Our Strategy

1. Planned manufacturing capacity utilization in 2030
Note: Capital allocations and other targets are based on current planning assumptions and non-binding arrangements; MEA – Middle East and Africa, EE – Enlarged Europe, NA – North America; Capacity utilization – vehicle produced / vehicle production capacity at 3 shifts straight time.

Stellantis has overhauled the way it manages its brand portfolio and product plan to maximize capital efficiency, avoid duplicate spending and support profitability.

Between now and 2030, the Company plans more than 60 new vehicle launches and 50 major refreshes across brands and powertrain types, including battery-electric, plug-in hybrid, hybrid and internal-combustion offerings.

Stellantis has identified four global brands with the greatest scale and profit potential – Jeep_®, Ram, Peugeot and FIAT – and they will be the first to launch new global assets.

Seventy percent of brand and product investment under the plan will go to those brands and to Pro One, the Company’s commercial vehicles business unit.

Five regional brands – Chrysler, Dodge, Citroën, Opel and Alfa Romeo – will continue to focus on their core markets while benefiting from shared global assets and stronger differentiation.

DS and Lancia will be managed as specialty brands under Citroën and FIAT, respectively.

Stellantis also plans to strengthen Maserati’s future as a pure luxury brand, including two new E-segment vehicles, with a more detailed roadmap expected to be presented in December 2026.

“Every brand in Stellantis will play a clear role in delivering our FaSTLAne 2030 commitments.”

Antonio Filosa, Stellantis CEO

1. 60+ planned launches include only all-new and new generations; ~50 additional launches of refreshed products planned
Note: Launches by powertrain include multi-energy vehicles; represents expected launches based on current product plan

Over the plan period, Stellantis plans to invest more than €24 billion – about 40% of total R&D and capital expenditures during the period – in global platforms, powertrains and new technologies.

Platforms: Stellantis’ modular platforms are designed to improve efficiency and competitiveness. By 2030, the Company expects 50% of global annual volumes to be built on three global platforms, including the new STLA One architecture.

Powertrains expand freedom of choice. Stellantis will broaden its multi-energy coverage with new hybrids and battery electric vehicles and highly efficient internal combustion engines. By 2030, nearly 50% of global annual volumes will be equipped with multi-regional powertrain solutions, with energy flexibility built into the portfolio.

Technology made for humans: Stellantis’ technology strategy focuses on features that improve everyday life for customers. The plan calls for AI to be embedded across the technology stack and for global technologies to be developed with top-tier partners, then deployed locally across brands and regions.

• STLA Brain, the Stellantis scalable central compute and software architecture
  
• STLA SmartCockpit, which will define a new way for customers to interact with their vehicles
  
• STLA AutoDrive, the Company’s scalable autonomous driving system

All these technologies will be launched in 2027. By 2030, 35% of global annual volumes will be equipped with at least one of these technologies and by 2035, that figure will increase to more than 70%.

Note: €60B+ targeted allocation between 2026 and 2030 and other target percentages, based on current planning assumptions;
Common assets includes Quality and Maintenance investments

With its unique combination of strengths – iconic brands, global scale and local roots – Stellantis is uniquely positioned to attract the best players in their fields, accelerating value creation through win-win partnerships.

The Company is entering into new partnerships or expanding existing ones, co-developing and co-funding products to gain access to additional markets, broadening technology optionality, increasing manufacturing capacity utilization, and improving sourcing competitiveness. Examples of these include:

• Through Leapmotor International, 51% owned by Stellantis, the Company has built with Leapmotor a groundbreaking commercial collaboration with a growing global reach. Moving forward, Stellantis and Leapmotor intend to join forces in purchasing, leveraging their supplier bases and improving cost competitiveness. They also plan to cooperate industrially, starting with plans to share capacity at the Madrid and Zaragoza (Spain) plants, in line with the upcoming Made-in-Europe requirements.
  
  
• With its historical partner Dongfeng, Stellantis is launching a new era of cooperation under its China-based DPCA joint venture, to produce two Peugeots and two Jeep_® models for sale in China and other regions. In addition, the Company intends to create a European joint venture with Dongfeng, 51% Stellantis-owned, to collaborate on distribution, engineering, sourcing and capacity sharing, starting at the Rennes (France) plant, in line with the upcoming Made-in-Europe requirements.
  
  
• In partnership with Tata, the Company is enhancing its competitiveness in Asia Pacific, Middle East and Africa, and South America through synergies in manufacturing, supply chain, product, and technology.
  
  
• With Jaguar Land Rover (JLR), the Company plans to explore collaboration synergies across product and technology development in the United States.
  
  
• Across its computing architecture, software, ADAS, artificial intelligence and battery technology, Stellantis is advancing with strategic partnerships that are intended to complement internal capabilities and accelerate vehicle development, including with Applied Intuition, Qualcomm, Wayve, NVIDIA, Uber, Mistral AI, and CATL, among others.

Certain partnership initiatives described herein are subject to ongoing discussions and non‑binding arrangements. Execution, timing and scope remain subject to definitive agreements and internal approvals 

With FaSTLAne 2030, the Company’s capacity utilization will be significantly increased across regions. This will be achieved through increased volumes enabled by the product offensive, as well as through targeted local actions.

• In Europe, capacity is expected to be reduced by more than 800,000 units, repurposing plants (such as in Poissy, France) and leveraging partnerships (such as in Madrid and Zaragoza, in Spain, and Rennes, in France), all while aiming to preserve manufacturing jobs. Capacity utilization will thus increase from 60% to 80% in 2030.
  
• In the United States, increased production is expected to improve capacity utilization to 80% in 2030.
  
• In the Middle East and Africa, the plan envisions that product localization will drive full capacity utilization by 2030.

Note: Capacity utilization - vehicles produced / vehicle production capacity at 3 shifts straight time; Certain plant sharing arrangements described herein are subject to ongoing discussions and non‑binding agreements. Execution, timing and scope remain subject to definitive agreements and required approvals

FaSTLAne 2030 will be characterized by a relentless focus on execution, most importantly in terms of increased speed, quality and efficiency across all regions.

• For product development, the Company will considerably accelerate vehicle development cycles, targeting 24 months time-to-market, compared to up to 40 months in 2026.
  
• In terms of quality, FaSTLAne 2030 will build on significant improvements achieved over the 12 months prior to its launch and targets top-quartile performance in all regions over the plan period.
  
• In cost competitiveness, the recently launched multi-year Value Creation Program (“VCP”) is set to deliver €6 billion of annual cost reduction by 2028 (versus a 2025 baseline), as well as business-wide revenue growth opportunities, including in commercial performance.
  
• AI will be a key enabler to transform execution capabilities, with more than 120 applications deployed today across our operations.

“The success of FaSTLAne 2030 is built upon the great talent and strong commitment of our Stellantis team. We will execute as one team, hands-on, to deliver incremental, profitable growth for the benefit of all our stakeholders.”

Antonio Filosa, Stellantis CEO

1. Time from vehicle definition to start of production
2. Includes non-consumer financing, consumer financing and lease financing managed by consolidated entities and non-consolidated financial service joint ventures. ​
3. Reflects AOI of consolidated financial service activities and the Stellantis share of net income from non-consolidated financial service joint ventures 

Automotive remains fundamentally a regional business and the Company’s local roots position it to respond more effectively to customer needs in each market.

Over the year leading up to announcement of the plan, decision-making has shifted closer to the regions, strengthening ties with customers as well as relationships with unions, dealers, suppliers, business partners and communities.

Under FaSTLAne 2030, each region will use Stellantis’ global scale to shape plans tailored to local market conditions and customer preferences.

• In North America, the Company is targeting 25% revenue growth, and an AOI margin of 8-10%, focusing on:
  • expanding market coverage by 50% with 11 all-new vehicles and 35% more volume
  • boosting the offering with seven new products under the $40,000 range and two under $30,000, and
  • improving cost competitiveness through the Value Creation Program
    
    Given the region’s market opportunities and profitable growth potential, 60% of the €36 billion to be invested in brands and products will be allocated to North America.
     
• In Enlarged Europe, the Company is targeting 15% revenue growth and 3-5% AOI margin through:
  • refocusing the brand portfolio, bringing even greater differentiation to brands and expanding coverage with a C-segment offensive and the introduction of the groundbreaking E-Car, a new generation of stylish and affordable city-friendly electric vehicles to be made in Europe, starting with the Company’s Pomigliano d’Arco, Italy plant
  • driving cost competitiveness, through the all-new STLA One platform, and
  • increasing capacity utilization through increased volume and plant repurposing and capacity sharing
     
• In South America, the Company targets 10% revenue growth and AOI margin of 8-10% by building on its leadership in Brazil and Argentina, launching a pickup offensive, as well as growing in other countries in the region.
  
  
• In the Middle East and Africa, the Company targets 40% revenue growth and AOI margin of 10-12%, driven by product localization and increased imports from Asian partnerships.
  
  
• In Asia Pacific, the Company targets an AOI margin of 4-6%, leveraging strategic partnerships to enable asset-light growth locally and to export products to support other regions.

1. IHS Markit Car Parc, 10 years, including commercial vehicles and pickups, excl. Leapmotor

Stellantis Financial Services (SFS) is a strategic growth engine for the Company, with an increasingly significant contribution to profitability and cash flow. The U.S. operation has already expanded rapidly and will continue to be the main growth area. Stellantis expects additional global growth opportunities, including in insurance and other value-added customer services.

SFS entities already manage more than €85 billion of net receivables⁽¹⁾, including five established captive financial institutions and six established joint ventures across key markets worldwide. The business has upside growth potential, targeting a contribution of more than €1.5 billion of AOI in 2030, with a mid-term return on equity in line with industry benchmarks.

⁽¹⁾ Includes non-consumer financing, consumer financing and lease financing managed by consolidated entities and non-consolidated financial service joint ventures.

Under FaSTLAne 2030, Stellantis has established clear financial objectives to drive long-term profitable growth, accelerate structural value creation, maintain financial flexibility, and generate sustainable shareholder returns:

• Revenue growth, from €154 billion in 2025 to €190 billion by 2030
• AOI margin of 7% by 2030, with significant improvements in the near term
• Positive Industrial Free Cashflow in 2027, increasing to €6 billion in 2030
• Cost reduction run-rate of €6 billion by 2028 (compared to 2025), further increasing through 2030, delivered through the Value Creation Program

These metrics reflect disciplined capital allocation, a growing contribution from Financial Services, and a rigorous, enterprise-wide focus on the customer, while supporting long-term value creation.

Note: Figures reflect targets over the planned period; see Appendix for reconciliation of non-GAAP and non-IFRS metrics