Amsterdam-based automaker Stellantis, which has its North American headquarters in Auburn Hills, today unveiled FaSTLAne 2030, its $69.5 billion (€60 billion), five-year strategic plan to accelerate growth and profit.
At the morning session of Investor Day at its Auburn Hills HQ, Stellantis leadership set out the six core pillars of its strategy moving forward. These are expected to build on the company’s priority to put the customer at the center and add more discipline to allocate capital, where regions and brands can generate the best returns.
The pillars of FaSTLAne 2030 are:
- Sharper management of the brand portfolio.
- Investment in global platforms, powertrains, and technology.
- Partnerships complementing Stellantis’ core strengths.
- Manufacturing footprint optimization.
- Excellence in execution.
- Empowerment of regions and local teams.
“FaSTLAne 2030 is the result of months of disciplined work across the company and is designed to drive long-term profitable growth,” says Antonio Filosa, CEO of Stellantis. “With the customer at the center of everything we do, the plan will deliver our purpose — ‘to move people with brands and products they love and trust’ — powered by our unique combination of strengths.
“We have great people, the muscle of global scale, unmatched brands that connect and inspire, the deep local roots of our regions and dealer partners to meet our customers’ distinctive needs, and a relentless focus on innovation and excellence in execution. With these strengths, we are uniquely positioned to offer delight, functionality, and affordability. Adding to these the accelerating and amplifying benefits of our ‘win-win’ partnerships, we have everything we need to deliver our FaSTLAne 2030 ambitions.”
Filosa and members of his leadership team detailed the pillars of FaSTLAne 2030 during Investor Day.
Sharper Management of Unparalleled Brand Portfolio
The company’s approach to managing its brand portfolio and product plan has been overhauled to maximize capital efficiency, avoid duplicate spending, and support profitability.
This will result, between now and 2030, in more than 60 new vehicle launches and 50 significant refreshes, across all brands and powertrain energies, including 29 battery-electric vehicles, 15 plug-in hybrid or range-extended electric vehicles, 24 hybrid electric vehicles and 39 ICE/mild hybrid electric vehicles.
With this refocused approach, Stellantis now has four global brands with the greatest scale and the highest potential for profitability: Jeep, Ram, Peugeot and FIAT. These brands, with their multi-regional presence, are natural first launchers for all new global assets. Seventy percent of the plan’s brand and product investments will be directed to these brands, as well as to Pro One, Stellantis’ commercial vehicles business unit.
The company’s five regional brands — Chrysler, Dodge, Citroën, Opel, and Alfa Romeo — each are very strong in their respective markets and will benefit from these same global assets and increase brand distinctiveness to delight their customers.
DS and Lancia are historic brands, prominent in France and in Italy. They will be managed by Citroën and FIAT and developed as specialty brands.
The company plans to strengthen the future of Maserati, a pure luxury brand with a unique customer legacy and a powerful lineup, adding two new E-segment vehicles. A detailed roadmap will be shared in Modena in December 2026.
“Every brand in Stellantis will play a clear role in delivering our FaSTLAne 2030 commitments,” says Filosa.
Investment in Global Platforms, Powertrains, and Technologies
The company’s global scale is one of its core strengths. Over the next five years, Stellantis will invest more than $27.82 billion (€24 billion) in global platforms, powertrains, and new technologies (40 percent of total R&D and CapEx investment during the period).
Platforms are modular by design to drive efficiency and competitiveness. By 2030, 50 percent of global annual volumes will be produced on three global platforms, including the all-new STLA One. A concrete example of modularity by design, STLA One is a new architecture designed from inception to maximize commonality and competitiveness.
Powertrains expand freedom of choice. Stellantis will broaden its multi-energy coverage with new hybrids, new battery electric vehicles, and highly efficient internal combustion engines. By 2030, nearly 50 percent of global annual volumes will be equipped with multi-regional powertrain solutions, with energy flexibility built into the portfolio.
Technology “made for humans” is at the heart of FaSTLAne 2030,” the company says. Stellantis’ technology strategy is said to start from a simple principle: technology only matters if it improves everyday life for real customers. No technology for the sake of it. Opening a new chapter with artificial intelligence (AI) embedded across the stack, the plan entails developing global technologies in collaboration with first-tier partners, and rolling them out locally to the brands and products in each region:
- 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 percent 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 percent.
Partnerships Complementing Stellantis’ Core Strengths
With its unique combination of strengths — iconic brands, global scale, and local roots — Stellantis says it’s “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 percent 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 percent Stellantis-owned, to collaborate on distribution, engineering, sourcing and capacity sharing, starting with plans 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, 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.
Optimized Manufacturing Footprint
FaSTLAne 2030, the company’s capacity utilization is expected to 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 increase from 60 percent to 80 percent in 2030.
In the United States, increased production is expected to improve capacity utilization to 80 percent in 2030.
In the Middle East and Africa, the plan envisions product localization, driving full capacity utilization by 2030.
Excellence in Execution
FaSTLAne 2030 will be characterized, according to Stellantis, by a “relentless focus” on execution, most importantly in terms of increased speed, quality, and efficiency across all regions.
“The success of FaSTLAne 2030 is built upon the great talent and strong commitment of our Stellantis team,” says Filosa. “We will execute as one team, hands-on, to deliver incremental, profitable growth for the benefit of all our stakeholders.”
Regions and Local Teams Empowerment
Over the past year, Stellantis decision-making has been largely moved to the regions, reinforcing the company’s bond with the customers it serves. Meanwhile, long-standing, constructive relationships with unions, dealers, suppliers, business partners, and communities have been significantly strengthened, the company says.
With FaSTLAne 2030, each region now is empowered to leverage Stellantis’ global scale to define and implement tailored plans that best suit local markets’ realities and customers’ distinctive preferences.
In North America, for example, the company targets 25 percent revenue growth, and an AOI (Adjusted Operating Income) margin of 8-10 percent focusing on:
- Expanding market coverage by 50 percent, with 11 all-new vehicles and 35 percent more volume.
- Boosting offering with seven new products under the $40,000 range and two under $30,000.
- improving cost competitiveness through the Value Creation Program.
Given the region’s market opportunities and profitable growth potential, 60 percent of the $41.73 billion (€36 billion) to be invested in brands and products will be allocated to North America.
In Related News: Stellantis and Wayve have entered a strategic technology partnership under which Stellantis plans to integrate the Wayve AI Driver — Wayve’s automated driving intelligence — into the STLA AutoDrive platform, enabling hands-free, supervised Level 2++ driving in both urban and highway environments.
The initial focus of the partnership is hands-free, door-to-door supervised automated driving (Level 2++), supporting both highway and urban driving scenarios. STLA AutoDrive platform is designed to support the evolution toward more advanced automated driving features, in line with regulatory readiness and customer expectations.
In More Related News: The 2027 Ram 1500 Rumble Bee lineup is confirmed in “Muscle Runs Deep,” a short film hosted by Tim Kuniskis, head of American brands, SRT Performance and North America marketing at Stellantis.
Ram is tying its participation in the NASCAR Truck Series to an all-new subsegment of muscle trucks featuring three HEMI-powered variants that come from a choice of the 5.7-liter HEMI V-8, 6.4-liter 392 HEMI V-8, or 6.2-liter supercharged Hellcat HEMI V-8 with 777 horsepower.
The top-level Rumble Bee SRT goes 0-60 mph in 3.4 seconds, handles the quarter mile in 11.6 seconds at 116 mph, and hits a targeted top speed of 170 mph, setting a record as the most powerful, quickest, and fastest V-8-powered production pickup ever, according to Ram.
“There was a time when pickup trucks were considered work vehicles,” says Kuniskis. “Today, Ram has a truck for every customer — from the work-ready Tradesman to full-blown luxury in Tungsten. That kind of range makes it hard to predict the second vehicle for a customer. But, for muscle car owners, data proves it’s a pickup and the connection has been staring us in the face since the era reignited almost two decades ago.
“Somehow, the idea of muscle trucks was labeled unnecessary, but since that describes so many products that captivated enthusiasts’ hearts, minds, and wallets, Ram is going all-in, pushing for the last 10th with a full range of Rumble Bee muscle trucks.”
To view the film, visit here.
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