house User Experience and User Interface teams
recruited to test and enhance Customer Experience
STRATEGY PERFORMANCE FOR 2023
Motorpoint’s visibility in Google’s
search listings is up over 176% year
on year, capitalising on investment
in the website, content and
marketing teams.
FY23 highlights
• Impact of recruitment of experienced Chief
Digital Oicer and new Chief Technology
Oicer joined in March 2023
• New technology capability building; focus on
product development, engineering and cloud
• Data science increasingly driving business
decisions
• Insight driven paid media strategy based on
key data sources, to drive cost eiciencies and
deliver growth
• More frequent and targeted email
communications and digital activity
• Digital & Tech Hub launched in Manchester
store – will support and attract the best talent
in a range of digital roles
• Recruitment of a new Digital Marketing
Director and a team of digital marketing
experts covering a range of channels including
paid search, Search Engine Optimisation
(‘SEO’), email, digital PR and social media
• Build of an in-house content production team,
covering everything including content writers,
editors and video producers
Link to strategy
Rapidly
upscaling our
E-commerce
capability
Operational
eiciency through
technology and
innovation
+12.5%
Mobile traic
Year on year Q4
growth
21.1k
Estimated sales
from digital leads
2022: 19.3k

27Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Growing our
market share
Creating a true omnichannel
experience for customers
STRATEGY PERFORMANCE FOR 2023
Market share growth as customers
repeat purchase at a location and
brand awareness increases in
newregions.
FY23 highlights
• New brand proposition launched in December
2022 focusing on our product quality and
unbeatable prices – There’s no car like a
Motorpoint car
• Multichannel awareness driving campaign
launched on Christmas Day
• Six new market area locations since October
2021 (at time of publication of report)
• New branches accelerate market share in
newmarkets
• Price leadership linked to signiicant market
outperformance
• Increased product choice for customer
(SKUunique mix over 80%)
• EVs sold up 137% compared to FY22
• Customer Board introduced – to enhance
customer experience and KPIs
• Project underway to establish how Motorpoint
will operate in a future omnichannel world – best
service, best customer experience, seamless
website and branch experience; remuneration
packages modiied to drive market share further
3.5%
Market share
(0–4 year old car market)
2022: 3.1%
20
Stores nationwide
(at time of publication of this report)
8.9%
market share
(within 30 mins)
Link to strategy
Increase
customer
acquisition and
retention

28 Motorpoint Group PLC | Annual Report and Accounts 2023
OUR STRATEGY CONTINUED
Operational eiciency through
technology and innovation
Operational excellence
STRATEGY PERFORMANCE FOR 2023
FY23 highlights
• Eiciency improvements in store, preparation
and back oice functions
• Automation supporting headcount reduction,
despite increases in digital capability and
newstores
• Ongoing review of remaining manual processes
to establish what can be automated, along with
customer self-serve
• Further development of QC app helped time
taken to prepare a car by 12% from previous year
• Store LFL headcount reduction following
automation and customer self-serve
• Company-wide procurement review launched
providing cost saving beneits
• As well as website enhancement, projects
include Salesforce CRM, IT hardware refresh,
networks upgrades and new Collaboration
platform to enhance customer service
Link to strategy
Operational
eiciency through
technology
andinnovation
12%
reduction in preparation time on
0–4 year old cars in FY23

29Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
SECTION 172 STATEMENT
Our stakeholders at
the heart of our model
The Board has a duty to promote the long term,
sustainable success of the Company and of the wider
Group. The baseline duty is set out in section 172 of the
Companies Act 2006, but in reality, it is broader and
the Board considers a wide range of statutory and
other factors within its decision making process.
Board decision making will always encompass:
• the likely consequences of any decision in the long
term and the risks to the Group and its stakeholders;
• the interests and wellbeing of our people and the
communities where we are present;
• the impact of our vehicles and business on the
environment and the need to ‘decarbonise’;
• the Group’s relationships with its customers and
suppliers; and
• the importance of our reputation for integrity and
high standards of business conduct.
Motorpoint believes that a key mechanism in ensuring
that it makes good long term and sustainable decisions
is open, two way dialogue with all our key stakeholders.
We believe that understanding the perspective and
needs of our stakeholders is vital to the Group’s success.
Good governance, our business ethics and integrity are
essential to continue to be an attractive company for our
investors, employer for our employees, partner for our
suppliers and retailer for our customers.
We have a code of conduct in place for all employees,
which sets out our expectations for ethical behaviour
and responsible decision-making. We also have a
dedicated customer care team that is focused on
ensuring that our customers are satisied with the
service we provide.
In addition to this, we have also established several
community initiatives to support the local communities
in which we operate.
We recognise that our success as a business is closely
linked to the wellbeing of the communities in which we
operate, and we are committed to being a responsible,
sustainable member of our local communities.
We regularly review our policies and procedures to
ensure that they are in line with our obligations under
Section 172 and that they continue to eectively take
into account the needs of all our stakeholders.
This Section 172 statement signposts in more detail
some of the key ways in which we have engaged with
stakeholders across the year ended 31 March 2023 and
built conidence in the sustainability of their relationship
with the Group. It should be read in conjunction with:
• the Chair’s statement on pages 18 and 19
• the Chief Executive’s statement on pages 20 to 23
• the ESG report on pages 33 to 49
• the Chief Financial Oicer’s review on pages 58 to 61
• the Risk landscape from pages 62 to 72
• the Governance and related reports from pages 76 to
page 114

30 Motorpoint Group PLC | Annual Report and Accounts 2023
SECTION 172 STATEMENT CONTINUED
ENGAGING WITH OUR STAKEHOLDERS
Engaging and understanding the needs of our key stakeholders has never been more important and is critical to the
Board’s decision making.
Stakeholder Why we engage How we engage
Outcomes and how
feedback reaches the Board
Our people
We have an experienced,
diverse and dedicated
workforce which we recognise
as a key asset of our business.
Therefore, it is important
that we continue to develop
the right environment and
Company culture to encourage
and create opportunities for
individuals and teams to realise
their full potential.
• b-Heard annual engagement
survey twice a year, February
and September
• Conducted a DEI survey in
September 2022
• Launched Workplace – our new
internal communications platform
– to improve communication
between teams and across
thebusiness
• We have set up a designated
session for all stores and team
members to receive dedicated
monthly time with the Senior
Leadership Team (‘SLT’), driving
more engagement across the
whole business with the SLT
• Training and talent development
programmes that are now a mix of
in person and online
• Monthly SLT/CEO listening groups
called “Ask me Anything” carried
out across the country
• Designated NED (Non Executive
Director) overseeing workforce
engagement and ensuring
updates are provided to the rest
oftheBoard
• b-Heard results and annual people
plan presented to the Board at
January Board meeting
• Have held various SLT sessions on
DEI, with an external DEI specialist,
creating our strategy and SLT
commitments
• Continued to oer health and
wellbeing initiatives with mental,
physical and inancial support
• We committed to ensuring we pay
at least the Real Living Wage
• People reports at scheduled Board
meetings
• Annual pay review and reports to
the Remuneration Committee who
approved an additional “Cost of
Living” pay review in January 2023
• We’ve invested in salary levels in key
strategic areas of the business and
raised the Motorpoint living wage in
line with the national living wage
pages 40 - 47
Our
customers
We’re here to help our
customers buy the car they
want, in the way they want.
Our Choice, Value, Service
and Quality proposition is
reliant on having the right
partnerships to enable us to
deliver for customers. We have
an unerring focus on customer
satisfaction.
• Direct feedback sought on a
regular basis via NPS (84 in FY23),
Feefo (Platinum rate) and Google
reviews
• Monitoring/reporting of sales,
footfall, website traic and internet
search analyses
• Dedicated customer care team
• Social media and websites
• Project launched to improve all
aspects of customer journey
• Direct contact in stores
• High NPS score
• Strong repeat and referral business
• Use of data to better understand
customer needs, and addressing
these
• Customer research is informing
the development of a vehicle and
customer data proile
Our suppliers
and partners
It is crucial that we develop
and maintain strong working
relationships with our
suppliers, so we can enhance
the eiciency of our business
and create value, and make
sure we treat suppliers in line
with our values and ethical
standards. We continually
assess our supplier and
partner network, and leverage
both internal and external
expertise to ensure appropriate
relationships and fair
economics.
• Standard terms of business and
regular supplier meetings
• Contingency planning should there
be a failure in the supply chain
• Supplier and distributor
onboarding due diligence
(inancial, quality, business
integrity and compliance,
component supply, modern
slavery, etc)
• Ongoing management of supplier
relationships
• Procurement review undertaken to
assess how we improve eiciency
• CEO and Senior Management Team
focus on supply chain challenges
arising from expanding into new
channels and suppliers
• Engaging with a broad range of
suppliers and regular transition
between channels, with a
similar level of lexibility in
ourproductoering
• Further strengthening of supply
chain team and processes

31Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Stakeholder Why we engage How we engage
Outcomes and how
feedback reaches the Board
Our
communities
Our employees care deeply
about our communities. As a
responsible employer, we want
to contribute to the economic
development and sustainability
of our communities.
• We have appointed a Sponsorship,
Partnership and Charity Manager
who leads our community activity
and investment initiatives
• We hold a number of partnerships
and subscriptions to support
underrepresented groups e.g.
Automotive 30% Club (Gender),
Stonewall (LGTBQIA+), 55
Redeined (Age)
• Entered into partnerships to create
better gender balance within the
automotive industry
• Commitment to invest in the
successful and sustainable delivery
of careers and education for young
people in our local communities
• All team members are entitled
to paid time o to support
volunteering in the community
• Awards and recognition
• Sponsorship and volunteering
byemployees
• Continuing with our community
focused partnerships which cement
our contribution to the economic
development and sustainability of
these communities
• Raising funds for local charities
close to our stores across the UK
• We support payroll giving to allow
team members to support charities
that are important to them, many of
which will be local
pages 44 - 45
Our
shareholders
As a company with a premium
listing on the London Stock
Exchange’s Main Market,
we need to communicate
clearly and eectively with
our existing and prospective
shareholders to develop
their understanding of how
the Group’s businesses
are managed to generate
sustainable returns and long
term success.
• Annual Report
• Consultation with lead investors
and voting advisory organisations
• RNS announcements
• Annual General Meeting
• Investor presentations
• Corporate website
• Roadshows arranged twice a year
to engage with investors
• Investors have the opportunity
to visit stores and meet a range
ofemployees
• The Board is provided with regular
feedback on investors’ views and
market developments
• Face to face and virtual meetings
with investors
• We issued regular trading updates
via the RNS facility to update the
market on the inancial performance
of the business
• Our websites (www.motorpointplc.com
and www.motorpoint.co.uk) provide a
broad range of information and data
• Monthly reporting on
shareholdertrading
Our
environment
Through channels such as
climate change and increasing
legislative requirements, the
natural environment aects
many aspects of what we do.
Our own materiality research
also shows that the importance
of environmental concerns
rated highly among our other
stakeholders. As a business,
we need to do what we can to
support our environment to
ensure a sustainable business.
• Expanded monitoring of our GHG
emissions and ongoing reduction/
osetting activities to support our
eorts to reduce the impact of our
emissions
• Continuous monitoring of our
waste and implementation of
improvements to reduce waste
to landill while increasing our
overallrecycling
• Engagement with third parties who
provide expertise
• Ongoing implementation
and exploration of water
savingprojects
• Continued consideration into
reduction and oset of our indirect
environmental footprint, such as
products sold
• ESG Committee at PLC level to
oversee ESG matters
• Environment is a key pillar of the
ESG Committee
• Sustainability Manager whose role
includes the implementation of
environmental projects
• Formal ESG strategy in place
with three key areas linked to our
environment
• Environmental performance
measures included in annual report
including waste and GHG emissions
pages 34 - 39

32 Motorpoint Group PLC | Annual Report and Accounts 2023
SECTION 172 STATEMENT CONTINUED
HOW WE MADE OUR KEY DECISIONS
Below we set out how we considered the interests and needs of stakeholders in two of our key decisions this year.
Decision 1: Cost of living support
Recognising the challenges facing many of our employees due to the cost of living crisis, it was agreed to bring
forward the increase in base salaries to be in line with the Real Living Wage from 1 April 2023 to 1 January 2023.
In bringing forward this pay increase, we considered:
The long term
eect
Our people are a key asset to the success of the business, and supporting them through the
cost of living crisis will help to retain talent in the business.
Aected
stakeholder
groups
Customers and consumers
The retention of our talent leads to a better customer experience, and increases the level of
repeat purchases due to stronger relationships.
Employees
It was recognised that the cost of living crisis was impacting many colleagues in the business,
and the Board considered various ways in how to best support those through this challenging
period. Bringing forward the increase to the Real Living Wage would allow employees to beneit
immediately from an increase to their pay. It was noted that progression opportunities would
also be created to support career development pathways.
Investors
Investors are increasingly focusing on the alignment of executive pay and the wider workforce,
and have shown their support for companies who are introducing cost of living measures.
Decision 2: Continued investment into stores
As part of our strategy to increase market share and boost our omnichannel approach, we took the decision to open
new stores in Edinburgh and Coventry, taking our number of stores nationwide to 19 at year end. A further store in
Ipswich opened in May 2023 bringing our total stores up to 20.
In opening these stores, we considered:
The long term
eect
Growing our market share and increasing our brand awareness will allow us to deliver long term
sustainable and proitable growth.
Aected
stakeholder
groups
Customers and consumers
The locations of our new stores mean that we are able to be closer to customers and increases
the number who live within a 30 minute drive. This helps to give greater choice when deciding
on their next car purchase.
Employees
Our continued investment to deliver on our strategy helps to motivate our employees across the
business, demonstrating the long term view being taken despite the challenging environment
currently being faced.
Investors
The new stores help to accelerate market share in new markets, supporting our growth strategy
as customers purchase at new locations and brand awareness increases. This increase in market
share will lead to longer term sustainable and proitablegrowth.
Community
Each of our stores engages with a local charity that resonates not only with the sta of that
store, but also with the local community. Opening new stores allows us to further deliver on our
social impact and supports our charity strategy.

33Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
ENVIRONMENTAL, SOCIAL
AND GOVERNANCE
Our commitment to sustainability and responsible corporate citizenship has been a focus point in the year with the
aim of Environment, Social and Governance (‘ESG’) to be considered in everything we do. We take this responsibility
very seriously and the Board’s ESG committee oversees all work that we do in this area. In this section, you will ind a
comprehensive overview of our ESG initiatives, strategies and achievements over the past year, as well as our plans
for the future. We believe that ESG performance is not only important for the long term success of our business, but
also for the betterment of society and the environment asawhole.
Environment FY23 Summary: An overview of the targets we set in the year and our progress
towards them alongside key changes and further steps we aim to take in
futureyears.
Pages
34 – 35
Waste management: An overview of our waste management strategies, including
our approach to reducing, reusing and recycling waste. We will also report on our
progress towards our waste reduction targets and provide information on how we
are working to minimise our impact on the environment.
Page 35
Energy and water usage: We recognise the importance of minimising our use
of natural resources and are committed to reducing our carbon footprint. This
section will provide data on our energy and water usage, as well as an overview of
our initiatives to reduce our consumption and improve our eiciency.
Pages
35 - 36
Emissions data: We understand that the automotive sector is a signiicant
contributor to greenhouse gas emissions, and we are committed to playing our
part in reducing this impact. In this section, we will provide data on our emissions
from our operations across our Scope 1, 2 and 3 footprint.
Pages
36–39
Social Social responsibility: We believe that social responsibility is a key component of
our ESG performance, and we are committed to supporting our team members,
customers and the communities in which we operate. This section will provide
an overview of our social initiatives including our commitment to diversity and
inclusion, community outreach and employee wellbeing.
Pages
40– 47
Governance Governance: We recognise that good governance is essential for building a
sustainable and responsible business. In this section, we will provide an overview
of our governance framework, including our approach to risk management, board
composition and diversity, and ethical business practices as well as our TCFD
aligned disclosures.
Pages
48 – 49
Driving
sustainability:
“ Our commitment
to ESG is a key
consideration in all
decisions we take at
Team Motorpoint”
Mark Carpenter
Chief Executive Oicer

34 Motorpoint Group PLC | Annual Report and Accounts 2023
ENVIRONMENTAL,
SOCIAL AND GOVERNANCE CONTINUED
FY23 Summary
During FY23 we had a speciic focus
on the following three environmental
factors:
• GHG emissions and reductions
• Recycling, waste recovery
and reductions
• Energy use, conservation
and reductions
This year, we set ambitious targets
focusing on the core aspects of
the environment that are most
important to our stakeholders.
Our goals were to achieve a 10%
reduction in like for like energy
usage vs FY22; and achieve zero
waste to landill by the end of FY23.
We are pleased with the progress
made against the targets in the year,
full details can be found on page 35.
Working towards these targets
has led us to make great strides
in improving data availability. We
now calculate regular footprints
internally for periodic reporting
and track energy and water usage
monthly on a store by store basis.
During FY23 we adopted our irst
internal intensity ratio as a KPI for
monitoring our emissions and driving
sustainable business growth. The
metric is deined as our total Scope
1 & 2 and Business Travel divided by
the total loor area of the business
(tCO
2
e/loor Area – sq ft). This metric
helps us deliver more accurate like
for like comparisons with previous
years and is disclosed in our SECR
statement later in this section.
While we strive to make
improvements and reduce the
impact of the business on the
environment, we have also ensured
we adhere to the relevant regulatory
standards and compliance
obligations. The third phase of
the Government’s energy saving
opportunities scheme (‘ESOS’) was
successfully undertaken during
FY23 and was complete early in
FY24. In addition, we now have
fully aligned with the Task Force on
Climate related Financial Disclosures
(‘TCFD’). Finally, in line with our
prior year reporting we continue to
adhere to the SECR requirements.
Throughout FY23 we have remained
committed to energy management,
championing this through our
internal communication channels
promoting and incentivising
energy eiciency throughout our
organisation. While FY22 saw some
infrastructure changes such as the
completion of our switch to LED
lighting, FY23 has seen us focus
on data accuracy, reporting and
targeted engagement resulting in
our successful reduction in like for
like energy usage against FY22.
We have also enhanced the
governance in this area with
our Board level ESG Committee
conducting several meetings in the
year, chaired by Adele Cooper, as
well as an internal ESG Committee
continuing to meet regularly,
actioning and delivering governance
over our key ESG priorities.
ENVIRONMENT

35Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Also core to our ESG framework
is the need to adapt to customers
as buying trends move to favour
more sustainable products. Whilst
Electric Vehicle (‘EV’) sales had well
documented challenges in FY23
we still expect increased demand
for EVs in the future. This not only
extends to adapting to a rise in the
EV market, but also making sure we
stay ahead of any incentives that
local authorities currently oer, or
may oer in the near future.
FY23 saw us make substantial steps
to upgrading our infrastructure
to support the market for EVs.
We installed charging stations at
our vehicle preparation centres
to alleviate our reliance on the
national EV charging network.
Additionally, our Coventry branch
now has customer EV chargers live,
and we plan to install additional
charging stations at further stores,
includingIpswich.
In addition to our own internal
improvements, we have continued
to work closely with local authorities
to support customers in making
environmentally conscious decisions.
Our Birmingham and Oldbury
stores continue to operate as the
exclusive dealerships for Birmingham
City Council’s scrappage scheme,
oering people working in the clean
air zone the chance to scrap their
old car and receive £2,000 credit
towards a compliant vehicle or a
mobilitycredit.
Waste management
During FY23, we continued to
prioritise our eorts towards
improving our data capture,
resulting in the ability to complete a
full year on year comparison for the
irst time thanks to our continued
partnership with Go-Green.
We experienced an increase in total
waste generated compared to FY22,
due to the expansion of our activities
through new store openings and store
refurbishments conducted in the year.
The store refurbishments also led to
an increase in waste generated per
square foot of the business compared
to FY22, as these activities generate a
higher amount of waste than business
as usualoperations.
Despite the volume of new store openings and refurbishments, our continued
partnership with Go-Green ensured that we reduced our waste to landill
igure to a minimal level. Additionally, we have increased the percentage of
waste recycled to 85.6% indicating our steady progress towards pushing
our waste up the waste hierarchy to minimise its impact on the environment
which in turn has impacted the waste recovered percentage which relects the
higher proportion of waste recycled in the period.
Total waste igures FY23 FY22
Total Waste 1,062.9t 948.2t
Kg Waste / sq ft 1.28 1.24
Percentage waste recycled 85.6% 81.0%
Percentage waste recovered 14.2% 18.1%
Percentage waste to landill 0.2% 0.9%
Energy usage
During FY23, our use of electricity increased by 9.8% owing to our increased
footprint as well as increased consumption due to the increase in EV
charging points in the business. Whilst electricity has been a challenge,
we have seen a steady decline in our reliance on gas supplies with some
examples of gas supply point usage dropping to almost zero in FY23. We
have seen a 10.5% reduction in total gas usage vs FY22, leading overall to
a 0.3% increase in total energy usage, which is a pleasing result given the
overall increase in the portfolio of stores in thebusiness.
This overall reduction equates to a like for like 7.3% reduction in our usage
when compared to the relative square footage of the business year on year,
which represents good progress against our stretch target of 10% like for like
reduction inFY23.
Total electricity and gas usage
FY23 FY22 % change
Total Electricity kWh 5,269,331 4,799,812 +9.8%
Total Gas kWh 3,811,120 4,256,690 -10.5%
Total Energy 9,080,451 9,056,502 +0.3%
kWh / sq ft 10.94 11.80 -7.3%

36 Motorpoint Group PLC | Annual Report and Accounts 2023
ENVIRONMENTAL,
SOCIAL AND GOVERNANCE CONTINUED
Energy Saving Opportunities
Scheme (‘ESOS’)
ESOS is a mandatory energy
assessment scheme for
organisations in the UK that meet
the qualiication criteria. The
Environment Agency is the UK
scheme administrator, with all ESOS
reports submitted to them directly.
Organisations that qualify for ESOS
must carry out ESOS assessments
every four years. These assessments
are audits of the energy used by
their buildings, industrial processes
and transport to identify cost-
eective energy saving measures.
Following its introduction in 2014, the
scheme is currently in its third phase
of reporting with the compliance
period starting from 31 December
2022. We have already met this
deadline and the report generated
contains a number of potential areas
for us to focus on, assisting with our
journey to netzero.
Water use and reduction
Invoiced water usage is now tracked
monthly, on a per location basis. This
is a signiicant data improvement over
previous years and will help us on our
path with actionable data to help us
use water more sustainably across
ouroperations.
During FY23 we achieved a 15.4%
reduction in total water usage
across the business.
One of the factors in achieving
this water reduction has come
from our work with HSG UK who
were appointed in FY22. This year
we have beneitted from reduced
consumption, with the added
beneit of utility bill savings and an
improved washroom experience for
our people and our customers.
During FY23 we surveyed our
Sheield and Derby stores. The
indings showed that the urinals
operated on a standard ill and
lush system, which usually lush in
15-minute intervals, adding up to
96 lushes per day. We compared
this to HSG’s Ureco system which
reduces lushes to 4 per day,
potentially saving over 300,000
litres of water per year, per cistern.
Furthermore, we discovered that
urinal blockages were not unusual
and could be eradicated by Ureco’s
patented design.
As such, we completed a business
wide rollout during the second
quarter this year and as a result
we have seen our average monthly
water usage drop by from 2,150 m
3
in FY22, to 1,820 m
3
in FY23.
Emissions data
Greenhouse Gas emissions
andreductions
As highlighted by our ESG materiality
assessment, GHG emissions and
reductions are the highest priority
area of focus for the business.
The increased data accuracy and
reporting with regards to our energy
usage directly corresponds to our
GHG emissions, and as such we have
been tracking our Scope 1 and Scope
2 emissions periodically to enable
reporting at relevant forums such as
the ESG Committee.
In addition to periodic calculations
for our direct emissions, FY23 has
seen us look at the wider Motorpoint
value chain. In line with our TCFD
commitments in FY22, we have
calculated our applicable categories
of Scope 3 emissions.
Streamlined Energy and
Carbon Report (SECR) FY23
This SECR information report has
been compiled in line with the
March 2019 BEIS 'Environmental
Reporting Guidelines: Including
streamlined energy and carbon
reporting guidance', and the EMA
methodology for SECR Reporting
for all measured emissions from
activities which the organisation has
inancial control over. The carbon
igures have been calculated using
the BEIS 2022 carbon conversion
factors for all fuels.
“ Invoiced water
usage is now tracked
monthly, on a per
location basis. This
is a signiicant data
improvement over
previous years.”

37Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
The table below sets out Motorpoint’s emissions in FY23 with prior year comparatives:
Total waste igures FY23 FY22*
Total energy use covering electricity, gas, other fuels and transport (kWh) 11,892,362 10,862,971
Scope 1 emissions generated through combustion of gas (tCO
2
e) 695.68 779.66
Scope 1 emissions generated through use of transportation (tCO
2
e) 594.65 472.09
Scope 2 emissions generated through use of purchased electricity (tCO
2
e) 1018.98 1019.14
Scope 3 emissions generated through business travel (tCO
2
e) 157.38 265.10
Total Scope 1 & 2, Business Travel (tCO
2
e) 2,466.69 2,535.99
Intensity ratio – Total Scopes 1 & 2, Business Travel (tCO
2
e/Floor Area – sq ft) 0.00297 0.00330
Note: Disclosures above are aligned with the SECR minimum mandatory requirements for quoted companies: Global Scope 1 emissions
from combustion of gas / fuel for transport purposes and Global Scope 2 emissions from purchased energy. Additional disclosure of Scope
3 emissions from business travel or employee owned vehicles is included. Motorpoint plc operates within the UK only.
* Our FY22 utility usage has been restated following reissued invoices by utility providers relecting increased emissions. For reference the
previously disclosed tCO2e for Scope 1 combustion of gas and Scope 2 emissions generated through the use of purchased electricity
were 618.35 and 959.50 respectively, with the increased intensity ratio and total updated for the increased total emissions.
“ As highlighted by
our ESG materiality
assessment, GHG
emissions and
reductions are the
highest priority
area of focus for
the business.”

38 Motorpoint Group PLC | Annual Report and Accounts 2023
Our SECR reported emissions for
Scope 1 and 2, Business Travel
decreased 2.7% from 2,540 tCO
2
e in
FY22 to 2,467 tCO
2
e in FY23. On an
intensity basis, taking into account
the portfolio size of the business,
our emissions intensity decreased
by 10.0% from FY22 to FY23.
As noted earlier in the energy usage
section, our electricity consumption
increased from 4,799,812 kWh in
FY22 to 5,269,331 kWh in FY23.
However, location based emissions
associated with the purchase of
electricity stayed consistent in tCO
2
e
terms due to the lower UK emissions
factor for grid electricity in 2022
compared to 2021.
Our relative footprint decrease
for combustibles and purchased
energy in Scopes 1 and 2 relects the
success of our store sustainability
forums, with engagement with store
management to apply reduction
strategies at their respective stores.
Scope 3 emissions
With GHG emissions being a priority
focus under our ESG framework,
a detailed understanding of our
emissions is vital. Up until recently
our focus has been on the emissions
from our direct operations under
Scope 1 and Scope 2 of the GHG
protocol. While these emissions are
more directly under our control,
they oer only a snapshot of total
emissions footprint as opposed to
the emissions of our entire value
chain under Scope 3.
There are a total of 15 categories
deined by the GHG protocol for
Scope 3. Of these 15 categories,
we have established that nine
additional areas not in our SECR
reported emissions above that are
relevant to Motorpoint’s value chain.
Based on these categories, we have
calculated our emissions using the
most appropriate method with the
data available to us, recognising
that reliable data for Scope 3 is a
challenge and we are on a journey
to improving our understanding in
this area. Particular focus was put
towards the calculation of emissions
from products sold, as this category
makes up the majority of our entire
footprint across Scope 1, 2 and 3.
For categories less material to the
business due to their reduced totals
of tCO
2
e, we have calculated them
using a range of industry accepted
data and estimates.
ENVIRONMENTAL,
SOCIAL AND GOVERNANCE CONTINUED

39Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Carbon osetting
In FY23 we have committed to
osetting our emissions disclosed
via SECR for Scope 1 and 2 through
purchasing carbon credits.
Progress against targets:
For the irst time in FY23, we set
ambitious targets aimed at focusing on
the core of the most important aspects
of environment for our stakeholders.
These were:
• achieve 10% reduction in like for
like energy usage vs FY22; and
• achieve zero waste to landill by
the end of FY23.
As noted in our energy usage
section, Motorpoint achieved a 7.3%
reduction on a like for like basis
with its energy usage. Whilst we are
pleased with obtaining this result, we
recognise there is more to do in this
area and will be using the indings
from the phase 3 of our ESOS report
to support the continuation of this
target moving forward.
With respect to zero waste to
landill, we were pleased to achieve
just 0.2% of our waste going to
landill, whilst narrowly above the
0% target, owing to necessary site
refurbishments. We are conident we
can continue to further reduce the
waste going to landill in FY24.
A full breakdown of our category justiication and calculation methods
can be found on our investor website.
Motorpoint Scope 1, 2 and 3 emissions
Total category
emissions
Percentage
of Motorpoint
footprint
Total Scope 1 emissions 1,290 0.28%
Total Scope 2 emissions 1,019 0.22%
Scope 3 emissions
Category 1 Purchased Goods and Services 12,311 2.63%
Category 2 Capital Goods 317 0.07%
Category 3 Fuel and Energy 478 0.10%
Category 4 Upstream Transportation 5,588 1.19%
Category 5 Waste 213 0.05%
Category 6 Business Travel 157 0.03%
Category 7 Employee Commute 395 0.08%
Category 8 Upstream Leased Assets N/A N/A
Category 9 Downstream Transportation 1,181 0.25%
Category 10 Processing of Sold Products N/A N/A
Category 11 Use of Sold Products 445,954 95.11%
Category 12 End of Life Treatment of Products N/A N/A
Category 13 Downstream Leased Assets N/A N/A
Category 14 Franchises N/A N/A
Category 15 Investments N/A N/A
Total Scope 3 466,595 99.5%
Total Scope 1, Scope 2 and Scope 3 emissions 468,904 100.0%
“ For the irst time
in FY23, we set
ambitious targets
aimed at focusing on
the core of the most
important aspects of
environment for our
stakeholders.”

40 Motorpoint Group PLC | Annual Report and Accounts 2023
ENVIRONMENTAL,
SOCIAL AND GOVERNANCE CONTINUED
From the very beginning, Motorpoint
has been a people focused business
– and our team members have always
been at the heart of our business
model and our Virtuous Circle.
We have always stood up to be the
Car Buyer’s Champion, making sure
our customers can buy a quality
nearly new car with no hassle from
a trusted business that does things
in the right way. Then there are the
communities that we work within.
Wherever we do business, we want
to bring high quality employment
to the community through our
team members and their families,
but more than that we want to be
a positive force for good, helping
those less fortunate, supporting
those starting out in life, facilitating
opportunities and generally making
sure that wherever we trade, the
community is a better place for
having Motorpoint nearby.
Health & Safety
The Board recognises that the
highest levels of safety are required in
order to protect our employees and
customers. The Board believes that all
incidents and injuries are preventable,
and that all employees have the right
to expect to return home safely at the
end of every working day.
This year we have appointed
Callidus to provide comprehensive
consultative support and advice to
managers at all levels for health and
safety matters across the Group.
Callidus report monthly to the Board
on all key health and safety issues.
The Board requires that the Group
systematically manages its health
and safety hazards, sets objectives
and monitors progress by regular
measurement, audit and review.
Managers and supervisors
across all levels in the Group are
responsible for managing the
health and safety of their teams as
part of promoting and embracing
a positive health and safety
culture. The Board emphasises
the importance of individual
responsibility for health and safety
at all levels of the organisation,
and expects employees to report
potential hazards, to be involved
in implementing solutions and to
adhere to rules, procedures and
Group policies. A key element in the
continuous improvement of health
and safety management is sharing
best practice and lessons learnt
from incidents across the Group
and the wider industry. Accidents,
incidents and near misses are
investigated, with actions generated
to prevent recurrence.
To embed health and safety
practices in the wider workforce,
we ensure that all our employees
receive health and safety training
modules as part of a two year
training cycle. Completion is
monitored centrally and late
completers are notiied to their line
manager on a monthly basis.
Our people
Our people have always been
the heart of our business. Our
achievements this year can be
attributed to our talented teams
who worked in line with our Values,
demonstrating real resilience
through a challenging year. Our
people have made sure that our
customers have continued to
receive industry leading service as
demonstrated by Feefo / Trustpilot;
our preparation teams have looked
after thousands of cars, ensuring
that there’s no car like a Motorpoint
car; and at Head Oice, our teams
have supported the wider business
and accelerated our strategic
digital transformation journey. Our
approach to developing a high
performing and inclusive culture
is achieved through a number of
initiatives and is explained on the
following pages.
SOCIAL

41Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Our Values
We are proud
We are proud of what we do, how
we do it and the people who make
it happen – we stand out from the
crowd and are proud to work as part
of Team Motorpoint.
We are supportive
We have a one team ethos and
understand that together we achieve
more. We are a united team focused
on a common goal and vision and
will always help our customers and
colleagues alike #drivingdreams®.
We are happy
We enjoy what we do and we show
it – a smile is contagious and our
teams wear them naturally with
pride. A happy team makes for
a better working environment
which in turn translates to a great
customer experience.
We are honest
We speak the truth and give honest
feedback at all times; this applies to
our teams, investors and customers.
Courage and honesty are the
vehicles for positive change and
Team Motorpoint has embraced this.
We do all of this together
We are equal parts of the whole
and we are stronger together.
Our Values were updated and
have been in place since 2018
and they continue to be a true
relection of how we work together
at Motorpoint. In November 2021,
we launched our Leadership
Behaviours, demonstrating to
leaders at all levels across the
business what good leadership looks
like at Motorpoint and what we, and
our team members, expect from a
Motorpoint Leader. These have been
embedded across our processes
to bring them to life and make sure
that we keep these front of mind.
Diversity, Equity and Inclusion
We want everyone to be proud to
work for Motorpoint. We want to
make sure that there is respect for
dierence and there’s true inclusion
at every level of our workforce, and
for our customers, right across the
UK. We believe that everyone should
be welcomed and treated equitably
by being given the same chance of
success, whoever they are, whatever
they do and wherever they’re from.
An inclusive culture at Motorpoint
is our aim, a culture where our
values Happy, Honest, Supportive
and Proud underpinned by working
Together are more than words but
are demonstrated by all of us each
and every day.
OUR PEOPLE  FY23 HIGHLIGHTS
Diversity, Equity and Inclusion is
a key enabler to achieving our
strategic goals. The more diverse,
equitable and inclusive we are,
the more successful we will be at
attracting, retaining and developing
a diverse workforce. The more
diverse, equitable and inclusive we
are, the easier it will be for us to
connect with and serve our diverse
customers. Dierent perspectives
allow us to make better decisions.
Doing nothing in respect of being
a diverse, equitable and inclusive
company is not an option, and
without it we limit our potential.
This extends to our people, our
customers, our investors and the
wider communities we operate in.
Everything we do is focused on
making Motorpoint a place where
everyone feels valued, respected,
and supported to be their best –
creating role models who display
our values to each other and to
ourcustomers.
“ Being able to share insight, networks and time with schools to help make
their career services meaningful will deliver a more sustainable and positive
landscape for everyone. Many young people, through no fault of their own, do
not have the opportunity to experience what careers may exist for them and
the Cornerstone Employers’ network can help change that.”
Cat Moseley, Chief People Oicer
73
Promotions
4.3
Glassdoor
rating
(out of 5)
97
Long Service Awards
Spread across 5, 10, 15 and
20 years’ service awards
794
Team
members
205
New hires

42 Motorpoint Group PLC | Annual Report and Accounts 2023
Our Approach to Diversity,
Equity and Inclusion
Our approach to which will enhance
our strategy to create an even more
inclusive culture of support and
togetherness.
Our Commitments
1. As a Senior Leadership Team we
will lead by example.
2. We will create an inclusive culture.
3. We will attract, retain and develop
a diverse Motorpoint team.
4. We will create more diverse
voices around the senior
leadership table.
5. We will create more customer
and community connectivity.
ENVIRONMENTAL,
SOCIAL AND GOVERNANCE CONTINUED
Cornerstone Employers’
network – continuing to
support the next generation
We continue to be a Cornerstone
Employer for the Careers and
Enterprise Academy. A Cornerstone
Employer is a business that is invested
in the successful and sustainable
delivery of careers education for
young people and commits to join a
leadership group of local businesses
to support the schools, colleges and
young people in their area.
We maintained our partnership
and delivered a signiicant number
of initiatives throughout the
year, including the Open Doors
programme (which gives young
people the opportunity to take
part in a series of sessions to gain
an insight into our business, meet
employees and complete work
related tasks), reverse jobs fairs to
improve employability skills, as well
as a virtual employment project
with Special Educational Needs and
Disabilities (‘SEND’) students.
We assumed the role of a lead
employer for SEND schools and are
proud of the work we have started
doing with Project SEARCH as a
Local Enterprise Adviser. Project
SEARCH helps young people from
across Derbyshire with dierent
forms of learning disabilities to
gain new skills as well as practical,
work based experience through
a structured personalised study
programme as they look to make
successful transitions from school
to a productive adult life.
In 2022, we appointed our irst Early
Careers Partner who is actively
engaged in the Cornerstone network
and has improved our activity in this
area. In November for example we
presented to nearly 300 pupils about
the potential career opportunities
oered by the automotive industry.
Partnership with the
Automotive 30% Club
We have continued our membership
and support of the Automotive 30%
Club. The Automotive 30% Club
undertakes a range of campaigning
and lobbying work and has inspired
many in the automotive industry
to get behind a range of gender
balance initiatives and educational
programmes for young people
regardless of gender.
Members of 55 / Redeined
We are members of 55 / Redeined
who are a champion for the over 50s
by challenging the status quo and
advocating for age diversity, positivity
and inclusion across all areas of life.

43Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Gender Pay Gap
The Gender Pay Gap is the dierence
between the average pay of men
compared to the average pay of
women, and is expressed as a
percentage dierence.
In calculating these igures, the Mean
igure is a sum of the hourly pay rate
for all women in the organisation
divided by the total number of
women. We then repeat the process
for men and the pay gap is the
dierence between the two.
The Median gap is calculated by listing
the hourly pay rates for each of the two
groups and taking the middle amount
(the median). We then subtract the
median igure for the women’s group
from the men’s, divide it by the men’s
median hourly pay rate and multiply by
100 to get the percentage.
Mean Median
Total Pay Gap 18.1% 3.4%
Salary Pay Gap -1.8% 0.2%
Bonus Pay Gap 65.7% 28.2%
Although we have made some great
progress in closing our Gender Pay
Gap through the development and
recruitment of females into leadership
roles, we acknowledge there is still
some work to be done to further close
our Gender Pay Gap. For comparison,
the average median pay gap in the
UK stands at 9.4%. We will continue
to ensure equality across our key
leadership roles; an area of opportunity
is our Sales Executive demographic. As
only 9.5% of our Sales Executives are
female, the average hourly pay for this
group sits within our Upper Quartile.
All roles at Motorpoint are eligible for
a performance related bonus which
means that the vast majority of our
team received a bonus in the last 12
months, irrespective of their gender.
The bonus pay gap which we have
reported can be related to the gender
split across the quartiles, especially in
the upper and upper middle quartiles,
where bonus is relative to base salary
and where fewer females occupy the
highest earning roles.
The Gender mix table sets our
gender breakdown at various levels
in the Company, including the
breakdown for all employees, based
on the 794 individuals employed as
at 31March2023.
Gender mix
Male Female
Senior Leadership 8 (73%) 3 (27%)
Leadership 27 (73%) 10 (27%)
Manager 66 (72%) 26 (28%)
Team Member 518 (79%) 136 (21%)
All employees 619 (78%) 175 (22%)

44 Motorpoint Group PLC | Annual Report and Accounts 2023
ENVIRONMENTAL,
SOCIAL AND GOVERNANCE CONTINUED
Our gender mix is in line with the
wider automotive industry but we
always want to improve and lead the
industry, hence our involvement in
the Automotive 30% Club and an
increased focus on graduates and
apprentices who generally provide
a better gender mix for team
members joining us.
Motorpoint in the community
This year we have signiicantly
increased our support and
involvement in the many
communities in which we work.
Local level
This year we reworked our charity
strategy. We realised that it was
important to engage with a local
charity per store that resonates not
only with the sta of that store but
also the local community. Working
with 19 charities has not only
increased the store team charity
engagement but also built a greater
relationship with Motorpoint and
each of the communities.
Charities were supported by event
sponsorship support, enabling them
to raise needed funds by actioning
the event. As examples: St David’s
Hospice has raised over £100k,
Prince of Wales over £80k, Demelzas
£20k, St Roccos, £25k, St Cuthberts
£60k, and JPC farm £200k through
our commitment to supporting them
and event sponsorship.
Arena tickets have been donated
to various non associated store
charities for their own fundraising
activities with a collective total of
over £2k raised.
Our stores were oered as an event
venue for their own events instead
of us holding our own event raising
funds for the charities. This was
trialled at Christmas with Myton
Hospice Coventry and Prince of
Wales Hospice Castleford, both
raising over £5k at the event with
Motorpoint providing not only the
venue but also the Santa’s grotto
so additional funds could be raised
through ticket sales.
The Community Hero initiative was
created, and run on social media
where the public could vote for their
local heroes to receive the prize on
oer – Newport based foodbank
was gifted Cardi arena tickets,
and 20 children were mascots at
Peterborough FC.
National level
On a national level, all stores were
listed as drop o locations for
Operation Christmas Child. The
public dropped o their donations
for the Xmas Box appeal in store. The
campaign was a huge success with
1,223 boxes being delivered to stores
across the country and collected by
the Samaritans. Next year we hope to
amplify the campaign and encourage
sta to get involved using their
volunteer days at the various box
sorting locations.
Each quarter we now have a
nominated charity on Workplace, our
people community’s platform, where
ticket rale funds are sent. This has
been a new initiative that has seen
great support and as an example,
we raised over £300 for African
Adventures at the end of theyear.

45Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Store Charitable partner Sponsorships
Birmingham Birmingham Children’s Hospital
Birtley St Cuthbert’s Hospice
Burnley Pendleside Hospice Burnley Golf Centre
Castleford Prince of Wales Hospice Snaith Football Team
Chingford Yardley School
Coventry Myton Hospice
Derby Derby County Community Trust
Nottingham Lions Wheelchair Basketball
Motorpoint Arena Nottingham
Derby County Community Trust
Panthers Ice Hockey Power Break
Edinburgh St Columba’s Hospice
Glasgow & Motherwell Beatson Cancer Care Calderbraes Football Team
Maidstone Demelzas Childrens Hospice MPE Football Team
Manchester St Ann’s Hospice Salvo Autism in Racing
Newport St David’s Hospice Care Newport FC Academy
Victor Karlaker – Bristol Pitbulls
Chloe Higgs – Ice Skater
Oldbury Birmingham Children’s Hospital Birmingham Hospital RugbyTeam
Peterborough Sue Ryder Hospice Care
Portsmouth Pompey in the community
Sheield St Luke’s Hospice Elsecar Main Football Team
Stockton on Tees JPC Community Farm
Swansea Maggies Cancer Care Morristown Football Club
Riley Powell – Pool Player
Widnes James Bulger Memorial Trust /
StRoccos Hospice
“ This year we
reworked our
charity strategy.
We realised that it
was important to
engage with a local
charity per store
that resonates
not only with the
staff of that store
but also the local
community.”

46 Motorpoint Group PLC | Annual Report and Accounts 2023
ENVIRONMENTAL,
SOCIAL AND GOVERNANCE CONTINUED
Team member level
We recognise that our team members
have busy lives and diering priorities
outside of the workplace. Many
of them will have causes that are
close to their hearts and personal to
them. To support them with this, we
continue to oer all colleagues the
opportunity to donate to these causes
via PayrollGiving.
Doing the right thing
for our people
At Motorpoint we believe that the
combination of our focus on driving
dreams, robust ESG credentials and
our people and culture, not only
dierentiates us from our peers but
also gives us a competitive advantage.
We believe that Motorpoint is an
amazing place to work but we
constantly strive to become an even
better place to work. The Virtuous
Circle is at the very heart of the way
we do business as we genuinely
believe that if we get it right for
our team members, they will get it
right for our customers and that will
create stronger performance for
all of our stakeholders. We are very
proud to have been listed in Best
Companies’ ‘Best Places to Work’ list
for nine consecutive years.
To ensure that we maintain our focus
on team member engagement and
genuinely live our values Proud,
Happy, Honest, Supportive and
Together, we undertake a wide range
of team member focused activities,
some of which are as follows:
Listening to our employees
We have taken part in the Best
Companies b-Heard survey for the last
nine years and this gives us high quality
feedback from our team members
on what they like about working for
Motorpoint and, more importantly,
where we can improve. This year,
we ran two surveys for the irst time
and we achieved a 1 Star (very good)
accreditation. Of course, the important
thing about an engagement survey
are the actions that you take as a result
of the feedback and at Motorpoint all
areas of the business are expected to
create an Action Plan based on their
team feedback and are measured on
delivery against those plans.
Alongside the b-Heard survey, every
manager in the business with more
than three direct reports receives
an individual management rating
known as MC3. This provides
feedback to every manager on how
they Motivate, Consider, Converse
and Care for their teams. This year
we will also be combining the
manager’s feedback with our new
Leadership Behaviours and have
completed a 360 review based on
these behaviours for every manager
in the business. Our aim is to ensure
we are supporting our managers in
becoming truly best in class leaders.
As well as surveys, the Senior
Leadership Team (‘SLT’) spend a
signiicant amount of time in stores
speaking to colleagues at all levels.
This year we launched “Ask me
Anything” listening sessions where
members of the SLT held feedback
sessions across the country helping
us understand the issues faced
by our team members and hence
improved the experience for our
team members and customers.
Learning and development
Following the pandemic, which
impacted our Learning and
Development (‘L&D’) activity during
2022 we have consolidated, reviewed
and relaunched our learning and
development oer for our team
members. Our team members are
the start of our Virtuous Circle and
our ability to develop their skills,
capabilities and their careers is a key
part of the attraction of working for
Motorpoint and ultimately will impact
the service levels experienced by
ourcustomers.
At Motorpoint we have developed a
blended approach to learning and
development to ensure we meet the
many dierent L&D requirements
of our diverse team base. We have
online learning options for both
mandatory training and to support
developmental needs. We have
a range of face to face options
covering more leadership skills
and we actively encourage a one
to one coaching approach at a
management level.
We are also increasing our focus on
apprenticeships and early careers.
This year we have appointed our
irst Early Careers partner whose
aim is to rapidly expand our
apprenticeship oer across the
business. In a world where vehicle
maintenance / preparation skills
are in short supply we see this
as a key part of our strategy to
build a leading team. We are also
developing apprenticeship oers
across the business and functions.
Wellbeing
The wellbeing of our team members
has always been important to us at
Motorpoint. Happy and Supported
are two of our Values and our focus
on the Virtuous Circle means we are
naturally concerned about how our
colleagues are feeling emotionally,
physically, mentally and inancially.
We have invested in mental health
irst aid (‘MHFA’) training and have
made it compulsory for all managers
in the business to be trained as well
as training further team members in
each of our sites to be able to oer
support locally when needed.

47Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Our One Big Dream scheme gives
the gift of time and lexibility, and
allows an individual to take time
out, once a month, fully paid, to do
something that matters to them.
In FY23 we oered over 20,000
hours of additional paid time o
to our employees as part of this
scheme. We only ask that employees
do something that will genuinely
drive their happiness. This beneit
has received immensely positive
feedback and has been used across
an array of activities. The diversity
of people’s selection demonstrates
just how important it is to apply the
lexibility to our employee beneits
in order to have a real impact on
personal wellbeing. We also give
extra leave for birthdays, moving
house and getting married.
We continue to partner with
Sovereign Healthcare to provide
a 24-hour employee assistance
programme for our team members.
This provides a counselling hotline
for team members with issues
across a wide range of subjects
that may be impacting their lives
and gives potential access to face
to face counselling if required. We
also provide inancial support via
Sovereign Healthcare to all team
members for key health treatment
including optical support, physical
therapy and dental care.
We have recently relaunched
our beneits platform My M.O.T.
(Motorpoint Oers and Treats)
and have upweighted our focus
on wellbeing by oering our team
members a wide range of beneits,
discounts, access to materials and
advice on physical, mental and
inancial wellbeing areas.
Of course, one of the best ways
to ensure our team members’
wellbeing is to provide high quality
jobs that reward people well,
providing fulilling and enjoyable
work in a supported environment
with quality managers and leaders.
This provides opportunities to
grow and develop personally and
professionally and that brings us all
the way back to the Virtuous Circle
and our Motorpoint Values.
“A friendly, supportive, happy
workplace culture that has values
aligned with all employees that
work here. Open to feedback and
sharing ideas. The beneits are
excellent – food purchased by
Motorpoint every month, team
nights out once a quarter, cheap
car inance rates, a great Christmas
party and excellent pay/Bonus
package. Cycle to work and the
healthcare package are also fab
beneits. Motorpoint value you and
anything that’s bothering you can
be discussed on monthly 121s with
manager. My wellbeing is put irst
and the onsite Mental Health First
Aider is not something I’ve seen at
any other places I’ve worked”
Car Prep
Service Agent – Glassdoor
17 January 2023

48 Motorpoint Group PLC | Annual Report and Accounts 2023
ENVIRONMENTAL,
SOCIAL AND GOVERNANCE CONTINUED
We take our governance
responsibilities seriously and are
committed to promoting a culture
within Motorpoint where everyone
does the right thing and always
acts with integrity, aligned with
our shared values. We require
all employees and third parties
who act on our behalf to conduct
business with integrity, and to take
personal responsibility for ensuring
that our commitment to sound and
ethical business conduct
is delivered.
Whistleblowing
We operate a conidential
whistleblowing hotline which is
available for all of our team and
our suppliers, to give them the
opportunity to raise any issues
about dishonesty or malpractice
within Motorpoint; the results of
which are independently collated
and submitted to the Risk and
Compliance Committee. The Chief
People Oicer reports regularly
to the Audit Committee on
whistleblowing matters.
Anti bribery and corruption
Our anti bribery policies and anti
money laundering policies were
refreshed during the year following
a review and were communicated
to all employees. Motorpoint has
a zero tolerance policy in respect
of bribery and corruption. This
extends to all business dealings
and transactions, and includes a
prohibition on oering or receiving
inappropriate gifts or making undue
payments to inluence the outcome
of business dealings.
Employees are required to disclose
oers of gifts, hospitality or other
incentives with a value of more
than £100. All employees receive
communication of the relevant
policies as part of the onboarding
process and new versions are sent
out if updated.
The Group does not make
political donations.
Treating Customers Fairly
Treating Customers Fairly (‘TCF’) is a
regulatory requirement and applies
to all regulated irms in the conduct
of their business. The Financial
Conduct Authority (‘FCA’) regards
fair treatment of customers by irms
as a key part of FCA regulation in the
retail market.
TCF is a core foundation of
delivering our retail proposition of
Choice, Value, Service and Quality,
and is thereby fundamental to
delivering long term business value.
To this end, the Board has reviewed
and maintained our Treating
Customers Fairly and Vulnerable
Customers policy. Through
concerted focus, TCF has become
an integral part of the culture and
is subject to frequent and rigorous
scrutiny within all forums that
consider, inter alia, customer facing
processes, employee remuneration,
and product selection. We are
committed to delivering the best
possible service to our customers,
with objectives across the business
relecting this aim.
In particular, the following business
areas are under constant review
in light of changes to Motorpoint’s
business model, customer
requirements or the regulatory
environment:
• marketing practices, including
promotional material;
• sales processes, whether on site,
via the contact centre or digital;
• customer communication;
• record keeping; and
• complaints handling.
A review and reporting environment
has been developed to ensure that
Motorpoint’s high expectations are
met and that all systems, people and
processes are supported to achieve
our TCF objectives, including via:
• qualitative quality controls, such
as after sale customer interviews
and mystery shoppers;
• quantitative quality controls, such
as cancellation rates for products
within their cooling o period; and
• ongoing training and support for
our team, including personalised
and scheduled refresher training.
The Consumer Duty
The Consumer Duty is a suite of
new regulations introduced by the
FCA that set a higher standard for
the treatment of consumers using
inancial services and products.
The duty requires irms to put their
consumers’ interests irst, making it
easier for them to make decisions in
their best interests and receive
good outcomes.
The regulations go further than
the TCF regulations and require all
regulated irms to be compliant
by 31 July 2023 for open products
andservices.
The duty sets an overarching
principle, cross cutting rules and
requires implementation across four
key outcomes. Below is an outline
of the duty and a description of how
Motorpoint governs its ongoing
compliance with the duty.
Motorpoint welcome the FCA’s new
regulations. Whilst the Group’s FCA
governance processes already in
place in respect of TCF are aligned
with much of the new legislation,
a speciic working group was
formed in the year to address the
new legislation and ensure that
Motorpoint’s systems, processes
and controls are appropriately in line
with the new consumer duty.
GOVERNANCE

49Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Area Description Motorpoint Governance
The Consumer
Principle
This is the overarching principle that deines the purpose
of all the new Consumer Duty regulation, that “irms
must act to deliver good outcomes for retail customers”.
Motorpoint has appointed a speciic
working group covering all aspects
of the duty, led by the Customer
Experience Director, with the
work of the group reported to the
Motorpoint PLC Board.
The Cross
Cutting Rules
1. ‘Acting in good faith’ (e.g. not taking advantage of any
lack of knowledge on the consumer’s part).
2. ‘Avoiding foreseeable harm’ (e.g. performing
aordability checks prior to application).
3. ‘Supporting consumers in achieving their inancial
objectives’ (e.g. providing a straightforward method
of cancelling a product should it be in the customer’s
interest to do so).
The working group has worked
with the business areas already
highlighted in the TCF section to
ensure that the governance and
constant review are aligned with the
cross cutting rules of the consumer
duty. This has included a process
mapping exercise ensuring complete
coverage of the legislation.
The Four
Outcomes
Product and services:
The actions required for this outcome will dier depending
on irm status as a manufacturer, co-manufacturer, or
distributor. Overall, it requires irms to work to ensure
the products and services they oer are right for the end
consumer and consider any vulnerabilities their target
market may have that can be accounted for.
Price and value:
Firms should focus on the fair pricing of their products
and oering value for money. Firms should review
commission arrangements and for example, ensure they
do not encourage the sale of products that are not in the
consumer’s interest.
Consumer understanding:
The FCA feels the consumer is often placed at a
disadvantage due to a lack of knowledge about the
products or services a irm is selling, while the irm has
the greater understanding. This outcome serves to make
irms address this imbalance to allow consumers to make
informed decision. This could take the form of providing
further information in an easily digestible and accessible
way when it is most relevant to the consumer.
Consumer support:
This outcome includes the numerous ways in which irms
act to communicate with consumers and provide their
services. There should be straightforward processes. The
key message from the FCA here being that it should not
be any more diicult to cancel, switch or complain about a
product than it is to purchase it initially.
As a part of Motorpoint’s
implementation plan for the
consumer duty, a full review of
the customer journey has taken
place in the year to ensure all four
outcomes are appropriately in line
with the legislation.
The working group has worked
with the business to ensure that
the customer journey remains
under constant review and has a
governance structure in place that
ensures continued compliance with
the legislation.
Motorpoint has worked closely with
its product suppliers (‘lenders’)
for regulated consumer products
and ensured that the indings from
the lenders in respective of the
consumer duty were included within
our customer journey governance.
Human rights
Motorpoint conducts business in an ethical manner and adheres to policies which support recognised human rights
principles. We continue to address the risks of modern slavery and human traicking, with the Board debating and
adopting the annual Anti Slavery Statement and raising awareness of the risks across the business. We work with
our suppliers to protect workers from abuse or exploitation by communicating to them the terms of our Anti Slavery
Statement and request their adherence to our policy.
A statement of the Group’s compliance with the Modern Slavery Act 2015 can be found
on the Group’s website at | www.motorpointplc.com

50 Motorpoint Group PLC | Annual Report and Accounts 2023
TASK FORCE ON CLIMATE RELATED
FINANCIAL DISCLOSURES ‘TCFD’
We support the Task Force on Climate related Financial Disclosures (‘TCFD’) and its
recommendations and are making TCFD disclosures consistent with TCFD’s recommendations
and recommended disclosures, in line with our prior year commitment and in consideration of
the all sector guidance.
We recognise that climate change is the most serious challenge to the global community, and we understand
we have a role to play in reducing greenhouse gas emissions and striving for change in the industry. The eects
of a transitioning economy will directly aect the motor industry throughout the value chain, evidenced by the
UK Government’s commitment to the end of the sale of conventional new petrol and diesel cars by 2030. We are
committed to continuously measuring and assessing the impacts of climate risks and opportunities across our
operations, physical stores and supply chains.
Our pathway to full disclosure is as follows:
We have also successfully materially assessed and
disclosed the relevant Scope 3 emissions for Motorpoint.
Our strategy on how to achieve a complete transition to a
lower carbon operating model is still reaching maturity.
We are exploring initiatives such as an ESG reporting
framework, accreditation and fully aligned and integrated
Science Based Targets, as well as the potential for a formal
carbon reduction plan.
We have successfully completed our scenario planning
exercise, modelling three scenarios using the IEA World
Energy Outlook 2022, as well as a range of inputs
and bespoke considerations for the speciic risks that
Motorpoint faces.
Progress in
FY23
Roadmap for
the future

51Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Governance
Board of Directors
• Increased focus on climate related matters
• Review and approve climate related risks and principal risks
• Quarterly reviews of climate related risks
• Chris Morgan, CFO, climate related risk register owner
Audit Committee
• Provides twice yearly
overviews of the risks
facing the organisation,
including climate change
risk on the agenda
• Reviewed Board paper in
January 2023 containing
climate related risks
and opportunities, and
planned TCFD disclosures
Environment, Social
and Governance
(‘ESG’) Committee
• Established an ESG
committee to be
responsible for
assessing the Group’s
environmental
sustainability strategy
Executive Risk
and Compliance
Committee
• Delegated responsibility
for identiication,
management and
assessment of the
Group’s risks
• Quarterly reviews of the
Group Risk Register
• Quarterly reviews of the
Group’s emerging risks
• Review and management
of climate related risks
• Twice yearly review of the
Group’s principal risks
a) Describe the Board’s
oversight of climate related
risks and opportunities.
The Board of Directors is ultimately
responsible for the oversight of our
climate related risks and opportunities
impacting the Group. The Board’s
oversight is supported by three
committees who have delegated
responsibility over various aspects of
governing the Group’s climate related
risks and opportunities.
Climate related risks, including the
risks of a transitioning economy as
well as physical risks to Motorpoint
sites and stores are integrated
as a part of our risk management
framework. A dedicated climate
related risk register is maintained
which is monitored and assessed at
regular intervals.
The Board has oversight of
climate risks and opportunities
through escalation via the Risk and
Compliance Committee as noted in
the diagram above.
The Group Risk and Compliance
Committee has a responsibility to
monitor and oversee emerging risks
and as such our climate risk register
was reviewed at least quarterly by
the Board and key management
personnel in the year.
As well as the Board, the Audit
Committee provides twice yearly
overviews of the risks facing the
organisation, including climate
change risk on the agenda.
b) Describe management’s
role in assessing and
managing climate related
risksand opportunities.
Management’s role is to ensure
that the day to day management
of climate related risks and
opportunities are delivered along with
delivering the strategy with respect
to osetting our carbon output, in
line with our roadmap to becoming a
more sustainable business.
Our Head of Sustainability is
responsible for implementing
the Group’s strategy in respect of
water and waste management –
key elements in our ambition to
be a more sustainable business. In
addition, our Head of Sustainability
is responsible for the measurement
and reporting of our GHG emissions,
which are disclosed in line with
SECR in the environment section of
the annual report, pages 36 to 39.
We have expanded our tracking of
emissions in the year to include a full
breakdown of our Scope 3 emissions.
These can all be found on page 39.
Our inance function is responsible
for supporting the business in
understanding the inancial impact
of the Group’s climate related
risks and opportunities and has
undertaken a high level inancial
analysis this year to help understand
the potential eects on the Group’s
assets and costs.

52 Motorpoint Group PLC | Annual Report and Accounts 2023
All of the Group’s functions are
responsible for implementing risk
management practices as deined
in the risk management framework,
including in relation to climate
related risks and opportunities.
Strategy
Our climate change strategy is
underpinned by our desire to oset
the carbon we produce and to be a
responsible, sustainable organisation
whilst also ensuring climate related
risks are within appetite and
opportunities are appropriately
identiied and maximised. We consider
the short term horizon in line with our
risk management framework to be the
possibility of a risk event crystalising
over any of the next three years.
Medium term analysis is deined as
an outward looking ive years beyond
the short term risk window. Long term
analysis is deined as anything beyond
the medium term window. During
the year, the CFO continued as the
risk owner for our climate risks and
opportunities.
a) Describe the climate related
risks and opportunities the
organisation has identiied
over the short, medium and
long term.
Following the integration of climate
risk and opportunity this year into the
Group’s risk management processes,
we have assessed our risks and
mapped them to our principal risks.
The summarised climate related
risk register can be found on pages
56 and 57. We have kept our short,
medium and long term deinitions
consistent with the prior year, with
short term risks being those that
would crystalise within the next three
years and medium risks being the ive
year window beyond short term risks.
As such, our long term risks are those
designated as eight years or more in
the future.
Our opportunities are disclosed
below along with the applicable
time frames:
Area: Opportunity: Time Frame
Competition
and Market
• Increased opportunity to take market share by being a leader on Choice, Value,
Quality and Service across zero emission vehicles.
Medium
Supply Chain • Opportunity to maximise on an eicient, sustainable supply chain. Medium
Technology • Opportunity to take advantage of new technology helping the business achieve
net zero across its Scope 1 & 2 emissions more quickly.
Medium
Brand and
Reputation
• Opportunity to have a reputation for being a responsible, sustainable company
which will be increasingly important for consumers.
Medium
Physical
Locations
• We expect an increased opportunity to be able to have a more sustainable
footprint with new ways of running a store with sustainable energy generation,
more eicient stores and an opportunity to consider nature reclamation and
air pollution ideas in the stores of the future.
Long
TASK FORCE ON CLIMATE RELATED
FINANCIAL DISCLOSURES ‘TCFD’ CONTINUED
The responsibility for maximising
opportunities ultimately lies with the
Board, with delegated responsibility
to the ESG Committee for reporting
on possible opportunities in
theseareas.
All of the risks identiied are within
the scope of the Group’s emergent
risk process and none of the risks
identiied were assessed as being
material in the short term. This
will be carefully monitored in line
with the Group’s risk management
processes and will be enhanced by
the Group’s plans around scenario
planning in the future.
b) Describe the impact
of climate related risks
and opportunities on the
organisation’s business,
strategy and inancial planning.
During the year we undertook an
exercise as a part of our inancial
planning looking at future cash
lows across three IEA Global
Energy Outlook Scenarios to ensure
that our climate related risks had
been considered for any increased
costs when considering the value
of our assets and future forecasts.
The indings from this work
were that when including these
additional costs in future cash lows
in respect of climate related risks
across what the Board believe to be
plausible outcomes, there was not
a signiicant risk of impairment to
our future operating model assets
or any short term risk identiied
indicating a possible impairment
over currentassets.
With respect to judgements made
over the future business and
strategy, the Group anticipates a
natural shift in consumer choice
towards alternately fuelled and
Electric Vehicles (‘EVs’) in the
medium term.
We considered in our scenario
analysis the risk of increased taxation
and legal requirements should the
Group fail to achieve its net zero
ambitions as well as the physical
risks of climate change to our
physical store locations, based on an
estimation of our future footprint.
We note that our carbon footprint,
when taking into account Scope
3 emissions, is disproportionately
outweighed by the use of our sold
products category, relating to the
emissions of internal combustion
engine vehicles. As a used car
retailer, we need all manufacturers
to improve their proposition on
zero emission vehicles, so that we
in turn can oer our customers the
same Choice, Value, Service and
Quality without compromising on
product or convenience, noting that
many customers still have concerns
contemplating the switch to zero
emission vehicles.

53Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
The Group has undertaken activity in the year to execute the prior year planning work on transition mitigations:
Prior Year Plan Current Year Execution
• Planning in place for increased electric charging
points for customer convenience at our stores.
• Our new Coventry and Ipswich stores have EV
charging points installed for both customer use and
in preparation. Rollout of charges at existing stores
is underway.
• Technicians trained and ready to prepare EVs. • All technicians including new team members in this
role are trained to safely prepare EVs.
Other impacts in respect of business and strategy can be seen on pages 56 and 57 in our climate risk and
opportunities register which includes any current plans for risk mitigations across our business and strategy.
c) Describe the resilience of the organisation’s strategy, taking into consideration dierent climate
related scenarios including 2° or lower scenario
Net Zero Emissions by 2050 scenario (NZE) Announced Pledges Scenario (APS) Stated Policies Scenario (STEPS)
Deinitions and Objectives
A scenario which sets out a pathway for the global
energy sector to achieve net zero CO
2
emissions
by 2050.
Our work on this low carbon transition scenario
focuses on the rapid policy, regulatory,
technological and market changes that will be
required by 2030 to restrict emissions to a level
which limits global warming to 1.5°C.
A scenario which assumes
that all climate commitments
made by governments around
the world, including nationally
determined contributions and
longer term net zero targets
are met.
This scenario aims to show
the ambition gap, highlighting
how close announced pledges
get to the Paris 2015 target
of limiting the increase in
warming to 1.5°C.
In this climate model, the
warming impact is estimated
to be in the bracket of IPCC
assessed scenarios that limit
warming to 2.0°C.
A more conservative scenario
benchmark for the future,
removing the assumption that
governments will reach all
announced goals. This scenario
takes account of existing policies
and measures as well as those
under development, ultimately
leading to a world with increasing
physical climate change impacts
owing to warming increases
beyond 2.0°C.
Methods
We used our target operating model for 2030, which assumes we achieve our medium term growth goals and spread our
footprint to 30 stores, in conjunction with the IEA assumptions and inputs in the ’IEA (2022), Global Energy and Climate
Model’. This includes detailed input assumptions over GDP, population and technology changes as well as the speciic
elements relevant to Motorpoint under each scenario, including cost of energy and cost of carbon. The eects of each
scenario are shown below.
The IPCC Sixth Assessment Report on Mitigation of Climate Change, released in April 2022, assessed a large number of
scenarios that led to at least a 50% chance of limiting the temperature rise to 1.5°C in 2100. The NZE Scenario trajectory is
well within the envelope of these scenarios.’ IEA (2022), Global Energy and Climate Model, IEA, Paris https://www.iea.org/
reports/global-energy-and-climate-model, License: CC BY 4.0.

54 Motorpoint Group PLC | Annual Report and Accounts 2023
Net Zero Emissions by 2050 scenario (NZE) Announced Pledges Scenario (APS) Stated Policies Scenario (STEPS)
Eect on Motorpoint
Assessing the inputs and outcomes of the NZE
pathway, Motorpoint would see increasing risks of
transition in the medium term, especially if the cost
of carbon as modelled in the scenario cannot be
mitigated through osetting using voluntary carbon
markets (‘VCMs’) or achieving natural net zero
across Scope 1, 2 and 3 emissions.
In the medium term outlook for this scenario, we
took the approach of assuming Motorpoint would
still be selling a small proportion ICE vehicles in 2030
and would not totally achieve zero emission vehicles
sales until at least 2034. We also assumed that we
would be mandated to oset any residual carbon
still produced. We modelled osetting at least as
many tonnes of carbon as we did in 2021, as well as
our Scope 3 emissions for the limited ICE vehicles
sales still expected to be made, and factoring in the
increased cost of carbon. We also factored in an
increased cost of electricity, in line with the modelled
price increases in the IEA ‘NZE’ scenario.
As such, Motorpoint could expect greater carbon
osetting costs and energy costs which would
increase operating expenditure. However, even in
this scenario, the model showed that the business
would be resilient enough to cope with increased
costs of transition.
In the long term under this pathway, we would
expect the business to achieve signiicantly reduced
Scope 3 emissions from greater (or total) proportion
of sold products being zero emission vehicles which
would ultimately mitigate the greatest portion of
carbon required to be oset.
Even in the NZE scenario an acute risk of physical
damage to stores remains with eects of warming
limited, not mitigated. We expect to mitigate this risk
through physical defences and strategic planning
over the location of our future stores. Our current
store footprint is substantially low rated for lood
risk. We expect that the chronic risk of sea level rises
as a result of warming impacts to be reduced under
this scenario.
Assessing the inputs and
outcomes of the APS pathway,
Motorpoint would see increased
risks of transition in the medium
term from potentially increased
costs of carbon osetting, albeit
much less signiicant than under
the NZE pathway.
In the medium term outlook
for this scenario, we took the
approach that Motorpoint’s
current strategy for EV transition
would be achieved, with a
signiicant proportion of our sold
products being zero emission
vehicles by 2031.
Under this scenario, Motorpoint
would be on track for the
announced pledges and as
such, we assumed lower costs
of osetting (compared to ‘NZE’)
would be required, factoring in an
increase for the potential size of
Motorpoint’s footprint based on
the 2030 operating model.
An acute risk of physical damage
to sites would be greater than
the NZE pathway albeit reduced
in the long term compared to the
STEPS scenario. We expect to
mitigate this risk through physical
defences and strategic planning
over the location of our future
stores.
Under the STEPS pathway,
Motorpoint would see reduced
risks of transition in the medium
term, with osetting costs likely
to be much lower from avoidance
of the modelled increases to the
cost of carbon in the NZE and APS
pathways. However, there would be
greater physical risks to stores and
supply chain.
Our modelling in this scenario
still assumes that Motorpoint
would continue on its path to be
a sustainable business, osetting
its carbon emissions and helping
customers reduce their impact on
the planet by in turn, reducing our
own emissions.
We would expect greater physical
risks to Motorpoint’s stores in the
long term both acute and chronic
under this pathway.
Possible mitigations may include
strategic placement of future stores
to factor in weather defences as
well as continued detailed business
continuity planning work.
Medium term impact:
Business area ‘NZE’ scenario risk STEPS pathway risk
Impact of climate risks on
our inancial performance
‘NZE’ business area
mitigations
Use of sold products Carbon tax on Scope
3 emissions
Physical damage
to inventory from
increased extreme
weather events
A inancial impact
may manifest itself
in an increased cost
of compliance if
Motorpoint cannot
reduce its emissions
in line with the pace
of regulatory change
Infrastructure work
across stores and
preparation centres
to ready for increased
zero emission
vehicles
UK stores and
preparation centres
Carbon tax on Scope
1 and 2 emissions
Flood risk Continued ESG
strategy work to
reduce Scope 1 & 2
emissions
TASK FORCE ON CLIMATE RELATED
FINANCIAL DISCLOSURES ‘TCFD’ CONTINUED

55Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Risk management
During the year, the Board has
discussed climate change related
matters and identiied both risks
and opportunities for the eects of
a transitioning economy as well as
physical risks of climate change.
These have been through a process
of review from both the Group Risk
and Compliance Committee and the
AuditCommittee.
The ongoing management of
Motorpoint’s climate risks is
performed through the quarterly
review of the Group’s risk in the Risk
and Compliance Committee. This
is informed by the work of the ESG
Committee, who also meet quarterly.
Our climate risks and opportunities
are mapped to our principal risks
and uncertainties, consistent with
our approach to fully integrate
climate change risk into our risk
management practices.
a) Describe the organisation’s
process for identifying and
assessing climate related risks.
The process for identifying and
assessing climate related risks
is aligned with the Group Risk
Management Framework.
Climate related risks are within the
scope of the Group’s emergent risk
process which feeds from function
level risk management as well as the
Group Strategy. Where an emergent
climate related risk is deemed to be
material to Group strategy it will be
included in the Group Risk Register.
Group risks are subject to Group Risk
and Compliance Committee, Senior
Leadership Team (‘SLT’) and Board
level review. The structure of our risk
management at Motorpoint can be
found in our risk management section
of the annual report.
b) Describe the organisation’s
processes for managing
climate related risks.
During the year climate risks and
opportunities were managed using
a dual approach.
Our journey towards being a more
sustainable company, including
our strategic goals of osetting the
carbon that we produce, is managed
by the ESG Committee, chaired by
Adele Cooper. The ESG Committee
meets quarterly and ensures
Motorpoint progresses on its journey
of carbon osetting and analysing our
environmental impact.
Climate related risks, including
risks of a transitioning economy as
well as physical risks to Motorpoint
stores and preparation centres are
integrated as a part of our emergent
risk process, which is a part of our
risk management framework. The
risks on this register were all assessed
to be ‘emerging’ and as such are
monitored closely for the requirement
to enter active mitigation strategies.
The process for managing individual
risks is to carefully monitor the impact
assessment of these risks, with
mitigating activities actioned should
any risk be deemed signiicant and
outside of Group risk appetite.
All of the climate related risks
identiied in the register of emerging
climate risks are related to the Group’s
principal risks, which have their
own wider controls and mitigating
activities. As such, the climate related
risks include mapping to the relevant
principal risk. Details on mitigating
activities for the Group’s principal
risks is held within the principal risks
and uncertainties (‘PRUs’) database.
c) Describe how processes
for identifying, assessing,
and managing climate related
risks are integrated into
the organisation’s overall
risk management.
Risk measurement and assessment
is deined in the risk management
framework and all of our climate
related risks were assessed in line
with the deined criteria for assessing
emerging risks to the business in the
risk management plan.
Ongoing management of risks is
performed in line with our risks
management framework. Where
assessed to be above minimum
risk recognition limits for a low
rated risk (greater than 0% chance
of crystallisation in the next three
years and 2% or greater impact
on key inancial targets speciic to
that risk) and outside of appetite,
steps are taken to agree mitigating
actions to bring the risk exposure to
within appetite.
Our risk management framework
states that risks are managed on
an integrated basis throughout
our organisation and as such,
function level risk registers were
updated during the year to ensure
consideration of new and emerging
risks, including climate related risks,
where appropriate.
Metrics and targets
The Group has metrics and targets
that facilitate the measurement of the
Group’s impact on the environment
and monitor performance against the
Group’s ambition with respect to the
carbon oset of operations.
a) Disclose the metrics used
by the organisation to assess
climate related risks and
opportunities in line with
its strategy and risk
management process.
The Group’s strategy is underpinned
by a desire to achieve carbon
neutrality, and as such KPIs are
monitored closely, helping inform
the Group over its climate related
risks. The metrics that the Group
monitors are within the scope of
the ESG Committee which provides
oversight and governance. The day
to day management of the Group’s
metrics and targets are within the
scope of the role of our Head of
Sustainability who is responsible
for the implementation of our
ambitions in becoming a more
sustainable business. Our KPIs have
been updated in the year to more
accurately track our emissions and
impact on the environment, which is
governed by the ESG Committee.
The KPIs are:
• KPI 1: GHG emissions (CO
2
Scope 1 and 2) as disclosed
in the SECR statement in the
environment section.
• KPI 2: Intensity Ratio as disclosed
in the SECR statement in the
environment section.
In addition, the KPIs are used by
Group Finance to aid its inancial
review of climate related risks.

56 Motorpoint Group PLC | Annual Report and Accounts 2023
b) Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and
the related risks
Our Scope 1, 2 and appropriate Scope 3 emissions are disclosed in our environment section on pages 36 to 39.
c) Describe the targets used by the organisation to manage climate related risks and opportunities
and performance against targets
The principal target for the organisation is in line with the strategy to reach net zero through carbon neutrality, for
its Scope 1 and 2 emissions, and currently recognising that carbon osetting has a role to play when considering the
whole supply chain (Scope 3 emissions). As such, the KPIs disclosed above are measured carefully to ensure that in
the future, the Group’s targets are met across Scope 1, 2 and 3 emissions.
Dynamic risk scoring
Risk
classiication
Net zero by
2050 (1.5)
Announced
policies
2.0-2.5
Stated
policies
(>2.5)
Risk area Mapping to PRUs Timeframe Risk description NZE APS STEPS
Transition Policy and Legal Regulatory and Compliance Long Term Risk of increased taxation as UK Government aims to meet its own climate
change commitments. Key areas relating to Motorpoint include: increased
taxes for energy, vehicle fuel taxes, waste and overall 'carbon tax'
  
Policy changes deter need for private vehicle ownership
  
Technology &
Market Risks
Competition, Market and Customers Long Term Increased costs from carbon osetting or needing to enter VCMs to
support journey to net zero
  
Medium Term Not meeting increased demand for electric and alternate fuelled vehicles
leading to loss of market share
  
Availability and Terms of Customer Finance Customer inance availability is limited because alternative fuel cars are
more expensive than traditional petrol / diesel cars in relation to earnings
and lenders are not conident over battery degradation
  
Reputational
Risks
Brand and Reputation Medium Term Customers lose conidence in the brand as Motorpoint does not respond
eectively or urgently to public concerns over climate change
  
People and Culture Failure to attract and retain talent, if Motorpoint is not perceived to
be a responsible company
  
Competition, Market and Customers Failure to attract and retain investors / pressure from investors /
shareholders if Motorpoint is not perceived to be a responsible company
  
Physical
Risks
Acute Risks Supply Chain Disruption Medium Term Risk of action from climate action groups disrupting the business
  
Long Term Extreme weather events could lead to site and inventory damage
  
Extreme weather events could cause signiicant supply chain disruption
aecting Motorpoint's ability to move cars quickly and eiciently
  
Extreme weather events could increase competition for land use,
aecting Motorpoint's ability to expand to new sites
  
Chronic Risk Supply Chain Disruption Long Term Material rise in sea levels leading to changed UK landscape: site
relocation / supply chain alterations required
  
TASK FORCE ON CLIMATE RELATED
FINANCIAL DISCLOSURES ‘TCFD’ CONTINUED

57Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Dynamic risk scoring
Risk
classiication
Net zero by
2050 (1.5)
Announced
policies
2.0-2.5
Stated
policies
(>2.5)
Risk area Mapping to PRUs Timeframe Risk description NZE APS STEPS
Transition Policy and Legal Regulatory and Compliance Long Term Risk of increased taxation as UK Government aims to meet its own climate
change commitments. Key areas relating to Motorpoint include: increased
taxes for energy, vehicle fuel taxes, waste and overall 'carbon tax'
  
Policy changes deter need for private vehicle ownership
  
Technology &
Market Risks
Competition, Market and Customers Long Term Increased costs from carbon osetting or needing to enter VCMs to
support journey to net zero
  
Medium Term Not meeting increased demand for electric and alternate fuelled vehicles
leading to loss of market share
  
Availability and Terms of Customer Finance Customer inance availability is limited because alternative fuel cars are
more expensive than traditional petrol / diesel cars in relation to earnings
and lenders are not conident over battery degradation
  
Reputational
Risks
Brand and Reputation Medium Term Customers lose conidence in the brand as Motorpoint does not respond
eectively or urgently to public concerns over climate change
  
People and Culture Failure to attract and retain talent, if Motorpoint is not perceived to
be a responsible company
  
Competition, Market and Customers Failure to attract and retain investors / pressure from investors /
shareholders if Motorpoint is not perceived to be a responsible company
  
Physical
Risks
Acute Risks Supply Chain Disruption Medium Term Risk of action from climate action groups disrupting the business
  
Long Term Extreme weather events could lead to site and inventory damage
  
Extreme weather events could cause signiicant supply chain disruption
aecting Motorpoint's ability to move cars quickly and eiciently
  
Extreme weather events could increase competition for land use,
aecting Motorpoint's ability to expand to new sites
  
Chronic Risk Supply Chain Disruption Long Term Material rise in sea levels leading to changed UK landscape: site
relocation / supply chain alterations required
  
Key to risk scoring

High


Medium


Low

58 Motorpoint Group PLC | Annual Report and Accounts 2023
FINANCIAL REVIEW
Record
revenues in
achallenging
market
Economic headwinds provided a challenge to proitability, but
record revenues and progress against strategic objectives put
us in a position for sustainable proitable growth.
Group inancial
performanceheadlines
Despite the fall in proitability,
the Group experienced record
revenue, which increased by 8.9%
to £1,440.2m (FY22: £1,322.3m),
with further strong market share
gains. This growth was supported
by new stores, an increase in more
expensive premium models being
sold, and vehicle price inlation.
“ We are pleased to report record revenues
and strong market share gains, whilst
recognising the impact on proitability
due to the challenging economic
environment in the past year.”
Chris Morgan
Chief Financial Oicer
Gross proit was £85.7m (FY22:
£106.3m). FY22 beneitted from the
record used car inlation. In FY23 we
invested in the customer to ensure
we maintained our price leading
position, in terms of low vehicle
prices and taking a lower inance
commission to oset APR increases.
The latter part of FY23 was also
impacted by retail price reductions
to clear through the well publicised
fall in Electric Vehicle values.
(Loss) / Proit before taxation was
£(0.3)m (FY22: £21.5m), relecting
the fall from record margins in FY22,
a lower number of units sold due to
a smaller market, increased strategic
investment, losses from new store
openings and higher interest costs.
Despite the lower proitability net
cash improved signiicantly. Net
cash, excluding lease liabilities, at 31
March 2023 was positive £5.6m (as
set out on page 160) (31 March 2022:
net £21.2m negative, being £7.8m
cash and £29.0m fully drawn down
revolving credit facility).

59Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
£1,440.2m
Total revenues
(FY22: £1,322.3m)
£(0.3)m
(Loss) / Proit before tax
(FY22: £21.5m)
Trading performance
The Group has two key revenue
streams, being (i) vehicles sold to
retail customers via the Group's
stores, call centre and digital
channels, and (ii) vehicles sold to
wholesale customers via the Group's
Auction4Cars.com website.
Retail customers Wholesale customers Total
FY23
£m
FY22
£m
FY23
£m
FY22
£m
FY23
£m
FY22
£m
Revenue 1,175.7 1,112.3 264.5 210.0 1,440.2 1,322.3
Gross proit 74.5 91.0 11.2 15.3 85.7 106.3
Retail
Revenue from retail customers
was up 5.7% to £1,175.7m (FY22:
£1,112.3m), with 57.3k vehicles
sold (FY22: 62.9k). The number of
vehicles sold is a consequence
of the fall in size of our available
market, as our share of this 0–4
year old market increased to
3.5% (FY22: 3.1%). Of the sales,
37.5% were sold online / digitally.
Since re-opening post Covid, the
majority of customers still prefer
the store experience for their
vehiclepurchase.
We purchased 5,016 vehicles
directly from consumers and of
these 3,387 were sold through
the retail channel.
Gross proit per retail unit for the
inancial year was £1,300 (FY22:
£1,446). This reduction relected
investment in price leadership,
both in terms of vehicle pricing and
lower inance commissions, and the
marking down of Electric Vehicles.
Finance penetration increased to
56% (FY22: 52%). Our APR inance
rates continue to be competitive
despite an increase in October from
8.9% to 9.9%, and in January to
10.9% which relected the increase
in cost of inance. In FY23 we did
not pass all of the cost of money
increases to customers which
demonstrated our price leadership
but delated gross margin.
Our 18th (Edinburgh) and 19th
(Coventry) stores opened in the
autumn, and both are trading well.
Ipswich opened in mid-May.
Wholesale
Wholesale units sold via
Auction4Cars.com, which sells
vehicles that have been part
exchanged by retail customers, or
directly purchased from consumers,
was down against last year relecting
the fall in retail units. 32.4k vehicles
were sold via this purely online
platform (FY22: 34.8k). Gross proit
per wholesale unit was £346 (FY22:
£440). Last year beneitted from the
strong market conditions, and this
year marks a return to more normal
levels (FY21:£344).

60 Motorpoint Group PLC | Annual Report and Accounts 2023
Operating expenses
Operating expenses decreased from
£81.3m in FY22 to £79.2m. This fall is
despite a planned uplift in strategic
costs with further investments in
digital, technology and new stores.
These incremental costs amounted
to £6.1m (FY22: £1.0m). Despite new
stores and growth of the digital
marketing team, overall headcount
reduced 14.4% to 794, as we focus on
eiciency in stores, preparation and
head oice. Energy usage per square
foot fell 7.3% compared to last year.
Overall property costs increased
due to new locations and business
rates (Government relief available
in previous year). Marketing costs
decreased from £18.9m to £14.0m.
The early part of FY22 included
increased marketing costs to support
stores postlockdown.
Other income
Other income relates to the small
gain on the sale and leaseback
transactions during FY23 (no such
transactions in FY22).
Exceptional items
There have been no exceptional
items in the period (FY22: £Nil).
Interest
The Group’s net inancial expense
was £7.1m (FY22: £3.5m); the
increase relected the sharp
rise in cost of borrowing, which
materially impacted the funding
ofstockfacilities.
Total interest charges on the
stocking facilities were £4.7m
(FY22:£1.5m).
Interest on lease liabilities of 2.0m
(FY22: £1.7m) was incurred in
theyear.
Interest on banking facilities was
£0.4m (FY22: £0.3m).
Taxation
The tax charge in the period is
for the amount assessable for UK
corporation tax in the year net of
prior year adjustments and deferred
tax credits. The tax charge has
reduced to £0.3m (FY22: £4.6m),
relecting lower proitability.
Shares
At 31 March 2023, 90,189,885
ordinary shares were outstanding,
of which 1,686,307 were held in the
Employee Beneit Trust.
Earnings per share
Basic and diluted earnings per
share were both (0.7) pence
(FY22:18.7pence).
Dividends
No dividend was paid in the period
(FY22: £Nil) and the Board has not
recommended a dividend (FY22:
£Nil) while it focuses on investment
to drive organic growth.
Capital expenditure
and disposals
Cash purchases of property, plant
and equipment, and intangible
assets was £9.4m (FY22: £6.9m), and
primarily related to bringing the new
stores in Edinburgh and Coventry
up to standard for opening, major
reits at Newport and Burnley stores,
and intangibles relating to software
and website development. All new
properties were leased.
In the year, two sale and leaseback
transactions were successfully
completed. These were the
Stockton-on-Tees store and the
Peterborough preparation centre.
The freeholds were sold gross for
£5.0m and £4.8m and leased backed
at annual rents of £350k and £265k
respectively.
Balance sheet
Net assets remained broadly
consistent with prior year at £38.9m.
Working capital was proactively
managed, with a signiicant
improvement in the net
cash position.
Non-current assets were £75.2m
(31 March 2022: £59.2m) and made
up of £13.1m of property, plant
and equipment, £58.4m right-of-
use assets and intangible assets
of £3.7m (31 March 2022: £10.9m,
£46.7m, £0.6m and a deferred tax
asset of £1.0m respectively). The
Group currently owns one remaining
freehold plot of land in Glasgow.
All other properties are on leases of
various lengths.
The Group closed the period with
£148.6m of inventory, down from
£228.4m at 31 March 2022. Days in
stock for the period improved to 51
days (FY22: 54 days). Although the
record price inlation experienced
in FY22 was not repeated, used
vehicle prices generally remained
high compared to historic levels.
However, we did experience a
signiicant fall in Electric Vehicle
prices in the second half of FY23,
which negatively impacted margin.
At 31 March 2023, the Group had
£195.0m (31 March 2022: £195.0m)
of stocking inance facilities
available of which £102.5m (31
March 2022: £147.0m) was drawn.
The Group has available stocking
facilities with Black Horse Limited of
£120.0m, and £75.0m with Lombard
North Central PLC.
The Group also has a £35.0m facility
with Santander UK PLC, split between
£6.0m available as an uncommitted
overdraft and £29.0m available as a
revolving credit facility. This facility
was extended in June 2023 for a
further three years, with the option of
two one-year extensions. At 31 March
2023, £Nil (31 March 2022: £29.0m)
was drawn on this facility.
FINANCIAL REVIEW CONTINUED

61Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Trade and other receivables were
£18.4m (31 March 2022: £13.6m).
This increase related to timing
of commissions due from
Finance providers.
Trade and other payables, inclusive
of the stock inancing facilities, have
decreased to £143.8m (31 March
2022: £193.8m) primarily relecting
a reduction in the drawn down
stocking facilities.
The increase in total lease liabilities
to £63.6m (31 March 2022:
£52.8m) relects the new store
additions, along with the sale and
leasebacks of Stockton-on-Tees and
Peterborough preparation centre.
Ipswich opened in May 2023.
Cash low
Cash generated from operations was
£41.3m inlow (FY22: £5.5m outlow).
This relected the large reduction in
the value of inventory which more
than oset the drop in creditors and
lower operating proit.
Other main items in the cash low
include: capital expenditure of
£9.4m (FY22: £6.9m), payments
to satisfy future employee share
plan obligations of £0.7m (FY22:
£5.0m), a net repayment of
borrowings (RCF) of £29.0m (FY22:
£Nil), principal lease repayments
of £5.9m (FY22: £4.0m), interest
payments of £7.1m (FY22: £3.5m)
and tax payments of £1.1m (FY22:
£2.3m). Net proceeds of £9.7m
were received for the two sale and
leasebacks.
Capital structure and treasury
The Group's objective when
managing working capital is to
ensure adequate working capital for
all operating activities and liquidity,
including comfortable headroom to
take advantage of opportunities, or
to weather short term downturns.
The Group also aims to operate an
eicient capital structure to achieve
its business plan.
The Group's long term funding
arrangements consist primarily of
the stocking inance facilities with
Black Horse Limited and Lombard
North Central (to a maximum of
£195.0m) and an unsecured loan
facility provided by Santander UK
PLC, split between £6.0m available
as an uncommitted overdraft and
£29.0m available as a revolving
credit facility. This loan facility
with Santander UK PLC has been
extended in June 2023 and will
now expire in June 2026, with the
option of two one-year extensions, if
agreed by both parties.
Chris Morgan
Chief Financial Oicer
14 June 2023

62 Motorpoint Group PLC | Annual Report and Accounts 2023
RISK MANAGEMENT
Risk management: a key component of governance at
Motorpoint, continuing to build on the strong foundation
of our shared values
Risk management is a key component of Motorpoint’s strategy. We recognise that
eective risk management is essential to protecting our assets, maintaining our
reputation, and ensuring the long term success of the Group. During the year we
continued on our journey to level up risk management across the Group, including
through a new training programme for all team members as well as focus and
oversight from the Group Risk and Compliance Committee. We are committed to
maintaining a strong and eective risk management framework underpinned by
our core values: Happy, Honest, Supportive and Proud.
Approach to risk management
The Board is accountable for
maintaining a policy of continuous
identiication and review of the
principal risks facing the Group which
could threaten its future performance
or business model. On behalf of the
Board, the Audit Committee reviews
the eectiveness of Motorpoint’s risk
management processes. Motorpoint’s
risk management strategy is a key
priority for the Group, with last year’s
expansion of the Group Risk and
Compliance Committee being irmly
embedded in the year as a robust risk
management practice.
The Group Risk and Compliance
Committee has delegated
responsibility, from the Audit
Committee, for formally identifying
and assessing the Group’s risks
annually, measuring them against
a deined set of criteria, and
considering the likelihood of
occurrence and potential impact
to the Group. The Group Risk and
Compliance Committee is formed
of the Executive Board, the Head
of Internal Audit and Risk and risk
owning Senior Leadership
Team (‘SLT’) members.
Risk management
Group
strategy and
objectives
Principal risk
review
Climate risk
review
Emerging
risks
Finance IT
Operations
People
Plc Board
• Risk appetite set by the Board
• Overall responsibility for risk
management
Audit
Committee
Reviews
eectiveness of
risk management
Group Risk and
Compliance
Committee
• Delegated responsibility
for risk management
Functional
management
• Day to day risk
management
• Clear escalation routes
in place

63Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
IDENTIFY
Identify risk
ASSESS
Assess gross risk
Identify mitigating
activities/
controls
ASSESS
Assess net
risk
MONITOR
RESPOND
Plan future actions
(if outside risk
appetite)
Document in
risk register
Risk management plays an integral
part in the Group’s planning,
decision making and management
processes. All team members have
a responsibility to ensure they
understand the risks in their area
of activity and that they implement
and operate eective controls to
manage the risks.
The Group’s risk management
approach is summarised as follows:
1. Identify potential risks
through scanning the external
environment, as well as internal
processes and the Group
strategy.
2. Assess and assign a value to the
risk to allow it to be prioritised.
Assessing likelihood for gross
(before controls) and net (after
the eect of controls).
3. Respond through planning
future actions based on the
current risk assessment and the
target risk level (which will be
in line with risk appetite). Risks
can be transferred, terminated,
tolerated or treated.
4. Monitor the development of risks
over time through tracking key
risk indicators.
5. Report back to the SLT and
Board through the Group Risk
and Compliance Committee to
ensure risks are being managed
in line with risk appetite.
The Group’s risk proile is reported
to the Executive Board for review
and challenge, ahead of inal review
and approval by the Board. These
principal risks are then subject to
Board discussion during the course
of the year, as appropriate. To drive
continuous improvement across
the business, the Group Risk and
Compliance Committee monitors the
suitability and adequacy of controls
in place and the ongoing status
of action plans against key risks
quarterly, with a particular focus for
those risks considered to be outside
of the Group’s risk appetite.
Emerging risks
Embracing the indings from the
FRC’s thematic review has been a key
part of Motorpoint’s approach to risk
management in the year, including
the request for more detailed
information about the process for
identifying and assessing emerging
risks. The Motorpoint Group Risk and
Compliance Committee assumes
responsibility for the identiication
and assessment of Motorpoint's
emerging risks. Our strategy for
emerging risks is as follows:
Identiication
The following activities are
completed to identify potential
emerging risks:
• Horizon scanning – including
the review of construction
and distribution media and
attendance at industry forums by
management, including members
of the Group Risk and Compliance
Committee. Findings and key
messages are discussed as part of
the agenda of the Group Risk and
Compliance Committee.
• External insights – using
specialist third parties to identify
new and changing risks such as
upcoming changes to regulation.
• Management meetings – regular
Head of Internal Audit and
Risk attendance at operational
management meetings to discuss
potential new risks. This is further
supported through monthly
business performance reviews
conducted by the CEO and
CFO to identify risks potentially
materialising in business
performance.
Assessment and reporting
Once identiied, emerging risks are
assessed as follows:
• Identify and map out the core
elements of the emerging risk,
including ownership.
• Hold workshops with risk
owners to assess the level of
the potential risk.
• Identify potential mitigating
actions.
• Report on emerging risks to
the Audit Committee.
Emerging risks for Motorpoint:
REPORT
Group risk register
review by Risk
and Compliance
Committee
REPORT
Functional risk
register reviewed
by risk owner
(SLT member)

64 Motorpoint Group PLC | Annual Report and Accounts 2023
RISK MANAGEMENT CONTINUED
Risk and impact Commentary
Dynamic risk
assessment
1. Used car ownership is replaced
by a subscription based service
which oers convenience and
cost predictability.
We operate a highly lexible approach and business
model. Whilst the Society of Motor Manufacturers and
Traders (‘SMMT’) states that the case for private vehicle
ownership remains strong, we are mindful that a potential
adaptation in the future would not be out of reach for
the business.
Decreasing
2. Motorpoint does not adapt
eectively to infrastructure
requirements for increased demand
for zero emission vehicles (and
other climate related transition
emergentrisks).
We are already upgrading infrastructure with increased
charging points, training of our preparation team and
ensuring that customers have all of the information
required over the potential decision to purchase a zero
emission vehicle.
Decreasing
3. Motorpoint does not adapt to
new technologies surrounding
autonomous vehicle driving.
Currently, the technology does not indicate a change
to the ownership or change in the use case for private
vehicles in the UK. As noted in the irst emerging risk,
we have a highly adaptable business model and would
consider a range of mitigations should this risk increase in
likelihood.
Decreasing
4. New or existing suppliers choose
to sell used vehicles directly to
end users.
We recognise that the barriers of entry to the market for
some of the largest suppliers are lower than a start-up
entity. However, we are conident that our market share
would continue to grow by continuing to be irst for
Choice, Value, Service and Quality for our customers.
Stable
5. An industry disrupter could ind a
way to sell a used car from person
A to person B without taking
ownership i.e. a connection charge /
agent mechanism.
We are conident that by continuing to invest in our brand
and oering the best Choice, Value, Service and Quality
for our customers that we would remain a trusted retailer
for used cars.
Stable
Principal risks and uncertainties
Details of our principal risks and uncertainties are shown on the following pages. This includes the key mitigating
activities in place to address them. It is recognised that the Group is exposed to risks wider than those listed.
Wedisclose those we believe are likely to have the greatest impact on our business at this moment in time and
which have been subject to debate at recent Board or Audit Committee meetings.
How the Board manages risk
The Board and each of its delegated committees operate to a prescribed meeting agenda to ensure that all
relevant risks are identiied and addressed as appropriate. Key management information is reviewed to prescribe
operating controls and performance monitoring against the Company’s strategy and business plans.
EMERGING RISKS FOR MOTORPOINT:

65Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
1st line
Operational and
management controls
• Site management with
appropriate team structure
and dedicated leadership
team reporting line
• Visible, championed values
and expected behaviours
• Application of Company
policies and procedures
• Employee induction, training
and ongoing support
• Executive and leadership
team oversight
2nd line
Risk and compliance
monitoring
• Compliance and Data
Protection Oicers
• Operational audit activity
• Risk management
framework
• External specialists
engaged to monitor and
report on compliance
operations
3rd line
Internal audit
• Open culture of challenge
to existing processes and
whistleblowing hotline
• The work of internal audit,
testing irst and second
lines of defence
4th line
External assurance
• The work of the external
auditor and other
independent external
assurance providers
The Non-Executive Directors
have particular responsibility
for monitoring the inancial
and operating performance, to
ensure that progress is being
made towards our agreed goals.
The Board’s responsibilities
also include assessing the
eectiveness of internal controls
and the management of risk.
The Board’s annual review
of the eectiveness of
risk management and
internalcontrols
During the year, the Board
considered all strategic matters,
received key performance
information on operating,
inancial and compliance matters
and reviewed the results of
corresponding controls and risk
management. The Board received
from the Audit Committee and
the Executive’s Group Risk and
Compliance Committee timely
information and reports on all
relevant aspects of risk and
corresponding controls. We
reviewed all of our key Company
policies and ensured that all
matters of internal control
received adequate Board scrutiny
and debate. At Board meetings,
and informally via the Chair, all
Directors had the opportunity to
raise matters of particular concern
to them. There were no unresolved
concerns in the year.
We concluded that appropriate
controls are in place and
functioning eectively. The
Board considers that the Group’s
systems provide information
which is adequate to permit
the identiication of key risks
to its business and the proper
assessment and mitigation of
those risks.
Based on the work of the Audit
and Risk and Compliance
Committees, the Board has
performed a robust assessment
to ensure that: (i) the principal
risks and uncertainties facing
the Group’s business have been
identiied and assessed and are
aligned to the Group’s business
strategies; and (ii) appropriate
mitigation is in place.
Changes to principal risks
During FY23 the Group Risk
and Compliance Committee
and the Board continued with
its role of managing the Group
principal risks and where outside
of appetite, setting out and
monitoring mitigations to bring
the risks within appetite.
There were no new emerging
or principal risks in the year
conirmed by the Board and
the Group Risk and Compliance
Committee, although the Board has
recognised that FY22’s ‘economic
vulnerability’ risk required review
and as such has been renamed to
‘business resilience’ in FY23. The
key reason behind the change
was to more accurately describe
the risk faced by the Group; there
are a number of external factors
which could aect the Group wider
than just an economic downturn
or recession. The principal risk to
mitigate is ensuring that the Group
remains resilient in the face of any
external challenge whether that is
an economic downturn, pandemic
or climate related physical risk
crystallisation.
With respect to climate change,
the Group Risk and Compliance
Committee actively manages and
monitors climate change risk within
the scope of its activities. This forms
part of the continued commitment
by the Board and the Committee
to integrate the identiication and
ongoing management of climate
risks with the Company’s risk
management processes set out
in the Group Risk Management
Framework. The summary risk
register in respect of climate
change has been set out in our
TCFD disclosure on pages 56 and
57. The register sets out how our
speciic climate risks relate to the
principal risks. All of our climate
change risks identiied are being
managed within the scope of our
principal risks set out on pages 67
to 72.
The Group operates a four lines of
defence model across its internal
controls. These are summarised
asfollows:

66 Motorpoint Group PLC | Annual Report and Accounts 2023
RISK MANAGEMENT CONTINUED
Viability Statement
In accordance with the UK Corporate Governance Code 2018, the Board has assessed the prospects of the Group over a period
in excess of 12 months from the date of signing the Group Finance statements as required by the ‘Going Concern’ provision, by
selecting a three year period to the end of FY26 which takes into account the Group’s current position and the potential impact
ofthe principal risks and uncertainties as set out on pages 67 to 72.
In making their assessment the Directors considered the Group’s current balance sheet and operational cash lows, the
availability of facilities, and stress testing of the key trading assumptions within the Group’s plan. Three scenarios were
modelledwith the outcomes as follows:
Scenario Outcome
Base case
Based upon the Group’s most recent approved forecasts.
The Group is not in breach of any inancial covenants and is not in
a drawdown position on the RCF at the end of the viability period.
Group is able to meet all forecast obligations as they fall due.
Sensitised
A severe, plausible, downside scenario including reducing
revenue (26% from base case) and incorporating an above
inlation cost increase of 17% from base case.
The Group is not in breach of any inancial covenants and is not
in a drawdown position on the RCF at the end of the viability
period. The Group is able to meet all forecast obligations as they
fall due.
Reverse stress test
A scenario created to model the circumstances required
to breach the Group’s banking covenants within the
viabilityperiod.
The Board considered the potential impacts in preparing the
stress test. The below scenario was analysed:
Reducing revenue (33% decrease from the base case) and
increasing ixed costs (32% increase over and above the
forecasts in the base case).
This scenario is designed to result in a covenant breach within
the assessed viability period.
Management believes the combination of severe downsides to
be remote, and that there are numerous mitigating factors over
and above those built into the reverse stress test modelling,
which the Board would consider to avoid a covenant breach.
The selection of the assumptions for the sensitised case is inherently subjective, and whilst the Board considered these
assumptions to relect a downside scenario, the future impact of economic downturn, interest rate rises or inlating overhead
costs is impossible to predict with absolute accuracy.
Whilst the same applies to the reverse stress test, we note that this scenario is speciically designed to demonstrate the point
at which the covenants breach during the viability period. The reverse stress test relects, in the Board’s opinion, a remote
circumstance and numerous mitigating factors could be implemented to avoid a covenant breach in this scenario.
Scenario modelling has been considered throughout the year, and at year end, by management to formulate response options
against moderate or severe downturns in sales volumes, potential margin pressures and possible cost challenges.
Post year end, the Group maintained its available headroom by successfully extending its terms on its revolving credit facility,
which stands at £29.0m. The Group also has an uncommitted overdraft facility of £6.0m, which remains in place and was
undrawn at the year end. Both are until June 2026, with the option to extend for two further one year extensions if both parties
are agreed. With respect to the Group’s stocking facilities these are unchanged from FY22 at £195.0m, which the Board deem
appropriate given current market conditions over the stabilisation of vehicle price inlation.
In the eventuality of a period of prolonged economic downturn resulting in material reductions in sales volume or prices as well
as rising overhead costs, it is possible that the Group would need to negotiate changes to its current banking covenants, but
such an extreme downturn is not currently considered plausible.
The Group continues to consider and monitor further potential mitigation actions it could take to strengthen its cash position
and reduce operating costs in the event of a more severe downside scenario. Such cost reduction and cash preservation
actions would include but are not limited to: reducing spend on speciic variable cost lines including marketing and store
trading expenses; team costs, most notably sales commissions; pausing new stock commitments; and extending the period for
which expansionary capital spend, dividends and share buybacks are suspended.
The Group has continued to demonstrate a lexible approach to trading and despite the ongoing constriction in the supply of
nearly new vehicles, which is expected to continue into FY24, we have been able to use our market position to access more
stock to satisfy customer demand, both online and in store.
The Directors have also made use of the post year end trading performance to reconirm that no stores require an impairment
provision. While only a short period has passed since the year end, this evidence does not suggest the need for further
provisioning was required at year end.
Based on this assessment, the Board conirms it has a reasonable expectation that the Group will be able to continue in
operation and meet its liabilities as they fall due over the period to 31 March 2026.
The Board has determined that the three year period constitutes an appropriate period over which to provide its Viability Statement.
This is the period detailed in our Strategic Plan which we approve each year as part of the strategic review. Whilst the Board has no
reason to believe the Group will not be viable over a longer period, given the inherent uncertainty involved we believe this presents
users of the annual report and accounts with a reasonable degree of conidence while still providing a medium term perspective.

67Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
PRINCIPAL RISKS
AND UNCERTAINTIES
Risk and impact Mitigating controls Progress made in FY23
Competition, Market and Customers
The UK vehicle market is highly
competitive, and customers
have a broad choice of retailers,
some of which oer comparable
products. The market continues to
see consolidation and innovation,
through which our competitors
have progressed their propositions.
Concurrently, customer
expectations and buying
patterns are evolving, with the
traditional research and purchase
channels becoming ever more
inluenced by digital media,
peer recommendations and
convenience. There is also a
market risk identiied in respect
of climate change aecting
consumerchoice.
Failing to stay ahead of the market
or to adapt to changing customer
behaviours faster than the
competition could undermine our
ability to meet our objectives.
• Continue to oer an omnichannel proposition.
• Continue to compete via our business model’s
consistent focus on Choice, Value, Service and Quality;
each of these cornerstones is built into the business
operation and reporting. For example, customer
satisfaction ratings are used in the calculation of all
bonuses or commissions across the business.
• Signiicant investment in bringing brand marketing,
digital engineering, data insight capability in house
to raise awareness of Motorpoint and meet customer
needs, including with respect to EVs and climate
change related data, such as emissions produced by
cars that are sold.
• Investment in supply chain capacity and capability,
and delivery of productivity improvements to enable
us to compete eectively and allocate resource to
growth driving activity.
• Commission regular customer insight reports to track
performance against the market, competitors and
other key indicators.
• Increased our market share
in new areas through two
new stores in the year, and
a further store opened in
May 2023.
• Increased brand
awareness through
renewed investment
and re-positioning of
our marketing strategy,
including a new nationwide
TV advert campaign.
• Restructure of our internal
sales reporting structure,
including the appointment
of three regional Retail
Directors helping to drive
the best outcomes for our
customers.
Brand and Reputation
In order to maintain our position
as the UK’s leading omnichannel
used vehicle retailer we must
continue to invest in engaging
brand and digital marketing
campaigns, as well as innovating
the website experience, to ensure
that Motorpoint is the primary
destination for existing and new
customers when starting their
nextvehicle purchase journey.
Understanding the motivations
and needs of our current and
future customers is paramount.
Werecognise and welcome the
fact that customers are looking
for a trusted brand when buying
a used car. Ensuring we can
communicate at scale our industry
leading proposition is vital to
protect and position, especially
in light of recent new entrants to
themarket.
• With a focus on the quality of the vehicles we sell,
we launched a major new campaign to reinforce our
brand positioning and raise brand awareness. Our
new strapline will allow us to build on this investment
and create a powerful point of dierence versus the
competition.
• Following a strategic review, Motorpoint has taken the
decision to invest signiicantly in its in house digital
marketing capabilities rather than rely on an agency
model. This improved capability has already started
to deliver tangible results with improved campaign
performance and ROI but also medium term strategic
opportunities.
• New roles in both Product Development and Product
Design have enabled the business to increase the
pace and complexity of new product features released
on the website. With all aspects of the creative,
design and build functions under the Company’s
control, we fully believe we will be able to increase
the opportunities to delight both new and returning
customers.
• New distinctive website
creative and functionality
mean we can more
eectively communicate
our core value
propositions of Choice,
Value, Service and Quality.
• Customer satisfaction,
measured using the
NPS system, sits at the
heart of our operations
and is subject to regular
scrutiny across all levels
of thebusiness.
• We closely monitor
customer perceptions
using both qualitative and
quantitative feedback
and respond quickly
wherepossible.
Increasing Decreasing
Stable
Dynamic Risk Assessment

68 Motorpoint Group PLC | Annual Report and Accounts 2023
Risk and impact Mitigating controls Progress made in FY23
Brand and Reputation continue d
Well documented challenges
around vehicle supply, inance
and the transition to EVs mean we
have to maintain an active dialogue
on these subjects to inform and
reassure our customers and when
appropriate, enable customers to
delve deeper either via our website
or social channels.
With reputation taking years to
build but potentially days to lose,
we recognise that we are always
at risk of unwanted traditional and
social media scrutiny which can
negatively impact our reputation.
• We recognise the
importance of regularly
assessing and testing
the resilience of our
internal and external
communication
protocols in the event
of a ‘reputational PR’
incident. This approach
is continuously under
review and we are also
looking at ensuring we
have a robust business
recovery communication
framework in place.
• New roles in Insight and
Analytics, as well as new
technology partners, have
signiicantly increased
our capability to unlock
additional growth
opportunities.
Availability and Terms of Customer Finance
Vehicle sales volumes rely on our
customers being able to access
aordable credit lines. As such, the
Company is exposed to the risk
of lending institutions reducing,
terminating, or materially altering
the terms and conditions on which
they are willing to oer consumer
credit to the Company’s customers.
Commission income generated
by the Company acting as a
regulated credit broker could be
impacted if either the number
of such arrangements reduces,
or the structure and amount of
commissions earned is altered.
• Continue to drive for the best outcome for the
customer across our product range.
• Constantly monitor the market and emerging trends.
• Work in conjunction with our partners to keep
our consumer credit oer relevant, competitive
andviable.
• Where possible reinvest in the quality of the customer
oer, preferring to build its appeal rather than
maximise our commission rates.
• Customer inance oering
held for a signiicant
portion in the year
despite increases in the
cost of money.
• FCA Consumer Duty
controls review, working
with partners to ensure
our products provide the
best possible outcome for
our customers.
PRINCIPAL RISKS
AND UNCERTAINTIES CONTINUED

69Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Increasing
Decreasing
Stable
Dynamic Risk Assessment
Risk and impact Mitigating controls Progress made in FY23
Supply Chain Disruption
Sales / proitability and customer
satisfaction could be impacted by
supply chain disruption or loss of
access to key suppliers.
This includes potential eects from
increased risks in this area such as
the continued situation in Ukraine,
which could aect supply in the
motor trade, as well as the impacts
from the historic semiconductor
supply issue.
Potential long term threats in this
area from climate related risks are
also included within the scope of
this risk.
• Use of a broad spread of supply channels, within each
of which are longstanding relationships.
• Employment of an experienced buying team which is
responsible for maintaining an eicient and eective
supply chain.
• Able to utilise our buying criteria within the scope of our
retail proposition (age and mileage of vehicles) to access
more supply if required.
• Business continuity plans in place for all Motorpoint
physical locations.
• We seek to limit dependency on individual suppliers by
actively managing key supplier relationships.
• Home delivery and
market share proposition
improved with two new
stores opening in the
year and a further store in
May 2023, ensuring more
target markets are within
a 30 minute drive of a
Motorpoint store.
• Full procurement review
undertaken in the year
highlighting key areas for
the business to be able to
operate more eiciently.
• Investigative work
reviewed on developing
the sustainability of our
supply chain.
• Negotiation with our
main logistics provider,
strengthening SLAs.
Business Resilience
Failure to withstand the impact of
an event or combination of events
that signiicantly disrupts all or
a substantial part of the Group’s
sales or operations.
This risk includes the risk of a lack
of business resilience in the event
of: external economic pressures
and inlation causing signiicant
reduction in UK Consumer
spending, further risks of
economic shutdowns from a new
or resurgent pandemic, economic
downturn due to global conlict
causing material price rises and
energy price increases, climate
related disruption, and material
cost inlation.
• Internal control and risk management process in place to
identify and manage risks (including emerging risks) that
may impact the business. This includes horizon scanning
for potential risks and early identiication of mitigations
against potential rising costs, falling sales volumes and
business readiness in the event of shutdowns.
• Conservative inancial approach – resilience and
lexibility built into the operating model, balanced levels
of structural debt, low risk property portfolio and ‘value
for money’ mentality.
• Strong and united Board and Management team
in place, experienced managers in key roles and
committed colleagues.
• Strong values – emphasising ’long term thinking’
and ‘acting like owners’ – which Board and senior
management are required to role model, embedded in
the business through recruitment and appraisal, and
colleague communications.
• Strong relationships maintained with key stakeholders
(shareholders, colleagues, customers, suppliers,
community).
• Investment in the Motorpoint brand and diversity
of routes to market provide lexibility through our
omnichannel approach.
• Business continuity plans in place and kept up to date
for stores, operations and technology.
• Forward planning by ESG Committee and Head of
Sustainability to plan for potential climate related
economic threats from increasing cost of carbon.
• Insurance cover in place to cover key risks, where
applicable. Particular focus on cash low management.
• Expert third party advisers in place (e.g., corporate PR,
corporate, banking, legal) to assist.
• Continued strength in the
inancial position of the
Group through banking
facility which was extended
post year end.
• Successful recruitment of
a skilled COO targeting
greater eiciency, and
sustainable operating
procedures.
• Scenario planning work
completed covering the
business’s readiness for
the impacts of climate
change, including an
anticipated increased
demand forelectric
and alternatively fuelled
vehicles.

70 Motorpoint Group PLC | Annual Report and Accounts 2023
Risk and impact Mitigating controls Progress made in FY23
Finance and Treasury
Growth constrained by lack
of access to capital / inancial
resource.
• Motorpoint uses a selection of inance facilities to
fund its operations including a stock inancing facility
secured against its retail vehicle stock.
• The Group has an uncommitted £6.0m overdraft
and a £29.0m Revolving Credit Facility in place until
June2026.
• A treasury policy and set of processes are in place to
govern and control cash low activities, including the
investment of surplus cash.
• Freight and energy prices are agreed in advance
where applicable, to help mitigate volatility and aid
margin management.
• Forward looking cash low forecasts and covenant
tests are prepared to ensure that suicient liquidity
and covenant headroom exists.
• Actions continue
to improve controls
around stock and cash
management including
stock purchasing,
forecasting and use of the
stocking facilities.
• Finance leading the
actions from the
procurement review
undertaken in the year to
ensure relationships with
suppliers are as eficient
and beneicial for the
business as possible, with
a number of opportunities
explored for re-tenders.
• Strong inancial position
of the Group through
stocking facilities and
extension of terms on the
revolving credit facility.
IT Systems, Data and Cybersecurity
Operations impacted by failure to
develop technology to support the
strategy, lack of availability due to
cyber attack or other failure, and
reputational damage / ines due to
loss of personal data.
• Formal IT governance processes in place to cover all
aspects of IT management.
• Changes to IT services are managed through
a combination of formal programmes for large
and complex programmes, or bespoke iterative
development methodologies for smaller
scalechanges.
• A detailed IT development and security roadmap is in
place, aligned to strategy.
• Comprehensive third party support in place for
relevant technologies.
• Business continuity in place for all major systems and
applications.
• Regular vulnerability scans, annual penetration testing
with systematic methodology to treat identiied
threats.
• Business process, authorisation controls and access
to sensitive transactions are kept under review.
• Successful recruitment of
a new and experienced
CTO who joined in
March2023.
• Signiicant investment
in digital transformation
is continuing, upgrading
and replacing legacy
systems.
• Ongoing actions in
respect of network
refresh programme,
hardware refresh
programme and
strengthening our change
management controls.
• Strengthened and
renewed the data
protection policy.
• Group wide rollout of data
protection training.
• Recruitment of
Information Security
Manager.
• Third party audits
arranged for FY24 to
conirm cyber and data
privacy resilience.
PRINCIPAL RISKS
AND UNCERTAINTIES CONTINUED

71Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
Increasing
Decreasing
Stable
Dynamic Risk Assessment
Risk and impact Mitigating controls Progress made in FY23
Regulatory and Compliance
Fines, damages claims, and
reputational damage could be
incurred if we fail to comply
with legislative or regulatory
requirements, including consumer
law, health and safety, employment
law, GDPR and data protection and
the Bribery Act.
The Company also has various FCA
permissions to carry on a range of
regulated insurance and consumer
credit activities from which it
derives income. There is a risk that
increased regulation or restrictions
on the sales process or nature of
these products would restrict the
income available to the Company.
• Operational management are responsible for liaising
with the Company Secretary and external advisers to
ensure that new legislation is identiied, and relevant
action taken.
• Training on the requirements of the Bribery Act and
anti money laundering policies are in place for all
relevant colleagues and policies are communicated to
all suppliers.
• Whistleblowing procedure and independently
administered helpline which enables colleagues to
raise concerns in conidence.
• Continued focus in the year
from the Group Risk and
Compliance Committee
ensuring robust regular
oversight and review of
compliance matters by the
SLT. Continued to conduct
horizon scanning processes
to identify changes in
regulatory expectations.
• Strengthened, renewed and
thoroughly socialised data
protection policy.
• Refreshed and renewed anti
bribery and anti corruption
policies.
• Group wide rollout of risk
and control training.
People and Culture
The success of the business could
be impacted if it fails to attract,
retain and motivate a diverse team
of high calibre colleagues.
Maintaining and evolving the
culture of our business (embodied
in our shared values) is essential
to delivering our strategy
and ensuring the long term
sustainability of our business.
• Our commitment to becoming a truly amazing place
to work and our application of our Virtuous Circle
is our biggest defence, ensuring we have a highly
engaged, high performing team and attrition is
minimised.
• Our commitment to Diversity, Equity and Inclusion has
been reairmed in our SLT strategy and commitments.
• The composition of the Executive Team is regularly
reviewed by the Board to ensure that it is appropriate
to deliver the growth plans of the business.
• The Group’s Remuneration Policy detailed in this
report is designed to ensure that high calibre
executives are attracted and retained. Lock in of
senior management is supported by awards under the
Long Term Incentive Plan.
• Monitoring of key risk indicators such as retention rate
%, employee satisfaction through the b-Heard surveys.
• Continued Group Board
focus on Board and
Executive Team succession
and talent management.
• The SLT has worked with
an external consultant to
develop our DEI strategy
and have created their
commitments to become
an even more inclusive
place to work.
• New ATS and onboarding
systems have strengthened
our proposition, making
us more attractive to
candidates and provide
a better experience
toapplicants.
• Brought forward our living
wage review and increased
the Motorpoint living wage
in line with the Real Living
Wage foundation’s October
2022 review.
• Further discount oered
this year (10%) for the
annual Share scheme
programme to all
employees.
• Set up and launch of
‘Workplace’, our new
engagement platform for
all team members.

72 Motorpoint Group PLC | Annual Report and Accounts 2023
Risk and impact Mitigating controls Progress made in FY23
Health, Safety and Welfare
The risk that accidents, hazards
or incidents are caused by unsafe
practices at work, resulting in
injury or death to customers,
employees or third parties.
• Health and safety training for all new starters,
with additional role speciic training for
employees in stores.
• Incident management processing to ensure
major incidents are dealt with appropriately
and problems are logged and actively
progressed to resolution.
• Undertake risk and control assessments to
monitor compliance.
• Continually monitor our mandatory regulatory
training to ensure that all colleagues are
kept informed.
• Incidents are reported online, via a reporting
tool. Line management deal with minor
incidents. Major incidents are escalated to the
SLT who are supported by third party expertise.
• Risk assessment is managed in the following
ways: line management in the stores have a
number of online risk assessment checklists
to verify the relevant controls are in place; and
higher level risk assessments are carried out on
workshop activities by an expert third party –
including ‘Hand Arm Vibration’ and ‘Control of
Substances Hazardous to Health’.
• A separate, expert third party also carries out
higher level risk assessments covering store
transport safety, gates and barriers, as well as
ire risk assessments.
• Implemented new expert third
party relationship to assist with
managing our Health & Safety
Risk, working alongside existing
third party relationships.
• Ongoing actions from six
monthly insurance inspections
of the Lifting Operations and
Lifting Equipment Regulations
and periodic inspection and
maintenance under Provision
and Use of Work Equipment
Regulations.
• Ongoing actions from incident
reporting included within
monthly Board submissions and
also discussed within monthly
Operations Manager Health and
Safety Governance including
deep dive into causations, issues
arising / lessons learnt and best
it solutions.
• Ongoing actions from
strengthened and enhanced
Fire Risk Assessment conducted
across all stores in FY23.
PRINCIPAL RISKS
AND UNCERTAINTIES CONTINUED
Increasing
Decreasing
Stable
Dynamic Risk Assessment

73Motorpoint Group PLC | Annual Report and Accounts 2023
Governance
Strategic Report
Financial Statements
NONFINANCIAL
INFORMATION STATEMENT
In accordance with section 414CB of the Companies Act 2006, the sections cross referred to in
the table below are incorporated into this non-inancial information statement.
Environmental matters
Stakeholder
engagement:
community
andenvironment
31
Streamlined Energy and
Carbon Reporting
36 - 39
Energy eiciency
actions
34 - 39
Going green
35
In addition, our talent team are
working on business projects focused
on improving the sustainability of
the business and our impact on the
environment.
Related principal risk:
Brand and Reputation;
Regulatory
and Compliance
67, 71
Company’s employees
At a glance
41
Our operating model
begins with our team
4 - 5
Our core values
17
Our stakeholders
30
Winning culture
46
Supporting employee
wellbeing
46 - 47
The Company has various
employee centric policies and
guidance including: Employee
Handbook; HR Policies including
equal opportunities; anti bullying
and harassment; whistleblowing;
enhanced maternity leave; paternity
leave; health, safety and welfare;
data protection; and privacy.
Related principal risk:
People and Culture;
IT Systems, Data and
Cybersecurity
70, 71
Social matters
Investing in our
communities
44 - 45
Supporting great causes
44 - 45
Anti corruption and anti
bribery matters
48
Related principal risk:
Brand and Reputation;
Economic Vulnerability;
Regulatory and
Compliance
67, 70, 71
Respect for human rights
Real Living Wage
32
Modern slavery
49
Treating customers fairly
48
Related principal risk:
Brand and Reputation;
Regulatory and
Compliance; People
and Culture
67, 71
Anti corruption
Whistleblowing hotline,
anti corruption and
anti bribery
48
Related principal risk:
Regulatory and
Compliance
71
Investment case
6 - 7
Non-inancial KPIs
23
Business model
8

Motorpoint Group PLC | Annual Report and Accounts 202374

Financial Statements
Strategic Report
Governance
Motorpoint Group PLC | Annual Report and Accounts 2023 75
Governance
76 Board of Directors
78 Introduction to governance
79 Corporate governance report
82 Audit Committee report
86 Nomination Committee report
90 ESG Committee report
92 Remuneration Committee report
94 Remuneration policy
102 Annual report on remuneration
109 Directors’ report
114 Statement of directors’ responsibilities

76 Motorpoint Group PLC | Annual Report and Accounts 2023
BOARD OF DIRECTORS
Experienced
team
delivering
long term
value
John Walden
Independent Non-Executive
Chair and Chair of the
Nomination Committee
Mark Carpenter
Chief Executive Oicer
N N E
APPOINTMENT
BACKGROUND AND CAREER
EXTERNAL ROLES
January 2022 April 2016
John has held prior roles including
chair of Naked Wines plc, chair
of the Jersey parent company of
Holland & Barrett International, and
non-executive director of Celine
Jersey Topco Ltd, the Jersey holding
company of Debenhams. John was
also an executive director at FTD
Companies. John served as CEO
of Argos and its parent company
Home Retail Group plc, and has held
several senior roles with Best Buy
Co. including EVP and president of
the internet division. John has been
a driving force in omnichannel and
consumer driven retailing, as well as
leading digital and transformational
change, both in the UK and US.
Mark was appointed as Chief
Executive Oicer in May 2013
following two years as CFO,
and has almost 20 years’
experience in motor retail.
Mark was previously Finance
Director of Sytner Group
Limited from 2005 to 2010.
Prior to this, Mark was with
Andersen, where he qualiied
as a Chartered Accountant.
Since March 2021, John has been
the chair of SnowFox Topco Ltd,
the Guernsey topco responsible
for Yo Sushi. John is also the
Founder of Inversion LLC. In
March 2023, John was appointed
as Independent Non-Executive
Director and Non-Executive
Chair Designate of ScS Group
Plc, and will take on the role of
Non-Executive Chair of ScS on
30November 2023.
None

77Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Committee membership key
A
Audit
Committee
R
Remuneration
Committee
N
Nomination
Committee
E
ESG
Committee
Committee
Chair
Chris Morgan
Chief Financial Oicer
Mary McNamara
Senior Independent Non-
Executive Director and Chair of
the Remuneration Committee
Adele Cooper
Independent
Non-Executive Director
Keith Mansield
Independent Non-Executive
Director and Chair of the
Audit Committee
E A R N E A R N E A R N E
January 2021 May 2016 (appointed as
SeniorIndependent Director
inOctober 2016)
March 2020 May 2020
Chris was appointed Chief
Financial Oicer in January
2021, and is also the Company
Secretary for Motorpoint
Group plc. Chris was formerly
group inance director at
Speedy Hire Plc. Prior to this
Chris held senior inance
leadership positions at Go
Outdoors and Tesco, where
he was latterly the inance
director for the Czech
Republic and Slovakia. Chris
is a Fellow of the Institute of
Chartered Accountants in
England and Wales.
Mary was CEO of the
commercial division and
board director of the Banking
Division at Close Brothers
Group Plc. She spent 17
years with GE in a number of
leadership roles, including
CEO of the European Fleet
Services business. Mary has
also spent time with Skandia
and 14 years at Harrods.
Adele has extensive marketing
and senior leadership
experience, having worked at
some of the world’s leading
technology companies,
most recently at Pinterest
from June 2015 to December
2019. While at Pinterest,
Adele was responsible for the
UK and Ireland, overseeing
strategic, commercial and
operational management.
Prior to this, Adele has been
with Facebook and Google in
a lead global relationship role
and a variety of regional and
global lead roles in marketing
andoperations.
Keith was appointed to the
Board of Motorpoint Group
Plc as Independent Non-
Executive Director in May
2020. A Chartered Accountant
by background, Keith brings
extensive accountancy
experience, having worked
at PwC for over 30 years,
during which time he served
as Chair of PwC in London
responsible for assurance, tax
and advisory services. As a
partner for 22 years, he has led
services to public and private
companies across a range of
industry sectors.
None Chair of the Remuneration
Committee and member
of the Nomination and
Governance Committee of
OSB Group plc.
Adele is Chief Revenue
Oicer at &Open and a Non-
Executive director of Conjura
IrelandLimited.
Keith is the Senior Independent
Director of Tritax Eurobox
plc, where he chairs the Audit
Committee and is a member of
the Management Engagement
Committee and Nomination
Committee. Keith is also the
Senior Independent Director and
Chair of the Audit Committee of
Digital 9 Infrastructure plc, Chair
of Albemarle Fairoaks Airport
Limited and a Non-Executive
director on the boards of Martins
Investment Holdings Ltd, Martins
Development Holdings Ltd and
Martins Financial Holdings Ltd.
APPOINTMENT
BACKGROUND AND CAREER
EXTERNAL ROLES

78 Motorpoint Group PLC | Annual Report and Accounts 2023
INTRODUCTION TO GOVERNANCE
Chair’s introduction
and the environment. We maintain
an active dialogue with shareholders
throughout the year and listen to
views of representatives of investors
and inancial institutions. We also
welcome the opportunity to answer
shareholders’ questions at our 2023
Annual General Meeting (‘AGM’).
ESG
We are committed to an ESG
agenda which aims to exceed our
stakeholders’ expectations. The past
year has continued to accelerate
expectations for all companies to
make good progress in this area, and
our new ESG Committee has met
twice to develop, implement and
monitor our ESG strategy, as well
as oversee and support stakeholder
engagement on ESG matters. We
look forward to further developing
the Committee’s impact in the
coming year.
Board changes
There have been no changes to
the membership of the Board
over the last year.
Biographies for each of the current
Directors are set out on pages
76 and 77. The progress in talent
development and diversity can be
found on page 87.
Compliance statements
Throughout the year ended 31 March
2023, the Company has complied
with all the provisions as set out in
the 2018 Corporate Governance
Code (the ‘2018 Code’) (a copy of
which is available on the Financial
Reporting Council’s website at
www.frc.org.uk) except for two.
Firstly, with respect to the CEO’s
pension contributions. As set out in
the Remuneration Committee report,
under the new remuneration policy
the CEO’s pension contributions
will reduce from 10% to 3% of salary
following the 2023 AGM, to be
aligned with that of the workforce
and comply with the 2018 Code.
Secondly, with respect to consulting
directly with the workforce on
remuneration matters. In the coming
year we will review our approach
to engaging with employees on
remuneration matters and in
particular to explain how the pay for
senior executives aligns to the pay
practices for the workforce generally.
Our eectiveness
Every year we perform a review of
the eectiveness of the Board. In
early 2023, we commissioned an
external Board eectiveness review
with participation from all members
of the Board. The indings show
that the work we do as a Board and
in our committees continues to be
eective. Our review also conirmed
that our focus in the coming year
will be employee engagement,
as well as succession planning
for the Board and executive
leadership and the implementation
of our revised diversity, equity and
inclusionstrategy.
Board priorities
Our priorities for next year are very
much focused around continuing
to build sustainable and proitable
growth in the Group, and delivering
on our strategic plan underpinned
with strong governance.
John Walden
Chair
14 June 2023
I am delighted to present my
Corporate Governance review for
Motorpoint for FY23. The aim of this
report is to explain Motorpoint’s
governance framework and outline
how it was applied on a practical
basis in the year under review.
The past year has seen the Company
have to contend with a number
of economic headwinds, with the
cost of living crisis and supply
chain issues creating a number
of challenges. As a Board, we are
committed to delivering sustainable
and proitable growth, and remain
committed to the delivery of our
strategy that is set out earlier in this
report. Despite the challenges to
proitability, we have made good
progress against our strategic
objectives, and are continuing to
increase revenues and market share.
As a Board, we are conscious
that we are accountable to all our
shareholders and must have regard
to other stakeholders such as
employees, customers, suppliers
DEAR SHAREHOLDER
“ The Board is committed
to delivering our
strategic plan
underpinned with
strong governance.”
John Walden
Chair

79Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
CORPORATE
GOVERNANCE REPORT
Board leadership and purpose
The role of the Board
The Board sets the Company’s
strategic aims and ensures that the
necessary resources are in place
to allow the Company’s objectives
to be met, in a way that enables
sustainable long term growth. It
is also responsible for corporate
governance and the overall inancial
performance of the Group. The
Board establishes the Company’s
culture, values and ethics and it
is important that it models the
required behaviours and standards,
with all Directors devoting suicient
time and attention to their role.
The current Board composition is
the Chair, three independent Non-
Executive Directors (including a
Senior Non-Executive Director) and
two Executive Directors.
Roles and responsibilities
The Chair’s role
The Chair’s primary role is the
leadership of the Board. They
ensure that the Directors receive
accurate, timely and clear
information and are responsible
for cultivating a boardroom culture
of honesty and openness, which
encourages debate, challenges
where appropriate, and enables the
Non-Executive Directors to make
an eective contribution. The Chair
sets the Board’s agenda and ensures
suicient time is allocated for the
discussion of all agenda items. The
Chair also consults with the Non-
Executive Directors, in particular
the Senior Independent Director, on
matters of corporate governance
and ensures all Directors are made
aware of any major shareholders’
issues and concerns.
The Board is satisied that the
Chair fulils their responsibilities in
enabling the Board to make
sound decisions.
Chief Executive Oicer’s role
The Chief Executive Oicer (‘CEO’)
is responsible for the day to day
running of the Group’s business,
including the development and
implementation of strategy and
decisions made by the Board, as
well as the operational management
of the Group.
Chief Financial Oicer’s role
The Chief Financial Oicer (‘CFO’) is
responsible for the Group’s inancial
activities, including control, planning
and reporting, and also contributes
to the broader management of the
Group’s business. The CFO supports
the CEO with the development,
implementation and tracking of the
Group’s strategy.
Senior Independent Director’s role
The Senior Independent Director
acts as a sounding board to the Chair
and serves as an intermediary for
the other Directors when necessary.
The Senior Independent Director is
available to shareholders to assist
with addressing concerns that may
arise and meets with the other Non-
Executive Directors (excluding the
Chair) at least once a year to review
the performance of the Chair.
The Senior Independent Director
also meets with Non-Executive
Directors without the Chair present
at least annually and conducts
the annual appraisal of the Chair’s
performance, providing feedback to
the Chair on the appraisal outputs.
Independent
Non-Executive Directors
The Non-Executive Directors bring
independence, and a broad mix
of business skills, knowledge and
experience to the Board. They
provide an external perspective
to Board discussions and are
responsible for the scrutiny of the
executive management on behalf
of shareholders. The Non-Executive
Directors constructively challenge
Board discussions and help develop
proposals on strategy. At least
annually, the independent Directors
meet without the presence of the
Executive Directors.
Non-Executive Directors monitor
the reporting of performance
and ensure that the Company is
operating within the governance
and risk framework approved by
the Board.
The Company Secretary’s role
The Company Secretary ensures
that eective communication
lows between the Board and its
committees and between senior
management and the Non-Executive
Directors. The Company Secretary
is responsible for ensuring that
the Board operates in accordance
with the Company’s corporate
governance framework.
The appointment and removal of the
Company Secretary is a matter for
the whole Board.
Matters reserved for the Board
To retain control of key decisions and
ensure that there is a clear division
of responsibility between the Board
and the day to day running of the
business, the Board has a formal
schedule of matters reserved for its
decision. These reserved matters
include inancial reporting, investment
appraisal and risk management. The
matters were reviewed by the Board in
July 2022 to ensure they were aligned
with the 2018 Code.
Board committees
The Board operates several
committees to support it in carrying
out its duties. Further information
about the work carried out by these
committees can be found on the
following pages:
• Audit Committee (p.82)
• Nominations Committee (p.86)
• ESG Committee (p.90)
• Remuneration Committee (p.92)
Board focus during the year
The Board holds a number of
scheduled meetings each year, plus
regular strategy sessions which are
usually held o site. The meetings
were held in a hybrid format this
year, with some attended in person
and others held virtually.
Key areas of focus during the
year were:
Strategy
• The Board reviewed progress
against the Strategic Plan regularly
during the course of the year
• Investor relations and
communications
• Strategic growth opportunities
such as the opening of new
stores, technology and marketing
investment, eiciencies and
exploration of other growth
opportunities

80 Motorpoint Group PLC | Annual Report and Accounts 2023
CORPORATE GOVERNANCE REPORT CONTINUED
Financial
• Approved the full year results
announcement and the annual
report for the 2023 inancial year.
In doing so, the Board considers
that the annual report, taken as
a whole, is fair, balanced and
understandable, and provides
the information necessary for
shareholders to assess the
Group’s and Company’s position,
performance, business model
and strategy
• Continued suspension of the
payment of any dividends
• Half year results, full year results
and trading updates
• Review of Group cash position
and forecasting, and post year
end the approval of the banking
extension through to June 2026
• Monthly performance reporting
and review
Internal control and risk
management
• Performed the annual review
of the eectiveness of internal
control, risk identiication
andmitigation
• Carried out a robust assessment
of the emerging and principal
risks facing the Group. Further
information on these principal
risks, the procedures in place
to identify emerging risks and
how these are being managed or
mitigated can be found on pages
62 to 72
• Approved the Viability Statement
as disclosed in the FY23 annual
report, which sets out that the
Group will be able to continue in
operation and meet its liabilities
as they fall due over the next
three years. The Board deemed
a three year period to the end
of FY26 would be appropriate,
taking into account the Group’s
current position and the potential
impact of the principal risks and
uncertainties
• Considered and approved the
adoption of the going concern
basis of accounting in preparing
the half and full year results
• Approved updates to the
treasurypolicy
People, talent and culture
• Succession planning and talent
development for all senior roles
• Reviewed the results of the
engagement survey
• Ensured safe and comfortable
working environments
• Reviewed the staing structure
and implemented associated
rationalisation, resulting in 20
redundant posts
• Implemented a Restricted Share
Award for eligible sta
• Implemented an SAYE Share
Plan for eligible sta for the
three year period commencing
February2023
Governance, compliance
andethics
• Approved AGM business such as
the Notice of Meeting and related
ancillaries
• Commissioned an external Board
evaluation, reviewed the report
and recommendations and
agreed an action plan
• Assessed the independence
ofallDirectors
• Reviewed and updated the
Terms of Reference for the
Audit Committee, Remuneration
Committee and ESG Committee
Board independence and
appointment terms
The Board has reviewed the
independence of each Non-
Executive Director and considers
each of them to be independent
of management and free from
business or other relationships that
could interfere with the exercise
of independent judgement. The
Company meets the requirement
under Provision 11 of the 2018
Code that at least half of the Board,
excluding the Chair, are Non-
Executive Directors whom the Board
considers to be independent. The
Board believes that any shares in
the Company held personally by
a member of the Board serves to
align their interests with those of
the shareholders.
The CEO, Mark Carpenter, owns
approximately 9.8% of the shares of
the Company. Mark Carpenter was
considered by his fellow Directors
to be independent in character and
judgement in performing his duties
during the periods of their tenure in
the year. The Board is fully conident
that, in the very unlikely event of a
conlict emerging between Mark
Carpenter’s duties as a Director and
his interests as a shareholder, he
would absent himself from the Board
discussions in question (and the
Board would ensure that he does so).
The terms and conditions of
appointment of the Non-Executive
Directors are contained within their
Letters of Appointment. The terms
of appointment for the Directors
conirm they are expected to devote
such time as necessary for the
proper performance of their duties.
The Board reviews and approves as
necessary any additional external
appointments the Directors may
look to obtain. During FY23, John
Walden was appointed to the board
of ScS Group Plc, and will take on
the role of Non-Executive Chair of
ScS on 30 November 2023. Prior to
this appointment, consideration was
given to the potential impact this
would have on his role as Chair of
Motorpoint Group plc, and whether
there was a risk of overboarding
in line with current governance
practice. It was deemed that there
was no risk of overboarding and
no concerns were identiied with
thisappointment.
The CEO and CFO do not currently
have a non-executive directorship
on any other listed company board.
Board meetings
The Board met regularly to
discharge its duties eectively.
Directors are provided with meeting
papers approximately one week
in advance of each Board or
committee meeting. Members of
the Senior Leadership Team are
regularly invited to attend Board
meetings to present on their speciic
area of responsibility.

81Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Board and committee attendance FY23
The Board has regular scheduled meetings throughout the year. Directors’
attendance at Board and committee meetings during the year is outlined below:
Director
Board
(9 meetings)
Audit
Committee (3)
Nomination
Committee (1)
Remuneration
Committee (6)
ESG
Committee (2)
Mark Carpenter 9 – 1 – 2
Chris Morgan 9 – – – 2
John Walden 9 – 1 – –
Mary McNamara 9 3 1 6 2
Keith Mansield 9 3 1 6 2
Adele Cooper 9 3 1 6 2
Annual General Meeting
The 2023 AGM will be held on 26July 2023.
The Notice convening the 2023 AGM
will be circulated to shareholders
separately, along with details on
how shareholders can still raise
questions to the Board in advance.
We will ensure that shareholders are
kept informed using the Notice of
Meeting, our website, and relevant
regulatory announcements in
duecourse.
Conlicts of interest
The Company’s Articles of
Association, in line with the
Companies Act 2006, allow the
Board to authorise any potential
conlicts of interest that may arise
and impose limits or conditions as
appropriate. The Board has a formal
process for the Directors to disclose
any conlicts of interest and any
decision of the Board to authorise a
conlict of interest is only eective
if it is agreed without the conlicted
Director(s) voting or without their
votes being counted. In making
such a decision, the Directors must
act in a way they consider in good
faith will be most likely to promote
the success of the Group.
Independent advice
The Directors may take independent
professional advice, if necessary, at
the Company’s expense.
Board training and development
Directors are continually updated on
the Group’s business, the markets
in which we operate and changes
to the competitive and regulatory
environments through presentations
and brieings to the Board from
Executive Directors and the Senior
Leadership Team.
Directors received brieings from
the Company Secretary during
the year on governance and
compliance matters and relevant
legislative changes.
Relations with shareholders
All shareholders have access to
the Chair and the Senior Non-
Executive Independent Director,
who are available to discuss any
questions which shareholders may
have in relation to the running of
theCompany.
The Board recognises the need
to ensure that all Directors are
fully aware of the views of major
shareholders. Copies of all analysts’
research relating to the Company
are circulated to Directors upon
publication. The Company receives
a monthly Investor Relations report
which includes an analysis of the
Company’s shareholder register.
John Walden
Chair
14 June 2023

82 Motorpoint Group PLC | Annual Report and Accounts 2023
AUDIT COMMITTEE REPORT
Audit Committee
Chair’s statement
I am pleased to present the report
of the Audit Committee (the
‘Committee’) for FY23. The principal
purpose of this report is to look
back over the inancial year ended
31 March 2023, and describe the
Committee’s responsibilities and
activities during the year.
The Committee fulils an important
oversight role, monitoring the
eectiveness of the Group’s
system of internal control and
risk management framework and
reviewing the integrity of the
Group’s inancial reporting. The key
objectives of the Committee are to
review and report to the Board and
shareholders on the Group’s inancial
reporting, internal control and risk
management systems, and on the
independence and eectiveness of
the external auditor.
DEAR SHAREHOLDER
“ Management processes
have continued to
strengthen in the
year through strong
recruitment, automation
and the completion of
the Group’s irst formal
internal audit plan – this
is a major step forward
in managing risk and
internal control for
theGroup.”
Keith Mansield
Audit Committee Chair
COMMITTEE
GOVERNANCE
Committee membership
During the year the
Committee comprised:
• Keith Mansield (Chair)
• Adele Cooper
• Mary McNamara
The Committee met three
timesduring the year and
attendance is set out in the
table on page81.
Risk management and internal
control continues to be a priority
topic for the Group, ensuring
Motorpoint can respond with
pace and robustly to economic
uncertainty, requirement for
digital transformation and an
extremely competitive marketplace.
Management processes have
continued to strengthen in the
year through strong recruitment,
automation and the completion of
the Group’s irst formal internal audit
plan – this is a major step forward in
managing risk and internal control
for the Group.
The Audit Committee has reviewed
the status of the Group’s plans for
its irst audit and assurance policy.
Good progress has been made on
the planning activity which includes
assurance mapping and gathering
the views from key stakeholders. A
draft policy is expected in FY24 with
a thorough review required before
inal publication.
I would like to thank my colleagues
in the Committee for their valued
contributions during this year
and also extend my thanks to our
colleagues within the business
who have continued to embrace
the Group’s shared values, whilst
also striving for greater eiciency
and leaner ways of working in the
context of an ever more competitive
marketplace and increased
economic uncertainty.

83Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Committee composition
and membership
The Committee currently comprises
three independent Non-Executive
Directors.
During the year, the following
members served on the Committee:
• Keith Mansield (Chair)
• Adele Cooper
• Mary McNamara
The Board believes that the
members of the Committee as a
whole have competence relevant
to the sector in which the Group
operates, gained from their
respective external roles, previous
and present. Biographical details of
Committee members are set out on
page 77.
In particular, the Board has
identiied me as the member of
the Committee having recent and
relevant inancial experience for the
purposes of the 2018 Code. I have
a wealth of accounting experience
from my previous roles, having
worked at PricewaterhouseCoopers
LLP (‘PwC’) for 30 years.
At the invitation of the Chair of
the Committee, the CEO and CFO
attended all meetings during the
year in order to maintain eective
and open communications.
The external auditors, PwC, attend
meetings of the Committee and
have direct access to the Committee
should they wish to raise any
concerns outside of the formal
Committee meetings.
Similarly, the Head of Internal Audit
attends for the speciic portion of
Committee meetings pertaining to
internal audit, and has direct access
to the Committee should internal
audit need to raise any concerns
outside of the formal context.
Role of the Committee
The role and responsibilities of the
Committee are set out in its terms of
reference which were updated in FY23
and are available on the Company’s
website motorpointplc.com. The key
objectives of the Committee are to
review and report to the Board and
shareholders on the Group’s inancial
reporting, internal control and risk
management systems, and on the
independence and eectiveness of
the external auditor.
Further details on the responsibilities
of the Committee are listed below:
• Monitor the integrity of
the inancial statements of
the Company, including its
annual and half yearly reports,
preliminary announcements and
any other formal statements
relating to its inancial
performance, and review and
report to the Board on signiicant
inancial reporting issues
and judgements which those
statements contain having regard
to matters communicated to it by
the auditor
• Review the content of the annual
report and accounts and advise
the Board on whether, taken as
a whole, it is fair, balanced, and
understandable and provides
the information necessary
for shareholders to assess
the Company’s performance,
business model and strategy and
whether it informs the Board’s
statement in the annual report
on these matters that is required
under the Code
• Keep under review the Company’s
internal inancial controls systems
that identify, assess, manage
and monitor inancial risks, and
other internal control and risk
management systems
• Review and approve the
statements to be included in the
annual report concerning internal
control, risk management,
including the assessment of
principal risks and emerging
risks, Viability Statement and
goingconcern
• Review reports from the internal
audit function
• Review the adequacy and security
of the Company’s arrangements
for its employees, contractors and
external parties to raise concerns,
in conidence, about possible
wrongdoing in inancial reporting
or other matters
• Review the eectiveness of risk
management and internal control
policies in relation to ESG matters
• Monitor the statutory audit of
the annual and the consolidated
inancial statements
• Review signiicant inancial
reporting issues
• Recommend to the Board the
reappointment of the external
auditor and approve their
remuneration and terms
of engagement
• Monitor and review the external
auditor’s independence and
objectivity and the eectiveness
of the external audit process,
including considering
relevant UK professional and
regulatory requirements and
the appropriateness of the
provisionby the auditors of
non-auditservices
The terms of reference authorise the
Committee to obtain independent
legal or other professional advice at
the Company’s expense.

84 Motorpoint Group PLC | Annual Report and Accounts 2023
AUDIT COMMITTEE REPORT CONTINUED
Activities
The Committee reviewed the
following items since the last report:
• Annual Report and Accounts
to 31March 2023 and half year
results to 30 September 2022
• Chair met and had discussions
with PwC as part of the
auditprocess
• External audit plan and review
ofeectiveness
• Non-audit services policy
(‘NAS’) and reached a general
presumption that PwC is not
best placed to oer NAS, so as to
safeguard their independence
• The Group’s prospects (going
concern and viability)
• Tax and treasury policy
• Corporate risk assessment
including review of the key risks,
risk management activities and
emerging risks
• Findings from the external auditor
on the FY23 year end audit
• Findings from the work of
Internal Audit
Financial reporting
The primary role of the Committee
in relation to inancial reporting is
to review with both management
and the external auditor, and report
to the Board the appropriateness
of the annual inancial statements,
considering amongst other matters:
• Whether the annual report, taken
as a whole, is fair, balanced and
understandable, and provides
the information necessary
for shareholders to assess
the Company’s performance,
business model and strategy.
The statement incorporating the
conclusion of this assessment is
included later in this section
• The application of signiicant
accounting policies and any
changes to them
• The methods used to account
for signiicant or unusual
transactions where dierent
approaches are possible
• Whether the company has
adopted appropriate accounting
policies and made appropriate
estimates and judgements, taking
into account the external auditor’s
views on the inancial statements
• The clarity and completeness
of disclosures in the inancial
statements and the context in
which statements are made
• All material information presented
with the inancial statements,
including the strategic report
and the corporate governance
statements relating to the audit
and to risk management
In addition to the above, the
Committee supports the Board in
completing its assessment on the
adoption of the going concern
basis of preparing the inancial
statements. Furthermore, as part
of the Committee’s responsibility
to provide advice to the Board on
the long term Viability Statement,
the Committee performed a
robust review of the process and
underlying assessment of the
Group’s longer term prospects
madeby management.
Signiicant matters
considered by the Committee
in relation to the inancial
statements
In the preparation and inal approval
of the inancial statements,
the Committee discussed with
management the key sources of
estimation and critical accounting
judgements. The Committee
considered the following signiicant
issues in relation to the FY23
inancial statements:
• Inventory Valuation: Inventory is
valued at the lower of cost and
net realisable value. Margins
on vehicles increased in FY22
due to a global shortage of
semiconductors resulting in a
reduction of the supply of new
vehicles; this in turn pushed
demand, and therefore price,
up for used cars. There is a
risk that the solving of supply
shortages could lead to selling
prices reducing below cost and
so require a provision against
inventory cost. Further, in the
second half of FY23 the Group
experienced a considerable drop
in the value of Electric Vehicles.
A provision is included based on
historical and forecast sales and
potential net realisable value. The
Committee is comfortable based
on performance subsequent to
the year end that the level of
inventory provision is appropriate.
• Appropriate capitalisation of
IT development costs in line
with the criteria set out in IAS
38; in particular as this year the
amounts increased, following the
acceleration of technical strategic
investment. The Committee
is satisied based on the
substantiation of the requirements
of IAS 38 that the appropriate
accounting treatment was applied.
Annual report
The Committee has undertaken
a review and assessment of the
annual report in order to determine
whether it can advise the Board that,
taken as a whole, the annual report
is fair, balanced and understandable,
and provides shareholders with the
information they need to assess the
Company’s position, performance,
business model and strategy.
In doing this the Committee
considered the following:
• The description of the business is
consistent with the Committee’s
own understanding
• The narrative of the strategic
report fairly relects the
performance of the Group over
the period reported on
• That there is a clear and well
articulated link between all areas
of disclosure including going
concern and viability
• The indings from the external
auditor as part of the FY23 year
end audit
All relevant issues relating to the
Annual Report were fully discussed
at the Committee meeting in
June2023.
The Committee has concluded that
the Annual Report, taken as a whole,
is fair, balanced and understandable
and that it can advise the Board as
required by the 2018 Code and other
relevant rules and regulations.

85Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Going concern and Viability
Statement
The Company is required to include
statements in its annual report
relating to going concern and
viability. The Committee reviewed
and discussed with management
and concluded that the inancial
statements can be prepared on a
going concern basis and that there
is a reasonable expectation that
the Group will be able to continue
in operation and meet its liabilities
as they fall due over the next
threeyears.
The Directors assessed the
prospects of the Group over a three
year period, which relects the
budget and planning cycle adopted
by the Group. The assessment of the
Group’s prospects, together with the
Group’s going concern and Viability
Statement, are set out on pages 112
and 81 respectively of the report.
Internal audit
Following the successful expansion
of the function with the appointment
of the Head of Internal Audit and
Risk in the prior year, the Group’s
irst internal audit plan was approved
and carried out in FY23. A number of
risk based reviews were undertaken
by internal audit, establishing new
independent third line assurance
reports for the business and
management agreed actions
to address control weaknesses
identiied. Internal audit’s areas of
review in FY23 included:
• Balance sheet reconciliations
controls audit
• End-to-end audits of purchasing
controls for both sourcing
vehicles and all non-vehicle
expenditure
• Sales ledger control account
controls audit
• Inputs to payroll controls audit
• Bank and cash procedures audit
The establishment of the function has
been well received in the business
and requests for third line assurance
over controls have come from a wide
range of business functions. The FY24
internal audit plan was approved in
January 2023, covering a range of
core audits over inancial controls and
a series of risk based reviews to be
carried out across FY24.
External auditor
Independence
There are a number of robust
policies in place, all of which aim
to safeguard the independence of
the external auditor. In accordance
with best practice, the external
audit contract will be put out to
tender every ten years, with the next
retender due no later than the year
ending 31 March 2027.
In accordance with the Auditing
Practices Board standards, the lead
audit partner at PwC will be rotated
every ive years to ensure continuing
independence. Mark Skedgel, the
current audit partner, assumed this
responsibility for the year ended 31
March 2020.
There are no contractual obligations
that restrict the Company’s choice
of external auditor.
External auditor eectiveness
The Committee conducts an annual
external audit eectiveness review
each year which examines the
auditor’s independence, the audit
planning process, audit approach
and delivery, audit team expertise
and experience, resources,
responsiveness and communication
in respect of the inancial year
audit. In order to discharge this
responsibility the Committee
followed the process outlined below:
• The terms, areas of responsibility,
duties and scope of work of the
external auditor as set out in the
engagement letter are reviewed
at the Committee meetings
• The Committee discusses and
agrees at the planning stage the
draft list of speciic audit risks
• The Committee assesses the
audit plan
• All Committee members, key
members of management, those
who regularly provide input into
the Committee provide feedback
on how well PwC performed the
year end audit
• The feedback and conclusions
are discussed, along with the
conclusion regarding speciic
audit risks, with an overall
conclusion on audit eectiveness
reached. Any opportunities for
improvement are brought to the
attention of the external auditor
The Committee concluded that PwC
provided an eective, independent
and objective audit and that the
Committee was therefore satisied
that it had obtained a high quality
audit. The Committee agreed
to recommend to the Board the
reappointment of PwC as the
Group’s external auditor and a
resolution to this eect will be
proposed at the 2023 AGM.
Non-audit services
To further safeguard the
independence and objectivity of the
external auditor, non-audit services
provided by the external auditor are
considered, and where appropriate
authorised, by the Committee
in accordance with a non-audit
services policy. This policy limits
the amount and type of services
undertaken by our auditor. Permitted
services are subject to a cap of 70%
of the average of the fees paid for
the statutory audits over a three
yearperiod.
There were no non-audit fees for the
year ended 31 March 2023.
Keith Mansield
Audit Committee Chair
14 June 2023

86 Motorpoint Group PLC | Annual Report and Accounts 2023
NOMINATION COMMITTEE REPORT
Nomination Committee
Chair’s statement
I am pleased to present the report
of the Nomination Committee (the
‘Committee’) for FY23.
The Nomination Committee keeps
under regular review the structure
and composition of the Board and
its committees and ensures that the
Board and executive leadership has
the appropriate balance of skills,
expertise and experience to support
the Company.
In FY23, the Committee met once,
where it received a recruitment
update and discussed potential
ways to help promote diversity
within the Senior Leadership Team
('SLT'). There were no new Board
appointments or resignations during
the period and the Committee
remains satisied that the Board
composition is balanced and
DEAR SHAREHOLDER
COMMITTEE
GOVERNANCE
Committee membership
and attendance
During the year the
Committee comprised:
• John Walden (Chair)
• Adele Cooper
• Keith Mansield
• Mary McNamara
• Mark Carpenter (CEO)
The Committee met once
during the year and attendance
is set out in the table on
page81.
eective, and that the appropriate
corporate governance standards
and practices are in place.
Following the external board
eectiveness review, the Board’s
discussions identiied a number of
opportunities to help encourage
a diverse and inclusive pipeline of
executive and non-executive talent
within the Company. This will be
a key focus for the Committee in
the upcoming year to ensure that
momentum is maintained. The
Committee is clear on the vision
to promote and model an inclusive
and supportive culture where every
individual, of any identity, from any
background, feels they can be their
authentic self at work, and keeps
those values front and centre of its
work. Further details on diversity
within the business can be found
within the Strategic Report on pages
41 and 42.
All Directors are subject to election
or re-election to the Board by
shareholders on an annual basis at
the Company’s AGM. The Chair, on
behalf of the Board, has conirmed
each Director continues to be an
eective member of the Board
and will stand for re-election at
the2023AGM.
“ Diversity and inclusion
is important to us and
will remain a key focus
for the Committee in
the year ahead.”
John Walden
Nomination Committee Chair

87Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Committee responsibilities
The Committee is responsible for:
• Board composition: The
Committee considers the balance
of skills, diversity, knowledge
and experience of the Board
and its committees and reviews
the Board’s structure, size and
composition, including the time
commitment required from Non-
Executive Directors
• Board and executive nominations:
The Committee leads on the
recruitment and appointment
process for Directors and makes
recommendations regarding any
adjustments to the composition
of the Board
• Board and executive succession
planning: The Committee
proposes recommendations to
the Board for the continuation
in service of each Director and
ensures that the Board is well
prepared for changes to its
composition and that appropriate
succession plans are in place
The Committee has formal terms
of reference which are available
on the Company’s website
motorpointplc.com.
Activities of the Committee
During the year the main activities of
the Committee were as follows:
• Considered diversity within the
SLT and discussed practical ways
in which the Board could support
the promotion of diversity and
inclusion at senior levels
Composition of the Board as at
31March 2023
INED/Executive split
Chair 1
INED (excluding the Chair) 3
Executive 2
Diversity and inclusion
The Board recognises the
importance of diversity and
inclusion in the boardroom and
seeks to recruit Directors with varied
backgrounds, skills and experience.
Appointments are made on merit
and against objective criteria, taking
account of the skills, experience and
expertise of candidates.
The Financial Conduct Authority
(FCA) has introduced new rules
and targets which require listed
companies to make disclosures
in relation to gender and ethnic
diversity at Board and executive
management level. The targets
are that at least 40% of the Board
should be women, at least one of
the senior Board positions should be
a woman, and at least one member
of the Board should be from an
ethnic minority background. As at
31 March 2023, we comply with the
senior Board position target, with
the SID role being occupied by a
woman, but have not achieved the
target of the Board having 40%
female representation or a board
member from an ethnic minority.
The Committee seeks to attract
more women and people from an
ethnic minority background onto
the Board through a combination
of targeted succession planning
and the promotion of a culture
that actively celebrates diversity
throughout the Company.
The tables below identify the gender
identity and ethnic diversity of
members of the Board and executive
management.
Reporting table on sex/gender representation
Number of
Board members
Percentage of
the Board
Number of
senior positions
on the Board
(CEO, CFO, SID,
Chair)
Number in
Executive
Management
Percentage
of Executive
Management
Men
4 66% 3 5 83%
Women
2 34% 1 1 17%
Not speciied / prefer not to say
0 0% 0 0 0%
Reporting table on ethnicity representation
Number of
Board members
Percentage of
the Board
Number of
senior positions
on the Board
(CEO, CFO, SID,
Chair)
Number in
Executive
Management
Percentage
of Executive
Management
White British (or other White)
6 100% 4 4 66%
Mixed / Multiple Ethnic Groups
0 0% 0 0 0%
Asian / Asian British
0 0% 0 2 34%
Black / African / Caribbean
0 0% 0 0 0%
Black British
0 0% 0 0 0%
Other ethnic group, including Arab
0 0% 0 0 0%
Not speciied / prefer not to say
0 0% 0 0 0%
As part of our commitment to Diversity, Equity and Inclusion we have a number of data collection points throughout
the employee experience that allow us to measure how we are doing against our objective of having a truly diverse

88 Motorpoint Group PLC | Annual Report and Accounts 2023
NOMINATION COMMITTEE REPORT CONTINUED
workforce and inclusive culture. This starts at the recruitment stage as we have an Applicant Tracking System which
allows us to gather data on all applications. We will then also complete a right to work check for all hired employees
and can capture data here. Finally, as part of this disclosure we have directly asked each member of the team how
they identify within the outlined categories.
The Board’s composition and size is kept under review by the Nomination Committee to retain an appropriate balance
of skills, experience, diversity and knowledge of the Group. The Board also recognises the importance of diversity
and inclusion at senior management level. The Group’s SLT is made up of eight members including the CEO and CFO.
Information on initiatives on diversity and inclusion can be found in the People section of the Strategic Report on
pages 41 and 42.
Board and Committee Eectiveness Review
The Board undertakes a formal evaluation of its performance, and that of each Director, on an annual basis. The principal
committees of the Board also undertake an annual evaluation of their eectiveness in accordance with their terms of
reference. In FY22 the Board identiied four key action points arising from its self-evaluation and measured the steps
taken throughout the year to achieve them. An update on progress in all four areas can be found in the table below.
FY22 Issue/
Recommendation Action Progress during FY23
Stakeholder
engagement
Stakeholder engagement will be further
enhanced through the development of
a structured and suitable programme of
events, meetings and / or forums to ensure
regular, quality dialogue between the Board
and stakeholders. Speciic focus will be
given to understanding stakeholder views
on ESG matters to ensure alignment with the
Company’s ESG strategy.
The Board will regularly review the list
of identiied stakeholders to ensure it
remainsrelevant.
The Board determined that this
recommendation had been achieved.
The Board has engaged with a variety of
stakeholders in FY23, including employees
and shareholders, as well as through its work
around ESG.
Company
secretarial support
The Company Secretary has had varying
levels of interim company secretarial
support through the year. The level of
support required will be monitored to
ensure good governance practices are
consistentlyfollowed.
The Board determined that this
recommendation had been achieved.
Company secretarial support has been
outsourced, and the FY23 board evaluation
demonstrated a signiicant improvement in
the support provided.
Quality of Board
papers
The new Chair and Company Secretary to
review the information provided in operational
reports to ensure that the quality of Board
papers addresses the appropriate topics and
has suicient level of detail. A new format will
be introduced for all Board papers to clearly
identify the purpose, and the ask of Board
members in each case.
The Board determined that this
recommendation had been achieved.
A new format of Board papers was introduced
in FY23 and has provided additional detail
and context to Board discussions and
decisionmaking.
Externally
facilitated Board
evaluation
External Board evaluation to be sought during
FY23.
The Board determined that this
recommendation had been achieved.
The Board commissioned an independent
external board evaluation in February 2023,
and agreed an action plan to address areas
for development and help ensure continued
improvement.

89Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
In line with its discussions the previous year, in early 2023 the Board commissioned an external evaluation of
the Board and its committees by Indigo Independent Governance. As Indigo also provides governance services
to Motorpoint, the Board agreed that the review would be carried out by a separate team at Indigo to maintain
independence and ensure a truly external view. The evaluation covered a range of matters including the balance of
contributions, quality of debate and constructive challenge, senior leadership succession, stakeholder engagement,
the eectiveness of agenda planning and the quality and timeliness of meeting papers.
The results of the review were circulated to members of the Board and its recommendations were discussed at the
February 2023 Board meeting and actions were agreed and adopted at the March 2023 Board meeting. Three speciic
actions were identiied for FY24, as set out in the below table.
FY23 Issue/Recommendation Action
Employee engagement A programme of on site Board and Strategy sessions to be held to allow the
Directors to engage directly with local teams as well as the SLT.
Employee engagement updates to be scheduled at Board meetings.
Succession planning Nominations Committee and Board to be allocated the necessary time and
resources to proactively consider succession planning strategies in the context
of both the Board and executive leadership, with a focus on developing a
pipeline of quality internal candidates.
Diversity, Equity and Inclusion Further develop the Diversity, Equity and Inclusion strategy, and monitor how
it is being implemented. Updates to be provided at Board and/or Committee
meetings in FY24.
Ensure that diversity is factored into the discussion on succession planning for
Board and executive roles.
The evaluation established that the Board remains satisied that each Director contributes eectively to the Board and
its committees.
Election or re-election of Directors
In compliance with the 2018 Code, all current Directors will stand for re-election at the forthcoming AGM. The Board
has determined that all Directors standing for election or re-election at the AGM continue to be eective, hold recent
and relevant experience, and continue to demonstrate commitment to the role.
Biographical details of each Director standing for election or re-election will be set out in the Notice of AGM.
John Walden
Nomination Committee Chair
14 June 2023

90 Motorpoint Group PLC | Annual Report and Accounts 2023
ESG COMMITTEE REPORT
ESG Committee
Chair’s statement
I am pleased to present the
report of the ESG Committee (the
‘Committee’) for FY23. The principal
purpose of this report is to look
back over the inancial year ended
31 March 2023 and describe the
Committee’s responsibilities and
activities during the year.
The Committee, which irst
met in June 2022, oversees the
development and implementation
of the Group’s ESG strategy and
monitors its performance in relation
to ESG matters.
DEAR SHAREHOLDER
COMMITTEE
GOVERNANCE
Committee membership
and attendance
During the year the
Committee comprised:
• Adele Cooper (Chair)
• Keith Mansield
• Mary McNamara
• Mark Carpenter (CEO)
• Chris Morgan (CFO)
The Committee met twice
during the year and attendance
is set out in the table on
page81.
“ Promising initial
progress has been
made by the Company
in relation to ESG, and
further development is
expected as the strategy
continues to be rolled
out across the business.”
Adele Cooper
ESG Committee Chair
During its inaugural year, the
ESG Committee met twice,
where it focused on reviewing
and monitoring the Group’s
new sustainability and diversity
objectives and considered its
eectiveness and areas for
development following the external
Board evaluation. Our measurement
of our performance in relation
to ESG goals has signiicantly
improved over the last year and
promising initial progress has been
made. Further development is
expected as the strategy continues
to be rolled out across the business.
Committee composition
and membership
The Committee currently comprises
three independent Non-Executive
Directors, the CEO and CFO.
Only members of the Committee
are entitled to attend the meetings.
Key sta, such as the Head of
Internal Audit and Risk, and Head of
People, may be invited to attend for
all or parts of any meeting, as and
when appropriate.

91Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Role of the Committee
The role and responsibilities of
the Committee are set out in its
terms of reference, which were
updated in January 2023 to more
clearly clarify responsibilities and
are available on the Company’s
website motorpointplc.com. The key
objectives of the Committee are to:
• Assist the Board in overseeing the
development and implementation
of the Group’s ESG strategy and
monitoring its performance in
relation to ESG matters
• Oversee and support stakeholder
engagement on ESG matters
including, but not limited to,
understanding stakeholder
reporting expectations
• Review, prior to approval by
the Board, the ESG matters to
be presented in the Company’s
annual report and monitor the
integrity of these reports
• Oversee and monitor the
Group’s progress against any
net zero, decarbonisation or
other environmental, social or
governance strategies
• Make proposals to the
Remuneration Committee
regarding appropriate ESG
related performance objectives
for Executive Directors. Provide
an assessment as to the
outcomes of the ESG related
performance objectives as at the
end of the reporting period
I would like to thank my colleagues
in the Committee for their valued
contributions, as well as extending
my thanks to our colleagues
within the business who have
enthusiastically embraced the
Group’s vision and aims in relation
to ESG.
Adele Cooper
ESG Committee Chair
14 June 2023

92 Motorpoint Group PLC | Annual Report and Accounts 2023
REMUNERATION COMMITTEE REPORT
Remuneration Committee
Chair’s statement
I am pleased to present the
Company’s Directors’ Remuneration
Report for the inancial year ended
31 March 2023. This report is split
into two sections:
• the Directors' Remuneration
Policy, which describes the new
remuneration policy for the next
three years and which will be
subject to a binding shareholder
vote at the 2023 AGM; and
• the Annual Report on
Remuneration, which includes
the Chair's statement and
sets out in detail how the
remuneration policy has been
applied in the year to 31 March
2023, as well as how the new
policy will be applied in the
forthcoming year. This section of
the report will be subject to an
advisory shareholder vote at the
2023AGM.
DEAR SHAREHOLDER
COMMITTEE
GOVERNANCE
Committee membership
and attendance
During the year the
Committee comprised:
• Mary McNamara (Chair)
• Adele Cooper
• Keith Mansield
The Committee met ive times
during the year and attendance
is set out in the table on
page81.
“ The business
encountered a number
of well documented
macroeconomic
headwinds during
FY23, which resulted
in stretching inancial
targets not being met.
However progress
has been made on
non-inancial targets,
in particular the market
share element has been
achieved, which is a
key component of
our strategy.”
Mary McNamara
Remuneration Committee Chair
Proposed new Remuneration
Policy
The Remuneration Committee is
responsible for setting and applying
a remuneration policy which serves
to provide appropriate levels
of remuneration to the Senior
Management Team. The goals of the
policy are to provide appropriate
reward for strong performance and
quality leadership, to ensure the
retention of key employees and to
allow the Company to attract high
quality candidates.
The Committee values the views
of the Company’s shareholders
and considered guidance from
shareholder representative groups
in reviewing and determining the
new policy, alongside the business
strategy and market practice. As part
of the consultation with respect to the
proposed new remuneration policy,
the Chair of the Committee reached
out to seek the views of our largest
shareholders on certain aspects
of the policy including pension
provision, annual bonus (opportunity
and structure) and the level of
restricted share awards. Following
the consultation and consideration
of the feedback received, it was
decided that there should be no
change to the policy for annual
bonus or restricted share awards and
so there is only one change to the
policy, which is to reduce the CEO’s
pension contribution from 10% to
3% of salary, to be aligned with that
of the workforce. We are aware that
the CEO’s salary and total package
in particular still lags the market and
will keep the packages for Executive
Directors under review during this
policy period.

93Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
The new Directors’ Remuneration
Policy can be found on page 94.
Performance for FY23 and
remuneration outcomes
The business encountered a
number of well documented
macroeconomic headwinds during
FY23, which included higher interest
rates and inlation, consumer
uncertainty which reduced demand,
supply chain challenges, a falling
used vehicle market and lower gross
margins due to Electric Vehicle value
falls and lower inance commissions.
These have culminated in our
inancial targets not being met for
the FY23 annual bonus.
However, some of the non-inancial
elements of the bonus plan have
delivered performance above
threshold targets and in particular
the market share element has been
achieved, which is a key component
of our strategy. Overall, a bonus
payout of 38.8% of maximum has
been achieved. Whilst maintaining
a focus on short term inancial
performance is important and
we are disappointed to miss the
stretching targets that were set,
nonetheless it is appropriate to
reward strong progress against the
business strategy progress and the
Committee is comfortable with this
level of bonus payout.
The Restricted Shares Award
granted to the CEO and other
senior management in August
2020 will vest in August 2023. This
grant predated the CFO joining
the business. We are satisied that
the performance underpin has
been achieved over the three year
performance period to 31 March
2023. In particular, management
has made signiicant strategic
progress in challenging market
conditions and has grown market
share substantially. Executives have
also been aligned to the shareholder
experience over the vesting period,
with lower values on vesting as
a result of the fall in share price.
Therefore the Committee has
determined that the award should
fully vest and, for the CEO, 50% will
vest in August 2023, 25% will vest
in August 2024 and 25% will vest
August 2025.
The table below provides a summary of total remuneration for the Executive
Directors for FY23.
Salary
(£’000)
Beneits
(£’000)
Pension
(£’000)
Bonus
(£’000)
RSA
(£’000)
Total
(£’000)
Mark Carpenter 360 2 36 140 270 808
Chris Morgan 263 2 8 102 197 572
We are proud to be a Real Living
Wage ('RLW') employer and this
year, to provide additional support
to our lowest employees, we have
brought forward the increase to the
RLW from the recommended date
of 1April 2023 to 1 January 2023.
Bonuses have been payable widely
across the workforce.
Application of the policy
forFY24
Salary increases for both Executive
and Non-executive Directors will
be 3%, with the wider workforce
receiving an increase of 5% of salary.
The Chief Executive’s pension
contribution will reduce from 10% of
salary to 3% of salary, eective from
the date of the 2023 AGM when
the new remuneration policy takes
eect. This will ensure that both the
CEO and CFO pension contributions
are aligned to the rate payable to
the majority of the workforce.
The annual bonus opportunity will
remain at 100% of salary and is
based on performance measures
aligned to the business strategy.
Whilst we still believe that there
should be a signiicant element
based on non-inancial strategic
measures, we have determined
that the weighting on inancial
measures should be increased for
FY24. Measures and their weightings
for FY24 are as follows: PBT (25%),
market share growth (25%), sales
attributed to digital leads (20%)
customer satisfaction (10%),
employee engagement (10%), and
in addition, we have introduced
an environmental metric based
on the reduction of Scope 1 & 2
emissions(10%).
Restricted Share Awards will be
made over shares equivalent to
75% of salary for both Executive
Directors. The Committee
recognises the recent weakness
in the share price and considered
whether a scale back of award
level would be appropriate.
However, the Committee noted
that Executive Directors have
shared the downside experience
alongside shareholders through the
lower value of shareholdings and
historic Restricted Share Awards.
The Committee therefore considers
maintaining the award level will
allow the Executive Directors to
be appropriately incentivised to
deliver long term shareholder value
through the successful execution of
the strategy. A robust performance
underpin will apply, and for FY24
awards an element of the inancial
underpin will be based on long term
ESG performance.
We believe that Motorpoint’s
approach to remuneration is
appropriate, taking into account
workforce remuneration outcomes
and the wider stakeholder
experience. The Committee
therefore concluded it would not
be necessary to exercise discretion
to adjust any of the FY23 incentive
outcomes. The Committee is
satisied that the remuneration
policy operated as intended for FY23
and that no substantial changes are
required for FY24 to the policy and
its operation.
On behalf of all of my colleagues
on the Committee, I hope that you
will support the resolution on the
new Directors' Remuneration Policy
and approve the annual report on
Remuneration at this year’s AGM.
Mary McNamara
Remuneration Committee Chair
14 June 2023

94 Motorpoint Group PLC | Annual Report and Accounts 2023
REMUNERATION POLICY
This section of the report details the
Remuneration Policy for Executive
Directors. The policy set out below
will, subject to shareholder approval,
become eective from the 2023
AGM on 26 July 2023 and will apply
for up to three years from this date.
Compliance statement
This report has been prepared in
accordance with the provisions
of the Companies Act 2006 and
Schedule 8 of the Large and
Medium sized Companies and
Groups (Accounts and Reports)
(Amendment) Regulations 2013
(Regulations) and the subsequent
amendments in 2018 and 2019. It
also meets the requirements of
the UK Listing Authority’s Listing
Rules and the Disclosure and
Transparency Rules. The sections
of the Remuneration Report that
are subject to audit are marked as
Audited Information. The remaining
sections of the Remuneration Report
are not subject to audit.
Decision making process for
the determination, review and
implementation of the policy
The Committee sets the
remuneration policy for Executive
Directors and other Senior
Executives taking into account the
Company’s strategic objectives,
shareholder expectations, the
principles of the UK Corporate
Governance Code and the
remuneration policy for the
wider workforce. The aim of the
remuneration policy is to provide
an appropriate pay structure
for the Executive Directors and
senior management, to ensure
their retention and to continue to
focus them on delivering strong
inancial performance. To manage
any potential conlicts of interest,
the Committee ensures that no
individual is involved in discussions
regarding their own remuneration
arrangements.
The implementation of the policy
is considered each year by the
Committee in light of the strategic
priorities and the wider stakeholder
experience whilst incentive targets
are reviewed to check if they
remain appropriate or need to
berecalibrated.
The Committee addresses the following factors when determining the remuneration policy and its implementation,
as recommend by the UK Corporate Governance Code:
Action Progress during FY23
Clarity – remuneration arrangements should
be transparent and promote eective
engagement with shareholders and
the workforce.
• The metrics used in our annual bonus have a direct link to our Company KPIs to
ensure performance related remuneration supports and drives our strategy
• Restricted Shares ensure senior management are focused on the long term
sustainability and interests of the Company and all of its stakeholders
• The Remuneration Committee consults with shareholders to explain and clearly
set out any proposed changes to the policy and is committed to having an open
and constructive dialogue with shareholders
Simplicity – remuneration structures should
avoid complexity and their rationale and
operation should be easy to understand.
• Our remuneration structure which consists of annual bonus and Restricted
Shares, which are not subject to performance measures, is simple and easy to
understand
• The bonus is payable in cash. The Restricted Shares are the sole share based plan
Risk – remuneration arrangements should
ensure reputational and other risks from
excessive rewards, and behavioural risks that
can arise from target based incentive plans,
are identiied and mitigated.
• The Committee has ensured that risks are identiied and mitigated by the
presence of:
– discretion to override the formulaic outturn of incentives
– clawback and malus provisions
• Restricted Shares ensure Executives are not encouraged to make short term
decisions but to deliver sustainable shareholder returns over the long term
• Executives are encouraged to build signiicant shareholdings
Predictability – the range of possible values of
rewards to individual Directors and any other
limits or discretions should be identiied and
explained at the time of approving the policy.
• The scenario charts on page 99 set out the potential rewards available to the
Executive Directors under three dierent performance scenarios, and in the
case of a 50% share price increase in relation to the restricted shares
Proportionality – the link between individual
awards, the delivery of strategy and the long
term performance of the Company should
be clear. Outcomes should not reward
poorperformance.
• Variable pay comprises the majority of the Executive Directors’ packages, with
the individual limits and pay-out for dierent levels of performance set out in
the policy and the scenario charts on page 99. The performance conditions
used for the annual bonus are aligned to strategy and the targets are set to be
stretching to reward for delivering above market returns in line with strategy
• The Committee retains discretion to override the formulaic outturns of
incentives if the payout does not relect broader Company performance and
other factors

95Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Action Progress during FY23
Alignment to culture – incentive schemes
should drive behaviours consistent with
Company purpose, values and strategy.
• The alignment of metrics to the medium and long term strategy ensures
behaviours consistent with the Company’s purpose and values are being
encouraged
• The presence of clawback and malus provisions discourages behaviours that
are not consistent with the Company’s purpose, values and strategy
• The Committee reviews the wider workforce pay and policies to ensure there is
alignment with the Executive Director policy and that remuneration is designed
to support the Company’s people centric culture
Changes to the Directors’ Remuneration Policy
Following a detailed review of the remuneration policy and shareholder engagement, there is only one change
proposed to the policy. The pension policy has been updated to relect that Executive Directors may receive a
pension contribution in line with the contribution available to the wider workforce (currently 3% of salary). The CEO’s
pension will be aligned to this rate following the 2023 AGM, the date the new policy applies.
Directors’ Remuneration Policy
A breakdown of all elements of the Executive Remuneration Policy and an explanation of how they operate can be
found in the table below:
Purpose and link
to strategy Operation Performance measurement Maximum opportunity
BASE SALARY
To aid the
recruitment of
Executive Directors
of a suitable calibre
for the role and to
provide a core level
of reward to relect
the duties required.
Base salaries will normally be reviewed
annually by the Committee with any increases
typically taking eect from 1 April each year.
Base salary levels are
set at a level to relect
the experience, skills
and responsibilities of
the individual as well as
the scope and scale of
theirrole.
Increases to base salary
will take into account
the performance of the
individual and Company
and external indicators
such as inlation.
While there is no maximum
salary, increases will
normally be in line
with the typical level of
increase awarded to other
employees of the Group.
The Committee may award
increases above this level
to ensure that the salaries
appropriately relect the
role, responsibilities,
performance and
experience of the
Directors.
BENEFITS
To provide a market
competitive beneits
package for the
executives to aid
recruitment and
retention.
The beneits oered to Executive Directors
comprise, but are not limited to, family
medical insurance and company car.
The Committee may oer an equivalent cash
allowance instead if it feels it is more suitable.
Other reasonable beneits may be oered
as appropriate (including, in exceptional
circumstances, relocation and/or disturbance
allowances).
Executive Directors may also be reimbursed
for any reasonable expenses incurred in
performing their duties, and any income tax
payable thereon.
Not applicable. There is no maximum
limit on the value of the
beneits provided but
the Committee monitors
the total cost of the
beneit provision on a
regular basis.

96 Motorpoint Group PLC | Annual Report and Accounts 2023
Purpose and link
to strategy Operation Performance measurement Maximum opportunity
PENSION
To provide market
competitive pension
arrangements for the
executives and to
aid recruitment and
retention.
Executive Directors are eligible for a
contribution to the Group personal pension
plan, or any other nominated personal
pension fund.
Where appropriate, Executive Directors
may instead receive a cash allowance in
lieu of formal pension contributions, or a
combination of both.
Not applicable. A pension contribution is
payable in line with the
pension available to the
majority of the workforce,
currently 3% of salary.
The pension for the CEO
will reduce from 10% of
salary to 3% of salary from
the 2023 AGM.
ANNUAL BONUS
To encourage
improved inancial
and operational
performance and
align the interests
of Directors with the
short term Company
strategy.
Bonus payments are subject to the
achievement of performance targets normally
set over one inancial year.
Annual bonuses are payable at the sole
discretion of the Committee. The Committee
has discretion to adjust the formula driven
outturn of the annual bonus calculation.
All bonus payments are payable in cash
and subject to appropriate recovery and
withholding arrangements.
Performance will normally
be based on a mix of
inancial, operational and /
or non-inancial measures
aligned to the strategic
objectives of the business.
Financial performance will
usually be represented
by PBT targets, although
the Committee reserves
the right to include other
measures in support of
the Company strategy as
it sees it.
Stretching performance
targets will be determined
taking into account
internal and external
forecasts. For threshold
performance up to 30% of
maximum is payable.
100% of salary.
LONG TERM INCENTIVES  RESTRICTED SHARES
To encourage
improved inancial
and operational
performance and
align the interests
of Directors with
the long term
Company strategy
and the interests of
shareholders through
share ownership.
Awards will normally be granted following
the publication of the Company’s annual
results each year.
Restricted Shares may normally vest no
sooner than 50%, 25% and 25% over three,
four and ive years from grant, subject to
service, and subject to an underpinning
inancial performance condition.
Awards are additionally subject to a post
vesting holding period during which time
vested shares may not be sold (other than for
tax) before ive years from grant.
This holding period will continue post
cessation of employment (to the extent that
awards do not lapse).
The Committee may determine that dividend
equivalents will accrue over the vesting/
holding period.
Vesting of awards is at the sole discretion
of the Committee and the Committee may
reduce the level of the award after grant and
at vesting, if it considers that it is appropriate
to do so.
Restricted Shares are subject to recovery
and withholding arrangements.
In order for Restricted
Shares to vest, the
Remuneration Committee
must be satisied that
business performance is
robust and sustainable
and that management
has strengthened the
business. In assessing this
performance condition,
the Committee will
consider inancial and non-
inancial KPIs, including
ESG targets, as well as
delivery against strategic
priorities. To the extent
it is not satisied that this
performance condition is
met, the Committee may
scale back the level of
vested awards including
to zero. This performance
assessment will take place
at the end of the third year.
Normally 75% of
salary. However, an
individual maximum
of 100% of salary may
apply in exceptional
circumstances.
REMUNERATION POLICY CONTINUED

97Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Purpose and link
to strategy Operation Performance measurement Maximum opportunity
ALL EMPLOYEE SHARE PLANS
To align the interests
of Directors and
other employees
with those of the
shareholders through
share ownership.
The Company has adopted employee share
plans in which the Executive Directors are
eligible to participate on the same terms as
all other employees.
Not applicable. In line with statutory
limits.
SHAREHOLDING GUIDELINES
To align the interests
of Directors with
those of the
shareholders through
share ownership.
All Executive Directors are required to build
and maintain a shareholding equivalent in
value to 200% of their annual base salary.
Until this guideline is met, Directors must
retain half of any Restricted Shares that vest
(after payment of tax and national insurance
contributions) together with any shares
deferred as part of the bonus (if applicable).
Post cessation of employment, Executives
will be required to retain the lower of the
shareholding requirement (200% of salary)
or the actual shares they hold on cessation
of employment for a period of two years.
Any voluntary purchases of shares by the
Executives from the start of the previous
policy period will be excluded from this
requirement. The Committee has discretion
to amend the requirement in certain
circumstances as it considers appropriate.
Not applicable. Not applicable.
Choice of performance measures
The Committee retains lexibility as to the choice of performance measures for future annual bonus awards.
Measures will be selected as appropriate to relect the business strategy and to ensure the delivery of sound inancial
performance. The current performance measures are disclosed in the annual report on remuneration, together with
the link to the business strategy. The Committee sets appropriate and stretching targets for the annual bonus in the
context of the Company’s business plan, trading environment and strategic plan.
Incentive plan operation
The Committee will operate the Company’s incentive plans according to their respective rules and consistent with
normal market practice, the Listing Rules and HMRC rules where relevant, including lexibility in a number of regards.
This includes timing of awards, dealing with leavers and making adjustments to awards following acquisitions,
disposals, changes in share capital and other merger and acquisition activity. The Committee also retains the ability
to adjust the targets and / or set dierent measures for the annual bonus plan if events occur which cause it to
determine that the conditions are no longer appropriate and the amendment is required so that the conditions
achieve their original purpose and are not materially less diicult to satisfy. The Committee may adjust the formula
driven outturn of the annual bonus calculation in the event it considers that the outturn does not relect underlying
performance, overall shareholder experience or employee reward outcome.
Recovery and withholding provisions may be operated at the discretion of the Committee in respect of awards
granted under the annual bonus plan and Restricted Shares in certain circumstances (including where there is
a material misstatement or restatement of audited accounts, an error in assessing any applicable performance
condition or bonus outcome, or in the event of gross misconduct on the part of the participant, corporate failure,
failure of risk management or reputational damage).
Any use of the above discretions would, where relevant, be explained in the annual report on remuneration.

98 Motorpoint Group PLC | Annual Report and Accounts 2023
Remuneration Policy for Non-Executive Directors
The table below sets out how pay is structured for the Non-Executive Directors ('NEDs').
Purpose and link
to strategy Operation Performance measurement Maximum opportunity
FEES
To ensure a fair
reward for services
provided to the
Company.
NEDs receive a ixed base fee in cash or shares
for their role on the Board, plus supplementary
fees for additional responsibilities such as
performing the role of SID, or chairing one of
the Board Committees.
The Non-Executive Chair receives a ixed fee
only, and is not eligible for any additional
responsibility fees.
Fee levels are reviewed normally on an annual
basis, and may be increased taking into
account factors such as the time commitment
and complexity of the role and market levels in
companies of comparable size and complexity
and other broadly comparable companies.
Each NED will be entitled to be reimbursed
for all reasonable expenses incurred by them
in the course of their duties to the Company
(plus amounts in respect of any tax payable),
and has the beneit of indemnity insurance
maintained by the Group on their behalf
indemnifying them against liabilities they may
potentially incur to third parties as a result of
his / her oice as Director.
Where there has been a material increase in
time commitment in the year, fees may be
temporarily increased to relect this.
Not applicable. Current fee levels are set
out in the annual report
on remuneration.
Aggregate fee levels are
subject to the maximum
limit set out in the Articles
of Association.
SHARE OWNERSHIP GUIDELINES
To align the interests
of Directors with
those of shareholders
through share
ownership.
All NEDs are encouraged to build and
maintain a shareholding equivalent in value to
100% of their annual fees.
Not applicable. Not applicable.
Reward scenarios
The bar charts in this section detail how the composition of the Executive Directors’ remuneration package varies at
dierent levels of performance.
• Threshold includes ixed pay only (i.e. base salary, beneits and pension reducing to 3% of salary from the 2023
AGM for the CEO)
• On target includes ixed pay, 60% of maximum bonus and full vesting of Restricted Shares
• Maximum includes ixed pay, maximum bonus payout and full vesting of Restricted Shares
• Maximum plus the impact of 50% share price appreciation on Restricted Shares
Salary levels are eective as at 1 April 2023, and the value for beneits is the cost of providing those beneits in FY23.
REMUNERATION POLICY CONTINUED

99Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
£1,400,000
£1,200,000
£1,000,000
£800,000
£600,000
£400,000
£200,000
£0,000
Chief Executive Oicer
(Mark Carpenter)
Chief Financial Oicer
(Chris Morgan)
£393,000
Threshold ThresholdOn target On targetMaximum MaximumMaximum
with 50%
share price
appreciation
Maximum
with 50%
share price
appreciation
£281,000
£646,000
£1,013,000
£894,000
Fixed Pay Annual Bonus Restricted Shares
100% 44%
25%
31%
37%
36%
27%
34%
100%
36%
27%
35%
32%
37%
33%
31%
35%
£1,199,000
£754,000
£856,000
26%
43%
31%
No share price growth has been factored into the chart, except where indicated, and all amounts have been rounded
to the nearest £1,000.
Approach to recruitment remuneration
In determining the remuneration package for a new Executive Director, the Committee takes into account the skills
and experience of the individual, the market rate for a candidate of that experience and the importance of securing
the individual.
New Executive Director hires (including those promoted internally) will be oered packages in line with the policy in
place at the time, except as noted below:
• If it is considered appropriate to set the salary for a new Executive Director at a level which is below market, his
or her salary may be increased in future periods to achieve the desired market positioning by way of a series of
phased above inlation increases, subject to his or her continued development in the role.
• Any bonus payment for the year of joining will normally be prorated to relect the proportion of the period worked,
and the Committee may set dierent performance measures and targets, depending on the timing and nature of
the appointment.
• The ongoing annual bonus and restricted shares opportunities will be in line with the limits set out in the
policytable.
• The Committee recognises that it may be necessary in some circumstances to provide compensation for amounts
forfeited from a previous employer (‘buy out awards’). Any buy out awards would be limited to the value of
remuneration forfeited when leaving the former employer and would be structured so as to be, to the extent
possible, no more generous in terms of the key terms (e.g. delivery mechanism, time to vesting, expected value
and performance conditions) than the incentive it is replacing. Where possible any such payments would be
facilitated through the Company’s existing incentive plans, but, if not, the awards may be granted outside of these
plans, as permitted under the Listing Rules, which allow for the grant of awards to facilitate the recruitment of an
ExecutiveDirector.
• In the case of an internal appointment, any variable pay element awarded in respect of the prior role will be
allowed to continue according to its original terms or adjusted as considered appropriate to relect the new role.

100 Motorpoint Group PLC | Annual Report and Accounts 2023
External directorships
Executive Directors are permitted to take on external non-executive directorships at other listed companies,
though normally only one other appointment, to bring a further external perspective to the Group and help in the
development of key individuals’ experience. In order to avoid any conlicts of interest, all appointments are subject
to the approval of the Nomination Committee. Executive Directors are permitted to retain the fees arising from any
appointments undertaken.
Service contracts and payments for loss of oice
The terms of Directors’ service contracts and letters of appointments are available for inspection at the Company’s
registered oice.
Director Date of contract / letter Date of expiry Notice period by Company or Director
Executive Directors
Mark Carpenter 12 May 2016 N/A 9 months
Chris Morgan 11 January 2021 N/A 9 months
Non-Executive Directors
John Walden 10 January 2022 10 January 2025 3 months
Mary McNamara 14 May 2019 14 May 2025 3 months
Adele Cooper 6 March 2020 6 March 2026 3 months
Keith Mansield 20 May 2020 20 May 2026 3 months
The remuneration related elements of the current contracts for Executive Directors are as follows:
Provisions Treatment
Termination
payment
The Company may (at its discretion) elect to terminate the employment by making a payment in lieu of
notice equivalent in value to the base salary which the Executive Director would have received during
any unexpired period of notice.
Mitigation The payment in lieu of notice will be payable in monthly instalments (subject to mitigation, i.e.
reduced on a pound for pound basis if alternative employment / engagement is taken up during
the payment period).
Annual
bonus
There is no contractual right to any bonus payment in the event of termination although in certain
circumstances the Committee may exercise its discretion to pay a bonus at the normal time for the
period of active service and based on performance assessed after the end of the inancial year. The
holding period in respect of deferred shares, if applicable, will normally be retained.
Share
awards
The default treatment for Restricted Shares under the Performance Share Plan rules is for all
unvested awards to lapse in full on cessation.
However, if the participant ceases to be an employee or a Director within the Group because of his /
her death, injury, disability, retirement, redundancy, their employing company or the business for which
they work being sold out of the Group or in other circumstances at the discretion of the Committee,
then his / her award will normally vest on the original scheduled vesting date (except in the case of
death, where the default position will be for the award to vest on cessation of employment).
The default position in this case is that an award will vest subject to: (i) the assessment of the
performance underpin over the measurement period; and (ii) the prorating of the award by
reference to the period of time served in employment during the normal vesting period. However,
the Committee can decide to allow early vesting and / or reduce or eliminate the prorating of an
award if it regards it as appropriate to do so in the particular circumstances.
Other Outstanding shares or awards under an all employee share plan will vest in accordance with the
terms of the plan and HMRC legislation.
The Committee may pay any statutory entitlements or settle or compromise claims in connection
with a termination of employment, where considered in the best interest of the Company.
Outplacement services and reimbursement of legal costs may also be provided.
REMUNERATION POLICY CONTINUED

101Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Legacy arrangements
In approving this Directors’ Remuneration Policy, authority is given to the Company to honour any commitments
entered into with current or former Directors that have been disclosed to and approved by shareholders in
previous remuneration reports. Details of any payments to former Directors will be set out in the annual report on
remuneration as they arise.
Consideration of pay conditions within the wider team
When making decisions on executive remuneration, the Committee takes into account pay conditions for the
Company as a whole, although it has not, to date, consulted directly with employees on this subject. The Committee
will review its approach to engaging with employees on remuneration matters and in particular to explain how the
pay for senior executives aligns to the pay practices for the workforce generally.
The Group has a strong ‘team culture‘ and accordingly there is consistency in how packages are structured across
the whole Senior Management team, with all Executive Directors and Senior Managers participating in the same
annual incentive plan.
However, there are some dierences in the structure of the remuneration policy for the Executive Directors
compared with other Senior Managers, which the Committee believes are necessary to relect the dierent levels
of responsibility. The two main dierences are the increased emphasis on variable pay for Executive Directors and
a greater focus on long term alignment (through additional holding periods for the long term incentive awards and
minimum shareholding guidelines). Within the wider group, all employees receive salary, beneits and pension and
are eligible to receive an annual bonus. Periodic reviews against market data are undertaken to ensure an appropriate
cascade of remuneration throughout the Group.
We are proud to be a Real Living Wage employer and this year, to provide additional support to our lower employees,
we have brought forward the increase to the RLW from the recommended date of 1 April 2023 to 1 January 2023.
Shareholder Views
The Committee values the views of the Company’s shareholders and takes into account guidance from shareholder
representative bodies.
As part of the Remuneration Policy review, the Committee engaged with the largest shareholders and the proxy
advisory bodies to understand their views on the proposed policy. Further details of this engagement are set out in
the Annual Statement.
Shareholder feedback received in relation to the AGM, as well as any additional feedback received during the year,
isconsidered as part of the Company’s annual review.

102 Motorpoint Group PLC | Annual Report and Accounts 2023
ANNUAL REPORT ON REMUNERATION
This part of the report has been prepared in accordance with Part 4 of The Large and Medium sized Companies and
Groups (Accounts and Reports) (Amendment) Regulations 2013 (as amended in 2018 and 2019) which amended
The Large and Medium sized Companies and Groups (Accounts and Reports) Regulations 2008, and 9.8.6R of the
Listing Rules. The annual report on remuneration, including the Chair's annual statement, will be put to an advisory
shareholder vote at our 2023 AGM.
Committee membership and attendance
During the year the Committee comprised:
Mary McNamara (Chair)
Adele Cooper
Keith Mansield
The Chair and CEO attend meetings by invitation but are not members of the Committee.
The Committee met ive times during the year and attendance is set out in the table on page 81.
Advice to the Committee
The Committee receives information and takes advice from inside and outside the Group. Internal support is provided by
the Company Secretary. The CEO and any other Director or employee may be invited to attend Committee meetings by
the Chair where relevant. No individual is present when matters relating to his or her own remuneration are discussed.
Following a formal review by the Committee during 2020, Korn Ferry was appointed as adviser to the Committee.
Korn Ferry is a signatory to the Remuneration Consultants’ Code of Conduct and has conirmed to the Committee
that it adheres in all respects to the terms of the Code. Fees paid to Korn Ferry during the year were £38,108 (ex VAT),
which relected the applicable hourly rates agreed with Korn Ferry. The Committee is satisied, following a discussion
involving all the members of the Committee, that the advice it received is objective and independent. Korn Ferry did
not provide any other services to the Company during the year.
Remuneration in FY23
Directors’ single igure of remuneration (audited)
The table below shows the aggregate emoluments earned by the Directors of the Company during FY23 and also sets
out the comparative information for FY22.
Period
Salary/fees
(£’000)
Beneits
1
(£’000)
Pension
(£’000)
Total ixed
remuneration
3
(£’000)
RSA
2
(£’000)
Bonus
(£’000)
Total variable
remuneration
(£’000)
Total
(£’000)
Mark Carpenter
FY23 360 2 36 398 270 140 410 808
FY22 350 2 35 387 262 329 591 978
Chris Morgan
FY23 263 2 8 273 197 102 299 572
FY22 255 2 8 265 191 240 431 696
John Walden
FY23 200 0 0 200 0 0 0 200
FY22
4
144 0 0 144 0 0 0 144
Mary McNamara
FY23 58 0 0 58 0 0 0 58
FY22 53 0 0 53 0 0 0 53
Adele Cooper
FY23 49 0 0 49 0 0 0 49
FY22 40 0 0 40 0 0 0 40
Keith Mansield
FY23 52 0 0 52 0 0 0 52
FY22 47 0 0 47 0 0 0 47
1. Relates to provision of family private medical insurance.
2. The face value on grant of the RSA awards is shown in the table above as there are no performance conditions other than underpins
tested on vesting.
3. This also includes the value of the discount oered in relation to the SAYE options granted during the year, which was worth £400.
4. From John Walden’s appointment on 10 January 2022, and includes a one-o fee of £100,000, the net amount of which has invested in
Company shares.

103Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Details of variable pay earned in the year (audited)
Annual bonus
Executive Directors were eligible for a maximum annual bonus payment of 100% of salary, subject to PBT, market
share growth, customer and employment engagement measures, along with selected strategic objectives.
The table below sets out the performance conditions and targets that were set in relation to FY23 and the
performance achieved.
Weighting Performance required
Performance
achieved
Payout of
element (%of
element
weighting)
Performance measure Threshold Targert Stretch
PBT 15% £20.5m £21.5m £23.65m £(0.3)m 0%
Growth in share of the market
weoperate in 20% +ve +0.2% +0.5% +0.44% 17.5%
Customer – NPS 17.5% 80 82 84 83.5 15.6%
STRATEGIC OBJECTIVES:
Cars sold per FTE 15% 74.7 76.7 78.7 71.0 0%
Sell your car 15% Budget Budget +10% Budget +20% <Budget 0%
ESG MEASURES:
Employee engagement 10% 1 star
1
2 star
1
3 star
1
1 star 2%
Environmental – getting EV ready,
EVs sold v 2022 7.5% 100% 150% 200% 136.8% 3.7%
Total 100% 38.8%
1. Employer star rating in the Best Companies b-Heard survey.
The bonus payout for FY23 is 38.8% of maximum, resulting in a bonus for the CEO of £140k and for the CFO of £102k,
which is payable entirely in cash.
Outstanding share awards, including details of awards granted during the year and awards vesting based on
performance to 31 March 2023 (audited)
The below table sets out details of the Executive Directors’ outstanding awards under the PSP, RSA and other
share schemes.
Name
Year of
grant Scheme
At
31 March
2022
Awards
granted
during the
period
Awards
exercised
during the
period
Awards
lapsed
during the
period
At
31 March
2023
Vesting
date
Exercise
price
Mark Carpenter FY20 2020 PSP 155,470 – – (155,470) 0
22 July 2022
–
FY21
2021 RSA 75,753 – – – 75,753
24 Aug 2023
–
FY22
2022 RSA 95,558 – – – 95,558
16 June 2024
–
FY23
2023 RSA – 128,627 – – 128,627
23 June 2025
–
FY20
2020 SAYE 1,565 – – – 1,565
1 Feb 2023
230.00p
FY21
2021 SAYE 1,298 – – – 1,298
1 Feb 2024
277.20p
FY22
2022 SAYE 1,304 – – – 1,304
1 Feb 2025
276.00p
FY23
2023 SAYE – 2,589 – – 2,589
1 Feb 2026
139.00p
Chris Morgan FY22
2022 RSA 69,621 – – – 69,621
16 June 2024
–
FY23
2023 RSA – 93,482 – – 93,482
23 June 2025
–
FY22
2022 SAYE 1,304 – – – 1,304
1 Feb 2025
276.00p
FY23
2023 SAYE – 2,589 – – 2,589
1 Feb 2026
139.00p
1 The 2020 PSP lapsed in full due to not meeting the EPS growth and market share growth targets set over the three year period to
31 March 2022.
2 The irst tranche of the RSA shares vest on their third anniversary of grant, at 50% of the award and then 25% vests on the fourth and ifth
anniversaries of grant.

104 Motorpoint Group PLC | Annual Report and Accounts 2023
Restricted Share Awards (‘RSAs’) (audited)
The Restricted Shares Award level for the Executive Directors is normally 75% of salary each year. In order for
Restricted Shares to vest, the Committee must be satisied that the business performance is robust and sustainable,
and that management has strengthened the business. The Restricted Shares ordinarily vest on the third, fourth and
ifth anniversaries of the grant (in 50%, 25% and 25% portions respectively). Awards are additionally subject to a
post vesting holding period during which time vested shares may not be sold (other than for tax) before ive years
fromgrant.
RSA 2021
RSAs in the form of nil cost options (‘Options’) granted under the rules of the PSP were based on the average of the
closing middle market quotations of the share price during the ive dealing days before grant, being 271.4 pence.
Date of grant
Grant level
as % of
salary
Shares
awarded
Share
price
Estimated value
on vesting
Face value
of award
Measurement
period for
performance
underpin Vesting schedule
Mark
Carpenter
24 August
2020
75% 75,753 271.4p
£205,593.64 £205,593.64 1 April 2020
to
31 March
2023
50% on
24 August 2023
25% on
24 August 2024
25% on
24 August 2025
1 Based on the three month average share price to 31 March 2023 of 141p.
2 Vested shares must be held until ive years from grant.
Assessment of performance condition:
The Committee carefully considered the achievement of the performance underpin (as described in the policy
section of this report) over the three inancial years to 31 March 2023 and noted the following:
• Signiicant progress in challenging market conditions despite extreme headwinds presented by the COVID-19
pandemic, microchip shortages, high inlation, soaring energy costs and interest rate increases
• Growth in market share in a shrinking market and increased turnover
• Customer satisfaction at industry leading levels
• Opening of six new stores, Home Delivery and Sell Your Car and signiicant investment in digital capability
• Strong progress against ESG strategy
On this basis, the Committee concluded that the performance underpin had been achieved and that there was
no need to scale back the number of vested awards. The Committee also considered the overall value of awards
on vesting and speciically the fall in share price over the period, and concluded that there was an appropriate
link between reward and performance, and alignment of interest between management and shareholders over
theperiod.
RSA 2022
RSAs in the form of nil cost options (‘Options’) granted under the rules of the PSP were based on the average of the
closing middle market quotations of the share price during the ive dealing days before grant, being 274.7 pence.
RSA 2023
RSAs in the form of nil cost options (‘Options’) granted under the rules of the PSP were based on the average of the
closing middle market quotations of the share price during the ive dealing days before grant, being 210.2 pence.
Date of grant
Grant level as
% of salary
Shares
awarded Share price
Face value
of award
Measurement period for
performance underpin
Mark Carpenter 22 June 2022 75% 128,627 210.2p
£270,375.00 1 April 2022 to
31 March 2025
Chris Morgan 22 June 2022 75% 93,482 210.2p
£196,500.00 1 April 2022 to
31 March 2025
ANNUAL REPORT ON REMUNERATION CONTINUED

105Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Save As You Earn (‘SAYE’) (audited)
In December of each year since 2016, Motorpoint has launched a SAYE scheme for all permanent employees. For the
FY23 scheme, eligible employees are invited to subscribe for options over the Company’s shares at an exercise price
representing a 10% discount to the average closing mid market price of the shares over the three day period ending
the dealing day before the invitation date. The maximum subscription oered is £3,600 (equivalent to £100 per
month over the 36 month saving period).
Date of grant
SAYE options
awarded
Exercise
price
Face value
of award
1
Date on which exercisable
Mark Carpenter 22 December 2022 2,589 139.0p £3,999 Between 1 February 2026
and 31 July 2026
Chris Morgan 22 December 2022 2,589 139.0p £3,999 Between 1 February 2026
and 31 July 2026
1. Face value of award based on number of SAYE options granted and a share price of 154.7p being the average closing mid market price of
the shares over the three day period ending the dealing day before the invitation date.
Payments to past Directors and payments for loss of oice (audited)
There have been no payments to past directors and no payments for loss of oice during the year.
Table of Directors’ share interests (audited)
The share interests of each Director as at 31 March 2023 (together with interests held by his or her connected
persons) are set out in the table below.
Executive Directors are required by the policy to hold shares to the value of 200% of salary and must retain 50% of
any outstanding PSP award vesting or any Restricted Shares vesting (net of any taxes due) until this guideline is met.
Additionally, the Non-Executive Directors are encouraged to hold shares to the value of 100% of their annual fee.
Shareholdings are set out as a percentage of salary or fees in the table below.
At 31 March 2023
Name
Beneicially
owned
shares
1
Unvested
Restricted
Share Awards
Vested
unexercised
SAYE options Total
Percentage of
salary/fees
2
Executive Directors
Mark Carpenter 8,881,693 299,938 6,756 9,188,387 3,474%
Chris Morgan 13,445 163,103 3,893 180,441 7%
Non-Executive Directors
John Walden 137,000 – – 137,000 97%
Mary McNamara 65,500 – – 65,500 161%
Adele Cooper 13,327 – – 13,327 39%
Keith Mansield 36,876 – – 36,876 99%
1. Some of these shares may be held through nominees.
2. Calculated as the value of all fully owned shares held at 31 March 2023, valued using the three month average share price over the period
to 31 March 2023 (141p), divided by base salary as eective 31 March 2023.
During the period from 31 March 2023 to the publication of this report, there have been no changes in the Directors’
share interests.
None of the Directors hold any loans against their shares or otherwise use their shares as collateral.
External directorships
None of the Executive Directors currently hold non-executive directorships at any other listed companies.
Total shareholder return and Chief Executive Oicer earnings history
The chart in this section shows the Company’s total shareholder return performance compared with that of the FTSE
SmallCap Index over the period from the date of the Company’s admission onto the London Stock Exchange to
31March 2023.
The FTSE SmallCap Index has been chosen as an appropriate comparator as it is the index of which the Company is
aconstituent.

106 Motorpoint Group PLC | Annual Report and Accounts 2023
ANNUAL REPORT ON REMUNERATION CONTINUED
Total shareholder return and Chief Executive Oicer earnings history continued
Motorpoint FTSE SmallCap
31 Mar 2017 31 Mar 2018 31 Mar 2019 31 Mar 2020 31 Mar 2021 31 Mar 2022 31 Mar 202312 May 2016
140
160
180
200
120
100
80
60
40
20
Value of £100 Invested at IPO (£)
£100 Invested TSR
0
The total remuneration igure for the CEO since 9 May 2016 is shown in the table below, along with the value of
bonuses paid, and LTIP vesting, as a percentage of the maximum opportunity. Mark Carpenter has been CEO for the
entire period.
FY17 FY18 FY19 FY20 FY21 FY22 FY23
Total remuneration (£’000) 262 443 287 410 466 978 808
Annual bonus (% of maximum) 0% 61% 0% 39% 0% 94% 38.8%
LTIP vesting (% of maximum) N/A
1
N/A
1
0% 0% 0% 0% 100%
2
1. No long term incentive awards were eligible to vest over the relevant period.
2. Restricted shares subject to a performance underpin.
Change in remuneration of Directors and employees
The table below compares the dierence in remuneration payable to the Directors over the period FY20 to FY23
to the average employee of the Company. For the purpose of this disclosure, these igures have been compiled
comparing the average of all employees in the corresponding periods separately and are based on annualised
igures for each year.
FY22 vs FY23 FY21 vs FY22 FY20 vs FY21
Base
salary/fees
% change
Beneits
% change
Annual
bonus %
change
3
Base
salary/fees
% change
Beneits %
change
Annual
bonus %
change
3
Base
salary/fees
% change
Beneits
% change
Annual
bonus %
change
3
Mark Carpenter (CEO) 3.0% 0% (57.0)% 51.5% 0% 100.0% (15.7)% 0% (100.0)%
Chris Morgan (CFO)
1
3.0% 0% (57.0)% N/A N/A N/A N/A N/A N/A
John Walden
2
N/A N/A N/A N/A N/A N/A N/A N/A N/A
Adele Cooper
4
22.5% 0% 0% 5.3% 0% 0% N/A N/A N/A
Keith Mansield 10.6% 0% 0% 17.5% 0% 0% N/A N/A N/A
Mary McNamara 9.4% 0% 0% 8.2% 0% 0% (7.5)% 0% 0%
Average employee in
the Group 10.6% 0% 11.6% 8.5% 14.6% 41.4% 4.5% 3.0% (4.5)%
1. Chris Morgan joined the Board in January 2021.
2. John Walden joined the Board in January 2022.
3. Includes performance related commission for employees; Executive Directors elected not to take an annual bonus in 2021.
4. Adele Cooper's increase also relects taking on the additional role of Chair of the ESG Committee in FY23.

107Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
CEO to employee pay ratio (The Companies (Miscellaneous Reporting) Regulations 2018)
The table below discloses the ratio between the CEO’s remuneration and Motorpoint’s wider workforce.
FY Method
25th
percentile
pay ratio
Median
pay ratio
75th
percentile
pay ratio
2023 Option A 29.5:1 25.8:1 15.5:1
2022 Option A 31.3:1 28.3:1 16.4:1
2021 Option A 17.6:1 15.8:1 10.7:1
2020 Option A 20.5:1 18.0:1 10.25:1
Disclosure of employee data used to calculate the ratio for FY23:
25th
percentile
£’000
Median
£’000
75th
percentile
£’000
Total pay and beneits of employees £26,004 £30,363 £51,129
Basic salary of employees £20,342 £24,310 £28,177
The table above sets out the CEO pay ratio for each inancial year from FY20. The CEO pay is compared to the pay of
our UK employees at the 25th, 50th and 75th percentile, calculated by reference to 31 March 2023.
In line with last year’s calculation, the ratios have been calculated in accordance with Option A, as this is considered
to be the most accurate method of calculation.
CEO pay has been calculated using the total single igure. The total pay for the employees comprises full time
equivalent salary, beneits, pension and annual bonus payments relating to FY23 performance.
At 25.8:1, the median CEO pay ratio has decreased for FY23 compared to FY22; this is primarily due to higher average
pay increases across the workforce. The previous year had seen an increase in the ratio, primarily due to a bonus
being paid to the CEO in FY22 compared to FY21 where no bonus was paid out.
The Committee is satisied the ratios are representative of Motorpoint’s pay and reward policies, taking into account
that the reward policies and practices across the Group are considered by the Committee in the design and
implementation of the remuneration policy each year for the Executive Directors.
Relative importance of spend on pay
The following table sets out the percentage change in employee costs, dividends paid and share buyback in FY23
compared to the prior year.
FY22
(£m)
FY23
(£m)
Percentage
change
Total employee remuneration 34.7 36.2 4.3%
Dividends paid 0 0 0%
Share buyback 0 0 0%
Statement of shareholder voting (2022 AGM voting)
The following table shows the voting results at the Company’s 2022 AGM in respect of the resolution on the
Remuneration Report for FY22 and the voting results at the 2020 AGM in respect of the resolution to approve the
current Directors’ Remuneration Policy.
Votes cast
% votes
for
% votes
against
Votes
withheld
Directors’ Remuneration Report FY22 (2022 AGM) 99.4 0.6 5,300
Directors’ Remuneration Policy FY20 (2020 AGM) 93.1 6.9 37,500
Implementation of the policy in FY24
A summary of how the remuneration policy will be applied during the forthcoming inancial year is set out here.

108 Motorpoint Group PLC | Annual Report and Accounts 2023
Base salaries
Salaries will be increased by 3%, which is less than the average increase for the workforce for FY23 of 5%.
1 April 2022 1 April 2023
Percentage
change
Mark Carpenter £360,500 £371,315 3%
Chris Morgan £262,650 £270,529 3%
Beneits and pension
No changes are proposed to the provision beneits. Executive Directors will continue to receive family private medical
insurance, and a company car. Pension contributions (or cash in lieu of pension) will be 3% of salary for the CFO. The
CEO’s pension will reduce from 10% of salary to 3%, eective from the date of the 2023 AGM.
Annual bonus
The annual bonus opportunity will remain at 100% of salary and is based on performance measures aligned to the
business strategy. Whilst we still believe that there should be a signiicant element based on non-inancial strategic
measures, we have determined that the weighting on inancial measures, together with market share growth, should
be increased to 70%. Measures are as follows: PBT, market share growth, sales attributed to digital leads, customer
satisfaction, and employee engagement. Inaddition, we have introduced an environmental metric based on the
reduction of Scope 1 & 2 emissions.
The Committee considers the forward looking targets to be commercially sensitive as they relate to the current inancial
year, but full disclosure of targets and performance against them will be provided in next year’s annual report.
Long term incentives
Restricted Share Awards will be made over shares equivalent to 75% of salary for both Executive Directors. The
Committee recognises the recent weakness in the share price and considered whether a scale back of award
level would be appropriate. However, the Committee noted that Executive Directors have shared the downside
experience alongside shareholders through the lower value of shareholdings and historic Restricted Share Awards.
The Committee therefore considers maintaining the award level will allow the Executive Directors to be appropriately
incentivised to deliver long term shareholder value through the successful execution of the strategy.
In order for Restricted Shares to vest, the Committee must be satisied that business performance is robust and
sustainable and that management has strengthened the business. In assessing this performance condition, the
Committee will consider inancial and non-inancial KPIs, including ESG performance, as well as delivery against
strategic priorities. To the extent it is not satisied that this performance condition is met, the Committee may scale back
the level of vested awards, including to zero. This performance assessment will take place at the end of the third year.
The shares will vest 50%, 25% and 25% at years three, four and ive, respectively, subject to the achievement of the
underpin. All vested awards would need to be held (other than sales to pay any tax) for a total of ive years from grant.
Chair and Non-Executive Directors’ fees
The fees payable to the NEDs of the Company are as follows. The fees payable to the Chair and NEDs for FY24 will increase
by 3% to £206,000 and £46,350 respectively, and the fees for additional responsibilities have also been increased.
Non-Executive Chair £206,000
Other NEDs £46,350
Additional responsibility fees:
Chair of the Remuneration Committee £7,725
Chair of the Audit Committee £7,725
Chair of the ESG Committee £3,865
Senior Independent Director £5,150
This report was approved by the Board on 14 June 2023 and is signed on its behalf by:
Mary McNamara
Remuneration Committee Chair
14 June 2023
ANNUAL REPORT ON REMUNERATION CONTINUED

109Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
The Directors present their report, together with the audited inancial statements of the Group and the Company,
forthe year ended 31 March 2023.
The Directors’ report comprises the Board biographies (on pages 76 and 77), the Corporate Governance report
(frompage 76 to page 108), the Directors’ report (from page 109 to page 113) and the Shareholder information
section (on page 162).
The following information is provided in other appropriate sections of the annual report and is incorporated by the
following references:
Information Reported in
Page
numbers
Likely future developments and
performance of the Company Strategic report 14
Employee engagement Strategic report 30
SECR Strategic report 36 - 39
Stakeholder engagement Strategic report 29
Corporate Governance statement 76 - 81
Directors Board leadership and purpose 79 - 80
Remuneration report – Directors’ beneicial
interests and shareholding requirements 105
Viability Statement Strategic report 66
Details of Long Term Incentive Plan Remuneration report 103 - 104
Accounting policies Financial statements 126 - 134
Financial instruments Financial statements 145 - 148
Financial risk management Financial statements 145 - 148
Composition/operation of Board and committees Corporate Governance report 79 - 81
Articles of Association
Any amendments to the Company’s Articles of Association may only be made by passing a special resolution at a
general meeting of the shareholders of the Company.
Directors
The names of Directors who served during or served the end of the year of their period of appointment, are listed on
pages 76 and 77, together with details of each Director’s skills, experience and current external appointments.
Directors’ indemnities and insurance
The Company’s Articles of Association provide for the Directors and oicers to be appropriately indemniied subject
to the provisions of the Companies Act 2006. The Company also holds directors’ and oicers’ liability insurance
cover in place for the year and up to the date of signing this report.
Independent auditors
PricewaterhouseCoopers LLP acted as auditors throughout the year. In accordance with Section 489 and Section 492 of
the Companies Act 2006, resolutions proposing the reappointment of PricewaterhouseCoopers LLP as the Company’s
auditors and authorising the Directors to determine the auditor’s remuneration will be put to the 2023 AGM.
Donations and political expenditures
No political donations were made by the Company during the year and no contributions were made by the Company
during the year to any non-UK political party.
Employees with disabilities
Motorpoint is an equal opportunities employer and our culture is one that promotes excellence and celebrates
success. We are committed to eliminating discrimination and encouraging diversity. We take pride in having a
workplace which celebrates diversity. Our aim is that our people will be truly representative of all sections of society
and relect the diverse customer base that we enjoy.
DIRECTORS’ REPORT

110 Motorpoint Group PLC | Annual Report and Accounts 2023
Employees with disabilities continued
It is important that each person feels respected and is able to perform to the best of their ability – we do not tolerate
any form of discrimination and actively promote equal opportunities. Motorpoint proudly employs a number of
people with a registered disability and gives full and fair consideration to new applications for employment made
by disabled persons; this also includes internal promotions throughout the business. Our training and development
interventions are available to all employees and we ensure reasonable adjustments are made for new and existing
team members, should they be required, to accommodate their needs and deliver a safe and welcoming
work environment.
This support applies throughout an employee’s career with us, and should an individual ind their circumstances
change and they become disabled during their employment we would ensure total support and inclusion.
Research and development
The Company does not engage in research and development.
Existence of brands outside the UK
The Company has no stores outside the UK.
Workforce engagement
The Board recognises its various legal, iduciary, statutory and governance obligations and duties in relation to
stakeholder engagement, including those in respect of its own workforce. Mary McNamara, the Chair of Motorpoint’s
Remuneration Committee, is the designated Non-Executive Director with responsibility to engage with (and oversee
engagement with) employees and involve relevant views and experiences in Board discussion and decision making
(the ‘Designated NED for Workforce Engagement’). As the Designated NED for Workforce Engagement, Mary engages
with (and oversees engagement with) employees in ways that are most eective in discerning relevant views and
understanding their experiences.
Engagement with other stakeholders
In the discharge of their various legal, statutory and governance obligations and duties, the Directors have
endeavoured to act to promote the success of the Group for the beneit of its members as a whole, and in doing so
have regard for the interests of its various stakeholders. Details of the various stakeholder groups and their associated
engagement strategies are provided on page 29 of this report. The Board ensures, in its discussion of relevant
matters, that stakeholder interests are considered in related discussions and decision making processes and inform
policies and procedures.
Substantial shareholdings
Information provided to the Company by substantial shareholders pursuant to the DTR is published via a Regulatory
Information Service. As at 31 March 2023, the Company has been notiied of the interests as set out below in its
issued share capital. All such share capital has the right to vote at general meetings.
Shareholder as at 31 March 2023
No. of
ordinary
shares
%
of issued
shares
Immersion Capital 17,647,958 19.57
abrdn 9,016,374 9.99
Mark Carpenter 8,881,693 9.85
Forager Capital Management 8,128,643 9.01
LVO Global Asset Management SA 4,771,560 5.29
Mark Morris 4,227,213 4.69
Punch Card Capital LP 2,910,815 3.23
The shareholdings of Motorpoint Group Plc Directors are listed within the Directors’ Remuneration Report.
Powers of the Directors
The powers of the Directors are set out in the Companies Act 2006 and the Company’s Articles of Association. The
Directors were granted authority to issue and allot shares at the 2022 AGM. Shareholders will be asked to renew these
authorities in line with the latest institutional shareholder guidelines at the 2023 AGM.
DIRECTORS’ REPORT CONTINUED

111Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Appointment and replacement of Directors
With regard to the appointment and replacement of Directors, the Company is governed by the Articles of
Association (the ‘Articles’), the 2018 Code, the Companies Act 2006 and related legislation. Directors can be
appointed by the Company by ordinary resolution at a general meeting, or by the Board. If a Director is appointed
by the Board, such Director will hold oice until the next AGM and shall then be eligible subject to Board
recommendation, for election at that meeting.
In accordance with Provision 18 of the 2018 Code, each of the Directors, being eligible, will oer themselves for
election or re-election at this year’s AGM (subject to any retirements). The Company can remove a Director from
oice, either by passing a special resolution or by notice being given by all the other Directors.
Dividends
No dividends (interim or inal) were paid, and no dividend is recommended by the Board.
Share capital
As at 31 March 2023, the Company’s issued share capital comprised 90,189,885 Ordinary Shares with a nominal value
of £0.01 each.
Ordinary shares
The holders of ordinary shares are entitled to one vote per share at meetings of the Company. All ordinary shares,
other than those held from time to time in Treasury, are freely transferable and rank pari passu for voting and dividend
rights. The Company is not aware of any agreements between holders of shares that result in any restrictions.
Employee Beneit Trust
As at 31 March 2023, the Motorpoint Employee Beneit Trust held 1,686,307 ordinary shares (FY22: 1,372,677).
Further information about share capital can be found in note 28 of the inancial statements.
Change of control provisions
The Directors are not aware of there being any signiicant agreements that contain any material change of control
provisions to which the Company is a party other than in respect of the inancing facility which expires in May 2024.
Under the terms of the facility, and in the event of a change of control of the Company, the bank can withdraw
funding and all outstanding loans, accrued interest and other amounts due and owing become payable within 30
days of the change. No person holds securities carrying special rights regarding control of the Company.
Purchase of own shares
At the Company’s AGM on 27 July 2022, shareholders approved an authority for the Company to make market
purchases of its own shares up to a maximum of 9,018,988 shares (being approximately 10% of the issued share
capital at that time) at prices not less than the nominal value of each share (being £0.01 each). No use was made of
this authority during the period. The Company intends to renew this authority at its 2023 AGM.
Allotment of shares
At the Company’s AGM on 27 July 2022, shareholders approved an authority for the Company to allot ordinary shares
up to a maximum nominal amount of £300,632 (being approximately one third of the Company’s issued share capital
at that time) increasing to £601,265 (being approximately two thirds of the Company’s issued share capital at that
time) in the case of a rights issue. The Company intends to renew this authority at its 2023 AGM.
Acquisitions of other companies’ shares
The Company did not purchase or acquire the shares of another company in the year ended 31 March 2023; nor
did any nominee of the Company or another company do so with the Company’s inancial assistance; nor did the
Company take a lien or other charge on shares of another company.
Subsequent events
The Group’s 20th store opened in Ipswich in May 2023.
Arrangements relating to the unsecured loan facility provided by Santander UK PLC (£35.0m) were extended in
June 2023 to June 2026 (previously May 2024), with the option to extend for two further one year periods if agreed
by both parties.

112 Motorpoint Group PLC | Annual Report and Accounts 2023
Disclosure table pursuant to Listing Rule LR 9.8.4R
In accordance with LR 9.8.4R, the table below sets out the location of the information required to be disclosed,
whereapplicable.
Listing Rule Information to be included Disclosure
9.8.4(1) Interest capitalised by the Group. None.
9.8.4(2) Unaudited inancial information (LR 9.2.18R). None.
9.8.4(4) Long term incentive scheme information
involving Board Directors (LR 9.4.3R).
Details can be found on pages 103 and 104 of the Directors’
Remuneration Report.
9.8.4(5) Waiver of emoluments by a Director. None.
9.8.4(6) Waiver of future emoluments by a Director. None.
9.8.4(7) Non-pre-emptive issues of equity for cash. None.
9.8.4(8) Non-pre-emptive issues of equity for cash in
relation to major subsidiary undertakings.
None.
9.8.4(9) Listed company is a subsidiary of another
company.
Not applicable.
9.8.4(10) Contracts of signiicance involving a
Director or a controlling shareholder.
None.
9.8.4(11) Contracts for the provision of services by a
controlling shareholder.
None.
9.8.4(12) Shareholder waiver of dividends. The trustees of the Motorpoint Group Plc Employee Share
Trust have a dividend waiver in place in respect of ordinary
shares which are its beneicialproperty.
9.8.4(13) Shareholder waiver of future dividends. The trustees of the Motorpoint Group Plc Employee Share
Trust have a dividend waiver in place in respect of ordinary
shares which are its beneicialproperty.
9.8.4(14) Agreement with controlling shareholder. None.
Going concern
In accordance with the UK Corporate Governance Code 2018, the Board has assessed the prospects of the Group
over a period in excess of 12 months from the date of signing the Group inancial statements as required by the
‘Going Concern’ provision, by selecting an 18 month period from signing, to December 2024, which takes into
account the Group’s current position and the potential impact of the principal risks and uncertainties as set out on
pages 67 to 72.
In making their assessment the Directors considered the Group’s current balance sheet, and operational cash lows,
the availability of facilities, and stress testing of the key trading assumptions within the Group’s plan. Three scenarios
were modelled with the outcomes as follows:
Scenario Outcomes
Base Case
Based upon the Group’s most recent approved forecasts.
The Group is not in breach of any inancial
covenants and is not in a drawdown position
on the RCF at the end of the going concern
period. The Group is able to meet all forecast
obligations as they fall due for the going
concern period.
Sensitised
A severe, plausible, downside scenario including reducing revenue
(26% from base case) and incorporating an above inlation cost
increase of 17% from base case.
The Group is not in breach of any inancial
covenants at the end of the going concern
period. The Group is able to meet all forecast
obligations as they fall due for the going
concern period.
DIRECTORS’ REPORT CONTINUED

113Motorpoint Group PLC | Annual Report and Accounts 2023
Financial Statements
Strategic Report
Governance
Scenario Outcomes
Reverse Stress Test
A scenario created to model the circumstances required to breach
the Group’s banking covenants within the going concern period.
The Board considered a range of combined scenarios and
potential impacts in preparing the stress test. The below scenario
was analysed:
Reducing revenue (33% decrease from the base case) and
increasing ixed costs (35% increase over and above the forecasts
in the base case).
This scenario is designed to result in a
covenant breach within the assessed going
concern period.
Management believes the combination of
severe downsides to be remote, and that
there are numerous mitigating factors over
and above those built into the reverse stress
test modelling which the Board would
consider to avoid a covenant breach.
The selection of the assumptions for the sensitised case is inherently subjective, and whilst the Board considered
these assumptions to relect a severe but plausible downside scenario, the future impact of economic downturn,
interest rate rises or inlating overhead costs is impossible to predict with absolute accuracy.
Whilst the same applies to the reverse stress test, we note that this scenario is speciically designed to demonstrate
the point at which the covenants breach during the going concern period. The reverse stress test relects, in the
Board’s opinion, a remote circumstance and numerous mitigating factors could be implemented to avoid a covenant
breach in this scenario.
Scenario modelling has been considered throughout the year and at year end by management to formulate
response options against moderate or severe downturns in sales volumes, potential margin pressures and possible
cost challenges.
During FY23, the Group maintained its available headroom by successfully extending its terms on its revolving credit
facility which stands at £29.0m. The Group also has an uncommitted overdraft facility of £6.0m which remains in place
and was undrawn at the year end. Both are until June 2026 with the option to extend for two further one year extensions
if agreed by both parties. With respect to the Group’s stocking facilities these are unchanged from FY22 at £195.0m
which the Board deem appropriate given current market conditions over the stabilisation of vehicle price inlation.
In the eventuality of a period of prolonged economic downturn resulting in material reductions in sales volume or
prices as well as rising overhead costs, it is possible that the Group would need to negotiate changes to its current
banking covenants, but such an extreme downturn is not currently considered plausible.
The Group continues to consider and monitor further potential mitigation actions it could take to strengthen its cash
position and reduce operating costs in the event of a more severe downside scenario. Such cost reduction and cash
preservation actions would include but are not limited to: reducing spend on speciic variable cost lines including
marketing and branch trading expenses; team costs, most notably sales commissions; pausing new stock commitments;
and extending the period for which expansionary capital spend, dividends and share buybacks are suspended.
The Group has continued to demonstrate a lexible approach to trading and despite the ongoing constriction in the
supply of new vehicles, which is expected to continue into FY24, we have been able to use our market position to
access more stock to satisfy customer demand, both online and in branch.
The Directors have also made use of the post year end trading performance to provide additional assurance that no
stores require an impairment provision. While only a short period has passed since the year end, this evidence adds
comfort to the strength of the Group in an active market.
Based on this assessment, the Board conirms it has a reasonable expectation that the Group will be able to continue
in operation and meet its liabilities as they fall due over the going concern period.
The Board has determined that the 18 month period constitutes an appropriate period over which to provide its going
concern assessment. Whilst the Board has no reason to believe the Group will not be viable over a longer period,
given the inherent uncertainty involved we believe this presents users of the Annual Report and Accounts with a
reasonable degree of conidence while still providing a medium term perspective.
The annual report was approved by the Board on 14 June 2023.
Signed on behalf of the Board
Chris Morgan
Chief Financial Oicer
14 June 2023

114 Motorpoint Group PLC | Annual Report and Accounts 2023
STATEMENT OF DIRECTORS’ RESPONSIBILITIES
The Directors are responsible for preparing the Annual Report and Accounts and the inancial statements in
accordance with applicable law and regulation.
Company law requires the Directors to prepare inancial statements for each inancial year. Under that law the
Directors have prepared the Group inancial statements in accordance with UK adopted international accounting
standards and the Company inancial statements in accordance with United Kingdom Generally Accepted
Accounting Practice (United Kingdom Accounting Standards, comprising FRS 102 ‘The Financial Reporting Standard
applicable in the UK and Republic of Ireland’, and applicable law).
Under company law, Directors must not approve the inancial statements unless they are satisied that they give
a true and fair view of the state of aairs of the Group and Company and of the proit or loss of the Group for that
period. In preparing the inancial statements, the Directors are required to:
• Select suitable accounting policies and then apply them consistently
• State whether applicable UK adopted international accounting standards have been followed for the Group inancial
statements and United Kingdom Accounting Standards, comprising FRS 102 have been followed for the Company
inancial statements, subject to any material departures disclosed and explained in the inancial statements
• Make judgements and accounting estimates that are reasonable and prudent
• Prepare the inancial statements on the going concern basis unless it is inappropriate to presume that the Group
and Company will continue in business
The Directors are responsible for safeguarding the assets of the Group and Company and hence for taking reasonable
steps for the prevention and detection of fraud and other irregularities.
The Directors are also responsible for keeping adequate accounting records that are suicient to show and explain
the Group’s and Company’s transactions and disclose with reasonable accuracy at any time the inancial position of
the Group and Company and enable them to ensure that the inancial statements and the Directors’ Remuneration
Report comply with the Companies Act 2006.
The Directors are responsible for the maintenance and integrity of the Company’s website. Legislation in the
United Kingdom governing the preparation and dissemination of inancial statements may dier from legislation
in other jurisdictions.
Directors’ conirmations
The Directors consider that the Annual Report and Accounts, taken as a whole, is fair, balanced and understandable
and provides the information necessary for shareholders to assess the Group’s and Company’s position and
performance, business model and strategy.
Each of the Directors, whose names and functions are listed in the Board of Directors section of the Governance
report on pages 76 and 77 conirm that, to the best of their knowledge:
• The Group inancial statements, which have been prepared in accordance with UK adopted international
accounting standards, give a true and fair view of the assets, liabilities, inancial position and loss of the Group
• The Company inancial statements, which have been prepared in accordance with United Kingdom Accounting
Standards, comprising FRS 102, give a true and fair view of the assets, liabilities and inancial position of
theCompany
• The Strategic Report includes a fair review of the development and performance of the business and the position
of the Group and Company, together with a description of the principal risks and uncertainties that it faces
In the case of each Director in oice at the date the Directors’ report is approved:
• So far as the Director is aware, there is no relevant audit information of which the Group’s and Company’s auditors
are unaware
• They have taken all the steps that they ought to have taken as a Director in order to make themselves aware of any
relevant audit information and to establish that the Group’s and Company’s auditors are aware of that information.

Strategic Report
Financial Statements
Governance
Motorpoint Group PLC | Annual Report and Accounts 2023 115
Financial
statements
116 Independent auditors’ report
122 Consolidated statement of comprehensive income
123 Consolidated balance sheet
124 Consolidated statement of changes in equity
125 Consolidated cash low statement
126 Notes to the consolidated inancial statements
154 Company balance sheet
155 Company statement of changes in equity
156 Notes to the company inancial statements
160 Alternative performance measures (’APM
s’)
161 Glossary
162 Shareholder information & advisers

116 Motorpoint Group PLC | Annual Report and Accounts 2023
INDEPENDENT AUDITORS’ REPORT
TO THE MEMBERS OF MOTORPOINT GROUP PLC
Report on the audit of the inancial statements
Opinion
In our opinion:
• Motorpoint Group Plc’s group inancial statements and company inancial statements (the “inancial statements”)
give a true and fair view of the state of the group’s and of the company’s aairs as at 31 March 2023 and of the
group’s loss and the group’s cash lows for the year then ended;
• the group inancial statements have been properly prepared in accordance with UK-adopted international
accounting standards as applied in accordance with the provisions of the Companies Act 2006;
• the company inancial statements have been properly prepared in accordance with United Kingdom Generally
Accepted Accounting Practice (United Kingdom Accounting Standards, including FRS 102 “The Financial
Reporting Standard applicable in the UK and Republic of Ireland”, and applicable law); and
• the inancial statements have been prepared in accordance with the requirements of the Companies Act 2006.
We have audited the inancial statements, included within the Annual Report and Accounts (the “Annual Report”),
which comprise: the consolidated balance sheet and company balance sheet as at 31 March 2023; the consolidated
statement of comprehensive income, the consolidated cash low statement, the consolidated statement of changes
in equity and the company statement of changes in equity for the year then ended; and the notes to the inancial
statements, which include a description of the signiicant accounting policies.
Our opinion is consistent with our reporting to the Audit Committee.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (“ISAs (UK)”) and applicable law.
Our responsibilities under ISAs (UK) are further described in the Auditors’ responsibilities for the audit of the inancial
statements section of our report. We believe that the audit evidence we have obtained is suicient and appropriate to
provide a basis for our opinion.
Independence
We remained independent of the group in accordance with the ethical requirements that are relevant to our audit of
the inancial statements in the UK, which includes the FRC’s Ethical Standard, as applicable to listed public interest
entities, and we have fulilled our other ethical responsibilities in accordance with these requirements.
To the best of our knowledge and belief, we declare that non-audit services prohibited by the FRC’s Ethical Standard
were not provided.
Other than those disclosed in note 8 to the consolidated inancial statements, we have provided no non-audit
services to the company or its controlled undertakings in the period under audit.
Our audit approach
Overview
Audit scope
• We conducted audit work over Motorpoint Limited (the Group’s trading company) and Motorpoint Group Plc (the
Company) which together accounted for 100% of the Group’s revenue and loss before tax.
Key audit matters
• Inventory valuation (group)
• Carrying value of investment in subsidiary undertakings (parent)
Materiality
• Overall group materiality: £1,080,000 (2022: £1,075,000) based on 0.075% of revenue (2022: 5% of proit
beforetax).
• Overall company materiality: £918,000 (2022: £914,000) based on 1% of total assets, restricted by component
materiality allocation.
• Performance materiality: £810,000 (2022: £806,000) (group) and £688,500 (2022: £686,000) (company).
The scope of our audit
As part of designing our audit, we determined materiality and assessed the risks of material misstatement in the
inancial statements.

117Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
Key audit matters
Key audit matters are those matters that, in the auditors’ professional judgement, were of most signiicance in the audit
of the inancial statements of the current period and include the most signiicant assessed risks of material misstatement
(whether or not due to fraud) identiied by the auditors, including those which had the greatest eect on: the overall audit
strategy; the allocation of resources in the audit; and directing the eorts of the engagement team. These matters, and any
comments we make on the results of our procedures thereon, were addressed in the context of our audit of the inancial
statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.
This is not a complete list of all risks identiied by our audit.
The key audit matters below are consistent with last year.
Key audit matter How our audit addressed the key audit matter
Inventory valuation (group)
Refer to the Audit Committee report
and note 4 to the consolidated inancial
statements. Management have calculated
the provision based on historical data and
then applied judgement regarding future
sales levels and margins to determine an
appropriate overlay for retail stock. Given
the magnitude of inventory balances and
the estimation uncertainty as to future
selling prices and therefore margins,
there is a risk that inventory is being
carried in excess of net realisable value.
• We have veriied the mathematical accuracy of management’s models
used to calculate the inventory provision, agreeing historical data used
within the model back to prior year audited data.
• We have tested a sample of inputs used in management’s models to
appropriate third party evidence.
• We have challenged the time period of historical data used within the
calculation and sensitised the time period to assess the impact.
• We have reviewed and challenged management’s forecast margins
post year end.
• We have reviewed sales and margins post year end, and tested this
data to supporting evidence, to understand actual loss making sales
post year end.
• We have assessed the impact of this on the remaining population
of unsold vehicles in order to estimate the total loss making sales in
relation to vehicles held in stock as at 31 March 2023.
• We have reviewed the levels of loss making sales year on year and
compared this with the adequacy of management's stock provisioning.
• Based on the procedures performed, we consider the carrying value of
inventory to be materially consistent with the evidence obtained.
Carrying value of investment in
subsidiary undertakings (parent)
Refer to note 3 to the company
inancial statements. As at 31 March
2023 the parent Company's balance
sheet includes investments of £102.3m
(FY22: £101.4m). Annually, the Directors
consider whether any events or
circumstances have occurred that
could indicate that the carrying amount
of ixed asset investments may not
be recoverable. Management have
identiied an impairment trigger in
the year, therefore management have
performed an impairment review over
the carrying value oftheinvestment.
• We have agreed the cash low forecasts used in the impairment model
to the board approved budget.
• We have compared the forecasts used in the above to actual post year
end data.
• We have challenged key assumptions used in management's model
and reviewed sensitivities to assess the impact on headroom.
• We have veriied the mathematical accuracy of management's model.
The impairment assessment performed shows headroom between
the carrying value of the investment and the discounted future cash
lows, and continues to show headroom even when downside scenario
sensitivities are applied.
• We have also compared the carrying value to market capitalisation as
at 31 March 2023.
• No impairment was identiied. We consider the carrying value of
investment in subsidiaries to be consistent with the evidence obtained.
How we tailored the audit scope
We tailored the scope of our audit to ensure that we performed enough work to be able to give an opinion on the
inancial statements as a whole, taking into account the structure of the group and the company, the accounting
processes and controls, and the industry in which they operate.
The Group and all of its subsidiaries are based in the UK. There is one trading entity, Motorpoint Limited, which has
19 open retail sites, as at 31 March 2023, across the UK. Motorpoint Limited and Motorpoint Group Plc, the Company,
were considered to be signiicant components, due to their contribution to the Group inancial statements. Full
scope audits were carried out on both of these components. The audit work performed over Motorpoint Limited and
Motorpoint Group Plc gave us the evidence we needed for our opinion on the Group inancial statements as a whole.

118 Motorpoint Group PLC | Annual Report and Accounts 2023
INDEPENDENT AUDITORS’ REPORT CONTINUED
How we tailored the audit scope continued
These two entities cover 100% of the Group’s revenue and proit before tax. All audit work was performed by the
Group audit team.
The impact of climate risk on our audit
As part of our audit we made enquiries of management to understand the process adopted to assess the extent
of the potential impact of climate risk on the inancial statements and to support the disclosures made within the
inancial statements.
Our risk assessment was based on this enquiry as well as the review of Motorpoint's most recent internal reporting to
the board regarding climate risk. We considered the following area to potentially be materially impacted by climate
risk and consequently we focused our audit work in this area: impairment of non current assets.
We agreed climate related costs included in cash low forecasts to external supporting evidence, for example the
cost of carbon osetting and cost of electric vehicles technician training and equipment.
We challenged the completeness of management’s climate risk assessment by comparing with internal climate plans,
board minutes and our understanding of the business and wider industry.
We also considered the consistency of the disclosures in relation to climate change (including the disclosures in
the Task Force on Climate-related Financial Disclosures (TCFD) section) within the Annual Report with the inancial
statements and our knowledge obtained from our audit.
Our procedures did not identify any material impact in the context of our audit of the inancial statements as a whole,
or our key audit matters for the year ended 31 March 2023.
Materiality
The scope of our audit was inluenced by our application of materiality. We set certain quantitative thresholds for
materiality. These, together with qualitative considerations, helped us to determine the scope of our audit and the
nature, timing and extent of our audit procedures on the individual inancial statement line items and disclosures and
in evaluating the eect of misstatements, both individually and in aggregate on the inancial statements as a whole.
Based on our professional judgement, we determined materiality for the inancial statements as a whole as follows:
Financial statements – group Financial statements – company
Overall materiality £1,080,000 (2022: £1,075,000). £918,000 (2022: £914,000).
How we determined it 0.075% of revenue (2022: 5% of proit before tax) 1% of total assets, restricted by
component materiality allocation
Rationale for
benchmark
applied
Revenue is a key metric used by management
and external stakeholders to assess the
performance of the group and it removes the
impact of the signiicant volatility in proit before
tax that has arisen in FY23.
We have applied this benchmark, a
generally accepted auditing benchmark,
as we believe that this is the key measure
used by the shareholders in evaluating
the performance of the company.
For each component in the scope of our group audit, we allocated a materiality that is less than our overall group
materiality. The range of materiality allocated across components was £918,000 to £1,026,000.
We use performance materiality to reduce to an appropriately low level the probability that the aggregate of
uncorrected and undetected misstatements exceeds overall materiality. Speciically, we use performance materiality
in determining the scope of our audit and the nature and extent of our testing of account balances, classes of
transactions and disclosures, for example in determining sample sizes. Our performance materiality was 75% (2022:
75%) of overall materiality, amounting to £810,000 (2022: £806,000) for the group inancial statements and £688,500
(2022: £686,000) for the company inancial statements.
In determining the performance materiality, we considered a number of factors – the history of misstatements, risk
assessment and aggregation risk and the eectiveness of controls – and concluded that an amount at the upper end
of our normal range was appropriate.
We agreed with the Audit Committee that we would report to them misstatements identiied during our audit above
£50,000 (group audit) (2022: £50,000) and £50,000 (company audit) (2022: £50,000) as well as misstatements
below those amounts that, in our view, warranted reporting for qualitative reasons.
Conclusions relating to going concern
Our evaluation of the directors’ assessment of the group's and the company’s ability to continue to adopt the going
concern basis of accounting included:
• We reviewed the board approved budget / forecasts to support the going concern assumptions and impairment
assessments;

119Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
• We assessed management's historical forecasting accuracy;
• We compared the budgets and forecasts used in the going concern and impairment assessments to actual post
year end data;
• We challenged the key assumptions used in management’s models and reviewed the downside models to assess
the impact on covenant liquidity and impairment headroom;
• We veriied the arithmetic accuracy of management’s models mentioned above; and
• We reviewed management’s disclosures in relation to going concern and found them to be consistent with the
modelling performed.
Based on the work we have performed, we have not identiied any material uncertainties relating to events or conditions
that, individually or collectively, may cast signiicant doubt on the group's and the company’s ability to continue as a
going concern for a period of at least twelve months from when the inancial statements are authorised for issue.
In auditing the inancial statements, we have concluded that the directors’ use of the going concern basis of
accounting in the preparation of the inancial statements is appropriate.
However, because not all future events or conditions can be predicted, this conclusion is not a guarantee as to the
group's and the company's ability to continue as a going concern.
In relation to the directors’ reporting on how they have applied the UK Corporate Governance Code, we have nothing
material to add or draw attention to in relation to the directors’ statement in the inancial statements about whether
the directors considered it appropriate to adopt the going concern basis of accounting.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the
relevant sections of this report.
Reporting on other information
The other information comprises all of the information in the Annual Report other than the inancial statements and
our auditors’ report thereon. The directors are responsible for the other information, which includes reporting based
on the Task Force on Climate-related Financial Disclosures (TCFD) recommendations. Our opinion on the inancial
statements does not cover the other information and, accordingly, we do not express an audit opinion or, except to
the extent otherwise explicitly stated in this report, any form of assurance thereon.
In connection with our audit of the inancial statements, our responsibility is to read the other information and, in
doing so, consider whether the other information is materially inconsistent with the inancial statements or our
knowledge obtained in the audit, or otherwise appears to be materially misstated. If we identify an apparent material
inconsistency or material misstatement, we are required to perform procedures to conclude whether there is a
material misstatement of the inancial statements or a material misstatement of the other information. If, based on
the work we have performed, we conclude that there is a material misstatement of this other information, we are
required to report that fact. We have nothing to report based on these responsibilities.
With respect to the Strategic report and Directors' report, we also considered whether the disclosures required by the
UK Companies Act 2006 have been included.
Based on our work undertaken in the course of the audit, the Companies Act 2006 requires us also to report certain
opinions and matters as described below.
Strategic report and Directors' report
In our opinion, based on the work undertaken in the course of the audit, the information given in the Strategic report
and Directors' report for the year ended 31 March 2023 is consistent with the inancial statements and has been
prepared in accordance with applicable legal requirements.
In light of the knowledge and understanding of the group and company and their environment obtained in the course
of the audit, we did not identify any material misstatements in the Strategic report and Directors' report.
Directors’ Remuneration
In our opinion, the part of the Remuneration Committee Report to be audited has been properly prepared in
accordance with the Companies Act 2006.
Corporate governance statement
The Listing Rules require us to review the directors’ statements in relation to going concern, longer-term viability and
that part of the corporate governance statement relating to the company’s compliance with the provisions of the UK
Corporate Governance Code speciied for our review. Our additional responsibilities with respect to the corporate
governance statement as other information are described in the Reporting on other information section of this report.
Based on the work undertaken as part of our audit, we have concluded that each of the following elements of the
corporate governance statement, included within the Corporate governance report is materially consistent with the
inancial statements and our knowledge obtained during the audit, and we have nothing material to add or draw
attention to in relation to:

120 Motorpoint Group PLC | Annual Report and Accounts 2023
INDEPENDENT AUDITORS’ REPORT CONTINUED
Corporate governance statement continued
• The directors’ conirmation that they have carried out a robust assessment of the emerging and principal risks;
• The disclosures in the Annual Report that describe those principal risks, what procedures are in place to identify
emerging risks and an explanation of how these are being managed or mitigated;
• The directors’ statement in the inancial statements about whether they considered it appropriate to adopt the
going concern basis of accounting in preparing them, and their identiication of any material uncertainties to
the group’s and company’s ability to continue to do so over a period of at least twelve months from the date of
approval of the inancial statements;
• The directors’ explanation as to their assessment of the group's and company’s prospects, the period this
assessment covers and why the period is appropriate; and
• The directors’ statement as to whether they have a reasonable expectation that the company will be able to
continue in operation and meet its liabilities as they fall due over the period of its assessment, including any
related disclosures drawing attention to any necessary qualiications or assumptions.
Our review of the directors’ statement regarding the longer-term viability of the group and company was substantially
less in scope than an audit and only consisted of making inquiries and considering the directors’ process supporting
their statement; checking that the statement is in alignment with the relevant provisions of the UK Corporate
Governance Code; and considering whether the statement is consistent with the inancial statements and our
knowledge and understanding of the group and company and their environment obtained in the course of the audit.
In addition, based on the work undertaken as part of our audit, we have concluded that each of the following
elements of the corporate governance statement is materially consistent with the inancial statements and our
knowledge obtained during the audit:
• The directors’ statement that they consider the Annual Report, taken as a whole, is fair, balanced and
understandable, and provides the information necessary for the members to assess the group’s and company's
position, performance, business model and strategy;
• The section of the Annual Report that describes the review of eectiveness of risk management and internal
control systems; and
• The section of the Annual Report describing the work of the Audit Committee.
We have nothing to report in respect of our responsibility to report when the directors’ statement relating to the
company’s compliance with the Code does not properly disclose a departure from a relevant provision of the Code
speciied under the Listing Rules for review by the auditors.
Responsibilities for the inancial statements and the audit
Responsibilities of the directors for the inancial statements
As explained more fully in the Statement of Directors' responsibilities, the directors are responsible for the preparation
of the inancial statements in accordance with the applicable framework and for being satisied that they give a true
and fair view. The directors are also responsible for such internal control as they determine is necessary to enable the
preparation of inancial statements that are free from material misstatement, whether due to fraud orerror.
In preparing the inancial statements, the directors are responsible for assessing the group’s and the company’s
ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the
going concern basis of accounting unless the directors either intend to liquidate the group or the company or to
cease operations, or have no realistic alternative but to do so.
Auditors’ responsibilities for the audit of the inancial statements
Our objectives are to obtain reasonable assurance about whether the inancial statements as a whole are free from
material misstatement, whether due to fraud or error, and to issue an auditors’ report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance
with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error
and are considered material if, individually or in the aggregate, they could reasonably be expected to inluence the
economic decisions of users taken on the basis of these inancial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in
line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including
fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.
Based on our understanding of the group and industry, we identiied that the principal risks of non-compliance with
laws and regulations related to the Listing Rules, UK tax legislation and Financial Conduct Authority regulations, and
we considered the extent to which non-compliance might have a material eect on the inancial statements. We also
considered those laws and regulations that have a direct impact on the inancial statements such as the Companies Act
2006. We evaluated management’s incentives and opportunities for fraudulent manipulation of the inancial statements
(including the risk of override of controls), and determined that the principal risks were related to related to posting
of inappropriate journal entries with unusual account combinations to increase revenue or reduce expenditure, and
management bias in accounting estimates. Audit procedures performed by the engagement teamincluded:

121Motorpoint Group PLC | Annual Report and Accounts 2023
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Financial Statements
Governance
• Review of correspondence with regulators;
• Enquiries of management including consideration of known or suspected instances of non-compliance with laws
and regulations or fraud;
• Review minutes of meetings held by those charged with governance;
• Challenging assumptions and judgements made by management in their signiicant accounting estimates to
identify potential management bias, in particular in relation inventory valuation; and
• Identifying and testing journal entries, in particular any journal entries posted with unusual account combinations
that increase revenue or reduce expenditure.
There are inherent limitations in the audit procedures described above. We are less likely to become aware of
instances of non-compliance with laws and regulations that are not closely related to events and transactions
relected in the inancial statements. Also, the risk of not detecting a material misstatement due to fraud is higher
than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example,
forgery or intentional misrepresentations, or through collusion.
Our audit testing might include testing complete populations of certain transactions and balances, possibly using
data auditing techniques. However, it typically involves selecting a limited number of items for testing, rather than
testing complete populations. We will often seek to target particular items for testing based on their size or risk
characteristics. In other cases, we will use audit sampling to enable us to draw a conclusion about the population
from which the sample is selected.
A further description of our responsibilities for the audit of the inancial statements is located on the FRC’s website at:
www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditors’ report.
Use of this report
This report, including the opinions, has been prepared for and only for the company’s members as a body in
accordance with Chapter 3 of Part 16 of the Companies Act 2006 and for no other purpose. We do not, in giving
these opinions, accept or assume responsibility for any other purpose or to any other person to whom this report is
shown or into whose hands it may come save where expressly agreed by our prior consent in writing.
Other required reporting
Companies Act 2006 exception reporting
Under the Companies Act 2006 we are required to report to you if, in our opinion:
• we have not obtained all the information and explanations we require for our audit; or
• adequate accounting records have not been kept by the company, or returns adequate for our audit have not been
received from branches not visited by us; or
• certain disclosures of directors’ remuneration speciied by law are not made; or
• the company inancial statements and the part of the Remuneration Committee Report to be audited are not in
agreement with the accounting records and returns.
We have no exceptions to report arising from this responsibility.
Appointment
We were irst appointed as auditors of Motorpoint Limited by its Directors on 18 September 2015 to audit the inancial
statements for the year ended 31 March 2015 and subsequently reappointed on 29 February 2016 to audit the inancial
statements for the year ended 31 March 2016. Following the reorganisation of the group headed by Motorpoint Holdings
Limited and the formation of Motorpoint Group Plc, we were appointed by the Directors of Motorpoint Group Plc on
28 October 2016 to audit the inancial statements for the year ended 31 March 2017 and subsequent inancial periods.
The period of total uninterrupted engagement is 9 years, covering the years ended 31 March 2015 to 31 March 2023.
Other matter
In due course, as required by the Financial Conduct Authority Disclosure Guidance and Transparency Rule 4.1.14R,
these inancial statements will form part of the ESEF-prepared annual inancial report iled on the National Storage
Mechanism of the Financial Conduct Authority in accordance with the ESEF Regulatory Technical Standard (‘ESEF
RTS’). This auditors’ report provides no assurance over whether the annual inancial report will be prepared using the
single electronic format speciied in the ESEF RTS.
Mark Skedgel (Senior Statutory Auditor)
for and on behalf of PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
Birmingham
14 June 2023

122 Motorpoint Group PLC | Annual Report and Accounts 2023
CONSOLIDATED STATEMENT OF
COMPREHENSIVE INCOME
FOR THE YEAR ENDED 31 MARCH 2023
Note
2023
£m
2022
£m
Revenue 6 1, 4 40. 2 1,3 2 2. 3
Cost of sales 7 (1 ,3 5 4 . 5) (1, 2 16 .0)
Gross proit 8 5 .7 10 6.3
Operating expenses 7 (79 . 2) (81 . 3)
Other income 0.3 –
Operating proit 6.8 25.0
Finance expense 11 (7. 1) (3 . 5)
(Loss) / Proit before income tax (0.3) 2 1. 5
Income tax expense 12 (0. 3) (4. 6)
(Loss) / Proit for the year (0.6) 16.9
Other comprehensive expenses:
Items that will not be reclassiied to proit or loss
Tax relating to items which will not be reclassiied to proit or loss 12 (0.1) (0. 2)
Other comprehensive expense (0.1) (0 . 2)
Total comprehensive (expense) / income for the year attributable to equity
holders of the parent (0.7) 1 6 .7
Earnings per share attributable to equity holders of the parent
Basic 13 (0 .7p) 1 8 .7p
Diluted 13 (0 .7p) 1 8 .7p
The Group’s activities all derive from continuing operations.
The notes on pages 126 to 153 are an integral part of these consolidated inancial statements.

123Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
CONSOLIDATED
BALANCE SHEET
AS AT 31 MARCH 2023
Note
2023
£m
2022
£m
ASSETS
Non-current assets
Property, plant and equipment 16 1 3 .1 10. 9
Right-of-use assets 17 58.4 46 .7
Intangible assets 15 3 .7 0.6
Deferred tax assets 18 – 1 .0
Total non-current assets 75.2 59. 2
Current assets
Assets held for sale 20 – 9.2
Inventories 19 14 8 .6 2 28.4
Trade and other receivables 21 18.4 1 3.6
Current tax receivable 12 1.3 –
Cash and cash equivalents 22 5.6 7. 8
Total current assets 173 .9 259.0
TOTAL ASSETS 2 4 9 .1 318.2
LIABILITIES
Current liabilities
Trade and other payables, excluding contract liabilities 24 (14 3. 8) (1 93 . 8)
Borrowings 23 – (2 9.0)
Lease liabilities 17 (3. 4) (3 . 3)
Current tax liabilities 12 – (0.6)
Provisions 25 – (0 .1)
Total current liabilities (1 47. 2) (2 2 6. 8)
Net current assets 2 6.7 32.2
Non-current liabilities
Lease liabilities 17 (6 0. 2) (4 9 . 5)
Provisions 25 (2 . 6) (2 . 5)
Deferred tax liabilities 18 (0. 2) –
Total non-current liabilities (6 3 .0) (52.0)
TOTAL LIABILITIES (2 1 0. 2) (27 8. 8)
NET ASSETS 38.9 3 9.4
EQUITY
Called up share capital 28 0.9 0. 9
Capital redemption reserve 29 0.1 0 .1
Capital reorganisation reserve 30 (0. 8) (0. 8)
EBT reserve 31 (5. 3) (4.7)
Retained earnings 4 4 .0 43.9
TOTAL EQUITY 38.9 3 9. 4
The consolidated inancial statements on pages 122 to 153 were approved by the Board of Directors on 14June2023
and were signed on its behalf by:
M Carpenter C Morgan
Chief Executive Oicer Chief Financial Oicer
Motorpoint Group Plc
Registered number 10119755

124 Motorpoint Group PLC | Annual Report and Accounts 2023
CONSOLIDATED STATEMENT OF
CHANGES IN EQUITY
FOR THE YEAR ENDED 31 MARCH 2023
Note
Called up
share capital
£m
Capital
redemption
reserve
£m
Capital
reorganisation
reserve
£m
EBT
reserve
£m
Retained
earnings
£m
Total
equity
£m
Balance at 1 April 2021 0.9 0 .1 (0.8) (0 .1) 2 7. 5 2 7. 6
Proit for the year – – – – 16.9 16.9
Other comprehensive
expense for the year – – – – (0. 2) (0. 2)
Total comprehensive
income for the year – – – – 16 .7 1 6 .7
Transactions with
owners in their capacity
asowners:
Share based payments 33 – – – – 0 .1 0 .1
EBT share purchases
andcommitments 31 – – – (5.0) – (5 .0)
Share based
compensation options
satisied through the EBT 31 – – – 0.4 (0 . 4) –
– – – (4 . 6) (0. 3) (4 . 9)
Balance at 31 March 2022 0.9 0 .1 (0. 8) (4 .7) 43.9 39. 4
Loss for the year – – – – (0.6) (0. 6)
Other comprehensive
expense for the year – – – – (0.1) (0.1)
Total comprehensive
expense for the year – – – – (0 .7) (0 .7)
Transactions with
owners in their capacity
asowners:
Share based payments 33 – – – – 0.9 0.9
EBT share purchases
andcommitments 31 – – – (0 .7) – (0 .7)
Share based
compensation options
satisied through the EBT 31 – – – 0 .1 (0. 1) –
– – – (0. 6) 0.8 0. 2
Balance at 31 March 2023 0.9 0.1 (0. 8) (5 .3) 4 4 .0 38.9
The notes on pages 126 to 153 are an integral part of these consolidated inancial statements.

125Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
CONSOLIDATED CASH FLOW
STATEMENT
FOR THE YEAR ENDED 31 MARCH 2023
Note
2023
£m
2022
£m
(Loss) / proit for the year attributable to equity shareholders (0.6) 16.9
Adjustments for:
Taxation charge 0.3 4.6
Finance expense 7. 1 3.5
Operating proit 6.8 2 5.0
Share based payments 0.1 0 .1
Depreciation and amortisation charges 9.4 7. 3
Cash low from operations before movement in working capital 16.3 32.4
Decrease / (Increase) in inventory 79. 8 (10 0 .0)
Increase in trade and other receivables (4 . 8) (5 .9)
(Decrease) / Increase in trade and other payables (5 0.0) 6 8 .0
Cash generated from / (used in) operations 41. 3 (5. 5)
Interest paid on borrowings and inancing facilities (5 .1) (1. 8)
Interest paid on lease liabilities (2 .0) (1.7)
Income tax paid (1 .1) (2. 3)
Net cash generated from / (used in) operating activities 3 3 .1 (11. 3)
Cash lows from investing activities
Purchases of property, plant and equipment and intangible assets (9. 4) (6 . 9)
Proceeds from disposal of property, plant and equipment and right-of-
useassets 9.7 _
Net cash generated from / (used in) investing activities 0.3 (6. 9)
Cash lows from inancing activities
Payments to satisfy employee share plan obligations (0.7) (5 .0)
Repayment of leases (5 .9) (4 . 0)
Repayment of borrowings (5 7. 0) –
Proceeds from borrowings 28 .0 2 9.0
Net cash (used in) / generated from inancing activities (3 5. 6) 20.0
Net (decrease) / increase in cash and cash equivalents (2 . 2) 1.8
Cash and cash equivalents at the beginning of the year 7. 8 6.0
Cash and cash equivalents at end of year 5.6 7. 8
Net cash and cash equivalents comprises: Cash at bank 5.6 7. 8

126 Motorpoint Group PLC | Annual Report and Accounts 2023
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
1. General information
Motorpoint Group Plc (the ‘Company’) is incorporated and domiciled in the United Kingdom under the Companies
Act 2006.
The Company is a public company limited by shares and is listed on the London Stock Exchange; the address of the
registered o ice is Champion House, Stephensons Way, Derby, England, United Kingdom, DE21 6LY. The consolidated
financial statements of the Group as at and for the year ended 31 March 2023 comprise the Company, all of its
subsidiaries and the Motorpoint Group Plc Employee Benefit Trust (the ‘EBT’) as listed on page 158, together referred
to as the ‘Group’. These financial statements are presented in pounds sterling because that is the currency of the
primary economic environment in which the Group operates.
The principal activities of the Group and the nature of the Group’s operations are set out in the Strategic Report on
pages 1 to 73.
2. Summary of significant accounting policies
The principal accounting policies applied in the preparation of these consolidated financial statements are set out
below. The policies have been consistently applied to all years presented, unless otherwise stated.
(a) Basis of preparation
The consolidated financial statements of the Group have been prepared and approved by the Board on a historical
cost basis except for assets held for sale and in accordance with UK adopted International Accounting Standards and
the requirements of the Companies Act 2006 as applicable to companies reporting under those standards.
The preparation of financial statements in conformity with IFRS requires the use of certain critical accounting
estimates. It also requires management to exercise its judgement in the process of applying the Group’s accounting
policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates
are significant to the consolidated financial statements, are disclosed in note 4.
(b) Going concern
In accordance with the UK Corporate Governance Code 2018, the Board has assessed the prospects of the Group over a
period in excess of 12 months from the date of signing the Group financial statements as required by the ‘Going Concern’
provision, by selecting an 18 month period from signing to December 2024, which takes into account the Group’s current
position and the potential impact of the principal risks and uncertainties as set out on pages 67 to 72.
In making their assessment the Directors considered the Group’s current balance sheet, and operational cash flows,
the availability of facilities, and stress testing of the key trading assumptions within the Group’s plan. Three scenarios
were modelled with the outcomes as follows:
Scenario Outcome
Base Case
Based upon the Group’s most recent approved forecasts.
The Group is not in breach of any financial covenants and
is not in a drawdown position on the RCF at the end of
the going concern period. The Group is able to meet all
forecast obligations as they fall due for the going concern
period.
Sensitised
A severe, plausible, downside scenario including
reducing revenue (26% from base case) and
incorporating an above inflation cost increase of 17%
from base case.
The Group is not in breach of any financial covenants at
the end of the going concern period. The Group is able to
meet all forecast obligations as they fall due for the going
concern period.
Reverse Stress Test
A scenario created to model the circumstances required
to breach the Group’s banking covenants within the
going concern period.
The Board considered a range of combined scenarios
and potential impacts in preparing the stress test. The
below scenario was analysed:
Reducing revenue (33% decrease from the base case)
and increasing fixed costs (35% increase over and above
the forecasts in the base case).
This scenario is designed to result in a covenant breach
within the assessed going concern period.
Management believes the combination of severe
downsides to be remote, and that there are numerous
mitigating factors over and above those built into the
reverse stress test modelling which the Board would
consider to avoid a covenant breach.

127Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
The selection of the assumptions for the sensitised case is inherently subjective, and whilst the Board considered
these assumptions to reflect a severe but plausible downside scenario, the future impact of economic downturn,
interest rate rises or inflating overhead costs is impossible to predict with absolute accuracy.
Whilst the same applies to the reverse stress test, we note that this scenario is specifically designed to demonstrate
the point at which the covenants breach during the going concern period. The reverse stress test reflects, in the
Board’s opinion, a remote circumstance and numerous mitigating factors could be implemented to avoid a covenant
breach in this scenario.
Scenario modelling has been considered throughout the year and at year end by management to formulate
response options against moderate or severe downturns in sales volumes, potential margin pressures and possible
cost challenges.
During FY23, the Group maintained its available headroom by successfully extending its terms on its revolving credit
facility which stands at £29.0m. The Group also has an uncommitted overdraft facility of £6.0m which remains in place
and was undrawn at the year end. Both are until May 2026 with the option to extend for two further one year extensions
if agreed by both parties. With respect to the Group’s stocking facilities these are unchanged from FY22 at £195.0m
which the Board deem appropriate given current market conditions over the stabilisation of vehicle price inflation.
In the eventuality of a period of prolonged economic downturn resulting in material reductions in sales volume or
prices as well as rising overhead costs, it is possible that the Group would need to negotiate changes to its current
banking covenants, but such an extreme downturn is not currently considered plausible.
The Group continues to consider and monitor further potential mitigation actions it could take to strengthen its cash
position and reduce operating costs in the event of a more severe downside scenario. Such cost reduction and cash
preservation actions would include but are not limited to: reducing spend on specific variable cost lines including
marketing and store trading expenses; team costs, most notably sales commissions; pausing new stock commitments;
and extending the period for which expansionary capital spend, dividends and share buybacks are suspended.
The Group has continued to demonstrate a flexible approach to trading and despite the ongoing constriction in the
supply of new vehicles, which is expected to continue into FY24, we have been able to use our market position to
access more stock to satisfy customer demand, both online and in store.
The Directors have also made use of the post year end trading performance to provide additional assurance that no
stores require an impairment provision. While only a short period has passed since the year end, this evidence adds
comfort to the strength of the Group in an active market.
Based on this assessment, the Board confirms it has a reasonable expectation that the Group will be able to continue
in operation and meet its liabilities as they fall due over the going concern period.
The Board has determined that the 18 month period constitutes an appropriate period over which to provide its going
concern assessment. Whilst the Board has no reason to believe the Group will not be viable over a longer period,
given the inherent uncertainty involved we believe this presents users of the Annual Report and Accounts with a
reasonable degree of confidence while still providing a medium term perspective.
(c) New standards, amendments and interpretations
The Group has not early adopted standards, interpretations or amendments that have been issued but are not
mandatory for 31 March 2023 reporting periods.
The following amended standards and interpretations effective for the current financial year, have been applied and
have not had a significant impact on the Group’s consolidated financial statements in the current or future reporting
periods and on foreseeable future transactions.
• Proceeds Before Intended Use – Amendments to IAS 16;
• Onerous Contracts – Cost of Fulfilling a Contract – Amendments to IAS 37; and
• Annual Improvements to IFRS Standards 2018-2020 – Amendments to IFRS 9 and IFRS 16.
(d) Basis of consolidation
The consolidated financial statements incorporate the financial statements of the Company, entities controlled by the
Company (its subsidiaries) and the Motorpoint Group Plc Employee Benefit Trust made up to 31 March each year.
A list of subsidiaries is disclosed in note 3 to the Company financial statements.
The EBT is consolidated on the basis that the Company has control, thus the assets and liabilities of the EBT are included
in the Balance Sheet and shares held by the EBT in the Company are presented as a deduction from equity. The EBT
has been solely set up for the purpose of issuing shares to Group employees to satisfy awards under the various share
based schemes detailed in note 33 and has no ability to access or use assets, or settle liabilities, of the Group.

128 Motorpoint Group PLC | Annual Report and Accounts 2023
2. Summary of significant accounting policies continued
d) Basis of consolidation continued
Subsidiaries are all entities over which the Group has control. The Group controls an entity when the Group is
exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those
returns through its power over the entity. Subsidiaries are fully consolidated from the date on which control is
transferred to the Group. They are deconsolidated from the date that control ceases. Intercompany transactions and
balances between Group companies are eliminated on consolidation.
(e) Segmental reporting
The Group has prepared segmental reporting in accordance with IFRS 8 ‘Operating Segments’. The Group’s chief
operating decision maker is considered to be the Board of Directors. Segmental information is presented on the same
basis as the management reporting. An operating segment is a component of the business where discrete financial
information is available and the operating results are regularly reviewed by the Group’s chief operating decision
maker to make decisions about resources to be allocated to the segment and to assess its performance.
Operating segments are aggregated into reporting segments to combine those with similar characteristics.
The Group operates its omnichannel vehicle retailer offering through a store network and separate financial
information is prepared for these individual store operations. These stores are considered separate ‘cash generating
units’ for impairment purposes. However, it is considered that the nature of the operations and products is similar
and they all have similar long term economic characteristics and the Group has applied the aggregation criteria of
IFRS 8. In addition, the Group operates an independent trade car auction site offering a business to business entirel y
online auction market place platform which is assessed by the Board as a separate operation and thus there are two
reportable segments: retail and wholesale.
(f) Revenue recognition
Revenue represents amounts chargeable, net of value added tax, in respect of the sale of goods and services to
customers. Revenue is measured at the fair value of the consideration receivable, when it can be reliably measured,
and the specified recognition criteria for the sales type has been met. The transaction price is determined based
on periodically reviewed prices and are separately identified on the customer’s invoice. There are no estimates of
variable consideration.
The transaction price for motor vehicles and motor related services is at fair value as if each of those products ar e
sold individually.
(i) Sales of motor vehicles
Revenue from the sale of retail motor vehicles is recognised when the control has passed; that is, when the vehicle
has been collected by, or delivered to, the customer. Payment of the transaction price is due immediately when the
customer purchases the vehicle. Sales of accessories, such as mats, are recognised in the same way.
Revenue from the sale of wholesale vehicles is recognised when the control has passed; that is, when full payment
has been made for the vehicle.
The Group operates a return policy which is consistent with the relevant consumer protection regulations. This is
offered in the form of a seven day exchange guarantee to all retail customers and a 14 day money back guarantee for
home delivery customers.
(ii) Sales of motor related services and commissions
Motor related services sales include commissions on finance introductions, extended guarantees and vehicle asset
protection as well as the sale of paint protection products. Sales of paint protection products are recognised when
the control has passed; that is, the protection has been applied and the product is supplied to the customer.
Vehicle extended guarantees where the Group is contractually responsible for future claims are accounted for by
deferring the guarantee income received along with direct selling costs, and then releasing the income on a straight
line basis over the remaining life of the guarantee. Costs in relation to servicing the extended guarantee income are
expensed to the statement of comprehensive income as incurred. The Group has not sold any of these policies in the
current or prior period but continues to release income in relation to legacy sales.
Vehicle extended guarantees and asset protection (‘GAP insurance’) where the Group is not contractually responsible
for future claims, are accounted for by recognising the commissions attributable to Motorpoint at the point of sale to
the customer.
Where the Group receives finance commission income, primarily arising when the customer uses third party finance
to purchase the vehicle, the Group recognises such income on an ‘as earned’ basis.
The assessment is based on whether the Group controls the specific goods and services before transferring them
to the end customer, rather than whether it has exposure to significant risks and rewards associated with the sale of
goods or services.
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED

129Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
The Group receives commissions when it arranges finance, insurance packages, extended warranty and paint
protection for its customers, acting as agent on behalf of a limited number of finance, insurance and other
companies. For finance and insurance packages, commission is earned and recognised as revenue when the
customer draws down the finance or commences the insurance policy from the supplier which coincides with the
delivery of the product or service. Commissions receivable for all motor related services are paid typically in the
month after the finance is drawn down. For extended warranty and paint protection, the commission earned by the
Group as an agent is recognised as revenue at the point of sale on behalf of the Principal.
(g) Dividend distribution
Dividend distribution to the Group’s shareholders is recognised as a liability in the Group’s financial statements in the
period which the dividends are approved.
(h) Foreign currency
The Group’s functional and presentation currency is the pound sterling.
Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the
dates of the transactions or valuation where items are re-measured. Foreign exchange gains and losses resulting
from the settlement of such transactions and from the translation at year end exchange rates of monetary assets and
liabilities denominated in foreign currencies are recognised in the statement of comprehensive income.
(i) Intangible assets other than goodwill
Intangible assets with finite useful lives that are acquired separately are carried at cost less accumulated amortisation
and accumulated impairment losses. The estimated useful life and amortisation method are reviewed annually with
the effect of any changes being reflected on a prospective basis.
Research costs are expensed as incurred. An intangible asset arising from development expenditure on a project
is only recognised if management considers that it is technically feasible and that there are sufficient resources
available to complete the asset so that it will be available for use or sale, that it intends to complete and is able
to sell or use the asset to generate future economic benefits and that the costs of the development project can
be measured reliably. Following the initial recognition of the expenditure, the asset will be carried at cost less
accumulated amortisation and impairment losses.
Amortisation is applied once the asset is available for use to write off the cost over the period which is expected to
benefit from the sale of the asset.
The annual amortisation rates applied to the Group’s intangible assets on a straight line basis are as follows:
Asset class Amortisation method and rate
IT projects 20% - 33.3% straight line
(j) Property, plant & equipment
Property, plant and equipment is stated at the cost less depreciation. The cost of property, plant and equipment
includes directly attributable costs. Depreciation is provided on tangible fixed assets so as to write off the cost or
valuation, less any estimated residual value, over their expected useful economic life as follows:
Asset class Depreciation method and rate
Land Nil
Freehold property 5% straight line
Short term leasehold improvements Lower of 20% straight line or remaining lease term
Plant and machinery 20% straight line
Fixtures and fittings 20% straight line
Office equipment 20% – 33.3% straight line
Assets in the course of construction are recorded separately within property, plant and equipment and are
transferred to the appropriate classification when complete and depreciated from the date they are brought into use.
The residual values of the assets and their useful lives are reviewed, and adjusted if appropriate, at each balance
sheet date. The carrying value of assets is reviewed for impairment if events or changes in circumstances suggest
that the carrying value may not be recoverable. Assets are written down to their recoverable amount if lower than
their carrying value, and any impairment is charged to the statement of comprehensive income.
Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are
recognised in the statement of comprehensive income within ‘other income’.

130 Motorpoint Group PLC | Annual Report and Accounts 2023
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED
2. Summary of significant accounting policies continued
(k) Financial instruments
IFRS 9 requires an entity to recognise financial assets and financial liabilities in the Group’s Balance Sheet when the
Group becomes party to the contractual provisions of the instrument.
The Group classifies financial instruments, or their component parts, on initial recognition as financial assets,
financial liabilities or equity instruments according to the substance of the contractual arrangements entered into.
An equity instrument is any contract that evidences a residual interest in the assets of the Group after deducting all of
its liabilities. Equity instruments issued by the Group are recorded as the proceeds received, net of direct issue costs.
Financial assets
Trade receivables are initially recognised when they originated. All other financial assets are initially recognised when
the Group becomes a party to the contractual provisions of the instrument.
At initial recognition, the Group measures a financial asset at its fair value plus, in the case of a financial asset not
at fair value through profit or loss (‘FVPL'), transaction costs that are directly attributable to the acquisition of the
financial asset. Transaction costs of financial assets carried at FVPL are expensed in profit or loss. A trade receivable
without a significant financing component is initially measured at the transaction price.
A financial asset is classified either as being measured subsequently at fair value (either through other
comprehensive income or through profit or loss), or measured at amortised cost. The classification depends on the
Group’s business model for managing the financial assets and the contractual terms of the cash flows.
All financial assets of the Group are classified as measured at amortised cost. Financial assets are not reclassified
subsequent to their initial recognition unless the Group changes its business model for managing financial assets.
A financial asset is measured at amortised cost if it meets both of the following conditions and is not designated as at
fair value reported in profit or loss:
• it is held within a business model whose objective is to hold assets to collect contractual cash flows; and
• its contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest on
the principal amount outstanding.
Financial assets at amortised cost are subsequently measured at amortised cost using the effective interest method.
The amortised cost is reduced by impairment losses. Interest income, foreign exchange gains and losses and
impairments are recognised in profit or loss. Any gain or loss on derecognition is recognised in profit or loss.
The Group recognises loss allowances for Expected Credit Losses (‘ECL’) on financial assets measured at amortised
cost. ECL are a probability weighted estimate of credit losses. Credit losses are measured as the present value of all
cash shortfalls (i.e. the difference between the cash flows due to the Group in accordance with the contract and the
cash flows that the Group expects to receive). All trade receivable balances are assessed individually.
ECL are discounted at the effective interest rate of the financial asset. Loss allowances for financial assets measured
at amortised cost are deducted from the gross carrying amount of the assets.
At each reporting date, the Group assesses whether financial assets carried at amortised cost are credit impaired.
Afinancial asset is ‘credit impaired’ when one or more events that have a detrimental impact on the estimated future
cash flows of the financial asset have occurred. The gross carrying amount of a financial asset is written off (either
partially or in full) to the extent that there is no realistic prospect of recovery. This is generally the case when the
Group determines that the debtor does not have assets or sources of income that could generate sufficient cash
flows to repay the amounts subject to the write off.
From time to time, based on purchasing decisions, the Group holds hedging instruments to hedge currency risks
arising from its activities. Hedging instruments are recognised at fair value. Any gain or loss on re-measurement
is recognised in the statement of comprehensive income. However, the treatment of gains or losses arising from
hedging instruments which qualify for hedge accounting depends on the type of hedge arrangement. The fair value
of hedging instruments is the estimated amount receivable or payable to terminate the contract determined by
reference to the market prices prevailing at the balance sheet date. A gain or loss in respect of an effective hedge
of a net investment in an overseas operation is recognised directly in equity. Any ineffective portion of the hedge is
recognised in the statement of comprehensive income. The Group currently has no hedge arrangements and no gain
or loss is recognised in profit or loss in administrative expenses.
Financial liabilities
Financial liabilities are classified on initial recognition as either other financial liabilities measured at amortised cost or
at fair value through profit or loss.

131Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
Offsetting of financial assets and liabilities
Financial assets and liabilities are offset and the net amount reported in the balance sheet when there is a legally
enforceable right to offset the recognised amounts and there is an intention to settle on a net basis or realise the
asset and settle the liability simultaneously. The legally enforceable right must not be contingent on future events and
must be enforceable in the normal course of business and in the event of default, insolvency or bankruptcy of the
Group or the counterparty.
(l) Leases
The Group applies IFRS 16, using the following practical expedients permitted by the standard:
• reliance on previous assessments on whether leases are onerous;
• the accounting for operating leases with a remaining lease term of less than 12 months as at 1 April 2022 as short
term leases; and
• the use of hindsight in determining the lease term where the contract contains options to extend or terminate the
lease.
The Group also elected not to reassess whether a contract is, or contains a lease at the date of initial application.
Instead, for contracts entered into before the transition date the Group relied on its assessment made applying IAS 17
and IFRIC 4 'Determining whether an arrangement contains a Lease'.
Lease liability - initial recognition
The lease liability is initially measured at the present value of the lease payments that are not paid at the
commencement date. The lease payments are discounted at the Group’s incremental borrowing rate.
The incremental borrowing rate is determined based on a series of inputs including the risk free rate based on
Government bond rates in addition to specific adjustments for risk and security. Lease payments included in the
measurement of the lease liability comprise:
• fixed lease payments (including in substance fixed payments), less any lease incentives;
• variable lease payments such as those that depend on an index or rate (such as RPI), initially measured using the
index or rate at the commencement date;
• the amount expected to be payable by the Group under residual value guarantees;
• the exercise price of purchase options where the Group is reasonably certain to exercise the options; and
• payments of penalties for terminating the lease, if the lease term reflects the exercise of an option to
terminate the lease.
Break and extension options are included in leases to provide operational flexibility should the economic outlook for
an asset be different to expectations, and hence at commencement of the lease, break or extension options are not
typically considered reasonably certain to be exercised, unless there is a valid business reason otherwise.
The lease liability is presented as a separate line in the Consolidated Balance Sheet, split between current and non-
current liabilities.
Lease liability – subsequent measurement
The lease liability is subsequently measured by increasing the carrying amount to reflect interest on the lease liability
(using the effective interest method) and by reducing the carrying amount to reflect the lease payments made.
Lease liability– re-measurement
The lease liability is re-measured where:
• there is a change in the assessment of exercise of a purchase option, in which case the lease liability is re-
measured by discounting the revised lease payments using a revised discount rate; or
• the lease payments change due to changes in an index or rate or a change in expected payment under a
guaranteed residual value, in which cases the lease liability is re-measured by discounting the revised lease
payments using the initial discount rate (unless the lease payments change is due to a change in a floating interest
rate, in which case a revised discount rate is used); or
• the lease contract is modified and the lease modification is not accounted for as a separate lease, in which case
the lease liability is re-measured by discounting the revised lease payments using a revised discount rate.
When the lease liability is re-measured, an equivalent adjustment is made to the right-of-use asset unless its carrying
amount is reduced to zero, in which case any remaining amount is recognised in profit or loss.

132 Motorpoint Group PLC | Annual Report and Accounts 2023
2. Summary of significant accounting policies continued
Right-of-use asset – initial recognition
The right-of-use asset comprises the initial measurement of the corresponding lease liability, lease payments made
at or before the commencement date, any dilapidation or removal costs, and any initial direct costs. They are
subsequently measured at cost less accumulated depreciation and impairment losses.
Where the Group has an obligation for costs to dismantle and remove a leased asset, restore the branch on which it is
located or restore the underlying asset to the condition required by the terms and conditions of the lease, a provision is
recognised and measured under IAS 37. The present value of these costs are included in the related right-of-use asset.
The right-of-use asset is presented as a separate line in the Balance Sheet.
Right-of-use asset – subsequent measurement
Right-of-use assets are depreciated over the shorter of the lease term and useful life of the underlying asset.
Impairment
The Group applies IAS 36 to determine whether a right-of-use asset is impaired and accounts for any identified
impairment loss as described in the ‘Impairment – non-financial assets’ policy. Variable rents that do not depend on an
index or rate are not included in the measurement of the lease liability and the right-of-use asset. The related payment s
are recognised as an expense in the period in which the event or condition that triggers those payments occurs.
Sale and leaseback
A sale and leaseback transaction is where the Group sells an asset and immediately reacquires the use of the asset by
entering into a lease with the buyer. A sale occurs when control of the underlying asset passes to the buyer. A lease
liability is recognised, the associated property, plant and equipment asset is derecognised, and a right-of-use asset is
recognised at the proportion of the carrying value relating to the right retained. Any gain or loss arising relates to the
rights transferred to the buyer.
(m) Inventory
Inventory is valued at the lower of cost and net realisable value, after due regard for slow moving vehicles.
Net realisable value is based on selling price less anticipated costs of completion and selling costs. When calculating
an inventory provision management considers the nature and condition of the inventory as well as applying
assumptions around expected saleability, determined on historic trading patterns.
Inventory cost is calculated using the specific identification method.
(n) Assets held for sale
Assets are classified as held for sale if their carrying amount will be recovered principally through a sale transaction
rather than through continuing use and a sale is considered highly probable. They are measured at the lower of their
carrying amount and fair value less costs to sell, except for assets such as deferred tax assets, assets arising from
employee benefits, financial assets and investment property that are carried at fair value and contractual rights under
insurance contracts, which are specifically exempt from this requirement.
An impairment loss is recognised for any initial or subsequent write down of the asset to fair value less costs to sell.
A gain is recognised for any subsequent increases in fair value less costs to sell of an asset, but not in excess of any
cumulative impairment loss previously recognised. A gain or loss not previously recognised by the date of the sale of
the asset is recognised at the date of derecognition.
Assets are not depreciated or amortised while they are classified as held for sale. Interest and other expenses
attributable to the liabilities of a disposal group classified as held for sale continue to be recognised.
Assets classified as held for sale are presented separately from the other assets in the balance sheet.
(o) Trade receivables
Trade receivables represent the principal amounts outstanding from finance companies in respect of the financed
element of sales to customers for motor vehicle and related products. Trade receivables are recognised net of any
provision for impairment.
The carrying value of certain financial assets are measured on an expected credit loss approach. Trade and other
receivables do not contain a significant financing element and therefore expected credit losses are measured using
the simplified approach permitted by IFRS 9, which requires expected lifetime losses to be recognised from the initial
recognition of the receivables.
(p) Cash and cash equivalents
Cash and cash equivalents include cash in hand and at bank, and deposits held at call with banks. Where applicable,
bank overdrafts are shown within borrowings in current liabilities.
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED

133Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
(q) Current and deferred tax
The tax expense for the period comprises current and deferred tax. Tax is recognised in the statement of
comprehensive income, except to the extent that it relates to items recognised in other comprehensive income or
directly in equity.
The current tax charge is calculated on the basis of tax laws enacted or substantively enacted at the balance sheet date.
Deferred tax is recognised, without discounting, in respect of all temporary differences arising between the treatment
of certain items for taxation and accounting purposes, which have arisen but not reversed by the balance sheet date.
Deferred tax is measured at the rates, based on the tax rates and law enacted or substantively enacted at the balance
sheet date, that are expected to apply in the periods when the timing differences are expected to reverse.
Deferred tax assets are recognised only to the extent that it is probable that future taxable profits will be available
against which the temporary differences can be utilised.
Deferred tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets
against current tax liabilities and when the deferred tax assets and liabilities relate to income taxes levied by the same
taxation authority on either the same taxable entity or different taxable entities and there is an intention to settle the
balances on a net basis.
(r) Trade payables
Trade payables are obligations to pay for goods or services that have been acquired in the ordinary course of
business from suppliers. Accounts payable are classified as current liabilities if payment is due within one year or less.
If not, they are presented as non-current liabilities.
Trade payables are recognised initially at fair value and subsequently measured at amortised cost using the effective
interest method, unless the effect is immaterial.
(s) Stocking finance facilities
Stocking finance facilities, included within trade and other payables, are borrowings secured against the vehicle
against which the facility is drawn down. These are short term liabilities which are settled on the sale of a vehicle or
a fixed maturity not greater than 150 days and as a result form part of the normal business operating cycle (see note
23 for more details). They are recognised initially at fair value and subsequently measured at amortised cost using the
effective interest method unless the effect is immaterial.
(t) Share capital
Ordinary Shares are classified as equity. Costs incurred in issuing equity are deducted from the equity instrument.
(u) Provisions
Provisions for making good obligations are recognised when the Group has a present legal or constructive obligation
as a result of past events, it is probable that an outflow of resources will be required to settle the obligation, and
the amount can be reliably estimated. Provisions are not recognised for future operating losses. Where there are
a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by
considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with
respect to any one item included in the same class of obligations may be small.
Provisions are measured at the present value of management’s best estimate of the expenditure required to settle
the present obligation at the end of the reporting period. The discount rate used to determine the present value is a
pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the liability.
The increase in the provision due to the passage of time is recognised as interest expense.
(v) Borrowings
Borrowings are recognised initially at fair value, net of transaction costs incurred. Borrowings are subsequently
carried at amortised cost using the effective interest rate method. The effective interest rate method is a method of
calculating the amortised cost and allocating the interest cost over the relevant period.
The effective interest rate is the rate that exactly discounts estimated future cash payments through the expected life of
the financial instrument.
(w) Employee benefits
(i) Pensions
The Group operates a defined contribution pension scheme for employees. The assets of the scheme are held
separately from those of the Group. The annual contributions are charged in the statement of comprehensive income
in the year in which they become payable in accordance with the rules of the scheme.
(ii) Other employee benefits
The Group recognises an expense for other short term employee benefits, primarily holiday pay and employee
commissions and bonuses on an accruals basis.

134 Motorpoint Group PLC | Annual Report and Accounts 2023
2. Summary of significant accounting policies continued
(w) Employee benefits continued
(iii) Share based compensation
Equity settled share based compensation to employees and others providing similar services are measured at the fair
value of the equity instruments at the grant date. The estimate is measured using the Black-Scholes pricing model
and excludes the effect of non-market based vesting conditions. Details regarding the determination of the fair value
of equity-settled share-based transactions are set out in note 34.
The fair value determined at the grant date of the equity settled share based compensation is expensed on a straight
line basis over the vesting period, based on the Group’s estimates of equity instruments that will eventually vest.
At each balance sheet date, the Group revises its estimate of the number of equity instruments expected to vest as
a result of the effect of non-market based vesting conditions. The impact of the revision of the original estimates, i f
any, is recognised in the statement of comprehensive income such that the cumulative expenses reflect the revised
estimate, with a corresponding adjustment to equity reserves.
SAYE share options granted to employees are treated as cancelled when employees cease to contribute to the
scheme. This results in accelerated recognition of the expenses that would have arisen over the remainder of the
original vesting period.
Cash settled share based compensation to employees and others providing similar services is measured at the fair
value of the equity instruments at the grant date. A liability is recognised at the current fair value determined at each
balance sheet date and at settlement.
(x) Government grants
Grants are recognised only when there is reasonable assurance that the Group will comply with the conditions attache d
to them and that the grants will be received. Grants that are receivable as compensation for expenses already incurred
are recognised in the statement of comprehensive income in the period in which they become receivable.
(y) Earnings per share (‘EPS’)
The Group presents basic and diluted EPS for its Ordinary Shares. Basic EPS is calculated by dividing the profit
attributable to Ordinary Shareholders by the weighted average number of Ordinary Shares outstanding during
the year. For diluted EPS, the weighted average number of Ordinary Shares is adjusted to assume conversion of
all dilutive potential Ordinary Shares.
(z) Exceptional items
Material non-recurring items of income and expense are disclosed as ‘exceptional items’. Examples of items that may
give rise to disclosure as exceptional items include costs of major restructuring and reorganisation of the business,
corporate refinancing and restructuring costs.
3. Underlying profit measures
The Group’s chief operating decision maker is considered to be the Board of Directors. The Board of Directors
measure the overall performance of the Group by reference to the following non-GAAP measures:
• earnings before interest, tax, depreciation and amortisation (‘EBITDA’);
• operating profit before exceptional items (adjusted operating profit); and
• profit before taxation before exceptional items (adjusted profit before taxation).
The adjusted measures are applied by the Board of Directors to understand the earning trends of the Group and are
considered the most meaningful measures by which to assess the true operating performance of the Group. In the
current and prior year there are no exceptional items noted; however these underlying profit measures remain valid
when considering earlier years.
4. Critical accounting estimates and judgements
The preparation of financial statements requires the use of accounting estimates which, by definition, will seldom
equal the actual results. Management also needs to exercise judgement in applying the Group’s accounting policies.
This note provides an overview of the areas that involved a higher degree of judgement or complexity, and of items
which have a significant risk of causing material adjustments to the carrying amount of assets and liabilities in the
next financial year. Detailed information about each of these estimates and judgements is included in other notes
together with information about the basis of calculation for each affected line item in the financial statements.
Inventory provisions (note 19): Inventories are stated at the lower of cost and net realisable value. As in previous
years, a provision is included where management feels net realisable value falls below cost. The level of provision
is determined by management estimates based on historical and forecast sales and potential net realisable value.
For those vehicles in stock as at the year end, an additional loss of £114 per car (FY22: £88 per car) would have to be
realised to see a material adjustment to the inventory provision.
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED

135Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
Significant judgements
IFRS 16 'Lease term' (note 17): The lease term is a significant component in the measurement of both the right-of-use
asset and lease liability. Where leases contain options to break, the Group has assumed that these are exercised,
unless there is reasonable certainty that the lease will be extended, and therefore the assumed duration for the
liability is to the break point. Similarly, for any extension options, these have not been assumed to be utilised unless
there is reasonable certainty. Judgement is exercised in determining whether there is reasonable certainty that an
option to extend the lease or purchase the underlying asset will be exercised, or an option to terminate the lease will
not be exercised, when ascertaining the periods to be included in the lease term. In determining the lease term, all
facts and circumstances that create an economical incentive to exercise an extension option, or not to exercise a
termination option, are considered at the lease commencement date. The Group reassesses whether it is reasonably
certain to exercise an extension option, or not exercise a termination option, if there is a significant event or
significant change in circumstances.
Future possible cash outflows not included in the lease liability
Some leases contain break clauses or extension options to provide operational flexibility. Potential future
undiscounted lease payments not included in the reasonably certain lease term, and hence not included in lease
liabilities, total £6.2m (FY22: £4.6m). Future increases or decreases in rentals linked to an index or rate are not
included in the lease liability until the change in cash flows takes effect.
5. Segmental information
The Group has prepared segmental reporting in accordance with IFRS 8 ‘Operating Segments’. Segmental
information is presented on the same basis as the management reporting.
(a) Description of segments and principal activities
The Group’s operating segments are determined based on the Group’s internal reporting to the Board. The
performance of operating segments is assessed by the Board on the basis of gross profit with all assets and liabilities
assessed on a Group basis.
The Board examines the Group’s performance from a product perspective and has identified two reportable
segments of its business:
Retail – the Motorpoint brand is an omnichannel vehicle retailer offering nearly new cars that are under four years
old or have completed less than 30,000 miles. This segment also includes a range of commercial vehicles under the
Motorpoint brand.
Wholesale – Auction4Cars.com is an independent trade car auction site offering a business to business entirely online
auction market place platform allowing an efficient and quick route for sale of part exchange vehicles which do not
fall into the nearly new retail criteria and purchases direct from consumers.
(b) Segment Gross profit
Retail
2023
£m
Retail
2022
£m
Wholesale
2023
£m
Wholesale
2022
£m
Total
2023
£m
Total
2022
£m
Gross profit
Revenue 1,175.7 1,112.3 264.5 210.0 1,440.2 1,322.3
Cost of sales (1,101.2) (1,021.3) (253.3) (194.7) (1,354.5) (1,216.0)
Gross profit 74.5 91.0 11.2 15.3 85.7 106.3
Transactions between operating segments are made on an arm’s length basis in a manner similar to those with
third parties.
Cost of sales are specific and therefore directly attributable to each segment. Operating and financial expenses are
not segregated for internal reporting purposes and hence have not been disclosed here.
(c) Other profit and loss disclosures
There was no impairment charge or other significant non-cash item recognised in FY23 (FY22: £Nil).
(d). Segment assets and liabilities
Segment assets and liabilities are measured in the same way as in the financial statements. No further disclosure has
been provided here, as internally assets and liabilities are not segregated for reporting purposes.

136 Motorpoint Group PLC | Annual Report and Accounts 2023
6. Revenue
Revenue has been analysed between the sale of goods and the sale of services below:
2023
£m
2022
£m
Revenue analysis
Revenue from sale of motor vehicles 1,370.7 1,253.1
Revenue from motor related services and commissions 62.6 62.9
Revenue recognised that was included in deferred income at the beginning of the year –
Sale of motor vehicles 3.9 3.3
Revenue recognised that was included in deferred income at the beginning of the year –
Motor related services and commissions 3.0 3.0
Total revenue 1,440.2 1,322.3
The Group has no contract liabilities (FY22: £Nil).
The Group has recognised a returns provision as at the year end of £2.0m (FY22: £1.7m).
The Group recognises the following accrued income balances:
2023
£m
2022
£m
Accrued income
Commissions
1
4.6 0.1
4.6 0.1
1 Accrued income relates to commissions earned from finance companies received the following month.
The Group recognises the following deferred income balances within accruals and deferred income:
2023
£m
2022
£m
Deferred income
Vehicles invoiced not collected 0.2 3.9
Commissions received not earned 3.0 3.0
Total deferred income 3.2 6.9
7. Operating profit
Analysed as:
Operating profit includes the effect of charging:
2023
£m
2022
£m
Inventory recognised as expense 1,345.0 1,210.7
Movement in provision against inventory (0.1) 1.0
Employee benefit expense (note 9) 36.2 34.7
Depreciation of property, plant and equipment (note 16) and
right-of-use assets (note 17) 9.0 7.3
Amortisation of intangible assets (note 15) 0.4 –
Expense on short term and low value leases 0.4 0.4
Total expenses comprise:
2023
£m
2022
£m
Cost of sales 1354.5 1,216.0
Operating expenses:
Selling and distribution expenses 23.5 28.6
Administrative expenses 55.7 52.7
Total operating expenses: 79.2 81.3
Total expenses 1,433.7 1,297.3
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED

137Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
8. Auditor’s remuneration:
2023
£m
2022
£m
Auditor’s remuneration:
Fees payable for the audit of the parent Company and consolidated financial statements 0.2 0.2
Fees payable for the audit of the Company’s subsidiaries – –
Fees payable for non-audit services – –
Total 0.2 0.2
Non-audit services relate to access to the auditor’s generic online accounting manual.
9. Employees and Directors
The aggregate employee benefit expenses were as follows:
2023
£m
2022
£m
Employee benefit expenses:
Wages and salaries 30.9 30.8
Social security costs 3.7 3.2
Pension costs 0.7 0.6
Share based compensation charge (note 33) 0.9 0.1
36.2 34.7
The average monthly number of employees (including Directors but excluding third party contractors) employed by
the Group was as follows:
2023
No.
2022
No.
Average number of people employed:
Sales and operations 600 589
Administration and support 299 291
899 880
10. Directors’ and key management remuneration
Key management has been identified as the Directors of Motorpoint Group Plc.
2023
£m
2022
£m
Short term employee benefits 1.0 1.0
Share based payment – –
Employer contributions paid to money purchase schemes – –
1.0 1.0
During the year the number of key management who were receiving benefits was 2 (FY22: 2).
In respect of the highest paid Director refer to page 102 of the Annual Report on Remuneration.
11. Finance expense
2023
£m
2022
£m
Interest on bank borrowings 0.4 0.3
Interest on stocking finance facilities 4.7 1.5
Other interest payable 2.0 1.7
Total finance expense 7.1 3.5

138 Motorpoint Group PLC | Annual Report and Accounts 2023
12. Income tax expense
The tax charge in the statement of comprehensive income represents:
2023
£m
2022
£m
Current tax:
UK corporation tax 0.3 4.3
Adjustment in respect of prior years (1.1) 0.3
Total current tax (0.8) 4.6
Deferred tax:
Origination and reversal of temporary differences (0.1) 0.2
Adjustment in respect of prior years 1.2 –
Impact of UK corporation tax rate change – (0.2)
Total deferred tax 1.1 –
Total tax charge in the consolidated statement of comprehensive income 0.3 4.6
Reconciliation of the total tax charge
The tax charge in the statement of comprehensive income in the year differs from the charge which would result from
the standard rate of corporation tax in the UK of 19% (FY22: 19%):
2023
£m
2022
£m
(Loss) / profit before taxation (0.3) 21.5
(Loss) / profit before taxation at the standard rate of corporation tax of 19%
(FY22: 19%) (0.1) 4.1
Tax effect of:
– Fixed asset differences 0.3 0.3
– Expenses not deductible for tax purposes 0.2 0.1
– Adjustment in respect of prior years (0.1) 0.3
– Re-measurement of deferred tax for changes in tax rates – (0.2)
Tax charge in the consolidated statement of comprehensive income 0.3 4.6
A tax receivable balance of £1.3m (FY22: tax payable balance of £0.6m) is included within current assets (FY22:
current liabilities) as a result of the timing of the payments on account to HMRC.
Amounts recognised directly in equity
2023
£m
2022
£m
Aggregate current and deferred tax arising in the reporting period and not recognised in
net profit or loss or other comprehensive income but directly debited or credited to equity:
– Deferred tax: Re-measurement of deferred tax for changes in tax rates (1.1) (0.2)
– Deferred tax: Adjustment in respect of prior years 1.2 0.4
Tax charge in the consolidated statement of comprehensive income 0.1 0.2
Factors affecting current and future tax charges
An increase in the UK corporation rate from 19% to 25% (effective 1 April 2023) was substantively enacted on 24 May
2021. As at the balance sheet date of the 31 March 2023 the deferred tax asset has been calculated based on these
rates, reflecting the expected timing of reversal of the related temporary differences (FY22: 25%).
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED

139Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
13. Earnings per share
Basic and diluted EPS are calculated by dividing the earnings attributable to equity shareholders by the weighted
average number of Ordinary Shares during the year.
2023 2022
(Loss) / profit attributable to Ordinary Shareholders (£m) (0.6) 16.9
Weighted average number of Ordinary Shares in Issue (000) 90,190 90,190
Basic EPS (pence) (0.7) 18.7
Diluted weighted average number of Ordinary Shares in Issue (000) 90,190 90,259
Diluted EPS (pence) (0.7) 18.7
The difference between the basic and diluted weighted average number of shares represents the dilutive effect of the
currently operating schemes and the vested but not yet exercised options. This is shown in the reconciliation below.
No dilution in FY23 due to the Group making a loss before taxation.
The shares for the PSP20 scheme, RSA21 and RSA22 have performance criteria which have not been met so the
options are not yet dilutive. There is a maximum of 1,142,392 additional options which have not been included in the
dilutive calculation in relation to these schemes. Further information is included in note 33.
2023 2022
Weighted average number of Ordinary Shares in Issue (000) 90,190 90,190
Adjustment for share options (000) – 69
Weighted average number of Ordinary Shares for diluted earnings
per share (000) 90,190 90,259
14. Dividends
During the year no dividends were paid (FY22: £Nil).
The Board has not proposed a final dividend (FY22: £Nil) for the year ended 31 March 2023.
15. Intangible assets
Work in
progress
£m
IT
projects
£m
Total
£m
Cost and Net book value
At 1 April 2021 – – –
Additions – 0.6 0.6
Disposals – – –
At 31 March 2022 – 0.6 0.6
Additions 3.4 0.1 3.5
Transfers (2.8) 2.8 –
Disposals – – –
Amortisation charge – (0.4) (0.4)
At 31 March 2023 0.6 3.1 3.7
The amortisation charge of £0.4m (FY22: £Nil) has been recorded in operating expenses.
The intangible assets balance comprises capitalised employee and third party costs incurred in relation to developing
internally generated new application programming interfaces between platforms used by the Group.

140 Motorpoint Group PLC | Annual Report and Accounts 2023
16. Property, plant and equipment
Land
£m
Freehold
property
£m
Short term
leasehold
£m
Plant and
machinery
£m
Fixtures and
fittings
£m
Office
equipment
£m
Work in
progress
£m
Total
£m
Cost
At 1 April 2021 5.3 6.7 7.2 1.5 1.7 3.1 0.5 26.0
Additions – – 2.3 0.3 0.9 0.6 2.2 6.3
Transfers – – 0.8 0.4 0.4 0.4 (2.0) –
Disposals and assets
classed as held for sale (3.1) (6.7) – – – – (0.1) (9.9)
At 31 March 2022 2.2 – 10.3 2.2 3.0 4.1 0.6 22.4
Additions – – 0.2 0.1 0.2 0.2 5.2 5.9
Transfers 0.2 – 3.7 0.1 0.4 0.5 (4.9) –
Disposals – – – – – – (0.4) (0.4)
At 31 March 2023 2.4 – 14.2 2.4 3.6 4.8 0.5 27.9
Accumulated
depreciation
At 1 April 2021 – 0.3 4.8 1.1 1.1 2.6 – 9.9
Provided during the year – 0.4 1.0 0.2 0.3 0.4 – 2.3
Disposals and assets
classed as held for sale – (0.7) – – – – – (0.7)
At 31 March 2022 – – 5.8 1.3 1.4 3.0 – 11.5
Provided during the year – – 1.8 0.3 0.5 0.7 – 3.3
At 31 March 2023 – – 7.6 1.6 1.9 3.7 – 14.8
Net book value
At 31 March 2023 2.4 – 6.6 0.8 1.7 1.1 0.5 13.1
At 31 March 2022 2.2 – 4.5 0.9 1.6 1.1 0.6 10.9
At 31 March 2021 5.3 6.4 2.4 0.4 0.6 0.5 0.5 16.1
The depreciation expense of £3.3m (FY22: £2.3m) has been recorded in operating expenses.
Under IAS 36, the Group performs an annual assessment as to the existence of impairment indicators. Management
identified an indicator of impairment as a result of the general market conditions including interest rates, inflation and
supply shortages, which could have differing impacts at an individual site level. As such, an impairment assessment
has been performed.
Recoverable amounts for cash generating units (individual stores) are the higher of fair value less costs of disposal,
and value in use. Future cash flow projections are based on the Group’s internal forecasts and include modest
ongoing performance improvement, including in the newest stores. The Group considers these cash flows to be
reasonable and conservative. The main assumptions within future cash flow projections relate to EBITDA growth and
the risk adjusted discount rate. Management estimates the risk adjusted discount rate, FY23 12.4% (FY22: 10.5%),
using pre-tax rates that reflect the current market assessment of the time value of money.
The impairment review results in every cash generating unit showing a sufficiency of future cashflows, so no
impairment charge has been made. The minimum headroom on any cash generating unit is £1.2m (FY22: £4.4m).
An increase in the discount rate for the current year of 3.5%, would indicate the potential for impairment on a site by
site basis (FY22: No reasonable changes in assumptions applied would result in an impairment). An EBITDA decline of
27% across all CGUs for the next 3 years would be required to result in a material impairment.
The impairment review also includes performance of a high level financial review of the asset classes and cost
categories likely to be impacted most significantly by climate change. An exercise was undertaken as part of our
financial planning to ensure that our climate related risks and any associated costs had been considered when
assessing the value of our assets and future cash flow forecasts. An estimated impact of climate related risks was
included in the impairment review performed. Although there were costs anticipated as a result of climate related
risks, this did not result in any impairment being identified.
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED

141Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
17. Leases
The Group only acts as a lessee.
(a) Amounts recognised in the statement of financial position
The balance sheet shows the following amounts relating to leases:
Land and
buildings
£m
Right-of-use assets
Balance at 1 April 2021 43.6
Additions to right-of-use assets 8.1
Depreciation charge (5.0)
Balance at 31 March 2022 46.7
Balance at 1 April 2022 46.7
Additions to right-of-use assets 17.4
Depreciation charge (5.7)
Balance at 31 March 2023 58.4
Lease
liabilities
£m
Lease liabilities
Balance at 1 April 2021 49.3
Additions to lease liabilities 7.5
Repayment of lease liabilities (including interest element) (5.7)
Interest expense related to lease liabilities 1.7
Balance at 31 March 2022 52.8
Current 3.3
Non-current 49.5
Balance at 1 April 2022 52.8
Additions to lease liabilities 16.7
Repayment of lease liabilities (including interest element) (7.9)
Interest expense related to lease liabilities 2.0
Balance at 31 March 2023 63.6
Current 3.4
Non-current 60.2
A maturity analysis of lease liabilities based on undiscounted gross cash flows as at 31 March 2023 is reported in the
table below.
2023
£m
2022
£m
Within one year 7.5 6.1
In the second to fifth years inclusive 28.6 22.3
After five years 43.0 35.1
Total minimum lease payments 79.1 63.5
Interest charges (15.5) (10.7)
Lease liability 63.6 52.8

142 Motorpoint Group PLC | Annual Report and Accounts 2023
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED
17. Leases continued
(b) Amounts recognised in the statement of comprehensive income
The statement of comprehensive income shows the following amounts relating to leases:
2023
£m
2022
£m
Depreciation charge of right-of-use assets
Buildings 5.7 5.0
Finance expense
Interest expense 2.0 1.7
The total cash outflow for leases held as right-of-use assets in FY23 was £7.9m (FY22: £5.7m).
An expense on short term leases is also included of £0.4m (FY22: £0.4m).
There are no low value leases.
(c) The Group’s leasing activities and how these are accounted for
The Group leases various offices and retail stores. Rental contracts are typically made for fixed periods of three to 20
years, but may have extension options.
Lease terms are negotiated on an individual basis and contain a range of different terms and conditions. The lease
agreements do not impose any covenants other than the security interests in the leased assets that are held by the
lessor. Leased assets may not be used as security for borrowing purposes.
Where leases contain options to break, the Group has assumed that these are exercised, unless there is reasonable
certainty that the lease will be extended, and therefore the assumed duration for the liability is to the break point.
Similarly, for any extension options, these have not been assumed to be utilised unless there is reasonable certainty.
Leases are recognised as a right-of-use asset and a corresponding liability at the date at which the leased asset is
available for use by the Group.
Lease payments to be made under reasonably certain extension options are also included in the measurement of
the liability.
The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily
determined, which is generally the case for leases in the Group, the lessee’s incremental borrowing rate is used,
being the rate that the individual lessee would have to pay to borrow the funds necessary to obtain an asset of
similar value to the right-of-use asset in a similar economic environment with similar terms, security and conditions.
To determine the incremental borrowing rate, the Group:
• where possible, uses recent third-party financing received by the individual lessee as a starting point, adjusted to
reflect changes in financing conditions since third party financing was received;
• uses a build up approach that starts with a risk free interest rate adjusted for credit risk for leases held by the
Group, which does not have recent third party financing; and
• makes adjustments specific to the lease where relevant.
Lease payments are allocated between principal and finance cost. The finance cost is charged to profit or loss over
the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for
each period.
Right-of-use assets are depreciated over the shorter of the asset’s useful life and the lease term on a straight line basis.
There have been no lease payment breaks during the year.
Extension and termination options
Extension and termination options are included in a number of property and equipment leases across the Group.
These are used to maximise operational flexibility in terms of managing the assets used in the Group’s operations. The
majority of extension and termination options held are exercisable only by the Group and not by the respective lessor.
Impairment assessment
Management has completed an impairment review of the Group’s estate, using each Retail Store as a cash generating
unit. Recoverable amounts for cash generating units are the higher of fair value less costs of disposal, and value in
use. Further detail can be found in note 16: Property, plant and equipment.

143Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
18. Deferred tax (liabilities) / assets
The movement in deferred taxation assets and liabilities during the year, without taking into consideration the
offsetting of balances within the same tax jurisdiction, is as follows:
Other temporary differences
Accelerated capital
allowances
£m
Other timing
differences
£m
Total
£m
At 1 April 2021 1.1 0.1 1.2
Charged to equity (0.2) – (0.2)
At 31 March 2022 0.9 0.1 1.0
Charged to statement of comprehensive income (1.1) – (1.1)
Charged to equity – (0.1) (0.1)
At 31 March 2023 (0.2) – (0.2)
Deferred tax of £Nil (FY22: £Nil) is expected to be recovered or settled within 12 months from the reporting date.
An increase in the UK corporation rate from 19% to 25% (effective 1 April 2023) was substantively enacted on 24 May
2021. As at the balance sheet date of the 31 March 2023 the deferred tax asset has been calculated based on these
rates, reflecting the expected timing of reversal of the related temporary differences (FY22: 25%).
19. Inventories
2023
£m
2022
£m
Finished goods: New and used vehicles for resale 148.6 228.4
The replacement cost of inventories is not considered to be materially different from the above values.
Provisions against inventory total £2.3m (FY22: £2.5m). Write down of inventories recognised as an expense in the
period totalled £14.5m (FY22: £5.4m).
Inventory with a carrying value of £102.5m (FY22: £147.0m) has been pledged as security for the stocking finance
facilities where funding has been drawn down on that inventory.
20. Assets classified as held for sale
2023
£m
2022
£m
Land and buildings – 9.2
There are no assets classified as assets held for sale as at the current period end (FY22: land and buildings relating to
the Group’s stores in Stockton on Tees and Peterborough, both were sold and leased back during FY23).
21. Trade and other receivables
Due within one year
2023
£m
2022
£m
Trade receivables
1
9.9 9.9
Prepayments 3.9 3.6
Accrued income
2
4.6 0.1
18.4 13.6
1 Trade receivables are non-interest bearing and generally have a term of less than seven days. Due to their short maturities, the fair
value of current trade and other receivables approximates to their book value. Trade receivables represent amounts due from financial
institutions on the financed element of vehicle sales to customers. The maximum exposure to credit risk is the carrying amount. The
Group has no provisions against trade receivables (FY22: £Nil).
2
Accrued income relates to commissions earned from finance companies.
22. Cash and cash equivalents
2023
£m
2022
£m
Cash at bank and in hand 5.6 7.8

144 Motorpoint Group PLC | Annual Report and Accounts 2023
23. Borrowings
The Group’s available borrowings consist of an unsecured loan facility provided by Santander UK PLC, split between
£6.0m available as an uncommitted overdraft and £29.0m available as a revolving credit facility. The availability of the
revolving credit facility and overdraft was extended in June 2023 to expire in June 2026, (previously May 2024), with
the option to further extend for two further one year periods if agreed by both parties. As at the reporting date, £Nil
of the revolving credit facility (FY22: £29.0m) and £Nil of the overdraft (FY22: £Nil) was drawn down. The terms of the
revolving credit facility and overdraft require a full repayment for a period of at least one day or more in each financial
year and half year with no less than one month between repayments.
The finance charge for utilising the facility was dependent on the Group’s borrowing ratios as well as the base rate
of interest in effect. During the year ended 31 March 2023 interest was charged at 2.4% (FY22: 1.4%) per annum. The
interest charged for the year of £0.4m (FY22: £0.3m) has been expensed as a finance cost.
Net debt reconciliation
Borrowings
£m
Leases
£m
Sub-total
£m
Cash
£m
Total
£
Net debt as at 1 April 2021 – (49.3) (49.3) 6.0 (43.3)
Financing cash flows (29.0) 4.0 (25.0) 1.8 (23.2)
New leases – (7.5) (7.5) – (7.5)
Other changes
Interest expense (1.8) (1.7) (3.5) – (3.5)
Interest payments (presented as operating cash
flows) 1.8 1.7 3.5 – 3.5
Net debt as at 31 March 2022 (29.0) (52.8) (81.8) 7.8 (74.0)
Financing cash flows 29.0 5.9 34.9 (2.2) 32.7
New leases – (16.7) (16.7) – (16.7)
Other changes
Interest expense (5.1) (2.0) (7.1) – (7.1)
Interest payments (presented as operating cash
flows) 5.1 2.0 7.1 – 7.1
Net debt as at 31 March 2023 – (63.6) (63.6) 5.6 (58.0)
24. Trade and other payables: amounts due within one year
2023
£m
2022
£m
Trade payables
– Trade creditors 18.6 11.8
– Stocking finance facilities
1
102.5 147.0
Other taxes and social security
– VAT payable 0.7 1.8
– PAYE/NI payable 0.9 1.0
Other creditors 0.3 0.1
Accruals and deferred income
2
20.8 32.1
143.8 193.8
1 Stocking finance facilities are provided from Black Horse Limited and Lombard North Central PLC. At 31 March 2023 the Group had
£195.0m (FY22: £195.0m) of stocking finance facilities available of which £102.5m (FY22: £147.0m) was drawn.
The stocking finance facility with Black Horse Limited was renegotiated in May 2019 and all borrowings are secured against the vehicle
which the stocking finance facility is drawn down against. During FY22 it was increased by additional £40.0m to £120.0m. The facility
bears interest at the rate of 1.0% over the Sterling Overnight Index Average (“SONIA”) rate since 1 January 2022 when 7 day LIBOR rate
was no longer published.
The stocking finance facility with Lombard North Central PLC was negotiated in March 2019 and all borrowings are secured against the
vehicle which the stocking finance facility is drawn down against. During FY22 the limit was increased from £29.0m to £75.0m on the
same terms as the original agreement. The facility bears interest at the rate of 1.35% over the Sterling Overnight Index Average (“SONIA”)
rate since 1 January 2022 when 7 day LIBOR rate was no longer published.
Interest expense in the year of £4.7m (FY22: £1.5m) has been recognised as a finance cost.
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED

145Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
2 Included within accruals and deferred income is £0.2m (FY22: £3.9m) in relation to vehicles invoiced not collected at the reporting date
and £3.0m (FY22: £3.0m) of commissions received in advance.
Other than the stocking finance facilities payable, trade and other payables are all non-interest bearing.
Due to their short maturities, the fair value of current liabilities approximates to their book value and all are in sterling.
25. Provisions
2023
£m
Current
2023
£m
Non-current
2023
£m
Total
2022
£m
Current
2022
£m
Non-current
2022
£m
Total
Make good provision
1
– 2.5 2.5 – 2.5 2.5
Onerous lease
2
– 0.1 0.1 0.1 – 0.1
– 2.6 2.6 0.1 2.5 2.6
Movements in each class of provision during the financial year are set out below:
2023
£m
Make good
provision
1
2023
£m
Onerous
lease
2
2023
£m
Total
2022
£m
Make good
provision
1
2022
£m
Onerous
lease
2
2022
£m
Total
Carrying amount at start of year 2.5 0.1 2.6 1.9 0.2 2.1
Charged to statement of
comprehensive income
– additional provisions recognised 0.6 – – 0.6 – 0.6
– unwinding of discount – – – – – –
Amounts used during the year (0.6) – – – (0.1) (0.1)
Carrying amount at end of year 2.5 0.1 2.6 2.5 0.1 2.6
1 Make good provision
The Group is required to restore the leased premises of its retail stores to their original condition at the end of the respective lease terms.
A provision has been recognised for the present value of the estimated expenditure required to remove any leasehold improvements.
These costs have been capitalised as part of the cost of right-of-use assets and are amortised over the shorter of the term of the lease
and the useful life of the assets.
The timing of the cash outflow relating to the make good provision is in line with the life of the relevant lease. The remaining term on
existing leases ranges from 2 to 16 years with a weighted average of 10 years.
There is judgement associated with the potential cost of remediation of each property and estimated provisions have been based on the
past experience of the Group.
2 Onerous leases
The Group operates across a number of locations and if there is clear indication that a property will no longer be used for its intended
operation, a provision may be required based on an estimate of potential liabilities for periods of lease where the property will not be
used at the end of the reporting period, to unwind over the remaining term of the lease. The onerous lease is likely to be utilised for a
period of 3 years.
26. Financial instruments and risk management
The principal financial liabilities comprise inventory finance facilities, borrowings, and trade and other payables.
The main purpose of these financial liabilities is to provide working capital funding for the Group. The main risks
arising from financial liabilities are discussed further below. The principal financial assets comprise trade and other
receivables, and cash at bank and in hand. The maximum exposure at the balance sheet date is the carrying value of
the financial assets as disclosed in this note.
(a) Credit risk
The Group trades predominantly with retail customers. Sales to such customers are for cash and / or part exchange,
often with finance provided by a selected panel of financial institutions. The majority of the Group’s sales are thus for
cash or the remittances of funds from financial institutions, which is achieved in a short period after the sale. As such the
Group does not consider that it is exposed to credit risk from retail customers. Receivable balances are monitored on an
ongoing basis with the result that the Group’s exposure to bad debts is not considered to be significant. The maximum
exposure is the carrying value amount as disclosed in this note. There is no significant concentration of credit risk within
the Group. As a consequence, the Directors are satisfied that the Group’s exposure to credit risk is acceptable.

146 Motorpoint Group PLC | Annual Report and Accounts 2023
26. Financial instruments and risk management continued
(a) Credit risk continued
With respect to credit risk arising from other financial assets of the Group, which comprise cash and cas h
equivalents, the Group’s exposure to credit risk arises from the default of counterparties, with a maximum exposure
equal to the carrying amount of these instruments. Default is defined as the risk of financial loss to the Group if a
customer or counterparty to a financial instrument fails to meet its contractual obligations. Counterparty credit risk is
managed through the monitoring and active management of counterparty balances.
(b) Foreign exchange risk
The Group is not exposed to a significant foreign exchange risk. In FY23 and FY22 there were no purchases of
inventory from the EU, or other overseas countries and no hedging contracts were entered into.
At 31 March 2023 if sterling had weakened / strengthened by 10% against the Euro, with all other variables held
constant, the recalculated post tax profit for the year would therefore have been unchanged (FY22: unchanged) as a
result of foreign exchange losses / gains on the translation of euro denominated trade payables.
(c) Funding and liquidity risk
The funding arrangements of the Group at the balance sheet date consisted primarily of the stocking finance
facilities, trade and other payables, as well as an unsecured loan facility provided by Santander UK PLC, split between
£6.0m available as an uncommitted overdraft and £29.0m available as a revolving credit facility. Further information
regarding these arrangements is included in note 23.
The Group monitors its risk to a shortage of funds using a long term business plan that considers the maturity of all
of its financial liabilities and the projected cash flows from operations. The Group aims to have sufficient committed
borrowing facilities and operating cash flows to cover its core long term requirements.
The maturity table that follows details the contractual, undiscounted cash flows (both principal and interest) for the
Group’s non-derivative financial liabilities into relevant maturity groupings based on the remaining period at the
balance sheet date to the contractual maturity date. Interest payments have been calculated using the SONIA rates at
the period end, except where rates had already been contracted.
2023
Within 180
days
Within 1 year
£m
Between
1 and 2 years
£m
Between
2 and 5 years
£m
Over 5 years
£m
Total
£m
Borrowings – – – – – –
Stocking finance facilities 102.5 – – – – 102.5
Trade creditors and accruals 36.2 – – – – 36.2
Lease liabilities 3.7 3.8 7.2 21.4 43.0 79.1
142.4 3.8 7.2 21.4 43.0 217.8
2022
Within 180
days
Within 1 year
£m
Between
1 and 2 years
£m
Between
2 and 5 years
£m
Over 5 years
£m
Total
£m
Borrowings 29.0 – – – – 29.0
Stocking finance facilities 147.0 – – – – 147.0
Trade creditors and accruals 37.0 – – – – 37.0
Lease liabilities 3.0 3.0 5.9 16.5 35.1 63.5
216.0 3.0 5.9 16.5 35.1 276.5
d) Capital market risk
The Group is subject to capital market risk, primarily in relation to changes in interest rates. The Group’s interest
bearing financial liabilities are analysed as follows:
2023 2022
Floating
£m
Fixed
£m
Total
£m
Floating
£m
Fixed
£m
Total
£m
Sterling denominated 102.5 – 102.5 176.0 – 176.0
Total 102.5 – 102.5 176.0 – 176.0
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED

147Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
At 31 March 2023 and 2022 the floating rate financial liabilities comprise stocking finance facilities that bear interest
at rates based on Finance House Base Rate and a revolving credit facility which bears interest based on the Sterling
Overnight Index Average (“SONIA”) rate since 1 January 2022 when the LIBOR rate was no longer published.
The following table demonstrates the sensitivity to a reasonably possible change in interest rates, with all other
variables held constant, to the Group’s results before tax. The Group’s equity would be impacted by this amount less
tax at the prevailing rate.
Increase / decrease in
basis points
2023
£m
2022
£m
Sterling +50 (0.5) (0.9)
Sterling -50 0.5 0.9
(e) Capital management
The Group’s objective when managing capital is to ensure adequate working capital for all operating activities and
liquidity, including a comfortable headroom to take advantage of shorter term opportunities, or to weather short ter m
shocks. Secondly, the Group aims to operate an efficient capital structure to achieve the business plan. For these
purposes the Group considers capital to be shareholders’ equity, borrowings and stocking finance facilities.
Consistent with others in the industry the Group monitors capital through the following ratio: total net debt as per
note 22 divided by EBITDA (see "Alternative Performance Measures" section).
The funding arrangements of the Group at the balance sheet date consisted primarily of the stocking finance
facilities, trade and other payables, as well as an unsecured loan facility provided by Santander UK PLC, split between
£6.0m available as an uncommitted overdraft and £29.0m available as a revolving credit facility. Further information
regarding these arrangements is included in note 23.
There are certain covenants on the revolving credit and stocking facilities relating to a maximum debt to equity
and interest rate cover in respect of the Group consolidated financial statements. The Group reviews covenant
compliance on a monthly basis, both retrospectively and prospectively. As discussed more in note 2 and 4, in a
stressed scenario, it is possible the Group would need to negotiate changes to the banking covenants but this is not
considered plausible in the scenarios modelled.
At 31 March 2023 the Group had undrawn stocking finance facilities of £92.5m (FY22: £48.0m) and undrawn credit
facilities of £35.0m (FY22: £6.0m) and further information can be found in note 2.
Under the terms of the major borrowing facilities, the Group is required to comply with the following financial
covenants; terms are defined within the alternative performance measures section of the Glossary:
• the interest cover (EBITDA to borrowing costs, being bank interest only) should not be less than 4:1
• adjusted leverage being the total net debt to adjusted EBITDA should not exceed 3:1
• the reported Net Worth (Net Assets per the Balance Sheet) will not at any stage fall below the amount of £30.0m.
The Group has complied with these covenants as applicable throughout the reporting period. As at 31 March 2023,
they were 41:1, 0:1 and £38.9m respectively (FY22: 108:1, 1:1 and £39.4m).
Post year end, as a part of the new financing agreement signed in June 2023, the interest cover covenant will no
longer apply and the following additional covenant must be complied to:
• the fixed charge cover being EBITDAR (excluding losses from new store openings within last two years) to fixed
charges (finance charges plus rent) shall not be less than 1.25:1
(f) Fair value estimation
The Group has no financial assets or liabilities carried at fair value.
(g) Financial instruments by category
The Group’s financial assets are all measured at amortised cost.
2023
Carrying value
£m
Trade receivables 9.9
Accrued income 4.6
Cash and cash equivalents 5.6
16.0

148 Motorpoint Group PLC | Annual Report and Accounts 2023
26. Financial instruments and risk management continued
(g) Financial instruments by category continued
2022
Carrying value
£m
Trade receivables 9.9
Accrued income 0.1
Cash and cash equivalents 7.8
17.8
The Group’s liabilities are classified as follows:
2023
Other financial
liabilities at
amortised cost
£m
Liabilities not
within the scope
of IFRS 9
£m
Total
£m
Borrowings – – –
Trade creditors 18.6 – 18.6
Stocking finance facilities 102.5 – 102.5
Other taxes and social security – 1.6 1.6
Lease liabilities 63.6 – 63.6
Other creditors 0.3 – 0.3
Accruals and deferred income 17.6 3.2 20.8
202.6 4.8 207.4
2022
Other financial
liabilities at
amortised cost
£m
Liabilities not
within the scope
of IFRS 9
£m
Total
£m
Borrowings 29.0 – 29.0
Trade creditors 11.8 – 11.8
Stocking finance facilities 147.0 – 147.0
Other taxes and social security – 2.8 2.8
Lease liabilities 52.8 – 52.8
Other creditors 0.1 – 0.1
Accruals and deferred income 25.2 6.9 32.1
265.9 9.7 275.6
Fair value hierarchy
Financial instruments carried at fair value are required to be measured by reference to the following levels:
• Level 1: quoted prices in active markets for identical assets or liabilities;
• Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either
directly (i.e. as prices) or indirectly (i.e. derived from prices); and
• Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs).
The Group has no financial instruments carried at fair value.
(h) Credit quality of financial assets
As disclosed in note 21 the Group has no financial assets that are past due or impaired. The Group’s financial assets
represent balances due from a selected panel of financial institutions that provide finance to the Group’s retail
customers and cash and cash equivalents held with banks. The Group has banking arrangements in place with
Santander UK plc and financing arrangements in place with Lloyds Bank plc and Barclays Bank plc, all of which have a
Fitch credit rating of A+. The Group does not obtain credit ratings for its customers. Due to their short maturities, the
expected credit loss on financial assets is estimated at £Nil.
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED

149Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
27. Post employment benefit obligations
The Group operates a defined contribution pension scheme. The pension cost charge for the year represents
contributions payable by the Group to the scheme and is disclosed in note 9. Contributions totalling £0.3m (FY22:
£0.1m) were payable to the scheme at the end of the year and are included in accruals.
28. Share capital
2023 2022
Number
‘000
Amount
£m
Number
‘000
Amount
£m
Allotted, called up and fully paid Ordinary Shares of 1p each
Balance at the end of the year
1
90,190 0.9 90,190 0.9
There are currently no shares held in treasury for use to satisfy employee share plan obligations. Shares are held on
behalf of employees within the employee benefit trust (EBT) detailed in note 31.
The Group does not have a limited amount of authorised capital.
29. Capital redemption reserve
The capital redemption reserve represents the purchase by the Group of its own shares and comprises the amount by
which distributable profits were reduced on these transactions in accordance with s733 of the Companies Act 2006.
£Nil (FY22: £Nil) was transferred into the capital redemption reserve during the year in respect of shares purchased
by the Group and subsequently cancelled.
30. Capital reorganisation reserve
The capital reorganisation reserve represents the capital reduction in the nominal value of shares in Motorpoint
Group Limited (re-registered as Motorpoint Group Plc on 10 May 2016) from £1 to 1p.
31. Employee benefit trust (EBT) reserve
The EBT has an independent trustee and has been set up to satisfy awards which are exercised in accordance with
the terms of the various share based schemes detailed in note 33.
At 31 March 2023 the EBT held 1,686,307 (FY22: 1,372,677) ordinary shares of 1p each in the Group, the market value of
which amounted to £5.3m (FY22: £4.7m). Details of outstanding share awards and options are shown in note 33.
The consideration paid for the ordinary shares of 1p each in the Group held by the EBT at 31 March 2023 and 31 March
2022 has been shown as an EBT reserve and presented within equity for the Group. All other assets, liabilities, income
and costs of the EBT have been incorporated into the accounts of the Group.
The table below shows the movements in equity from EBT transactions during the year:
2023 2022
Number
‘000
Amount
£m
Number
‘000
Amount
£m
Shares purchased by the EBT in the year 340,000 0.7 1,449,048 5.0
Shares issued in respect of employee share schemes (26,340) (0.1) (111,212) (0.4)
Proceeds of £0.1m (FY22: £0.2m) were received on the exercise of share based payments. The weighted average cost
of shares issued by the EBT was £0.1m (FY22: £0.4m).
Subsequent to the year end employee share options over 0 (FY22: 3,808) shares had been exercised and had been
satisfied by ordinary shares issued by the EBT.

150 Motorpoint Group PLC | Annual Report and Accounts 2023
32. Other commitments
Capital commitments
The Group had capital commitments of £Nil at 31 March 2023 (FY22: £Nil).
33. Share based compensation
Share options are granted to Senior Executives and other individuals throughout the organisation. The Group
currently operates three share schemes and these are the Performance Share Plan (’PSP’), the Share Incentive Plan
(‘SIP’) and the Save As You Earn (‘SAYE’) schemes. During FY21 the Restricted Shares Award scheme (‘RSA') was
introduced, which operates under the rules of the PSP scheme.
The total expense recognised immediately in profit and loss arising from equity settled share based payment
transactions in the year relating to the three schemes including associated national insurance (‘NI') charges was
£0.2m (FY22: £0.1m).
NI is being accrued, where applicable, at a rate of 15.05% which management expects to be the prevailing rate when
the awards are exercised, based on the share price at the reporting date. NI for the year ended 31 March 2023 relating
to all awards was a charge of £Nil (FY22: £Nil).
Share Incentive Plan
The Group operates a SIP under which an award was made available to all eligible employees following admission to
the London Stock Exchange in May 2016.
Performance Share Plan
The Group operates a Performance Share Plan for Executive Directors and certain key senior managers.
Restricted Share Award (‘RSA’)
Restricted Shares differ from performance shares in a way that the grant level is scaled back, but the vesting of the
shares is not subject to specific future conditions (other than a performance underpin).
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED

151Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
SAYE scheme
The Group operates a SAYE scheme for all employees under which employees are invited to subscribe for options
over the Company’s shares at an exercise price representing a 10% discount to the closing mid market price the day
before the invitation date.
Plan
Grant
date
Vesting
date
Lapse
date Settlement type
Number of
shares granted
Fair value at
grant date
2
£
Exercise
price
£
Performance
criteria
SIP 27 Jun 16 27 Jun 19 N/A equity settled 194,023 1.877 Nil No
SIP 22 Dec 17 22 Dec 20 N/A cash settled 118,716 1.877 Nil No
FY17 PSP 23 Jun 16 22 Jun 19 23 Jun 26 equity settled 596,659 2.300 Nil Yes
FY18 PSP 21 Jul 17 21 Jul 20 21 Jul 27 equity settled 830,267 1.385 Nil Yes
FY19 PSP 20 Jul 18 1 Apr 21 20 Jul 28 equity settled 323,303 2.420 Nil Yes
FY20 PSP (A) 22 Jul 19 22 Jul 21 22 Jul 29 equity settled 203,620 2.204 Nil Yes
FY20 PSP (B)
1
22 Jul 19 22 Jul 22 22 Jul 29 equity settled 412,022 2.204 Nil Yes
FY21 RSA (A) 24 Aug 20 24 Aug 23 24 Aug 30 equity settled 199,333 2.480 Nil Yes
FY21 RSA (B) 24 Aug 20 24 Aug 23 24 Aug 30 equity settled 37,877 2.480 Nil Yes
FY21 RSA (C) 24 Aug 20 24 Aug 24 24 Aug 30 equity settled 18,938 2.447 Nil Yes
FY21 RSA (D) 24 Aug 20 24 Aug 25 24 Aug 30 equity settled 18,938 2.336 Nil Yes
FY22 RSA (A) 16 Jun 21 16 Jun 24 16 Jun 31 equity settled 297,013 1.907 Nil Yes
FY22 RSA (B) 16 Jun 21 16 Jun 24 16 Jun 31 equity settled 82,589 1.907 Nil Yes
FY22 RSA (C) 16 Jun 21 16 Jun 25 16 Jun 31 equity settled 41,295 1.688 Nil Yes
FY22 RSA (D) 16 Jun 21 16 Jun 26 16 Jun 31 equity settled 41,295 1.494 Nil Yes
FY23 RSA (A) 22 Jun 22 22 Jun 25 22 Jun 32 equity settled 442,424 1.442 Nil Yes
FY23 RSA (B) 22 Jun 22 22 Jun 25 22 Jun 32 equity settled 111,055 1.442 Nil Yes
FY23 RSA (C) 22 Jun 22 22 Jun 26 22 Jun 32 equity settled 55,527 1.272 Nil Yes
FY23 RSA (D) 22 Jun 22 22 Jun 27 22 Jun 32 equity settled 55,527 1.121 Nil Yes
SAYE17 27 Dec 16 1 Feb 20 1 Aug 20 equity settled 770,041 0.320 1.12 No
SAYE18 27 Dec 17 1 Feb 21 1 Aug 21 equity settled 417,765 0.490 1.77 No
SAYE19 21 Dec 18 1 Feb 22 1 Aug 22 equity settled 283,012 0.500 1.89 No
SAYE20 23 Dec 19 1 Feb 23 1 Aug 23 equity settled 222,040 0.890 2.30 No
SAYE21 23 Dec 20 1 Feb 24 1 Aug 24 equity settled 259,001 0.940 2.77 No
SAYE22 20 Dec 21 1 Feb 25 1 Aug 25 equity settled 403,215 1.024 2.76 No
SAYE23 22 Dec 22 1 Feb 26 1 Aug 26 equity settled 454,600 0.280 1.39 No
6,890,095
1 The current assumption of non-vesting conditions reduces the fair value to zero at the balance sheet date.
2 The fair value at grant date as disclosed above is prior to applying an assumption for the number of shares not expected to vest due to
participants leaving the scheme.

152 Motorpoint Group PLC | Annual Report and Accounts 2023
NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS CONTINUED
33. Share based compensation continued
SAYE scheme continued
SIP SAYE PSP RSA 2023 2022
FY23 FY22 FY23 FY22 FY23 FY22 FY23 FY22
Weighted
average
exercise
price
£
Number
of
options
Weighted
average
exercise
price
£
Number
of
options
Outstanding at
1 April FY 46,386 55,173 724,810 586,484 435,438 962,361 730,370 268,178 0.79 1,937,004 0.74 1,872,196
Awarded – – 454,600 403,215 – – 695,061 462,192 0.55 1,149,661 0.82 865,407
Forfeited / lapsed (27,149) – (413,822) (153,677) (6,256) (526,923) (212,964) – (1.31) (660,191) (0.52) (680,600)
Exercised (4,078) (8,787) (26,370) (111,212) – – – – (1.64) (30,448) (1.74) (119,999)
Outstanding at
31 March FY 15,159 46,386 739,218 724,810 429,182 435,438 1,212,467 730,370 0.52 2,396,026 0.79 1,937,004
Exercisable at
31 March FY 15,159 46,386 63,060 35,985 17,160 23,416 – – 1.25 95,379 0.60 105,787
The option pricing model used by the entity to value the shares in the period in which they were launched is the
Black-Scholes model.
The range of exercise prices of share options outstanding at the end of the period for SAYE plans is between £1.12 and
£2.77 (FY22: £1.12 – £2.77). The exercise price for PSP and RSA share awards is £Nil (FY22: £Nil).
The assumptions used in the measurement of the fair value at grant dates of the SAYE scheme are as follows:
Share price
at grant date
£
Expected
volatility
%
Option life
years
Risk-free rate
%
Dividend yield
%
Non-vesting
condition
%
Fair value
per option
£
22 December 2022 1.45 44.9 3.0 3.3 1.63 38.9 0.28
20 December 2021 3.45 43.6 3.0 1.3 1.63 27.1 0.75
23 December 2020 2.81 51.7 3.0 2.5 1.29 27.1 0.94
23 December 2019 2.89 37.5 3.0 2.5 3.00 27.1 0.89
21 December 2018 2.04 34.5 3.0 2.5 2.85 27.1 0.50
27 December 2017 1.97 34.3 3.0 2.5 2.85 27.1 0.49
27 December 2016 1.28 33.0 3.0 2.5 3.10 27.1 0.32
The maximum subscription offered is £3,600 (equivalent to £100 per month over the 36 month saving period).
Contributions from salary are made into a savings account and on maturity participants can exercise their option to
buy shares at the discounted rate with their saved contributions or have the funds returned to them.
Expected volatility is estimated by considering historic average share price volatility of Motorpoint Group Plc share
price at the grant date. The requirement that an employee has to save in order to purchase shares under the SAYE is
a non-vesting condition. This feature has been incorporated into the fair value at grant date by applying a discount to
the valuation obtained from the Black-Scholes pricing model.

153Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
FY23 SAYE FY22 SAYE FY21 SAYE FY20 SAYE FY19 SAYE
Number
Option
exercise
price
£ Number
Option
exercise
price
£ Number
Option
exercise
price
£ Number
Option
exercise
price
£ Number
Option
exercise
price
£
Outstanding at
1 April 2022 – – 373,052 2.76 185,409 2.77 131,364 2.30 35,985 1.89
Awarded 454,600 1.39 – – – – – – – –
Forfeited (19,028) – (200,635) – (103,316) – (63,923) – (9,615) –
Vested / early
exercise (2,589) – (9,713) – (1,622) – (4,381) – (26,370) –
Outstanding at
31 March 2023 432,983 – 162,704 – 80,471 – 63,060 – – –
The total charge in the year, included in administrative expenses, in relation to these awards was £0.3m (FY22: £0.1m).
The weighted average remaining contractual life of the outstanding share options based on the relevant vesting date
as at the year end is 1.3 years (FY22: 1.6 years).
34. Transactions and balances with related parties
There were no transactions with related parties other than Directors and key management. Their remuneration
including share based payment as detailed in note 10 to the Financial Statements and their beneficiary owned shares
are detailed in the Remuneration Committee Report on page 105.
35. Post balance sheet events
Arrangements relating to the unsecured loan facility provided by Santander UK PLC (£35.0m split between £6.0m
available as an uncommitted overdraft and £29.0m available as a revolving credit facility) were extended in June 2023 to
June 2026 (previously May 2024), with the option to extend for two further one year periods if agreed by both parties.
The Group’s 20th store opened in Ipswich in May 2023.

154 Motorpoint Group PLC | Annual Report and Accounts 2023
COMPANY
BALANCE SHEET
AS AT 31 MARCH 2023
Note
2023
£m
2022
£m
Assets
Non-current assets
Investments 3 102.3 101.4
Total non-current assets 102.3 101.4
Total assets 102.3 101.4
Liabilities
Current liabilities
Creditors: amounts falling due within one year 4 (53.1) (52.1)
Total current liabilities (53.1) (52.1)
Net current liabilities (53.1) (52.1)
Total liabilities (53.1) (52.1)
Net assets 49.2 49.3
Equity
Called up share capital 6 0.9 0.9
Capital redemption reserve 7 0.1 0.1
EBT Reserve (5.3) (4.7)
Retained earnings
At 1 April 2022 and 2021 respectively 53.0 53.9
Loss for the year (0.3) (0.3)
Share-based payments 0.9 0.1
Share-based compensation options satisied through the EBT (0.1) (0.7)
53.5 53.0
Total equity 49.2 49.3
The notes on pages 156 to 159 are an integral part of these inancial statements.
The inancial statements on pages 154to 159 were approved by the Board of Directors on 14 June 2023 and were
signed on its behalf by:
M Carpenter C Morgan
Chief Executive Oicer Chief Financial Oicer
Motorpoint Group Plc
Registered number 10119755

155Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
COMPANY STATEMENT OF
CHANGES IN EQUITY
FOR THE YEAR ENDED 31 MARCH 2023
Note
Called up
share capital
£m
Capital
redemption
reserve
£m
EBT reserve
£m
Retained
earnings
£m
Total equity
£m
At 1 April 2021 0.9 0.1 – 53.9 54.9
Loss for the year – – – (0.3) (0.3)
Transactions with owners in their
capacity as owners:
Share-based payments – – – 0.1 0.1
EBT share purchases and commitments – – (5.4) – (5.4)
Share-based compensation options
satisied through the EBT – – 0.7 (0.7) –
– – (4.7) (0.6) (5.3)
At 31 March 2022 0.9 0.1 (4.7) 53.0 49.3
Loss for the year – – – (0.3) (0.3)
Transactions with owners in their
capacity as owners:
Share-based payments – – – 0.9 1.0
EBT share purchases and commitments – – (0.7) – (0.7)
Share-based compensation options
satisied through the EBT – – 0.1 (0.1) –
– – (0.6) 0.8 0.2
Balance at 31 March 2023 0.9 0.1 (5.3) 53.5 49.2

156 Motorpoint Group PLC | Annual Report and Accounts 2023
NOTES TO THE COMPANY
FINANCIAL STATEMENTS
1. Summary of signiicant accounting policies
Motorpoint Group Plc (the ‘Company’) is incorporated and domiciled in the United Kingdom under the Companies
Act 2006.
The Company is a public company limited by shares and is listed on the London Stock Exchange; the address of
the registered oice is Champion House, Stephensons Way, Derby, England, DE21 6LY. The principal activity of the
Company is to provide the services of the Directors to the Group and that of a holding company.
(a) Basis of preparation
These Company inancial statements for the year ended 31 March 2023 have been prepared in accordance with
United Kingdom accounting standards including FRS 102 and the Companies Act 2006. These inancial statements
are prepared on a going concern basis, under the historical cost convention. The accounting policies have been
consistently applied to all the years presented, unless otherwise stated.
The Directors of the Company are also Directors of Motorpoint Group Plc and have used the going concern principle
on the basis that the current proitable inancial projections and facilities of the consolidated Group will continue in
operation for the foreseeable future, being a period of at least 12 months from the date of this report. The Company is
in a net current liability position; however as Motorpoint Limited is a wholly owned subsidiary of the Company, those
outstanding balances will not be settled unless the Company has the means to repay. For further details of the going
concern status of the Group see page 126.
The Company inancial statements have been prepared in sterling which is the functional and presentational currency
of the Company and have been presented in round £m.
As permitted under section 408 of the Companies Act 2006, an entity proit and loss is not included as part of the
published consolidated inancial statements of Motorpoint Group Plc.
(b) Critical accounting judgements
The preparation of the inancial statements requires management to exercise its judgement in the process of
applying the Group and Company accounting policies. The areas involving a higher degree of judgement or
complexity for the Group are disclosed in note 4 to the consolidated inancial statements. There are no critical
estimates or judgements speciic to the Company.
(c) Investment in subsidiaries
Investments in subsidiaries are held at cost, less any provision for impairment. Annually, the Directors consider
whether any events or circumstances have occurred that could indicate that the carrying amount of ixed asset
investments may not be recoverable. If such circumstances do exist, a full impairment review is undertaken to
establish whether the carrying amounts exceed the higher of net realisable value or value in use. If this is the case,
an impairment charge is recorded to reduce the carrying value of the related investment. Where equity settled share
based compensation is granted to the employees of subsidiary companies, the fair value of the award is treated as a
capital contribution by the Company and investments in subsidiaries are adjusted to relect this capital contribution.
(d) Dividend distribution
Dividend distribution to the Company’s shareholders is recognised as a liability in the Company’s inancial statements
in the period in which the dividends are approved by the Company’s shareholders.
(e) Financial instruments
The Company is applying sections 11 and 12 of FRS 102 in respect of the recognition and measurement of inancial
instruments. Financial assets and inancial liabilities are recognised in the Company’s balance sheet when the
Company becomes party to the contractual provisions of the instrument.
The Company classiies inancial instruments, or their component parts, on initial recognition as inancial assets,
inancial liabilities or equity instruments according to the substance of the contractual arrangements entered into.
(f) Financial equity
An equity instrument is any contract that evidences a residual interest in the assets of the Company after deducting
all of its liabilities. Equity instruments issued by the Company are recorded as the proceeds received, net of direct
issue costs.
(g) Financial liabilities
Financial liabilities are classiied on initial recognition as either other inancial liabilities measured at amortised cost or
at fair value through proit or loss.
(h) Share capital
Ordinary Shares are classiied as equity. Costs incurred in issuing equity are deducted from the equity instrument.

157Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
(i) Employee beneits
(i) Pensions
The Group operates a deined contribution pension scheme for employees. The assets of the scheme are held
separately from those of the Group. The annual contributions are charged in the statement of comprehensive income
in the year in which they become payable in accordance with the rules of the scheme.
(ii) Other employee beneits
The Group recognises an expense for other short term employee beneits, primarily holiday pay and employee
commissions and bonuses on an accruals basis.
(iii) Share-based compensation
Equity settled share based compensation to employees and others providing similar services are measured at the fair
value of the equity instruments at the grant date. The estimate is measured using the Black-Scholes pricing model
and excludes the eect of non-market based vesting conditions. Details regarding the determination of the fair value
of equity settled share based transactions are set out in note 33 of the Group’s inancial statements.
The fair value determined at the grant date of the equity settled share based compensation is expensed on a straight
line basis over the vesting period, based on the Group’s estimates of equity instruments that will eventually vest.
Ateach balance sheet date, the Group revises its estimate of the number of equity instruments expected to vest as
a result of the eect of non-market based vesting conditions. The impact of the revision of the original estimates,
ifany, is recognised in the statement of comprehensive income such that the cumulative expenses relect the revised
estimate, with a corresponding adjustment to equity reserves.
SAYE share options granted to employees are treated as cancelled when employees cease to contribute to the
scheme. This results in accelerated recognition of the expenses that would have arisen over the remainder of the
original vesting period.
Cash settled share based compensation to employees and others providing similar services is measured at the fair
value of the equity instruments at the grant date. A liability is recognised at the current fair value determined at each
balance sheet date and at settlement.
(j) Exemptions for qualifying entities under FRS 102
FRS 102 allows certain disclosure exemptions. The Company has taken the exemptions under FRS 102 paragraphs
1.12 (b), (d) and (e) from including the preparation of a cash low statement and disclosure in relation to share based
compensation and key management compensation, since equivalent disclosures are included in the consolidated
inancial statements of the Group headed by Motorpoint Group Plc.
2. Employees and Directors
The Company has no employees other than Directors (FY22: none). Full details of the Directors’ remuneration and
interests are set out in the Remuneration Committee Report on pages 102 and 108.
There were no transactions with related parties other than Directors and key management remuneration including
share based payment as detailed in note 10 to the consolidated inancial statements. The shares beneicially owned
by the Directors of the Company are detailed in the Remuneration Committee Report on page 105.

158 Motorpoint Group PLC | Annual Report and Accounts 2023
3. Investments
2023
£m
2022
£m
At 1 April 101.4 101.3
Share based payment charge 0.9 0.1
At 31 March 102.3 101.4
Under IAS 36, the Company performs an annual assessment as to the existence of impairment indicators.
Management identiied an indicator of impairment as a result of the general market conditions including interest
rates, inlation and supply shortages, which could have diering impacts. As such, an impairment assessment has
been performed.
The same assumptions have been made as were made by the Group when considering individual cash-generating
units. The impairment review results in signiicant headroom in the value of the investment held by the Company in
Motorpoint Limited.
At 31 March 2023 the Company had the following 100% owned subsidiary companies all of whom are registered in
England and Wales. Motorpoint Limited is the only direct subsidiary.
Subsidiary undertaking Registered address Principal activity Registered number
Motorpoint Limited
Champion House,
Stephensons Way, Derby,
England, DE21 6LY Motor vehicle retail 03482801
Chartwell Leasing Limited
1
Champion House,
Stephensons Way, Derby,
England, DE21 6LY Dormant 04100916
Auction 4 Cars Limited
1
Champion House,
Stephensons Way, Derby,
England, DE21 6LY Dormant 09603690
Motorpoint Group Plc
Employee Beneit Trust
2
12 Castle Street, Jersey,
JE2 3RT Employee beneit scheme Not applicable
1 These subsidiary undertakings are entitled to exemptions under sections 476 and 480 of the Companies Act 2006 relating to dormant
companies.
2 The EBT is consolidated in the inancial statements of the Group on the basis that the Company has control as detailed in note 2 to the
consolidated inancial statements.
4. Creditors: amounts falling due within one year
2023
£m
2022
£m
Bank loans and overdrafts – 29.0
Amounts owed to Group undertakings 53.1 23.1
53.1 52.1
Amounts due to Group undertakings are repayable on demand, unsecured and non-interest bearing. See note 9 for
further details on borrowings.
5. Financial instruments
Financial instruments utilised by the Company during the year ended 31 March 2023 may be analysed as follows:
2023
£m
2022
£m
Financial liabilities measured at amortised cost 53.1 52.1
53.1 52.1
Financial instruments included within current assets and liabilities (excluding cash) are generally short term in nature
and accordingly their fair values approximate to their book values.
The Company’s inancial liabilities are repayable on demand and therefore their fair value is equal to their book value.
NOTES TO THE COMPANY
FINANCIAL STATEMENTS CONTINUED

159Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
6. Called up share capital
2023 2022
Number
‘000
Amount
£m
Number
‘000
Amount
£m
Allotted, called up and fully paid Ordinary Shares of 1p each
Balance at the end of the year
1
90,190 0.9 90,190 0.9
1 There has been no share buyback during FY23 and FY22.
Since the commencement of the current share buyback programme in 2019 as at 31 March 2023, 615,000 shares have been bought back
and cancelled representing 0.7% of the issued Ordinary Shares, at a cost of £1.8m.
At 31 March 2023 the EBT held 1,686,307 (FY22: 1,372,677) ordinary shares of 1p each in the Company, the market
value of which amounted to £5.3m (FY22: £4.7m). Details of outstanding share awards and options are shown in
note 33 of the consolidated inancial statements.
The Company does not have a limited amount of authorised capital.
7. Capital redemption reserve
The capital redemption reserve represents the purchase by the Company of its own shares and comprises the
amount by which distributable proits were reduced on these transactions in accordance with s733 of the Companies
Act 2006. £Nil (FY22: £Nil) was transferred into the capital redemption reserve during the year in respect of shares
purchased by the Company and subsequently cancelled.
8. Dividends
During the year no dividends were paid (FY22: £Nil).
The Board has not proposed a inal dividend (FY22: £Nil) for the year ended 31 March 2023.
9. Borrowings
The Company’s borrowings are consistent with the loan facility provided by Santander UK PLC detailed within note 23
of the consolidated inancial statements.
10. Commitments and contingencies
Capital commitments
The Company had nil capital commitments at 31 March 2023 (FY22: £Nil).
Contingencies
There are no disputes with any third parties that would result in a material liability for the Company.
The Company acts as guarantor over the Group’s £195.0m (FY22: £195.0m) stocking inance facilities with Black Horse
Limited and Lombard North Central PLC.
11. Related parties
During the year, a management charge of £2.0m (FY22: £1.1m) was received from Motorpoint Limited in respect of
services rendered.
During the year, Motorpoint Limited paid interest of £0.4m (FY22: £0.2m) on behalf of the Company.
On behalf of Motorpoint Group PLC, Motorpoint Limited paid Directors’ salaries and fees of £2.0m (FY22: £1.1m)
during the year and has recharged this to Motorpoint Group Plc.
At the year end the balance outstanding due to Motorpoint Limited totalled £53.1m (FY22: £23.1m).
The Company grants share awards to employees of Motorpoint Limited as detailed in note 33 to the consolidated
inancial statements. As a result, a share based payment charge of £0.9m (FY22: £0.1m) as disclosed in the Company’s
Statement of Changes in Equity with a corresponding increase in Investments.

160 Motorpoint Group PLC | Annual Report and Accounts 2023
ALTERNATIVE PERFORMANCE
MEASURES ’APMS ’
Introduction
We assess the performance of the Group using a variety of alternative performance measures that are not deined
under IFRS and are therefore termed non-GAAP measures. The non-GAAP measures are shown below.
The APMs we use may not be directly comparable with similarly titled measures used by other companies.
GP / adjusted overheads ratio
We also measure inancial performance based on our gross proit / adjusted overheads ratio. The calculation of this
measure is as follows:
2023
£m
2022
£m
Gross proit 85.7 106.3
Adjusted overheads (79.2) (81.3)
Gross proit / adjusted overheads 108.2% 130.8%
In the current and prior year, adjusted overheads is equal to operating expenses as a result of there being no
exceptional items.
EBITDA
2023
£m
2022
£m
(Loss) / proit before taxation (0.3) 21.5
Finance expense 7.1 3.5
Depreciation 9.0 7.3
Amortisation 0.4 –
EBITDA 16.2 32.3
Return on capital employed (’ROCE’)
A commonly used metric that can be used to compare performance to other inancial businesses. It measures the
proit (i.e. return) relative to the amount of capital employed. The higher the ROCE the greater the return for the
capital employed in the business.
2023
£m
2022
£m
Operating proit (£m) 6.8 25.0
Average of opening and closing net assets (£m) 39.2 33.5
ROCE (%) 17.3 74.6
Net cash / (debt) excluding lease liabilities
2023
£m
2022
£m
Cash and cash equivalents 5.6 7.8
Bank borrowings – (29.0)
Net cash / (debt) 5.6 (21.2)

161Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
GLOSSARY
Term Meaning
Adjusted basic Earnings per
Share
Earnings attributable to equity shareholders adjusted for Exceptional items / weighted
average number of ordinary shares during the year
Adjusted EBITDA Earnings Before Finance Expense, Tax, Depreciation and Amortisation adjusted for
Exceptional Items
Adjusted diluted Earnings
per Share
Earnings attributable to equity shareholders adjusted for Exceptionals / weighted
average number of ordinary shares during the year adjusted for dilutive share options
Adjusted Operating Costs Operating Expenses before Exceptionals
Adjusted Operating Proit Operating Proit before Exceptionals
Adjusted Overheads Operating Expenses before Exceptionals
Adjusted PBT Proit Before Tax before Exceptionals
APM Alternative Performance Measure
Capital Employed Average of the opening and closing position of the year for Net Assets adjusted for
related party balances and legacy EBT liability
DTR Disclosure Guidance and Transparency Rules
EBITDA Earnings Before Finance Expense, Tax, Depreciation and Amortisation
EBITDAR Earnings Before Finance Expense, Tax, Depreciation, Amortisation and Rent Costs
EBT Employee Beneit Trust
EPS Earnings per Share
FCA Financial Conduct Authority
FRC Financial Reporting Council
FTE Full Time Equivalent
GAAP Generally Accepted Accounting Practice
GP Gross Proit
GP / Adjusted Overheads Gross Proit / Operating Costs before Exceptionals
HMRC HM Revenue and Customs
IAS International Accounting Standards
IFRS International Financial Reporting Standards
IPO Initial Public Oering
LIBOR London Interbank Oered Rate
LTIP Long Term Incentive Plan
NI National Insurance
NPS Net Promoter Score
OEM Original Equipment Manufacturer
Operating Cash Conversion Cash generated from operations / operating proit
PBT Proit Before Tax
PCI Payment Card Industry
PCP Personal Contract Purchase
PSP Performance Share Plan
PwC PricewaterhouseCoopers LLP
ROCE Return On Capital Employed, being Operating Proit/Capital Employed
RSA Restricted Share Award
SAYE Save As You Earn
SIP Share Incentive Plan
Structural Debt Debt excluding stock inance facilities

162 Motorpoint Group PLC | Annual Report and Accounts 2023
SHAREHOLDER INFORMATION
& ADVISERS
Registered oice Legal advisers
Motorpoint Pinsent Masons LLP
Champion House 30 Crown Place
Stephensons Way London EC2A 4ES
Derby DE21 6LY
United Kingdom Registrar
Link Group
Company number Unit 10
10119755 Central Square
29 Wellington Street
Company secretary Leeds
Chris Morgan LS1 4DL
Joint stock brokers Financial PR
Numis Securities Limited FTI Consulting
45 Gresham Street 200 Aldersgate
London Aldersgate Street
EC2V 7QA London EC1A 4HD
Tel: +44 203 727 1000
Shore Capital Stockbrokers Limited
Bond Street House Bankers
14 Cliord Street Santander UK Plc
London W1S 4JU 2 Clumber Street
Nottingham NG1 3GA
Share listing
MOTR.L 1 pence Ordinary Shares are listed on the London Financial calendar
Stock Exchange and are the only class of shares in issue 26 July 2023 Annual General Meeting
Early October 2023 Half Year Trading Update
Independent Auditor Late November 2023 Interim Results Announcement
PricewaterhouseCoopers LLP
One Chamberlain Square
Birmingham
B3 3AX

163Motorpoint Group PLC | Annual Report and Accounts 2023
Strategic Report
Financial Statements
Governance
Shareholder enquiries
Our registrars will be pleased to deal with any questions regarding your shareholdings on 0333 300 1950 (calls are
charged at the standard geographic rate and will vary by provider) or email enquiries@linkgroup.co.uk. Alternatively,
you can access www.signalshares.com where you can view and manage all aspects of your shareholding securely
including electronic communications, account enquiries or address amendments.
Investor relations website
The investor relations section of our website, www.motorpointplc.com, provides further information for anyone
interested in Motorpoint. In addition to the Annual Report and Accounts and share price, Company announcements
including the full year results announcements are also published there.
Cautionary note regarding forward-looking statements
Certain statements made in this Report are forward looking statements. Such statements are based on current
expectations and assumptions and are subject to a number of risks and uncertainties that could cause actual events
or results to dier materially from any expected future events or results expressed or implied in these forward
looking statements. They appear in a number of places throughout this Report and include statements regarding
the intentions, beliefs or current expectations of the Directors concerning, amongst other things, the Group’s results
of operations, inancial condition, liquidity, prospects, growth, strategies and the business. Persons receiving this
Report should not place undue reliance on forward looking statements. Unless otherwise required by applicable
laws, regulations or accounting standards, Motorpoint Group Plc does not undertake to update or revise any forward
looking statements, whether as a result of new information, future developments or otherwise.

164 Motorpoint Group PLC | Annual Report and Accounts 2023
NOTES

CBP019175
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Printed on material from well-managed, FSC™ certiied forests and other
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100% of the inks used are HP Indigo ElectroInk which complies with RoHS
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Swan) for printing companies, 95% of press chemicals are recycled for further use
and, on average 99% of any waste associated with this production will be recycled
and the remaining 1% used to generate energy.
The paper is Carbon Balanced with World Land Trust, an international conservation
charity, who oset carbon emissions through the purchase and preservation of
high conservation value land. Through protecting standing forests, under threat of
clearance, carbon is locked-in, that would otherwise be released.

Motorpoint Group PLC
Champion House
Stephensons Way
Derby
DE21 6LY