Long-Term Strategic Plan: March 1, 2022

LONG-TERM STRATEGIC PLAN
March 1st, 2022
2022/02/24 - #StellantisDareForward - Confidential Document – Rev9.0

SAFE HARBOR STATEMENT
This presentation contains forward-looking statements. In particular, statements enhanced electrification, connectivity and autonomous driving characteristics; various
regarding future financial performance and the Company’s expectations as to the types of claims, lawsuits, governmental investigations and other contingencies,
achievement of certain targeted metrics, including revenues, industrial free cash flows, including product liability and warranty claims and environmental claims, investigations
vehicle shipments, capital investments, research and development costs and other and lawsuits; material operating expenditures in relation to compliance with
expenses at any future date or for any future period are forward-looking statements. environmental, health and safety regulations; the level of competition in the automotive
These statements may include terms such as “may”, “will”, “expect”, “could”, “should”, industry, which may increase due to consolidation; exposure to shortfalls in the funding
“intend”, “estimate”, “anticipate”, “believe”, “remain”, “on track”, “design”, “target”, of the Company’s defined benefit pension plans; the Company’s ability to provide or
“objective”, “goal”, “forecast”, “projection”, “outlook”, “prospects”, “plan”, or similar arrange for access to adequate financing for dealers and retail customers and associated
terms. Forward-looking statements are not guarantees of future performance. Rather, risks related to the establishment and operations of financial services companies; the
they are based on the Company’s current state of knowledge, future expectations and Company’s ability to access funding to execute its business plans; a significant
projections about future events and are by their nature, subject to inherent risks and malfunction, disruption or security breach compromising information technology
uncertainties. They relate to events and depend on circumstances that may or may not systems or the electronic control systems contained in the Company’s vehicles; the
occur or exist in the future and, as such, undue reliance should not be placed on them. Company’s ability to realize anticipated benefits from joint venture arrangements;
disruptions arising from political, social and economic instability; risks associated with
Actual results may differ materially from those expressed in forward-looking the Company’s relationships with employees, dealers and suppliers; increases in costs,
statements as a result of a variety of factors, including: the continued impact of unfilled disruptions of supply or shortages of raw materials, parts, components and systems
semiconductor orders; the Company’s ability to realize the anticipated benefits of the used in the Company’s vehicles; developments in labor and industrial relations and
merger; the continued impact of the COVID-19 pandemic; the Company’s ability to developments in applicable labor laws; exchange rate fluctuations, interest rate
launch new products successfully and to maintain vehicle shipment volumes; the changes, credit risk and other market risks; political and civil unrest; earthquakes or
Company’s ability to successfully manage the industry-wide transition from internal other disasters; and other risks and uncertainties.
combustion engines to full electrification; changes in the global financial markets,
general economic environment and changes in demand for automotive products, which Any forward-looking statements contained in this document speak only as of the date
is subject to cyclicality; changes in local economic and political conditions; changes in of this document and the Company disclaims any obligation to update or revise publicly
trade policy, the imposition of global and regional tariffs or tariffs targeted to the forward-looking statements. Further information concerning the Company and its
automotive industry, the enactment of tax reforms or other changes in tax laws and businesses, including factors that could materially affect the Company’s financial results,
regulations; the Company’s ability to produce or procure electric batteries with is included in the Company’s reports and filings with the U.S. Securities and Exchange
competitive performance, cost and at required volumes; the Company’s ability to offer Commission and AFM.
innovative, attractive products
and to develop, manufacture and sell vehicles with advanced features including
MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 2

AN EXTRAORDINARY FIRST YEAR
Purpose and Values Electrification Strategy Strategic Plan
Formed Impressive 2021 Financing Operations in

on January 17 2021 Results and Synergies the U.S. and across Europe
Effective Governance 10+ New Products Software Strategy

and Leadership

Powered by our diversity,
we lead the way the world moves

C RBON NET ZERO
by 2038

Cutting-edge freedom of mobility

2030: FOUR CORE TARGETS
CUSTOMER
CARBON FOOTPRINT BEV SALES MIX FINANCIALS
EXPERIENCE
-50% 100% #1 2x
Revenues
50% Double-digit
margin
tCO2eq/veh vs 2021 PC in EU, PC+LD Trucks in U.S. Services & Products Revenues vs 2021
Assuming conducive public policies Syndicated surveys data AOI margin through plan period
Note: unless otherwise stated, all targets included in this presentation are related to 2030
OUR GAME PLAN

DIVERSITY IS IN OUR DNA
170 nationalities
Inclusive Human Resources

policy based on meritocracy
Innovating with our talent

from all backgrounds

OPERATIONAL EXCELLENCE WITH SCALE
-40% -40%
BEV Cost Average
Transformation Cost
Breakeven
point
<50%
Consolidated
-30% Shipments -40%
More efficient Distribution Cost
Capex R&D Spend(1)
(1) Capex plus R&D spend as percentage of Industrial Revenues compared

to2022/02/24
average- of 6 large OEM competitors MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 11
#StellantisDareForward - Confidential over the –period
Document Rev9.0 2017-2020
OPERATIONAL EXCELLENCE WITH SCALE
100%
of €5B
merger synergies
by end of 2024

HOUSE OF ICONIC BRANDS
Granturismo LUXURY
UNIQUE PRICING BANDWIDTH

Sportiness
Art of Travel PREMIUM

€ 6,000 € 200,000+
Eleganza
Freedom GLOBAL SPORT UTILITY
Muscle
PRODUCT OFFENSIVE
Courage AMERICAN ROOTED BRANDS
100+ Ingenious
Launches 2022-2030
Allure
GLOBAL(1) REVENUE German Energy

POOL COVERAGE EUROPEAN ROOTED BRANDS
65% 72%
DolceVita
2021 2030 Care
(1) Excludes Operations

2022/02/24 in China - Confidential Document – Rev9.0
- #StellantisDareForward
PREMIUM & LUXURY:
FROM 4% TO 11% OF NEW CAR REVENUES
LUXURY Sales in 2030

100% BEV
Revenues
4x
PREMIUM
Profit(1)
5x
(1) Based on AOI estimate

BEV ROLL OUT
70+ 75+
BEV
Portfolio(1)
45+ 60+
25+
19
2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Luxury brand
BEV only
Premium brands
launches
All brands in Europe
BEV Sales(2) 0.2 1 3 5

(million units)
(1) Sum of EU and NA portfolios above global portfolio due to models present in both regions
(2) Based on current assessment of future markets & regulations, assuming conducive public 15
MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward
policies (charging
2022/02/24 infrastructure,
- #StellantisDareForward purchasing
- Confidential incentives)
Document – Rev9.0
FULL SPEED BEV ROLL OUT IN U.S.
From 2024 all new launches(1) include a BEV version
Commercial Vans
(from 2023)
Light-Duty Pickups
(from 2024)
U.S. BEV product portfolio
Pure Offroad UVs
(from 2024)
25+
2030
Lifestyle Family SUVs
(from 2024)
Performance Muscle Cars

(from 2024)
Lifestyle Family Cars

(from 2025)
(1) Excludes heavy-duty trucks - Confidential Document – Rev9.0 MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 16
2022/02/24 - #StellantisDareForward
PLANET
CARE CUSTOMERS
That’s second to none
EMPLOYEES

CHAMPION FOR CLIMATE CHANGE MITIGATION
2030 Carbon footprint(1) -50%

vs 2021
Emissions(1) (tCO²eq/vh)
1.5°C scenario as reference
Single-digit % compensation in 2038

Only
100% BEV
Key external enablers:
Decarbonized energy
Stellantis (based on Announced Pledges Scenario
-50% Roadmap from International Energy Agency)
Conducive public policies for BEV
Net Zero (charging infrastructure, purchasing incentives)
2021 2030 2038
(1) Including scopes 1, 2 (-75% in absolute emissions tCO2eq) and scope 3 (-50% in intensity emissions tCO2eq/vh)
CIRCULAR ECONOMY: FROM CRADLE-TO-CRADLE
€2B+ revenues in 2030

Parts Repair
Design for EXTEND LIFE REVENUES
Circular Economy Parts Reman
Parts Reuse 4x
2030 vs 2021
Vehicle Reconditioning
Battery Refurbishing
4R
Strategy
RECYCLING REVENUES
Recycle 10x
2030 vs 2021

EVERY CUSTOMER COUNTS, EVERY JOURNEY MATTERS
#1
Services Products
BEV as a breakthrough Customer centricity as

for Customer satisfaction a core value for Stellantis
Big Data platform to improve Holistic view of

Customer experience the Customer journey
#1 means: highest % of sales volumes in 1st Quartile – aggregate use of syndicated survey data MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 20
GREAT COMPANY TO WORK FOR
GREAT & SUSTAINABLE ENTREPRENEURIAL

MAGNET FOR TALENT
WORKPLACE SPIRIT
4,500 Software people 70% remote work(1) Leadership positions

by end of 2024 with individual P&L 2x
by end of 2025
Software & Data, Electric Real Estate Carbon neutral 100% of High
academies -50% CO2 Potential Leaders
by end of 2025 ‘entrepreneurial’ trained
EMPOWERING DIVERSITY WITH MERITOCRACY
Leadership positions held by women >35% 100% of HR processes aligned with D&I(2) policy
by end of 2030 from 2022
(1) % worktime for all the functions not directly linked to physical means of manufacturing & engineering
(2) Diversity
2022/02/24& Inclusion
- #StellantisDareForward - Confidential Document – Rev9.0
ELECTRIFICATION AND BEYOND
TECH
SOFTWARE & AI

AUTONOMOUS DRIVING
STELLANTIS VENTURE FUND

CONFIRMING EV DAY COMMITMENTS
4 STLA platforms (S, M, L, F) & 3 EDM families €30B+

Investment 2021-2025(1)
Converting plants to full BEV
New value chain
• e-Powertrain
Nidec PSA emotors SAS
• 5 Gigafactories North America Europe

GWh
• Charging ~150 in 2030 ~250
Solid-state technology
Raw Material Availability
(1) Investment covering electrification and software MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 23
HYDROGEN FRONT RUNNER
2021 2024 2025+
1,000 units per year 10,000 units per year >10,000 units per year
First deliveries Extension of LCV line-up & increasing production capacity
Mid-size Van Large Van Mid-size Van Large Van HD Truck

5,000 u/y 5,000 u/y U.S. First fleet
deliveries
EV EV
Mid-size Van Characteristics H2
50 kWh 75 kWh
Driving range (km) 400 230 330

Refueling / recharging time 3 min 5h(1) 7h30(1)
(1) With 11 kW wall-box MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 24
SOFTWARE AS A CORE FOCUS
4 >34M 400M €20B ~40%

TARGETS Monetizable(1) OTA per year Revenues Gross Margin
connected car parc
5 Conquests,
Services Features Data as a Service Vehicle Pricing
BUSINESS Service Retention
& Subscriptions on Demand & Fleet Services & Resale Value
PILLARS & Cross-Selling
3 TECH Platforms Network of High Value Software

Partnerships & Data Academy
STLA Brain SmartCockpit AutoDrive
S Reskilling
3
Vehicle
M
MAJOR LEVERS Training
L
F
Vertical integration of key elements
including semiconductors
(1) Based on 5-year rolling car parc

AUTOMATED DRIVING CADENCE
Level 1 Level 2 Level 2+ Level 3 Level 4 Level 5
2017 2022 2024
Lane Centering Hands-Free STLA AutoDrive Delivery as a Service

ACC Hands-Free
Eyes-Off

GROWING NEW DATA BUSINESS
€9B up to 70%
Revenues Gross Margin
STELLANTIS
DATA BUSINESS
Data as a Service
& Fleet Services
100% ~34M
CAGR(1) Monetizable(2)
connected car parc
Revenues through 2030
(1) Compound annual growth rate

(2) Based on 5-year rolling car parc
STELLANTIS CORPORATE VENTURE FUND
Connectivity
and Advanced Software
Advanced manufacturing
Advanced Materials & Supply Chain
Electronics Sales & Fin Tech
Transportation & AV €300M Virtual Reality & NFTs

Initial Fund Size
Advanced Propulsion Sustainability
GLOBAL ACCESS TO ADVANCED TECHNOLOGY

DIGITALIZATION
VALUE
ENTREPRENEURIAL SPIRIT
REGIONAL ROOTS

E-COMMERCE IS OUR SALES MOTTO
1/3
2x online sales
100k each year
2021 till 2024 2030

HOLISTIC & DIGITAL MARKETPLACE: THE WAY FORWARD
All of Stellantis in just one click
Customer Lifetime Value powered by AI
€4B revenues on services

2022 2024 2027
Pilots EE + U.S. All Regions

All Brands
All Services

7 ACCRETIVE BUSINESSES
CIRCULAR ECONOMY
DATA BUSINESS
MOBILITY
FINANCIAL SERVICES
PRE-OWNED CARS
AFTERMARKET
COMMERCIAL VEHICLES

FREE2MOVE: A TECH NATIVE MOBILITY COMPANY
Worldwide
EU & NA
State-of-the-art
Tech Platform 15M
Position
10M
200k €2.8B
Active users
€0.7B
€40M
Business in the black
Revenues
2021 2025 2030

FINANCIAL SERVICES: A POWERFUL ENGINE OF GROWTH
2021 2030
NET BANKING
INCOME(1)
+100%
2030 vs 2021 €2.9B €5.8B
4 levers
Fully-owned captive Leading Operating Reshaping of European Acceleration
Stellantis Financial Leaser in Europe Banking activities on Affinity Insurances
Services US Corp
JV with Credit Agricole H1 2023, From 2023, 1 FINCO per country (>€ 4B revenues(1) in 2030)
From 2023, all major Fleet target > 1 million vehicles based on 50%-50% JV
products launched in 2026 with Santander or BNP Paribas
depending on countries
(1) Including JVs at 100%

PRE-OWNED CARS: FROM TACTIC TO STRATEGIC
Total sales 2x by end of 2030
Unique label Worldwide

GLOBAL >2M sales
MULTIBRAND & Online sales leadership in Europe

MULTICHANNEL >€6B revenues
EFFICIENT
Best-in-class Stock turnover < 30 days
remarketing efficiency throughout plan period

AFTERMARKET:
ALL VEHICLES, ALL BRANDS, ALL CUSTOMERS
>50% revenues increase
MULTI-BRAND IAM Product Revenues

360° OFFER
4x
INDEPENDENT CHANNEL IAM Channel Mix
OFFENSIVE
50%
Warehousing reduction
LOGISTIC EFFICIENCY
-20% m2

COMMERCIAL VEHICLES: ACHIEVE GLOBAL LEADERSHIP
New (1)
Revenues 2x
Business Unit 40% BEV mix
PRODUCT TECH BUSINESS PARTNER
26
new launches
BEV, REPB(2), FCV Connected Services
Customer business efficiency
100% OTA Capabilities

Each new vehicle from 2026
Autonomous solutions
Test & learn innovative
Van & Pickup(1) electric offer delivery solutions
2027 EU & U.S. 12M connected vehicles in 2030
EV AV Promaster 1st step
(1) Excluding heavy-duty trucks

(2) Range Electric Paradigm Breaker
REACHING 25%+ REVENUES OUTSIDE GROWING NA & EE
NORTH AMERICA
ENLARGED EUROPE
MIDDLE EAST & AFRICA
SOUTH AMERICA
INDIA & ASIA PACIFIC
CHINA

NORTH AMERICA:
LEADER IN BEV AND LIGHT-DUTY PICKUP SALES
>13% 50% 9
Market Share U.S. BEV Mix(1) Brands in Region
>15% 150+ ~35

AOI margin GWh Product Launches
Electrification Commercial Digital U.S. Financial

Vehicles Services(2)
25+ BEV in 2030 Customer Marketplace
#1 position from 2024 Fully-owned captive
2 Gigafactories by 2024 by end of 2023
for batteries >40% selling online
in 2030
(1) PC + light-duty trucks BEV Sales mix in U.S.

assuming conducive public policies (charging infrastructure, purchasing incentives) MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 39
2022/02/24
(2) Results of -financial
#StellantisDareForward
services are- Confidential
not includedDocument – Rev9.0 reported results
in regional
ENLARGED EUROPE:
#1 IN EUROPE WITH DOUBLE-DIGIT PROFITABILITY
>23% 100% 13
Market share PC BEV(1) Brands in Region
>10% 250+ ~90

AOI margin GWh Product Launches
Electrification Distribution Digital Financial Services(2)
60+ BEV portfolio -50% distribution cost >45% Online sales Reshuffled
banking set-up
3 Gigafactories Switch to retailer Customer Marketplace and New LeaseCo
for batteries model as of 2023 from 2024 by end of 2023
(1) PC BEV Sales mix in EU27 (excluding Malta), Iceland, Norway, Switzerland and UK
assuming conducive public policies (charging infrastructure, purchasing incentives)
(2) Results of -financial
2022/02/24 services are
#StellantisDareForward not included
- Confidential in regional
Document – Rev9.0 reported results
MIDDLE EAST & AFRICA:
#1 IN MARKET SHARE, LEADING ENERGY TRANSITION
>22% >25%
Market Share LEV mix
>12% 10 ~55
AOI margin Brands in Region Product Launches
Market Share Pickup Offensive Electrification Local integration
Maghreb, Egypt, Market share >20% LEV market share Product self-sourcing
Turkey, F.O.T.(1) >30% > region average >70%
leveraging EE & NA
GCC(1), South Africa, portfolio
others >12%
(1) F.O.T: French Overseas Territories; GCC: Document

Gulf Cooperation Council MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 41
2022/02/24 - #StellantisDareForward - Confidential – Rev9.0
SOUTH AMERICA:
MAINTAIN #1 POSITION WITH GROWING PROFITABILITY
>25% ~20%
Market share LEV mix in Brazil
~10% 8 28
Pickup offensive Geographic Market Lead the way Local integration

& Ram brand expansion into LEV & LCC
3 pickups launched Chile >15% >30% LEV market ~90%

by end of 2025 Colombia >7% share in Brazil 2025 of direct material cost

INDIA & ASIA PACIFIC:
GROWTH WITH ELECTRIFICATION AND LOCALIZATION
4x ~50%
Market Share BEV Mix
>13% 10 ~75
India Indonesia SE Asia expansion Electrification
Regional & Global Start of vehicle 100% Production Local production

Smart Car hub production capacity utilization of EV in SE Asia
by 2024 by 2023 in Malaysia by 2025
by 2025

CHINA:
“ASSET LIGHT” BUSINESS MODEL FOR PROFITABLE GROWTH
~€20B 60% 6
Revenues PC BEV Brands in Region
>8% 1 ~30
AOI margin Target Plant Product Launches
Peugeot & Citroën One Jeep Strategy Customer-centric Premium, Electrified

new business model with GAC & Innovative & Profitable
with DFM Distribution

CHINA:
“ASSET LIGHT” BUSINESS MODEL FOR PROFITABLE GROWTH
DPCA NEW ONE JEEP STRATEGY CUSTOMER-CENTRIC & PREMIUM, ELECTRIFIED

BUSINESS MODEL WITH GAC INNOVATIVE DISTRIBUTION & PROFITABLE
• DPCA 2021 volume • Jeep imports • IAM: #4 largest • Grow highly profitable
increased by over 100% performing well distributor in China Maserati import business
compared to 2020 with best-in-class
• Agreed with GAC profitability and fast • Leverage iconic brands
• Peugeot commercial to increase Stellantis expansion plan through imports
activities managed share of common JV
by Stellantis from 50% to 75% • Top quartile in Overall • Maintain CAFC/NEV
subject to government Customer Satisfaction credits self-compliance
• Citroën commercial approval
activities managed • Distribution
by DFM • Target #1 off-road digitalization
SUV brand in China to improve customer
• DPCA manufacturing journey
hub open to 3rd parties

FINANCIALS

REVENUES DOUBLE WITH DOUBLE-DIGIT MARGINS
FINANCE
RESULTS FROM CONTINUING OPERATIONS
€ billion, except as otherwise stated 2021 2024 2027 2030

Pro Forma(1)
Net Revenues 152 ~200 ~250 ~300
Adjusted Operating Income Margin(2) 11.8% >10% >10% >12%
Industrial Free Cash Flows(2) 6.1 >6 >12 >20

(Includes Negative €3B due
to NWC Normalization)
Capex and R&D as a % of Net Revenues 8.6% ~8% ~8% ~8%
(1) Results are presented as if Merger had occurred on Jan 1 ’20 and include results of FCA for the period Jan 1 – 16 ’21
(2) For definitions of supplemental financial measures and reconciliations to applicable IFRS metrics, refer to the
Company's
2022/02/24 - 2021 Form 20-F available
#StellantisDareForward under
- Confidential the Investors
Document – Rev9.0 section of the corporate website at www.stellantis.com.
NET REVENUES SHIFT
FINANCE
New Services 2% 4% Others New Services 6% 2%

Others
Current Services 10% Current Services 7%

Software 0% 26% Hybrid & ICE
BEV 3% Software 7%
2021 2030
€152B ~€300B
81% Hybrid & ICE

BEV 52%

REVENUES BREAKDOWN
Others(1) FINANCE
15%
Others(1) North America
28% 35%
North America
NET 46%
REVENUES
2021 2030
39%
Enlarged Europe
37%
Enlarged Europe
Premium Luxury Luxury

Premium
3% 1% 8%
3%
Core Global SUV
18% Global SUV 28%
Core
27%
NEW CAR NET 17%
REVENUES
BY VEHICLE
SEGMENT
2021 2030
22%
Upper Mainstream 19%
29% Upper Mainstream 25%
American Brands American Brands
(1) Includes all -regions

2022/02/24 outside of North
#StellantisDareForward America
- Confidential and– Enlarged
Document Rev9.0 Europe, as well as Maserati and other businesses MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 49
CAPITAL ALLOCATION 2022-2025
FINANCE
Industrial Net Financial Position(1)
~8% 25-30%
Payout ratio
Annual revenues ~1% €1-2B Up to 5%
Annual revenues of Outstanding
shares
19 ~20
Dec 31 '21 Industrial Capex (3) M&A, JVs U.S. Pension Reduced Dividends Share Dec 31 '25
Industrial Operating & R&D & Finco Fully Funded Negative NWC Buyback Industrial
(2)
Net Financial Cash Flows Net Financial
Position Position
Dividend payout ratio of 25-30% through 2025 plus up to 5% share buyback
(1) For definitions of supplemental financial measures and reconciliations to applicable IFRS metrics, refer to
the Company's 202 1 Form 20-F available under the Investors section of the corporate website at www.stellantis.com
(2) Does not include cash flows for R&D expenses and NWC reduction, which are presented separately
(3) Includes R&D
2022/02/24 expensed and capitalized
- #StellantisDareForward - Confidential Document – Rev9.0
CONCLUSION

EMBRACING A NEW MENTALITY
Oriented
towards possibility
Product Empowered subject

lifetime centric BUILDING matter expert decisions
A MOBILITY
TECH COMPANY
Customer and Risk tolerant via rapid

content centric iteration and innovation

OUR DARE FORWARD
C RBON NET ZERO BY 2038
CARE TECH VALUE

-50% 100% BEV EU 7 ACCRETIVE
BUSINESSES
Carbon Footprint
50% BEV U.S. with their own P&L
#1 DIGITAL REVOLUTION >25%

Revenues outside
Customer Satisfaction SW, AI, AD growing EE & NA
2x Revenues
Sustainable double-digit AOI margins


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LONG-TERM STRATEGIC PLAN

March 1st, 2022

2022/02/24 - #StellantisDareForward - Confidential Document – Rev9.0

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 2

Purpose and Values Electrification Strategy Strategic Plan

Formed Impressive 2021 Financing Operations in

Effective Governance 10+ New Products Software Strategy

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 3

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 4

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 5

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 7

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 9

Inclusive Human Resources

Innovating with our talent

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 10

(1) Capex plus R&D spend as percentage of Industrial Revenues compared

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 12

UNIQUE PRICING BANDWIDTH

Art of Travel PREMIUM

Freedom GLOBAL SPORT UTILITY

GLOBAL(1) REVENUE German Energy

2021 2030 Care

(1) Excludes Operations

LUXURY Sales in 2030

(1) Based on AOI estimate

BEV Sales(2) 0.2 1 3 5

From 2024 all new launches(1) include a BEV version

Performance Muscle Cars

Lifestyle Family Cars

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 17

2030 Carbon footprint(1) -50%

Single-digit % compensation in 2038

€2B+ revenues in 2030

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 19

BEV as a breakthrough Customer centricity as

Big Data platform to improve Holistic view of

GREAT & SUSTAINABLE ENTREPRENEURIAL

4,500 Software people 70% remote work(1) Leadership positions

EMPOWERING DIVERSITY WITH MERITOCRACY

That’s second to none

STELLANTIS VENTURE FUND

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 22

4 STLA platforms (S, M, L, F) & 3 EDM families €30B+

Converting plants to full BEV

New value chain

• 5 Gigafactories North America Europe

Raw Material Availability

2021 2024 2025+

Mid-size Van Large Van Mid-size Van Large Van HD Truck

Driving range (km) 400 230 330

4 >34M 400M €20B ~40%

3 TECH Platforms Network of High Value Software

(1) Based on 5-year rolling car parc

Level 1 Level 2 Level 2+ Level 3 Level 4 Level 5

2017 2022 2024

Lane Centering Hands-Free STLA AutoDrive Delivery as a Service

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 26

(1) Compound annual growth rate

Electronics Sales & Fin Tech

Transportation & AV €300M Virtual Reality & NFTs

GLOBAL ACCESS TO ADVANCED TECHNOLOGY

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 28

MARCH 1st, 2022 – LONG-TERM STRATEGIC PLAN - #StellantisDareForward 29