Stellantis N.v. · EURONEXT:STLAP
Stellantis — Investor Day (2026)
41 slides from Stellantis's investor day presentation, 2026
Slide 1: Welcome & Opening Remarks
WELCOME & OPENING REMARKS CHARLIE CHRISTMAN INVESTOR RELATIONS
Slide 2: 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 3: Today's Agenda
TODAY’S AGENDA TIME SESSION SPEAKER 8:00 AM Welcome & Opening Remarks Charlie Christman, Investor Relations Chairman Remarks John Elkann, Chairman Strategic Plan Antonio Filosa, CEO Product & Technology Davide Mele, Product Planning Ned Curic, Product Development & Technology North America Antonio F
Slide 4: John Elkann, Chairman
STELENNTIS JOHN ELKANN Chairman
Slide 5: Stellantis
STELENANTIS
Slide 6: Strategic Plan
STRATEGIC PLAN ANTONIO FILOSA CEO
Slide 7: My Perspective on the Auto Industry
MY PERSPECTIVE ON THE AUTO INDUSTRY Regional fragmentation Regions lead execution while shaping unique brand portfolios Rising Chinese competition Partnerships expand our reach, speed and competitiveness Increasing cost pressure Global scale unlocks shared assets and capital efficiency Uneven pace o
Slide 8: First 12 Months: Simplified, Customer-centric Organization
FIRST 12 MONTHS LEANER LEADERSHIP TEAM Simplified, Customer- From 301 to 15 members of Stellantis Leadership Team (SLT) centric Organization REORGANIZED AROUND REGIONS STELLANTIS TEAMS 40% 60% REGIONS REGIONS BRANDS INTEGRATED IN REGIONS Closer to customers, clearly differentiated 1. December 1, 202
Slide 9: 3MIS Claims Reduction, OPE Improvement
FIRST 12 MONTHS 3MIS1 CLAIMS REDUCTION, OPE2 IMPROVEMENT in the Past 12 Months GLOBAL Improved Industrial 3MIS OPE Improvement Execution 31% +138bps NORTH AMERICA EUROPE (EU303) 3MIS OPE Improvement 3MIS OPE Improvement 44% +811bps 15% +172bps 1. 3MIS – 3 months in service claims rate (Data for prod
Slide 10: Market Share Gains
FIRST 12 MONTHS MARKET SHARE GAINS Q1 2026 compared with Q1 2025 NORTH AMERICA EUROPE (EU301) +80bps +20bps2 Market Share Gains with Pricing Discipline MIDDLE EAST & AFRICA SOUTH AMERICA +50bps MAINTAINING #1 1. EU 30 (EU 27 excl. Malta incl. Iceland, Norway, Switzerland, UK); 2. Excluding Leapmotor
Slide 11: €5B Perpetual Hybrid Notes Successfully Issued in March 2026
FIRST 12 MONTHS €5B PERPETUAL HYBRID NOTES SUCCESSFULLY ISSUED IN MARCH 2026 400+ INVESTORS PARTICIPATING, ORDER BOOK 3.8X OVERSUBSCRIBED INDUSTRIAL LIQUIDITY1 AT €44B, ~28% OF NET REVENUES Further Strengthened Balance Sheet 1. Industrial available liquidity Note: Numbers as of March 31, 2026 7
Slide 12: Building on Early Momentum
BUILDING ON EARLY MOMENTUM Q1 2026 VS. Q1 2025 VALUE IN Q1 2026 SHIPMENTS 1 NET REVENUES AOI AOI MARGIN IFCF +12% +6% +194% +160bps +37% 1,361k €38.1B €960M 2.5% €(1.9)B 1. Consolidated shipments (only includes shipments by Company’s consolidated subsidiaries) Note: AOI – Adjusted Operating Income;
Slide 13: 9
9
Slide 14: Purpose
PURPOSE We move people with brands and products they love and trust VISION MISSION Creating innovative, exciting To serve our customers and accessible mobility _ better than anyone and for today and beyond exceed their expectations / Customer First VALUES We put the customer at the We are passionate
Slide 15: 6 Pillars of FaSTLAne 2030
6 PILLARS OF FASTLANE 2030 1 2 3 4 5 Sharper portfolio Capital allocation & Strong Optimized Disciplined management new technologies partnerships footprint execution 6 Empowered regions 11
Slide 16: Our Iconic Nameplates
Sharper portfolio management 1 JEEP® GRAND CHEROKEE JEEP® WRANGLER RAM 1500 DODGE CHARGER RAM PROMASTER OUR ICONIC NAMEPLATES ALFA ROMEO STELVIO CHRYSLER PACIFICA 12 PEUGEOT 208 OPEL CORSA FIAT 500 CITROËN C3 MASERATI MCPURA
Slide 17: Brands Are Our Strongest Asset
Sharper portfolio management 1 BRANDS ARE OUR STRONGEST ASSET 13
Slide 18: We Simplify Our Brand Portfolio
Sharper portfolio management 1 WE SIMPLIFY OUR BRAND PORTFOLIO 4 GLOBAL BRANDS 5 REGIONAL BRANDS 14
Slide 19: The Future of Maserati… More to Come
Sharper portfolio management 1 THE FUTURE OF MASERATI… MORE TO COME Current lineup from Grecale to Supercars Planned… to add 2 new E-Segment vehicles 15
Slide 20: €60B+ Allocated to Create Customer Value
Capital allocation & new technologies 2 €60B+ ALLOCATED TO CREATE CUSTOMER VALUE €60B+ 60% BRANDS & DIFFERENTIATE WHERE BRANDS & PRODUCTS CUSTOMERS CARE PRODUCTS 40% GLOBAL PLATFORMS, SIMPLIFY WHERE GLOBAL TECHNOLOGIES & PLATFORMS, SCALE MATTERS TECHNOLOGIES & COMMON ASSETS COMMON ASSETS R&D AND CAP
Slide 21: Power of Global Scale
Capital allocation & new technologies 2 POWER OF GLOBAL SCALE €60B+ GLOBAL 50% PLATFORMS OF ANNUAL VOLUMES ON 60% 3 GLOBAL PLATFORMS BY 2030 BRANDS & PRODUCTS GLOBAL 50% POWERTRAINS OF ANNUAL VOLUMES ON CROSS-REGIONAL POWERTRAINS BY 2030 40% GLOBAL GLOBAL PLATFORMS, TECHNOLOGIES 35% OF ANNUAL VOLUME
Slide 22: Power of Our Brands and Products
Capital allocation & new technologies 2 POWER OF OUR BRANDS AND PRODUCTS €60B+ NORTH AMERICA ~60% ~40% OR ETGHIEORN S 60% BRANDS & PRODUCTS EXPAND MARKET COVERAGE ~30% ~70% REINFORCING THE CORE 40% GLOBAL ~70% ~30% GLOBAL REGIONAL PLATFORMS, BRANDS BRANDS TECHNOLOGIES & COMMON ASSETS R&D AND CAPEX S
Slide 23: Launching 60+ Products
Capital allocation & new technologies 2 LAUNCHING 60+ PRODUCTS 60+ new launches1 29 BEV | 15 PHEV/REEV | 24 HEV | 39 ICE/MHEV 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 vehi
Slide 24: Power of Partnerships
Strong partnerships 3 POWER OF PARTNERSHIPS Co-develop and co-fund Gain access to additional geographies Broaden technology optionality Increase our manufacturing capacity utilization Improve sourcing competitiveness Certain partnership initiatives described herein are subject to ongoing discussions
Slide 25: Expanding OEM Partnerships
Strong partnerships 3 EXPANDING OEM PARTNERSHIPS Today: Global In China: Co-develop In India: Leverage In US: Collaborate distribution through 2 Peugeot and 2 Jeep manufacturing, across product and existing Leapmotor models for local technology and technology International JV (51% market and export
Slide 26: Power of Tech Partnerships
Strong partnerships 3 POWER OF TECH PARTNERSHIPS Scale ADAS Deploy AI at Access the Enable scalable development scale in vehicle latest battery compute platform and deployment and internally technology Certain partnership initiatives described herein are subject to ongoing discussions and non-bindin
Slide 27: We Optimize Our Industrial Footprint
Optimized footprint 4 WE OPTIMIZE OUR INDUSTRIAL FOOTPRINT NORTH AMERICA ENLARGED EUROPE 2030 target 2025 2030 target Utilization ~80% Utilization 60% ~80% MIDDLE EAST & AFRICA 2025 2030 target Utilization 60% Full capacity Increasing volumes | Sharing capacity | Repurposing plants Note: Capacity ut
Slide 28: Power of Execution
Disciplined execution 5 POWER OF EXECUTION COST PRODUCT STELLANTIS QUALITY COMPETITIVENESS DEVELOPMENT FINANCIAL SERVICES Over €85 billion2 of net receivables managed €6B COST TOP QUARTILE 24 MONTHS €1.5B AOI 3 OPTIMIZATION Targeted through Targeted in every segment Target vehicle development Target
Slide 29: Power of Regional Roots
Empowered regions 6 POWER OF REGIONAL ROOTS ENLARGED EUROPE (#2) RESHAPE BRAND PORTFOLIO & OPTIMIZE FOOTPRINT +15% NET REVENUES NORTH AMERICA (#5) INCREASE MARKET COVERAGE & COST COMPETITIVENESS +25% NET REVENUES MIDDLE EAST & AFRICA (#2) ASIA PACIFIC EXPAND STRATEGIC COMPETITIVE TRANSFORMATION PART
Slide 30: Strong, Hands-On Leadership Team Driving Execution
STRONG, HANDS-ON LEADERSHIP TEAM DRIVING EXECUTION 26 26
Slide 31: Appendix
STELENNTIS APPENDIX
Slide 32: 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 33: 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 34: 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 35: 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 36: 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 37: 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 38: 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 39: 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 40: 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 41: 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