Stellantis N.v. · EURONEXT:STLAP
Stellantis — Investor Day (2026)
34 slides from Stellantis's investor day presentation, 2026
Slide 1: Safe Harbor Statement
SAFE HARBOR STATEMENT This document contains forward looking statements. In particular, statements regarding future financial performance and the Company’s expectations as to the achievement of certain targeted metrics, including but not limited to net revenues, industrial free cash flows, adjusted
Slide 2: Technology Made for Humans
TECHNOLOGY MADE FOR HUMANS DAVIDE MELE NED CURIC PRODUCT PLANNING PRODUCT DEVELOPMENT & TECHNOLOGY
Slide 3: €60B+ Allocated to Create Customer Value
€60B+ ALLOCATED TO CREATE CUSTOMER VALUE €60B+ 60% BRANDS & DIFFERENTIATE WHERE BRANDS & PRODUCTS CUSTOMERS CARE PRODUCTS 40% GLOBAL SIMPLIFY WHERE SCALE GLOBAL PLATFORMS, PLATFORMS, MATTERS TECHNOLOGIES & TECHNOLOGIES & COMMON ASSETS COMMON ASSETS R&D AND CAPEX SPEND Note: €60B+ allocated between 2
Slide 4: Key Messages
KEY MESSAGES EFFICIENT CAPITAL BRAND & PRODUCT ALLOCATION DIFFERENTIATION • Platform optimization & modularity • Freedom of choice • Global tech capabilities • Flexible product offerings • Tech partnerships • Market coverage increase • Product development cycle reduction • Distinct brand experience
Slide 5: Customer at Heart: Technology Made for Humans
CUSTOMER AT HEART: TECHNOLOGY MADE FOR HUMANS EXCITING EXPERIENCE PERSONALIZATION FREEDOM OF CHOICE RIGHT VALUE CAPABILITY RELIABILITY Simplify where scale matters. Differentiate where customers care. 5
Slide 6: Our Modular Strategy
OUR MODULAR STRATEGY Simplify where scale matters. Differentiate where customers care. 6
Slide 7: Modular Platforms & Powertrains
MODULAR PLATFORMS & POWERTRAINS CUSTOMER BENEFIT …freedom of choice, better value, higher capabilities 7
Slide 8: Modular Platforms
MODULAR PLATFORMS EXTENDING COVERAGE DRIVING SCALE & CAPITAL EFFICIENCY TARGETS SUV & MPV & 2030 Car Pickup Off-road VAN CONSOLIDATE MAXIMIZE REDUCE VOLUMES REUSE PLATFORMS A 50% 70% ~50% B up to C on 3 global platform reduction D platforms reuseable by 2035 E/F Expands coverage MARKET COVERAGE ENAB
Slide 9: Modular Powertrains
MODULAR POWERTRAINS EXTENDING COVERAGE DRIVING SCALE & CAPITAL EFFICIENCY PHEV, REEV, ICE & MHEV HEV BEV BY 2030 Multimode A B C D E/F LCV Expands coverage FREEDOM OF CHOICE: 3M -40% 60+ NEW PRODUCT LAUNCHES Cross-regional ICE/MHEV powertrains families FLEXIBLE OFFERING 29 15 24 39 BEV PHEV/REEV HEV
Slide 10: STLA One
STLA ONE | Modularity by Design MODULAR & MOST BEST-IN- SCALABLE ADVANCED CLASS COST 2M+ vehicles TECH Closing the covering B, C, D cost gap segments STLA Brain PLATFORMS STLA SmartCockpit 20% 1 2 3 4 5 lower Steer-by-wire STLA ONE STLA OVER 30 ONE MODELS (2027-2035) Current Best-in-Class Europe Eur
Slide 11: Battery Strategy
BATTERY STRATEGY CHEMISTRY PACK TARGETING BEST-IN-CLASS COST EFFICIENCY -20% STLA ONE LITHIUM IRON PHOSPHATE (LFP) CELL-TO-BODY Making EVs More Affordable 11
Slide 12: Platform Updates - Europe
PLATFORM UPDATES - EUROPE Broaden access while protecting uptime and profit in vans E-CAR NEXT GEN LARGE VAN Expands coverage Affordable EV for Europe (<€15k entry price), Combining best-in-class cargo capability with leveraging shared modules connected, SW-enabled customer ecosystem SOP 2028 SOP 20
Slide 13: Platform Updates – North America
PLATFORM UPDATES – NORTH AMERICA Electrify, upgrade and expand our SUVs and pickups while protecting profit pools FIRST-TO-MARKET REEV COMPACT PICKUP TRUCK MID-SIZE PICKUP TRUCK Expands coverage Expands coverage Expands coverage First to market REEV for C-segment entry in D-segment entry in full-siz
Slide 14: Our Modular Strategy
OUR MODULAR STRATEGY Simplify where scale matters. Differentiate where customers care. 15
Slide 15: Customer Benefit
CUSTOMER BENEFIT …a personalized and fresher digital experience over time 16
Slide 16: STLA Brain
STLA BRAIN Designed to support the customer experience 1. EFFICIENCY & 2. CORE CUSTOMER IMPACT SIMPLIFICATION CAPABILITIES N A T U R A L & • One unified platform • 6x computing power I N S T A N T I N T E R A C T I O N • ~50% fewer ECUs • 1000x bandwidth • 4x faster development • Native OTA updates
Slide 17: STLA SmartCockpit
STLA SMARTCOCKPIT CUSTOMER BENEFIT …a simpler, fresher, easier digital experience over time 19
Slide 18: STLA SmartCockpit
STLA SMARTCOCKPIT Built to deliver a distinct brand experience 1. EFFICIENCY & 2. CORE CUSTOMER IMPACT SIMPLIFICATION CAPABILITIES S E A M L E S S & • One unified platform • Native OTA updates I N T U I T I V E E X P E R I E N C E • Highly scalable & faster • AI assistant deployments integration P E
Slide 19: STLA AutoDrive
STLA AUTODRIVE CUSTOMER BENEFIT …natural, intuitive driving. Less effort. Better experience. 22
Slide 20: STLA AutoDrive
STLA AUTODRIVE Practical autonomy, designed for real-world driving 1. EFFICIENCY & 2. CORE CUSTOMER IMPACT SIMPLIFICATION CAPABILITIES D E L I G H T F U L • ~70% cost reduction (L2+) L2+ H A N D S - F R E E • Increased availability, E X P E R I E N C E • Efficient HW & system design 8x coverage • Sc
Slide 21: AI in Product Development
AI IN PRODUCT DEVELOPMENT From engineering to customer experience 22k CUSTOMER FEEDBACK KNOWLEDGE MANAGEMENT 20× faster analysis 40k+ doc. available 110k+ verbatims/month and 400k processed Engineers using AI assistants PRO ONE - LCVS DISRUPTIVE DESIGN Live GenAI: 21 markets >1,000 concepts in 2’ −5
Slide 22: Product Development Process
PRODUCT DEVELOPMENT PROCESS 2024 Enabled by Alfa Romeo Junior 24 months (new model) Modular Digital Integrated Purchasing 2025 Architectures Engineering & AI & Supply Chain Fiat 500 Hybrid 12 months (powertrain evolution) New vehicle development cycle reduced from 44 months to 24 months * 2026 DEFIN
Slide 23: Technology Made for Humans
TECHNOLOGY MADE FOR HUMANS FASTEANE 2030
Slide 24: Appendix
STELENNTIS APPENDIX
Slide 25: Definitions and Notes
DEFINITIONS AND NOTES For purposes of this presentation, and unless otherwise stated: NA = North America, US = United States, EE = Enlarged Europe, SA = South America, MEA = Middle East & Africa and APAC = Asia Pacific EU30 = EU 27 (excluding Malta), Iceland, Norway, Switzerland and UK LEV = Low emi
Slide 26: Non-GAAP Financial Measures (1 of 2)
NON-GAAP FINANCIAL MEASURES (1 OF 2) Stellantis monitors its operations through the use of several non-generally accepted accounting principles (non-GAAP) financial measures. Company management believes that these non-GAAP financial measures provide useful and relevant information regarding our oper
Slide 27: Non-GAAP Financial Measures (2 of 2)
NON-GAAP FINANCIAL MEASURES (2 OF 2) • Combined shipments include shipments by the Company's consolidated subsidiaries and unconsolidated joint ventures, whereas Consolidated shipments only include shipments by the Company's consolidated subsidiaries. This includes the vehicles produced by our joint
Slide 28: Reconciliation of Net Profit to Adjusted Operating Income - FY '25
RECONCILIATION OF NET PROFIT TO ADJUSTED OPERATING INCOME - FY ’25 FY 2025 China and Enlarged Middle East & India & € million North America Europe Africa South America Asia Pacific Maserati Other (*) Stellantis Net Profit (22,332) Tax Expense (4,273) Net Financial Expenses/(Income) 351 Adjustments:
Slide 29: Reconciliation of Cash Flows from Operating Activities to Industrial Free Cash Flows
RECONCILIATION OF CASH FLOWS FROM OPERATING ACTIVITIES TO INDUSTRIAL FREE CASH FLOWS € million FY 2025 FY 2024 Cash Flows from Operating Activities(1) (4,650) 1,535 Less: Financial Services, Net of Inter-Segment Eliminations (9,700) (5,209) Less: Capital Expenditures and Capitalized R&D Expenditures
Slide 30: Industrial Availability Liquidity
INDUSTRIAL AVAILABILITY LIQUIDITY Industrial Available Liquidity € billion Outstanding Dec 31 2025 Group Industrial Activities Financial Services Cash, Cash Equivalents and Financial Securities 31.5 29.3 2.2 Undrawn Committed Credit Lines 18.3 16.4 1.9 Total Industrial Available Liquidity 49.8 45.7
Slide 31: Reconciliation of Debt to Industrial Net Financial Position
RECONCILIATION OF DEBT TO INDUSTRIAL NET FINANCIAL POSITION € million At March 31, 2026 At December 31, 2025 Debt (47,919) (45,947) Current Financial Receivables from Jointly-Controlled Financial Services Companies 870 603 Derivative Financial Assets/(Liabilities), Net and Collateral Deposits 127 18
Slide 32: Reconciliation of Net Profit to Adjusted Operating Income - Q1 '26
RECONCILIATION OF NET PROFIT TO ADJUSTED OPERATING INCOME - Q1 ’26 Enlarged Middle East & North America South America Asia Pacific Other* Stellantis Europe Africa € million Net revenues from external customers 16,114 14,374 2,387 3,583 435 1,239 38,132 Net revenues from transactions with other - 1 1
Slide 33: Reconciliation of Cash Flows from Operating Activities to Industrial Free Cash Flows
RECONCILIATION OF CASH FLOWS FROM OPERATING ACTIVITIES TO INDUSTRIAL FREE CASH FLOWS € million Q1 2026 Q1 2025 Cash Flows from Operating Activities (2,718) (2,846) Less: Financial Services, Net of Inter-Segment Eliminations (2,493) (2,341) Less: Capital Expenditures and Capitalized R&D Expenditures
Slide 34: Industrial Availability Liquidity
INDUSTRIAL AVAILABILITY LIQUIDITY Industrial Available Liquidity € billion Outstanding Mar 31 2026 Group Industrial Activities Financial Services Cash, Cash Equivalents and Financial Securities 32.8 30.3 2.5 Undrawn Committed Credit Lines 15.5 13.8 1.6 Total Industrial Available Liquidity 48.3 44.1