Press release : Stellantis
Stellantis today unveiled FaSTLAne 2030, its €60 billion five-year strategic plan aimed at accelerating growth and profitability.
During the morning sessions of its Investor Day held at the company’s North American headquarters in Auburn Hills, Michigan, Stellantis’ executive leadership team presented the six core pillars of its strategy for the years ahead.
These pillars reinforce the company’s focus on customers and a disciplined capital allocation strategy centered on the regions and brands with the greatest value-creation potential.
The six pillars of FaSTLAne 2030 are:
- More focused management of an unmatched brand portfolio
- Investments in global platforms, powertrains and technologies
- Partnerships that strengthen Stellantis’ capabilities
- Optimization of the industrial footprint
- Excellence in execution
- Greater empowerment of regions and local teams
Antonio Filosa, CEO, said about the strategic plan:
“FaSTLAne 2030 is the result of several months of rigorous work carried out across the company and is designed to deliver long-term profitable growth. With the customer at the center of everything we do, this plan will fulfill our purpose of ‘bringing people together with brands and products they love and trust’ through the unique combination of our strengths.”
“We are building on exceptional talent, the strength of our global footprint, and unique brands that connect and inspire. The deep local roots of our regions and dealer partners allow us to respond closely to the specific expectations of our customers. Added to this is our constant commitment to innovation and operational excellence. With these strengths, we are ideally positioned to deliver enjoyment, functionality and affordability. Finally, the growing benefits of our win-win partnerships further strengthen our ability to achieve the ambitions of FaSTLAne 2030.”
During Investor Day, Antonio Filosa, alongside members of the Stellantis leadership team, is presenting the pillars of FaSTLAne 2030 in detail.
1) More focused management of an unmatched brand portfolio
The company’s approach to managing its brand portfolio and product plan has been revised to maximize capital efficiency, avoid redundant spending and support profitability.
By 2030, this strategy will result in more than 60 new vehicle launches and 50 major refreshes across all brands and powertrains, including 29 fully electric vehicles, 15 plug-in hybrid or range-extended electric vehicles, 24 hybrid vehicles and 39 internal combustion or mild-hybrid vehicles.
With this more focused approach, Stellantis is now relying on four global brands with the greatest potential in terms of volume and profitability: Jeep®, Ram, Peugeot and FIAT. These brands, with their multi-regional presence, will naturally lead all new global programs and technologies. Seventy percent of the plan’s brand and product investments will be dedicated to these brands, as well as to Pro One, Stellantis’ commercial vehicle business unit.
The company’s five regional brands — Chrysler, Dodge, Citroën, Opel and Alfa Romeo — each strong in their respective markets, will benefit from the same programs and technologies while increasing their differentiation to better meet customer expectations.
DS Automobiles and Lancia, historic brands rooted respectively in France and Italy, will be managed by Citroën and FIAT and developed as specialty brands.
The company also plans to strengthen the future of Maserati, a true luxury brand with a unique heritage and attractive product lineup, by adding two new E-segment vehicles. A detailed roadmap will be presented in Modena in December 2026.
“Each Stellantis brand will play a clear role in delivering our FaSTLAne 2030 commitments,” said Antonio Filosa.
2) Investments in global platforms, powertrains and technologies
Stellantis’ global scale is one of its greatest strengths. Over the next five years, the company will invest more than €24 billion — representing 40% of total investments — in global platforms, powertrains and new technologies.
The platforms are designed with modularity in mind to strengthen efficiency and competitiveness. By 2030, 50% of annual global volumes will be produced on three platforms, including the brand-new STLA One. As a concrete example of this modularity, STLA One is a new architecture designed from the outset to maximize commonality and competitiveness.
Powertrains will expand customer freedom of choice. Stellantis will broaden its multi-energy offering with new hybrid vehicles, new battery-electric vehicles and highly efficient internal combustion engines. By 2030, nearly 50% of annual global volumes will use cross-regional powertrains, offering significant energy flexibility.
“Technology made for people” is at the heart of FaSTLAne 2030. Stellantis’ technology strategy is based on a simple principle: technology only has value if it improves customers’ daily lives — no technology for technology’s sake. Opening a new chapter with artificial intelligence integrated at every level, the plan includes the development of global technologies in collaboration with leading partners, which will then be deployed across regional brands and products:
• STLA Brain, Stellantis’ centralized and scalable software and electronic architecture
• STLA SmartCockpit, which will redefine how customers interact with their vehicles
• STLA AutoDrive, Stellantis’ scalable autonomous driving system
Starting in 2027, Stellantis will gradually deploy these technologies at scale. From 2030 onward, 35% of annual global volumes will feature at least one of these technologies, rising to more than 70% by 2035.
3) Partnerships that strengthen Stellantis’ capabilities
Through the unique combination of iconic brands, global scale and strong local roots, Stellantis is ideally positioned to attract leading partners in their respective fields and accelerate value creation through win-win partnerships.
Stellantis is therefore accelerating new partnerships and strengthening existing collaborations by co-developing and co-financing products to access new markets, expand technological options, optimize industrial capacity utilization and improve purchasing competitiveness. Examples include:
• Through Leapmotor International, 51% owned by Stellantis, the company has established an innovative commercial partnership with Leapmotor with growing global reach. Going forward, Stellantis and Leapmotor intend to combine purchasing efforts using their respective supplier bases to improve cost competitiveness. They also plan to cooperate industrially, including shared production capacity at the Madrid and Zaragoza plants in Spain, in line with future “Made-in-Europe” requirements.
• With long-time partner Dongfeng, Stellantis is entering a new era of cooperation within the DPCA joint venture in China to produce two Peugeot models and two Jeep models for the Chinese market and other regions. In addition, the company is considering creating a European joint venture with Dongfeng, 51% owned by Stellantis, to collaborate on distribution, engineering, purchasing and industrial capacity sharing, with operations expected to begin at the Rennes site in France, in line with future “Made-in-Europe” requirements.
• In partnership with Tata, the company is strengthening its competitiveness in Asia-Pacific, the Middle East and Africa, as well as South America, through synergies in production, supply chain, products and technologies.
• With Jaguar Land Rover (JLR), the company plans to explore collaborative synergies for product and technology development in the United States.
• In computing architecture, software, ADAS, artificial intelligence and battery technologies, Stellantis continues strategic partnerships designed to complement internal expertise and accelerate vehicle development, notably with Applied Intuition, Qualcomm, Wayve, NVIDIA, Uber, Mistral AI and CATL, among others.
4) Optimization of the industrial footprint
• With FaSTLAne 2030, the company’s production capacity utilization rate will improve significantly across all regions. This will be driven by increased volumes resulting from the product offensive as well as targeted local actions.
• In Europe, production capacity is expected to be reduced by more than 800,000 units through the repurposing of certain facilities (such as Poissy in France) and the development of partnerships (such as Madrid and Zaragoza in Spain, and Rennes in France), while preserving industrial jobs. Capacity utilization is expected to increase from 60% to 80% by 2030.
• In the United States, increased production is expected to raise capacity utilization to 80% by 2030.
• In the Middle East and Africa, the plan calls for greater production localization to achieve full capacity utilization by 2030.
5) Excellence in execution
FaSTLAne 2030 will be characterized by constant focus on execution, prioritizing improvements in speed, quality and efficiency across all regions.
• Product development: the company will significantly accelerate time-to-market, targeting 24 months compared with up to 40 months today.
• Quality: FaSTLAne 2030 will build on the significant improvements achieved over the past 12 months and aims for first-quartile performance across all regions throughout the duration of the plan.
• Cost competitiveness: the recently launched multi-year value creation program (“PCV”) is expected to generate €6 billion in annual cost reductions by 2028 (compared with 2025), along with revenue growth opportunities across the company, particularly through commercial performance.
• AI will be a key lever in transforming execution capabilities, with more than 120 applications already deployed in operations.
“The success of FaSTLAne 2030 depends on the decisive talent and commitment of Stellantis teams,” added Antonio Filosa. “We will act as one united team, on the ground, to generate progressive and profitable growth for the benefit of all our stakeholders.”
6) Greater empowerment of regions and local teams
The automotive industry is fundamentally regional — success is determined closest to the customer. Thanks to its deep local roots, Stellantis is ideally positioned to capitalize on this opportunity.
Over the past year, decision-making has been largely decentralized to the regions, strengthening the company’s proximity to customers. At the same time, long-standing and constructive relationships with unions, dealers, suppliers, partners and communities have grown significantly stronger.
With FaSTLAne 2030, each region is now fully empowered to leverage Stellantis’ global scale while defining and implementing plans tailored to local market realities and customer preferences.
• In North America, the company aims for 25% revenue growth and an AOI margin of 8% to 10%, driven by:
o Expanding market coverage by 50% with 11 all-new vehicles and a 35% increase in volumes
o Strengthening the lineup with seven new products priced below $40,000, including two below $30,000
o Improved cost competitiveness through the value creation program
Given the region’s market opportunities and profitable growth potential, 60% of the €36 billion investment dedicated to brands and products will be allocated to North America.
• In Enlarged Europe, the company aims for 15% revenue growth and an AOI margin of 3% to 5%, supported by:
o A refocused brand portfolio, greater differentiation and expanded coverage through a C-segment offensive and the introduction of the E-Car, a new generation of stylish and affordable urban electric vehicles to be produced in Europe, beginning at the Pomigliano d’Arco plant in Italy
o Enhanced cost competitiveness through the new STLA One platform
o Improved plant utilization rates through higher volumes and the repurposing or sharing of production capacity
• In South America, the company targets 10% revenue growth and an AOI margin of 8% to 10%, leveraging its leadership position in Brazil and Argentina to launch a pickup truck offensive and expand commercially in other regional markets.
• In the Middle East and Africa, the company targets 40% revenue growth and an AOI margin of 10% to 12%, driven by greater localization of production and increased imports from Asian partnerships.
• In Asia-Pacific, Stellantis aims for an AOI margin of 4% to 6%, leveraging strategic partnerships to support capital-efficient growth in local markets and expand vehicle exports to other regions.
Stellantis will present the detailed financial portion of the plan, including financial services performance and FaSTLAne 2030 financial targets, during the financial session of Investor Day later today; a separate press release will be issued at the start of that session.
Additional Note
All investment, product and capacity utilization-related objectives described above are based on current planning assumptions.
Certain partnership initiatives described above are subject to ongoing discussions and non-binding arrangements. Execution, timing and scope remain subject to definitive agreements and required approvals.
Adjusted operating income/(loss) excludes from Net profit/(loss) from continuing operations adjustments comprising restructuring and other termination costs, impairments, asset write-offs, disposals of investments and unusual operating income considered rare or discrete events and infrequent in nature, as inclusion of such items is not considered indicative of the company’s ongoing operating performance. It also excludes net financial expenses/(income) and tax expense/(benefit). Unusual operating income/(expense) includes impacts from strategic decisions, as well as rare or discrete and infrequent events, including but not limited to strategic initiatives to rationalize Stellantis’ core operations, facility-related costs tied to aligning production capacity and cost structure with market demand, and convergence and integration costs directly related to major acquisitions or mergers.
Adjusted operating income/(loss) margin is calculated as Adjusted operating income/(loss) divided by Net revenues.
Presentation materials and the replay of the event are available in the Finance section of the company’s website.
Picture and text credit : Stellantis
