CORPORATE
SOCIAL
RESPONSIBILITY
REPORT
Powered By Our Diversity, We Lead The Way The World Moves

2
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT
REFERENCE FOR READING THE CSR REPORT
3
MESSAGE FROM THE CHAIRMAN & THE CEO
5
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED 
AND LASTING VALUE - INTEGRATED REPORT
9
2 BRINGING A TANGIBLE IMPACT ON CLIMATE CHANGE - CLIMATE REPORT
57
3 DRIVING THE COMPANY TRANSFORMATION THROUGH THE DEVELOPMENT 
OF HUMAN CAPITAL
135
4 MEETING CHANGING CUSTOMER EXPECTATIONS ON MOBILITY 
227
5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
283
6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE 
OF NATURAL RESOURCES
326
7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED 
ECONOMIC DEVELOPMENT OF TERRITORIES
407
8 APPENDIX
462
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MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
REFERENCE FOR READING THE CSR REPORT
REFERENCE FOR READING THE CSR REPORT
The Report contains 8 chapters, 6 of which are dedicated to the 6 CSR macro risk (pillars), each one with an associated color
	
■Chapter 1 is the Integrated Report dedicated to Stellantis CSR business overview
	
■Chapters 2 through 7 present the 22 Stellantis CSR issues (challenges) according to the following sections:
1.	 Context and Stellantis position
2.	 Forward-looking vision and targets
3.	 Identification and management of 
risks and opportunities
4.	Governance and decision bodies to 
lead actions
5.	 Policies to execute the strategy
6.	 Organization and resources
7.	 Main initiatives, achievements 
and results
8.	Detailed key performance 
indicators
Chapter 2 is the Climate Report and presents common sections 1. to 4. 
for its three CSR issues. Sections 5. to 8. are presented for each CSR issue.
Chapter 6 presents common sections 4. to 6. for industrial waste (6.4), 
pollution (6.5), water (6.6) and biodiversity (6.7). The remaining sections 
are presented for each CSR issue.
	
■Chapter 8 covers the methodology and auditor’s report
Each Forward-looking vision and targets section includes 
a committment scoreboard composed of: 
	
■Vision/ambition
	
■Strategic KPIs
	
■Commitment
	
■2022 and 2021 results
Throughout the Report there are boxes that indicate focus areas:
STELLANTIS 
PROJECT
COMPANY TRANSFORMATION 
THROUGH THE SOFTWARE 
STRATEGY
IMPACT MEASURMENT 
OF THE ELECTRIFICATION 
STRATEGY
Additional information in this area
Link icon legend
External documents
Internal section reference
Press release 
Video
Website
Related Sustainability indexes
GRI 203   SASB-440b.1   TCFD.Ra
CSR macro risk symbol and issue 
number/title from materiality matrix
Vehicle CO2 emissions
1
Related SDGsSDG 4: QUALITY EDUCATIONSDG 11: SUSTAINABLE CITIES AND COMMUNITIESSDG 13: CLIMATE ACTION
Text and data highlights
 Stellantis is committed to bring a 
tangible impact on climate change
 
Estimate reduction of CO2-eq
53,527 tons
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MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
OVERVIEW OF THE CHAPTER CONTENT
OVERVIEW OF THE CHAPTERS CONTENT
Chapter 1 Business model and governance: 
creating shared and lasting value is the 
Integrated Report of the Company, which 
presents business model, CSR policy, materiality 
matrix, how the Company shares value created 
with its stakeholders
Chapter 2 Bringing a tangible impact on 
climate change (macro risk I) is the Climate 
Report that includes all targets and initiatives to 
ensure carbon net zero 2038 target 
Vehicle CO2 emissions
1
Industrial and sites carbon footprint
2
Carbon footprint of the supply chain: purchasing 
and logistics
3
Chapter 3 Driving the Company 
transformation through the development of 
human capital (macro risk II) is the description of 
HR policies and activities
Management of Company transformation and 
social dialogue
4
Attracting and developing all talent
5
Diversity and equal opportunity
6
Wellbeing, health and safety in the workplace
 7
Chapter 4 Meeting changing customer 
expectations on mobility (macro risk III) describes 
customers expectation in terms of customers 
experience, safety and new mobility solutions
Development of new mobility solutions (including 
autonomous vehicles) 
8
Vehicle and service quality - customer satisfaction
9
Vehicle safety
10
Chapter 5 Preventing ethics violations by 
promoting our ethical culture (macro risk IV) 
details integrity and ethic in Stellantis' business 
practices
Ethics in governance and business practices
11
Responsible management of personal information
12
Responsible information to customers
13
Chapter 6 Promoting protection and 
implementing responsible use of natural 
resources (macro risk V) outlines how the 
Company is managing responsibly materials and 
production of mobility devices  
Wise use of materials in the vehicle life cycle 
(including product recycling) 
14
Vehicle impact on air quality
15
Optimization of material cycles in manufacturing 
processes (including waste) 
16
Control of industrial discharge and nuisances 
17
Sustainable water management in manufacturing
18
Protection of biodiversity
19
Chapter 7 Ensuring protection of human 
rights and supporting a balanced economic 
development of territories (macro risk VI) 
explains how how the Company manages its 
supply chain and how it brings attention to local 
communities 
Responsible purchasing practices to support the 
Company’s development in host territories
20
Human rights in the supply chain
21
Philanthropic actions to support communities
22
Chapter 8 Appendix consists in a technical 
appendix including the notably scope of 
reporting, sustainability references and the 
auditor’s report 
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
MESSAGE FROM CHAIRMAN & CEO
MESSAGE FROM CHAIRMAN & CEO
MESSAGE FROM THE CHAIRMAN & THE CEO
MESSAGE FROM THE CHAIRMAN 
2022 was the second year of Stellantis. In this period of time marked by various market and geopolitical challenges, 
Stellantis proved to be strong, vibrant and even more determined to "dare forward" as we seized opportunities to achieve 
the 2030 strategic plan.
We accelerated our transformation into a sustainable mobility tech company, guided by the ambition to rethink the way 
we move while reducing our carbon footprint. We have the ingenuity, drive, and focus to keep Stellantis at the forefront 
of the future of mobility.
We do it not only by building iconic vehicles and creating innovative services. We are also shaping a diverse and inclusive 
organization, one that gathers people and ideas across borders and cultures to exceed our customers’ different needs and 
foster their freedom.
As part of the wider society, Stellantis pursues its stringent environmental, social and governance policy, acting as a 
steward for the communities where it operates.
The first Stellantis Student Awards is a primary example of it. Started 26 years ago, this year’s program recognized more 
than 600 students from 20 countries around the world with monetary awards for their dedication to continuous learning 
and education. We are proud to support those who are committed to building a sustainable, better future: for the world 
and for themselves.
The Stellantis Foundation, our philanthropic arm aligned with the United Nations Sustainable Development Goals, aims 
to support projects identified at both local and global levels to impact our communities. Stellantis is driven by our social 
commitment, to empower people through access to education and mobility.
Thanks to our shareholders, who facilitate our steady development, Stellantis will continue to lead the way the world 
moves and help make the planet more sustainable for future generations.
February 24, 2023
/s/
John Elkann
Chairman
GRI 2-22
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4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
MESSAGE FROM CHAIRMAN & CEO
MESSAGE FROM CHAIRMAN & CEO
MESSAGE FROM THE CEO
This was a year where disruptions seemed relentless with cumulative crises. War, weaker economic conditions, and an 
intensifying climate crisis caused exceptional uncertainty, requiring businesses to deliver results while becoming more 
and more resilient and agile. Even in this context, Stellantis continued its transformation to a sustainable mobility tech 
company at a pace not yet seen in our industry.
Stellantis pursued this balancing act by launching our Dare Forward 2030 long-term strategic plan in March 2022.
The bold business plan aims to achieve greater efficiency with a breakeven point among the lowest in the industry, 
enabling us to respond to turbulence while bolstering our position on the global tech scene.
The plan is anchored in an ambitious decarbonization strategy consistent with science-based recommendations.
Through aggressive and clear targets, it sets out deep emission cuts to slash CO2 in half by 20301, benchmarking our 2021 
metrics, and putting us on track to achieve carbon net zero by 20382.
Our electrification offer continued at lightning speed. We unveiled our latest battery electric vehicles, including the all-new Jeep®
Avenger, the first-ever fully electric Jeep SUV and the European Car of the Year for 2023. We do not focus solely on battery 
power, though.
Our growth also relies on a hydrogen fuel cell zero emission solution. This technology is particularly suited to the needs 
of light commercial vehicle customers and is already available for Peugeot, Citroën, and Opel mid-size vans. To further
reinforce our role as a front runner in this field, we recently announced our plans to acquire a substantial stake in Symbio, a
global leader in zero-emission hydrogen mobility.
As we work to achieve a decarbonized world, we continued strengthening our global electrification ecosystem with 
leading partners that share with us the same environmental objectives, including Automotive Cells Company, LG Energy 
Solution, Samsung SDI, and Factorial, to name a few. At the end of 2022, we also deepened our strategic partnership with 
Archer and are now joining forces to manufacture the flagship electric vertical take-off and landing (“eVTOL”) aircraft, 
Midnight.
We also put a greater focus on a rigorous, 360-degree circular economy business aimed at bringing additional financial 
value to the Company and providing a more sustainable path for the scarce resources of our planet.
And building on our software know-how, we demonstrated how human-focused innovation is enabling us to embrace 
the future and render the status quo obsolete. Our software team is building a promising business with several decisive 
partnerships signed with world-class tech companies: Amazon, Foxconn and Qualcomm.
1 Scopes 1-2-3 intensity tons of CO2-eq/veh
2 With single-digit percent compensation
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4 CUSTOMERS EXPECTATIONS
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6 RESPONSIBLE USE OF RESOURCES
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8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
MESSAGE FROM CHAIRMAN & CEO
MESSAGE FROM CHAIRMAN & CEO
Stellantis also shifted its lobbying approach toward a more direct and transparent interaction with citizens and stakeholders 
supporting the Freedom of Mobility Forum. Planned for early 2023, the forum will be a meeting of passionate problem 
solvers committed to fact-based discussion addressing how we can bring sustainable mobility in the face of global 
warming implications. 
We combined all these activities with financial sustainability, recording a 13.0 percent margin in the face of stiff competition.
We delivered Net revenues of €179.6 billion, which is up 18 percent. We registered Adjusted operating income of 
€23.3 billion, up 29 percent, and Net profit from continuing operations of €16.8 billion, up 26 percent.
It was a stellar performance made possible by the huge commitment of our people and the crucial support of our 
shareholders.
These elements give me the confidence that what you have seen from Stellantis in our first two years is just a glimpse of 
the major impact we will have on mobility ecosystems in the future.
Powered by our diversity, we will continue to lead the way the world moves, delivering cutting-edge products and services 
that provide clean, safe and affordable mobility solutions on the roads, and in the air.
This is the mission that guides us daily and our commitment to the society in which we operate.
February 24, 2023
/s/
Carlos Tavares
Chief Executive Officer
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1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
MESSAGE FROM CHAIRMAN & CEO
MESSAGE FROM CHAIRMAN & CEO
Contributions to SDGs Table
6 CSR MACRO-RISKS / 
PILLARS
22 CSR ISSUES / 
CHALLENGESSDG 1: NO POVERTYSDG 3: GOOD HEALTH AND WELL-BEINGSDG 4: QUALITY EDUCATIONSDG 5: GENDER EQUALITYSDG 6: CLEAN WATER AND SANITATIONSDG 7: AFFORDABLE AND CLEAN ENERGYSDG 8: DECENT WORK AND ECONOMIC GROWTHSDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURESDG 10: REDUCED INEQUALITIESSDG 11: SUSTAINABLE CITIES AND COMMUNITIESSDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 13: CLIMATE ACTIONSDG  14: LIFE BELOW WATERSDG 16: PEACE, JUSTICE AND STRONG INSTITUTIONSSDG 17: PARTNERSHIP FOR THE GOALS
Bringing a tangible 
impact on climate 
change
Vehicle CO2 emissions
Industrial and sites carbon footprint 
Carbon footprint of the supply chain: purchasing 
and logistics 
Driving Company 
transformation 
through the 
development of 
human capital
Management of Company transformation 
and social dialogue 
Attracting and developing all talent 
Diversity and equal opportunity 
Health, safety and well-being in the workplace 
Meeting changing 
customer 
expectations 
on mobility
Development of new mobility solutions 
(including autonomous vehicles) 
Vehicle and service quality - customer satisfaction 
Vehicle safety 
Preventing ethics 
violatio
Ethics in governance and business practices 
Responsible management of personal information
Responsible information to customers 
Promoting 
protection and 
implementing 
responsible use of 
natural resources
Wise use of materials in the vehicle life cycle
(including product recycling) 
Vehicle impact on air quality 
Optimization of material cycles in manufacturing 
processes (including waste) 
Control of industrial discharge and nuisances 
Sustainable water management in manufacturing
Protection of biodiversity
Ensuring protection 
of human rights 
and supporting a 
balanced economic 
development of 
territories
Responsible purchasing practices to support the 
Company’s development in host territories
Human rights in the supply chain
Philanthropic actions to support communities 
1
2
3
4
5
6
 7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
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MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
1
BUSINESS MODEL AND GOVERNANCE: CREATING 
SHARED AND LASTING VALUE - INTEGRATED REPORT
1.1 VALUE CREATION MODEL
10
1.1.1 Business Model
10
1.1.2 Key Figures
15
1.1.3 Stakeholder dialogue for a better mutual understanding with society 
17
1.1.4 Shared value for stakeholders
20
1.2 MATERIAL CSR RISKS AND OPPORTUNITIES INHERENT TO THE VALUE CREATION MODEL
42
1.2.1 CSR macro-risks and related CSR issues: Stellantis CSR pillars and challenges
42
1.2.2 Stellantis materiality matrix: relative position of the 22 CSR challenges 
42
1.2.3 Extensive assessment of risks 
46
1.2.4 CSR trajectory
48
1.3 CSR GOVERNANCE
53
1.3.1 CSR policy
53
1.3.2 CSR in the Board of Directors 
54
1.3.3 CSR embedded into business: at the Executive and Operational levels 
55
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MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
1.1 Value creation model
1.1.1 BUSINESS MODEL
A Mobility Tech Company
Born from the bold and visionary spirit of its founding companies, Fiat Chrysler Automobiles and Groupe PSA, Stellantis N.V. 
was created to shape the future of mobility with innovative and sustainable solutions. Stellantis is guided by a clear mission: 
to provide freedom of movement for all through distinctive, appealing, affordable and sustainable mobility solutions.
In March 2022 Stellantis presented its plan Dare Forward 2030. As declared by Stellantis CEO “This plan focuses on how 
Stellantis will thrive through the decade (...) and paves the way for our ambition to be second to none in value creation for 
ALL stakeholders”. Dare Forward 2030  is built upon three fundamental pillars that will lead the Company to achieve its 
financial ambition of doubling Net Revenues to €300 billion by 2030 (as compared to 2021), while sustaining double-digit 
AOI margins throughout the decade.
CARE: Stellantis has the ambition to achieve carbon net zero by 2038 with an intermediate target of cutting carbon 
emissions in half by 20301, compared to 2021 levels. 
TECH: Stellantis’ electrification push accelerated with a 41% increase in global battery electric vehicle (BEV) sales year-
over-year, to 288,000 vehicles in 2022. With 23 BEVs now in market, the BEV portfolio will more than double to 47 by the 
end of 2024, supporting the target to have more than 75 BEVs globally and global BEV sales of 5 million by 2030.
VALUE: Stellantis prioritized its seven accretive businesses to complement its core business and achieved year-over-year2 
growth: circular economy, data business, mobility, financial services, pres-owned cars, aftermarket, commercial vehicles
The Stellantis CSR strategy is fully integrated in the Dare Forward 2030 strategic plan and contributes to the achievements 
of its objectives.  
Stellantis is listed on Milan's Borsa Italiana, on Euronext Paris and on the New York Stock Exchange. Our principal activity 
is the design, development, manufacture and sale of automobiles bearing the Abarth, Alfa Romeo, Chrysler, Citroën, 
Dodge, DS Automobiles, Fiat, Jeep, Lancia, Maserati, Opel, Peugeot, Ram and Vauxhall brands. Stellantis also develops and 
offers customers new mobility services with Free2move and Leasys. SDG 8: DECENT WORK AND ECONOMIC GROWTHSDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURESDG 11: SUSTAINABLE CITIES AND COMMUNITIESSDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 13: CLIMATE ACTIONSDG 16: PEACE, JUSTICE AND STRONG INSTITUTIONSSDG 17: PARTNERSHIP FOR THE GOALS
GRI 2-1   GRI 2-6   GRI 203-2
Dare Forward 2030 
https://www.stellantis.com/en/company/
dare-forward-2030/value
1 Including Scopes 1 and 2 (-75% in absolute emissions tCO2eq) and Scope 3 (-50% in intensity emissions tCO2eq/vh)
2 Completed merger of Peugeot S.A. (“PSA”) with and into Fiat Chrysler Automobiles N.V. (“FCA”) on January 16, 2021 (“Merger”). On January 17, 2021, 
combined company was renamed Stellantis N.V. (“Stellantis” or “Company”). PSA was determined to be the acquirer for accounting purposes, therefore, the 
historical financial statements of Stellantis represent the continuing operations of PSA, which also reflect the loss of control and the classification of Faurecia 
S.E. (“Faurecia”) as a discontinued operation as of January 1, 2021 with the restatement of comparative periods. Acquisition date of business combination 
was January 17, 2021, therefore, results of FCA for the period January 1 - 16, 2021 are excluded from full year 2021 results unless otherwise stated. 2021 Pro 
Forma results are presented as if the Merger had occurred on January 1, 2020 and include results of FCA for the period January 1 – 16, 2021.
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MESSAGE FROM CHAIRMAN & CEO
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3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
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8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
We offer vehicle choices from luxury, premium and mainstream passenger vehicles to pickup trucks, SUVs and light 
commercial vehicles, as well as dedicated mobility, financial, parts and service brands.
In this new era of mobility, our portfolio of brands is uniquely positioned to offer distinctive and sustainable solutions to meet 
the evolving needs of customers, as they embrace electrification, connectivity, autonomous driving and shared ownership.
Stellantis is comprised of 
	
■two hundred-year-old groups, establishing a leading automotive mobility provider as a main activity in a context of 
deep industrial transformation 
	
■the 1st European distribution group, Stellantis & You, with more than 200 retail sites, 450 stores & 35 spare parts hubs 
present in 12 countries. 5 activities: New cars sales, Pre-Owned cars sales, After-sales services, Spare-parts sales and rent 
	
■pre-owned cars ecosystem: the Spoticar label, the companies and start-up Aramis Group and Stimcar for the car 
reconditioning and Autobiz for trade-in and valuation solutions
	
■aftermarket labels, brands and e-commerce sites including circular economy activity, dedicated to spare parts and 
services are completing the scope.
A STRONG AND DIVERSE PORTFOLIO OF ICONIC BRANDS
Well-established automotive, mobility and parts and services brands with strong roots
1896FRANCEPEUGEOT
1899GERMANYOPELITALYFIAT
1903UNITED KINGDOMVAUXHALL
1906ITALYLANCIA
1910ITALYALFA ROMEO
1914ITALYMASERATIUSADODGE
1919FRANCE
1925USACHRYSLER
1941USAJEEP
1949ITALYABARTH
2001ITALYLEASYS
2007ITALYFIAT PROFESSIONAL
2009USARAM
2014FRANCEDS AUTOMOBILES
2016FRANCEFREE2MOVECITROËN
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8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
In 2022, Stellantis has paved its way to a more integrated approach to support its electrification roadmap: partnerships 
were announced with raw material (Vulcan Energy, Controlled Thermal Resources, Alliance Nickel Ltd, Element 25, 
Terrafame) and energy suppliers (Symbio Energy Partners). EV offensive supported by five gigafactories in Europe and 
North America, are being developped with partners for vertical integration of key components like electric motors and 
transmissions and strategic raw materials deals to guarantee our sourcing needs. 
PRE-OWNED VEHICLES SYSTEMLogo ARAMIS GROUPLogo SPOTICAR
Aramis Group - Since 2016, Aramis Group has 
created a partnership with PSA Peugeot-
Citroën Group (now Stellantis). A pioneer in its 
field, Aramis Group is an online multi-brand 
purchase and sale of used cars present in 6 
countries with its brands Aramisauto, Cardoen, 
Clicars, CarSupermarket, Onlinecars and 
Brumbrum, respectively in France, Belgium, 
Spain, United Kingdom, Austria and Italy.
Spoticar – Spoticar is the used car multibrand 
label of Stellantis. Both a digital platform and 
a large network of proximity outlets from the 
Stellantis networks, Spoticar is the obvious 
online and offline choice for used car buyers. 
Spoticar brings a large offer of qualitative used 
vehicles, with innovative services. Spoticar 
continues to grow and is already present in 12 
countries with more than 3,000 points of sales.Logo stimcar | STELLANTISLogo autobiz
Stimcar – Stimcar Is an innovative specialist in 
the reconditioning of used vehicles. Stellantis 
invested in Stimcar to support its development, 
strengthening circular economy initiatives. 
Present in several cities in France, Stimcar 
provides for the development of several 
reconditioning centers in France and Europe.
Autobiz - Since 2004, Autobiz has provided 
trade-in and valuation solutions to all the players 
in the European automotive industry. With over 
15 billion data points collected and over 50 million 
trade-in files in more than 35 countries, Autobiz is 
a benchmark in vehicle valuation, consulting and 
purchasing process digitization.
 SPARE PARTSLogo MOPAR
The name of the original 
parts of the group for all 
our Brands vehicles. 
Estabilished in 1932.Logo SUSTAINera Circular Economy
Group circular economy label 
created in 2022 SUSTAINera 
parts and accessories cover the 
range of parts from the circular 
economy, (the 4R: REMAN, 
REPAIR, REUSE, RECYCLE)
OUR EXCLUSIVE 
MULTI-BRAND PARTS RANGELogo EUROREPAR car serviceLogo BöLK
Estabilished 
in 2022
Created 
in 2016 
belonging to 
Mister AutoLogo bproauto Next-level parts
Created in 2017 (B.pro) 
and modified in 2020 by 
Mister Auto and bought by 
the group (PSA automobiles 
SA) in 2022
E-COMMERCE TEACHERS AND 
E-COMMERCE SITESDISTRIGO Parts DistributionLogo EUROREPAR car serviceLogo B-PARTS
Our multi-brand 
distribution, 
memory sign 
created in 2016
Multi-brand 
repair network, 
established in 
2003
Online used 
parts sales site, 
created in 2010 
bought by the 
group in 2020Logo Mister Auto .comLogo autobutler
Online retail site for 
multi-brand automotive 
replacement parts creation 
date 2008, bought by the 
group in 2015
Online automotive 
repair quote comparator, 
created in 2010, bought 
by the Group in 2016)
Stellantis parts offering aims at covering almost all brands (including competitive vehicles) and models and the three 
market segments in a best / better / good approach, whatever the vehicle age and budget, going from:
	
■Best for customers looking for quality, durability and wanting to enhance their vehicle’s resale value: Mopar genuine 
parts and SUSTAINera remanufactured parts for all Stellantis models 
	
■Better for smart buyers looking for price without compromising on quality: Exclusive multibrand private labels with 
Eurorepar and bproauto, multi-brand supplier range and SUSTAINera multi-brand repair offer for electronic parts and 
automvatic gearboxes
	
■Good for best cost customers looking for a price and to extend the life of their vehicle: muti-brand Bölk and SUSTAINera 
multi-brand genuine reuse parts offer. 
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4 CUSTOMERS EXPECTATIONS
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8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
Impact of software strategy
Our electrification and software strategies will support the shift to become a sustainable mobility tech company, leveraging 
the associated business growth with over-the-air features and services, and working to deliver the best experience to 
our customers.
Stellantis is shifting its business model to become a mobility tech company. It aims to grow its software and connected 
services business through: 
	
■Services and Subscriptions 
	
■Features On Demand 
	
■Data as a Service and Fleet Services 
	
■Conquests, Service Retention and Cross-Selling.
In addition, this software strategy is expected to support vehicle pricing and resale value.
With eight software development hubs in seven countries (Brazil, France, Germany, India, Italy , Poland and United States) 
Stellantis wants to deploy next-generation tech platforms building on existing connected vehicle capabilities to transform 
how customers interact with their vehicles,to generate €20 billion in incremental annual revenues by 2030, and to have 
13 million connected cars on the road. In 2022 software revenues increased 25% versus 2021. 
Through software and on-demand features, Stellantis will work to provide customers with the ability to tailor their vehicles 
to individual needs and desires through over-the-air updates, further increasing the unique qualities of the varied brands 
within Stellantis and strengthening the bond between the vehicle and driver. 
Software strategy is rolled out in 2021 and 2022
	• by partnering with digital & engineering services, such as Foxconn for SmartCockpit; Amazon for connected 
experiences, Qualcomm for digital chassis & high-performance computing power and aiMotive for artifical 
intelligence and automated driving software. 
	• by recruiting talents to leverage technical expertise while adding software development resources to existing 
Stellantis technical operations.
To increase the positive impacts and reduce the negative consequences of our activities throughout the value chain, 
Stellantis takes specific actions that are designed to maintain or develop the Company’s environmental, relational, 
financial, human, industrial and intellectual capital.
These efforts result in the value that the Company shares with its stakeholders. As a member of the Global Compact, 
Stellantis supports the United Nations Sustainable Development Goals (SDGs): we responsibly contribute to the global 
effort to transition to a more sustainable future .
8 SOFTWARE HUBS 
DELIVERING CUTTING-EDGE 
MOBILITY
Auburn Hills, Mich, 
United States
Pernambuco, Brazil
Poissy, France
Rüsselsheim, Germany
Gliwice, Poland
Turin, Italy
Hyderabad, India
Bengalûru, India
 For more information refer to 
Contributions to SDGs Table 
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MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
MOVING TO A SUSTAINABLE MOBILITY TECH COMPANY
INPUTS 
CAPITAL
ENVIRONMENTAL
Renewable and nonrenewable 
environmental processes and 
resources.
FINANCIAL
Capacity to finance the economic 
development, either in-house or 
from financial markets.
HUMAN 
Motivation of employees to 
be innovative and adherence 
to governance principles, risk 
management methods and 
ethical values of the Company.
INDUSTRIAL 
Manufacturing resources 
available for production, research 
and development, logistics
INTELLECTUAL
Intangible assets such as 
intellectual property and 
organizational capital.
RELATIONAL
Stakeholder relations: 
ability to share information; 
brands and reputation.
TECH
Innovative, clean, safe and 
affordable mobility.
OPERATING 
ACTIVITIES
Design for circular 
economy
Buy and 
manufacture
Support and 
enhance use 
phase
Develop 
products and 
services
STLA 
Brain
STLA 
SmartCockpit
STLA 
AutoDrive
Manage product 
end-of-life
Recycle
Materials
Sell, Deliver, 
Maintain, Update
For more information see 6.1 and 2.5.3.2.1 
OUTPUTS
PRODUCTS AND SERVICES
Broad portfolio of iconic and complementary automotive 
brands and mobility services, to cover all key segments: 
AN OFFER FOR EVERY CUSTOMER!
Global SUVJEEP
American brandsCHRYSLERDODGERAM
Upper mainstreamOPELPEUGEOTVAUXHALL
CoreCITROËNFIATABARTHFIAT PROFESSIONAL
PremiumALFA ROMEODS AUTOMOBILESLANCIA
LuxuryMASERATI
E-mobilityFREE2MOVELEASYS
For more information see 6.1 
OUTCOMES
VALUE CREATION 
FOR STAKEHOLDERS
INVESTORS AND 
SHAREHOLDERS
CUSTOMERS
EMPLOYEES
SUPPLIERS AND 
PARTNERS
HOST COMMUNITIES 
AND CIVIL SOCIETY
ENVIRONMENT
For more information see 1.1.4 
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MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
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1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
1.1.2 KEY FIGURES
Stellantis has operations in 36 countries around the world which is a strong asset for understanding and anticipating the 
upcoming changes of customer expectations while creating value for all stakeholders. 
GRI 2-1   GRI 2-6   SASB-000.B
ENLARGED 
EUROPE
 SALES
2.6 Milions of units
18.3% Market share
 WORKFORCE

131,075
50% of total
 REVENUES
€63,311 mln
NORTH 
AMERICA
 SALES
1.8 Milions of units
10.7% Market share
 WORKFORCE

84,221
32% of total
 REVENUES
€85,475 mln
SOUTH 
AMERICA
 SALES
0.8 Milions of units
23.2% Market share
 WORKFORCE

26,178
10% of total
 REVENUES
€15,620 mln
MIDDLE EAST 
& AFRICA
 SALES
0.4 Milions of units
12% Market share
 WORKFORCE

5,042
2% of total
 REVENUES
€6,453 mln
CHINA AND INDIA 
& ASIA PACIFIC
 SALES
0.2 Milions of units
0.5% Market share
 WORKFORCE

4,384
1% of total
 REVENUES
€4,505 mln
MASERATI
 SALES
0.02 Milions of units
100% Market share
 WORKFORCE

1,427
1% of total
 REVENUES
€2,320 mln
OTHER
 WORKFORCE
3
11,605
4% of total
 REVENUES
€3,169 mln
TOTAL
 SALES
5.8 Milions of units
 WORKFORCE
4
263,932
 REVENUES
5
€179,592 mln
3 All outside Automotive division
4 Workforce KPIs are based on the CSR scope 2022. Legal entities joining Stellantis less than six month ago or out from the HR consolidation tool are not taken into account. So 2021 and 2022 workforce KPIs are not comparable.
5 (€ 1,261) million Unallocated items & eliminations which primarily includes intercompany transactions which are eliminated on consolidation.
WHO WE ARE
GRI 2-7
170 
nationalities
A COMPLEMENTARY PRESENCE IN KEY REGIONS, WITH 3 PLILLARS: EUROPE, USA, LATIN AMERICA
14 iconic brands 
committed to offering 
best-in-class fully 
electrified solutions
Industrial operations 
in more than
36 Countries
Net Revenue
€179.6 billion
More than
130 markets to deliver 
vehicles and services of 
unparalleled quality 
Profit sharing
€2 billion 
redistributed to 
employees
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
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1 GOVERNANCE
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PLANET AND PEOPLE IMPACT KEY FIGURES
PLANET 
PEOPLE
92% of plants with ISO 14001 certifications
98% employees covered with internal or external health service
Industrial and sites carbon footprint (scopes 1+2) reduced by 11% vs 2021 thanks 
to efficiency projects and increase in decarbonized electricity, reaching 55% in 2022
0.93 global gender wage ratio mean value and 27% of women in leadership 
position (L1-L2-L3) 
~74% of the Company’s total energy consumed at Stellantis plants with 
ISO 50001 certification
208,535 employees trained 
69% of the total fleet sold was covered by an LCA 
Up to 70% of eligible employees benefit from remote work 
Low Emission Vehicle offering expanded to 40 electrified models:
48% of passengers car nameplates in Europe and 14% of passengers car and light 
duty truck nameplates in the U.S.
 92% of White collars employees completed the annual appraisal process
100% of the Company’s vehicle in Europe are 95% recoverable and 
85% recyclable
89% of employees covered by collective bargaining agreements
81% of waste recovered out of total waste generated
The services bought from the adapted and sheltered sector added up to 
€50 million mainly in France and Spain
65% of all the active plants qualified as zero waste to landfill
€19.7 million donated to non profit organizations 
including 4,779 hours dedicated to employee voluntarism projects
3.2% reduction in absolute water withdrawn
€2 billion profit sharing redistributed to employees
59 biodiversity projects implemented
 First global employee survey: 83% of employees like the kind of work they do
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MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
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1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
1.1.3 STAKEHOLDER DIALOGUE FOR A BETTER MUTUAL UNDERSTANDING WITH 
SOCIETY 
Stellantis activities have an impact on the perception and the decisions of many internal and external stakeholders.
The Company has identified its main stakeholder categories and has engaged with them in ongoing dialogue through 
dedicated channels (refer to the following table).
Through effective dialogue with its stakeholders at the local and global levels, Stellantis works to ensure that:
	
■there are opportunities to gain mutual understanding with the society and its constituents 
	
■the most material environmental, social or economic risks are identified and addressed and better prevention measures 
are taken
	
■actions are taken to reduce the negative effects of the Company’s operations and to develop opportunities for 
value-creation
	
■the Company remains attentive to sociological and technological changes
	
■the Company is able to adapt its business model and propose new efficient solutions that meet changing expectations 
and needs of the society.
Freedom of Mobility Forum
In 2022 Stellantis announced the creation a stakeholder initiative to contribute to public debate about freedom of mobility 
in decarbonized world. The Freedom of Mobility Forum is becoming operational in 2023, is an international gathering of 
passionate problem-solvers committed to fact-based discussions that challenge the status quo, expand perspectives 
and identify how best to enable safe, affordable and sustainable freedom of mobility for a society facing the implications 
of global warming. The Freedom of Mobility Forum offers a platform for open debate through which diverse, expert 
contributors who represent industry, academia, government and civil society can propose approaches on how to provide 
'freedom of mobility' for people and the goods and services they need while mitigating climate change. The Forum consists 
of an annual public debate and information shared on a dedicated website. A select topic is chosen for each annual debate 
within the following engagement principles: 
	
■global view: the forum will follow a 360-degree, interdisciplinary approach 
	
■fact-based: relies on proven facts to drive insights and explore new solutions
	
■transparency: the forum is open to the public ensuring that all positions are made available to all 
	
■respect above all: attendees must engage in an honest, respectful, and collaborative manner, focusing on the interests 
of current and future generations.
GRI 2-12   GRI 2-29   
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
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1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
Beyond ideology, the annual debate leverages an interdisciplinary and research-informed approach, integrating all 
relevant dimensions: social, economic, physical, environmental. The output from each public debate of the Forum will be 
shared on the Forum’s website  in an executive summary report, the key takeaways are meant to support actionable 
next steps for stakeholders to implement in their respective disciplines .
freedomofmobilityforum.org 
 PRESS RELEASE
Stellantis to Launch “Freedom of Mobility Forum” to Address 
the Most Urgent Mobility Issues Facing Today’s Society
https://www.stellantis.com/en/news/press-releases/2022/june/
stellantis-to-launch-freedom-of-mobility-forum-to-address-
the-most-urgent-mobility-issues-facing-today-s-society
STAKEHOLDER 
GROUPS
STAKEHOLDER 
CATEGORIES
MEANS OF DIALOGUE
MAIN TOPICS
Clients
Private customers, 
consumer groups 
and other road users 
organizations
	▪Brand websites
	▪Dealership networks
	▪Customer Relations teams
	▪Consultation with consumer panels
	▪Customer satisfaction surveys and 
market research
	▪Company’s social media
	▪Quality of products and service
	▪Environmental performance of vehicles
	▪Road safety
	▪Sustainable mobility
BtoB clients including 
dealership network
	▪Fleet sale team: direct engagement 
and participation in tenders
	▪Training on sales and marketing
	▪Analysis of periodic customer 
satisfaction surveys
	▪Monitoring of financial performance 
and forecasts
	▪Analysis of all types of risks (including 
ethical) before contracts are signed
	▪Financial and strategic performance
	▪Quality of products, service and customer satisfaction
	▪Environmental performance of vehicles and manufacturing 
facilities
	▪Sustainable mobility
Employees
Employees
	▪Internal communication (town halls, 
newsletters, employee portal, events, 
awareness campaigns, etc.)
	▪Direct dialogue with management
	▪Suggestion collection processes
	▪Periodic satisfaction surveys
	▪Training
	▪Strategy, specifically decarbonization, economic and commercial 
results
	▪Market conditions 
	▪Workforce related topics such as diversity, learning, health and 
safety, etc.
	▪Company transformation, impact on skills, new ways of working
	▪Career path
Employee and labor 
union representatives
	▪The Global Works Council
	▪The Joint Union-Management Strategy 
Committee
	▪Collective bargaining agreements and 
employee relations agreements with 
labor unions
	▪Strategy, notably decarbonization, economic and commercial 
results
	▪Market contexts 
	▪Workforce related topics such as diversity, learning, health and 
safety
	▪Company transformation, impact on skills, new ways of working
Financial 
Community
Shareholders and other 
investors
	▪Letter to shareholders
	▪CSR Report and Annual Report
	▪Corporate website
	▪Annual and quarterly financial results
	▪Shareholders’ Annual General Meeting
	▪Investor meetings (including online 
events on strategy)
	▪Financial and CSR performance
	▪Strategy, results and forecasts
Financial and SRI 
analysts
	▪CSR Report and Annual Report
	▪Corporate website
	▪Annual and quarterly financial results
	▪Conferences presenting the company’s 
strategy (roadshows)
	▪Responses to questionnaires and 
requests
	▪Discussion sessions
	▪Financial and CSR performance
	▪Strategy, results and forecasts
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MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
STAKEHOLDER 
GROUPS
STAKEHOLDER 
CATEGORIES
MEANS OF DIALOGUE
MAIN TOPICS
Partners
Suppliers, partners 
in cooperation and 
innovation projects and 
joint ventures, industry 
associations
	▪Monthly meetings
	▪Innovation days
	▪Supplier awards
	▪Suppliers’ convention
	▪Products/projects meetings
	▪Presence of the Company’s delegates 
in regional automotive industry bodies 
and trade associations
	▪Supplier relations teams
	▪CSR self-assessment questionnaires
	▪Responsible Purchasing Guideline
	▪Analysis of all types of risks (including 
ethical) before a contract is signed
	▪Sustainability clauses in contracts
	▪Joint development programs
	▪Company’s projects for products and industrial initiatives
	▪Innovation strategy and plan
	▪Financial and CSR performance in the supply chain, and other 
measures to support the company’s strategy
Civil Society
Associations and NGOs
	▪CSR Report and Annual Report
	▪The Company’s social media
	▪Meetings 
	▪Responses to ad hoc requests
	▪Charitable giving 
	▪Freedom of Mobility Forum
	▪Road safety
	▪Human rights in the supply chain
	▪Environmental impact of activities across value chain
	▪Education and inclusion 
	▪Freedom of mobility in a decarbonized world
Representatives of host 
communities, including 
local administrations
	▪Events (open days and facilities visits)
	▪Meetings and discussions 
	▪Freedom of Mobility Forum
	▪Economic and social development in host communities
	▪Environmental impacts near Stellantis facilities 
	▪Freedom of Mobility Forum
Research and teaching 
partners; including 
universities and 
schools
	▪Intern and apprenticeship programs
	▪Laboratory space for doctoral/thesis 
students
	▪Open Labs
	▪Chairs at universities, engineering 
schools and business schools in host 
countries
	▪Awareness campaigns, sites visits 
and educational events held by the 
company’s facilities with local schools
	▪Freedom of Mobility Forum
	▪Innovations on sustainable mobility and related topics (e.g., 
materials)
	▪Freedom of Mobility Forum
Public institutions, 
including Governments, 
public agencies and 
regulatory bodies
	▪Direct dialogue through ad hoc 
meetings and institutional channels
	▪Participation in working groups and 
collaborative projects 
	▪Freedom of mobility Forum
	▪Financial and CSR performance
	▪Strategy, results and forecasts
	▪Product launches
	▪Investments in plants and technological development
	▪Social impacts of the transformation of the automotive sector
	▪Freedom of mobility Forum
Journalists and Media
	▪Direct dialogue
	▪Press releases
	▪Presentations and press conferences
	▪Auto Shows
	▪Corporate and brand websites and 
social media
	▪Freedom of Mobility Forum
	▪Financial and CSR performance
	▪Strategy, results and forecasts
	▪Product launches
	▪Investments in plants and technological development
	▪social impacts of the transformation of the automotive sector
	▪Freedom of Mobility Forum
Environment 
Groups
Associations and NGOs
	▪CSR Report and Annual Report
	▪Social media
	▪Meetings 
	▪Responses to ad hoc requests
	▪Joint development programs and 
protocols Freedom of Mobility Forum
Climate strategy
Real-driving emissions
Circular economy
Environmental impacts of activities 
Freedom of Mobility Forum
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
1.1.4 SHARED VALUE FOR STAKEHOLDERS
Creating shared and lasting value for our stakeholders
We acknowledge that long-term success is achieved by linking economic growth with respect, financial performance with 
social responsibility, and industrial development with environmental stewardship.
To create and share value, we engage our stakeholders: our employees, our customers, our partners, our suppliers, our 
host territories and their communities, our investors and the environment through dialogue and activities.
As a leading company and member of the Global Compact, we are committed to shaping a better future through a 
strong sense of responsibility and leadership in a new era of sustainable mobility. The 2030 United Nations Sustainable 
Development Goals are a framework for our actions in the transition to a more sustainable future.
1.1.4.1 Value created for Stellantis long-term investors 
Responsible business conduct is key to secure long-term financial performance. 
This long-term performance is essentially based on a stable and balanced capital structure that supports the rollout of 
strategic projects and a robust strategic plan, designed to meet the mobility needs of our customers. 
With the Dare Forward 2030 strategic plan, Stellantis has set ambitous targets in the fight against climate change, aiming 
to reach carbon net zero emissions by 20386, with a 50% reduction by 2030. Taking a significant role in decarbonization, 
as well as a decisive step forward in the circular economy, is Stellantis’ contribution to a sustainable future.
 As part of that leadership, our comprehensive strategy includes the following targets: 
	
■an electric product offensive supported by plans to invest more than €30 billion through 2025 in electrification and 
software development, including equity investments made in joint ventures to fund their activities, while targeting to 
continue to be 30 percent more efficient than the industry with respect to total CapEx and research and development 
spend versus revenues. Stellantis will utilize three different Electric Drive Modules adaptable to all our platforms, covering 
all vehicles worldwide and sharing a high level of commonality, in order to optimize the overall cost efficiency by reducing 
complexity, eliminating duplication and improving development efficiency. Each of our four platforms will be designed to 
allow the production of up to two million units per year. This will guarantee a critical size for optimized investments and 
competitive unit cost. This is a key success factor for our value optimization. On March 1, 2022, Stellantis announced it plans 
to have more than 75 BEVs (sum of EU and NA portfolios) and reach a global annual BEV sales of five million vehicles by 
2030, reaching 100% of passenger car BEV sales mix in Europe and 50% passenger cars and light-duty trucks in the U.S. 
To support this ambition, the Company will work to develop a global EV battery sourcing strategy of over 400 GWh by 
2030, with up to five gigafactories between Europe and North America are being developed with partners. Battery packs 
will be tailored for a variety of vehicles – from smaller city cars to energy-dense packs for performance vehicles and trucks. 
GRI 201-1   GRI 201-2   GRI 203-1
GRI 203-2
6 With single-digit % compensation of remaining emissions by 2038.
The plan also includes the use of 
two battery chemistries by 2024 
to support various customer 
needs: a high energy-density 
option and a nickel cobalt-free 
alternative. By 2026, the first 
competitive solid state battery 
technology is targeted to be 
introduced.
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
390
204
186
FY ‘21
Global LEV Sales 
000 unitsSymbio - Faurecia-Michelin
SETTING UP FULL ECOSYSTEM TO SUPPORT ELECTRIFICATION GROWTH
ELECTRIFICATION ACCELERATION
BEV Sales Leadership in EU30
#1 Commercial Vehicles, #2 Overall
#1 U.S. PHEV Sales
FY ‘22
512
PHEV
224
+20%
BEV
288
+41%
BEV PORTFOLIO
To More Than Double In 2 Years
Today
2023
2024
  2030
Sales Mix
1
Global
2
23
32
47
75+EUROPE
22
30
42
60+
100%USA
-
3
8
25+
50%
MASTERING ELECTRIFICATION VALUE CHAIN
5 GIGAFACTORIES
2030
~400 
GWhEUROPE
~250USAUSA
~150
Partner
Location
GWh
SOPACC Automotive Cells Co.EUROPE
Douvrin
40
2023EUROPE
Kaiserslautern
40
2025EUROPE
Termoli
40
2026LG Energy Solution
3EUROPE
Windsor
45+
2024SAMSUNG SDIUSA
Kokomo
33+
2025
RAW MATERIAL PARTNERSHIPSVULCAN ENERGIE - ZERO CARBON LITHIUM TM
Battery grade lithium 
hydroxide CONTROLLED THERMAL RESOURCES
Battery grade lithium 
hydroxide ALLIANCE NICKEL LTD
4
Nickel and Cobalt 
Sulphate SupplyElement 25
Manganese 
Sulphate SupplyTerrafame
Low-Carbon Nickel 
Sulphate Supply
e-PROPULSION SYSTEMS PARTNERSHIPSEMOTORS
Electric motorsPunch powertrain
Electrified dual clutch transmissionFactorial
Solid-state battery
Fuel cell stack
1 PC in EU, PC + light-duty trucks in U.S
2 In instances where a vehicle model is available in both EU and U.S., model is only included once in Global total
3 Closing subject to customary closing conditions, including regulatory approvals
4 Non-binding memorandum of understanding
Excerpt from Stellantis FY ‘22 Results 
 
 For definitions and notes to slide refer to related Appendix
https://www.stellantis.com/content/dam/stellantis-corporate/investors/
events-and-presentations/presentations/Stellantis_FY_22_Results_Presentation.pdf
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4 CUSTOMERS EXPECTATIONS
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6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
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■the execution of the synergy opportunities arising from the formation of Stellantis, with €7.1 billion net cash synergies 
achieved by the end of 2022, more than two years ahead of €5.0 billion annual steady state target, a forecast to 
maintain break-even point at less than 50% of consolidated shipments, the of battery cost reductions, and the continued 
optimization of distribution and production costs and realization of new revenue streams, in particular from connected 
services and future software business models
	
■the vertical integration from the pack down to the cell design to get all the benefits from the chemistry active materials 
that are so useful and precious. Our partnership with TotalEnergies-Saft and Mercedes-Benz, the joint venture (JV) 
Automotive Cell Company (ACC), with LG Energy solution7 in Canada, with Samsung SDI in USA and sustainable 
businesses with the most competitive cell suppliers are expected to allow us to save more than 40% cost in 2024 
versus 2020 at module level through: module simplification, cell size increase, chemistry upgrade such as Vulcan Energy 
(lithium), Controlled Thermal Resources (geothermal power), Alliance Nickel Limited (formerly GME Resources Limited), 
Element 25 (manganese) and Terrafame (low carbon nickel)
	
■the development of offers and services in response to the new mobility needs of customers, in areas such as used 
vehicles, leasing, aftersales service and shared mobility
	
■a software strategy to deploy next-generation tech platforms, building on existing connected vehicle capabilities 
to transform how customers interact with their vehicles, aiming to generate approximately €20 billion in 
incremental annual revenue by 2030. A non-binding memorandum of understanding signed with Foxconn 
aimed at designing a family of purpose-built micro-controllers. Stellantis also continues its dedicated projects 
with Waymo. As Chrysler Pacifica Hybrids equipped with the Waymo Driver have provided thousands of fully 
autonomous rides in Phoenix, Arizona (U.S.), Stellantis and Waymo have now expanded their partnership to 
study the local delivery services.
	
■the ability to forge partnerships with responsible and innovative companies (such as startups), committed to 
tackling climate change, as they are backed by investors who support initiatives for a low-carbon economy
	
■an internal audit and risk management which includes environmental, social and governance (ESG) risks, so as to 
reduce uncertainty in the long-term and capitalize on opportunities
	
■a robust compliance and ethics system, based on the Stellantis Code of Conduct, which strives to ensure the 
effectiveness of compliance programs in essential areas such as competition, anti-corruption, export control, data 
privacy and type approval. The system is incorporated into the day-to-day working environment by a network of trained 
officers responsible for implementing these programs and monitoring their application. Guided by the Company’s Code 
of Conduct, this system fosters a culture of integrity within Stellantis and is intended to prevent ethical abuses liable to 
damage our financial position and reputation.
7 The agreement between Stellantis and LG Energy Solution is subject to customary closing conditions.
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3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
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Stellantis long-term performance is also based on a performance shared among all stakeholders through:
	
■transparent and effective decision-making processes: to deploy its strategic plans over the long-term, Stellantis 
opted for a governance structure based on a Board of Directors6 which is responsible for the management and strategic 
direction of the Company and a Top Executive Team to drive all implementation plans
	
■taking into account the interests of stakeholders in strategic or operational decisions: an ESG Committee at Board 
level is in charge of monitoring, evaluation and reporting on the sustainable policies and practices, CSR strategy and CSR 
performance. In addition, responsibility is exercised within all management or executive functions within the Company. 
Making CSR central to decisions and actions can boost performance, allow our Company to improve its economic and 
financial efficiency (reducing costs, driving innovation, creating new revenue streams, etc.), safeguard the value of its 
assets, manage risks more effectively – whether they are environmental, legal, financial, social or reputational – and 
protect its value and sustainability in the medium to long-term
	
■a compensation policy for corporate officers and members of the Top Executive Team based on performance and a 
long-term view of the Company, was approved by the Shareholders’ Meeting 
	
■the protection of shareholders’ rights, including the views of minority shareholders. Shareholders who meet the legal 
and regulatory requirements may apply to have specific items added to the agenda of the Shareholders meeting by 
submitting them to the Company’s registered office, as described in the Notice of Meeting. Electronic online voting is in 
place in accordance with French, Italian and U.S. regulations and practices. 
	
■fair access to information to allow informed decision-making: Stellantis exercises its responsibility towards its 
investors and shareholders and aims to provide them with access to key information so they can make fully-informed 
decisions. Firstly, the fairness of the financial and CSR related data published is certified by third-party auditors. 
Secondly, Stellantis works to be fair and transparent in providing to all relevant parties with the strategic plan, financial 
data and CSR commitments and performance, which are intended to show that the long-term risks have been 
properly considered. In addition, Stellantis implements SASB  Transportation standard and commits to implement the 
recommendations of the Task Force on Climate-related Financial Disclosures .
	
■managing the transition period toward electrification while delivering double-digit Adjusted Operating Income 
(AOI) margins and maximizing shareholder value: Stellantis is targeting a Net Revenues to double to €300 billion by 
2030 while sustaining double-digit AOI margin through the entire Dare Forward 2030 strategic plan period, and is also 
targeting to generate more than €20 billion in Industrial Free Cash Flow in 2030, and a 25 to 30% dividend payout ratio 
through 2025 along with the repurchase of up to 5% of outstanding common shares.
SASB 
https://www.sasb.org/
Task Force on Climate-related Financial 
Disclosures 
https://www.fsb-tcfd.org/recommendations
6 Board members are selected for their complementary experience and skills, particularly in risk assessment and CSR (for more details, please refer to 
the Stellantis Annual Report).
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1.1.4.2 Value created for customers
Stellantis CSR policy makes customers central to the Company’s processes, offering them:
A personalized customer/brand relationship 
With a portfolio covering all market segments from luxury premium to mainstream and commercial vehicles, Stellantis 
brands define actions to provide a unique experience for their customers.
Respecting human dignity, encouraging diversity and not condoning any form of discrimination, Stellantis commits to 
gender and sexual orientation equality through targeted and mass market brand communications aligning with each 
brand’s core values. All North American brands have created “Pride” merchandise lines to appeal to LGBTQTIA+ audiences 
and the Jeep Brand created brand activations at the Detroit and New York Pride parades in 2022.   
Easy and shared mobility through global mobility brands for both B2B and B2C 
Mobility transformation is driven by three key trends: electrification of vehicles and alternative powertrains, connected 
and autonomous vehicles (CAVs) and Mobility‑as‑a‑Service (MaaS). With its Free2move and Leasys brands, Stellantis 
offers mobility services to facilitate customer mobility, both for private and business customers:
	
■agility for all users: Free2move, a mobility tech brand, offers a complete and unique ecosystem for its private and 
business customers around the world and specifically in Europe and the U.S.: services are digital and designed to satisfy 
the needs of each user in large urban centers. The Free2move Mobility Hubs allow users to choose the best mode of 
transportation depending on their travel needs: carsharing, rental by the minute or up to several months, car with 
drivers (VTC ride), parking space, etc. 
	
■easy transition to electric mobility: in addition, to provide a response to its customers in the transition to the use of electric 
vehicles, Free2move has also developed a range of solutions to remove the main obstacles and support individuals and 
professionals towards electric mobility (i.e., eSolutions Charging App, All-e and future developments around fast charging and 
V2G). Solutions that provide end-to-end charging and energy solutions such as 360° charging solutions to simplify private, 
business and fleet customers charging experience, day-to-day smart charging offers with green energy, and launching a 
unique fast charging network enabled by renewables, energy storage and 100% grid integrated. Free2move eSolutions a 
joint venture between NHOA Group (NHOA.PA) and Stellantis N.V.is taking part in this EV fast charging network.
	
■Customized and affordable transport solutions: Leasys has developed services:
	
●to B2C, with Leasys Miles, designed for the low-mileage consumer that can enjoy lower cost, thanks to the pay 
per use formula, together with the full services offered by a professional mobility operator, Leasys Unlimited, long-
term rental product fully serviced and including unlimited mileage designed for the electric consumer of today and 
tomorrow, Leasys I-Link a peer-to-peer carsharing platform, designed to be able to share the rented car with a 
community (of friends, relatives or colleagues) up to a maximum of 10 people, 
	
●to B2B, with Leasys I-Share, allowing companies to optimize the logistics management of shared cars thanks to the 
I-Share corporate carsharing platform which facilitates the use and sharing of company vehicles.
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Traveling in vehicles designed to meet quality and safety standards 
Stellantis products are designed to meet customers’ requirements on quality and safety, which cannot be addressed 
separately given the long lifespan of vehicles:
	
■long-lasting quality: reliability, durability, ability to repair (availability of spare parts), comfort and preserved aspect are 
major criteria closely monitored in the development process of any new vehicle
	
■safety for all: Stellantis strives to protect the safety of each individual road user, including professional drivers in a 
holistic approach including the vehicle, the road infrastructure and the vehicle environment.
The focus is on technologies with a proven ability to make vehicles safer including intrusion prevention and cybersecurity 
threats. Safety devices prevent accidents, protect people in the event of an accident, alert the emergency services and 
provide assistance. The acceleration of autonomous vehicle and connected technologies will contribute offering increasing 
levels of safety, through:
	
■technology that allows users to stay permanently connected while on the move
	
■continued deployment of Advanced Driver Assistance Systems (ADAS) foreshadowing the autonomous vehicle.

A Fair Total Cost of Ownership (TCO), based on sustainability and responsibility 
	
■Affordability is a priority at Stellantis, as the Company is targeting for the TCO of EVs to be equivalent to ICE vehicles 
by 2026, supported by Stellantis software strategy. Each of the Company’s 14 brands is committed to offering fully 
electrified solutions and doing so in a way that enhances the DNA of our brands. 
	
■To meet business needs, Free2move has consolidated cutting-edge expertise around data through digital 
technology. The services reduce the TCO and carbon footprint of fleets (Connect Fleet, PHEV Connect, E-Mobility 
Advisor, Multi brand services). Free2move has also developed a range of solutions to support customers 
in the transition towards the use of EVs (i.e., eSolutions Charging and future developments around fast charging 
and V2G).
	
■Maintenance with spare parts for different needs
Offering a multi-brand one-stop-shop solution for all customers, Stellantis Parts & Services covers all brands and 
models (Stellantis and nearly all non-Stellantis), with a price-for-value policy to meet all customer needs throughout 
the entire life of our customers’ vehicles, whatever the brand and whatever the car – new, used, owned, rented or 
shared. The offer comprehends:
	
●New Parts
	
■Mopar® genuine parts for customers looking for quality, durability and wanting to enhance their vehicle’s resale value
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■Exclusive multi-brand private labels with Eurorepar and Bproauto, for smart buyers looking for price without 
compromising on quality
	
■Muti-brand Bölk range for customers looking for price
	
●	Sustainable Parts from Circular Economy
Stellantis provides an extensive range of spare parts coming from the circular economy, under the SUSTAINera 
label. It is an eco-responsible complement to the Stellantis spare parts offer.
The SUSTAINera parts and accessories program implements the 4R strategy through:
	
■a full range of Remanufactured parts
	
■a multi-brand original Reused parts catalog
	
■a “Repair and return” service for multi-brand automatic gearboxes and complex electronic components
	
■Recycling of parts and materials coming from the production, maintenance and end-of-life vehicle treatment.
The total range of sustainable parts covers more than 13% of customers’ aftersales needs and aims to help reduce 
the cost of vehicle ownership, decrease the volume of materials heading to landfills and lower energy consumption.
	
■A responsible approach to maintenance with spare parts verified to meet safety requirements  
Due to their strong visual resemblance to branded parts, customers might be misled by counterfeit parts, which 
might put customer safety,  environmental protection or regulatory requirements at risk. In order to allow customers, 
after-market and customs networks to authenticate genuine parts, Stellantis uses a secure label for most of its 
replacement parts.

Assurance for business clients eager to highlight their own commitment to responsible purchasing 
EcoVadis, operating a worldwide platform assessing Corporate Social Responsibility and sustainable procurement, has 
awarded Stellantis a Gold medal for its rank in the top 1% of companies in their industry. Stellantis business clients can 
therefore demonstrate their own commitment to responsible purchasing.
Over the next two years we intend to expand our electrification plan for commercial vehicles across all products and all 
regions, notably based on an already 100% electrified van range in Europe, and first Hydrogen fuel cell van. 
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Ability to engage in electric mobility with affordable and desirable mobility devices combined with useful and 
versatile services 
	
■A full portfolio of products and services able to tackle 360° customer needs in the journey of electromobility. 
We have adopted an uncompromised customer centric approach also in the development of electric offer, which will 
allow us to meet our customers’ expectations at the best level of performance. Our four BEV-by-design platforms 
will bring solutions to what matters most to our customers in the era of electric mobility: range, charging time, price 
and product variety.
	
●all our 14 brands are committed to offering best-in-class fully electrified solutions, delivering BEVs that meet demands 
of customers, with ranges of 500-800 km / 300-500 miles and class-leading fast charging capability of 32 km/20 
miles per minute
	
●customer’s first concern is charging: in partnership with partners, energy suppliers and investors, we will develop a 
unique Fast Charging Network, to offer the best charging experience to our customers. We will also offer peace of 
mind solutions with Smart Charging Packages («All e»). Our ambition is to provide the best customers experience, 
whether for private or public charging, for both B2C and B2B usages  
	
●our four BEV-by-design platforms provide affordability to all with common toolbox and systems: three core electric 
drive module families to ensure efficiency, modularity and performances, and two battery cell chemistries. 
	
■EV mobility is also about integration in the new ecosystem. 
	
■The heart of the transformation to customer centric services is the new electrical/electronic (E/E) and software 
architecture. As announced on December 7, 2021 during the Stellantis Software Day , three new tech platforms (STLA 
Brain, STLA SmartCockpit, STLA AutoDrive) will be launched in 2024 and will be deployed, at scale, across the four 
vehicle platforms of Stellantis over the following two years.
	
■This software strategy will move Stellantis’ vehicles from today’s dedicated electronic architectures to an open 
software-defined platform that seamlessly integrates with customers’ digital lives. This platform is designed to greatly 
expand the options offered to customers who can add, with their consent, innovative features and services via regular 
over-the-air (OTA) updates keeping vehicles fresh, exciting and updated years after they have been built.
	
■Providing disruptive solutions to the new urban usage of mobility is also a key mission vis-à-vis our customers.
	
■Citroën AMI, an affordable and electric mobility solution that is accessible for all (with or without a driving license) is 
a success without borders, with already up to more than 30,000 orders. Marketed in nine countries in Europe, in the 
United Kingdom and in Turkey for professional and private customers. Environmentally friendly, the 100% electric AMI 
emits zero emissions when driving and means access to increasingly restricted city centers.
SW Day 2021 
https://www.stellantis.com/en/investors/events/
sw-day-2021
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1.1.4.3 Value created for employees 
With Dare Forward 2030, Stellantis’ bold strategic plan for the coming decade, the Company is driving its employees to 
be ‘second to none’ in value creation for all stakeholders. These changes require increased electrification, automation, 
digital transformation, new production and sales processes to design and offer new products and mobility services 
meeting customers’ new expectations. Employees expect transparency that includes their contribution to the future of 
the Company and how the Company supports the surrounding communities where we operate.
Together with employee representatives and the unions, the Company is fostering a diverse culture, in which all join 
forces to build the future, and where teams can compete to demonstrate and develop their talent. Our human resources 
policy allows our employees to: 
Develop in a culture where solutions are designed collaboratively
Our co-construction approach with our social partners to anticipate and manage upcoming transformation is a pillar we 
have implemented since the beginning of the merger through collective agreements.
In addition, Stellantis encourages and transforms employee’s ideas and promotes an entrepreneurship spirit within the 
Company though the Star*Up program as an internal incubator.
Take ownership of their career by developing their skills and prepare for the future
Stellantis focuses on ensuring a global approach for skills transformation, leveraging on global job families’ policy and 
proper ramp-up plans and on setting up a global network of expertise as a lever to be front runner in tech leadership. 
The Job Family approach provides a worldwide and cross-functional jobs and skills foundation for Stellantis, which is fully 
integrated with talent management and learning policies. 
From the very beginning of the creation of Stellantis, the software and electrification strategy is a highly relevant topic 
shared with the social partners. In order to staff the new Software Division, a recruitment effort is deployed in five 
main hubs, U.S., India, Italy, France and Germany, to provide software critical skills from the global tech labor market. 
The hiring process started in July 2021 and allowed the onboarding of 300 newcomers at most levels in 2021 and recruit 
up to 761 new employees in 2022 in this area. Furthermore, a Data and Software Academy was launched in 2022 to upskill 
and reskill over 1,000 Stellantis employees per year in software professions and reconvert internal existing talents into 
skills critical for the Company in the future.
The Data & Software Academy is also working on an innovative format to have content available 24 hours a day seven 
days a week by developing a 3D virtual online academy that is slated to launch in 2023. The idea of the virtual 3D 
academy is to propose a place that is accessible, at any time, using innovative technologies with a metaverse approach 
integrating a Virtual Reality experience to complement the experience and provide the feeling of being together with the 
teacher and colleagues. 
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The Electrification Academy delivers global e-learning programs around electrification and e-Mobility. In 2022, as 
part of the global upskilling on electrification, 56,700 employees were trained on the global e-Mobility and electrification 
fundamentals, through e-learning modules. The people trained on electrification-related topics within several professions 
have been 14,500 with 94,000 hours delivered.
The Star*Up program, launched globally in 2021, is a program aimed at encouraging and transforming our employee’s 
ideas and promoting an intrapreneurship spirit within Stellantis. Employees were invited to submit their ideas and each 
region selected the top ideas to enter a three-month incubation phase. Each idea is accompanied by an internal coach 
and the Incubees have access to a Platform with an introduction to innovation methods such as Design Thinking and 
Lean Startup, essential to achieve success of the project. At the end of the incubation, winners of the regional finals 
enter a 9-to-12 month experimentation towards first customers and first revenues in the Business Factory. Stellantis 
also encourages and transforms employee’s ideas and promotes an entrepreneurship spirit within the Company. In 2022, 
990 ideas have been proposed, 193 pitches and 59 have been incubated (versus 31 in 2021).
The Company invested approximately €197 million in training during 2022 which is 1.13% of employee wage expenses, 
delivering about 3.17 million hours of training to approximately 208,535 employees. Through its Data and Software 
Academy launched in 2022 Stellantis has upskilled and reskilled over 1,000 Stellantis employees in software professions 
and reconvert internal existing talents into skills critical for the Company.

Work in an environment that promotes health, wellbeing and flexible work life balance
Wellbeing program:
In July 2022 Stellantis launched a new program dedicated to the wellbeing of all its employees: My Wellbeing. Through 
this program, that supports the Care pillar in the Dare Forward 2030 strategic plan, Stellantis has an ambitious vision of 
its employees' wellbeing which complements its health and safety fundamentals, occupational health, safety, ergonomics 
and contributes to making Stellantis a great company to work for.
Work life balance:
Establishing a collaborative work method is incorporated into the social dialogue and applies to workspaces as well as 
the expansion of remote working. The goal is to offer more flexible work arrangements without damaging collective 
productivity. The New Era of Agility program is an innovative hybrid concept allowing eligible employees to remote work 
up to 70%. Enhancing work-life balance leads to better performance and reduces stress as well as adding flexibility across 
the various regions by reducing commute time. In several countries we have established the right to disconnect either 
in the contracts, charters, policies or internal communications.
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Showcase their talents in an inclusive environment where diversity is an asset
As set forth in our Code of Conduct, Stellantis is committed to gender equality, and is aligned with the vision of the 
United Nations Sustainable Development Goal on Gender Equality. Also, Stellantis intends to sign up to the UN Women’s 
Empowerment Principles, which encourages companies to promote gender equality and the empowerment of women in 
the workplace, industry and community. 
With this commitment, the Company shares its intention to adopt business practices that support gender equality and 
empower women within the Stellantis organization, globally and across the automotive industry.
Stellantis voluntarily formalized its actions in favor of diversity in its social dialogue. On an international scale, the Collective 
Bargaining Agreements on Social Responsibility are committed to exceeding local legal requirements in applying and 
promoting the fight against racism, sexism, xenophobia and homophobia and, more generally, against intolerance of 
differences and safeguarding respect for privacy. 
Stellantis is firmly committed to respect and support human rights in all of our activities, in all of the countries in which we 
operate. Stellantis pledges its commitment to respecting human rights throughout its entire supply chain, as describes in 
its Human Rights Policy. In support of its commitments to human rights, Stellantis seeks to apply standards that protect 
our workers, enhance our integrity across the organization and provide effective grievance mechanisms to employees and 
stakeholders. Human rights are the foundation of our diversity and inclusion policy.
	
■the gender equality policy is enforced worldwide and monitored with a female/male wage ratio. In 2022, it was 0.94 for 
blue collars and 0,91 for white collars
	
■Stellantis received the label “Happy Trainees” in the category “international” initiated by “Choose my company”, that 
rewards companies that have particularly distinguished themselves in welcoming its trainees, apprentices and VIE 
(Volunteer International Experience) within its institutions 
	
■Stellantis seeks to strengthen the place of more experienced employees and considers them an advantage for the 
Company’s success. Through mentoring programs, the Company encourages knowledge transfer, builds leaders 
who model inclusion through trust, transparency and feedback. This exchange and the coexistence of generations is 
considered as an asset for social cohesion and business performance. In 2022, 98,500 Stellantis employees aged over 
50 years (versus 91,812 Stellantis employees aged over 50 years in 2021)
	
■Stellantis policy regarding social and occupational inclusion of people with disabilities is enacted worldwide through 
various collective agreements with the goal of keeping workers with disabilities employed, carrying out preventive 
actions and promoting their integration into the workplace. In 2022, 8,885 disabled employees.
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1.1.4.4 Value created for suppliers and partners 
FAST TECH TRANSFORMATION
2021
JAN 17
CREATED
SOFTWAREH FOXCONN
AUG 24: SMARTCOCKPIT
ELECTRIFICATION
NOV 29: LITHIUM SUPPLYVulcan Energie - Zero Carbon Lithium
2022
JAN 5: CONNECTED EXPERIENCESAmazon
JAN 20: SOLID-STATE BATTERIESFactorial
MAR 1DARE FORWARD 2030
STRATEGIC 
PLAN
MAR 23: 4
TH GIGAFACTORY, CANADALG Energy SolutionQualcomm
APR 14: SNAPDRAGON® 
DIGITAL CHASSIS™ 
HIGH-PERFORMANCE 
COMPUTING POWER*
MAY 25: 5
TH 
GIGAFACTORY, USASAMSUNG SDI
JUN 2: LITHIUM SUPPLYControlled Thermal Resources
OCT 10: NICKEL AND 
COBALT SULPHATE SUPPLYAlliance NickelaiMotive
DEC 22: ADVANCED AI 
AND AD SOFTWARE
DEC 2: ELECTRIC 
RETROFITTINGQinomic
DEC 23: ZERO-EMISSION 
HYDROGEN MOBILITYSymbio
2023
JAN 4: eVTOL AIRCRAFTArcher
JAN 5: STELLANTIS 
DATA BUSINESS UNITMobilisight
JAN 9: MANGANESE SULPHATE SUPPLYElement25
JAN 18: LOW-CARBON NICKEL SULPHATE SUPPLYTerrafame
Stellantis' large and complex supply chain is an opportunity for suppliers and partners to get involved in a worldwide 
eco-system facing major changes in its technological choices, customers’ habits and expectations and new approaches to 
mobility in local markets. 
Stellantis is committed to sustainable practices in its procurement activity, notably inspired by the due diligence approach 
advocated by the OECD and the ILO rules. The selection of suppliers is based not only on the quality and on competitiveness 
of their products and services, but also on their adherence to social, ethical and environmental principles (third party 
assessment) and their ability to provide innovative solutions to support Stellantis face such challenges as climate change 
and wise use of natural resources and raw materials. 
* Snapdragon and Qualcomm branded products 
are products of Qualcomm Technologies, Inc. 
and/or its subsidiaries
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The Stellantis Responsible Purchasing Guidelines require new and renew suppliers to sign the guidelines and grant 
awards are based on:
	
■Innovation
Stellantis involves its core and strategic suppliers in a disruptive innovation process, which is essential in order to meet 
commitments on reducing CO2 emissions, air quality, and finding more sustainable materials e.g., increased recycled 
content for use in our products  at a cost acceptable to customers. In 2022, 1,177 patents applications were published 
by Stellantis , Stellantis’ suppliers participated in more than 10 Technology Day events in 2022, seven of which were 
at Stellantis facilities in Europe and North America and more online or at supplier facilities. These events encourage 
collaboration with Stellantis personnel and suppliers on innovative solutions for features, efficiencies and quality, and 
allow suppliers to share their latest technological developments and concepts for the future .
 For more information refer to 7.1.5
 For more information refer to 2.5.2.2
 For more information refer to 7.1.7
Stellantis, as of 2022, is engaged in 21 joint innovation projects with 19 suppliers to identify and implement technologies 
that reduce CO2 emissions of the vehicles as well as in the production of parts.
	
■Efficiency
The CSR commitments that the Company asks its suppliers to make, enable them to reduce their own operational risks. 
Suppliers are well-informed of best practices and regulatory changes, and can therefore benchmark themselves by 
comparing their performance against the industry average, build on their strengths and implement action plans to work 
on any weaknesses. Stellantis monitors the progress of the action plans required from suppliers. If necessary, it can help 
them find solutions to improve their product quality or optimize their processes .
	
■Economic performance
In view of the demanding supplier selection process, being a strategic or core supplier of Stellantis demonstrates a high-
level of economic and CSR performance. Through innovation partnerships with Stellantis, suppliers are developing a 
competitive edge. This distinguishes them from their competitors when bidding for contracts in other markets. They can 
create commercial opportunities with customers who, like Stellantis, regard CSR criteria as a key aspect of the supplier 
selection and listing process. The Company’s suppliers can communicate their own CSR commitment and performance 
(notably their EcoVadis score) to their customers and/or host regions. Similarly, in being chosen to support Stellantis 
on international projects, companies are boosting their prospects by increasing their presence and competitiveness in 
new markets.
	
■CSR performance
The Company’s responsible purchasing approach drives attention to validated CSR performance from our suppliers. 
Our policy is to work with suppliers in a partnership to improve CSR performance overall. These expectations are an 
integral part of the supplier relationship and require a continuous focus to ensure we apply the needed resources to 
achieve top ranking status. This approach has created results that have Stellantis supplier CSR performance that is 
 For more information refer to 7.1.5
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clearly above the EcoVadis benchmark . Stellantis also requests the adoption and sharing of sustainable practices among 
business partners, suppliers and dealers. The third-party assessment of suppliers based on CSR criteria encourages 
suppliers to be vigilant for CSR risks within their supply chain. Detailed scores in those external CSR assessments allow 
suppliers to launch action plans to improve their labor and purchasing practices and reduce their environmental impact. 
As a response to the climate change challenge, Stellantis is notably transitioning to electric technology for mobility 
devices, which rely on raw materials necessary to produce battery components. Some materials pose human rights 
risks in the supply chain (lithium, aluminum, cobalt). Stellantis annually maps the sourcing of materials that are 
essential to electric vehicle battery manufacturing, and is a member of global multi partner initiatives (RCS Global, Drive 
Sustainability notably) to improve risk-identification in the supply chains. Stellantis suppliers are invited to join forces 
in those global approaches and required to disclose to the Company their raw material suppliers. This allows them to 
challenge their own supply chains to ensure a better risk coverage. The Company’s responsible purchasing approach is 
useful in making its suppliers part of a positive trend. In 2022, the average score in EcoVadis of Stellantis suppliers was 
54.6 in the environmental category and 54.1 for human rights, outperforming all suppliers assessed by EcoVadis, which 
had an average score of 44.7 and 47.6 respectively.
 For more information refer to 7.1.5
1.1.4.5 Value created for host communities and civil society
A support to the social and solidarity economy and to communities:
	
■raising awareness of environmental protection among young people: The e-Mobility Business Unit and DS 
Automobiles presented the Stellantis strategy in terms of sustainable mobility during the Giffoni Next Generation event 
to over 5,000 under-30s – the “Giffoners” about the impact of our actions on the planet 
	
■Socially responsible and educational projects:
	
●In 2022, a Stellantis Foundation grant supported 80 high-school-level FIRST Robotics teams, many mentored by 
Stellantis employees, as well as the state championship event in Michigan. FIRST (For inspiration and Recognition 
of Science and technology) is an international program designed to increase student interest in STEM activities and 
encourage students to pursue a career or skilled trade in a STEM-related field. 
	
●Stellantis supported 124 philanthropic projects in 2022 (versus 100 in 2021), €19.7 million were donated to community 
organizations in 2022 versus €14.4 million in 2021.
	
●the Stellantis Student Awards – formerly the Sergio Marchionne Student Achievement Awards – is rooted in our 
strategic plans and programs, supporting education and continued learning as critical functions to a sustainable 
future. The Awards are open to all employees, ultimately benefiting their children who have recently graduated 
from school or university with a financial award. The program reflects our corporate meritocracy, allowing each 
child the opportunity to succeed based on a defined and transparent list of criteria that is streamlined across all 
regions. In 2022, 1,500 applications were reviewed and a total amount of €715,000 has been distributed to the 
awarded children.
 PRESS RELEASE
Stellantis e-Mobility and DS AUTOMOBILES 
at the 52nd Giffoni Film Festival 2022
https://www.media.stellantis.com/em-en/
e-mobility/press/stellantis-e-mobility-and-
ds-automobiles-at-the-52nd-giffoni-film-
festival-2022
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●the global employee volunteerism program at Stellantis started as a former FCA program in 2014 designed to 
empower employees to make a difference in their communities by connecting to projects, programs, and partners that 
benefit from their talent. With a designated number of hours of paid time off, employees choose purposeful projects 
that they feel passionate about, while communities where the Company operates benefit from the employees’ time 
and expertise. The volunteerism program fosters a sense of service and gratitude, supporting the Company’s purpose 
and values . Total number of employees participated into the volunteerism program is 713 in 2022 versus 1,117 in 2021.
	
●Projects created with our social partners and put in place in our communities , among others,
	
■India: Construction of a school block for a government school and will benefit more than 300 rural students 
studying in the school from surrounding villages in the vicinity of the Stellantis plant in Thiruvallur. 
	
■France: Hosting of young people from sensitive sectors on company discovery courses in their third and last year 
at Clotilde Vautier College in Rennes. Hiring and training of refugee with AGIRC14 in Caen.
	
■Spain: Support for women victims of gender-based violence and at risk of social and professional exclusion by 
providing coaching to improve their skills to face job interviews, find employment opportunities and by giving 
them social and economic support in partnership with non-profit entities (like the “Red Cross”). 
	
■Brazil: Estelar program which offers grants, transportation, food, life insurance and support for sports or gym. 
Young people have tutoring at Stellantis, in addition to technical and qualification courses carried out by the 
National Service for Industrial Training. 
	
■U.S.: Design and paint a mural on the exterior wall of Stellantis NV's new Jeep plant, part of the automaker's 
$35 million community benefits agreement with the city and residents.
 For more information refer to 7.3.5
 For more information refer to 3.1.6
	
●Support to sheltered sector: the Company has also a strong involvement as a buyer from companies that only 
employ people with disabilities in France and has widely expanded its operations in Spain over the last two years. 
Stellantis works with six major French associations and with the Spanish association ILUNION. In total, 11 of our 
vehicle plants in Europe are working with the sheltered sector. The services bought in 2022 from the adapted and 
sheltered sector added up to €50 million. 
	
●Contribution to road safety, both now and in the future: Stellantis is contributing to the definition of road safety through: 
	
■strong commitment in safety-related standardization activities (e.g., Functional Safety and Safety of the Intended 
Functionality, relevant for autonomous driving and Advanced Driver Assistance Systems (ADAS)) 
	
■participation to several cooperative projects regarding the safety of autonomous driving
	
■development of international industry standards in cybersecurity notably through participation in the Automotive-
Information Sharing and Analysis Center (Auto-ISAC).
Stellantis presented its contributions to the L3Pilot automated driving project at the L3Pilot final event in Hamburg, 
Germany, in conjunction with ITS World Congress, in October 2021. The event included driving demonstrations on 
nearby motorways with several vehicles with Level 3 technologies. The piloting phase covered a wide range of driving 
situations, including parking, overtaking on highways, driving through urban intersections and in close distance 
scenarios. This tested Level 3 automated driving functions such as Motorway Chauffeur (high-speed driving and 
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automated lane change), Traffic Jam Chauffeur (Low-speed driving in congested roads), Remote Parking (in parallel 
and cross-parking scenarios), Home Zone (path memory for repetitive maneuvers to park in and out in parking 
areas).A fleet of sixteen Stellantis prototypes was deployed in different scenarios and driving situations and exposed 
to variable conditions across several European countries to collect data, detect scenarios and evaluate all aspects of 
the road tests, to answer key questions bringing these systems to the market.
Many important research institutes are involved with Stellantis in this field (i.e., SystemX and VEDECOM in France). 
Stellantis also leverages several major cooperative funded projects such as L3Pilot (project finished in 2021 on level 
3 driving pre-deployment project ), HiDrive (in use monitoring of driver for Level 3), successors of PEGASUS in 
Germany (Set Level 4 to 5, etc.) and SAM (Scenario database for ADAS and Autonomous driving Level 3) in France.
Several projects are also in place for the development of the technologies on autonomous driving and connectivity 
such as Imagine (V2X) in Germany and C-ROADS (V2X), Mise VeDi 2025 and Mise Scala AD in Europe. 
In addition, the Joint Research Laboratory (Joint LAB), with Valeo and Safran on Artificial Intelligence for Driving 
Automation (Level 2/Level 3) is noteworthy among our current research partnerships.
In the area of tertiary safety, or post-accident emergency response, Stellantis provides emergency rescue sheets 
with information to rescue teams or first responders on special design elements and the position of components to 
be considered when assisting the occupants of vehicles involved in an accident. In addition, connectivity functions 
provide assistance when an accident or health related incident occurs in the vehicle. The occupants are connected 
with a dedicated assistance center that pinpoints the vehicle. For instance, motorway control centers in Europe are 
automatically warned of any accidents on their roads via the emergency call service in the Company’s equipped 
vehicles as this is becoming a legal obligation in Europe.
75% of Stellantis model are offered with Lane Keeping Assist technologies (versus 57% in 2021).
Support to the economic development of host communities:
	
■Launched in 2021, the Black Supplier Development Program continued also this year, in collaboration with the National 
Business League (NBL), to develop Black suppliers for future contracting and procurement opportunities in the pursuit 
of greater racial equity in the marketplace. The Stellantis-NBL National Black Supplier Development Program will 
support the development of Black businesses around the country and internationally for future opportunities within 
the federal government and public and private sectors. 
	
■Technology eco-system: Stellantis aims at being more and more recognized as a technology company able to bring 
innovative systems and services to its customers.
Stellantis works with stakeholders of the eco-system; this includes suppliers, technology organizations and research 
institutes. All maturity phases of the technology (TRL – Technology Readiness Levels) are of vital importance for the 
Company and, in particular partnerships with universities contribute to the lower TRLs, basic scientific research and 
advanced research, providing disruptive and relevant affordable mobility solutions and services in decarbonization, 
automatization, circular economy areas. 
 For more information refer 
to the box under 4.1.7.3
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Support to the scientific development of host communities:
	
■Engaging the universities: Stellantis partners with several international universities to get the best knowledge and 
keep in touch with new talent. Among them: Polytechnic of Turin (Italy), University of Windsor (Canada) and McMaster 
University (Canada) with the direct support of Stellantis to the International Degree in Automotive Engineering but also 
direct collaboration in research and innovation projects University of Modena and Reggio Emilia (Italy) with the direct 
provision of mechanical vehicle design courses University of Trento (Italy), for the study and development of Cooperative 
driving assistance (ADAS) and Autonomous Driving (AD) enabled by Vehicle-to-everything (V2X) connectivity McMaster 
University (Canada), Ohio State University (U.S.) and Oakland University (U.S.) in the field of hybrid and electric vehicle 
technologies.  Several universities in France in collaboration aimed at providing Stellantis with PhDs working for the 
Company for three years Polytechnics of Milan and Turin, University La Sapienza in Rome and Federico II in Naples (Italy) 
in collaboration aimed at providing Stellantis with PhDs working for the Company for three year.
	
■Scientific Education: Stellantis continued to support scientific education, notably, through the CERN project unveiled 
in 2019 in Geneva, Switzerland. This ambitious and innovative Science Gateway project is a hub for scientific education 
and culture, meant to raise awareness, curiosity and love for science in every dimension for the most people possible. 
The exhibitions will feature CERN's accelerators, experiments and computing, how scientists use them in their 
exploration and how CERN technologies benefit society. Hands-on experimentation will be a key part of the Science 
Gateway's educational program, allowing visitors to experience first-hand what it is like to be a scientist. The immersive 
activities available in the Science Gateway will foster critical thinking, evidence-based assessment and use of the 
scientific method which are important tools in all walks of life.The building supported through the grant is expected to 
be ready in May 2023. The school project also is progressing, with plans to train the first 100 teachers in Spring 2023. 
1.1.4.6 Value created for the environment 
Technological choices for a concrete impact
	
■Eco-design and life cycle assessment to boost innovation: Stellantis conducts LCAs (Life Cycle Assessment) 
on its vehicles and components to reduce material consumption and environmental impact of materials. These 
studies analyze the multi-criteria environmental footprint of a vehicle and validate its components and materials 
design. The entire product life cycle is taken into account from raw material extraction to manufacture, use and 
end-of-life. Analyses are conducted using software linked to environmental databases that makes it possible to 
calculate a product’s environmental impact. The goal is to compare the environmental impact from a new model 
compared to the previous generation. LCAs can be used in the innovation phase to consider environmental impact 
as early as possible. The analyses are usually conducted at the end of product design and include recyclability and 
critical materials. LCA results can also be used in the planning of future vehicles. In 2022, LCAs covered 69% of the 
total fleet sold (versus 62% in 2021).
GRI 201-4  
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A Circular Economy Business Unit to extend products lifespan and reduce waste
	
■In order to further master the wise use of materials in the vehicle life cycle and reduce the environmental impact in 
terms of carbon footprint, Stellantis has created a Business Unit dedicated to circular economy. As one of the seven 
accretive Business Units outlined in Stellantis’ March 1, 2022 Dare Forward 2030 strategic plan, its aim is to build a 
sustainable and profitable business based on circular economy principles investigating and expanding opportunities 
in various areas such as the use of plant surplus (excess of parts and materials from factories), parts remanufacturing, 
repairing, end-of-life vehicle management and recycled materials in a closed-loop process.In 2022, the Business Unit 
also launched SUSTAINera as the Stellantis Circular Economy Label for all reman, repair, reuse, recycle parts. In terms 
of geographical extension, the Circular Economy Business Unit started to develop a new remanufactured parts offer 
in South America.In addition, in September 2022, Stellantis announced the creation of its first industrial hub in Italy 
dedicated to circular economy in order to support the growth ambition in this business.
	
■Sustainable spare parts offer in a circular economy mindset: The dealer network, promotes circular economy through 
various offerings: remanufactured parts, repair services in Europe and reused parts from end-of-life vehicles dismantling.
	
■Affordable maintenance with replacement parts for all budgets in a circular economy mindset: The total range 
of sustainable parts covers more than 13% of customers aftersales needs and aims to help reduce the cost of vehicle 
ownership, decrease the volume of materials heading to landfills and lower energy consumption. 
	
■Remanufactured Parts: Remanufactured product lines include parts such as starters, alternators, brake calipers, 
electronic control modules, high-voltage battery packs, torque converters, steering, suspension and engine and 
transmission product categories. Depending on the part, the average raw-material usage is reduced between 60% to 
95%, while CO2 emissions are reduced between 30% to 80% compared with new part production (values determined 
according to a methodology approved by an independent company - Sphera). The Company certifies the production 
of remanufactured parts, manufactured internally or through specialized providers, in order to provide a sustainable 
solution that is equivalent to original equipment parts and provides the same warranty conditions as new parts.
REMAN offer has been launched in Brazil, South America in Q2 2022. Overall Worldwide key figures: 37 product lines 
including batteries, representing more than 13.000 part numbers with a sales growth of 19%.
	
■Reused Parts: In 2020 Stellantis invested in Amanhã Global allowing a multibrand reused parts offer to customers 
including B2C and B2B though an advanced e-commerce platform. In 2022, Stellantis there were sales in 155 countries, 
with a growth of 108%. 
	
■“Repair & Return” service: extending the lifespan of complex products: Since 2011, Stellantis has been offering a 
“Repair & Return” service for both automatic gearboxes and complex electronic products. This has been expanded 
to include other repair services including HVB through a network of 21 e-repair centers around the world. In 2022, 
Stellantis repair range includes 12 product families.
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■Parts recycling: Stellantis's recycling activity is currently available in four Regions: Enlarged Europe, North America, 
South America, Middle East and Africa. In 2022, more than 1.7 million parts have been recycled including catalytic 
converters, fascias/plastic bumpers, alloy wheels, High-Voltage Batteries.
	
■Specific initiatives related to High-Voltage Batteries (HVB) When HVBs cannot be used in vehicles, Stellantis HVBs 
can be processed in up to three solutions:
Repair and Remanufacturing: extend the use phase and avoid the premature recycling of High-Voltage Batteries 
(HVBs).  In 2022 we confirmed the extension of E-Repair Centers Regional coverage to 21 centers, strengthening the 
presence in Enlarged Europe and opening in India and Asia Pacific region. 
Second-life: Stellantis is also continuing to work on solutions to repurpose for reuse HVBs in non-automotive business 
in order to use batteries as long as possible before sending them to recycling, prioritizing Second-life activities 
In 2022 Stellantis has collaborated with several utility companies and battery integrators by providing Second-life 
batteries and collaborating with them in designing and creating energy storage facilities.
Recycling Process: in 2021, the partner’s recycling rates were 69.3% for Lithium-Ion (Li-ion) batteries and 83.8% for 
Nickel Metal Hydride (NiMH) batteries. The results for 2022 are not yet available at the time of publication of this report. 
These rates are significantly higher than the 50% regulatory thresholds for recycling efficiency. This agreement covers 
the dealership networks and industrial sites for all current Li-ion and NiMH batteries across all European marketing 
countries.
	
■Revenue generation from Circular Economy Business Unit The Dare Forward ambition for the Circular Economy 
Business Unit is to reach €2 billion total revenue generation by 2030 on this scope of activities.   
	
■Green materials: Stellantis is involved in a large number of scientific partnerships to boost the development of the 
green materials industry and expand the use of these materials in vehicles.
	
■The latest vehicles brought to the market illustrate the results obtained on the inclusion of materials that are recycled 
or from natural sources. The following examples show the diversity of applications validated on the last vehicles from 
the different brands in the main regions of commercialization, as follows: 
	
●Jeep Renegade (Upland Special Edition) in the interior trims of the dashboard has adopted recycled PC/ABS and an 
extensive use of textiles based on recycled PET.
	
●Maserati Grecale in the tufted floor carpets uses recycled polyamide derived from disused fish nets recovered in the sea.
	
●Peugeot 408 integrates 100% of post-consumer P/E-I in the Mudguard components and a combination of 95% 
post-consumer and 5% post-industry polypropylene in the bumper.
	
●Fiat Fastback extended the use of polypropylene and wood fibers composite materials to cargo load floor in the trunk.
	
●Citroën C3 in South America achieved a historic result for the region with a high mass of green materials applied in 
eleven different applications, with emphasis on applications in recycled polypropylene.
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A holistic approach to support carbon neutrality and biodiversity recovery, reduce resource use and 
environmental impacts 
Stellantis considers its impacts on the environment with a 360° and pragmatic approach:
	
■Inside the Company boundaries: 
	
●launching an electric product offensive, which aims to sell 100% of electric passengers car sales in Europe and 50% 
of passengers car and light duty truck sales in North America by 2030, reaching 100% by 2038. 
	
●reducing vehicle diversity. Mindful of vehicle CO2 emissions regulations compliance, Stellantis is reducing its vehicle 
diversity to focus on developing environmentally friendly technologies that can be rolled out on a large scale. 
	
●investing in manufacturing process improvements to transform production locations in a more efficient and 
sustainable condition to reduce their CO2 emissions (through energy efficiency and increased usage of renewable 
energy), their water consumption and their waste.
	
■The CO2 emitted resulted in 3,443 tons of CO2-eq versus 3,874 tons of CO2-eq emitted in 2021
	
■In 2022, Stellantis generated in total 302,858 tons of waste versus 305,468 tons in 2021, and withdrew in total 
26,661 thousand m3 of water versus 27,540 thousand m3 of water in 2021
	
■In 2022, 65% of all the active plants have been qualified as zero waste to landfill facilities and 100% of metal waste 
is recycled. 92% of plants have ISO 14001 certification
	
■upstream:
	
●engaging suppliers on climate-related issues: as of 2022, more than 65% of our most important suppliers (based 
on APV) commit to a CO2 trend which complies with the Paris Agreement 
	
●associating them to decarbonized energy: In South America, Stellantis works to measure, manage and reduce the 
annual GHG emissions produced by the daily activities of the plants through an emission inventory verified by third 
parties. The reduction of emissions is the result of the combination of actions focused on energy efficiency, use of energy 
from a renewable source and substitution of fossil fuel for ethanol and electricity in motor-propulsion. The effort to 
reduce emissions gradually extends to the supply chain and dealership networks, through actions that seek to meet the 
objectives established in the Stellantis’ long-term strategic plan Dare Forward 2030. Stellantis was also recognized by 
the Brazilian GHG Protocol Program with Gold Seal for the completion and certification of the GHG emissions inventory.
Completing an inventory of emission sources is a key step in the roadmap to achieving carbon net zero by 2038.
	
■downstream:  
	
●providing customers with green energy solutions through day to day smart charging offers: 
	
■A partnership signed between Stellantis and Digital Charging Solutions GmbH, will provide Jeep 4xe or Fiat EV 
customers access to the digital service “My easy Charge,” offering them a single provider for the largest charging 
network in the world. With just one app and one single card the charging solution will provide access to more than 
130,000 charge points in 21 European countries.
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■A partnership was also formed between the Jeep Brand and Electrify America to install solar charging stations on 
Jeep Trails in North America in March 2021. 
	
■Stellantis’ partnership with NHOA is developing Atlante, a public Fast and Ultra-Fast Charging network in Southern 
Europe. The network will be enabled by renewables and energy storage and 100% grid integrated. Free2move 
eSolutions will act as turn-key technology provider and NHOA will develop the network. Approximately, 5,000 fast 
and ultra-fast charging points should be installed by 2025 and 35,000 by 2030.
	
■outside its value chain: 
	
●supporting the Amazon Forest Carbon Sink Project: since 1998, the PEUGEOT-ONF forest carbon sink project  
in Mato Grosso, Brazil involves reforesting areas of degraded land and restoring biodiversity while studying the 
relationship between reforestation and the absorption of atmospheric carbon dioxide. More than 604,000 tons of 
CO2-eq have been sequestrated through biomass and soil. Two million trees including more than 50 native species, 
were reintroduced in a plantation of nearly 2,000 hectares, more than 40 new global species were discovered.
	
●supporting Tamar Project in Brazil, to protect sea turtles: The Tamar project has been working for over 40 years in 
the preservation of sea turtles present in several locations along the Brazilian coast. A connection between the Tamar 
Project and Jeep began in 1982, when the first researchers already used models of the brand, which guaranteed that 
they could get anywhere, facing the challenges of trails and roads, to collect and release baby turtles into the sea 
after failing to reach the surface upon leaving the nest. Since early 2018, this Jeep and Tamar Project partnership 
became a reality with the availability of Jeep 4x4 models for the project.
1.1.4.7 Distribution of added value
Distributions
Year
(in millions of euros)
(as a % of revenue)
CapEx + R&D
1
2022
8,938
5.0
2021
10,081
6.6
Public sector
2
2022
2,729
1.5
2021
1,911
1.3
Employees
3
2022
18,200
10.1
2021
17,100
11.2
Shareholders
4
2022
3,353
1.9
2021
3,765
2.5
1 Gross R&D Expenses, research tax credit and subsidies excluded. 
2 Corporate Tax.
3 Bonuses and profit sharing included. 
4 Dividends paid to Shareholders.
PEUGEOT-ONF forest carbon 
sink project 
https://www.onfinternational.org/
implementation-prc/
 PRESS RELEASE
Stellantis Employees Rewarded with 
Record €2 Billion Worldwide Linked to Full 
Year 2022 Performance 
https://www.stellantis.com/en/news/
press-releases/2023/february/stellantis-
employees-rewarded-with-record-2-billion-
worldwide-linked-to-full-year-2022-performance
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Economic and financial value
Social value
Environmental value
DISTRIBUTION OF VALUE CREATED IN 2022
Customers
14 iconic brands committed to offering best-in-class fully electrified solutions 
Two mobility brands offering mobility solutions including subscription 
programs, carsharing and charging services with 61,304 LEVs infleeted 
during 2022
Affordable maintenance with spare parts from circular economy: close to 60% 
of vehicle content covered by reused parts offers; cost savings for customers up 
to 40%
Higher level of product quality through 100% of the Stellantis vehicle assembly 
plants and powertrain plants certified ISO 9001 or IATF 16949
30% reduction in vehicle defect rates
Employees
Personnel cost: €18.2 billion 
Profit sharing: €2 billion redistributed to employees
Training: €211 million invested delivering about 3.17 million hours of training to 
approximately 208,535 employees
Total lost-time accident frequency rate: 1.25
Remote work: up to 70% of work from home for applicable jobs
Annual appraisal: 49% of employees
Diversity and inclusion: 27% of women in leadership position (L1-L2-L3)
233,015 employees, accounting for 89% of the workforce are covered by 
collective agreement
Environment
Investments: €5.2 billion of R&D costs during 2022 and over €30 billion 
total investment planned through 2025 for electrification and software 
development
2030 Electrification plan: 100% of passenger car models marketed in Europe, 
and 100% of passenger car and light duty truck models
 in the U.S., planned to 
include a full electric version
Low Emission Vehicle offering: expanded to 40 electrified models
9: 48% of 
passengers car nameplates in Europe and 14% of passengers car and light 
duty truck nameplates in the U.S.
Life Cycle Assessments (LCAs) covered 69% of the total fleet sold Vehicles 
available in Europe are 95% recoverable and 85% recyclable
High-Voltage battery recycling rates: 69.3% for Li-ion batteries and 83.8% for 
NiMH batteries 
Manufacturing initiatives: control energy consumption led to savings of 
approximately €28 million with emission reduction of 123,000 tons of CO2-eq 
Global BEV sales up 41% year over year
Carbon footprint reduced by 14% compared to 2021
Host communities and civil society
Philanthropy: more than €19.7 million to support 124 projects focused on 
education 
713 Stellantis employees participated in employee volunteerism program 
Youth development: 4,378 apprentices and 2,110 interns trained
Direct contractual relationship with more than 2,000 Tier 1 direct material 
suppliers
Investors and shareholders
Net Revenue: €179.6 billion
€4.2 billion ordinary dividend
10
Adjusted operating margin: 13.0%
Wages to revenue ratio: 10.1%
EU Taxonomy Regulation aligned Revenues: 7%, OPEX: 27.5%, CAPEX: 22%
Industrial Free cash flow: €10.8 billion
Net profit: €16.8 billion 
Synergies: €7.1 billion net cash benefit
Suppliers and partners
Purchase: more than €98 billion
CSR performance: more than 2,974 suppliers assessed by EcoVadis, 
corresponding to more than 87% of the annual purchased value
1,177 patents applications published
Building an innovative and powerful ecosystem with strategic partnerships 
with notably Automotive Cells Company, Controlled Thermal Resources, 
Factorial Energy, LG Energy Solution, Samsung SDI, Umicore and Vulcan Energy; 
and collaborations with Amazon, BMW and Foxconn
Global innovation ecosystem: more than 160 co-founded projects worldwide 
with over 1,000 partners
 
 
 
 
 
 
 
 
 
 
 
 
  
  
  
  
  
  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
9 Passengers car an light commercial vehicles nameplate in Europe and passengers car and light duty truck nameplate in the U.S.
10 Subject to shareholder approval.
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1.2 Material CSR risks and opportunities inherent to the value creation model
1.2.1 CSR MACRO-RISKS AND RELATED CSR ISSUES: STELLANTIS CSR PILLARS AND 
CHALLENGES
Stellantis has identified six CSR macro-risks and addresses them in accordance with the UN Sustainable Development 
Goals. These six CSR macro risks are the six pillars of Stellantis approach to Corporate Social Responsibility. In light of 
the Company’s activities, each macro-risk has been broken down into a number of CSR issues, which are material to the 
Company and its stakeholders. These CSR issues are Stellantis CSR challenges.
CSR risk management approach 
Given its determination to take Corporate Social Responsibility (CSR) into account in all its decisions and activities, Stellantis 
takes the same approach in managing CSR risks as it does for its other risks: the CSR risks are subject to internal control 
and are specifically included in the Company’s Internal Audit plan. 
The Company’s risks and associated control procedures are described in section 1.2.3  and further detailed in the risk 
management section of the Annual Report .
1.2.2 STELLANTIS MATERIALITY MATRIX: RELATIVE POSITION OF THE 22 CSR 
CHALLENGES 
For Stellantis, a material CSR issue is a sustainability factor that can have a present or future impact on the Company’s 
value drivers, competitive position, and therefore on long-term stakeholder value creation. 
22 CSR issues are considered to be material by Stellantis experts and stakeholders, according to two criteria:
	
■those that reflect the environmental, economic and social impacts of the Company’s activities; 
	
■those for which the environmental, economic and social contexts in which the Company operates have impact on the 
Company’s performance.
Based on this double materiality approach, those CSR issues are considered as having a substantive influence on the 
stakeholders’ assessments and decisions. Hence each CSR issue is a CSR challenge for Stellantis.
This CSR Report presents a definition, the Stellantis ambition and commitment and the main initiatives and achievements 
related to each CSR issue / challenge.
Throughout the year Stellantis reviews progress on the CSR issues / challenges and the status is validated by the 
Top Executive Team and presented to the Board of Directors. 
The Company adopts measures proportionate to the position of each CSR issue / challenge in the materiality matrix. These 
measures are described in this CSR Report. SDG 16: PEACE, JUSTICE AND STRONG INSTITUTIONSSDG 17: PARTNERSHIP FOR THE GOALS
GRI 3-2
 For more information refer to 1.2.3
Annual report 
 
https://www.stellantis.com/content/dam/
stellantis-corporate/investors/financial-reports/
Stellantis-NV-20221231-Annual-Report.pdf
GRI 2-12
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Stellantis CSR macro-risks / pillars and CSR issues / challenges 
6 CSR MACRO-RISKS / PILLARS
22 CSR ISSUES / CHALLENGES
Bringing a tangible impact 
on climate change
Vehicle CO2 emissions
Industrial and sites carbon footprint 
Carbon footprint of the supply chain: purchasing and logistics 
Driving Company 
transformation through 
the development of human 
capital
Management of Company transformation and social dialogue 
Attracting and developing all talent 
Diversity and equal opportunity  
Health, safety and well-being in the workplace 
Meeting changing 
customer expectations 
on mobility
Development of new mobility solutions (including autonomous vehicles) 
Vehicle and service quality - customer satisfaction 
Vehicle safety 
Preventing ethics violatio
Ethics in governance and business practices 
Responsible management of personal information
Responsible information to customers 
Promoting protection and 
implementing responsible 
use of natural resources
Wise use of materials in the vehicle life cycle (including product recycling) 
Vehicle impact on air quality 
Optimization of material cycles in manufacturing processes (including waste) 
Control of industrial discharge and nuisances 
Sustainable water management in manufacturing
Protection of biodiversity
Ensuring protection of 
human rights and supporting 
a balanced economic 
development of territories
Responsible purchasing practices to support the Company’s development in host territories
Human rights in the supply chain
Philanthropic actions to support communities 
1
2
3
4
5
6
 7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
The 22 CSR issues are grouped 
in 6 macro-risks (pillars)
 
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44
MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
STELLANTIS CSR MATERIALITY MATRIX 
Bringing a tangible impact  
on climate change
Driving the Company 
transformation through 
the development of human 
capital
Meeting changing customer 
expectations on mobility 
Preventing ethics violations
Promoting protection and 
implementing responsible 
use of natural resources
Ensuring protection 
of human rights and 
supporting a balanced 
economic development of 
territories
Substantial CSR issues
Significal CSR issues
Strategic CSR issues
1
2
3
4
4
1
0
2
3
Vehicle CO2 emissions
Industrial and sites carbon footprint
Carbon footprint of the supply chain: 
purchasing and logistics
Management of Company transformation 
and social dialogue
Attracting and developing all talent
Diversity and equal opportunity
Health, safety and well-being in the 
workplace
Development of new mobility solutions 
(including autonomous vehicles)
Vehicle and service quality - customer 
satisfaction
Vehicle safety
Ethics in governance and business 
practices
Responsible information to customers
Wise use of materials in the vehicle life 
cycle (including product recycling)
Vehicle impact on air quality
Optimization of material cycles in 
manufacturing processes (including waste)
Control of industrial discharge and 
nuisances
Sustainable water management in 
manufacturing
Protection of biodiversity
Responsible purchasing practices to 
support the Company’s development in 
host territories
Human rights in the supply chain
Philanthropic actions to support 
communities
Responsible management of personal 
information
Mapping of 6 CSR macro risks / pillars developed in 22 CSR issues / challenges
IMPORTANCE OF THE CSR ISSUES FOR THE COMPANY’S ECONOMIC PERFORMANCE
IMPORTANCE OF THE STAKEHOLDERS’ EXPECTATIONS ON THE CSR ISSUES
Last update in 2021
19
13
16
18
22
17
21
11
12
20
8
9
10
15
14
1
2
3
4
5
6
7
19
13
16
18
22
11
12
9
10
15
14
1
2
3
4
5
6
7
20
8
21
17
BACK

45
MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
Materiality Matrix Methodology 
The CSR risk assessment was the first step in the process: the CSR issues and macro-risks were identified based on 
the expertise of the network of CSR correspondents and contributors, representing relevant organizations within the 
Company and on a dialogue with main stakeholders (partners, clients, employees, civil society , financial community and 
environment groups). This materiality assessment allowed us to identify critical economic, environmental and social issues 
on which we have impacts or which have a significant impact on our business performance and long term value creation.  
The result was confirmed by a review of issues reported by industry peers and an analysis of worldwide CSR reference 
and reporting standards.
A representative sample of stakeholders was then interviewed to ascertain their opinion. 
This structured approach enabled to score and position the CSR issues on the matrix: 
1.	 the position of the issue on the horizontal axis represents the importance of the CSR issue for the business 
performance of the Company, according to three criteria: 
	
●likelihood of the threat materializing and opportunities created by the issue 
	
●the seriousness of the impact for the Company, quantified in monetary terms by the Division affected, in case of 
absence of action
	
●impact on long-term performance, in case of absence of action.
2.	 the position of the issue on the vertical axis represents the importance of the stakeholders’ expectations on the CSR 
issue, based on their assessment on the impact Stellantis activities have on the environment and the society:
	
●the score given for each issue by the interviewed stakeholders reflects their perception of the impact the Company 
can have on each issue.
	
●the score is weighted based on the contribution of each stakeholder and their expertise on the issues. 
The materiality matrix is compliant with the double materiality principle that companies should report not only on 
financially material topics that influence their value, but also on economical, environmental and social impacts that the 
company have on the society.
An external provider ensured that each issue was scored strictly and fairly using a rigorous methodology.
BACK

46
MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
1.2.3 EXTENSIVE ASSESSMENT OF RISKS 
The overall Risk Management System of Stellantis integrates the identification and assessment of climate-related risks. 
Stellantis uses a group-wide risk analysis framework to assess, manage and report risks, including climate-related 
physical and transition risks and opportunities. All functions are expected to identify and update the risks inherent to their 
activities. The principal risks in each function, those which are most critical, are analyzed each half year. The enterprise risk 
assessment is based on a bottom-up approach beginning with functional areas, and concludes with the review by the 
responsible Chief Operating Officers. The central Risk Management team consolidates results into a report for review and 
validation with the Top Executive Team. 
Stellantis Protection, Audit and Risk Management Department is in charge of assessing the magnitude of the risk as 
well as the degree of maturity of the risk management measures adopted. The assessment and prioritization process 
of risks/opportunities, including those posed by climate change, starts with classification of likelihood of the risk 
occurrence, potential impact on profitability, business continuity and reputation, and mitigation actions in place. These 
elements determine the residual risk rating defining the risk significance and prioritization for the Company. Risks that 
are identified as having high- or medium-high rating are considered significant. The top significant risks, those that might 
have a substantive financial or strategic impact on the business, are deemed ”Top Risks”. Each Top Risk is then classified 
by risk categories (Strategic, Operational, Financial and Compliance) and control measures and mitigating actions are 
subsequently defined. 
Results of the risk assessment are submitted to the Audit Committee, assisting the Board of Directors in their responsibility 
for strategic oversight of risk management activities. The Audit Committee reviews risk protocols and covers the spectrum 
of the climate-related physical and transition risks that could have an impact on the Stellantis financial and accounting 
information. The Board of Directors validates the mapping of Top-Risks.
Stellantis’ risk management system includes action plans and quality indicators, which are audited by the Risk Department 
of the Company.
Corporate Social Responsibility (CSR) macro risks and issues are also embedded in the Top Risks process through 
interviews of a significant number of managers and top managers. The relevant actions are reflected in the mitigation 
plans implemented in operational divisions and included in training programs as needed.  
GRI 2-12   
TCFD.Ra   TCFD.Rb   TCFD.Rc
BACK

47
MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
CSR PILLARS AND THEIR CHALLENGES EMBEDDED IN STELLANTIS DARE FORWARD STRATEGIC PLAN
CARBON NET ZERO 
BY 2038
CLIMATE CHANGE
Vehicle CO2 emissions
Industrial and sites carbon footprint
Carbon footprint of the supply chain: purchasing 
and logistics
1
2
3
EMPOWERING DIVERSITY 
AND INCLUSION
HUMAN RESOURCES
Management of Company transformation and 
social dialogue
Attracting and developing all talent 
Diversity and equal opportunity
Health, safety and well-being in the workplace
4
5
6
 7
EVERY JOURNEY 
MATTERS
CUSTOMERS EXPECTATIONS
Development of new mobility solutions 
(including autonomous vehicles)
Vehicle and service quality - customer 
satisfaction
Vehicle safety
8
9
10
ALWAYS WITH 
INTEGRITY
ETHIC CULTURE
Ethics in governance and business practices
Responsible management of personal 
information
Responsible information to customers
11
12
13
PRESERVING 
NATURAL RESOURCES
RESPONSIBLE USE OF RESOURCES
Wise use of materials in the vehicle life cycle
Vehicle impact on air quality
Optimization of material cycles in manufacturing 
processes (including waste)
Control of industrial discharge and nuisances
Sustainable water management in manufacturing
Protection of biodiversity
14
15
16
17
18
19
RESPECT AND SUPPORT 
OUR COMMUNITIES
HUMAN RIGHTS
Responsible purchasing practices to support 
the Company’s development in host territories
Human rights in the supply chain
Philanthropic actions to support communities
20
21
22
BACK

48
MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
1.2.4 CSR TRAJECTORY
CSR ISSUE/CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
Carbon footprint reduction in 
the whole value chain
Owner: Chief Planning Officer
Contribute to a global carbon 
neutrality, with an ambitious 
carbon footprint reduction 
roadmap
GHG emissions reduction (%) 
(absolute GWP in scope 1 and 2, 
intensity GWP (per veh) for scope 
3 - 1.5°C scenario - Global
2023: targets for vehicle 
programs under development 
consistent with -50% 2030 
objective 
2030: reduce GHG 
emissions by 50% vs 2021 
level
2038: carbon net zero, with 
single digit % compensation 
of residual emissions vs 2021 
level
1
Vehicle CO2 emissions
Owner: Chief Planning 
Officer
Propose a wide range of Low 
Carbon mobility devices, 
rapidly available in countries 
of operations, to contribute to 
the race to carbon neutrality, by 
leading CO2 emissions reduction
Percentage of nameplates with 
LEV offering (focus on U.S. and EU)
2025:​
EU Passenger Cars (PC): 96% 
U.S. PC & Light Duty Trucks 
(LDT): 91% 
2030:
EU PC: 100% nameplates 
with BEV offering
U.S. PC & LDT: 100% 
nameplates with BEV 
offering
2038: 
EU PC: 100%  nameplates 
with BEV offering
U.S. PC & LDT: 100% 
nameplates with BEV 
offering
Share of LEV in global sales 
mix (focus on U.S. and EU).
2025:
EU PC: 44% LEV (incl. 34% 
BEV)
U.S. PC&LDT: 37% (incl. 14% 
BEV)
2030:
EU PC: 100% BEV
U.S. PC&LDT: 50% BEV
2038:​ 
EU PC: 100% BEV 
U.S. PC&LDT: 100% BEV
Industrial and sites 
carbon footprint
Owner: Chief 
Manufacturing Officer
Contribute to a decarbonized 
economy by achieving net zero 
emissions within our activities 
worldwide (scope 1 and 2)
Absolute scope 1 and 2 GHG 
emissions (tons of CO2-eq) 
2025: -50% vs 2021
2030: 
-75% vs 2021
2038: carbon net zero, with 
single digit % compensation 
of residual emissions vs 2021 
level
1
Share of decarbonized electricity 
used (%)
2025: 50%
2030: 100%
2038: 100%
Carbon footprint of the 
supply chain: purchasing 
and logistics
Owner: Chief Purchasing 
& Supply Chain Officer
Request our suppliers and their 
supply base by reaching into 
them on a cascading basis, 
therein to support our road to 
carbon neutrality by bringing 
innovative solutions and by 
adopting own GHG emissions 
reduction trajectories to comply 
or outreach the Paris Climate 
Agreement
(1) Share of Annual Purchased 
Value from suppliers with CO2 
reduction targets compliant with 
the Paris Agreement​
(2) CO2 emissions of purchased 
parts 
2025:​
(1) 80% Annual Purchase Value 
from strategic (Level 1 and 
Level 2
2) suppliers
(2) Award business compliant 
with CO2 emission targets 
defined for each new EV 
project​
2030:​
(1) 95% Annual Purchase 
Value from strategic (Level 
1 and Level 2
2) suppliers.
(2) -40% of CO2 emissions 
of scope 3 upstream 
activities per BEV vs 2021
2038:
(2) carbon net zero of the 
supply chain with minimal 
compensation
1
1
2
3
1 The achievement is conditioned by key external enablers: decarbonized energy (based on Announced Pledges Scenario from International Energy Agency), and conducive public policies for BEV (charging infrastructure, purchasing incentives)
2 Strategic “Level 1” and “Level 2” suppliers represent the most relevant strategic suppliers to Stellantis primarily based on Annual Purchased Value (APV), innovation and additional critical factors
BACK

49
MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
CSR ISSUE/CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
Management of company 
transformations and 
social dialogue
Owner: Chief 
Human Resources & 
Transformation Officer
Implement co-construction 
with trustful and transparent 
social dialogue with 
employee representatives and 
stakeholders to continuously 
develop and prepare the 
Company for future challenges​
% of countries* covered by 
collective agreements 
2024: 90%
2030: 95%
2040: 100%
Attracting and 
developing all talent
Owner: Chief 
Human Resources & 
Transformation Officer
Recruit and empower talents, by 
increasing a ‘learning enterprise 
culture’ and developing strategic 
skills, with the right talents in 
the key roles to create a highly 
committed workforce and seize 
new businesses
Access rate to training (=No. of 
employees trained/total number of 
employees)
2024: 95 %
2030: 100%
2040: 100%
% of technical engineering reskill/
upskilling 
2024: 10% 
2030: 30%
2040: 50%
Diversity and equal 
opportunity
Owner: Chief 
Human Resources & 
Transformation Officer
Reinforce diversity, equal 
opportunities and inclusion as 
a strength for our teams and 
business by influencing the 
development of new ideas and 
solutions that will shape the future
Workforce gender balance: % 
women in leadership position (L1-
L2-L3)
2025: >30%
2030: >35%
2040: >40%
Health, safety and 
wellbeing in the workplace
Owner: Chief 
Human Resources & 
Transformation Officer
Create a safe and engaging 
work environment promoting 
employees’ health and wellbeing 
at work for a greater work life 
balance
Lost-time injury frequency rate 
[LTIR /1,000,000 hwkd)] ​
2024: <1
2030: <1
2040: <1
Development of new 
mobility solutions 
(including autonomous 
vehicles) 
Owners: 
Brand Chief Executive 
Officer, Free2move
Chief Executive Officer, 
Leasys
Chief Software Officer
Chief Engineering Officer
Lead innovation for 
Mobility-as-a-Service to support 
freedom of movement with 
affordable, safe and sustainable 
mobility solutions
% of Low Emission Vehicles (below 
50g CO2 per kilometer) infleeted in 
the year for carsharing / short- and 
medium-term rental / subscription / 
long-term rental (lease)
2025: 40%
2030: 60%
2038: 100%
% Revenues from Low Emission 
Vehicles (below 50g CO2 per 
kilometer) within Mobility (incl. EV 
solutions + Data Service) and Rent 
(carsharing/ short- and medium-
term rental / subscription / long-
term rental (lease)) 
2025: 20%
2030: 40%
2038: 80%
4
5
6
 7
8
* Countries with over 150 employees
BACK

50
MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
CSR ISSUE/CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
Vehicle and service 
quality - Customer 
satisfaction
Owner: Chief Customer 
Experience Officer
Be Number 1 in syndicated 
surveys in customer satisfaction 
with excellent quality vehicles, 
services and mobility, providing 
a seamless customer journey, 
worldwide
1
Customer satisfaction: presence 
rate of Stellantis brands in the first 
quartile of the product and service 
syndicated surveys, in the main 
markets. Year for base 100 is 2021, 
target is +20% each year
2
By 2024: 160
2030: 280
2040: All Stellantis brands in 
the first quartile
3 months in service repairs rate: 
percentage of reduction vs 
reference year 2021
3
2022: -40%
2024: -55%
2030: -75%
2040: -80%
Customer satisfaction as measured 
by Net Promoter Scores (NPS) 
(New Vehicle sales + After-Sales).
Year for base 100: 2021
4
2025: ​
Sales: 103
Aftersales: 109
2030:​
Sales: 109
Aftersales: 117
2040: ​
Sales: 114
Aftersales: 121
Vehicle safety
Owner: Chief Engineering 
Officer
Develop and offer safe 
products all around the world, 
continuously striving for state-
of-the-art level of safety risk 
avoidance, as well as crash 
protection for vehicle occupants 
and vulnerable road users
Level of robustness of the 
global harmonized vehicle safety 
organization, processes and 
technical expertise, including 
active safety, passive safety, 
cybersecurity (for its safety 
relevance), and product safety
2025: Governance, organization 
and processes defined and set 
up, external audit every 3 years, 
performed by an independent 
assessment body and considering 
industry standards including 
ISO26262, ISO21448, ISO21434
2030: External audit 
performed each year, 
considering new 
technologies embedded in 
Stellantis products
2040: External audit 
performed each year, 
considering new 
technologies embedded in 
Stellantis products
Ethics in governance and 
business practices 
Owner: General Counsel
Promote a culture of transparency 
and integrity by requiring our 
workforce to comply with our Code 
of Conduct, applying appropriate 
discipline for non-compliance, and 
requiring our business partners 
to adopt and apply similar ethical 
standards and controls
Number of days to provide a 
personalized first answer on reported 
concerns regarding potential 
violations of the Code of Conduct 
2025: Personalized first answer 
within 1.5 days
2030: Personalized first 
answer within 1.25 days
2050: Personalized first 
answer within 1 day
World Most Ethical (WME) 
Company status with Ethisphere
5
2025: Obtain recognition by 
Ethisphere as one of the World's 
Most Ethical Companies as part 
of their WME process
2030: Maintain WME 
status by Ethisphere 
2050: Maintain WME status 
by Ethisphere 
Board gender balance (% of female 
directors)​
2025: at least 40% of Board 
seats should be occupied by 
women and 40% by men upon 
expiration of current terms
2030: at least 40% of Board 
seats should be occupied by 
women and 40% by men upon 
expiration of current terms
2050: at least 40% of Board 
seats should be occupied by 
women and 40% by men upon 
expiration of current terms
9
10
11
1 For more information about Number 1 refer to 4.2.5 
2 Reference scope: -Product: Things gone wrong, overall satisfaction -Service: sales, after-sales -13 markets: France, UK, Germany, Spain, Italy, Turkey, Brazil, Argentina, China, Japan, India, South Korea, U.S. -The KPI is the 
average value of the four indicators (product and service) on the 13 markets
3 This KPI is calculated using the warranty database. As results are confidential, they are given using a base 100 2021
4 This KPI is based on syndicated surveys results. Base 100 2021 means that 2021 results are used as a reference and converted to 100. Future results will be compared to 2021 and presented as percentage of evolution
5 The Ethisphere WME process is described here https://ethisphere.com/what-we-do/worlds-most-ethical-companies/
BACK

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MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
CSR ISSUE/CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
Responsible management 
of personal information
Owner: General Counsel
Protect personal data by 
processing information 
confidentially and according 
to applicable data protection 
regulations
% of complaints raised by Supervisory 
Authorities from customer privacy/
data protection infringements 
handled within 1 month (and/or due 
date required by the Authorities)
2022: 100%
2030: 100%
2040: 100%
Responsible information 
to customers
Owner: Chief Sales & 
Marketing Officer
Provide accurate and comprehensive 
information to consumers through 
responsible marketing practices in 
all mass market communications, 
and engage them with direct 
communication only when 
consumers request it
Number of convictions of non-
compliance concerning:​
	▪product and service information 
and labeling​
	▪marketing communications
2022: Zero convictions 
Worldwide
2030: Zero convictions 
Worldwide
2050: Zero convictions 
Worldwide
Wise use of materials 
in the vehicle life cycle 
(including product 
recycling)
Owner: Chief Engineering 
Officer
Wise use of materials in the vehicle 
life cycle (including product 
recycling) is innovative with 
eco-design and leverage end-
of-life opportunities in a circular 
economy approach to reduce 
the use of natural resources and 
the environmental impact to the 
lowest possible level 
Percentage of Green Materials 
(includes renewable and recycled 
content with lower carbon footprint 
materials) on total vehicle weight
2025: launch the first vehicles 
containing 25% of Green 
Materials
2030: launch the first 
vehicles containing 40% 
of Green Materials
2050: continue to reinforce 
Green Materials content in 
the future vehicles
Availability of solutions to optimize High-
Voltage Batteries lifespan and End-of-
Life  through Repair, Remanufacturing, 
Second-Life, Recycling
2025: at least one solution is 
implemented for each High-
Voltage Battery sold in EU, NA, 
China
2030: at least one solution is 
implemented for each High-
Voltage Battery in all countries 
where EVs are sold
2050: all solutions 
implemented in all countries 
where EVs are sold
Vehicle impact on air 
quality
Owner: Chief Engineering 
Officer
Meaningfully reduce impact 
on air quality by focusing on 
development of a wide range 
of affordable Zero Emission 
Vehicles (ZEV)
Share of ZEV* in global sales mix 
(focus on U.S. and EU)
2025:
EU: 34% of Passenger Cars
U.S.: 14% of Passenger Cars + 
Light Duty Trucks 
2030:
EU: 100% of Passenger Cars
U.S.: 50% of Passenger 
Cars + Light Duty Trucks
2038:
EU: 100% of Passenger Cars
U.S.: 100% of Passenger 
Cars + Light Duty Trucks
Percentage of nameplates with 
ZEV* offering (focus on U.S. and 
EU)
2025:
EU: 78% of Passenger Cars
U.S.: 59% of Passenger Cars + 
Light Duty Trucks
2030:
EU: 100% of Passenger Cars 
U.S.: 100% of Passenger 
Cars + Light Duty Trucks
2038:
EU: 100% of Passenger Cars 
U.S.: 100% of Passenger 
Cars + Light Duty Trucks
Optimization of material 
cycles in manufacturing 
processes (including 
waste)
Owner: Chief 
Manufacturing Officer
Design industrial processes 
that allow minimal use of raw 
materials and ensure 100% 
waste recycling in local loops of 
circular economy
Total waste normalized (kg/vehicle 
produced)
2025: 40 kg/vehicle produced
2030: 36 kg/vehicle 
produced
2050: 22.5 kg/vehicle 
produced
Percentage of waste recovered out 
of total waste generated.
2025: 84%
2030: 90%
2050: 100%
Percentage of plants with Zero 
Waste Sent to Landfill
2025: 65%
2030: 75%
2050: 100%
12
13
14
15
16
* ZEV = Zero Emission Vehicles (Battery Electric Vehicles)
BACK

52
MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
CSR ISSUE/CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
Control of industrial 
discharges and nuisances
Owner: Chief 
Manufacturing Officer
Implement state of the art technical 
solutions to prevent industrial 
activities from causing nuisances 
to the surrounding areas
Volatile Organic Compounds 
(VOC) emissions from paint shops 
normalized (g/m
2 painted).
2025: 25 g/m
2 painted
2030: 25 g/m
2 painted
2050: ambition of 0 g/m
2 
painted
Sustainable water 
management in 
manufacturing
Owner: Chief 
Manufacturing Officer
Promote responsible water 
stewardship to strive for zero 
water withdrawal by water 
recycling in industrial activities
Total water withdrawn normalized 
(m
3/vehicle produced)
2025: 
3.5 m
3/vehicle produced.
2030: 
3.0 m
3/vehicle produced
2038: 
2.0 m
3/vehicle produced in 
water-stressed areas 
2050: 
1.0 m
3/vehicle produced.
Protection of biodiversity
Owner: Chief 
Manufacturing Officer
Ensure the development of 
biodiversity on our sites by 
preserving natural habitats
Percentage of plants that have 
done a RENATU evaluation and are 
developing biodiversity projects 
2025: 60%
2030: 100%
2050: strategic partnership 
for global biodiversity 
program.
Responsible purchasing 
practices  to support the 
Company’s development 
in host territories
Owner: Chief Purchasing 
& Supply Chain Officer
Ensure selection of 
suppliers based on quality, 
competitiveness, and social, 
ethical and environmental 
standards, hence supporting 
responsible economic 
development in host territories
% Annual Purchase Value (APV) 
purchased from Tier 1 suppliers 
evaluated on CSR 
2025: 90% of APV of direct 
material (parts)
2030: 95% of APV of 
direct material (parts); 
75% of APV of indirect 
material 
2050: Maintain 95% of APV 
for direct material; 90% APV 
for indirect material 
Average CSR scores of Stellantis 
Tier 1 Suppliers assessed by 
independent third-party vs 
average CSR scores of all 
companies assessed by third party
2025: 15% higher 
2030: keep a positive gap 
of 15% 
2050: keep a positive gap 
of 15%
Human rights in the 
supply chain
Owner: Chief Purchasing 
& Supply Chain Officer
Require, monitor and control the 
total respect for human rights 
along the entire global supply 
chain process, involving all 
actors to ensure transparency 
and full alignment with Human 
Rights principles
Average human rights scores of 
Stellantis Tier 1 suppliers assessed 
by independent third party
2025: Increase of +2.5% vs 
score as of 01/01/21
2030: Increase of +5% vs 
score as of 01/01/21
2050: in top level 
performance category 
Philanthropic actions to 
support communities
Owner: Chief 
Communication & CSR 
Officer
Driven by our societal 
commitment, we empower 
people through access to 
mobility and education
Amount of budget for philanthropy
2023: at least €15 million 
dedicated to philanthropy 
+ all philanthropic projects 
focused on the new 
philanthropic strategy*
2030: at least €15 million 
dedicated to philanthropy
+ at least one 
philanthropic project in 
each region*
2038: at least €15 million 
dedicated to philanthropy
+ at least one philanthropic 
project in each region and 
for each philanthropic focus 
areas*
17
18
19
20
21
22
* Amount decided on a yearly basis, based on Stellantis current performance and general economy financial trend, and benchmark with OEM involvement in philanthropy
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MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
1.3 CSR governance
1.3.1 CSR POLICY
“Powered by our diversity, we lead the way the world moves”. 
Stellantis corporate purpose finds its roots in the inextinguishable appetite for mobility of all human beings: our corporate 
responsibility is to design and offer a range of mobility solutions which are affordable, safe, and sustainable.
In order to protect our ability to provide those solutions in the long run and create shared value for the society in which 
we operate, guided by our support to the UN Sustainable Development Goals, our Corporate Social Responsibility 
policy finds its roots in the United Nations Global Compact Principles and embraces: 
	
■a holistic approach of our environmental footprint: our actions strive to bring a tangible impact on climate change and 
make a wise use of natural resources. Life cycle analysis support our decisions, notably when technology or material 
related changes impact key features of our products (mass, recyclability, …) 
	
■a human-centered management of our activities and their social impacts: we promote the development of our teams, 
we leverage on their diversity as an asset to understand citizens’ both common and specific expectations and desires all 
around the world, we support economic local development through responsible purchasing practices, we encourage 
social local initiatives through philanthropic actions in the communities around our locations; 
	
■strong ethical principles in governance and business relationships: the Stellantis governance model reflects our 
commitment to a culture dedicated to integrity, responsibility and ethical behavior in all areas of our activity and along 
the entire value chain. Our governance model supports our focus on creating a shared and lasting value for our 
stakeholders. 
For Stellantis, value creation in the long run results from economic, environmental and social performance. We protect 
our sustainable development through responsible decisions and transparent business practices. Our Corporate Social 
Responsibility policy is based on these fundamental principles:
	
■We consider transparency as the basis of mutual trust with the society. Our responsibility is to make decisions knowing 
we will be accountable for them in the future. Stellantis strives to publish clear, extensive and accurate information to 
ensure our stakeholders have access to quality data. As an illustration, we obtain an independent auditor’s opinion on 
the truthfulness of its content. It also feeds the public debate, for the benefit of the general interest. 
	
■A data-driven company, we base our decisions on facts, scientific approaches and close monitoring of our activities. 
Stellantis regards its CSR policy as a collective and individual endeavor, which ensures that the principles of Corporate 
Social Responsibility are embedded into each business decision and guides the Company’s approach to its strategic 
challenges.SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 16: PEACE, JUSTICE AND STRONG INSTITUTIONS
GRI 2-23
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MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
The CSR commitments presented in this Report are supported by accountable members of the Top Executive Team. 
Our CSR commitments are part of a proactive trajectory and supported by KPIs closely monitored.
Company employees at the various level of the organization are committed to adhere to and implement this CSR roadmap, 
which reflects Stellantis ambitions for the future. 
1.3.2 CSR IN THE BOARD OF DIRECTORS 
Stellantis Corporate governance ensures that the Company is managed in the interests of its 
shareholders and its main stakeholders.
GRI 2-9   GRI 2-10   GRI 2-11  
GRI 2-12   GRI 2-14
The Board of Directors of Stellantis is formed by 11 members, the majority of the directors are independent. Five members 
were nominated by former Groupe PSA and two of its reference shareholders (EPF/FFP and BpiFrance), while five were 
nominated by FCA and reference shareholder (Exor), including the Chairman. Carlos Tavares, CEO of Stellantis and former 
CEO of PSA is also a member of the Board of Directors. Refer to the Corporate Governance section of the 2022 Annual 
Report and Form 20-F  for more details.
In accordance with the articles of association of Stellantis and with the Regulations of the Board of Directors  adopted 
on January 17, 2021, the Board of Directors is responsible for the management and strategic direction of the Company 
and has control and oversight responsibilities on the topics which impact the Company’s sustainability and long term 
performance. Board structure, composition and related committees, are aligned with shareholders' long-term interests, 
which include CSR related matters. 
Annual report and Form 20-F 
 
https://www.stellantis.com/content/dam/
stellantis-corporate/investors/financial-reports/
Stellantis-NV-20221231-Annual-Report.pdf
Regulations of the Board of Directors 
https://www.stellantis.com/content/dam/
stellantis-corporate/group/governance/corporate-
regulations/Stellantis_Board_Regulations.pdf
Board members have been selected based on their experience and skills, and their complementarity to form a group 
bringing different perspectives to assess situations from a broad point of views, and to take into account the best interests 
of stakeholders. Stellantis Board ensures a variety of viewpoints are heard and factored into responsible corporate 
decision-making. 
The ESG Committee
In accordance with the Company’s articles of association, the Board of Directors has adopted the Charter of the ESG 
Committee .
 Charter of the ESG Committee 
https://www.stellantis.com/content/dam/stellantis-
corporate/group/governance/corporate-regulations/
Stellantis_ESG_Committee_Charter.pdf
The function of the ESG Committee is to assist and advise the Board of Directors and act under authority delegated by 
the Board of Directors with respect to monitoring, evaluation and reporting on the sustainable policies and practices, 
management standards, strategy, performance and governance globally of the Company and its subsidiaries.
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MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
1.3.3 CSR EMBEDDED INTO BUSINESS: AT THE EXECUTIVE AND OPERATIONAL 
LEVELS 
The Stellantis CSR Global Office reports directly to the Executive Vice President (EVP) – Chief Communications and CSR 
Officer, who is a member of the top executive team and reports to the Chief Executive Officer. The role of the CSR Global 
Office is to:
	
■ensure that Stellantis N.V. makes necessary corporate CSR public disclosures;
	
■support dialogue with stakeholders (including investors) on ESG matters;
	
■engage in assessment processes with CSR rating agencies;
	
■watch CSR disclosure related legal requirements and stakeholders expectations, applicable to Stellantis N.V.
The Stellantis CSR Global Office oversees a CSR network composed of subject matter experts: the CSR Champions and 
CSR Correspondents, who represent the global functions of the Company.
The CSR Champions work to ensure that the CSR issues under their responsibility are considered appropriately in the 
decisions of their Division. They:
	
■directly report to the relevant EVP;
	
■propose the CSR Ambition and the CSR Targets to the EVP for approval;
	
■organize, monitor and consolidate the CSR commitments and key messages;
	
■ensure the Company’s CSR results with improvement actions align with stakeholders’ expectations.
The CSR Correspondents focus on proper and reliable disclosure of qualitative and quantitative information for the CSR 
issues under their responsibility. They:
	
■manage their network of expert contributors to collect and consolidate facts and figures covering the reporting scope;
	
■deliver their sections of the CSR disclosures;
	
■support the CSR Global Office when answering external requests from stakeholders, particularly ESG rating agencies;
	
■propose internally actions to improve performance based on weaknesses identified with the support of the CSR Global 
Office.
The EVPs play a key role in the Company’s CSR roadmap: they validate the medium and long-term CSR visions, ambitions 
and targets for the CSR issues that are under their responsibility and are responsible for the achievements.
Top Management incentives are set to align as much as possible with the diverse stakeholders’ interests.
GRI 2-13
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MESSAGE FROM CHAIRMAN & CEO
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
1 GOVERNANCE
1 BUSINESS MODEL AND GOVERNANCE: CREATING SHARED AND LASTING VALUE
19
13
16
18
22
17
21
11
12
20
8
9
10
15
14
1
2
3
4
5
6
7
Vehicle CO2 emissions
Industrial and sites carbon footprint
Carbon footprint of the supply chain: 
purchasing and logistics
Management of Company 
transformation and social dialogue
Attracting and developing all talent
Diversity and equal opportunity
Health, safety and well-being in the 
workplace
Development of new mobility 
solutions (including autonomous 
vehicles)
Vehicle and service quality - 
customer satisfaction
Vehicle safety
Ethics in governance and business 
practices
Responsible information to customers
Wise use of materials in the vehicle 
life cycle (including product recycling)
Vehicle impact on air quality
Optimization of material cycles in 
manufacturing processes (including 
waste)
Control of industrial discharge and 
nuisances
Sustainable water management in 
manufacturing
Protection of biodiversity
Responsible purchasing practices to 
support the Company’s development 
in host territories
Human rights in the supply chain
Philanthropic actions to support 
communities
Responsible management of personal 
information
19
13
16
18
22
17
21
11
12
20
8
9
10
15
14
1
2
3
4
5
6
7
THE CSR NETWORK
CEO
For each CSR issues
Operational Functions
EVPs
Champions
Correspondents
Contributors
CSR Network
EVP - Chief Communications
CSR Global Office
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MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
2 CLIMATE CHANGE
2 BRINGING A TANGIBLE IMPACT ON CLIMATE CHANGE - CLIMATE REPORT
2
BRINGING A TANGIBLE IMPACT 
ON CLIMATE CHANGE - CLIMATE REPORT
2.1 CONTEXT AND STELLANTIS POSITION
58
2.2 FORWARD-LOOKING CLIMATE VISION AND TARGETS 
62
2.3 IDENTIFICATION AND MANAGEMENT OF CLIMATE RISKS AND OPPORTUNITIES 
65
2.3.1 climate related risks and opportunities throughout the organization and across the value chain
70
2.3.2 Resilience strategy built with climate-related scenarios 
78
2.3.3 Climate embedded into Business Planning via the use of an internal price of carbon
79
2.4 CLIMATE GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS 
80
2.4.1 Supervisory bodies: striving for long-term climate resilience 
80
2.4.2 Executive bodies: putting climate responsibility as a central theme in executive decision-making 
81
2.4.3 Embedding climate across various management levels
84
2.5 VEHICLE CO2 EMISSIONS
85
2.5.1 Policies to execute the strategy
85
2.5.2 Organization and resources 
85
2.5.3 Main initiatives, achievements and results 
87
2.5.4 Detailed key performance indicators
105
2.6 INDUSTRIAL AND SITES CARBON FOOTPRINT
108
2.6.1 Policies to execute the strategy
108
2.6.2 Organization and resources
110
2.6.3 Main initiatives, achievements and results 
111
2.6.4 Detailed key performance indicators
123
2.7 CARBON FOOTPRINT OF THE SUPPLY CHAIN: PURCHASING AND LOGISTICS 
125
2.7.1 Policies to execute the strategy
125
2.7.2 Organization and resources 
127
2.7.3 Main initiatives, achievements and results 
128
2.7.4 Detailed key performance indicators
133
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MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
2 CLIMATE CHANGE
2 BRINGING A TANGIBLE IMPACT ON CLIMATE CHANGE - CLIMATE REPORT
STELLANTIS’ CSR MACRO-RISK PILLAR I. BRINGING A TANGIBLE IMPACT ON​ CLIMATE CHANGE​
In the World Economic Forum “2021 Risk Report”, climate was declared a major and imminent risk to the global economy, 
having wide environmental impacts, and increasing economic and societal divisions, inside countries and between regions.
Companies are key players to introduce solutions and Stellantis is committed to bring a tangible impact on climate change. 
Stellantis has concerns that the climate emergency may be a threat to the operations of industrial and global companies like 
ours. Likewise, Stellantis is concerned that if not enough is done to correct the current climate situation, the rise in temperatures 
might drastically affect the environment including water, air and biodiversity, which may alter the ability to sustain human 
activities. Challenging dialogues with stakeholders, such as investors, institutions, and Non-Governmental Organizations 
(NGOs), among others, allow the Company to share its vision of carbon neutrality, its targets, its initiatives and solutions. 
More than ever, to address the United Nations 2030 Sustainable Development Goals (SDGs) and to meet the challenge of 
drastically reducing its carbon footprint, Stellantis is rethinking its value creation model to anticipate major trends. 
Climate change requires a global response, which for Stellantis includes designing vehicles with lower CO2-eq emissions, 
reducing the carbon impact of manufacturing facilities, logistics and purchasing and putting measures in place to offset 
any remaining carbon impact. Stellantis views it as an opportunity to be even more agile to face the challenges and to 
create the future of mobility, allowing for freedom of movement with reduced or no carbon emissions.
To demonstrate its tangible commitments for a low-carbon economy, Stellantis strengthened its climate governance 
by having climate change concern embedded in its decision-making processes and developed a holistic and offensive 
strategy with the goal to reduce CO2-eq emissions across its entire value chain.
Stellantis also considers that growing awareness about upcoming climate changes for each and every individual is of the 
utmost importance. In this respect, Stellantis is providing a free and easy access to a web-based Climate School with more than 
ten hours of training to its employees, in order for them to better understand the stakes and to get prepared for the necessary 
sustainable transformation of their activity. As of end 2022, more than 7,300 cumulated hours of training have been taken.
Stellantis is committed to 
bring a tangible impact on 
climate change
2.1 Context and Stellantis position
Stellantis has a holistic approach to climate change. 
Given its main sources of greenhouse gas emissions, the Stellantis decarbonization strategy is threefold: 
1.	 Cutting CO2 vehicle emissions  
2.	 Moving forward into a carbon-efficient production system  
3.	 Improving the environmental performance of the supply chain 
The subsequent sections of this Climate Report detail the strategy implemented by Stellantis including the governance and 
actions to achieve the targets, following the recommendations of the Task Force on Climate related Financial Disclosures (TCFD).SDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURESDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 13: CLIMATE ACTION
 For more information refer to 2.5
 For more information refer to 2.6
 For more information refer to 2.7
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1 GOVERNANCE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
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2 BRINGING A TANGIBLE IMPACT ON CLIMATE CHANGE - CLIMATE REPORT
CSR issue/challenge #1: Vehicle CO2 emissions
Based on an assessment of more than 14,000 scientific publications, the Intergovernmental Panel of Climate Change 
(IPCC) 2021 report on the physical science of climate change demonstrates that human activities have warmed our planet’s 
atmosphere faster than anything people have experienced for at least 2000 years.
The report also answers important questions about how greenhouse gas emissions and other pollutants are changing our 
climate. It sheds light on how plants, soil and the oceans store and release carbon, how the global climate is responding 
to human influence, and what we may fear about increasing global warming: a water cycle of increasingly variable, lasting 
changes in ocean and sea levels caused by the melting of frozen spaces on the planet, and more generally, extreme 
weather and climate events.
By highlighting the way future human activities change, our climate will affect the planet and its habitants. This report 
also highlights the importance of the choices we all make today. The recommendations from the IPCC report should be 
taken into account while implementing our strategies.
In its Vision 2050 report published in 2020, the International Council on Clean Transportation (ICCT)  projected that CO2-eq 
emissions from transportation would rise from 10.9 Gt in 2015 to 11.9 Gt in 2019–2022. Forty-six percent of those global 
transportation CO2 emissions come from the four largest vehicle markets: U.S., China, EU and India. 
Our industry has a role in the global effort to limit the rise of temperatures to 1.5 degrees. To achieve this effort, Stellantis is 
adapting its business model and launching new technologies in order to meet its milestones and objectives while satisfying 
consumer demands for improved fuel economy and lower CO2-eq emissions in several markets. Our success depends on 
our ability to meet regulatory emissions requirements while at the same time seek to meet customer expectations for 
access to safe, sustainable and affordable mobility solutions. The electrification of vehicles is one of the key actions by 
which we are supporting the transition to a decarbonized economy while working toward carbon neutrality.
Company’s public position 
Stellantis believes it has an ethical responsibility to offer customers affordable mobility solutions that are sustainable for 
the planet and its citizens. 
Stellantis is determined to be compliant with applicable GHG regulations around the globe. This has been demonstrated 
since the creation of Stellantis with a fast-growing LEV line-up and sales mix, aiming at an ambitious position in the 
industry in terms of low CO2 emissions.
This determination has been further strengthened through its Dare Forward 2030 plan published on March 1, 2022, which 
includes an accelerated roll-out of BEVs worldwide and the target of reducing by 2030 its global carbon footprint by 50% 
tons CO2-eq/veh versus 2021, on the path to its commitment to achieve carbon net zero in 2038 with a single-digit percent 
compensation .
International Council on Clean 
Transportation (ICCT) 
 
https://theicct.org/sites/default/files/publications/
ICCT_Vision2050_sept2020.pdf
1
Vehicle CO2 emissions
Stellantis strategic plan 
https://www.stellantis.com/content/dam/
stellantis-corporate/investors/events/strategic-
plan-2030/2022_03_01_Strategic_Plan.pdf
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3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
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Stellantis believes that the renewed global ambitions to tackle climate change, including the Paris Agreement and the 
EU and U.S. objectives for carbon neutrality by 2050, could be achieved if the ecosystem adapts. Transition to low CO2 
transport and mobility at an increased pace requires policy makers to develop and implement a carefully coordinated 
plan that takes into account the countervailing economic and social challenges associated with this rapid transition. It 
also requires public authorities to actively support the development of an affordable and sustainable mobility ecosystem 
through the wise use of the regulatory framework and financial tools and by ensuring the contribution of all sectors and 
green energy sources of all kinds - in particular the energy sector that should provide green electricity. The availability 
of a convenient and widespread vehicle recharging and fast charging infrastructure will play a crucial role and must be 
facilitated. 
CSR issue/challenge #2: Industrial and site carbon footprint
Industrial and sites carbon footprint
2
Although the emissions associated with fuel and electricity consumption in our manufacturing and other facilities 
represents a small part, around 1%, of the Company’s overall carbon footprint, we are committed to reducing carbon 
emissions from industrial operations and non-manufacturing facilities. We regard this effort as an important factor in 
tackling climate change. As far as vehicle manufacturing is concerned, the major cause of greenhouse gas emissions is 
energy consumption. To reduce our impact on climate, Stellantis acts on several levers such as optimizing the energy 
efficiency of manufacturing processes, using electricity derived from carbon-free renewable sources and adopting more 
efficient technologies. 
Company’s public position 
At Stellantis, we are committed to contributing to a decarbonized economy by engaging our talented teams and assets 
on the road to the world carbon neutrality. The Company has been rolling out a process for controlling its environmental 
impact and ensuring continuous improvement. Based on our experience (vast majority of our plants are, or are becoming 
ISO 14001‑certified, and the environmental footprint of its manufacturing operations being progressively reduced); we 
are convinced that the energy transition requires that all actors of the economic ecosystem join forces. Manufacturing 
companies need to find affordable and available carbon free energy sources to implement their decarbonization pathway.
We also believe solutions need to continue to be found or consolidated: we encourage governments to support research 
and development efforts related to carbon capture and storage technologies that should contribute to decarbonization. 
CSR issue/challenge #3: Carbon footprint of the supply chain: purchasing and logistics
In addition to emissions from vehicles and manufacturing, there are significant emissions that come from outside the 
organization. These additional emissions are connected with our activities. The CO2 emissions related to the purchase of 
goods for use in our products represents more than 10% of the overall European carbon footprint of the Company while 
inbound and outbound transportation accounts for about 1%. 
Carbon footprint of the supply chain: 
purchasing and logistics
3
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3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
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2 BRINGING A TANGIBLE IMPACT ON CLIMATE CHANGE - CLIMATE REPORT
We are committed to contributing to a decarbonized economy by following the principles of the Paris Agreement. 
We engage in this journey with our supply base to support our leadership in clean and advanced technologies for mobility 
solutions. We also ask them to commit to the same objectives of reducing their impact on the climate.
Stellantis works to reduce the CO2 emissions associated with logistics as the environmental impact of inbound and 
outbound transportation is far-reaching, ranging from local impact, such as sound, air pollution, etc., to global warming. 
The challenge is to optimize transport plans, loads and volumes and the use of multimodal transport. 
Company’s public position 
Stellantis supports the decarbonization development of suppliers in the automotive industry. This goal is determined as 
one of the strategic drivers in the partnership with our suppliers, driven by the fact that decarbonization will be a key 
factor of competitiveness and long-term commitment between Stellantis and its supply base. Therefore, we tackle this 
goal with several activities in our direct relationship with our supply base. Together with our suppliers, we aim to reduce 
CO2 emissions in the supply chain through for example, the design and development of parts and services, increasing 
the usage of recycled material and recyclability. The monitoring of CO2 emissions of our suppliers is supported by various 
external partners, like the CDP Supply Chain Module and EcoVadis .
We are also engaged in several organized initiatives. These include local and wider scale initiatives of the automotive 
industry, amongst them several in Europe and North America at a national (PFA; AIAG; VDA; ANFIA) and regional level (by 
the ARIAs, automotive competitiveness clusters, regional automotive industry associations; ACEA) with public authorities 
and the administration .
The Global Purchasing and Supply Chain Division supplements this automotive industry network and its ecosystem by 
appointing regional leadership in each manufacturing cluster around the world. 
Stellantis supports both carbon net zero objectives as well as the need for a level environmental playing field. 
In the area of transport and logistics Stellantis urges public authorities to increase and improve multimodal transport 
solutions as this could provide a low carbon intensive access to and from Stellantis facilities worldwide. With regard to 
road transport Stellantis welcomes policies and innovative solutions supporting efficient use of roads, e.g., high-capacity 
transport such as giga-liners, enabling freight transport to reduce GHG emissions. A rapid deployment of charging and 
refueling infrastructure for alternatively powered heavy duty vehicles is essential to reducing CO2 emissions in road 
transport.
 For more information refer to 2.7.3.2
 For more information refer to 7.1.6
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6 RESPONSIBLE USE OF RESOURCES
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2.2 Forward-looking Climate vision and targets SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTION
TCFD.Mc
GRI 3-3
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Carbon footprint 
reduction in the whole 
value chain
Owner: Chief Planning 
Officer
Contribute to a global 
carbon neutrality, with an 
ambitious carbon footprint 
reduction roadmap
GHG emissions reduction 
(%) (absolute GWP in 
scope 1 and 2, intensity 
GWP (per veh) for scope 3 
- 1.5°C scenario - Global)
2023: targets for 
vehicle programs 
under development 
consistent with -50% 
2030 objective 
2030: reduce GHG 
emissions by 50% vs 
2021 level
2038: carbon net 
zero, with single digit 
% compensation of 
residual emissions vs 
2021 level
1
2022 Stellantis 
global carbon 
footprint: 450.6 
million tons CO2-eq
77.1 tons CO2-eq/veh
2021 Stellantis 
baseline global carbon 
footprint: 527.2 million 
tons CO2-eq
80.2 tons CO2-eq/veh
Vehicle CO2 
emissions
Owner: Chief 
Planning Officer
Propose a wide range 
of Low Carbon mobility 
devices, rapidly available 
in countries of operations, 
to contribute to the race 
to carbon neutrality, by 
leading CO2 emissions 
reduction
Percentage of nameplates 
with LEV offering (focus 
on U.S. and EU)
2025:​
EU Passenger Cars 
(PC): 96% 
U.S. PC & Light Duty 
Trucks (LDT): 91% 
2030:
EU PC: 
100% nameplates 
with BEV offering
U.S. PC & LDT : 100% 
nameplates with BEV 
offering
2038: 
EU PC: 100%  
nameplates with BEV 
offering
U.S. PC & LDT: 100% 
nameplates with BEV 
offering
EU PC: 48% LEV 
(14% BEV)
U.S. PC & LDT: 14% 
LEV
EU PC: 40% LEV 
(15% BEV)
U.S. PC & LDT: 10% 
LEV 
Share of LEV in global 
sales mix (focus on U.S. 
and EU).
2025:
EU PC: 44% 
(incl. 34% BEV)
U.S. PC&LDT: 37% 
(incl. 14% BEV)
2030:
EU PC: 100% BEV
U.S. PC&LDT: 50% 
BEV
2038:
EU PC: 100% BEV 
U.S. PC&LDT: 100% 
BEV
EU PC: 18.3% LEV 
(11.2% BEV)
U.S. PC& LDT: 4.9% 
LEV 
EU PC: 12.8% LEV 
(8% BEV)
U.S. PC&LDT: 3.4% 
LEV
Industrial and sites 
carbon footprint
Owner: Chief 
Manufacturing 
Officer
Contribute to a 
decarbonized economy 
by achieving net zero 
emissions within our 
activities worldwide 
(scope 1 and 2)
Absolute scope 1 and 2 
GHG emissions (tons of 
CO2-eq) 
2025: 
-50% vs 2021
2030: 
-75% vs 2021
2038: carbon net 
zero, with single digit 
% compensation of 
residual emissions vs 
2021 level
1
2022: 3,443,124 tons 
of CO2-eq
2021: 3,874,486 tons 
of CO2-eq
Share of decarbonized 
electricity used (%)
2025: 50%
2030: 100%
2038: 100%
2022: 55%
2021: 45%
Carbon footprint of 
the supply chain: 
purchasing and 
logistics
Owner: Chief 
Purchasing & Supply 
Chain Officer
Request our suppliers and 
their supply base by reaching 
into them on a cascading 
basis, therein to support our 
road to carbon neutrality by 
bringing innovative solutions 
and by adopting own 
GHG emissions reduction 
trajectories to comply or 
outreach the Paris Climate 
Agreement
(1) Share of Annual 
Purchased Value from 
suppliers with CO2 
reduction targets 
compliant with the Paris 
Agreement​
(2) CO2 emissions of 
purchased parts 
2025:​
(1) 80% Annual 
Purchase Value from 
strategic (Level 1 and 
Level 2
2)​ suppliers
(2) Award business 
compliant with CO2 
emission targets 
defined for each new 
EV project
2030:  ​
(1) 95% Annual 
Purchase Value from 
strategic (Level 1 and 
Level 2
2) suppliers​ ​
(2) -40% of CO2 
emissions of scope 3 
upstream activities 
per BEV vs 2021
2038:



(2) carbon net 
zero of the supply 
chain with minimal 
compensation
1
More than 65% 
of strategic (Level 
1 and Level 2
2) 
suppliers committed 
to comply with the 
Paris Agreement
More than 55% of 
strategic (Level 1 and 
Level 2
2) suppliers 
committed to comply 
with the Paris 
Agreement
1 The achievement is conditioned by key external enablers: decarbonized energy (based on Announced Pledges Scenario from International Energy Agency), and conducive public policies for BEV (charging infrastructure, purchasing incentives)
1
2
3
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A net zero commitment to support the planet’s carbon neutrality
Stellantis targets to become carbon net zero on the whole value chain by 2038, with single digit percent compensation 
of residual emissions versus 2021 level.
STELLANTIS CARBON NET-ZERO ROADMAP
Key external enablers for 
this roadmap are:
	▪Decarbonized energy (based on 
Announced Pledges Scenario 
from International Energy 
Agency)
	▪Conductive public policies for 
BEV (charging infrastructure, 
purchasing incentives)
2021
2025
2030
2038
Base year
-50%*
-50%*
-75%*
-50%*
-90%* 
tCO2 eq/veh
tCO2 absolute
tCO2 absolute
tCO2 eq/veh
tCO2 eq/veh
More than
50% decarbonized 
electricity used
Sales
EU PC: 44% LEV 
US PC&LDT: 37% LEV
Sales
EU PC: 100% BEV 
US PC&LDT: 50% BEV
-40% of CO2 emissions  
of Scope 3 upstream per BEV*
Sales
EU PC: 100% BEV 
US PC&LDT: 100% BEV
CARBON NET ZERO
Scopes 1 & 2
Scope 3
100% decarbonized 
electricity used
Compensation of all residual 
emissions
with single digit % 
compensation
Across our entire  
value chain
Across our entire value chain
* Reduction vs 2021 base year
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In order to contribute to the collective global carbon neutrality objective in the most efficient way, Stellantis strategy is 
based on energy consumption reduction first, then carbon footprint reduction at the maximum, before balancing residual 
GHG emissions with carbon removal and additional other compensation solutions if relevant. 
To achieve this target, Stellantis has defined a comprehensive, long-term, carbon net zero roadmap, including an 
intermediate target of -50% reduction by 2030 versus 2021, based on the following key milestones: 
	
■by 2030, Stellantis targets to reduce GHG emissions by -75% on industrial sites and real estate (scope 1 and 2 of GHG 
protocol) and to use 100% of decarbonized electricity;
	
■Stellantis continues to reduce the Well-to-Wheel CO2 emissions of its vehicles, due to electrification roadmap, 
improvement of BEV efficiencies and fuel consumption of remaining ICE vehicles (scope 3 Use of sold products of GHG 
protocol). By 2030, Stellantis intends to sell 100% BEV for passenger cars in Europe and 50% BEV for passenger cars 
and light-duty trucks in the U.S.;
	
■Stellantis has actively engaged with its suppliers to reduce the carbon footprint of purchased parts, especially led by 
an objective of cutting by 40% the carbon footprint of purchased parts of BEV by 2030 (scope 3 Purchased goods and 
services of GHG protocol). This will allow to keep under control the share of carbon footprint of battery and components 
production in the context of a global footprint reduction thanks to electrification.
These objectives can be reached under the condition that the ecosystem adapts at the right pace and is conducive to 
electrification (public policies, charging infrastructure, decarbonized electricity, etc.).
Considering regulatory orientations are still pending on carbon removal questions, Stellantis has engaged an 
in-depth screening of mature and emerging technologies - including Spot Source Capture, Direct Air/Ocean Capture, 
Bio Capture and Storage, Mineral Storage, etc. - to assess the most reliable and impactful carbon removal and storage 
technologies.
Key orientations on this topic are planned to be submitted to the Strategy Council consistently with the timeline of 
decisions to be made for the Stellantis carbon net zero roadmap.
Stellantis targets to reduce its 
carbon footprint per
-50%
tCO2 eq/veh
in 2030 vs 2021
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Stellantis is computing its carbon footprint in accordance with Green House Gas Protocol and consistently with ISO 14064 
standard. Targets - covering absolute GHG emissions from scopes 1 and 2 and Well-to-Wheel CO2 emissions from scope 3 
in intensity - are established referring to the available Science-Based Targets initiative (SBTi) methodology at the time of 
roadmap definition, based on Sector Decarbonization Approach for the transport sector. The 2030 intermediate targets 
are in line with the Paris Agreement and 1.5°C scenario.
Consistency of Stellantis approach with SBTi recommendations has been verified by EcoAct in 2022, a specialized firm in 
environmental analysis and greenhouse gas diagnostics.
The targets are defined assuming no change in the lifetime mileage of vehicles over the years, nevertheless, we will also 
work on the improvement of the durability of our vehicles.
Impacts on other environmental criteria of Life Cycle Assessment (LCA) are also taken into consideration . 
2.3 Identification and management of climate risks 
and opportunities 
The automobile industry is facing profound economic, regulatory, environmental and societal challenges, driven by the 
fight against climate change. This translates into increasing pressure from all stakeholders (financial players, customers, 
regulators, civil society, NGOs and suppliers). In this context, the identification and the management of climate-related 
risks and opportunities is a key approach for Stellantis to work towards business sustainability.
Managing those risks and opportunities leads Stellantis to define a clear decarbonization strategy, ambitious objectives 
and efficient enablers.
Given its determination to embed CSR in its decisions and activities, climate risks are managed by specific strategic actions 
and resources within the area of expertise required. Risk management is integrated at the heart of the strategy across the 
organization, from the decision-making bodies to the operational entities. 
 For more information refer to 6.1.7SDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURESDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTION
SASB-410a.3
GRI 302-2
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Climate leadership of Stellantis: ambition and strategy 
OUR IDENTIFIED CLIMATE RISKS AND OPPORTUNITIES 
OUR VISION FOR CLIMATE
Contribute to a global carbon neutrality, with an ambitious carbon footprint reduction roadmap
TRANSITIONAL OPPORTUNITIES
OUR ENABLERS
OUR OBJECTIVES FOR 2038
OUR CLIMATE STRATEGY 
Transitional
Physical
 Policy and legal 
 Technology 
 Market 
 Supply chain 
 Facilities 
 Scarcity 
 New Mobility 
 Innovation 
 Resource efficiency 
Efficient governance with clear responsibilities
Solid climate-related risk management with 
scenario analysis
Transparent climate monitoring with ambitious 
metrics and targets
Focused research and development/innovation 
investments
Continuous workforce skill improvement policy
Benchmark and sharing best practices to 
improve overall consumption by plants
carbon net zero of the whole value chain (scope 
1, 2 and 3) with single digit % compensation of 
residual emissions versus 2021 level
100% nameplates with BEV offering in 
Europe** and U.S.***
100% BEV sales in Europe** and 100% BEV 
sales in U.S.***
carbon net zero of the supply chain with 
minimal compensation
Absolute greenhouse gas emissions reduced 
by more than 90% for scope 1 and 2
Innovation breakthroughs for low-carbon 
technologies
Strategic partnerships to master the EV value 
chain
New mobility solutions expansion
Close collaboration and innovation with 
stakeholders across the supply chain 
(purchasing and logistics)
Carbon / energy-efficient and resilient 
production assets (Stellantis Production Way 
roadmap)
RISKS
 Social 
 Reputation 
 Vehicle complexity 
 Vertical Integration 
CLIMATE CHANGE RISK AND OPPORTUNITIES
* Commitments, targets and conditions are detailed in 2.2  
** For passenger cars 
*** For passenger cars and light-duty trucks
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Carbon footprint 
In order to manage its carbon footprint, Stellantis annually quantifies the total CO2 equivalent of greenhouse gases, 
primarily CO2, emitted from its activities over the whole life cycle of its automotive products, taking into account its global 
activity and the real-life emissions of the vehicles. 
The table below sums up the assessment of global Stellantis emissions of CO2 equivalent from 2021, first year of operation 
of Stellantis. 
Global Stellantis carbon footprint 
Scope 1 (million tons CO2-eq)
2022
1.5
2021
1.7
Scope 2* (million tons CO2-eq)
2022
1.9
2021
2.2
Scope 3 (million tons CO2-eq)
2022
447.2
2021
523.3
Total emissions 
(million tons CO2-eq)
2022
450.6
2021
527.2
*market-based 
2022 global carbon footprint has reduced by 14.5% in absolute - driven by lower volumes - and by 3.8% in intensity 
(tons of CO2-eq/veh) compared to 2021, achieving a first step towards 2030 objective (-50% tons of CO2-eq/veh).
Efficiency improvement of vehicles and increase of electrification mix allows to avoid 3.1 tons of CO2-eq emissions per 
vehicle sold during its life cycle in 2022 against 2021.
TCFD.Mb
2022
2021
TOTAL EMISSIONS 
PER VEHICLE SOLD
77.1 tons CO2-eq/veh
80.2 tons CO2-eq/veh
Avoided emissions
-3.1 tons 
of CO2-eq  
per vehicle in 2022 vs 2021
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Global 2022 Stellantis carbon footprint: main emission items
GRI 302-2
UPSTREAM ACTIVITIES
SCOPE 3 (Indirect emissions)
PURCHASING
 38.8 M tons CO2-eq (8.6%) 
Extraction of materials and production of 
parts used by Stellantis for its business
refer to 2.7 
UPSTREAM TRANSPORT
 1,4 M tons CO2-eq (0.3%) 
Transport of materials and parts to 
Stellantis plants
refer to 2.7 
WORK-RELATED TRAVELS
 0,03 M tons CO2-eq (0.01%) 
Movement of employees
refer to 2.7 
COMPANY ACTIVITIES
SCOPE 3 (Indirect emissions)
BUILDING PERFORMANCE
 3.4 M tons CO2-eq (0.8%) 
Fuel and electricity consumption in plants
 0.70% 
tertiary sites
 0.04% 
dealership networks and warehouses 
 0.02% 
refer to 2.5 
DOWNSTREAM ACTIVITIES
SCOPE 1 AND 2 (Direct and indirect emissions)
USE OF VEHICLES SOLD (WtW*)
 395.5 M tons CO2-eq (87.8%) 
Fuel and electricity production (WtT*)  57.8 M tons of CO2-eq (12.8%) 
Exhaust emissions (TtW*)   337.7 M tons of CO2-eq  (75%)
refer to 2.5 
VEHICLE MAINTENANCE
 8.4 M tons CO2-eq (1.9%) 
Extraction of materials and production of spare parts
refer to 2.5 
PRODUCT END-OF-LIFE
 2.0 M tons CO2-eq (0.4%) 
Recovery and recycling of end-of-life vehicles
refer to 6.1 
DOWNSTREAM TRANSPORT
 1.1 M tons CO2-eq (0.2%) 
Transport of produced vehicles to retail 
outlets for sale
refer to 2.7 
* WtW= Well-to-Wheel    WtT= Well-to-Tank    TtW= Tank-to-Wheel
The steps taken by Stellantis to reduce the emissions of these emission sources are described in the sections indicated.
This assessment considers the following global carbon footprints: 
	
■UPSTREAM ACTIVITIES including
	
●all component materials of vehicles manufactured in 2022 from extraction to molding and assembly on the vehicle, 
using life cycle analysis databases
	
●the upstream transport  
	
●the work-related travel air trips . 
	
●Car trips being made with company cars are accounted through the use of Stellantis vehicles in Scope 3 downstream 
activities.
 For Detailed comparison of 2022 and 2021 
emission items refer to 2.5.4.3
 For more information refer to 2.7
 For more information refer to 2.7
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■COMPANY ACTIVITIES include energy consumption in:
	
●manufacturing plants (assembly plants or components factories)
	
●tertiary sites
	
●dealership networks
They are derived from GHG (greenhouse gas) assessments carried out at Stellantis plants, tertiary sites and Company-owned 
dealership network .
 For more information refer to 2.6
	
■DOWNSTREAM ACTIVITIES including:
	
●Tank-to-Wheel CO2 emissions: use of vehicles sold in 2022 according to the CO2 emissions data for each vehicle sold 
and the following operating criteria:
	
■Mileage
	• For North America: 225,865 miles (363,643 km) for Passenger Cars and Light Duty Trucks, and ​150,000 miles 
(241,500 km) for Heavy Duty Trucks over 15 years, consistent with EPA Green House Gas regulation
	• For Europe and other regions: 50,000 km for micromobility devices, 225,000 km for Passenger Cars and 
300,000 km for Light Commercial vehicles over 15 years 
	
■Real-life consumption assumptions based on regional monitoring, notably for ICE vehicles: +20% against WLTP 
regulatory CO2 emission value for Europe and +30% against unadjusted EPA fuel Consumption (consistent with 
EPA label value) for North America 
	
●Well-to-Tank CO2 emissions, corresponding to the impact of the production of:
	
■the fuels used by conventional vehicles, evaluated using Life Cycle Assessment (LCA) databases;
	
■the electricity used by the electrified vehicles, evaluated based on actuals and forecasts from LCA databases and 
International Energy Agency scenarios per region 
	
●the production of spare parts used for the maintenance of the cars, using LCA databases
	
●the vehicle end-of-life modelled on current processes
	
●the downstream transport .
Other subcategories of GHG protocol (such as employee commuting, waste generated in operations, etc.) – have an 
impact of less than 1% according to our first assessment. A detailed analysis is on-going on those activities as well as 
on emissions from purchased services. These activities are not captured in the 2021 & 2022 disclosure.
 For more information refer to 2.7
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2.3.1 CLIMATE RELATED RISKS AND OPPORTUNITIES THROUGHOUT 
THE ORGANIZATION AND ACROSS THE VALUE CHAIN
On the Stellantis materiality matrix, climate change appears as one of the top macro-risks the Company has to tackle. 
It requires a global and comprehensive response supporting the attainment of our carbon-neutrality target in the 
long-term as well as our intermediate targets in the  short- to medium-term. A clear and transparent acknowledgement 
of the risks and issues related to climate change is therefore vital for Stellantis to work towards sustainability. 
2.3.1.1 Extensive assessment of climate risks
As part of its Risk Management System, Stellantis uses its company-wide risk analysis framework to assess, manage and 
report climate-related physical and transition risks and opportunities . Given their potential impact on the Company’s 
situation, the two climate-related risks, ‘natural hazards’ and ‘global carbon footprint’, are considered as top risks and 
presented to the Audit Committee of the Board of Directors. 
2.3.1.2 Sowing the seeds of the carbon-neutral future opens new business opportunities
In accordance with the TCFD recommendations, our climate-related risk assessment sorts risks into two categories: 
transition risks and physical risks. The assessment of transition climate-related risks considers risks related to the 
current and emerging regulation, technology risks, legal risks, market risks and reputation risks. As for the assessment 
of physical climate-related risks, it considers both acute risks from extreme weather conditions such as floods or 
wildfires and chronic risks such as impacts of rising temperatures and accelerating loss of biodiversity.
While the climate crisis generates transition and physical risks, Stellantis also considers it as an opportunity. The 
Company’s agility enables it to focus on the most relevant market stakes and to rapidly implement decisions made 
to adapt to evolving mobility expectations. New “low-carbon” mobility solutions and urban mobility markets are 
becoming significant sources of revenue. Along with operational efficiency and technological innovation, they 
enhance the leadership and value of Stellantis. 
The process used to assess and manage climate-related opportunities is identical to the one used to manage climate-
related risks, in the sense that they are embedded within the Company’s business lines, with entities managing specific 
climate issues that are within their area of expertise. 
TCFD.Ra
TCFD.Rb
TCFD.Rc
 For more information refer to 1.2.3
TCFD.Sa
TCFD.Sb
GRI 3-3
 Climate change appears as one 
of the top macro-risks on the 
Stellantis materiality matrix
 
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RISK #1: MORE STRINGENT CO2 EMISSIONS REGULATIONS THRESHOLDS FOR VEHICLE MANUFACTURERS
Type of risk: Transition Risk: Policy & Legal 
Timeframe: Short-term (until 2025)
Risk
Opportunities
RISK DESCRIPTION
The number, scope and ambition of regulatory requirements 
regarding greenhouse gas emissions are expected to increase 
significantly in the future. This concerns vehicle fuel efficiency 
regulations and emissions standards as well as regulations 
that apply to Stellantis’ production facilities and to most of its 
suppliers. A failure to comply may lead to fines, vehicle recalls, 
the suspension of sales and may adversely affect Stellantis’ 
reputation. Stellantis takes this risk into account because the 
Company sells vehicles in countries where regulations on fuel 
consumption are severe.
POTENTIAL IMPACT
Most of CO2-related regulations worldwide include fines payment 
clause in case of noncompliance - see examples of assessment for 
Stellantis below the table. 
Stellantis must devote financial and management resources, 
vehicle engineering and design attention, to these legal 
requirements. Emissions standards applying to production 
facilities may require investments to upgrade facilities, thus 
increasing operating costs. Because these regulations drive 
investors to monitor the carbon intensity of their asset 
portfolios, a failure to comply may have risk profile impacts and 
increase credit costs. A failure by suppliers to meet applicable 
environmental laws or regulations may lead to a disruption of 
Stellantis’ supply chain or to raw materials and components price 
increases
2.
MITIGATION STRATEGY
Developing an increasingly low carbon offerings of products and 
services relying on an ambitious electrification roadmap. 
Refer to section 2.5.3 
Investing in process improvements to transform production 
locations in a more efficient and sustainable condition to make 
them less energy-intensive and increase the renewable energy 
usage. 
Refer to section 2.6 
Engaging suppliers on climate-related issues to avoid supply 
chain disruptions due to more stringent emissions regulations. 
Refer to section 2.7.3.1 
Relying on a strong vertical integration strategy to reduce the 
Company’s dependency on suppliers and to reduce the risk of 
supply chain disruptions or cost increases due to emissions-
related regulations. 
Refer to section 2.5.3.2.2 
ADDITIONAL OPPORTUNITIES
Reducing vehicle complexity. Focusing on development of 
environmentally friendly technologies that can be rolled out 
on a large scale, allow product design simplification as well as 
purchasing and manufacturing optimization (footprint, logistics, 
inventories, etc.). This is a strong enabler for Stellantis powertrain 
and vehicle complexity reduction.
Associating suppliers to decarbonized energy. Using CO2-eq 
“cradle-to gate” performance as a criterion for the business 
award and requesting key suppliers to commit to CO2 reduction 
trajectory compliant with Paris Agreement brings a significant 
improvement to Stellantis environmental targets achievement 
Refer to Section 2.7.3.2 
Increasing business attractiveness. Stellantis considers complying 
with European Taxonomy regulation by properly disclosing the 
share of Taxonomy-aligned turnover and expenditures (capital 
and operational) will provide several opportunities, such as 
demonstrating to customers, media and financial markets our 
incremental contribution to sustainable mobility and confirming 
our attractiveness as taxonomy will allow comparison between 
companies of the same sector regarding their share of 
Taxonomy-aligned activities. The Company will have access to 
new financial instruments at favorable conditions, such as EU 
Green bonds.
3 If no CO2 improvements were brought to 2022 Passenger Cars European fleet, disregarding the benefit of eco-innovation technologies, the theoretical fine incurred in 2025 would be close to €1.3 billion (average 105.5g 
versus 98g estimated 2025 Stellantis target * 1.8 million vehicles* €95/g) - according to regulation UE 2019/631; In US, considering only NHTSA CAFE regulation for Light Duty Fleet, disregarding any credits banking and 
off-cycle technology benefit, the theoretical fine incurred in 2025 for a fleet with the same performance as in 2021 would be close to $2.5 Billion (average 28mpg vs 38mpg estimated 2025 Stellantis target * 1.7 million 
vehicles *15$ per 0.1mpg) - according to regulations 49 CFR 531, 49 CFR 533 (Targets) and 49 CFR 578.6 (h) (2) (Penalties)
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RISK #2: IMPACTS ON THE BUSINESS MODEL OF THE TRANSITION TO LOW CARBON TECHNOLOGIES
Type of risk: Transition Risk: Technological
Timeframe: Short-term (until 2025)
Risk
Opportunities
RISK DESCRIPTION
The registration of LEVs is increasing sharply and is expected to 
keep growing. 
POTENTIAL IMPACT
The transition to low carbon technologies may lead to an 
increase in vehicle price and have a negative impact on the 
demand addressed by the company’s products, especially 
if government subsidies for EV sales are not maintained. 
Manufacturers may not be able to generate profit from LEV 
sales as anticipated since competitive pricing might be used in 
order to win market share, while adversely affecting profits. 
Technological capabilities may prove short-lived if BEVs replace 
PHEVs sooner than expected. After-sales revenue may also be 
impacted as EVs require less maintenance than ICE vehicles. 
The transition to LEVs could create a loss of added value if 
carmakers fail to obtain expertise in electrified technologies. 
Since EV manufacturing reduces the number of workers 
needed per vehicle produced, increased LEV sales could impact 
workforce volume. However, eventual delays in the development 
of new technology for electrification may result in the loss of 
revenue and market shares. The inability to keep up with the 
market’s electrification trends would prevent the Company from 
complying with CAFE regulations. 
MITIGATION STRATEGY
Speeding up the electrification of the car line in all segments. 
Stellantis aims to over perform the market with its LEV sales, 
anticipating LEV pricing improvements due to a reduced Total 
Cost of Ownership.
Refer to section 2.5.3.2 
Gaining control over EV components supply chain to maintain 
the value added. 
Refer to section 2.5.3.2.2 
Optimizing battery cost. The Battery Management System aims 
to maximize the useful energy in real life, and controlling the 
aging to postpone discharge as much as possible.
Anticipating the impacts of the Company’s decarbonization 
strategy on its workers, in a “just transition approach” Stellantis 
boosts its workers’ employability through training programs. 
The powertrain and gearbox industrial strategy is often on the 
agenda of employee representative bodies meetings. 
Refer to section 3.1.4  and 3.2.7 
ADDITIONAL OPPORTUNITIES
Selling highly efficient LEVs to gain a competitive advantage. 
Increased battery longevity and efficiency would increase EV 
range and, in turn, the demand for these vehicles. 
Refer to section 2.5.3.2.4 
Selling batteries to third parties. Our vertical integration 
strategy provides us with the opportunity to sell batteries 
to other automobile manufacturers and therefore generate 
additional revenue. 
Placing a Zero-emission hydrogen fuel cell offer complementary 
to the battery-electric solutions.
Refer to section 2.5.2  
Launching a fast charging network across Europe to encourage 
EV adoption by supporting the EV ecosystem. 
Refer to section 2.5.3.2.3 
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RISK #3: INSUFFICIENT SUPPLY OF CRITICAL RAW MATERIALS TO SATISFY THE PRODUCTION NEEDS RELATED TO LEVS 
Type of risk: Transition Risk: Market
Timeframe: Short-term (until 2025)
Risk
Opportunities
RISK DESCRIPTION
The transition from ICE to electrified vehicles is modifying the 
need for raw materials. As Stellantis implements electrified 
powertrain applications throughout its portfolio, it depends on a 
significant supply of lithium, nickel and cobalt and on the supply 
of parts.
POTENTIAL IMPACT
Increased market power of raw materials and batteries suppliers 
may negatively impact Stellantis’ ability to negotiate with 
its suppliers and may provoke raw material inflation. Price 
increases would increase Stellantis’ operating costs and could 
reduce profitability. If the increased costs are passed through to 
customers via higher vehicles prices, the demand addressed to the 
products sold by Stellantis might decrease. Certain raw materials 
needed in lithium-ion batteries are sourced from a limited number 
of suppliers and countries. These may be susceptible to supply 
shortages or disruptions. Their sourcing may also cause negative 
environmental or social impacts. The global demand and supply of 
a single part could have huge impacts on our production. 
If Stellantis fails to optimize the raw materials and components 
used in its manufacturing processes, it may face increased 
production costs.
MITIGATION STRATEGY
Implementing battery circular economy solutions to reduce 
automobile manufacturers’ pressure on scarce raw materials.
Refer to section 6.1.7.7 
A vertical integration strategy regarding LEVs production. 
Automotive Cells Company (ACC - European partnership with 
TotalEnergies and Mercedes-Benz) and two other JVs (one with 
Samsung SDI and one with LG Energy Solutions in North America) 
planned five gigafactories in Europe and North America by 2025. 
Those are meant to secure Stellantis’ battery supply.
Refer to section 2.5.3.2.2 
Carbon free European and North American lithium sourcing. 
Stellantis signed direct off take contracts with two lithium 
geothermal partners. Tier 1 battery suppliers also secured anode/
cathode supply contracts in Europe.
Refer to section 6.1.7.6 
ADDITIONAL OPPORTUNITIES
Planning dual chemistry battery strategy and solid-state 
batteries.
From 2024 dual chemistry strategy based on two cobalt free 
batteries to relieve EVs of raw materials concerns.
Joint development agreement signed with Factorial Energy to 
become a significant player in the solid-state batteries market in 
2026. 
Refer to section 2.5.3.2.4  
Relying on alternative sourcing. Stellantis promotes the materials 
coming from recycling supply chains. Engineering resources are 
dedicated to increasing their rate in the production of vehicles. 
Refer to section 6.1.7.2 
Reducing CO2 emissions in the supply chain. Resource efficiency 
is an opportunity to combine competitiveness and climate change 
mitigation. Reducing the consumption of raw materials is a win-win 
situation: it reduces the purchases expenditures as well as the 
carbon footprint. 
Refer to section 2.7 
The life cycle assessment will enhance the visibility on lower tier 
down to the raw material producer
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RISK #4: CHANGING MOBILITY MARKET DUE TO SHIFTS IN CUSTOMER PREFERENCES
Type of risk: Transition Risk: Market 
Timeframe: Medium-term (2026-2035)
Risk
Opportunities
RISK DESCRIPTION
The automotive industry is facing disruptive trends that range 
from the emergence of the mobility services market to the 
acceleration of new technologies such as the autonomous vehicle. 
Automotive markets are shifting from vehicle ownership to shared 
mobility services that change the use of the vehicle fleet. More 
environmentally conscious consumers turn to product-service 
systems that encourage the collaborative consumption of goods 
and services. In some areas of the world, consumers are more 
reluctant to buy new vehicles and would rather look for shared 
mobility services. The risk for Stellantis is insufficient adaptation 
of its business model to new forms of mobility. 
POTENTIAL IMPACT
As new forms of mobility gain consumer acceptance, vehicle sales 
may decrease in some markets. The loss of revenue could affect 
profitability, lead to asset impairment and a fall in their securities 
valuation. The mobility service market may negatively affect 
the strength of Stellantis’ brands: new mobility services make it 
harder to differentiate a company’s products from those of its 
competitors and therefore harder to encourage customer loyalty. 
MITIGATION STRATEGY
Developing a portfolio of mobility services to prevent any gap 
between the market and Stellantis’ business strategy. Free2move 
and Leasys aim to compete with other actors, in and out of 
the automotive sector, on subscription economy trends. They 
represent opportunities for Stellantis to increase its revenue and 
gain market share outside of its traditional segments. 
Refer to section 4.1.7  
ADDITIONAL OPPORTUNITIES
Pursuing revolutionary autonomous driving projects as part of a 
multi-partner strategy. While tech players and start-ups should 
play an important role in the development of the autonomous 
vehicle market, it also represents a huge opportunity for 
traditional automakers who manage to launch innovative high 
technology projects. 
Refer to section 4.1.7 
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RISK #5: INCREASED FREQUENCY AND SEVERITY OF EXTREME WEATHER EVENTS AND WATER SHORTAGES
Type of risk: Physical Risk: Acute
Timeframe: Medium-term (2026-2035)
Risk
Opportunities
RISK DESCRIPTION
Science shows that extreme weather events are becoming more 
frequent and intense, that incremental climatic changes are very 
likely to happen, and that their impacts are expected to grow 
more severe over the coming years and decades. The impacts of 
physical risks are uncertain, in probability, magnitude and timing.
Water shortages represent a direct risk for Stellantis since its 
manufacturing sites use water for production processes. In 2022, 
35 plants were located in a high water-stressed area (according to 
the World Resources Institute’s Aqueduct “baseline water stress” 
indicator). These sites represent 32% of the Company’s production 
volume.
POTENTIAL IMPACT
Stellantis’ production facilities and supply chain are subject to risks 
related to natural disasters, such as earthquakes, fires, floods, 
hurricanes and other climatic phenomena. Any catastrophic loss 
or significant damage to any of its facilities would likely disrupt 
Stellantis’ operations, delay production and adversely affect its 
product development schedules and shipments and lead to a loss 
of revenue. Our suppliers and the entire extended supply network 
is also vulnerable to these same disruptive impacts, potentially 
leading to disruption in the supply of parts for Stellantis. The 
occurrence of a major incident at a single manufacturing site 
could compromise the production and sale of several hundred 
thousand vehicles. Any such loss or significant damage could 
result in expense to repair or replace the facility. Physical climate-
related risks could also have an impact on the cost of insurance. 
Conflicts of use in water stressed areas could have significant 
repercussions, notably economic and social impacts that would 
change the company’s relations with some of its stakeholders. 
Inadequate water supply for the painting and refrigeration 
processes would increase Stellantis’ operating costs. 
MITIGATION STRATEGY
Making and updating plans for business continuity and activity 
recovery at sites, according to their exposure to the risks and their 
criticality. Stellantis evaluates the probability of future impacts 
due to earthquakes, flooding,storms and hurricanes on its sites. 
Suppliers are encouraged to do the same. Stellantis is able to 
identify the most resilient supply chain options and associated 
suppliers.
Refer to section 2.3.1.3   
Relying on an effective risk-assessment method to evaluate the 
use of water in water-stressed facility locations and, as a result, 
to mitigate future climate change impacts in those areas. 
Refer to section 6.6.4.2 
Striving for responsible water stewardship. To anticipate conflicts 
of use in water-stressed areas and to comply with a developing 
regulatory framework, Stellantis set the objective to reach 1 m
3 of 
water withdrawn per vehicle produced in industrial activities, an 
improvement of almost 80% compared to current performance. 
Refer to section 6.6.2 
Proactive environmental management of the supply chain. 
In order to minimize risks and avoid supply chain incidents we 
monitor and require ISO 14001 certification from our supply 
base as well as carbon accounting activities covered by the 
Stellantis Supply Chain CDP Program. For strategic suppliers we 
additionally review environmental topics during the Top supplier 
Meetings. Operationally we work to optimize our supply chains by 
optimization of transport plans and -routes.
Refer to section 7.1.3 
ADDITIONAL OPPORTUNITIES
Reusing effluents for industrial use. Stellantis filters flushing 
water from the paint pre-treatment process and water from 
reverse osmosis to reuse them as industrial water.
Refer to section 6.3 
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IMPACTS OF CLIMATE-RELATED RISKS ON STELLANTIS CSR ISSUES 
CLIMATE SENSITIVE 
ISSUE
TRANSITIONAL RISKS
PHYSICAL 
RISKS
Policy & Legal 
risks
Technological 
risks
Market 
risks
Reputational 
risks
Vehicle CO2 emissions
Carbon footprint of the supply chain: 
purchasing and logistics
Industrial and sites carbon footprint
Vehicle impact on air quality
Responsible information to​ customers
Development of new mobility solutions 
(including autonomous vehicles) 
Management of company transformations
and social dialogue
Attracting and developing all talent
Wise use of materials in the vehicle life cycle 
(including product recycling)
Responsible purchasing practices (including 
local sourcing development) to support the 
Company’s development in host territories
Sustainable water management in 
manufacturing
Optimization of material cycles in industrial 
processes (including waste)
Protection of biodiversity
This table shows which climate risks may have an impact on Stellantis climate-sensitive CSR issues on the short-, or 
medium-term. The higher the climate sensitivity is, the more the climate risks affect Stellantis activities for those same 
CSR issues. For each issue, Stellantis adopts measures proportionate to its position in the materiality matrix and its 
sensitivity to climate .
 For more information refer to 6.2.3
 Stellantis adopts measures 
proportionate to its position in 
the materiality matrix and its 
sensitivity to climate
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2.3.1.3 A specific management of physical climate risks
Identifying and assessing the medium-, and long-term evolution of climate changes in terms of frequency and severity 
are key for Stellantis to build appropriate adaptation plans, manage the related financial impacts and mitigate the risks. In 
its global risk assessment, Stellantis evaluates the physical risks on its owned sites as well as in its supply chain. Indeed, 
extreme weather events or natural disasters could damage production facilities owned by Stellantis and its suppliers’ 
sites, disrupting production and leading to costly delivery delays to the end customer, or resulting in plant repair costs. 
For its own operations, Stellantis has implemented assertive industrial risk prevention strategies designed to:
	
■prevent the occurrence of major incidents;
	
■limit and control high-risk situations;
	
■enable the various Stellantis structures to deal with emergency and crisis situations;
	
■promote a risk prevention culture;
	
■and optimize the transfer to the insurance market of high frequency risks.
Stellantis sites build and update plans for continuity and recovery of operations according to exposure to the risks and 
criticality to the business. To evaluate the physical risks of Stellantis sites, the Company insurance partners use natural 
disaster risk analyses from insurance databases, such as NatCatService from Munich RE. They monitor and analyze the 
number of past geophysical, meteorological, hydrological and climatological events and their related financial losses. 
They also project future occurrences of natural disasters and their potential physical impacts. 
Based on this data, Stellantis evaluates the probability of future impacts due to earthquakes, flooding, storms and 
hurricanes on all its sites. This methodology was applied globally to 120 sites worldwide. As flood events are among the 
most relevant natural hazards that could affect Stellantis sites, a specific flood risk assessment study was done on the 
sites that were potentially exposed to a higher flood risk across the regions. The sites also continue to develop prevention 
plans based on those analyses with the adapted protocols, whereby investment requests regarding risk management are 
presented. In addition to the induced extreme climatic phenomena such as natural disasters, Company insurance partners 
also provide risk analyses regarding the direct consequences of the increase in temperature on Stellantis locations. In 
2022, a specific assessment based on the RCP 8.5 scenario identified the Stellantis locations the most prone to temporary 
closure due to heatwaves, triggering business interruption and related loss.
In its global risk assessment, Stellantis not only evaluates the physical risks on its owned sites, but also in its supply chain. 
The strategy to manage physical climate-related risks along the supply chain begins with a simplified, semi-quantitative 
approach used to prioritize suppliers, which helps focus on those crucial suppliers with the greatest potential impact or 
loss likelihood to Stellantis supply chains. A second step entails a methodology and supporting tool that allows Stellantis 
to assign a risk management maturity index to the supplier risk management processes. 
TCFD.Ra
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 Stellantis has implemented 
assertive industrial risk 
prevention strategies 
 
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The final step is to work with specialized third-party risk research and development advisors to identify and quantify 
risks that could impact the supply of components to Stellantis and develop adequate action plans to mitigate those risks. 
In terms of supplier selection processes, climate-related physical risks analyses based on the same tools are also used 
on suppliers’ sites based on their GPS coordinates. Stellantis is therefore able to identify the most resilient supply chain 
options and associated suppliers. Another way to manage climate-related physical risks in the supply chain is to support 
the increase in the recycling rates of critical raw materials and favor the integration of recycled material in our vehicles 
which also reduces the Company’s dependence on raw materials supplies .
2.3.2 RESILIENCE STRATEGY BUILT WITH CLIMATE-RELATED SCENARIOS 
In order to assess the impacts of both transition and physical climate-related risks in its strategy and planning and thus 
to build an effective resilience strategy, Stellantis takes into account how these risks could potentially evolve and what 
their implications might be. Indeed, most impacts of climate change are likely to affect Stellantis’ business and strategy in 
the medium- to long-term. This generates uncertainty concerning future climate events and the solutions that might be 
encountered to mitigate these risks. On those grounds, the Company uses qualitative and quantitative climate-related 
scenario analysis for three main purposes:
To make technology mix projections
The assessment of transition climate-related risks is based on a qualitative and quantitative climate-related scenario 
analysis. The scenarios used by Stellantis notably include potential scenarios for technological development or market 
conditions. Marketing and products division teams use various climate-related scenarios based on internal assessment, 
that are benchmarked with business partners and external scenarios developed by climate specialists, to ensure 
consistency with the 1.5°C scenario. 
The output of those scenarios is the potential market evolution by energy and technologies and for different geographical 
zones, taking into account electricity mix projections in the countries considered. This analysis enables Stellantis to 
understand the minimum and maximum thresholds of electrified vehicles needed on the market to be aligned with 
the Paris Agreement. The use of climate-related scenarios also helps with identifying the share of effort to be made to 
optimize CO2 emissions on conventional thermal vehicles in order to reach Stellantis targets relating to the average CO2 
emissions of all vehicles. 
To set greenhouse gas (GHG) emissions reduction targets
The use of climate-related scenarios supports the development of company-wide climate-related targets and the targets 
defined for scopes 1, 2 and 3 are aligned with a 1.5°C scenario. The assumptions for the decarbonization of electricity are 
based on the International Energy Agency scenarios. 
 For more information refer to 6.1
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To measure Stellantis’ assets exposure to climate events
Stellantis’ assessment of physical climate-related risks for Stellantis assets and for its suppliers is based on a qualitative 
and quantitative climate-related scenario analysis. The Company relies on its insurances partners who notably use 
natural disaster risk analyses from insurance databases, such as NatCatService from Munich RE. One of the most extreme 
scenarios considered in these databases is the IPCC RCP 8.5 scenario, the “worst-case climate scenario” studied in the 
IPCC fifth assessment report. 
Specifically for water stress risk, the Company uses the business-as-usual scenario (SSP2 RCP8.5) of the Aqueduct Water 
Risk Atlas for 2030 to conduct sensitivity analysis and stress testing .
2.3.3 CLIMATE EMBEDDED INTO BUSINESS PLANNING VIA THE USE OF AN 
INTERNAL PRICE OF CARBON
Regarding “carbon pricing”, Stellantis acknowledges - and has started to integrate into its various decision processes - the 
principle of regulatory pricing of GHG emissions, such as EU Emissions Trading System (ETS).
	
■The principle is already implemented for technical levers that reduce vehicle CO2 tailpipe emissions, allowing Stellantis to 
propose an optimized set of CO2 reduction levers on its vehicles based on a cost-efficiency analysis. 
	
■For upcoming new vehicle programs cost of compensation through carbon removal technologies of their global carbon 
footprint – including purchased parts - is assessed and is implemented in profitability study when relevant.
	
■All plants have CO2 reduction targets and are required to present roadmaps to reach Stellantis carbon net zero ambition 
and present yearly progress. The decision-making process which allows capital investments in carbon reduction projects 
takes carbon price into account as well as the alignment with the decarbonization goals.
In any case, Stellantis’ decarbonization pace is driven by its commitment to cut 2021 emissions by 50% in 2030 and by 
more than 90% in 2038, not by a trade-off between decarbonization costs and costs of remaining emissions.
 For more information refer to 6.6.4.2
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2.4 Climate governance and decision bodies to lead actions 
In order to have an efficient governance to support the implementation of decisions related to climate actions, Stellantis 
has embedded climate issues at various levels of the organization, with responsibility exercised within the Company’s 
management and executive functions. Taking steps for climate to be central in decisions and operations can protect 
performance and enable Stellantis to improve its economic and financial efficiency by safeguarding the value of its assets, 
managing its risks more effectively and protecting its value and sustainability in the medium- to long-term. 
2.4.1 SUPERVISORY BODIES: STRIVING FOR LONG-TERM CLIMATE RESILIENCE 
Bodies responsible for climate risks and opportunities oversight and control 
Stellantis N.V. has a one-tier board: the Board of Directors is responsible for management and strategic direction of the 
Company as well as oversight and control. 
The CEO is supported by the Top Executive Team aiming to secure worldwide profitable growth for Stellantis.
Within this governance structure, the Board of Directors considers subjects that link to the strategic plan. Climate being 
a key topic, the Board of Directors ensures that the strategy fits with Stellantis long-term vision and climate resilience, 
but also that related risks and opportunities stemming from the effects of climate change are properly identified and 
managed.
The CEO and the Strategy Council are responsible for defining the overall environmental strategy, including Climate 
related policies. The CEO reports to the Board of Directors.
Major strategic projects with significant impact on the CO2 emissions of the Company or its products are being brought to 
the Board of Directors for review and decisions. Those projects can be related to vehicle CO2 emissions reduction, as well 
as product planning or new mobility offers with CO2 emission reduction targets.
Other major projects that can be impacted by the consequences of climate change, such as the location of new sites, are 
also reviewed by the Board.
The Board reviews the related financial implications of strategic projects with significant impact on CO2 emissions, such 
as the CAPEX or strategic transformation needed to implement these projects. The Board discusses these projects for 
approval after being informed about aspects such as CO2 emission consequences and expected changes in the future 
mobility market.
During Board meetings, Stellantis’ strategic climate commitments, their implementation and their progress versus targets, 
are discussed to the Board of Directors, in order to deliver relevant information on the climate-related CSR issues impacting 
the organization.SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTION
SASB-410a.3
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Board of Directors committees: incorporation of climate related topics 
With its 11 members, the Board of Directors has implemented three Committees with specific roles:
	
■the Audit Committee;
	
■the ESG Committee;
	
■the Remuneration Committee.
These specialized Committees prepare and produce work for the Board of Directors. Each Committee issues proposals, 
recommendations and opinions within the scope of its responsibilities. 
ESG Committee
The ESG Committee is responsible for monitoring and evaluating reports on the Company’s sustainable development 
policies and practices, management standards, strategy, performance and governance globally. It is also responsible for 
reviewing, assessing and making recommendations regarding strategic guidelines for sustainability-related issues and 
reviewing the annual CSR Report. 
In 2022 climate change-related topics have been addressed by the Committee in its meetings.
2.4.2 EXECUTIVE BODIES: PUTTING CLIMATE RESPONSIBILITY AS A CENTRAL 
THEME IN EXECUTIVE DECISION-MAKING 
The Top Executive Team has a broad reach across the organization. Therefore, the Team has a global vision of climate-
sensitive challenges and the impacts that these challenges have on the Stellantis business model and management 
bodies. The Top Executive Team monitors progress against climate commitments and objectives, and reviews the top risks 
with a particular focus on climate change, especially vehicle CO2 emissions, as the most strategic CSR issue for Stellantis.
Therefore, climate-sensitive issues are embedded in decisions made by the Top Executive Team on reviewing and guiding 
major plans of action, annual budgets or business plans.
At the Executive level, two global Committees review climate-related topics: 
The Strategy Council 
The role of the Strategy Council is to look at the long-term future and potential courses of action for growth and to 
define the Strategic Plan and validate the corresponding investment plans. Since the topic of CO2 emissions of vehicles 
is a strategic issue for Stellantis, the Strategy Council’s role is to verify that proposals on these topics fit the Company’s 
strategy and its execution. 
TCFD.Gb
GRI 2-23
GRI 3-3
 The Top Executive 
Team has a global vision 
of climate-sensitive 
challenges
 
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The Strategy Council meets monthly, to direct the strategy regarding vehicle CO2 emissions and to review on a quarterly 
basis the overall carbon net zero roadmap with the Top Executive Team. The main objectives are to:
	
■Share the forecast of vehicle CO2 emission average for short, medium and long-term in different countries and 
geographical areas (especially where CAFE/CO2 regulation exists, such as in the U.S., Europe, China, Brazil, Japan, Korea, 
India, Australia, etc) and decide on action plans;
	
■Share the scenarios on hypotheses worked out by the Company’s experts: 
	
●using internal data related to Stellantis’ current technologies 
	
●using external data related to climate scenarios and market trends (regulation assumptions, energy mix evolution, 
uptake of electrified vehicles, etc.)
	
●covering risks regarding the supply chain including shortages.
	
■Approve global action plans and make the necessary decisions to achieve Stellantis carbon net zero roadmap consistently 
with the Dare Forward 2030 strategic plan.
The range of attendees demonstrates that the CO2 issue is at the core of Stellantis activities and strategy: the CEO is 
the Chairman of the Strategy Council. Top Executive Team members from Planning, Manufacturing, Purchasing & Supply 
Chain, General Counsel, Human Resources & Transformation, Finance, Regions, Brands and Engineering also participate. 
The frequent briefings of Top Executive Team members during the Strategy Council meetings about climate-related topics 
such as Life Cycle Assessment or carbon neutrality are meant for top managers to be up-to-date regarding climate change. 
The Industrial Committee
Reflecting Stellantis’ commitment to embed CO2 issues within executive decision-making, the Industrial Committee was 
established in 2021. It provides notably executive bodies within Stellantis with a global overview of CO2 issues within 
industrial activities. This instance validates the mid- and long-term vision about CO2 emissions from industrial activities. 
This committee reviews all initiatives related to the plants to ensure that they are following the decarbonization strategy .
Strategic and operational decision-making to drive climate risks and opportunities 
management across the organization
CO2 Corporate Office
In the planning division, the CO2 Corporate office is leading a global cross-functional team to drive all the action plans to 
go towards CO2 emissions reduction and carbon net zero objective.
The Executive Vice President, Planning holds direct and specific responsibility on corporate CO2 emission average, 
provides orientation for the development of new vehicles and in particular low-carbon vehicles. The Planning division 
translates Stellantis strategy into product plans and supervises their implementation by steering the development of 
vehicle and subassembly programs with the responsibility for their economic performance.
 For more information refer to 2.6.3
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Several climate issues fall into the scope of the Executive Vice President, Engineering, who supervises the research 
and development of low emission technologies as well as the reduction of the impact on air quality of the Company’s 
technologies and the wise use of materials in the vehicle life cycle.
The Executive Vice President, Purchasing and Supply Chain, is involved in reducing emissions from purchased goods 
and services since they will represent an increasing portion of the Company’s CO2 footprint. The division monitors the 
environmental performance and CO2 emissions of suppliers and uses local sourcing as a way to enhance CO2 performance 
of Stellantis. It also manages the logistics challenges on CO2 emissions.
The Executive Vice President, Manufacturing, coordinates the deployment of Stellantis environmental policy for 
manufacturing and research sites. In addition, the Executive VP manages an annual investment plan that targets plant 
operations compliance with regulatory changes, while mitigating pollution and environmental risks. In addition to product 
strategy, which emphasizes the development of low-carbon vehicles, the Executive Vice President Manufacturing focuses 
the Manufacturing Division on programs and actions to reduce the Company’s carbon footprint through a reduction of 
energy consumption and an increase of renewable sources.
The Executive Vice President, Customer Experience, is responsible for the Company’s Quality Policy and the Conformity 
of Production of the homologated vehicles, notably their conformity to the vehicles CO2 emission requirements.
The Executive Vice President, Human Resources and Transformation contributes to the Company’s transition to a low-
carbon economy by providing the necessary skills through the attraction of talent, the upscaling of employees and the co-
construction of the Company’s future via social dialogue with employees’ representatives. In addition, the Human Resources 
and Transformation Division is widely developing teleworking and online meetings to reduce the carbon footprint linked 
to employees commuting daily from home to the workplace or travelling between Company locations. Real Estate assets 
are also managed to minimize their carbon footprint and their resilience to physical risks. This Executive Vice President also 
supervises the Audit and Compliance Department in charge of the Company’s risk management and internal control.
The Executive Vice Presidents for mobility and connectivity services, have an essential role in the implementation of 
new mobility solutions and the development of Free2move and Leasys, Stellantis’ mobility brands, with the ambition to 
make them the preferred mobility service providers for customers.
The Office of the General Counsel provides climate change-related, CO2 regulatory updates and legal support to the 
Company’s organizations. Among other matters, it deals with GHG-related governmental enforcement and private 
litigations. The Public Affairs Department, under the responsibility of the General Counsel, is responsible for supporting 
the Company’s interactions with institutions concerning climate.
Finally, across the regions and brands, consistency on climate change is also targeted at the Top Executive Team 
level, since the Executive Vice Presidents of the Company’s geographical business regions or brands are in charge of 
implementing climate action plans in their area of responsibility and working to the achievement of the objectives set 
by the Executive Committee.
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2.4.3 EMBEDDING CLIMATE ACROSS VARIOUS MANAGEMENT LEVELS
Climate risks and opportunities management is shared across the organization. Meeting the climate-related commitments 
is highly strategic for Stellantis. Therefore, CO2 dedicated targets are annually set at various management levels and 
according to job perimeters (defined and reviewed during the annual performance review). Corresponding incentive plan 
are in place to foster the climate performance of the Company and the achievement of the set targets. Individual salary 
raises and bonuses are linked to the annual performance assessment, which can notably take into account some of the 
following carbon-related targets for certain employees.
Examples of incentives plans for the management of climate-related issues
ORGANIZATIONAL DIVISIONS
CLIMATE-RELATED TARGETS
All Stellantis employees eligible 
for the incentive plans
Reductions in carbon emissions principally through the growth in production and sales of 
electric vehicles
Chief Executive Officer
Top Executive Team members 
Planning
Short-term CO2-related targets, on the implementation of specific programs aligned with 
the ambition to reduce average CO2 emissions of the vehicles sold worldwide.
Vehicle project managers can have targets based on vehicle CO2 performance.
Manufacturing
Short-term CO2 reduction targets based on improved energy consumption and increased 
share of decarbonized electricity.
Energy, environment and facility managers are operationally involved in facilities 
environmental management and energy saving and have targets related to energy savings 
in terms of CO2 emission reduction.
Purchasing & Supply Chain
Short-term CO2 reduction targets based on the increase of the share of strategic suppliers 
demonstrating a CO2 trend compliant with the Paris Agreement and on the implementation 
of processes allowing to reduce CO2 emission of purchased parts for EVs.
This incentive plan demonstrates the integration of climate objectives in the compensation system across the 
organization. The 2023 annual bonus plan will include the additional ESG metric of reductions in carbon emissions 
principally through the growth in production and sales of electric vehicles.
TCFD.Ga   TCFD.Gb
GRI 2-19   GRI 2-20
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2.5 Vehicle CO2 emissions
Cutting CO2 vehicles emissions is the first dimension of Stellantis’ decarbonization strategic plan. The levers on 
Well-to-Wheel CO2 emissions presented in this section support Stellantis to meet its objective of reducing by 50% its 
carbon footprint in 2030 compared to 2021, on the Company’s path to carbon net zero in 2038. 
2.5.1 POLICIES TO EXECUTE THE STRATEGY
Stellantis is committed to reducing its CO2 emissions in the various regions in which it operates. Stellantis’ strategy is 
to strive for compliance with Corporate Average Fuel Economy and CO2 regulations worldwide. As they are by far the 
Company’s main carbon footprint component, emissions from use of sold products (use phase of new sold vehicles) are at 
the center of the Company’s carbon net zero objective, which was determined using a Well-to-Wheel approach. 
The main levers for the Company to reduce vehicle CO2 emissions are:
	
■a LEV mix ramp-up, offering a wide range of BEV and PHEV ;
	
■a zero-emission fuel cell offer for LCVs, complementary to full battery models ;
	
■a BEV-by-design platform strategy to be operational from 2024 ; 
	
■a vertical integration strategy aiming to control the LEV value chain and its costs, to secure supply and quality ;SDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURE
  SDG 11: SUSTAINABLE CITIES AND COMMUNITIES
  SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTION
  SDG 13: CLIMATE ACTION
SASB-410a.3
GRI 3-3
GRI 305-5
 For more information refer to 2.5.3.2
 For more information refer to 2.5.2
 For more information refer to 2.5.3.2.1
 For more information refer to 2.5.3.2.2
	
■the use of MHEV technologies ;
	
■the deployment of technical levers to improve all key aspects of energy consumption: for example, aerodynamics, rolling 
resistance and electrical consumption .
2.5.2 ORGANIZATION AND RESOURCES 
Given its high stake for Stellantis, resources are mobilized across the Company for its electrification: from the definition 
of the strategy to the sales in all regions, with the involvement of planning, engineering, manufacturing and supply chain 
divisions.
2.5.2.1 Managing vehicles CO2 emissions
Stellantis incorporates CO2 emissions management from product planning to sales. Dedicated tools have been put in place 
to provide real-time information on the current status and forecasts of CO2 emissions for all Stellantis brands, allowing the 
revision of production program and commercial policy accordingly. 
 For more information refer to 2.5.3.3
 For more information refer to 2.5.3.4
GRI 3-3
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2.5.2.2 Investment in innovative tech to reduce CO2 emissions of products 
To limit CO2 emissions from vehicles, Stellantis is continuing to develop efficient products by implementing technical 
solutions whose cost effectiveness is beneficial for its customers. The Company plans to invest more than €30 billion 
through 2025 in electrification and software, while continuing to be one of the automotive efficiency front runners, with 
investment efficiency significantly better than industry average, with respect to total Capex and research and development 
spend versus revenues.
Patent strategy
Our patented inventions are a key factor in working toward these objectives and provide us with a strategic competitive 
advantage. In 2022, Stellantis published a total of 1,177 patents applications that were mainly focused on major challenges 
of tomorrow’s mobility, notably the development of new powertrains to meet our customer expectations for energy 
transition and sustainable and responsible mobility: engines and transmissions for electrified vehicles, batteries, fuel cells 
and their control strategies, as well as driver assistance systems, connectivity and services; vehicle platforms comfort and 
safety equipment.
Fuel Cell: an additional opportunity in Stellantis’ portfolio
Through its Hydrogen Fuel cell Center of Competence in Rüsselsheim (Germany), Stellantis is leading research to develop 
Fuel Cell Electric Vehicle (FCEV) technology.
The research is built around the following pillars:
	
■design to customer: LCV market, B2B, Total Cost of Ownership (TCO) centric, shipping volume and payload preserved;
	
■design to optimize development cost: right power architecture associated with a plug-in battery and a high level of 
carry over platform and e-powertrain;
	
■global offering: Stellantis/Energy providers partnerships including vehicle, aftersales, leasing, services, energy 
infrastructure and supply.
As a result, the Company began the launch in 2021 of a Light Commercial Vehicle (LCV) fleet equipped with this 
FCEV technology. This technology combines hydrogen fuel cell and electric battery to provide the energy to the 
electric motor. It allows Stellantis to place a zero emission FCEV solution, complementary to the 100% battery-
electric solution, and thus will attract new customers, in particular those who drive frequently long distances and 
need to refuel quickly. This version offers 400 km of range at a refueling time for a complete fill with hydrogen of 
three minutes only, without any compromise on payload and volume. This technology is already available on Citroën, 
Peugeot and Opel models and production capacity will reach 5,000 vehicles per year from 2024 because of new 
investments at Hordain plant in France .
More information on Hydrogen Fuel Cell is available on the corporate website.
GRI 305-5
 PRESS RELEASE
Stellantis Hordain: First Plant in the World 
to Produce Hydrogen-powered, Electric and 
Combustion Engine Commercial Vehicles
https://www.stellantis.com/en/news/
press-releases/2022/october/stellantis-
hordain-first-plant-in-the-world-to-
produce-hydrogen-powered-electric-
and-combustion-engine-commercial-
vehicles#:~:text=Stellantis%20Hordain%3A%20
First%20Plant%20in%20the%20World%20
to,cell%20light%20commercial%20vehicles%20
to%20an%20industrial%20level
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Use of alternative fuels
Alternative fuels are also a key component of Stellantis’ strategy to achieve fleet greenhouse gases (GHG) emission 
reduction, considering that the production of alternative fuels emits less CO2 which can compensate for tailpipe CO2 
emissions.
In close collaboration with leading renewable fuel producers, Stellantis makes sure that products in the hand of customers 
will be well prepared for these fuels.
Within Stellantis, the Center of Competence Alternative Fuels (CCAF) leads the research and development activities and 
is responsible for technological, strategic and application knowhow on Alternative Fuels.
Alternative fuels from biological origin (Biofuels)
	
■Ethanol flex-fuel vehicles in Brazil: Stellantis develops flex-fuel vehicles (FFV), which run on gasoline-ethanol blends in 
variable proportions: in 2022, more than 500.000 Stellantis flex-fuel vehicles were registered in Brazil. 
	
■Stellantis is also working to anticipate the potential increase of bio component rate like ethanol or Hydrotreated 
Vegetable Oil, in order to have vehicles that are compatible with future European standards.
	
■To support the development of “advanced biofuels” from non-food resources, such as biomass waste, non-hazardous 
organic waste and micro-algae, Stellantis has conducted projects such as lipid biofuels from micro-algae in France (PE 
Shamash project3) and in Brazil with the Federal University of Parana in Curitiba.
Alternative fuels from non-biological origin: non-fossil e-fuels
Stellantis is also actively exploring the potential of e-fuels, synthetic fuels produced from the combination of carbon 
dioxide and hydrogen from water electrolysis with renewable electricity. The objective is to reduce production cost and 
prices of such e-fuels and to develop direct air capture of CO2 to optimize GHG balance.
2.5.3 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS 
2.5.3.1 CO2 performances of Stellantis vehicles: a trajectory in line with the COP21 commitments
The whole Company is committed to CO2 reduction efforts, from the Engineering Department to commercial network. 
A Tank-to-Wheel performance compliant with CO2 regulations
Being fully compliant to regulatory requirements is an essential prerequisite for Stellantis. 
Driven by the electrification ramp-up and technical improvements brought to conventional vehicles, the CO2 emissions of 
sold vehicles are improving year-over-year.
3 Production of a methyl ester from the microalgae Nannochloropsis grown in raceways on the French west coast, Fuel Elsevier, Fuel 153(2015)640-649
GRI 3-3
GRI 302-5
GRI 2-27
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In 2021 and 2022, in the European Union and United Kingdom, Stellantis has reached its Corporate Average Fuel 
Economy (CAFE) regulatory targets, both for passenger cars and light commercial vehicles without buying any 
external credits.
Stellantis is also planning for compliance with local regulations in all other CO2 regulated markets, potentially leveraging 
opportunities to carry forward and carry back credits where applicable through local regulation with the aim of ensuring 
self-compliance of Stellantis without additional credit purchases from other manufacturers4 . 
Stellantis is striving to achieve a higher level of CO2 performance year after year by:
	
■Investing in LEV technologies 
	
■increasing our LEV sales with the ambition to be one of the top players of LEV markets in the future years, especially 
in Europe and in the U.S.
	
■Optimizing technologies that benefit both LEV and ICE vehicles. 
4 Outside of Stellantis brands and Stellantis JV’s
 For for Stellantis’ sales-weighted average 
fuel emissions and CO2 emissions data by 
region refer to 2.5.4.1
 For more information refer to 2.5.3.2
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2.5.3.2 Electrification: an ambitious plan to roll out electric and hybrid technologies 
Stellantis responds to the environmental challenges associated with vehicle use thanks to technological solutions designed 
to drive powerful breakthroughs in fuel efficiency and CO2 emissions. The introduction of zero-emission electric vehicles 
and plug-in hybrid vehicles, are poised to enable the company consolidate its position in the low-emission vehicle (LEV) 
segment in its various markets.
Placing short-, medium- and long-term quantitative targets on the share of LEVs sales in the total sales and on the 
percentage of nameplates available in a LEV version enables Stellantis to define and track alignment with a clear roadmap 
of how to attain its fleet CO2 emissions reduction targets. 
Stellantis electrification roadmap
Each of the Company’s 14 vehicle brands is committed to offering fully electrified solutions.
In 2022, 48 percent of Passenger Cars nameplates in Europe (versus 40 percent in 2021) and 14 percent of Passenger 
Cars and Light Duty Trucks nameplates in the U.S. (versus 10 percent in 2021) were available in an electrified 
version. 
In 2025: 
	
■96% of the Passenger Cars (PC) models marketed by Stellantis in Europe will be offered in full electric (BEV) or plug-in 
hybrid versions (PHEV);
	
■91% of the Passenger Cars, Light Duty Trucks (LDT) models marketed by Stellantis in the U.S. will be proposed in 
electrified version.
By 2030, Stellantis targets to include a BEV version of all our passenger car models marketed in Europe and all our 
passenger car and light duty trucks models marketed in the U.S.
By 2030, Stellantis targets to 
include a BEV version of all our 
passenger car models marketed 
in Europe and all our passenger 
car and light duty trucks models 
marketed in the U.S.
 
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After four BEVs and six PHEV in 2021, three new BEV and five new PHEV vehicles have been launched in 2022:
	
■BEV: Fiat E-Doblo, Fiat E-Scudo (in Europe) and Citroën All-New Ë-C3 (in India) 
	
■PHEV: Peugeot 308 SW, Citroën C5 X, Opel Astra, Alfa Romeo Tonale, Jeep Grand Cherokee 4xe 
In 2023, nine BEV and three PHEV are planned to extend Stellantis LEV offer. 
Stellantis also offers a sustainable urban mobility line-up, including Citroën AMI, AMI Cargo and Opel ROCKS-e. Those 
urban low footprint electric devices, accessible to young drivers, are an additional answer to current mobility requirements, 
especially in cities.EUROPE
EUROPE: nameplates with electrified version (PC)USA
US: nameplates with electrified version (PC & LDT)
20%
10%
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
40%
60%
70%
80%
90%
100%
50%
30%
40%
15%
76%
53%
48%
14%
96%
78%
61%
31%
100%
100%
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
10%
55%
36%
14%
91%
59%
29%
8%
100%
100%
20%
10%
40%
60%
70%
80%
90%
100%
50%
30%
BEV%
LEV%
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ELECTRIFIED LAUNCHES IN 2022
Fiat 
E-Doblo
Fiat
E-Scudo
Citroën
All-New Ë-C3
Peugeot
308 SW
Citroen
C5 X
Opel
Astra
Alfa Romeo
Tonale
Jeep 
Grand Cherokee 
4xe
This electrification roadmap supports the Dare Forward 2030 strategic plan objective to grow, year by year, the worldwide 
LEV sales mix and to reach in 2030 a BEV sales mix of 100% in Europe for PC and 50% in the U.S. for PC and LDT,
Based on internal estimates, in 2022 :
	
■In Europe 305, LEV sales represented 18.3% of Stellantis passenger cars (versus 12.8% in 2021), 
	
■In U.S. 4.9% of passenger cars and light duty trucks sold by Stellantis were LEVs (versus 3.4% in 2021).
	
■more than 40% of electric light commercial registered on European market were Stellantis vehicles.
LEV mixes increase is one of our main levers on our roadmap to carbon net zero . 
Stellantis’ fast LEV mix ramp-up is supported by:
5 Europe 30 = EU 27 (excluding Malta) + Norway + Iceland + UK + Switzerland (inc. Liechtenstein)
 For Stellantis’ detailed sales mix by 
energy type refer to 2.5.4.2
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■A pure BEV-focused platform strategy 
	
■A vertical integration strategy to master the LEV value chain 
	
■A charging and energy strategy that aims to position Stellantis in the e-mobility ecosystem 
These three levers are consistent and intertwined. Stellantis strategy to gain control over the LEV value chain is supported 
by specific EV-related services from Free2move eSolutions joint venture that delivers charging infrastructure solutions, 
charging-as-a-service and advanced energy services to European customers. This is expected to be leveraged in the BEV-
focused platform strategy, which means that Stellantis should have a 360-degree approach to control the performance 
that it delivers to the customers, both in terms of range, drive smoothness, quality, but also the high level of control of 
cost and supply.
 For more information refer to 2.5.3.2.1
 For more information refer to 2.5.3.2.2
 For more information refer to 2.5.3.2.3
DIALOGUE WITH STAKEHOLDERS
Electrification is one of the key pillars supporting Dare Forward 2030 long term Stellantis strategic plan (announced 
March 1, 2022)
 Through a 360-degree approach, Stellantis electrification strategy includes: 
	• Electrification roadmap for product line up and adaptation of our manufacturing facilities
	• New integrated value chain covering the product life cycle Mastering the LEV value chain 
 For more information refer to 2.5.3.2.2
	• Development of future batteries technologies (Solid-state) Battery technologies innovation: more energy density, 
faster to charge, less expensive  
 For more information refer to 2.5.3.2.4
	• Raw material availability increase Link to paragraph Material supply
	• Wide range of services for the customers Link to An active role in contributing to affordable and clean mobility
2.5.3.2.1 The pure BEV-focused platform strategy of Stellantis
From 2024, the sales of Stellantis’ LEV products worldwide are expected to be driven by a 4 platform BEV-focused 
strategy for Passenger Cars: Stella Small for the A, B and C segments; Stella Medium for C and D segments; Stella Large 
for D and E segments and Stella Frame platform for the electrified E and F segments SUVs and the pickup trucks. 
Covering the various market segments and regions where Stellantis operates, these full-BEV platforms should enable 
high modularity with parts and technology commonality without any compromise on BEV performance. 
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This limited number of platforms will be BEV-focused to ensure that the Company has a volume scale effect that is 
intended to drive the cost competitiveness and therefore the profitability of Stellantis, in order to compensate for 
electrification costs. Being BEV-focused, they will deliver a significant performance to address the range anxiety of BEVs. 
The Stella Small for A, B and C entry products is expected to deliver more than 500 kilometers of range. The Stella Medium 
is expected to deliver more than 700 kilometers of range. The Stella Large is expected to deliver more than 800 kilometers 
of range. On the Stella Frame, the expected range is 800 kilometers.
Until the launch of Stellantis’ BEV-by-design platforms, existing multi-energy platforms will allow the manufacture of the 
next generation of electric vehicles.
As a result, Stellantis has the flexibility to adapt to changes in the energy mix in its various markets and can offer its 
customers a comprehensive range of technologies that meet their usage needs and contribute to increasingly responsible 
mobility.
STELLANTIS’ BEV-BY-DESIGN PLATFORM MOMENTUM
The sales of Stellantis’ LEV 
products worldwide will 
be driven by a 4 platform 
BEV-focused strategy for 
Passenger Cars
 
4 BEV 
BY DESIGN PLATFORMS
STLA 
SMALL
500 km
300 miles
HIGH ENERGY DENSITY 
AND EFFICIENT BATTERIES
STLA 
MEDIUM
700 km
440 miles
OPTIMIZED SEGMENTATION 
FOR FULL MARKET COVERAGE
STLA 
LARGE
800 km
500 miles
CROSS SHARED COMPONENTS 
AND SYSTEMS
STLA 
FRAME
800 km
500 miles
3 UNIBODY 
1 BODY ON FRAME
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COMPANY TRANSFORMATION THROUGH THE SOFTWARE STRATEGY
The heart of the transformation to customer-centric services is the new electrical/electronic (E/E) and 
software architecture. As announced on December 7, 2021 during the Stellantis Software Day , three 
new tech platforms (STLA Brain, STLA SmartCockpit, STLA AutoDrive) will be launched in 2024 and will 
be deployed, at scale, across the four vehicle platforms of Stellantis over the following two years.
STLA Brain will be fully Over-the-Air (OTA) capable, with 30 modules addressed, versus 10 today, 
making it highly flexible. It is a service-oriented architecture fully integrated with the cloud that 
connects electronic control units within the vehicle with the vehicle’s central high performing computer 
(HPC) via a high-speed data bus. 
It breaks today’s bond between hardware and software generations, enabling software developers to 
create and update features and services quickly without waiting for a new hardware launch.
Stellantis Software Day 
https://www.stellantis.com/
en/investors/events/sw-day-2021
2.5.3.2.2 Mastering the LEV value chain
Stellantis is working to secure and grow its share of the added value relating to low-emissions vehicles, having found a 
balance between partnerships with expert companies and in-house design and manufacturing. 
With this strategy, Stellantis is targeting to control 80% of the BEV value with its joint ventures which is more than the 
share of value that the company controls for ICE (in both cases without taking into account raw materials).
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INCREASING THE CONTROL OF THE LEV VALUE ADDED 
Stellantis
Partnership with Stellantis
Cell and Module
SOP*: upcoming
Raw materials  
(Lithium, Nickel, Manganese...) 
sourcing securitization 
through partnerships
Services
STLA BEV platform
Reducer
Battery Housing and Assembly
Battery management system
SOP*: upcoming
E-Powertrain and Vehicle 
Energy Management 
Software
e-motors
e-DCT**
SOP*: upcoming
* Start Of Production 
** For PHEV 
*** 
 Closing subject to customary closing conditions, including regulatory approvals
SOP*: upcoming
SOP* ***: upcoming
Stellantis is working to 
secure and grow its share of 
the added value relating to 
low-emissions vehicles
 
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Strategic move to become a leading player in battery cells and modules
Getting ready for the electric future of mobility, Stellantis is focused on securing its battery cells supply as itis the most 
cost-, quality- and performance sensitive matter of an EV, which is the battery cell. For that purpose, the Automotive Cells 
Company (ACC) joint venture was created in September 2020 between former PSA/Opel and Total/Saft, In September 2021 
Mercedes-Benz AG agreed to join ACC as its third partner. First ACC gigafactories will be located in Douvrin (France) for the 
start of production in 2024 and in Kaiserslautern (Germany) for the start of production in 2025 . A third facility located in 
Termoli (Italy) has been announced for a total ACC cell capacity of more than 120GWh by 2030. ACC capacity plan will mobilize 
an investment of more than €7 billion. The technology used targets to offer the highest level of energy performance, both in 
terms of range and charging time and improved carbon footprint compared to current results. This project aims to position 
ACC as a major competitive player in supplying electric vehicle manufacturers with high-performance batteries .
In 2022, Stellantis finalized a joint venture with Samsung SDI for the production of battery cells and modules for North 
America, targeted to begin production in Kokomo, Indiana (U.S.) in 2025 with initial annual production capacity of 23 GWh. 
In 2022, Stellantis and LG Energy Solution also announced a plan to invest $5 billion CAD in a joint venture for Canada’s 
first large scale lithium-ion battery production plant, which will be built in Windsor, Canada. The agreement between 
Stellantis and LG Energy Solution is subject to customary closing conditions. Other joint ventures, with Nidec Corporation 
and Punch Powertrain, were established to design and manufacture electric propulsion system-related components.
Total capacity of these two plants is planned to be close to 80 GWh which will contribute to support the global Stellantis 
demand of 400 GWh by 2030 .
Strategic partnerships regarding e-components integration for next generation of electrified Powertrain
As announced in the Dare Forward 2030 strategic plan, in order to increase control of cost, quality and performance of electric 
powertrain-related components, Stellantis has embedded their design and manufacture through joint ventures – respectively 
Nidec Stellantis e-motors and Punch Powertrain Stellantis e-transmissions – but also reduction gears and battery pack assembly. 
Thereby, new e-components for PHEV, BEV and MHEV applications are integrated in the upcoming generation of 
electrified powertrains. Innovation activities aim to reduce cost, improve efficiency and compactness.
Nidec Stellantis e-motors
Stellantis formed a joint venture with Nidec Leroy-Somer Holding in the field of electric motors. Backed by a €220 
million shared investment, the partnership should lead to the development of a cutting-edge range of electric motors for 
electrified vehicles. The joint venture aims to meet the needs of both Stellantis and other automakers.
Based in Carrières-sous-Poissy, just outside Paris, the entity currently comprises 240 employees dedicated to designing, 
developing and manufacturing new electric powertrains to be produced at the Trémery plant (Moselle, France). This plant has 
been upgraded through industrial investments of more than €93 million to date. Production has started in 2022 and is expected 
to exceed one million motors per year by 2024 for PHEV and BEV vehicles of Stellantis and possibly other automakers. 
 PRESS RELEASE
Stellantis Affirms Commitment to Italy with 
Automotive Cells Company’s (ACC) Planned 
Battery Plant Investment: 
https://www.stellantis.com/en/news/
press-releases/2022/march/stellantis-
affirms-commitment-to-italy-with-
automotive-cells-company-s-acc-planned-
battery-plant-investment
 PRESS RELEASE
Stellantis and LG Energy Solution to Invest 
Over $5 billion CAD in Joint Venture for 
First Large Scale Lithium-Ion Battery 
Production Plant in Canada
https://www.stellantis.com/en/news/
press-releases/2022/march/stellantis-and-
lg-energy-solution-to-invest-over-5-billion-
cad-in-joint-venture-for-first-large-scale-lithium-
Ion-battery-production-plant-in-canada
 PRESS RELEASE
Stellantis and Samsung SDI to Invest Over 
$2.5 billion in Joint Venture for Lithium-Ion 
Battery Production Plant in United States
https://www.stellantis.com/en/news/
press-releases/2022/may/stellantis-and-
samsung-announce-battery-plant-in-kokomo
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3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
2 CLIMATE CHANGE
2 BRINGING A TANGIBLE IMPACT ON CLIMATE CHANGE - CLIMATE REPORT
Battery Cell Gigafactory
Battery Tray Process
Battery Assembly shop
ePWT Process
Electrified Transmission
Punch Powertrain Stellantis e-transmissions
Stellantis and Punch Powertrain have formed the e-Transmissions Assembly joint venture. The entity is backed by a 
shared investment of €82 million and will focus on producing the future generation of electrified dual-clutch transmissions 
(eDCTs) as from 2023.
Featuring a 48-volt configuration, the transmission will be fitted on Stellantis’ future MHEV models. The eDCT will be 
designed and developed in Punch Powertrain research centers in Belgium and the Netherlands and manufactured at 
Stellantis’ Metz plant in Moselle (France), a facility chosen for its cost-efficiency and recognized for its expertise in gearbox 
production. The Metz plant is expected to have an annual production capacity of 600,000 eDCT gearboxes, supported 
by a €57 million industrial investment to date. To extend further the manufacturing capacities of eDCT gearbox, a second 
plant in Mirafiori (Turin - Italy) has been announced in September 2022 and is expected to start deliveries in 2024.
A second joint venture was established to design, manufacture and supply state of the art components and sub-systems 
for the future generation of the electrified transmission, the Dual Clutch Transmission (DT2) by Punch Powertrain which 
is cost efficient and compact, available in Mild hybrid 48V, plug-in hybrid or conventional variants .
Industrial footprint of LEV-related activities
ELECTRIFICATION FOOTPRINT: PICTURE 2022>2025
 PRESS RELEASE
Transformation in Action: Trémery-Metz 
Powertrain Plants in France Support 
Stellantis’ Electrified Portfolio
https://www.stellantis.com/en/news/
press-releases/2022/june/transformation-in-
action-tremery-metz-powertrain-plants-in-
france-support-stellantis-electrified-portfolio
Kokomo
Windsor
Toluca
Vigo
Mangualde
Madrid
Elsmer Port
Rennes
Zaragoza
Luton
Poissy
Douvrin
JV Tremery
Hordain
Valenciennes
Sochaux
Metz
Kaiserslautern
Mirafiori
Russelsheim
Eisenarch
Cassino
Termoli
Melfi
Mulhouse
Gliwice
Trnava
Tychy
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4 CUSTOMERS EXPECTATIONS
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6 RESPONSIBLE USE OF RESOURCES
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Material supply
Many raw materials used for High-Voltage Batteries are in demand due to the shift to electrification. The manner in which the 
materials are extracted and processed are often riskier and require appropriate monitoring. For example, cobalt is of growing 
interest for the auto industry due to its use in electric vehicle batteries. Stellantis participates in a variety of projects related to 
materials research, notably to reduce or substitute critical raw materials with other more sustainable metals in high-voltage 
batteries. We are a member of the Responsible Minerals Initiative (RMI) to build capacity in the extended supply chain down 
through the mine level. Activities to conduct voluntary due diligence efforts are underway with our suppliers. We have 
used the Cobalt Reporting Template (CRT) from the RMI to begin preliminary data gathering. Stellantis is conducting a due 
diligence program on these raw materials, with a priority on Cobalt and Lithium, in partnership with RCS Global .
 For more information refer to 7.1.4
As announced in the Dare Forward 2030 strategic plan, to secure lithium availability, Stellantis signed a binding agreement 
with Vulcan Energy to supply battery grade lithium hydroxide in Europe for use in electrified vehicles.
On June 24, 2022, Stellantis announced a €50 million (A$76 million) equity investment in Vulcan Energy Resources Limited 
and an extension of the original binding offtake agreement signed in November 2021 for supply in Europe from 5 years 
to 10 years (up to 99,000 tons per year). The equity investment will go towards Vulcan’s planned production expansion 
drilling in its producing Upper Rhine Valley Brine Field. These are subject to customary closing conditions, including 
regulatory approvals .
 PRESS RELEASE
Stellantis Expands Relationship with Vulcan 
Energy Becoming Shareholder in Decarbonized 
Lithium Company
https://www.stellantis.com/en/news/press-releases/
2022/june/stellantis-expands-relationship-
with-vulcan-energy-becoming-shareholder-in-
decarbonized-lithium-company
 PRESS RELEASE
Stellantis Secures Low Emissions Lithium 
Supply for North American Electric Vehicle 
Production from Controlled Thermal Resources
https://www.stellantis.com/en/news/
press-releases/2022/june/stellantis-secures-low-
emissions-lithium-supply-for-north-american-electric-
vehicle-production-from-controlled-thermal-resources
Vulcan’s Zero Carbon Lithium™ Project in the Upper Rhine Valley in Germany uses geothermal energy to produce battery-
quality lithium hydroxide from brine without the use of fossil fuels and minimal water usage, reducing the generation of 
carbon in the battery metals supply chain. The location in Germany, proximal to Stellantis’ European gigafactories, will 
allow to reduce the transport distance of lithium chemicals. 
To secure North American electric vehicle production, On June 2, 2022, Stellantis announced the signing of a binding 
offtake agreement with Controlled Thermal Resources Ltd. (“CTR”) for CTR to supply battery grade lithium hydroxide for 
use in Stellantis’ North American electrified vehicle production (up to 25,000 tons per year).  
Beyond lithium sourcing, Stellantis N.V is paving its way to a secured sourcing of other raw materials:
	
■Nickel sulphate: 
	
●a non-binding Memorandum of Understanding (MOU) has been signedwith Alliance Nickel Limited for the future 
sale of quantities of battery grade nickel and cobalt sulphate products from the NiWest Nickel-Cobalt Project in 
Western Australia (NiWest). This project is expected to produce approximately 90,000 tpa (tons per annum) of 
battery grade nickel and cobalt sulphate for the electric vehicle market . 
 PRESS RELEASE
Stellantis Signs Non-Binding MOU with GME 
for Future Offtake of Battery Grade Nickel and 
Cobalt Sulphate
https://www.stellantis.com/en/news/
press-releases/2022/october/stellantis-signs-non-
binding-mou-with-gme-for-future-offtake-of-
battery-grade-nickel-and-cobalt-sulphate
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3 HUMAN CAPITAL
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6 RESPONSIBLE USE OF RESOURCES
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■A five-year supply agreement - starting in 2025 - has been signed in January 2023 with Finland-based Terrafame Ltd. 
Due to its unique production technology, the carbon footprint of the nickel sulphate produced by Terrafame is among 
the smallest in the industry .
	
■Manganese sulphate: 
A binding agreement has been signed in January 2023 with Element 25 for supply of battery grade, high purity 
manganese sulphate monohydrate to Stellantis for use in electric vehicle (EV) battery packs. The five-year agreement 
calls for shipments to begin in 2026, a total volume of 45 kilotons, and options to extend the supply term and volumes. 
Element 25 will source the material from its Butcherbird project in Western Australia and plans to construct a processing 
facility in the United States. Stellantis will make an equity investment in Element 25 .
Battery recycling
To make EVs climate change mitigation solutions as effective as possible, Stellantis strives to develop a global circular economy 
for high-voltage batteries from hybrid and electric vehicles: a re-pair strategy with 21 e-repair centers, a re-man strategy 
with our remanufacturing center in Rüsselsheim and re-use strategy with Second-life projects. Engaging partnerships with 
recyclers is a way for Stellantis to secure access to secondary raw materials enabling the production of EVs. 
Thus, battery recycling is embedded in Stellantis ambitions for circular economy development based on a “cradle-to-cradle” 
model which will play a major role in reaching 2038 carbon net zero commitment .
 PRESS RELEASE
Stellantis and Terrafame Agree on Low-Carbon
Nickel Sulphate Supply for Electric Vehicle Batteries
https://www.stellantis.com/en/news/press-releases/2023/
january/stellantis-and-terrafame-agree-on-low-
carbon-nickel-sulphate-supply-for-electric-vehicle-
batteries?utm_source=EN-Press%20Releases&utm_
medium=email&utm_campaign=A361_Stellantis%20
and%20Terrafame%20Agree%20on%20Low-
Carbon%20Nickel%20Sulphate%20Supply%20for%20
Electric%20Vehicle%20Batteries_18012023
 PRESS RELEASE
Stellantis Signs Binding Agreement with
Element 25 Limited for Manganese Sulphate
Supply for Electric Vehicle Batteries
https://www.stellantis.com/en/news/press-releases/2023/
january/stellantis-signs-binding-agreement-with-
element-25-limited-for-manganese-sulphate-supply-
for-electric-vehicle-batteries?utm_source=EN-Press%20
Releases&utm_medium=email&utm_campaign=A355_
Stellantis%20Signs%20Binding%20Agreement%20
with%20Element%2025%20Limited%20for%20
Manganese%20Sulphate%20Supply%20for%20
Electric%20Vehicle%20Batteries_09012023
 For more information refer to 6.1.7.6
2.5.3.2.3 Charging and energy strategy 
As charging operations is a crucial user experience aspect of e-mobility, Stellantis:
	
■technologies contributing to a simple and seamless user experience: plug and charge feature (easy payment process), 
high power charging (quick charge for long range journey), services facilitating the charging operations
	
■the opportunity to make services for the grid, by the energy and power buffering capacity of the vehicles connected to it: 
Smart charge functions and Vehicle-to-grid (V2G) generate value both for the customers and for the energy operators .
Charging service offering related to electric mobility
To ease the customer electric mobility experience and therefore support its LEV mix ramp up, Stellantis has developed a 
complete service offering:
	
■a range of connected services:
	
●Trip Planner and Charging Pass services, to plan a trip and for easy charging at public charging stations
	
●Mobility Pass, to temporarily access other mobility solutions if the electric vehicle autonomy is not sufficient for a long trip
	
●Car Remote, to optimize the charge (charging management and air conditioning preconditioning).
GRI 302-5
 PRESS RELEASE
“Arena del Futuro” Demonstrates Capability of 
Dynamic Inductive Recharging Technology for 
Electric Vehicles
 https://www.stellantis.com/en/news/
press-releases/2022/june/arena-del-futuro-
demonstrates-capability-of-dynamic-inductive-
recharging-technology-for-electric-vehicles
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■new services available at home and in the commercial network:
	
●Private Charging: devices and installation;
	
●after sales: battery capacity certification, adapted roadside assistance, adapted service contracts;
	
●electric vehicle skilled contact center.
A partnership signed between Stellantis and Digital Charging Solutions GmbH, will provide Jeep 4xe or Fiat EV customers 
access to the digital service “My easy Charge,” offering them a single provider for the largest charging network in the 
world. With just one app and one single card, the charging solution will provide access to more than 130,000 charging 
points in 21 European countries. A partnership was also formed between the Jeep Brand and Electrify America to install 
solar charging stations on Jeep Trails in North America in March 2021. 
The Company’s electric vehicles are already used in many urban carsharing services set up with communities and private 
partners in numerous European cities .
An active role in contributing to affordable and clean mobility
Beyond its electric vehicle line up offer, Stellantis is also actively supporting access to an affordable and clean mobility 
through a dedicated BEVs long-term rental program and e-Mobility program with Free2move eSolutions.
“Electric as You Go”:
This new competitive long-term rental program designed by the e-Mobility Business Unit, Banque PSA Finance and Opel 
Bank aims at providing an affordable driving experience. Started in France for private customers, this program allows them 
to change their old ICE vehicle to a BEV B-segment car from € 110 per month plus a cost of use at 7 cents per kilometer 
(with 500 kms minimum per month). This program will be extended to other full electric vehicles within the Company's 
portfolio shortly and is expected to expand to other countries in Europe. It offers the consumers the possibility to pay for 
their vehicle only when they are actually using it. Combined with the lower operational cost of BEVs, this initiative results 
in an innovative commercial offer that may contribute to accelerate a sustainable car parc renewal .
Free2move eSolutions: 
In January 2021, Stellantis created Free2move eSolutions, a joint venture with NHOA (formerly Engie EPS, global player in 
energy storage and active also in EV Fastcharging Infrastructure in Southern Europe), with the ambition to become a leader 
in the European e-Mobility landscape. Free2move eSolutions has the ambition to support and ease the transition to electric 
mobility by offering innovative and tailor-made electric solutions for both private and business actors of the value chain. 
Through a digital and seamless journey across all product lines, the scope of Free2move eSolutions activities will range 
from charging infrastructures (installation, servicing and operations), public and home charging subscriptions with 
monthly fee, to battery life cycle management and advanced energy services such as Vehicle-to-Grid (V2G) integration 
and energy management solutions to reduce the total cost of vehicle ownership.
 For more information refer to 4.1.3.2
 PRESS RELEASE
Stellantis introduces the offer “Electric As 
You Go”: the new long-term rental program 
dedicated to Battery Electric Vehicles 
(BEVs) designed to offer breakthrough 
competitive prices to Stellantis customers
https://www.media.stellantis.com/em-en/
e-mobility/press/stellantis-introduces-the-
offer-electric-as-you-go-the-new-long-term-
rental-program-dedicated-to-battery-electric-
vehicles-bevs-designed-to-offer-breakthrough-
competitive-prices-to-stellantis-customers
Charging points accessible 
by "My easy Charge" app
> 130,000
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The joint venture between Stellantis and NHOA is expected to simplify the access to e-Mobility and aims to complement 
Free2move’s current portfolio with a new set of offers 100% dedicated to electric mobility.
Free2move eSolutions also allowed the implementation of projects, such as the introduction of the exclusive Stellantis 
easyWallbox, an easy-to-use plug-and-play charging unit, the recently launched Vehicle-to-Grid (V2G) pilot project 
and the innovative customer-oriented energy packages. The newly created company offers a full suite of products and 
solutions for EV customers such as residential, business and public charging infrastructures as well as green energy 
packages. It enables customers to charge at home and at any public charging point across Europe with a subscription at 
a fixed monthly rate. 
Stellantis expanded the V2G project at the Mirafiori plant in Turin (Italy) to 25MW with 600 EVs connected. V2G technology 
represents an opportunity to optimize vehicles’ operating costs for the customers’ benefit, as well as contributing to a 
more sustainable electrical power delivery system. Experiments using this innovative technology have started with a 
bidirectional charging solution, which both charges the car and returns power to the grid. 
In addition, Stellantis’ partnership with NHOA is developing Atlante, a public Fast and Ultra-Fast Charging network in 
Southern Europe. The network will be enabled by renewables and energy storage and 100% grid integrated. Free2move 
eSolutions will act as turn-key technology provider and NHOA will develop the network. Approximately, 5,000 fast and 
ultra-fast charging points should be installed by 2025 and 35,000 by 2030.
Rewarding customers for the environmentally conscious driving behaviors
Developed by the green-tech startup Kiri Technologies exclusively for e-Mobility by Stellantis, the system rewards New 
Fiat 500 drivers in 13 European countries based on their environmentally conscious driving behaviors with KiriCoin, a 
cryptocurrency that can be spent in a dedicated marketplace. Drivers can check the KiriCoin collected based on an eco:Score 
obtained according to their driving style. Analysis of the driving style of New Fiat 500 customers has shown that the best 
participants in the contest drove up to 20% more efficiently than the average. This has a direct positive impact of 20% on 
charging costs and on the range of the car. The drivers with the best scores receive exclusive extra rewards .
2.5.3.2.4 Battery technologies innovation: more energy density, faster to charge, less expensive
Battery technology is key for customers’ acceptance of LEV vehicles since it drives the zero emission range for BEV and 
PHEV, the charging time to provide a seamless long-range user experience, but also the cost of the system and its safety.
Thus, within the ACC joint-venture, Stellantis strives for innovation on battery technologies. The technologies covered include:
	
■electrochemistry and cells design, with a specific focus on the next generation based on solid-state electrolytes;
	
■pack design, including mechanical parts optimization, thermal management, wires;
	
■software and Battery Management System (BMS) design.
 PRESS RELEASE
e-Mobility by Stellantis presents with 
Kiri Technologies the innovative program 
dedicated exclusively to New 500 
customers, to reward sustainable driving
https://www.media.stellantis.com/em-en/
e-mobility/press/e-mobility-by-stellantis-
presents-with-kiri-technologies-the-innovative-
program-dedicated-exclusively-to-new-500-
customers-to-reward-sustainable-driving-emob
GRI 302-5
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From 2024, Stellantis plans to base its electrification strategy on 2 battery technologies to offer a wider range of vehicles, 
to adapt to consumer needs and affordability constraints. These technologies are expected to enable energy density gains 
and therefore reduce the environmental footprint of the batteries. This dual chemistry strategy relies on:
	
■a Nickel and Cobalt Free battery, that should enable an energy density between 400 and 500 Wh/L at cell level
	
■a Nickel based battery with an even higher energy density, between 600 and 700 Wh/L at cell level.
From 2026, competitive solid-state batteries are expected to be introduced in Stellantis’ fleet. A first joint development 
agreement has been signed with Factorial Energy to advance Factorials’ high-voltage traction solid-state battery 
technology .
2.5.3.3 Mild & Hybrid Electric Vehicles (MHEV & HEV) 
Complementary to development of BEV offer, Stellantis is proposing mild hybrid and hybrid electric vehicles. 
The mild hybrid technology combines a small electric motor with an ICE, in which the hybrid technology recovers the 
energy generated on braking to reuse it for vehicle motive power, thus cutting down on fuel use and reducing CO2 
emission up to 15% compared to a vehicle powered entirely by an ICE .
 MHEV technologies are already available on several Stellantis models for some powertrains: 
	
■Jeep Renegade, Jeep Compass, Jeep Wrangler, Fiat 500x, Fiat Tipo, Alfa Romeo Tonale and Ram 1500 - marketed as 
“eTorque” - are equipped with 48V technology 
	
■Fiat 500, Fiat Panda, Lancia Ypsilon (in Europe) and Maserati Ghibli are equipped with belt-starter generator solutions.
From 2023 onwards, a 48-volt MHEV solution using electrified Dual Clutch Transmission (e-DCT) gearbox, developed 
with Punch Powertrain, will be widely deployed on Stellantis lineup .
 PRESS RELEASE
Stellantis Completes Investment Round 
in Factorial, Further Accelerating 
Electrification Push
https://www.stellantis.com/en/news/
press-releases/2022/january/stellantis-
completes-investment-round-in-factorial-
further-accelerating-electrification-push
GRI 302-5
 For more information on 
the joint-venture refer to 2.5.3.2.2
2.5.3.4 Efficient vehicles: a holistic approach to design vehicles
The company aims to leverage all the features of its vehicles in order to improve their efficiency, reduce energy 
consumption and CO2 emissions. Beyond the technologies related to engines and fuels, Stellantis continues to develop 
technical levers that enable energy consumption gains on both electrified and ICE vehicles such as weight, aerodynamics, 
vehicle architecture, materials, tire rolling resistance, losses through mechanical friction (brakes, rolling, bearings, etc.), 
electric consumption (sensors, actuators, engines), comfort features (air conditioning system, etc.), safety features and 
driver assistance features. 
GRI 302-5
For the North American market, new investments for a total of $99 million have been announced in three plants to speed 
up the electrification of the future North American lineup. These investments will allow to provide 1.6-liter, I-4 turbocharged 
engines, based on current Stellantis production in Europe, predisposed for hybridized applications from 2025 . 
 PRESS RELEASE
https://media.stellantisnorthamerica.com/
newsrelease.do?id=23927&mid=#:~:text=%2D%20
Stellantis%20announced%20today%20that%20
it,Etobicoke%20Casting%20Plant%20in%20Toronto
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2.5.3.4.1 Weight: the virtuous cycle of reducing weight
While we work to optimize vehicle architecture, we also focus on the choice of materials. High-tensile steel is preferred 
because of its superior strength. However, whenever technically feasible and cost effective, choosing lower-density materials, 
such as aluminum, composite materials and thermoplastics instead of steel, can reduce vehicle weight. For example, the 
2021 Jeep Wrangler features lightweight, high strength aluminum doors, hinges, hood, fenders and windshield frame, as well 
as a magnesium swing gate, all of which help boost fuel economy. Innovative process techniques provide further gains (heat 
stamping, laser welding, joining structure, etc.) by helping reduce the weight of the car body while improving resistance to impact. 
2.5.3.4.2 Limited air resistance and rolling resistance
Aerodynamics and rolling resistance have an impact on fuel and electrical consumption and the Company endeavors to 
continually optimize these levers. For instance, since 2020 in Europe active air shutters, under body deflectors, class A efficient 
tires, lower than 5.9 kg/T, have been widely deployed on vehicles in order to reduce the CO2 consumption for our customers.
In order to further improve the overall design and the energy efficiency of its upcoming models, Stellantis has decided to 
invest €33 million in its test facilities located in Turin (Italy) and Auburn Hills (U.S.) for its electric and autonomous vehicles 
development .
 PRESS RELEASE
Stellantis Invests €33 Million in Global 
Testing Hubs for Cutting-Edge Engineering
https://www.stellantis.com/en/news/
press-releases/2022/june/stellantis-invests-33-
million-in-global-testing-hubs-for-cutting-edge-
engineering
TECHNOLOGIES FOR EFFICIENT ELECTRIC VEHICLES
A+ class low rolling 
resistance tires
Aerodynamic 
rear spoiler
Aerodynamic 
wheels
Extended 
underbody panel
Eco LED lighting
Electric gearbox
Electric motor
Wheel deflector
Aerodynamic
Rolling resistance
Electric consumption
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2.5.3.4.3 Better management of onboard electricity
Reducing electricity consumption in vehicles is a way to lower energy consumption on conventional and electric vehicles. 
For instance, in Europe, the Company decided to deploy the following levers:
	
■optimizing the operating phases of the alternator through an intelligent control system (charge the alternator at times 
when fuel consumption is lower), lever incorporated into the new generation of engines
	
■optimizing the alternator’s efficiency, with the deployment of ultra-high efficiency alternators (80% efficiency compared 
to less than 70% before) 
	
■high charge acceptance on 12-volt battery technology to optimize alternator recovery strategy;
	
■using specific Light Emitting Diode (LED) lights, widely on the vehicle lines, to optimize the electricity consumption of 
the lighting functions.
2.5.3.4.4 Reducing the environmental impact of refrigerants 
European Directive 2006/40/EC gradually phases out the use of refrigerants in vehicle air conditioning systems, that 
provide air conditioning in the passenger compartment, which have a global warming potential (GWP) of more than 150 
CO2-eq. This regulation has applied to all models on the EU market that weigh less than 3.5 tons since 2017.
New types of vehicle produced by Stellantis use refrigerants that meet all regulatory standards. For example, the Peugeot 
508, Fiat 500 and Opel Corsa no longer use fluoride gas R134 a.
In order to reduce environmental impacts, quantities of refrigerant filled in European vehicles were reduced. This good 
practice was partly rolled out in other regions. Stellantis also carries out refrigerant leakage inspections in assembly plants 
to check the tightness of the vehicle air conditioning system.
Reducing electricity 
consumption in vehicles 
is a way to lower energy 
consumption
 
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2.5.4 DETAILED KEY PERFORMANCE INDICATORS
2.5.4.1 Sales-weighted6 average fleet fuel economy and CO2 emissions (Tank-to-Wheel)7
Regulated region
Category
Volumes*
 Results 
European Union 27 
+ Norway + Iceland 
(gCO2/km)**
M1 (Passenger Cars) 
2022
1,828,813
105.5 gCO2/km
2021
2,141,837
114.8 gCO2/km
N1 (Light Commercial Vehicles) 
2022
337,887
168 gCO2/km
2021
446,429
189 gCO2/km
United States 
(mpg)***
Passenger Cars domestic 
2022
161,616
27.2 mpg
2021
201,790
27.7 mpg
Passenger Cars import 
2022
12,586
30.7 mpg
2021
25,208
32.3 mpg
Light Duty Trucks 
2022
1,160,416
27.0 mpg
2021
1,447,313
26.9 mpg
Brazil (MJ/km)****
Total Stellantis 
2022
645,628
1.7MJ/km
2021
633,139
1.9 MJ/km
China 
(L/100km)*****
Total Domestic
2022
91,231
5.4 L/100km
2021
102,553
6.7 L/100km
Total Import
2022
19,142
9.1 L/100km
2021
21,723
10.1 L/100km
Total Stellantis
2022
110,373
6.0 L/100km
2021
124,276
7.3 L/100km
* Considering registrations, shipments, productions or custom clearance according to local regulations based on Stellantis operational reporting tools.
** The European Commission imposes standardized emission requirements on vehicles sold. Each automobile manufacturer must meet a specific 
sales-weighted fleet average target for CO2 emissions which is related to vehicles weight average. Results in table 2.5.4.1 are provided without 
eco-innovation gain , excluding Maserati results (which is under small volume derogation and reports separately to European authorities). Since 2021, 
the measurement is based on WLTP procedure, according to EU 2019/631 regulation. The M1 result including eco-innovation gain is 103.3 g CO2/km.
*** In the U.S., vehicle fuel efficiency is measured by fuel economy expressed in miles per gallon (mpg). An increase in fuel economy corresponds to an 
increase in vehicle efficiency and a corresponding reduction of fuel consumption and CO2 emissions. Each automobile manufacturer must meet a specific 
sales-weighted fleet average target, which is related to vehicles footprint average, according to U.S. Code of Federal Regulations 40 CFR 86.1818-12 
and procedure 40 CFR Part 600. Model Year results in table 2.5.4.1 are provided without air conditioning and off-cycle technologies credits.
**** The Brazilian regulation (Rota 2030, Law 13,755) imposes requirements on the energy consumption for vehicles sold. Each automobile 
manufacturer must meet a specific target related to vehicle weight. Results in table 2.5.4.1 are provided without off-cycle credits.
***** With respect to Corporate Average Fuel Consumption (CAFC) in China, each automobile manufacturer must meet a specific fleet average fuel 
consumption target related to vehicle weight. Since 2021, the measurement is based on WLTC cycle, according to GB 27999. Results in table 2.5.4.1 are 
provided without off-cycle technologies and LEV super-credits.
6 Considering registrations, shipments, productions or custom clearance according to local regulations based on Stellantis operational reporting tools
7 The estimated average electrical consumption of our LEV in 2022 is 14.7 kWh/100 km in EU (WLTP), with an average weight of 1,589 kg; in the U.S 
(EPA) is 38.0 kWh/100 km, with an average weight of 2,364 kg; and in China is 25.6 kWh/100 km, with an average weight of 2,304 kg.
TCFD.Ma
GRI 3-3
GRI 305-3
SASB-410a.1
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2.5.4.2 Sales mix by energy type 
Enlarged Europe
North America
South America
Middle East & Africa
China and India & 
Asia Pacific
Stellantis Total
as a % of total sales
Electric (BEV)*
2022
280,361
13
1,003
3,816
2,974
288,167
4.9%
2021
202,110
251
2,005
1,973
206,339
3.1%
Plug-in Hybrid (PHEV) 
2022
147,512
70,990
627
964
3,959
224,052
3.8%
2021
125,429
55,734
36
838
5,344
187,381
2.8%
LEV (BEV+PHEV)
2022
427,873
71,003
1,630
4,780
6,933
512,219
8.8%
2021
327,539
55,734
287
2,843
7,317
393,720
6.0%
Gasoline**
2022
1,215,381
1,567,272
224,000
215,647
171,050
3,393,350
58.0%
2021
1,466,911
1,745,378
179,434
214,651
207,478
3,813,852
57.8%
Diesel
2022
923,540
159,961
106,414
193,698
25,614
1,409,227
24.1%
2021
1,308,245
211,698
125,607
193,191
25,620
1,864,361
28.2%
CNG/LPG
2022
22,532
1,990
150
24,672
0.4%
2021
26,236
638
26,874
0.4%
Flex Fuels
2022
512,372
512,372
8.8%
2021
505,162
505,162
7.6%
TOTAL
2022
2,589,326
1,798,236
844,416
416,115
203,747
5,851,840
100%
2021
3,128,931
2,012,810
810,490
411,323
240,415
6,603,969
100%
Sales figures are “sales to customers” based on Stellantis operational reporting tools; Maserati sales are included in the markets where they are sold. 
* Including 13,473 fully electric mobility devices (Citroën AMI and Opel ROCKS-e).
** Including 311,637 MHEV (48V & BSG) worldwide in 2022.
SASB-410a.2
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2.5.4.3 Carbon footprint breakdown per scope and categories of GHG protocol
M tons CO2 eq 
Percentage
COMPANY ACTIVITIES (direct and indirect emissions)
Scope 1
2022
1.5
0.3%
2021
1.7
0.3%
Scope 2*
2022
1.9
0.5%
2021
2.2
0.4%
UPSTREAM ACTIVITIES SCOPE 3 (Indirect emissions) 
Purchasing
1. Purchased goods and services
2022
38.8
8.6%
2021
43.5
8.3%
Upstream transport
4. Upstream transportation and distribution
2022
1.4
0.3%
2021
1.2
0.2%
Work-related travels
6. Business travel
2022
0.03
0.01%
2021
0.005
0.001%
DOWNSTREAM ACTIVITIES SCOPE 3 (Indirect emissions) 
Downstream transport
9. Downstream transportation and distribution
2022
1.1
0.2%
2021
1.2
0.2%
Use of vehicles sold
11. Use of sold product
2022
395.5
WtT: 57.8
TtW: 337.7
87.8%
12.8%
75.0%
2021
465.6
WtT: 67.6
TtW: 398.0
88.3%
12.8%
75,5%
Vehicle maintenance
11. Use of sold product
2022
8.4
1.9%
2021
9.5
1.8%
Product end-of-life
12. End-of-life treatment of sold products
2022
2.0
0.4%
2021
2.3
0.5%
Total
2022
450.6
2021
527.2
* Market-based
WtW= Well-to-Wheel WtT= Well-to-Tank TtW= Tank-to-Wheel
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2.6 Industrial and sites carbon footprint
Moving forward into a carbon-efficient production system is the second dimension of Stellantis’ decarbonization strategy. 
The levers presented in this section aim to enable Stellantis to meet its Dare Forward 2030  objective of reducing its 
absolute scope 1 and 2 GHG emissions by 50% by 2025 compared to 2021, on the path to carbon net zero in 2038. 
This chapter focuses on energy and climate-related aspects of its manufacturing facilities, offices, warehouses, retail 
operations and other stationary operations . 
2.6.1 POLICIES TO EXECUTE THE STRATEGY
The Industrial manufacturing divisions is focusing on Stellantis Environmental and Energy policy to contribute to a 
decarbonized economy by achieving net zero emissions within its activities worldwide (scope 1 and 2) by 2038 .
Stellantis is committed to actions that preserve the environment, by implementing initiatives that minimize energy 
consumption, greenhouse gas emissions and other pollutants. Such initiatives include using alternative and renewable 
energy sources, supporting the purchase of energy-efficient products and services and designing manufacturing 
processes for improvements in energy performance.
The analysis of our industrial and site CO2 performance showed that the main emissions factors were:
	
■Energy consumption in the manufacturing plants (including processes and building systems) of which foundries and 
paint shops are main contributors 
	
■The electricity source type consumed by the manufacturing plants.
Therefore, Stellantis seeks solutions in its manufacturing processes that enable reductions in energy consumption, with 
a particular focus on decreasing the use of fossil fuels. This involves an energy management approach that notably 
maps the energy performance of all manufacturing plants and identifies the areas in need of improvement. This also 
involves associated short-term capital expenditure to reduce energy consumption. Another lever is to increase the share 
of renewable energies used by the Company to further reduce its carbon footprint.
Stellantis’ ambition is to implement green electricity on a broader scale. Therefore Stellantis has signed contracts in Europe 
and United States on Photovoltaic and Wind parks which will operate on -and off-site.
Energy efficiency will play a key-role in our strategy, the main levers to manage industrial greenhouse gas emissions are:
	
■Managing energy use in manufacturing activities 
	
■Relying on low CO2 energy sources  attributed to:SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 13: CLIMATE ACTION
GRI 3-3
 PRESS RELEASE
Dare Forward 2030: Stellantis’ Blueprint for 
Cutting-Edge Freedom of Mobility
https://www.stellantis.com/en/news/
press-releases/2022/march/dare-forward-2030-
stellantis-blueprint-for-cutting-edge-freedom-
of-mobility
 For more Stellantis’ environmental 
management system refer to 6.3
 For the presentation of the policy 
elements refer to 2.6.3
 For more information refer to 2.6.3.2
 For more information refer to 2.6.3.3
	
●Green Electricity contracts 
 For more information refer to 2.6.3.2.1
	
●Green self-generated electricity projects 
 For more information refer to 2.6.3.3
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In an effort to manage energy use, we are defining our joint Energy Management System which is an integral part of 
the implementation of the Stellantis Production Way (SPW) . This managerial approach begins with an initial stage 
of staff involvement at all levels including the machine operator level, targeting the reduction of energy losses during 
non-production periods. The following stage consists of developing solutions to reduce consumption during production 
periods. As solutions are developed, best practices are shared and rolled out across the plants. Stellantis’ environmental 
and energy management policies focus on methodologies and processes related to the optimization of energy use. 
At the end of 2022, the majority of the Stellantis plants were ISO 50001 certified, representing approximately 74% of 
the Company’s total energy consumption versus 77% in 2021. Accredited third parties certify the Company’s Energy 
Management System. This management system supports our efforts to achieve a steady and consistent reduction in the 
environmental and energy impact of manufacturing processes. 
The attainment of Stellantis’ GHG emissions reduction targets are founded on five fundamentals, which are already 
well-established:
	
■Being mindful of regulatory compliance and transparency in relationship with administration bodies
	
■Involving staff at all levels of the organization
	
■Rolling out an Energy Management System at the manufacturing sites, taking into account ISO 50001 and ISO 14001 
requirements and recommending that suppliers maintain similar management systems
	
■Implementing production methods which incorporate the best practices that have adopted low cost and energy efficient 
processes from the design stage onwards, covering various aspects of production (logistics, maintenance, production)
	
■Employing shared best practices in these production methods to optimize consumption and emissions.
Main levers to reach carbon net zero for scopes 1 and 2
PERIOD
Short term 2025
	▪Energy management in all plants
	▪Energy efficient projects
	▪Site compression and improvement of industrial footprint 
	▪Use and production of renewable energies
Medium term 2030
Long term 2038
	▪Technical innovations (e.g., Hydrogen, Power to gas)
	▪CO2 capture and storage
	▪Compensation of residual emissions
 For more information refer to 6.3.3
Stellantis plants ISO 50001 certified 
at the end of 2022 representing 
74% 
of total energy consumptions
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2.6.2 ORGANIZATION AND RESOURCES
Energy Domain 
Stellantis through its Stellantis Production Way (SPW) organization has implemented during 2022 a specific plan called 
“SPW in action”.
The purpose of the Energy Domain is to define, deploy and improve our Energy Management System: a system to monitor, 
control, and optimize the energy performance in our plants and in our buildings, based on continuous improvement.
Three of the most important fundamentals of the domain are:
	
■Energy Efficiency
	
■Renewable Energy
	
■Energy Business Club
Energy efficiency implies that we need to keep a constant eye on the energy consumption of every machine and all 
equipment. KWh is our main driver. Elimination of waste and losses will protect us against price volatility.
The use of Renewable Energy is a must to achieve our CO2 emissions target announced in Dare Forward 2030. 
The implementation of solar panels is intended to support this goal.
The Energy Business Club is a forum where plants share their best practices. We identify the performance gap, deliver 
the benchmark, ranking the best plants and support the ambitious target setting.
Facilities have a dedicated Site utility manager and a team in charge of the energy management system. Teams on site 
supported by central energy team, declare that around 220 people are involved. 
They monitor energy consumption, conduct audits, identify potential savings and drive energy reduction projects . 
Investment Initiatives
In 2022, more than €28 million versus €6.3 million in 2021 is invested in energy savings which is approximately €4.9 versus 
€1.1 in 2021 per vehicle produced . 
All plants have CO2 reduction targets and are required to present roadmaps to reach net zero emissions and present yearly 
progress.
The decision-making process which allows capital investments in carbon reduction projects takes carbon price into 
account as well as the alignment with the decarbonization goals.
GRI 3-3
 For more information refer to 2.6.3
 For more information refer to 2.6.3.4
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Participation in the CO2 emission allowance scheme
European regulation system
Stellantis is part of the CO2 allowance trading plan implemented by European Directive No. 2003/87/EC, also called the 
EU Emission Trading Scheme (ETS) regulation amended for combustion operations (heating and processes) of its largest 
plants and for two of its casting plants. There are 20 sites involved in the fourth phase of the CO2 emission allowance plan 
scheduled from 2021 to 2030. Price per ton of CO2 increased from €25 in 2019 to around €80 in 2022. Stellantis expects a 
further price increase in the upcoming years. 
Canadian regulations system
Canadian Carbon Emissions Levy: Federal Output Based Pricing System (OBPS).
A carbon levy program that imposes “carbon” costs on all fossil fuel-based energy consumption across Canada. 
Stellantis two Assembly Plants and Casting Plant located in Canada do not pay for a significant portion of their carbon 
emissions under an OBPS program design feature intended to protect Emissions-Intensive and Trade-Exposed industry 
(EITE) and help businesses transition to the program. Unit Costs of Carbon rise every year from $20 Canadian dollars 
(CAD) (€13.50) in 2019 to $50 CAD (€36.50) per ton in 2022. The Ontario Provincial Emissions Performance System came 
into effect in 2022. The Emissions Performance Standard (EPS) will charge for Carbon emissions according to the Annual 
Emission Limit (AEL) which is the amount of allowable emissions in tons of CO2-eq for each Automotive Facilities. AEL will 
be declining between 2022 and 2030 and is expected to continue to decline annually by 1.5% through to 2030.
OBPS facilities will have to pay an increasing carbon cost for every ton of CO2-eq over the AEL. The increase is expected 
to be $15 CAD (€10.95) every year (in line with the Federal program).
2.6.3 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS 
Vehicle manufacturing uses energy for a wide range of industrial processes including casting, machining, paint curing, 
heat treatment, etc., as well as lighting and heating of buildings.
Stellantis has completed a thorough review of its energy consumption and energy efficiency across the Company. 
A consumption control plan was developed to map the performance of the largest plants in order to identify the lines of 
action necessary for a full overhaul of their energy patterns.
The plants continue to implement energy saving activities, based on the best practices shared between the two former 
companies. Each energy reduction project is validated based on its CO2 impact and return on investment. Once validated 
and implemented at one of the Company’s sites, initiatives that prove successful are gradually rolled out to all plants .
GRI 3-3
 For more detail on the actions to reduce 
energy consumption in production 
processes refer to 2.6.3.2.1
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GAS CRISIS DUE TO THE GEOPOLITICAL SITUATION 
Due to the current geopolitical situation, the cost of energy has experienced a sharp rise in prices during 2022.
To reduce the impact of this increase in energy costs, Stellantis has implemented a very aggressive 
consumption reduction plan. 
Especially in non-productive periods (e.g. weekends and holiday periods) a rigorous monitoring of energy 
consumption was carried out in particular through comparing between different plants and disseminating 
best practices.
Beside regular energy efficiency action plan, additional actions made in recent years during the shutdown 
periods for Covid-19 crisis have been maintained and further implemented. 
The Energy Teams worked their way through each major energy using sub-system, such as compressed 
air, chillers, HVAC, boilers, lighting and process systems, to gain access to information concerning the idle 
condition of each of the systems. 
The Energy Teams used specific information gateways to those systems which could be interrogated 
remotely and analyzed. 
Many energy projects are in the phase study and some specific investments are already approved - e.g., a new 
biomass boiler will be in the operational phase during 2023 at the Trnava plant (Slovakia).
2.6.3.1 Main achievements on GHG emission reduction
In 2022, Scope 1 emissions amounted to 1,526,757 tons of CO2-eq versus 1,641,028 tons of CO2-eq in 2021. 
The scope 1 has reduced of 7% thanks the less usage of natural gas, despite the inclusion in the reporting year of the CO2 
by fugitive emissions derived to unintentional releases during the use of refrigeration and air conditioning equipment. 
Scope 2 emissions amounted to 1,916,359 tons of CO2-eq versus 2,233,459 tons of CO2-eq in 2021. 
The scope 2 has reduced of more than 14% thanks to the increase in the use of renewable electricity. The CO2 emitted 
resulted in 3,443,124 tons of CO2-eq versus 3,874,486* tons of CO2-eq emitted in 2021 this corresponds to 0.597 tons of 
CO2-eq (Scope 1 + 2) per vehicle produced versus 0.681 tons of CO2-eq in 2021.
GRI 302-1
GRI 305-1
GRI 305-2
GRI 305-4
* Revised from 2021 Annual Report in the Non-Financial Information section.
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The breakdown of GHG emission is as follows:
by GHG, o/w direct, indirect market-based, incl. from renewable sources
SCOPE 1 
EMISSIONS
44%
42%
SCOPE 2 
EMISSIONS
56%
58%
2022
2021
Electricity coming from renewable 
or decarbonized sources by 2025
50%
This graph shows the scopes of CO2 emissions for Stellantis facilities . 
Placing short, medium and long-term quantitative targets on the share of electricity consumed from renewable sources 
enables Stellantis to define and track alignment with a clear roadmap of how to attain its Scope 1 and 2 CO2 emissions 
reduction targets. By 2025, Stellantis will use 50% of electricity coming from renewable or decarbonized sources. 
The target is for the share to increase to 100% by 2030. 
In 2022, the share of decarbonized electricity used by the Company amounted to 3,512 GWh versus 2,940 GWh in 
2021. The percentage of decarbonized electricity resulted in 55 percent of the electricity consumed versus 45 percent 
in 2021, overachieving the initial 2025 target to use 50% of electricity coming from renewable or decarbonized sources. 
Decarbonized electricity includes renewable electricity (1,698 GWh) representing 27 percent of the total consumed 
electricity versus 18 percent (1,170 GWh) of the total consumed electricity in 2021.
The share of renewable electricity comes directly from electricity suppliers.
The 1,698,486 MWh of electricity consumed from renewable sources were generated by hydropower, solar power, 
biomass and wind power and from other renewable sources such as geothermal and marine power.
A science-based roadmap for CO2 Scope 1 and 2 emissions to reach Net Zero in 2038 
Stellantis has defined its CO2 emission reduction roadmap and targets for scopes 1 and 2 in accordance with Science Based 
Target initiative (SBTi) methodology and aligned with 1.5°C scenario. 
Having 2021 as a baseline, the target is to reduce emissions from scope 1 and 2 by 50% in 2025, by 75% in 2030 and 
reaching carbon net zero, with single digit percent compensation of residual emissions, by 2038.
 For Details of Scope 1 and 2 emissions 
refer to 2.6.4.1
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2.6.3.2 Main initiative on GHG emission reduction
The following sections detail the initiatives that enable the majority of industrial and sites CO2 emissions reductions.
ENERGY SCHEMES TO CUT CO2 EMISSIONS
GRI 3-3
GRI 305-5
LOW CO2 ENERGY SCHEMES
AVOIDED CO2 EMISSIONS
ZERO 
EMISSION 
ENERGY
Own consumption 
of renewable energy
100% GREEN ELECTRICITY CONTRACTS
Aspern (Austria); Teksid Aluminium, Itauna, Jaboatão dos Guararapes 
(Brazil); Trnava (Slovakia), Grugliasco Mould Shop (Italy); Madrid, Vigo and 
Zaragoza (Spain).
 129,534 
tons of CO2-eq 
avoided 
Self-generation of 
renewable energy
SOLAR SELF-GENERATED ELECTRICITY 
Balocco and Pomigliano R&D Center, Cento, Pratola Serra, Mirafiori and 
Mopar European headquarter in Rivalta (Italy).
 2,617  
tons of CO2-eq 
avoided 
SOLAR SELF-GENERATED HEAT
Pratola Serra (Italy)
 2  
tons of CO2-eq 
avoided 
Third party ownership 
and/or consumption of 
electricity generated 
at our sites
SOLAR ELECTRICITY GENERATED AT OUR SITES
Sochaux (France); Cassino (Italy); Kaiserslautern, Rüsselsheim (Germany); 
Madrid, Zaragoza (Spain).
Power Purchase Agreements (PPA) signed in Mangualde (Portugal); 
Zaragoza (Spain)  
 23,327  
tons of CO2-eq 
avoided 
OTHER CO2 
EMISSION 
REDUCTION
PLANS ON
STELLANTIS
SITES
WASTE HEAT FROM FOUNDRY PROCESS TRANSFERRED TO A 
NEARBY DISTRICT
Charleville-Mézières (France)
 2,727  
tons of CO2-eq 
avoided 
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2.6.3.2.1 Low-carbon energy consumption
In 2022, the plants in Itauna, Jaboatão dos Guararapes, Porto Real (Brazil), Trnava (Slovakia), Aspern (Austria), Grugliasco 
Mould Shop (Italy), Madrid, Vigo and Zaragoza (Spain) sourced 100% green electricity. The 100% Green Electricity contracts 
led to the avoidance of 129,534 tons of CO2-eq. 
Stellantis has approved a new project supply for renewable electricity in Michigan (U.S.) through the DTE-MIGreenPower 
voluntary renewable energy program, developed with the supplier DTE Energy.
The project provides for the supply of 400 MWp of photovoltaic electricity guaranteed through a Virtual Power Purchase 
Agreement (VPPA) starting from 2026 at a latest. The signing of this contract represents an important step towards on 
the decarbonization of the manufacturing activities based in North America. Stellantis’ CO2 emissions will be reduced 
annually by approximately 670,000 tons of CO2-eq. The agreement is subject to obtaining relevant regulatory approvals . 
In South America, Stellantis works to measure, manage and reduce the annual GHG emissions produced by the daily 
activities of the plants through an emission inventory verified by third parties. The reduction of emissions is the result of 
the combination of actions focused on energy efficiency, use of energy from a renewable source and substitution of fossil 
fuel for ethanol and electricity in motor-propulsion. 
The effort to reduce emissions gradually extends to the supply chain and dealership networks, through actions that 
seek to meet the objectives established in the Stellantis’ long-term strategic plan Dare Forward 2030. Stellantis was 
also recognized by the Brazilian GHG Protocol Program with Gold Seal for the completion and certification of the GHG 
emissions inventory.
Completing an inventory of emission sources is a key step in the roadmap to achieving carbon net zero by 2038.
The wood furnace in the Vesoul (France) plant produced 20,087 MWh in 2022 (6,653 tons of CO2-eq) by burning wood 
packaging waste generated on site. 
This action reduces waste transportation and avoids fossil fuel emissions.
 PRESS RELEASE
Stellantis Partners With DTE Energy 
to Add 400 Megawatts of New Solar 
Projects in Michigan Through DTE’s 
MIGreenPower Program
https://media.stellantisnorthamerica.com/
newsrelease.do?id=24505&mid=1
of CO2-eq
129,534 tons
Green Electricity contracts 
led to the avoidance of
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IMPACT OF THE ELECTRIFICATION STRATEGY
Stellantis is driving its initiatives under consideration of local circumstances to identify most appropriate approach. 
In parallel to our electrification programs, initiatives for decarbonization of our facilities are being developed, as 
illustrated in the following example:
Ellesmere Port (UK) is on track to become Stellantis’ first manufacturing site dedicated to battery electric LCV and 
passenger car models for Vauxhall, Opel, Peugeot and Citroën. Stellantis has planned a £100 million (€114 million) 
investment, supported by the UK government, to secure an all-electric future for the plant. The goal at the Ellesmere 
Port plant is to be self-sufficient for electricity by mid-decade. The plant is currently being transformed and the 
production activities are planned to start again prior Q2 2023. 
Stellantis has planned $3.6 billion CAD (€2.65 billion ) investment for its Canadian Operations to accelerate 
electrification plans .
Announcement supports company’s long-term strategic plan Dare Forward 2030: 
Windsor Assembly Plant will be transformed to support production of a new multi-energy vehicle (MEV) architecture 
that will provide battery-electric capability for multiple models. The plant will have maximum flexibility to adjust 
production volumes as needed to meet changing market demand over the next decade.
Brampton Assembly Plant will be retooled and fully modernized, the plant will introduce an all-new, flexible 
architecture to support the Company’s electrification plans 
The upgrades at Trémery-Metz (France) strengthen Stellantis’ powertrain manufacturing capabilities in battery electric, 
plug-in hybrid (PHEV) and hybrid vehicles, supporting society’s need for clean, safe, and affordable mobility and easing 
the transition from internal combustion engine (ICE) vehicles to BEVs. 
Through investments in two key joint ventures at Trémery-Metz (France), Stellantis has deployed a vertical integration 
strategy designed to increase control of the global electrification value chain.
2.6.3.2.2 Low-carbon energy generation
To increase the share of self-produced green energy, in 2021 Power Purchase Agreements (PPA) were signed in Zaragoza, 
Spain (23,000 MWh) and at the Mangualde plant in Portugal (4,000 MWh). These contracts stipulated the installation 
of solar power panels on the plant premises. Electricity production started in 2021. Photovoltaic panels were installed 
with the support of the Company’s partners in Sochaux (France), Kaiserslautern and Rüsselsheim (Germany), Madrid and 
Zaragoza (Spain) plants. The CO2 emissions reduction is estimated at 23,327 tons of CO2-eq per year. 
The self-production of renewable electricity at the Zaragoza plant is Spain’s largest renewable self-generation 
project. The photovoltaic installation, developed and executed by Prosolia Energy, consists of 34,800 photovoltaic 
modules installed over a 163,000 m2 surface. The extended project’s capacity, from 8.6 MW up to 16 MW, is sufficient 
to provide 30% of the plant’s annual electricity consumption and achieve an additional reduction of 2000 tons 
of CO2-eq. Therefore, Stellantis Zaragoza is capable of generating and obtaining its own “clean” energy, increasing its 
competitiveness in a market of rising electricity prices. At the same time, it fulfills its purpose of reducing carbon emissions, 
 PRESS RELEASE
Stellantis Announces $3.6 Billion CAD 
Investment for Its Canadian Operations to 
Accelerate Electrification Plans, Secures 
Future of Windsor and Brampton Plants
https://media.stellantisnorthamerica.com/
newsrelease.do?id=23747&mid=
 PRESS RELEASE
Transformation in Action: Trémery-Metz 
Powertrain Plants in France Support 
Stellantis’ Electrified Portfolio
https://www.media.stellantis.com/em-en/
corporate-communications/press/transformation-
in-action-tremery-metz-powertrain-plants-in-
france-support-stellantis-electrified-portfolio
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avoiding more than 4.2 thousand tons of CO2-eq. In addition, the Zaragoza plant is certified according to ISO 50001 
standards and on the path to implementing the Stellantis Production Way sustainable efficiency model . 
In Mirafiori plant, a photovoltaic system was installed with a total power of 5.1 MWp in the logistic parking area and 
occupies an area of approximately 27,000 m2. The project consists of approximately 12,000 photovoltaic panels and is able 
to produce yearly approximately 6,200 MWh avoiding around 2,800 tons of CO2-eq per year.
Furthermore, an ongoing project to install photovoltaic panels in the Vigo plant should eventually enable the 
self-generation of 17% of the plant’s electricity needs. The capacity of the project is expected to reach 19 MWp in 2023.
By 2030, the plant plans to rely on green hydrogen instead of natural gas for some of its industrial processes.
In addition deep geothermal projects are under investigation in Rüsselsheim (Germany), Mulhouse and Caen (France).
These projects represent a further step towards achieving our ambitious Dare Forward 2030 plan.
2.6.3.3 Main achievements on energy use reduction 
Stellantis total energy consumption during the year amounted to 15,495 GWh versus 16,058 GWh in 2021.
Overall, energy consumption decreased by 3.5% with a production level that increased by about 1.4%.
This amounts to 2.7 MWh per vehicle produced versus 2.8 MWh per vehicle produced in 2021.
The breakdown of energy consumption is as follows:
Energy GRAPH (by source)
 PRESS RELEASE
 Stellantis Hosts President Rebelo de 
Sousa at Mangualde Plant to Celebrate 
60th Anniversary and Present Sustainable 
Future Projects
https://www.media.stellantis.com/em-en/fiat/
press/stellantis-hosts-president-rebelo-de-
sousa-at-mangualde-plant-to-celebrate-60th-
anniversary-and-present-sustainable-future-
projects-fiat
GRI 302-4
2022
2021
HEAVY 
FUELS
0.39%
0.003%
NG + LPG
50.80%
52.14%
COKE
0.90%
0.90%
BIOMASS
(WOOD)
0.13%
0.11%
ELECTRICITY
(NOT RENEWABLE 
SOURCES)
30.37%
33.12%
ELECTRICITY 
(RENEWABLE 
SOURCES)
10.96%
7.28%
STEAM + 
COOLING
6.45%
6.45%
This graph shows the sources of energy consumed in Stellantis facilities. This representation allows comparison with data 
from other manufacturers in the sector without casting operations .
 For Details of nergy consumption 
refer to 2.6.4.2
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2.6.3.4 Main initiatives on energy use reduction 
In light of the environmental challenges related to GHG emissions, despite the fact that industrial GHG emissions 
represent a relatively small portion of the vehicle’s carbon footprint throughout its life cycle, the Manufacturing Division 
continued its effort on its own strategy towards reduced energy consumption and a carbon free environment within a 
given time period.
Stellantis focused on energy efficiency projects and initiatives as an integrated part of the CO2 decarbonization strategy.
In 2022 Stellantis approved energy efficiency projects for over €28 million in line with the Company’s ambitious Dare 
Forward 2030 plan.
As part of the Company merger, we used the opportunity to learn from former PSA and FCA companies by sharing best 
practices on a global level. Significant energy and emission reduction projects are shared in the next section.
2.6.3.4.1 Energy efficiency in buildings
Lighting
Lighting retrofits were implemented at numerous plants around the globe and included innovative lighting designs 
which utilized the latest LED lighting and control technology for enhanced operations. Collectively, these projects were 
an investment of €3 million with a provided benefit of €2.1 million. Some of the largest retrofits that took place included 
investments implemented in particular in Atessa (Italy), Windsor Assembly Plant (Canada), Goiana (Brazil) and Tichy 
Assembly Plant (Poland). The cumulative energy reduction makes it possible to reduce CO2-eq emissions around 6,000 
tons of CO2-eq yearly.
Temperature management
Stellantis has been heavily focused on controlling the temperature inside buildings. Numerous initiatives have been carried 
out in the production plants through the improvement of the control systems, the modernization and the improvement 
of the thermal insulation. Cumulative investments, in this important initiative, amounted around to €6.5 million, reaching 
€6.1 million in savings and CO2-eq reductions of approximately 35,000 tons.
Some of the largest initiatives regarding the upgrade of the energy management system to control wide heating, 
ventilation and air-condition (HVAC) took place in Windsor Assembly Plant and Etobicoke Casting Plant (Canada), Atessa 
(Italy), Tychy (Poland) and in the following U.S. manufacturing plants Detroit Assembly Complex, Sterling Heights and 
Warren.
Insulation
	
■Insulation of building supports the reduction of energy consumption as for example for the structural renewal of 
building facade in Szentgotthárd (Hungary). 
GRI 302-4
Stellantis focused on energy 
efficiency projects and initiatives 
as an integrated part of the CO2 
decarbonization strategy
€28 M
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2.6.3.4.2 Energy efficiency in production processes 
Given that the energy consumed during the manufacturing process represents the majority of Stellantis’ energy 
consumption, Stellantis focus specifically on this process for the reduction of energy costs and for the achievement of 
objectives Dare Forward 2030.
Compressed Air
Through the following investments made which overall amount to €1.2 million we reached economic savings of €2.1 
million and around 4,000 tons of CO2-eq.
	
■In Pratola Serra (Italy) the compressor room was renewed with the installation of a new centrifugal compressor and a 
new dryer.
	
■In Mulhouse (France) with the installation of a dedicated energy management system to optimize compressed air 
production in the compressor station.
	
■In Poissy (France) with the reduction of the compressed air consumed and the implementation of heat recovery. 
	
■In Bielsko-Biala (Poland) and Porto Real (Brazil) through a leak reduction program both during production and non 
production period.  
High Efficiency Motors & Variable frequency drives
Stellantis continues to invest on improving its efficiency in the usage of motors, ventilation and pumping systems by 
installing variable speed drives and replacing his electrical motors with high efficient motors in various plants. The 
cumulative investments represent more than €2 million reaching saving around €2 million and saved 6,500 tons of CO2-eq 
These kind of investments were implemented in Madrid (Spain), Verrone, Pratola Serra, Cassino and Pomigliano (Italy), 
Cordoba and Palomar (Argentina), Mangualde (Portugal) and Windsor Assembly Plant (Canada).
Process Optimization
In the field of process optimization, Stellantis has planned in 2022 investments around €16 million related to 70 projects 
around the world. More than half of the investments will be implemented in the painting process which represents the 
higher energy consumption
These investments will result in cumulative economic savings of €15.6 million and a CO2 reduction of over 70,000 tons.
	
■An upgrade of the painting process to 4 wet concept has been planned in Saltillo Van assembly plant (Mexico).
	
■The first phase for the elimination of steam in the paint shop at Windsor assembly plant (Canada).
	
■Investments were made in Hordain and Poissy (France) to optimize the air flows in the paint shop.
Process Optimization
CO2 reduction of 
> 70,000 tons
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■Around 600 process improvement projects were completed in South America that reduced more than 49,000 MWh of 
Electricity, 24,000 MWh of natural gas and around 8,800 tons of CO2. Most of the energy savings from these projects 
were a result of plant process optimization and improved shutdown efforts
	
■The Sterling Heights Assembly Plant in Michigan (U.S.) was awarded first place in the American Society of Heating, 
Refrigerating and Air-Conditioning Engineers (ASHRAE) 2022 Technology awards for their “Chiller Plant Optimization 
Project.”. The ASHRAE Technology Awards recognize: “outstanding achievements by members who have successfully 
applied innovative building design in the areas of occupant comfort, indoor air quality and energy conservation.” The 
main goals of optimizing energy consumption were the keys to the success of the project reaching the first place in the 
category “Industrial Facilities or Processes – Existing.”
2.6.3.4.3 Company policy or behavioral change:
Real estate footprint
In 2022, the Real Estate Division continued to work on our footprint optimization for all Stellantis activities:
	
■Evolution of use principles, geographical grouping of activities, maximizing use intensity, compaction (reduction of 
1,845,752 m2). Collectively, these actions provided an estimate reduction of 53,527 tons of CO2-eq. Real Estate committees 
integrate the environmental issues of projects into decision-making processes including improvement of energy 
efficiency in the major renovation projects of our dealership, financial support for energy retrofits of buildings and the 
implementation of renewable energy solution
Retail activities also conducts optimization of energy consumption and CO2 emissions.
Carbon and energy impacts are integrated into all the phases of transformation and development of the network. The 
mutualization on single site multi brand activities or the intensification of the services activities on site, allows to reduce 
our footprint and to valorize our building by the renovation of our energy systems and the improvement of their control.
Example: In 2022, the works for the Creation of the mobility factory on our historic site Nanterre (France) have started. 
This unique concept integrates a dealership, sales to companies’ activities, a megastore for used vehicles and a center for 
light commercial vehicles. 
The concept of four sites in one, allows the reduction of the surface by 59% m2. The works for this new project will need 
refurbishment, demolition of around 18,200 m2 and construction of 3,443 m2 and liberation of 18,300 m2.
The environmental requirement has been defined upstream of the project: decarbonized energy sources and energy 
performance better than regulatory thresholds (-30% versus requirements of the French thermal regulation 2012).
For all French dealerships and warehouses, which represent 40% of the scope, a process of energy supervision has been 
implemented in 2021 to support site managers and to share best practices. This new process allows to reduce by 10% of 
total energy consumption versus 2021.
The reduction of 1,845,752 sqm 
provided CO2-eq saving 
53,527 tons
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Key figures to illustrate the optimization of energy consumption and CO2 emissions in France:
	
■LED solution on 20 sites: an investment of €500 thousand and an annual saving forecast of 404 MWH electricity.
	
■Renovation heating equipment with low carbon energy instead of gas on six sites: an investment of €353 thousand and 
an annual saving forecast of 354 tons of CO2-eq.
For the other countries in Europe, a strong animation is deployed to implement actions in order to reduce the energy 
consumption and the carbon intensity, based on the two following pillars: Energy Sobriety and Efficiency – Use of low 
carbon sources.
In Poissy (France) and Rüsselsheim (Germany), Stellantis plans to develop green campus for the national headquarters 
that will serve as role models for Stellantis with low-carbon concept and extensive “greening” by 2025.
	
■Poissy headquarter in France is expected to group together employees working in nearby sites in a 60,000 m2 campus. 
With this project, Stellantis expects to reduce its real estate footprint with a modern, vegetated site, using eco-design 
construction technologies to reduce CO2 emissions.
	
■Rüsselsheim headquarter in Germany is expected to be transformed to minimize its carbon impact with a consistent 
low-energy concept and extensive use of solar panels on roofs. The headquarter is to be integrated into an historical 
building, allowing reduced use of resources compared to the construction of a completely new building. Stellantis 
integrates the great industrial tradition of the Company into its future site concept. The concept also integrates state-
of-the-art equipment and allows easy accessibility.
Feasibility studies are ongoing to possibly extend this Green Campus development to others Stellantis historical main 
footprint.
The initiatives implemented by Stellantis in 2022 resulted in an emission reduction in scope 1 and scope 2 for more than 
123,000 tons of CO2-eq equals (versus 49,924 in 2021) to 21.4 kg of CO2-eq/vehicle produced (versus 8.8 kg in 2021).
The actions to control energy consumption led to savings of approximately €28 million. These figures are included in the 
vehicle production costs and affect the Stellantis’ overall economic performance. 
Green Campus development 
for Stellantis Historical 
Headquarters
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AVERAGE PLANT ENERGY SPENDING AND (ELECTRICITY AND GAS) CONSUMPTION
Electricity
Compressors (10%)
Boiler (25%)
Gas
Paint (50%)
Chilled water
Building (31%)
Body (10%)
Assembly (6%)
Press (3%)
Lighthing
Pumps
Booth
Ventilation
Ovens
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2.6.4 DETAILED KEY PERFORMANCE INDICATORS
2.6.4.1 Greenhouse gas emissions
Unit: tons of CO2-eq
Direct GHG 
emissions in 
CO2-eq (scope 1)*
Direct GHG 
emissions from 
biomass (CO2-eq)*
Indirect GHG 
emissions in 
CO2-eq (scope 2)
Total GHG 
emissions 
(scope 1 + scope 2)
Total as %
Enlarged Europe
2022
641,093
6,653
754,345
1,395,438
41%
2021
764,309
5,596
959,555
1,723,864
44%
North America
2022
732,617
1,050,058
1,782,675
52%
2021
760,484
1,163,882
1,924,366
50%
South America
2022
62,750
42,751
105,501
3%
2021
65,160
36,902
102,062
3%
Middle East & Africa
2022
5,241
21,885
27,126
1%
2021
6,299
20,596
26,895
1%
China and India & Asia 
Pacific
2022
2305
6614
8,919
—%
2021
647
647
—%
Total Manufacturing
2022
1,444,006
6653
1,875,653
3,319,659
96%
2021
1,596,899
5596
2,180,935
3,777,834
98%
Retail
2022
49,517
40,706
90,223
3%
2021
44,129.00
52,524.00
96,652
2%
Fugitive Emissions 
from F-Gas/ODS
2022
33,242
33,242
1%
TOTAL
2022
1,526,765
6,653
1,916,359
3,443,124
2021
1,641,028
5,596
2,233,459
3,874,486**
TCFD.Ma
GRI 3-3
GRI 302-3
GRI 305-1
GRI 305-2
Note: Direct emissions are calculated based 
on the direct energy consumption by applying 
emission factors acknowledged by the GHG 
Protocol recommendations (Intergovernmental 
Panel on Climate Change (IPCC)). Changes in 
emission levels are thus directly related to 
changes in energy consumption and in energy 
sources.
The data provided above has taken into account all emissions from all Stellantis industrial facilities including direct 
emissions from four cogeneration plants and has been calculated based on GHG Protocol standards.
The Company uses energy produced by cogeneration plants managed by two different approaches. In Melfi, Melfi Plastic, 
Cassino and Atessa (Italy), Sochaux, Rennes, Mulhouse and Hordain (France) plants have signed contracts with external 
suppliers which provide electricity, steam and hot water used in paint shop process. Three other cogeneration plants 
produce electricity and steam from gas. The energy produced is partly used in the plant, but a large part is also sold 
to other facilities or to external customers. The amount of gas used is 989,256 MWh LHV to produce 326,445 MWh of 
electricity and 441,059 MWh of steam. Electricity generated by cogenerations operated in Zaragoza, Rüsselsheim and 
Eisenach has a lower CO2-eq content than the national electricity mix from the grid and therefore contributes to CO2-eq 
reduction. These scope 1 emissions of the energy sold increase the reported absolute emissions even though they were 
not caused by the production. The CO2-eq from energy sold to external customers represents 76,222 tons in 2022.
* Greenhouse gas emissions from the 
combustion of biomass are not included in 
direct emissions in accordance with the GHG 
Protocol guidelines.
Direct GHG emissions expressed in tons of 
CO2-eq are calculated by applying coefficients 
(global warming potential) of 298 for N2O and 
21 for CH4 (source: IPCC reports, 2007 and 
1995 respectively). Indirect (scope 2) emissions 
expressed in tons CO2-eq. are calculated from 
electricity and steam purchases in compliance 
with emission factors obtained from suppliers 
for steam, based on the previous year’s 
electricity factors, according to GHG Protocol 
Market-based guidelines. Location-based 
indirect (scope 2) emissions amounted to 
2,550,209 tons of CO2-eq. Fugitive emissions 
of CO2 disclosed result to unintentional 
releases during the use of refrigeration and air 
conditioning equipment.
**Revised from 2021 Annual Report in the 
Non-Financial Information section.
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2.6.4.2 Breakdown of energy consumption from operations
Reported energy consumption is expressed in MWh LCV (the most common unit of measurement). In terms of method, 
the use of calorific values is recommended by the French decree of October 31, 2012 as part of the application of European 
regulation No. 601/2012 on the monitoring and declaration of greenhouse gas emissions under Directive 2003/87/EC of 
the European Parliament and Council. The coefficients proposed by these two regulations are derived from the work of 
the IPCC (Intergovernmental Panel on Climate Change), as are those of the Greenhouse Gas (GHG) Protocol, used as a 
reference by the Global Reporting Initiative (GRI). Following this approach, values expressed in MWh can be converted to 
GJ simply by applying a multiplying factor of 3.6 (1 Wh = 3.6 kJ).
(MWh)
Combustible energy
Non-combustible energy
Total energy 
consumption
Total energy 
consumption 
as %
Non-renewable
Renewable
Electricity
Renewable 
electricity 
produced and 
consumed
Of which 
decarbonized 
electricity
Share of 
decarbonized 
electricity 
(%)
Steam & 
Cooling
Heavy fuels
NG + LPG
Coke
Biomass 
(wood)
Enlarged Europe
2022
53,949
3,307,277
78,263
20,087
2,995,071
4,525
2,160,240
72%
996,109
7,455,281
48%
2021
561
3,928,611
76,121
16,895
2,985,282
1,759,576
59%
1,034,074
8,041,544
50%
North America
2022
-
3,929,455
61,570
-
2,670,931
-
999,720
37%
-
6,661,956
43%
2021
4,063,762
68,883
2,742,931
1,001,723
37%
6,875,576
43%
South America
2022
3,645
328,560
-
-
556,005
-
272,819
49%
888,210
6%
2021
343,766
589,166
156,048
26%
932,932
6%
Middle East & 
Africa
2022
-
28,945
-
-
36,315
-
6,576
18%
-
65,260
0%
2021
34,699
34,315
6,217
18%
69,014
China and India & 
Asia Pacific
2022
682
1,328
-
-
15,148
-
4,982
33%
1,371
18,529
0%
2021
1,509
9,937
5,455
55%
11,446
Total 
Manufacturing
2022
58,276
7,595,565
139,833
20,087
6,273,470
4,525
3,444,337
55%
997,480
15,089,236
97%
2021
561
8,372,348
145,004
16,895
6,361,631
2,929,019
46%
1,034,074
15,930,512
99%
Retail
2022
2,696
269,737
-
-
131,257
1,230
67,503
52%
735
405,655
3%
2021
253
126,519
11,053
9%
925
127,697
1%
TOTAL
2022
60,972
7,865,302
139,833
20,087
6,404,727
5,755
3,511,840
55%
998,215
15,494,891
2021
561
8,372,601
145,004
16,895
6,488,151
2,940,072
45%
1,034,999*
16,058,210
1,169,776 MWh of electricity consumed were generated from renewable sources.
* Revised from 2021 Annual Report in the Non-Financial Information section
GRI 302-1
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2.7 Carbon footprint of the supply chain: purchasing and logistics 
Improving the environmental performance of the supply chain is the third dimension of Stellantis’ decarbonization 
strategy. The levers presented in this Chapter aim at supporting Stellantis to meet its objective of reaching carbon net 
zero with single-digit % of compensation over its entire supply chain in 2038.
Stellantis’ responsible purchasing practices are presented in Chapter 7.1 . This chapter focuses on environmental and 
climate-related aspects. 
2.7.1 POLICIES TO EXECUTE THE STRATEGY
Reducing the Company’s carbon footprint includes actions to reduce the CO2 emissions related to:
	
■purchasing, as the extraction of materials and the production of parts represents the second largest source of Stellantis’ 
CO2 emissions ;
	
■logistics, which represents a small portion of the carbon footprint of Stellantis .SDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURESDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 13: CLIMATE ACTION
GRI 305-3
 For more information refer to 7.1
GRI 3-3
 For more information refer to 2.7.3.1
 For more information refer to 2.7.3.2
In line with Dare Forward strategy, Stellantis GPSC has defined a target to reduce the carbon footprint of scope 3 upstream activities 
by -40% for electric vehicles compared to 2021 by 2030 and to reach carbon net zero with minimal compensation by 2038.
The Company has established a specific CO2 requirement in its sustainable policy guidelines and has included the CO2 
performance as a criterion in its business award policy for the most intensive CO2-emitting commodities that represent 
80% of the CO2 footprint of the supply chain.
Purchasing
Suppliers to Stellantis are deeply involved in the Company’s approach to reducing CO2 emissions in the supply chain, 
including the emissions generated for the production of goods and services purchased by Stellantis. Our strategy to 
reduce greenhouse gas emissions in the entire supply chain consists of:
	
■selecting suppliers according to environmental criteria such as the ISO 14001 certification, or their capacity to develop 
products which incorporate green or recycled materials. As of December 31, 2022, 61% of direct material suppliers have 
ISO 14001 certifications
	
■collecting a status report from its 250 major suppliers on their current and future CO2 emissions and implementing a 
reduction plan by inviting them annually to participate in the Stellantis CDP Supply Chain program. CDP is an organization 
which supports companies with the disclosure of environmental impacts. It aims to make environmental reporting and 
risk management a business norm while driving disclosure, insight and action towards a sustainable economy.
Stellantis’ climate change objectives are translated into contractual commitments via specifications and purchasing policies 
according to two different criteria: CO2 emissions reduction and the type of materials used.
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■Regarding CO2 emissions linked to the Company’s purchases from suppliers, the Purchasing & Supply Chain division 
challenges its suppliers to establish and work according to an emission reduction plan at least compliant with the 
Paris Agreement and to be aligned with Stellantis climate ambitions. In 2022, 51% of the Company’s suppliers set up 
a reporting process for energy consumption or greenhouse gas emissions. Stellantis is placing particular emphasis on 
CO2 emissions linked to specific commodities covering around 80% of the CO2 emission footprint of the supply chain.
	
■Stellantis’ No-Deforestation requirement to suppliers is incorporated into the Responsible Purchasing Guidelines 
available on the corporate website. Stellantis engages its suppliers globally to set out appropriate monitoring, traceability 
and action plans related to efforts to avoid deforestation.
	
■Ambitious targets have been set on the percentage of “green/recyclable materials”. These objectives are also a key focus 
of the innovation policy that is part of the Company’s supplier certification criteria . Furthermore, suppliers also have a 
key role to play in our commitments on reducing hazardous substances .
Logistics
Stellantis’ logistics operations policy
A specific policy is defined to reduce GHG emissions from logistics and identify areas of improvement and actions needed. 
The logistics operations are handled by a variety of external operators and a minority of internal operations, depending on 
the origin and destination of the goods. The Company has adopted internal logistics guidelines that provide direction on 
how to reduce logistics carbon footprint including methodologies to reduce the impact of freight and vehicle movement. 
The Company’s logistics approach focuses on the:
	
■optimization of logistics flows regarding network, mode and capacity in addition to the adoption of low-emission 
transport vehicles in our own fleets to improve performance and minimize impacts on the environment: 
	
●make efforts to use the least polluting transport methods available, in line with the most stringent environmental 
standards
	
●the Company is exploring and prioritizing alternatives to road transport by increasing the use of rail and river transport
	
●contractors comply with applicable legislation and regulations. 
	
■Requirement to suppliers for the use of recyclable or reusable packaging raw materials for new projects vehicles in Europe.
Employee travel policy
Stellantis undertakes policies to optimize employee mobility and reduce CO2 emissions related to business travel. This 
approach encourages a more frugal approach to travel and supports alternatives to traditional individual transport. The 
Company is committed to limit travel to what is strictly necessary. The Company also focuses on the promotion of remote 
working, which reduces commuting.
 For more information refer to 7.1.5
 For more information refer to 6.1
Stellantis undertakes policies 
to optimize employee mobility 
and reduce CO2 emissions 
related to business travel
 
Stellantis is placing particular 
emphasis on CO2 emissions 
linked to specific commodities 
covering around 80% of the 
CO2 emission footprint of the 
supply chain
 
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2.7.2 ORGANIZATION AND RESOURCES 
Purchasing
Monitoring CO2 emissions and GHG emissions of our supply chain is a major aspect of our responsible purchasing practices. 
It requires various internal and external resources and is deeply embedded in our management and tracking tools for CSR 
as well as the decision-making process .
Stellantis has started to use CO2 performance of suppliers as a key factor in sourcing decisions. We are also utilizing the 
CDP Supply Chain module as CDP is the most recognized global carbon accounting initiative and has the biggest network 
and impact. This initiative promotes awareness among suppliers of their impact on the climate, particularly regarding 
greenhouse gas emissions and provides detailed information on the suppliers’ level of emissions as well as reduction 
targets and commitments .
Furthermore, greenhouse gas (GHG) emissions and CO2 emissions are major subjects discussed in the Drive Sustainability 
Initiative, where Stellantis is a partner, as well as in various other Automotive industry groups in multiple countries .
Logistics
A specific environmental network in the Logistics Department in each of the 6 regions has to focus on the reduction of 
the logistics carbon impact and waste optimization roadmap. This network is composed of 10 logistic correspondents who 
are monitored at least quarterly in a Care CO2 Business Club, has the target to:
	
■improve the way of measuring logistics CO2 emissions and waste impacts 
	
■analyze those impacts
	
■set up process evolutions and monitor activities to reduce emissions and waste quality impact. 
IMPACT MEASUREMENT OF THE ELECTRIFICATION STRATEGY
The increase of Low Emission Vehicles (LEVs) strategy has two impacts on our logistics. The first one is on the 
sourcing of LEVs’ component, which comes with an increase of our upstream distances. The solution to this impact 
is the creation of a battery gigafactory close to our plants already announced by Stellantis. The second impact is the 
increase of the LEVs weight, which bring a strong constraint on our trucks capacity thus affecting our loading rate on 
our downstream flow.
GRI 3-3
 For more information about the 
governance and organizational set-up 
of CSR management inside the Global 
Purchasing and Supply Chain Department 
(GPSC) refer to 7.1.4
 For more information about our allocated 
resources on responsible purchasing 
practices refer to 7.1.6
 For more information and data 
refer to 2.7.3 and to 2.7.4
 For more information on our participation 
in CSR related working groups and 
associations refer to the Purchasing CSR 
Resources Matrix in 7.1.6
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2.7.3 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS 
2.7.3.1 Initiatives to support the electrification strategy
Over the next three years we intend to expand our electrification plan across all products and all Regions. We want to 
ensure the availability of our EV products for our customers and that means securing batteries and raw material supply. 
Working with suppliers that are best in class on environmental criteria enables Stellantis, as of 2022, to be engaged in 
21 joint innovation projects with 19 suppliers to identify and implement technologies that reduce CO2 emissions of the 
vehicles as well as in the production of parts. In order to secure the supply of critical materials needed to produce LEVs, 
it is necessary to have supporting contracts and relationships with our supply chain to procure the needed raw materials 
which will also reinforce the strategy for emissions reduction .
In addition, Stellantis’ electrification strategy relies on battery repair and reuse, which could contribute to reducing CO2 emissions 
from the raw materials and parts supply chain by decreasing the quantity of materials that needs to be purchased . 
2.7.3.2 Suppliers make a significant contribution to Stellantis’ environmental targets 
Most suppliers in the automotive industry face the same environmental issues as Stellantis, which pushes them to reduce 
their carbon footprint and water consumption, managing their industrial waste, improving waste recycling and protecting 
biodiversity. Stellantis involves them in the efforts to monitor our environmental roadmap.
At this time the manufacturing of BEVs is more CO2 intensive than the manufacturing of ICEVs, principally due to the 
production of the battery. Moreover, EV manufacturing uses more aluminum to reduce vehicle weight and therefore optimize 
their energy efficiency and their range. As a result, electrification, although it reduces significantly CO2 emissions from the 
use of sold products, could lead to an increase in Stellantis’ CO2 emissions from the purchases of materials and parts.
In 2022, CO2 emissions linked to purchases of materials and components correspond to 8.6% of Stellantis carbon footprint (versus 
8.3% in 2021) . Efforts carried out by Stellantis to integrate suppliers into our CO2 emissions reduction ambitions are based on:
	
■the integration of climate change in the supplier evaluation: as part of its responsible purchasing strategy  Stellantis 
assesses the supply base also on environmental criteria annually via the CDP Supply Chain Module as well as part of the 
EcoVadis process annually. In 2022, the average environmental score in EcoVadis of Stellantis suppliers was 54.6 outperforming 
all suppliers assessed by EcoVadis, which had an average score of 44.7. In 2022, 2,974 supplier groups were assessed, 
corresponding to more than 87% of the Annual Purchased Value. In case of insufficient performance or nonconformities, 
suppliers have to prove their actions in Corrective Action Plans, that get shared with Stellantis and monitored.
	
■For 2023 the integration of CO2-eq performance in the supplier selection is planned.
For new BEV projects we target 70 products, counting for 80% of the CO2-eq footprint of the supply chain. Stellantis 
works on a CO2-eq “cradle-to-gate” performance as a criteria for supplier selection.
GRI 302-2
GRI 305-4
 For more details related to the binding 
agreement refer to 2.5.3.2.2
 For more information refer to 6.1.7.6
GRI 305-5
GRI 308-2
 For more information refer to 2.5.4
 For more information refer to 7.1.5
In 2022, the average 
environmental score in EcoVadis 
of Stellantis suppliers was 54,6 
outperforming all suppliers 
assessed by EcoVadis, which had 
an average score of 44,7
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■Stellantis strives to integrate its suppliers in its decarbonization strategy, notably by encouraging them to set greenhouse 
gas emissions reduction targets compliant with the Paris Agreement. In 2022, more than 65 percent of our targeted 
suppliers had defined such trajectories (based on annual purchase value) versus 55 percent in 2021. The Company 
has established a specific CO2 requirement in its sustainable policy guidelines and has included CO2 performance as 
a criterion in its business award policy for the most intensive CO2 emitting commodities that represent 80 percent of 
the CO2 footprint of the supply chain. The share is then expected to increase to 95% by 2030 and to contribute to the 
carbon net zero with single-digit % of compensation objectives in 2038.
In addition, Stellantis’ electrification strategy relies on battery repair and reuse, which could contribute to reducing CO2 
emissions from the raw materials and parts supply chain by decreasing the quantity of materials that needs to be purchased.
	
■the collaboration of all major suppliers in the Stellantis CDP Supply Chain program. To promote and closely monitor 
awareness among suppliers of their impact on climate change, 250 suppliers have been invited to participate to the 
program in 2022 . This program allows for a deeper understanding of several aspects including: the management, the 
targets and the results of individual CO2 emissions of all major CO2 emitting suppliers of Stellantis.
	
■the deployment of an engagement campaign to educate suppliers about climate change: Stellantis considers all 
suppliers as partners which play a key role to reduce carbon emissions in the supply chain. Therefore, various ways 
of dialogue and training opportunities are offered to the supply base for CSR related matters, in particular on CO2 
emissions and GHG .
	
■Maintaining dialogue with key suppliers: The company intensifies the dialogue on CO2 with its key suppliers and key 
partners during annual business reviews with the biggest CO2 contributors in the supply chain .
	
■Organizing annual supplier awards event: Our very top Suppliers having a leading CSR Performance are annually recognized 
by our GPSC Top Leadership in the CSR category of our supplier award. The requirements and criteria for this award includes 
a strong CO2 Performance, overall CSR Policy and Achievements . In 2022, the CSR Award winner, Aptiv was selected for its 
large contribution to the implementation of low emission vehicle technology as well as for its low CO2 emissions in production.
Stellantis’ 2025 target is to monitor 80% (based on APV) of suppliers’ CO2 emissions through the Stellantis CDP Supply 
Chain program and dedicated actions from specific focus commodities.
2.7.3.3 Reducing the carbon impact of logistics operations and travel 
Stellantis is a global vehicle manufacturer and therefore manages thousands of flows on a daily basis, from sourcing 
supplies for its plants to delivering vehicles and spare parts to its clients. Stellantis’ logistics operations are part of the 
scope 3 emission category8. 
Stellantis is working to define an ambitious trajectory for the carbon footprint of logistics operations that would be 
compliant with the Paris Agreement.
8 Since they represent a minor portion of the logistics flows, internal logistics emissions are included in the scope 3 disclosure.
 For the details on the survey refer to 2.7.4
 For the details on the CSR trainings that 
Stellantis offers for suppliers refer to 7.1.7
 For more information on the supplier 
business reviews refer to 7.1.7
 For more information on the annual 
supplier awards event refer to 7.1.7
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2.7.3.3.1 Reducing the carbon impact of logistics operations
LOGISTIC FLOWS
PHYSICAL FLOW
UPSTREAM FLOW
DOWNSTREAM FLOW
SPARE PARTS
Upstream
Downstream
Spare parts
Information flow
Supplier 
Tier 1
Stellantis 
foundry sites
Stellantis  
engine and 
transmission sites
Storage 
warehouses
Independent 
dealership network
Integrated 
dealership network
End customer
Stellantis 
assembly 
plant sites
Country vehicle 
parks
Planning 
process
Forecasts  
and orders
Supplier 
Tier 1
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Actions undertaken by Stellantis
This table presents examples of actions undertaken from both companies. The organization to monitor CO2 logistics challenge 
was completely different, with a consolidated vision from ex-PSA and a larger autonomy of regions from ex-FCA. 
ACTIONS AND LEVERS USED
GAINS/RESULTS OBTAINED
CONVERGENCE MATURITY
Optimization of packaging and volumes transported with
Waste reduction in new vehicle project
	▪Use of sustainable packaging
	▪The reuse of returnable containers in new vehicle projects allows 
to reduce waste and packaging are standardized to limit the use 
of disposable material.
	▪A new Stellantis rule is defined to evaluate the sustainability of 
the packaging. 
	▪Design to logistics initiative to track the transport impact of 
parts right from the design phase.
	▪Technical specifications for logistics (TSFLs) have been drawn 
up for the large majority of part families and these set out our 
logistics requirements for our research and development centers.
	▪The standard to use the “design to logistic”s to track the 
transport impact of parts right from the design phase has been 
released and is now implemented for new projects in order to 
reduce the transported volume.
Reduced industrial waste (upstream) with
	▪Reusing disposable packaging for overseas flows.
	▪Waste reduction: the reuse of disposable packaging is on going 
for North America and for Interregional flows between Europe 
and South America.
	▪A global policy about overseas packaging and associated waste 
is existing based on the reduction of necessary packaging, the 
reuse of packaging used for shipping and, finally, the recovery if 
reuse is not possible.
	▪The best practices are shared in inter regional flows 
organization.
	▪Take into account plant waste management in logistics
	▪Studies on plants worse packaging for wastes management are 
made to save waste cost and waste tons
	▪New requirements have been set up in the specifications with 
the objective to handle the quantity and diversity of packaging 
wastes.
	▪Improve global monitoring of logistic CO2 emissions.
	▪Exploration of the different solutions available.
	▪Preselection of a CO2 monitoring system adapted to the diversity 
of our Transport Management System (TMS) regarding upstream 
and downstream CO2 emissions.
	▪The goal is to improve awareness with a shared vision between 
all transport departments.
	▪The solution is still under study. In between, Stellantis is 
working on an improvement in the current data collection to 
cover additional flows and to propose simulations.
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Actions undertaken in collaboration with our contractors
ACTIONS AND LEVERS USED
GAINS/RESULTS OBTAINED
CONVERGENCE MATURITY
Filling rate of trucks and shipping containers
	▪Implementation of a tool for 3D visualization of the theoretical 
loading of trucks (Heavy Goods Vehicles) based on daily orders 
sent to suppliers. This tool was implemented for shipping 
containers.
	▪Pooling of flows between several suppliers, milk runs, regular 
optimization of the uplift frequency.
	▪For the full truckload transportation, the truck utilization 
is strongly monitored with the target to optimize it, using 
dedicated tools.
	▪The fill rate of the trucks arriving at the plants is measured and 
action plans are put in place if any anomalies are detected.
	▪The average cube utilization rate of sea containers being shipped 
for intercontinental flows is also monitored and now reaches 
almost 89% at Stellantis Global level, thanks to actions on 
overseas packaging optimization & container loading efficiency.
	▪At Stellantis level, the best practices are already identified and 
shared between both companies and regions.
	▪The Company is investigating the best tools from both 
companies to support our best practices.
Use of multimodal transport
	▪Move to more environmentally friendly modes of transport 
(already high usage of rail transport and sea transport).
	▪Reduction in road traffic and corresponding pollution: a regular 
sea route service between Saint-Nazaire and Vigo (the so-called 
“sea motorway”) is in operation. Thanks to this route, each truck 
reduces its mileage by 1,300 km, thus helping to ease congestion 
and reduce polluting emissions.
	▪Multimodal flows are used to transport components between 
Morocco and the Vigo plant in Spain, through a maritime shuttle 
between Tanger and Vigo. This mode of transport enables each 
truck to reduce its road journey by 950 km.
	▪Manufactured in Uruguay, the Citroën Jumpy and Peugeot 
Expert use components from the Sevel Nord plant, which are 
transported by river from the plant to the Port of Antwerp, 
instead of by lorry.
	▪A study was conducted to implement 2 new train corridors and 
some other rail freight portions in Europe from 2024. It showed 
that the solution was not validated for its lack of flexibility in an 
evolving uncertain market. 
Usage of alternative fuels
	▪Utilization of a low emissions fuels by i-Fast,
	▪Low-emissions natural-gas powered trucks in our transport fleet 
operating in Europe avoided approx. 70 tons of CO2 compared to 
diesel ones.
	▪iFast is an automotive distribution logistics provider previously 
in FCA perimeter (ex-Fiats Auto Transport since 2006), owner of 
182 trucks in September 2022). Its owned fleet uses 9% of low 
emission trucks (LNG). 
For more information: https://www.i-fast.it/en 
Setting up mega trucks lorry traffic flows
	▪Commissioning of a new type of truck, in line with new Spanish 
legislation
	▪The Madrid and Vigo plants are using mega trucks lorries (also 
known as mega trucks). They are 25m long and can transport 
more goods with a single trailer than in a standard semi-trailer, 
which saves 16% in CO2-eq per ton transported
	▪Mega truck use should increase by 5% in 2022 in Enlarged 
Europe (54% in 2021). 
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2.7.4 DETAILED KEY PERFORMANCE INDICATORS
2.7.4.1 Supply chain operational KPIs 
Supplier status committing to the COP 21 Paris Agreement 
Number of suppliers 
2022
45
2021
38
APV* of level 1, level 2 suppliers
2022
69%
2021
>55%
Involvement and results of our suppliers in our Carbon Disclosure Project (“CDP”) supplier program 
Supplier invited
2022
250
83% of APV*
2021
249
84% of APV*
Suppliers responded
2022
212
97% of APV invited
2021
208
95% of APV invited
Supplier Response Rate
2022
85%
2021
84%
Average score
2022
C
2021
C
* APV = annual purchase value
2.7.4.2 Summary of greenhouse gas emissions per type of shipment (scope: world, excluding JVs)
Due to the new logistics service providers transport system on deployment from x-PSA, we needed to extrapolate some data. 
Exclusions: spare parts distribution not exhaustive yet . Emission factor for North America* just in CO2 and not in CO2-eq. 
Energy consumption is determined for each traffic flow and by mode of transport by using an emission factor corresponding 
to this energy (fuel). The scope for downstream distribution includes capillary flows to the dealers.
Intensity factors based on regional emissions factors are used to multiply with weight and distance or fuels when CO2 
emission are not given directly by the logistic providers.
TCFD.Ma
GRI 302-2
GRI 305-4
This report covers transport 
flows under direct Stellantis 
responsibility
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Company
CO2-eq emissions in tons*
CO2-eq emissions in %
Upstream 
transport
Road
Stellantis 2022
1,094,578
80%
Former FCA 2021
621,202
82,5%
Former PSA 2021
410,292
82.5%
Air
Stellantis 2022
111,215
8%
Former FCA 2021
6,694
0,9%
Former PSA 2021
67,789
13.6%
Rail
Stellantis 2022
76,039
6%
Former FCA 2021
52,469
7.0%
Former PSA 2021
732
0.1%
Sea
Stellantis 2022
84,412
6%
Former FCA 2021
72,199
9.6%
Former PSA 2021
18,559
3.7%
TOTAL
Stellantis 2022
1,366,244
100%
Former FCA 2021
752,564
100%
Former PSA 2021
497,372
100%
Downstream 
transport
Road
Stellantis 2022
884,863
81%
Former FCA 2021
722,312
77,3%
Former PSA 2021
170,851
75.8%
Rail
Stellantis 2022
85,649
8%
Former FCA 2021
116,762
12,5%
Former PSA 2021
6,812
3.0%
Sea
Stellantis 2022
120,321
11%
Former FCA 2021
95,876
10,3%
Former PSA 2021
47,849
21.2%
TOTAL
Stellantis 2022
1,090,834
100%
Former FCA 2021
934,950
100%
Former PSA 2021
225,512
100%
Total (Upstream + 
downstream transport)
Stellantis 2022
2,457,078
100%
Former FCA 2021
1,687,514
100%
Former PSA 2021
722,885
100%
* The convergence between the different methodologies (former FCA and former PSA) is not ended.
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3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3
DRIVING THE COMPANY TRANSFORMATION 
THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.1 MANAGEMENT OF COMPANY 
TRANSFORMATIONS AND SOCIAL 
DIALOGUE
137
3.1.1 Context and Stellantis position 
137
3.1.2 Forward-looking vision and targets 
139
3.1.3 Identification and management of risks 
and opportunities
139
3.1.4 Governance and decision bodies 
to lead actions 
141
3.1.5 Policies to execute the strategy
142
3.1.6 Organization and resources
144
3.1.7 Main initiatives, achievements and results
148
3.1.8 Detailed key performance indicators
155
3.2 ATTRACTING AND DEVELOPING 
ALL TALENT 
162
3.2.1 Context and Stellantis position
162
3.2.2 Forward-looking vision and targets
162
3.2.3 Identification and management of risks 
and opportunities
163
3.2.4 Governance and decision bodies 
to lead actions
164
3.2.5 Policies to execute the strategy
164
3.2.6 Organization and resources
167
3.2.7 Main initiatives, achievements and results
168
3.2.8 Detailed key performance indicators
175
3.3 DIVERSITY, INCLUSION AND EQUAL 
OPPORTUNITY
183
3.3.1 Context and Stellantis position 
183
3.3.2 Forward-looking vision and targets 
184
3.3.3 Identification and management of risks 
and opportunities 
184
3.3.4 Governance and decision bodies 
to lead actions 
186
3.3.5 Policies to execute the strategy 
187
3.3.6 Organization and resources
188
3.3.7 Main initiatives, achievements and results 
189
3.3.8 Detailed key performance indicators
197
3.4 HEALTH, SAFETY AND WELLBEING 
IN THE WORKPLACE 
202
3.4.1 Context and Stellantis position 
202
3.4.2 Forward-looking vision and targets
203
3.4.3 Identification and management of risks 
and opportunities
203
3.4.4 Governance and decision bodies 
to lead actions
205
3.4.5 Policies to execute the strategy 
206
3.4.6 Organization and resources 
207
3.4.7 Main initiatives, achievements and results
210
3.4.8 Detailed key performance indicators 
218
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STELLANTIS’ CSR MACRO-RISK/PILLAR II. DRIVING THE COMPANY TRANSFORMATION 
THROUGH THE DEVELOPMENT OF HUMAN CAPITAL ​​
Stellantis’ purpose is to provide clean, safe and affordable mobility to all. With Dare Forward 2030  its bold strategic plan 
for the coming decade, the Company is driving its employees to be ‘second to none’ in value creation for all stakeholders.
In the fight against climate change, we are on track to achieve carbon net zero emissions by 2038. This plan includes 
increased electrification, automation, digital transformation, new production and sales processes to design and offer new 
products and mobility services meeting customers’ new expectations. 
Employees expect transparency that includes their contribution to the future of the Company and how the Company 
supports the surrounding communities where we operate. 
Our people are the greatest asset of the Company. They are at the heart of Stellantis from Day One, building our new 
Company in a increasingly challenging context. By activating the different levers of transformation in a transversal way, 
we will make the Company evolve in all its components (skills, behaviors, working environment, social responsibility) 
evolving from a legacy car maker to a tech mobility company. 
To support our ambition, we defined a Human Capital Development strategy built on four pillars: 
1.	 engage sustainable transformations
2.	 attract, develop and retain talents
3.	 empower diversity with meritocracy
4.	leverage employee experiences.
These pillars are our Human Resources foundations to make Stellantis a great company to work for. 
Leveraging the employee experiences, we are committed to promoting safety, health and wellbeing in our workplace 
and increasing motivation. By applying a flexible approach, including remote working where applicable, rethinking our 
workplaces and increasing the adoption of digital and collaborative tools, we aim to preserve employees’ health, improving 
their quality of life, as well as reducing the CO2 emissions generated by daily commuting. 
Our employees are committed to creating a diverse and inclusive work environment. We firmly believe that employees 
should feel valued and respected. We encourage an environment of inclusivity, celebrating the differences that our 
employees bring to work every day. 
 Dare Forward 2030 
https://www.media.stellantis.com/em-en/
corporate-communications/press/dare-forward-
2030-stellantis-blueprint-for-cutting-edge-
freedom-of-mobility 
Powered by our diversity, we 
lead the way the world moves
We are 
customer centric
We win 
together
We are agile 
and innovative
We care for 
the future
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We are cultivating performance, continuous learning and permanent development with a high level of creativity and 
inspiration based on positive employee experiences. With meritocracy as a key rule, we recognize and reward success. 
Based on a constructive and responsible social dialogue, we aim to lead the changes and unleash new expertise in 
technologies and services to offer competitive mobility solutions to our customers for a greater future. 
Stellantis launched a global employee survey in 2022 to get regular global and local data relative to engagement, 
sustainability, wellbeing, diversity and inclusion. The objective is to identify our strengths and drive improvements based 
on an employee data centric approach. In 2023 we will conduct two global employee surveys leveraging this tool to 
achieve our ambition of making Stellantis a great company to work for.
3.1 Management of Company transformations and social dialogue
3.1.1 CONTEXT AND STELLANTIS POSITION 
CSR issue/challenge #4: Management of Company transformations and social dialogue 
Through the Dare Forward 2030 strategic plan, our objective is to evolve from a legacy automaker to a sustainable 
mobility tech Company. Anticipation and development of skills  helps the organization to identify the best match 
between future needs and current resources. This challenge needs the support and ability of all employees and 
employee representatives to change. Stellantis promotes and supports co-constructive, trustful and responsible 
social dialogues with employee representatives at each level of the Company. In this way, management and employee 
representatives can tackle the major ongoing and upcoming challenges together and provide economic and social 
performance for a sustainable future. 
To support its objectives, Stellantis will leverage the following actions: 
	
■continuously improve our organization, with more agility and efficiency to fit business needs; 
	
■increase care for social climate and make the social dialogue a competitive advantage and the lever to support Company 
performance;
	
■implement a sustainable transformation due to a common approach to develop and evaluate skills; 
	
■become a sustainable mobility tech Company through our employee journey and accelerate the transformation. SDG 3: GOOD HEALTH AND WELL-BEINGSDG 4: QUALITY EDUCATIONSDG 8: DECENT WORK AND ECONOMIC GROWTH
Management of Company 
transformation and social dialogue
4
GRI 2-29
GRI 3-3
 For Job Family refer to 3.1.6
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Social Dialogue 
At Stellantis, employee representatives are fully engaged and involved at global and local level. We have dedicated 
meetings for sharing a clear vision of the current and upcoming situation and the strategy, to protect the Company and 
its employees. Our goals are managing the transformations linked to market changes and regulation and together, 
paving the way to a sustainable future.
Our co-construction approach with our social partners to anticipate and manage upcoming transformation is a pillar 
we have implemented since the beginning of the merger through collective agreements.
Actions in 2022: 
	
■We signed 582 collective agreements (versus 467 in 2021) with 88% of our countries covered (versus 86% in 2021). 
	
■We have the strong ambition to assign in 2023 as pillar of a Sustainable Transformation framework agreement 
addressing: 
	
●commitment to fundamental human rights
	
●commitment to environmental protection
	
●corporate social responsibility
	
●co-construction with social partners
	
●developing skills and employability
	
●being a magnet for talent
	
●acting for our employee’s wellbeing, health and engagement
	
●diversity and equal opportunities
	
●embracing new ways of working that develop greatness 
Company’s public position 
The automotive sector is going through a significant transformation, ranging from electrification to the integration 
of artificial intelligence in autonomous driving. At Stellantis, we believe that social dialogue is key to the transformation 
taking place within the Company, supporting this change in a responsible way and engaging our workforce. 
Our employee representatives participate in dedicated meetings to discuss how to protect the Company and its employees 
by managing the risks linked to market changes and regulations. By involving and sharing a clear vision of the current and 
upcoming situation, the employee representatives are involved in paving the way to a sustainable future. 
55
Training agreements 
signed
20
Equal Opportunity 
agreements signed
26
Health & Safety 
agreements signed
216
Working condition 
agreements signed
Social dialogue is key to the 
transformation 
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3.1.2 FORWARD-LOOKING VISION AND TARGETS 
Commitment scoreboard
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Management 
of company 
transformations and 
social dialogue
Owner: Chief 
Human Resources & 
Transformation Officer
Implement co-construction 
with trustful and transparent 
social dialogue with 
employee representatives 
and stakeholders to 
continuously develop and 
prepare the Company for 
future challenges​
% of countries* covered by 
collective agreements
2024: 90%
2030: 95%
2040: 100%
88%
86%
4
* Countries with over 150 employees
3.1.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
Social relations and workforce management are key success factors for involving and engaging employees in an 
Environment Social Governance (ESG) process and to realize the Company’s transformation. Against this background, 
risks and opportunities were identified. 
3.1.3.1 Risks
	
■Regulations and industry changes are creating unprecedented requirements for specialized talent, for example related 
to cybersecurity and carbon neutrality, including CO2 
	
■High inflation and the insecurity of our staff
	
■Operational risks: 
	
●lack of availability of specialized skills, skills assessment and inventory; 
	
●lack of attractiveness and speed at enriching the Company with new competencies needed for the coming challenges; 
	
●decisions to conclude the working relationship with employees that are not aligned with the market-led and 
regulatory transformations of the Company, can cause social issues (e.g., social demonstrations, complaints provided 
by employee representatives); 
	
●not having the support from social partners, the speed of transformations could be hampered, which is key to 
maintaining our market competitiveness. Threat to our reputation in the event of strikes, social movements, dismissals, 
legal actions, employee unsatisfaction, etc., as a result not achieving the changing needs of the operational merger 
implementation and synergies execution. (e.g., department definition and boundaries). 
GRI 3-3
Unprecedented requirements 
for specialized talent
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3.1.3.2 Opportunities
	
■Availability of skills and competencies: 
	
●accelerate Stellantis transformation fostering agility, continuous improvement and innovation; 
	
●anticipate changes and equip employees with competences required to succeed; 
	
●achieve sustainable performance aligned with new business needs and trends; 
	
●making best use of existing human capital with strong skills background and recruit for game-changing new fields. 
	
■Diversity of skills, engine to power the transformations: 
	
●contribute to the global distribution of competencies, with the new way of working, New Era of Agility, by having 
the right skills at the right time and place to support the business strategies of the Company. 
	
■Innovative social dialogue: 
	
●co-construction through innovative Collective Bargaining Agreement; 
	
●reassurance on the Company’s ability to manage transformation through social dialogue to facilitate its relationships 
with unions and public authorities. 
	
■Implementation of our purposes “winning together” and “caring for the future”, both for the employees and the 
Company. 
	
■The highly competitive and committed team from the merger leverages its combined skills and diverse backgrounds 
to guide Stellantis to become a great company to work for. 
	
■More efficient organization by simplification and redesign to decrease bureaucracy and provide more agility to our 
employees. 
IMPACT MEASUREMENT OF THE ELECTRIFICATION STRATEGY
Our electrification process relies on a strong inclusive strategy, among others battery repair and reuse. 
It will create workforce opportunities for our five gigafactories managed through dedicated Joint Ventures, 21 e-repair 
centers, and a battery expertise center in Rüsselsheim, Germany. These new opportunities will be used to ensure the 
workforce transition from Internal Combustion Engine vehicles (ICE) to Electric Vehicles (EV). Stellantis is supporting 
this workforce transition by training and offering skill enhancement to employees to assist them with their chosen 
professional paths internally or externally. 
Right skills at the 
right time and place
Co-construction through 
innovative Collective 
Bargaining Agreement 
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3.1.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS 
The Chief Human Resources and Transformation Officer (CHRTO) is part of the ESG Committee to assist, advise 
and act under authority delegated by the Board of Directors with respect to ESG . For Human Resources and Labor 
Relations at Stellantis, the CHRTO sets and enforces a global Stellantis Social Relation strategy approved by the Top 
Executive team .
The Chief Human Resources and Transformation Officer is involved in strategic decisions taking the human factor into 
account. This is a necessary condition to establish a quality and proactive social dialogue. By finding the right balance 
between corporate and local needs, the global operating model supports further integration of diversity in the Company. 
In this way, local needs are considered, while consistent and cohesive actions are taken. Local collective agreements are 
led by the regions or countries which take global Company policies into account and reflect local particularities.
To get a global social overview, social climate monitoring was implemented in each region or country with the objective 
to provide insight, create common understanding, allow forecasting on a corporate level and define further action 
plans, as needed. Each month, HR representatives from about 30 countries participate in a poll and share information 
about working rhythms and atmosphere, manufacturing, engineering, sales, and Union activities and local policies. 
These criteria enable sharing the state of the social climate from within the workforce to allow for actionable planning 
and preparedness.
The Chief Human Resources and Transformation Officer is responsible for the oversight of the Freedom of Association 
and the Right to Collective Bargaining. The CHRTO is a member of the Strategy Council and the owner of the strategic 
ESG issue “Management of company transformations and social dialogue” .
Co-construction is the approach promoted by the Company to build a responsible relationship based on trust and 
transparency and aimed at reconciling economic and social performance by implementing the most appropriate 
and pragmatic solutions. With this objective in mind, active dialogue was maintained in 2022 with various employee 
representation bodies at the national or transnational level. In Europe, through the European Works Councils of PSA, 
Fiat and Opel Vauxhall or in North America UAW (U.S. Union) or Unifor (Canadian Union) whose mandates are respected. 
Through the Special Negotiation Body, we will continue to create our employees’ representatives Stellantis community 
by negotiating the future Stellantis European Works Council by the end of 2023. 
The approach of co-construction through social dialogue is held as a competitive advantage for the Company in a more 
and more demanding environment. The notice period provided to employees and their elected representatives regarding 
significant operational changes is regulated either by local legislation or through collective bargaining agreement. The 
Company fully complies with both legislation and Collective Bargaining Agreements. Stellantis promotes and implements 
exchange with social partners regarding any significant operational changes to find the most appropriate solution in a 
responsible manner.
GRI 2-30
GRI 3-3
GRI 402-1
GRI 407-1   GRI 413-1
 For more information refer to 5.1.4.3
 For more information refer to 3.1.5
HR representatives from about 
30 countries participate in a 
poll and share information 
about working rhythms and 
atmosphere, manufacturing, 
engineering, sales, and Union 
activities and local policies
 For more information refer to 3.1.7
Co-construction is the 
approach promoted by the 
Company to build a responsible 
relationship based on trust 
and transparency and aimed at 
reconciling economic and social 
performance by implementing 
the most appropriate and 
pragmatic solutions 
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The Stellantis Social community is set up by leveraging on local and regional employee representatives (e.g. UAW, 
European Works Council) and worldwide events on the Dare Forward 2030 plan and HR strategy as foundations of the 
future of Stellantis . 
Employees Covered by a Collective Bargaining Agreement*
(Stellantis worldwide)
Year
Number of employees covered
% of employees covered
Blue collars
2022
172,214
97%
2021
182,173
97%
White collars
2022
60,802
74%
2021
58,952
65%
Total
2022
233,016
89%
2021
241,125
87%
* Countries with more than 150 employees 
In 2022, 582 collective agreements were signed worldwide and 97% of Company blue collar workers are covered by a 
collective bargaining agreement at sectoral and/or Company level. 
To identify and develop the appropriate and diverse skills needed to be the front runner in tech leadership, we implemented 
strong governance and resources dedicated to the know-how evolution strategy .
3.1.5 POLICIES TO EXECUTE THE STRATEGY
The Stellantis social relations strategy is based on six commitments: 
	
■Stellantis supports the principles of the United Nations Universal Declaration of Human Rights and the right to work 
without discrimination for just remuneration.We work towards providing competitive and living wages and have 
contracted with the Fair Wage Network, an independent, recognized authority on fair and living wages.
	
■Stellantis is committed to complying with all applicable labor laws and regulations and aims to apply best practices in 
human resources management.
	
■Stellantis bases social dialogue on relationships with independent labor unions and employee representatives and 
seeks workplace cooperation.
	
■Stellantis’ objective is to negotiate collective bargaining agreements that are pragmatic, inclusive and protective of its 
employees.
	
■Stellantis fosters social dialogue with the workforce.
	
■Stellantis monitors social indicators in its subsidiaries and globally discloses in a transparent manner to its stakeholders.
 For more information refer to 3.1.7
Blue collar workers covered 
by collective bargaining agreement
97%
 For more information refer to 3.1.6
SASB-310A.2
GRI 2-20
GRI 2-30
GRI 3-3   GRI 412-1
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Stellantis views the respect of human rights as critical to its strategy. The recently formed Human Rights Committee, the 
designation of a Chief Human Rights Officer, together with our Human Rights Policy, are examples of the Company’s 
focus on human rights .
	
■The Responsible Purchasing Guidelines and the Stellantis Human Rights Policy seek to align with the human rights 
principles embodied in the United Nations Universal Declaration of Human Rights, the United Nations Sustainable 
Development Goals, the Organisation for Economic Co-operation and Development (OECD) Guidelines for Multinational 
Enterprises, the Declaration on Fundamental Principles and Rights at Work of the International Labour Organization 
(ILO), the United Nations Guiding Principles on Business and Human Rights and the Modern Slavery Act 2015.
	
■As a signatory of the UN Global Compact and supporter of the ILO Principles, Stellantis considers environmental and 
societal impacts in its decision-making processes in a 360-degree approach, sharing values and requirements with 
suppliers, subcontractors, industrial partners and dealer networks.
	
■Stellantis reinforces its commitment to global principles with an addition focus on compliance with related local 
legislation, such as the French Duty of Vigilance and the UK’s Modern Slavery Act. 
	
■Incorporated in our recently launched compliance questionnaire, we monitor responses of individuals to determine if 
they are aware of any human rights risks or violations.
	
■Our various due diligence processes also are designed to alert us with regards to potential violations in by our suppliers 
or other business partners on a risk-based basis.
	
■Stellantis performs a global audit focused on human rights targeting specific legal entities on a risk-basis in order to 
assess the internal control system concerning the human rights process.
Human Rights Audit Coverage (at the end of September 2022)
Number
%
Human Rights audit Coverage (Total workforce)
188,556
71%
Headcount with Issue Noted (white collars only)
52,015
28%
Human rights policy 
 
https://www.stellantis.com/en/
responsibility/human-rights
Stellantis performs a global audit focused on human rights - targeting specific Legal Entities on a risk-basis in order to 
assess the internal control system concerning human rights on issues such as child and forced labor, high risk countries/ 
areas of corruption or conflict, responsible supply chain sourcing, training and communication internally and to suppliers 
based on our yearly assessment. Findings from the 2022 Human Rights Audit identified areas of improvement as training 
processes, communication, access to policies and procedures. In total 11 action items for the findings were issued and 
supported by our governance-related polices and controls, including our Company’s Code of Conduct, Integrity Helpline 
and various communication campaigns on internal websites. In 2023, we will continue to work with outside consultants 
to update our 2022 assessment to ensure human rights issues are prioritized, validated and reported regularly to the 
Stellantis Ethics and Compliance Committee and to the Board of Directors Audit Committee quarterly.
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Security personnel
External service providers often provide the security personnel that protect many of our sites. As with other suppliers, 
we require such service providers to follow our Global Responsible Purchasing Guidelines. They are asked to pledge their 
commitment to fulfill their responsibility toward respecting human rights, cascading it throughout their entire supply 
chain . Internal security personnel need to fulfill the mandatory trainings as all other employees.
3.1.6 ORGANIZATION AND RESOURCES
The Company aims to have relevant employee representative bodies at all levels (global, regional, local) enabling them 
to share implementation of the Company’s strategic plan across all regions and to conduct an efficient dialogue with 
employee representatives. 
To implement and support the co-construction approach over the whole Company, a four-level organization has been 
implemented as follows: 
	
■corporate labor relations division; 
	
■regional labor relations leader in each region; 
	
■country labor relations leader in each main country (U.S., France, Italy, Germany, Brazil); 
	
■local labor relation experts within the plants or sites. 
Stellantis dedicates more than 300 employees fully to manage the social relation and HR specialists who support on 
the field the right management of the social climate. Moreover, a dedicated training session was held on social relation 
during the Team2Win training program. This worldwide training program include team leaders, supervisors, shift and 
plant managers. 
Stellantis focuses on ensuring a global approach for skills transformation, leveraging on global job families’ policy and 
proper ramp-up plans and on setting up a global network of expertise as a lever to be front runner in tech leadership. 
The job family approach provides a worldwide and cross-functional jobs and skills foundation for Stellantis, which is 
fully integrated with talent management and learning policies. This foundation of jobs and skills is based on internal and 
external data. Through Human Resources analytics facilitation, job roles and required skills are customized and finally 
validated by a Job Family and Human Resources stakeholders network. 
A job family consists of a set of common skills and jobs with the same business purpose. Each job family is split in a specific 
set of activities called “professions” (100 different professions), requiring the mastery of skills, tools and standardized 
processes. All employees are assigned to a profession and a job family allowing a job and skills driven mapping, cross-
functional to the organization. 
To enable a cross-organization policy to develop and evolve skills for each global job family, governance is set up with key 
stakeholders. 
 For more information refer to 7.1.5 
GRI 3-3
Employees dedicated to 
Social Relation
300
The job family approach 
provides a worldwide and 
cross-functional jobs and skills 
foundation for Stellantis, 
which is fully integrated with 
talent management and 
learning policies
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JOB FAMILIES GOVERNANCE
GOVERNANCE
MISSION / DELIVERABLES
WORLDWIDE
Top Management Sponsor
Validate job family vision
Job family Leader
Define priorities, validate proposals and give orientation for the job family
HR job families Coordinator 
Accountable for coordinating and ensuring proper implementation for the 
job families processes, supporting Job Family leader and Profession managers: 
Job catalog and key jobs, technical skills and learning offer, strategic domains and 
skills, typical career path, future needs
Profession Manager
Main accountabilities: build and approve the job catalog identifying key jobs, 
core technical skills development needs and learning roadmap validation, 
identify the strategic changes impacting the profession, express future needs of 
skills and employment, define the standards and best practices at the global level, 
set up their network of expertise.
Expertise Network 
(Fellow and Senior Fellow)
Accountable with profession managers to define and support future trends, 
Company performance and technical knowledge and awareness for the technical 
domains with the highest level of innovation and technology
REGIONAL
Regional Network and Skills 
correspondent
Guided by Profession Managers, accountable to help deploying the professions 
orientations and bring up local inputs from Regions
Regional HR job families
Engaged by Global HR job families coordinator, to provide guidance for the local 
implementation and to ensure job families processes development thanks to local 
HR network involvement
15 
global job families involving 
all white collar employees
100 
different professions
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JOB FAMILIES MAPPING
Software & electrics and electronics
Engineering
Program & Project Management
Design
Manufacturing
Supply Chain
ICT, Digital & Data
Sales & Marketing
Financial Services
Communication
Quality
Purchasing
Finance
Human Resources & Transformation
Legal
15 STELLANTIS 
JOB FAMILIES
As a key asset of the job family approach is the set up of a global employee collective expertise community,  gathering 6 
distinguished fellows, 54 senior fellows and 254 fellows in specific areas of competencies (domains of expertise), designed 
to strengthen the evolution of the highest level skills in the most technical and technological domains to support know-how 
development as Innovation and Implementation activities (~300 white collar). 
This community, managed together with the Chief Human Resources Transformation Officer and the Chief Technology 
Officer, has the aim of:
	
■concretely acting to strengthen the best technical know how in the Company ensuring the proper development of the 
most technical domains;
	
■being the point of reference for supporting our Company performance, becoming the “go-to person” to find the most 
efficient and innovative solutions;
	
■developing the ability in forecasting changes to secure sustainability for the business;
	
■building a world-wide expertise network, powered by Stellantis diversity, with an inclusive environment in which 
providing value to the whole innovative ideas and know-how. 
This community will play a key role for research and experimentation, external relationships, and partnership to develop 
technical know-how aligned with the Dare Forward 2030 strategy. We strongly believe that this ‘know how’ evolution 
strategy is a lever to enable our transformation providing our employees with the proper levers to prepare them for this journey. 
Develop technical know-how 
aligned with the Dare Forward 
2030 strategy
6 
distinguished fellows
54
 senior fellows
254
 fellows
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As part of the HR policy, we will also include some critical skills through external hiring by 2024: 
	
■up to 2,000 in Software; 
	
■up to 120 in IT/Data; 
	
■up to 200 in e-commerce, sales and marketing; 
	
■up to 300 for some specific skills in engineering (e.g., fuel cell, electronic). 
SOFTWARE AND ELECTRIFICATION ACADEMY
From the very beginning of the creation of Stellantis, the software and electrification strategy is a highly relevant 
topic shared with social partners. We share the challenges and the consequence of the data and energy transition 
with the willingness to have a common understanding and the construction of the path to achieve the transition 
to a sustainable mobility tech company. Regarding skills management, the anticipation of future needs is a critical 
element. The Job Family approach and expertise network is a solution to manage the required operations and ensure a 
leadership position within the automotive industry. Furthermore a budget has been allocated to retrain or reskill people 
who used to have jobs no longer pursued. This is managed via two specific academies 
Work with communities 
Throughout several divisions among others Manufacturing, Human Resources and Communications Stellantis is in contact 
with its surrounding communities. We act in a sustainable manner and aim for adding value in the communities in which 
we are active. This exchange is adapted to the regional and cultural needs and laws, indigenous rights and depending 
on the project itself, including employee representatives and/or local trade unions. Often the open dialogue allows 
finding the most creative and helpful ideas. Our collaboration ranges from:
	
■supporting events by providing corporate infrastructure; 
	
■rural development; 
	
■education promotion, promotion of learning projects providing buildings, material or lessons and infrastructure; 
	
■joint clean-up operations; 
	
■integrative projects of various population groups.
	
■health and hygiene and Environment Protection. More in detail:
	
●medical support with Stellantis medical staff and equipment including family members or even residents of the 
community; 
	
●blood donations campaigns in many sites . 
 For more information refer to 3.2.7
 For some example refer to 3.1.7
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3.1.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
With its first global employee survey launched in September 2022, Stellantis gives all employees the opportunity to 
express their opinion on topics such as the Company strategy, wellbeing at work, motivation, working conditions, employer 
attractiveness, diversity and inclusion. The survey included open-ended comment boxes that allow employees to provide 
additional information.  This survey is on a voluntary basis. The results are confidential as they are analyzed only in an 
aggregated form. Based on an employee centric approach, the objective is to get regular data, semi-annually, at global 
and local levels to identify the strengths and improvements relative to the employee experience across the Company.
A participation rate of 50% (128,521 in 41 countries) was reached in 2022, with a rate of 36% and 76% for blue collars and 
white collars respectively. The results were compared to an external benchmark, with responses from more than 600 
companies all over the world, which allowed the managers to draw better conclusions from the data.
The survey results showed a good level of motivation. For the question "I am motivated to go beyond what is normally 
expected to help my Company be successful", 74% of the employees answered positively, demonstrating their strong 
commitment within the Company. Employees clearly understand how their own job contributes to achieving the goals 
of the Company (84% of positive responses). They like their job, the kind of work they do (83 % of positive answers). 
They would recommend the Company's products and services to their friends and relatives (79% of positive answers). 
They are aligned with the Company's values (76% of positive answers). They consider that the Company is making the 
changes necessary to compete effectively in the market (70% of positive answers).
Opportunity for improvement includes working conditions and workload, with answers varying by employee categories. 
There is also room to improve communication with the employees on matters affecting them. More than 5,200 
managers received data dashboards for their team to generate discussions within their team and define next steps 
in a collaborative mode. The first results of the survey drive actions and projects, to improve wellbeing at work and 
motivation, thus decreasing absenteeism, and making Stellantis a great company to work for. 
In parallel, the local results of the survey were also shared with employee representatives in all the countries where 
Stellantis has made the survey, with the goal to have a common and shared assessment as well as defining action plan 
for improving the social climate and the employees’ engagement.
To involve all employees in Dare Forward 2030 strategic plan, the Company is engaging in several actions: 
	
■regular communications on the strategic orientations and steps of progress to all employees; 
	
■area dedicated to the strategic plan in the employee portal; 
	
■regular internal news publications highlighting concrete actions implemented; 
GRI 2-7
GRI 2-25
GRI 2-27
GRI 3-3   GRI 401-1   GRI 401-2
GRI 407-1   GRI 412-1
Employees participated 
in global employee survey 
128,521
Motivation index 
74%
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■learnings, webinars, masterclasses allowing the acculturation on key topics such as digital, software, D&I, electrification; 
	
■sharing and exchanges between managers and teams during managerial events such as division town halls & team 
meetings; 
	
■responding to questions raised relative to the strategic plan in the Global Employee Survey;
	
■a numeric identity for blue collars will allow them to connect to The Hub, our intranet site, and a professional mailbox 
in order to receive directly all personalized communication. Blue collars will be involved in using digital collaborative 
tools in their daily jobs like chat, trainings or online documentation. The project will be launch in 2023 with our strategic 
partner Microsoft. 
At the heart of the global Stellantis Human Resources policy to manage skills, we set up a worldwide and cross 
organization governance of 15 Stellantis global job families, with: 
	
■Implemented 100 professions, with the proper governance, to identify strategic and key skills to support business 
performance. 
	
■Established the policy to map our employees in the global job families with a skills-driven approach​.
	
■Launched the technical skills rating process as a development perspective for our employees and business needs. 
	
■Defined the strategy to provide to employees the proper levers to act consistently in their development. One part is the 
learning experience. It is based on artificial intelligence and data analytics to provide individual learning recommendations 
depending on the employees skills.
	
■Identify the governance, with Chief Human Resources and Transformation Officer and Chief Technical Officer leadership 
to engage a global network of expertise​ to protect the most technological and technical domains of activities.
Our objective is to build the roadmap of technical strategic skills for current employability and future transformation and 
provide our employees with proper development levers. An assessment process on technical skills, alongside the others 
phases of the Employee Talent Journey (Aspirations and Values & Behaviors), will contribute to providing concrete inputs 
for development action plans to solve gaps and to support performance improvement .
Targeted recruitment processes are deployed within the Company worldwide to support the onboarding and 
integration of new talent. Stellantis aims to recruit diverse talent, based on a recruitment policy developing 
attractiveness and equal treatment. Worldwide 33,267 employees have been hired with an average cost per FTE 
of 867€ and 4,378 apprenticeship and 2,110 internship hirings. This hiring happens across functions (Engineering, 
Industrial, Sales/Marketing, Purchasing, IT, Digital, etc.,) for sites that are experiencing an increase in business. 
It encompasses both junior positions and more senior positions in all employee categories: engineers, technicians, 
operators and other competences for the transformation of the Company. 
 For more information refer to 3.2.7
Stellantis hired 
33,267 employees
Permanent contract 
hirings
9,521
Women hired
10,063
2,110
Internships
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The Human Resources policy includes the respect of Freedom of Association. It promotes the fundamental labor rights of 
their employees namely, and the right to collective bargaining. The Chief Human Resources and Transformation Officer 
oversees and protects it.
	
■Freedom of Association: free exercise of the right to organize, the efficiency of this organization is represented by 90% 
of employees (versus 91,5% in 2021) who are represented by trade unions or employee representatives - We endorse, 
among other declarations, the United Nations (UN) Universal Declaration on Human Rights and the International 
Labour Organization declaration on fundamental principles and rights at work. 
	
■89% of the workforce (versus 87% in 2021) are covered by a collective bargaining agreement, Stellantis worldwide. 
Organization of working hours 
In every host country, working hours are equal to or less than the legal work week or industry practices. Stellantis has 
implemented flexible working hours initiatives, also known as banks of hours, in most countries with industrial or logistics 
facilities. As such, working hours are determined on an annual or multi-year basis in these countries. In 2022, overtime 
accounted for 6.12% of hours worked in the Company (versus 5.99% in 2021). Overall, in the Company, in 2022, there have 
been 39,834 employees working more than 48 hours. 
Employee savings plan 
Employee savings plans allow employees from several countries to invest in Company shares or other diversified 
instruments (shares, bonds, monetary) with a varied yield/ risk ratio depending on the instrument. At the end of December 
2022, employee savings (LTI not included) plans represented €688 million, with 28.68 million Stellantis shares (versus 
27.16 million in 2021). 
Health and Welfare Benefits 
The Company offers life insurance in all countries where company insurance can be set up. For health care 
benefits, the Company proposes health care insurance to all employees that is competitive within country local 
practices. For health care benefits, the Company provides health care insurance to full-time employees where 
comprehensive government-provided health insurance is not provided. In 2022, €1,758 million were paid by the 
Company as employee benefits. Representing 10% of the total payroll, this amount includes employer payments 
for supplementary retirement schemes, healthcare, life insurance, disability, childcare centers and other programs 
(gym, wellness, cafeteria, etc.) 
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Retirements/Pensions 
The commitments recorded in the Company’s accounts under defined-benefits pension programs were €27,077 million 
and were covered by dedicated funds of €22,984 million (versus €28,800 million in 2021). These valuations are conducted 
annually, in accordance with the IAS 19 standard, by an international actuary firm, based on assumptions audited by the 
Company’s Statutory Auditors. The Company has set up defined-contribution pension programs in all countries where 
necessary according to market practices and available resources. Some defined-contribution plans are in place in countries 
such as France, the United Kingdom, Germany, Spain, Belgium, the Netherlands, Poland, Slovakia, Brazil, Argentina, Turkey, 
Canada and the United States, with country-specific modalities. 
PROFIT SHARING 
In France with non-discretionary and discretionary profit-sharing, and in Brazil with the Programa de Participação nos 
Resultados. In other countries, the Company has implemented a Collective Local Performance Incentive (CLPI) plan. The 
CLPI, which is deployed based on the Company’s economic performance, is distributed among the countries involved 
on a shared basis and is paid out according to terms defined by each country based on collective economic performance 
achievement criteria. The CLPI is progressively being implemented in countries with no profit-sharing program. To the 
economic performance criterion of operating margin, a criterion on quality results has been added. In addition to this 
fixed and variable compensation, there is an individual bonus plan based on company, region or division and individual 
performance. 
In line with our co-constructive approach, agreements are communicated in different ways, also depending on local 
laws. Sometimes they are shared in government databases, intranet, email to all employees, etc. Unions can introduce 
themselves to new employees and can contact employees via the e-mail distribution list. In general, regular meetings 
are organized with local unions and/or employee representatives where the Human Resources and Transformation (HRT) 
team timely address any issues and issues raised by either side. For example, workplace inspections and the preparation 
of risk assessments for reasons of occupational safety or complaints procedures due to discrimination (gender, age, 
ethnicity, etc.,) are dealt with in cooperation with trade unions and employee representatives. Some of the issues or raised 
cases can be solved easily, others may be investigated by the Audit & Compliance team, but eventually specific issues 
can also be referred to external mediation. 
It is an important component for Stellantis. It aims to anticipate and support the Company’s transitions by incorporating 
the human dimension, consequently helping to create a harmonious labor environment. One major strike took place 
within Stellantis in 2022 according to the definition of SASB-310a.2. In total 10 strike events (versus 13 in 2021) occurred 
corresponding to 10.5 days (versus 13 days in 2021). 
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A globally established program to comply with Human Rights as well as its Diversity and Inclusion commitments and 
Wellbeing, Health and Safety policy is the Stellantis Integrity Helpline . 
	
■The Whistleblowing Policy embodied in our Integrity Helpline allows for any violation of Stellantis Code of Conduct 
and compliance rules to be reported and received securely and confidentially, and to be processed and managed 
properly. This system is open to employees, employee representatives, suppliers and other stakeholders . Stellantis is 
committed to handling claims and complaints that are raised and ensuring due diligence with suppliers in the supply 
chain . Reports may be made anonymously unless local law provides otherwise. The confidentiality of the individual(s) 
involved in a case is paramount, and no external party is involved unless absolutely necessary to resolve a case and then 
only with appropriate confidentiality safeguards.
	
■The Company expects that all persons in the workplace will be treated with dignity, their rights respected and their 
privacy maintained. The Integrity Helpline can be used to report any violation of fundamental human rights. Concerns 
are handled in accordance with the Stellantis Integrity Helpline - Whistleblowing Policy, applicable to all Stellantis 
companies and managed pursuant to local regulations.
	
■Each report is reviewed and when appropriate, triggers an internal investigation. The investigations are conducted with 
neutrality and respect in order to check and verify the facts. Behaviors that, after investigation, are concluded to violate 
our Code of Conduct can be subject to disciplinary measures that are proportional to the seriousness of the offense. 
These processes allow vigilance over the Company’s “impacts” on its stakeholders.
	
■Any criticality arising from the concerns received are analyzed and specific corrective action plans implemented. 
Furthermore, a dedicated training, communication and awareness campaign was delivered to ensure that all employees 
are aware of how to behave to prevent the recurrence of such critical issues. Specific to 2022, communication campaigns 
and training courses related to the prevention of phishing, fraud, anti-corruption and discrimination were rolled-out.
	
■Action plans are monitored and verified to ensure that deadlines agreed upon with the owners are respected 
(postponement requests must be authorized by the Audit and Compliance department). The action plans are validated 
by the hierarchical managers of those responsible for the implementation of actions (overall responsible) and submitted 
for validation from the regional and global Ethics and Compliance Committees (ECC). The ECC reviews all the closure of 
all reports and their action plans. The implementation of the actions is declared by the owners, who, on the due date, 
declare implementation by attaching the necessary information to support closure.
	
■The owners of the action may be from various business functions, depending on the finding/action to be implemented.
	
■Audit and Compliance conducts follow up audits to verify the actual closure of the most significant actions.
In 2022, 1,862 issues (versus 1,524 in 2021) were reported via the Stellantis Integrity Helpline. All cases are investigated via 
the Company's Integrity Helpline - Whistleblowing Policy, with increased awareness of the employees through more 
communication. An investigation is carried out systematically with actions taken based on the conclusions. 
A globally established program 
to comply with Human Rights 
as well as its Diversity and 
Inclusion commitments and 
Wellbeing, Health and Safety 
policy is the Stellantis 
Integrity Helpline
 For more information refer to 5.1.7
 For more information refer to 5.1.7
 For more information refer to 5.1.7
The Integrity Helpline can be 
used to report any violation of 
fundamental human rights
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Number of cases reported via the Integrity Helpline
Protecting our Workforce
Conducting Business
Interacting 
with External 
Parties
Managing our 
Assets and 
Information
Total
Harassment and Internal 
Working Environment
Discrimination 
and Retaliation
Environment, Health 
& Safety (EHS)
Corruption, Bribery, 
Lobbying and Gifts
Data 
Privacy
Other
No of reported cases received in 2022
1,007
343
63
29
15
24
67
314
1,862
Total cases closed in 2022
877
299
83
13
12
27
88
323
1,722
No of cases closed in 2022 as 
substantiated or not substantiated 
with issue
280
42
22
5
4
13
36
173
575
Number of cases archived in 2022
189
49
9
1
0
2
6
30
286
No of cases still open in N 
(as of 31/12/2022)
379
194
14
21
5
9
38
100
760
No of closed cases 2022 with actions 
taken
326
52
30
6
7
15
37
205
678
Duplicate cases received in 2022
76
17
8
1
0
0
5
7
114
In addition, Stellantis is dedicated to abiding by laws and regulations and to preventing disputes. 10,705 employment 
grievances were filed in 2022; 1,641 of them were filed with an official external body (court, employment tribunal, 
public mediation body, etc.) and 9,064 were filed according to an internal procedure. 1,494 grievances were settled by 
a court or external body during the year. 
Labor grievances resolution
Year
Total 
Grievances filed in court 
during the year
2022
1,641
2021
1,501
Grievances filed internally 
during the year
2022
9,064
2021
4,279
Grievances resolved by a 
court or external body during 
the year
2022
1,494
2021
1,822
Of which decision of favor 
of the company
2022
544
2021
571
Of which internal 
remediation with 
settlement agreement
2022
219
2021
116
Of which conviction of the 
company
2022
731
2021
1,227
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The Company did not identify any incident of violations involving the rights of indigenous peoples during the 
reporting period.
In support of the social dialogue and underlining the connection with the communities Stellantis engaged in two more 
activities, namely the Global Employee Volunteerism Program and the Stellantis Student Awards. 
	
■A historical program the Stellantis Student Awards – formerly the Sergio Marchionne Student Achievement Awards – 
is rooted in our strategic plans and programs, supporting education and continued learning as critical functions to 
a sustainable future. The Awards are open to all Stellantis Automotive employees, benefiting their children who 
have recently graduated from high school or university with a financial award. The program reflects our corporate 
meritocracy, allowing each child the opportunity to succeed based on a defined and transparent list of criteria that 
is streamlined across all regions. In 2022, 1,500 applications were reviewed and a total amount of €715,000 has been 
distributed to the awarded children. 
	
■The global employee volunteerism program at Stellantis started as a former FCA program in 2014 designed to 
empower employees to make a difference in their communities by connecting to projects, programs, and partners 
that benefit from their talent. With a designated number of hours of paid time off, employees choose purposeful 
projects that they feel passionate about, while communities where the Company operates benefit from the employees’ 
time and expertise. The volunteerism program fosters a sense of service and gratitude, supporting the Company’s 
purpose and values . 
We are part of the communities we work in  and our employees are also influenced by them. Some examples of projects 
created also with our social partners and put in place in our communities: 
	
■India: Construction of a school block for a government school and will benefit more than 300 rural students studying in 
the school from surrounding villages in the vicinity of the Stellantis plant in Thiruvallur. 
	
■France: Hosting of young people from sensitive sectors on company discovery courses in their third and last year at 
Clotilde Vautier College in Rennes. Hiring and training of refugee with AGIRC14 in Caen.
	
■Spain: Support for women victims of gender-based violence and at risk of social and professional exclusion by providing 
coaching to improve their skills to face job interviews, find employment opportunities and by giving them social and 
economic support in partnership with non-profit entities (like the “Red Cross”) 
	
■Brazil: Estelar program which offers grants, transportation, food, life insurance and support for sports or gym. Young 
people have tutoring at Stellantis, in addition to technical and qualification courses carried out by the National Service 
for Industrial Training. 
	
■U.S.: Design and paint a mural on the exterior wall of Stellantis NV's new Jeep plant, part of the automaker's $35 million 
community benefits agreement with the city and residents. 
Total amount distributed for 
Stellantis Student Awards
€715,000
Communities where the 
Company operates benefit 
from the employees’ time 
and expertise
 For more information refer to 7.3.5
Total hours of voluntarism
4,779
 For more information refer to 3.1.6
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3.1.8 DETAILED KEY PERFORMANCE INDICATORS
3.1.8.1 Stellantis Workforce Headcount
Workforce distribution by reportable segment (headcount)
Workforce distribution by geographic area (headcount)
Year
Number
%
Number
%
Enlarged Europe
2022
131,075
49%
139,005
53%
2021
142,078
50%
150,807
54%
North America
2022
84,221
32%
85,972
32%
2021
89,412
32%
91,289
32%
South America
2022
26,178
10%
28,966
11%
2021
26,619
9%
29,352
10%
Middle East & Africa
2022
5,042
2%
5,311
2%
2021
5,698
2%
5,983
2%
China and India & Asia Pacific
2022
4,384
2%
4,678
2%
2021
3,893
1%
4,164
1%
Maserati
2022
1,427
1%
2021
1,538
1%
Other
2022
11,605
4%
2021
12,357
4%
Total
2022
263,932
100%
263,932
100%
2021
281,595
100%
281,595
100%
3.1.8.2 2022 Stellantis Workforce Full Time Employee
Workforce distribution by reportable segment (FTE)
Workforce distribution by geographic areas (FTE)
Number
%
Number
%
Enlarged Europe
121,345
50
128,916
53
North America
75,452
31
77,193
31
South America
25,702
10
28,458
12
Middle East & Africa
5,041
2
5,310
2
China and India & Asia Pacific
4,383
2
4,677
2
Maserati
1,417
1
Other
11,214
4
Total
244,554
100
244,554
100
GRI 2-7   GRI 2-8   GRI 3-3
GRI 401-1
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3.1.8.3 Part-time employees by gender age group and geographic area 
Women
Men
Total
Year
Under 30 yo
30-50 yo
Over 50 yo
Total
Under 30 yo
30-50 yo
Over 50 yo
Total
Enlarged Europe
2022
276
763
2,307
3,346
819
924
2,014
3,757
7,103
2021
354
2,557
663
956
2,067
1,479
8,076
North America
2022
1,041
264
1,256
2,561
1,760
348
1,870
3,978
6,539
2021
1,284
1,399
209
2,045
1,785
232
6,954
South America
2022
0
0
0
0
0
0
0
0
0
2021
‘-
1
4
4
1
9
10
Middle East & Africa
2022
0
2
9
11
0
1
1
2
13
2021
12
1
1
14
China and India & Asia Pacific
2022
0
0
0
0
0
0
0
0
0
2021
1
1
2
Total
2022
1,317
1,029
3,572
5,918
2,579
1,273
3,885
7,737
13,655
2021
1,638
3,970
873
3,005
3,857
1,713
15,056
Of which half-time employees
2022
149
161
682
992
362
295
618
1,275
2,267
2021
219
751
126
615
681
245
2,637
3.1.8.4 Hiring over the year by age, category and gender
Blue collars
White collars
Top Management
Fixed-term contract
Permanent contract
Fixed-term contract
Permanent contract
Fixed-term contract
Permanent contract
Total
Women
Men
Women
Men
Women
Men
Women
Men
Women
Men
Women
Men
Up to 30 yo
2,744
6,549
1,093
4,101
558
1,010
631
1,248
0
0
0
0
17,934
30-50yo
2,492
3,699
1,064
2,674
192
370
746
2,077
0
0
6
14
13,334
Over 50 yo
320
530
97
492
18
33
99
389
0
0
3
18
1,999
Total
5,556
10,778
2,254
7,267
768
1,413
1,476
3,714
0
0
9
32
33,267
3.1.8.5 Leavers by gender and age 
Year
Up to 30 years old
31 to 50 years old
Over 50 years old
Total number of leavers by gender
% of leavers by gender
Women
2022
1,235
2,836
1,574
5,645
21%
2021
5,031
4,864
1,955
11,850
26%
Men
2022
3,819
8,832
8,652
21,303
79%
2021
12,787
11,777
9,264
33,828
74%
Total of leavers by age
2022
5,054
11,668
10,226
2021
17,818
16,641
11,219
% of leavers 
2022
18.8%
43.3%
37.9%
2021
39%
36%
25%
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3.1.8.6 Leavers by category - gender and type of leaves
(Stellantis worldwide)
Blue collars
White collars
Top Management
Total
Year
Women
Men
Women
Men
Women
Men
Women
Men
Total
Ratio
Resignations
2022
542
2,491
1,336
3,667
7
10
1,885
6,168
8,053
30%
2021
2,577
8,377
10,954
24%
Dismissals
2022
1,758
4,823
261
728
1
4
2,020
5,555
7,575
28%
2021
4,143
11,793
15,936
37%
Redundancies and transfer 
of undertakings
2022
669
4,124
494
2,105
0
1
1,163
6,230
7,393
27%
2021
605
2,817
3,422
7%
Other departures
2022
319
2,352
255
985
3
13
577
3,350
3,927
15%
2021
4,525
10,841
15,366
32%
Total
2022
3,288
13,790
2,346
7,485
11
28
5,645
21,303
26,948
100%
2021
11,850
33,828
45,678
100%
3.1.8.7 Leavers by gender and type of leaves 
Year
Number 
of resignations
Number 
of dismissals
Number of redundancies 
and transfers of 
undertakings
Number of other 
departures
Total of leavers
by gender
% of leavers by gender
Women
2022
1,885
2,020
1,163
577
5,645
21%
2021
2,577
4,143
605
4,525
11,850
26%
Men
2022
6,168
5,555
6,230
3,350
21,303
79%
2021
8,377
11,793
2,817
10,841
33,828
74%
Total of leavers 
by type of leaves
2022
8,053
7,575
7,393
3,927
2021
10,954
15,936
3,422
15,366
% of leavers 
by type of leaves
2022
30%
28%
27%
15%
2021
24%
37%
7%
32%
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2 CLIMATE CHANGE
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
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3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.1.8.8 Turnover rate by geographic area gender and age*
Women
Men
Total
Total of turnovers 
by geographic area
Year
Up to 30 
years old
31 to 50 
years old
Over 50 
years old
Up to 30 
years old
31 to 50 
years old
Over 50 
years old
Up to 30 
years old
31 to 50 
years old
Over 50 
years old
Enlarged Europe
2022
17%
5%
4%
15%
4%
5%
1550%
4%
4%
5%
North America
2022
15%
8%
7%
14%
7%
8%
15%
8%
8%
9%
South America
2022
30%
20%
14%
24%
13%
11%
25%
14%
11%
16%
Middle East & Africa
2022
23%
14%
13%
28%
14%
11%
26%
14%
11%
18%
China and India & Asia Pacific
2022
41%
26%
25%
39%
21%
16%
40%
22%
17%
24%
Total of turnover 
by gender and age
2022
20%
8%
5%
18%
7%
6%
18%
7%
6%
7.7%
2021
7.4%
* Excluding leavers under mutual separation programs
3.1.8.9 Turnover rate  by geographic area gender and category* 
Women
Men
Total
Total of turnover 
by geographic area
Year
White 
collars
Blue 
collars
Top 
Management
White 
collars
Blue 
collars
Top 
Management
White 
collars
Blue 
collars
Top 
Management
Enlarged Europe
2022
6%
4%
na
6%
4%
na
6%
4%
na
5%
North America
2022
10%
8%
na
10%
8%
na
10%
8%
na
9%
South America
2022
13%
30%
na
10%
17%
na
11%
18%
na
16%
Middle East & Africa
2022
20%
9%
na
19%
17%
na
20%
16%
na
18%
China and India & Asia Pacific
2022
28%
100%
na
23%
12%
na
25%
13%
na
24%
Total turnover 
by gender and category
2022
9%
9%
na
8%
7%
na
8%
7%
na
7.7%
2021
7.4%
* Excluding leavers under mutual separation programs
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4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
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3.1.8.10 Length of service - permanent contract employees
Year
Up to 5 years
6 to 10 years
11 to 20 years
21 to 30 years
Over 30 years
Total
Number of employees
2022
54,703
41,986
52,238
63,362
32,385
244,674
2021
59,380
45,997
54,344
64,408
34,589
258,718
3.1.8.11 Contractors*
Women
Men
Gender Unknown
Total 
Enlarged Europe
506
1,233
725
2,464
North America
20
32
1,073
1,125
South America
173
1,586
0
1,759
Middle East & Africa
36
443
0
479
China and India & Asia Pacific
507
1,943
0
2,450
Total
1,242
5,237
1,798
8,277
* Contractors (Intelligent Services)
3.1.8.12 Temporary workers by geographic area and gender
Year
Total
Enlarged Europe
2022
7,794
2021
2,350
North America
2022
1,124
2021
0
South America
2022
268
2021
90
Middle East & Africa
2022
10
2021
0
China and India & Asia Pacific
2022
1,035
2021
0
Total
2022
10,231
2021
2,440
3.1.8.13 Apprenticeship / Internship
Women
Men
Total
Number of apprentices at 31 december 
1,396
2,982
4,378
Number of interns
810
1,300
2,110
Total
2,206
4,282
6,488
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2 CLIMATE CHANGE
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
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3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.1.8.14 Social Dialogue Bodies by country
Country
Year
Number of work council 
or employee body
Algeria
2022
1
2021
2
Argentina
2022
2
2021
2
Austria
2022
7
2021
8
Belgium
2022
9
2021
4
Brazil
2022
7
2021
9
Canada
2022
11
2021
14
Chile
2022
2
2021
China
2022
16
2021
France
2022
35
2021
46
Country
Year
Number of work council 
or employee body
Germany
2022
38
2021
15
Hungary
2022
4
2021
1
India
2022
0
2021
2
Italy
2022
103
2021
65
Japan
2022
1
2021
Malaysia
2022
1
2021
1
Mexico
2022
2
2021
7
Morocco
2022
5
2021
4
Netherlands
2022
2
2021
2
Country
Year
Number of work council 
or employee body
Poland
2022
6
2021
4
Portugal
2022
11
2021
3
Russia
2022
0
2021
1
Serbia
2022
1
2021
1
Slovakia
2022
5
2021
2
Spain
2022
70
2021
16
Turkey
2022
1
2021
United Kingdom
2022
47
2021
42
United States
2022
84
2021
39
Total
2022
471
2021
3.1.8.15 Employees Unionized by category
(North America)
Year
Number of employees unionized
% of employees unionized
Blue collars
2022
64,657
100%
2021
68,968
99%
White collars
2022
18,771
14.7%
2021
3,002
15%
Top Management
2022
304
—%
2021
na
na
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4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
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3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.1.8.16 New Era of Agility by gender
Number of employees 
eligible to NEA
Number of employees 
participating to NEA
Women
Men
Women
Men
Enlarged Europe
10,365
27,626
7,545
19,194
North America
3,279
11,458
2,410
7,888
South America
1,792
3,658
1,670
3,331
Middle East & Africa
562
928
562
928
China and India & Asia Pacific
975
2,844
975
2,844
Total
16,973
46,514
13,162
34,185
3.1.8.17 Employee Voluntarism
Year
Total
Number of people 
participated
2022
713
2021
1,117
Hours of voluntarism
2022
4,779
2021
6,249
3.1.8.18 Full-time own workers working more than 48 hours per week by geographic area and by type of 
contract
Year
Fixed-term contract
Permanent contract
Total
Enlarged Europe
2022
0
13,950
13,950
North America
2022
589
7,759
8,348
South America
2022
300
16,908
17,208
Middle East & Africa
2022
57
57
China and India & Asia Pacific
2022
16
255
271
Total
2022
905
38,929
39,834
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5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
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3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.2 Attracting and developing all talent 
3.2.1 CONTEXT AND STELLANTIS POSITION
CSR issue/challenge #5: Attracting and developing all talent
Talent management takes center stage in Stellantis Human Resources activity and practice. We strive to attract and 
retain diverse talents all over the world with the capabilities required for our success. At Stellantis we aspire to be recognized 
as the “employer of choice” in the labor marketplace. Our intentions are to create actions that retain and attract talent with 
critical skills. Our objective is to build an Employer Brand action plan by implementing a process to monitor the attractiveness of 
our Company. To further engage and motivate our team, meritocracy is at the center of our strategy, as we recognize and 
reward success. As announced in Dare forward 2030, our objective is to have approximately 4,500 software employees by the 
end of 2024, achieved through a combination of hiring, upskilling and reskilling our existing talent. Our capacity to develop internal 
strategic skills in software, data and electrification, is key. This is the reason we have launched dedicated learning academies. 
Our aspiration is to build an agile learning organization by shifting the learning paradigm from a push to a pull learning 
model. This approach will provide more support to existing talent who want to develop their skills and find appropriate 
resources to perform in their current role, therefore satisfying their growth ambitions.
Company’s public position 
Employees are the asset that will lead the transformational change that it is underway in the auto industry. In order to 
remain one of the leading companies in the sector, at Stellantis we strive to provide opportunities for our people to grow 
professionally, helping in the retention of skills and the development of talented and engaged teams.
3.2.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Attracting and 
developing all talent
Owner: Chief 
Human Resources & 
Transformation Officer
Recruit and empower talents, by 
increasing a ‘learning enterprise 
culture’ and developing strategic 
skills, with the right talents in the key 
roles to create a highly committed 
workforce and seize new businesses.
Access rate to training 
(=No. of employees trained/
total number of employees)
2024: 95 %
2030: 100%
2040: 100%
85%*
72%
% of technical engineering 
reskill/upskilling 
2024: 10% 
2030: 30%
2040: 50%
~6%
5%
* 2022 data calculated in FTE, not comparable with 2021 data SDG 1: NO POVERTYSDG 4: QUALITY EDUCATIONSDG 5: GENDER EQUALITYSDG 8: DECENT WORK AND ECONOMIC GROWTHSDG 10: REDUCED INEQUALITIESSDG 16: PEACE, JUSTICE AND STRONG INSTITUTIONS
GRI 3-3
Attracting and developing all talent
5
GRI 2-4   GRI 3-3
5
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6 RESPONSIBLE USE OF RESOURCES
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3.2.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
In 2022, 33,267 new employees were hired (versus 34,571 in 2021) in strategic fields including Purchasing, Supply 
Chain, Software, Marketing and Sales therefore demonstrating our goal of being an employer of choice. With today's 
transformation of the automotive industry, attracting and retaining talent at Stellantis is of high importance. In relation to 
talent management activities, we identified the following risks and opportunities: 
	
■Risks linked with the tight labor market that is persistent in markets around the world: in these markets, specific 
skills and the most talented people have more options for employment 
	
●Through global teams and projects, development programs, specific international assignments and the possibility to 
work remotely, many employees at Stellantis can and do have an impact beyond their geographical location 
	
■Risks related to weak employer brand recognition 
	
●We are strengthening communication about our employer brand initiatives and existing brand career pages will be 
directed to the new Global Stellantis career page 
	
■Risk of not having the right skills in the right places at the right time 
	
●Through the Job Family approach, strategic skills management and the learning academies, regular reviews and 
actions are taken to ensure the skills of the future are being cultivated 
	
■Risk of not matching skills needs and learning offers 
	
●Strategic skills are linked to new tech and market challenges. Software, digital, ADAS and electrification are emergent topics 
with limited availability of internal and external content. This risk is mitigated by leveraging our subject matter experts (technical 
fellows), scouting international digital libraries and application of Artificial Intelligence (AI) to match skills and learning resources
Opportunities 
	
■A unique opportunity for talent to work with Stellantis, a great company to work for according to the framework 
agreement , become exposed to, or work within a wide variety of cultures, because of a workforce composed of 162 
nationalities (versus 170 in 2021).
	
■The merger gave us the opportunity to optimize our processes, combining best practices from former companies. This year 
we deployed our new Talent Management processes, centered around the Employee Talent Journey and Managerial Practices.
	
■Through the redefinition of the Internal Mobility Rules, we are increasing job opportunity awareness for our employees, 
enabling them to more readily take on new challenges with our organization. This will also enable us to better enhance 
diversity and inclusion across our teams, which will accelerate change and drive performance.
	
■Opportunity to build a great environment for employee self-development within a new learning platform, to develop 
and anticipate the future strategic skills needed to grow our business. 
GRI 3-3
GRI 401-1
 For more information refer to 3.1.1
Talent Management processes, 
centered around the 
Employee Talent Journey and 
Managerial Practices
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3.2.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
The entire Top Executive Team (TET) plays a vital role in building, reviewing and approving the top layers of the 
organization. The TET members work diligently with each other and their strategic Human Resources Business Partners 
on building, refining and improving the structure of their teams. Changes to the structure of their teams and talent 
placements are reviewed with the full TET, including the Chief Executive Officer, for discussion and approval in committee 
meetings that occur two times per month. For the layer under their direct reports, TET members discuss, review and 
share their proposals with the Chief Human Resources Officer for input and approval. These reviews occur semimonthly 
or monthly, based on the volume of changes, in a Strategy Council meeting or a dedicated HR committee meeting. 
These activities, with direct executive involvement, since 2021 led to the confirmation or creation of over 411 leadership 
teams, the appointment of over 3,586 leaders in Stellantis (with 27% of positions held by women, versus 24% in 2021, 
within the top three layers of the Company). Succession planning activities are managed to ensure that appropriate talent 
is available to fill critical or strategic managerial roles.
The Stellantis Talent identification process aims to search for diverse profiles and experiences, identify and look for 
talent within the organization, assign diverse talent to key positions, support new businesses, protect knowledge and 
knowhow, promote and develop local skills and objectively reward performance. The identified next career steps, for 
employees, are discussed by leaders in the organization and used to create formal succession plans. These plans are a 
point of focus for the analysis of the Stellantis talent pipeline as well as the identification and execution of development 
actions. Succession plans for critical and strategic roles are based on meritocracy, performance, technical and leadership 
assessments and take into consideration the aspirations of employees. Succession plans are reviewed specifically with 
TET members and are monitored by a team of HR professionals dedicated to the support of talent activities. These plans 
also form the foundation of developmental activities for this population of high potential employees with specific actions 
identified to increase readiness and prepare talent for future roles. 
Stellantis Learning Organization called Stellantis Learning Hub operates at a global level in order to set the learning strategy, 
as well as design and deliver common strategic initiatives. The Stellantis Learning Hub also enables the extension of the global 
strategy into our regions, where global and local programs are delivered. Technical Academies offer learning opportunities 
through the development of designing and delivering technical skills and related training initiatives within their divisions. 
3.2.5 POLICIES TO EXECUTE THE STRATEGY
Talent Management 
Based on meritocracy and contributing directly to the corporate strategy, the Stellantis talent management approach 
seeks to diversify profiles and experiences and to identify and look for talent within the organization. The focus on 
strategic skills allows the organization to identify the best match between future needs and current resources. A network 
GRI 3-3
Succession plans for critical 
and strategic roles are based 
on meritocracy, performance, 
technical and leadership 
assessments and take into 
consideration the aspirations of 
employees
GRI 2-19
GRI 3-3
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of experts contributing to the Company’s technological roadmap is in place, whose mission is to identify the skills required 
according to the technical needs within the Company. This approach can be defined as “Talent to value”: we identify the 
roles that drive the performance and put our most talented people in the right roles.
At the heart of the global HR policy to manage skills, we set up a worldwide and cross organization governance of 15 
Stellantis global job families. Our objective is to build the roadmap of technical strategic skills for current employability and 
future transformation. We kicked off the foundation of a global network of expertise with the Chief Technology Officer 
leadership gathering Senior Fellows and Fellows to drive technical innovation. This community will play a key role for 
research and experimentation, external relationships, and partnership to develop technical know-how aligned with the 
Dare Forward 2030 strategy .
Stellantis Learning Transformation Policy 
Stellantis’ ambition is to create a widespread culture of continuous learning that leverages in-house experts and enhances learning 
in the flow of work and continuous development. This ambition is made possible by a strategy focused on two main axes:
1.	 progressively combine the "push" actions, recommended by the Company, with other "pulls", which leave full autonomy to people. 
2.	 segment initiatives, learning methods and measures according to their purposes:
	
●Common ground, giving common identity while enhancing diversity. This includes initiatives related to common 
values, leadership behaviors, the rules that each of us must respect for safety and well-being.
	
●Employability, providing or reinforcing the technical skills necessary to work efficiently in the short and medium term. 
The role of the Academies is fundamental for the design of the training offer in collaboration with professional families.
	
●Create the Future support the strategies by providing the knowledge that will be necessary to support them in the 
future. Prepare, for example, for entrepreneurship and new ways of working . 
Compensation Policy 
Stellantis’ compensation policy is designed to promote and reward those who achieve results based on leadership and 
performance. The Company benchmarks its compensation and benefits programs. We aim to offer consistent and fair 
compensation and benefits that are aligned with its overall business strategy. Stellantis commits to communicate to 
employees in every country, the various aspects of compensation, social benefits, health and disability insurance, personal 
development and working environment. As evidence of the ability of the employee representatives to reconcile cost 
control, competitiveness and rewarding performance, 174 salary agreements were signed (versus 62 in 2021). 
The Company’s compensation policy has three main objectives: 
1.	 reward performance; 
2.	 provide an equitable, fair, competitive, market-driven compensation package; 
3.	 attract and retain key talent. 
Our objective is to build the 
roadmap of technical strategic 
skills for current employability 
and future transformation
 For more information refer to 3.1
 For more information refer to 3.2.7
Development of 
job-specific know-how
60.6%
Managerial skills
2.8%
Cross-cultural awareness 
and language skills 
6.8%
Corporate campaigns, 
rules and commitments
8.5%
Training hours distribution 
per training area
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Our compensation policies and practices are designed to comply with applicable laws with a focus on diversity and 
inclusion. Compensation practices involving recruitment, promotions, annual salary reviews and incentive awards are 
reviewed for consistency across employee groups. Allegations of issues regarding eligibility or compensation actions are 
reviewed for further analysis, explanation and any eventual actions or resolution. 
A base salary is determined on the scope of job responsibilities, experience, performance and the competitive market. 
Collective variable compensation is a component of the comprehensive compensation programs offered by Stellantis. 
These collective programs target all categories of employees and aim to reward collective and individual performance 
while engaging employees in value creation for the Company. As a base benefit Stellantis employees across the globe 
receive basic health care coverage through company insurance programs or from their local government health system 
where applicable.
Compensation & Benefits Practices – Living Wages 
We align with the United Nation’s Declaration of Human Rights principle that everyone has the right to a standard of 
living adequate for the health and well-being of himself and of his family. Workers deserve a living wage and fair pay 
brings benefits for families, communities and our business. Fair compensation means ensuring the pay for employees is 
set at a level that is both fair and livable and provides equal pay for equal work. A ‘Framework’ for fair compensation 
covers the overall compensation process. It provides a structured way for a company to outline how the various elements 
of their compensation packages deliver fair compensation to their employees. 
Our Framework applies globally and has several principles reflective of our commitment: 
	
■fair and livable compensation; 
	
■market-based compensation; 
	
■no discrimination in compensation; 
	
■pay for performance; 
	
■good faith negotiation of compensation with recognized employee labor organizations. 
Long Term Incentive by gender
Year
Women
Men
Total
Number of employees 
benefited
2022
342
1,447
1,789
2021
366
1,554
1,920
% of employees 
covered by LTI
2022
0.62%
0.69%
0.68%
2021
0.64%
0.70%
0.69%
The Company’s compensation 
policy has three main objectives:
1. reward performance;
2. provide an equitable, fair, 
competitive, market-driven 
compensation package;
3. attract and retain key talent
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3.2.6 ORGANIZATION AND RESOURCES
Global Leadership Development team 
The Global Leadership Development team is dedicated to the design, planning, education and governance of talent 
management and leadership development activities. The tools include, but are not limited to, assessment centers, 
coaching, mentoring and digital assessment tools. The team works closely with a global network of over 50 leadership 
development professionals specifically identified to coordinate and support talent activities within each regional 
organization and each global function. This global network works together to lead the execution of all talent activities 
with the operations facing HR teams around the world. 
Stellantis Learning Hub 
To support Stellantis' transformation to a sustainable mobility tech company, it is vital that employees learn continuously 
throughout their careers. The Stellantis Learning Hub is a new Stellantis organization dedicated to learning through a 
network of academies, learning communities and teams; an agile organization that leverages smart systems to:
	
■make knowledge available anytime, anywhere, right when it is needed;
	
■connect diverse and distributed expertise and intelligence.
Central Hub sets the learning strategy and the learning ecosystem at a global level. It also designs global programs across 
divisions, supporting talent development, business priorities and corporate transformation. 
Technical Academies collect technical needs and design Professional Families related training. The academies 
are Engineering, Electrification, Manufacturing, Sales and Marketing, Retail, Corporate, Data & Software, 
Purchasing and Supply Chain and ICT & Digital. They provide training programs related to current and future 
employability. 
Learning teams at the region and country level support the implementation of global strategies and initiatives. They also 
manage local challenges, rules and specific needs. 
The Company invested approximately €197 million in training during 2022 which is 1.13% of employee wage expenses, 
delivering about 3.17 million hours of training to approximately 208,535 employees.
Training figures
Year
Hours 
of training
Individual training 
courses provided 
to employees
Training investment 
per FTE (in €)
Average hours 
trained per FTE
Employees benefited 
from at least one training 
course during the year
2022
3,175,783
662,540
809
13
208,535
2021
3,497,750
458,913
505
12,5
202,437
GRI 201-3   GRI 205-2   GRI 3-3
GRI 401-2   GRI 404-1
The Company invested 
approximately €197 million in 
training during 2022, delivering 
about 3.17 million hours of 
training to approximately 
208,535 employees
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Compensation and Benefits 
The overall Company’s compensation policy also includes providing an employee competitive benefits program in each of 
the countries, while controlling costs and meeting Stellantis’ social responsibility commitments. As the Company continues 
in the integration of the merger, an analysis of benefit programs globally is being conducted to harmonize and benchmark 
competitive market practices in each country . 
The Company’s determination to reward based on merit was demonstrated through the expansion of the bonus plans. 
In 2022, approximately 61,000 Stellantis employees (versus 60,541 in 2021) received bonuses based on Company and 
individual performance in 2021. Additionally, the Company expanded the profit sharing upon 218,630 employees, 
with a total distribution of €1.8 billion. Stellantis offers Long-Term Incentive (LTI) for specific top managers and key 
talent and 1,789 employees benefited. It is a significant component as it is designed to attract, retain and motivate 
expert leaders and talent. Performance goals set for LTI compensation are aligned with the interests of shareholders 
and other stakeholders, goals include total shareholder return, synergies and CO2 emissions reductions. 
3.2.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
From day one, we built the Stellantis family with our talents at its core and the ambition to: 
	
■develop the right talents and skills for sustainable transformation; 
	
■create the conditions for greater retention, attractiveness and performance. 
This is the reason why in 2022, Stellantis took an important step forward in the evolution of our talent strategy by 
launching a new program called BOOST: Building On Our Singular Talents. The BOOST program is intended to create a 
level of clarity and transparency to all employees on expectations and empower them to continue to grow and develop in 
their careers. The backbone of this program is the Employee Talent Journey.
Employee Talent Journey: 
The Stellantis Employee Talent Journey is how we work together to drive the performance of the organization through 
development and growth.
The Employee Talent Journey is based on six main steps during the year.
 For pension and saving schemes 
refer to 3.1.7
GRI 201-3
GRI 3-3
GRI 404-2   GRI 404-3
BOOST: 
Building On Our Singular Talents
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MAIN STEPS OF THE EMPLOYEE TALENT JOURNEY
Development Actions & Planning
Employee aspirations
Leadership behaviors
Technical Skills
Annual Objectives 
& Results
Career Planning
At the beginning of each year, managers and employees, white collar workers, identify objectives and related targets for 
the year. In the second step, managers and employees discuss employee’s aspirations and the local leadership behaviors 
in line with the Stellantis Leadership model. 
Technical skills is another step dedicated to the key competencies of employees and their current and future employability 
within the Company. Technical skills libraries are identified by job families, referring to specific areas of employability called 
professions. The skill set includes a mix of skills needed to support both current employability and more strategic to enable 
our future. Employees can customize their profiles adding new skills to complete their skills profile before starting the self-
assessment on a five-point rating scale. For employees this is the opportunity to think about their current competencies 
and the new ones that they can develop to reach their aspirations. 
Career planning is also considered in a dedicated phase; this is the opportunity for employees to identify concrete career 
steps for the future. Based on the employee's performance, aspirations, leadership behaviors, technical skills and experience, 
managers and employees discuss next potential positions for the employee and discuss what it will take to get there.
Development actions are then identified and managers and employees work together to identify the highest 
developmental priorities, defining concrete actions and resources to act on those priorities. 
Throughout the year employees work to reach the targets with managers supporting and providing feedback where 
needed. To aid in the growth and development of our employees, we have developed a 360 assessment tool. Centered around 
the Stellantis Leadership Values, this online tool enables employees to get anonymous feedback from their managers, peers 
and direct reports/downstream customers, allowing them to get a holistic view of how they perform and deliver in their role. 
Based on the feedback they receive, they can then use that information to inform their development plan and future growth. 
Annual Appraisal completed by 
white collar employees
92%
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Onboarding
At Stellantis we welcome our new talents and make newcomers ready to be part of the company. All new talents start 
with an Onboarding training, sharing our values and visions as well as to help them become committed members of 
Stellantis, a company in full transformation aimed at meeting the new mobility needs of our customers. 
Internal Mobility 
Internal mobility is a way to enhance career progression while helping Stellantis meet strategic business needs with existing 
employee skill sets. In our transition to a mobility tech company, it is essential to utilize all the expertise that employees 
bring to the table. Building on our singular talent while finding fresh ways to contribute to the Company’s vision and 
success. “Be Mobile” is a program setting new internal mobility rules, providing visibility on internal opportunities; making 
our mobility journey more understandable and accessible. 
Employer Branding 
In 2022 we reviewed our Talent Acquisition policy and tools to ensure that our processes are bias-free and to attract 
diverse candidates from all over the world . We are also working on the Stellantis Employee Value Proposition to 
define our unique employee proposition which will differentiate us from competitors and allow us to be selected as an 
employer of choice by external and internal candidates with skills critical for our success. 
New Era of Agility 
In 2022 the New Era of Agility project is active in 23 countries, allowing employees in engineering and central support 
functions to work remotely up to 70% of their work time . It allows greater usage of time and resources as well as 
accelerating digital transformation for better agility and efficiency. 
It is also a factor of attractiveness and new flexibility in talent acquisition. The complement of remote and on-site work 
with collective and collaborative spaces encourage interaction, cross-fertilization and the development of a sense of 
belonging within the Company. As mentioned before, the new challenge of Hybrid work has been supported with a 
learning environment designed around the learner to give employees the opportunity to leverage resources needed at 
the right time. 
 For more information refer to 3.3.7
 For more information refer to 3.4.6
Open positions 
filled by internal candidates
7,359
27%
of open positions 
filled by internal candidates
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Learning activities 
Learning activities carried out in 2022 to support the Stellantis learning policy were: 
	
■new learning organization ;
	
■new digital libraries for white collar workers and the leadership team with more than 20,000 learning contents (online 
courses and videos); 
	
■one single Learning Experience Platform was launched, including the provision of a rich offer of digital content;
	
■ targeting all white collars employees; 
	
■Artificial Intelligence (AI) engine activated into this platform aimed at matching individual skill development needs with 
the right content. 
The journey to being a tech mobility company requires new ways of learning that put each person at the center and 
consider different needs and goals. In 2022 several initiatives were provided.
Common Ground
Compliance courses generated 200,000 training actions in 2022:
	
■Code of Conduct and Data Privacy training campaigns (launched in 2021) were finalized mid-February 2022;
	
■the new training on Anti-phishing, Fraud, Raising Concerns and Privacy, with an average completion rate above 90% 
and an average Net Promoter Score (customer satisfaction index) above 60​; 
	
■67 sessions were organized for Managers on Ethical leadership as well as 6 sessions in legal topics (competition law and 
Board Members).
Values and Purpose programs:​ driven by top managers who played the role of “leaders as teachers” involving more than 
2,300 employees in highly engaging master classes: 
	
■Diversity and Inclusion learning path: a strong curriculum of online courses and virtual classes aimed at building shared 
roots on Diversity and inclusion on a global basis. Around 70,900 employees successfully completed the program with 
an average Net Promoter Score of 57;
	
■a new Stellantis onboarding e-learning was designed and deployed to white collars new comers, with a global completion 
of above 6,000 employees trained; 
	
■to accompany the new Wellbeing, Health and Safety strategy of the Company, two e-learnings were created (one on 
the policy, one to raise awareness), more than 9,000 employees trained;
	
■also two programs of 15 hours about Mindfulness (for France and Italy) were organized: 15O employees trained.
 For more information refer to 3.2.6
Journey to being a tech 
mobility company requires 
new ways of learning
Training actions for compliance
200,000
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Reskilling / Upskilling 
Create the Future
	
■New Era of Agility learning path: this is the basis of the new way of working in Stellantis. Since the launch at the end 
of 2021, 21,742 employees completed the managerial training which provides the opportunity to share methods and 
guidelines with team members​. A Net Promoter Score of 60 was reached. 
	
■Customer Centricity: several initiatives to increase the awareness of Customer stakes: five conferences and 
masterclasses, four e-learnings were launched​, involving about 12,500 employees with an average Net Promoter 
Score of 74.
	
■Green Mindset​: a Climate School was launched with a rich and dynamic set of resources, courses and initiatives related 
to the climate impact and green attitude. Around 13,000 employees participated in 2022. 
Employability
	
■Digital Transformation path​ aimed at building the digital culture in Stellantis. Within three years we expect to reach 
all white collar workers. As of December 2022, 37,584 employees received the digital literacy self-evaluation and 26,963 
reached the foundational level. 
	
■Electrification​ and Data & Software Academies initiatives.
Top Competencies 
The safeguarding of internal careers is for example accomplished in France with the internal retraining program known 
as Top Competencies, through training paths that last over 18-24 months. This program supports employees who are 
changing professions or Job Family in cases of transformation or when linked to technological developments. In 2022, 754 
employees took part in retraining paths, with €747,000 spent. Around 55% of these employees joined professions with 
new and rare skills . 
Stellantis prepares the transformation of the Company into a tech company with the creation of two academies:
Software Academy 
A software division was created as a standalone division in 2021 with the mission to develop new platforms and 
businesses that will propel future success. In order to staff the new Software Division, a recruitment effort is deployed 
in five main hubs, U.S., India, Italy, France and Germany, to provide software critical skills from the global tech labor 
market. The hiring process started July 2021 and allowed the onboarding of 300 newcomers at most levels in 2021 and 
recruit up to 761 new employees in 2022 in this area. Furthermore, a Data and Software Academy was launched in 2022 
to upskill and reskill over 1,000 Stellantis employees per year in software professions and reconvert internal existing 
talents into skills critical for the Company in the future. The Data and Software Academy ambition is to feed Software 
teams with Stellantis employees who would have been identified and upskilled or reskilled because of the academy; 
 For more information refer to 3.1
Upskill and reskill over 1,000 
Stellantis employees per year 
in software professions and 
reconvert internal existing talents
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to deploy the data driven strategy across all divisions to make sure every team is making the most of data; to 
improve our employees’ employability by offering them new careers, certifications and new opportunities within 
the Company. 
The Data and Software Academy is also working on an innovative format to have content available 24 hours a day, seven 
days a week by developing a virtual 3D online academy that is slated to launch in 2023. The idea of the virtual 3D 
academy is to propose a place that is accessible, at any time, using innovative technologies with a metaverse approach 
integrating a virtual reality experience to complement the experience and provide the feeling of being together with the 
teacher and colleagues. The learning offers could be accessible based on this platform including virtual classes, forums to 
exchange with peers, talks, online content or workshops. We want this online academy to be the flagship of the Academy 
and to embody the tech positioning Stellantis is taking. It is also an opportunity to test a use of a metaverse world to be 
able to be more comfortable with this technology and extend it to other fields later. 
Electrification Academy 
A dedicated Electrification Academy has been created to support Stellantis strategic shift to new electrified business, as 
part of Dare Forward 2030 strategic plan. The Academy delivers global e-learning programs around electrification and 
e-Mobility. The purpose is to spread up-to-date awareness among employees and engage them with the stakes of the 
energy transition, the technologies, Stellantis’ strategy and the full customer ecosystem. 
In 2022, as part of the global upskilling on electrification, more than 56,700 employees were trained on the global 
e-Mobility and electrification fundamentals, through e-learning modules. In addition, 14,500 employees have 
been trained on electrification-related topics within several professions, with 94,000 hours delivered. Moreover, 
advanced upskill and reskill programs are in place to adapt competencies to electrification across job families, such 
as engineering, manufacturing and sales and marketing, by ensuring best in class level of skills and boosting internal 
employability. 
AMAZON AND STELLANTIS COLLABORATION 
FOR CUSTOMER-CENTRIC CONNECTED EXPERIENCES 
Stellantis is accelerating its shift to becoming a sustainable mobility tech company. Stellantis and Amazon are 
collaborating to deploy Amazon’s technology and software expertise across Stellantis’ organization, including vehicle 
development, building connected in-vehicle experiences and training the next generation of automotive software 
engineers. In 2022, 926 employees were trained on Amazon cloud related technologies . 
A dedicated Electrification 
Academy has been created to 
support Stellantis strategic shift 
to new electrified business, 
as part of Dare Forward 2030 
strategic plan
 PRESS RELEASE
Title Amazon and Stellantis Collaborate to 
Introduce Customer-Centric Connected 
Experiences Across Millions of Vehicles, 
Helping Accelerate Stellantis’ Software 
Transformation
https://www.stellantis.com/en/news/
press-releases/2022/january/amazon-stellantis-
collaborate-on-software-solutions
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SKILLS DEVELOPMENT ON E-POWERTRAIN 
In the field of Engineering, customized training paths combining e-learning, internal classes and also partnerships 
with universities are in place to feed the needs around e-Powertrain, and to facilitate the conversion from Internal 
Combustion Engines (ICE) engineering curriculum. 
In 2022, 511 employees joined the e-Powertrain division, 75% through internal upskill and reskill programs, and 25% 
from external hiring. 
Engaging the universities 
Stellantis partners with several international universities to get the best knowledge and keep in touch with new talent. 
Among them: 
	
■Polytechnic of Turin (Italy), University of Windsor (Canada) and McMaster University (Canada) with the direct support of 
Stellantis to the International Degree in Automotive Engineering but also direct collaboration in research and innovation projects. 
	
■University of Modena and Reggio Emilia (Italy) with the direct provision of mechanical vehicle design courses. 
	
■University of Trento (Italy), for the study and development of Cooperative driving assistance (ADAS) and autonomous 
driving (AD) enabled by Vehicle-to-everything (V2X) connectivity. 
	
■McMaster University (Canada), Ohio State University (U.S.) and Oakland University (U.S.) in the field of hybrid and 
electric vehicle technologies. 
	
■Several universities in France in collaboration aimed at providing Stellantis with PhDs working for the company for three years. 
	
■Polytechnics of Milan and Turin, University La Sapienza in Rome and Federico II in Naples (Italy) in collaboration aimed 
at providing Stellantis with PhDs working for the company for three years. 
The Stellantis Star*Up Studio 
Star*Up, launched globally in 2021, is a program aimed at encouraging and transforming our employee’s ideas and 
promoting an intrapreneurship spirit within Stellantis. Employees were invited to submit their ideas and each region 
selected the top ideas to enter a three-month incubation phase. Each idea is accompanied by an internal coach and 
the Incubees have access to a Platform with an introduction to innovation methods such as Design Thinking and Lean 
Startup, essential to achieve success of the project. At the end of the incubation, winners of the regional finals enter a 
9-to-12 month experimentation towards first customers and first revenues in the Business Factory. 
Ideas submitted
990
Pitches
193
Incubations
59
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Identifying Livable Wage Amounts 
Our principles to provide Fair and Livable Wages requires us to be aware of what is a credible Living Wage amount for 
each country in which we have employees. In some countries, however, there are different Living Wage amounts quoted 
by different organizations and often based on different criteria. To assist in determining an appropriate amount to use, 
the Company has contracted the Fair Wage Network, an independent, recognized authority on fair and living wages, 
to provide a global solution. They have developed a global database composed of Living Wage amounts for over 200 
countries and cities. The Living Wage amounts are based on cost of living data, local market surveys, government wage 
minimums, along with other organizations’ wage benchmarks. The Fair Wage Network will update their database on at least 
an annual basis to reflect any changes to Living Wage levels for each country based on inflation and improved data sources. 
Internal compliance monitoring of the Stellantis Fair Compensation Framework 
The HR lead in each country will be responsible to monitor the compensation of its employees to comply with the 
Company’s Global Compensation’s framework of a Livable Wage, annually. Any adjustments necessary to comply will be 
addressed during annual salary reviews or where applicable through negotiations with employee representatives / Trade Unions.
3.2.8 DETAILED KEY PERFORMANCE INDICATORS
Women
Men
Total
Year
Blue 
collars
White 
collars
Top 
Management
Total
Blue 
collars
White 
collars
Top 
Management
Total
Enlarged Europe
2022
4,976
11,179
148
16,303
28,021
37,763
476
66,260
82,563
2021
8,919
11,647
na
20,566
49,986
40,340
na
90,326
110,892
North America
2022
164
3,689
72
3,925
8,921
14,303
231
23,455
27,380
2021
772
4,471
na
5,243
3,391
18,367
na
21,758
27,001
South America
2022
949
1,820
5
2,774
6,499
5,198
34
11,731
14,505
2021
168
2,485
na
2,653
970
5,953
na
6,923
9,576
Middle East & Africa
2022
—
638
1
639
—
1,203
10
1,213
1,852
2021
24
677
na
701
259
1,257
na
1,516
2,217
China and India & Asia Pacific
2022
—
917
3
920
114
2,448
15
2,577
3,497
2021
33
875
na
908
364
2,832
na
3,196
4,104
Total
2022
6,089
18,243
247
24,561
43,555
60,915
803
105,273
129,797
2021
9,916
20,155
na
30,071
54,970
68,749
na
123,719
153,790
* In 2022 92% of white collars workers completed the annual appraisal process (see chapter 3.2.7 for further information on BOOST program). The overall reduction in our population taking part in this process was due to a 
redistribution of blue collar talent across markets were annual performance appraisals are not part of blue collar contracts/agreements (annual appraisal in total workforce is 49%).
3.2.8.1 Annual Appraisal by geographic area, gender and category* 
GRI 2-4
GRI 3-3
GRI 202-1
GRI 405-2   GRI 412-2
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3.2.8.2 Employees trained by geographic area and age (employees trained at least 1 time)*
Year
Up to 30 yo
31-50 yo
Over 50 yo
Total of employees trained by 
geographic area
Enlarged Europe
2022
9,335
56,922
40,915
107,172
2021
13,706
61,843
38,537
114,086
North America
2022
12,632
33,821
21,884
68,337
2021
15,509
28,693
17,030
61,232
South America
2022
5,460
17,506
2,394
25,360
2021
3,855
12,692
1,616
18,163
Middle East & Africa
2022
1,429
1,577
114
3,120
2021
1,804
3,080
164
5,048
China and India & Asia Pacific
2022
778
3,477
291
4,546
2021
709
2,941
258
3,908
Total of employees 
trained by age
2022
29,634
113,303
65,598
208,535
2021
35,583
109,249
57,605
202,437
3.2.8.3 Employees trained by geographic area by gender and category (employees trained at least 1 time)*
Blue collars
White collars
Top Management
Total
Women
Men
Total
Women
Men
Total
Women
Men
Total
Enlarged Europe
8,323
44,836
53,159
12,955
40,418
53,373
150
490
640
107,172
North America
11,311
35,698
47,009
4,408
16,616
21,024
74
230
304
68,337
South America
2,637
15,157
17,794
2,036
5,489
7,525
5
36
41
25,360
Middle East & Africa
124
794
918
778
1,413
2,191
1
10
11
3,120
China and India & Asia Pacific
—
73
73
1,113
3,326
4,439
6
28
34
4,546
Total
22,395
96,558
118,953
21,290
67,262
88,552
236
794
1,030
208,535
* 2022 data calculated in FTE, not comparable with 2021 data
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3.2.8.4 Employees trained by geographic area and training area*
Development 
of job-specific 
know-how
Managerial 
skills
Cross-cultural 
awareness and 
language skills
Wellbeing, 
Health & 
Safety
Rules and Commitment
Environment & 
Sustainability
Software 
& Digital 
Electrification
Total
of which code 
of conduct**
of which 
human rights
of which 
anti-corruption
Others
Enlarged Europe
77,344
20,878
14,420
36,341
36,238
42,957
7,699
51,918
4,557
28,135
37,588
358,076
North America
41,219
7,040
2,944
26,306
15,892
39,922
12,718
21,284
14,532
5,235
17,231
204,323
South America
9,487
22,492
3,118
3,217
5,883
8,034
916
7,335
1,821
2,290
4,205
68,798
Middle East & Africa
1,716
569
490
93
1,570
1,744
191
2,068
19
709
1,066
10,235
China and India & Asia Pacific
2,472
2,580
329
285
3,231
3,928
510
3,844
167
923
2,839
21,108
Total of employees trained 
by type of training
132,239
53,559
21,301
66,242
62,814
96,585
22,034
86,449
21,096
37,292
62,929
662,540
* Data not comparable to 2021, as “training area” clusters changed in 2022 and data calculated in FTE
** Code of Conduct, Speak-up, Ethical leadership classroom, whistle-blower process, Policies and Procedures
3.2.8.5 2022 Training hours by gender and training area*
Development 
of job-specific 
know-how
Managerial 
skills
Cross-cultural 
awareness and 
language skills
Wellbeing, 
Health & 
Safety
Rules and Commitment
Environment & 
Sustainability
Software 
& Digital 
Electrification
Total
of which code 
of conduct**
of which 
human rights
of which 
anti-corruption
Others
Women
362,430
20,621
62,970
56,156
7,118
29,986
2,654
23,518
6,046
29,014
24,340
624,854
Men
1,564,139
70,203
155,266
294,561
21,862
92,474
8,554
82,480
20,241
103,169
137,980
2,550,929
Total
1,926,569
90,824
218,236
350,717
28,980
122,460
11,208
105,998
26,287
132,184
162,320
3,175,783
Training hour distribution %
60.66%
2.86%
6.87%
11.04%
0.91%
3.86%
0.35%
3.34%
0.83%
4.16%
5.11%
100.00%
* Data not comparable to 2021, as “training area” clusters changed in 2022 and data calculated in FTE
** Code of Conduct, Speak-up, Ethical leadership classroom, whistle-blower process, Policies and Procedures
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6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.2.8.6 Comparison between Company entry-Level Salary* and Legal Minimum Wage by country
Country
Year
Ratio
Algeria
2022
3.67
2021
3.63
Argentina
2022
2.70
2021
2.78
Australia
2022
1.54
2021
1.03
Austria
2022
1.86
2021
2.07
Belgium
2022
1.59
2021
1.15
Brazil
2022
1.21
2021
1.46
Canada
2022
1.57
2021
1.37
Chile
2022
1.02
2021
1.04
China
2022
2.20
2021
3.63
Denmark**
2022
2021
Egypte
2022
4.11
2021
3.39
France
2022
1.26
2021
1.12
Country
Year
Ratio
Germany
2022
1.04
2021
1.39
Greece
2022
2.10
2021
2.26
Hungary
2022
1.06
2021
1.34
India**
2022
2021
Italy
2022
1.25
2021
1.05
Japan
2022
2.44
2021
1.29
Malaysia
2022
1.37
2021
1.37
Malta
2022
2.31
2021
1.00
Mexico
2022
3.17
2021
1.14
Morocco
2022
2.90
2021
1.68
Netherlands
2022
1.40
2021
1.27
Poland
2022
1.51
2021
1.47
Country
Year
Ratio
Portugal
2022
1.00
2021
1.00
Russia
2022
4.88
2021
1.74
Serbia
2022
1.08
2021
1.14
Slovakia
2022
1.36
2021
1.36
South Africa**
2022
2021
South Korea
2022
1.38
2021
1.28
Spain
2022
3.11
2021
1.12
Turkey
2022
2.14
2021
1.81
Ukraine
2022
2.68
2021
2.40
United Kingdom
2022
1.22
2021
1.06
United states
2022
2.92
2021
1.21
* Same entry-level salary for men and women
** No legal minimum wage for Stellantis employee category
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6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.2.8.7 Defined-contributions pensions schemes by geographic area
Annual amount of contribution
Number of employees benefited
Enlarged Europe
170,027,864 
78,629
North America
677,499,329 
67,748
South America
399,333
840
Middle East & Africa
6,122,074 
2,592
China and India & Asia Pacific
2,995,329 
1,357
Total
857,043,931 
151,166

3.2.8.8 Defined benefit pensions / other retirement schemes
Total
Defined benefit obligation 
at end of financial period (in M€)
27,077.06
Funds assests (in M€)
22,984.40
Number of employees benefited
112,254

3.2.8.9 Compensation gap
%
Ratio of salary gap between executive 
compensation and median salary
26.21
Compensation of all employees and CEO compensation is in the Stellantis Compensation Report

3.2.8.10 Profit sharing by geographic area
Number of beneficials
Average amount in €
Total
Enlarged Europe
137,459
2,19
301,035,210
North America
45,672
10
456,720,000
South America
27,73
865
23,986,450
Middle East & Africa
4,584
620
2,842,080
China and India & Asia Pacific
3,185
2,667
8,494,395
Total
218,63
3,627
793,078,135
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5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.2.8.11 Employee savings & stock ownership shareholders plan by Stellantis shares, by Diversified funds and by 
long term incentives
Total
Number of Stellantis shares 
(at 13.27€, December 2022)
28,683,751
Diversified funds (M€)
307
Employee savings without LTI (M€)
688
3.2.8.12 Employee benefits by geographic areas, type of benefits and gender
Supplementary retirement 
schemes
Company-provided 
health plans
Life insurance
Financial support 
for disability-invalidity
Others (interest-free loans, 
retirement plan)
Year
Women
Men
Total
Women
Men
Total
Women
Men
Total
Women
Men
Total
Women
Men
Total
Enlarged Europe
2022
13,080
67,489
80,569
22,213
97,386
119,599
13,665
73,798
87,463
20,371
94,704
115,075
4,006
14,655
18,661
2021
11,719
57,263
68,982
15,423
73,355
88,778
5,938
24,436
30,374
18,907
90,326
109,233
3,885
16,639
20,524
North America
2022
5,867
22,336
28,203
25,017
56,687
81,704
28,417
68,400
96,818
17,577
46,423
64,000
3
25
28
2021
6,807
25,372
32,179
17,917
48,651
66,568
19,441
70,245
89,686
17,984
51,475
69,459
12
284
296
South America
2022
714
3,545
4,259
4,859
23,150
28,009
5,246
21,333
26,579
42
155
197
—
—
—
2021
9,495
42,221
51,716
36,152
50,345
86,497
6,396
27,434
33,830
564
2,077
2,641
7
157
164
Middle East & Africa
2022
39
68
107
900
3,005
3,905
983
3,199
4,182
818
2,779
3,597
—
—
—
2021
11,146
44,381
55,527
2,707
10,955
13,662
19,223
1,925
21,148
579
2,715
3,293
44
153
197
China and India & Asia Pacific
2022
50
95
145
879
3,036
3,915
968
3,239
4,207
11
84
95
23
8
31
2021
77
143
220
800
2,517
3,317
878
2,459
3,337
5
20
25
620
1,046
1,666
Total
2022
19,750
93,533
113,283
53,868
183,264
237,132
49,279
169,969
219,249
38,819
144,145
182,964
4,032
14,688
18,720
2021
39,244
169,380
208,624
72,999
185,823
258,822
51,876
126,499
178,375
38,039
146,613
184,651
4,568
18,279
22,847
% of employee benefits
2022
17%
83%
100%
23%
77%
100%
22%
78%
100%
21%
79%
100%
22%
78%
100%
2021
19%
81%
100%
28%
72%
100%
29%
71%
100%
21%
79%
100%
20%
80%
100%
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4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.2.8.13 Employee benefits by geographic area - type of benefits and gender 
(in €)
Supplementary retirement 
schemes
Company-provided 
health plans
Life insurance
Financial support 
for disability-invalidity
Others (interest-free loans, 
retirement plan)
Year
Women
Men
Total
Women
Men
Total
Women
Men
Total
Women
Men
Total
Women
Men
Total
Enlarged 
Europe
2022
24,539,699
149,314,251 173,853,950
10,979,252
49,716,513
60,695,764
1,188,881
5,571,907
6,760,789
10,194,107
52,510,078
62,704,185
581,176
3,460,187
4,041,363
2021
15,469,950
112,626,071 128,096,021
6,963,167
32,667,672
39,630,839
1,992,737
7,399,834
9,392,572
6,405,969
27,390,627
33,796,595
212,362
871,184
1,083,546
North America
2022
16,783,924
53,021,343 69,805,267 501,680,931 533,190,586 1,034,871,517
6,823,712
14,514,497 21,338,209
109,756,135 45,298,169 155,054,304
210,921
4,540,409
4,751,330
2021
24,260,929
91,645,213
115,906,142
467,203,162 400,323,625
867,526,786
123,097
1,243,803
1,366,900
383,991
1,555,138
1,939,129
290,773
7,573,331
7,864,104
South America
2022
1,197,182
6,226,229
7,423,411
2,175,895
8,657,506
10,833,402
254,652
1,031,206
1,285,858
1,730
9,940
11,670
133,569
128,331
261,900
2021
12,387,832
57,261,867
69,649,699
25,897,040
33,928,669
59,825,709
195,257
595,517
790,774
16,750
172,334
189,084
437,408
450,664
888,072
Middle East & 
Africa
2022
40,026
83,608
123,634
355,582
673,784
1,029,366
93,216
251,862
345,078
154,595
348,678
503,274
—
—
—
2021
1,403,039
3,241,527
4,644,566
738,485
2,170,593
2,909,078
19,631
99,363
118,993
4,261
37,968
42,228
12,984
94,477
107,461
China and India 
& Asia Pacific
2022
165,035
411,628
576,663
688,412
954,064
1,642,477
100,105
135,331
235,436
8,844
26,719
35,563
3,164
1,298
4,462
2021
298,865
795,233
1,094,098
311,780
992,265
1,304,046
70,066
234,379
304,445
7,075
35,895
42,970
141,595
241,356
382,950
Total
2022
42,725,866 209,057,059 251,782,925
515,880,073
593,192,453 1,109,072,526
8,460,567
21,504,803 29,965,369
120,115,411 98,193,584 218,308,996
928,830
8,130,224 9,059,055
2021
53,820,615
265,569,912 319,390,526
501,113,634 470,082,824
971,196,458
2,400,788
9,572,896
11,973,684
6,818,045
29,191,961
36,010,006
1,095,121
9,231,012
10,326,133
% by type of 
benefits and 
gender
2022
17%
83%
100%
47%
53%
100%
28%
72%
100%
55%
45%
100%
10%
90%
100%
2021
17%
83%
100%
52%
48%
100%
20%
80%
100%
19%
81%
100%
11%
89%
100%
3.2.8.14 Supplementary Benefits by types of benefits and geographic area 
(number of employee)
Childcare services
Parental Leave
Breast feeding
Others 
(Cafeteria, Lunch vouchers, gym, 
wellness, fitness services, hosing)
Total
Enlarged Europe
233
260
8,236
70,05
78,779
North America
209
693
29
82,949
83,880
South America
207
157
21
15,137
15,522
Middle East & Africa
—
183
22
257
462
China and India & Asia Pacific
80
196
101
660
1,037
Total
729
1,489
8,409
169,053
179,680
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6 RESPONSIBLE USE OF RESOURCES
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8 APPENDIX
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3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.2.8.15 Supplementary Benefits by types of benefits and geographic area
(in €)
Childcare services
Parental Leave
Breast feeding
(facilities and time)
Others (Cafeteria, Lunch vouchers, gym, 
wellness, fitness services, hosing)
Total
Enlarged Europe
347,266
936,215
24,049
38,873,526
40,181,056
North America
250,839
951,646
—
80,012,673
81,215,158
South America
149,594
195,913
6,542
17,268,327
17,620,376
Middle East & Africa
—
192,554
—
533,331
725,885
China and India & Asia Pacific
39,748
85,520
—
340,326
465,594
Total
787,447
2,361,848
30,591
137,028,182
140,208,068
3.2.8.16 Remuneration changes 
(2022 vs 2021)
Total
Blue collars
8%
White collars
5%
3.2.8.17 Number of expatriates employees by gender and geographic area
Year
Women
Men
Total
Enlarged Europe
2022
15
87
102
North America
2022
1
4
5
South America
2022
1
2
3
Middle East & Africa
2022
1
18
19
China and India & Asia Pacific
2022
1
42
43
Total
2022
19
153
172
2021
230
3.2.8.18 Countries with expatriates
Year
Total
Number of countries with 
Expatriates
2022
27
2021
35
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8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.3 Diversity, inclusion and equal opportunity
3.3.1 CONTEXT AND STELLANTIS POSITION 
CSR issue/challenge #6: Diversity and equal opportunity
Powered by our diversity, we lead the way the world moves. Diversity is a strength for Stellantis and we encourage a 
diverse and inclusive environment, celebrating the differences that our employees bring to work every day. Three guiding 
principles defines our approach to Diversity and Inclusion (D&I):
1.	 Empower diversity through meritocracy: meritocracy is key in Stellantis to drive company performance. 
2.	 Respect for local traditions and context: understanding and respecting our employees and their backgrounds is key 
to driving a diverse and inclusive environment. 
3.	 Find global common ground considering regional specificities: we respect the specificities of each local context 
when deploying global strategy. On a global perspective, the Stellantis D&I strategy focuses on the dimensions related 
to gender, citizenship and generation. 
In 2022 we worked to align our Human Resources processes with the Diversity and Inclusion vision, strategy and 
leadership commitment. This exercise included policies applicable to key elements of the employee journey, such as 
Talent Acquisition, Succession Planning, Talent Development and Remuneration. However, we worked to embed diversity 
and inclusion in all relevant HR processes. Examples of actions are: 
	
■publication of the new inclusive statement in all Stellantis job descriptions and global adverts; 
	
■talent identification guidance created to support meritocracy, avoid bias and encourage diversity of talent in the pipeline; 
	
■D&I standpoint in the HR systems configuration promoting wider data availability to monitor diverse KPIs; 
	
■inclusion of D&I in the 2023 framework agreement as a commitment to build a diverse and inclusive workspace ;
	
■increased transparency in the availability of internal mobility opportunities. 
From a learning perspective, in 2022, a Diversity and Inclusion training path was developed and launched to share the 
Stellantis D&I vision and commitment with employees across the globe, to explain unconscious bias and raise awareness 
on microaggressions. At the end of 2022, our first Global Survey was put in place, to understand employee perceptions 
and feedback on engagement, wellbeing, motivation and inclusion .
In 2022 efforts were made to anticipate the 2025 goal related to the percentage of women in leadership positions 
(L1-L2-L3), reaching the result of 27%.SDG 1: NO POVERTYSDG 5: GENDER EQUALITYSDG 8: DECENT WORK AND ECONOMIC GROWTH
GRI 3-3
Diversity and equal opportunity
6
Diversity is a strength for 
Stellantis and we encourage 
a diverse and inclusive 
environment, celebrating the 
differences that our employees 
bring to work every day
 For more information refer to 3.1.1
 For more information refer to 3.1.7
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2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
Company’s public position 
Powered by our diversity we lead the way the world moves, this is our purpose. Diversity and inclusion are therefore 
intrinsic parts of our Company’s commitment on equality of opportunity. We work to offer our employees an inclusive work 
environment, where everyone can feel respected and valued. Stellantis publicly calls for the prevention of discrimination 
and the promotion of equal opportunities. Our Company’s commitments have been detailed in Company agreements, 
such as the Diversity and Inclusion Leadership Commitment, which was signed in 2022. Our commitment is underlined 
through our signing of the UN Global Compact as Stellantis on May 31, 2021.
3.3.2 FORWARD-LOOKING VISION AND TARGETS 
Commitment scoreboard
GRI 3-3
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Diversity and equal 
opportunity
Owner: Chief 
Human Resources 
& Transformation 
Officer
Reinforce diversity, 
equal opportunities and 
inclusion as a strength 
for our teams and 
business by influencing 
the development of new 
ideas and solutions that 
will shape the future
Workforce gender 
balance: % women in 
leadership position 
(L1-L2-L3)
2025: >30%
2030: >35%
2040: >40%
27%
24%
6
3.3.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES 
We identified the risks, in case our actions do not align with our commitments and identified the opportunities for our 
Company to sustain a diverse and inclusive environment. 
	
■Inability to attract and retain diverse talent impacting our ability to innovate and adapt to our global customer needs 
and expectations. 
	
●By communicating our D&I strategy and commitments, we place D&I at the heart of our Employer Brand, the 
Company reputation as an employer and present Stellantis as an employer of choice to future talent. 
GRI 3-3
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3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
	
■Potential of noncompliance with local regulations and cost of managing individual employee claims on the grounds 
of discrimination or harassment. 
	
●Our Code of Conduct states our commitment to compliance with all applicable local laws, with some commitments 
going beyond legislative requirements. In addition, we provide comprehensive employee training on D&I, for example, 
Unconscious Bias, Preventing Discrimination and Harassment. 
	
■Difficulties when trying to build a global multicultural organization 
	
●Through a comprehensive Intercultural Learning and Awareness Program, we ensure that employees are equipped 
with the knowledge and skills to work with colleagues in a multicultural working environment. 
	
■Difficulties when trying to integrate new generations
	
●Through Mentoring and Reverse Mentoring programs knowledge, experience and insights are shared between 
generations within the workplace.
Opportunities 
	
■As a business, we are more agile with the ability to develop and adapt to social and industry transformations 
	
■the ability to meet the evolving needs of our customers through diverse and representative teams 
	
■increased employee motivation and engagement by maintaining a fair and inclusive workplace 
	
■optimizing efficiency, leading to greater performance and business sustainability, by leveraging all talent and diversity;
	
■from an external stakeholder perspective, we can maintain and even improve, the Company's image and reputation due 
to our progress and achievements with the help of our commitments and action plans 
	
■by developing a strong employer brand, which is closely aligned with our Diversity and Inclusion strategy, we have the 
ability to attract and retain top talent.
Optimizing efficiency, 
leading to greater performance 
and business sustainability, by 
leveraging all talent and diversity
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6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.3.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS 
DIVERSITY AND INCLUSION ORGANIZATION
The Global Diversity Council is chaired by the Chief Executive Officer (CEO) and composed of the Stellantis Top Executive 
Team, some of whom also have the responsibility as Chairs of the Regional Diversity Councils for their region. The Council 
has the responsibility for setting the Company’s Diversity and Inclusion strategy in alignment with the overall business 
strategy and objectives. It provides governance and oversight on the delivery of the key Diversity and Inclusion actions 
and the effectiveness of the Diversity and Inclusion function. 
The Diversity and Inclusion office is responsible for defining and implementing the Company’s Diversity and Inclusion 
strategy on a global level and coordinating the extension of the global strategy into our regions and countries of 
operation. 
GRI 3-3
STELLANTIS SHAREHOLDERS
Executive board
Global Diversity 
Council
Regulations of Executive Board
Charter of diversity committee
Management framework for business / 
operational units
Set Diversity and Inclusion Goals
Track diverse representation metrics
Review Global and Regional Strategies
Regional Diversity 
Council
Key Activities
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6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
3 HUMAN CAPITAL
3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
Within our regions, the Chief Operating Officer chairs the Regional Diversity Council. Each Regional Council is 
responsible for establishing the Regional Diversity and Inclusion strategy and associated action plans, whilst supporting 
the implementation of local Diversity and Inclusion action plans, ensuring that regional and local actions align with the 
global strategy. 
Moreover, collective bargaining agreements, established in collaboration with our Social Partners, state our commitments 
on diversity and inclusion, with a focus on the elimination of discrimination and the promotion of diversity.
3.3.5 POLICIES TO EXECUTE THE STRATEGY 
We seek to promote a diverse and inclusive environment where we respect the different characteristics of our employees, 
including but not restricted to, gender, age, ethnicity, nationality, religion, sexual orientation and disability. Stellantis D&I 
strategy reinforces our commitment to providing equality and fairness to all in our employment, based on merit and our 
zero-tolerance approach to all forms of unlawful and unfair discrimination (as also committed equal treatment and non-
discrimination in our Human Rights Policy) 
The strategy shares our diversity and inclusion aspirations in relation to our customers, our employees, our future talent, 
our leadership and the communities where we are located, while setting up the key areas of our approach:
	
■commitment: building a diverse and inclusive workspace that aims for stronger employee engagement, leading to 
greater business sustainability
	
■learning and awareness: ensuring all employees have equal access to training and development opportunities, and a 
specific learning and awareness program to raise awareness on key diversity and inclusion topics
	
■employee Voice: the importance of employee voice and creating channels for them to be heard
	
■employer brand: ensuring we reach a diverse audience with our employment opportunities and ensure that our 
selection processes are free of bias.
Code of Conduct 
The Stellantis Code of Conduct (CoC) sets out the principles and requirements that employees are expected to respect 
in relation to diversity and inclusion, when interacting with colleagues, customers, suppliers, visitors and other business 
partners (62,814 employees trained). 
The Code of Conduct expresses the Company's commitment to maintaining a fair and inclusive workplace, free from 
favoritism, violence, sexual and non sexual harassment, or any kind of discrimination including based on age, ethnicity, 
gender, sexual orientation or religion. The Company promotes equal employment opportunity and diversity, where 
everyone is valued for their contributions to the Company. 
GRI 3-3
We seek to promote a diverse 
and inclusive environment 
where we respect the 
different characteristics of 
our employees, including but 
not restricted to, gender, age, 
ethnicity, nationality, religion, 
sexual orientation and disability
Employees trained 
Code of Conduct
62,814
The Code of Conduct expresses 
the Company's commitment 
to maintaining a fair and 
inclusive workplace
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Collective Bargaining Agreements 
Stellantis voluntarily formalized its actions in favor of diversity in its social dialogue. On an international scale, the Collective 
Bargaining Agreements on Social Responsibility are committed to exceeding local legal requirements in applying and 
promoting the fight against racism, sexism, xenophobia and homophobia and, more generally, against intolerance 
of differences and safeguarding respect for privacy. In 2022 a global agreement was prepared and will be signed with 
IndustriALL Global Union (a global union organization) in 2023. In this agreement the Company officialized its global 
commitment on different areas, including diversity and inclusion, and it will be implemented at a regional level with 
concrete actions . 
AGREEMENT WITH TRADE UNIONS ON GENDER EQUALITY
In 2022, France's trade unions have unanimously signed a new agreement relating to the development of employment 
for women and professional equality between women and men. In France, this approach reinforces the substantive 
actions already initiated in previous agreements and aims to enrich the dynamic with new initiatives developed in the 
field to make our Company and our sector of activity more attractive to women. 
3.3.6 ORGANIZATION AND RESOURCES
Stellantis recognizes the value of engaging with and involving employees in our diversity and inclusion journey and 
has supported the establishment of a wide range of resource groups across the organization. These resource groups 
undertake multicultural learning opportunities, mentoring and networking events, community outreach initiatives, 
charitable activities and contribute to the development and improvement of HR policies and processes across the 
Company. We believe that employees actively participating in Resource Groups, contribute to developing a diverse and 
inclusive working environment. 
In 2022 two new resource groups were created at a global level within Stellantis: 
	
■Women of Stellantis: the group focuses on the promotion of gender equality within the workplace .
	
■DIVERSE•abilities Network Support, represent and advocate for the global disability community through knowledge 
sharing, capacity building, fostering resilience whilst eliminating stigma and barriers surrounding disability. Establishing 
and ensuring accessibility in all forms. 
 For more information refer to 3.1.7
GRI 3-3
 PRESS RELEASE
Women of Stellantis Launches as First 
Stellantis Global Business Resource Group in 
Observance of International Women’s Day 
https://www.stellantis.com/en/news/press-releases/
2022/march/women-of-stellantis-launches-as-
first-stellantis-global-business-resource-group-in-
observance-of-international-women-s-day
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A global intranet site dedicated to D&I was published for Stellantis employees containing news, initiatives and useful 
materials related to diversity and inclusion topics. On this site, employees can also find links to the main resources 
published in the Company about D&I training and programs. A glossary was also published on the site and shared with all 
regions, in order to provide employees a common guide on D&I terminology within Stellantis.
BUSINESS RESOURCES GROUP
In Stellantis, Business Resource Groups (BRG) are also active in the U.S.: Asians Connected Together (ACT), the 
DIVERSE•abilities Network (DaN), The Indigenous Cultural Opportunity Network (ICON), Latins in Connection 
(LinC), Middle Eastern Employees Together (MEET), the Prism LGBTQ+ Alliance, the Stellantis African Ancestry 
Network Diaspora (STAAND), the Stellantis Veterans Group (SVG), the Women of Stellantis (WoS), Women in 
Manufacturing (WiM), and the Working Parents Network (WPN).
In the UK, RUOK? (Are You OK?) is an employee-led group, created to support the mental health and wellbeing 
of employees through raising awareness, providing information and resources, and removing the stigma 
associated with mental health by providing the space and time, and encouraging conversation around mental 
wellbeing. In 2022 a dedicated section to RUOK was created in The Hub (Stellantis intranet), which provides 
information on who individuals can turn to for help and support.
3.3.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS 
As set forth in our Code of Conduct, Stellantis is committed to gender equality, and is aligned with the vision of the 
United Nations Sustainable Development Goal on Gender Equality. Also, Stellantis intends to sign up to the UN Women’s 
Empowerment Principles, which encourages companies to promote gender equality and the empowerment of women in 
the workplace, industry and community. 
With this commitment, the Company shares its intention to adopt business practices that support gender equality 
and empower women within the Stellantis organization, globally and across the automotive industry. These include, 
among others, processes to ensure equity and fairness in the determination of compensation levels (blue collars average 
wages for women is 0.94% of average wages for men and 0.91% for white collars), annual salary reviews and promotions; 
provision of flexible working opportunities to support work-life balance arrangements; and events to foster interest in 
technical careers among women. 
GRI 2-27
GRI 3-3
GRI 401-3
GRI 405-1   GRI 406-1
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In 2022, Stellantis earned 100% on the annual Disability Equality Index (DEI), a comprehensive benchmarking tool that 
helps companies build focused and measurable strategies that support disability inclusion and equality in the workplace. 
The Company was also recognized by DiversityInc as a Noteworthy Company for Diversity and Inclusion efforts. 
In 2022 Stellantis was also listed in the top 100 Refinitiv Global Diversity & Inclusion Index.
Global Development Initiatives & Awareness
In 2022, several Stellantis organizations promoted mentoring programs at global and regional level. All proposed programs 
follow a purposefully structured internal engagement strategy that connects individuals into ongoing professional 
learning and development relationships. The main purpose of mentoring programs is to be an enabler and a development 
accelerator for:
	
■diversity & inclusion: pairing and connecting mentors and mentees across gender, generation, nationalities, countries 
and cross-functions, creating a more inclusive work environment that promotes exposure and interaction opportunities 
for people with diverse backgrounds
	
■career development: creating awareness on main challenges, goals and experiences to undertake in order to unleash 
full individuals' potential and enable career progression ​
	
■core values dissemination and leadership behaviors development.
Programs were developed for leaders, including masterclasses which provided high impact, interactive sessions, that 
introduced our leaders to a variety of topics to further develop their awareness on inclusive leadership and build the 
interpersonal skills needed to thrive in a global, hybrid workplace. Eight masterclasses were launched globally and three 
focused on Diversity and Inclusion (1,521 managers attended):
1.	 The Inclusive Leader.
2.	 Creating Psychological safety.
3.	 Why inclusion is the skill above all else.
Initiatives to increase the awareness on Diversity, Equity and Inclusion (DEI) topics are also active in the Company. 
Employees can establish deeper connections through an extended opportunity to engage with one another. These 
programs provide an opportunity to have small group discussions about our differences (and ultimately our similarities) in 
a safe confidential setting, the opportunity to openly discuss DEI concepts with colleagues and a call-to-action to extend 
our “circles” to include those different than ourselves. 
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During the Diversity Awareness Month in October, various speakers offered a collection of robust testimonies and 
sparking fresh ways to embrace inclusivity. During the month, diverse topics were highlighted to raise awareness on 
gender, disability, allyship, citizenship and generations. An Inclusion task force was set up for the Diversity Awareness 
Month. The task force undertook the work of developing, championing and implementing diversity month initiative. 
Developing solutions which draw on the perspectives of staff at all levels of the Company. Acting as ambassadors for 
good inclusion practice in members’ respective departments. 
D&I AWARENESS
Stellantis developed a strong project related to D&I awareness within Manufacturing Plants in South America. 
Approximately 200 employees participated in 20 listening groups sessions conducted by National Service for Industrial 
Learning (SENAI). Diverse topics were addressed, such as gender, ethnicity, generation, citizenship, disability and 
LGBTQ+. Based on these insights, training, mentoring and awareness initiatives have been launched and will continue 
through 2023. In total, about 1,620 employees (white collar and blue collar workers) will be involved in these actions. 
Citizenship 
Diverse programs have been launched during 2022 for leaders to support them in managing international teams. 
With 162 nationalities (versus 170 nationalities in 2021) and the possibility to work remotely, some managers face 
the challenge of managing diverse teams. Stellantis employees can access the internal information hub dedicated to 
Intercultural Awareness and the ‘Country Navigator’ tool, which provides employees with the knowledge, skills and 
confidence to effectively communicate and collaborate with global colleagues, enabling a truly borderless workplace. 
Dedicated programs support the development of cultural intelligence.
Leading Global Teams, a leadership program focusing on the development of global leaders was created to inspire 
global leaders and enhance their inclusive leadership skills. This program that was launched at the end of 2022 with 60 
global leaders and will continue in 2023. The program is composed of six main steps, each one with specific objectives: 
understanding Stellantis D&I culture, developing inclusive leadership behaviors and dealing with diverse teams, leverage 
leading mindset changes using diversity as a positive force, recognizing the value of cognitive diversity, learning inclusive 
communication behaviors and be effective advocates for diversity in the Company. 
An Inclusion task force was 
set up for the Diversity 
Awareness Month
Dedicated programs 
support the development 
of cultural intelligence
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Gender 
Stellantis adopts a proactive commitment to promoting gender diversity and professional equality. In view of its 
traditionally male sector of activity, the Company considers the gender balance of its core businesses and key positions 
as a fundamental objective of its responsible and sustainable development and of its employees’ quality of life at work. 
20.79 percent of Stellantis employees are women in 2022 (versus 20.51 percent in 2021). In 2022, women represented 27% 
(versus 24% in 2021) of leadership positions (L1-L2-L3)* and 30.2% of hiring with all employee categories combined. 
Initiatives are managed by the “Women of Stellantis” resource group that focuses on promoting gender equality and 
inclusion within the workplace. They are active in 25 countries, and thus contribute significantly to the Company’s cultural 
transformation. 
In line with the Company strategy to become a sustainable mobility tech company, in 2022 we started to monitor the 
percentage of women in our core STEM functions: Software, ICT, Engineering, Manufacturing Engineering. There are 
15.9% women in these functions.
In 2022, several Stellantis organizations promoted mentoring programs at global and regional levels. For example the 
“Women in Leadership” global development program involved the Software, ICT, Manufacturing and Engineering 
functions. The program focuses on: Impact and Influence, Career Management and Strategic Acumen. In 2022 50 
employees were involved.
Stellantis is committed to supporting women's empowerment through different initiatives:
Additionally, Stellantis saw the launch of the Supporting the Progression of Women workshop. The workshop addresses 
ways in which managers may support both their direct reports and the progression of women more generally. The Global 
Business Resources Group, Women Of Stellantis has driven initiatives in all regions of Stellantis. 
WOMEN OF STELLANTIS
The “Women of Stellantis” is the first global business resource group within Stellantis with a member base of over 
5,000 employees worldwide (men and women), a 77% increase in member growth year-over-year. The group acts 
as a think tank contributing to business issues and cultural change while encouraging members to be advocates 
of tomorrow’s Company, through key management or expertise positions. In 2022, the Women of Stellantis global 
team organized global efforts around International Women’s Day and International Day of the Girl, as well as 
hosting a virtual leadership series highlighting female executives around the world. Women of Stellantis groups in 
each business region also hosted over 100 events to support local initiatives and professional and personal growth 
opportunities. 
* Hierarchical position below CEO excluding assistants
#IamRemarkable 
Workshop with the objective to empower 
women leadership and expertise in 
the workplace and to celebrate their 
accomplishments. During 2022 about 250 
employees attended the initiative.
“Career Coffee Break” 
STEM initiative stimulating the presence of 
women in the scientific and technological 
sectors. Focused on Women and STEM 
professions, to address switching on 
and growing passion and enthusiasm in 
women students on science, technology, 
engineering, mathematics and 
manufacturing careers.
“Women’s Leadership 
Experience” 
Career development program with the 
objective to empower, inspire and sustain 
women in their career path progression 
and prepare emerging diverse talent for 
leadership opportunities.
Female Universe 
Program delivered in South America 
Plants, focusing on women needs 
to make their presence at work stay 
more “comfortable” for practical female 
needs. Dedicated spaces are in place, 
where women can find clean uniforms, 
healthcare and hygienic products. 
Diverse Development Programs 
Rocket: talent acceleration program that 
aims to foster the career path of diverse 
employees (including women). 
97 women participated in the program.
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Race & Ethnicity 
Stellantis has developed several programs and policies specifically supporting ethnically underrepresented populations 
and 43% of diverse ethnicities were hired in total workforce in the US in 2022. In 2022, the Black Leaders Advancement 
Collective (BLAC) leadership development program was launched, involving 15 employees with the objective to prepare 
emerging diverse talent for leadership opportunities. 
Launched in 2021, the Black Supplier Development Program continued also this year, in collaboration with the National 
Business League (NBL), to develop Black suppliers for future contracting and procurement opportunities in the pursuit 
of greater racial equity in the marketplace. The Stellantis-NBL National Black Supplier Development Program will support 
the development of Black businesses around the country and internationally for future opportunities within the federal 
government and public and private sectors. 
In line with UN Declaration on the Rights of indigenous Peoples and international legal framework, Stellantis makes 
all due efforts to respect, include and promote local communities in its work. In 2022, Stellantis was recognized as a 
Top 50 Workplace for Indigenous STEM Professionals in North America by Winds of Change magazine and was also 
recognized as one of the Top 50 Best Employers for Latinas in the United States (#10) by LATINA Style magazine (the 
Company is the highest rated automaker in 2022). Furthermore, Stellantis has been ranked a five-star company on the 
2022 Hispanic Association on Corporate Responsibility (HACR) Corporate Inclusion Index. The annual survey measures 
Hispanic inclusion in corporate America and assesses companies to help identify opportunities for growth in their 
Hispanic diversity and inclusion practices. 
Generations working together 
Stellantis seeks to strengthen the place of more experienced employees and considers them an advantage for the 
Company’s success. Through mentoring programs, the Company encourages knowledge transfer, builds leaders who 
model inclusion through trust, transparency and feedback. This exchange and the coexistence of generations is considered 
as an asset for social cohesion and business performance. 
To attract the next generation of talent into the automotive industry the Company has programs in place . 
On a regional basis, countries such as India, Brazil and China have specific projects focused on attracting candidates 
directly from university campuses in order to meet our future skills requirements in areas such as software and digital 
technologies. In India, the Company works on the National Employability Enhancement Scheme (NEEM) program in 
collaboration with the Government. NEEM is aimed at recruiting and providing the under-skilled youth the much-needed 
exposure and training to acquire the finer skills. 
Stellantis received the label “Happy Trainees” in the category “international” initiated by “Choose my company”, that 
rewards companies that have particularly distinguished themselves in welcoming its trainees, apprentices and Volunteer 
International Experience (VIE) within its institutions. 
Stellantis seeks to strengthen 
the place of more experienced 
employees and considers 
them an advantage for the 
Company’s success
 For more information refer to 3.1.7
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Disability 
Stellantis policy regarding social and occupational inclusion of people with disabilities is enacted worldwide through 
various collective agreements with the goal of keeping workers with disabilities employed, carrying out preventive actions 
and promoting their integration into the workplace. Taking such an approach benefits everyone as well as the Company’s 
performance and includes: 
	
■offering employment opportunities for individuals with disabilities
	
■supporting the inclusion of employees with a disability by raising awareness among employees throughout the year 
and by reinforcing the training of managers and trainers
	
■taking action to include and retain employees with disabilities and maintain them in their jobs by supporting them and 
providing adjusted work solutions or specially adapted workstations
	
■mobilizing all actors by improving awareness of collective agreements and of measures in favor of the workers 
concerned (local disability correspondent, social service, medical service, human resources function, management, 
employee representatives and employees) and by setting up preventive measures. 
The DIVERSE•abilities Network is one of the company’s global Resource Groups that aims to support employees with 
disabilities, employees who are caregivers of family members with disabilities, and employees responsible for the care of 
elder loved ones by providing resources, training and development programs. 
REGIONAL INITIATIVES
In 2022, in France, we engaged a new collaboration with the sheltered sector to develop our partnership and created a 
video to raise awareness in their teams and ours. During the European Week for the Employment of Disabled People 
in November, Stellantis highlighted its partnerships with Adapted Companies (EA) and Establishments and Services for 
Help through Work (ESAT).
In the U.S. Autism Management is available for eligible employees and their dependents. It provides support for families 
who have children with Autism Spectrum Disorders (ASD) including assistance with Applied Behavioral Analysis (ABA) 
management, integrated services coordination (e.g., physical therapy, occupational therapy and behavioral health) as 
well as intensive case management for outlier cases. 
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LGBTQ+ 
Our LGBTQ+ BRGs are committed to sustain LGBTI+ employees through learning, mentoring and talent development 
initiatives. In 2022, Stellantis signed the “LGBTI+ Business and Rights Forum”, a mobilization of companies in Brazil 
committed to making true the maxim of the United Nation’s Universal Declaration of Human Rights for LGBTI+ that states 
that all human beings are born free and equal in dignity and rights.
Stellantis is demonstrating the Company's commitment to LGBTQ+ employees, customers and communities with a variety 
of events and programs throughout Pride Month. Detroit (U.S.) is home to one of the largest celebrations as the colors of 
the rainbow are full display in June at Motor City Pride, the annual two-day festival and parade that is the largest LGBTQ+ 
gathering in Michigan. Stellantis and the Jeep brand are the presenting sponsors of the festival and parade. In Canada, 
Stellantis facilities across the country are showing their support by raising the Pride flag throughout June, like many U.S. 
and Mexico Manufacturing facilities. 
The Prism LGBTQ+ Alliance resource group, established 2003, welcomes employees and allies to participate in Pride 
Month in June, National Coming Out Day in October, and is a key partner to Stellantis brands. Prism promotes inclusion for 
everyone and recorded multiple “Let’s Get Real” panel discussions about various topics including how to support LGBTQ+ 
children, transgender issues, the proper use of pronouns and the importance of Allies. The group counts more than 200 
members and two Executives sponsors. 
Parenthood 
Stellantis takes parenthood into account as part of its respect for gender equality in the workplace. By supporting a 
work environment encouraging employees to return to work after maternity / paternity leave, Stellantis helps employees 
who are parents to achieve a better work-life balance for example by providing childcare / education subsidy for 
children or by signing work-life balance agreements (to reduce the working day hours or change the work schedule 
through different alternatives to ease family care). It also ensures employees are informed about the possible parental 
leave options, depending on the legislation, encouraging both mothers and fathers to take advantage of it. In some 
countries, the Company offers improved maternity leave conditions compared to the national ones by offering better 
economic conditions (for example in the U.S., UK and UAE) or by giving the possibility to extend the period of leave 
(e.g., in Argentina and Mexico). 
In many sites of the Company, lactation rooms are available to support mothers that are back at work and want to 
continue breastfeeding. At the country level, for example in Spain, flexible breastfeeding leave options are also available 
(by hour or accumulation in full days). 
Stellantis is demonstrating the 
Company's commitment to 
LGBTQ+ employees, customers 
and communities with a 
variety of events and programs 
throughout Pride Month
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Different benefits to support parents and their families are active at a country level (e.g., reimbursement of kindergarten or 
babysitting; Scholarship and family care programs, health insurance for family members). Flexible working time is also possible 
thanks to New Era of Agility (NEA) project that allows eligible employees to work remotely up to 70% of their work time . 
Domestic Partner Benefits are available to both same-sex and opposite-sex partners at country level. We recognize family 
trends are changing and domestic partner benefits meet the needs of a diverse and dynamic workforce as well as the 
expectations of prospective employees. 
DONATIONS OF HOLIDAYS
On top of the public regulation, Stellantis has a proactive approach with its social partners, for example in order to 
support working parents. A company agreement was signed in 2014 in France with all trade unions to establish an 
innovative social cohesion system based on the values of solidarity and mutual assistance. 
Under this agreement, employees can donate days off to parents with a sick child, anonymously and without receiving 
anything in return. The donated days are banked in a Solidarity Fund created for this purpose and is managed by the 
workplace social services. In 2016 a new agreement extended the program to spouses, common-law spouses and 
partners. Starting in 2020, another agreement extends this program to employees who are caregivers of a dependent 
or disabled relative. This program has received a strong response. 
In 2022, 192 days have been donated. 384 days were granted to 27 employees to help them cope with a variety of 
situations including illness, disability or accidents. 
The result of the Equity Index in France for the companies “PSA Automobile S.A” confirms that the policies implemented, 
particularly in the area of wages, have had a positive impact and encourages us to continue our efforts to promote 
professional equality between women and men.
Year
Equity Index
2022
94
2021
89
2020
94
 For more information refer to 3.4.6
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3.3.8 DETAILED KEY PERFORMANCE INDICATORS
3.3.8.1 Parental Leave by gender
Year
Men
Women
Total
Parental leave entitled
2022
22,219
9,303
31,522
2021
16,202
5,883
22,085
Parental leave used
2022
4,249
7,515
11,764
2021
3,967
2,877
6,844
Back to work after parental 
leave (in the reporting period 
only)
2022
3,997
1,397
5,394
2021
3,093
1,326
4,419

3.3.8.2 Top executive by age and gender*
Up to 30 years
31 to 50 years
Over 50 years
Total
Year
Women
Men
Total
Women
Men
Total
Women
Men
Total
Women
Men
Total
Top executive team
2022
0
0
0
0
5
5
5
26
31
5
31
36
2021
0
0
0
1
7
8
5
24
29
6
31
37
* CEO, SVPs and Deputies are not appearing in the table above'
3.3.8.3 Ethnicity - Stellantis in the U.S. 
(%) 2022*
%
White
55.7%
Black/African American
36.1%
Asian / Pacific Islander
3.5%
Hispanic / Latino
3.6%
American Indian / Alaskan Native
0.3%
Do not wish to identify
0.9%
* 2022 data refers to U.S. only and are not comparable with 2021 data (which referred to North America)
GRI 2-4
GRI 202-2
GRI 405-1   GRI 405-2
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3.3.8.4 Workforce by geographic area, gender and age
Women
Men
Total
Year
Up to 30 yo
31-50 yo
Over 50 yo
Total
Up to 30 yo
31-50 yo
Over 50 yo
Total
Enlarged Europe
2022
2,350
14,350
9,560
26,260
8,173
51,124
53,448
112,745
139,005
2021
2,864
16,572
8,659
28,095
9,707
62,295
50,710
122,712
150,807
North America
2022
2,845
11,375
6,814
21,034
10,450
29,959
24,529
64,938
85,972
2021
3,820
12,576
6,212
22,608
12,743
33,102
22,836
68,681
91,289
South America
2022
1,949
3,237
249
5,435
4,700
15,401
3,430
23,531
28,966
2021
1,515
3,116
187
4,818
5,199
16,626
2,709
24,534
29,352
Middle East & Africa
2022
642
449
25
1,116
2,271
1,803
121
4,195
5,311
2021
729
502
49
1,280
2,676
1,838
189
4,703
5,983
China and India & Asia Pacific
2022
274
716
46
1,036
874
2,490
278
3,642
4,678
2021
192
732
40
964
655
2,324
221
3,200
4,164
Total
2022
8,060
30,127
16,694
54,881
26,468
100,777
81,806
209,051
263,932
2021
9,120
33,498
15,147
57,765
30,980
116,185
76,665
223,830
281,595
3.3.8.5 Workforce by geographic area, gender and type of contracts
Women
Men
Total
Year
Fixed-term contract
Permanent contract
Total
Fixed-term contract
Permanent contract
Total
Enlarged Europe
2022
2,009
24,251
26,260
4,885
107,860
112,745
139,005
2021
2,087
26,008
28,095
4,866
117,846
122,712
150,807
North America
2022
2,689
18,345
21,034
6,107
58,831
64,938
85,972
2021
2,932
19,676
22,608
6,864
61,817
68,681
91,289
South America
2022
498
4,937
5,435
1,106
22,425
23,531
28,966
2021
135
4,683
4,818
808
23,726
24,534
29,352
Middle East & Africa
2022
188
928
1,116
1,066
3,129
4,195
5,311
2021
339
941
1,280
2,286
2,417
4,703
5,983
China and India & Asia Pacific
2022
174
862
1,036
536
3,106
3,642
4,678
2021
114
850
964
455
2,745
3,200
4,164
Total
2022
5,558
49,323
54,881
13,700
195,351
209,051
263,932
2021
5,607
52,158
57,765
15,279
208,551
223,830
281,595
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3.3.8.6 Workforce by geographic area, gender and category
Women
Men
Total
Year
Blue collars
White collars
Top Management
Total
Blue collars
White collars
Top Management
Total
Enlarged Europe
2022
13,061
13,051
148
26,260
72,088
40,162
495
112,745
139,005
2021
28,094
122,713
150,807
North America
2022
16,958
4,004
72
21,034
49,457
15,250
231
64,938
85,972
2021
22,608
68,681
91,289
South America
2022
3,500
1,930
5
5,435
18,301
5,195
35
23,531
26,699
2021
4,818
24,534
29,352
Middle East & Africa
2022
418
697
1
1,116
2,907
1,278
10
4,195
5,311
2021
1,280
4,703
5,983
China and India & Asia Pacific
2022
22
1,008
6
1,036
546
3,071
25
3,642
4,678
2021
964
3,200
4,164
Total
2022
33,959
20,690
232
54,881
143,299
64,956
796
209,051
263,932
2021
57,764
223,831
281,595
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3.3.8.7 Employees with disability by category, geographic area and gender
Year
Blue collars
White collars
Total
%
Enlarged Europe
Women
2022
1,010
449
1,459
22%
2021
1,135
416
1,551
22%
Men
2022
4,044
1,105
5,149
78%
2021
4,283
1,122
5,405
78%
North America
Women
2022
212
49
261
24%
2021
249
91
340
11%
Men
2022
557
256
813
76%
2021
2,424
364
2,788
89%
South America
Women
2022
140
11
151
13%
2021
114
23
137
11%
Men
2022
964
70
1,034
87%
2021
1,043
76
1,119
89%
Middle East & Africa
Women
2022
2
2
4
27%
2021
2
3
5
24%
Men
2022
5
6
11
73%
2021
5
11
16
76%
China and India & Asia Pacific
Women
2022
— 
— 
— 
— 
2021
— 
— 
— 
— 
Men
2022
1
2
3
100%
2021
— 
2
2
100%
Total
Women
2022
1,364
511
1,875
21%
2021
1,5
533
2,033
18%
Men
2022
5,571
1,439
7,010
79%
2021
7,755
1,575
9,330
82%
Total
2022
6,935
1,950
8,885
100%
2021
9,255
2,108
11,363
100%
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3.3.8.8 Nationality by category and gender
Categories
Year
Women
Men
Total of nationalities by category
Blue collars
2022
82
134
138
2021
81
130
134
White collars
2022
92
127
135
2021
100
143
149
Top Management
2022
19
30
35
2021
na
na
na
Total nationalities by gender
2022
117
155
162
2021
124
163
170
Number of managers with the 
nationality of the host country
2022
8,130
30,251
38,381
% of managers with the nationality 
of the host country
2022
70%
72%
72%
3.3.8.9 % of women in Top Management by age group
Under 30 years old
31 to 50 years old
Over 50 years old
Top Management (EVP, SVP, VP)
0’%
31%
18%
3.3.8.10 Female / Male wage* ratio by category
Year
Mean
Median
Blue collars
2022
0.94
0.92
2021
0.94
na
White collars
2022
0.91
0.92
2021
0.91
na
Top Management
2022
0.89
0.90
2021
na
na
Global gender wage ratio
2022
0.93
 0.92
* Annual basic salary (annual gross wage) 
Only significant countries (over 300 employees in the category measured) 
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3.4 Health, safety and wellbeing in the workplace 
3.4.1 CONTEXT AND STELLANTIS POSITION 
CSR issue/challenge #7: Wellbeing, health and safety in the workplace
Employee workplace wellbeing, health and safety is an increasing societal demand and a top priority for Stellantis. 
We attend to employee safety, health and wellbeing by applying a methodical approach that involves stakeholders, 
employees, employee representatives, the medical community and management. 
After establishing the Stellantis Wellbeing, Health, and Safety policy in 2021, this year saw the implementation of 
programs designed to bring the policy to life. Stellantis has put its people at the center of everything we do, using safety, 
health and ergonomics as a foundation on which to build wellbeing. Successful implementation of these programs 
will provide a competitive advantage in terms of absenteeism, reduced compensation costs, employee retention and 
motivation and therefore company performance. This is a strong driver of our Dare Forward 2030 strategic plan related 
to its “Care” pillar and our ambition to be a great company to work for. 
We innovate by challenging the status quo, such as remote working (New Era of Agility) encouraged where applicable to 
reduce CO2 emissions associated with employee commutes and to expand wellbeing in the workplace, improve efficiency 
and quality of life by encouraging work-life balance. 
Company’s public position 
The Company allocates resources (e.g., standards, safe equipment and workstations, people, employee assistance 
programs) for an approach that goes beyond health at work and contributes to healthy choices and lifestyle. It supports 
the “Healthy Workplaces” initiative promoted by the European Union and the World Health Organization (WHO), as well 
as similar initiatives in the U.S. 
Stellantis’ commitment is demonstrated in the Wellbeing, Health and Safety policy, as well as in several collective 
bargaining agreements. 
GRI 2-29
GRI 3-3
Wellbeing, health and safety in the 
workplace
 7
This is a strong driver of our 
Dare Forward 2030 strategic 
plan related to its “Care” pillar 
and our ambition to be a great 
company to work for
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3.4.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Health, safety and 
wellbeing in the 
workplace
Owner: Chief 
Human Resources & 
Transformation Officer
Create a safe and 
engaging work 
environment promoting 
employees’ health and 
wellbeing at work for a 
greater work life balance
Lost-time injury 
frequency rate 
[LTIR /1,000,000 hwkd]
2024: <1
2030: <1
2040: <1
1.25
1
3.4.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
For a company, Health and Safety performance at work has a direct impact on employee absenteeism and thus on 
the ability to operate and on labor costs through lower productivity by loss of working time, cost of occupational 
illnesses, etc. It can also affect the Company's reputation, impact staff morale or increase operating costs through fines 
and other contingent liabilities. It is seen as an ethical responsibility, that is good for our people and good for our business. 
The COVID-19 crisis highlighted the commitment, robustness, and ability of the Health and Safety community to provide the 
relevant recommendations, based on the best knowledge available to leaders and managers to address an unprecedented 
threat. An effective approach, including masking, vaccine promotion and workplace social distance allowed Stellantis 
facilities to live with the ongoing COVID-19 pandemic with fewer business disruptions. 
Risks
	
■Physical Safety risks 
Manufacturing facilities, if not properly managed, can potentially expose employees to risks that could lead to injury 
or illness. Effective Risk Management and Reduction procedures are in place to identify and correct activities in the 
workplace that can lead to injury and illness. 
	
■Mental Health risks 
Mental health risks encompass a wide array of conditions that lead to business risk and employee concerns. Risk 
Analysis has widened and now includes the protection of the risks to which an employee could be exposed as a result 
of his/her mission, including expanding protection from psychosocial risks beyond European Operations. Addressing 
these risks results in a decrease in absenteeism, workplace violence and potential self-harm, but also in an increase of 
wellbeing and motivation of the employees. 
GRI 3-3
 7
  GRI 3-3  
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■Regulatory risks 
As a global company, Stellantis operates in jurisdictions that regulate health and safety. These regulatory requirements 
vary across the regions in which Stellantis operates. It is important to know these requirements to avoid noncompliance 
and the potential for fines or other enforcement actions. 
The Company’s actions and innovations to mitigate these risks 
Stellantis is committed to prevent health and safety risks at work of employees. Preventing fatality, disability, injury and 
illness by completing risk analysis to identify workplace hazards and potential exposures and implementing containment 
and countermeasures to permanently reduce the identified risks. Stellantis promotes wellbeing, health and safety to 
support and enhance a healthy and engaged workforce. An effective management system provides efficient and simple 
standards for critical hazards and follows up with a global audit process to ensure implementation. This management 
system puts employees at the center of the solution, not treating them as the problem we need to control, so that each 
contributes to improving the workplace. 
Opportunities
The Stellantis Wellbeing, Health and Safety policy is based on the conviction that our actions have a significant impact on 
many critical domains. It is a fundamental aspect of our social responsibility towards our employees and all the people working 
in our facilities as well as the mark of the Company’s respect for each of the individuals who are part of it: 
	
■bringing to life the Wellbeing, Health and Safety policy can improve the social climate and embodies our corporate 
values and its impact on our people’s sense of belonging;
	
●Caring for our people is essential to our Dare Forward 2030 strategic plan as a strong driver to become a great 
company to work for. Being able to understand employee experiences and to identify our strengths and areas of 
improvement allows us to contribute to the Company growth and performance. That is the reason why the first 
global employee survey  was launched in September 2022. The results of this survey provided us with the critical 
data, at the global, local and team level, to drive improvement and strengthen our Company. 
	
●This first survey will be followed by a dedicated global survey on psychosocial risks in 2023, to provide managers, HR 
and health and safety specialists with accurate and relevant data worldwide. 
	
■Taking care of our people and acting to reduce injuries has direct and positive consequences on absenteeism, which is 
important for all our operations;
	
●In keeping with safety industry thought leaders, Stellantis has shifted focus to concentrate on the prevention of 
life altering injuries in its facilities. The identification of the true root cause of these life changing injuries, known 
as Serious Injuries and Fatalities (SIF), and incidents that could have resulted in a life changing injury but did not, 
known as potential Serious Injuries and Fatalities (pSIF), is required in each Stellantis location. All manufacturing 
locations have been trained on how to identify a pSIF incident so that measures could be put in place to prevent 
future similar incidents. 
An effective management 
system provides efficient and 
simple standards for critical 
hazards and follows up with a 
global audit process to ensure 
implementation
 For more information refer to 3.1.7
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■acting to promote wellbeing and motivation through global and local actions is also a strong lever to improve productivity, 
quality, innovation and the capability of our workforce to adapt positively to current and future challenges we will have 
to face and changes we will have to create. 
3.4.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
The governance process is overseen by the Strategy Council. In monthly business reviews the results related to wellbeing, 
health and safety are presented and discussed with the analysis of the impact on operations. Those indicators include 
safety results and responses to employee surveys.
WELLBEING, HEALTH AND SAFETY GOVERNANCE
GRI 3-3
GRI 403-1
GRI 403-8
GRI 413-1
WHS Executive Council
Validation of the WHS Policy
 Human Resources and Transformation
Audit and Compliance
Corporate WHS Audit
Wellbeing, Health, and Safety (WHS)
Corporate WHS
Standards
Systems
Internal WHS Audit
Regional WHS
Operations
Program implementation
Site WHS Management
Joint Management / Worker H&S Committees
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The Corporate Wellbeing Health and Safety (WHS) organization ensures proper coordination of WHS activities, processes 
and targets throughout the regional Stellantis organizations. In each region, a Wellbeing, Health and Safety leader is 
appointed and is in charge of contributing to the global policy, implementing programs, engaging the operations in the 
region and providing the regional top management with results and analysis. Because the Health and Safety domain is 
part of the Stellantis Production Way management system , key indicators of the manufacturing operations include 
Health and Safety related indicators, among which are Total Recordable Injury Rate, Lost Time Injury Rate, Serious Injuries, 
and absenteeism. To be launched in 2023, a proactive approach to Health and Safety is tracked via the “Care Index”, 
measuring the level of maturity of Health and Safety System Implementation in our sites. The Care Index includes key 
measurables from Safety, Health, Wellbeing, Ergonomics and Systems maturity .
JOINT HEALTH AND SAFETY COMMITTEE 
In North America, U.S. and Canada, weekly meetings are held to review changes in employee safety activities, 
procedural updates and other opportunities for improvement are undertaken by the Joint Health and Safety Committee 
comprised of representative of Management and Labor Union. 
The dialogue concerning improvement of employee health and safety with employee representative bodies, in accordance 
with current laws and the collective bargaining agreements, has continued. In most host countries, joint management-
worker organizations are in charge of monitoring the application of employee health and safety practices. 92% of Company 
employees are represented by 266 joint management-worker health and safety committees. 
3.4.5 POLICIES TO EXECUTE THE STRATEGY 
We Care for the Future is one of four core values of Stellantis. Care extends not only to the environment, but also 
to our people. Managers are accountable for the wellbeing and motivation of their teams. In fact, this is one of 
the leadership behaviors by which Stellantis managers are evaluated and is a direct demonstration of the Company’s 
commitment to the betterment of our employee’s lives. Caring for our people is part of our Dare Forward 2030 strategic 
plan to build a great company to work for. 
Our commitments related to wellbeing, health and safety are also grounded in several Company policies: 
	
■The Code of Conduct with commitments about protecting our workforce that refers to ensuring health and safety and 
promoting wellbeing and a healthy lifestyle. 
	
■The Wellbeing, Health and Safety policy is defined as part of the Human Resources ambitions for Stellantis. This formal 
document was signed by Carlos Tavares and all Executive Vice Presidents and communicated to all employees in October 2021. 
Acting in a proactive and structured mode and building our Wellbeing, Health and Safety program will be a competitive advantage 
for the Company. We aspire to achieve world class levels of health and safety for everyone, everywhere, every time. 
 For more information refer to 3.4.6
 For more information refer to 3.4.7
GRI 3-3
GRI 403-4
GRI 403-6
GRI 403-8
Company employees represented
92%
Joint management-worker health 
and safety committees
266
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We act to: 
	
■prevent fatality, disability, injury and illness; 
	
■promote health and safety to support and enhance a healthy and engaged workforce; 
	
■empower everyone so that each contributes to improvement of the workplace; 
	
■deploy an efficient management system to provide strong standards, measure our results and impacts and support our 
continuous improvement. 
In order to live up to our Wellbeing, Health and Safety policy, Stellantis created a wellbeing and motivation program, 
labeled “We All Care”, based on five pillars that highlight the priority levers on which to act . 
Health and safety agreements 
Stellantis is committed to implement the best occupational health and safety standards and practices and has made 
health and safety a top priority. This commitment is demonstrated in the Wellbeing, Health and Safety Policy, as well as 
in several national Company agreements with employee representatives. Each year, health and safety agreements are 
signed in the countries where the Company operates. There were 22 health and safety agreements signed in 2022. 
3.4.6 ORGANIZATION AND RESOURCES 
Stellantis wants global health and safety standards no matter where in the world we operate. 
The Stellantis Production Way (SPW), Health and Safety domain is dedicated to improving health and safety in a 
systematic manner by involving the entire manufacturing organization and encompassing all phases of production. 
It includes a combination of preventive measures and collaboration of employees. 
	
■Employees are involved through training that focuses on the importance of safeguarding health and safety; complying 
with policies and procedures; and promoting appropriate prevention behaviors across all organizational levels and roles. 
	
■Operators are also engaged in initiatives designed to increase safety awareness and participate in a comprehensive 
system for gathering feedback and suggestions. Through the Work-Related Alert and Safety Conversation tools, useful 
and implementable ideas are put into practice, shared across multiple facilities, with the project owners recognized for 
their involvement. 
The SPW Health and Safety domain applies risk management and reduction, both on a routine and non-routine basis, 
with the purpose of singling out major risk areas and implementing preventive action plans. Risk areas include physical, 
ergonomic, chemical and psychosocial risks. The Hierarchy of Controls methodology is then used to determine the proper 
countermeasures. Supervisors and managers are expected to continually work to reduce risk level of their top risks and 
to assess the daily mood of their employees. 
 For more information refer to 3.4.7
GRI 3-3   GRI 403-2   GRI 403-3
GRI 403-4   GRI 403-5
Operators are also engaged 
in initiatives designed to 
increase safety awareness and 
participate in a comprehensive 
system for gathering feedback 
and suggestions
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Based on the SPW Health and Safety domain, the Global Care Management System (GCMS) is an integrated management 
system that recognizes not all processes designed for manufacturing work in a non-manufacturing setting, while also 
comprehending that much of the Health and Safety domain requirements are in fact, universal. The GCMS concerns every 
person that works on Stellantis sites, including employees of service provider companies. 
The way this is accomplished is by testing the applicability of each requirement to determine if it does apply, does not 
apply or must be adapted to fit the non-manufacturing setting. This ensures that wellbeing, health and safety are 
considered, planned and implemented everyday at Stellantis operations. 
STELLANTIS PRODUCTION WAY SYSTEM
STELLANTIS PRODUCTION WAY 
Manufacturing
Health 
and Safety 
Fundamentals
Clarification 
Documents
Applicability Filter
GLOBAL CARE MANAGEMENT SYSTEM
 Non-Manufacturing
Warehouse requirements
Retail requirements
R&D Centers requirements
All Other Non-manufacturing 
requirements
With the Global Care Management System, Stellantis is compliant with the occupational health and safety 
recommendations of the International Labour Organization (ILO OSH 2001) and performs its obligations in all countries. 
Encompassing ISO 45001 requirements, the GCMS is a means to assess, monitor and manage risks systematically. 
There are 42 European sites that have an Occupational Health and Safety Management Systems certified according to 
ISO 45001:2018 standard. 
As an additional control, an internal auditing program has been established. The audit scope includes activities that are 
most likely to produce SIF and pSIF incidents, safety, health, ergonomics and wellbeing. The 24 audits of Stellantis sites 
were completed by WHS Corporate in 2022. Regions and Audit and Compliance conducted additional audits.
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Worker representatives are involved in Stellantis health and safety processes. Areas where worker representatives 
participate in health and safety processes include, but are not limited to, incident reviews, job risk analysis, safety 
observation tours and periodic health and safety reviews. Where there are formal joint management worker health and 
safety committees, there are no bargaining unit workers that are not represented by these committees. 
Safety resources 
Physical safety can impact many parts of the business. Employees that are concerned for their safety will not be able to 
concentrate on the job at hand. The need for safety in our operations is driven not only by how the lack thereof can impact 
business results, but more importantly by a moral imperative to return people home in the same condition as they arrived. 
Each manufacturing unit in Stellantis is staffed with qualified safety professionals to ensure not only that our facilities 
are in regulatory compliance but also to develop capability in our teams to identify and manage safety risk. Non-
manufacturing locations, such as the retail Stellantis & You organization also have dedicated safety resources to manage 
the unique safety risks associated with non-manufacturing activities. In total, there are 314 employees dedicated to 
assuring safety in Stellantis facilities. 
Medical resources 
Fulfilling requirements of local regulations, that differ from country to country, a team of 600 physicians and 604 nurses 
focus on prevention, occupational follow up, emergency care and health promotion. Local workers at all Stellantis 
sites have access to medical resources. Stellantis believes that health must be taken as a holistic matter and achieving 
occupational health goals requires improvement of the comprehensive health of the employee. 
Prevention covers the activities dedicated to occupational risks and exposure assessment related to any health 
consequence from work activities. Occupational follow up includes monitoring, examinations to check for exposure 
consequence, assess fitness to work and any potential limitations. It includes individual follow up by physicians, trained 
nurses, physiotherapists, and/or psychologists to consider early symptoms, either physical or psychological, before 
requiring long or complex treatment and fosters sustainable employability. 
Stellantis Health teams are dedicated to the care of employees while respecting their right to confidentiality and 
professional secrecy. The health-related information collected through internal occupational Health services is kept under 
the responsibility of the physician in charge, supported by the country Health coordination. Many countries implement an 
IT solution to store them, implement and monitor the Occupational Health processes. Each IT solution is compliant with 
the country regulation. 
Emergency care is organized in every facility with internal resources or external support to address critical medical 
situations. 
Stellantis Health teams are 
dedicated to the care of 
employees while respecting 
their right to confidentiality and 
professional secrecy
Physicians
600
Nurses
604
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Ergonomics: strong asset 
The team of 89 Stellantis ergonomists works with the objective of promoting ergonomics to improve employees working 
conditions and overall efficiency within the Company. This team is divided into three teams: 
	
■the Trade Ergonomists team is responsible for standards development and ensuring the deployment of the Company’s 
guidelines and tools; 
	
■the Project Ergonomists team works with manufacturing engineering to ensure that ergonomic standards are met 
when purchasing and installing new equipment and new programs; 
	
■the Site Ergonomists team analyzes and improves ergonomics at their respective facilities. 
The objective of each team is to design a user interface adapted to physical capabilities, to prevent the deterioration of 
working conditions and its consequences both on individuals e.g., health, particularly musculoskeletal diseases and on the 
related costs for Stellantis such as loss of full-time equivalents, cost of occupational diseases, etc. 
3.4.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
Training and prevention programs
There are mandatory training and certification requirements targeted to operations and facilities. We provide health and safety 
protocols and recommendations regardless of where the workplace is located, on-site, home or remote working locations. 
Based on accident analysis and risk assessment, specific training programs are developed and deployed at all sites. In 
2022, 350,717 hours of training were dedicated to safety (versus 363,410 in 2021). 
A global e-learning overview on WHS was launched during the We All Care Days and completed by 10,000 employees. 
The learning includes our ambitions and the principles of our We All Care Policy. In addition to ensuring HR leaders 
understand the importance of WHS activities, a WHS leadership masterclass was attended by the top 240 HR managers 
in the Company. 
HEALTH AND SAFETY PROFESSIONALS IN CANADA
In Canada every managed site or division has one or more health and safety professionals, depending on the employee 
population of the site, employed by Stellantis. These employees are responsible for executing the Company's 
occupational health and safety management system. Manufacturing locations are certified to ISO 45001 and utilize the 
plan-do-check-act (PDCA) cycle of continual improvement to reduce injury rates and meet obligations. 
Non-manufacturing locations utilize the same PDCA principles to achieve continual improvement. 
GRI 3-3
GRI 403-3
GRI 403-5
GRI 403-6   GRI 403-9
Training hours dedicated to safety
350,717
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Communication of Expectations
To support the policy of reporting hazards, the corporation communicates via the Stellantis Production Way - "Can Do" 
booklet and other global communication forums the three essential behaviors for safety: 
	
■Stop if you are not trained for a task or if your safety is at risk. 
	
■Speak Up and intervene if you have a concern for anyone's safety. 
	
■Listen if someone shows concern for your safety and resolve the concern together. 
At a local level, sites have completed risk assessments for workstations and tasks that promote application of the hierarchy 
of controls. They review those risk assessments after incidents and injuries occur. All accidents are analyzed using the plan-
do-check-act (PDCA) cycle methodology, through the accident analysis tool. At a regional and global level, standards 
are developed that sites must assess their conformance to and progress plans to close nonconformance. These 
standards define actions in line with the hierarchy of controls and are support by good practices. The main types of work-
related injuries were, 1. laceration, primarily finger and hand injuries, 2. contusion 3. strains and strains from slip/trip and fall. 
Regarding safety, our vision is to provide world class levels safety which means the following ambitions: 
	
■Zero fatalities over three years. 
	
■50% reduction in Total Recordable Injury Rate by 2030. 
	
■The Lost Time Injury Rate always below 1. 
We have a comprehensive roadmap to reach those targets with specific actions such as Serious Injury and Fatality 
elimination plan or specific Care Index to develop a more proactive approach. All our fundamentals and standards related 
to health and safety are part of the Stellantis Production Way management system which ensures a strong and consistent 
implementation in our manufacturing operations. 
HEALTH
Ergonomics 
The Ergonomics team takes a comprehensive and collaborative approach to identify the Top 10 critical workstations such 
as impact on safety, quality, etc., and provide different solutions based on the best practices implemented within the 
Stellantis scope. The focus is on manufacturing Business Units, including General assembly, Painting, Welding, Chassis, 
Powertrain, and Press shop. The team then uses indicators to monitor compliance with ergonomics criteria in the different 
milestones of vehicle and powertrain projects. 
Workplace social services for employees 
The main role of social workers is to facilitate job integration by assisting employees dealing with issues in their personal 
and professional life that are having an impact on their occupation. Social services are a place to discuss issues 
and be listened to. They also provide specialist advice to managers and help implement the corporate social policy. 
All our fundamentals and 
standards related to health and 
safety are part of the Stellantis 
Production Way management 
system which ensures a strong 
and consistent implementation 
in our manufacturing operations
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Stellantis provides a hotline for employees with possible face-to-face follow up Employee Assistance Programs (EAP). 
Each region has its own programs that are tailored to the specific needs of the region. China and South America launched 
launching their EAP in 2022. Workplace social services are provided to all employees through a network of 91 internal and 
external social workers at office and manufacturing facilities. In North America, Stellantis offers off-site Family, Health and 
Wellness Centers to provide medical care for our employees and their families as well as on-site Health Coaches. 
Mental and Musculoskeletal Health 
In addition to the management system in place, a health action plan, focusing on mental health and musculoskeletal 
health, has been built to be sustainably implemented through the whole organization. This Health action plan gathers the 
best practices to prevent illnesses from occurring. After this first phase, the implementation is ongoing throughout the 
different regions, to reach a homogeneous result. 
On mental health, actions to be extended are: training and masterclasses, EAP programs, available specialized support, 
dedicated surveys, and mental health first aiders. In one third of the Company, we have the experience of monitoring various 
mental health indicators including the number of calls to EAP programs for psychological reasons, absenteeism related to 
mental health issues, stress, wellbeing and motivation. Implementation of this monitoring for nearly all employees is planned 
for 2023. This supports our efforts to support employee health, as well as the positive outcomes for teams and the organization. 
It enables health services to follow trends, provide feedback to management and results can be considered in order to act. 
MENTAL HEALTH
LeveMente Program in Brazil: Multidisciplinary monitoring with psychologists and psychiatrists, including care plans and 
priority in scheduling appointments for employees and their families, who need Mental Health support. 
In the UK the Mental Health First Aiders are employees trained to have an open mind to recognize mental health problems. 
A Mental Health/Substance Use Disorder (MH/SUD) program is available in the U.S. for eligible employees, retirees and 
their dependents. It provides confidential counseling, education and referral services to assist members with stress, 
depression, anxiety, conflict management, managing emotions and substance use treatment and recovery. Covered 
services include outpatient visits, inpatient admissions, partial hospitalization programs, psychological testing, care 
management and utilization review. 
For musculoskeletal health, good practices and tools are specified within the SPW. In addition to preventive and 
corrective ergonomics, early care and treatment are promoted and implemented everywhere internal resources are 
available. Those plans are empowered by focused health promotion actions to pursue mid- and long-term positive 
consequences on the health and lives of all employees. 
On mental health, actions to 
be extended are: training and 
masterclasses, EAP programs, 
available specialized support, 
dedicated surveys, and mental 
health first aiders
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SAFETY
Management of Business Partners 
Majority holding joint ventures are included in our safety performance tracking and adopt common policies and processes. 
Visitors receive information on arrival to a site regarding the health and safety rules they must follow; close working 
relationships, with safety performance tracking, are established with temporary employment agencies in order to ensure 
temporary employees receive appropriate training before arriving on site. This is supplemented with on-site training. 
Contractual obligations for minimum safety standards are established with contractor companies that can only 
work on site after risk assessments and method statements have been completed to ensure their interaction with our 
operations will not create additional hazards. Audits on contractor activities are routine practice. 
Prevention of SIF and pSIF incidents 
A program of serious injury and fatality elimination is strategically overseen at a global level and promoted by the 
development of common global standards for high-risk activities and the implementation of global “Call-to-Actions", 
charging all sites with the implementation of common action plans to eliminate and control such high-risk hazards. 
Hazards are systematically identified through workplace and task risk assessments and subsequently controlled. Workers 
are trained to identify and report to their line supervisor, any situation that they consider could create harm. If a response 
is not forthcoming for the line supervisor, workers may raise their concerns with a Health & Safety professional or their 
employee representatives. 
Total Recordable Injury Rate (TRIR)
In 2020 Stellantis set targets for Total Recordable Injuries, those are injuries that need treatment beyond First Aid. By 
2030 we want to reduce the rate of recordable injuries by 50%. Each entity has its own targets to achieve which are 
closely followed. In 2022 the rate decreased by 2%.
Year
Total Recordable Injury Rate
Enlarged Europe
2022
2.79
North America
2022
5.63
South America
2022
4.75
Middle East & Africa
2022
3.97
China and India & Asia Pacific
2022
0
Total
2022
3.79
Hazards are systematically 
identified through workplace 
and task risk assessments and 
subsequently controlled
TRIR decreases 
2%
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RISK ASSESSMENT 
One of the first principles of prevention is to assess the risks involved in order to identify the most effective preventive 
measures. The methodology used for the assessment, management, and reporting of occupational risks is developed 
for example in Portugal through several Permanent Security Instructions (IPS).
The risk assessment is in accordance with the requirements set out in the legislation and regulations in force at the time of 
the evaluation and is always carried out by trained technicians with the necessary professional accreditation, and whenever 
required, with the participation of the hierarchy, the concerned personnel and other technical services of the company. 
Once existing risks have been identified, their level of risk is assessed and measures are taken to reduce the risk. 
We have multiple layered risk assessment processes based on the life-cycle of the activity and/or equipment. 
Risk assessments must be completed for:
	• routine and non-routine activities;
	• activities of all persons having access to the workplace (including contractors, interns and visitors etc.);
	• human capabilities and other human factors ;
	• identified hazards originating outside the workplace capable of adversely affecting the health and safety of persons 
under the control of the organization within the workplace;
	• hazards created in the vicinity of the workplace by work-related activities under the control of the organization;
	• infrastructure, equipment and materials at the workplace, whether provided by the organization or others (Corporate 
EHS conducts risk assessments for new equipment);
	• changes or proposed changes in the organization, its activities or materials;
	• modifications to the management system, including temporary changes and their impacts on operations, processes 
and activities;
	• any applicable legal obligations relating to risk assessment and implementation of necessary controls;
	• the design of work areas, processes, installations, machinery/equipment, operating procedures and work 
organization, including their adaptation to human capabilities.
WELLBEING
Dedicated Wellbeing Program
On the basis of its 'We All Care' policy on wellbeing, health and safety, signed by all of its senior managers, Stellantis makes 
the wellbeing of its employees an essential commitment which, beyond its social and ethical dimension, constitutes a 
win-win stake at the heart of its strategy, to support the company's sustainable performance. 
 For more information refer to 3.4.6
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A DEDICATED PROGRAM: MY WELLBEING 
In July 2022 Stellantis launched a new program dedicated to the wellbeing of all its employees: My Wellbeing. Through 
this program, that supports the Care pillar in the Dare Forward 2030 strategic plan, Stellantis has an ambitious vision of 
its employees' wellbeing, which complements its health and safety fundamentals, occupational health, safety, ergonomics 
and contributes to making Stellantis a great company to work for. 
MY WELLBEING PROGRAM
The 'My Wellbeing' program is based on five action levers, corresponding to the key components of employees' overall 
wellbeing: 
My Body: referring to the employee's physical wellbeing, with a particular focus on promoting actions in favor of health 
and physical activity. 
My Mind: in reference to the employee's mental wellbeing, with the aim of taking care of mental health and preventing 
psychosocial risks, in particular by raising awareness on mindfulness, work/life balance, etc. 
My Job: dealing with the professional wellbeing of the employee, via career and skills development, managerial skills, by 
promoting new hybrid ways of working, etc. 
WELLBEING
Health & Safety fundamentals
HEALTH  
& SAFETY
Safety
Ergonomics
Occupational health
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My Community: related to the social wellbeing of the employee, by developing diversity and inclusion within the company, 
social relations and networking, notably through volunteering actions, etc. 
My Resources: refers to the financial wellbeing of the employee, notably through total reward approach (compensation 
and benefits), financial advice, etc. 
Sport, Fitness and Nutrition 
To support our workforce in a healthy lifestyle is beneficial for the individual, the Company and society. Stellantis therefore 
offers a variety of health and nutrition programs, sports groups, training facilities, and coaches. For example, Stellantis 
sponsors employee sport teams in several global regions, nutrition and wellness coaches are available in North America 
and several different gaming clubs are offered in China. 
Better Work-Life Balance
Establishing a collaborative work method is incorporated into the social dialogue and applies to workspaces as well as 
the expansion of remote working. The goal is to offer more flexible work arrangements without damaging collective 
productivity. The New Era of Agility program is an innovative hybrid concept allowing eligible employees to remote work 
up to 70% . This allows employees to work from home or another location. Enhancing work-life balance leads to better 
performance and prevents stress as well as adding flexibility across the various regions by reducing commute time. 
In several countries we have established the right to disconnect either in the contracts, charters, policies or internal 
communications. For example promotion of the fair use of digital tools, making them compatible with health and 
wellbeing. It comes to ensuring respect of the resting time and professional and personal life balance, avoiding the risk 
of digital fatigue linked to continuous use of digital means. With this aim, and taking into consideration project New Era 
of Agility extension, as well as our new modes of work conditioned by the pandemic COVID-19, the Company has set up 
ten guidelines to be spread to all employees about digital disconnection as well as proper use of electronic devices and 
digital tools. 
Capitalizing on that, the Company willingly offers employees part-time schedules or teleworking arrangements when this 
is feasible. Where possible, the Company approves employees’ requests to work part-time. The aim is to devise suitable 
solutions, such as part-time by the day or half day, part-time in hours, etc. Part-time hours are chosen by employees 
and are not imposed by the Company. In 2022, the Company had 13,655 part-time employees worldwide (including 2,267 
employees who worked half-time), distributed as follows: 43% women and 57% men. 
In 2022 635 employees used the possibility to take a sabbatical. 
Sabbatical
1 to 3 months
4 to 6 months
7 months to 1 year
Over 1 year
Number of employees
202
77
158
198
To support our workforce 
in a healthy lifestyle is 
beneficial for the individual, 
the Company and society
 For more information refer to 3.2.7
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Company wide Promotion Events 
To demonstrate the WHS program, two relevant events were held. The first was World Day for Safety and Health at Work 
on April 28.
This commemoration organized by the International Labour Organization (ILO), in 2022 focused on: "To Build a positive 
Safety & Health Culture, let's act together". This theme echoes the Stellantis' Wellbeing Health and Safety policy, signed 
by the Company's top executives. Stellantis employees and managers were asked to make a pledge committing to work 
safely. This important commitment document was signed globally across the company in 31 countries and 264 sites. At 
the same time, strong local actions were implemented to support this commemoration. For example: China implemented a 
webinar related to COVID-19 with some tips to follow during the lockdown in Shanghai. South America organized a specific 
masterclass related to work remotely and the importance to take in account the ergonomics at home and in Europe a 
dedicated masterclass was organized for leaders with an expert to talk about the importance of their commitment. 
TO BUILD A POSITIVE HEALTH & SAFETY CULTURE, LET'S ACT TOGHETHER!
In October 2022, the second annual We All Care Days event took place:
Four days of information and activities were shared with our employees. Several content, communications and local 
actions created awareness about relevant topics that impact our level of wellbeing. A focus was laid to increase 
awareness about topics related to Wellbeing & Motivation, Mental Health and Physical Health. In addition, each Region 
supported other topics considering the specificities of countries and/or sites. The event was implemented across the 
company in 33 countries and 351 sites. For instance: South America launched the Employee Assistance Program (EAP) 
providing Psychological, Social and Financial support to their employees. China reinforced with the employees during 
the day dedicated to Mental Health their EAP implemented at the begin of the year. Europe and Middle East and Africa 
implemented the program "Every Move Counts" with the objective to promote physical activity. North America deployed 
52 local events in the plants.
DAYS
WELLBEING 
& MOTIVATION
MENTAL HEALTH
PHYSICAL HEALTH
OTHER TOPICS
We All Care Days events in
351 sites
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3.4.8 DETAILED KEY PERFORMANCE INDICATORS 

3.4.8.1 Absenteeism* by geographic area and type of benefits
Year
Sick leaves
Maternity and paternity leaves
Occupational and 
commuting accidents
Other absences 
excluding vacations
Total
Enlarged Europe
2022
11,066,415
1,338,880
415,742
3,931,841
16,752,879
2021
9,333,229
1,155,202
369,746
3,294,095
14,152,272
North America
2022
4,099,652
126,034
479,769
20,494,511
25,199,966
2021
5,504,884
202,012
237,642
7,766,077
13,710,615
South America
2022
2,245,459
197,799
51,812
609,467
3,104,537
2021
2,469,604
16,507
5,939,574
8,678
9,442,048
Middle East & Africa
2022
56,129
32,966
2,987
258,073
350,155
2021
131,072
30,609
1,067
152,475
315,223
China and India & Asia Pacific
2022
70,387
77,446
205
168,898
316,935
2021
72,086
79,879
364
147,458
299,787
Total
2022
17,538,042
1,773,124
950,515
25,462,790
45,724,472
2021
17,510,875
1,632,772
6,548,393
12,227,905
37,919,945
* Number of hours of absence excluding vacations all U.S. absence are included in the category other absences

3.4.8.2 Number of Work Related and Non-Work (employees and temporary workers) related Injuries by geographic area
Year
Total
Enlarged Europe
2022
608
2021
776
North America
2022
906
2021
881
South America
2022
233
2021
140
Middle East & Africa
2022
39
2021
45
China and India & Asia Pacific
2022
22
2021
7
Total
2022
1,808
2021
1,849
GRI 403-9   GRI 403-10
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3.4.8.3 Number of work Related Injuries (employees) by geographic area and type of injury 
(not including travel from home)
Year
Contusion
Laceration
Strain & Sprain
Fracture
Foreign Body 
Crush 
Burn
Other
Undefined
Total
Enlarged Europe
2022
148
126
25
48
11
17
7
31
88
501
2021
776
North America
2022
246
217
249
100
25
12
7
32
12
900
2021
881
South America
2022
73
59
23
20
4
5
10
12
16
222
2021
140
Middle East & Africa
2022
3
25
3
2
0
1
0
1
4
39
2021
45
China and India & Asia Pacific
2022
0
4
0
4
0
9
1
2
0
20
2021
7
Total
2022
470
431
300
174
40
44
25
78
120
1,682
2021
1,849
3.4.8.4 Number of work Related Injuries (workers not employees but whose work / workplace is controlled 
by the organization) by geographic area and type of injury
Contusion
Laceration
Sprain & Strain
Burn
Foreign Body
Fracture
Crush
Undefined
Total
Enlarged Europe
42
28
5
2
1
3
26
107
North America
1
4
1
6
South America
8
3
11
Middle East & Africa
0
China and India & Asia Pacific
1
1
2
Total
51
33
6
2
1
3
1
29
126
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3.4.8.5 Lost Time Injury Rate by geographic area 
(per 1,000,000 hours worked)
Year
Employees
Temporary workers
Contractors
Total
Enlarged Europe
2022
1.36
5.39
0.68
1.42
2021
1.5
North America
2022
0.62
0.00
1.64
0.62
2021
0.6
South America
2022
3.00
15.08
4.26
3.16
2021
0.9
Middle East & Africa
2022
0.82
0.00
0.00
0.82
2021
0.5
China and India & Asia Pacific
2022
0.49
1.12
0.38
0.51
2021
0.2
Total
2022
1.20
5.89
1.54
1.25
2021
1
* Total does not include the Contractors
3.4.8.6 Fatalities, high-consequence and recordable work-related injury 
(Number and Rate)
Fatalities as a result 
of work-related injury
 High-consequence 
work-related injuries
Recordable 
work-related injuries
Year
Number 
Rate
Number 
Rate
Number
Rate
2022
0
0.00
156
0.32
1808
3.79
3.4.8.7 Fatal Accidents 
Year
Number
Rate
Total workforce
2022
0
0
2021
1
0.0021
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3.4.8.8 Severity rate by contract and geographic area 
Year
Employees 
Temporary workers
Total
Enlarged Europe
2022
0.05 
0.11 
0.05
2021
0.12
North America
2022
0.05
0
0.05
2021
0.04
South America
2022
0.06
0.08
0.06
2021
0.04
Middle East & Africa
2022
0.03
0
0.03
2021
0.01
China and India & Asia Pacific
2022
0
0
0
2021
0.01
Total
2022
0.05
0.08
0.05
2021
0.07
3.4.8.9 Serious injuries by geographic area and type of accident
Fall
Equipment 
Hazard
/Failure
Transportation
/Storage
Falling 
Object
Mobile 
Equipment
Pedestrian 
in-plant 
vehicle
Guarding
Rigging
Over 
the road 
vehicle
Emergency
/Security
Energy 
Control/
Lockout
Electrical
Total
Enlarged Europe
15
1
5
2
7
10
3
8
1
52
North America
30
20
1
8
5
7
71
South America
3
2
7
4
4
2
1
2
1
26
Middle East & Africa
1
1
1
3
China and India & Asia Pacific
1
1
1
1
4
Total
50
24
14
14
12
10
10
9
7
4
1
1
156
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3 DRIVING THE COMPANY’S TRANSFORMATION THROUGH THE DEVELOPMENT OF HUMAN CAPITAL
3.4.8.10 Serious injuries (30 days or more) by contract and type of accident
Year
Fall
Equipment 
Failure
Transportation
/storage
Falling Object
Other
Total
Employees
2022
50
24
14
14
54
156
Total
2022
50
24
14
14
54
156

3.4.8.11 2022 Commuting Injury Frequency Rate
Total
Number of commuting injuries
808
Commuting injury frequency rate
0.94

3.4.8.12 Occupational Illnesses by type of illness
Year
Number of occupational illness
Musculo-Skeletal Disorders 
(MSD)
2022
641
2021
555
Carrying heavy loads
2022
8
2021
5
Deafness
2022
49
2021
17
Asbestos
2022
23
2021
21
Other
2022
50
2021
42
Total
2022
771
2021
640
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3.4.8.13 Occupational Illnesses Frequency Rate by geographic area
Year
Rate
Enlarged Europe
2022
1.35 
2021
1.23 
North America
2022
2.76
2021
2.24
South America
2022
0.79
2021
0.07
Middle East & Africa
2022
0
2021
0.2
China and India & Asia Pacific
2022
0.04
2021
0
Total
2022
1.69
2021
1.32
3.4.8.14 Occupational accidents by contract - geographic area
Number of accident including travel for work and travel from home
Enlarged Europe
Employee
501
Temporary workers
107
North America
Employee
900
Temporary workers
6
South America
Employee
222
Temporary workers
11
Middle East & Africa
Employee
39
Temporary workers
0
China and India & Asia Pacific
Employee
20
Temporary workers
2
Total
Employee
1,682
Temporary workers
126
Total
1,808
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3.4.8.15 Occupational Accidents
Number
Recordable Injury Rate
Year
Employee
Temporary 
workers
Total
Employee
Temporary 
workers
Total
2022
1,682
126.00
1,808
3.57
24.73
3.79
2021
1,849
3.8
3.4.8.16 Total Recordable Injury Rate table 
Year
 Total
Enlarged Europe
2022
2.79
North America
2022
5.63
South America
2022
4.75
Middle East & Africa
2022
3.97
China and India & Asia Pacific
2022
0
Total
2022
3.79
2021
3,8
3.4.8.17 OHS certification
(Stellantis worldwide)
Year
Certified OHSAS18001 or ISO45001 
by third party body
Internal OHSMS 
implemented
No of sites
2022
85
443
2021
95
563
No. of audits carried out
2022
96
315
2021
104
410
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3.4.8.18 Ergonomics works stations
(Stellantis worldwide) 
Year
Number
%
red workstations
2022
852
4%
2021
3%
yellow workstations
2022
9,073
38%
2021
40%
green workstations
2022
13,606
58%
2021
56%
Total
2022
23,531
100%
2021
21,829
100%
3.4.8.19 Workers covered by an occupational health and safety management system 
(number and %)
Employees
Temporary workers
Contractors*
Year
Numbers
% covered
Numbers
% covered
Numbers
% covered
Occupational H&S 
management system
2022
245,394
93%
10,231
100%
27,232
100%
OHS management system 
internally audited
2022
155,560
63%
6,943
68%
17,654
65%
OHS management system 
audited or certified by an 
external party
2022
50,133
32%
3,068
44%
9,551
54%

* Contractors in KPI 721: all Contractors on site (including intelligent services and other services)
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3.4.8.20 Health Service 
(internal and external)
Year
Internal (employed)
External (contracted)
Total
Doctors (Physicians)
2022
67
533
600
2021
93
395
488
Health professionals (nurses)
2022
170
434
604
2021
247
280
527
Number of social workers or 
equivalent service
2022
26
65
91
2021
47
97
144
Ergonomists
2022
64
25
89
2021
65
34
99
3.4.8.21 Health Service 
(number and ratio)
Year
Number
%
Sites with on-site medical 
service
2022
228
56%
Sites without on-site medical 
service
2022
177
44%
Employees covered 
(with internal or external 
health service)
2022
257,444
98%
2021
98.66%
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4 MEETING CHANGING CUSTOMERS’ EXPECTATIONS ON MOBILITY
 4
MEETING CHANGING CUSTOMER 
EXPECTATIONS ON MOBILITY 
4.1 DEVELOPMENT OF NEW MOBILITY SOLUTIONS (INCLUDING AUTONOMOUS VEHICLES)
228
4.1.1 Context and Stellantis position
228
4.1.2 Forward-looking vision and targets
231
4.1.3 Identification and management of risks and opportunities
231
4.1.4 Governance and decision bodies to lead actions
235
4.1.5 Policies to execute the strategy
235
4.1.6 Organization and resources
236
4.1.7 Main initiatives, achievements and results
242
4.2 VEHICLE AND SERVICE QUALITY - CUSTOMER SATISFACTION
250
4.2.1 Context and Stellantis position
250
4.2.2 Forward-looking vision and targets
251
4.2.3 Identification and management of risks and opportunities
252
4.2.4 Governance and decision bodies to lead actions
255
4.2.5 Policies to execute the strategy
256
4.2.6 Organization and resources
258
4.2.7 Main initiatives, achievements and results
264
4.3 VEHICLE SAFETY
271
4.3.1 Context and Stellantis position
271
4.3.2 Forward-looking vision and targets
272
4.3.3 Identification and management of risks and opportunities
272
4.3.4 Governance and decision bodies to lead actions
274
4.3.5 Policies to execute the strategy
274
4.3.6 Organization and resources
274
4.3.7 Main initiatives, achievements and results
277
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STELLANTIS’ CSR MACRO-RISK/PILLAR III. MEETING CHANGING CUSTOMER 
EXPECTATIONS ON MOBILITY​
The automotive market is faced with competition from established players as well as newcomers in the mobility sector, 
in particular digital and tech companies. It must take into account a variety of different needs and evolving contexts, 
considering trends such as increasing urbanization and traffic congestion, the need of customers to find mobility solutions 
going beyond vehicle ownership, and the contributions that technologies can provide to road users in terms of experience 
and safety. All these elements affect automakers strategy, operations and results as are assessed and challenged by 
customers and other stakeholders.
Stellantis understands these requirements and pays close attention to the mobility trends. We intend to provide 
opportunities for consumers by developing new mobility solutions with high-quality products and services with the goal 
to execute flawless customer relationship management.
To meet market expectations, the Company’s processes and decisions are customer-focused, to design affordable, reliable, 
safe and high-quality products and services and complementary solutions to meet mobility needs around the world.
4.1 Development of new mobility solutions (including autonomous 
vehicles)
4.1.1 CONTEXT AND STELLANTIS POSITION
CSR issue/challenge #8: Development of new mobility solutions (including autonomous 
vehicles) 
Social, environmental and technical evolutions impact customer mobility behavior and expectations. Nowadays, vehicles 
which were traditionally perceived as a tangible asset, are now more likely to be seen as a mobility device, especially by 
groups such as Millennials and Generation Z who are less interested in owning or driving a vehicle, for economical or 
ecological reasons and due to their specific mobility needs.
This evolution has particularly accelerated in recent years and has been embraced by more than just young generations of 
customers. Since 2020, due to long periods of confinement during the COVID-19 crisis in many countries and the extensive 
deployment of remote work, one can observe a completely different approach to mobility, with consequences that might 
have a significant impact in the years to come. 
GRI 3-3
Development of new mobility solutions 
(including autonomous vehicles) 
8SDG 7: AFFORDABLE AND CLEAN ENERGYSDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURESDG 11: SUSTAINABLE CITIES AND COMMUNITIESSDG 13: CLIMATE ACTIONSDG 17: PARTNERSHIP FOR THE GOALS
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At Stellantis, we are aware of these challenges and our business model includes mobility service offerings with 
Free2move and Leasys. Leasys is the medium- and long-term rental company of FCA Bank – FCA Bank transferred 
their interest to LeaseCo a joint venture held 50 percent by both Stellantis and Crédit Agricole. Leasys’ perimeter this 
year is different from that one of the last year: in the CSR Report of 2021 Leasys included long-, medium- and short-
term rental and carsharing, but now Leasys is just medium and long term rental. This because in December 2021, 
Stellantis and Crédit Agricole announced the acquisition in 2023 by Crédit Agricole Consumer Finance of the shares of 
FCA Bank and Leasys Rent (the company that was included in the 2021 CSR Report’s Leasys perimeter that offered 
medium- and short-term rental services and carsharing) held by Stellantis; only Leasys, the medium- and long-term rental 
company, will remain as an equal joint venture between Stellantis and Crédit Agricole. This change is also reflected in the 
KPIs reported in this year’s CSR Report. Leasys data includes only the low emission vehicles in the fleet and the revenues 
streams of the low emission vehicles in the fleet of Leasys perimeter which includes only medium- and long-term rental . 
For its part, Free2move (F2M) is a global marketplace offering a range of services to satisfy the multiple travel needs 
of its customers from one minute to several days or months with carsharing service, short, medium- or long-term 
rental. One of their goals is to bolster energy transition by helping customers switch to Low Emission Vehicles (LEV) 
with innovative services such as the subscription offer of Free2move which enable customers to experience an EV on 
a month-to-month basis and thus will help accelerate EV adoption. 
The Company continues the research and development of technologies in order to develop future mobility options 
including means of transport such as driverless autonomous vehicles.
Company’s public position 
The importance of individual choice over freedom of movement and flexible mobility means that vehicles have an 
important place today and in the future. Vehicles play a major role in a multi-modal ecosystem that aims at optimizing the 
efficiency of transport systems, particularly outside cities where alternative solutions are not always available. New uses 
and therefore new services are being created.
Carsharing, for example, is a way to support the change in customer behavior from ownership to usage. This shift can be 
motivated by economic, practical or environmental reasons. Carsharing is also part of the growing concept of intermodality 
and is a link in the chain between bike-sharing, public transport, etc. It allows customers to rationalize their mobility 
according to their specific needs. Also, it is a good entry point for users to discover our services and ultimately to use our 
short-term and middle-term rental services. 
Shared mobility services as well as Mobility-as-a-Service (MaaS) platforms will get more efficient as the level of driving 
automation increases. The purpose of Stellantis: “Powered by our diversity, we lead the way the world moves” 
means that we want to ensure freedom of movement by providing safe, sustainable, affordable and convenient 
mobility solutions. 
 PRESS RELEASE
Stellantis to Strengthen the Potential of Its 
European Financing Businesses
https://www.stellantis.com/en/news/
press-releases/2021/december/stellantis-to-
strengthen-the-potential-of-its-european-
financing-businesses
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This is reflected in the Company’s approach toward connected and autonomous mobility: a gradual development to 
ensure that reliability and safety requirements are met and to ensure affordability so that our customers and society at 
large can benefit from it. The Company is aware of these needs and shares its expertise with stakeholders, experts and 
regulators in the development of the appropriate standardization and regulatory framework. Local governments play a 
significant role in their climate-neutral and smart cities mission and Stellantis collaborates with these local authorities to 
expand their sustainability strategies. Stellantis is involved in dedicated conversations with local authorities to promote 
the kind of regulations needed to support mobility programs.
The Company is working on a variety of Vehicle to Vehicle/Vehicle to Infrastructure (V2X) applications using both short 
and long-range technologies as well as Advanced Driver Assistance Systems (ADAS) applications using a wide array of 
technologies in order to provide connectivity and safety to its customers. Therefore, Stellantis is supportive of in-vehicle 
data access based on the Extended Vehicle (ExVe), as defined by various ISO Standards, and is in the process of developing 
a fully industrialized Extended Vehicle Web Server allowing fair, reasonable, non-discriminatory safe and secure access to 
vehicle data in full compliance with ISO standards.
In line with the Company’s strategic vision to be not only a vehicle manufacturer but also a mobility services provider, 
Stellantis is implementing a complete automation roadmap from Level 1 and Levels 2 to 4 (driverless vehicles), based upon 
clear use cases and customer requirements. We are enhancing the set of features already offered at Level 2 and launching 
hands-off technology in the U.S. (usually called Level 2+). Level 3 is already under development and the Company sees, 
beyond Level 3, application of Level 4 technology mainly for shared mobility services like autonomous shuttles, robotaxis 
and automated goods delivery. 
To support the growing level of autonomy and the high safety demands connected with these technologies, the Company 
is investing in very advanced simulation and validation methods and creating synergies by pooling databases of relevant 
safety scenarios and data collected from real world driving conditions, integrated into a state-of-the-art data platform.
Stellantis is committed to ensure a sustainable future of mobility also leveraging on new technology and digitalization to 
reach carbon net zero emissions by 2038.
With these objectives in mind, Stellantis appointed in September, 2022, a new Chief Digital Information Officer (CDIO), 
reporting to the Chief Human Resources and Transformation Officer and functionally to the Chief Technology Officer. In 
this newly created role, the Chief Digital Information Officer will help lead Stellantis’ transformation into a sustainable 
mobility tech company, driving its digital strategy and technologies. The CDIO will also be responsible for improving IT 
project execution and organizational efficiency.
Stellantis is committed 
to ensure a sustainable 
future of mobility
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4.1.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
GRI 3-3
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Development 
of new mobility 
solutions (including 
autonomous 
vehicles) 
Owners: 
Brand Chief 
Executive Officer, 
Free2move
Chief Executive 
Officer, Leasys
Chief Software 
Officer
Chief Engineering 
Officer
Lead innovation for 
Mobility-as-a-Service 
to support freedom 
of movement with 
affordable, safe and 
sustainable mobility 
solutions
% of Low Emission 
Vehicles (below 50g CO2 
per kilometer) infleeted in 
the year for carsharing / 
short- and medium-term 
rental / subscription / 
long-term rental (lease)
2025: 40%
2030: 60%
2038: 100%
17.4%
12.5%
% Revenues from Low 
Emission Vehicles (below 
50g CO2 per kilometer) 
within Mobility (incl. EV 
solutions + Data Service) 
and Rent (carsharing / 
short- and medium-term 
rental / subscription / 
long-term rental (lease))
2025: 20%
2030: 40%
2038: 80%
9.8%
5.5%
8
4.1.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
4.1.3.1 Risks
Our teams are focused on developing solutions to avoid or mitigate risks on the emerging mobility ecosystem:
	
■Rapidly changing customer expectations
We are devoting research and innovation resources to address changing consumer expectations driven by growing 
demand for safety, convenience, mobility-as-a-service, connectivity, sustainable mobility and quality time. Our ability 
to develop and launch products with new technologies (e.g., electrification, autonomous driving and connected 
vehicles) to meet regulatory requirements and customer expectations is constantly challenged by technical limitations 
due to changes in public policies and strong validation efforts needed to ensure availability of systems at a certain 
time frame.
GRI 3-3
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■Deterioration or disappearance of vehicle brands in favor of new mobility brands
The automotive industry is in the process of a fundamental transformation and vehicle brands are facing challenges 
posed by disruptive patterns in mobility choices. In some cities, vehicle ownership is restricted due to traffic congestion 
and strains on local infrastructure. As automakers navigate this new mobility landscape and play a role in actively 
shaping this change, it will require the evolution of a century old business model shifting from traditional ownership to 
customer driven, flexible mobility solutions.
	
■Climate change and environmental issues
Our society is facing increasing challenges resulting from environmental issues: scarcity of resources needed 
to manufacture EVs, global warming, increased air pollution, etc. Transportation of goods and people is one of 
the main contributors of the climate crises and accounts for 17 percent of global greenhouse gas emissions 
. 
Through Free2move and Leasys, Stellantis is developing a new way of mobility for people in order to offer them the 
opportunity to change their way of consuming mobility. By allowing people to switch from property to usage, the 
Company is creating efficiencies for mobility consumption and thus, is contributing to lower the impact of people’s 
mobility on the environment.
4.1.3.2 Opportunities
At the same time, this changing mobility landscape opens opportunities for Stellantis. Mobility transformation is 
driven by three key trends: electrification of vehicles and alternative powertrains, Connected and Autonomous 
Vehicles (CAVs) and Mobility‑as‑a‑Service (MaaS). We embrace the challenges posed by this evolution seizing the 
many opportunities that will invariably accompany change. Stellantis is committed to delivering on our electrification 
plans, the acceleration of autonomous vehicle and connected technologies and the continued work in developing 
and defining MaaS offerings through both our Free2move and Leasys services. Advanced autonomous and 
connected technologies will continue to drive increasing levels of safety with technology that allows users to stay 
continuously connected while on the move and continued deployment of Advanced Driving Assistance Systems 
(ADAS) foreshadowing the autonomous vehicle.
	
■Provide freedom of movement through global mobility brands and enhance the image of the company
As our mobility brands, Free2move and Leasys bring to Stellantis and its vehicle brands a positive image of flexibility 
and agile thinking, in line with both current trends and future customers' needs. Free2move and Leasys are working to 
define those services that not only meet the needs of individuals and businesses today but also to anticipate the use 
cases that will drive tomorrow's mobility. These brands are responsive to B2B and B2C customers in search of change, 
in a society that is reinventing itself. The continued evolution and adoption of the technologies that enable mobility 
services and partnerships with other global mobility providers will enhance the perception of Stellantis and its core 
automotive brands.
Read more  
https://www.statista.com/topics/
7476/transportation-emissions-
worldwide/#topicOverview
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Free2move is the only global mobility marketplace offering a complete and unique ecosystem for its private and 
professional customers around the world. Relying on data and technology, Free2move puts the customer experience at 
the heart of the business to reinvent mobility. Free2move offers a range of services to satisfy the multiple travel needs 
of its customers from one minute to several days or months with carsharing service, short-, medium- and long-term 
rental or subscription as well as the reservation of ride hailing drivers, parking spacesvia the Free2move mobility app.
In 2022, Free2move has continued to develop its Mobility Hubs. This all-in-one solution bundles all rental durations 
in one single app with the same fleet. In July 18, 2022, Free2move announced the completion of the acquisition of 
SHARE NOW, the market leader and pioneer of free-floating carsharing in Europe allowing the company to become a 
worldwide mobility leader and expanding its mobility hubs concept to 14 new cities in Europe .
Free2move and SHARE NOW offer altogether carsharing services in 22 cities worldwide (Madrid, Paris, Portland, 
Washington D.C., Denver, Columbus, Austin, Vienna, Budapest, Copenhagen, Milan, Rome, Turin, Amsterdam, Stuttgart, 
Berlin, Cologne, Munich, Düsseldorf, Frankfurt, Hamburg and Münster).
Leasys is a medium- and long-term rental operator that provides customers with new vehicles, including a comprehensive 
selection of optional services that can be configured to fit the diverse nature and set of needs of its customer base. The 
typical contract duration is from two up to four years.
Within this activity, sustainability means the development of products designed to charge for effective use of the vehicle 
and therefore encourage responsible use (i.e., Pay-As-You-Go formulas like Leasys Miles, where a significant proportion 
of the monthly rental is calculated based on actual distance driven). Sustainability in this area is also promoted through 
a comprehensive range of services securing timely maintenance of the fleet (and therefore its efficient operation).
	
■Leverage fleet electrification and infrastructure to meet consumer demands and regulatory emissions objectives 
With electrification at the forefront of the global strategy of Stellantis, a significant increase in the availability of public 
and private charging networks is required to enable wide-scale adoption and increase consumer confidence in EVs. 
Stellantis through Free2move and Free2move eSolutions is working to provide end-to-end charging and 360° charging 
solutions to simplify private, business and fleet customers charging experience. Through deployed mobility services 
such as the Free2move Carsharing service, Stellantis will continue to increase the mix of EVs as a percentage of our 
active fleets. 
As governments adopt policies favorable to electrification, Stellantis can rise to meet the needs and objectives of these 
programs. As an example, the adoption by the European Commission of “Fit for 55” package, to enable the European 
Union to reduce its net greenhouse gas emissions by at least 55% by 2030 compared to 1990 levels and to achieve 
climate neutrality in 2050, supports the on-going work of Stellantis and NHOA1 in the largest EV Fastcharging Network 
in Southern Europe – operated by Atlante using the technology provided by Free2move eSolutions – enabled by 
renewables, energy storage and which is 100% grid integrated .
1 NHOA (formerly Electro Power Systems - Engie EPS) is a global player in energy storage, e-mobility and electric vehicles fastcharging infrastructure.
PRESS RELEASE 
 
Free2move Becomes a World Leader in 
Mobility With Acquisition of Share Now
https://media.stellantisnorthamerica.com/
newsrelease.do?id=23911&mid=1402
PRESS RELEASE 
 
The plan announced by Stellantis at EV 
Day continues: the first 700 sites have 
been identified for Atlante, the largest fast 
charging network under development in 
Italy, France, Spain and Portugal, partnered 
by NHOA and Free2Move eSolutions
https://www.media.stellantis.com/em-en/
e-mobility/press/the-plan-announced-by-
stellantis-at-ev-day-continues-the-first-700-sites-
have-been-identified-for-atlante-the-largest-fast-
charging-network-under-development-in-italy-
france-spain-and-portugal-partnered-by-nhoa-
and-free2move-esolutions
22
Carsharing services in 
worldwide cities
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■Increase deployment of connected and autonomous vehicle technologies
Bringing together expertise in consumer innovations from the sustainable mobility and advanced electronics industries 
aims at accelerating development timelines to offer innovative in-vehicle user experiences enabled by advanced 
consumer electronics, Human Machine Interfaces and services that will exceed customer expectations.
This combination aims to position the Company at the forefront of global efforts to deliver a new frontier of in-cabin 
information and entertainment capabilities, seamlessly connected inside and outside the vehicles in which they are 
installed .
IMPACT MEASUREMENT OF THE ELECTRIFICATION STRATEGY
EV adoption can be accelerated by Stellantis mobility services to facilitate the use of EVs and to foster customer 
acceptance. Stellantis automotive subscription programs such as Free2move Car on Demand, enable customers to 
experience an EV on a month-to-month basis. Stellantis carsharing programs such as Free2move Carsharing provide 
additional opportunities for consumers to experience an EV on a short-duration basis as we continue to increase the 
mix of EVs in these fleets. In addition, the launch in France of the innovative “Electric As You Go” pay-per-use offer 
introduces a new way to easily access BEVs, with a competitive pricing based on car usage. Free2move eSolutions 
and Leasys are also working to facilitate the charging experience. In 2022, the new eSolutions Charging App enables 
users to find a compatible and available charging station from a European network of approximately 405,000 charging 
stations (versus 250,000 in 2021).
Sustainable mobility goes beyond simply the electrification of the fleet and seeks to align the diverse needs of 
a community with an inclusive, affordable approach which maximizes the utilization of existing assets. Leasys and 
Free2move have developed pay-per-use models where consumers and businesses pay for actual miles driven. 
Combined with asset sharing programs this has the double benefit of lowering mobility costs for our customers and 
maximizing vehicle utilization.
In 2022, these initiatives have met with favorable market response and the number of infleeted LEVs was 61,304 (versus 
49,800 in 2021) representing 17.4% of total vehicles infleeted in the year (versus 12.5% in 2021). The development of 
LEVs through Stellantis’ mobility brands enhances the ability to respond to evolving customer expectations and supports 
environmentally conscious consumers looking for alternatives to car ownership. Electrification also enables the emergence 
of new services, such as the already available Citroën Ami. These services are further reinforced through our Free2move 
eSolutions (F2MeS) joint venture with NHOA. This partnership is already in the process of developing a fast charging 
network in Europe which will reinforce the synergy between electrification and mobility services .
 For more information refer to 4.1.7.1.2
 For more information refer to 2.5.3.2.3
+62% versus 2021
Charging stations in Europe
405,000
17.4% of total vehicles infleeted
Infleeted LEVs 
61,300
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4.1.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
Stellantis’ portfolio is uniquely suited to offer distinctive, sustainable mobility solutions to meet its customers’ evolving 
needs, as they embrace electrification, connectivity, autonomous driving and shared ownership.
The Company’s mobility programs are led globally by the CEO of Free2move and Chairman of Leasys. Each of the 
organizations is responsible for setting overall strategies to address the needs of our customers through hypothesis, testing, 
implementation and adaptation. Stellantis Business Labs organization is designed to detect, test and transform opportunities 
into marketable products and services for Stellantis which for instance led to the launch of Free2move Car On Demand.
Stellantis has created a new Business Unit, Mobilisights, which is fully dedicated to developing data as a service business 
and specialized B2B data products and services. Stellantis is forming this Business Unit to enable accelerated growth in a 
fast-growing market through a specialized entity with commercial capabilities. The CEO of the new entity will work with 
a designated leadership team and report to the Chief Software Officer. 
Autonomous vehicle programs are jointly led by the technology EVPs (Chief Technology, Chief Engineering and Chief 
Software Officers) all members of the Top Executive Team. Investment decisions are considered by the Strategy Council of 
Stellantis. The Board of Directors is informed of the advances that the Company makes on autonomous technology. With 
support of the global leadership, each region is responsible for adapting global strategies to align with the local context. 
A dedicated Software division led by the Chief Software Officer, a member of the Top Executive Team, supports the shift 
to become a sustainable mobility tech company and to expand the options customers have to add innovative features and 
services, while transforming how they interact with vehicles.
The Chief Software Officer operates in a very close cooperation with the Chief Engineer Officer and the Chief Technical 
Officer to plan, design and deliver technical solutions to customers.
4.1.5 POLICIES TO EXECUTE THE STRATEGY
Stellantis is a leading global automaker and mobility provider dedicated to promoting a new era of sustainable mobility 
and to protecting the freedom of movement of all - with distinctive, affordable and efficient transportation solutions 
uniquely positioned to capture the exciting opportunities of a global industry undergoing rapid and profound change. 
Guided by our Corporate Purpose - Powered by our diversity, we lead the way the world moves -, our strategy combines 
technological development with the expansion of mobility services offered to our private and business customers to 
address their evolving needs.
We embrace a culture of discontinuity to leverage our combined 200 years of automotive experience as a backdrop to 
innovation which pushes the definition of the traditional automotive company towards a world of dynamic change. While 
the technologies that underpin the rapid change in automobiles continue to mature, we must rethink the way in which 
our customers and stakeholder access and interact with transportation systems. 
GRI 3-3
GRI 3-3
Stellantis’ portfolio is 
uniquely suited to offer 
distinctive, sustainable 
mobility solutions to 
meet its customers’ 
evolving needs, as they 
embrace electrification, 
connectivity, autonomous 
driving and shared 
ownership
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■Mobility services support our climate neutrality ambition
Within the context of global climate change challenge, Free2move and Leasys believe that the mobility industry has a 
responsibility to minimize its CO2 footprint and recognize their responsibilities, as leading mobility operators, to lead the 
transition towards a more sustainable mobility system. 
Free2move and Leasys recognize the necessary shift from Internal Combustion Engine vehicles towards alternative, 
electric powertrains in support of the targets set by the Paris Agreement as well as the climate-related United Nations’ 
Sustainable Development Goals. They embrace these international goals and, with the aim to reduce substantially CO2 
emissions, are committed to contribute to consumers’ transition towards cleaner technologies and therefore, ultimately, 
to the long-term sustainability of their activities.
Free2move operates a LEV-rich carsharing platform (partly electrified in Europe and ICE in the U.S.) providing a fully-digital 
urban alternative. In the same way, LEVs are available through an automotive subscription programs providing an ideal 
opportunity for consumers to test these emerging technologies. Free2move e-Solutions is also providing access to a 
network of 405,000 charging stations in Europe in 2022 (versus 250,000 in 2021). These examples are a testimony of 
Free2move e-Solutions' sense of responsibility and determination to contribute and accelerate the on-going transition 
to electric, more sustainable, forms of mobility . 
4.1.6 ORGANIZATION AND RESOURCES
Stellantis offers a wide range of affordable mobility services in response to the new uses and different mobility needs of 
businesses and individuals. These services are offered through Free2move, Leasys and their partners.
4.1.6.1 Free2move and Leasys: the brands dedicated to connected and mobility services
Stellantis delivers mobility offers through Free2move and Leasys, devoted to putting the customer experience at the heart 
of business strategy in order to reinvent mobility and facilitate the transition to e-mobility.
Free2move is the mobility tech brand offering a complete and unique ecosystem for its private and professional customers 
around the world and specifically in Europe and U.S. Relying on data and technology, the digitization of services allows 
Free2move to adapt to large urban centers according to the needs of each user. By creating Mobility Hubs, Free2move 
provides a new ecosystem that improves mobility conditions for B2C and B2B2C customers. Among the different travel 
solutions of the Free2move application, users can choose the best mode of transportation, depending on their travel 
need: carsharing, rental from 1 minute to several months, car with drivers (Ride hailing), parking space etc.
To meet business needs, Free2move has consolidated cutting-edge expertise around data through digital technology. 
The services reduce the Total Cost of Ownership (TCO) and carbon footprint of fleets (Connect Fleet, PHEV Connect, 
E-Mobility Advisor, Multi brand services). Free2move has also developed a range of solutions to support customers in the 
transition towards the use of EVs (i.e., eSolutions Charging App and future developments around fast charging and V2G). 
 For more information on these 
initiatives refer to 4.1.7
GRI 3-3
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Leasys’ offer has expanded in recent years to include a broad range of services addressing the specific needs of B2C and 
B2B customers. Leasys’ product development has been awarded consecutively from 2019 to 2021 the “Product of the 
Year” in the Automotive Services (Italy) category. 
The sustainability of Leasys’ offer is represented by inclusive solutions making its mobility offer increasingly accessible 
through products designed for discontinuous drivers (Leasys’ pay-per-use solutions such as Leasys Miles) as well as 
drivers that need to travel without limitation in terms of kilometers (unlimited product dedicated to LEV). 
Moreover Leasys offers Be Safe in the market, a long-term rental service, created in 2022 in partnership with an insurance 
company in Italy. By subscribing to the insurance, Be Safe provides economic coverage of expenses up to six rental fees in 
the event of job loss, permanent disability from injury and hospitalization for serious illness.
Mobility business accelerating
FREE2MOVE IS ACCELERATING ITS GROWTH
Free2move has developed its Mobility Hubs which offer flexible rental services, all available with the same fleet. 
Mobility Hubs are opened in the U.S, in Washington D.C., Portland, Denver and Austin and in Europe, in Madrid 
(Spain) and Paris (France). With the acquisition of SHARE NOW in 2022, 15 more cities in Europe will be integrated. 
Extended Mobility Hubs are also available through franchisees in 11 countries (France, Spain, Italy, Germany, Portugal, 
Belgium, Austria, the United Kingdom, Slovenia, Greece and the U.S.) with the objectives to extend our services to 
200 cities in 2030 .
Stellantis Ventures will act as a strategic investor and help startups integrate new technologies within the Company 
in compressed timeframes – allowing the adoption within months versus years. Investments will not only impact 
Stellantis' efforts around sustainability, competitiveness and in-vehicle technology but will also transform customer 
experiences around vehicle marketing, sales and finance.
Announced as part of Stellantis’ Dare Forward 2030 strategic plan, Stellantis Ventures is committed to supporting 
aspiring entrepreneurs and fostering innovation driven by customer satisfaction, sustainability and a comprehensive 
portfolio of mobility technology .
 PRESS RELEASE 
Stellantis Ventures Launches with €300 
Million Fund to Propel Innovation Uptake
https://www.stellantis.com/en/news/
press-releases/2022/march/stellantis-ventures-
launches-with-300-million-fund-to-propel-
innovation-uptake
 PRESS RELEASE 
Free2move is defining the future 
of mobility
https://www.free2move.com/en-US/press/
press-release-2023-01-05#:~:text=By%20the%20
end%20of%202023,%2C%20rent%2C%20
and%20subscription%20services.
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DEFINING THE FUTURE OF MOBILITY
Moving a customer is a great responsibility, and Free2move is positioned to empower customers with new technology 
to embrace new mobility options and meet every evolving customer demand. Free2move will be 360° multimodal, the 
user will be able to describes his need to the Free2move Smart Assistant, that will propose him several options based 
on cost and time and depending on his needs and traffic context during the day. 
Having secured their place as a leader in mobility, Free2move is now defining the future of the industry, combining 
achievements in transportation with advanced technology for an optimized customer experience. People in urban 
environments are no longer using a sole mode of transportation. They combine subways with carsharing, perhaps own a 
small vehicle for everyday use and rent larger SUVs for road trips and weekend getaways. In line with these new market 
demands, Free2move will continue to increase their offering and modes of transportation via their single app, for a customer 
experience designed to take anyone anywhere, quickly and easily for the true freedom ease of travel provides. 
4.1.6.2 Autonomous Driving
In this new era of mobility, Stellantis portfolio of brands is uniquely positioned to offer distinctive and sustainable solutions 
to meet the evolving needs of customers, as they embrace electrification, connectivity and autonomous driving. 
The goal of Advanced Driver Assistance Systems (ADAS) and Autonomous Driving (AD) is to increase the safety of the 
vehicle and to help the driver in the everyday tasks of driving. 
Safety systems such as Autonomous Emergency Braking (AEB), Lane Keeping Assists (LKA) or Driver Monitoring Systems 
(DMS) are able to provide significant benefit of accident reduction (from 10 to 30% depending on location and technical 
definition) and are available on the majority of new Stellantis vehicles. Each new car generation provides new and 
enhanced functions for safety improvements.
The other interest of ADAS for customers is to help the driver by providing assistance to reduce the fatigue, mental load and 
provide comfort during the driving journey or parking situation. For example, Adaptative Cruise Control and Lane Centering / 
Positioning assistance systems provide automatic steering, braking and acceleration of the vehicle, while Automated Parking 
Assist detects parking lot and perform the full parking maneuver. Another example is an Automated Navigation system 
capable of autonomously performing address-to-address driving, including handling highway lane changes, interchanges, 
and split/merge scenarios. Automated driving capabilities are also beginning to extend into semi-urban and urban settings, 
with various degrees of intersections handling. At this stage, in mass consumer vehicles, the driver still has to monitor the 
environment of the vehicle but can drive feet off and on certain conditions hands off the steering wheel. Stellantis already 
provides a complete suite of ADAS for most of its vehicles, on all segments and locations. 
Stellantis has already implemented Feet off in its vehicles worldwide, hands off at very low speed also (Full Automated 
Park Assist) and plan to implement hands off L2+ in the near future.
Automated Navigation 
system capable of 
autonomously performing 
address-to-address 
driving, including handling 
highway lane changes, 
interchanges, and split/
merge scenarios
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Autonomous Driving is the next step of ADAS: driver has the possibility to do secondary tasks (reading e-mail, watching 
videos etc), to significantly improve the user’s experience during the travel with a delegation of the complete driving task 
to the autonomous system. Ultimately, autonomous driving technology will improve people’s mobility and goods delivery 
by providing new services based on autonomous taxi, shuttles and commercial vehicles. 
Autonomous vehicle and ADAS technology demonstrates the ability of vehicle systems to take over an increasing number 
of tasks which are currently performed by the driver. SAE International (SAE) developed a classification system that 
defines the degree of driving automation a vehicle and its equipment may offer. The levels span from zero to five, ranging 
from vehicles without this technology to entirely self-driving vehicles.
Autonomous Driving is 
the next step of ADAS
SAE LEVELS OF DRIVING AUTOMATION
LEVEL 0
What does  
the human in  
the driver’s seat  
have to do?
Human
Machine
What do these 
features do?
Example 
Features
© 2021 SAE International
LEVEL 2
LEVEL 4
LEVEL 1
LEVEL 3
LEVEL 5
 You are driving
Whenever these driver support features are engaged - even if your feet 
are off the pedals and you are not steering
 You are not driving 
When these automated driving features are engaged - even if you are 
seated in “the driver’s seat”
When the feature request
You must drive
These features are 
limited to providing 
warnings and 
momentary assistance
 Automatic 
emergency braking
 Blind spot warnings
 Lane departure 
warning
 Traffic jam 
chauffeur
 Local driverless 
taxi
 Pedals/steering 
wheel may or may 
not be installed
These features 
provide steering OR 
brake/acceleration 
support to the driver
 Lane centering
or
 Adaptive cruise 
control
These features provide 
steering AND brake/
acceleration support to 
the driver
 Same as level 4, 
but feature can 
drive everywhere 
in all conditions
This feature can 
drive the vehicle 
under all conditions
These features can drive the vehicle under limited 
conditions and will not operate unless  
all required conditions are met
These automated driving features will not require 
you to take over driving
You must constantly supervise these support features:  
you must steer, brake or accelerate as needed to maintain safety
These are driver support features
Responsibility
These are automated driving features
 Lane centering
and
 Adaptive cruise 
control at the same 
time
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A new Level 2+ is also emerging on the market as an intermediate system before full automation (Level 3 and above). 
There is no formal definition of Level 2+, such that different approaches are currently being taken by different automakers. 
In some cases, Level 2+ refers to enhancements of driving capabilities/maneuvers and extensions of operational design 
domains compared to Level 2, but with the driver still fully responsible and required to maintain eyes on the road and 
hands on the wheel and feet "off" with braking and acceleration controlled by the system. In other approaches, the 
Level 2+ system allows the driver to take the hands off of the steering wheel to improve the driving comfort for a more 
specific set of driving maneuvers and operating conditions, such as during long travels on highways that mostly require 
Automated Cruise Control (ACC) and lane centering functionality for extended periods of time. In the near term, Stellantis 
plans to launch such a Level 2+ system in the U.S. (it should be noted that ADAS European and Chinese regulations do not 
allow Level 2+ hands off driving at the current time).
To offer those new functions and services that improve the mobility experience and provide greater access to affordable 
solutions, the Company organization is set up to pursue a multi-partner strategy for developing advanced driver assistance 
and autonomous driving technologies, working with leaders in their respective industries.
Considering the challenges and opportunities presented by the advances in autonomous driving and connectivity, we are 
devoting resources to research and develop an approach to address changing consumer expectations driven by growing 
demand for safety, convenience, connectivity and quality time.
Our ongoing partnerships include major technology players in autonomous driving.
In 2022, we further strengthened our ongoing partnership in the area of Automated Driving:
	
■the co-development project with BMW of a platform which will allow Stellantis to support features from Level 2, Level 
2+ and Level 3 across a wide range of vehicles and geographies.
	
■the Waymo cooperation on Level 4 autonomy has been extended to include light commercial vehicles specific use cases, 
which could bring several new business opportunities to the market. 
In addition, Stellantis will include the upgrade over-the-air (OTA) of ADAS and Autonomous Driving functions for its 
future vehicles, leveraging the capabilities provided by new centralized ADAS hardware and architecture.
The non-binding memorandum of understanding signed with Foxconn in 2021, aims at developing four families of chips 
that will cover over 80% of the Company’s micro-controllers needs, helping to greatly simplify the supply chain. Adoption 
and installation of products into Stellantis vehicles is targeted by 2024.
Stellantis also has particular focus on validation and safety, which are key for being able to put highly automated driving 
features on the market. Many important research institutes are involved with Stellantis in this field (i.e., SystemX and 
VEDECOM in France). Stellantis also leverages several major cooperative funded projects such as L3Pilot (project finished 
in 2021 on level 3 driving pre-deployment project ), HiDrive (in use monitoring of driver for Level 3), successors of PEGASUS 
in Germany (Set Level 4 to 5, etc.) and SAM (Scenario database for ADAS and Autonomous driving Level 3) in France.
Several projects are also in place for the development of the technologies on autonomous driving and connectivity such 
as Imagine (V2X) in Germany and C-ROADS (V2X), Mise VeDi 2025 and Mise Scala AD in Europe.
 For more information refer to 
the box under 4.1.7.3
Our ongoing partnerships 
include major technology 
players in autonomous 
driving
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In addition, the Joint Research Laboratory (Joint LAB), with Valeo and Safran on Artificial Intelligence for Driving Automation 
(Level 2/Level 3) is noteworthy among our current research partnerships.
Stellantis N.V. and Qualcomm Technologies, Inc. announced a multi-year technology collaboration to utilize the latest Snapdragon® 
Digital Chassis advancements to deliver intelligent, customizable and immersive in-vehicle experiences to millions of vehicles across 
Stellantis’ 14 iconic automotive brands beginning in 2024. Leveraging the Snapdragon® Cockpit Platforms and 5G capabilities for 
telematics systems, Stellantis will have the capability to meet customers’ evolving expectations for personalized and cutting-edge 
experiences that are continually upgradeable. This agreement will facilitate Stellantis’ plan to merge all software domains into High 
Performance Computers, leveraging the high-performance, low-power Snapdragon Automotive Platforms across all major vehicle 
domains as well as contribute to securing Stellantis’ supply chain on strategic components .
New Tech Platforms Coming in 2024 
The heart of the transformation to customer-centric services is the new electrical/electronic (E/E) and software architecture.
Three new tech platforms are expected to be deployed in 2024, at scale, across the four vehicle platforms of Stellantis over 
the following two years:
	
■STLA Brain planned to be fully OTA capable, with 30 modules addressed, versus 10 today, making it highly flexible. It is 
a service-oriented architecture that aims to be fully integrated with the cloud that connects electronic control units within 
the vehicle with the vehicle’s central high performing computer (HPC) via a high-speed data bus. It is designed to breaks 
today’s bond between hardware and software generations, enabling software developers to create and update features 
and services quickly without waiting for a new hardware launch. These OTA updates should allow us to dramatically 
reduce costs for both the customers and Stellantis, simplify maintenance for the user and sustain vehicle residual values.
	
■STLA SmartCockpit, to be built on top of STLA Brain, is intended to seamlessly integrate with the digital lives of vehicle 
occupants to create a customizable third living space. STLA SmartCockpit is built in collaboration with Amazon’s 
automotive offering – Amazon Digital Cabin which aims at bringing scalable and modular software platform for cockpit 
applications. The development of SmartCockpit is done leveraging the Mobile Drive joint venture between Stellantis 
and Foxconn. STLA SmartCockpit is expected to be cloud first and designed to deliver always refreshed content and 
services leveraging 5G connectivity. STLA SmartCockpit will deliver AI based experiences in the field of Navigation, Voice 
Assistance, e-Com market place and payment services.
	
■STLA AutoDrive is being developed in partnership with BMW, to offer Level 2, Level 2+ and Level 3 autonomous driving 
capabilities and with continuous upgrades through OTA updates.
College teams competed in the first Stellantis Hackathon in Detroit at the end of April 2022; winning team awarded 
$15,000. Teams used cloud based Stellantis software development kit (SDK), vehicle data to create apps that “gamify” 
driving to encourage safety, fuel efficiency.
Software-defined vehicles play a key role in Dare Forward 2030 strategic plan with 34 million monetizable connected cars 
on the road by 2030 .
 PRESS RELEASE
Stellantis and Qualcomm Collaborate 
to Power New Vehicle Platforms with 
Snapdragon Digital Chassis Solutions:
https://www.stellantis.com/en/news/
press-releases/2022/april/stellantis-and-
qualcomm-collaborate-to-power-new-vehicle-
platforms-with-snapdragon-digital-chassis-
solutions
 PRESS RELEASE 
Stellantis Awards $22,000 As College 
Teams Tackle First Hackathon
https://www.stellantis.com/en/news/
press-releases/2022/april/stellantis-awards-
22000-as-college-teams-tackle-first-
hackathon?utm_source=EN-Press%20
Releases&utm_medium=email&utm_
campaign=A187_Stellantis%20Awards%20
%2422%2C000%20As%20College%20Teams%20
Tackle%20First%20Hackathon_27042022
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IMPACT MEASUREMENT OF SOFTWARE STRATEGY
To support the development of mobility services, including via autonomous driving, Stellantis endeavors to 
deploy its next-generation tech platforms, building on existing connected vehicle capabilities to generate approximately 
€20 billion in incremental annual revenues by 2030.
This transformation will move Stellantis’ vehicles from today’s dedicated electronic architectures to an open software-
defined platform that seamlessly integrates with customers’ digital lives.
4.1.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
STELLANTIS HARDWARE, SOFTWARE AND ARTIFICIAL INTELLIGENCE PLATFORM SOLUTIONS
STLA AutoDrive
STLA SmartCockpit
STLA Brain
4.1.7.1 Overall Mobility Solutions and Services
Free2move and Leasys offer a variety of mobility services to B2C and B2B customers in some European countries and 
for Free2move in the U.S. too. Both brands offer rentals; Free2move services include also carsharing, subscription and 
fleet solutions. In 2022, the following main initiatives contributed to the Stellantis results in offering products tailored to 
stimulate customers’ approach to the new electric technologies as well as to facilitate that experience while guaranteeing 
maximum flexibility to reassess their needs at any time.
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OVERVIEW OF MOBILITY SOLUTIONS AND SERVICES OFFERED BY STELLANTIS
CUSTOMIZED AND AFFORDABLE TRANSPORT SOLUTIONS
Rental / Subscriptions
Urban mobility / Urban 
carsharing / Ride hailing
I need 
a car
…from 
a minute
Free 
Floating 
Carsharing
Urban carsharing, 100% digital 
and partly electrified in Europe 
and ICE in the U.S.
Ride-hailing driver reservations
…for 
a few 
days
Short-term rental service 
Carsharing 
Peer to Peer
Platform where visibility of 
vehicle is restricted to a group of 
“friends” defined by the driver
Corporate carsharing
...for 
several 
months
Monthly car subscription
Pay-per-use long term 
rental, monthly fee 
varying with mileage
…unlimited
Long-term rental 
product with unlimited 
mileage for LEV vehicles
This all-in-one solution bundles 
all rental durations in one single 
app with the same fleet
MAKE LIFE EASIER
Services Developed by Stellantis
Mobility services / 
Assistance and maintenace
500,000 parking lots
in 65 countries
Telemaintenance 
Maintenance warning service
Digital application for monitoring 
of fleet performance and 
preventive maintenance
Drivers’ APP to access all Leasys 
products and services, access 
e-charging infrastructure and 
interaction with Leasys
Uconnect cloud-based platform 
to power connectivity, offering a 
full array of services and deliver an 
enhanced user experience
Traffic management / 
Charging options
405,000 terminals 
in Europe
BUSINESS SOLUTIONS
Fleet solutions
Advice solution for corporate transition to 
electric mobility
Long term rental services for corporate 
and private customers
Fleet handling for medium-sized and large 
business
Fleet handling and maintenance service 
for PHEV
Medium-sized and large business car fleet 
sharing
B2B platform monitoring of vehicle’s 
performance, preventive maintenance, 
broad range of customer services
B2B and B2C platform monitoring of vehicle’s 
performance, preventive maintenance, broad 
range of customer services
Bespoke B2B platform enabling large 
corporate’s internal customers to configure 
their vehicle.
Partnerships
TomTom Traffic Connected 
Navigation
Smarter Cities
TomTom Telematics
Masternaut (Fleet Management)
Note: the following logo 
 corresponds to Free2move services. 
Here are more details for a selection of Mobility Solutions and Services offered by Stellantis (among the list described above).
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4 MEETING CHANGING CUSTOMERS’ EXPECTATIONS ON MOBILITY
4.1.7.1.1 CUSTOMIZED AND AFFORDABLE TRANSPORT SOLUTIONS F2M MOBILITY HUB
At Free2move, we have designed an innovative mobility service model that adapts to our customers. This solution is 
available in the U.S. and in Europe. It allows customers to rent a car available around them in the street through our 
application, for a few minutes, hours, days or even months with commitment-free subscription. If the customer needs the 
car for a longer time, the rental contract adapts automatically to the customer’s usage. 
Free2move offers additional services to support the consumers’ journey such as the reservation of parking spaces, car 
with drivers (Ride hailing), access to EV charging stations in Europe with eSolutions etc., all accessible either on the 
website  or via the Free2move mobile app in 170 countries:
	
■Carsharing: Free2move and SHARE NOW offer altogether carsharing services in 22 cities worldwide (Madrid, Paris, 
Portland, Washington D.C., Denver, Columbus, Austin, Vienna, Budapest, Copenhagen, Milan, Rome, Turin, Amsterdam, 
Stuttgart, Berlin, Cologne, Munich, Düsseldorf, Frankfurt, Hamburg and Münster) where it is possible to locate more 
than 11,500 cars in an instant.
	
■Rent: In more than 170 countries, relying on its network of franchisees, dealers and partners, Free2move provides access 
to more than 450,000 vehicles on a daily rental basis. 
	
■Car On Demand: For even more flexibility, Free2move offers its customers a subscription service that allows them 
to rent vehicles of multiple brands on a monthly basis and without any time commitment. In 2022, this service was 
available in France, Spain, Belgium, Portugal, UK, Italy and Germany and will be available in early 2023 in Slovenia and 
Greece in Europe and in Washington D.C., Portland, Denver and Austin in the U.S. through the Mobility Hubs and 
independently in Los Angeles.
	
■Leasys Miles: Pay-per-use long term rental where monthly fee is made of a fixed element plus a variable element based 
on the number of kilometers actually driven. A product designed for the low-mileage consumer that can enjoy lower 
cost together with the full services offered by a professional mobility operator.
	
■Leasys Unlimited: Designed for the electric consumer of today and tomorrow, Unlimited is a long-term rental product 
fully serviced and including unlimited mileage. Leasys Unlimited guarantees peace of mind for the intensive use of 
electric and plug-in hybrid vehicles.
	
■Leasys I-Link: In 2020 I-link was born, a peer-to-peer carsharing platform, designed to be able to share the rented car 
with a community (of friends, relatives or colleagues) up to a maximum of 10 people. Only the holder of the car is a 
Leasys customer, and the platform I-link allows the customer to share the car with its community (private individuals).
	
■Leasys I-Share: Companies can optimize the logistics management of shared cars thanks to the I-Share corporate 
carsharing platform which facilitates the use and sharing of company vehicles. Through the use of keyless technology, 
the monitoring platform for fleet managers and the app for the use of the service by the drivers, administrative 
management becomes easier and the fleet is always on the move and under control.
Free2move website  
https://www.free2move.com/
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4.1.7.1.2 MAKE LIFE EASIER
	
■F2M eSolutions Charging App: Trip optimization. This app makes it possible for users to locate more than 405,000 
charging stations in Europe and to optimize their journeys according to their charging needs.
	
■Leasys I-Care: It is the innovative Leasys service system designed to improve driver safety, vehicle efficiency and 
logistical optimization of the fleet. Through the installation of remote diagnosis and infomobility devices on vehicles, 
Leasys I-Care allows customers to remotely monitor the status of the vehicle, with the aim of becoming more easily 
aware of the theft, breakdowns or malfunctions.
	
■Leasys UMOVE App: Trip optimization -Drivers’ app to access all Leasys products and services, locate e-charging 
infrastructure, perform a number of customer services independently and from a smartphone.
4.1.7.1.3 BUSINESS SOLUTIONS
	
■LEASYS Spa: Leasys, Headquartered in Italy, offers innovative, smart and sustainable mobility solutions. To large 
companies, small and medium enterprises and private individuals Leasys provides integrated mobility solutions that 
make fleet management more efficient and safer.
Leasys develops diversified rental solutions customized to the composition of fleets of any size. Companies are offered 
vehicles of the best brands, with the added value of consulting, management and technological capabilities rooted in 
experience and strategy, thanks also to dedicated digital platforms designed to meet their needs.
With 20 years of experience and with a fleet of over 450,000 vehicles, Leasys is Italy’s leader in long-term rental and 
one of the main mobility players in Europe.
	
■F2M Lease: Free2move Lease is a multi-brand full-service leasing for all professionals for a hassle-free mobility. It 
provides tailor-made financing, insurance and maintenance offers, and a set of innovative and connected services for 
professionals such as Connect fleet, Fleet sharing, Jockey, as well as a full range of services to help customers to switch 
to electric (eSolutions Charging App, mobility pass, charging stations, etc.). Free2move Lease in figures: in 2022, 140,800 
customers (versus 136,000 in 2021), 464,600 leased vehicles (versus 444,000 in 2021).
	
■F2M e-Mobility Advisor: Personalized advice solution born from the need expressed by companies to be supported 
in their transition to electric mobility. Free2move helps them in their energy transition thanks to an evaluation of the 
electro-compatibility of their vehicle fleet based on the actual uses of their employees.
	
■F2M PHEV Connect: Trip optimization -Free2move has developed a PHEV fleet cost monitoring software to optimize 
the use of plug-in hybrid vehicles.
	
■Connect Fleet: A fleet management platform enabling B2B customers to optimize the use of their vehicles by gaining 
access to consumption reports, mechanical alerts, eco-driving reports and vehicle geolocation in the event of theft in 
real time.
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■Mobilisights: Stellantis has created a new data entity, Mobilisights, which is fully dedicated to developing data as 
a service business and specialized B2B data products and services. Free2move will continue its growth in the fleet 
management business, supported with strong and reliable data and application programming interfaces (APIs) coming 
from Mobilisights. 
	
■Customer Space F2M Lease: B2B dedicated web platform for the monitoring of the vehicle’s performance and 
maintenance status. Thanks to the Customer Space the BtoB customers have also access to a wide range of customer 
services, make inquiries and access contractual and vehicle documentation. It enables B2B Customers and Fleet 
Managers to monitor the performance of the corporate fleet and optimize its performance. 
	
■My Leasys: B2B and B2C platform for the monitoring of each vehicle’s performance and maintenance status. Through 
MyLeasys customers are also able to initiate a broad range of customer services, make inquiries and access contractual 
and vehicle documentation from the comfort of their home or office. My Leasys enables B2B Customers and Fleet 
Managers to monitor the performance of the corporate fleet and maximize its performance. 
	
■Leasys I-Quote: Bespoke B2B platform enabling large corporate’s internal customers to configure their vehicle in 
compliance with each company’s car policies. An asset for the efficient operation of corporate fleets.
4.1.7.1.4. Main results
	
■Business results: The financial growth of the two organizations was achieved due to high operational performance:
	
●Free2move: a worldwide mobility leader with subscription up to 275% versus 2020 and a new mobility business 
profitable, with revenues up 38% year-over-year driven by U.S. and Europe expansion;
	
●Leasys: a subsidiary of FCA Bank, the equally held joint venture between Stellantis and Crédit Agricole, in July 2021, 
debuted Green Bond issuance for €500 million to finance its electrification strategy and, in particular, the acquisition 
of LEV vehicles with emissions lower than 50g CO2/km. 
In the Allocation and Impact Report, in order to give disclosure to the investors in Green Bond, it is reported the Leasys 
Portfolio Overview, as of December 31, 2021, of the Green Bond proceed allocation:
	
●Number of Low Emission Vehicles in the fleet (<50g CO2/km): 13,362, of which 55% are Battery Electric vehicles (BEV) 
and 45% are plug-in hybrid electric vehicles (PHEV), corresponding to an Acquisition Value of € 344 million;
	
●the fleet spans nine countries;
	
●https://corporate.leasys.com/corporate/investor-relations/greenbond/2022/Es_BilancioGreen_SLIDE%20RGB.pdf .
Read more 
 
https://corporate.leasys.com/corporate/
investor-relations/greenbond/2022/Es_
BilancioGreen_SLIDE%20RGB.pdf
	
■Leasys ESG policy: during the year, Leasys adopted a comprehensive CSR approach. As significant employer across 
Europe, Leasys also feels the responsibility to contribute to the societal wellbeing of staff and that of the communities 
it serves. To act on this, Leasys adopted a variety of measures to promote responsible business conduct, a diverse and 
inclusive workplace and clear, transparent communication to consumers and the investor community. 
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IMPACT MEASUREMENT OF THE ELECTRIFICATION STRATEGY
Free2move eSolutions is the joint venture between Stellantis and NHOA Group created in 2021, with the goal to 
become a leader in the design, development, manufacturing and distribution of electric mobility products. In a spirit of 
innovation and as a pioneer, the joint venture will guide the transition to new forms of electric mobility, to contribute to 
the reduction of CO2 emissions. 
Free2move Lease supports its customers in reducing their carbon footprint with the French greentech WeNow. 
Free2move Lease and the French greentech WeNow, a specialist in climate innovation and eco-mobility, are launching 
an exclusive service offer allowing their customers to assess their carbon footprint and offset the CO2 emissions of their 
fleet. They can have their environmental approach certified by the UN.
For its part Leasys, within the context of climate change and the challenges it represents globally, believes that the 
mobility industry in which it operates has a responsibility to minimize its CO2 footprint. Therefore, Leasys embraces 
these international goals and, with the aim to reduce substantially carbon dioxide (CO2 ) emissions and it is committed 
to stimulate an acceleration of its customers’ transition towards cleaner technologies and ultimately, to contribute to 
the long-term sustainability of its activities.
To create awareness on the reduced environmental impacts of carsharing solutions, Free2move organizes programs to 
sensitize customers about the importance of this new mode of transportation and cooperate with the local authorities to 
raise consciousness of citizens about the importance of carsharing. 
Free2move is part of the Association des Acteurs de L'Autopartage (AAA) in France and the Asociación de Vehículos
Compartidos en España (AVCE) which aims to promote and develop carsharing in France and Spain. For instance, in 
November 2021, the AAA has published the first guide for local authorities to accelerate the development of carsharing 
in all areas. 
Moreover, for each time Free2move opened its services in a new city, it seized the opportunity to communicate widely 
about it on its social medias, through digital out of home and online videos advertising or with journalists invitations or 
press releases. 
Free2move is also working with local authorities of cities it collaborates with, to support the implementation of carsharing 
services and highlights the numerous advantages that it brings to the people and their mobility needs . 
The company is also taking part in the European Mobility Week which is an important way to share our insights about 
how carsharing can help reduce the environmental impacts of cars.
PRESS RELEASE 
 
Free2Move Unstoppable, 
Arrives in Columbus
https://media.stellantisnorthamerica.com/
newsrelease.do?id=23560&mid=1402
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4.1.7.2 Special Mobility Needs 
Stellantis supports individuals with special mobility needs. For an individual with a disability, accessible mobility can offer an 
increased level of independence. At Stellantis, the Autonomy and DriveAbility program are designed to help customers with 
permanent disabilities by providing financial assistance toward the purchase of appropriate customizable adaptive equipment. 
In 2022, there were 3,150 customized vehicles sold through the Autonomy program to customers in Italy (versus 4,241 in 
2021). Revenues from the sale of these vehicles in Italy totaled €52 million in 2022 (versus around €83 million in 2021). 
In addition, about 1,200 people benefited during the year from the services offered through the Autonomy program’s 16 
Mobility Centers in Italy (versus about 1,500 in 2021). These Centers are managed in collaboration with local associations, 
rehabilitation centers, health authorities and the department of motor vehicles. The services offered include assistance with 
a range of administrative, legal and technical issues, fitness-to-drive screening assessments, and information on test drives. 
The U.S.-based program, DriveAbility, is a financial assistance program to help customers with permanent disabilities 
enter, exit and operate a new vehicle. The program provides financial assistance up to €893 of the expense for installing 
adaptive driver or passenger equipment. DriveAbility supplies vehicles to a network of 20 vehicle modifiers, who operate 
more than 600 sales and service outlets across the U.S. Since 2010, the DriveAbility program has provided more than 
48,000 customer assistance grants (of which 2,207 mobility customer grants in 2022 alone). Along with financial assistance 
for adaptive equipment, the program has provided learning sessions where rehabilitation specialists present the latest in 
advanced safety and convenience technology features available on our vehicles to benefit special mobility needs.
Stellantis is announcing the European expansion of Autonomy, the program to provide modified cars with driving and 
transportation mechanisms for wheelchair users, suitable for various motor disabilities. The program also provides 
experienced assistance services and special offers to purchase a new car. Created in Italy by Fiat brand, the Autonomy 
program is due to be extended to all brands in the European markets where the Group maintains a presence .
4.1.7.3 Autonomous vehicle main implementations
As Stellantis focuses on its automated vehicle strategy, we have been able to achieve progress in 2022 such as:
	
■Level 2 technology complementary launches in China. 
	
■Developing of Level 2+ technology in vehicles for the U.S. market with validation phases in 2022.
	
■Enhancement of level 2 proposals with new use cases (i.e., semi-autonomous lane change, etc.).
	
■Active safety features continuously enhanced with for example the 4th generation of Lane Departure Warning and 
Keeping Assist to cover extensive uses cases to improve the safety benefit.
	
■Further deployment of advanced features in ADAS across Stellantis portfolio such as night vision, driver monitoring 
system, automated park assist and rear and lateral collision avoidance.
 PRESS RELEASE
Stellantis renews and extends Autonomy 
program to all European brands
https://www.media.stellantis.com/em-en/
corporate-communications/press/stellantis-
renews-and-extends-autonomy-program-to-all-
european-brands
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STELLANTIS SHARES RESULTS OF L3PILOT AUTOMATED DRIVING PROJECT 
Stellantis presented its contributions to the L3Pilot automated driving project at the L3Pilot final event in Hamburg, 
Germany, in conjunction with ITS World Congress, in October 2021. The event included driving demonstrations on 
nearby motorways with several vehicles with Level 3 technologies which have been presented.
The piloting phase covered a wide range of driving situations, including parking, overtaking on highways, driving 
through urban intersections and in close distance scenarios. This tested Level 3 automated driving functions such as: 
	• Motorway Chauffeur: High-speed driving and automated lane change
	• Traffic Jam Chauffeur: Low-speed driving in congested roads 
	• Remote Parking: In parallel and cross-parking scenarios 
	• Home Zone: Path memory for repetitive maneuvers to park in and out in parking areas. 
A fleet of sixteen Stellantis prototypes was deployed in different scenarios and driving situations and exposed to 
variable conditions across several European countries to collect data, detect scenarios and evaluate all aspects of the 
road tests, to answer key questions bringing these systems to the market . 
On 22 December 2022, Stellantis NV finilazed its project of acquisition of aiMotive, a leading developer of advanced 
artificial intelligence and autonomous driving software Start-up. This acquisition will accelerate our journey to become a 
sustainable mobility tech company and deliver our Dare Forward 2030 goals. It will enhance Stellantis’ artificial intelligence 
and autonomous driving core technology, expand our global talent pool, and foster the mid-term development of Stellantis 
all-new STLA AutoDrive platform .
AUTONOMOUS VEHICLES RESULTS
Mobile Drive Joint Venture
Mobile Drive, the co-owned Stellantis and Foxconn joint venture announced in 2021, is focused on infotainment, telematics and 
cloud service platform development with software innovations expected to include artificial intelligence-based applications, 
5G communication, upgraded over-the-air (OTA) services, e-commerce opportunities and SmartCockpit integrations. 
 PRESS RELEASE
Stellantis Shares Results of L3Pilot 
Automated Driving Project 
https://www.stellantis.com/en/news/
press-releases/2021/october/stellantis-shares-
results-of-l3pilot-automated-driving-project
 PRESS RELEASE
Stellantis Completes Acquisition of aiMotive 
to Accelerate Autonomous Driving Journey
https://www.stellantis.com/en/news/
press-releases/2022/december/stellantis-
completes-acquisition-of-aimotive-to-accelerate-
autonomous-driving-journey
Number of autonomous vehicles 
developed by the Company or 
through partnerships and tested 
internally or by other partners of the 
Company, for on the road testing
>30
Distance 
(km driven) in 
autonomous mode 
(when available)
>1 M km
Scenario database
>100,000
detailed scenarios 
extracted from all the 
driving databases
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It will combine Stellantis’ global vehicle design and engineering expertise with Foxconn’s global development in the rapidly 
changing software and hardware realms of smartphones and consumer electronics. The combination will position Mobile 
Drive at the forefront of global efforts to offer disruptive SmartCockpit solution that will seamlessly integrate the automobile 
into the driver’s mobile-centric lifestyle providing the digital experience of the future at the speed our customers demand.
Mobile Drive teams have been actively engaged in the development of SmartCockpit and the next generation Mobile 
App - STLA Space App that will be rolled out globally. In addition Mobile Drive is also engaged in accelerating feature 
development for the existing car park.
Other innovative partnerships include the one with Archer to support them in the development of vertical take-off 
vehicles. Archer is benefiting from access to Stellantis low-cost supply chain, advanced composite material capabilities, 
and engineering and design experience.
4.2 Vehicle and service quality - Customer satisfaction
4.2.1 CONTEXT AND STELLANTIS POSITION
CSR issue/challenge #9: Vehicle and service quality - Customer satisfaction
Customer satisfaction hinges on product and service quality. We know that exceptional quality is the forerunner to 
customer loyalty and economic growth. The key factors for customer loyalty are customer satisfaction, positive customer 
experiences and the overall value of the goods or services a customer perceives. Strong relationships with customers 
lead to increased customer loyalty. At Stellantis, we are focused on increasing the reliability of our products, our ability to 
understand customer mobility needs, that vary across markets, vehicle service quality, customer advocacy and improving 
customer relationship processes and communication channels.
We work to adhere to regulatory requirements and incorporate best practices to provide comprehensive information 
to customers, such as information related to warranties, repair and replace services, and along with applying certified 
international quality standards (e.g., IATF 16949 specific to the automotive industry) in our processes. 
Company’s public position 
In the era of multi-channel and customer centric communication, the relationship has switched from a transactional 
approach to a personal approach, in which the customer is the central focus, clearly demonstrated in our corporate values 
which include “We are Customer Centric”. The Company is committed to a proactive approach, listening closely to its 
customers to improve their experience throughout an optimized and individualized customer journey. 
A broad range of services are available, ensuring a customer centric response. This is true for services during the vehicle 
sale reception, advice, getting to know the vehicle, financing, and insurance options by the dedicated companies in 
Stellantis and after the vehicle sale handling, maintenance, repair and spare parts replacement.SDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURE
GRI 3-3
Vehicle and service quality - customer 
satisfaction
9
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Stellantis’ approach to innovation is about meeting the new expectations of its customers. While differing from one country 
to the next, those new expectations nevertheless follow a few key trends, namely the shift from ownership to experience, 
calls for progress for everyone, and the very highest security and safety standards. We participate in discussions and 
quality councils with industry associations, e.g. AIAG, where teams of volunteers from OEMs and suppliers collaborate on 
the way to solve issues that are common to the automotive industry. For economic, environmental and social reasons, the 
automotive world is transitioning from the era of the vehicle to that of mobility. Stellantis’ innovation strategy for 2030 is 
consistent with that paradigm shift and aims to respond to the changing needs of customers.
4.2.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
GRI 3-3
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Vehicle and service 
quality - Customer 
satisfaction
Owner: Chief 
Customer Experience 
Officer
Be Number 1 in 
syndicated surveys in 
customer satisfaction 
with excellent quality 
vehicles, services and 
mobility, providing a 
seamless customer 
journey, worldwide
2
Customer satisfaction: 
presence rate of Stellantis 
brands in the first quartile 
of the product and service 
syndicated surveys, in the 
main markets. Year for 
base 100 is 2021, target is 
+20% each year
3
By 2024: 160
2030: 280
2040: All Stellantis 
brands in the first 
quartile
104
100
3 months in service 
repairs rate: percentage 
of reduction vs reference 
year 2021
4
2022: -40%
2024: -55%
2030: -75%
2040: -80%
-28.8%
100
Customer satisfaction 
as measured 
by Net Promoter Scores 
(NPS) (New Vehicle sales 
+ After-Sales). Year for 
base 100: 2021
5
2025: ​
Sales: 103
Aftersales: 109
2030:​
Sales: 109
Aftersales: 117
2040: ​
Sales: 114
Aftersales: 121
Sales: 102
Aftersales: 101
100
2 Refer to section 4.2.5 for more information about Number 1 
3 Reference scope: -Product: Things gone wrong, overall satisfaction -Service: sales, after-sales -13 markets: France, UK, Germany, Spain, Italy, Turkey, 
Brazil, Argentina, China, Japan, India, South Korea, U.S. -The KPI is the average value of the four indicators (product and service) on the 13 markets 
4 This KPI is calculated using the warranty database. As results are confidential, they are given using a base 100 2021
5 This KPI is based on syndicated surveys results. Base 100 2021 means that 2021 results are used as a reference and converted to 100. Future results 
will be compared to 2021 and presented as percentage of evolution
9
 For more information about 
Number 1 refer to 4.2.5
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4.2.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
4.2.3.1 Risks 
Quality has an important impact on customer satisfaction and loyalty. The potential loss of customers and negative brand 
image are risks that the organization pays close attention to via customer feedback methods. 
The process of risks identification involves our customers, through surveys. As an illustration of these risks, the results of 
one of our surveys (refer to items 1 and 2) show that the more problems a vehicle has the less likely it is that a customer 
will remain loyal to the brand. 
1.	 Survey results regarding the relationship between incidents and product quality satisfaction score
Customers are asked to provide their experience during the first 90 days of vehicle ownership.
We can see that a customer who has not had a vehicle problem within the first 90 days gives a 9.00 average satisfaction 
score while a customer who has had three problems gives a 7.77 average satisfaction score. 
Impact of number of problem on Overall satisfaction (OSAT) score
Scope of the survey: Results May 2021
All brands sold in the five major markets in Europe: France, Germany, Italy, Spain, United Kingdom
Deliveries between September 2019 and August 2020
Questionnaire sent to customers after three months of ownership
GRI 3-3
5
0
1
2
3
4
5
> 6
6
7
Overal satisfaction - New car
Number of incidents during the first 90 days of vehicle ownership
8
9
10
All Brands of the Survey
Relationship between 
incidents and product 
quality satisfaction score
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2.	 Survey results regarding the relationship between loyalty and product quality
When customers experience problems with their vehicles, we risk losing brand loyalty, which becomes a negative 
financial impact for Stellantis. The probability of a customer repurchasing the same brand as their previous vehicle is:
	
●23% when a satisfaction score of 5 is given for their previous vehicle;
	
●50% when a satisfaction score of 9 is given for their previous vehicle.
Impact of OSAT with the previous car on Loyality to the brand
Scope of the survey: Results May 2021
All brands, European Market 5 countries (France, Germany, Italy, Spain, United Kingdom)
Deliveries between September 2019 and August 2020
Questionnaire sent to customers after 3 months of ownership
0
<5 
5
6
7
8
9
10
20
40
Loyalty to the brand
Score: Overall satisfaction with the previous car
50
60
70
30
10
Relationship between 
loyalty and product quality
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3.	 Survey results regarding the relationship between loyalty to the brand and aftersales satisfaction
When customers have a positive aftersales service experience, the potential for loyalty to the brand and official dealers’ 
network is increased.
Higher customer satisfaction with the service experience leads to higher brand loyalty rates.
2021 U. S. Customer Service Index Study (CSI) as of March 2021
Scope of the survey: Original owners of light vehicles – cars and trucks, personal use vehicles only:
Registration Period:
	▪2018 Models: July 2017 – February 2018
	▪2019 Models: July 2018 – February 2019
	▪2020 Models: July 2019 – February 2020
Source: J.D. Power 2020 Customer Service Index (CSI) Study (CSI Scores are based on 1-3 years owners)
              J.D. Power Power Information Network (PIN) trade-in VIN data matched to 2020 CSI Study
20%
21%
49%
19%
59%
23%
64%
37%
67%
851 to 950
701 to 850
951 and Higher
700 and Less
40%
60%
Loyalty to the brand
CSI Score
CSI Score
18 points
Category mix
70%
80%
50%
30%
Relationship between 
loyalty to the brand and 
aftersales satisfaction
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4.2.3.2 Opportunities
Feedback is an important part of the process to develop improvements. Applying the findings from customer surveys 
supports decisions on the most beneficial way to deploy resources. 
Stellantis has the opportunity to strengthen customer satisfaction regarding vehicle and service quality. 
We work to develop and implement initiatives that are designed to create a positive customer experience. We are 
implementing several innovative initiatives to attract and retain customers. 
	
■Innovation in manufacturing quality
To support the continuous improvement approach to the quality of our products, Stellantis has implemented an 
innovation based on Artificial Intelligence (AI) technology. These improvements have made it possible to automate 
various control stations throughout the production line, vehicle and mechanical component factories to verify the 
quality of the manufacturing process.
	
■Product predictive maintenance
We work consistently on anticipating failures such as ones requiring towing, and more quickly identifying the root 
cause of complex failures. The goal is that the vehicle spends as little time as possible at the dealership and that the 
customer is more satisfied.
	
■Used vehicle e-commerce solution
A used vehicle purchase module has been developed to provide customers speed, fluidity and transparency in the used 
vehicle purchase process. 
4.2.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
The Customer Experience organization represents the customer’s voice inside Stellantis, and it is their mission to 
satisfy the customer’s expectations. The Chief Customer Experience Officer is an EVP member of the Top Executive 
Team and the Strategy Council. The Officer has the responsibility to decide when vehicles meet the needs of 
customers and are ready to be sold around the world. The Officer defines quality targets for product and services 
and the mid-term plan, which covers three years, and is reviewed with the Top Executive Team twice a year to ensure 
we are challenging ourselves to meet the ever-changing market. To meet these targets around the world, the Chief 
Customer Experience Officer delegates the authority to local Business Units and plant Directors to capture their 
market needs and expedite the results.
The authority is defined in the Quality Policy, which governs the teams throughout the whole value chain: from the design 
of our products and our services, to the support of each of our customers, everywhere in the world.
 For more information on the 
initiatives refer to 4.2.7
We work to develop and 
implement initiatives to create a 
positive customer experience
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To ensure that the Quality Policy is applied, the Quality Management System (QMS) is used to identify the requirements 
linked to quality results. These requirements are the basis for the Company’s operational processes and quality standards, 
which are continuously improved. The results from the field assessments support the conclusion that the QMS is efficient 
and makes it possible to identify improvement actions.
The heads of Customer Experience of the divisions and the regions control the implementation of the Quality Policy and 
are responsible for their QMS. They involve all the players with whom the Company works with in the extended company 
such as suppliers, industrial partners, subsidiaries, importers and commercial networks to ensure the achievement of 
Quality results. Each region reports its results during the monthly Business Review led by the CEO.
In manufacturing – in compliance with the regulatory requirements of the countries or regions in which we operate – 
Stellantis plants are certified according to the standards:
	
■ISO 9001 for vehicle manufacturing plants;
	
■ISO 9001 or IATF 16949 for powertrain and raw materials plants.
The Company’s quality governance is global:
	
■the Chief Customer Experience Officer manages the Corporate Customer Experience Division, oversees the Heads of 
Customer Experience of the regions, brands, and other corporate divisions, and ensures that the Company meets its 
quality objectives;
	
■the Customer Experience teams in the Company Divisions oversee operational managers, provide technical guidelines 
that include expectations to reach quality targets in all regions;
	
■the Customer Experience teams in the regions are in charge of the quality of the region’s products and services, as well 
as plants and points of sale.
Members of the Top Executive Team, including the Chief Customer Experience Officer, identify and confirm the strategic 
quality ambitions and guide the quality initiatives of the Business Units and regions. Stellantis has set quality targets 
consistent with its ambition in customer satisfaction. The Customer Experience Division performs internal and external 
communication throughout the year to disseminate the concept of being customer-centric through technical and soft 
skills training, supplier quality meetings and internal communication channels.
4.2.5 POLICIES TO EXECUTE THE STRATEGY
The Stellantis Quality Policy was signed by the CEO and communicated to employees worldwide.
Managers have to ensure that everyone on their team is aware of the policy and implements the actions to support it 
within their scope. 
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For Stellantis, being Number 1 means: being the best in customer satisfaction with excellent quality vehicles, services and 
mobility, providing a seamless customer journey, worldwide. This includes: 
	
■Customer Experience being at top level. 
	
■Targeting zero defects on products and zero complaints regarding the services for our brands.
	
■Sustainable quality throughout the product life cycle.
	
■Exemplary responsiveness to customer feedback.
All Stellantis brands compete to be Number 1 in syndicated surveys in all their major markets.
Through our Quality Policy, we commit to implement actions to reach this ambition. 
The commitment of everyone to think "Quality FIRST”: we are a customer-centric Company focused on providing 
best-in-class customer experience through our behavior, decisions and actions, at all levels of the Company. For example:
	
■We define the quality objectives in the planning phase program of new products and new services.
	
■At each step, we check the conformity of the result with the defined requirements.
	
■We react immediately to defects, whenever these defects are detected: when the vehicle is still in our hands or after 
the vehicle has been handed over.
	
■We capitalize on the analysis of our findings to avoid recurrence and to improve our performance.
We also engage our suppliers and our partners in achieving our quality ambitions:
	
■By associating them directly in the analysis of issues and risks in a timely manner.
	
■By being responsible and accountable for the quality of their deliverables at each phase of development.
	
■By not hesitating to be intrusive and to escalate if necessary.
Stellantis has an operational Quality Management System. It is a sustainable means to achieve our Quality Ambition.
The Stellantis Quality Management System (QMS):
	
■Defines the quality requirements for the processes in our value chain.
	
■Defines the quality fundamentals whose rigorous application makes it possible to achieve the results.
We apply our Quality Policy throughout the Company's value chain, from the design of our products and services to the 
support of our customers, whether digital or physical, anywhere in the world.
Stellantis employees are engaged from early phases such as strategy, planning and programming to sales and after-sales, 
for our products, services and mobility services.
Being Number 1 means: 
being the best in customer 
satisfaction with excellent 
quality vehicles, services 
and mobility, providing a 
seamless customer journey, 
worldwide
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Our collective engagement is supervised by qualified people with high level technical and managerial skills. The Customer 
Experience Department is an independent function of Stellantis focused on compliance with the commitments made for 
Quality. Each manager, including those in the commercial networks, is responsible for ensuring compliance with standards, 
the conformity of results and the performance of processes within their scope.
A team of professional auditors performs internal audits to control the right roll out, application and consistency of results 
of the QMS standards. Action plans are implemented and followed up when issues are identified. 
4.2.6 ORGANIZATION AND RESOURCES
In accordance with our policy, quality is everyone’s business. To make this be a reality, Stellantis employees have regular 
trainings and receive guiding information. 
Stellantis has implemented a common approach to skills, with an aim to better allow the Company to be more sustainable 
in anticipating changes and identifying the required competences.​​
This approach is centered on 15 global job families. The quality job family covers the activities to ensure that every 
customer's journey with Stellantis' products and services is world class. To achieve the ambition to be Number 1 and be a 
customer-centric company, Stellantis focuses on the following: 
	
■Definition of the processes, product and service quality targets to respond to the customers’ expectations.
	
■Implementation of the Quality Management System, methods, and guidelines.
	
■Management of all quality objectives throughout the definition, production, product and service life cycles in all regions.
700 employees in the corporate Customer Experience division and 12,600 (including hourly people working in plants) in 
the quality job family act directly, in their everyday job, for the customer satisfaction.
4.2.6.1 Resources deployed to improve the quality of products 
Our target being to ensure a total satisfaction of our customers, Stellantis employees respect the quality requirements 
and apply the quality processes defined for each and every step of the value creation chain (design and development, 
manufacturing, sales and aftersales, etc. including suppliers management).
Design and engineering phase 
The shape, style and lines of a vehicle are direct contributors to the sale of vehicles and based on customer perception of 
quality. Finish, robustness, and the materials used inside and outside, play an important role in the customer’s perception 
of quality. Perceived quality is a major factor in a customer’s purchasing decision. Stellantis aims to position each future 
model at the highest customer satisfaction level of each of its automotive brands. More than 1,500 characteristics have 
been identified, which contribute to the impression of perceived quality. Specific evaluation tools and technical benchmarks 
are used to drive vehicle projects to the expected quality level.
Identified characteristics that 
contribute on perceived quality
>1,500
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Performance and reliability during use of the vehicle
Quality of product performance is based on customer expectations for a given segment, enriched by the brand 
experience it conveys. Around 40 different main standards e.g., visibility, seat comfort, etc., are defined for verification. 
The Company strives to position each future model among or above the best for customer satisfaction within its 
competitive segment. For initial quality and reliability, Stellantis strives for achieving the highest level delivered to the 
customer. Several well-structured preventive processes are applied at each step including design, development and 
manufacturing within the Company and from suppliers. Design considers the specific usage of products in all selling 
regions with appropriate endurance driving sessions to simulate and better understand specific vehicle performance 
over time.
Solving issues during use of vehicle
In order to mitigate impact on customers’ satisfaction, Stellantis is closely monitoring lead time to fix an issue in the 
field so that affected vehicles are quickly repaired at the dealership, and production of new vehicles is secured to avoid 
inconvenience and claims from new customers. 
To minimize the lead time of issues, Stellantis has set up a cross functional team with experts from Customer Experience, 
Engineering, Vehicle Programs, Aftersales, Manufacturing, and Purchasing activities to implement a fast-track process to 
speed up the resolution of issues in the field. 
The Cross Functional Team has set up a dedicated process called Reactivity Acceleration for Customer Enthusiasm (RACE), 
which accelerates root causes analysis and solution implementation. 
Since implementation in mid-2020, RACE process has reduced by half the average lead time of resolution for the most 
impacting design issues.
Quality-in-use to preserve value of the vehicle
Quality-in-use criteria encompasses the aesthetic, aging of materials, tolerance of harsh treatment resulting from 
daily use, and functional aspects like background noises and loss of minor performances. Stellantis improves vehicle 
quality in order to reduce signs of aging and wear and tear, with the intention for the vehicle to look as close to new 
after years of customer usage as possible. This has an important impact on the resale value which is a significant 
pillar for customers and the Company. Specific vehicle aging tests are conducted to improve the baseline design 
requirements and to manage the aging of the vehicle over time to improve the scope of usage and strengthen the 
resale value. 
Main standards defined 
for verification
40
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COMPANY TRANSFORMATION 
THROUGH THE SOFTWARE STRATEGY
Stellantis’ vehicles transformation to an open software-defined architecture greatly expands the options customers will 
have to add innovative features and services via regular over-the-air (OTA) updates keeping vehicles fresh, exciting, 
and updated years after they have been built. 
Those OTA updates are expected to be available quickly without waiting for a new hardware, and dramatically reduce 
costs for both the customers and Stellantis, simplify maintenance for the user and sustain vehicle residual values.
Durability for long-term use
Customers expect a vehicle that ages well and does not incur excessive future expenditure. Durability is the performance 
of the vehicle over time, factoring in the variability of customer use. The goal is to ensure product performance without 
major loss of functionality over time and without breakdown or defect. The Company is aiming to be in a leading role 
in quality as one of the major pillars that leads to customer satisfaction. Stellantis has set up a continuous improvement 
process to target the best-in-class position in durability for each product or sub-system. 
Manufacturing quality
The manufacturing quality system is based on the Stellantis Production Way (SPW):
	
■The Company controls the quality at the workstation, in some production quality gates during the process and in the 
final inspection line to ensure the quality level of the manufactured vehicle. There are 1,800 functional and aesthetic 
characteristics checked on every vehicle.
	
■Vehicles are tested daily by professional operators in static and driving tests on specially designed tracks and on roads 
outside the plant.
	
■The Customer Experience division ensures plant audits in order to verify requirements.
The processes and KPIs follow the Company’s reference standards. To achieve the highest quality level in all 
manufacturing plants, best practices based on practical lessons learned have been identified.
So far, plants are in the growth phase; best practices implementation is in progress and followed up by action plans. 
Supplier quality management and development
The Company’s Purchasing Department works to ensure supplier quality management and development by:
	
■usage of an Advanced Product Quality Planning and a Production Part Approval Process;
	
■checking key processes and certifications such as critical supplier management; 
Functional and aesthetic 
characteristics checked on 
every vehicle
1,800
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■defining supplier KPIs such as warranty performance; 
	
■a supplier surveillance system with defined countermeasures and permanent personal contact with each supplier 
manufacturing location. 
Our approach is global, and actions are adapted to the most demanding customer expectations, taking into account 
regional wants and needs, in order to handle perceived quality, quality-in-use and durability of our products. The same 
analysis, processing and feedback standards are also applied for vehicles produced by our joint ventures.
4.2.6.2 Strategy and means deployed for a high-level quality of service and customer experience 
Stellantis aims to provide an experience that delights each customer by:
The excellence o f the relationship throughout the customer journey
	
■The customer's journey with our brands begins well upstream of the act of purchase and continues throughout the use 
of the vehicle or mobility service. Through digital and physical interactions with the brand, the customer can discover 
the product or the mobility service and become interested in it before committing to purchase. The relationship with the 
brand continues throughout the use of the vehicle or the service.
	
■The quality of service covers the entire relationship between the customer and the Company. The entire journey is a 
major contributor to the excellence of the customer experience at every point of contact.
	
■To achieve this quality of service, the Customer Experience function relies on teams and systems in each region.
High-level operational skills for the service of customers
	
■The business centers describe the tasks for zone managers and each key function of the dealership. In a sales team, for 
example, this includes dealership personnel such as the sales manager, sales assistant, sales consultant, and delivery manager.
	
■Since 2018, to strengthen the customer-centric and interaction-centric mind-set, special attention has been paid to 
training sales advisors on behavioral skills, an essential complement to expertise and application of working standards.
	
■The training policy applies to key sales and technical positions at the point of sale. In 2022, the dealer networks provided 
7.4 million hours of training (classroom and remote).
	
■The accreditation program is an international program intended for all personnel in contact with customers, performed 
by our retailers, that assesses technical and behavioral skills.
Applying efficient processes to achieve results 
To ensure the application of processes and the achievement of results:
	
■Within each point of sale, each manager conducts checks on the application of standards which are complemented by 
Zone Manager internal audits.
	
■External audits are carried out annually on the application of operational standards.
Stellantis aims to provide an 
experience that delights 
each customer
Hours of training provided 
by dealer networks
7.4 M
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■Frequent mystery call and shopping provides evaluation and opportunities to demonstrate respect for the customer 
experience and behaviors desired by brands.
	
■Yearly internal audits are conducted by the Customer Experience team.
Deviations identified during these audits are the subject of action plans, which are monitored at local and country levels.
New processes are evaluated to measure knowledge of the customer experience, including shopper survey and 
Quality Observer.
Management of the quality of service provided in each country
The Stellantis roadmap is defined for the period 2022-2030. This roadmap makes it possible to steer the convergence and 
achievement of our objectives.
Each country is responsible for its annual Quality of Service Plan, structured around main actions:
	
■Assessment of skills and implementation of training plans.
	
■Deployment of operational standards in each point of sale, standards which embody and guarantee all the requirements 
of the brands, which each point of sale must comply with.
	
■Quality control delivered by each point of sale, and reduction of dispersion between points of sale.
	
■Treatment of deviations identified during checks and audits.
The identification of gaps makes it possible to define the priority actions to be implemented to achieve the objectives.
The annual Quality of Service Plan for each country is monitored by the Regions with the support of the Corporate 
Functions; its day-to-day animation is handled by the monthly Country Quality Committees.
The quality of service is one of the major components of the sales policy applied by us in each country with its sales and 
after-sales network.
A structured system for listening to the voice of customers throughout the journey
To monitor its quality of service, Stellantis relies on a vast survey system:
	
■Benchmark surveys concerning the purchase and delivery of the vehicle and after-sales interventions, carried out in 
most of the countries where the Company operates, to position each brand vis-à-vis the competition and better target 
expectations customers have, depending on the market.
	
■Online surveys made by Stellantis to the customers after purchasing the vehicle and after each contact with the after-
sales service. In 2022, 6.6 million customers, of which 1.4 million for sales surveys and 5 million for aftersales surveys, 
responded in 65 countries worldwide. This system gives customers complete freedom, they can answer questions at 
the most convenient time for them and freely formulate their answers. The concerned dealer is alerted in real time on 
any dissatisfaction and is due to react in less than 48 hours.
Customers who have answered 
the sales and aftersales surveys
6.6 M
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■These surveys are supported by online customer experience platforms, which allow each point of sale to challenge itself 
in relation to country, region and zone results. These platforms make it even more simple and easy to use verbatim results 
from surveys, and allow the monitoring of individual customer satisfaction. In addition to aggregating data for trend 
analysis, these platforms allow the network to receive and respond to customer feedback in real time. Staff can be alerted 
to new comments through a mobile app, allowing them to immediately contact an individual customer, if needed.
	
■A plan is underway to converge the platforms within each region, monitor the major contact points of the customer 
journey, integrate social media such as Google or Advisor to obtain a global vision of the customer experience in each 
brand and strengthen action synergies.
Customer Care
There are dedicated customer care organizations in all regions to manage customer engagement activities worldwide. 
Customer Care is the primary point of communication between customers and the Company; it provides support through 
a variety of channels including telephone, chat, email, online and from the vehicle. Stellantis operates 47 contact centers 
worldwide, with approximately 2,520 agents and supervisors. Customer Care handles more than 6.9 million of inbound 
contacts per year, offering a variety of services including requests for information, complaint management, roadside 
assistance, and sales leads. The contact centers provide multilingual support with a strong focus on employing native 
speakers of 19 languages.
Stellantis believes that skilled, knowledgeable, and motivated agents are essential for a high level of customer satisfaction. 
For this reason, in 2022, more than 48,500 hours of training have been delivered to agents and team leaders on new 
products, customer handling behaviors, processes, systems and new procedures.
In 2022, Stellantis set the following priorities:
	
■Roll-out of a global, consistent methodology to measure customer satisfaction along with a strong regional governance 
model to review performance and ensure continuous improvement; share best practices between regions on a weekly basis.
	
■Enhance agent training and customer handling skills to reduce the level of effort for the customer. 
	
■Ensure sustainable operational performance throughout the customer journey from initial contact to timely resolution 
of requests. 
	
■Provide a "Voice of the Customer" to relevant Stellantis internal stakeholders to identify emerging issues and improve 
processes that impact the customer. Work to develop an automated solution for 2023 and beyond, to provide all 
Stellantis departments easy access to the Customer's voice. 
	
■Develop a unique, tailored solution for both measuring and better understanding of the customers’ needs and challenges, 
to make our customers’ journey with Stellantis a pleasant adventure.
+12% than in 2021
+17% than in 2021
Sellantis contact centers 
worldwide
47
Agents and Supervisors 
in contact centers
2,520
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AMAZON AND STELLANTIS COLLABORATION 
FOR CUSTOMER-CENTRIC CONNECTED EXPERIENCES
“We will transform our vehicles into personalized living spaces and enhance the overall customer experience”, declared 
CEO of Stellantis C. Tavares.
Together, the two companies are creating a suite of software-based products and services that seamlessly integrate 
with customers’ digital lives and add value over time through regular over-the-air (OTA) software updates: 
	• Amazon and Stellantis are collaborating to deliver software solutions for new digital cabin platform, STLA 
SmartCockpit, starting in 2024 
	• Stellantis selects Amazon Web Services (AWS) as its preferred cloud provider for vehicle platforms to deliver on its 
long-term, software-focused vision
	• AWS and Stellantis will launch collaborative engineering and innovation initiatives and tools to accelerate time to 
market for new digital products and upskill Stellantis’ global workforce
	• Amazon will be the first commercial customer for the new Ram ProMaster Battery Electric Vehicle (BEV) in 2023, 
further expanding Amazon’s sustainable delivery network . 
4.2.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
4.2.7.1 Innovation Initiatives
Stellantis owned retail develops its used vehicle e-commerce solution: a 100% digital and personalized 
customer journey
With SelliWay, a module integrated with the used vehicle bee2link expert tool, Stellantis Owned Retail has a solution that 
enables 100% of the sale of used vehicles online, from vehicle trade-in to e-payment and delivery. This model aims to 
meet the expectations of used vehicle customers in terms of speed, fluidity, and transparency. 
From the first contact with the online sales agent, the customer is guided step–by-step through all key stages of the 
purchase process, appraisal and online rating when there is a vehicle trade-in, real-time presentation of the used vehicle 
in the Spoticar national inventory matched to the customer's choice, visualization of the chosen vehicle, online offer and 
secure payment. 
The addition of video, live chat and e-signature make the journey simple and convenient for the customer. During the 
proof of concept from December 2020 to April 2021 in Belgium, 10% of total used vehicle sales were made through this 
channel, without in person customer contact. 
 PRESS RELEASE
Amazon and Stellantis Collaborate to 
Introduce Customer-Centric Connected 
Experiences Across Millions of Vehicles, 
Helping Accelerate Stellantis’ Software 
Transformation
https://www.stellantis.com/en/news/
press-releases/2022/january/amazon-
stellantis-collaborate-on-software-solutions
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The deployment of the tool is planned for all European subsidiaries of Stellantis Owned Retail. 
In 2021, the system was launched in Belgium, Spain, France and Portugal. In 2023, Italy, Germany and Austria will be 
deployed.
Thus, all used vehicles proposed for sale on the Stellantis & You sites, whatever the brand, can be sold remotely with 
the SelliWay tool . 
Launch of an e-commerce program
As announced in the Dare Forward 2030 strategic plan, Stellantis has launched, in 2021, an outstanding 360° 
e-commerce program to let our customers discover and buy products and services of the group, in a full customer 
centric digital ecosystem aimed to answer prospects & customers omnichannel aspirations. Thanks to this program, 
customers can access personalized services and offers in a seamless way, and buy them easily, both from home and 
in our stores. 
In 2021, we sold 100,000 units online. Now we are taking the lessons learned, and plan to expand our online sales, doubling 
each year until 2024, reaching 800,000 vehicles. And by 2030, one-third of our sales will come from online customers. 
In 2022, we sold 208,000 units, in line with our objectives. 
All of Stellantis in just one click thanks to the Marketplace
As a customer-centric company, Stellantis implements its Marketplace, a services ecosystem that provides owner and 
user-based solutions with a full catalogue of meaningful services including financial solutions, insurance options, full 
vehicle care options, accessory and personalization options, electrification services, connected services, mobility solutions 
and more. 
This ecosystem will be available via the web, mobile phone app, and in vehicle, giving customers an easy one-click access 
to robust personalized solutions. Marketplace will allow Stellantis to lead the mobility market in three ways: 
	
■streamline all individual touchpoints into a one-click solution thereby eliminating pain points associated with shopping 
for individual components separately;
	
■provide competitive quality services to enable our customers to feel confident with our solutions;
	
■use our insights to personalize the journey, ensuring relevance and simplicity.
As announced in the Dare Forward 2030 strategic plan, the implementation started in 2022 in both Italy and the U.S. with 
Find out more about this tool  
https://www.breakinglatest.news/entertainment/
selliway-the-used-stellantis-is-sold-online/
twice more than in 2021
Units sold online
208,000
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specific brands from the legacy organizations. In 2023, these pilots will expand to all brands and to G5 countries in Europe 
plus the U.S.. By 2024, Marketplace will be expanded to all countries of Europe and will commence in Latin America. 
The goal is to have this approach launched in all regions and across all customer categories by 2027.
This will be a new channel for the entire business and is expected to contribute up to €4 billion in services revenue in 
the future.
Innovation in manufacturing quality
As part of a continuous improvement approach to the quality of its products, an innovation based on Artificial Intelligence 
(AI) technology has made it possible to automate various control stations throughout the production line vehicle and 
mechanical component factories. The first control station was installed in the Sochaux factory, in France, at the end of 
2020 and has proven the efficiency of the process. Stellantis has invested several millions of euros in 2021 and 2022 in the 
implementation of 52 control stations in its various factories of which 48 are fully operational. The target is to install such 
stations in more regions in the coming years. 
Product predictive maintenance 
Stellantis is piloting a new Predictive Maintenance service on its vehicles to more quickly identify the root cause of complex 
failures, and to anticipate failures which can require towing. Complex failures can sometimes be difficult to analyze and 
require lengthy investigations which can immobilize a customer's vehicle.
In 2020, analytical methods using Data Science models were implemented to help a dealership better understand complex 
breakdowns and replace the right parts. This experimental phase has shown a positive impact on failures with unknown 
origins, and on failures which needed intervention by technicians at the dealership.
Next step is to use these Data Science methods before the dealership intervention, and try to anticipate the breakdowns, 
eliminating the need to collect real-time data from our customers’ existing onboard Controller Area Network (CAN) 
sensor data. The term “CAN” designates a robust vehicle bus standard designed to allow microcontrollers and devices to 
communicate with each other's applications without a host computer. 
In 2021 and 2022, predictive algorithms were developed on several parts of the vehicle, such as powertrain and chassis. 
These algorithms, based on AI methods, were developed with real-time data, and can provide advanced alerts on specific 
breakdown typologies. Due to their good performances, stability, and financial efficiency, some are currently in a pilot 
phase for a planned industrialization in 2023, first for Europe then worldwide .
 PRESS RELEASE 
Stellantis &You, Sales and Services and 
FIDCAR Form After-sales Predictive 
Marketing Partnership
https://www.stellantis.com/en/news/
press-releases/2022/april/stellantis-and-you-
sales-and-services-and-fidcar-form-after-sales-
predictive-marketing-partnership
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4.2.7.2 Achievements
At Stellantis, we measure Product and Services Quality through several surveys, KPIs and external sources to be sure 
multiple aspects of the customer experience are monitored and evaluated. The syndicated surveys are very important to 
measure our improvement as they allow us to see our relative position compared to competitors. 
Achievements in Quality of Products
	
■Product satisfaction is measured as the percentage of models in the first quartile of their competitive segment​.
Surveys show that customers are more and more satisfied with the Stellantis models. The percentage of Stellantis 
models ranked in the first quartile of their competitive segment about satisfaction with the product is increasing year 
by year:
	
●24% for vehicles sold in Model Year 2018; 
	
●31% for vehicles sold in Model Year 2020; 
	
●40.5% for vehicles sold in Model Year 2021.
The scope of the surveys is:
	
●all brands in U.S., Brazil, France, Germany, Italy, Spain, United Kingdom, China, Japan, India, South Korea and Turkey;
	
●questionnaires are sent to customers after approximately three to four months of ownership.
These are some examples of Stellantis brands ranking according to this product satisfaction measurement provided 
by syndicated surveys:
	
■U.S., two of our five brands are in the Top3, among 17 mainstream brands;
	
■Brazil and Argentina, one of our four brands reached a Top3 ranking in both countries, among 12 brands in Brazil 
and nine in Argentina;
	
■China, one of our four brands is ranked in Top3, among 21 mainstream brands;
	
■Europe:
	• one of our five brands within the mainstream market is in the first quartile, among 19 mainstream brands;
	• in the premium market, two of our four brands are in the Top3, among 15 premium brands.
	
■In addition, with the same surveys, an initial quality is measured during the first three or four months of ownership, 
by the number of Problems experienced Per one Hundred vehicles (PPH). The lower the PPH score, the higher the 
vehicle quality. 
Surveys show that 
customers are more and 
more satisfied with the 
Stellantis models
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These are some examples of ranking according to this measurement:
	
●vehicle mainstream segmentation: 
	
■Europe, in some countries, the number of our brands ranked in Top3 increased from two in 2020 to four in 2022, 
among 19 brands;
	
■U.S.: One of our brands reached a Top3 position, among 17 brands;
	
●premium segment:
	
■Europe, one of our brands is ranked in the first quartile, among 15 premium brands.
	
■We also track the three-months product repair rate versus reference year (in base 100)​.
The quality of Stellantis Low Emission Vehicles (LEVs ) has improved significantly. Since 2018, the failure rate of our LEVs 
has decreased by 70%, thus converging to the Internal Combustion Engine (ICE) vehicles quality level. That is shown 
on the graph. 
Worldwide All Stellantis Brands vehicles failure rate - 3 Months In Service
2022
2021
2020
2019
2018
-70%
-45%
ICE
LEV
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■Stellantis plants are certified to widely accepted product quality standards to provide customers an external recognition 
on our ability to deliver products with a high level of quality. In 2022:
	
●100% of the Stellantis vehicle assembly plants are certified ISO 9001; 
	
●100% of the Stellantis powertrain plants are certified ISO 9001 or IATF 16949. 
	
■The actions taken regarding product quality are key in making warranty improvements. In 2022, warranty costs per 
vehicle (CpV) have reduced by 26% compared to 2015, despite significant headwinds in foreign exchange, parts pricing, 
dealer labor, and dealer mark-up. Quality and warranty have improved over the years. In 2018, the CpV reduction was 
even up to 41% compared to 2015. 
Stellantis Warranty costs evolution
% vs Calendar Year 2015 baseline
Achievements in Quality of Service
In addition to meeting the industry’s defined product quality standards, customers expect consistently high quality in the areas 
of consulting, service and repair with regards to vehicles and spare parts. Service quality is based on the service expectations 
of the customer and the factual service received by the customer, and is a critical factor in retaining customer loyalty. 
Feedback for service quality is gathered through various channels to monitor performance and support strategic decisions. 
The Net Promoter Score (“NPS”) is a customer loyalty and satisfaction metric that measures the willingness of a customer to 
recommend a sales or after sales store. It takes into account promoters and detractors.
KPI includes: Warranty, Campaign, Goodwill, Buyback, Supplier recovery
2015
100%
2016
-11%
2017
-34%
2018
-41%
2019
-33%
2020
-24%
2021
2022
-34%
-26%
Stellantis vehicle assembly 
plants certified ISO 9001
100%
Stellantis powertrain plants 
certified ISO 9001 or IATF 16949
100%
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Evolution of the Net Promoter score in the service quality surveys for new vehicle purchases and after-sales 
service NPS- cumulative 12 months - Base 100 2021
As values are confidential, the 2021 NPS result is considered as base 100.
VIDEOCHECK is a program designed to increase transparency for customers by showing them, with videos and clear 
explanations, the points that need to be repaired on their vehicles. With this process, Stellantis is demonstrating a high 
level of transparency and reinforcing customer confidence. Being informed, customers can make decisions on additional 
repair needs that are proposed. VIDEOCHECK is now used by more than 6,000 repair locations worldwide, belonging to 
Stellantis. 96% of the customers who experienced it have provided feedback that they are very satisfied with this service. 
This is a major step toward increased customer satisfaction.
wiADVISOR is a service write-up and repair-order management solution developed in North America. This solution 
engages the customer in the service lane and supports the customer service journey end-to-end. Among others, it 
provides the following features: 
	
■online scheduling; 
	
■mobile check-in without contact; 
	
■video inspection; 
	
■vehicle flagging which are quality alerts based on specific criteria during vehicle write-up; 
	
■vehicle health check through a connection in the service lane; 
	
■In-dealer and customer communication; 
	
■supports global mobile app scheduling and status notifications; 
	
■active delivery including quality of service delivery checks.
100
2021
2022
101
102
STLA NV NPS
STLA AFS NPS
VIDEOCHECK is a program 
designed to increase 
transparency for customers
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4.3 Vehicle safety
4.3.1 CONTEXT AND STELLANTIS POSITION
CSR issue/challenge #10: Vehicle safety
Vehicle safety is important to all road users including cyclists, pedestrians and other motorists. It is governed by laws 
and regulations and may also be addressed through voluntary codes of practice, such as the Organisation for Economic 
Co-operation and Development (OECD) published Guidelines for Multinational Enterprises. Governmental agencies 
and departments such as the National Highway Traffic Safety Administration (NHTSA) in the U.S., Ministry of Land, 
Infrastructure, Transport and Tourism (MLIT) in Japan, Federal Bureau of Motor Vehicles - Kraftfahrt-Bundesamt (KBA) 
in Germany, Driver and Vehicle Standards Agency (DVSA) in the UK, Ministry of Land, Infrastructure and Transport 
(MOLIT) in South Korea are also introducing increasingly stringent vehicle safety measures. 
Stellantis understands that safety is one of the most important expectations in society and impacts customer choices. 
We integrate such expectations in each phase of the design of our vehicles. We work to anticipate enhanced safety 
expectations related to connected and autonomous vehicles. In collaboration with our suppliers and partners, we 
research and develop technology and innovations while analyzing internal test results with a target of continuously 
improving design. 
Company’s public position
As the vehicle safety and regulatory framework evolves, a holistic approach including the vehicle, the road infrastructure 
and the vehicle environment is necessary. The Company is committed to the safety of its customers and other road 
users. Stellantis has taken a lead role in the framework of ISO and actively participates with recognized organizations 
in the rulemaking process and implementation of new regulations and standards regarding vehicle safety.
The company develops harmonized safety assessment processes to include risk-based criteria in its decisions. SDG 3: GOOD HEALTH AND WELL-BEINGSDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURESDG 11: SUSTAINABLE CITIES AND COMMUNITIESSDG 17: PARTNERSHIP FOR THE GOALS
GRI 3-3
Vehicle safety
10
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4.3.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Vehicle safety
Owner: Chief 
Engineering Officer
Develop and offer safe 
products all around the 
world, continuously 
striving for state-of-
the-art level of safety 
risk avoidance, as well 
as crash protection for 
vehicle occupants and 
vulnerable road users
Level of robustness of the 
global harmonized vehicle 
safety organization, 
processes and technical 
expertise, including active 
safety, passive safety, 
cybersecurity (for its 
safety relevance), and 
product safety
2025: Governance, 
organization and 
processes defined 
and set up, external 
audit every 3 years, 
performed by 
an independent 
assessment body 
and considering 
industry standards 
including ISO26262, 
ISO21448, ISO21434
2030: External audit 
performed each 
year, considering 
new technologies 
embedded in 
Stellantis products
2040: External audit 
performed each 
year, considering 
new technologies 
embedded in 
Stellantis products
The Global Safety 
Forum is meeting 
quarterly to 
define the safety 
guidelines for 
Stellantis. Project 
development 
processes include 
dedicated safety 
assessments by 
safety experts
The Stellantis Global 
Safety Forum led by 
the Global Technical 
Safety & Regulatory 
Compliance 
Executive was 
formalized and is 
now a functional 
governance body 
for global safety 
related strategies
10
4.3.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
4.3.3.1 Risks
Stellantis believes that the automotive industry should adopt a systematic approach to ensure that vehicle safety remains 
a fundamental corporate value that helps to protect drivers, passengers, the environment and our communities in a 
socially responsible and sustainable manner. Vehicle safety is designed to address the risks that may be encountered and 
is essential to support the reputation of the Company, its brands and technologies. Anticipating regulation changes and 
participating in the rule making process and standardization efforts provide opportunities to adapt our vehicles and shape 
the automotive industry.
Vehicle safety is included as part of our culture to increase vehicle quality by empowering employees, contractors, suppliers 
and dealers to speak up if they have concerns. When risks are addressed, and opportunities to add content that achieve 
improved safety ratings are deployed, safer vehicles are the result. Safer vehicles can increase customer and stakeholder 
trust. Stellantis confirms its commitment to vehicle safety and supports an integrated approach including a sound impact 
assessment to identify the most effective measures. 
Stellantis faces risks related to vehicle safety issues, which could lead to product recalls and warranty obligations that may 
result in direct costs and loss of vehicle sales with possible material adverse effects on our business.
GRI 3-3
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Product recalls may also harm our reputation, force us to halt the sale of certain vehicles and cause consumers to question 
the safety or reliability of our products. The Company periodically initiates voluntary recall actions to address safety 
issues related to vehicles sold. Recall costs substantially depend on the nature of the remedy and the number of vehicles 
affected and may arise many years after a vehicle’s sale.
Stellantis also addresses the emerging cybersecurity risks resulting from the increased connectivity and software contents 
in its vehicles through dedicated processes and resources .
 For more information refer to 4.3.6
4.3.3.2 Opportunities
We leverage innovation to reinforce the safety of our vehicles and services. All aspects of safety; including active, passive, 
product and cyber are addressed in our processes and Innovations.
Stellantis is contributing to the definition of vehicle safety through several channels: 
	
■Strong commitment of safety-related standardization activities (e.g. Cybersecurity, Functional Safety and Safety of the 
Intended Functionality, relevant for autonomous driving and Advanced Driver Assistance Systems (ADAS)).
	
■Involvement in innovation initiatives and consortiums include:
	
●research activities on “Vehicle to X” and 5G technologies, which may help make the vehicles of the future more 
intelligent and comfortable for users. The autonomous functions may contribute to fewer accidents caused by 
human error and reduce driver fatigue;
	
●involvement in consortiums in this field include 5G Carmen (cross border tests on service continuity), C-Roads-2 and 
ICT4CART while on-going:
	
■activities in 5G Croco and 5G Open Road (test in real-life driving conditions of 5G continuity);
	
■activities in 5G Automotive (5GAA) and Telematica per i Trasporti e la Sicurezza (TTS) . 
	
■Participation continues on several cooperative projects regarding the safety of autonomous driving such as HIDRIVE 
for in-use monitoring of car behavior, SETL4L5 (autonomous driving validation for Levels 4 and 5 automation), Pegasus 
VVM (verification and validation methods for automated driving), 3SA project in the SystemX French consortium 
(methods and tools for safety simulation).
	
■https://www.hi-drive.eu/ .
	
■Involvement in several working groups of the French Plateforme Automobile (PFA) on the safety of automated driving, 
e.g. for the development of autonomous shuttles.
	
■Commitment to European research projects such as EVADE (assessment of the performance of ADAS like Automated 
Emergency Braking and Automated Evasive Steering) and V4Safety (Vehicles and Vulnerable road users Virtual 
eValuation of Road Safety).
	
■Incremental introduction of software updates over-the-air on certain components (e.g. connectivity components, 
telematics) to reduce the cybersecurity risk exposure by reducing the update implementation time.
 PRESS RELEASE 
Stellantis Participates In U.S. Test of 5G 
Connected Vehicle Technologies for Real-
time Safety Notifications
https://www.stellantis.com/en/news/
press-releases/2022/april/stellantis-participates-
in-u-s-test-of-5g-connected-vehicle-
technologies-for-real-time-safety-notifications
Go to the website  
https://www.hi-drive.eu/
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4.3.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
Stellantis created a unified Global Safety Forum led by the Technical Safety and Regulatory Compliance Officer and 
includes the Senior Vice-Presidents of R&D. This forum guides the Company on the application of future standards and 
ratifies future processes and procedures concerning vehicle safety and security. We are growing our Transversal Safety 
Expertise Networks to further develop and improve our safety processes and assess their implementation in our vehicles. 
At a regional level, decision making processes are in place to address potential vehicle safety issues.
4.3.5 POLICIES TO EXECUTE THE STRATEGY
Delivering safe products to our customers is a fundamental objective of Stellantis and is among the essential responsibilities 
described in our Code of Conduct. We work to achieve compliance with regulatory standards to deliver quality products 
and services with a high level of safety and reliability for all road participants, including professional drivers. Employees are 
expected to comply with the implemented safety standards, taking appropriate steps to prevent, identify and correct any 
non-compliance with such standards. Any vehicle safety issue encountered must be immediately reported to supervisors, 
the Compliance or Legal Departments or through the Whistleblowing Policy Integrity Helpline.
4.3.6 ORGANIZATION AND RESOURCES
Safety research
The Stellantis advanced engineering organizations around the world apply virtual reality methods and innovative 
technological solutions for virtual and physical tests. The engineers also analyze real world data to develop and 
assess effective vehicle safety systems, protection for vulnerable road users and integration of active and passive 
safety systems. 
Stellantis participates in national and international organizations that are focused on areas of occupant and vulnerable road 
user safety, such as assisting in the development of new and improved safety standards and automated driving system 
best practices. We are a member of the Initiative for the Global Harmonization of Accident Data (IGLAD), a consortium of 
auto manufacturers that collects and analyzes traffic accident data to improve road and vehicle safety and has supported 
the EU project MeBeSafe. In Europe, the Company is a stakeholder of the LAB, a joint laboratory with the Renault Group, 
which is working on accident case studies, bio-mechanics and driver behavior. In the U.S., the Company collaborates with 
other automakers through groups like the U.S. Council for Automotive Research (USCAR), to identify technical issues and 
conduct research related to vehicle safety. 
GRI 3-3
GRI 416-1
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Product development
For every Stellantis vehicle project, safety experts perform technical assessments throughout the project and those 
results are summarized and communicated to the Product Development Department’s top management for review and 
approval to continue. An harmonized process is currently being incorporated and will be utilized on all future Stellantis 
vehicle projects. The network of appointed safety experts define, apply, monitor and improve safety practices in Stellantis, 
and contribute to the definition of international standards.
Stellantis recently invested €33 million in its testing hubs to address the validation needs of its new technologies, 
including safety features .
Product investigation
Stellantis has a dedicated team to investigate field issues including those with potential safety consequences. 
Investigations are launched to determine potential consequences and corresponding safety and non-compliance risks and 
countermeasures e.g., field actions and product safety recalls. The investigation team coordinates the responses to the 
identified incidents with the engineering, manufacturing, and customer care organizations, and external suppliers. The 
procedures include opportunities for early detection, crisis management and immediate action. The safety expert network 
can contribute to this process for the root cause analysis and risk assessment. 
In addition, dedicated regional decision-making bodies called Vehicle Regulations Committees (VRC) meet regularly to 
systematically analyze the potentially safety-relevant anomalies detected in production or in the field. The VRC determine 
the proper course of action, e.g. safety recalls, under the chairmanship of the Technical Safety and Regulatory Compliance 
Officer,  who is in the Planning organization but operates as an independent authority on safety.
Cybersecurity
Securing customer data and our vehicles from cybersecurity threats is a priority for Stellantis. We have a cross-functional 
team focused on the security of our corporate systems and vehicles by monitoring threats, clearly defining requirements 
followed by design and implementation reviews, validation and penetration testing of products and services and incident 
response. Cybersecurity is considered throughout a vehicle’s life cycle including during development, manufacturing, use, 
service and disposal. 
 PRESS RELEASE
Stellantis Invests €33 Million in Global 
Testing Hubs for Cutting-Edge Engineering
https://www.stellantis.com/en/news/
press-releases/2022/june/stellantis-invests-
33-million-in-global-testing-hubs-for-cutting-
edge-engineering
Cybersecurity considered 
throughout vehicle's 
life cycle (development, 
manufacturing, use, 
service and disposal)
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The processes to manage the Cybersecurity-by-design concept are based on specific activities linked to the Stellantis 
organization and technical solutions:
	
■Onboard with one Electronic Architecture, by using standard cryptographic mechanisms to protect and to isolate the 
Connected domain to the Safety domain, as powertrain and chassis.
	
■Off-Board platform with a complete informatics infrastructure to interconnect Servers, Applications, and Interfaces to 
guaranty the end-to-end the communication with vehicles associated to high level of security.
	
■Manufacturing environment to configure the vehicles in the assembly line, by using tools connected to the backend to 
recover the good configuration for each vehicle produced.
	
■After-Sales to diagnose and to maintain vehicles, by using dedicated tools connected to one specific maintenance 
server with strong authentication.
	
■Crisis Management organization and processes to manage the mitigation plan, considering the incidents, attacks or 
vulnerabilities discovered during the vehicle live cycle.
STELLANTIS ORGANIZATION TO MANAGE CYBERSECURITY FOR CONNECTED VEHICLE
Embedded Electronic 
Architecture
Vehicle loT Platform 
& Cloud
Off-Board Cybersecurity Security / Operation Center
Connected Service, 
Maintainability 
& Diagnosability
Operation & Customer 
Support
On-Board
Off-Board
General 
Assembly 
Process 
Engineering
Crisis Prevention 
& Management 
recalls 
Campaigns
DESIGN
PRODUCTION
RUN
Production
Design
Maintenance
Operations
Validation
Decommissioning
Cybersecurity-by-design 
management concept 
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The Stellantis processes on Cybersecurity concern all divisions involved in connected vehicles, from the design until the 
decommissioning. Specific end-to-end cybersecurity assessment is established for all new design, on embedded electronic 
components (Infotainment, Telematics, Gateway) and in off-board ICT platform for connected vehicles.
The global Stellantis organization for the product considers the entire activities in each division involved: Engineering, 
Manufacturing, After-Sales, Information & Communication and Quality division for Incident response and crisis 
management.
One dedicated Cyber Governance for the product manages all field issues on Safety, Privacy, Operational and Financial.
We are engaged in the development of international industry standards through participation with the International 
Organization for Standardization (ISO) and SAE International committees and in the development of best practice 
guidelines through participation in the Automotive-Information Sharing and Analysis Center (Auto-ISAC). Auto-ISAC 
enhances the industry’s ability to quickly learn of new threats and vulnerabilities and to work collaboratively on threat 
intelligence for triage.
In 2022, in compliance with UNECE regulation (RU155) incorporated into GSR v2 2019/2144, Stellantis has received 
certifications on its Cyber Security Management System (CSMS), covering methodologies and processes needed to 
address cybersecurity in its products and services.
The objective for 2023 is to pass cybersecurity type approval for six electronic architectures, in compliance with UNECE 
regulation (RU155).
4.3.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
As explained in our Code of Conduct, our workforce members contribute to achieving compliance with regulatory 
standards ensuring that the Company delivers quality products and services with a high level of safety, reliability and 
environmental performance. 
Vehicle Safety Technology
Stellantis responds to consumer expectations of high tech solutions in their vehicles by devoting significant resources to 
research and develop technologies that support drivers and passengers' ability to safely interact with their vehicle and 
with the world around them. By providing real-time availability of services and information, the Company is contributing 
to improve safety and the mobility experience. 
Stellantis offers active (primary) and passive (secondary) features for diverse drivers and vehicle segments, along with 
tertiary safety elements. The intent of active safety systems is to help drivers avoid crashes by alerting them to certain 
potentially hazardous situations or assisting them in mitigating the risk posed by certain types of identified hazards. 
These systems monitor surroundings, the status of the vehicle, driver behavior and include semi-automated technologies 
that provide assistance to drivers in certain instances, with the driver retaining appropriate control. Stellantis is exploring 
GRI 3-3   GRI 416-1   GRI 416-2
The Stellantis processes 
on Cybersecurity concern 
all divisions involved in 
connected vehicles
By providing real-time availability 
of services of information, 
Stellantis is contributing to 
improve safety and the mobility 
experience
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new connected safety notification technologies, Multi-access Edge Computing (MEC) and Safety Cloud, that provide 
drivers advanced notification warnings of potential hazards in their path. 
Passive or secondary safety systems are designed to help mitigate the effects of a crash. These include occupant restraint 
technology and the use of more advanced materials that enable us to improve crash energy management. Vehicles are 
structurally designed to dissipate an impact in a controlled manner, due to the positioning of shock absorbing structures 
and other design features, while also promoting vehicle repairability. Deformation of the passenger compartment is 
minimized. Airbags and restraint systems absorb energy which leads to a reduction of the impact on occupants in crashes.
In the area of tertiary safety, or post-accident emergency response, Stellantis provides emergency rescue sheets with 
information to rescue teams or first responders on special design elements and the position of components to be 
considered when assisting the occupants of vehicles involved in an accident. In addition, connectivity functions provide 
assistance when an accident or health related incident occurs in the vehicle. The occupants are connected with a dedicated 
assistance center that pinpoints the vehicle. For instance, motorway control centers in Europe are automatically warned 
of any accidents on their roads via the emergency call service in the Company’s equipped vehicles as this is becoming a 
legal obligation in Europe.
COMPANY TRANSFORMATION 
THROUGH THE SOFTWARE STRATEGY
Stellantis mapped out its software strategy to deploy next-generation tech platforms, building on existing connected 
vehicle capabilities to transform how customers interact with their vehicles. Over-the-air (OTA) updates expand the 
options customers have to add innovative features and services keeping vehicles updated with the latest offerings 
years after they have been built, while dramatically reducing costs for both customers and Stellantis. 
Owners of Chrysler, Dodge, Jeep, Ram, Fiat and Alfa Romeo vehicles will receive a free over-the-air software update 
called the Emergency Vehicle Alert System or EVAS, which was introduced at the 2022 CES electronics show in Las 
Vegas. Stellantis is the first automaker to implement its EVAS to 2018-and-newer Stellantis cars, trucks and SUVs. 
Initially available only in North America, it could be offered eventually in all 14 Stellantis brands worldwide. 
The new system warns drivers of nearby emergency vehicles, making it possible to provide more time to react. OTA 
alerts are sent from emergency vehicles to nearby drivers as well as other responding emergency vehicles within 
approximately a half-mile. Real time data is used from emergency vehicles using the HAAS company’s service called 
Safety Cloud. This gives drivers an additional warning and more time to move over and slow down compared to 
conventional lights and sirens alone . 
For more information  
https://www.thedetroitbureau.com/
2022/01/stellantis-first-to-offer-emergency-
vehicle-alert-system/#:~:text=Stellantis%20is%20
the%20first%20automaker,which%20costs%20
%2412.99%20a%20month
Passive or secondary safety 
systems are designed to 
help mitigate the effects 
of a crash
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4 MEETING CHANGING CUSTOMERS’ EXPECTATIONS ON MOBILITY
ACTIVE SAFETY SYSTEMS
This figures presents some of the active safety system that can support the driver, by sensing the vehicle environment, 
informing the driver and/or acting as needed on the vehicle dynamics.
Safety Roadmap
Stellantis continuously evolves its vehicles by offering enhanced safety technology and state of the art features that 
are proven to help reduce crashes and injuries. All Stellantis vehicles are rigorously tested and validated internally before 
being tested by outside stakeholders such as the U.S. government (NHTSA) or the Insurance Institute for Highway Safety 
(IIHS) or NCAP organizations. In 2022, Stellantis performed about 680,000 validations, either by physical testing or virtual 
validation (versus 400,000 in 2021).
Constantly monitor the performance 
and surrounding of a vehicle
Can prevent accidents from happening 
altogether or actively help the driver to 
reduce the impact
Avoid or mitigate an accident 
pre-impact, so before it happens
EXAMPLES OF ACTIVE SYSTEMS THAT GIVE THE DRIVER MORE CONTROL IN DANGEROUS SITUATIONS
EXAMPLES OF ACTIVE SAFETY SYSTEMS
Anti-lock braking 
(ABS)
Electronic stability control 
(ESC) Automatic 
Autonomous emergency braking 
(AEB)
Lane Keeping 
Assist
+ 70% versus 2021
Validations performed 
by Stellantis
> 680,000
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To address the current traffic safety priorities globally, Stellantis vehicles are developed with technologies such as:
CSR KPI - Responsible Sourcing
Lane Keeping Assist
2022
75%
2021
57%
Automatic Emergency Braking
2022
68%
2021
63%
Rear seats seatbelts with pretensioner 
or load limiter
2022
69%
2021
66%
Speed limiting device
2022
75%
2021
69%
Stellantis also conducts research and innovation activities in the field of crash and occupant safety. The frontal roof airbag 
is an example of innovation that offers improved protection to the front passenger occupant in certain crash situations.
Product Investigations and Recall campaigns 
When potential vehicle safety issues arise, we promptly investigate and take corrective action as previously stated . 
This includes initiating safety recall campaigns when appropriate. Stellantis aims to improve the overall customer experience 
during the safety recall process through timely and accurate communication and reduced customer inconvenience. In 
2022, there were 139 recall campaigns involving 14,708,345 initial recall notices concerning vehicles produced over several 
years worldwide (versus versus 124 recall campaigns involving 3,003,480 in 2021). Programs are in place to raise public 
awareness regarding the need for customers to regularly check for open recalls and the importance of getting recall 
repairs completed. 
The operations carried out are free of charge for the customer.
The three largest recall campaigns by total number of vehicles are: 
	
■campaign on approximately 8.7 million vehicles to extend the Takata non-dessicated inflator campaign across all STLA 
regions;
	
■campaign on approximately 1.4 million vehicles to prevent possible inadvertent tailgate opening on certain RAM trucks;
	
■campaign on approximately 0.4 million vehicles to solve an issue that could prevent the ESC telltale from being 
illuminated when necessary.
All 2022 recall campaigns were voluntary.
SASB-250a.3
 For more information refer to 4.3.6
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4 MEETING CHANGING CUSTOMERS’ EXPECTATIONS ON MOBILITY
All of these campaigns are carried out transparently with respect to:
	
●the relevant requirements of authorities (regulatory filing of declarations for safety campaigns):
	
■each notification document submitted to the authorities indicates: the models and parts concerned, vehicle 
manufacture dates, type of risk, description of the defect and corrective measures taken;
	
●the automotive brands’ dealership networks:
	
■the traceability of the components purchased during manufacturing enables the Company to draw up a list of 
vehicles that are potentially concerned. When a campaign is launched an alert including all the information, such as 
a list of vehicles concerned, content of the message to customers, necessary procedure and parts required is sent 
to the dealership networks via the appropriate IT systems;
	
●the owners of the vehicles involved notified individually:
	
■the method used to notify the customer is in line with the local regulations in each country. The affected customers 
are invited to make an appointment with an authorized brand repair facility to make the necessary adjustments;
	
■the repair facility contacted provides all the necessary information, including the appointment date, how long the 
repair will take, the confirmation that the repairs are free of charge, the terms for using a replacement vehicle, etc.;
	
■the customer is asked to notify the brand of any change in vehicle status, including its sale, end-of-life or change 
of address.
Stellantis monitors the implementation of each campaign specifically based on progress indicators and the actual repairs 
made in each campaign. Repeat requests are sent to customers who do not come forward. 
Theft Resistance
Stellantis has long been working on making vehicles resistant to theft and protecting vehicles and the objects inside 
them from malicious individuals. Vehicles are designed to help avoid break-ins referring to standards in line with leading 
authorities and taking into account current threats.
Since 2011, a unit has been analyzing and addressing potential or known vulnerabilities, conducting statistical and Internet 
monitoring, and analyzing theft methods in conjunction with the police. This work has, for example, spurred alterations to 
the design of door locks to strengthen their resistance to break-ins.
We work closely with cybersecurity experts and are assisted by specialized firms. For instance, encryption algorithms 
used to protect vehicle unlocking and starting are continually improved. The latest generation vehicles use encryption 
that meets the highest standards. 
All these campaigns are 
carried out transparently 
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Training
Product safety-based training materials are captured in two courses; Introduction to U.S. Motor Vehicle Safety and 
Safety Defect Determination. Due to legislative and regulatory changes the U.S. Motor Vehicle Safety course has been 
launched for Stellantis employees in April 2022. These web-based courses are open as a reference to all former FCA global 
employees but they are a mandatory requirement for specific organizations in North America. 
Training sessions on harmonized Stellantis safety processes have begun in 2022. 
Our suppliers in North America have access to a web-based training program that helps them understand expectations 
and supplier-specific requirements of the U.S. Motor Vehicle Safety Act and regulations of the U.S. National Highway Traffic 
Safety Administration (NHTSA). This training was launched in 2017 and incorporated feedback from NHTSA. Building 
upon this work, a collaboration with the Automotive Industry Action Group (AIAG) and other automakers standardized 
this training and made it available throughout the automotive industry.
Training sesions on 
harmonized Stellantis safety 
process have begun in 2022
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8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
5 ETHICAL CULTURE
5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
5
PREVENTING ETHICS VIOLATIONS 
BY PROMOTING OUR ETHICAL CULTURE
5.1 ETHICS IN GOVERNANCE AND BUSINESS PRACTICES
284
5.1.1 Context and Stellantis position
284
5.1.2 Forward-looking vision and targets 
285
5.1.3 Identification and management of risks and opportunities 
285
5.1.4 Governance and decision bodies to lead actions
288
5.1.5 Policies for ethics in our business 
294
5.1.6 Allocated resources to Achieve Our Ethical Objectives 
298
5.1.7 Initiatives and Achievements in the pursuit of Ethical Excellence
300
5.1.8 Detailed key performance indicators
304
5.2 RESPONSIBLE MANAGEMENT OF PERSONAL INFORMATION
306
5.2.1 Context and Stellantis position
306
5.2.2 Forward-looking vision and targets
307
5.2.3 Identification and management of risks and opportunities
308
5.2.4 Governance and decision bodies to lead actions
309
5.2.5 Policies to execute the strategy 
310
5.2.6 Organization and resources
310
5.2.7 Main initiatives, achievements and results
311
5.3 RESPONSIBLE INFORMATION TO CUSTOMER
313
5.3.1 Context and Stellantis position 
313
5.3.2 Forward-looking vision and targets
314
5.3.3 Identification and management of risks and opportunities
314
5.3.4 Governance and decision bodies to lead actions
315
5.3.5 Policies to execute the strategy
316
5.3.6 Organization and resources
317
5.3.7 Main initiatives, achievements and results
318
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
STELLANTIS’ CSR MACRO-RISK/PILLAR IV. PREVENTING ETHICS VIOLATIONS
Integrity and ethics are integral in our business practices. They are our foundational principles. We understand that acting 
with integrity requires vigilance and commitment. Integrity is a source of competitiveness, a foundation of Stellantis’ 
sustainable growth and the way to build a reputation that our customers, workforce and other stakeholders can trust and 
rely on. Furthermore, it is through our strong culture of ethics and integrity that we prevent ethics violations.
Stellantis works to comply with the increasingly complex national and international regulations focusing on matters such 
as conflict minerals, balance and integrity of business relationships, consumer protection, international sanctions, and 
personal data protection rules. Stellantis also learns from international standards (OECD Guidelines, ILO conventions, UN 
Global Compact, among others) when defining its policies. We implement ethical standards, specifically in our Code of 
Conduct, the adherence to which is a requirement of our workforce and business partners.
While we strive for integrity in everything we do, we understand the special role of integrity in compliance with regulations 
or standards that promote sustainable development, such as distribution of value, progressive taxation, cash transfers 
and investment in human capital, and regulation and strategies of development of inclusive growth.
5.1 Ethics in governance and business practices
5.1.1 CONTEXT AND STELLANTIS POSITION
GRI 2-15
GRI 2-27
GRI 3-3SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 13: CLIMATE ACTION
CSR issue/challenge #11: Ethics in governance and business practices
Integrity and ethics are integral to our culture and business practices. They are our foundational principles, a source of 
competitiveness, and the basis for our sustainable growth. They help us avoid costly regulatory violations, and build a 
reputation that our customers, workforce and other stakeholders can rely on.
Company’s public position
Our culture is built upon the conviction of doing what is right, under the overarching principles established in the Stellantis 
Code of Conduct. This approach not only looks at our internal processes and controls, but also at our compliance with 
complex national and international regulations and standards that promote transparency. Our Governance, Code of 
Conduct and various charters are available on our website for public review . Our approach relies on developing a culture 
of transparency and integrity throughout the Company through the effective deployment of balanced governance, 
a compliance program that is subject to appropriate outside benchmarking and effective mechanisms that allow our 
workforce to alert us of any noncompliance concerns.
Ethics in governance and business 
practices
11
Governance, Code of Conduct 
and various charters 
https://www.stellantis.com/en/company/
governance/corporate-regulations
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
5.1.2 FORWARD-LOOKING VISION AND TARGETS 
Commitment scoreboard
GRI 3-3
5.1.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES 
The Chief Audit and Compliance Officer periodically conducts a Compliance Risk Assessment to ensure that the Ethics 
and Compliance Program identifies compliance risks, takes proper steps to mitigate such risks, and does so in an 
efficient manner. The identification of compliance risks includes communication and collaboration with the ERM and 
Audit functions, as well as the integration of information from various relevant sources, including the Integrity Helpline 
channel. Mitigation steps include training, communication, third party management, and disciplinary enforcement 
for violations of the Code of Conduct. Every functional element of the program is subject to analysis for continuous 
improvement, benchmarking, and audit. Opportunities for improvement are compiled and periodically reviewed by the 
Ethics and Compliance Committee.
GRI 3-3
GRI 207-1
GRI 215
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Ethics in 
governance and 
business practices 
Owner: General 
Counsel
Promote a culture 
of transparency and 
integrity by requiring 
our workforce to 
comply with our Code 
of Conduct, applying 
appropriate discipline 
for non-compliance, and 
requiring our business 
partners to adopt and 
apply similar ethical 
standards and controls
Number of days to 
provide a personalized 
first answer on reported 
concerns regarding 
potential violations of the 
Code of Conduct 
2025: Personalized 
first answer within 
1.5 days
2030: Personalized 
first answer within 
1.25 days
2050: Personalized 
first answer within 
1 day
1.3 days
1.9 days
World Most Ethical 
(WME) Company status 
with Ethisphere*
2025: Obtain 
recognition by 
Ethisphere as one 
of the World's Most 
Ethical Companies as 
part of their WME 
process
2030: Maintain WME 
status by Ethisphere 
 
2050: Maintain WME 
status by Ethisphere 
Satisfactory 
progress towards 
objective
Satisfactory 
progress towards 
objective
Board gender balance 
(% of female directors)​
 2025: at least 40% of 
Board seats should be 
occupied by women 
and 40% by men 
upon expiration of 
current terms
2030: at least 40% of 
Board seats should 
be occupied by 
women and 40% by 
men upon expiration 
of current terms
2050: at least 40% of 
Board seats should be 
occupied by women 
and 40% by men 
upon expiration of 
current terms
27% - Currently 
we have 3 female 
directors
27% - Currently 
we have 3 female 
directors
* The Ethisphere WME process is described here https://ethisphere.com/what-we-do/worlds-most-ethical-companies 
11
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
In line with directives from the Ethics and Compliance Committee, the Chief Audit and Compliance Officer devotes special 
focus to the following areas of the law with the understanding that in each case, any violation of these areas of the 
law would be contrary to our ethical principles, and would also subject the Company to potential penalties, reputational 
damage and litigation: 
Priority Compliance 
Topics Committee
RISK #1
COMPETITION 
Risk Description
Competition in the marketplace is a subject of significant scrutiny by relevant authorities all over the world. 
Penalties for infractions to fair competition laws are serious, are often for significant monetary amounts and tend 
to generate private litigation.
Achievements/ 
Opportunities
We believe in robust and fair competition in the marketplace, and strongly support the benefits it provides to our 
customers. Competition also promotes innovation. We work to strictly follow the competition laws that apply to 
our business all over the world to prevent anticompetitive and unfair trade practices such as market-sharing, 
price-fixing, information sharing and dumping. An antitrust policy has been released for all employees. 
Also a compliance monitoring system for participation in professional associations meetings will be put in place on 
a pilot basis in Enlarged Europe, for its subsequent deployment globally, in order to prevent, detect and manage 
antitrust risks and compliance activities. 
RISK #2
RESPONSIBLE RELATIONSHIPS WITH OUR EXTERNAL STAKEHOLDERS 
Risk Description
We understand that the success of our business depends on our ability to interact effectively with governments, 
customers, suppliers and civil society at large. Failure to manage the relationships properly and effectively can 
undermine goodwill in the communities where we do business and place in jeopardy, the success of our business.
Achievements/ 
Opportunities
Based on the experiences of its predecessor entities, Stellantis works diligently to increase transparency in all 
dealings with its stakeholders, including unionized labor, suppliers, business partners and NGOs.
RISK #3
EXPORT CONTROLS AND SANCTIONS
Risk Description
Export controls reflect the decisions of governments regarding national security and economic policy. Failure to 
abide with such controls could result in enforcement actions or legal proceedings that would jeopardize our cross 
border operations, causing a substantial negative effect.
Achievements/ 
Opportunities
Our specialists around the world classify our products with an intention to ensure compliance with regulations that 
restrict trade. Our team also ensures that we are in compliance with economic sanctions that restrict or prohibit 
trade in certain countries or with designated companies or individuals. In 2022, in response to the Russia/Ukraine 
crisis, we enhanced our ability to detect sanctioned entities or persons by tools that will alert us not only of any 
restricted individual or entity in our supply chain, but also of any entity that is majority-owned by such restricted 
individual or entity.
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
RISK #4
LOBBYING AND PUBLIC AFFAIRS 
Risk Description
Our interactions with governments allow legislative bodies to develop regulations and standards that are 
responsive to the needs of our customers, communities and other stakeholders. Failure to apply proper controls in 
the manner in which we manage these interactions would place Stellantis at risk for a violation of laws regarding 
political contributions or corruption. Also, failure to engage would risk the perspectives and expertise of Stellantis 
not being included in the creation and amendment of legislation, regulations and governmental policy.
Achievements/ 
Opportunities
The Public Affairs Department is dedicated and trained to ensure an efficient and fair working relationship with 
governments, in full compliance with the law and corporate policies regarding anti-corruption. We impose controls 
to implement the Stellantis policy that no Company funds or assets may be used for contributions to any political 
party or candidate. In 2022, we kept legislative bodies apprised of strategic issues affecting the automotive 
industry, such as the shift to electric vehicles.
RISK #5
DATA PROTECTION 
Risk Description
Privacy is a fundamental right that is protected by law in the multiple jurisdictions where we do business. 
A company’s failure to protect the privacy of its stakeholders can be heavily penalized in fines, private litigation 
and reputational damage.
Achievements/ 
Opportunities
Stellantis considers the personal rights and privacy of each individual to be fundamental and intends to protect 
them. Stellantis works to comply with privacy requirements by applying to Company processes, the principles 
relating to the processing of personal data such as lawfulness, correctness, transparency, data minimization, 
conservation and purpose limitation, integrity and confidentiality.
RISK #6
ANTI-CORRUPTION
Risk Description
Corruption has a corrosive and detrimental impact on society. Under applicable legislation, which in a multinational 
company such as Stellantis, includes the U.S. Foreign Corrupt Practices Act, French Law Sapin II, and the United 
Kingdom Bribery Act, companies that engage in corrupt activities are heavily penalized.
Achievements/ 
Opportunities
Stellantis is committed to taking affirmative steps to prevent any corruption in its business. These include 
training, large prohibitions of gifts, specific controls for relations with government officials, dedicated controls 
for prevention. The policies and procedures relevant to the Company’s anti-corruption program apply to all 
its subsidiaries and joint ventures in which the Company owns greater than 50%. In 2022, the Company also 
harmonized due diligence controls from exPSA and exFCA into a common Stellantis system that performs due 
diligence on business partners that meet risk criteria for the Company.
RISK #7
TAX 
Risk Description
Failure to comply with applicable tax rules and regulations could result in enforcement actions or legal proceedings 
that may result in incremental tax payments and the application of late payment interest and penalties.
Achievements/ 
Opportunities
The Company believes that taxes are key contributors to the economic and social development of the communities 
in which we operate and play a vital role in creating long-term value. We are committed to fulfilling our fiscal 
obligations by administering and paying all required taxes. We work to maintain an open, honest, transparent 
relationship in all dealings with tax authorities. We do not use “tax haven” jurisdictions for the avoidance of tax.
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2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
RISK #8
FAIR-TRADE 
Risk Description
We are highly cognizant that our business model depends on operation within accepted norms of international 
trade. In the absence of these norms, the management of our international supply chains would become more 
challenging and costly, increasing the costs of our products ultimately to the consumer.
Achievements/ 
Opportunities
With operations spanning more than 130 countries, Stellantis supports the World Trade Organization (WTO) 
rules-based system and encourages international trade deals. Trade agreements foster innovation, growth 
and wider customer choices at lower prices. The Company favors the elimination of tariffs, as well as a greater 
convergence towards international standards and trade facilitation, to provide better market access by reducing 
technical barriers and customs procedures in both a proportional and coordinated manner. 
Where appropriate, our compliance processes are not limited to complying with the law. For example, in addition 
to compliance with regulations regarding integrity in business relationships, consumer protection and personal 
data protection rules (GDPR), we consider other types of guidance such as OECD Guidelines, ILO conventions, 
UN Global Compact, and the International Monetary Fund’s initiatives for distribution of value, progressive 
taxation, investment in human capital and development of inclusive growth.
5.1.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
Our ethical culture begins in our governance bodies, their members, and their proper oversight of our business. 
Key aspects of Stellantis governance bodies, and their members, are described below with more detailed information 
available on the Company’s website  as well as in the Annual Report .
GRI 3-3
Go to the Company’s website  
https://www.stellantis.com/en
Annual report 
 
https://www.stellantis.com/content/dam/
stellantis-corporate/investors/financial-reports/
Stellantis-NV-20221231-Annual-Report.pdf
ETHICS AND 
COMPLIANCE GOVERNANCE
Board 
of Directors
Audit Committee 
ESG Committee
Leadership 
CEO / Strategy Council / 
Other key committees 
Ethics and Compliance Committee / 
Technical Compliance Committee
Chief Audit and Compliance Officer 
& Compliance Staff
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5.1.4.1 The Composition of the Board of Directors 
Stellantis has a one-tier Board of Directors  that includes executive and non-executive directors. According to Dutch Law 
and article 20.2 of Stellantis’ Articles of Association the chairperson of the Board of Directors shall be independent and have 
the title of Senior Independent Director. The Board of Directors is composed of eleven members: two executive members 
and nine non-executive members, including the Senior Independent Director. The executive members received by the 
Board the titles of Chairman and Chief Executive Officer respectively. Six non-executive members qualify as independent 
for purposes of NYSE rules, Rule 10A-3 of the Securities Exchange Act of 1934, as amended (the “Exchange Act”) and the 
Dutch Corporate Governance Code. The Board of Directors, as a whole, is responsible for the strategy of the Company. 
It is the responsibility of the non-executive Directors to oversee the policies carried out by the executive Directors and 
the general affairs of the Company. Following their appointment, Directors participated in induction sessions designed 
to provide them with adequate knowledge of the sector in which the Company operates. These sessions were led by 
management teams and included the following topics: 
GRI 2-9
GRI 2-10
GRI 2-17
GRI 205-2
Read more  
https://www.stellantis.com/en/company/
governance/board-of-directors
	
■auto OEM business overview with a focus on geographic presence, corporate footprint, R&D methodologies and applications 
	
■new product development process including solutions to reduce vehicles CO2 emissions, notably through electrification, 
in line with the climate change challenge 
	
■technological challenges, including software developments driving innovation in the industry and customer experience 
	
■auto OEM strategy plans, new emerging players and disruptive innovation and business models.
As part of the process relating to the Board activities, in 2022 the management continued to provide regular updates on 
the topics treated during the induction sessions.
Diversity is one of Stellantis’ core values and members of the Board and its committees are selected on the basis of 
professional and personal qualifications, as well as diversity factors that include age, gender, expertise, work and personal 
background and nationality. We aim to achieve, with an overriding emphasis on merit, a Board composition with: (a) 
women occupying at least 40% of the seats of the Board; as soon as the resolutions taken by shareholders in the context 
of the merger will expire and the renewal of seven members out of eleven of the Board of Directors will become feasible 
(b) members whose nationality is reasonably consistent with the geographic footprint of Stellantis’ business in such 
manner that no nationality shall account for more than 60% of the members of the Board of Directors; and (c) one or more 
members of the Board of Directors will be under 50 years of age on the day of their nomination.
Board Member Skills Relating to Economic, Environmental and Social Impacts
The Board comprises diversified profiles in terms of gender, work, personal background and nationality. Members of the 
Board of Directors are selected on the basis of professional and personal qualifications in a manner designed to ensure 
sufficiently diverse and complementary skills to enable these members to oversee the Company’s strategy. 
GRI 2-17
55%
of the members of the 
Board are independent 
47%
55-64 Years
31%
65-75 Years
22%
35-54 Years
27%
of the members of the 
Board are women
Average Board 
membership
2.2
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The skills of the members of the Board relate to either specific operational experiences or performance as responsible for 
oversight over major challenges at other corporations where the directors also serve as members of the board. The skills 
are summarized in the following matrix: 
CLIMATE 
CHANGE 
DIVERSITY 
& HUMAN 
RIGHTS 
RISK 
MANAGEMENT
CYBER 
SECURITY
NEW 
BUSINESS 
MODEL 
INDUSTRY*
CORPORATE 
SOCIAL 
RESPONSIBILITY
GOVERNANCE
FINANCIAL 
AND 
ACCOUNTING
 BOARD 
MEMBERSHIPS
John Elkann 
3
Carlos Tavares
1
Robert Peugeot 
4
Henri de Castries 
4
Andrea Agnelli
4
Fiona Clare Cicconi 
0
Nicolas Dufourcq 
4
Ann Frances 
Godbehere
1
Wan Ling Martello 
3
Jacques 
de Saint-Exupéry 
0
Kevin Scott 
0

* Industry: the Automobiles industry is under the Consumer Discretionary sector according to GICS Level 1 sector classification.
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8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
5 ETHICAL CULTURE
5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
5.1.4.2 Compensation of Directors and Executive Managers
Remuneration of the Board of Directors, for both executive and non-executive Directors, is governed by the Remuneration 
Policy, which was approved at the Stellantis Annual General Meeting held on April 15, 2021. It takes into account scenario 
analyses as well as the pay differentials within the Company, compensation levels offered in the market, and shareholder 
and general societal views on compensation. 
The Company follows a pay for performance compensation philosophy at all levels in the organization ensuring that the 
compensation strategy is competitive and is structured to attract and retain key staff of the requisite quality.
The principles and rules decided on by the Board of Directors to determine the compensation and benefits granted to 
executive directors take into account principles of completeness, balance, consistency and measurement. 
The Company periodically benchmarks its executive compensation program and the compensation offered to Directors 
against peer companies and monitors compensation levels and trends in the market as well as international standards 
regarding appropriate remuneration. For this reason, non-financial performance indicators are taken into account when 
formulating the Company’s compensation structure. 
The design of our compensation program ensures that a significant portion of each executive’s overall compensation 
is based on the achievement of long-term performance objectives through the Company’s long-term incentive plan, in 
the belief that placing significantly more weight on the long-term component is appropriate to align the Directors’ and 
corporate officers’ efforts with the Company’s strategy, long-term interests and sustainability.
The Board of Directors is assisted by its Remuneration Committee in reviewing and approving corporate goals and annual 
and long-term performance objectives relative to incentive compensation of executive directors, including other members 
of the top management team and eligible personnel.
The 2023 annual bonus plan will include the additional ESG metric of reductions in carbon emissions principally through 
the growth in production and sales of electric vehicles.
Other employees eligible for the incentive plans shown in the above table may receive incentive compensation based 
on the same CSR performance metrics but with different weighting. Individual goals may also include financial and/or 
non-financial performance measures.
5.1.4.3 Committees supporting governance of Stellantis
The ESG Committee of the Board of Directors
The ESG Committee reviews the Company’s CSR roadmap, achievements and disclosures. In addition, the ESG Committee 
periodically assesses the performance of individual directors and reports on this to the Board of Directors.
In 2022, the ESG Committee reviewed the updates of the Company’s policies in relation to Diversity of the Board of 
GRI 2-9
GRI 2-12
GRI 2-18
The Company periodically 
benchmarks its executive 
compensation program
GRI 2-18
GRI 2-19
GRI 2-20
GRI 415-1
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
Directors, Profile for Non-Executive Directors and Bilateral contacts with shareholders and submitted the related drafts 
to the Board for approval.
The ESG Committee members participated in informative sessions led by management teams and designed to provide 
them with adequate updates in the fields of the Company transformation through the development of human capital, the 
global philanthropy strategy, and global, European and U.S. trends in governance .
Read more 
 
https://www.stellantis.com/content/dam/stellantis-
corporate/group/governance/corporate-regulations/
Stellantis_ESG_Committee_Charter.pdf
The Stellantis Annual Report provides details of the membership, skills and work of the Company’s Board of Directors and 
its committees, together with information on the skills of each of their members, as of December 31, 2022. The Board met 
6 times during 2022. The average attendance at the Board meetings as well as the Committee meetings was 100 percent. 
The Audit Committee of the Board of Directors
The Stellantis Audit Committee is charged with assisting and advising the Board of Directors with respect to the 
implementation and effectiveness of the Company’s ethics and compliance program, among other things. In so doing, the 
Audit Committee oversees and monitors the quality and completeness of the Company’s compliance policies and practices 
with respect to applicable legal and regulatory requirements, as well as with the requirements and objectives of the 
Company’s Code of Conduct. The Committee’s review reaches the compliance program as a whole and therefore is global 
in nature. The Audit Committee meets with the Company’s management, including finance staff, audit and compliance 
staff, and legal staff to discuss, among other things, any significant legal, regulatory, Code of Conduct or other compliance 
related matters, arising anywhere in the world, that could have a material adverse effect on the Company’s business, 
financial statements or operations.
As stated in the related Charter, the function of the Audit Committee shall be to assist and advise the Board of Directors 
and act under authority delegated by the Board of Directors, with respect to among others the Company’s policy on tax 
planning adopted by management .
The Remuneration Committee of the Board of Directors
The Board of Directors is assisted by its Remuneration Committee in reviewing and approving corporate goals and annual 
and long-term performance objectives relative to incentive compensation of executive directors, including other members 
of the top management team and eligible personnel .
The Ethics and Compliance Committee
The Ethics and Compliance Committee oversees all of Stellantis ethics and compliance policies and initiatives, sets targets, 
reports to the CEO and periodically reports to the Board of Directors through the Audit Committee. The Ethics and 
Compliance Committee is chaired by the Chief Human Resources and Transformation Officer. The other members include 
the General Counsel, the Chief Audit and Compliance Officer and the Chief Legal Officer. The Ethics and Compliance 
Committee met six times in 2022.
Stellantis Audit 
Committee Charter 
https://www.stellantis.com/content/dam/
stellantis-corporate/group/governance/
corporate-regulations/Stellantis_Audit_
Committee_Charter.pdf
Stellantis Remuneration 
Commettee Charter 
 
https://www.stellantis.com/content/dam/
stellantis-corporate/group/governance/
corporate-regulations/Stellantis_Remuneration_
Committee_Charter.pdf
6
Key Leadership Organizations 
in 2022
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
The Committee is responsible for determining the general direction of the Company’s ethics and compliance policies, 
based on external factors (new risks, emerging stakeholder expectations, benchmarking and new legislation) as well as 
internal considerations (risks identified by the integrated risk assessment that considers data from executive interviews, 
as well as data from reported cases in the Whistleblowing Policy Integrity Helpline). The Committee is also responsible for 
developing tools necessary to implement the ethics and compliance policies. The Committee also reviews whistleblowing 
cases and elevates to the Audit Committee cases of potential significant financial impact, reputational damage, or other 
cases that are strategic according to elevation criteria set forth in the charter of the Ethics and Compliance Committee. 
In line with the global scope of the Code of Conduct and the compliance policies, the Committee’s directives are usually 
global, unless special considerations require jurisdiction-specific attention. For example, the Committee has focused 
on compliance with the evolving western sanctions and export controls relating to the Russia-Ukraine conflict as a 
jurisdiction-specific instance of its global policy to comply with applicable laws. 
The Technical Compliance Committee
The Technical Compliance Committee oversees the Technical Safety and Regulatory Compliance organization's compliance 
with laws and regulations relating to vehicle and product safety, emissions, and other issues of a technical nature that 
involve regulatory compliance. The delivery of high quality and safe products is one of our overarching objectives, and 
integrity drives our detection, investigation and remediation of any issue of a technical nature that may jeopardize the 
safety of our customers, the quality of our products, or our compliance with regulatory requirements, including but 
not limited to emissions regulations. In addition to technical controls, we employ our whistleblowing channel to gather 
information about suspected noncompliance and review specific cases within our Technical Compliance Committee, and 
our Always with Integrity communication campaign focuses in significant part on the importance of reporting any safety 
and emissions concerns. 
Leadership Team
The general authority to represent the Company is vested in the Board of Directors and the CEO acting individually. 
On certain key business matters, the CEO is supported by the key governance committees, in particular the Strategy 
Council, Business Review and Global Programme and Allocation Committees. These bodies are responsible for executing 
the decisions of the CEO and Board of Directors and the day-to-day management of the Company, primarily to the 
extent it relates to its operational management, including reviewing the operating performance of the businesses and 
collaborating on certain operational matters. The CEO and members of key governance committees are expected to have 
exemplary conduct that is consistent with the Code of Conduct, and from time to time lead communications campaigns 
that help promote the Company’s culture of integrity .
Stellantis Board Regulations 
  
https://www.stellantis.com/content/dam/
stellantis-corporate/group/governance/
corporate-regulations/Stellantis_Board_
Regulations.pdf
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
5.1.5 POLICIES FOR ETHICS IN OUR BUSINESS 
The culture of integrity that begins with our governance bodies is based on values that are expressed at all levels and 
functions in key charter documents and appropriate policies. 
ETHICS AND COMPLIANCE MONITORING
GRI 2-28
GRI 3-3
Tax 
Compliance
Accounting & 
Financial Reporting
Intellectual 
property
These topics are managed 
under the responsibility of 
the business area
Customs
Health & 
Safety
Environmental
Vehicle Safety & 
Regulatory*
Communications 
/ Social Media
Data 
Privacy
The business/functional area 
manages these topics and 
reports to the Compliance 
Committee
Anti Money 
Laundering
Lobbying & political 
contributions
Insider Trading
Competition 
Law
An assigned business/
functional area manages and 
develops plans to address 
this risk. The Compliance 
Committee is made aware of 
plans and risk management
Whistleblowing line
Information & Cyber Security
Conflicts of Interest
Anti-Bribery/Corruption
Human Rights
Records Management
3
rd Party Management
Compliance Culture
Export Controls & Sanctions
CODE OF CONDUCT
The Compliance Committee 
reviews significant activities 
and initiatives related to 
policies, awareness, training, 
risk assessments and risk 
management
* Managed in the Technical Compliance Commmittee
Note: All areas may be included in the audit risk 
assessment and may be included in the audit plan
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
5.1.5.1 Code of Conduct
Our core values are set forth in the Stellantis Code of Conduct. The Stellantis Code of Conduct was approved by the 
Board of Directors of Stellantis N.V. in March 2021. It applies to the members of the Stellantis Board of Directors, Stellantis’ 
officers, full-time and part-time employees, temporary and contract workers. Stellantis also expects its stakeholders, 
including suppliers, dealers, distributors, and joint venture partners, to act with integrity and in accordance with the Code. 
It is the responsibility of all workforce members to report suspected or potential violations of the Code of Conduct.
The Stellantis Code of Conduct focuses on four main areas: 
	
■the protection of the Stellantis workforce, including a commitment to diversity, fairness, and health and safety, and to 
the United Nations declaration on human rights and the International Labor Organization’s declaration on fundamental 
principles and rights at work 
	
■the way that Stellantis conducts business, engaging in sustainable practices that promote vehicle safety, quality, data 
privacy and environmental protection, and that comply with other applicable laws and regulations, such as anti-bribery, 
anti-money laundering, insider trading and others 
	
■the interaction of Stellantis’ workforce with external parties, including the avoidance of conflicts of interest and the 
support of our communities 
	
■the protection of Stellantis’ assets and information. 
The principles of the Code are applicable globally, and our communications, training, and discipline aim at creating a 
uniform culture of integrity wherever Stellantis conducts business. 
At Stellantis, we do not allow any retaliation against any person who makes a report in good faith or who cooperates in 
an investigation. Interested parties are allowed to report a concern confidentially and anonymously where allowed by law. 
Any retaliation is subject to disciplinary action.
The Stellantis Code of Conduct is available under the Governance section on the Company’s website .
5.1.5.2 Company’s Compliance Policies
Stellantis policies provide further details and guidance regarding the principles established in the Code of Conduct. These 
include policies on Anti-corruption, Export Controls, Conflicts of Interest,and others. The policies are tailored to the business 
of the Company, and emphasize integrity, transparency, compliance with applicable legal or regulatory frameworks, and 
establish a foundation for sustainability. 
The Policies are supplemented by Procedures that give detailed guidance on the implementation of the policies. By the 
end of 2022, approximately 30 compliance-related Policies and Procedures have been published to supplement the Code, 
Compliance Policies and Procedures are subject to the review and approval of the Ethics and Compliance Committee . 
GRI 2-23
GRI 205-2
Code of Conduct 
 
https://www.stellantis.com/en/company/
governance/code-of-conduct
Compliance-related Policies 
and Procedures 
 
https://www.stellantis.com/en/company/
governance/corporate-regulations
Our core values
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2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
5.1.5.3 The Company’s Tax Policy
The Company’s Tax Policy (the “Tax Policy”) is approved by the Audit Committee of the Board of Directors and is published 
on the Company’s website .
The Vice President of Tax is responsible for centralized coordination and management of the Tax Policy and for ensuring 
that the Company complies with all fiscal obligations for administering and paying all applicable taxes. 
These responsibilities are achieved through a dedicated Company tax structure of Regional Heads and Sector Heads of 
Tax who manage all tax-related matters at the Company level and within each of the Business Operating segments and 
Service companies, which are clearly defined and regularly updated. The Tax Policy is approved by the Audit Committee 
of the Board of Directors, and is implemented under the direction of the Chief Financial Officer. The Tax Policy and 
supporting policies have been adopted to ensure that Tax Compliance, Tax Planning and Tax Risks are effectively and 
consistently managed at the Regional, Sector and Company levels. The Tax Policy is guided by the primary consideration 
that all material tax positions taken by the Company must comply with applicable laws and regulations and with the core 
principles that define the Company’s relationships with its main stakeholders and govern how it conducts its business 
activities.
The Company’s policy is to pay taxes legally due in countries within the course of its industrial or commercial activities, 
without artificial arrangements that shift value to low-tax jurisdictions. Under the same policy, cross-border transactions 
are conducted on an arms-length basis in accordance with applicable laws and regulations, including OECD Guidelines 
where applicable. Secrecy jurisdictions or so-called ‘tax havens’ are not to be used for the avoidance of tax.
The Company’s annual tax disclosures are included within the financial statements and accompanying footnotes available 
on the Company’s website.
5.1.5.4 The Company’s Public Affairs policy
Responsible Public Affairs Practices 
Stellantis Public Affairs practices adhere to the UN Global Compact recommendations toward responsible contributions 
to public debate. Our relationship with governments is respectful, proactive and transparent. In line with Stellantis 
CSR commitments, the Company takes part in public debate on a wide range of issues, including those related to the 
automotive industry, ecology and the environment, transportation and mobility, data protection, road safety, regional 
development and international trade. 
Public Affairs Organization We monitor applicable legislation and regulations, and we bring our expertise to the 
development of regulations and standards that are responsive to the needs of our customers, communities and other 
stakeholders.
GRI 2-27
GRI 207-1
Company’s Tax Policy 
 
https://www.stellantis.com/content/dam/
stellantis-corporate/group/governance/
corporate-regulations/Stellantis_Tax_
Policy_2021.pdf
GRI 415-1SDG 16: PEACE, JUSTICE AND STRONG INSTITUTIONS
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
In order to regulate its practices and make them clear to external contacts, Stellantis has adopted a specific charter 
for relations with public institutions. Furthermore, the Company has determined a specific delegation of authority  
applicable to Public Affairs to determine (1) how Corporate positions are defined and (2) which Professional Memberships 
Stellantis adheres to. The senior leaders of all regions have received a training on both documents and are responsible to 
inform their team accordingly. Both the charter and the delegation of authority apply to Stellantis employees who interact 
with public authorities (governments, parliaments, administrations, local authorities, etc.). They are to carry out their 
activity with probity and integrity, following the principles outlined in the charter and summarized below:
Read more 
 
https://www.stellantis.com/content/dam/
stellantis-corporate/group/governance/
code-of-conduct/Stellantis-Group-Public-
Affairs-Charter-Procedure-EN.pdf
	
■Control of practices: Per Stellantis delegation of authority, new positions taken on the most significant topics are 
approved by the CEO and debated in the Strategy Council. Moreover, Stellantis’ positions on public issues are aligned 
with Dare Forward 2030. The Public Affairs Department is placed under the authority of the General Counsel who 
reports directly to the CEO. As outlined in section 2.4  related to “climate governance”, all senior executives have 
incentive plans based on the CO2 performances of the Company, hence, the public positions taken by Stellantis are 
aligned with the climate change ambition of the Company. At an operational level, the managers in the Public Affairs 
Department are tasked with upholding the Stellantis Code of Conduct and the Charter with Public Institutions and to 
ensure that their teams do as well. New members of the Public Affairs Department are trained on the governance of 
Public Affairs and the corporate policies that apply to Public Affairs. Incentive plans for the Public Affairs Department 
include, as part of their goals, meeting the Company strategic plan which cite Stellantis’ environmental objectives. 
The Public Affairs Department may be audited by the Internal Audit Department which acts independently. 
Stellantis’ audit plan is based on a risk assessment process and is updated at regular intervals throughout the year. 
If, pursuant to the risks assessment, they were identified as being risky, they would be added to the audit plan.
	
■Transparency: For each CSR macro risk, the Company outlines its public position in the CSR report. Contributions to public 
debates are in line with the described position, taking into account the local context. In order to ensure transparency 
in its dealing with public authorities, the Company complies with the international rules governing influential practices. 
Stellantis reports as required by law the activities and interactions between Stellantis and authorities and complies with 
the obligation of disclosure in the relevant registers of interest. For instance, in the U.S., federal lobbying is regulated by 
the U.S. Congress. Stellantis files quarterly reports that disclose spending on relevant activities and the specific topics 
addressed in interactions with particular public officials . Similarly, we register in the transparency register in the EU, 
in France and in Germany .
 For more information refer to 2.4
	
■Political neutrality: Stellantis applies a policy of political neutrality; it does not make financial contributions to political 
parties or political candidates, in conformance with the Code of Conduct and the Charter for relations with Public 
Institutions.
Read more  
https://lda.senate.gov/system/public
Transparency register in theEU 
https://ec.europa.eu/transparencyregister/
public/consultation/displaylobbyist.
do?id=986044541551-20
Transparency register in France  
https://www.hatvp.fr/fiche-organisation/
?organisation=879786085
Transparency register in Germany  
https://www.lobbyregister.bundestag.de/
informationen-und-hilfe/information-in-
english-876238 
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5.1.6 ALLOCATED RESOURCES TO ACHIEVE OUR ETHICAL OBJECTIVES 
Stellantis has allocated human and economic resources to maximize the attainment of its ethical objectives. Currently 
approximately 300 persons work within the Audit and Compliance organization, out of which more than 40 are devoted 
to Compliance. There are audit leads for each Stellantis business region, and auditors and investigators in major cities 
where Stellantis has a presence. There is one Compliance lead for the Americas, and another for ROW (all other regions), 
with some shared global responsibilities between the two. The Chief Audit and Compliance Officer has a budget designed 
to allow the organization to meet its objectives, which is reviewed and approved by the Ethics and Compliance Committee 
after careful deliberation. The Audit and Compliance budget is approximately €42 million in 2022. The ethics and compliance 
objectives include a focus on the Code of Conduct, the Integrity Helpline, Conflicts of Interest, Anti-Bribery/Corruption, 
Gifts and Entertainment, Risk Management; Third Party Management; Compliance Culture/Training; Protecting Assets, 
Charitable Giving, Export and Trade Regulations and others. 
AUDIT AND COMPLIANCE ORGANIZATION 
GRI 3-3
GRI 205-1
Audit & Compliance
Chief Audit and Compliance Officer
North America 
Audit
Enlarged 
Europe Audit
Financial & 
Functions
Enlarged 
Europe Audit 
Industrial & 
Commercial
South America 
Audit
MEA Audit 
(interim)
China Audit
India + Asia 
Pacific Audit
Risk 
Management, 
Security and 
Insurance
America’s
Compliance
Enlarged Europe 
/ MEA / China / 
Asia Pacific
Compliance
Global Training 
/ Communication
Compliance
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Every year, Stellantis’ memberships worldwide for the following year are reviewed and formally approved by the relevant 
EVP. As such, the General Counsel, with oversight over Stellantis Public Affairs, reviewed and approved the Public Affairs’ 
spending of the Company. In 2022, the Company consolidated its global budget for public affairs activities for the first 
time, yielding a budget of €10,66 million. This amount represents both the amount spent internally as well as the amount 
spent in Auto Associations and is detailed per region in the table below:
Contribution in million €
Internal
Auto Associations
Total
Enlarged Europe
2022
1.38
2.47
3.85
North America
2022
2.07*
3.4
5.47
South America
2022
0.23
0.8
0.99
Asia
2022
0
0.3
0.25
Middle East & Africa
2022
0
0
0.00
China
2022
0
0.01
Total
2022
3.68
6.9
10.58
2021
2.9
2.2
5.1**
* In the U.S., federal lobbying costs are reported based on the definitions included in the lobbying and tax laws. Lobbying costs are not reported in 
Canada and Mexico.
** The 2021 amounts are the result of a different calculation methodology and are not directly comparable.
In order to ensure consistency of reported amount on a worldwide basis, in 2022, Stellantis is reporting expenditures 
related to these activities on a global basis where a public affairs team is present. In 2021, the amount spent were using 
different allocations, for instance only 25% of the association’s costs were included in the EU budget and is therefore not 
directly comparable with 2022.
The internal spending includes
	
■labor costs (including General and administrative costs) for hours spent (100%)
	
■amount paid to third party firms (100%), and
	
■travel, meals, and other expenses incurred (100%).
Our corporate policy does not allow financial contributions to political parties and prohibits financial relations with officials, 
therefore is no such amount reported in the resources spend on public affairs activities. 
The Automotive Associations amounts are the amount (spent in membership fees in 2022). We elected to focus on 
the Auto Associations memberships, as these are the main external conduit through which Stellantis undertakes 
activities that could be considered as lobbying. Note, that Stellantis is a member of other associations for a variety of 
purposes, including information gathering or negotiations with unions; those associations may undertake activities 
considered as well. 
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5.1.7 INITIATIVES AND ACHIEVEMENTS IN THE PURSUIT OF ETHICAL EXCELLENCE
The Company has launched, and will continue to launch, various initiatives designed to continue developing its ethical 
culture. Some notable initiatives in 2022 include the following: 
Audits
Internal Audit and Compliance Department includes regulatory compliance and the Ethics and Compliance Program within 
the scope of its annual audit plan. Pursuant to the department’s procedures for the selections of topics for internal audits, 
the department may choose to review adherence to policies dealing with competition, anti-corruption, data privacy, 
export controls and other compliance-related topics.
At appropriate times, the Company selects external parties to conduct audits of specific functions. External Audits 
performed by independent auditors include topics such as Integrity Helpline, emissions-related regulatory compliance, 
environmental health and safety, and energy management systems. The Integrity Helpline and compliance with 
emissions regulations as well as applicable agreements with certain governing agencies are audited by those 
governmental agencies, while environmental health and safety, and energy management systems are audited by an 
accredited ISO Certification body. 
As mentioned above in section 5.1.3 , the Company also conducts a Compliance Assessment to ensure that the Ethics 
and Compliance Program identifies compliance risks, takes proper steps to mitigate such risks, and does so in an efficient 
manner. This process includes information from various internal sources, but also incorporates benchmarking from 
organizations devoted to corporate ethics, such as Ethisphere .
Communications and Trainings 
In 2021 the Company set out to build an ethical culture for the new Stellantis, emphasizing messages from the CEO and 
senior leaders about the Code of Conduct and Integrity Helpline. In 2022, the Company continued the Code of Conduct, 
the anti-corruption and Data privacy trainings started in 2021. 
Ethics and compliance e-learnings
Areas
Number of 
hours 
Number of 
Employee trained
% of employees trained 
vs target 
Code of Conduct (2021- 2022)
51,827
77,353
90%
Anti-corruption (2021-2022)
22,078
29,437
99%
Data privacy (2021- 2022)
33,506
79,777
93%
Total
107,411
GRI 205-1
 For more information refer to 5.1.3
Stellantis Audit Committee Charter 
https://www.stellantis.com/content/dam/
stellantis-corporate/group/governance/
corporate-regulations/Stellantis_Audit_
Committee_Charter.pdf
Robust Ethics and Compliance 
Auditing and Training
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In 2022, the Company focused on enhancing the workforce’s awareness and knowledge of its policies and procedures, 
through the roll-out of awareness initiatives such as the Virtual T-shirts program (where compliance topics appear in 
virtual t-shirts) and the Always With Integrity video series by senior leaders. 
In the second part of the year, the Company launched the Ethical Culture Survey, the first step of the new Ethics Experience 
initiative aimed to engage the workforce around ethics and compliance. According to the results of the survey, 95% of 
respondents believed the Code of Conduct was easy to understand and relevant, and that the Company is living the 
principles established in the Code of Conduct. By December 2022, 77,353 people had been trained, comprising 90 percent 
of the active white collars employees at the end of the year.
The Company also launched an anti-corruption e-learning training in late 2021 and at the end of September 2022, 29,438 
employees had completed the course.
In 2022, Stellantis proposed corporate trainings to managers to prevent Fraud and classrooms (The Ethical Leadership 
Engagement Program) to create an ethical and transparent environment. These classrooms were launched in Q3 is 
targeted to middle managers of which 8,308 were trained in 2022. 
White collar employees were also trained trough e-learning to understand why reporting is essential for the Company 
and how to lift the barriers of reporting and to overcome them.
2022 Ethics and compliance training initiatives
In 2022
Number of 
hours
Number of 
employee trained
% of the 
targeted employee
Phishing 
(completed)
18,246
72,984
94%
Fraud prevention e-learning 
(for Managers only) in progress
40,062
40,062
82%
Ethical leadership classroom 
(for Managers only) in progress
6,231
8,308
62%
Speak-up! Give your voice to concerns 
(for white collars only) in progress
16,916
50,748
85%
Total
81,455
Enhancements to the Integrity Helpline 
The Stellantis’ Whistleblowing Policy Integrity Helpline, known as the Integrity Helpline, is a global tool to register 
concerns, disclose conflicts of interest or to request advice about Company policies, anonymously if so desired by the 
reporter and if permitted by law. In 2022, the Integrity Helpline developed special modules for the reporting of gifts and 
entertainment expense. The Stellantis Integrity Helpline is available 24/7 by phone or web and is designed to ensure 
that any suspected violations of our Code of Conduct can be reported, received, and resolved properly and efficiently. 
ACT
Be an example 
for the Team
SPEAK UP
Promote ethical standards 
in business life
LISTEN
Encourage open door 
communications
REACT
Take appropriate 
actions
ETHICAL LEDERSHIP 
PRINCIPLES
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
Our “Always with Integrity” campaign highlights the availability of the reporting system for all types of concerns, including 
vehicle safety and regulatory concerns. This system continues to be provided by a specialized independent service 
provider and used for reporting investigations by trained and skilled resources. It is open to workforce members, business 
partners and other stakeholders and is accessible on Stellantis’ website . As in 2021, workforce members have the ability 
to raise questions about the Code of Conduct or reports of potential violations to their direct supervisors and the Human 
Resources, Compliance, and Legal Departments.
Read more  
https://www.stellantis.com/en/company/governance/
how-to-report-a-violation-of-the-code-of-conduct
Any doubts on 
Code of Conduct violations?
SPEAK TO
Direct 
Supervisor
Compliance 
Department
Human 
Resources
Legal 
Department
REPORT TO
THE INTEGRITY HELPLINE
www.integrityhelpline.stellantis.com
Integrity Helpline case resolution process 
For all reports received of alleged violations to the Code of Conduct, a preliminary assessment of the allegation is 
performed by the Integrity Helpline Regional Delegate, who assigns a priority to the case based on specific criteria. 
A personalized response is provided to the reporter and if necessary a request for further information. The case is 
then assigned to a specific team of trained and specialized investigators. Upon completion of the investigation an 
outcome of Confirmed; Not Confirmed; Not Confirmed with Issue is assigned to the case and any potential action 
plans to be implemented are proposed by management. The Stellantis Regional Ethics and Compliance Committees 
(ECC) are periodically presented with the proposed final case disposition and remediation actions, for approval. 
Only cases meeting specific escalation criteria are reported to the Global ECC and subsequently to the Audit Committee. 
Final feedback is provided to the reporter. 
PROCESS FLOW FOR ALLEGATIONS OF NON-COMPLIANCE
Whistleblowing
Web/Telephone
INTEGRITY HELPLINE
Email/phone
open door
hard copy
Integrity Helpline
Ethics Point 
Incident 
Management 
system
Protocol 
number
Internal Audit and Compliance
Preliminary 
Evaluation
Is the 
Whistleblowing 
Case detailed
NO
Archived
YES
Analyzed
Ranking 
attribution 
to relevant 
department
Investigation
Update to 
the case info 
on IH
Reporting
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5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
In 2022 there was an overall increase in cases with respect to the previous year. The trend of received cases was 
notably impacted by the new Stellantis Integrity Helpline system launched in November 2021, that was supported 
by Communication and Training initiatives which continued throughout 2022 and ensured a significant increase of 
awareness.
Number of allegations received
% of allegations received 
Protecting our workforce
2022
1,413
76%
2021
1,077
71%
Conducting business
2022
68
4%
2021
36
2%
Interacting with external parties
2022
67
4%
2021
60
4%
Managing our assets and information
2022
314
17%
2021
351
23%
Total
2022
1,862
100%
2021
1,524
100%
Sanctions and Export Controls
The 2022 Russia/Ukraine conflict required the Company to devote special attention to the controls designed to ensure 
regulatory compliance with economic sanctions and export controls (“Sanctions”). In addition to ad-hoc informational 
flows to ensure awareness of Sanctions and avoid unintentional violations, in 2022 the Company audited its Sanctions 
vetting program and expanded the application of its vetting protocols with a new service provider to include vetting of 
its business partners that identifies when a business partner is owned in greater than 50% by a person or entity that is 
blocked pursuant to Sanctions.
Third Party Due Diligence
In January of 2022 the Company published its Third Party Due Diligence Policy and concluded its basic harmonization 
of the due diligence processes of Groupe PSA and FCA N.V. into a single process for Stellantis. A detailed Procedure 
was published internally in May. The Third Party Due Diligence program is conducted with a specialized external 
service provider and selects business partners for due diligence on the basis of risk criteria that are described in 
the Procedure. Those criteria include corruption perception for the jurisdiction, financial exposure, and nature of 
business conducted with the business partner. Due diligence reports of various levels of depth are obtained for 
selected business partners depending on the level of overall risk identified. Once a business partner is in the due 
diligence system, continuous monitoring tools (operating 24/7) will search an extensive data lake of information 
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sources for any risk-related information related to that business partner, resulting in relevant alerts for Stellantis. 
The due diligence information is made available to management for the purposes of determining whether to do 
business, or to continue doing business, with the parties that are the subject of due diligence. The first launch of 
the new process occured in the second half of 2022, and included due diligence on approximately 500 dealers in 
high-risk jurisdictions, and 500 suppliers that represent approximately 80% of the Company’s annual spend. 
5.1.8 DETAILED KEY PERFORMANCE INDICATORS
The following table sets out in full the automotive associations to whom we adhered in 2022
FUNCTION 
OR REGION
COUNTRY
ASSOCIATION
CHINA
China
CATARC (China Automotive Technology and Research 
Center)
ENLARGED 
EUROPE
UK
SMMT (Society of Motors Manufacturers & Traders)
Belgium
ACEA (European Automobile Manufacturers Association)
France
PFA Plateform Automobile, CCFA (Comité des Constructeurs 
Français Automobiles)
Germany
Verband der Automobilindustrie e. V. (VDA), 10117 Berlin
Germany
NAFEMS (National Agency for Finite Element Methods and 
Standards)
Spain
ANFAC (Asociación Española de Fabricantes de Automóviles 
y Camiones)
Italy
ANFIA (Associazione Nazionale Filiera Industria 
Automobilistica)
Germany
VDIK (Verband der Internationalen Kraftfahrzeughersteller)
France
AUTOSAR (AUTomotive Open System ARchitecture)
Spain
ANFAC - Asociación Española de Fabricantes de 
Automóviles y Camiones
Serbia
Association of Motor Vehicle Manufacturers of Serbia
France
GALIA
Portugal
ACAP - Associação Automóvel de Portugal
FUNCTION 
OR REGION
COUNTRY
ASSOCIATION
ENLARGED 
EUROPE
France
EUCAR - European Council for Automotive Research and 
Development
Serbia
Serbian Association of Importers of Vehicles and Parts
Switzerland
UPSA (Union des Professionnels suisse de l'Automobile)
Belgium
FEBIAC (ACEA) (Fédération Belge de l'Automobile & du 
Cycle)
Germany
VDA - GTB Umlage
Germany
Stifterverband für die deutsche Wirtschaft / VDA - Umlage 
für Stifterverband (Belegschaftsumlage)
France
ASTE (Association pour le développement des Sciences et 
Techniques de l’Environnement)
Hungary
MAGE (Magyar Gépjárműipari Egyesület)
France
CNPA (Conseil National des Professions de l'Automobile)
France
ECF (European Caravan Federation)
Germany
VDA - IW-Umweltinstitut
Portugal
ARAC (Associação dos Industriais de Aluguer de 
Automóveis sem Condutor)
France
Fondation VEDECOM (ex-Moveo)
Germany
VDA - Logistik-Umlage
Dealers and top suppliers included in 
the first launch of the new process
1,000
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FUNCTION 
OR REGION
COUNTRY
ASSOCIATION
ENLARGED 
EUROPE
France
5GAA (5G Automobile Association)
France
CHADEMO
Portugal
ACAP (Associação Automóvel de Portugal)
Germany
VDA - Jahresumlage Finanzierung Fachbereich Aftersales
France
ERTRAC (European Road Transport Advisory Council)
France
H2 Mobilité France
France
SIA (Société des Ingénieurs de l'Automobile) - Cotisation
Belgium
Informex SA
Germany
WVM (WirtschaftsVereinigung Metalle)
Ukraine
EBA (European Business Association)
Germany
VDA - Schülerlotsendienst
France
ETSI - Cotisations
France
AFNOR Elec
France
CharIN (Charging Interface Initiative)
Greece
AMVIR (ΣΕΑΑ – Σύνδεσμος Εισαγωγέων Αντιπροσώπων 
Αυτοκινήτων)
France
AVERE (Association nationale pour le développement de la 
mobilité électrique)
Germany
VDA Referat "Historische Fahrzeuge", Berlin
Germany
House of Energy
Spain
GANVAM/GVVM/FEDEME
INDIA & ASIA 
PACIFIC
Japan
Japan Automobile Importers Association (JAIA)
Japan
Mikawa Port Promotion Association
Japan
Aichi Automobiles Promotion Association
Japan
Japan Auto Appraisal Institute
Malaysia
Malaysia Automotive Association
India
SIAM/ARAI (Association of Indian Manufacturers)
FUNCTION 
OR REGION
COUNTRY
ASSOCIATION
MIDDLE EAST 
& AFRICA
Turkey
ODD - Turkish association of car manufacturers and 
automotive suppliers
NORTH AMERICA
Mexico
AMIA (Asociación Mexicana de la Industria Automotriz)
U.S.
CCC (Car Connectivity Consortium)
U.S.
Alliance Automotive Innovation
U.S.
American Automotive Policy Council
Canada
Canadian Vehicle Manufacturers Association
U.S.
Automotive Coalition for Traffic Safety, Inc. (ACTS)
U.S.
CalETC (California Electric Transportation Coalition)
U.S.
Automotive Industry Action Group (AIAG)
Canada
North American Fleet Association (NAFA)
SOUTH AMERICA
Brazil
ANFAVEA (Associação Nacional de Fabricantes de Veículos 
Automotores)
Brazil
ABRACAF (Associação Brasileira dos Concessionários de 
Automóveis Fiat)
Brazil
ABRADIC (Associação Brasileira dos Distribuidores Chrysler)
Brazil
AEB (Associação de Comércio Exterior do Brasil)
Brazil
AER (Associação das Empresas usuárias de RECOF)
Argentina
ADEFA (Asociación de Fabricantes de Automotores)
Chili
ANAC (Asociación Nacional Automotriz de Chile)
Argentina
AEA (Associación Empresaria Argentina)
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5.2 Responsible management of personal information
5.2.1 CONTEXT AND STELLANTIS POSITION
CSR issue/challenge #12: Responsible management of personal information 
Given today’s ever-expanding connectivity and digitalization of activities, a lot of personal information is processed, e.g. 
online services, online shopping, social media, Internet of Things (IoT). Internet users who are not well–versed in the legal 
issues surrounding the privacy of information are becoming increasingly wary. This leads more and more regulators all 
over the world to define privacy regulations in order to protect fundamental rights and freedoms of natural persons 
concerning their personal information. The European General Data Protection Regulation (GDPR 
), which entered 
into force on May 25, 2018, is one of the first and most complete regulation, but other countries define their own local 
regulation (e.g. California Consumer Privacy Act, LGPD Brazilian data protection law).SDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURE
  SDG 16: PEACE, JUSTICE AND STRONG INSTITUTIONS
  SDG 17: PARTNERSHIP FOR THE GOALS
 
GRI 3-3
Responsible management of personal 
information
12
The challenges for companies consist of implementing all due processes fulfilling related regulations such as the European 
General Data Protection Regulation and others, especially by providing customers’ clear and transparent information. 
Stellantis aims to maintain a relationship founded on trust by working to ensure that personal data is kept confidential 
and only processed for valid purposes. Because the trust of our customers, employees and other concerned data subjects 
is fundamental, we take actions to adhere to data protection rules.
For Stellantis, the collection and processing of personal data is essential to bring customers the benefits from innovative 
services and products, these processes are intended to ensure full compliance with data privacy regulations.
The Company is committed to the legitimate protection of consumer information and striving to ensure safety and security 
of data. These activities also support the Company’s performance.
Company transformation through the software strategy
On Software Day December 7, 2021, Stellantis mapped out its software strategy to deploy next-generation tech platforms, 
building on existing connected vehicle capabilities to transform how customers interact with their vehicles.
This transformation will move Stellantis’ vehicles from today’s dedicated electronic architectures to an open software-
defined platform that seamlessly integrates with customers’ digital lives. This platform is designed to greatly expand the 
options offered to customers who can add, with their consent, innovative features and services via regular over-the-air 
(OTA) updates keeping vehicles fresh, exciting and updated years after they have been built.
Company’s public position
We commit to protecting customers’ and employees' personal data, and more globally personal data of all categories 
of data subjects. Mostly based on the European Data Protection Regulation and of corresponding regulations in other 
GDPR General Data Protection 
Regulation official text 
 
https://eur-lex.europa.eu/legal-content/EN/TXT/
PDF/?uri=CELEX:32016R0679&from=EN
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jurisdictions, we respect the privacy requirements of customers’ personal data for both current customers that use 
products and services, and prospective customers where data is obtained via Stellantis websites, apps, in the network 
or in-vehicle systems. We work to ensure that they are used appropriately while maintaining the principles relating to 
processing personal data such as lawfulness, fairness, transparency, data minimization, storage and purpose limitation, 
integrity and confidentiality. We implement processes to respect customers’ preferred contact methods to ensure that 
each customer has control over his personal data shared with our Company.
The protection of personal data is considered a fundamental right for customers and it is an important factor of confidence 
and loyalty contributing towards satisfaction. 
The Company through its participation in the discussions led by local and European bodies such as CCFA (Comité des 
Constructeurs Automobiles Français), VDA (Verband der Automobilindustrie) and Unione Industriale Association (Italy), 
works with the European authorities to shape how the GDPR is applied to vehicle manufacturers’ activities as well as to 
share a common understanding of privacy regulations related to new technologies applied to connected vehicles. 
The Company has already committed to the essential principles of GDPR “Privacy by Design” and “Privacy by Default” and 
is consistently improving the security of its data storage and exchange networks, especially with the connected car that 
has transformed vehicle manufacturers into experienced players on the subject of data protection. It carries out training 
and awareness-raising actions within the Company and takes part in working groups among professionals to foster the 
exchange of best practices. It consistently monitors the fulfillment of privacy regulations and works to take appropriate 
action when potential issues are identified.
5.2.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
The Company has already 
committed to the essential 
principles of GDPR 
“Privacy by Design” and 
“Privacy by Default”
GRI 3-3
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Responsible 
management 
of personal 
information
Owner: General 
Counsel
Protect personal data by 
processing information 
confidentially and 
according to applicable 
data protection 
regulations
% of complaints raised by 
Supervisory Authorities 
from customer privacy/
data protection 
infringements​
handled within 1 month 
(and/or due date required 
by the Authorities)
2022: 100%
2030: 100%
2040: 100%
100%
100%
12
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5.2.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
Privacy being now considered and understood as part of the fundamental rights and freedoms of persons, protection 
of personal data by Stellantis is taken into account at the earliest stage possible in our activities to avoid risks for data 
subjects and risks for the Company in terms of compliance with privacy regulations, reputation and operational efficiency. 
Of course, our first priority is to avoid risks for data subjects themselves when we process personal information of our 
customers, employees and other concerned data subjects.
5.2.3.1 Risks
The Company is managing three main categories of risks in this area:
	
■Non-compliance with existing and future regulations, that may lead to fines (e.g. up to 4% of annual turnover for 
European GDPR): Risks of non-compliance are mainly addressed by the privacy governance within the Company , 
but are also addressed through the training on privacy topics of our employees and by the management of our suppliers 
and partners with regards to privacy topics 
	
■Reputational risks, that may lead to a deterioration of our image and impact on sales: Risks of reputation are addressed 
by providing transparent and clear information to data subjects (e.g. customers, employees) and by providing them with 
easy access to their personal information 
GRI 3-3
 For more information refer to 5.2.4
 For more information refer to 5.2.7
	
■Risks related to operational efficiency, that may lead to redevelop existing non-compliant products and service: 
Risks due to inefficient internal processes, in terms of personal data protection, may concern various activities of the 
Company, such as:
	
●development of our products or services: the risks to develop non-compliant product or services (e.g. vehicles or 
other means of mobility’s development and more generally all necessary IT development we need for our activity) 
with regards to privacy regulations are addressed by a strong deployment of our “Privacy by Design” methodologies, 
aims to include the privacy requirements to enable products and services) to fulfil privacy regulations in internal 
projects methods
	
●Risks related to security vulnerabilities that could generate cyber-attacks or data breaches: they are addressed to 
handle them by operational procedures and by the global IT and cybersecurity monitoring of the Company.
5.2.3.2 Opportunities
The Company’s expertise in addressing and mitigating these risks opens opportunities:
	
■Implementing “Privacy by Design” methods and having cybersecurity standards help the Company to develop and to 
commercialize new products and services in a responsible way
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■Working to being recognized as a Company that takes care of personal information of its customers and employees 
allows to maintain the confidence in our Company of our customers and partners for our products and services. 
This may notably support:
	
●our business development by increasing the number and the quality of the marketing leads 
	
●the improvement of our products and services and to develop new ones thanks to the data and feedbacks our 
customers accept to give us. 
5.2.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
The Stellantis Global Cybersecurity and Privacy Committee was established in 2021 to govern and monitor cybersecurity and 
privacy risks in our ICT systems, products and services. It is co-chaired by the Chief Human Resources and Transformation 
Officer and the Chief Financial Officer and it steers the cybersecurity and privacy programs for Stellantis.
As part of the Global Ethics and Compliance Program, the Stellantis N.V. Data Protection Officer (DPO) is the General 
Counsel of Stellantis, reporting to the Chief Executive Officer.
As of September 1, 2022 a Privacy Office was established and the activities were organized by areas of responsibility at 
global level for providing data privacy support:
	
■ Customer and ICT processes (including digital marketing, web sites, data analytic, data lake, software initiatives);
	
■ Product Development processes (including, autonomous driving, connectivity, artificial intelligence);
	
■ HR processes.
At regional and business level, responsibility for providing data privacy support is assigned for each Regions as follow: 
Enlarged Europe to the Head of Stellantis Privacy Office above mentioned. For the other Regions (North America, South 
America, India Asia Pacific/China, Middle East and Africa) and for Businesses (Maserati, COMAU) to the respective General 
Counsel, in each case with the support of the Regional Privacy Teams comprised of representatives of Legal and ICT.
The Company’s DPO is responsible to:
	
■monitor and promote the data privacy compliance
	
■define and provide guidance to the organization on requirements of relevant data privacy regulations
	
■monitor compliance with the rules of personal data protection
	
■inform, advise and issue recommendations
	
■establish the respective data protection culture
	
■cooperate with the respective responsible Supervisory Authorities on issues related to the processing of personal data.
GRI 3-3
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Two networks of in-house representatives back up the Company’s DPO: 
	
■for business divisions: the compliance champions 
	
■for European National Sales Companies: several managers within Stellantis ensure integration by design for the 
protection of personal data and compliance when processing the affected activities, even when working with external 
subcontractors or services. Each employee is involved in respecting the Company’s data protection policies. 
5.2.5 POLICIES TO EXECUTE THE STRATEGY 
Stellantis sets up the proper governance and control structures, methods and procedures, regarding the protection of 
personal data by: 
	
■giving transparent information to customers, employees and other data subject
	
■improving the efficiency of consent management
	
■helping data subjects to exercise their rights regarding their personal data
	
■implementing “Privacy by Design/by Default” principles during projects 
	
■improving the security of our data storage and networks
	
■monitoring potential security breaches and applying data breaches procedures
	
■ensuring the same level of data protection from our subcontractors
	
■raising awareness or training the managers and the employees
	
■monitoring and periodically auditing the organization
	
■maintaining close and confident relationships with Data Protection Authorities. 
5.2.6 ORGANIZATION AND RESOURCES
In order to ensure the implementation of data privacy policies along with decisions taken by the Company, notably we 
have set up the following organization to respect the essential principles of “Privacy by Design” and “Privacy by Default”: 
	
■consistently improving the security of its data storage and exchange by the IT department
	
■working to adapt developments methods for IT, Sales and Marketing, Mobility services, and for Engineering
	
■providing privacy trainings for project managers, engineering teams (to comply with the “Privacy by Design” principle 
for vehicles and connected services) and frontlines (e.g., vendors in the dealership)
	
■all the employees in charge for processing the data received the necessary operational instructions
	
■operating a strong information system security policy
 For more information refer to 5.1.4.1
GRI 3-3
GRI 3-3
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■monitoring of system performance or service disruptions: the digitization of a large part of our relationship with our 
customers, notably now including online sales and payments makes it crucial that access to network, IT systems and 
data is assured at all times
	
■contingency plans, to ensure business continuity in case of technical failure, human error, malicious attacks, weather 
events, natural disasters or terrorist attacks.
In addition, every department and concerned legal entity shall keep updated its legally required records of processing 
activities. The Internal Audit regularuly audits the organization. In 2022, two audits on data privacy were conducted: 
Connected Vehicles Data Privacy review in Q2 (perimeter: vehicles sales in Enlarged Europe, North America and South 
America) and Customer Experience survey Audit and Data Privacy Historical Data Management 
Periodically, privacy self-assessments are proposed to specific business entities to improve the awareness of managers 
and to measure the level of GDPR maturity. Based on the findings of Internal Audits, the results and verbatim of the 
annual self-assessment, and the achievement of improvement action plans, Stellantis DPO can identify the needs in 
further enhancements for the internal privacy training, templates of privacy notices, templates of privacy agreements in 
contracts (Data Processing Agreement). 
The Company participates actively in discussions led by local and European bodies such as VDA (Verband der 
Automobilindustrie), Unione Industriale Association (Italy), sharing best practices to comply with privacy regulations relating 
to new technologies applied to the automotive sector, in particular with the increasing relevance of connected vehicles. 
5.2.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
In order to provide transparent information to customers, periodic update of all privacy statements were carried out 
along with consistent improvement of information provided to customers about the different purpose of use and the 
processing of their personal data in the vehicle. 
Moreover, the Company has implemented – and continues to implement – several measures, such as:
	
■improve the communication with our customer in relation to their questions and requests. In particular the procedure 
relating to the data subject rights is constantly updated in an effort to comply with the more recent data protection 
authorities guidelines 
	
■aim at improving the efficiency of consent management. During 2022, the Company checked privacy statements to detect 
non-compliant consent issues, also leveraging on the design and implementation of a central tool for consent management 
	
■ensure the same level of Stellantis data protection from the Company’s business partners, a template of the GDPR 
addendum to supplier contracts “Data Processing Agreement” has been defined based on the templates provided by 
European Union; and our buyers are expected to be trained on using these documents.
GRI 3-3 
GRI 418
The Internal Audit regularly 
audits the organization
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Further periodic meetings were held with the professional associations, notably in France, Germany and Italy directly 
with the local Supervisory Authorities. Referring to the relation with the French Data Protection Commission (CNIL), the 
Company was involved in an active process leading the CNIL publication of a “conformity package for connected vehicles” 
in 2017, which explains how privacy regulations apply to the vehicle and connected services. This “conformity package” 
has been raised at European level. The European Data Protection Board (EDPB) guidelines have been published early 2021 
after having been discussed at ACEA level in 2020, especially with the participation of Stellantis. 
As announced in the Dare Forward 2030 strategic plan, Stellantis plans to launch a Big Data platform to improve Customer 
experience. A specific Data Business Unit named Mobilisights was set up to drive the new business .
Read more  
https://edpb.europa.eu/our-work-tools/our-
documents/guidelines/guidelines-012020-
processing-personal-data-context_en
Infringement of consumer privacy regulations
(GDPR and local data protection regulation, European scope) 
The Company is subject to governmental investigations and legal proceeding on privacy. 
FCA Italy S.p.A. in 2022 received two final judgments from the Italian Data Protection Authority relating to data subject/
customer complaints on GDPR provisions that occurred in 2017 and in 2021. The fine was not material, however, from 2017, 
FCA Italy S.p.A. has improved the process relating to the data subject exercise of their rights and set up a dedicated Portal .
GRI 2-27
Read more  
http://privacyportal.fcagroup.com
With the aim to monitor the data management processes, Stellantis examines the following indicators that could represent 
a warning on the potential failure of privacy compliance: 
INCIDENTS & BREACHES 
2022
DATA BREACHES 
The data breaches are managed under policies implemented in and promptly managed engaging 
all the main stakeholders in time and addressing the necessary countermeasures. The activity is 
performed in strict coordination with the Information and Technology Dept., Cybersecurity Dept. 
and our legal team.
CUSTOMERS CLAIMS 
The Stellantis Companies/Data Controllers, if requested by the local regulations, provide in the 
privacy notice the contact details to exercise the data subject rights. The DPO teams are constantly 
involved in the process to manage the data subject requests. 
AUTHORITY REQUESTS 
& INSPECTION RESULTS
The Authority requests are promptly managed with the support of the DPO teams. 
In 2022 FCA Italy S.p.A. received 2 prescriptions and fines not material relating to claim of customer 
occurred in 2017 and in 2021. 
In 2022, 100 percent of complaints raised by supervisory Authorities for customer privacy/data protection infringements were 
handled within one month and/or the due date required by these Authorities. The results for 2021 were also 100 percent.
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5.3 Responsible information to customer
5.3.1 CONTEXT AND STELLANTIS POSITION 
CSR issue/challenge #13: Responsible information to customers
Stellantis works to provide responsible information to the customer and to align its marketing practices with sustainability 
guidelines. The Company strives to be transparent by adhering to fair marketing practices in its consumer-facing 
communications. We are committed to accountability of information in customer facing communications as well as 
environmental issues in line with applicable regulations (including CO2 reduction, protection of biodiversity and natural 
habitats), health and safety. 
Stellantis has set requirements for the marketing operations teams to achieve the targeted objectives. The Company 
also advertises its products and services in ways that are intended to follow the regional regulations and encourage 
responsible behavior by encouraging vehicle owners to use them in a safe and efficient way, notably in terms of fuel 
economy, CO2 emissions, and respecting the safety rules of the road. 
Company’s public position
Stellantis perceives Marketing’s role as an opportunity to innovate, create competitive advantages, and inform and 
educate consumers in their choices and actions. It is our position outlining the north star for fair, data-driven marketing 
practices will be the key competitive edge in the current trust revolution where consumers want to be recognized, treated 
uniquely, and have their personal information protected and handled carefully. 
Limitations on advertising, however, might have an impact on sales of new vehicles, with advertising being a market 
animation tool.
Stellantis’s brands, through their engagement in local and national advertiser associations, look for opportunities 
to participate in workshops on legal developments (i.e., environmental requirements in advertising, right for 
customers to refuse to be contacted by brands, etc.) and external stakeholders' expectations in terms of responsible 
communications and marketing to eliminate misleading advertising and unfair competition in the field of commercial 
communications.SDG 16: PEACE, JUSTICE AND STRONG INSTITUTIONS
GRI 3-3
GRI 417-1
Responsible information to customers
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5.3.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
GRI 3-3
GRI 417-2
GRI 417-3
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Responsible 
information to 
customers
Owner: Chief Sales 
& Marketing Officer
Provide accurate and 
comprehensive information 
to consumers through 
responsible marketing 
practices in all mass market 
communications, and 
engage them with direct 
communication only when 
consumers request it
Number of convictions 
of non-compliance 
concerning:​
	▪product and service 
information and labeling​
	▪marketing 
communications
2022: Zero 
convictions 
Worldwide
2030: Zero 
convictions 
Worldwide
2050: Zero 
convictions 
Worldwide
In 2022, Stellantis was found 
liable in two material matters 
that involved marketing or 
labeling issues, in the U.S. 
and Korea. See “FY 2022 
MANAGEMENT REPORT – 
Stellantis Overview – Legal 
Proceedings – Emissions 
Matters” for a description of 
these two matters
No material 
convictions 
noticed
5.3.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
The Company’s continued success is dependent on having a deep understanding of our customers while taking into 
account the challenges and the opportunities to address changing consumer expectations and emerging trends by 
offering an attractive portfolio of products. 
5.3.3.1 Risks
The marketing practices are designed to reduce and mitigate risks the Company might be facing:
	
■customers’ expectations of brands with respect to the environment and sustainability may not be aligned to brands’ 
awareness to make a difference, particularly to help customers make better and conscious choices. Brands risk losing 
customers to competitors if they don’t guide them along their sustainable journey 
	
■Stellantis brands have a responsibility to publicly share their environmental sustainment progress and commitments. 
Commitments are shared primarily via regional communications. However, the Jeep Brand hold global press events 
due to their global footprint 
	
■in addition, our business operations and reputation may be impacted by various types of claims, lawsuits, and 
other contingencies in case of noncompliance which could have a material adverse effect on our business, financial 
condition and results of operations 
	
■with global access to digital marketing assets, the Company can be also exposed to fines if some assets from other 
countries are accessible and non-compliant with local regulations.
13
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5.3.3.2 Opportunities
Responsible marketing practices open opportunities for Stellantis:
	
■communication recognized as responsible, transparent and easy to access (making content available to all), allowing 
customers to be more aware when choosing a product (products and services) contributes to differentiate Company’s 
products encouraging customer loyalty
	
■marketing teams leverage their expertise to define brand strategies and implement plans that answer questions also 
related to environmental and societal challenges including transparency, responsiveness and diversity. An effective 
brand strategy and a clear set of brand values helps brand management teams capture market opportunities, implement 
long-term visions and support Stellantis’ contribution to shape a more sustainable future
	
■a fair brand enhances a company’s reputation while any unfair behavior can affect corporate intangible assets. 
Fair branding provides Stellantis with a differential advantage as a growing number of consumers become more 
conscious. 
5.3.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
The Chief Sales & Marketing Officer, who is a member of the Top Executive Team and reports directly to the CEO, is 
responsible for a Stellantis common marketing strategy supported by CEOs of the brands, tasked with all aspects of brand 
strategy mission, development and positioning. Each brand has its own market share targets, brand image objectives and 
positioning, and is linked to the corporate values by a common marketing strategy.
Stellantis offers a wide spectrum of choice from luxury, premium, and mainstream passenger vehicles to pickup trucks, 
SUVs and light commercial vehicles, as well as dedicated mobility, financial and parts and service brands. 
The focus of the Marketing and Communications organizations is to increase the value of the brands through 
the development of a strategic vision for the business, on-brand marketing materials, and consumer facing 
communications that intend to excite and create demand for our brands and products, realize relevant synergies and 
share best practices.  
Being aware that an effective brand strategy and a clear set of brand values can support the Company to implement 
corporate long-term visions, the Chief Sales and Marketing Officer leverages its internal committees such as the Monthly 
Global Sales and Marketing Committee and the Brand Committee to coordinate marketing strategies, define priorities, 
ensure consistency and alignment with corporate values and implementation of responsible practices across regions. 
The fulfillment of each brand strategy needs the alignment of all brand employees, as their individual commitment drives 
the performance of a model and/or country, efficiency of processes and sales volumes. Those efforts contribute to the 
achievement of the brands’ targets. 
GRI 2-26   GRI 3-3
The focus of the Marketing and 
Communications organizations 
is to increase the value of 
the brands through the 
development of a strategic 
vision for the business
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5.3.5 POLICIES TO EXECUTE THE STRATEGY
Aware of the social role that advertising plays, the Company has adopted customer-centric positive values, a responsible 
approach to communication and a sense of care towards future generations. In June 2022, Stellantis has made public its first 
Responsible Marketing, Advertising and Communication Guidelines available on the Company’s website (Corporate Regulations 
| Stellantis)  which clearly define the commitment to integrity and compliance in its communication and advertising.
GRI 3-3
Responsible Marketing, Advertising 
and Communication Guidelines 
 
https://www.stellantis.com/en/company/
governance/corporate-regulations
These guidelines have been developed:
	
■to set and maintain standards of honesty, truth, accuracy and fairness in communication
	
■to provide the criteria for responsible and sustainable advertising, marketing and communication
	
■to form a basis upon which Stellantis’ communication is evaluated in response to stakeholders' request.
The purpose of these Guidelines is to apply Stellantis’ societal and environmental requirements to all forms of public 
communication and to take into account both:
	
■national regulations in countries where Stellantis operates
	
■the International Commercial Chamber Advertising and Marketing Code Reference document: ICC Code of Advertising 
and Commercial Communication Practices (2018, 10th revision), which consists of a globally applicable and recognized 
self-regulatory framework.
On the basis of its Responsible Marketing, Advertising and Communication Guidelines, Stellantis is committed to integrity 
and compliance in its communication and advertising, and aims at meeting three key principles:
1.	 All communication should be designed keeping in mind our societal responsibility, outlined in detail in 5.3.7 below , by:
 For more information refer to 5.3.7
	
●respecting human dignity and encouraging diversity
	
●respecting Stellantis’social commitments 
	
●not condoning any form of discrimination
	
●not harming the security of people or property
	
●not inciting drivers to act violently or endanger other road users
	
●being honest and truthful. 
2.	 All communication should be designed keeping in mind Stellantis’ environmental responsibility, by:
	
●presenting environmental expressions in an honest and truthful way, respectful of country regulation concerning 
advertising films involving vehicles
	
●monitoring that supplier communications adhere to Stellantis’ environmental and social requirements.
3.	 All communication should be designed keeping in mind the potential financial impact on the customer, by:
	
●communicating commercial offers clearly and honestly 
	
●not minimizing the importance of the financial commitment concerning lease or purchase financing offers. 
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Stellantis aspires to:
	
■provide accurate and comprehensive information through responsible marketing practices in all mass-market consumer 
communications. This commitment concerns all public-aimed advertising or communication broadcast on traditional 
media channels (TV, radio, billboard, press, etc.), on internet (websites, social media, emailing, mobile applications, 
online games, direct marketing, etc.) as well as commercial messages of any kind whether in print, sales promotion and 
merchandising materials
	
■honestly and clearly communicate with customers regarding environmental responsibility, allowing them to identify 
the most efficient vehicle choice in terms of emissions reduction (e.g., Peugeot the “POWER OF CHOICE” strategy )
	
■make statement and representations in advertising comply with all relevant laws and regulations in the local country and 
design processes to help advertising, marketing and media communications to be truthful and reflect the Company’s 
fair sense of social and environmental responsibility contributing to the development of the next urban landscape 
(e.g., Citroën oli [all-ë] concept)
5.3.6 ORGANIZATION AND RESOURCES
Stellantis and its brands’ public-aimed communication and marketing are aligned with its corporate positive values and 
with best marketing practices as outlined in its Responsible Marketing, Advertising and Communication Guidelines.  
These Guidelines are published publically on the Stellantis corporate website and implemented by the Stellantis relevant 
functions (e.g., Marketing, Advertising, Communications Departments) as well as by agencies and suppliers on a global 
scope both as part of a supplier onboarding package and available on Stellantis supplier web portals. 
Each Stellantis department proposing an advertisement has the responsibility to ensure compliance. 
Specific organizations are involved with the development and review of advertising, marketing and other media 
communications such as, Legal Department, Vehicle Safety and Regulatory Affairs, to assure that any statements 
and representations made in advertising are accurate and properly substantiated. Special attention will be paid to 
environmentally-focused messaging to ensure there is no misperception of “greenwashing”. 
Many Company’s brands also interact with associations and advertising regulation agencies. For example, in Europe some 
brands submit advertising communications to national advertising regulation agencies and/or their legal departments. 
Thus, in France, the Autorité de Régulation Professionnelle de la Publicité (ARPP) controls TV commercials, in order to 
ensure notably that their content complies with the local advertising regulations and does not contain stereotypes. In 
2022, Peugeot, Citroën and DS French marketing teams renewed their commitment to apply the Union des Marques 
(UDM) FAIRe program, for responsible communication.
PRESS RELEASE 
 
ECO-MOBILITY ACCORDING TO PEUGEOT: 
THE “POWER OF CHOICE” STRATEGY
https://www.media.stellantis.com/em-en/peugeot/
press/eco-mobility-according-to-peugeot-the-
power-of-choice-strategy
GRI 3-3
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Training on responsible marketing practices and responsible use of social media 
A global curriculum was engaged in 2022 to train marketing, sales and public relations professionals on the requirements 
communication in the Responsible Advertising, Marketing and Communication guidelines. The mandatory training is 
planned to be provided to these employees in 2023. 
5.3.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
IMPACT MEASUREMENT OF ELECTRIFICATION AND SOFTWARE STRATEGY 
During a corporate strategy presentation held on March 1, 2022, Stellantis unveiled Dare Forward 2030, a bold 
strategic plan for the coming decade, that will aim to drive Stellantis employees to be ‘second to none’ in value 
creation for all stakeholders. Stellantis committed to become the industry champion in the fight against climate 
change, reaching carbon net zero emissions by 2038. 
Within this presentation, Stellantis reiterated their focus on “customer first” programs, which include clear and 
responsible communication practices. “The customer is at the heart of everything we do. We aim to be No. 1 in 
customer satisfaction for our products and services in every market. We will pay exceptional attention to the full 
end-to-end experience, working to eliminate any friction throughout the value chain.” 
The Dare Forward 2030 program also highlighted the current and future importance of selling vehicles online. 
Stellantis plans to reach one-third of global sales online in 2030 and launch a global digital marketplace offering 
customers a seamless journey through the entire Stellantis galaxy of products and services. The e-commerce buying 
process will be clearly and directly communicated to customers with pricing transparency. 
E-COMMERCE IS OUR SALES MOTTO
Dare Forward 2030 builds on the value shared during EV and Software strategy announcements in 2021. 
GRI 3-3
Watch a replay of the video 
presentation 
  
https://channel.royalcast.com/stellantis-en/#!/
stellantis-en/20220301_1
2021
till 2024
2030
each year
online sales
100k
2x
1/3
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During the EV Day held on July 8, 2021, Stellantis presented a comprehensive electrification strategy delivering class-leading 
vehicles for the Company’s iconic brands, partnerships and joint ventures for advanced technology at affordable prices.
“The customer is always at the heart of Stellantis and our commitment with this €30 billion plus investment plan is to 
offer iconic vehicles that have the performance, capability, style, comfort and electric range that fit seamlessly into their 
daily lives,” said on that day Carlos Tavares, Chief Executive Officer, Stellantis.
In line with this announcement, on December 7, 2021, Stellantis unveiled its software strategy to shift to a mobility tech 
company, confirming that each of Stellantis’ brands are focused on using software to the benefit of its customers 
.
STELLANTIS AUTOMOTIVE BRANDS’ ATTRIBUTES 
Watch a replay of the 2021 Software 
Strategy content 
 
https://channel.royalcast.com/stellantis-en/#!/
stellantis-en/20211207_1
Watch a replay of the 2021 EV 
strategy content 
 
https://evday2021.webstream.fr/vod/JEEPCHRYSLERRAMDODGE
Granturismo
Sportiness
Art of Travel
Eleganza
Freedom
Muscle
Courage
Ingenious
Allure
German Energy
Dolce Vita
CareOPELVAUXHALLPEUGEOTCITROËNABARTHFIATALFA ROMEODS AUTOMOBILESLANCIAMASERATI
LUXURY
PREMIUM
GLOBAL SPORT 
UTILITY
AMERICAN ROOTED 
BRANDS
EUROPEAN ROOTED 
BRANDS
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Affordability is a priority at Stellantis, as the Company is targeting for the total cost of ownership of EVs to be equivalent 
to internal combustion engine vehicles by 2026. Each of the Company’s 14 brands is committed to offering fully electrified 
solutions and doing so in a way that enhances the DNA of our brands.
To leverage this, Stellantis and its brands’ public-aimed communication and marketing are aligned with its corporate 
positive values and with its Responsible Advertising, Marketing and Communication Guidelines which also promote 
honesty, truth, accuracy and fairness in communication, respect for Stellantis environmental and social requirements.
Labelling and information provided to customers
To improve vehicle purchase information, a fuel-efficiency label is displayed in North America, Europe, China, Japan, 
Korea and Taiwan for each model’s average fuel consumption and CO2 emissions, in line with applicable legal and 
regulatory requirements. Those labels allow to identify the most efficient vehicles in terms of fuel consumption and 
emissions reduction. 
Affordability is a priority 
at Stellantis
RESPECTING HUMAN DIGNITY AND ENCOURAGING DIVERSITY 
AND NOT CONDONING ANY FORM OF DISCRIMINATION 
Stellantis and its brands analyze their communications to avoid offending the sensibilities, undermining a person’s 
dignity and indecency, degrading or humiliating representation of any person, paying attention to stereotypes that 
could diminish any person, regardless of gender and avoiding to portray people as an object. 
On this respect, some campaigns created in Europe go through a regulatory clearance via bodies such as Autorité 
de Régulation Professionnelle de la Publicité (ARPP, France) or Clearcast (UK) whereas campaigns created in North 
America are validated by a specific consultant agency, specialized in these topics. North American brands partner 
work with an expert media agency serving as a consultant to ensure their general market advertising does not include 
stereotypes and is respectful to people of color. This same commitment has been implemented through the Citroën C3 
advertising campaigns and the Jeep Grand Wagoneer launch campaign.
In addition, Stellantis commits to gender and sexual orientation equality through targeted and mass market brand 
communications aligning with each brand’s core values. All North American brands have created “Pride” merchandise 
lines to appeal to LGBTQTIA+ audiences and the Jeep Brand created brand activations at the Detroit and New York Pride 
parades in 2022. 
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Representing and promoting responsible environmental and road safety behaviors
Our responsibility as a Company is to create sustainable and shared value for our stakeholders. Our customers, 
employees, investors, suppliers and communities expect us to make a positive contribution to the economy, society and 
the environment. Exchanges with our stakeholders and social groups improve mutual understanding and our ability to 
anticipate risks and identify opportunities for value creation, key elements of the Stellantis approach.
Some Stellantis brands have specific environmental visions and some communicate towards their goals and achievements 
on their own websites, such as www.peugeot.co.uk/about-us/environment/sustainability.html 
Peugeot UK website  
www.peugeot.co.uk/about-us/environment/
sustainability.html
Stellantis and its brands inform their stakeholders about the environmental and social impact of their products/services 
and educate them to encourage a responsible use. 
This is the case through our circular economy initiatives, but also regarding the daily use of our products and services. 
Circular economy
In addition to direct promotion of spare parts from reused and remanufactured spare parts in the garages, circular 
economy initiatives are promoted in some regions on social media 
 across Stellantis brands to inform consumers and 
increase their awareness.
Watch more 
  
https://www.facebook.com/Stellantis/videos/
stellantis-circular-economy/2973548449593123/
Thus, in 2022, as a committed player in the energy transition, Citroën launched « Citroën Citizen Services ® » a federative 
programme bringing together a portfolio of services under a single label, to offer responsible mobility designed to be easy 
to use, in line with the challenges of our society. A part of “Citroën Citizen Services ®” facilitates the accessibility in the 
maintenance of its vehicle whatever its age, with easy access to original spare parts from end-of-life vehicle. Thanks to 
the deployment of a dedicated website, customers are able to search for and acquire the parts they need, which will be 
delivered to their home. This easy and economical solution encourages consumers to keep longer their vehicle in good 
condition by changing parts at a lower cost. They benefit from a purchase price up to 70% lower than the price of the new 
part and thus contribute to the increase of the recycling rate by using second-hand parts.
In addition, Citroën plans to offer customers of electric models the option of a Sustainable Service Contract that includes 
the use of recycled or remanufactured parts approved by the manufacturer, whenever possible. This will maximize the use 
of circular economy parts and reduce the carbon footprint of vehicle maintenance.
Brands also strive to promote responsible behaviors through their online (websites, apps, etc.) and offline (TVCs, print, 
etc.) communication tools. This is made possible in advertising through complying to the local traffic regulations, ensuring 
diversity is of the essence and promoting the adoption of new energies as a better environmental choice. Surveys provide 
the opportunity to measure the impacts and gain insight on the perception of the brands and their messages. In the U.S., 
many aspects are evaluated such as trust, responsibility, safety, environmentally friendly, among other elements. Utilizing 
survey data helps with developing and refining the strategy to manage the brands.
Brands strive to promote 
responsible behaviors
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The MyDS services 
MyDS app is the key to the world of DS. It connects the driver and her/his car before, during and after every journey, 
through features. For instance, the Connected Navigation Pack helps planning a route when the user is away from it’s DS 
and then, to send its to the car’s screen. 
Remote Control allows the user to lock and unlock its DS vehicle without key, simply by using MyDS app. This app 
also provides an access to DS Only You, a suite of bespoke services designed to make living with one’s car effortless 
and enjoyable. In addition, for DS electric vehicles, E-TENSE Remote Control allows the user to manage the electric 
charging and to set the temperature inside her/his car. MyDS app, available for all DS vehicles, can be downloaded on 
all smartphones.
Citroën Advisor
Part of the Citroën Citizen Services®, Citroën Advisor is Citroën’s online review site launched in 2016 where customers 
can give their opinion on the service they received at the point of sale (Advisor Dealer), the product purchased (Advisor 
Product) or the salesman (Advisor Salesmen). At the end of 2022, more than 500,000 reviews have already been posted 
by Citroën customers all over the world. 
Innovative approach to sustainable mobility 
In 2022, Citroën contributed to promoting electric mobility on the island of La Maddalena with the project “CITROËN 
DRIVE LA MADDALENA ELECTRIC”. With this initiative, Citroën delivered a fleet of nine all-electric vehicles to local 
authorities of the island, including two WallBox rechargers, and offered exclusive benefits reserved for its inhabitants 
for the purchase of electrified Citroën vehicles. 
Citroën wanted to make electrification and progress accessible to people on the island of La Maddalena, including 
public authorities.The daily use of these all-electric Citroën vehicles by local authorities is an example of mobility for 
everyone, not only of those who live on the island but also for the many tourists who visit it every year.
Citroën Oli [all-ë] concept car: radical, responsible and optimistic approach 
Citroën Oli  
https://www.citroen.co.uk/about-citroen/
concept-cars/citroen-oli.html
Citroën Oli [all-ë] is a striking conceptual manifesto of intelligent ideas challenging the status quo: a destination for 
versatile and enjoyable all-electric mobility to enhance the lives and lifestyles of all kinds of people. The target of Citroën 
Oli is to achieve the ‘best-in-class’ Life Cycle Assessment by reducing weight and complexity, and using recycled and 
recyclable materials, for a better affordability, durability, and longevity.
Inspired by Citroën Oli, Citroën is deploying a new approach to property, services, and experiences for customers of 
electric vehicles.
Reviews posted on Citroën 
Advisor at the end of 2022
>500,000
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4 CUSTOMERS EXPECTATIONS
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
5 ETHICAL CULTURE
5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
Citroën AMI
An affordable and electric mobility solution that is accessible for all (with or without a driving license) is a success without 
borders, with already up to more than 30,000 orders. Marketed in 9 countries in Europe, in the United Kingdom and in 
Turkey for professional and individual customers. Environmentally friendly, the 100% electric AMI emits zero emissions 
when driving and means free access to increasingly restricted city centers.
The Jeep Brand held a global “4xe” day on September 8, 2022 to further communicate their commitments toward 
“Zero Electric Freedom”. By 2025, there will be an electrified Jeep Brand vehicle available in every segment around the 
world and by 2030, Jeep Brand sales intend to reach 50% electric in the U.S. and 100% electric in Europe. 
Citroën AMI orders
>30,000
Environmental and Social internal levers to limit the environmental and social impact of our 
communication materials
Stellantis has defined a set of environmental and social criteria that applies to its printed documents, point of sale 
advertising, stands and events. We are working hard towards applying these criteria worldwide. 
As an example, in Europe, we aim at using the European Programme for Certified Forests (PEFC)  or Forest Stewardship 
Council (FSC)  paper for recurrent and unavoidable publications and print only the number of copies required. Our printers 
have “Imprim’vert” or “Imprim’Lux” certification which testifies that they sort and recycle all their printing waste and inks. 
European Programme for Certified 
Forests (PEFC)  
https://www.pefc.org/
Forest Stewardship Council (FSC)  
https://fsc.org/
In France, we are a member of Citeo (recycling company mandated by the French Government): it means that our Citeo 
contribution is given to local authorities to support their paper sorting and collection systems. 
In various regions of the world, our brands have either stopped printing most commercial and marketing documentation 
altogether for several years or have strongly shifted towards e-catalogs and documentation in 2021.
Responsible events policy 
For the 2022 Paris Motor Show, Stellantis applied the frame contract signed in 2017 with selected suppliers who are 
committed to reducing the environmental impact of their stands (choice of materials used, recycling and reuse); use wood 
which comes entirely from sustainably-managed forests and recycle 100% of the waste from the production/demolition 
of the stands (wood and other materials to be recycled separately); with reuse of the stand components parts for other 
shows (floors, partitions, screens, furniture, etc.). 
Our motor show strategy has strongly evolved recently: 
	
■many motor shows were cancelled since 2020 due to COVID-19 situation
	
■many brands renewed their brand identity since 2020 leading automatically to a lower % of reuse with an additional 
creation/investment of new material
	
■since the merger in 2021, Stellantis’ motor show strategy has been revised to concentrate participation in less motor 
shows with strong ROI, reducing the total number of participation and initial % of re-use planned.
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
5 ETHICAL CULTURE
5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
Joint communication initiatives of brands
Stellantis brands consider organizing joint international press events when they have new models in common, e.g. Light 
Commercial Vehicles, to make better use of resources and to optimize media time and attendance. In June 2022, joint 
press test drives were organized for Peugeot e-EXPERT HYDROGEN, Citroën ë-JUMPY HYDROGEN and Opel VIVARO-e 
HYDROGEN in Rüsselsheim and the Rhine-Main region (Germany). 
Reasoned audiovisual productions 
Stellantis has committed to using local in-house teams or hiring production teams in the country where the video or photo 
shoots take place, whenever possible. Local and regional photo and video shootings are also encouraged as standard. 
Responsible practices are also required through the production briefs issued by Stellantis or its brands to their agencies.
Stellantis maintains control over the distribution of its communication and uses the data 
responsively
Controlled Broadcasting of Advertisements
Stellantis and its brands control their communication broadcasting through processes in place and audience strategies, in 
partnership with their advertising and media agencies. The Stellantis Responsible Purchasing Guidelines, revised in 2022 
include a clause requiring suppliers to comply with the laws and regulations in force in all countries in which they operate. 
These guidelines are used for all purchases made by Stellantis.
Advertising Formats
We prioritize digital advertising formats respecting user's comfort in accordance with the available reference sources, 
whether they be Coalition for Better Ads Standards, Digital Ad Trust or best practices encouraged within this field 
depending on the region we operate in. Our media agency adheres to Coalition for Better Ads Standards, hence actively 
encouraging our service and media providers to use these more often.
Volume of Requests and Personal Data
Stellantis and its brands are careful to limit too numerous or inappropriate requests towards its audiences and make a 
proper use of personal data collected, through well-established standard processes and policies in line with applicable 
laws and regulations . 
All U.S. brand eMail communications are designed to be CAN SPAM compliant, allowing customers to select the customer 
preference center where they can opt out of communications. Additionally, all customer data is stored in a secure 
environment that is monitored regularly.
Considering and Including all Audiences
Our brands aim to add subtitling for main advertising campaigns whenever possible. Online material for U.S. websites and 
video content are designed to meet the Americans with Disabilities Act (ADA) compliance standards. 
 For more information refer to 5.2
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6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
5 ETHICAL CULTURE
5 PREVENTING ETHICS VIOLATIONS BY PROMOTING OUR ETHICAL CULTURE
SignLive and Citroën
Since 2021, Citroën UK has partnered with SignLive, the leading British Sign Language (BSL) online video interpreting 
service, to offer customers the ability to communicate with its entire 190 Citroën retail and aftermarket network using 
British Sign Language (BSL).​
There are 11 million deaf and hard of hearing people in the UK, and over 150,000 British Sign Language users – Citroën is 
aware that English is not the only language for many of its customers.​ Citroën UK pledges to enhance accessibility for the 
deaf community across its business as part of its ”The French Car that Speaks your Language” initiative, including across 
advertising .
Read more  
www.citroen.co.uk/signlive
Environmental and Social Commitments from Partners
Stellantis Responsible Purchasing Guidelines revised in 2022 include environmental and social criteria as supplier selection 
and retention in the Stellantis Supplier panel is guided by Corporate and Social Responsibility (CSR) criteria. 
Waste management policy
In France, some of Stellantis brands are working with a supplier specialized in the production and design or stands and 
event spaces that implemented the ISO 2021 certification - an international standard for the responsible management of 
event activities, and is processing its wastes in a strict manner, in order to enter into a circular economy logic.
This supplier has thus equipped its two French sites with specific waste collection channels to sort out various materials 
after each event: wood, paper, cardboard, floor coverings and paint canisters.
Transparency, Truthfulness and Accountability in Calls for Tenders
We strive to uphold the principles of transparency, truthfulness and accountability in calls for tenders. On top of this, 
our Code of Conduct, which can be accessed by all employees, includes a transparency, integrity and loyalty rule for 
relationships with suppliers and service providers.
More specifically, all Company employees must refrain from any anti-competitive practices.
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8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
6 RESPONSIBLE USE OF RESOURCES
6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
6
PROMOTING PROTECTION AND IMPLEMENTING 
RESPONSIBLE USE OF NATURAL RESOURCES
6.1 WISE USE OF MATERIALS IN THE VEHICLE 
LIFE CYCLE (INCLUDING PRODUCT 
RECYCLING)
327
6.1.1 Context and Stellantis position
327
6.1.2 Forward-looking vision and targets
329
6.1.3 Identification and management of risks 
and opportunities
329
6.1.4 Governance and decision bodies to lead 
actions
332
6.1.5 Policies to execute the strategy
336
6.1.6 Organization and resources
340
6.1.7 Main initiatives, achievements and results 
341
6.1.8 Detailed key performance indicators
354
6.2 VEHICLE IMPACT ON AIR QUALITY
355
6.2.1 Context and Stellantis position
355
6.2.2 Forward-looking vision and targets
356
6.2.3 Identification and management of risks 
and opportunities
357
6.2.4 Governance and decision bodies to lead 
actions
360
6.2.5 Policies to execute the strategy 
360
6.2.6 Organization and resources 
360
6.2.7 Main initiatives, achievements and results 
361
6.3 INDUSTRIAL ENVIRONMENTAL 
FOOTPRINT
362
6.3.1 Governance and decision bodies to lead 
actions
362
6.3.2 Policies to execute the strategy
364
6.3.3 Organization and resources
364
6.4 OPTIMIZATION OF MATERIAL CYCLES 
IN MANUFACTURING PROCESSES 
(INCLUDING WASTE)
366
6.4.1 Context and Stellantis position 
366
6.4.2 Forward-looking vision and targets
366
6.4.3 Identification and management of risks 
and opportunities
367
6.4.4 Main initiatives, achievements and results 369
6.4.5 Detailed key performance indicators
373
6.5 CONTROL OF INDUSTRIAL DISCHARGES 
AND NUISANCES
375
6.5.1 Context and Stellantis position
375
6.5.2 Forward-looking vision and targets
375
6.5.3 Identification and management of risks 
and opportunities
376
6.5.4 Main initiatives, achievements and results
377
6.5.5 Detailed key performance indicators
380
6.6 SUSTAINABLE WATER MANAGEMENT 
IN MANUFACTURING
382
6.6.1 Context and Stellantis position
382
6.6.2 Forward-looking vision and targets
382
6.6.3 Identification and management of risks 
and opportunities
383
6.6.4 Main initiatives, achievements and results 384
6.6.5 Detailed key performance indicators
389
6.7 PROTECTION OF BIODIVERSITY
396
6.7.1 Context and Stellantis position
396
6.7.2 Forward-looking vision and targets
397
6.7.3 Identification and management of risks 
and opportunities
397
6.7.4 Main initiatives, achievements and results 399
6.7.5 Detailed key performance indicators
402
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8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
6 RESPONSIBLE USE OF RESOURCES
6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
STELLANTIS’ CSR MACRO-RISK/PILLAR V. PROMOTING PROTECTION AND IMPLEMENTING 
RESPONSIBLE USE OF NATURAL RESOURCE
The global economy is facing the challenges of increasing scarcity and an over-use of natural resources (water, minerals, 
raw materials, rare earths, etc.) combined with their geographical concentration. The United Nations’ Sustainable 
Development Goals confirm the urge to find solutions both for the environment and political stability, which are key levers 
of sustainability for companies like Stellantis.
In this context of scarcity of natural resources, preserving them, including the quality of the air, a precious natural resource 
on which human health depends, and reducing our dependence on water and raw materials are both a question of 
environmental responsibility and of sustainability for businesses. Automakers need to rethink the materials adopted in 
mobility devices and their production processes.
In order to save resources while providing new sources of employment and of income, Stellantis is strengthening the 
sustainable and circular economy approach by creating a dedicated Circular Economy Business Unit: it is naturally part of 
the Care pillar as well as one of the seven accretive business announced during the Company’s Dare Forward 2030 strategic 
plan in March 2022. The commitment to sustainability covers different activities such as conducting Life Cycle Assessment 
(LCA) studies on vehicles, deploying engineering research and development around new more sustainable materials, the 
recovery of parts and materials and improving manufacturing processes. Stellantis strives to improve the performance of 
our factories by reducing water consumption, managing the quantity and disposal of waste and other impacts generated by 
production, while integrating the need to protect the biodiversity of the surrounding areas. We design vehicles with the goal 
to reduce the environmental impact including when the vehicle has reached the end of its useful life .
 PRESS RELEASE
Dare Forward 2030: Stellantis’ Blueprint for 
Cutting-Edge Freedom of Mobility
https://www.stellantis.com/en/news/
press-releases/2022/march/dare-forward-2030-
stellantis-blueprint-for-cutting-edge-freedom-
of-mobility
6.1 Wise use of materials in the vehicle life cycle (including product 
recycling)
6.1.1 CONTEXT AND STELLANTIS POSITION
CSR issue/challenge #14: Wise use of materials in the vehicle life cycle (including product 
recycling)
The conditions of access to resources will become more complex in the decades to come. The world's population reached 
eight billion at the end of 2022 (World Population Prospects 2022: Summary of Results 
, with a high aspiration to 
consume more. The OECD estimates that by 2060 the average income might be equivalent to that of today's richest 
countries  , which will induce a doubling of the use of raw materials to meet this growth, exerting ever more pressure on 
the environment. Recent geopolitical conditions also demonstrate the interdependence of countries on resources.
GRI 3-3
Wise use of materials in the vehicle life 
cycle (including product recycling) 
14
World Population Prospects 2022: 
Summary of Results 
un.org 
Global Material Resources Outlook to 2060  
https://www.oecd.org/environment/global-
material-resources-outlook-to-2060-
9789264307452-en.htmSDG 6: CLEAN WATER AND SANITATIONSDG 7: AFFORDABLE AND CLEAN ENERGYSDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURESDG 11: SUSTAINABLE CITIES AND COMMUNITIESSDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 13: CLIMATE ACTIONSDG 16: PEACE, JUSTICE AND STRONG INSTITUTIONS
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8 APPENDIX
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6 RESPONSIBLE USE OF RESOURCES
6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
Stellantis is committed to change the consumption model and the way products are designed within a circular economy. 
The principle of a circular economy is embedded into Stellantis’ business approach, focusing on extending the lifespan 
of products and reducing the use of natural resources starting from the production process, to the end of vehicle life, 
by reusing materials and returning waste and materials into the production loop. We are developing ways to increase 
the use of renewable and recycled materials for new vehicles and to extend the aftersales offer of reused, repaired and 
remanufactured parts with new product lines and in new regions. We are committed to processing end-of-life products 
and vehicles in a responsible manner including batteries from electrified vehicles.
We are working to overcome the use of hazardous substances targeted by regulations such as REACH. We are 
also working to find alternatives for the use of rare and precious resources which are often indispensable for 
nanotechnologies. In some cases, these materials are required for connected vehicles and technologies making them 
dependent on their availability. 
Company’s public position
Stellantis promotes the repair of its products and, as such, develops a range of remanufactured spare parts and offers 
second-hand parts and a spare parts repair service. Through its action within a representative structure of automobile 
manufacturers such as, for example, the Association of European Automobile Manufacturers (ACEA) or the Automotive 
Industry Platform (PFA), it also supports the development of a harmonized methodology for measuring the rate of 
incorporation of recycled and natural materials.
The Company promotes the adoption of best practices by EU Member States to implement the EU Directive on the 
treatment of End-of-Life Vehicles (ELV). It advocates for a higher output (ELV pollution and dismantling parts, shredding, 
post-shredding, and recycling materials) of the recycling industry and its professionalization. By incorporating efficient 
processes to recover quality materials for new battery development, Stellantis is actively working on future solutions for 
end-of-life batteries and complying with responsible materials sourcing rules  in the global battery value chain.
Stellantis, since 2020, along with 10 other Original Equipment Manufacturers (OEMs), are jointly developing actions to 
voluntarily improve the social, ethical and environmental performance of automotive supply chains under the umbrella of 
the Drive Sustainability Initiative.
 For more information refer to 7.1.1
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6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
6.1.2 FORWARD-LOOKING VISION AND TARGETS
GRI 3-3
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Wise use of 
materials in the 
vehicle life cycle 
(including product 
recycling)
Owner: Chief 
Engineering Officer
Wise use of materials 
in the vehicle life cycle 
(including product 
recycling)” is innovative 
with eco-design and 
leverage end-of-life 
opportunities in a circular 
economy approach 
to reduce the use of 
natural resources and the 
environmental impact to 
the lowest possible level 
Percentage of Green 
Materials (includes 
renewable and recycled 
content with lower carbon 
footprint materials) on 
total vehicle weight
2025: launch the first 
vehicles containing 
25% of Green 
Materials
2030: launch the first 
vehicles containing 
40% of Green 
Materials
2050: continue to 
reinforce Green 
Materials content in 
the future vehicles
Application of 
green materials in 
vehicles launched in 
2022 according to 
Stellantis roadmap 
for 2030
Green Materials 
applied on vehicles in 
major regions
Availability of solutions 
to optimize High-Voltage 
Batteries lifespan and 
end-of-life through Repair, 
Remanufacturing, 
Second-life, Recycling
2025: at least 
one solution is 
implemented for 
each High-Voltage 
Battery sold in EU, 
NA, China
2030: at least 
one solution is 
implemented for 
each High-Voltage 
Battery in all 
countries where EVs 
are sold
2050: all solutions 
implemented in all 
countries where EVs 
are sold
Solutions 
implemented per 
Region: EE: 4; NA: 3; 
SA: 1; MEA: 1; IAP: 1; 
China: 1
	▪E-Repair Services 
available in 
France, Germany, 
Israel, Japan and 
South Korea
	▪Increased Reman 
batteries types 
for BEV vehicles, 
including the 
Maserati EV 
platform
	▪Second-Life 
pilots in Enlarged 
Europe and North 
America
	▪Recycling process 
available in main 
EV sales countries
Repair Solution 
launched in France 
and Germany
Reman Solution in 
Europe and North 
America
Second-Lifeprocess 
in place one in 
Europe and one in 
North America
Recycling process 
in place in Europe, 
North America and 
China
14
6.1.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
The automotive industry is facing a transformation that is impacting several aspects of its business: the materials used to 
build a vehicle are a key issue OEMs need to tackle. Stellantis has identified four types of risks in this area and implemented 
mitigation measures which open the way to opportunities of gaining competitive advantages or creating new businesses.
GRI 3-3
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6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
RISK#1: SCARCITY OF CRITICAL MATERIALS
The availability of limited resources could generate scarcity of materials, included those critical. 
Stellantis defines the criticality of a material according to three criteria:
	▪use criticality: materials where there are currently no alternatives, that are used for special features and which are important for 
competitiveness 
	▪supply criticality/potential scarcity: limited global quantity or unreliable supply chains
	▪CSR criticality: the extraction or use of these materials is questionable from a CSR viewpoint such as environmental impact and breach 
of human rights.
Transition to electrified vehicles is generating need for new raw materials such as lithium, nickel and cobalt. Demand for the materials 
needed for nanotechnologies is greater than ever. Rare earths show tensions in their market. Some stages of the polymers production 
process show a high concentration of among a small number of suppliers.
In order to mitigate the related impacts such as the increase in production costs, supply chain disruptions or delays and dependency 
following measures are implemented : 
	▪limit and reduce the use of critical materials; 
	▪identify and monitor materials considered as strategic;
	▪develop alternative materials to substitute those critical materials;
	▪sign contracts with critical material suppliers such as the lithium geothermal partners to secure supply contracts;
	▪use LCA extensively to measure and reduce environmental impacts.
In addition, in order to address the challenges of accessing sustainable raw materials, Stellantis partners with the European Raw 
Materials Alliance (ERMA) . Stellantis participates in a working group oriented on rare earths for e-machine used for permanent 
magnets. The other working group will cover raw-materials for batteries.
Stellantis has launched several initiatives, which open technical and business opportunities:
	▪develop a dual chemistry strategy based on two cobalt free batteries from 2024 ;
	▪increase circular economy opportunities, using materials and designing components that are easier to recover and recycle at the end of 
their life, recycling materials that are becoming scarce and reusing them inside or outside the automotive sector ; 
	▪reuse or remanufacture or repair parts to reduce demand ;
	▪use of Green Materials such as recycled or material of natural origin  .
RISK#2: INCREASED REGULATIONS ON HAZARDOUS SUBSTANCES
Regulatory requirements regarding the use of hazardous substances that can impact the environment together with the health and 
safety of customers and employees could increase in the future. 
In order to mitigate the related impacts such as costs of potential non-compliance as well as cost and availability of substitute materials, 
following measures are implemented : 
	▪factor regulatory requirements regarding the use of hazardous substances into the phases of the vehicle life cycle; 
	▪reduce and eliminate hazardous substances such as limiting Volatile Organic Compounds (VOCs) in the materials used and substituting 
some substances used as plasticizers or flame retardants that are targeted by regulations such as REACH; 
	▪monitor traceability of regulated substances contained in vehicle parts and materials, notably by working closely with suppliers to 
achieve compliance of vehicles and parts sold.  
Stellantis has launched several initiatives, which open technical opportunities:
	▪anticipate regulations by mastering impact of possible future changes;
	▪improve cabin health and safety voluntarily introducing technical solutions such as filters for air flow .
 For more information refer to 6.1.7
 European Raw Materials Alliance 
(ERMA) 
erma.eu
 For more information refer to 2.5.3.2.4
 For more information refer to 6.1.7
 For more information refer to 6.1.7
 For more information refer to 6.1.7
 For more information refer to 6.1.7
 For more information refer to 6.1.7
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6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
RISK#3: INCREASED REGULATION ON END-OF-LIFE PROCESSES
Changes in end-of-life of vehicles (ELV) regulations could affect the dismantling and recycling sector by adding additional requirements 
to the Authorized Treatment Facilities (ATFs), increasing the responsibility of the OEMs to manage the entire end-of-life handling 
process. In some regions of the world such as the EU, South Korea and China, legislation requires producers to ensure recycling 
treatment at the end-of-life of High-Voltage Batteries (HVB). 
The EU has initiated a review process which will increase producer’s obligations and generate the likely risk of surcharges. 
Under current Market conditions, the value of reused and recycled materials recovered from an ELV covers all cost of related activities 
like collection, depollution and dismantling as well as treatment of remaining material streams.
Impacts resulting from the combination of cost increase and reduced revenues can be explained by the increase of producer’s obligations 
in the global ELV process. This trend is reinforced by the HVB end-of-life treatment. 
In order to mitigate these impacts, following measures are implemented: 
	▪use materials and design components that are compatible with the circular economy process, including the need to recover and recycle 
end-of-life vehicles; 
	▪deploy responsible process of end-of-life products specifically the vehicles and batteries from electrified vehicles 
	▪work with stakeholders and authorities to define optimized ELV management structure. 
Stellantis has launched several initiatives, which open technical and business opportunities:
	▪develop a Circular Economy Business Unit to offer customers the option of reused parts coming from ELVs, generating additional 
revenues and economic balance of the process with new opportunities of savings thanks to materials recycling activities; 
	▪participate in or acquire innovative startups such as Amanhã Global 
	▪reduce the variety of plastics to facilitate sorting after shredding and improve profitability; 
	▪use a single family of plastics per core function so that an entire sub-assembly can be recycled without dismantling; 
	▪mark plastic parts with standardized codes for identification, sorting and traceability; 
	▪introduce green materials (recycled) into vehicle design to support the development of recycling opportunities .
Specific impacts of upcoming regulations notably in EU and China might lead to increase the producers’ obligations and generate 
the likely risk of additional costs. To mitigate this risk, Stellantis is implementing measures to reduce logistics costs, extend the HVB 
lifespan before recycling through repair and remanufacturing or repurpose the HVB or its components for energy storage outside of the 
automotive sector with possible revenue generation.
RISK#4: LOW ENVIRONMENTAL AND HUMAN RIGHTS RESPECT IN SUPPLY CHAIN DURING EXTRACTION 
PHASE OF SOME MINERALS
Some raw materials or minerals could come from a region of the world where environmental and social regulations are not aligned with 
the Company’s values and standards or where conflicts are open (tin, tantalum, tungsten and gold - also known as 3TG - are “conflict 
minerals” for which the mining can provide a source of funding for war).
Companies are working to meet growing expectations of stakeholders (including shareholders, employees, customers and NGOs) to take 
responsibility for their supplier’s environmental and social practices.
In order to mitigate the related reputational or financial impacts in case of litigations, following measures are implemented: 
	▪implement a due diligence process which strives to use, as much as possible, materialsfrom responsible supply chains respecting 
human rights and the environment 
	▪introduce a traceability system for supplies that contain conflict minerals  Stellantis pays particular attention to the materials used in 
batteries for electrified vehicles through the supply chain and supports initiatives for innovative supplies of raw materials
	▪develop partnerships such as the European Raw Materials Alliance (ERMA) .
 For more information refer to 6.1.7
 For more information refer to 6.1.7
 For more information refer to 6.1.7
 For more information refer to 7
 For more information refer to 7.2.4
 For more information refer to 6.1.7
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8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
6 RESPONSIBLE USE OF RESOURCES
6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
NANOTECHNOLOGIES IN THE AUTOMOTIVE SECTOR
Nanotechnologies are a relevant illustration of the combination of those risks while demand for the materials they 
require is greater than ever in the context of the increased appetite for connected objects. This trend also affects the 
automotive industry. Metals used to support nanotechnologies experience market tensions and are increasingly harder 
to mine: the metal content of the ore is decreasing, while mines currently operated show lower concentrations which 
implies more and more processing. Stellantis is focused on limiting and reducing the use of these metals and increasing 
the recovery during the recycling phase.
6.1.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
A materials strategy monitored at Strategy Council level
The Global Purchasing and Supply Chain EVP and the Engineering EVP, both direct reports to the CEO, and members of 
the Top Executive Team and the Strategy Council are responsible for the materials strategy. Mapping of material risks for 
both current and forecasts, is performed according to specific criteria for each raw material.
Some of the criteria include:
	
■significant contribution to develop existing technologies;
	
■scarcity and geographic location;
	
■social and environmental impacts including recyclability and extraction or production conditions;
	
■geopolitical or logistic accessibility;
	
■cost and share of Stellantis needs compared to global market demand and market players.
Based on this risk mapping, the EVPs validate the R&D roadmap on substitute materials or alternative supplies, to manage 
and secure the Company’s sourcing over the long-term, notably through collaborative actions with metallurgy and mining 
industries.
The finance department performs cost monitoring on materials in connection with operational purchasing plus research 
and development teams. Their goal is to anticipate and manage cost developments, help diversify and monitor the 
most strategic supplies. In the context of increasing scarcity and costs of raw materials on the long-term, the supplier 
relationship is a lever to implement the Company material and product development policies. Stellantis focuses its efforts 
on the materials used in batteries for electrified vehicles through the supply chain  and supports initiatives for innovative 
sourcing of raw materials.
 For more information refer to 7.1.3
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A Circular Economy Business Unit
 In order to further master the wise use of materials in the vehicle life cycle and reduce the environmental impact in terms 
of carbon footprint, Stellantis has created a Business Unit dedicated to circular economy. As one of the seven accretive 
Business Units outlined in Stellantis March 2022 Dare Forward 2030 strategic plan, its aim is to build a sustainable and 
profitable business based on circular economy principles investigating and expanding opportunities in various areas 
such as the use of plant surplus (excess of parts and materials from factories), parts remanufacturing, reparing, reusing, 
end-of-life vehicle management and recycled materials in a closed-loop process.
Throughout the full vehicle life cycle we have developed a comprehensive 360-degree business based on the 4R Strategy: 
reman, repair, reuse and recycle in order to extend products (vehicles and High-Voltage Batteries (HVB)) lifespan and 
reduce waste by returning into the material loop.
	
■Reman: used, worn and defective parts are recovered, dismantled, cleaned and remanufactured to OEM specifications, 
same performance and warranty as original parts
	
■Repair: worn parts removed from a customer’s vehicle, repaired and returned to be refitted to the same vehicle (for 
example electronic parts, gearboxes and traction batteries)
	
■Reuse: original multi-brand parts in good condition recovered from end-of-life vehicles and reused as-is to be fitted 
to other vehicles. Life extension includes projects to repurpose for reuse High-Voltage Batteries in non-automotive 
business 
	
■Recycle: recycled materials from production, maintenance scraps and end-of-life vehicles (ELVs) fed back into the 
manufacturing process of new vehicles and aftersales products​. This reduces the carbon emission to produce parts 
from scratch while minimizing the risk of raw material scarcity and the material cost fluctuation impact. 
To promote the 4R strategy and embrace all the Company’s initiatives in terms of circular economy during the vehicle life 
cycle, (from design to production of new vehicles, to the use of vehicles until the end of vehicle life and recycling) through 
one recognizable identity, the Stellantis Circular Economy Business Unit launched the new label “SUSTAINera - circular 
economy - Making a better future”: it embodies the Stellantis core value “We care for the future” through a responsible 
business entering a new era of sustainability .
 For more details on Second-Life 
refer to 6.1.7.7
 PRESS RELEASE
Stellantis Fosters Circular Economy 
Ambitions with Dedicated Business 
Unit to Power New Era of Sustainable 
Manufacturing and Consumption
https://www.stellantis.com/en/news/
press-releases/2022/october/stellantis-
fosters-circular-economy-ambitions-with-
dedicated-business-unit-to-power-new-era-of-
sustainable-manufacturing-and-consumption
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SUSTAINera:
	
■represents the dedicated circular economy product lines and services as part of the 360° parts and services offer 
and promises sustainable, transparent and affordable products and services to our customers for all brands of 
vehicles without compromising quality while preserving the environment through decreased waste and less use 
of our planet’s resources
	
■aims to support marketing and communication actions worldwide, replacing the former parts and services designations 
of Ex-FCA Reman in North America, ex-FCA Regen in Europe and Renew for ex-PSA product lines
	
■is the label for remanufacturing, repair, reuse and recycling activities and products as well as for factories or 
manufacturing units acting for the circular economy in Stellantis, like the first Circular Economy Hub announced in the 
Mirafiori complex, starting with three activities: parts remanufacturing, vehicle reconditioning and vehicle dismantling, 
with the scope set to expand further activities and globally .
SUSTAINera brings the opportunity to reduce the carbon footprint and raw material consumption (Life Cycle Assessment 
analysis performed according to a methodology approved by an external independent company, Sphera, shows on 
average up to 80% of raw material savings and up to 50% of non-emitted CO2 for remanufactured and repaired parts 
corresponding to the best- seller of similar products in Europe when compared to new parts) driving Circular Economy 
Business Unit to play a key role in the carbon net zero achievement by 2038.
The Circular Economy Business Unit roadmap includes participation in innovative startups: a participation was signed 
with Amanhã Global in 2020 who provides  B-Parts e-commerce platform focused on multibrand original used automotive 
parts with over five million parts available in inventory. B-parts delivers its products in more than 155 countries. 
In 2022, a strategic partnership led by the Circular Economy Business Unit in collaboration with Commercial Vehicle 
Business Unit, was signed by Stellantis N.V. and Qinomic, a high-tech company specialized in innovative and sustainable 
solutions for mobility, to create a proof of concept to convert internal combustion engine light commercial vehicles to 
electric drivetrain. Successful completion of this joint development in 2023 and positive customer feedback on the demo 
cars’ performance will lead to implementation and commercialization starting in France in 2024 .
The Circular Economy Business Unit is run by the Senior Vice President Global Circular Economy and reports into the 
Executive Vice President for Affiliates on the Board of Directors.
 PRESS RELEASE
Stellantis Invests in Italian Industrial 
Footprint Transformation to Develop 
Sustainable Activity
https://www.stellantis.com/en/news/
press-releases/2022/september/stellantis-
invests-in-italian-industrial-footprint-
transformation-to-develop-sustainable-activity
 PRESS RELEASE
Stellantis and Qinomic Team Up to 
Develop Electric Retrofitting of Light 
Commercial Vehicles
https://www.stellantis.com/en/news/
press-releases/2022/december/stellantis-
and-qinomic-team-up-to-develop-electric-
retrofitting-of-light-commercial-vehicles
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STELLANTIS CIRCULAR ECONOMY MODEL AND THE 4R STRATEGY
Design for 
circular 
economy
Buy and 
manufacture
Sell, Deliver, 
Maintain, Update
Support and 
enhance use 
phase
Develop 
products and 
services
Manage product 
end-of-life
Recycle
MaterialsREMANREPAIRREUSERECYCLESUSTAINera - Circular Economy - Making a better future
SUSTAINera is the new label launched by the Circular Economy Business Unit. It is the recognizable identity to 
promote the 4R strategy and embrace all the Company’s initiatives in terms of circular economy throughout the full 
vehicle life cycle.
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Pre-owned vehicles activity
Stellantis has decided to dedicate a specific Business Unit to pre-owned vehicles (PROV), with a worldwide scope, leveraging 
its experience as an OEM but also a global ecosystem including companies such as Aramis Group or Autobiz. PROV Business 
Unit is responsible for defining pre-owned activities strategy, targets, key projects, business guidelines and for supporting 
all regional entities. It has central oversight and accountability for pre-owned activities global financial results.
Regarding companies dedicated to this business, PROV Business Unit ensures strategic oversight and consistency through 
Board participation, in line with corporate governance rules, and provides them with the adequate support through 
synergies with Stellantis activities. PROV Business Unit continuously looks for additional opportunities to develop new 
business, including through partnerships with innovative start-ups, for example, Autoavaliar, Brazil or Fengche, China.
All Stellantis pre-owned vehicle activities aim to operate in compliance both with applicable regulations and Stellantis policies 
enforcing best practices regarding safety at work (including in our reconditioning facilities), competition laws, diversity, 
respect for customer data privacy protection and customer information, which is paramount to present our offers both 
digitally and on physical sites .
6.1.5 POLICIES TO EXECUTE THE STRATEGY
Stellantis considers materials impact at all stages of the life cycle starting from the product definition through the design 
phase. The materials and circular economy policy is based on the following principles: 
1.	 Eco-design to boost innovation and contribute to reduce material consumption and environmental impact of materials. 
2.	 An assertive commitment to use green materials.
3.	 A commitment to reduce hazardous substances.
4.	A commitment to responsible recyclability - as a prevention measure against material scarcity and environmental 
impact of raw material sourcing - and to a responsible end-of-life treatment.
5.	 A commitment to provide customers with offers in the circular economy mindset: sustainable parts and service offers 
to increase the lifespan of their vehicle and its parts, including High-Voltage Batteries.
1. Eco-design to boost innovation and reduce material consumption and environmental impact 
of materials 
From the vehicle design through each stage of the vehicle life cycle, Stellantis works to limit the vehicle’s environmental 
footprint in line with applicable regulations by:
	
■improving fuel consumption
	
■reducing CO2 emissions and pollutants
	
■using natural resources responsibly
	
■improving recyclability, repairability and remanufacturability.
In addition to supporting vehicle compliance with environmental legislation, eco-design also helps the Company stay 
competitive regarding sustainable mobility and new materials.
 For more information refer to 6.1.7
GRI 301-3
GRI 103-2
GRI 3-3
GRI 301-3
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LIFE CYCLE STAGES
CORE CHALLENGES
Product definition
Define new automotive products and services taking into account the mobility needs of consumers 
around the world, local legislation and people’s expectations regarding the environment and safety.
Design and engineering
Design vehicles to reduce their impact:
	▪on the environment: CO2 emissions, local pollutants, the use of resources and recyclability;
	▪on society: road safety, noise pollution, traffic congestion.
Production
Reduce the environmental impact of automobile manufacturing.
Improve workplace safety.
Participate in the economic and social life of local communities.
Transport and sale
Integrate environmental challenges into supply chain and dealership network management.
Inform customers in a responsible manner through advertising and labelling and provide a satisfying 
ownership experience with effective sales and customer service processes.
Use
Help limit the impact associated with vehicle use: promote safe and environment friendly driving practices, 
reduce vehicle fuel consumption, and develop increasingly effective exhaust emission control systems.
Promote the use of parts from circular economy in vehicle maintenance and repair.
End-of-life
Facilitate the collection and processing of end-of-life vehicles and components by specialized providers 
and optimize their recyclability (pollution control, recycling, recovery and reuse). Evaluate the business 
opportunities to create circular economy offers to our customers and optimize the effort to collect and 
treat end-of-life vehicles and in particular the HVBs.
In order to be a strong participant in the circular economy market, the Company is developing internal procedures and 
partnerships with industrial counterparts from the automotive industry and other sectors. This is helping to reduce the 
pressure on natural resources for the different stages of the life cycle of our vehicles.
The Company is implementing a life cycle analysis procedure to evaluate and validate the selection of materials in new 
projects. This action allows to improve the use of natural resources and to limit the impact of products on the environment 
throughout their useful life. Each stage of the life cycle and the main environmental issues are examined .
This policy to search for new materials is being implemented in conjunction with the Company’s commitment to using 
more renewable, recycled or bio-sourced materials in its vehicles.
Spare parts verified to boost safety, environmental protection and compliance
Stellantis pays close attention to the selection of material to comply with regulations, notably those related to safety. Due to 
their strong visual resemblance to branded parts, customers might be misled by counterfeit parts. A poor quality of counterfeit 
parts can endanger consumer safety. In the automotive field in particular, counterfeit products do not offer guarantees in 
terms of safety, environmental protection or regulatory requirements. In order to allow customers, after-market and custom 
networks to identify genuine parts, the various brands of Stellantis use a secure label placed on replacement parts packaging. 
 For more information refer to 6.1.7
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2. An assertive commitment to use green materials
Stellantis is involved in the integration of recycled and natural materials in the Company’s vehicles. The integration of 
recycled materials covers all materials used in vehicles. Green materials used in the vehicles can be defined in three categories:
	
■recycled materials;
	
■materials of natural origin such as, wood and plant fibers;
	
■bio-sourced materials such as, polymers that come from renewable resources rather than the petrochemical industry.
There are several advantages to using them including reduced use of mined and fossil-based materials and fostering the 
development of the recycling industries by increasing demand. Life Cycle Assessments (LCAs) are conducted to check and 
highlight the environmental progress of new green material solutions.
3. A commitment to reduce hazardous substances 
Stellantis focuses its attention on the environment and the health and safety of their customers and employees.
Regarding hazardous substance management, the main drivers are: 
	
■the elimination of four heavy metals; lead, mercury, cadmium and hexavalent chromium which are regulated in Europe 
by the Directive No 2000/53/EC on end-of-life vehicles and its Annex II exemptions list and by similar legislations in 
other regions of the world such as Korean ELV, Enforcement Decree of the Act on Resource Circulation of Electrical and 
Electronic Equipment and Vehicles
	
■the compliance with the different substances legislations applicable all over the world such as EU POP and REACH 
regulation, TSCA Section 5 (a) Significant New Use Rules (SNURs), China Requirements for Prohibited Substances on 
Automobiles (GB/T 30512-2014). The Company has set up an organization and communication system to monitor its 
partners and suppliers using the automotive industry guidelines
	
■the introduction of technical solutions to improve vehicle interior air quality to support customer health, safety and 
comfort in the cabin, in addition to regulatory requirements. 
4a. A commitment to responsible recyclability, as a prevention measure against material 
scarcity and environmental impact of raw material sourcing, to support a responsible End-of-
life treatment
The impact of recycling end-of-life vehicles (ELVs) is taken into account starting from the design phase. Vehicle materials 
are selected according to increasingly strict criteria that are designed to foster the development of recovery and recycling 
facilities. To ensure that its vehicles are highly recyclable, Stellantis is committed to: 
	
■using materials that are easy to recycle
	
■reducing the variety of plastics to facilitate sorting after shredding, optimize the related recovery processes and improve 
profitability
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■using a single family of plastics per core function so that an entire sub-assembly can be recycled without full breakdown dismantling
	
■marking plastic parts with standardized codes for identification, sorting and traceability
	
■introducing green materials, especially recycled materials, into vehicle design to support the emergence or development 
of new markets for certain materials
	
■integrating recycling considerations upstream in the innovation phases with a focus on new materials or vehicle parts. 
As a participant in the International Dismantling Information System (IDIS) project, Stellantis provides recycling facilities 
with disassembly instructions for our vehicle brands, including disassembly information for HVBs.
Stellantis is performing vehicle recycling studies to support vehicle end-of-life research and development and to satisfy 
dismantling requirements for ELVs.
4b. A commitment to responsible End-of-life treatment
As part of the Circular Economy Business Unit, one central ELV team integrates ELV activities for Stellantis brands.
This allows synergies to be increased by:
	
■exchanging information with authorities at regional and country levels
	
■streamlining Stellantis ELV activities in countries in Europe and in regions outside of Europe
	
■negotiating with Stellantis partners in the full ELV chain at central and local levels
	
■contributing to the work by automobile associations at country, European and global levels
	
■analyzing and generating new business and revenue opportunities.
5. A commitment to provide customers with offers in the circular economy mindset
	
■Stellantis is using all its expertise in 4R (Reman, Reuse, Repair, Recycle) to offer to its customers a sustainable alternative 
to genuine new parts extending the lifespan of products (parts and HVB). 
The Company is permanently screening new suppliers offering new technologies to bring new range of sustainable 
parts to the market as early as possible.
SUSTAINera, the dedicated circular economy aftermarket offer, promises sustainable, transparent and affordable 
products and services to our customers for all brands of vehicles without compromising quality while preserving the 
environment through decreased waste and less use of our planet’s resources. The benefits for the customers are 
economical (savings up to 70% of new part price further than the opportunity to maintain the re-sell value of the 
vehicle) and ecological, satisfying their willingness to purchase responsibly.
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SUSTAINera offers:
	
●remanufactured parts helping to reduce the cost of vehicle ownership, decrease the volume of materials heading 
to landfills and lower energy consumption. The Company certifies the production of remanufactured parts, 
manufactured internally or through specialized providers, in order to provide a repair solution that is equivalent to 
original equipment parts and provides the same warranty conditions as new
	
●repair & return service through our Repairer network
	
●reused parts through a multibrand original reused parts e-commerce platform (B-Parts) with one year warranty
	
●parts recycling service: on specific components (e.g. HVB, catalytic converters) Stellantis offers collection and recycling 
conformed with highest standards and, when it makes sense technically and economically, makes sure recovered 
materials are reused in the automotive industry.
	
■Stellantis Pre-owned vehicles policy: Stellantis pre-owned vehicles activity echoes directly the Company mission, 
“powered by our diversity, we lead the way the world moves”, focusing on proposing safe, clean and affordable mobility 
solutions to our customers. Our pre-owned vehicles are mainly recent, certified to meet quality standard, and more 
affordable than brand new models. In addition, providing used vehicles participate in a growing circular model helping 
to preserve natural resources needed to build a car.
6.1.6 ORGANIZATION AND RESOURCES
Eco-design product development organization
Integrated in the Materials & Sustainability Engineering Department, teams are dedicated to develop and monitor 
sustainable eco-design worldwide. The mission is to implement eco-design process in accordance with the different 
Stellantis commitments: 
	
■monitor and reduce the use of hazardous substances
	
■increase the use of green materials
	
■implement recyclable solutions
	
■evaluate the environmental footprint of new solutions and complete vehicles thanks to Life Cycle Assessments
	
■monitor dedicated KPIs, performance and conduct research.
In order to conduct these actions, standards and tools are defined and implemented to monitor design criteria applied by 
engineering teams. In particular, standards are defined to limit and trace the use of hazardous substances or to specify the green 
material content. For instance, materials specifications are defined for major plastic parts to integrate minimum of Green Materials 
content. IMDS is mainly used to monitor material composition of the parts including hazardous substances identification.
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Circular Economy Business Unit
Stellantis has a Business Unit dedicated to the circular economy to build a sustainable business based on circular economy 
principles. 
In 2022 the first phase of training on circular economy activities, impact and line to Dare Forward 2030 strategic plan 
was rolled out. Other learning initiatives, such as Climate School, underline the Company purpose to raise employees' 
awareness and commitment to sustainability.  
The Business Unit uses common resources from central or regional teams including engineering, quality, purchasing or 
manufacturing, after-sales, suppliers and other providers. Amanhã Global, a subsidiary of Stellantis, has its own resources 
to support its growth plan. 
The size of the team is growing significantly to support circular economy strategy and business growth.
High-Voltage Batteries (HVB) Management 
The Company is implementing collection and treatment procedures for its High-Voltage Batteries (HVB) used in hybrid 
and electric vehicles sold in Europe and other regions. Stellantis offers longer lifespan mobility to their customers by 
developing repair and remanufacturing processes. Stellantis is also targeting to extend the battery lifespan through 
Second-life solutions outside of the automotive sector for energy storage including those through its Joint Venture with 
NHOA (ex Engie EPS) Free2move eSolution. Stellantis is responsible for the recycling of its HVBs and contracts with 
specific operators selected to collect and recycle HVBs from our plants, research and development sites, dealer network 
and end-of-life vehicles according to existing local regulations. The battery technology in electric and hybrid vehicles 
requires specific handling methods. 
In order to support BEV customers, Stellantis can provide them a State of Health (SoH) document that describes the current 
status of the degradation of the battery as an indicative information. The document also provides recommendations on 
how to optimize battery life and range.
6.1.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS 
6.1.7.1 Main initiatives to support Eco-design and reduce material consumption: the LCA approach 
Stellantis conducts Life Cycle Assessments (LCAs) on its vehicles and components. These studies analyze the multi-
criteria environmental footprint of a vehicle, its components and materials design. The entire product life cycle is taken 
into account from raw material extraction to manufacture, use and end-of-life. The methodology used for LCAs refers 
to ISO standards 14040/44 and critical reviews are conducted with external experts. The last critical review focused on 
battery electric vehicle DS3 Crossback e-tense performed by a third-party reviewer panel. 
GRI 3-3
GRI 301-3
GRI 306-2
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The results of life cycle assessments help to improve the vehicles’ environmental record: 
	
■highlighting the environmental advantage of one innovative solution compared to another, and more broadly, the 
overall environmental impact of a product; 
	
■identifying possible pollution transfers from one phase of the life cycle to another; 
	
■highlighting core environmental impacts; 
	
■choosing more environmentally friendly technologies and materials. 
Main Indicators of Environmental Impacts Monitored by Stellantis
IMPACT ON AIR
Global warming potential in kg CO2-eq: characterizes the average increase in greenhouse gases emissions 
that contribute to global warming (CO2, CH4, N2O, etc.).
Acidification potential in kg SO2-eq: characterizes the increase in the content of acidifying substances that 
cause acid rain and decay of some forests (SO2, etc.).
Photochemical ozone creation potential in kg ethene eq.: characterizes the phenomena leading to the 
formation of ozone which have harmful effects on human health and on ecosystems (VOCs, etc.).
IMPACT ON WATER
Eutrophication potential in kg phosphate eq.: characterizes the introduction of nutrients such as nitrogen 
and phosphate compounds that promote the growth of certain algae (NO2, etc.).
IMPACT ON NATURAL 
RESOURCES
Potential for the depletion of natural mineral resources in kg antimony eq. (Sb): aims to measure the 
extraction of mineral resources considered to be non-renewable regarding their reserves on Earth
Potential for the depletion of fossil resources in megajoules (MJ): aims to measure the extraction of fossil 
fuels regarding their reserves on Earth.
LCAs can be used in the innovation phase to consider environmental impact as early as possible. The analyses are usually 
conducted at the end of product design and include recyclability and critical materials. LCA results can also be used in the 
planning of future vehicles.
Former PSA was a founding member of the EcoSD network, an association whose main purpose is to foster interaction 
between researchers and industry players to create and disseminate Eco-Sustainable Design (EcoSD) expertise in France 
and beyond, thereby promoting France’s EcoSD expertise internationally. The Company participates in collaborative 
projects with industry and laboratory members of the network, with the support of the French Agency for Ecological 
Transition (ADEME). Achievements of these projects include: 
	
■an assessment of the methodology used to measure the “water footprint” of an entire vehicle 
	
■the creation of a tool which takes environmental criteria into account in the design of traction batteries for electric vehicles
	
■the development of a guide with good practices for LCA practitioners on using mineral depletion indicators and on 
taking into account material criticality issues
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■the publication of a “White Book” with edition of Presses des Mines, on the application of monetarization in LCA for 
eco-design purposes
	
■an assessment of the environmental profile of the data in the context of connected vehicles
	
■an assessment of the environmental profile of charging infrastructures for BEVs in the context of long-distance drive.
In addition, STELLANTIS participates to different partnerships:
	
■OSCAR, a project funded by National French Research Association (ANR) and launched in 2019, develops a new 
approach to eco-design for complex systems (battery, innovative powertrain, etc.). It allows, through a wide exploration 
in the upstream phases of a design project, to identify optimal solutions with sustainable development by optimizing 
environmental, technical and attractive performance.
	
■CarE-Service, a project funded by the European Commission whose object is the valorisation of the material flows 
deriving from the end-of-life Vehicles (ELV) management of electric and hybrid vehicles with a circular economy 
approach and with particular focus on metals, technopolymers and batteries. 
	
■IRIS Initiative which is a collaborative initiative coordinated by Carbone 4, focusing on strategic foresight and scenario 
planning, that brings together 15 major companies from various sectors, as well as research institutions. The objective 
is to build shared and rigorous tools (foresight scenarios) and methods that aims at enabling companies to design 
"physically" realistic transition pathways and to collectively anticipate the disruptions induced by planetary boundaries 
issues (resources, climate).
Ph.D. thesis work has been also conducted in France, focused on the development of a method to optimize environmental 
impacts of automotive product and service systems such as carsharing. Another Ph.D. candidate began work in 2020 
regarding the development of a method for implementing CSR KPIs in the design phase of vehicles. In South America region, 
a Doctorate level study intends to develop a model for the application of the LCA for vehicles to reinterpret the environmental 
gains brought by Route 2030 in a cradle to grave perspective, going beyond the use stage and carbon emissions.
The Company aims to implement life cycle assessments on new vehicles. For core technological changes or strategic 
innovations, studies are conducted to assess developments of the environmental impact from these technologies. 
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SIMPLIFIED DIAGRAM OF A VEHICLE LIFE-CYCLE
Examples of the application of LCAs 
These analyses are carried out using software linked to environmental databases that makes it possible to calculate a 
product’s environmental impact. The goal is to compare the environmental impact from a new model compared to the 
previous generation. The impact of new electrified powertrain is also evaluated. Examples of vehicles that have been 
assessed during the past year: 
	
■Alfa Romeo Tonale diesel and MHEV
	
■Dodge Hornet gasoline
	
■DS4 gasoline and eTense
	
■Fiat 500 gasoline, MHEV and electric
	
■Fiat Fastback flex fuel
Global  
warming
Air  
acidification
Photochemical  
ozone creation
Water  
eutrophication
Depletion of  
mineral resources
Production
Maintenance
Reuse 
parts
Raw  
Materials
Materials 
Recycling
Distribution
Energy 
Recovery
Fuel and 
electricity 
Consumption
ELV 
Processing
Use
MULTICRITERIA  
APPROACH: 
In 2022, LCAs covered 
69%
versus 62% in 2021 
of the total fleet sold
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■Fiat Fiorino flex fuel
	
■Maserati Grecale gasoline and MHEV
	
■Opel Astra gasoline and PHEV
	
■New Peugeot 308 III gasoline and PHEV
RESULT OF THE LIFE CYCLE ASSESSMENT DONE ON THE PEUGEOT 508
6.1.7.2 Main initiatives to boost the integration of green materials 
Stellantis plans to integrate a green materials monitoring system focused on recycled and natural materials in new 
vehicles. We are focusing on recycled polymers as an important part of the circular economy and increasing our research 
efforts. The wider application of green materials requires the development of robust supply chains and more research on 
new materials. To meet its targets, the Company is actively selecting and certifying materials that offer the best cost and 
technical application, thereby creating a portfolio of solutions for future vehicle projects. The use of green materials will 
continue to be included in the engineering design guidelines and in the specifications for supplying parts and components. 
The use of green materials is also one of the selection criteria when choosing suppliers. 
Global warming
100%
80%
60%
40%
20%
Depletion 
of mineral 
resources
Air 
acidification
Photochemical 
ozone creation
Water 
eutrophication
Peugeot 508 - 2011
Peugeot 508 - 2018
GRI 301-2
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Stellantis is involved in a large number of scientific partnerships to boost the development of the green materials industry 
and expand the use of these materials in vehicles. In 2022 Stellantis participated in: 
	
■RUSTINE project: extruded recycling for the recovery of polymer waste sponsored by Fonds Unique Interministériel 
(FUI) with industrial and academic partners (Galloo Plastics, Wipak, Nutripack, Umet and Armines). The objective is to 
develop a process for decontaminating plastic waste from different sectors, in particular automobile. Stellantis aims to 
develop validated products with recycled polyolefin materials for interior parts without losing the properties of virgin 
materials, in particular odor and Volatile Organic Compounds (VOCs).
	
■FOREST-COMP project: supported by Italian Research Ministry has studied combination of bio-based polymeric 
matrices and reinforcement with functionalized natural fibres to develop a large variety of green plastic with a wide 
range of thermo-mechanical and surface properties which make them flexible for different applications. A particular 
focus has been addressed to bio-PET and bio-PUR for interior trimming applications (carpets, roof panel, door panel) 
and acoustic insulation.
	
■ REINVENT project: supported by European Commission has developed and combined bio based materials and fibres 
for replacing the petroleum based polyurethane insulation products used vehicles interior foamed products like layers 
for car ceilings, dashboards and seat covers.
	
■ NOVUM project: supported by European Commission, aimed at validation of new injection molding process with new 
bio-based materials made of cellulose with materials properties as: i) material strength / mechanical properties at the 
same level or better than commercial (PLA and wood composite) references; ii) higher cellulose content (total cellulose 
content 50-60%); iii) 100% renewable resources.
	
■RECIPLAST: a project funded by the Piedmont Region as part of the Bioeconomy Platform whose focus is to improve 
the eco-sustainability of plastic used in the packaging and automotive sectors, through the development of processes 
of separation, recycling and enhancement of those fractions of post-consumer and industrial waste that today present 
critical issues in their capacity of recyclability and reuse.
	
■ASR project: Supported by U.S. Council on Automotive Research (USCAR) aimed at validating the recycling of 
Automotive Shredder Residues (ASR) by Chemical Recycling into usable polyester resins targeted for interior trim and 
second surface support applications.
The latest vehicles brought to the market illustrate the results obtained on the inclusion of materials that are recycled or 
from natural sources. The following examples show the diversity of applications validated on the last vehicles from the 
different brands in the main regions of commercialization: 
In Enlarged Europe: 
	
■Jeep Renegade (Upland Special Edition) in the interior trims of the dashboard has adopted recycled PC/ABS and an 
extensive use of textiles based on recycle PET is done.
	
■Maserati Grecale in the tufted floor carpets uses recycled polyamide derived from disused fish nets recovered in the sea.
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■Peugeot 408 integrates 100% of post-consumer P/E-I in the Mudguard components and a combination of 95% 
post-consumer and 5% post-industry polypropylene in the bumper. 
In North America: 
	
■Jeep Wrangler uses glass-filled recycled nylon materials for mirror support brackets in Jeep Wrangler "doors off" model. 
	
■Jeep Grand Cherokee uses recycled polycarbonate in foglamp lenses and low-emission acetal (POM) materials for 
glovebox door dampers. 
	
■3.5L Engines use recycled content post-consumer glass/mineral nylon for intake manifolds.
	
■New vehicles to integrate 100% post consumer recycled PET used in fabrics for anti-squeak performance in seating.
In South America: 
	
■Fiat Fastback extended the use of polypropylene and wood fibers composite materials to cargo load floor in the trunk.
	
■Citroën C3 achieved a historic result for the region with a high mass of green materials applied in eleven different 
applications, with emphasis on applications in recycled polypropylene.
6.1.7.3 Main initiatives to reduce hazardous substances 
Regulatory requirements regarding the use of hazardous substances are factored into the phases of the vehicle life 
cycle. We work closely with suppliers on achieving compliance of vehicles and parts sold. To ensure the traceability of 
regulated substances contained in vehicle parts and materials, the Company collects information from suppliers using 
the automotive standard International Material Data System (IMDS) tool according to the Global Automotive Declarable 
Substance List (GADSL).
Stellantis has set the goal of minimizing the use of substances of concern by working upstream during the new material 
research and innovation phases which means in Europe for example considering REACH Candidate list and anticipating 
the future restrictions introduced by REACH Annexes XIV, XVII and by Persistent Organic Pollutants (POP) regulation. 
Examples include the replacement of diethylhexyl phtalate (DEHP) which is used as a plasticizer in PVC sheaths for wiring 
harnesses. Other regulations on chemical substances such as Persistent Organic Pollutants (POP) and Biocides which 
affect part design and production are also monitored for compliance. 
Concerning Vehicle interior air quality, in addition to comply with legal regulations Stellantis has introduced technical 
solutions to support customer health, safety and comfort in the cabin. These include filters for air flow into the passenger 
compartment and limits on volatile organic compounds (VOCs) in the materials used inside the cabin. Where applicable, 
the air in the passenger compartment is checked for VOCs and odors before the vehicle goes to the market. Stellantis is 
working on new developments accounting for specific material characteristics, surface treatments and with antimicrobial 
properties e.g., in FIAT 500 Red Edition as well as filters to improve the quality of the interior air, limiting also the 
development of micro-organisms.
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6.1.7.4 Main initiatives to improve responsible recyclability and to support end-of-life treatment
Stellantis implements actions from the ecodesign stage to the end-of-Life of its vehicles 
Through its choice of materials, Stellantis aims to promote the recyclability of its products, to obtain the homologation of 
its vehicles where regulatory relevant, the success of their sales and their effective recycling at the end of their life.
One of our actions in this field fall within the framework of European Directive No. 2000/53/EC of September 18, 2000 
regarding end-of-life vehicles (ELV) which sets vehicle design requirements and operational processing requirements for 
the vehicle at the end of its service life. 
	
■From the design stage, recyclability is taken into account. Stellantis has implemented the processes needed to fulfill 
the 95% recovery requirement in vehicle weight, and 85% reusing or recycling materials with traceability processes for 
information on the weight of materials, substances and the corresponding assessments and analyses. In accordance 
with EU Directive 2005/64/CE, audits are conducted by a third-party regarding the traceability processes for information 
on the weight of materials, substances and the corresponding assessments and analyses.
	
■At the end-of-life, Stellantis implements three types of recovery for end-of-life vehicles: reuse of parts, recycling of 
materials and energy recovery. Since 2015, vehicles in Europe have to be 95% recovered and 85% recycled or recyclable. 
In order to meet its obligations, the Company has an internal horizontal network, that provides the framework to 
manage the upstream and downstream processes. The two activities include: upstream, which seeks eco-design 
solutions, and downstream, which involves services for the collection and treatment of end-of-life vehicles. This 
work is conducted in close collaboration with Company partners such as suppliers, recycling operators and vehicle 
manufacturer associations. 
6.1.7.5 Main initiatives, achievements and results on parts recycling
Stellantis recycling activity is currently available in four regions: Enlarged Europe, North and South America, Middle East and Africa. 
In 2022, more than 1.7 million parts have been recycled including catalytic converters, fascias/plastic bumpers, alloy wheels, 
High-Voltage Batteries.
6.1.7.6 Main initiatives to improve end-of-life vehicle (ELV) treatment
In 2000, the EU End-of-Life Vehicle Directive began requiring all vehicle manufacturers and importers to take back 
vehicles from the last owners or holders when the cars have reached end-of-life. For that purpose and by following 
the different national requirements, the two former companies (FCA and PSA) have built take-back networks in 
EU member states where they were operating. The systems vary in different countries between implementation and 
maintenance by the manufacturers themselves, assigning a service provider on their behalf or participating in a collective 
take-back process, where required by law.
SASB-440b.3
GRI 301-2
All the Company’s vehicles 
in Europe are 
95% recoverable 
85% recyclable
SASB-440b.2
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In France, we implemented an Individual System, which uses industrial partnerships of a high standard, both technically 
and financially. They track ELVs and ensure that the overall recovery rate is achieved. At the end of 2021, the Company’s 
industrial partners were working with networks of 436 certified dismantling companies for former PSA Brands, and 612 
for former FCA Brands, with 222 common dismantling companies.
In Regions outside Europe, the Company is actively analyzing the regional and local market situation as well as ELV-
related legislation. The Company adopts and develops strategies and plans for implementation depending on the local 
and regional requirement and constraints.
	
■U.S.: the environmental effects of vehicles at the end-of-life stage are reduced using a market-driven recycling 
infrastructure, making automobiles and their components among the most recycled consumer products in that country.
	
■Asia, some countries have developed momentum around waste legislation. Stellantis is cooperating with partners in 
China on batteries recycling.
	
■India, we have a business partnership to support the development of Waste Law to treat ELVs and HVBs.
	
■Africa, Stellantis implemented a study with Morocco’s government to improve the collection and treatment of ELV.
Individual System to manage End-of-Life Vehicles (ELV):
In 2022, Stellantis collected and processed with an internal Individual System 19.692 of ELVs in France for all Brands. These 
accounted for 23,047 tons of material recovered, of which 88% was recycled.
Actions Plan to collect and treat abandoned ELVs:
Stellantis made a major contribution to piloting the action plan for the re-absorption of historic stocks of abandoned 
ELVs in the French overseas territories in which the French Environmental Code applies (Guadeloupe, Saint Martin, 
Martinique, French Guyana, Reunion Island, Saint Pierre-et-Miquelon Island and Mayotte). This plan, which addresses 
the environmental and health issues that arise when their last owner abandons vehicles, resulted in the signing of a 
framework agreement between manufacturers on October 24, 2018. At the end of 2022, this action plan was active in 
French overseas departments with 29,702 abandoned ELVs collected since the program started in 2018. 
6.1.7.7 Main initiatives to provide customers with offers in the circular economy mindset: 
sustainable spare parts, verified pre-owned cars.
	
■Affordable maintenance with replacement parts for all budgets in a circular economy mindset 
	
●Stellantis provides an extensive range of spare parts coming from the circular economy, under the SUSTAINera label. 
It is an eco-responsible complement to the Stellantis spare parts offer to provide customers with solutions that 
match their needs, budget, vehicle age or brand of vehicle. 
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●The SUSTAINera parts and accessories program implements the 4R strategy through: 
	
■a full range of remanufactured parts; 
	
■a multi-brand original reused parts catalog; 
	
■a “repair and return” service for multi-brand automatic gearboxes and complex electronic components;
	
■recycling of parts and materials coming from the production, maintenance and end-of-life vehicle treatment. 
The total range of sustainable parts covers more than 13% of customers aftersales needs and aims to help reduce 
the cost of vehicle ownership, decrease the volume of materials heading to landfills and lower energy consumption. 
	
●Remanufactured Parts: Remanufactured product lines include parts such as starters, alternators, brake calipers, 
electronic control modules, high-voltage battery packs, torque converters, steering, suspension and engine and 
transmission product categories. Depending on the part, the average raw-material usage is reduced between 
60% to 95%, while CO2 emissions are reduced between 30% to 80% compared with new part production (values 
determined according to a methodology approved by an independent company - Sphera). The Company certifies the 
production of remanufactured parts, manufactured internally or through specialized providers, in order to provide 
a sustainable solution that is equivalent to original equipment parts and provides the same warranty conditions as 
new parts.
REMAN offer has been launched in Brazil, South America in Q2 2022. The first stage of the program covers 
approximately 100 part numbers already available in approximately 1,000 dealerships in Brazil, of Citroën, Fiat, 
Jeep and Peugeot brands, some of the Stellantis brands in the country. The five product lines available at launch are: 
starter motors, alternators, steering boxes, turbochargers and automatic gearboxes. The expectation is to expand 
the remanufactured parts line to include injectors and high-pressure pumps. Overall worldwide key figures: 
37 product lines including batteries, representing more than 13.000 part numbers.
	
●Reused Parts: In 2020 Stellantis invested in Amanhã Global allowing a multibrand re-used parts offer to customers 
including B2C and B2B though an advanced e-commerce platform. In 2022, there were sales in 155 countries.
	
●“Repair & Return” service: extending the lifespan of complex products: Since 2011, Stellantis has been offering a 
“Repair & Return” service for both automatic gearboxes and complex electronic products. This has been expanded to 
include other repair services including HVB through a network of 21 e-repair centers around the world. 
In 2022, Stellantis repair range includes 12 product lines.
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Revenue generation from all circular economy
As part of the Stellantis Dare Forward strategic plan presented in March 2022 and of the target to be carbon net zero by 
2038, Stellantis created a dedicated Business Unit to develop circular economy activities. This Circular Economy Business 
Unit is mainly focusing on Remanufactured, Repaired, and Reused Parts business, and on developing the Recycling loop 
for Stellantis parts and vehicles. The Dare Forward ambition for Circular Economy Business Unit is to reach € 2 billion total 
revenue generation by 2030 on this scope of activities.
The dealer network, promotes circular economy through various offerings: remanufactured parts, repair services in 
Europe and reused parts from end-of-life vehicles dismantling. In 2022, the Business Unit also launched SUSTAINera as 
the Stellantis Circular Economy Label for all reman, repair, reuse, recycled activities. In terms of geographical extension, the 
Circular Economy Business Unit started to develop a new remanufactured parts offer in South America.
In addition, in September 2022, Stellantis announced the creation of its first industrial hub in Italy which is dedicated to 
circular economy in order to support the growth ambition in this business.
	
■Developing pre-owned vehicles activities
	
●In 2021 Stellantis continued to develop its Certified Pre-Owned (CPO) policy with the deployment in G10 countries 
of its Spoticar CPO Program for all mainstream brands and DS Certified for its DS premium brand. Spoticar was 
also launched in Turkey, and a dedicated program is in preparation for Alfa Romeo brand. A CPO program provides 
customers a label for pre-owned cars, which are checked, reconditioned, certified and warranted. On Spoticar and 
DS Certified websites, Stellantis provides product information, pictures and when available videos to make sure 
customers are fully informed about the car they are looking at.
	
●Alongside with CPO programs, Stellantis continues to develop customer satisfaction measurement for our pre-
owned vehicles customers: already active in France, this program will be activated in all G10 countries in 2022 to 
ensure our dealers provide to customers the best possible experience, with the same level of attention than towards 
new cars customers.
	
●Stellantis also supported the development of multi-brand B2C business Aramis Group, through a successful IPO 
(Initial Public Offering) on Euronext stock market in June 2021. This allows Aramis Group to sustain its European 
growth, in France, Spain, Belgium, the UK since early 2021 and potentially in other markets. Aramis Group provides 
customers with a top-level digital experience, proposing affordable refurbished cars of all makes. Aramis Group 
refurbishment facilities are managed in order to preserve resources (70% of waste generated by refurbishing 
activities were recycled in 2020) and is committed to further reduce the environmental impact of these activities. 
Aramis governance is also compliant with market best practices, with independent members of the Board, a balanced 
gender representation and the creation of dedicated committees of the Board for nominations, compensations and 
benefits as well as for CSR. The Company is committed to develop and retain talents (70% of the workforce trained 
in 2020, Great place to work program), to achieve maximum safety at work and to embrace team diversity. 
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IMPACT MEASUREMENT OF THE ELECTRIFICATION STRATEGY
Electrification is likely to increase the global demand for the materials for the manufacturing of Low-Emission 
Vehicles (LEVs): mainly cobalt, lithium and nickel. To preserve the natural resources as well as to mitigate the risk of 
scarcity, Stellantis works to reduce its consumption of materials in LEV manufacturing through the implementation of 
a full circular economy battery life cycle management starting by extending the lifespan of the battery for automotive 
usage through repair and remanufacturing, then implementing battery Second-life solutions. 
In 2022, 2,261 of the batteries used in Stellantis’ vehicles had a life cycle management solution: 149 were repaired, 
1,032 were remanufactured, 426 were used in Second-life projects, and 654 were recycled. When the batteries are no 
longer suited for vehicle use, they are reused for energy stationary storage purposes. The company also collaborates 
with qualified recycling companies, with the objective to recycle with the most efficient process a growing number of 
batteries in Europe and North America. 
The Company also works to increase battery energy density which would decrease the quantity of raw materials 
needed per unit of energy. Stellantis conducts research and development activities for solid-state batteries and 
chemical compositions for other raw materials that are not considered critical. From 2024, Stellantis plans to base its 
electrification strategy on two battery technologies, both without cobalt . 
 For more information refer to 2.5.3.2.4
To secure lithium availability, Stellantis signed two memorandums of understanding for new direct off-take with lithium 
geothermal partners in North America and Europe. The Company’s Tier 1 battery suppliers have also contracted lithium suppliers 
in Europe. For the longer term, Stellantis prepares to set up off-take agreements of recycled raw materials with recyclers. 
6.1.7.8 Specific initiatives related to High-Voltage Batteries (HVB)
When HVBs cannot be used in vehicles, Stellantis HVBs can be processed in up to three solutions: 
	
■Repair and Remanufacturing
Repair and Remanufacturing extend the use phase and avoid the premature recycling of High-Voltage Batteries 
(HVBs). To reinforce the sustainability of its HVBs, for the new generation developed for its brands, Stellantis is 
expanding a repair and remanufacturing process. If the battery fails, it will either be repaired in the network or sent to 
a remanufacturing center. The repaired battery will then be reinstalled in the vehicle from which it had been removed 
whereas the remanufactured one will be used in another used electric vehicle to maintain the electric mobility of the 
Company’s customers as long as possible.
In 2022 we confirmed the extension of E-Repair Centers Regional coverage to 21 centers, strengthening the presence in 
Enlarged Europe and opening in India and Asia Pacific region. 
	
■Second-life
Stellantis is also continuing to work on solutions to repurpose for reuse HVBs in non-automotive business in order to 
use batteries as long as possible before sending them to recycling, prioritizing Second-life activities.
To study the ability of current next-generation EV batteries to be reused in Second-life for stationary storage applications, 
Stellantis is exploring the reuse of these batteries by designing, building and testing electric stationary storage demonstrators, 
focused on residential, commercial and industrial use in particular with its Joint Venture with NHOA Free2move e-solutions.
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At the same time, Stellantis is still evaluating partnership opportunities with utility companies in order to design, build 
and operate a large-scale pilot of an energy stationary storage facility.
In 2022 Stellantis has collaborated with several utility companies and battery integrators by providing Second-life 
batteries and collaborating with them in designing and creating energy storage facilities.
	
■Recycling Process 
In 2015, Peugeot, Citroën and DS have signed a contract for the European markets. Our partner obtained the silver 
medal for its CSR performance awarded in 2019 by the organization EcoVadis. At the end of 2020, former PSA extended 
this partnership to Opel and Vauxhall brands for the new-generation of PHEV and BEV traction batteries. In order to recycle 
higher battery volumes and optimize the associated logistics costs, Stellantis selected local recyclers by geographical zones.
The same process is planned with the former FCA brands, which previously developed local solutions by country.
In 2021, the partner’s recycling rates were 69.3% for Lithium-Ion (Li-ion) batteries and 83.8% for Nickel Metal Hydride 
(Ni MH) batteries. The results for 2022 are not yet available at the time of publication of this report. These rates are 
significantly higher than the 50% regulatory thresholds for recycling efficiency. This agreement covers the dealership 
networks and industrial sites for all current Li-ion and Ni MH batteries across all European marketing countries.
In terms of battery legislation, the Company is actively involved with this area of expertise via the European Automobile 
Manufacturers’ Association (ACEA). Outside Europe, particularly in China, Stellantis makes an active contribution in 
partnership with local Joint Ventures. 
CIRCULAR ECONOMY OF HIGH-VOLTAGE BATTERIES
RAW 
MATERIALS
NEW 
BATTERY
ELECTRIC 
VEHICLE
REPAIR 
CENTER
REPAIR
E-REPAIR EXPERTISE 
CENTERS
REMAN
BATTERY 
EXPERTISE CENTER
REUSE
REPURPOSE FOR 
REUSE (SECOND-LIFE) 
IN ENERGY STORAGE
RECYCLE
LOCAL or CENTRAL 
SERVICE PROVIDERS
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6.1.8 DETAILED KEY PERFORMANCE INDICATORS
6.1.8.1 Total weight and percentage of materials purchased for vehicle production by type 
Materials purchased for vehicle production
Weight of materials used (t)
Materials (%)
Steel
2022
7,870,979
75%
2021
8,871,486
77%
Light Alloys
2022
1,021,575
10%
2021
949,558
8%
Cast Iron
2022
63,814
1%
2021
62,701
1%
Other Metals
2022
458,861
4%
2021
590,403
5%
Elastomer
2022
287,936
3%
2021
303,135
3%
Polymers
2022
766,027
7%
2021
666,468
6%
Fluids
2022
29,279
—%
2021
29,906
0,3%
Other
2022
35
—%
2021
31
—%
TOTAL
2022
10,498,506
2021
11,473,688
6.1.8.2 Availability of the SUSTAINera 4 R offer on parts in the regions
Regions
REMAN
REPAIR
REUSE
RECYCLE
Enlarge Europe
North America
South America
Middle East and Africa
India and Asia Pacific
China
GRI 301-1
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6.1.8.3 Availability of SUSTAINera solutions to optimize High-Voltage Batteries lifespan and end-of-life in the regions
Regions
REMAN
REPAIR
SECOND-LIFE
RECYCLE
Enlarge Europe
 
 
 
North America
South America
Middle East and Africa
India and Asia Pacific
China
 
6.2 Vehicle impact on air quality
6.2.1 CONTEXT AND STELLANTIS POSITION
CSR issue/challenge #15: Vehicle impact on air quality
The effects of atmospheric pollutants on climate, ecosystems, natural habitats and agriculture as well as human and 
animal health are a major public concern. Reducing vehicle emissions necessitates substantial research and development 
investments on technologies by vehicle manufacturers which can have a direct impact on their financial performance and 
profitability. 
Given the frequent media coverage, such effects reflect an important reputational issue for automobile companies. Air 
quality and associated public health concerns have resulted in the introduction of local, state, country and international 
regulations to control atmospheric pollutant emissions in many areas of the world, including a wide variety of markets 
into which Stellantis sells its products.
In addition, there are a growing number of cities that impose traffic restrictions that inhibit certain vehicles’ operation, 
both by geography and by time of day. 
Stellantis continues its significant efforts to produce vehicles that comply with regulations and at the same time meet 
consumer demands, including the growing demands for sustainable mobility. This includes current and near-term plans 
to increase our portfolio of electrified vehicles. Stellantis is also developing advanced emission control technologies to 
minimize environmental impact of internal combustion engines. These combined actions support our goal of reducing 
emissions of our products.SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 13: CLIMATE ACTION
GRI 3-3
Vehicle impact on air quality
15
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Company’s public position
The Company is committed to continuing its longstanding efforts to reduce the environmental impact from our products, 
which at a minimum requires us to develop and produce vehicles that meet applicable emission standards worldwide. 
Stellantis supports efforts to cooperate with the relevant public institutions/governmental agencies in the review and 
improvement of regulations in order to reflect the improved technology while maintaining a reasonable balance between 
sound science, availability of technologies, consumer demand, societal benefits, and affordability.
The Company recognizes the role of public institutions and/or national and local governments supporting a green transition 
in electrified mobility including the use of government incentives to facilitate that transition.
6.2.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Vehicle impact on 
air quality
Owner: Chief 
Engineering Officer
Meaningfully reduce 
impact on air quality by 
focusing on development 
of a wide range of 
affordable Zero Emission 
Vehicles (ZEV)
Share of ZEV* in global 
sales mix (focus on U.S. 
and EU)
2025:
EU: 34% of 
Passenger Cars
U.S.: 14% of 
Passenger Cars + 
Light Duty Trucks 
2030:
EU: 100% of 
Passenger Cars
U.S.: 50% of 
Passenger Cars + 
Light Duty Trucks
2038:
EU: 100% of 
Passenger Cars
U.S.: 100% of 
Passenger Cars + 
Light Duty Trucks
EU: 11.2% of 
Passenger Cars
U.S.: n.a.
EU: 8% of 
Passenger Cars
U.S.: n.a.
Percentage of nameplates 
with ZEV* offering (focus 
on U.S. and EU)
2025:
EU: 78% of 
Passenger Cars
U.S.: 59% of 
Passenger Cars + 
Light Duty Trucks
2030:
EU: 100% of 
Passenger Cars 
U.S.: 100% of 
Passenger Cars + 
Light Duty Trucks
2038:
EU: 100% of 
Passenger Cars 
U.S.: 100% of 
Passenger Cars + 
Light Duty Trucks
EU: 14% of 
Passenger Cars
U.S.: n.a.
EU: 15% of 
Passenger Cars
U.S.: n.a.
15
*ZEV = Zero Emission Vehicles (Battery Electric Vehicles) 
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6.2.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
6.2.3.1 Risks
Global emissions standards continue to become increasingly stringent. The Company is committed to working toward 
achieving the standards through innovation and development and is aware of the concerns regarding potential health 
issues. Stellantis is aware that there are risks associated with the changing requirements and associated costs related to 
the product development. Product environmental innovations are essential for the achievement of such standards. These 
innovations help prevent delayed vehicle launches and the associated financial risks. The annual risk of loss of revenue for 
Stellantis, according to internal estimates, is €1.2 to €2.4 billion due to unwanted delayed vehicle launches .
The U.S. has the most stringent pollutant emission standards. However, with the introduction of the Real Driving Emission 
(RDE) regulations in Europe and other markets that borrow European Union regulations, the global emissions compliance 
standards are reducing ever closer to the U.S. standards. An example is the European Union’s (EU) adoption of Euro 
6e, coupled with the expected introduction of Euro 7 standards from 2025. In the U.S., the fleet emissions for light duty 
vehicles will be required to meet 30 mg/mile of NOx and Non-Methane Organic Gases (NMOG) and the LEV IV ACC 2 
regulation by 2025. Brazil will launch the PL8 emission standard in 2025. The release of the first draft of China 7 standards 
is projected in 2023. 
Current and future regional emission standards 
UNITED STATES
EUROPE
CHINA
OTHER REGIONS
Already 
compliant
California’s low emission 
Vehicle II (LEV II)
Euro 6d Real Driving 
Emission (RDE) 
standards
National Stage 6a (China 6a) 
LDV emission standards 
nationwide
India: Bharat Stage VI (BS VI) 
stage 1
Environmental protection 
Agency (EPA) Tier 2
National Stage 6b (China 6b) 
LDV emission standards in 
five cities and provinces
Brazil: Proconve L7
Argentina: Euro 5
South Korea: California LEV 
III for gasoline, Euro 6d 
RDE for diesel
Middle East: Standards 
based from Euro 2 to Euro 5
Phase-in for 
compliance
California’s LEV III 
standards, closely aligned 
with EPA’s Tier 3 
Euro 6e Real Driving 
Emission (RDE) standard 
(September 2023)
National Stage 6b (China 6b) 
LDV (July 2023)
India: Bharat Stage VI (BS VI) 
stage 2 (April 2023)
Brazil: Proconve L8 
(January 2025)
 For more risk information refer to table 
IMPACTS OF CLIMATE-RELATED RISKS ON 
STELLANTIS CSR ISSUES in 2.3.1
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Our European vehicles are capable of meeting the Euro 6e targets ahead of the requirement date. 
MAIN CURRENT AND FUTURE EXPECTED REGULATIONS LIMITS
(mg/km)
NOx [mg/km]
NMOG [mg/km]
CO [mg/km]
U.S. SULEV* 20
12
622
U.S. SULEV 30
19
622
U.S. ULEV 50**
31
1057
EU Euro 7 (draft)***
60
68 ****
500
China 6b
35
35 ****
500
* SULEV: Super Ultra Low Emission Vehicles
** ULEV: Ultra Low Emission Vehicles
*** Euro 7 data refers to the draft published on November 10, 2022 
**** Non-Methane Hydrocarbons (NMHC) emissions
EU Euro 7 (draft)
China 6b
U.S. ULEV 50
U.S. SULEV 30
U.S. SULEV 20
EU Euro 7 (draft)
China 6b
U.S.  
ULEV 50
U.S. 
SULEV 30
U. S. 
SULEV 20
CO
mg/km
NOx
mg/km
NMOG 
mg/km
0
10
10
20
 30
40
50
60
20
30
40
50
250
500
750
1,000
1,250
70
60
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6.2.3.2 Opportunities
Air quality requirements can be seen as both business and reputation opportunities for Stellantis. 
Stellantis is continuing to improve the Company’s image and the image of the brands by providing vehicles with the 
advanced technologies that are required in the markets with the most stringent regulations, to other countries and 
markets. 
Opportunities to further develop the business and elevate the company’s image include:
	
■Increase offerings of battery electric and plug-in hybrid electric vehicles, as well as improved emissions for internal 
combustion engine vehicles. For instance, eight battery electric and plug-in hybrid electric vehicles were launched in 
2022 and 14 are expected to be launched in 2023.
	
■Develop hydrogen Internal Combustion Engines (ICE) solutions for Heavy and Light Duty Commercial vehicles.
	
■Extend the vehicle portfolio with fuel cell technology within LCV segment.
	
■Support regulations improvements and incentives for market acceptance of low emission vehicles and vehicles with 
electrified powertrains. For instance, one vehicle under Euro 3 standards emits the same mass of particulate emissions 
as 100 vehicles under Euro 5-6.
	
■Develop a patent portfolio of technologies (electric heated catalyst).
	
■Sell advanced engine technology licenses to competitors.
IMPACT MEASUREMENT OF THE ELECTRIFICATION STRATEGY
Low Emission Vehicles (LEVs) generate significantly lower emissions compared to ICE vehicles. Therefore, the sale 
of LEVs enables Stellantis to be more readily compliant with emissions regulations worldwide, but especially notably 
in the EU, in the U.S., in China and Brazil). Indeed, increasingly stringent and complex regulations set emission caps 
for certain pollutants and define restricted traffic zones. Furthermore, the sale of LEVs engages a virtuous circle: it 
provides Stellantis with reputational benefits while responding to evolving customers’ expectations and governmental/
public institutions focus on improving air quality. Increasing our customers’ demand and desire for our lower-emitting 
and non-emitting vehicles reduces our overall impact on air quality. These are fundamental aspects of the rationale 
behind the company’s electrification policy. 
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6.2.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
Consistent with the commitment of and made by our management, Stellantis aim is to ensure compliance from technical and 
legal points of view, as well for governmental emission certification/ issuing of the type approval to allow our vehicles to be sold.
Employees involved in meeting compliance and regulations of emissions are expected to know and respect not only 
the requirements imposed by applicable laws and regulations, but also the applicable internal rules and processes we 
use to help achieve such compliance. To support this, employees have access to processes that use and make available 
information databases, technical and engineering guidelines, networks of meetings and governance, reference documents, 
and training materials.
Emission compliance committee governance is used, in the form of engineering working groups associated with 
management oversight regional committees, to report emission compliance operation and policy decisions to the Global 
Technical Safety & Regulatory Compliance Manager and other Senior Management in Engineering, Planning, Legal, and 
related organizations, regarding tailpipe emissions, CO2 emissions, hybrid and battery-electric vehicles all-electric range, 
evaporative emissions, and On-Board Diagnostics.
These regional committees, all structured of the same manner, are autonomous and include core and contributing 
members, which are independent and cross-functional, and which allow them to make objective and well-researched 
decisions. Decisions are made by considering regulatory, technical and legal expertise. Some of the activities include 
review of technical policy, regulatory assumptions, design rules, program approvals, guidance on emission compliance 
questions and guidelines. If necessary, these regional committees inform the Global Technical Safety & Regulatory 
Compliance Manager and other relevant members of Senior Management. 
6.2.5 POLICIES TO EXECUTE THE STRATEGY 
Stellantis is focused on making responsible and prudent environmental policy decisions that touch our vehicles’ timeline, 
from initial concept to product launch, as well as the “in-use” phase, when our products are in the hands of our customers .
6.2.6 ORGANIZATION AND RESOURCES 
Stellantis continuously makes R&D investments to the improvement of vehicle tailpipe emissions quality and the reduction 
of greenhouse gas emissions. These investments, around €2 billion have led to worldwide development of technical 
solutions (electrification, etc.) to improve reduction of fossil fuel consumption and pollutant emissions.
To develop new technologies, we adopted the Technology Readiness Level (TRL) process. This methodology provides 
a consistent and uniform assessment process to grade the technical maturity of different technologies. The levels of 
technical maturity are aligned with the Global Product Development Plan and maturity gate levels are achieved based on 
stakeholder reviews. 
 For Stellantis electrification policy 
refer to 2.5.1
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6.2.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS 
6.2.7.1 Improve air quality by reducing vehicle emissions
To minimize particulate matter emissions, both in particle numbers and mass, optimized engine measures and the use of 
wall flow particulate filters are effective technologies. Particulate filters allow the screening of both fine and ultra-fine 
particulate matter. Depending on the fuel the result can achieve up to 99.7% by number and up to more than 95%1 by 
mass. The particulate filter is an effective mechanical system which is fully operational throughout the phases of engine 
operation and driving conditions.
With the introduction of the particulate filter in the late 1990s, particulate emissions plummeted from more than 3,500,000 
particulates per cm3 in an unfiltered Internal Combustion Engine to less than 3,500 particulates per cm3 in an Internal 
Combustion Engine (ICE) with a particulate filter.
COMPARISON OF PARTICULATE EMISSIONS LEVELS OF AN INTERNAL COMBUSTION ENGINE 
FITTED WITH A PARTICULATE FILTER
In 2022, 74.5% of ICE passenger cars were sold with technology for particulate emissions to reach values lower than 1.9 
mg per km (3 mg per mile) for both spark ignition and compression engines.
We have developed and continue to improve the technology for a high performing filter for spark ignition engines 
to further reduce ultrafine particles from gasoline engines. The technology development takes into account the new 
constraints resulting from powertrain electrification. This new filter technology was launched mid 2022 in Europe and 
enables us to be capable to meet the Euro 6e targets ahead of the requirement date.
1 Source: French Agency for the Environment and Energy Management (ADEME): particulate and NOx emissions by road vehicles – May 2018
< 1,500
Clean 
(mountain) 
air
< 3,500
Air from an ICE 
fitted with a 
particulate filter
4,000
Clean-room 
air
from 10,000 to 40,000
Air near a busy road
from 50,000 to 60,000
Cigarette smoke
Air in traffic
from 100,000 to 1,000,000
“Dirty” industrial site
Number of particles per cm
3
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Also, Nitrogen Oxides (NOx) emissions are minimized adopting different technologies for ICE: Three Way Catalyst and 
Selective Catalyst Reduction are the main technologies for vehicle applications around the world.
To reduce vapor emissions from fuel systems, also known as Volatile Organic Compounds (VOCs) and to fulfil more 
stringent regulations in main markets such as EU, China and U.S., Stellantis continuously seeks to improve technology for 
our evaporative emission control system.
Because compliance with emission requirements in all global markets is our primary goal, we continue to engineer and 
implement improved and newly-developed advanced emission control technologies in order to achieve that in markets 
with the most stringent emission regulations, such as the U.S. and Europe. Moreover, we anticipate this can confer 
additional clean air benefits in other markets in which such improved and advanced technologies may be deployed as well.
6.2.7.2 Partnering transparency
Peugeot, Citroën and DS Automobile brands of Stellantis have taken an innovative approach to customer transparency 
by publishing its vehicles’ real (on the road) fuel consumption. Measurements are taken in accordance with a specific 
test protocol audited by an internationally renowned independent organization. The measurement protocol developed 
has proven to be extremely reliable for testing real-world fuel consumption and CO2 emissions . The experiment 
methodology was reproduced and also used to measure NOx and particulate emissions, as well. Since 2018 Peugeot, 
Citroën and DS brands publish the results of these tests to contribute to further increasing the reliability of automotive 
tests and measurements.
To date, Peugeot, Citroën and DS Automobile brands of Stellantis are among the few vehicle manufacturers to have made 
such a commitment of transparency to benefit towards its customers.
6.3 Industrial environmental footprint
Stellantis environmental stewardship endeavors to achieve the objective of reducing our environmental footprint and to 
contribute to the Company's financial success by reducing production costs. Through the adoption of a lean, smart and 
increasingly digital operating model, a commitment to sustainable innovation, and the direct participation of employees 
in the pursuit of excellence, we achieve consistent improvements in environmental performance at our manufacturing 
operations.
6.3.1 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
As outlined in chapter 1.3.2 of this report, the function of the ESG Committee is to assist and advise the Board of Directors 
and act under authority delegated by the Board of Directors with respect to monitoring, evaluation and reporting on the 
sustainable policies and practices, management standards, strategy, performance and governance.
 For more information refer to 2.5.3SDG 11: SUSTAINABLE CITIES AND COMMUNITIESSDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 13: CLIMATE ACTION
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Accountable members of the Top Executive Team are supporting the CSR commitments. The Executive Vice-President 
(EVP) Manufacturing is responsible for:
	
■Industrial and sites carbon footprint 
	
■Optimization of material cycles in manufacturing processes (including waste) 
	
■Control of industrial discharges and nuisances 
	
■Sustainable water management 
	
■Protection of biodiversity 
In this role, the EVP of Manufacturing validates the CSR vision, ambitions and targets for these CSR issues and is 
responsible for their achievement. To ensure Stellantis is working towards these ambitions, we monitor our performance 
against CSR targets using global KPIs. 
Although our Manufacturing facilities are mainly contributing to the CSR performance, our CSR scope comprises additional 
Research and Development facilities including proving grounds, Offices, IT / Warehouse / Logistics centers and Retail 
facilities that based on their sizes and operations are considered to have an environmental impact. Therefore, the EVP 
Manufacturing liaises with EVP Research and Development, EVP Sales/Marketing and EVP HR & Transformation on the 
environmental performance of these areas.
CSR performance is reviewed regularly on a monthly basis and appropriate actions decided with regional leadership. The EVP 
of the Regions together with the Manufacturing officers are responsible to develop their plans and implement actions to meet 
the CSR targets. On an annual basis, the plant managers of our production facilities are expected to prepare site-specific plans 
including targets, actions and necessary investments to meet our environmental CSR commitments. They are responsible for 
the environmental performance of their plant. By a new oversight process Stellantis verifies that local plant performance targets 
meet corporate commitments. Starting this year individual plant targets for 2023 are calculated and proposed to each plant 
considering current performance status, local environmental infrastructure and business opportunities. Plants revise proposals, 
decide their targets and develop action plans with clearly defined measures and its resulting performance improvements. The 
regional Environmental Central Departments (ECD) monitor compliance with the regional targets.
The ECD helps facilities with legal compliance and supports the local EMS by developing efficiencies and common 
standards. The ECD oversees and manages the quality of the EMS through audits and status reviews. ECD conducts 
strategic cross functional planning for reducing the environmental impact and manages the target setting process. ECD 
evaluates and shares best practices with the plants to encourage continuous improvement.
Continuous improvement of our environmental performance is an essential element of our policy and a common key 
task for sites and central functions. Environmental performance is fully integrated into the Lean Manufacturing System 
of Stellantis and tracked with the main Manufacturing KPIs by a standardized score card process. Monthly leadership 
performance status reviews on a local and corporate level helps effectiveness of implemented measures and improves 
the environmental footprint according to the strategic plan.
 For more information refer to 2.6
 For more information refer to 6.4
 For more information refer to 6.5
 For more information refer to 6.6
 For more information refer to 6.6
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6.3.2 POLICIES TO EXECUTE THE STRATEGY
6.3.2.1 Environmental and Energy Policy
In December 2022 we published the Stellantis corporate Environment and Energy Policy , which was developed with 
input from cross functional divisions reflecting contributions of the various functions to the Stellantis environmental 
performance. This policy describes how we protect the environment, provides guidance for our operations and 
employees and includes commitments required by ISO standards for environmental and energy management systems.  
The environmental policy is approved by Stellantis executive management.
Stellantis corporate Environment 
and Energy Policy 
 
https://www.stellantis.com/content/dam/
stellantis-corporate/sustainability/environmental-
stewardship-of-manufacturing-operations/
Stellantis-Environmental-Energy-Policy.pdf
6.3.2.2 An active ISO 14001 certification policy
An important Company commitment is to implement environmental management systems. The systems meet the 
international standard ISO 14001, a recognized standard for management and organization. By using this approach, 
we have implemented a common environmental strategy to identify the material environmental aspects of each site, 
reduce the environmental impact, draft procedures and standards, drive regulatory compliance and strive for continual 
improvement – the foundation of our environmental protection.
An environmental management system is in place at 92% of our production facilities. In addition to the production facilities, 
three Research and Development (Engineering) centers and 24 spare part warehouses globally have ISO 14001 certified 
environmental management system implemented.
6.3.3 ORGANIZATION AND RESOURCES
6.3.3.1 Managing Environmental Compliance and Performance - with the Stellantis Production 
Way (SPW)
SPW is our manufacturing system that applies to our manufacturing processes and facilities. The system includes references to 
standardized tools, guidance documents and processes, which translate abstract requirements into tangible actions for production. 
SPW consists of two managerial and 10-technical domains, one of which is environment. At the heart of the environment domain 
our master fundamental “Managing Environmental Compliance and Performance” provides the framework for our mission to:
	
■comply with laws and regulations; 
	
■achieve environmental performance though continual improvement; 
	
■maintain an environmental management system; 
	
■minimize use of energy and raw materials, strive for zero waste, zero emissions and zero water withdrawal for industrial 
activities, reduce GHG emissions;
	
■enhance biodiversity and preserve natural habitats​;
Vehicles produced in ISO 14001 
certified plants
97%
Employees working in ISO 14001 
certified plants
96%
Plants ISO 14001 certified
92%
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■encourage engagement and motivation of employees;​
	
■be an environmentally conscious neighbor in the community​.
The following list shows some of the benefits of applying the SPW environment domain into our production processes: 
	
■promotes visibility for environmental management responsibilities and tasks; 
	
■fosters understanding of environmental matters;
	
■increases efficiency and reduces costs due to standardized processes and tools;
	
■improves and aligns quality of environmental management;
	
■integrates ISO 14001 standard elements following the Plan-Do-Check-Act (PDCA) cycle;
	
■links with compliance management and oversight.
As part of SPW, we use global Key Performance Indicators (KPIs) to track plants’ environmental performance against 
the targets. In 2022, we moved to one global software system for monthly performance reporting which enables internal 
benchmarking through consistent data management. Trends are evaluated for each KPI and shared with leadership in 
regular reports. KPI statistics are used to identify performance gaps and to determine the plants that need additional 
focused support through workshops. Best performing facilities are considered a source of Best Practices. They share their 
processes between plants regionally and globally, if applicable.
Stellantis defined a Green Factory KPI based on the materiality matrix which consolidates the six KPIs including, CO2, waste volume 
and recovery rate, VOC emissions, water consumption, and biodiversity into one KPI. This approach references the Stellantis 2050 
environmental performance targets and provide an index that shows the performance to the target for operating facilities.
6.3.3.2 Environmental resources
Stellantis operations aim to achieve compliance with local regulations, and beyond compliance we seek to safeguard the 
surrounding environment and the quality of life in our host communities. To meet our objectives, we defined the role of 
the environmental specialist as a key function that requires specific competence and training. The role is standardized 
globally by job description outlining the technical and social skills required. As part of the Stellantis Production Way there 
are skill evaluations and standardized trainings conducted for team leaders, supervisors and experts. We are reviewing 
training programs to expand to management level offerings. Training courses will include face-to-face sessions, experience 
sharing opportunities and e-learning. Courses and training session attendance and requirements are tracked.
Our environmental specialists are supported by a network of nominated environmental representatives, from the key 
operational functions including but not limited to press shop, body shop, paint shop, general assembly and facility 
management. Most of the plants also include environmental service providers such as the waste manager in the supporting 
network. The environmental representatives are responsible to help ensure compliance with applicable regulation; for 
implementing the environmental policy and this includes managing the Environmental Management System (EMS) in 
compliance with ISO 14001 standards. They are also responsible for supporting the CSR activities at the facility level.
GRI 413-2
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6.4 Optimization of material cycles in manufacturing processes 
(including waste)
6.4.1 CONTEXT AND STELLANTIS POSITION 
CSR issue/challenge #16: Optimization of material cycles in manufacturing processes 
(including waste)
Stellantis continues its development of a circular economy and industrial processes that allow us to reduce the usage of 
raw materials . This also includes material reuse, recovery and recycling. The processes are intended to avoid wasting 
natural resources and using only the quantity of raw materials necessary. By encouraging the use of recovery and recycling 
opportunities, this strategy also extends into waste management, striving for minimal environmental impact and our goal 
of zero waste to landfill. 
Company’s public position 
Stellantis stands by the waste management goals defined by Global Compact. Additionally, as part of the ISO 14001 
certification obtained by most of our plants, we develop and implement consistent improvements in environmental areas, 
including waste management. Stellantis strives to recycle what cannot be reused. If neither reuse nor recovery is possible, 
waste is disposed according to applicable law with the aim of impacting the environment as little as possible.SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 13: CLIMATE ACTION
GRI 3-3
GRI 306-1
Optimization of material cycles in 
manufacturing processes (including 
waste) 
16
 For more information refer to 6.1.1
6.4.2 FORWARD-LOOKING VISION AND TARGETS
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Optimization of 
material cycles in 
manufacturing 
processes (including 
waste)
Owner: 
Chief Manufacturing 
Officer
Design industrial 
processes that allow 
minimal use of raw 
materials and ensure 
100% waste recycling 
in local loops of circular 
economy
Total waste normalized 
(kg/vehicle produced)
2025: 40 kg/vehicle 
produced
2030: 36 kg/vehicle 
produced
2050: 22.5 kg/vehicle 
produced
47.43 kg/vehicle 
produced
48.15
1 kg/vehicle 
produced
Percentage of waste 
recovered out of total 
waste generated
2025: 84%
2030: 90%
2050: 100%
81%
80%
Percentage of plants 
with Zero Waste Sent to 
Landfill
2025: 65%
2030: 75%
2050: 100%
65%
61%
16
1 Revised from 2021 Non-financial information Annual Report 
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6 RESPONSIBLE USE OF RESOURCES
6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
6.4.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
6.4.3.1 Risks
Stellantis identified some risks and has implemented several actions and initiatives to mitigate them.
	
■Potential business risk:
	
●Dependency from raw materials constraints and increasing supply cost due to material scarcity.
	
●Packaging material represents approximately 50% of waste generated at our production facilities. Global sourcing 
due to cost pressure, favors the usage of one-way packaging that ends-up as waste at our plants. 
	
●Stellantis has responsibility for hazardous and non-hazardous waste through final disposal of waste. Third-party 
service providers such as waste contractors or waste treatment and disposal facilities that fail to comply with 
transport or other waste regulations may cause fines or legal prosecution for Stellantis.
	
■Potential operational risk:
	
●Emerging contaminants, e.g., Persistent Organic Pollutants (POP), may limit recycling options and therefore limit our 
disposal methods. 
	
●More stringent regulations, including concentration limits, quotas, and bans, may force us to use expensive treatment 
methods or increase waste segregation costs.
	
●Lack of local waste treatment facilities may lead to waste being shipped long distances at higher costs and an 
increased dependency on service providers.
	
●Landfills located close to production facilities compete economically with waste recovery facilities located in greater 
distances. Unfavorable business cases may limit our plants achieving or maintaining zero waste to landfill status.
	
■Potential reputation risk:
	
●Stellantis being held responsible for failures of third-party waste service providers that violate contractual obligations 
for example by illegally dumping waste. Even if Stellantis fulfilled all its obligations, this may lead to media attention 
resulting in impact to brand value, customer defection and legal prosecution. 
	
●Stellantis being held responsible for increasing pollution to the environment by continuing landfilling instead of using 
recovery. This may result in impact to brand value, customer defection and loss of profit.
GRI 306-1
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6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
6.4.3.2 Opportunities 
Stellantis identified opportunities and has implemented several actions to seize them.
	
■Opportunities for the business:
	
●Shifting the focus from waste management to resource management. This offers the opportunity to view waste 
materials as secondary raw material and unlock their value by transforming costs into revenue. Best practice sharing 
may help identify other industries interested in using these secondary raw materials.
	
●To standardize waste contracts that include flexibility to react on fluctuating costs or volumes and require key 
performance improvement indicators for service providers to support our targets of waste reduction, increased 
recovery rate and zero waste to landfill. 
	
●Base decisions on a full cycle cost view for packaging materials that includes purchasing to waste disposal.
	
●To reduce waste handling costs and improve recyclability, set standards for packaging materials that avoid composite 
materials and favor materials that are easy to separate. Reduce complexity and variety of materials used to have less 
waste fractions but higher volumes, which may lead to better disposal prices or even revenues.
	
■Opportunity for operational management:
	
●Set standards for contractor management and auditing of waste service providers to control risks related to 
compliance failures. 
	
●Make use of new ideas and technologies for instance working with start-ups to improve the quality of waste sorting, 
optimizing flows or identifying options for reuse or usage as secondary raw material. This may lead to establishing 
local circular material loops. 
	
●Minimize usage of hazardous substances to decrease hazardous waste which reduces the costs of waste treatment 
and disposal.
	
●Identify opportunities to reuse waste as secondary raw material on-site or with external partners.
	
■Opportunities for reputation: 
	
●Become an industry major player in circular economy reducing the impact for the environment and improve brand 
image and sales.
	
●Reaching 100% waste recovery represents a sustainable waste management practice and supports the reputation 
of the Company.
GRI 306-2
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6.4.4 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
Our waste management processes seek to avoid and reduce the generation of waste in our operational processes. If we 
cannot avoid waste being generated, we preferentially attempt to recover material rather than dispose waste in landfills, 
which may have a long-term negative impact on the environment. Like other industries, vehicle manufacturing generates 
waste that needs to be managed and preferably recovered in local loops to reduce the need for raw materials.
6.4.4.1 Main achievements on waste management
 In 2022, Stellantis generated 302,858 tons of waste (versus 305,468 tons in 2021) of which 273,597 tons (versus 273,850 
tons in 2021) were generated at manufacturing sites and 29,261 tons (versus 31,618 tons in 2021) from Retail activities.
Total Waste by Disposal Type in % and tons 
SASB-440b.1
GRI 306-2
RECYCLING
70% 212,333 tons
68% 206,656 tons
ENERGY 
RECOVERY
12% 34,882 tons
14% 42,215 tons
INCINERATION 
2% 6,556 tons
2% 7,310 tons
LANDFILLING
11% 34,731 tons
12% 37,198 tons
OTHER 
TREATMENT
5% 14,356 tons
4% 12,089 tons
2022
2021
Total waste generated includes only material that we discard resulting from our operations. Therefore, we exclude waste 
generated in demolishing, building or remediation activities, which are not part of our operations. In 2022, waste generated 
from such projects added up to 34,263 tons in total versus 38,157 tons in 2021. In addition, we exclude metal waste and 
some wastes that are specific for foundries to enable better comparison of data with other automobile manufacturers. In 
2022, the total amount of metal waste summed up to 1,057,057 tons versus 1,053,388 tons in 2021, of which 100% were 
recycled. The excluded waste types coming from our foundries added up to 218,057 tons versus 174,474 tons in 2021 and 
consisted predominately of foundry sands, the majority of which are regenerated or reused on site.
In 2022, we generated 55,603 tons of hazardous waste, which represents 18% of total waste generated versus 63,693 
tons of hazardous waste, which represented 21% of total waste generated in 2021. The manufacturing activities generated 
96% of the hazardous waste and retail activities 4%. 
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Total hazardous waste of total waste with breakdown % of activities 
NON-HAZARDOUS 
WASTE MANUFACTURING
73%
69%
NON-HAZARDOUS 
WASTE RETAIL
9%
10%
HAZARDOUS 
WASTE MANUFACTURING 
17%
20%
HAZARDOUS 
WASTE RETAIL
1%
1%
2022
2021
For our manufacturing activities, in 2022, 273,597 tons of waste were generated, the normalized total waste generated was 
47.43 kg/vehicle produced versus 48.15 kg/vehicle produced in 2021. This represents a reduction of 0.72 kg/vehicle versus 2021. 
The normalized hazardous waste was 9.28 kg/vehicle versus 10.80 kg/vehicle produced in 2021. Although multiple factors such 
as production volume and the usage or avoidance of one-way packaging are significantly influencing waste performance of a 
production facility, we compare our production plants to identify the best performers and share their best practices.
In 2022, the best performing vehicle assembly plant was Brampton Assembly Plant with 8.48 kg of waste per vehicle 
produced (versus the best performer with 13.52 kg /vehicle in 2021). 55% versus 42% in 2021 of our vehicle assembly plants 
performed better than our medium-term target of 36 kg waste per vehicle produced.
Our percentage of waste recovered out of total waste generated in 2022 was 81%, what represents an increase of 1% 
versus 2021. Waste recovered includes all recycled waste and waste that is incinerated with energy recovery.
In 2022, we landfilled 34,731 tons of waste, which represents 11% of our total waste generated, versus 37,198 tons in 
2021 which represented 12% of total waste generated. 65% versus 61% in 2021 of all the active plants, qualified as zero 
waste to landfill facilities, which means that no waste was landfilled (except for any waste required to be landfilled due 
to applicable legislation).
If waste is disposed in a landfill, that waste is not available as secondary raw material; for those reasons landfilling 
contradicts our waste disposal commitments. In some jurisdictions, however, local law requires us to landfill our waste.
The waste streams with the biggest volumes generated at the Manufacturing facilities consists of the following:
	
■packing waste (wood, cardboard and plastics)
	
■paint operations waste (paint sludge, purge solvents)
	
■municipal waste
	
■waste water treatment system waste (sludge, oil or water emulsions).
Waste derived from office activities consists of municipal waste. Depending on the specific retail activity, the waste 
generated is:
	
■warehouse packaging waste 
	
■municipal waste from offices 
	
■oil and lubricant waste from dealerships with workshops and maintenance activities.
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6.4.4.2 Main initiatives on waste management
As outlined in section 6.4.3 , the challenges impacting waste generation may require strategic decisions by Global 
Purchasing and Supply Chain or Engineering, and other risks may be addressed by operational measures. We apply our best 
practice in the support of our facilities’ waste avoidance, reduction, recycling, reuse, or finding more environmentally friendly 
disposal methods. Some examples of successful initiatives to reduce waste generation or improve recovery are listed below:
6.4.4.2.1 Initiatives to increase waste reduction and avoidance:
	
■Packaging waste reduction: packaging materials play an important role in waste generation and represents roughly 
50% of the total waste generated. The main waste streams are wood, cardboard, plastics and mixed fractions. Reducing 
the generation of packaging waste requires cross-functional efforts by multiple functions such as supply chain, 
purchasing, quality and manufacturing. New vehicle projects require early planning for the packaging materials. The 
planning includes determining where the materials come from, and which materials should be used in order to limit and 
control waste generated at plants. To support decisions, a series of workshops were conducted by central functions and 
environmental engineers from some European production sites. A list was generated that includes preferred packaging 
materials and ones we recommend that we avoid. Additional value was created by generating less waste streams with 
higher volumes that have a positive impact on recycling options and prices. This list of materials was incorporated into 
the standard packaging specifications used by Global Purchasing and Supply Chain in their procurement processes. 
	
■Reuse of industrial assets: in our global manufacturing facilities we reuse industrial assets across facilities such as 
machining and production equipment to avoid waste and use resources in a sustainable way. To enable reuse, we 
adapted equipment for different process needs, transferred them to other Stellantis facilities or sold them to other 
companies. In 2022, we transferred more than 7,000 assets globally, by these practices. 
	
■Waste generation avoidance: 
	
●At our powertrain plant, Valenciennes (France) powertrain plant various improvements in the effluent system of the 
washing machines and phosphating have resulted in a reduction of phosphate sludge by approximately 236 tons 
annually and a reduction of emulsions from the washing water by approximately 720 tons per year.
	
●At our at our vehicle plant, in Atessa (Italy), improvements in the dewatering process for paint sludge in the paint 
shop have resulted in a reduced sludge generation of 23% per vehicle which resulted in an annual reduction of 
around 250 tons of paint sludge in 2022 at our powertrain plant, Szentgotthard (Hungary), several improvements of 
cleaning activities led to an annual reduction of oily grinding sludge of approximately seven tons annually and the 
packaging waste was reduced by approximately 28 tons annually.
	
●At our vehicle plant, Mirafiori (Italy), we analyzed whether our suppliers can switch from cardboard packaging 
to returnable containers. More than 50% of the analyzed suppliers were able to switch to returnable packaging, 
reducing our waste by approximately 250 tons annually.
GRI 306-2
 For more information refer to 6.4.3
GRI 301-2
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●At our vehicle plant, Zaragoza (Spain), we started a project to eliminate individual cardboard separators from the rear 
bumper, increasing the capacity of the container and reducing the amount of cardboard by approximately 29 tons annually.
	
●At our powertrain plant, Termoli (Italy), by extending the service life of the filters in the emulsion system, we saved 
49 tons of hazardous waste from filter materials. Additionally, there were technical improvements in the finishing 
process, the grinding sludge was reduced by approximately 60 tons annually.
	
●Since 2019, packaging in our assembly plant in Trnava (Slovakia), transport capacity has been analyzed and optimized. 
This has increased the number of parts transported per packaging unit without reducing the quality requirements 
for the packaging. Overall, this initiative has reduced packaging waste per vehicle by approximately 1 kg over the 
last 3 years. The improvements implemented in 2022 resulted in a reduced waste volume of approximately 105 tons.
	
■Increasing reuse: at our powertrain plant, Szentgotthard (Hungary), we collect condensed emulsion in our technological 
exhaust air systems and the emulsions from the chip centrifuge. This collected emulsion is reused in the central coolant 
system. This emulsion reuse reduced our waste by approximately 46 tons annually. 
	
■From one way packaging to no packaging: at our Plastics Component PCMA plant San Benigno (Italy), the delivery 
of the molding material for the products was changed from one-way one-off cardboard boxes on wooden pallets 
to direct truck delivery to the storage silos. By changing the delivery, approximately 21 tons of cardboard waste and 
approximately 27 tons of wood waste are reduced each year.
6.4.4.2.2 Initiatives to improve waste recovery
Improving waste segregation and recovery:
	
■at our warehouse in Bochum (Germany), we identified third parties that reuse wooden one-way pallets as spare parts 
for other pallets, that we previously disposed of as incineration with energy recovery. Up to 360 tons of wood annually 
that was previously incinerated can now be recycled. At our component production and warehouse facility in Vesoul 
(France), we found a solution for approximately 200 tons of formally landfilled municipal waste which is now disposed 
of as incineration with energy recovery. 
	
■at our Dundee Engine Plant (U.S.), the general refuse and filter media was being sent to landfill. All general refuse and 
filter media was switched over to waste-to-energy allowing our Dundee plant to become zero landfill (100% Recovery) 
and diverting approximately 120 tons of trash as well as approximately 20 tons of filter media annually.
GRI 306-4
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6.4.5 DETAILED KEY PERFORMANCE INDICATORS
6.4.5.1 Total waste generated from operation by disposal type measured in tons 
Waste generated (tons)
Recovered
Incinerated 
(w/o energy recovery)
Landfilled
Treated 
(disposal other than 
recovery, incineration, 
landfilled)
Total Waste 
Generated
Recycled
Energy recovered
Manufacturing
Enlarged Europe
2022
114,386
13,371
5,859
1,452
12,752
147,820
2021
107,559
17,964
6,779
4,851
11,153
148,306
North America
2022
39,228
4,424
38
28,976
485
73,151
2021
37,710
4,327
124
27,427
422
70,010
South America
2022
29,121
12,745
618
1,662
822
44,968
2021
30,775
15,639
385
2,032
131
48,962
Middle East & Africa
2022
2,971
1,288
0
463
0
4,722
2021
2,788
880
0
540
0
4,209
China and India & 
Asia Pacific
2022
2,818
78
40
0
0
2,936
2021
1,993
97
22
251
0
2,363
Total Manufacturing
2022
188,523
31,906
6,555
32,553
14,059
273,597
2021
180,825
38,907
7,310
35,101
11,706
273,850
Retail
2022
23,810
2,976
1
2,177
297
29,261
2021
25,831
3,308
0
2,097
383
31,618
Total waste generated
2022
212,333
34,882
6,556
34,731
14,356
302,858
2021
206,656
42,215
7,310
37,198
12,089
*305,468
Waste by category (%) 2022
2022
70%
12%
2%
11%
5%
100%
2021
68%
14%
2%
12%
4%
100%
* Revised from 2021 Annual Report in the Non-Financial Information section
6.4.5.2 Additional waste streams from operation excluded from total waste generated in tons 
GRI 306-3   GRI 306-4   GRI 306-5
SASB 440b.1
2022
2021
FOUNDRY-SPECIFIC 
WASTE
218,057 tons
174,474 tons
METAL WASTE 
1,057,057 tons
1,053,388 tons
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6.4.5.3 Total hazardous and non-hazardous waste from operations in tons
Hazardous / Non-Hazardous Waste (tons)
Hazardous Waste 
Non-Hazardous Waste
Total Waste Generated 
Manufacturing
Enlarged Europe
2022
39,400
108,420
147,825
2021
45,556
102,750
148,306
North America
2022
5,692
67,451
73,150
2021
6,677
63,333
70,010
South America
2022
6,900
38,069
44,968
2021
7,800
41,162
48,962
Middle East & Africa
2022
1,247
3,474
4,721
2021
875
3,334
4,209
China and India & 
Asia Pacific
2022
273
2,663
2,936
2021
534
1,829
2,363
Total Manufacturing
2022
53,512
220,085
273,597
2021
61,442
212,408
273,850
Retail
2022
2,091
27,170
29,261
2021
2,251
29,367
31,618
Total Hazardous / Non-Hazardous 
2022
55,603
247,255
302,858
2021
63,693
241,775
*305,468
Waste by category (%) 
2022
18%
82%
100%
2021
21%
79%
100%
* Revised from 2021 Non-financial information Annual Report 
6.4.5.4 Percentage of plants with Zero Waste Sent to Landfill
2022
2021
ENLARGED 
EUROPE
86%
83%
NORTH 
AMERICA
17%
21%
SOUTH 
AMERICA
75%
58%
MIDDLE EAST 
& AFRICA
67%
67%
CHINA AND 
INDIA & ASIA 
PACIFIC
100%
33%
TOTAL
65%
61%
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6.5 Control of industrial discharges and nuisances
6.5.1 CONTEXT AND STELLANTIS POSITION
CSR issue/challenge #17: Control of industrial discharges and nuisances
Stellantis understands that the automotive production processes use substances and processes that generate air emissions 
that could potentially affect air quality, natural environments and the quality of life in the surrounding neighborhoods 
of our plants. In particular, we monitor and control air emissions such as Volatile Organic Compounds (VOC), that are 
derived from solvent use in paint processes, Sulfur Dioxide (SO2), Nitrogen Oxides (NOx) and Particulate Matter, that 
are the result of combustion processes (for example, burning fossil fuels for energy generation or heating purposes) 
and Ozone Depleting Substances (ODS) that leaked from refrigeration and air conditioning equipment in our plants and 
offices. Nuisances could also occur in the form of noise or odor generated by industrial processes or accidental releases of 
chemicals with potential impact on other environmental media such as soil or water, or on human health.
We are implementing processes to limit and reduce air emissions, including the post-processing of residual emissions, 
noise and odor level monitoring and substitution of hazardous substances with non-hazardous ones where possible.
Company’s public position 
We are committed to compliance with environmental regulations in the areas that we operate. Stellantis is developing 
and implementing processes for consistent improvement and for controlling its environmental impact. Stellantis strives 
for zero VOC emissions through improvements of treatment processes. SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTION
GRI 3-3   
Control of industrial discharge and 
nuisances 
17
6.5.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Control of industrial 
discharges and 
nuisances
Owner: Chief 
Manufacturing 
Officer
Implement state of the 
art technical solutions 
to prevent industrial 
activities from causing 
nuisances to the 
surrounding areas
Volatile Organic 
Compounds (VOC) 
emissions from paint 
shops normalized (g/m
2 
painted).
2025: 
25 g/m
2 painted
2030: 
25 g/m
2 painted
2050:
ambition of 0 g/m
2 
painted
24.25 g/m
2 painted
24.95 g/m
2 painted
17
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6.5.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
6.5.3.1 Risks
Stellantis identified some risks and has implemented several actions and initiatives to mitigate them.
	
■Potential business risks:
	
●Stellantis is dependent on future technologies to accomplish the aspirational goal of zero VOC emissions in painting 
processes.
	
●Today, 35% of our paint shops use solvent-based paints and are subject to stringent regulatory emission limits. High 
production volumes allocated to these plants increase our global VOC emissions. To convert existing solvent-based 
paint into water-based paint, we estimated an investment cost of several hundred million euros. 
	
●Increasing demands by authorities for provisions and guarantees to cover clean-up costs of end-of-life real estate 
assets. Higher premiums to cover the insurance costs of accidental spills and releases.
	
■Potential operational risks:
	
●Meeting more stringent regulatory emission factors could require adapting operational processes or replacing 
materials. 
	
●Reducing VOC emissions by combustion, determines increased exhaust gases and energy usage. Such combustion 
processes negatively contribute to CO2 emissions and also increases NOx emissions.
	
●New residential development surrounding our facilities may be impacted by noise, light or other emissions. 
	
■Potential reputational risks:
	
●Failure to meet customer expectations of minimal effect on the environment from our products and production.
	
●Accidental releases may cause significant legal and clean-up costs, loss of trust by neighboring communities, damage 
to company reputation, brand image and sales. 
6.5.3.2 Opportunities
Stellantis identified opportunities and has implemented several actions to seize them.
	
■Opportunities for the business:
	
●Opportunities to work with suppliers to develop and test new painting methods and equipment, such as low 
overspray technology.
	
●Minimize the risk for accidental releases by implementing pollution control measures such as an equipment 
maintenance and repair program, enhancing operational procedures in our environmental management systems. 
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■Opportunities for operational management:
	
●Implement efficiency measures and process optimization including improved cleaning processes and batch painting 
which reduce usage of solvents and produce less emissions.
	
●Reduction of solvent emissions by using solvent-free or low solvents.
	
●Replace manual painting operations with automatic painting processes, which use less paint and generate less 
overspray, thereby reducing VOC emissions and paint sludge.
	
●Limit the nuisances to people and the environment by managing the chemicals used on site e.g., control or eliminate 
substances that causes odor nuisances.
	
■Opportunities for reputation:
	
●Enhance relationships, social acceptance to operate and brand value by maintaining or improving air and soil quality 
and reducing noise and odor in the neighboring communities.
	
●Demonstrate transparency by disclosing information to authorities and to the public in case of accidental harmful 
releases in the environment.
6.5.4 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
6.5.4.1 Reducing air emissions
Besides industrial Carbon Dioxide (CO2) emissions , Volatile Organic Compounds (VOC), Sulfur Dioxide (SO2), Nitrogen 
Oxides (NOx), Particulate Matter (PM), and Ozone Depleting Substances (ODS) are air emissions generated by Stellantis 
facilities. These emissions result from the usage of chemical products in painting operations, surface treatment activities, 
foundry processes, dust collectors, and from burning fossil fuels in heating and VOC abatement processes.
Reducing Volatile Organic Compound (VOC) emissions 
VOCs require environmental controls to reduce the impact on air quality. Some VOCs are harmful to human beings and the 
environment, some come from natural sources and others are human made. In most jurisdictions, regulations are in place 
to limit and control industrial VOC emissions.
The majority of VOC emissions generated in our manufacturing operations come from vehicle painting operations or 
surface treatment processes. VOCs are significant constituents in the formulation of paints and cleaning materials used 
in paint shops. Even though paint shops using waterborne base coats contribute to our VOC emissions, paint shops 
with solvent-based base coats play the most important role. Approximately, 35% of our paint shops use solvent-based 
base coats. When high production volumes are allocated to these plants, they become main drivers for our global VOC 
emissions.
GRI 305-6
GRI 305-7
 For more information refer to 2.6
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6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
In 2022, we emitted 24.25 g/m² painted surface versus 24.95 g/m2 in 2021 or 2.71 kg/vehicle produced versus 2.82 in 2021. 
This represents a reduction of 0.7 g/m² versus 2021.
The best performing vehicle assembly plant was Sterling Heights Assembly Plant with 5.25 g/m². However, 60% of our 
vehicle assembly plants performed better than our medium-term target of 25 g/m². 
We focus our actions on reducing VOC emissions, efficiency measures, reducing consumption of paints and their solvent 
content, implementing low-emission technologies and installing air treatment equipment for incinerating VOC. Measures 
for recycling and reuse of solvents for cleaning purposes are ongoing.
The following selected examples illustrate our efforts to reduce VOC emissions:
	
■At our Warren truck assembly plant (U.S.), we reduced VOC emissions by refurbishing a paint coating line utilizing new 
technologies, recirculating booth air, improved VOC abatement equipment and shutting down three old paint lines. 
These measures reduced VOC emissions at the facility by 19.58 g/m². This reduction is a 67% improvement from 2021.
	
■At our assembly plant in Luton (UK), we improved the piping system for the recovery of solvents contaminated 
during the color change cleaning process. This resulted in a more efficient waste solvent recovery and lowered the 
evaporation of the solvent. The piping system project cost was approximately € 100,000, and together with some 
smaller improvements in material consumption and cleaning processes allowed the site to reduce their VOC emissions 
by approximately 4.5 g/m².
	
■In the paint shop of our vehicle assembly plant in Madrid (Spain), we completed the change from manual interior 
painting of the base coat lines to robotic applicators. This automated process, combined with the optimization of the 
purging and cleaning of the application robots and the reduction of solvent consumption for the cleaning processes in 
the paint shop, reduces VOC emissions by up to 8 g/m² compared to 2021.
Stellantis invests in research and development for new paints and paint technologies. Progress has been made to increase 
the solid content of the white paint on commercial vehicles, which allows the reduction of the amount of solvent and 
decreases VOC emissions.
Reducing emissions of Sulfur Dioxide (SO2), Nitrogen Oxides (NOx) and Particulate Matter (PM) 
Both gases, SO2 and NOx, are present in our atmosphere and have natural and industrial origins. Human-made sources 
are any kind of combustion process, e.g., burning of fossil fuels. The gases can form acid rain, which negatively affects 
ecosystems such as, forests and lakes, as well as man-made structures like buildings and statues. Therefore, industrial SO2 
and NOx emissions are regulated in most jurisdictions. 
Particulate Matter (PM) is solid or liquid particles that is measured in micrometers (1,000 times smaller than millimeter) 
and suspended into the air. PM may come from natural or human-made sources. PM can cause harm to human health, 
and the suspended particles can affect the amount of incoming and reflected radiation in the earth’s atmosphere and 
therefore influence our climate. 
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In our Manufacturing facilities, we operate different types of combustion installations using fossil fuels, such as ovens for 
drying painted parts, thermal oxidizers for reducing VOC emissions, boilers for heating buildings, and cogeneration plants 
for heat and electricity generation. In our Retail activities these emissions are linked with heating or air conditioning.
In 2022, our SO2 emissions were a total of 218 tons, NOx emissions were a total of 1,346 tons and PM was 98 tons.
The SO2 emissions increased by 108 tons, NOx emissions decreased by 118 tons and PM decreased by 16 tons compared to 
2021. The main reasons for the reduction were a result of the energy saving activities at all sites. The increase of the SO2 
emissions is due to the extended emission reporting from our foundries.
Reducing Ozone Depleting Substances (ODS) emissions
Ozone Depleting Substances (ODS) are a group of chemical substances that have the ability to react with ozone and 
negatively impact the ozone layer of the stratosphere. The ozone layer prevents harmful wavelengths of ultraviolet light 
to reach the earth’s surface which cause harm to human beings, vegetation and animals. Since the Montreal Protocol in 
1987 and the subsequent revisions of this international treaty, production of certain groups of ODS have been banned, 
and their usage was phased-out or will phase-out within the next few years. 
Most ODS are used as refrigerants, solvents or blowing agents which makes them available in process and air conditioning 
equipment at our manufacturing facilities, offices and retail sites, as well as in the air conditioning systems in our products. 
Stellantis monitors ODS emissions during ODS-containing equipment maintenance or service activities and leak checks. 
ODS emissions are recorded in the event of an incident of an equipment installation. In 2022, our ODS emissions were in 
total at 52 kg of CFC-11 equivalent. This represents an increase 13 kg compared to 2021.
6.5.4.2 Reducing other industrial discharges and nuisances
Reducing chemicals
Stellantis strives to manage the usage of hazardous chemicals in a rigorous manner. When a new chemical product is 
introduced at a plant, it is assessed. The assessment includes checking the nature and acceptability of the health and 
environmental impacts. This assessment either results in a ban of the product or acceptance for use with risk prevention 
requirements. Safety data sheets are developed for authorized products and access to the information is provided to 
employees. 
In addition to the approval processes, structural measures such as building retention basins or using above ground 
pipe systems versus underground piping to carry liquids, can limit the impact in case of accidental releases. To minimize 
chemical risks, supervisors or other functions conduct checks of environmental procedures and installations during site 
walks and inspections as part of Stellantis Production System or during ISO 14001 audits. In addition, inventories of 
chemical products in stock enables the facility to limit on-site volumes.
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Reducing other forms of nuisances in local communities, such as noise or odor 
Noise and odor caused by our operations may cause nuisances to our neighbors including residential areas located close to 
our facilities. We seek to address the potential risks by conducting impact studies and action plans potentially associated 
with our manufacturing facilities. The studies assess the sensitivity of residential areas surrounding the plants with criteria 
such as sound levels, odors or traffic. When new chemical products are introduced at a plant, the components are reviewed 
to limit issues such as odor. In most jurisdictions, studies are required for new facilities or as part of major site redevelopment 
and building projects. Usually, these studies are subject to public disclosure and approval by the authorities. 
Avoiding and remediating soil contamination
Given the long history of some industrial facilities, soil impacts may be present at our sites. Historic contamination may 
be caused by leakages from underground storage tanks, underground pipes or spills. We conduct site investigations 
as part of ongoing initiatives, site acquisition or divestment projects, and at the request of regulators. The initial site 
investigation step usually includes record reviews and interviews to identify potential areas of concern. In the following 
steps, if necessary, onsite investigations may include the analysis of soil, surface water or groundwater, or soil gas samples 
in order to determine the presence and extent of potential contamination. In some cases, this onsite investigation may 
consist of several phases to delineate the extent of the contamination. Depending on the results, measures such as 
monitoring, containment or remediation activities are implemented. Our environmental experts liaise closely with the 
involved authorities to comply with local regulations. 
6.5.5 DETAILED KEY PERFORMANCE INDICATORS
GRI 305-6
GRI 305-7
6.5.5.1 VOC emissions from paint shops in grams/m2 and tons 
VOC
g/m
2 painted
tons
Manufacturing 
Activities
Enlarged Europe
2022
27.12
8,765
2021
28.82
9,318
North America
2022
14.03
3,237
2021
14.79
3,410
South America
2022
37.31
2,953
2021
34.90
2,789
Middle East & Africa
2022
52.90
601
2021
58.66
514
China and India & 
Asia Pacific
2022
139.89*
82*
2021
Not available
Not available
Total Manufacturing
2022
24.25
15,638
2021
24.95
16,031
* VOC data partially available, full implementation expected in 2023. Volatile Organic Compounds (VOC) emitted into the air by coating operations
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6.5.5.2 Industrial air emissions
ODS
NOx
SO2
PM
kg of CFC-11 equivalent
kg
kg
kg
Manufacturing 
Activities
Enlarged Europe
2022
1
597,194
130,912
43,138
2021
14
688,615
4,900
59,506
North America
2022
6
645,774
86,691
48,373
2021
24
678,239
104,640
49,832
South America
2022
45
53,779
367
3,910
2021
1
56,419
350
3,609
Middle East & Africa
2022
0
5,097
32
381
2021
0
5,500
38
418
China and India & 
Asia Pacific
2022
0
1,390
13
34
2021
0
522
11
58
Total Manufacturing Activities
2022
52
1,303,234
218,015
95,836
2021
39
1,429,295
109,939
113,423
Retail
2022
Not available
42,843
270
1,797
2021
Not available
34,186
215
1,696
Total 
2022
52
1,346,077
218,284
97,633
2021
39
1,463,481
110,154
115,119
ODS = Ozone Depleting Substance. Reported are R11 (CFC11), R12 (CFC12), R13 (CFC13) R115 (CFC115), R502 (HFCF502), R500 (HCFC500), R22 (HCFC22), 
R124 (HCFC124), R142B (HCFC142B), R408A (HCFC408A), R409 (HCFC409), R402A (HCFC402A)
SO2 = Sulphur Dioxide 
NOx = Nitrogen Oxides
PM = Particulate Matter microscopic solid or liquid particles suspended in air, are reported as a total
Note: Direct SO2, NOx and PM emissions are calculated using publicly available emission factors per fuel types
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6.6 Sustainable water management in manufacturing
6.6.1 CONTEXT AND STELLANTIS POSITION
CSR issue/challenge #18: Sustainable water management in manufacturing
Stellantis aims to continuously adjust its manufacturing processes to use less water and to increase recycling and reuse of 
its industrial water, by monitoring our water consumption to continue to remain agile to modify and improve processes. 
We are aware that there are water-stressed areas around the world where less-efficient water use may have adverse 
social and environmental effects due to reduced water availability, quality and disruption of ecosystems.
Company’s public position
As a Global Compact member, Stellantis fully adheres to the sustainability development goals for clean water management.
Furthermore, Stellantis obtained ISO 14001 certification for the vast majority of our plants and as such the Company is 
developing and implementing processes for improvement of water management.
Stellantis is committed to promote responsible water stewardship to strive for zero water withdrawal in industrial activities 
and to prevent any pollutant discharge. Where our plants are in areas with identified water stress, Stellantis is committed 
to implement extra water management measures.SDG 6: CLEAN WATER AND SANITATIONSDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTION
GRI 3-3
GRI 303-3
GRI 303-4
GRI 303-5
Sustainable water management in 
manufacturing
18
GRI 413-2
6.6.2 FORWARD-LOOKING VISION AND TARGETS
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Sustainable water 
management in 
manufacturing
Owner: 
Chief Manufacturing 
Officer
Promote responsible 
water stewardship to 
strive for zero water 
withdrawal by water 
recycling in industrial 
activities
Total water withdrawn 
normalized (m
3/vehicle 
produced)
2025: 
3.5 m
3/vehicle 
produced
2030: 
3.0 m
3/vehicle 
produced
2038: 
2.0 m
3/vehicle 
produced 
in water-stressed 
areas 
2050: 
1.0 m
3/vehicle 
produced
4.56 m
3/vehicle 
produced
4.77 m
3/vehicle 
produced
18
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6.6.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
6.6.3.1 Risk
Stellantis identified some risks and has implemented several actions and initiatives to mitigate them.
	
■Potential risk for the business:
	
●Developing manufacturing facilities in water-stressed areas may affect the local water use and the livelihood in the 
communities, leading to potential conflicts and water usage restrictions for our facilities. 
	
●Increased flood risk due to extreme weather events affecting facilities located close to rivers, in river basins or other 
geographical locations.
	
●Water scarcity is an emerging global environmental topic and its affects are not fully experienced or understood 
in every region. This constraint may lead to an underestimation of the severity of the issue. Investment costs 
versus operational costs may make it difficult to implement new water saving technology and processes within 
manufacturing facilities in many regions. 
	
■Potential risks for operational management:
	
●Water shortage may lead to increased water supply costs, reduction of production volume or disruption of operations, 
leading certain governments to impose more stringent requirements for obtaining and maintaining permits for water 
withdrawal. There are some facilities that need to change current operational permits to maintain operations.
	
●More stringent regulatory targets on pollution control of wastewater discharge are causing us to adapt our production 
processes or substitute raw materials, which may lead to increased cost for water treatment.
	
●Extreme temperatures and droughts can cause the rise in temperatures of rivers and streams. When the water 
temperatures exceed the temperatures allowed by regulators, we may be restricted from discharging cooling waters 
from cogeneration power plants which could impact production. 
	
■Potential reputational risk:
	
●Water management and target setting requires a site-specific approach. The challenge is to meet stakeholder 
expectations with customized actions based the local water constraints.
	
●Being held responsible by the general public or neighboring communities for exploiting or polluting shared water 
resources with our manufacturing facilities. 
	
●Being held responsible for increasing the water stress in regions where we develop new facilities. This may result in 
impact to brand value, customer defection and loss of profit.
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6.6.3.2 Opportunities
Stellantis identified opportunities and has implemented several actions to seize them.
	
■Opportunities for the business:
	
●Adopt best practices and public scientific data and tools to assess water risks for facilities.
	
●Direct investments toward facilities located in water-stressed areas or projects that have the biggest impact on 
water by reducing risk and increasing performance.
	
●Design out pollutants from materials or processes to minimize water treatment and associated costs. 
	
■Opportunities for operational management:
	
●Implement technology and processes that require less water for new facility design or facility redevelopment projects. 
Enable recycling or reuse of water to reduce dependency on the water resources may save water supply and clean-
up costs. In existing facilities, the deployment of best practices shared amongst the manufacturing plants support 
efficiency improvements in water usage.
	
●Adopt efficiency measures to reduce water usage and wastewater treatment may lead to less energy usage, and 
therefore have a positive impact on operational costs, as well as on CO2 emissions combating climate change. 
	
●Implement internal water quality standards and clean-up goals to anticipate and address stringent targets set by 
regulators. In addition, improved water quality offers more options for reusing water.
	
■Opportunities for reputation:
	
●Maintain or improve water availability for others in locations of high water-stressed areas, enhance community 
relations, social acceptance to operate and increase brand value.
	
●Proactive disclosure of information regarding our sustainable water management initiatives, outreach activities with 
the neighboring community or education initiatives on water issues. 
6.6.4 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
6.6.4.1 Main achievements on water management
	
■Water withdrawn
In 2022, we withdrew in total 26,661 thousand m3 of water versus 27,540 thousand m3 of water in 2021, of which 
26,285 thousand m3 versus 27,142 thousand m3 of water in 2021 were withdrawn by Manufacturing sites and 376 
thousand m3 versus 398 thousand m3 of water in 2021 for Retail activities. The sources for our water supply were 
comprised of third-party or municipal water at 62%, surface water at 15% and groundwater at 23%. 
GRI 413-2
GRI 303-1
GRI 303-2
GRI 303-3
GRI 303-4   GRI 303-5
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Stellantis does not abstract seawater, all water withdrawn is considered freshwater. In addition, 35,673 thousand 
m3 of water from surface waters were abstracted for cooling purposes at our own cogeneration plants. 
Annual water withdrawal by source
In 2022, water withdrawn was 
4.56 m3 per vehicle produced, a 
reduction of 4.4% versus 2021
THIRD-PARTY / 
MUNICIPAL WATER
62%
61%
SURFACE WATER
15%
15%
GROUNDWATER
23%
24%
2022
2021
The normalized water withdrawn for Manufacturing activities in 2022 was 4.56 m3 per vehicle produced versus 4.77 m3 per 
vehicle produced in 2021. This represents a reduction of 0.21 m3 per vehicle produced. 
Our Manufacturing facilities vary widely in terms of plant size, production volume, operations performed, technologies 
installed, age of facility, all of which can influence water use and treatment. We analyze the performance of the best 
performing plants to identify and share best practices. 
The best performing vehicle assembly plants were Maserati Modena with a water withdrawal of 0.77 m3 per vehicle 
produced and Tychy with a water withdrawal of 0.86 m3 per vehicle produced. However, 42% of our vehicle assembly 
plants performed better than our medium-term target of 3.0 m3 per vehicle produced. 
The majority of water withdrawn is used in Manufacturing activities for the following processes: 
	
●vehicle painting
	
●cooling
	
●cleaning processes
	
●sprinkler systems
	
●sanitation and hygiene
	
●drinking water.
The majority of water withdrawn for Retail activities is used for the following processes: 
	
●sanitation and hygiene
	
●drinking water
	
●car washing in dealerships and workshops.
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■Water discharged and pollution control 
In 2022, we discharged in total 18,699 thousand m3 wastewater versus 19,148 thousand m3 in 2021, of which 
18,323 thousand m3 versus 19,027 thousand m3 in 2021 was discharged by Manufacturing sites, and 376 thousand m3 
versus 121 thousand m3 in 2021 for our Retail activities. We discharged 67% into third-party / municipal industrial sewer 
systems, and 33% into surface waters (as in 2021). The wastewater discharge into the groundwater was negligible. 
Stellantis did not directly discharge any wastewater into seawater or oceans.
Water discharge destination and volumes
THIRD-PARTY / 
MUNICIPAL WATER
67%
67%
SURFACE WATER
33%
33%
GROUNDWATER
0%
0%
2022
2021
Like other industries that are using water for their production, vehicle manufacturing processes have some impact 
on water quality. One of the impacts is from the presence of metals from processes and materials used for surface 
treatment. Typical heavy metals are Cadmium (Cd), Chromium (Cr), Copper (Cu), Nickel (Ni), Lead (Pb) and Zinc (Zn). In 
addition, physical chemistry parameters such as Chemical Oxygen Demand (COD), Biological Oxygen Demand (BOD) and 
Suspended Matter (SM) are typical water quality impacts from manufacturing operations of whatever kind. Therefore, 
most of the plants monitor their wastewater discharge for these water quality factors as outlined within their operational 
permit requirements.
Many jurisdictions have implemented regulations to control the discharge of heavy metals. These regulations are regularly 
revised to increase the list of controlled substances or to further decrease emission limit values. These modifications are 
reflected in changes to the operational permits of our plants, which also specify the frequency of measurements and 
controls. 
Meeting legal and permit requirements is a given, however, we aim to discharge wastewater with regulated constituents 
at levels below legal limits. As such, we regularly measure and analyze the quality of wastewater produced to obtain 
a comprehensive view of the impact on water quality. All production plants active in 2022 were serviced by either an 
internal or external wastewater treatment plant. 
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Heavy metal loads
CADMIUM
32 kg
63 kg
CHROMIUM
665 kg
253 kg
COPPER
287 kg
1,049 kg
LEAD
178 kg
117 kg
NICKEL
3,972 kg
11,702 kg
ZINC
5,737 kg
10,096 kg
2022
2021
Chemical Oxygen Demand (COD), Biological Oxygen Demand (BOD) and Suspended Matter (SM)
BOD
1,474 tons
1,376 tons
COD
3,577 tons
3,316 tons
SM
439 tons
439 tons
2022
2021
The loads shown in the charts above include heavy metal loads for Stellantis plants in 2022. The loads were calculated 
with concentrations measured at the discharge monitoring points of our sites.
	
■Water consumption
Water consumption is defined as water withdrawn minus water discharged. In 2022, we consumed a total amount of 
water of 7,962 thousand m3 versus 8,392 thousand m3 in 2021, of which 7,962 thousand m3 versus 8,115 thousand m3 in 
2021 at manufacturing facilities. The water consumption at our retail sites is negligible. 
Water discharged could increase or decrease because of rainwater, consumption or evaporation from operations that 
have exposed water functions, such as water-cooling towers. Some older plants do not have a separate sewer system for 
the collection and discharge of rainwater versus process wastewater or sanitary wastewater. In these cases, the municipal 
or Stellantis wastewater treatment plant must treat all such water discharge volumes, increasing its costs and our tax 
expenditures. 
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6.6.4.2 Main initiatives on water management
As outlined in section 6.6.3 , the main two water risks impacting operational management are related to water shortage 
resulting in increasing pressure of authorities to reduce water withdrawal as well as establishing more stringent 
discharge values to secure water quality. We apply best practices to support plants with the reduction of water usage 
and improvement of water quality. 
For the water stress risk evaluation, the Company uses the Baseline scenario (2019) of the Aqueduct Water Risk Atlas 
and for future risk evaluation the Business as usual scenario 2030. Water stress is an indicator of competition for water 
resources and is defined informally as the ratio of demand for water by human society divided by available water. In 
2022, 35 plants were located in a high or extremely high water-stressed area versus 36 in 2021 (according to the World 
Resources Institute Aqueduct “baseline water stress” indicator) for a total water withdrawal of 7,361 thousand m3 versus 
7,243 thousand m3 in 2021 and 4,849 thousand m3 versus 5,0932 thousand m3 in 2021 of water discharge. For future risk 
evaluation Business as usual scenario 2030 44 plants are affected. 
Some examples of successful initiatives to reduce water usage or improve water quality: 
Avoid or reduce losses and leakages:
	
■At our vehicle assembly plant in Cassino (Italy) we used ground-penetrating radar (GPR) to identify leakages in the 
underground pipes of the fire-fighting system. The leakage repair enabled us to save approximately 43,200 m3 per year.
	
■At our vehicle assembly plant in Luton (UK), a leak detection survey and repair of the underground pipes was conducted 
that resulted in a water saving of approximately 17,000 m3 annually. 
Cooling water reuse: 
	
■A new cooling water recirculation system was installed in our Teksid Aluminum foundry plant in Carmagnola (Italy) 
which results in a partial flow of the cooling water that was previously used in once-through cooling is now 
recirculated. About 40% of the previously used cooling water is reused in the circuit, resulting in annual savings of 
around 490,000 m3.
Process improvement:
	
■At our vehicle assembly plant in Atessa (Italy), we improved the steam generation system by reducing steam losses, 
which is associated with a reduction in water makeup and enabled us to save approximately 27,000 m3 per year and in 
addition reduces the energy consumption by approximately 1,100 MWh annually.
	
■At our vehicle assembly plant in Mirafiori (Italy), we use recirculated wastewater from the wastewater treatment plant 
in the spray booth dust abatement system, instead of fresh water. This process saved approximately 10,000 m3 water 
annually.
GRI 303-3   GRI 303-4   GRI 303-5
 For more information refer to 6.6.3
2 The 2021 water discharge figures have been corrected.
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■At our Warren Truck Assembly Plant (U.S.), we reduced water consumption per vehicle by 41%, through several measures 
in the phosphate process in the two paint shops. This included optimization of spraying systems, downtime curtailment 
improvements, automated rinse spray control systems and tank level control adjustments. This results in a forecasted 
water reduction of approximately 500,000 m3 in 2023.
	
■At our powertrain plant in Szentgotthard (Hungary) we implemented in Reverse Osmosis (RO) technology as ion-free 
water instead of ion-exchanged water. This and other activities at the plant resulted in water savings of approximately 
972 m3 annually.
6.6.5 DETAILED KEY PERFORMANCE INDICATORS
6.6.5.1 Annual water withdrawn2 by business, geographical area and source (in thousands of m3)
Water Withdrawn
3
rd party or municipal water 
Surface water
Groundwater
Manufacturing 
Activities
Enlarged Europe
2022
5,102
4,012
4,243
2021
5,427
4,114
4,583
North America
2022
9,626
0
1,425
2021
9,782
24
1,456
South America
2022
1,050
2
526
2021
957
81
465
Middle East & Africa
2022
171
0
0
2021
178
0
0
China and India & Asia 
Pacific
2022
67
0
61
2021
39
0
36
Total Manufacturing Activities
2022
16,016
4,014
6,255
2021
16,383
4,219
6,540
Retail
2022
376
0
0
2021
398
0
0
Subtotal
2022
16,392
4,014
6,255
2021
16,781
4,219
6,540
Total 
2022
26,661
2021
27,540
2 Excluding cooling water for cogeneration plants, remediation activities and water provided to 3rd parties, tenants unrelated to Stellantis operations.
GRI 303-1
GRI 303-3
GRI 303-4
GRI 303-5   GRI 413-2
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6.6.5.2 Annual water discharge by business, region and destination (in thousands of m3) 
Water Discharge
3
rd party or municipal water 
Surface water
Groundwater
Manufacturing 
Activities
Enlarged Europe
2022
5,086
5,196
0
2021
5,364
5,777
0
North America
2022
6,797
142
0
2021
6,881
149
0
South America
2022
232
704
0
2021
385
369
0
Middle East & Africa
2022
94
0
0
2021
76
0
0
China and India & Asia 
Pacific
2022
0
11
61
2021
11
0
15
Total Manufacturing Activities
2022
12,209
6,053
61
2021
12,717
6,295
15
Retail
2022
374
2
0
2021
112
9
0
Subtotal
2022
12,583
6,055
61
2021
12,829
6,304
15
Total 
2022
18,699
2021
19,148
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6.6.5.3 Annual total water consumed by business and region (in thousands of m3)
Water Consumed
Total water withdrawn
Total water discharged
Total water consumed
Manufacturing 
Activities
Enlarged Europe
2022
13,357
10,282
3,075
2021
14,124
11,141
2,983
North America
2022
11,051
6,939
4,112
2021
11,262
7,030
4,232
South America
2022
1,578
936
642
2021
1,503
754
749
Middle East & Africa
2022
171
94
77
2021
178
76
102
China and India & 
Asia Pacific
2022
128
72
56
2021
75
26
49
Total Manufacturing Activities
2022
26,285
18,323
7,962
2021
27,142
19,027
8,115
Retail
2022
376
376
0
2021
398
121
277
Total 
2022
26,661
18,699
7,962
2021
27,540
19,148
8,392
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6.6.5.4 Percentage of freshwater over total water withdrawn and over total water discharged (in percent) 
We do not withdraw seawater, therefore we consider: 
freshwater withdrawn = 100%
freshwater discharge = 100%
6.6.5.5 Annual water withdrawn and discharge from water stressed areas by region (in thousands of m3)
Geographical Area
Plant name
Water stressed areas according 
to Aqueduct Risk Atlas 
Total water 
withdrawn
Total water 
discharge
high
extremely high
m
3
m
3
Enlarged Europe 
Atessa Plant
2022
X
665,624
665,624
2021
X
870,733
788,933
Atessa Plastic 
2022
X
9,198
9,198
2021
X
8,090
8,090
Caen
2022
X
83,389
68,211
2021
X
84,223
63,507
Cassino Plant
2022
X
254,610
254,595
2021
X
258,607
258,607
Cassino Press 
Shop Plant
2022
X
30,156
29,545
2021
X
31,482
31,462
Cento Engine 
Plant 
2022
X
12,654
9,145
2021
X
12,765
6,469
Charleville
2022
X
226,881
62,733
2021
X
205,257
113,678
Douvrin (FM)
2022
X
218,503
61,203
2021
X
212,379
81,230
Eisenach
2022
X
121,779
121,779
2021
X
81,452
81,452
Hordain
2022
X
229,011
203,141
2021
X
229,829
229,829
Luton IBC
2022
X
501,064
294,579
2021
X
290,065
286,083
Aqueduct Water Risk Atlas 
https://wri.org/aqueduct
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Geographical Area
Plant name
Water stressed areas according 
to Aqueduct Risk Atlas 
Total water 
withdrawn
Total water 
discharge
high
extremely high
m
3
m
3
Enlarged Europe 
Madrid
2022
X
114,383
114,383
2021
X
98,036
98,036
Melfi Plant 
2022
X
679,950
569,840
2021
X
745,820
645,350
Melfi Press Shop 
Plant 
2022
X
2,368
2,368
2021
X
incl. in 2021 
Melfi Plant data
incl. in 2021 
Melfi Plant data
PCMA Napoli
2022
plant closed in 2022
2021
X
26,971
24,273
PCMA Tito Scalo
2022
X
504
504
2021
X
533
288
Pratola Serra 
Powertrain Plant
2022
X
105,375
59,768
2021
X
117,793
74,183
Rennes
2022
X
134,290
43,807
2021
X
101,509
42,547
Rüsselsheim
2022
X
855,609
844,721
2021
X
951,470
951,470
Termoli 
Powertrain Plant
2022
X
309,981
237,937
2021
X
279,587
202,656
USL Cassino Plant
2022
X
4,356
4,356
2021
X
2,488
2,488
USL Villa Santa 
Lucia Plant
2022
X
3,322
3,322
2021
X
3,441
3,441
Valenciennes
2022
X
85,460
38,843
2021
X
85,826
38,191
Vico Pomigliano 
d'Arco Plant
2022
X
448,945
406,170
2021
X
392,233
355,149
Vico Pomigliano 
d'Arco Press Shop 
Plant
2022
X
2,934
2,834
2021
X
1,750
1,750
Zaragoza
2022
X
965,108
573,820
2021
X
834,631
594,320
Aqueduct Water Risk Atlas 
https://wri.org/aqueduct
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Geographical Area
Plant name
Water stressed areas according 
to Aqueduct Risk Atlas 
Total water 
withdrawn
Total water 
discharge
high
extremely high
m
3
m
3
North America
Saltillo Complex - 
Assembly Plant
2022
X
480,870
0
2021
X
514,793
0
Saltillo North 
Engine Plant
2022
X
202,753
0
2021
X
168,137
1,200
Saltillo South 
Engine Plant
2022
X
89,906
0
2021
X
89,238
0
Saltillo Van 
Assembly Plant
2022
X
159,139
0
2021
X
168,704
0
Teksid Hierro de 
Mexico Plant
2022
X
96,367
0
2021
X
100,399
0
Toluca Complex - 
Assembly Plant
2022
X
199,008
99,599
2021
X
235,166
90,221
Middle East & Africa
PCMA Bursa
2022
X
5,225
4,812
2021
X
3,306
2,777
PCMA Bursa 
Mechanical 
Control Systems
2022
X
1,602
1,485
2021
X
1,043
991
China and India & 
Asia Pacific
Hosur
2022
X
20,259
20,258
2021
X
19,107
14,489
Thiruvallur
2022
X
40,872
40,651
2021
X
16,624
not available
Total 
2022
8
27
7,361,455
4,849,230
2021
8
28
7,243,488
5,093,160*
* The 2021 water discharge figures have been corrected.
Aqueduct Water Risk Atlas 
https://wri.org/aqueduct
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6.6.5.6 Annual heavy metals discharge (loads) into water (in kg)
Cadmium 
(Cd)
Chromium 
(Cr)
Copper
(Cu)
Lead 
(Pb)
Nickel 
(Ni)
Zinc 
(Zn)
Manufacturing 
Activities
Enlarged Europe
2022
11
120
133
47
1,221
4,204
2021
54
20
960
22
934
7,996
North America
2022
15
372
130
87
2,650
1,365
2021
9
232
82
89
10,739
1,751
South America
2022
3
171
20
43
95
104
2021
0
0
4
5
26
101
Middle East & Africa
2022
3
2
4
1
3
63
2021
0
1
3
1
1
248
China and India & 
Asia Pacific
2022
0
0
0
0
3
1
2021
0
0
0
0
2
0
Total (kg/year)
2022
32
665
287
178
3,972
5,737
2021
63
253
1,049
117
11,702
10,096
6.6.5.7 Annual COB, BOD, suspended matters discharge (loads) into water (in tons)
COD
BOD
SM (TSS)
Manufacturing 
Activities
Enlarged Europe
2022
1,676
737
314
2021
1,563
554
275
North America
2022
1,832
703
99
2021
1,678
800
138
South America
2022
41
26
12
2021
42
15
6
Middle East & Africa
2022
28
8
14
2021
32
7
20
China and India & 
Asia Pacific
2022
0
0
0
2021
1
0
0
Total (tons/year)
2022
3,577
1,474
439
2021
3,316
1,376
439
BOD = Biochemical Oxygen Demand; COD = Chemical Oxygen Demand; SM = Suspended Matter (TSS = Total Suspended Solid)
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6.7 Protection of biodiversity
6.7.1 CONTEXT AND STELLANTIS POSITION
CSR issue/challenge #19: Protection of biodiversity
The World Economic Forum’s Global Risks Report 2020  ranks biodiversity loss and damage to the ecosystem as one of 
the top five risks of likelihood and impact in the coming ten years. It is closely linked with other top risks identified such 
as climate change, extreme weather and natural disasters highlighting the complexity of nature, and the volatile ways of 
impacting us as human beings and industrial corporations.
Even though the protection of biodiversity is a complex process and the impact of the Company’s manufacturing operations 
on biodiversity is relatively limited, Stellantis has implemented dedicated measures aimed at further minimizing this issue, 
such as the commitment to a progressive approach to reduce impacts first, then restore and finally recover biodiversity. 
New operations on protected areas are prohibited. When Stellantis already operates in such areas, it applies mitigation 
hierarchy aimed at minimizing impact, including offsets for any remaining residual impact. Biodiversity protection activities 
at our sites are focused on biodiversity inventories, awareness campaigns for employees, and other stakeholders such 
as the community surrounding our manufacturing facilities, and working with students, all for preservation of natural 
habitats near its areas of operations. 
Company’s public position 
Stellantis plants endeavor to ensure biodiversity knowledge and preventative actions relevant to their geographic scope 
along with the development of biodiversity on the related sites by preserving natural habitats and by implementing 
projects. Stellantis is currently assessing different biodiversity management tools in order to meet the upcoming 
requirements stemming from the European Taxonomy legislative proposal. SDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTIONSDG 15: LIFE ON LAND
GRI 3-3  
Protection of biodiversity
19
Global Risks Report 2020 
https://www.weforum.org/reports/
the-global-risks-report-2020
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6.7.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard 
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Protection of 
biodiversity
Owner: 
Chief Manufacturing 
Officer
Ensure the development 
of biodiversity on our 
sites by preserving 
natural habitats
Percentage of plants that 
have done a RENATU 
evaluation and are 
developing biodiversity 
projects
2025: 60%
2030: 100%
2050: strategic 
partnership for 
global biodiversity 
program.
29%
26%
19
6.7.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
6.7.3.1 Risks
Stellantis identified some risks and has implemented several actions and initiative to mitigate them.
	
■Potential risks for the business:
	
●Dependency of business on natural resources such as air, soil or water for its direct operations or indirect supply 
chain. According to the New Nature Economy Report 2020 issued by World Economic Forum, the automotive 
industry’s dependency on nature is assessed to be low to medium for its direct gross value added, whereas the gross 
value added of the automotive industry’s supply chain was assessed to be more dependent on nature and therefore 
referred to as a “hidden dependency.”
	
●Loss in nature causing socio-economic instability in countries of operation resulting in disrupted business continuity 
or loss in markets.
	
■Potential risk for operational management:
	
●Regulatory and legal risk of increased governmental actions on biodiversity are expected, such as restrictions on 
land usage or usage of ecosystem services. Potential increase in taxes, insurance premiums, new trade directives or 
reforming subsidies and increased disclosure requirements may be expected. Similarly, potential decrease in property 
sale and lease income is possible due to use and deed restrictions.
	
●Climate change causing loss in natural habitats such as forests that were served as important buffer areas during 
extreme weather events may lead to the potential for severe impact on business continuity. 
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●Value of real estate may be endangered by invasive species or diseases, causing costs for removal, pest control, 
subsequent remedy measures and potential legal proceedings if surrounding areas are affected.
	
■Potential reputational risk: 
	
●Being held responsible by customers or the general public for loss in biodiversity from building new or expanding 
facilities, by materials or technology used in products or sourcing of raw material in its supply chain, and emissions 
from our products. This may result in a negative impact to our brands’ value, customer defection, loss of profit and 
conflicts with neighboring community.
6.7.3.2 Opportunities
Stellantis identified opportunities and has implemented several actions to seize them.
	
■Opportunities for the business:
	
●Corporate land areas can be an important contribution to climate action, for example as a source of carbon 
sequestration or increased resilience for the human-made, built and natural environments.
	
●Major infrastructure projects or expansion of existing facilities are highly dependent on stakeholder acceptance. 
Integrating conservation measures as part of the site selection and implementation can help with adding value to 
neighboring communities and building acceptance with stakeholders.
	
●Work with supply chain to reduce indirect impact on biodiversity loss and reduce hidden dependency of the 
automotive industry. 
	
■Opportunities for operational management:
	
●Stellantis conservation and education activities contribute to maintaining a social acceptance to operate. 
	
●Conservation measures may also add value to the real estate property or may increase its resistance toward climate 
change related extreme weather such as droughts, floods, etc. besides providing a more attractive environment for 
employees.
	
■Opportunities for company reputation:
	
●Stellantis conservation practices on corporate land demonstrate a long-term commitment to quality habitat for 
wildlife, conservation education and community outreach initiatives.
	
●Talent attraction and retention by offering employee biodiversity engagement activities that meet a variety of needs 
including work-life balance, health and wellness and providing value to the communities in which Stellantis operates.
	
●Communicating a company’s efforts to further biodiversity and sustainability is an important driver to gaining value 
to a company’s social acceptance to operate and positive brand value. 
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6.7.4 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
Stellantis uses the tool RENATU to evaluate biodiversity at green areas located at its production facilities. RENATU is a 
self-assessment tool developed to evaluate the biodiversity of industrial sites or developed areas. It was developed by the 
University of Paris 1 Pantheon Sorbonne and has been designed and scientifically validated within the framework of the 
Infrastructure de Transport Terrestre ECOsystème et Paysage (ITTECOP) program of the French Ministry of the Ecological 
Transition and Solidarity.
The RENATU indicator consists of 11 categories that address items such as: invasive species, various vegetation layers, 
the presence of microhabitats, nesting sites and distance to biodiversity reservoirs. The assessment is conducted by site 
walkthroughs and data analysis. Each category is rated to determine the total score.
In 2021, Stellantis started to roll-out RENATU at its production facilities. In 2022, 89% of Stellantis production facilities 
have conducted a RENATU evaluation, the average score obtained was 34.64 points (out of 55 points maximum) with 
11.39 points achieved by the lowest scoring plant and 52.88 points by the best scoring plant. Opportunities for improving 
green areas to attract more biodiversity remain subject to plant specific situations. 
However, by evaluating the undeveloped areas within the plant, the main purpose for using RENATU is to raise awareness 
for biodiversity issues on site, to enable a simplified assessment and monitoring, and to encourage developing ideas for 
preserving or improving biodiversity at the green spots of the industrial facilities.
We defined our approach towards biodiversity implemented projects. 29% of Stellantis production facilities has conducted 
a RENATU evaluation and implemented a biodiversity project- a solid base for growth in the next years. This represents 
an increase of 3 % versus 2021.
Most of Stellantis production facilities are located in suburban industrial areas. However 64 plants are located less than 
5 km away from a nature protected area . Stellantis also has a historical presence in territories that later became natural 
protected areas. For those areas, Stellantis operates with consideration of the surrounding environment, striving to 
preserve and avoid, as much as possible, further expansion of its operations.
We developed biodiversity projects that involve activities such as restoration, conservation or monitoring measures. To 
ensure we develop projects meaningful for the environment, we engaged third-party experts who helped us plan, verify 
or certify our projects. Third-party experts include universities or other scientific research institutes, Non-Governmental 
Organizations (NGO) engaged in biodiversity or nature protection, professional biodiversity consultants or local regulators. 
Stellantis works with Wildlife Habitat Council (WHC) for biodiversity project certification. In 2022, we had 17 certified 
sites located in Canada, Germany, Hungary, Poland, Spain, the United Kingdom and the United States. The Stellantis U.S. 
headquarters and Technology Center in Michigan (U.S.) was awarded a WHC certified Gold status for its biodiversity 
program. And there are 16 certified production facilities three of which are WHC certified Silver. 
GRI 304-2   GRI 413-2
 For an overview table refer to 6.7.5
Etobicoke Casting Plant urban 
forest recognized by the 
Ontario Ministry of Natural 
Resources
 
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6.7.4.1 Initiatives to support and restore biodiversity
In 2022, we had 59 biodiversity projects implemented. The following summaries represent examples of Stellantis 
biodiversity projects:
Etobicoke Casting Plant urban forest recognized: 
	
■An urban forest tucked in behind the Etobicoke Casting Plant (U.S.) has been recognized for its biodiversity and employee 
stewardship in a new, special report from the Wildlife Habitat Council (WHC). This urban forest was created on an area 
of 10 hectares where excavated material gradually piled up, creating a space with varied topography, including hills and 
valleys, an elevated, grassy plateau and marshlands and waterbodies. A concentrated effort by the Environmental Health 
and Safety team to conserve and care for the urban forest began last decade. Employees cordoned off the area using 
fencing that prevented trespassing while allowing wildlife to enter. In 2016, the team stopped mowing the plateau and 
seeded it with native wildflowers including milkweed. They also planted 1,200 coniferous seedlings, including spruce, cedar 
and pine trees, to expand the wooded parts of the habitat. Recent monitoring data indicates that trees are now quickly 
establishing, and that the habitat’s no-mow policy has allowed an ecotone of shrubs to form between the grassland and 
wooded area. Rabbits, squirrels, possums and more than ten species of birds have been observed in the forest, and the 
habitat has also been recognized as a Managed Urban Forest by the Ontario Ministry of Natural Resources.
Wildlife Habitat Council (WHC) projects:
	
■Saltillo Truck Assembly Plant has become the first Stellantis facility to receive Wildlife Habitat Council Conservation 
Certification in Mexico. The Silver Certification was awarded based on the biodiversity initiatives implemented at the 
Plant associated with reptiles, dotted squirrels and environmental education. A biodiversity inventory was completed 
at the Plant to understand the variety of species at the Plant and educate employees. In addition, the Plant instituted 
management protocol for reptiles and habitat preservation and enhancement for the squirrels.
	
■Windsor Assembly Plant has been hosting biodiversity events at the Plant since 2009 and has had Wildlife Habitat Council 
(WHC) Conservation Certification since 2018 with a program designed to enhance the local biodiversity by planning and 
maintain an urban forest project, engaging with employees, their families and the local community by holding photo and 
artwork contests, cleanup days, community gardens, and naturalization of green spaces in and around the plant. The Plant 
was also the recipient of the inaugural WHC Ibis Award in 2021. The Ibis Award recognizes a WHC Certified program that 
has demonstrated resilience of spirit and advancement of conservation despite lockdowns, quarantines and additional 
government-mandated regulations. The Plant continues to implement new and exciting biodiversity events every year.
	
■The assembly plant in Zaragoza, Spain, runs a biodiversity program that has received “Silver” certification by the Wildlife 
Habitat Council (WHC) in January 2022. The program includes native tree and shrubs planting in three areas at the site, 
using local species that are adopted to the soil, water and climate conditions in that region. Continuous monitoring 
proves that the prepared conditions are well suited to provide food and shelter for a wide variety of pollinators and also 
reptiles, e.g., the Iberian lizard (podarcis hispanica).
GRI 304-3
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Biodiversity conservation projects:
	
■The powertrain plant in Tychy, Poland, has created, in collaboration with the Silesian Botanical Garden, a pollinator 
garden, and is maintaining and enhancing its biodiversity status continuously since a few years. The recent activities 
include planting several types of native trees and shrubs with edible fruit for birds and installing insect hotels. The project 
includes awareness-raising of our employees, in providing information about the new plantations, their importance for 
endangered species of the local habitat, and about feeding birds in winter. The whole concept and architectural design 
were prepared by specialists from the Silesian Botanical Garden.  
Urban Nature Trail project:
	
■As part of the investment made to build the new Detroit Assembly Complex Mack plant (U.S.), Stellantis made a 
commitment to support the local community to reduce the impact of the new plant on the neighborhood. This 
commitment included the installation of 500 trees along streets, parks, and on lots where residents requested; the 
donation of 100 free rain barrels; and the creation of an "Urban Nature Trail" at a stormwater detention area constructed 
for the project. Stellantis took this unique opportunity to install an interactive walking path with nine stations where 
individuals can take a break and learn about important aspects like: stormwater management, rain gardens, pollinator 
gardens, trees, bat habitat, invasive species, and much more. Additionally, the pavilion installed at the park is utilized as 
an outdoor classroom for local school students in the partnership program with Stellantis. 
Amazon Forest Carbon Sink Project
The Peugeot Brand in partnership with the French National Forestry Office (ONF) is contributing to the PEUGEOT-
ONF forest carbon sink project in Mato Grosso, Brazil since 1998. The project involves reforesting of degraded land and 
restoring biodiversity while studying the relationship between reforestation and the absorption of atmospheric carbon 
dioxide. The total amount of carbon sequestrated by biomass and soil was estimated to be more than 604,000 tons of 
CO² equivalent according to the measurement methods of the Verified Carbon Standard (VCS). The VCU are sold under the 
VCS protocol and revenues are systematically reinvested in the project. Two million trees including more than 50 native 
species, were reintroduced in a plantation of nearly 2,000 hectares. After 20 years of implementation, ONFI and ONFB 
teams led an innovative carbon assessment based on remote sensing analysis in order to identify the most relevant areas to 
be densified by additional plantations. Thanks to this initiative we should be able to reach more than one million tons of CO² 
equivalent by 2038. At the heart of the project, an area of 1,800 hectares of virgin forest with high biodiversity value has been 
devoted to scientific research and placed under the status of Reserva de Patrimonio Natural (RPPN) since 2009. 
Part of the project includes a field laboratory, the Fazenda São Nicolau, which welcomes students and researchers from 
various partner institutions. On-site investigations have led – amongst other findings – to the discovery of more than 
40 new species, among them a fish named Hyphessobrycon peugeoti and a beetle called Hansreia peugeoti. Numerous 
academic papers, PhDs and books have been published thanks to the research studies conducted at the Fazenda. 
These research activities are supervised by a Scientific and Technical Committee composed of Brazilian and international 
specialists who are acknowledged leaders in the topics addressed in the project. 
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
6 RESPONSIBLE USE OF RESOURCES
6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
6.7.5 DETAILED KEY PERFORMANCE INDICATORS
6.7.5.1 Plants located within or near (< 5 km) a natural protected area
Region
Plant
Plant activity
Surface occupied (m
2)
Type of natural protected area
Enlarged 
Europe
Aspern 
Powertrain Plant
2022
191,166
IUCN Category IV Habitat/Species Management 
Area
2021
191,166
Atessa
Car Plant
2022
1,001,930
Natura 2000
2021
1,001,930
Bielsko Biala
Powertrain Plant
2022
122,715
Natura 2000
2021
89,500
Charleville
Foundry 
2022
195,078
Natural Protected Area according to State or 
Federal legislation
2021
195,078
Eisenach
Car Plant 
2022
261,859
Natura 2000
2021
261,859
Gliwice
Car Plant
2022
327,287
IUCN Category IV Habitat/Species Management 
Area
2021
327,287
Grugliasco Avvocato 
Giovanni Agnelli Plant
Component Plant
2022
106,250
Natural Protected Area according to State or 
Federal legislation
2021
184,000
Grugliasco Mould 
Shop 
Component Plant
2022
6,594
Natural Protected Area according to State or 
Federal legislation
2021
6,594
Hordain
Car Plant 
2022
654,824
Natural Protected Area according to State or 
Federal legislation
2021
654,824
Kaiserslautern
Component Plant
2022
607,601
IUCN Category IV Habitat/Species Management Area, 
IUCN Category V Protected Landscape/ Seascape, 
Natura 2000, Natural Protected Area according to 
State or Federal legislation
2021
607,601
Luton IBC
Car Plant
2022
210,432
Natural Protected Area according to State or 
Federal legislation
2021
210,432
Melfi Plant
Car Plant
2022
1,758,555
Natural Protected Area according to State or 
Federal legislation
2021
1,811,183
Melfi Press Shop 
Plant
Component Plant
2022
92,855
Natural Protected Area according to State or 
Federal legislation
2021
40,227
Metz
Powertrain Plant
2022
233,428
Natural Protected Area according to State or 
Federal legislation
2021
233,428
GRI 304-1   GRI 304-2   GRI 304-3   
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
6 RESPONSIBLE USE OF RESOURCES
6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
Region
Plant
Plant activity
Surface occupied (m
2)
Type of natural protected area
Enlarged 
Europe
Mulhouse
Car Plant 
2022
2,218,647
Natura 2000
2021
2,113,096
PCMA Venaria 
Reale
Component Plant
2022
5,460
IUCN Category II National Park
2021
5,460
PCMA Venaria 
Reale SBH
Component Plant
2022
18,123
IUCN Category II National Park
2021
18,123
Rennes
Car Plant
2022
830,307
Natural Protected Area according to State or 
Federal legislation
2021
830,307
Rüsselsheim
Car Plant 
2022
1,916,523
Natura 2000, Natural Protected Area according to 
State or Federal legislation
2021
1,916,523
Sept Fons
Foundry 
2022
97,868
Natura 2000
2021
97,868
Sochaux
Car Plant 
2022
1,956,100
IUCN Category IV Habitat/Species Management 
Area
2021
1,956,100
Szentgotthárd
Powertrain Plant
2022
205,822
Natura 2000, RAMSAR Site (Convention on 
Wetlands)
2021
205,822
Teksid Iron Poland 
Foundry
2022
85,000
Natura 2000
2021
85,000
Termoli 
Powertrain Plant
2022
263,128
Natura 2000
2021
263,128
Torino Mirafiori 
Plant
Car Plant
2022
737,500
Natura 2000
2021
971,800
Torino Mirafiori 
Press Shop Plant
Component Plant
2022
213,131
Natura 2000
2021
213,131
Torino Mirafiori 
PWT
Powertrain Plant
2022
437,000
Natura 2000
2021
11,304
Trémery
Powertrain Plant
2022
561,819
Natural Protected Area according to State or 
Federal legislation
2021
561,819
Trnava
Car Plant
2022
807,470
Natura 2000
2021
807,470
Tychy 
Powertrain Plant
2022
118,326
Natura 2000, Natural Protected Area according to 
State or Federal legislation.
2021
118,326
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
6 RESPONSIBLE USE OF RESOURCES
6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
Region
Plant
Plant activity
Surface occupied (m
2)
Type of natural protected area
Enlarged 
Europe
Valenciennes
Powertrain Plant
2022
311,808
IUCN Category V Protected Landscape/ Seascape
2021
311,808
Verrone
Powertrain Plant
2022
553,000
Natura 2000
2021
100,300
Vesoul
Powertrain Plant
2022
942,166
IUCN Category Ia Strict Nature Reserve 
IUCN Category IV Habitat/Species Management Area 
Natura 2000
2021
932,920
Zaragoza
Car Plant 
2022
1,104,936
IUCN Category IV Habitat/Species Management 
Area, Natura 2000
2021
1,176,604
North 
America
Autodie
Component Plant
2022
53,615
Natural Protected Area according to State or 
Federal legislation
2021
53,615
Belvidere Assembly 
Plant
Car Plant
2022
922,000
Natural Protected Area according to State or 
Federal legislation
2021
922,000
Brampton Assembly 
Plant
Car Plant
2022
470,000
Natural Protected Area according to State or 
Federal legislation
2021
470,000
Cpk Belleville 
Manufacturing Plant
Component Plant
2022
6,200
Natural Protected Area according to State or 
Federal legislation
2021
6,200
Cpk Guelph 
Manufacturing Plant
Component Plant
2022
49,215
Natural Protected Area according to State or 
Federal legislation
2021
49,215
Cpk Hope 
Manufacturing Plant
Component Plant
2022
43,531
Natural Protected Area according to State or 
Federal legislation
2021
43,531
Detroit Assembly 
Complex Jefferson
Car Plant
2022
733,000
Natural Protected Area according to State or 
Federal legislation
2021
733,000
Detroit Assembly 
Complex Mack
Car Plant
2022
676,338
Natural Protected Area according to State or 
Federal legislation
2021
676,338
Dundee Engine 
Plant
Powertrain Plant
2022
228,000
Natural Protected Area according to State or 
Federal legislation
2021
228,000
Etobicoke Casting 
Plant
Foundry
2022
69,600
Natural Protected Area according to State or 
Federal legislation
2021
69,600
Indiana 
Transmission Plant
Powertrain Plant
2022
622,202
Natural Protected Area according to State or 
Federal legislation
2021
709,371
Kokomo Casting 
Plant
Foundry
2022
385,820
Natural Protected Area according to State or 
Federal legislation
2021
385,820
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
6 RESPONSIBLE USE OF RESOURCES
6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
Region
Plant
Plant activity
Surface occupied (m
2)
Type of natural protected area
North 
America
Kokomo 
Transmission Plant
Powertrain Plant
2022
397,000
Natural Protected Area according to State or 
Federal legislation
2021
397,000
Kokomo Engine 
Plant
Powertrain Plant
2022
87,170
Natural Protected Area according to State or 
Federal legislation
2021
87,170
Sterling Heights 
Assembly Plant
Car Plant
2022
1,141,000
Natural Protected Area according to State or 
Federal legislation
2021
1,141,000
Sterling Stamping 
Plant
Car Plant
2022
650,000
Natural Protected Area according to State or 
Federal legislation
2021
650,000
Tipton Transmission 
Plant
Powertrain
2022
124,500
Natural Protected Area according to State or 
Federal legislation
2021
124,500
Toledo Assembly 
Complex
Car Plant
2022
991,000
Natural Protected Area according to State or 
Federal legislation
2021
991,000
Trenton Engine 
Complex
Powertrain Plant
2022
320,000
IUCN Category IV Habitat/Species Management 
Area
2021
320,000
Windsor Assembly 
Plant
Car Plant
2022
719,000
Natural Protected Area according to State or 
Federal legislation
2021
719,000
South America
Betim Assembly 
Plant
Car Plant
2022
2,124,464
Natural Protected Area according to State or 
Federal legislation
2021
2,124,464
Betim PWT Plant
Powertrain
2022
121,481
Natural Protected Area according to State or 
Federal legislation
2021
121,481
Campo Largo
Powertrain
2022
1,245,700
Natural Protected Area according to State or 
Federal legislation
2021
1,245,700
CMA Goiana
Component Plant
2022
32,000
IUCN Category VI Protected area with sustainable 
use of natural resources
2021
32,000
Goiana Assembly 
Plant
Car Plant
2022
369,550
IUCN Category VI Protected area with sustainable 
use of natural resources
2021
369,550
Jaboatão dos 
Guarapes Plant
Component Plant
2022
191,232
IUCN Category Ia Strict Nature Reserve
2021
191,232
Palomar
Car Plant
2022
539,274
IUCN Category IV Habitat/Species Management 
Area
2021
619,074
Porto Real
Car Plant
2022
1,162,135
Natural Protected Area according to State or 
Federal legislation
2021
1,162,135
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
7 HUMAN RIGHTS
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
6 RESPONSIBLE USE OF RESOURCES
6 PROMOTING PROTECTION AND IMPLEMENTING RESPONSIBLE USE OF NATURAL RESOURCES
Region
Plant
Plant activity
Surface occupied (m
2)
Type of natural protected area
China and India 
& Asia Pacific
Hosur
Powertrain
2022
48,310
IUCN Category IV Habitat/Species Management 
Area
2021
48,310
Thiruvallur
Car Plant 
2022
47,371
RAMSAR Site (Convention on Wetlands)
2021
98,874
6.7.5.2 RENATU evaluation and biodiversity projects
Geographical Area
Average RENATU score 
(maximum score is 55 points)
Number of 
biodiversity projects
Plants with RENATU evaluation 
and biodiversity project (%)
Enlarged Europe
2022
36.03
22
23%
2021
34.44
26
24%
North America
2022
32.92
34
48%
2021
29.26
26
41%
South America
2022
35.97
3
25%
2021
30.83
3
25%
Middle East & Africa
2022
21.59
0
0%
2021
19.62
0
0%
China and India & Asia 
Pacific
2022
32.66
0
0%
2021
28.92
0
0%
Total
2022
34.64
59
29%
2021
32.57
55
26%
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1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
7 HUMAN RIGHTS
7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
7 
ENSURING PROTECTION OF HUMAN RIGHTS 
AND SUPPORTING A BALANCED ECONOMIC 
DEVELOPMENT OF TERRITORIES
7.1 RESPONSIBLE PURCHASING PRACTICES TO SUPPORT THE COMPANY’S DEVELOPMENT 
IN HOST TERRITORIES 
408
7.1.1 Context and Stellantis position 
408
7.1.2 Forward-looking vision and targets
410
7.1.3 Identification and management of risks and opportunities 
410
7.1.4 Governance and decision bodies to lead actions
416
7.1.5 Policies to execute the strategy
417
7.1.6 Organization and resources
420
7.1.7 Main initiatives, achievements and results
422
7.1.8 Detailed key performance indicators
430
7.2 HUMAN RIGHTS IN THE SUPPLY CHAIN
434
7.2.1 Context and Stellantis position 
434
7.2.2 Forward-looking vision and targets
435
7.2.3 Identification and management of risks and opportunities
435
7.2.4 Governance and decision bodies to lead actions
440
7.2.5 Policies to execute the strategy
442
7.2.6 Organization and resources
443
7.2.7 Main initiatives, achievements and results
445
7.2.8 Detailed key performance indicators
453
7.3 PHILANTHROPIC ACTIONS TO SUPPORT COMMUNITIES
454
7.3.1 Context and Stellantis position 
454
7.3.2 Forward-looking vision and targets
454
7.3.3 Identification and management of risks and opportunities
455
7.3.4 Governance and decision bodies to lead actions
456
7.3.5 Policies to execute the strategy
457
7.3.6 Organization and resources
458
7.3.7 Main initiatives, achievements and results 
459
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1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
7 HUMAN RIGHTS
7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
STELLANTIS’ CSR MACRO-RISK/PILLAR VI. ENSURING PROTECTION OF HUMAN RIGHTS 
AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
The automotive industry relies on global complex supply chains. This results in challenges for companies that have 
established ethical and social standards to ensure that their principles are respected at all stages of the supply chain. 
Conducting our business with sustainable business practices is a core value at Stellantis. We are firmly committed to act 
in a socially responsible manner and in line with sustainable practices within Stellantis and at each level of the supply base 
that includes; ensuring the health and safety of its workforce, prohibiting human rights violations such as child labor and 
forced labor, and complying with conflict minerals and environmental protection regulations. We encourage the adoption 
and sharing of sustainable practices among our business partners and suppliers at all levels in the supply chain. 
Building strong responsible supply chains is an important focus for Stellantis. We use assessment tools that focus on 
topics such as the environment, labor and human rights, ethics and sustainable procurement. This approach helps develop 
opportunities within the supplier organizations while minimizing risk and potential reputational damage in the event of a 
failure in the supply chain. Stellantis monitors compliance with its Code of Conduct and the respect for human rights by its 
partners and subcontractors and by requiring contractual commitments and ongoing evaluations. 
Stellantis pays particular attention to redistributing the value created for the benefit of the local communities where 
the Company operates. We achieve these goals by providing employment opportunities and through our philanthropic 
actions. Supplier localization is an important strategy. When suppliers are close to Stellantis manufacturing locations it 
supports the local community and reduces the risk of supply disruption. 
7.1 Responsible purchasing practices to support the Company’s 
development in host territories 
7.1.1 CONTEXT AND STELLANTIS POSITION 
CSR ISSUE/CHALLENGE #20: Responsible purchasing practices to support the Company’s 
development in host territories
In order to support the Company's increasing internationalization and to reduce inequality in terms of economic 
development in host communities, it is crucial to boost local production close to final markets. Stellantis implements 
optimization measures such as: identifying local suppliers, supporting them in gaining necessary skills and we encourage 
current suppliers to relocate closer to our facilities to be aligned to our long-term strategic plans for globalization. This 
strategy has potential financial implications as it reduces inbound logistics costs, limits customs duties and reduces 
exposure to exchange rate fluctuations which impact production cost, margins and sales volumes. Reduction of long 
distance shipping benefits the environment by decreasing CO2 emissions.SDG 8: DECENT WORK AND ECONOMIC GROWTHSDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURESDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTION
GRI 2-28   GRI 3-3
Responsible purchasing practices to 
support the Company’s development in 
host territories
20
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
7 HUMAN RIGHTS
7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
Local sourcing allows us to better understand the expectations of stakeholders. Some of the expectations include 
technological solutions which fit the context and constraints within the area; taking advantage of operational proximity 
with partners; helping to achieve technological, logistical, social and environmental progress and benefiting from increased 
flexibility in the supply chain.
Company’s public position 
The monitoring of CSR issues related to supply chain management is of high importance to Stellantis. Responsibility 
for managing the supply chain does not end at the Tier 1 level. Our processes and controls are designed to meet the 
legislative requirements of France’s Duty of Vigilance, EU Conflict Minerals regulation, the U.S. Dodd Frank Act, and the 
Modern Slavery Act and to extend these principles to the extended supply network including the sub-tier suppliers. The 
Company seeks to build and sell vehicles that meet customer expectations in alignment with social, environmental and 
ethical standards, taking inspiration from the United Nations Guiding Principles for Business and Human Rights and the 
International Labour Organization (ILO) rules for human rights such as child labor and forced labor . Stellantis renewed 
PSA’s membership in the UN Global Compact in 2021, and aligns with  the principles of the Universal Declaration of 
Human Rights, the Declaration on Fundamental Principles and Rights at Work and the United Nations Convention 
against Corruption . We acknowledge the necessity to comply with rules for the responsible sourcing of materials, such 
as in the global battery value chain. Through the efforts of all companies the responsibilities are shared through our 
extended supply network. To make sure that our principles are duly met, we conduct targeted audits where risks are 
identified. We are vigilant with the implementation of measures within our sphere of influence. We seek to apply all 
these goals, practices and responsibilities globally, in standard fashion, in all our locations and countries we operate, 
and with our direct suppliers (Tier 1). 
Involvement in host communities
The Company helps to set a context that is favorable to the development of the automotive industry including 
manufacturers, suppliers and equipment manufacturers in host communities. Working both internationally and locally, 
the Company is a stakeholder in initiatives to improve the automotive industry profile. A few examples of the work we do 
are: membership with the Responsible Minerals Initiative (RMI) which provides cross-sector engagement in responsible 
mineral sourcing, and in France, we are working in coordination with the Automotive Platform (PFA) to define and 
implement strategies for innovation, employment and skills. Stellantis also contributes revitalization funds to support the 
development of companies of the future.
In order to maintain the competitiveness of Stellantis sites, it is key to be able to complement local sourcing with 
competitive imported materials, while maintaining an environmental and social level playing field. 
 For more information refer 
to 7.1.5 and 7.2.5
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3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
7 HUMAN RIGHTS
7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
7.1.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
GRI 3-3
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Responsible 
purchasing 
practices to support 
the Company’s 
development in host 
territories
Owner: Chief 
Purchasing & Supply 
Chain Officer
Ensure selection of 
suppliers based on 
quality, competitiveness, 
and social, ethical 
and environmental 
standards, hence 
supporting responsible 
economic development 
in host territories
% Annual Purchase Value 
(APV) purchased from 
Tier 1 suppliers evaluated 
on CSR 
2025: 90% of APV 
of direct material 
(parts)
2030: 95% of APV 
of direct material 
(parts); 75% of APV 
of indirect material 
2050: Maintain 95% 
of APV for direct 
material; 90% APV 
for indirect material 
More than 87% 
of APV evaluated 
by Ecovadis
More than 83% by 2 
providers (NQC and 
Ecovadis)
Average CSR scores of 
Stellantis Tier 1 Suppliers 
assessed by independent 
third-party vs average CSR 
scores of all companies 
assessed by third party
2025: 15% higher 
2030: keep a positive 
gap of 15% 
2050: keep a positive 
gap of 15%
16.1%*
16.2%

20
* We have extended our network with many new, smaller suppliers located in emerging countries.
7.1.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES 
Suppliers as key participants in the value-creation chain 
Responsibility for managing the supply network rests upon each participant of the supply chain. Stellantis aims to generate 
direct and indirect income and employment opportunities for the communities where the business is located. Faced with 
growing inequality in the economic development of the regions, it is vital to focus on redistributing the value created by 
the companies in the local communities in which they operate. We have the opportunity to strengthen our reputation in 
the territories and markets we operate in, as well as among civil society. When we enhance business opportunities in our 
host territories we create mutually beneficial situations, which include effects like the reduction of logistics costs and its 
carbon footprint, as well as employment stability for the area. 
Stellantis has a direct contractual relationship with more than 2,000 Tier 1 suppliers in direct material. It requires all of 
them to meet the CSR commitments set out in its Responsible Purchasing Guidelines .
GRI 2-6
GRI 3-3
 For more information refer to 7.2.5
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3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
7 HUMAN RIGHTS
7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
Raw Material impact in % per Annual Purchasing Value Purchased globally
PLASTICS
23.4%
19.1%
STEEL
18.7%
18.5%
ELECTRONICS
17.1%
18.3%
COPPER
9.0%
11.5%
COBALT, 
LITHIUM
8.7%
5.8%
ALUMINUM
6.2%
8.7%
RUBBER
5.3%
5.4%
PGM
1
4.4%
6.6%
PAINT AND 
COATINGS
2.9%
2.3%
RARE EARTHS
2.1%
1.7%
GLASSES
1.7%
1.8%
LEAD
0.5%
0.4%
2022
2021
The Stellantis supply chain has two main distinguishing features: 
	
■it is complex and involves a large number of different participants, starting from receiving a customer order which begins 
the engagement with our suppliers for materials, goods and services, up to the delivery to our customers worldwide; 
	
■it must handle a wide diversity of possible combinations, and relies on its ability to successfully supply thousands of 
component combinations, which depends on successful supplier operations.
1 Platinum Group Metals
Key Supply chain figures
DIRECT TIER 1 
SUPPLIERS
2022
>2,000
2021
>2,000
NUMBER OF COUNTRIES 
OF OUR SUPPLY BASE
2022
>60
2021
>60
VALUE OF PURCHASES 
WORLDWIDE
2022
>98 Bn EUR
2021
>82 Bn EUR
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SPHERE OF INFLUENCE IN OUR SUPPLY CHAIN
Other vehicles 
manufacturers
Other vehicles 
manufacturers
Contractual relationships between 
Stellantis and its Tier 1 suppliers
Sphere of influence of Stellantis in its 
supply chain
Contractual relationships between 
Stellantis’s Tier 1 suppliers and their 
own supply chain
Tier 1 suppliers
Tier 2 suppliers
Tier 3 suppliers
Tier N suppliers
 1 
 1 
 1 
 1 
1 
 1 
1 
 2 
 2 
 2 
 2 
 2 
 2 
 2 
 2 
 3 
 3 
N 
N 
N
N 
N 
 N 
N 
N 
1
3
2
N 
N 
N 
N 
N 
Plastics industry
Electronics industry
Vehicles manufacturers
Other industries
 3 
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RISK #1
Complexity of extended supply chains
RISK #1
COMPLEXITY OF EXTENDED SUPPLY CHAINS
Risk 
Description
Stellantis seeks to produce vehicles that are attractive to our global customers based on their diverse values and 
preferences. Creating vehicles that delight the customer requires working with a complex and extended supply chain. 
We might face the risk of not being able to procure what we need because of concerns regarding human rights 
violations, market tensions, geopolitical disruptions, natural disasters and availability of natural resources, among 
others. The expectations for treatment of people needs to be clear for all levels of the extended supply network .  
Some countries have requirements for local sourcing content and Stellantis must address this factor and the issues that 
may arise. Financial risk for each entity in the supply chain is important to consider. Complex supply chains often require 
a higher degree of coordination taking into account dependencies between supply chain entities and can be vulnerable 
to disruption due to the many inputs. One additional risk is the shortage of important raw materials due to geopolitical 
risks such as military or civilian conflicts and disorder or suddenly changing regulatory requirements becoming more 
inconsistent from one country or region to another. One other result of this can be local and global pandemic shutdowns 
that prevent actors at any level of the supply chain to produce goods and services as requested.
Negative impacts are caused by interruptions to the flow of material, whether raw material, parts or services. Failure 
to apply appropriate supply chain management can have long lasting effects. An approach based on continuous risk 
assessment with the objective of reducing exposure to risk and improving performance is an important strategy. 
Stellantis aims to secure its global supply and avoid costly downtime in global production plants.
Potential Impact
	▪Increased environmental impact for CO2 emissions due to the distance traveled to provide the goods or services ;
	▪Human Rights violations in the extended supply network, especially in sub-tier sourcing ;
	▪disruption of the supply chain due to the 
	• failure or loss of suppliers 
	• raw material shortage both locally and global
	• pandemic shutdowns or lower tier supplier disruptions;
	▪difficulty in accessing local skills among suppliers
	▪poor quality due to multiple points of input
	▪risk of counterfeiting and misuse of intellectual property could increase with many layers of sub-suppliers
	▪risk of losing parts interchangeability (increased diversity).
Mitigation 
Strategy
Identify
	▪Code of Conduct and Responsible Sourcing policy
	▪Supplier CSR assessments reviewed during sourcing
	▪Supply Chain CSR Risk profiling via annual risk mapping activities (including areal and country risk)
Monitor
	▪Increase transparency of relationships throughout the extended supply network by partnering with service 
providers for supply chain mapping (RCS Global + battery suppliers or CMRT process, CDP and SGS)
	▪Worldwide monitoring for Stellantis Tier 1, some sub-tier for specific topics
	▪Supplier CSR assessments updated per specified frequency
Manage
	▪Audit activities to confirm compliance and discover areas for development and improved performance via an action plan
Additional 
Opportunities
	▪Auto industry knowledge/resources/tools development via associations (RMI, DS, AIAG, etc)
	▪Supplier training events
	▪Collaborative innovation to gain insight into potential risks within the extended supply chain e.g. the risk of forced 
labor in our supply chain beyond Tier 1 suppliers
	▪Optimization; process, development, schedule, industrial capacity
 For more information related to human 
rights in the supply chain refer to 7.2
 For more information refer to 7.2
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RISK #2
Inequality of economic 
development in host territories
RISK #2
INEQUALITY OF ECONOMIC DEVELOPMENT IN HOST TERRITORIES
Risk 
Description
Inequality in economic development can cause problems with creating long term relationships within host territories 
with our stakeholders and specifically with suppliers. It is beneficial to boost local production in order to support our 
increasing internationalization plans. When our suppliers are located close to our operations it drives more efficient 
supply and helps to minimize environmental concerns, while providing improved economic opportunities for the entire 
community.
Potential Impact
	▪when suppliers are positioned close to our operations we may avoid additional costs related to; logistics, customs 
duties, carbon tax penalties, exposure to exchange rate fluctuations, while also benefiting from initiatives to drive 
local economy development;
	▪failure to develop host territories could hinder Stellantis’ efforts to reduce scope 3 CO2 emissions from suppliers ;
	▪skeptical public opinion can occur regarding the redistribution of generated wealth if development of host territories 
is lacking.
Mitigation 
Strategy
Implementing measures in two separate areas:
	▪identification of local suppliers and assisting them to gain the needed skills and operational capacity 
	▪encourage our existing suppliers to relocate to clusters near to its facilities
By implementing these measures we are able to gain operational proximity which supports progress in technology, 
CSR and logistics. We also improve supply chain flexibility and reduce supply chain risk. By enhancing control of Tier N 
suppliers it is possible to take account of the supply risks inherent in the multi-layered subcontracting chain.
Additional 
Opportunities
	▪reduce inbound logistics elements such as costs, CO2 emissions and time to deliver products and services to our 
operations
	▪better knowledge of local operating methods and in the local stakeholder expectations
	▪focusing on local supplier development can support suppliers becoming more competitive and could drive the ability 
to access more international organizations in the future
	▪strengthen brand recognition and potentially increase sales of our products
 For more information refer to 2
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RISK #3
Environmental impacts from 
operations and natural disasters 
within the supply chain
RISK #3
ENVIRONMENTAL IMPACTS FROM OPERATIONS AND NATURAL DISASTERS 
WITHIN THE SUPPLY CHAIN
Risk 
Description
It is necessary to develop supply chains that are sustainable and can successfully manage multiple environmental 
impacts; such as those related to their own operations, physical damage from natural disasters or supply shortages. 
For activities related to supplier operations, starting from raw materials through to the production of goods and 
services, environmental impacts need to be appropriately addressed with robust standard operating procedures. The 
risk for supply disruption and reputational damage can occur if sufficient attention to an issue is lacking. Evaluating 
the impact of procuring and transporting the products, goods and materials through the supply chain (from the 
purchase of raw materials to network distribution) is essential to manage consumer expectations and the risks posed 
from the increasing number, scope and ambition of regulatory requirements. 
Potential Impact
	▪Ecosystem degradation , i.e., deforestation and mining
	▪climate change 
	▪exposure to eco-taxes levied on transport, as well as fossil energy price fluctuations
	▪localized pollution impacts such as water, air and sound e.g., bauxite mining for aluminum production
Mitigation 
Strategy
	▪Optimize transport plans - development of alternate modes of transport
	▪ISO 14001 certification of suppliers (via a Sustainability Assessment Questionnaire review) 
	▪Engage key suppliers with major Annual Purchased Value coverage (83% of direct suppliers by turnover) with 
corporate carbon accounting activities (via CDP in the short term)
Additional 
Opportunities
	▪Reduce upstream and downstream delivery times
	▪Best practice sharing
	▪Improving transport costs upstream (parts)
 For more information refer to 6.1.3
 For more information refer to 2.3.1.2
 For more information refer to 2.7.3
IMPACT MEASUREMENT OF THE ELECTRIFICATION STRATEGY
Electrification relies on raw materials necessary to produce battery components. Stellantis’ Responsible Purchasing 
Guideline integrate requirements regarding materials such as cobalt, where battery suppliers have obligations to 
disclose their raw material suppliers. Stellantis annually maps the sourcing of materials that are essential to electric 
vehicle battery manufacturing and is a member of the RMI to improve risk-identification in its supply chain. 
Due diligence is specifically conducted in the cobalt, lithium, nickel and graphite supply chains for all Stellantis battery 
suppliers in partnership with RCS Global, which conducted 30 external on-site audits (versus 40 in 2021) on critical 
suppliers in 2022 . 
Furthermore, in order to secure the supply of critical materials needed to produce low-emission vehicles, Stellantis 
has reinforced its lithium supply with direct sourcing in Europe and North America. This local sourcing initiative will 
facilitate due diligence and supply chain mapping regarding lithium . 
 For more information refer to 7.2.7
 For more information refer to 2.7.3
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7.1.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
The Global Purchasing and Supply Chain organization (GPSC) is the interface between Stellantis and its supplier. The GPSC 
is responsible for meeting all legal and regulatory requirements under its scope and to mitigate exposure risk from its supply 
base by driving its suppliers to be compliant with these requirements.This is a major duty of care toward supplier management 
across the globe. To support the direction of the GPSC, the Global Purchasing and Supply Chain EVP is a direct report to the 
CEO, and a member of the Top Executive Team, and as such, a member of the Company’s strategy council. 
Global Purchasing and Supply Chain coordinates actions at different levels: centrally, in its international sites and within its 
various local offices spread globally. To fulfill its role, the GPSC organizes the following priorities by seeking to ensure:
	
■the competitiveness and responsible procurement of products, equipment and services purchased for the manufacture 
of Stellantis vehicles and subassemblies by selecting accomplished responsible suppliers able to meet Stellantis’ and 
stakeholder requirements 
	
■that suppliers provide the Company with innovative, sustainable solutions that can give it a competitive edge by liaising 
closely with the Automotive Research and Advanced Engineering departments
	
■that the Company benefits from the expertise of its suppliers on the best economic terms by continually recommending 
improvements to quality and costs and seeing that they feed into all phases of the product life cycle
	
■the quality and security of supplies by verifying that suppliers intrinsically meet the standards required by the Company 
in terms of social and environmental responsibility, quality and logistics
	
■that a panel of responsible, viable and capable suppliers is established by taking all the necessary actions to support and 
secure the global supply chain in the best interests of Stellantis.
GPSC is globally focused while taking local action, as appropriate. To support this it is necessary to work closely with 
other internal departments such as engineering, logistics, industrial and program teams and in general with all operating 
entities within Stellantis and its outside stakeholders. 
The Stellantis sourcing process includes supplier CSR performance as a key evaluation factor for selected suppliers who 
are subjected to this review on risk-based approach. If the supplier performance is below the acceptable level a deviation 
with an action plan to correct issues is required. Governance is in place with monthly GPSC leadership team meetings, 
hosted by the Chief Global Purchasing and Supply Chain Officer to monitor supplier CSR performance during sourcing.
GPSC also focuses on raw material management and applies appropriate due diligence using a risk matrix for specific 
materials. Approximately 25 materials are included in the evaluation, among them, tin, tungsten, tantalum and gold are 
designated as conflict minerals and of critical importance in this process. Our Conflict Minerals program is managed by 
regional and subsidiary conflict minerals team members . A global lead provides overall program management and 
consolidation direction to ensure that the corporate obligation is fulfilled.
Global Purchasing and Supply 
Chain organization (“GPSC”): 
the interface between Stellantis 
and its suppliers
 For more information refer to 7.2.4
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This Conflict Minerals program supports:
	
■our annual report on our conflict minerals due diligence processes, filled with the U.S. Securities and Exchange 
Commission (SEC), the purchasing commodity directors support escalation as needed to reinforce the importance of 
this legal requirement. The document was filed with SEC in May 2022.
	
■our Vigilance plan, in accordance with the French Act No. 2017-399 of 27 March 2017 on the duty of vigilance .
Stellantis has a long history working with the sheltered sector, where most workers are persons with disabilities. Suppliers 
in the adapted and sheltered sector are meeting the same standards as the Company’s other suppliers based on criteria 
such as quality, responsiveness and financial performance. Since developing this expertise, some sheltered suppliers have 
marketed their know-how to other customers and business sectors such as rail and aeronautical.
Top supplier business review meetings are conducted annually with the objective to share and align strategies at the 
highest level of both companies while identifying value creation initiatives for mutual benefit. During the discussions 
emphasis is placed on social and environmental topics. These meetings can be regional or global depending on the 
classification and relationship with the supplier and are hosted by purchasing executives.
7.1.5 POLICIES TO EXECUTE THE STRATEGY
The Stellantis Code of Conduct has specific language pertaining to responsible purchasing and this message is reinforced 
in internal and external policies.
Customers, Suppliers and Business Partners
Conducting our business with sustainable business practices is a core value at Stellantis. We encourage the adoption and 
sharing of sustainable practices among our business partners, suppliers and dealers through the Responsible Purchasing 
Guidelines. We strive to select all our suppliers based on the quality and competitiveness of their products and services 
and on their adherence to social, ethical and environmental principles while maintaining high standards of quality and 
taking care of the communities where we do business.
Whistleblowing 
Stellantis reinforces that employees, suppliers, dealers, consumers and other stakeholders can and should report any 
concerns of alleged situations, events or actions that may have been inconsistent with the Stellantis Code of Conduct and 
request advice about the application of the Code if needed.
We are firmly committed to act in a socially responsible manner and in line with sustainable practices within Stellantis and 
with our supply base seeking to protect the health and safety of its workforce, prohibiting child labor and forced labor, 
and complying with conflict minerals and environmental protection regulations.
 For more information refer to the 
Vigilance Plan
GRI 2-29
GRI 412-3
GRI 205-2
GRI 414-1
 For more information refer to 5.1.7
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Responsible Purchasing and Support for the Respect of Human Rights in the Supply Chain
Stellantis’ Code of Conduct and policies reflect our commitment to human rights and integrity, in general alignment with 
principles expressed in the Universal Declaration of Human Rights, the Declaration on Fundamental Principles and Rights 
at Work and the United Nations Convention against Corruption to its suppliers.
Stellantis Responsible Purchasing Guidelines
Stellantis takes inspiration from the risk-based due diligence approach advocated by the OECD’ Guidelines for Multinational 
Enterprises. The Company is deploying its Responsible Purchasing Guidelines 
 seeking to prevent child labor and 
forced labor in its supply chain, among other things, in line with the values expressed in International Labour Organization 
(“ILO”) principles. In the Responsible Purchasing Guidelines, the Company encourages its suppliers to be vigilant for CSR 
risks within their supply chain. The Stellantis Responsible Purchasing Guidelines require new and renewing suppliers 
to sign the guidelines and grant awards based on innovation, efficiency, economic performance, and CSR performance. 
Stellantis has conducted evaluation activities to compare the benefits of the two leading Sustainability Assessment 
Questionnaires (SAQ) provided by EcoVadis and Drive Sustainability. The findings support choosing EcoVadis as the main 
data source for the Stellantis supply base .
The Responsible Purchasing Guideline are 
available on the Stellantis website 
 
https://www.stellantis.com/content/dam/
stellantis-corporate/group/governance/
corporate-regulations/global-responsible-
purchasing-guidelines.pdf
Through these efforts, the Company seeks to secure its supply chains and also intends to boost supplier performance, 
who are called on to introduce CSR policies within their own organization and with their supply and subcontracting chains. 
Suppliers are required to agree and implement the Responsible Purchasing Guidelines that cover:
	
■compliance with law
	
■promotion of and compliance with internationally accepted human rights
	
■freedom of association and the effective recognition of the right to collective bargaining
	
■elimination of any forms of forced or compulsory labor
	
■effective fight against child labor and modern slavery
	
■elimination of discrimination in terms of hiring and occupation
	
■anti-corruption measures and the prevention of conflicts of interest
	
■compliance with the legal minimum wage in national legislation or collective bargaining agreements
	
■compliance with health and safety at work
	
■implementation of an Environmental Management System such as ISO 14001 certification  
	
■banning the use of prohibited substances and materials
	
■suppliers to obtain CSR commitment from their own suppliers consistent with those required by Stellantis
	
■combating the use of minerals originating from areas of conflict
 For more information refer to 2.7.1
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■storage and use of personal data
	
■implementation of an environmental policy for research on green or recycled materials, the reduction of CO2 emissions 
and the protection of biodiversity
	
■implementation of an anti-deforestation policy 
	
■protection of animal welfare. 
The Stellantis Responsible Purchasing Guidelines require new and renewing suppliers to sign the guidelines and grant 
awards are based on:
Innovation
The Company involves its core and strategic suppliers in a disruptive innovation process, which is essential in order to 
meet commitments on reducing CO2 emissions, improving air quality and finding more sustainable materials e.g., increased 
recycled content for use in our products.
Efficiency
The CSR commitments that the Company asks its suppliers to make, enables them to reduce their own operational risks. 
Suppliers are informed of best practices and regulatory changes and can benchmark themselves by comparing their CSR 
performance against the industry average. Being aware of opportunities to build on their strengths and implement action 
plans to work on weaknesses provides suppliers with a path to improvement. Stellantis monitors the progress of the action 
plans required from suppliers and helps them find solutions to improve their product quality or optimize their processes.
Economic Performance
In view of the demanding supplier selection process, being a strategic or core supplier of Stellantis demonstrates a high-
level of economic and CSR performance. Through innovation partnerships with Stellantis, suppliers are developing a 
competitive edge. This distinguishes them from their competitors when bidding for contracts in other markets. They 
can create commercial opportunities with customers who, like Stellantis, regard CSR criteria as a key aspect of the 
supplier selection and listing process. The Company’s suppliers are expected to communicate their own CSR commitment 
and performance, EcoVadis score, to their customers, stakeholders and in all host regions. Similarly, being chosen to 
support Stellantis on international projects, companies are boosting their prospects by increasing their presence and 
competitiveness in new markets.
CSR Performance
The Company’s responsible purchasing approach drives attention to validated CSR performance from our suppliers. Our 
policy is to work with suppliers in a partnership to improve CSR performance overall. These expectations are an integral 
part of the supplier relationship and require a continuous focus to ensure we apply the needed resources to achieve top 
ranking status. This approach has created results that have Stellantis supplier CSR performance that is clearly above the 
EcoVadis benchmark. 
 For more information refer to 2.7.1
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Supplier Business Award and Third Party CSR Assessment
Stellantis' policy for all sourcing activity to award business to new and existing suppliers requires that CSR performance is 
systematically taken into consideration and globally reviewed. The goal is to ensure that responsible purchasing practices 
are in place with our selected suppliers and at an acceptable performance level. We seek to only award business to 
suppliers that share our values and can maintain required compliance and performance.
Industry Guidance 
Supporting the development of the automotive industry is important to help make progress on common topics. Stellantis 
contributed on the revision of the Automotive Guiding Principles with AIAG and Drive Sustainability. This document 
seeks to create alignment between automakers to address issues relevant to the industry, and to speak with a unified 
voice on the importance of a sustainable, ethical supply chain. These documents are updated on a regular basis and work 
to move the message forward and align with the evolving expectations for the entire supply chain. For example, the 
regulation in Germany and the upcoming regulation in EU are primary new additions to the content that already covers 
various existing requirements. The automotive industry needs to take on the challenges that are necessary to build the 
appropriate expectations for all levels of the complex and multi-tiered supply network. Stellantis is committed to being a 
engaged partner in the development and promotion of these needed guidance materials.
7.1.6 ORGANIZATION AND RESOURCES
Responsible Sourcing is primarily a function of the Global Purchasing and Supply Chain (GPSC) department . 
CSR activities are embedded into everyday life within the purchasing processes. Buyers are the primary point of contact 
for suppliers and required to work towards ensuring that all contractual obligations and expectations, such as the 
Responsible Purchasing Guideline, are upheld. They communicate with suppliers to raise awareness on requirements 
and strive to ensure that supplier CSR performance, assessed by EcoVadis, is at the necessary level for the supplier to 
be considered for sourcing opportunities. EcoVadis assessments are required to be renewed annually and suppliers are 
subject to onsite audits from recognized assessment bodies based on risk assessments.
Supplier discussions are critical for alignment and driving results. Annual Supplier Business Review meetings are designed 
to address many factors that include CSR topics. A designated program lead manages the overall process and official 
documentation. The supplier discussion is supported by a member of top management, at a minimum the head of the 
division, and the buyer.
 For more information refer to 7.1.4
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Experts are designated at various levels within the Business Units, including: 
	
■GPSC Champion is a senior executive who is responsible for considering CSR issues / challenges in the decision-making 
process ​
	
■CSR Correspondents are responsible for the reliable disclosure of qualitative and quantitative data within their scope 
	
■Regional Contributors are the local contacts that provide the specific regional elements as required.
We collaborate and participate with stakeholders to address common and specific issues. We focus on developing and 
implementing solutions that drive efficiencies and build common industry tools. Often the actions needed from suppliers 
are common within the automotive industry and can be leveraged. Some of the collaboration areas include:
	
■internal departments such as engineering, logistics, industrial and program teams; 
	
■external stakeholders such as suppliers, OEMs and industry associations such as AIAG and VDA;
	
■service providers such as CDP and EcoVadis .
Purchasing CSR Resources Matrix
RESOURCES & TOOLS
RESPONSIBLE 
SOURCING
HUMAN RIGHTS 
IN THE SUPPLY CHAIN
CLIMATE CHANGE - 
CARBON ACCOUNTING
Supplier Business Review meetings
Drive Sustainability
NQC subgroup
CSR assessment, CMRT, CRT
EcoVadis 
CSR assessment
RMI
Automotive Industry Associations 
ACEA, AIAG, ANFIA, PFA, VDA
CDP
SGS Social Audits
RCS Global, VINE application
battery suppliers - supply 
chain transparency
Conflict Minerals Program 
Assent, NQC
Legal obligation - country 
of origin
 For more information on the 
achievements refer to 7.1.7
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7.1.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
Stellantis has many initiatives that focus on responsible purchasing practices to support the Company’s development in 
host territories. The activities are designed to support local sourcing development while providing measures that mitigate 
risks from suppliers and subcontractors.
The Responsible Purchasing Guidelines address topics focused on; compliance with laws, regulations, social and ethical 
principles, environmental protection and sustainable procurement including training and support for small and local 
suppliers. Stellantis requires suppliers to sign the Guidelines and ensure that they are aware of the expectations necessary 
to maintain the status of a Stellantis supplier. Suppliers are critical links in the chain of responsibility .
Identifying CSR risks in the supply chain
Stellantis uses risk analysis (mapping) to identify and prioritize actual or potential CSR incidents in the supply chain such 
as environmental, social and ethical topics. Due to the layers of the extended supply chain it can be difficult to gain 
visibility upstream. Stellantis defined and has begun to implement a global process to continuously identify and monitor 
risks from certain non-Tier 1 critical suppliers when relevant. Its findings are shared across all regions. 
Where risk is identified, Stellantis has a prevention system to implement and monitor specific action plans with involved 
suppliers to prevent or mitigate any impact to the supply chain.
Trend performance for suppliers is used to track improvement initiatives. When corrective action plans are launched the 
expectation is that CSR performance will improve for the targeted area. In 2022, 12% of suppliers have improved their 
CSR performance. The Company is transparent about the measures taken and the results obtained which are published 
annually in our CSR report.
Risk mapping 
We have opted to identify CSR risk by commodity for direct material purchases. The methodology used is built and 
incorporates third-party assessment ratings, such as EcoVadis Rating Framework: 
	
■CSR risk profiles on internal commodities were developed; 
	
■CSR risk profiles by country based on the EcoVadis list that includes 200 categories for 175 countries were developed; 
	
■supplier CSR performance assessments were entered in the EcoVadis database (currently more than 100,000 suppliers 
assessed, an increase of approximately 11,500 suppliers since last year); 
	
■collection of additional information from sources including unions, NGOs, media or data-collection specialists available 
for review. 
GRI 412
 PRESS RELEASE
CEO Tavares Marks a New Era 
for Stellantis in India
https://www.stellantis.com/en/news/
press-releases/2022/may/ceo-tavares-
marks-a-new-era-for-stellantis-in-
india#:~:text=CHENNAI%20%E2%80%93%20
During%20media%20interactions%2C%20
Stellantis,Forward%202030%20global%20
strategic%20plan
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
7 HUMAN RIGHTS
7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
Critical suppliers: are a Tier 1/Tier N supplier who could cause production stoppages at Stellantis plants or delay the sales 
launch of new vehicles. There are five categories of high-risk suppliers:
	
■suppliers who are the only source of a product
	
■suppliers for whom Stellantis purchases represent over 30% of their annual revenue
	
■suppliers who are financially stressed
	
■suppliers whose failure to adhere to the Stellantis’ CSR policy could damage the Company’s reputation. These suppliers 
might cause a substantial negative impact on the environment, employment, human rights or society (particularly 
through unethical conduct)
	
■suppliers who are located in high risk geographical areas.
For 2022, about 26% of the Tier 1 suppliers by number are considered as critical. Monitoring, mitigation and action plans 
are developed for these suppliers to implement a strategy customized for each case to protect Stellantis.
Supporting company transformation through strategic partnerships with our suppliers
As announced in the Dare Forward 2030 strategic plan, Stellantis entered into strategic partnerships with leading 
companies intended to contribute to secure the supply of semiconductors, strategic raw materials and batteries for 
electric vehicles and support innovation, efficiency and shared know-how with Stellantis experts.
After having signed the memorandum of understanding with Foxconn in 2021 with the intent to secure the supply of 
purpose-built semi conductors, further collaborations were started in 2022.
Stellantis and Controlled Thermal Resources Ltd. signed a binding offtake agreement with the objective to supply 
battery grade lithium hydroxide for use in Stellantis’ North American electrified vehicle production.
Stellantis made an equity investment in Vulcan Energy Resources Ltd.  worth €50 million, as extension of the original 
binding offtake agreement of 10 years. The equity investment will go towards Vulcan’s planned production expansion 
drilling in its producing Upper Rhine Valley Brine Field (URVBF). Vulcan is already producing geothermal energy from its 
URVBF and plans to produce lithium hydroxide with zero fossil fuels and net zero carbon footprint as part of the Zero 
Carbon Lithium™ Project.
In 2022, Stellantis finalized a joint venture with Samsung SDI for the production of battery cells and modules for North 
America, targeted to begin production in Kokomo, Indiana (U.S.) in 2025 with initial annual production capacity of 
23 GWh. In 2022, Stellantis and LG Energy Solution also announced a plan to invest $5 billion CAD in a joint venture for 
Canada’s first large scale lithium-ion battery production plant, which will be built in Windsor (Canada) . The agreement 
between Stellantis and LG Energy Solution is subject to customary closing conditions.
 PRESS RELEASE
Stellantis Expands Relationship with 
Vulcan Energy Becoming Shareholder in 
Decarbonized Lithium Company
https://www.stellantis.com/en/news/
press-releases/2022/june/stellantis-expands-
relationship-with-vulcan-energy-becoming-
shareholder-in-decarbonized-lithium-company
 PRESS RELEASE
Stellantis and LG Energy Solution to Invest 
Over $5 Billion CAD in Joint Venture for 
First Large Scale Lithium-Ion Battery 
Production Plant in Canada
https://www.stellantis.com/en/news/
press-releases/2022/march/stellantis-and-
lg-energy-solution-to-invest-over-5-billion-
cad-in-joint-venture-for-first-large-scale-lithium-
Ion-battery-production-plant-in-canada
Critical Tier 1 suppliers 
for 2022
~26%
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5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
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2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
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7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
Focus on raw material risks: a material risk mapping is regularly reviewed and updated in terms of the criticality of materials 
with specific characteristics, importance for competitiveness, little or no current alternative, potential scarcity due to limited 
global production or fragile supply chains and questionable CSR conditions e.g., conflict minerals, lithium, cobalt and mica. 
This mapping is designed to enable us to manage and secure our supply over a long-term period and focus our research and 
development work on alternative materials. Our policy to seek out new, innovative materials combines with our quest to 
increase the proportion of renewable and environment-neutral materials in our vehicles. This analysis supports our ability to 
focus on critical suppliers, such as those included in our battery supply chain for development and management.
Focus on conflict minerals: earnings from mining gold, tin, tantalum and tungsten might be used to finance armed 
conflict in the Republic of the Congo and surrounding countries. In accordance with required U.S. and EU regulations, 
Stellantis’ policy requires transparency from its suppliers about the origin of any raw materials and minerals they use .
Environmental damage: this is damage caused to water, air and soil either as a result of natural disasters or industrial 
accidents, or due to overexploitation of natural resources. The focus on industrial supplier risks uses a mechanism that 
enables the buyer to quickly identify the Company’s exposure to the risks linked to each supplier production plant, using 
a matrix which takes into account criteria such as: geographical location (risk of natural disaster), the Company’s share 
in the plant’s production, how specific the technology used by the supplier is, how many of the Company’s vehicles 
are affected by production at this plant, etc. This assessment method is used systematically to prepare technical and 
industrial procurement policies for each product group and each call for tenders. This result is systematically taken into 
consideration in the supplier selection process globally.
7.1.7.1 Actions to mitigate risks from subcontractors or suppliers 
Assessments of the supply chain by recognized assessment bodies
To support the supplier assessment process on CSR criteria and make it more robust, Stellantis has embarked on an 
assessment of its Tier 1 supply base using criteria related to the environment, workforce, ethics and subcontracting chain. 
It has outsourced this assessment to an independent external company, EcoVadis. The first step was to identify supplier 
risks more precisely. Stellantis informed its suppliers that this evaluation was a prerequisite for the placement of future 
business, and to remain on the supplier panel. Stellantis requires its existing suppliers to be reassessed each year to 
continuously improve their CSR performance. A corrective action plan is automatically required for suppliers that do not 
receive a score that meets the standards set by Stellantis.
 For more information refer to 7.2.7
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7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
Audits of suppliers at risk
In addition to the CSR assessment, on-site audits are performed. These audits are conducted for suppliers identified 
as risky according to three CSR criteria: countries (non-signatory country or country with questionable governance), 
products (inherently risky, such as promotional items) or processes (manufacturing processes involving hazardous 
substances). These social and environmental audits are also managed by an independent external service provider, SGS. 
An audit checklist is used covering the following topics:
	
■CSR policy
	
■human rights
	
■working conditions
	
■workplace health and safety
	
■environment
	
■supplier CSR management system.
These audits provide a snapshot of how the supplier is performing in terms of the Company’s reference guide and the 
local statutes and regulations. The specifications stipulate that local auditors who speak the language of the audited site 
and who have a thorough knowledge of the applicable local laws, regulations and practices applicable to the site must 
carry out the audit. The external auditor creates an audit report for each audit. The report describes noncompliances and 
grades them according to four classifications; critical, core, minor and observations only, each requiring corrective action 
plans. If no satisfactory solution can be found to a critical or core noncompliance, a disengagement plan may be put in 
place after consultation with internal individuals affected by the decision. If necessary, an audit may be conducted to 
verify that action plans were implemented. 
Suppliers and their production plants are expected to be IATF 16949-certified. The IATF standard meets the growing 
expectations of markets and governments in relation to ethical business practices. It also incorporates changes and 
complexities specific to the automotive sector, such as requirements for onboard software, and strengthening product 
traceability in accordance with regulatory changes. Stellantis has added additional specific requirements for this 
certification. These additions include adherence to the Responsible Purchasing Guidelines and they contain specific CSR 
advice and actions required by suppliers. IATF conducts audits to ensure compliance with these specific requirements. 
IATF 16949 standard 
meets the growing 
expectations of markets and 
governments in relation to 
ethical business practices
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2 CLIMATE CHANGE
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5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
8 APPENDIX
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7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
Steps taken to prevent risks: governance of the supplier relationship
Supplier briefings are held each month to provide suppliers with CSR updates, communicate the Company’s CSR 
expectations and inform them of legal and regulatory developments in CSR matters. Risk prevention takes place in 
the day-to-day relationship between buyers and suppliers. Stellantis pays particular attention to supplier training and 
provides them with tools that enable them to rapidly identify and react to risk situations. Suppliers have access to 
e-learning on CSR principles to evaluate and improve their CSR performance and how to build robust internal processes 
supporting CSR.
On account of Stellantis’ membership in the CCFA and PFA, the Automotive Sector Mediation Centre serves an independent 
entity to provide support to automotive companies for amicable dispute resolution (in disputes relating to the business 
relationship between customer and supplier). There were no mediated cases between Stellantis and a supplier in 2022 
Training for buyers and suppliers
The supplier training curriculum covers subjects related to purchasing, quality, supply chain management, manufacturing, 
finance and engineering. There are dedicated classes on sustainability-related topics such as responsible working 
conditions, environmental impacts, ethics and conflict minerals. The Company’s ambition is to train 90% of the suppliers 
in CSR risks and the Stellantis requirements by 2025. 
Buyer training includes modules for CSR topics, Conflict Minerals and expectations during the sourcing process. Specific 
commodities may have additional requirements, such as EV batteries, where additional regulation and policies are in place. 
In 2022, 3 training events (versus 4 in 2021) with almost 700 purchasing professionals attending (versus 220 in 2021), 
where held.
7.1.7.2 Monitoring signs of weakness to eliminate the causes of risk
Whistleblowing channel 
Stellantis reinforces that employees, suppliers, dealers, consumers and other stakeholders can and shall report any 
concerns of alleged situations, events, or actions that may have been inconsistent with the Stellantis Code of Conduct 
and request advice about the application of the Code.
Stakeholder feedback
Stellantis receives input from NGOs and actively collaborates with them on a partnership level. For example, we collaborate 
with selected NGOs on mica and leather programs. Additionally, a partnership with RCS Global, a responsible sourcing 
advisory and audit firm was established. In early 2020, former Groupe PSA formed a partnership with the RCS Global for 
a cobalt and lithium supply chain auditing program. Stellantis has expanded the scope to include additional suppliers and 
raw materials since 2021 . The Company also reviews media and news reports on topics related to NGO findings on raw 
materials of all kind.
 For more information refer to 5.1.7
 For more information refer to 7.2.7
Training 
events
3
Professionals 
attending
~700
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Measures taken if suppliers are found to be noncompliant with CSR requirements
Stellantis has introduced a comprehensive toolkit to measure the social and environmental performance of its suppliers 
and to identify any shortcomings or risks. The suppliers questioned or audited systematically receive an analysis of their 
performance. For suppliers who do not achieve the required standard, a corrective action plan is put in place. Suppliers 
that do not improve and collaborate to do so with Stellantis to resolve the issues identified might ultimately be excluded 
from Stellantis’ supplier panel.
7.1.7.3 Supplier Risk and Engagement Achievements
Already in its short history, Stellantis has had many positive results from the actions taken with our suppliers. Our list of 
achievements provides the details related to the performance of our efforts.
	
■Stellantis has maintained high CSR compliance approval rates two years in a row (92% in 2022, 93% in 2021)
	
■more than 2,973 supplier groups were assessed by EcoVadis, an increase of >400 compared to 2021. This accounts for 
more than 87% of the value of direct purchases, versus. 83% in the past year.
	
●73% Overall Supplier Sustainability score which is classified as Good (ratings higher than 45 Points), up by 2% versus 2021
	
●468 suppliers with corrective action plans in 2022 which is 16% of the total assessed suppliers (down from 18% in 2021)
	
■105 external social and environmental on-site audits were conducted, this marks an increase of 40% over 2021 with 
75 conducted audits. Whenever a supplier is identified as noncompliant with the requirements of the Responsible 
Purchasing Guidelines, the Company requires the supplier to launch corrective action plans
	
●30 (40 in 2021) audits were conducted by RCS Global for the battery supply chain from Tier 1 to mine sites, whereof 
28 suppliers received their individual corrective action plan
	
●75 (35 in 2021) SGS social and environmental audits for Tier 1 supplier were performed, whereof 71 suppliers are 
working on corrective action plans 
	
■with the major introduction of battery and hybrid electric vehicles the purchase contract has specific additional 
expectations that apply to battery suppliers in terms of due diligence and transparency to comply with the latest 
requirements regarding materials such as cobalt, lithium, graphite, and nickel
	
■Stellantis supplier production plants are IATF 16949 and at a minimum ISO 9001 certified
	
●83% of all suppliers are certified, of which:
	
■90% in South/Latin America
	
■86% in North America, up by 4% in 2022
	
■79% in Europe, 5% more than 2021
GRI 414-1   GRI 414-2
87%
of direct purchase values 
assessed by Ecovadis
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■more than 85% of suppliers trained on Stellantis CSR risks and requirements up by 5% versus 2021
	
■11 of our vehicle plants in Europe are working with the sheltered sector
	
■almost 700 (versus 220 in 2021) employees were trained in three events (versus four in 2021) worldwide on the Stellantis 
CSR approach and ways to perform CSR actions.
Stellantis supplier performance shows that for the suppliers with a score >45, shown in green, are performing better than 
the EcoVadis benchmark. The benchmark is the average score of all suppliers aggregated in the EcoVadis tool.
Comparison between Ecovadis scores of Stellantis suppliers vs scores 
of all Ecovadis rated companies
00-14
15-24
25-34
35-44
45-54
55-64
65-100
0%
1%
4%
23%
8%
26%
19%
32%
27%
13%
6%
26%
17%
15%
1%
8%
18%
30%
27%
16%
21%
25%
Suppliers trained on Stellantis 
CSR risk and requirements
>85%
2022 
2021
2022 
2021
Stellantis Score
Ecovadis Benchmark
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Additional supplier engagement achievements
Stellantis provides World Class Management (WCM) methodology and tools to our suppliers, both new and existing 
ones. WCM support included plant shop floor assessments for new launch suppliers and focused improvement activities 
for those supporting current production, in both technical and operational assistance to its suppliers, like Monozukuri. 
To maximize the effectiveness of the program, suppliers and commodities are prioritized based on their impact on 
Stellantis plants, purchasing strategy and the supplier's current performance. Particular emphasis is placed on supplier 
plants involved in upcoming product launches. Dedicated WCM knowledge experts from Stellantis provide guidance and 
mentoring to improve supplier’s key performance indicators and activities. 
Supplier programs that focus on fostering innovation to improve products, processes and content are essential for Stellantis. 
We may use different tools but it is the dedication of our employees that work with suppliers for value optimization and 
encourage a proactive approach to collaborate on cost saving ideas and technical solutions. For 2023 we plan to strengthen 
the Monozukuri process by a stronger involvement of our specialists to support our suppliers on their efficiency.
Our suppliers participated in more than 10 Technology Day events, seven of which were at Stellantis facilities in Europe 
and North America and more online or at supplier facilities. These events encourage collaboration with Stellantis 
personnel and suppliers on innovative solutions for features, efficiencies and quality, and allow suppliers to share their 
latest technological developments and concepts for the future. 
A partnership that promotes sustainable performance: Supplier Awards
The Supplier Awards are an opportunity to reaffirm the strategic importance of the supplier relationship as a fundamental 
driver in achieving the Company’s strategic plan for profitable growth and developing differentiating technological 
innovations in response to the challenges of global competitiveness. The Global Purchasing and Supply Chain Department 
rewarded the best suppliers in several categories. One of the categories is CSR Performance. The list of award-winning 
suppliers is validated by a committee to ensure that the suppliers are compliant with the assessment criteria in other 
categories. For example, a supplier cannot be given an award in the value-creation category unless it has reached the 
required CSR level. In 2022, 12 suppliers received awards for their commitment and quality of their response to the 
Company’s expectations .
 PRESS RELEASE
Stellantis Recognizes 12 Suppliers 
for Quality, Commitment and 
Operational Excellence
https://www.stellantis.com/en/news/
press-releases/2022/june/stellantis-recognizes-
12-suppliers-for-quality-commitment-and-
operational-excellence#:~:text=Stellantis%20
Recognizes%2012%20Suppliers%20for%20
Quality%2C%20Commitment%20and%20
Operational%20Excellence,-Second%20
annual%20Stellantis&text=AMSTERDAM%20
%E2%80%93%20Stellantis%20today%20
honored%2012,and%20operational%20
excellence%20in%202021
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5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
8 APPENDIX
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7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
7.1.8 DETAILED KEY PERFORMANCE INDICATORS
7.1.8.1 Transparent communication on the results of due diligence
7.1.8.1.1 CSR Performance of the Company’s suppliers assessed by the external service provider EcoVadis
Performance category
Compliant
Minor non-compliance
Core non-compliance
Global Overall CSR score
2022
73%
26%
1%
2021
71%
27%
2%
Environment
2022
73%
25%
2%
2021
71%
27%
2%
Labor & Human Rights
2022
77%
22%
1%
2021
75%
24%
1%
Ethics
2022
63%
32%
5%
2021
60%
34%
6%
Sustainable Procurement
2022
44%
45%
11%
2021
40%
49%
11%
7.1.8.1.2 EcoVadis assessment Key Performance Indicators
Suppliers
Policy on corruption
2022
75%
2021
72%
Audit or assessment of suppliers on 
CSR issues
2022
52%
2021
50%
Active whistleblowing procedure in 
place
2022
48%
2021
51%
Whistleblowing procedure on ethics
2022
48%
2021
46%
GRI 204-1
GRI 407-1
GRI 408-1
GRI 409-1   GRI 414-2
GRI 2-15
GRI 308-2
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7.1.8.1.3 Summary of 2022 audit onsite for Critical Supplier 
CSR Category
Sub-topics
Observations
Minor 
non-compliance
Core 
non-compliance
Critical 
non-compliance
Total
Sustainability policy
Sustainability policy
6
21
0
0
27
Human rights
Uphold freedom of association and the effective 
recognition of the right to collective bargaining
4
27
17
0
147
Elimination of any forms of forced or compulsory labor
0
3
6
4
Zero-tolerance of child labor
0
2
5
0
Elimination of discrimination in terms of employment and 
occupation
1
5
8
0
Anti-corruption measures and the prevention of conflicts 
of interest
0
6
1
0
Labor organization and disciplinary practice
2
8
47
1
Working conditions
Remuneration
4
18
38
19
227
Working hours
3
32
98
15
Workplace health and safety
Organization
7
50
17
3
450
Buildings
2
21
16
0
Fire Prevention
12
59
91
2
Machines/electrics
7
47
20
0
Hazardous substances
2
25
46
0
Canteen
2
14
5
1
Dormitories
0
0
1
0
Environment
General organization
0
8
8
0
54
Waste
0
1
9
0
Waste water
0
3
1
0
Air Emissions
3
11
4
0
Soil
0
3
0
0
Water and energy consumption
0
3
0
0
Management System
Supply chain
4
14
2
0
20
Total
59
381
440
45
925
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5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
8 APPENDIX
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7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
7.1.8.2 Supplier Spend Analysis
7.1.8.2.1 Distribution of Stellantis Direct Material spend
GRI 204
7.1.8.2.2 Value of Direct Material Purchases by Supplier Origin
2022
2021
ENLARGED 
EUROPE
48.0%
43.2%
NORTH 
AMERICA
43.1%
50.1%
SOUTH 
AMERICA
7.7%
5.6%
MIDDLE EAST 
& AFRICA
1.2%
0.9%
CHINA AND 
INDIA & ASIA 
PACIFIC
0.1%
0.2%
NORTH AMERICA
52.3%
ENLARGED EUROPE
32.7%
CHINA AND INDIA & ASIA PACIFIC
8.8%
MIDDLE EAST & AFRICA
4.8%
SOUTH AMERICA
1.4%
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0
2,000
500
1,000
1,500
20%
40%
% of spent
Number of Top suppliers
50%
60%
70%
80%
90%
100%
30%
10%
7.1.8.2.3 Top APV Suppliers - 2022 Distribution
Spent Category in Mill EUR
Total Spent in Mill EUR
≤ 5
1.127
> 5 & ≤ 10
1.242
> 10 & ≤ 25 
3.486
> 25 & ≤ 50
4.921
> 50 & ≤ 100 
7.011
> 100 & ≤ 250 
12.5
> 250
68.022
Total
98.308
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7.2 Human rights in the supply chain
7.2.1 CONTEXT AND STELLANTIS POSITION 
CSR issue/challenge #21: Human rights in the supply chain
Expectations from stakeholders are growing in terms of their interest to be informed about the origin of products and 
related production conditions for what they buy. It is crucial that we work to provide transparency throughout the supply 
chain, regardless of the difficulty to implement. 
Managing social, societal and ethical impacts in the supply chain is a core priority for Stellantis, given the extensive 
international expansion in emerging countries of our supply base. We intend to align with common, globally embraced 
environmental and social principles by working together to improve our supply base sustainability development. 
Enhancing transparency regarding raw material origin and human rights within our complex global supplier network is a 
high priority. We respect the responsibility we have for due diligence and the opportunity to be socially respectful within 
the extended enterprise. Stellantis focuses on improving supplier social performance and complying with social, societal 
and ethical standards in our supply chain. 
Company’s public position 
In its Code of Conduct, its Human Rights Policy, in the Responsible Purchasing Guidelines, and as a signatory to the United 
Nation’s Global Compact, the Company expresses its commitment on human rights, and principles as expressed in various 
recognized foundational documents, such as the OECD Guidelines for Multinational Enterprises, the United Nation’s 
Declaration of Human Rights, the Rio Declaration on Environment and Development, the United Nations Convention 
against Corruption, and other documents.
In this spirit, we strive to implement preventive measures to uphold human rights and ethical principles, meet social and 
ethical standards inspired by the International Labour Organization’s (ILO) rules for human rights such for the abolition of 
child and forced labor, the United Nations Guiding Principles on Business and Human Rights, and customer expectations 
considering the risks specific for the automotive supply chain. We also endeavor to adhere to the standards, norms and 
regulations defined by supranational bodies such as, ISO 26000, ISO 20400, ISO 14021, UK REACH. Our processes and 
controls intend to meet the legislative requirements of France’s Duty of Vigilance, EU Conflict Minerals regulation, the U.S. 
Dodd Frank Act and the Modern Slavery Act and to extend these principles to the extended supply network including the 
sub-tier suppliers.. 
Stellantis opposes forced and child labor throughout the entire supply chain, including raw materials suppliers. We require 
that our direct suppliers to apply these standards and cascade them throughout their supply chain. SDG 8: DECENT WORK AND ECONOMIC GROWTHSDG 9: INDUSTRY, INNOVATION AND INFRASTRUCTURESDG 12: RESPONSIBLE CONSUMPTION AND PRODUCTION
GRI 2-29
Human rights in the supply chain
21
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7.2.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Human rights in the 
supply chain
Owner: Chief 
Purchasing & Supply 
Chain Officer
Require, monitor and 
control the total respect 
for human rights along 
the entire global supply 
chain process, involving 
all actors to ensure 
transparency and full 
alignment with Human 
Rights principles
Average human rights 
scores of Stellantis 
Tier 1 suppliers assessed 
by independent third party
2025: Increase of 
+2.5% vs score as of 
01/01/21
2030: Increase of 
+5% vs score as of 
01/01/21
2050: in top level 
performance 
category 
4.4% Increase in 
Performance since 
01/01/21
2.7% increase in 
performance during 
2021
21
7.2.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
Human Rights and Forced Labor commitments
Stellantis is focused on human rights and the encouragement of appropriate attention from our supply network. An 
important aspect we address is the prohibition of child or forced labor within the extended supply chain. This is a difficult 
task beyond our Tier 1 suppliers. We are creating partnerships with providers that will support actions to monitor the 
many layers within the complex extended supply network.
Participation on automotive industry work groups is part of our process to address the concerns of forced labor by 
bringing together expertise from cross functional teams. Customs and Sustainability teams from OEMs and suppliers are 
working together to help develop ideas and strategies .
Stellantis pays specific attention to the Human Rights section of the overall Responsible Sourcing topic.
GRI 2-28
GRI 407-1
GRI 408-1
GRI 409-1
 For more information refer to 7.1.6
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RISK #1
HUMAN RIGHTS VIOLATIONS IN THE EXTENDED SUPPLY NETWORK
Risk 
Description
Due to the extended supply chain structure it can be complex to work towards ensuring the avoidance of human 
rights violations. Supply chain management based on continuous risk assessment with the objective of reducing 
exposure to risk and improving performance is a critical element for Stellantis’ supply chain management programs. 
It is of high importance to work with suppliers that share the same objectives to support the elimination of human 
rights violations. We expect our suppliers to share the principles we live by and to cascade these principles throughout 
the extended supply network.
Potential Impact
	▪Violation of legislation in case of an incident (e.g Duty of Vigilance Uyghur Forced Labor Prevention Act) in the global 
supply chain
	▪Supply disruption due to strikes/social conflicts
	▪Remediation costs to resolve issues found at any level of the extended supply chain;
	▪Compensation to victims in the event of incidents
	▪Loss of productivity and quality
	▪Ethical breaches on supplier quality risks
	▪Reputation risk - crisis of confidence in the event of a proven supplier failure
	▪Declining Brand reputation that might impact sales
	▪Additional measures may be required to secure supply (security stock/dual sourcing)
	▪Supplier removal from panel or bid
Mitigation 
Strategy
	▪Identify risk by commodity, country and industry for direct and develop plans for indirect material purchases
	• Based on EcoVadis Rating Framework and/or other risk intelligence sources
	▪Commitment to the Global Compact and building on its Great Place to Work Framework Agreement, which extends 
to suppliers and partners
	▪Engagement with several multi-stakeholder organizations, both within and outside the automotive industry
	▪Onsite audit activities
	• RCS Global - Battery suppliers
	• SGS - Social audits
	▪Corrective action plans
Additional 
Opportunities
	▪Anticipating future regulations and the opportunity to improve the industry and our suppliers. For example:
	• New German Supply Chain Due Diligence Act as of 2023
	• New EU CSR Directives as of 2024
	▪Supplier development through mentoring and training
	▪Access to regulated markets on human rights aspects
	▪Enhance corporate image among civil society
	▪Improvements in Operational Management
	• Productivity 
	• Better working conditions 
	• Reduced work-related accidents
	• Reduced absenteeism and turnover
	▪Reinforcing the attractiveness of suppliers, particularly in emerging countries and improving skills within the supply chain
RISK #1
Human Rights violations in the 
extended supply network
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RISK #2
REGULATED MATERIALS IN THE EXTENDED SUPPLY CHAIN - CONFLICT MINERALS 
COMPLIANCE (3TG)
Risk 
Description
The extraction of raw materials for use in the manufacturing of goods and services for the automotive industry may 
lead to undesirable actions in some geographical locations. Funding armed conflict is a concern that requires due 
diligence to provide transparency regarding the origin of specific minerals, such as tin, tungsten, tantalum and gold. 
Through supplier assurance measures we seek to help put an end to the exploitation and abuse of local communities, 
including mine workers, while supporting local development.
Potential Impact
	▪Finance of armed conflict 
	▪Incidents of child, forced or compulsory labor in the sub-tier supply chain 
	▪Difficulty to secure supply of critical minerals
	▪Reputation concerns
	• Negative publicity
	• Loss of investor confidence
	• Negative brand association for future customers
Mitigation 
Strategy
	▪Ethical and conscientious procurement practices during the mineral extraction, trade and processing stages
	▪Conduct due diligence activities to provide supply chain transparency and smelter validation
	▪Training to provide suppliers with Stellantis’ expectations and tools and resources to supplier development
	▪Supplier Business Review meetings to reinforce the alignment of objectives and legal obligations to continue the 
ongoing relationship with Stellantis
	▪Membership with recognized partners such as RMI which serves as the voice of industry to support responsible 
mineral sourcing and convenes stakeholders to continually shape dialogue and practices.
Additional 
Opportunities
	▪Use of 3TGs from verified ‘conflict free’ sources to support green and local sourcing initiatives 
	▪Redesign goods and services to eliminate the used of 3TGs
	▪Vertical integration for secured mineral supply
	▪Access to regulated markets on human rights aspects
	▪Automate the process
	▪Enhance corporate image among civil society
RISK #2
Regulated materials in the 
extended supply chain - 
Conflict Minerals compliance 
(3TG)
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RISK #3
NON-REGULATED MATERIALS IN THE EXTENDED SUPPLY CHAIN - COBALT, MICA, BAUXITE/
ALUMINUM, NICKEL, LITHIUM, ETC
Risk 
Description
There are many materials that can become a focus item based on potential human rights violations. These types of 
raw materials used in the manufacturing of goods and services for the automotive industry may lead to detrimental 
behaviors in the extended supply chain. Often there are preliminary stages prior to official legislative measures that 
should alert users to concerning activity. It is essential to stay aware and engaged with multiple stakeholders to 
learn and to build resources. We seek to help put an end to the exploitation and abuse of local communities while 
supporting local development.
Potential Impact
	▪Incidents of child, forced or compulsory labor in the sub-tier supply chain 
	▪Difficulty to secure supply of critical minerals
	▪Reputation concerns
	• Negative publicity
	• Loss of investor confidence
	• Negative brand association for future customers
Mitigation 
Strategy
	▪Ethical and conscientious procurement practices during the mineral extraction, trade and processing stages
	▪Conduct due diligence activities to provide supply chain transparency and smelter validation
	▪Training to provide suppliers with Stellantis’ expectations and tools and resources to supplier supplier development
	▪Supplier Business Review meetings to reinforce the alignment of objectives and legal obligations to continue the 
ongoing relationship with Stellantis
	▪Ongoing partnership with RCS Global, a recognized organization that serves to support responsible mineral sourcing 
and works to deploy best practices.
Additional 
Opportunities
	▪Redesign goods and services to eliminate the use of the subject material
	▪Use of materials, such as cobalt, from verified ‘conflict free’ sources to support green and local sourcing initiatives
	▪Vertical integration for secured mineral supply
	▪Access to regulated markets on human rights aspects
	▪Encourage industry discussion and focus on appropriate measures prior to legislation
	▪Enhance corporate image among civil society
RISK #3
Non-regulated materials in the 
extended supply chain - Cobalt, 
Mica, Bauxite/Aluminum, Nickel, 
Lithium, etc
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IDENTIFICATION AND MITIGATION APPROACH OF HUMAN RIGHTS 
RELATED RISKS IN THE SUPPLY CHAIN
Measures proportional 
to the magnitude of risks
Suppliers of Stellantis
Internal & external trainings
Case-dependent 
action plans
Onsite audits performed by SGS 
(based on Stellantis questionnaire)
RCS Global Program including onsite audits 
(based on RCS & OECD Guidelines)*
Additional clauses added to contracts with suppliers*
RMI
1 & SEC
2 conformant CMRT
3 Program*
1st tier suppliers CSR performance rated by Ecovadis
Signature of the Stellantis Responsible Purchasing Guidelines
* Specific actions for human rights violations in the extended supply chain related to:
 Non-regulated materials, Cobalt, Mica, Bauxite/ Aluminum, Nickel, Lithium, etc. 
 Regulated materials, Conflict Minerals compliance 3TG
1 Responsible Minerals Initiative
2 U.S Securities and Exchange Commission
3 Conflict Minerals Reporting Template, hosted by the RMI
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IMPACT MEASUREMENT OF THE ELECTRIFICATION STRATEGY 
Electrification relies on the raw materials necessary to produce battery components. The Stellantis Responsible 
Purchasing Guideline requires battery suppliers to disclose their raw material suppliers. These materials can pose 
human rights risks in the supply chain particularly cobalt in countries like the Democratic Republic of Congo. 
More than 2,974 supplier groups are covered by a CSR assessment performed by an external third-party including 
human rights criteria. Part of the expectation is that the management of the extended supply chain has appropriate 
measures to identify, mitigate and monitor potential human rights issues. Stellantis conducts an annual mapping for 
the source of essential materials for electric vehicle battery manufacturing. In 2021, we partnered with RCS Global to 
apply due diligence with our critical suppliers regarding cobalt and lithium supply chains by conducting 78 external 
on-site audits since then.
NGOs identified that another material that the energy transition relies on, i.e., aluminum, also poses human rights 
issues. Drive Sustainability, a Stellantis partner, launched a project to identify human rights risks in the supply chains 
of 10 raw materials, including aluminum. In July 2021, Human Rights Watch issued a report on human rights violations 
risks in the aluminum supply chain, naming aluminum the “blind spot” of car companies due diligence policies. 
Therefore, the description of the impact of electrification on human rights in the supply chain should not only refer to 
materials such as cobalt and lithium, but also to aluminum.
These activities improve our ability to address human rights risks in its supply chain where they may exist. 
 For more information refer to 7.1.3
7.2.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
Stellantis uses governance mechanisms to manage and monitor human rights in supply chain at various levels, in addition 
to those already described in the section Responsible Purchasing Practices .
Our Conflict Minerals program is managed by regional and subsidiary conflict minerals team members. A global lead 
provides overall program management and consolidation direction to ensure that corporate obligations are fulfilled. 
The Stellantis conflict mineral supplier submission status is tracked and communicated by the purchasing organization 
to ensure that any needed escalation efforts are deployed quickly. The purchasing commodity directors are involved in 
escalation activities with the supply base, as needed, to reinforce the importance of providing due diligence evidence 
to support Stellantis’ legal requirements. A report must be filed with the U.S. Securities and Exchange Commission 
(SEC) annually to show the efforts taken to determine the mine or location of origin. Suppliers who are required to 
submit the Conflict Minerals Reporting Template must provide it within the appropriate time period or be considered as 
non-compliant. If a supplier is found to be non-compliant they may be recommended for removal from the sourcing panel. 
 For more information about the role of 
the Global Purchasing and Supply Chain 
department (GPSC) refer to 7.1.4 
 For more information refer to the 
Vigilance Plan
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Supplier on-site audit program 
There are protocols in place to manage audit activities. We hold meetings with the service providers to ensure 
the programs are progressing and any issues or concerns are addressed. If a critical non-compliance is found the 
supplier is flagged for additional escalation activities and appropriate purchasing management members are notified. 
At the close of the audit a formal debrief is conducted to share the findings with the supplier. Depending on the 
findings, after the debrief individual follow up is made to ensure that corrective action plans are implemented, if 
required a follow-up audit is performed to have the necessary evidences of implementation. Internally we review the 
audit activities and results with top purchasing management and when appropriate suppliers with exemplary results 
are recognized by the purchasing team. 
Diversity and Inclusion focus programs
We work to include diversity and inclusion considerations as an everyday practice in our dealings with employees, 
dealers, suppliers and customers. Training, mentoring, scholarship support, sponsorship and membership with Board and 
committee participation are some of the ways we support various diversity organizations. Diversity spend targets are 
created for suppliers based on diversity categories. Performance is captured as a strategic indicator on the Global External 
Balanced Scorecard, which can be used in sourcing decisions. 
To receive credit towards their diversity goals, a supplier is required to work with certified diversity Tier 2 suppliers. 
The diversity spend status of each supplier is monitored and reviewed with them. The High Focus program works with 
the suppliers that have a greater potential for diverse spending and equips them with tools and support to achieve their 
diversity targets.
Sheltered and adapted sector
Commitment for the social and occupational inclusion of people with disabilities is an important segment to Stellantis. 
We have dedicated resources that support the national organizations, with a focus in France and Spain. Specific budgets 
and processes are set and managed to ensure attention on this segment.
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7.2.5 POLICIES TO EXECUTE THE STRATEGY
Stellantis combined its Conflict Minerals policy and the Responsible Purchasing Charter into the Responsible Purchasing 
Guideline .
STELLANTIS’ FOCUS AREAS FOR HUMAN RIGHTS IN THE EXTENDED SUPPLY CHAIN
 For more information refer to 7.1.5
Responsible 
Purchasing 
Guidelines (RPG) 
- Human Rights 
Focus
Ethical 
Principles
Laws
Training & Support 
of small and local 
suppliers
Sustainable 
Procurement 
deployment of all  
RPG elements 
through all supply 
tiers
Social 
Principles
Support and 
respect the 
protection of 
internationally-
proclaimed human 
rights
Uphold freedom of 
association and the 
effective recognition 
of the right to 
collective bargaining
Eliminate all 
forms of forced 
labor and child 
labor
Eliminate 
discrimination 
in respect to 
employment and 
occupation
Favorable working 
conditions in relation 
to remuneration, 
working hours and 
respect for health 
and safety at work
Prohibited 
substances & 
materials
Fight against 
the use of 
conflict minerals
Animal 
Welfare
Export 
controls, 
sanction laws 
and regulation
Fair trade 
practices
Retention 
& use of 
personal data
Development 
of skills 
Small/local 
supplier support 
via facilitation 
of technological 
upgrades and 
acquisition of  
long-term assets
Raise sub-tier 
supplier CSR 
awareness
Establish a 
responsible 
purchasing policy 
respecting all RPG 
principles
Implement 
due diligence 
measures with the 
subcontracting 
chain
Ca
pa
ci
ty
 b
ui
ld
in
g
Fo
cu
s
Co
m
pl
ia
nc
e
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IATF Certification
Stellantis suppliers are required to complete our customer specific requirements which includes adherence to our 
Responsible Purchasing Guidelines, Corporate Social Responsibility recommendations and required actions. The certifying 
bodies for IATF conduct audits regarding these specific requirements. The IATF 16949 certification is granted for three 
years with an annual monitoring audit. Certification is suspended and additional audits are conducted if there are core 
compliance failures so that corrective actions can be implemented.
Onsite Auditing
Onsite audit activities are performed by certified auditors from distinguished external assessment bodies . Currently 
we have partnered with SGS for these audit activities. Guidance is provided via program documentation that includes 
the supplier kick-off notification, audit checklist and closure debrief. Any non-compliance requires an improvement plan. 
During the closing meeting the supplier receives the auditor findings and is required to sign-off on any improvement 
plans. These plans are monitored to ensure that the identified concerns are resolved. Additional follow-up visits may be 
required to confirm evidence onsite.
Whistleblowing  
Stellantis reinforces that employees, suppliers, dealers, consumers and other stakeholders can and should report any 
concerns of alleged situations, events or actions that may be inconsistent with the Stellantis Code of Conduct. They can 
also request advice about the application of the Code of Conduct.
We are committed to act in a socially responsible manner that is in line with sustainable practices within Stellantis and at 
each level of the supply base including ensuring the health and safety of the workforce, prohibiting child and forced labor, 
complying with conflict minerals and adhering to environmental protection regulations.
7.2.6 ORGANIZATION AND RESOURCES
For detailed information on which resources are available in Stellantis to ensure Responsible Purchasing .
Monitoring potential human rights violations within the Stellantis supply chain requires internal and external resources. 
The most prominent areas of concern regarding human rights can be many layers deep within the complex automotive 
supply network. Even though Stellantis may not have a direct contractual relationship with these entities, we recognize 
our responsibility to provide appropriate due diligence for materials that are critical and may be provided from conflict 
affected and high risk areas. There are designated individuals that perform multiple internal activities such as extracting 
critical data from internal systems, developing and managing the needed campaigns, reporting the status to top 
management and providing program management oversight for our service providers. 
 For more information refer to 7.1.7
 For more information refer to 5.1.7
 For the overview refer to 7.1.6
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Conflict Minerals Program Management 
The conflict minerals program management team is responsible for generating the annual in-scope supplier list that 
identifies which suppliers are required to provide the Conflict Minerals Reporting Template (CMRT). The list of parts for 
products containing tin, tantalum, tungsten and gold is provided from regional technical contacts upon request. The 
International Material Data System (IMDS) is a global data repository that contains information on materials used by the 
automotive industry and this, or an equivalent system, is used to provide the part content information.
Once the Conflict Minerals data collection process begins, the designated members are required to track supplier 
submissions and provide updates so that progress reports can be presented to the purchasing management team. If 
a supplier is unresponsive they will be placed into the escalation process which includes notifying the buyer and their 
management as appropriate.
Responsible sourcing service Providers
Many of the service providers that support our Responsible Purchasing activities have focused elements that are specific 
to identifying and addressing human rights violations. We have partnered with RCS Global and are an active member of 
the Responsible Minerals Initiative (RMI). Both of these organizations are recognized providers that conduct onsite audits 
throughout the supply chain including Tier 1 suppliers as well as mine sites. This is another way that we fulfill our duty to 
adhere to the high expectation of vigilance.
RCS Global
	
■mapping battery supply chain to gain greater transparency
	
■on-site audits in the sub-tier supply chain levels
	
■expanded materials of focus
	
■utilization of tools such as the Vine data base
	
■increase in scope for materials of focus to address materials used in EV batteries
	
■sending corrective actions for suppliers post audit
Responsible Minerals Initiative (RMI)
	
■engagement with multiple work groups 
	
■use of the Smelter database to support our Conflict Minerals filing
	
■Risk Readiness Assessment (RRA) promotes common understanding of good practices and a means to consistently 
assess risks in mineral supply chains
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■Responsible Minerals Assurance Process (RMAP) is an assessment that employs a risk-based approach to validate 
smelters' company-level management processes for responsible mineral procurement
	
■Conflict Minerals Reporting Template (CMRT) is an essential tool to gather information about the source of materials in 
our products, and the smelters and refiners that process the materials.
	
■Cobalt Reporting Template (CRT) is a standardized reporting template developed to identify choke points and collect 
due diligence information in the cobalt supply chain
	
■Material Insights interactive module to update the prior Material Insights report
We are members of several automotive industry associations .
7.2.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS
Initiatives to support the respect of human rights in the supply chain
Stellantis incorporates workforce-related and social criteria into the purchasing process to ensure our focus on human 
rights is upheld within the extended global supply chain. Our suppliers are expected to sign and apply the requirements 
from our Responsible Purchasing Guidelines which has specific attention on compliance with social and ethical principles.
The Stellantis Responsible Purchasing Guidelines  are inspired by the recommendations of the OECD Guidelines for 
Multinational Enterprises and envision: 
	
■a public commitment to human rights
	
■risk mapping for human rights infringements
	
■preventive measures to address identified risks
	
■corrective action must be taken for suppliers potentially or currently involved in a human rights infringement
	
■action plan monitoring
	
■communication of measures put in place.
Stellantis identifies the regions and areas that have the largest risk of human rights violations and modern slavery. 
The regions and areas at risk are identified based on two criteria: 
	
■country (countries that have not signed up to global agreements, countries ill-equipped to enforce international laws) 
	
■manufacturing process (whether it requires a significant amount of low-skilled labor and additionally is dangerous). 
Based on this, the Company applies a graduated reasonable efforts approach. This might result in removing a supplier 
from the panel or bid if it should become evident that it was directly or indirectly involved in this type of practice. It is the 
Company’s policy to assist and guide suppliers so that they can improve. However, if they are clearly unwilling to make 
changes, Stellantis reserves the right to cease all contact and to remove them from its supplier database. 
 For the detailed list refer to 5.1.6
GRI 2-16   GRI 2-25   GRI 2-28
GRI 407-1   GRI 408-1   GRI 409-1
GRI 412-2   GRI 414-1   GRI 414-2
 For more information refer 
to 7.1.5 and 7.1.7
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Practicing due diligence
Stellantis works to apply due diligence to ensure that its social demands are met by its suppliers. We apply risk-based 
due diligence measures that seek to identify risks and prevent serious infringements of human rights and fundamental 
freedoms in our supply chain of subcontractors or suppliers with whom there is an established business relationship. 
We seek to incorporate our expectations into our relationship with our suppliers, deriving inspiration from OECD Due 
Diligence Guidance. The measures put in place by the GPSC aim to ensure that suppliers fulfill social and environmental 
commitments. 
Stakeholder engagement
Through engagement with several multi-stakeholder organizations, both within and outside the automotive industry, 
Stellantis seeks to address not only the needs, but the opportunities that exist through ethical and conscientious 
procurement practices during the mineral extraction, trade and processing stages. Stellantis collaborates with automotive 
and cross-industry associations to develop the global extended supply chain and build resources that support due 
diligence activities. 
Stellantis has specific legal obligations, section 1502 of the U.S. Dodd-Frank Act and the new EU regulation, that must 
be met regarding the country of origin for conflict minerals. We are required to conduct due diligence to determine 
whether tantalum, tin, tungsten and gold in the supply chain originated from the covered countries, and whether 
the procurement of those minerals supported armed conflict in the region. This issue is not unique for Stellantis and 
working to build industry resources is beneficial for us and our suppliers that are often common among automotive 
manufacturers.
Stellantis is a member of Drive Sustainability. This association provides greater engagement with other OEMs, as well 
as access to additional tools and resources. In 2022, newly revised Guiding Principles which outline expectations for 
suppliers on key responsibility issues including human rights, environment, working conditions and business ethics 
were published by the Automotive Industry Action Group (AIAG)  and the Drive Sustainability group.
AIAG Guidelines 
 
https://www.drivesustainability.org/wp-content/
uploads/2023/03/Automotive-Sustainability-
Guiding-Principles-4.0v2-Final.pdf
In the AIAG Corporate Responsibility Steering Committee, Stellantis was elected co-chair of the Responsible Minerals 
workgroup which leads auto industry engagement in cobalt, mica and conflict minerals activities and relationships. 
Stellantis employees are engaged in a number of other AIAG teams that partner automakers with suppliers. New groups 
are launched to address industry issues such as the Forced Labor and Human Rights team that brings together volunteers 
from diverse departments with specific backgrounds such as Customs and CSR experts.
Stellantis is co-chair of the 
Responsible Minerals workgroup 
which leads auto industry 
engagement in cobalt, mica and 
conflict minerals activities and 
relationships in the Automotive 
Industry Action Group (AIAG) 
Corporate Responsibility 
Steering Committee
 
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Our membership with the Responsible Minerals Initiative (RMI), which was founded by members of the Responsible 
Business Alliance (RBA) and the Global e-Sustainability Initiative, supports cross-industry discussion and development 
of common tools. Participation on RMI sub-teams facilitates development of best practices for supply chain assurance 
mechanisms. We work closely with RMI and its Responsible Minerals Assurance Process (RMAP). The RMAP uses an 
independent third-party assessment of smelters and refiners’ management systems and sourcing practices to validate 
conformance with RMAP standards. The assessment employs a risk-based approach to validate smelters and refiners’ 
company-level management processes for responsible mineral procurement.
Through our work with diverse stakeholder organizations we are helping to build fair supply chains of minerals in the 
covered countries. 
Focus on conflict minerals
Earnings from mining gold, tin, tantalum and tungsten might be used to finance armed conflict in the Democratic Republic 
of the Congo and surrounding countries. In accordance with required U.S. and EU regulations, Stellantis’ policy requires 
the utmost transparency from its suppliers about the origin of any raw materials and minerals they use. A specific 
clause is inserted in the purchase contract for battery suppliers (article 16.2.3), stating that the supplier must disclose the 
detailed composition of the materials used to manufacture the parts supplied, as well as any changes in that composition. 
This requirement complies with the French Law of Duty of Vigilance. The supplier must also provide the written information 
necessary to comply with the legislation in force, particularly on consumer protection and conflict minerals. The Purchasing 
Department identifies the in-scope suppliers to include in the annual Conflict Minerals reporting campaign. 
Stellantis is engaged to reduce the use of raw materials that carry environmental and social risks 
Stellantis has access to a wide range of information and data from RMI that supports our efforts to ensure that sustainability 
standards are implemented by smelters and the mining industry. The Company has access to the RMI smelter database, 
assurance process and all the latest information and training materials available to support appropriate due diligence to 
promote responsible raw material supply chains. The Conflict Minerals Reporting Template (CMRT) that is provided by the 
RMI is requested from the in-scope suppliers using the 3TG metals (tungsten, tantalum, tin and gold). If there are concerns 
regarding the sourcing of raw materials, the suppliers have to address the concerns and potentially set up alternative 
sources. The Company thus seeks to exercise its duty of care and foster sustainable procurement. 
The Conflict Minerals reporting process begins by determining the in-scope suppliers that have parts that contain 
tantalum, tin, tungsten or gold, based on part data from the International Material Data Sheets (IMDS). A response to 
the CMRT is then required from more than 2,000 in-scope direct and after-market suppliers in order to obtain smelter 
information.
 For more information refer to 6.1
>2,000
suppliers involved in Stellantis 
Conflict Minerals Reporting
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Further, we: 
	
■expect our suppliers to source materials from suppliers who also source responsibly, including from legitimate, conflict-
free mines in the covered countries 
	
■require relevant suppliers make reasonable efforts to conduct the necessary due diligence and provide us with proper 
verification of the country of origin and source of the materials used in the products they supply to Stellantis 
	
■support initiatives to verify smelters and refiners that are conflict-free and expect our suppliers to utilize any such 
conflict-free smelter/refiner programs that are available 
	
■review all incoming CMRT submissions from our suppliers 
	
■provide detailed smelter analysis to suppliers reporting non-conformant smelters in their supply chain. 
To prepare suppliers for submitting information Stellantis provided training for the targeted suppliers regarding the 
completion and submission of the CMRT. 
We strive to ensure companies or individuals in legal business activities are not harmed by our efforts to avoid using 
minerals that are illegally obtained. To this end, we work to promote sourcing from responsible sources in the region. 
Stellantis also engages with industry and cross-sector groups to promote and develop our raw material supply chain 
focusing on, but not limiting our efforts to, commodities such as cobalt and mica. 
Cobalt and others
Cobalt is of growing interest for the auto industry due to its use in electric vehicle batteries. Stellantis has taken action 
to engage suppliers regarding cobalt in their products given the ongoing concerns around the use of child/forced labor, 
and other unsafe or non-compliant practices in the mining of cobalt. Expanding into new materials relies on the lessons 
learned from our Conflict Minerals process in addition to applying industry tools and resources. 
Utilizing and teaching our suppliers the OECD 5-Step Framework for Upstream and Downstream Supply Chains provides 
a common foundational tool that helps solidify responsible sourcing practices and decisions made throughout our 
supply chain. In addition, cross-sector engagement brings together experts from numerous industries to use their global 
presence and leverage to drive ground-level improvements in the mining of metals and minerals through process, tool 
and infrastructure improvements. 
To help companies address these challenges, the RMI has developed the Risk Readiness Assessment, which addresses 
environmental, social and governance risks present in the global supply chain. This tool can help improve supply chain 
transparency and mapping to mitigate undesirable practices as they relate to Conflict Minerals, cobalt and other raw 
materials. RMI has also collaborated with the Responsible Cobalt Initiative on a joint cobalt refiner audit program, aligned 
with the OECD Due Diligence Guidance and the Chinese Due Diligence Guidelines for Mineral Supply Chains. 
We work to promote 
sourcing from 
responsible sources
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In 2022 Stellantis further extended its partnership with the responsible sourcing advisory, traceability technology and 
audit firm RCS Global, for a multi-material supply chain program covering battery materials including cobalt, lithium, 
graphite, and nickel. 
The program continues the groundbreaking work started in 2020 which identified the origin of raw materials, human 
rights risks, and due diligence conformance of the Stellantis supply chain. 
Since 2021 the Purchasing Department utilizes Vine – RCS Global’s online due diligence management platform for supply 
chain traceability and supply chain visualization. Stellantis is an early supporter of Vine, which allows the Company to 
identify, review and analyze sustainability risks and respond rapidly to critical risks where they are identified. 
Mica represents another area of concern for child labor. It is used predominantly in surface coatings and contained in 
other vehicle materials, such as in polymers for exterior mirror housing and covers. Stellantis has been a supporter of the 
2021 release of the Global Workplace Standard for Mica Processors which addressed social obligations covering a range 
of labor practices such as; age of employment, fair working hours, minimum wages and overtime, grievance mechanisms, 
freedom of association and diversity provisions, including women’s rights and under-represented communities.
Human rights impacts are a concern due to the mining practices deployed to harvest the mineral Bauxite, which is used 
in aluminum production. In an effort to raise awareness and reinforce the automotive industries focus on human rights 
in the supply chain, the members of Drive Sustainability collaborated in 2021 to send a letter to the European Aluminum 
Association and to The Aluminum Association in the U.S. regarding Bauxite mining in Guinea. The message expressed our 
commitment to protect human rights in the aluminum automotive supply chain.
Achievements
Almost 700 Purchasing employees trained on Human Rights policies or procedures, a strong increase compared to 
220 employees trained in 2021.
CSR Assessment
EcoVadis supplier assessments include corrective action plans to drive overall score improvements. Corrective action plans 
are a key factor to account for gap closure and sustainable long-term impact. 
	
■With an average overall Human Rights section score of 54.1 (up by 0,9 versus. 2021), suppliers working with Stellantis 
outperformed all suppliers assessed by EcoVadis, who have an average score of 47.6 (up by 1 .0 versus. 2021)
	
■During 2022, 359 assessed or audited suppliers received a corrective action plan specifically on human rights issues, 
which is 12 percent of the total assessed or audited suppliers versus 333 in 2021 which accounted for 13 percent of the 
total assessed or audited suppliers.
Stellantis suppliers average Ecovadis 
overall Human Rights score
54.1
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On-site Audits are used as a means to address activities that are deemed higher risk. This is the next phase of our due 
diligence process, to increase the focus on topics that are critical for Stellantis regarding CSR . Each audit finding requires a 
corrective action plan that is tracked through implementation. In 2022, 71 corrective action plans have been launched, each 
containing multiple elements. Some examples of improvements that were realized in 2022 together with our suppliers are:
Human rights
	
■grievance committees and works committees that workers can raise issues or concerns to were introduced
	
■suppliers updated their Code of Conduct and Standards of Conduct with the statement to be not engaged in forced 
labor, child labor, or any other similar activities.
Health & Safety at work 
	
■emergency first aid equipment was installed and closer maintained
	
■workers were trained as qualified first aiders
Environment
	
■boundary noise level testings were conducted to ensure that the noise nuisance will be improved for workers
Management System
	
■suppliers have started to conduct supplier visits to confirm their activities to their own suppliers
Conflict Minerals reporting
	
■90% of the in-scope suppliers for parts containing tin, tantalum, tungsten and gold have submitted the required CMRT.
	
■71.5% of smelters reported have been validated as conformant according to the RMAP standard
	
■14.3% of smelters are listed and being active according to the RMAP or cross-sector recognized standards 
The percentage of turnover slightly decreased in 2022 due to the late answer of some suppliers and the increase of 
suppliers involved.
Final status of 2022 supplier assessment on conflict minerals
Status by turnover
 The detailed findings from our on-site 
audits can be found in 7.1.8.1 
COMPLETED
89.6%
92.1%
IN PROCESS
2.3%
5.8%
NO RESPONSE
8.1%
2.1%
2022
2021
90%
of targeted suppliers have 
submitted the CMRT
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RCS Global audits
Program extended successfully in 2022 
	
■Completed audits: 30 total audits, 21 initial audits and 9 re-audits of companies at every Tier of Stellantis’ cobalt and 
lithium supply chains (battery manufacturer, cathode manufacturer, refiner, treatment unit, and mine site). Audit scope: 
cobalt, lithium, nickel and graphite
	
■Accepted Corrective Action Plans: 15 
	
■Identified suppliers: >680
	
■Number of Country of Origin (for mine site): 15 
	
●Australia, Madagascar, Brazil, DRC, China, Turkey, Ivory Coast, Canada, New Caledonia, Russian Federation, U.S., Papa 
New Guinea, Indonesia, Chile, Finland. 
The results put Stellantis in a good position to significantly address human rights risks in its supply chain where 
they exist. 
Business with the sheltered sector
Stellantis is committed to helping our suppliers maintain their policy of inclusion of handicapped workers. Promoting equal 
opportunity in the workplace is vital to Stellantis’ human resources management and the Company's long-term success. A 
wider, more diverse pool of talent improves the Company’s understanding of our workforce and our customers. Stellantis 
works with six major French associations: Fondation Pluriel (former Adapei du Doubs), Adapei de Haute Saône, Talendi 
(former Bretagne Ateliers), Adapei Papillons Blancs in Alsace, Les Ateliers de l’Ostrevent, the AMIPI/SLAMI Foundation 
together with Spanish association ILUNION. 
The services bought from the adapted and sheltered sector added up to €50 million.
Diversity and Inclusion
	
■Stellantis is focused on empowering equal employment opportunities based on merit without regard to race, color, sex, 
sexual orientation, gender identity, transgender status, age, protected veteran status, marital status, religion, national 
origin, disability status, genetic information or other basis protected by law. We work to include diversity and inclusion 
considerations as an everyday practice in our dealings with our employees, our dealers, our suppliers and our customers. 
Stellantis believes the diversity of our suppliers should reflect the diversity of our workforce and the communities in 
which we do business. Stellantis provided support to organizations that included DisabilityIN where the focus is on 
empowering business to achieve disability inclusion and equality.
Services bought from the adapted 
and sheltered sector
€ 50 M
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■Stellantis spent more than $7.9 billion with Tier 1 and Tier 2 diverse suppliers in 2022. The External Balanced Scorecard 
of U.S.-based suppliers to Stellantis includes a metric for diversity sourcing at the Tier 2 level. The diversity spend status 
of each supplier is monitored monthly and reviewed with them quarterly. 
	
■Recognition of the diversity efforts the Company has made are presented throughout the year. These awards honor 
corporations for diversity programs that reduce barriers and drive growth for suppliers that are appropriately certified 
with approved councils. 
	
■The U.S. operations of Stellantis received the following awards for our focus on diversity during 2022:
	
■Top 3 Supplier Diversity Program out of 2,100 U.S. based companies - DiversityInc
	
■Top Corporations for Minority Businesses, NMSDC
	
■Presenting Sponsor Award, VOBRT ​
	
■Top Corporations Award, WBENC
	
■Best in Class Award 2022, Great Lakes WBC
	
■ACE Awards: President's Award, Mark Stewart ​
	
■Rainbow PUSH, Benchmark Award
Stellantis also supported inclusion across our supply base through the North American 23rd annual Matchmaker event, 
which creates opportunities for diverse suppliers. Matchmaker events provide minority-owned, women-owned and 
veteran-owned businesses access to our Tier I suppliers and to decision makers within our procurement organization. In 
2022, the event featured over 150 exhibitors and over 1,000 attendees, including over 200 diverse business owners and 
over 100 Tier I supplier decision-makers.
Training, mentorship, scholarship support, sponsorships, membership and Board and committee participation are some of 
the ways we support organizations, which include:
	
■Billion Dollar Roundtable
	
■National Gay and Lesbian Chamber of Commerce
	
■National Minority Supplier Development Council
	
■DisabilityIN
	
■Canadian Aboriginal and Minority Supplier Council
We work to include diversity 
and inclusion considerations 
as an everyday practice 
in our dealings with our 
employees, our dealers, our 
suppliers and our customers
$7.9 billion
spent with Tier 1 and Tier 2 
diverse suppliers
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■Women’s Business Enterprise National Council
	
■WECONNECT International
	
■Michigan Hispanic Chamber of Commerce
	
■National Business League (Former Michigan Black Chamber)
	
■Asian Pacific American Chamber of Commerce
	
■Michigan Minority Supplier Development Council
	
■Veteran Owned Business Roundtable
	
■Rainbow Push
	
■Great Lakes Women’s Council Conference
	
■National Veteran Business Development Council
7.2.8 DETAILED KEY PERFORMANCE INDICATORS
7.2.8.1 Actions implemented on Labor and human rights by Stellantis suppliers
Suppliers assessed by Ecovadis
Actions on employee health 
and safety issues
2022
90%
2021
68%
Evidence of actions on child labor, 
forced labor 
& human trafficking
2022
64%
2021
N/A
Reporting on health and safety 
indicators
2022
37%
2021
60%
Global Compact Signatory
2022
20%
2021
41%
We support organizations 
by training, mentorship, 
scholarship support, 
sponsorships, membership 
and Board and committee 
participation
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7.3 Philanthropic actions to support communities
7.3.1 CONTEXT AND STELLANTIS POSITION 
CSR issue/challenge #22: Philanthropic actions to support communities
As a corporate citizen, Stellantis wants to make a positive contribution to society in the countries where 
we operate. We want to share with our communities our values, knowledge and resources through our 
philanthropic actions. The world is changing very fast due to the impact from many major events (the war in 
the Ukraine, COVID-19, resources scarcity, growing inflation, climate change). Stellantis wants to mitigate the 
significant impact on people in their day-to-day lives and more specifically on people who have fewer options 
due to limited resources. We aim to support these people through mobility and educational projects and 
empower them while inspiring hope.SDG 4: QUALITY EDUCATIONSDG 11: SUSTAINABLE CITIES AND COMMUNITIESSDG 13: CLIMATE ACTION
GRI 3-3
Philanthropic actions to support 
communities
22
Driven by our societal 
commitment, we empower 
people through access to 
mobility and educationSDG 16: PEACE, JUSTICE AND STRONG INSTITUTIONSSDG 17: PARTNERSHIP FOR THE GOALS
Company’s public position 
Stellantis, as a member of the Global Compact , plays a role in building a more stable, inclusive and sustainable society. 
By mobilizing financial and human resources to help Non-Governmental Organizations (NGO), Non-Profit Institutions 
(NPI) and support employee initiatives, we can develop and deploy philanthropic projects of general interest adapted to 
the specific needs of the communities in which we operate. The projects we implement are designed to have a positive 
impact in these communities.
Global Compact website 
http://www.unglobalcompact.org/what-is-gc
7.3.2 FORWARD-LOOKING VISION AND TARGETS
Commitment scoreboard
Following the merger of former Groupe PSA and FCA, in January 2021, Stellantis reorganized its philanthropic 
activity. In 2021 and 2022 Stellantis continued to focus on its previous engagements. In 2022, Stellantis disclosed 
its new philanthropy strategy aligned with “Dare Forward 2030” Strategic Plan and focused on needs of vulnerable 
people in the communities where we operate: 
Driven by our societal commitment, we empower people through access to mobility and education. 
The first implementation phase of this strategy will start in 2024.
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CSR ISSUE/
CHALLENGE
VISION/AMBITION
STRATEGIC KPIS 
COMMITMENT
RESULTS​
Short-term​
Medium-term
(End of Strategic Plan)
Long-term​
2022
2021
Philanthropic 
actions to support 
communities
Owner: Chief 
Communication & 
CSR Officer
Driven by our societal 
commitment, we 
empower people 
through access to 
mobility and education
Amount of budget for 
philanthropy
2023: at least €15 
million dedicated to 
philanthropy 
+ all philanthropic 
projects focused 
on the new 
philanthropic 
strategy*
2030: at least €15 
million dedicated to 
philanthropy
+ at least one 
philanthropic project 
in each region*
2038: at least €15 
million dedicated to 
philanthropy
+ at least one 
philanthropic 
project in each 
region and for each 
philanthropic focus 
areas*
Stellantis managed 
the former 
commitments 
from the legacy 
charitable entities
 Stellantis managed 
the former 
commitments from 
the legacy charitable 
entities
22
* Amount decided on a yearly basis, based on Stellantis current performance and general economy financial trend, and benchmark with OEM involvement in philanthropy.
7.3.3 IDENTIFICATION AND MANAGEMENT OF RISKS AND OPPORTUNITIES
RISKS
MITIGATION
 OPPORTUNITIES
Business risk: 
Certain countries where we have strategic plans to operate 
or current operations require philanthropic activities to fulfill 
contractual legal expectations. 
The risk is to support projects that are not adapted to the 
community priorities and are not socially impactful.
	▪Stellantis corporate philanthropy strategy supports projects only 
in the countries where we operate and provided by recognized 
NGOs or NPIs that are locally well respected in focus countries to 
create innovative philanthropic projects.
	▪Stellantis supports employee volunteer projects in which we 
could have an added value.
	▪Through an employee nomination process there will be the 
opportunity to identify, experiment, extend or spread successful 
projects in other countries.
	▪We can bring forward new innovative projects.
Operational management risk:
Donation requests received by Stellantis, as a big company, 
exceeds the amount of its philanthropic allocated resources. 
Refusals might deteriorate relationships with NGOs and local 
communities because we cannot support all of them. 
	▪Stellantis will fund the independent Stellantis Foundation, 
formerly known as “FCA Foundation”, based on the company’s 
financial performance and management assessment
	▪Stellantis Foundation and its trustees identify and recommend 
projects to third party Grant making partner
	▪Stellantis Foundation terms and conditions will be executed 
by a third-party grant making partner which will vet all NGOs 
against compliance requirements , secure grants applications and 
agreements and execute grant payments.
	▪The high number of projects received allows Stellantis to select 
the most innovative employee volunteerism projects.
	▪Stellantis philanthropic strategy supports actions to strengthen 
our connection to local communities while respecting their 
cultures and traditions.
	▪Multi-year projects with larger funding are more impactful.
Reputational risk:
Donation requests may come from organizations whose 
behavior or actions are not in line with Stellantis values.
	▪Stellantis will make an annual contribution to the independent 
Stellantis Foundation, which will work with a grant-making 
organization to conduct a thorough review and validation of all 
NGOs consistent with our code of conduct and all laws in order to 
guard against reputational risk. 
	▪Stellantis may identify qualified employee volunteer 
opportunities based on the qualified grants advised by the 
Stellantis Foundation. 
	▪Employees could be engaged to volunteer for projects to 
reinforce their sense of belonging. 
GRI 2-29
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7.3.4 GOVERNANCE AND DECISION BODIES TO LEAD ACTIONS
Stellantis philanthropic activities are organized in three channels: 
The Stellantis Foundation is the philanthropic arm of Stellantis. The Stellantis Foundation (formerly known as “FCA 
Foundation” renamed in 2022) is a separate legal entity under U.S. IRS regulations, In 2023, the Stellantis Foundation will 
administer the global grantmaking program and will develop a process to allow consideration of employee-nominated 
projects. Under the leadership of Foundation Chairman, John Elkann, a board of Trustees governs the Stellantis Foundation. 
They approve the philanthropy strategy and the main engagement areas and they select the projects to advise for funding. 
Stellantis makes an annual donation to the Stellantis Foundation.
Corporate donations to NGOs or NPOs for emergency aid (COVID-19 pandemic, humanitarian to Ukraine), social issues 
or business related activities in the communities in partnership with charities are proposed for 2022 by the Head of 
Philanthropy or relevant EVPs to the CEO for approval. 
Employee volunteerism is under the responsibility of the Chief Human Resources & Transformation Officer, member 
of the Top Executive Team. These programs are aligned with the Philanthropy strategy and shared with regional and 
country HR teams. 
GRI 413-1
2022 STELLANTIS KEY FIGURES
€19.7 mln
Dedicated to 
philanthropic projects
124
Philanthropic 
projects supported
4,779
Hours volunteered 
by employees
In 2022, Stellantis demonstrated its corporate citizenship and supported 124 philanthropic projects (versus 100 in 2021) 
around the world through our corporate foundation and direct corporate giving for a total amount of €19,7 million (versus 
€14,4 million. in 2021). Stellantis managed the transition to the new philanthropic focus. We mainly continued to support 
multi-year projects that started before the merger. The legacy charitable entities managed their former commitments on 
the basis of their previous governance. 
The 2022 year was dedicated to the redesign and reorganization of the philanthropy strategy and activities including 
working on proposals for a new governance structure. The new philanthropy ambition engagement areas will be 
announced in 2023.
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7.3.5 POLICIES TO EXECUTE THE STRATEGY
Stellantis charitable donations
Stellantis supports the vulnerable in our communities with two types of projects:
	
■Educational projects that meet the needs and expectations of the communities with a focus on STEM and literacy
	
■Mobility projects that lift the barriers to access to education and employment.
Stellantis philanthropy strategy contributes to some of the United Nations Sustainable Development Goals (SDG). 
The social contributions focused on education to empower people and build resilient communities with effects that can 
extend generations into the future. Investments were made in programs that generated meaningful and measurable 
impact in our communities, with an emphasis on STEM, literacy education improvement and problem-solving and in youth 
development .
In 2022, Stellantis corporate giving initiatives and charitable contributions were made to support local community needs in 
the countries where Stellantis operated. Donations were made in healthcare, disaster relief, environment protection and 
conservation, veterans support and community events including support of Ukrainian refugees and civilians displaced by 
the war in the Ukraine .
Employee volunteerism: 
Stellantis encourages employees to address the societal needs of the communities in which they live and work through 
employee volunteerism programs . In 2021, these programs focused on quality education and creating sustainable cities 
and communities were proposed in 3 regions North America, South America, and China. In 2022, they were expanded 
in the other regions India Asia Pacific, Enlarged Europe and Middle East Africa through pilot programs. The volunteer 
engagement areas are: 
	
■Education (STEM, mentoring, tutoring and literacy) 
	
■Basic needs (food security, shelter & clothing, natural disasters) 
	
■Environment (Invasive species, watershed, conservation, gardens) 
	
■Resilient and sustainable communities (beautification, house builds, cultural heritage)
713 employees (versus 1,117 in 2021) around the world supported 59 projects (versus 47 projects in 2021) representing more 
than 4,779 hours of working time versus 6,249 hours of working time in 2021. 
 For more information refer to 7.3.7
 For more information refer to 7.3.7.1
 For more information refer to 3.1.7
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7.3.6 ORGANIZATION AND RESOURCES
Stellantis has a diversified approach to corporate citizenship and uses different types and categories of donations 
to support communities in the most efficient way. In 2022, many Stellantis entities, under the control of the 
philanthropy team, donated to NGOs or non-profit organizations to help the people in need in the communities 
where we operate. Depending on the goals of the project proposed by NGOs, the donations may be annual or 
multi-year.
Resources by type and category of donations
Year
Monetary contributions
 in €
In-kind giving
 in €
Working time spent 
volunteering by employee
in €
Overhead expenses
in €
Total
%
Charitable donations 
2022
1,128,653
‘-
187,428
494,504
1,810,585
9%
2021
5,836,917
216
107,731
763,234
6,708,098
44%
Community 
investments 
2022
14,987,544
1,225
‘-
‘-
14,988,770
74%
2021
1,546,279
‘-
2,870
‘-
1,549,149
10%
Commercial initiatives 
in partnership with 
charities
2022
3,329,805
79,425
‘-
‘-
3,409,230
17%
2021
5,832,088
206,227
872,962
‘-
6,911,277
46%
Total
2022
19,446,002
80,650
187,428
494,504
20,208,584
100%
2021
13,215,285
206,442
983,563
763,234
15,168,524
100%
%
2022
96%
—%
1%
2%
100%
2021
87%
1%
6%
5%
100%
GRI 203-1
GRI 203-2
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8 APPENDIX
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
7 HUMAN RIGHTS
7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
7.3.7 MAIN INITIATIVES, ACHIEVEMENTS AND RESULTS 
Stellantis intends to have philanthropic initiatives that are designed to make the world and society a better place. 
In 2022, Stellantis has focused its projects on emergency aid, education philanthropic initiatives and employee volunteerism 
program. The Stellantis achievements support our focus to create positive social and environmental impacts.SDG 4: QUALITY EDUCATIONSDG 11: SUSTAINABLE CITIES AND COMMUNITIESSDG 13: CLIMATE ACTION
GRI 413-1
85%
EDUCATION
41 PROJECTS - € 16,621,929
10%
ENVIRONMENTAL, CULTURAL, SOCIAL URGENCY, FOOD DISTRIBUTION 
(INCLUDING PREVENTING NUTRITIOUS FOOD WASTE), AND OTHERS
79 PROJECTS - € 2,022,359
5%
EMERGENCY AID
4 PROJECTS - € 1,069,792
7.3.7.1 SUPPORT TO EMERGENCY AID
Support to Ukraine
Stellantis mobilized in March 2022 to help Ukrainians, we donated €1 million in humanitarian aid to support the Ukrainian 
refugees and civilians displaced by the war . 
This donation to Polish Humanitarian Action helped thousands of war victims with immediate humanitarian needs, 
including food and hygiene kits, as well as cash assistance. It also includes activities like psychological support, support for 
internally displaced people and centers helping internally displaced people, or the distribution of food and hygiene parcels. 
Flood victims' assistance in Brazil 
In 2022, Heavy rains hit the region near the Stellantis Goiana plant and Porto Real factory putting many families out of 
their home. Stellantis South America supported almost 3,000 homeless families through the donation of food, personal 
items, cleaning items, pillows and blankets. The Fiat Dealership Network also participated by mobilizing customer 
donations in favor of the victims. 
 PRESS RELEASE
Stellantis Donates €1 Million to 
Ukrainian Refugees and Civilians
https://www.stellantis.com/en/news/press-
releases/2022/march/stellantis-donates-
1-million-to-ukrainian-refugees-and-
civilians#:~:text=March%202%2C%202022%20
Stellantis%20Donates%20%E2%82%AC1%20
Million%20to,refugees%20and%20civilians%20
displaced%20by%20the%20current%20crisis.
Total monetary values and number of projects distributed by focus areas in 2022
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7 ENSURING PROTECTION OF HUMAN RIGHTS AND SUPPORTING A BALANCED ECONOMIC DEVELOPMENT OF TERRITORIES
7.3.7.2 SOCIALLY RESPONSIBLE EDUCATIONAL PROJECTS
Scientific Education
Unveiled in 2019 in Geneva, Switzerland, CERN  is a Science Gateway project, a hub for scientific education and culture. 
In 2021, CERN held a first stone ceremony attended by Stellantis Chairman John Elkann, as the next step in the creation 
of the Science Gateway. Supported by the FCA Foundation, the ambitious and innovative Science Gateway project is 
expected to raise awareness, curiosity and passion for science. CERN will offer a variety of spaces and activities, with 
exhibitions explaining the secrets of nature, the very small elementary particles and the very large structure and evolution 
of the universe. The exhibitions will feature CERN's accelerators, experiments and computing, how scientists use them in 
their exploration and how CERN technologies benefit society. Hands-on experimentation will be a key part of the Science 
Gateway's educational program, allowing visitors to experience first-hand what it is like to be a scientist. The immersive 
activities available in the Science Gateway will foster critical thinking, evidence-based assessment and use of the scientific 
method, which are important tools in all walks of life. The building supported through the grant is expected to be ready in 
May 2023. The school project also is progressing, with plans to train the first 100 teachers in Spring 2023. 
Employment development skills
In 2022 a Stellantis Foundation grant supported 80 high-school-level FIRST Robotics teams, many mentored by Stellantis 
employees, as well as the state championship event in Michigan. The Foundation served as volunteer sponsor of the 
event, attended by 4,800 students on 160 teams and 2,200 engineers, mentors, volunteers and spectators. FIRST(For 
inspiration and Recognition of Science and technology) is an international program designed to increase student interest 
in STEM activities and encourage students to pursue a career or skilled trade in a STEM-related field. 
Mentoring program 
Stellantis, together with the non-profit association Instituto Árvore da Vida, supports Árvore da Vida (Tree of Life) the 
social project in the Jardim Teresópolis community, near the Stellantis plant in Betim (Brazil). The program, which began in 
2004, aims to promote social, cultural and economic growth of independence and empowerment of local residents while 
providing support for the children and their families. In this after-school project there are two main areas of focus, one is 
professional inclusion and the other is social inclusion through cultural development. Children ages 2 to 17 participated in 
various training programs to prepare them for professional development and employment. The children also participated 
in cultural activities such as music classes and choir. Youth learn collaboration, teamwork, public speaking and other soft 
skills. 2021 marked the 17th anniversary of this project. More than 23,600 people have benefited from the program since 
its inception. In 2022, the project launched a new Coworking Space with the aim of promoting integration and learning for 
program beneficiaries and community members. In its first year, Coworking trained 30 community leaders in social project 
management and became a reference in the neighborhood as a place to discuss challenges, develop projects and engage 
people who want to improve the quality of life in their community. 
Go to CERN website 
https://home.cern/search/node?keys=FCA
People who have benefited from the 
mentoring program
>23,600
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7.3.7.3 EMPLOYEE VOLUNTEERISM PROGRAM
North America 
For four years, Stellantis has supported the United Service Organizations Inc. (USO) through its employee volunteerism 
program. The USO strengthens the United States’ military members throughout their service, connecting them to family, 
home and country. In 2022, nearly 150 Stellantis employees teamed up with the USO, dedicating approximately 700 total 
hours to assemble 10,033 care packages to be distributed to U.S. troops deployed overseas.
South America
In Brazil, Stellantis has partnered with Formare - a kids education program - for the last 14 years. Employees started 
a nine-month program with FORMARE in 2022 to offer a professional and quality education to young people in need. 
Ten Stellantis volunteers have committed a total of 200 hours to more than 20 students who are a part of the program.
Middle East & Africa
Forty-five Stellantis employees organized a special project in a new collaboration with the Moroccan Association for the 
Support of the Orphan. Employees spent 360 hours renovating the orphanage's main cafeteria, establishing a library and 
gathering school supplies to benefit approximately 180 kids.
Enlarged Europe
In 2022, Stellantis employees in the U.K. connected for the first time with Coventry Holiday Activities and Food (HAF). 
HAF provides free activities, experiences and food for eligible children and young people during school holidays. 
Approximately 26 employees spent 84 total hours packing, wrapping and delivering activity boxes to local children with 
special needs.
EMPLOYEE 
VOLUNTEERISM
 PROGRAM
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8 APPENDIX
8APPENDIX
8.1 REPORTING SCOPE AND METHODOLOGY
463
8.1.1 methodology for building the CSR reporting perimeter
463
8.1.2 Breakdowns of information provided
465
8.2 INDEXES
466
8.2.1 TCFD
466
8.2.2 SASB
467
8.2.3 ISO 26000
469
8.2.4 Global Reporting Initiative (GRI) content index
471
8.2.5 UN GLOBAL COMPACT principles index with related GRI codes
479
8.2.6 DPEF
481
8.3 AUDITOR’S REPORT
485
8.4 SAFE HARBOR STATEMENT
491
8.5 ABOUT THIS REPORT
492
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8 APPENDIX
8.1 Reporting scope and methodology
Stellantis consolidates and publishes indicators according to three guiding principles: being transparent, being thorough 
and providing high-quality information. 
The definitions of calculation rules or reference conventions used are international standards. Reference guides specifying 
the methodologies, definitions and calculation procedures are used by the reporting contributors to ensure the quality 
and consistency of the consolidated information. Unless otherwise indicated, all data presented in the report refers to the 
International System of Units and may be subject to rounding.
Information presented in the report, follows a Pro Forma approach which has been prepared to give effect to completion 
of the merger of PSA and FCA to create Stellantis, which was completed on January 17, 2021, as if it had been completed 
on January 1, 2020.
The normalization factor for manufacturing activities adopted in chapters 2.6, 6.4, 6.5 and 6.6 is 5,768 thousand 
vehicles produced.
In this report, unless otherwise specified, the terms “we”, “our”, “us”, ”its”, “Company” and “Stellantis” refer to Stellantis 
N.V., together with its subsidiaries and its predecessor prior to the completion of the merger of Fiat Chrysler Automobiles 
N.V. with Peugeot SA or any one or more of them, as the context may require.
8.1.1 METHODOLOGY FOR BUILDING THE CSR REPORTING PERIMETER
The CSR scope of reporting is set up from the financial scope of reporting.
The CSR scope of reporting covers the fully consolidated companies (consolidated line by line) and does not consider entities 
accounted for by the equity method or valued at cost in the consolidated financial statements, except where noted.
Selected entities or specific sites are excluded from the scope of reporting for some CSR issues. This is attributable to 
the inability to obtain data of satisfactory quality, or to immateriality in relation to the Company as a whole, or to newly-
acquired entities or activities that are not fully operational, in the start up phase, under dismissal or sold during the 
reporting year. For this reason, to determine the CSR scope of reporting, different filters are applied.
For more information on Stellantis entities included in the consolidated financial statements, refer to the 2022 Annual 
Report, available on the corporate website .
For environmental-related information included in sections 2.6 and 6.3-6.7 of this Report, the following definitions are applied:
	
■“Manufacturing”: relates to plants activities and includes also proving grounds and technical, R&D and ICT centers.
	
■“Retail”: relates to Company-owned sales and after-sales activities, retail offices (such as import subsidiaries) and 
logistics activities (spare parts warehouses and distribution centers).
GRI 3-2
SASB-000A
GRI 3-1
Read more  
https://www.stellantis.com/en/investors/
reporting/financial-reports
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8 APPENDIX
8 APPENDIX
The sites included in the definitions above, are assessed to determine the inclusion in the scope of reporting against 
specific thresholds based on: number of employees working onsite, size (m2) and other criteria.
A selection of sites in the Retail group, apply a different reporting period (November 1 - October 31) to allow data collection 
and validation by the time of the release of this Report.
Information related to vehicles and services offered to customers, such as those presented in sections 2.5 and 4.1-4.3 of 
this Report, may include data on vehicles produced and/or service offered by unconsolidated joint ventures.
References to "customer" as used in this Report refer to the end user of our products or services.
For human resources-related information included in Chapter 3, workforce KPIs are based on the CSR scope 2022. 
Legal entities joining Stellantis less than six month ago or out from the HR consolidation tool are not taken into account.  
Comau:
The non-financial information related to the subsidiary Comau is not included in Stellantis consolidated non-financial 
statement, since Comau significance is not material to the whole. The impact on main industrial issues (water, energy, 
GHG emission, air emission and waste) is not material, meanings lower than 5%.
Some entities published their own report.
Aramis:
The non-financial information related to the subsidiary Aramis, that counts 1,800 employees, is not included in Stellantis 
consolidated non-financial statement, since Aramis significance is not material to the whole. Aramis represents less than 
1% of total turnover, total headcount and total GHG emissions of Stellantis consolidated data. Consequently, the non-
financial information of Aramis has no impact on the consolidated statement established by Stellantis. It cannot affect the 
sincerity and the conformity of the Stellantis consolidated statement with regards to the applicable law (NFRD). 
In addition, as Aramis has its own risk management, policies, and set of KPIs that are specific to its activities, the efforts 
to report Aramis non-financial information in accordance with Stellantis frameworks would not be in proportion, taking in 
consideration Aramis’ representativity of less than 1%.
Nevertheless, transparency duty is fulfilled as, being a listed company, Aramis publishes its own Registration Document 
in accordance with the NFRD: Regulated information - Aramis Group . Thus, interested stakeholders can access to the 
required information.
Regulated information - Aramis Group  
https://aramis.group/investors/regulated-
information/
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8 APPENDIX
8 APPENDIX
8.1.2 BREAKDOWNS OF INFORMATION PROVIDED
Segments
Stellantis activities are carried out through six reportable segments: five regional vehicle segments and Maserati. These 
reportable segments reflect the operating segments of the Company that are regularly reviewed by the Chief Executive 
Officer, who is the “chief operating decision maker”, for making strategic decisions, allocating resources and assessing 
performance, and that exceed the quantitative threshold provided in IFRS 8 – Operating Segments (“IFRS 8”), or whose 
information is considered useful for the users of the financial statements.
The Company’s five regional vehicle reportable segments deal with the design, engineering, development, manufacturing, 
distribution and sale of passenger cars, light commercial vehicles and related parts and services in specific geographic areas: 
	
■North America (U.S., Canada and Mexico), 
	
■South America (including Central America and the Caribbean islands), 
	
■Enlarged Europe (primarily the countries of the European Union, United Kingdom and Russia), 
	
■Middle East and Africa (primarily Turkey, Morocco, Egypt and Algeria) and 
	
■China and India & Asia Pacific (Asia and Pacific countries). 
The Company's global luxury brand reportable segment, Maserati, deals with the design, engineering, development, 
manufacturing, worldwide distribution and sale of luxury vehicles under the Maserati brand.
Other activities includes the results of our cast iron and aluminum components business, our financial services activities, 
as well as the activities and businesses that are not operating segments under IFRS 8.
The breakdown by segments is adopted in a limited set of data within this Report.
Geographical Areas 
In order to simplify the understanding of the reader, the majority of information is provided considering the geographical 
distribution of where activities are located to reflect where impacts occur.
For this reason, the Maserati and Other sectors’ information are realigned into the 5 geographic areas:
	
■North America (U.S., Canada and Mexico), 
	
■South America (including Central America and the Caribbean islands), 
	
■Enlarged Europe (primarily the countries of the European Union, United Kingdom and Russia), 
	
■Middle East and Africa (primarily Turkey, Morocco, Egypt and Algeria) and 
	
■China and India & Asia Pacific (Asia and Pacific countries). 
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8 APPENDIX
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8.2 Indexes
8.2.1 TCFD
The following table provides the correspondence between the Task Force on Climate-related Financial Disclosures (TCFD) 
recommendations and the content of the present Report.
THEMATIC
TCFD RECOMMENDATIONS
RELEVANT SECTIONS 
OF THIS CSR REPORT
STATUS / 
COMPLETION LEVEL
Governance (G)
Disclose the organization’s 
governance around climate-related 
risks and opportunities.
Ga. Describe the board’s oversight of climate-related risks and 
opportunities.
2.4
FULL
Gb. Describe management’s role in assessing and managing 
climate-related risks and opportunities.
2.4
FULL
Strategy (S)
Disclose the actual and potential 
impacts of climate-related risks and 
opportunities on the organisation’s 
businesses, strategy and financial 
planning where such information is 
material.
Sa. Describe the climate-related risks and opportunities 
the organization has identified over the short-, medium- and long-term.
2.3
FULL
Sb. Describe the impact of climate-related risks and opportunities on 
the organization’s businesses, strategy and financial planning.
2.3 / 2.5 / 2.6 / 2.7
Financial elements to be found in Taxonomy section 
of the Annual Report 
PARTIAL
Sc. Describe the resilience of the organization’s strategy, taking into 
consideration different climate-related scenarios, including a 2°C or 
lower scenario.
2.3 / 2.5 / 2.6 / 2.7
PARTIAL
Risk management (R)
Disclose how the organization 
identifies, assesses and manages 
climate-related risks.
Ra. Describe the organization’s processes for identifying and assessing 
climate-related risks.
1.2 / 2.3 and Risk Management section of the 
Annual Report 
PARTIAL
Rb. Describe the organization’s processes for managing climate-related 
risks.
2.3
PARTIAL
Rc. Describe how processes for identifying, assessing, and managing 
climate-related risks are integrated into the organization’s overall risk 
management.
1.2 / 2.3
PARTIAL
Metrics and targets (M)
Disclose the metrics and targets 
used to assess and manage relevant 
climate-related risks and 
opportunities where such 
information is material.
Ma. Disclose the metrics used by the organization to assess 
climate-related risks and opportunities in line with its strategy and risk 
management process.
2.5.3 / 2.5.4 / 2.6.3 / 2.6.4 / 2.7.3 / 2.7.4
FULL
Mb. Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse 
gas (GHG) emissions, and the related risks.
2.5.4 / 2.6.4 / 2.7.4
FULL
Mc. Describe the targets used by the organization to manage 
climate-related risks and opportunities and performance against targets.
2.2
FULL
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8 APPENDIX
8 APPENDIX
8.2.2 SASB
The following table provides the correspondence between the SASB Transportation Standard index and information 
disclosed in the present report.
References to the Automotive industry ESG reporting of the SASB (Sustainability Accounting Standards Board) are 
denoted by: SASB-XXXx.x
ACCOUNTING METRIC
CODE
1
2022 RESULTS
2021 RESULTS
RELEVANT SECTIONS 
OF THIS CSR REPORT
Activity
Number of vehicles manufactured
SASB-000.A
5,768 thousand
5,687 thousand
8.1
Number of vehicles sold
2
SASB-000.B
5,852 thousand
6,604 thousand
2.5.4
Product Safety
Percentage of vehicle models rated by NCAP programs 
with and overall 5-star safety rating, by region
SASB-250a.1
NA
7
NA
7
Number of safety-related defect complaints, 
percentage investigated
SASB-250a.2
NA
7
NA
7
Number of vehicles recalled
3
SASB-250a.3
14,708 thousand
3,003 thousand
4.3.7
a.Mandatory recalls
0
0
4.3.7
b.Voluntary recalls
All 139 recall campaigns carried out 
in 2022 were voluntary
All 124 recall campaigns 
carried out in 2021 were 
voluntary
4.3.7
Labor Practices
Percentage of active workforce covered under 
collective bargaining agreements
SASB-310a.1
89%
87%
3.1.4
Number of work stoppages and total days idle
SASB-310a.2
Number of work stoppages: 1
Total days idle: 1,100
Reason: requests for equipment to 
be repaired/purchased, tempered 
air/cooling, uniforms and cleanings.
Corrective actions: the parties 
met and resolved the outstanding 
issues.
Impact on operations: 1 full day of 
production lost.
0
3.1.7
1 The standard codification of the SASB indicators in the format SASB TR-AU-XXXx.x is simplified into SASB-XXXx.x.
2 Sales figures are “sales to customers” based on Stellantis operational reporting tools.
3 Detail on notable campaigns is available in 4.3.7 .
4 Official information from French Authorities on French scope only. Data is only available with 1.5 years delay.
5 Official information from Europe only.
6 Sum of zero emission vehicles and plug-in hybrid vehicles.
7 NA: Information is Not Available.
8 Additional details on scope of reporting and calculation methodologies by region is provided in FY2022 CSR Report, table 2.5.4.1 .
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8 APPENDIX
8 APPENDIX
ACCOUNTING METRIC
CODE
1
2022 RESULTS
2021 RESULTS
RELEVANT SECTIONS 
OF THIS CSR REPORT
Fuel Economy 
and Use-phase 
Emissions
Sales-weighted average passenger fleet fuel 
economy, by region (gCO2km, mpg, MJ/km, L/100km)
8
SASB-410a.1
2.5.4.1
European Union 27 + Norway + Iceland (gCO2/km) 
(gCO2km)
M1 (Passenger Cars)
105.5 gCO2/km
114.8 gCO2/km
2.5.4.1
N1 (Light Commercial 
Vehicles)
168 gCO2/km
189 gCO2/km
United States (mpg)
Passenger Cars 
domestic
27.2 mpg
27.7 mpg
2.5.4.1
Passenger Cars import
30.7 mpg
32.3 mpg
Light Duty Trucks
27.0 mpg
26.9 mpg
Brazil (MJ/km)
Total Stellantis
1.7MJ/km
1.9 MJ/km
2.5.4.1
China (L/100km)
Total domestic
5.4 L/100km
6.7 L/100km
2.5.4.1
Total import
9.1 L/100km
10.1 L/100km
Total Stellantis
6.0 L/100km
7.3 L/100km
Number of (1) zero emission vehicles (ZEV), (2) hybrid 
vehicles, and (3) plug-in hybrid vehicles sold
SASB-410a.2
823,856	
393,720
6
2.5.4.2
zero emission vehicles
288,167	
206,339	
2.5.4.2
hybrid vehicles
311,637	
NA
7
2.5.4.2
plug-in hybrid vehicles
224,052	
187,381	
2..5.4.2
Discussion of strategies and approach to managing 
fleet fuel economy and emissions risks and 
opportunities
SASB-410a.3
Disclosed
Disclosed
2.3 / 2.4 / 2.5 / 6.2
and related sub sections
Materials 
Sourcing
Description of the management of risks associated 
with the use of critical materials
SASB-440a.1
Disclosed
Disclosed
6.1.3 / 7.1.3 / 7.2.3
Materials 
Efficiency and 
Recycling
Total amount of waste from manufacturing (tons)
Percentage recycled (%)
SASB-440b.1
273,597
69%
273,850
66%
6.4.2 / 6.4.4.1 / 6.4.5
Weight of end-of-life material recovered (tons)
Percentage recycled (%)
4
SASB-440b.2
23,047
88%
40,996
87%
6.1.7.6
Average recyclability of vehicles sold (percentage %) 
by sales-weighted tons (Gt)
5
SASB-440b.3
All the Company’s vehicles in 
Europe are 95% recoverable and 
85% recyclable
All the Company’s vehicles in 
Europe are 95% recoverable 
and 85% recyclable
6.1.7.4
1 The standard codification of the SASB indicators in the format SASB TR-AU-XXXx.x is simplified into SASB-XXXx.x.
2 Sales figures are “sales to customers” based on Stellantis operational reporting tools.
3 Detail on notable campaigns is available in 4.3.7 .
4 Official information from French Authorities on French scope only. Data is only available with 1.5 years delay.
5 Official information from Europe only.
6 Sum of zero emission vehicles and plug-in hybrid vehicles.
7 NA: Information is Not Available.
8 Additional details on scope of reporting and calculation methodologies by region is provided in FY2022 CSR Report, table 2.5.4.1 .
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2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
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8 APPENDIX
8.2.3 ISO 26000
The following table provides the correspondence between the Core subjects of ISO 26000 and the content of the present Report.
The items required by ISO 26000 standard are indicated hereinafter using the following icon: Stake 1, Stake 2, etc.
CORE SUBJECTS AND ISSUES/CHALLENGES
RELEVANT SECTIONS OF THIS CSR REPORT
Core subject
Organizational governance 
1.3 / 2.4 / 3.1.4 / 3.2.4 / 3.3.4 / 3.4.4 / 4.1.4 / 4.2.4 / 4.3.4 / 5.1.4 / 5.2.4 / 5.3.4 / 6.1.4 / 
6.2.4 / 6.3.1 / 7.1.4 / 7.2.4 / 7.3.4 
Core subject
Human rights
7.1 / 7.2
Stake 1
Due diligence
1.1.4.4 / 2.5.3 / 3.1.5 / 3.1.7 / 5.1.2 / 5.1.3 / 5.1.4.3 / 5.1.5.1 / 5.1.7 / 6.1.3 / 7.1.1 / 7.1.3 / 7.1.4 / 
7.1.5 / 7.1.7.3 / 7.1.8.1 / 7.2 / Vigilance Plan
Stake 2
Human rights risk situations
1.1.4.4 / 3.1.5 / 7.2.3 / 7.2.7 / Vigilance Plan
Stake 3
Avoidance of complicity
5.1.4 / 5.1.5 / 5.1.7 / 7.1.5 / 7.1.6 / 7.1.7 / 7.1.8 / 7.2.4 / 7.2.5 / 7.2.6 / 7.2.7 / 7.2.8 / 
Vigilance Plan
Stake 4
Resolving grievances
3.1.7
Stake 5
Discrimination and vulnerable groups
7.1.7 / 7.1.8 / 7.2.7 / 7.2.8   
Stake 6
Civil and political rights
3.1.4 / 3.1.5 / 3.1.7 / 3.3.5 / 3.3.7 / 5.1.5.1
Stake 7
Economic, social and cultural rights
3.3 / 7
Stake 8
Fundamental principles and rights at work
3.1.4 / 3.1.5 / 3.4.6 / 3.4.7 / 5.1.5.1 / 7.1 / 7.2 
Core subject
Labor practices
3
Stake 9
Employment and employment relationships
3
Stake 10
Conditions of work and social protection
3.2.8 / 3.3.7 / 3.4.8
Stake 11
Social dialogue
1.1.4.3 / 1.2.1 / 1.2.4 / 3.1 / 3.3.5 
Stake 12
Health and safety at work
3.4
Stake 13
Human development and training in the workplace
3.2 / 3.3
Core subject
The environment
2 / 6
Stake 14
Prevention of pollution
2 / 6 / 7.1
Stake 15
Sustainable resource use
2.6 / 6.1 / 6.4 / 6.6 
Stake 16
Climate change mitigation and adaptation
2
Stake 17
Protection of the environment, biodiversity and restoration 
of natural habitats
6.7
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
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CORE SUBJECTS AND ISSUES/CHALLENGES
RELEVANT SECTIONS OF THIS CSR REPORT
Core subject
Fair operating practices
5 / 7
Stake 18
Anti-corruption
5.1 / 7.1
Stake 19
Responsible political involvement
5.1.4.2
Stake 20
Fair competition
5.1 / 5.3.1 
Stake 21
Promoting corporate responsibility in the value chain
1
Stake 22
Respect for property rights
5.1 / 5.2
Core subject
Consumers issues
4 / 5.2 / 5.3
Stake 23
Fair marketing, factual and unbiased information and fair 
contractual practices
5.3
Stake 24
Protecting consumer health and safety
4.3 / 6.2 / 6.3 / 6.5 / 6.6 / 6.7  
Stake 25
Sustainable consumption
2.5 / 5.3/  6.1 / 6.4 / 6.6
Stake 26
Consumer service, support and complaint and dispute 
resolution
4.2
Stake 27
Consumer data protection and privacy
5.2
Stake 28
Access to essential services
4.1.7 / 4.2.6.2 / 4.2.7 
Stake 29
Education and awareness
5.3
Core subject
Communities and local development
7
Stake 30
Community involvement
7.1 / 7.2 / 7.3  
Stake 31
Education and culture
1.1.4.5 / 3.1.6 / 3.1.7 / 3.3.7 / 6.6.3 / 6.7.3.2 / 6.7.4 / 7.3
Stake 32
Employment creation and skills development
3.1 / 3.2 / 7.1 / 7.2 / 7.3
Stake 33
Technology development and access
2.5.2 / 2.5.3.2
Stake 34
Wealth and income creation
3.1.6 / 3.1.7 / 3.2.5 / 3.2.7 / 3.2.8 / 7
Stake 35
Health
 7.3.6 / 7.3.7
Stake 36
Social investment
3.4.7 / 3.4.8 / 7.1.6 / 7.1.7 / 7.3
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
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8.2.4 GLOBAL REPORTING INITIATIVE (GRI) CONTENT INDEX
This report has been prepared with reference with the GRI Sustainability Reporting Standards published in 2016, modified in 2021.
The items required by GRI standards are indicated in this report using the following icon: GRI XXX-XX
Selected information has been validated by the independent audit firm Grant Thornton .
 For the detailed report refer to 8.4
Statement of use
Stellantis has reported the information cited in this GRI content index for the period January 1 - December30, 2022 with reference to the GRI Standards.
GRI 1 used
GRI 1: Foundation 2021
GRI STANDARD
DISCLOSURE
LOCATION
General disclosures
GRI 2: General Disclosures 2021
2-1 Organizational details
8.5
2-2 Entities included in the organization’s sustainability reporting
8.1.1
2-3 Reporting period, frequency and contact point
8.5
2-4 Restatements of information
3.2.2 / 3.2.8 / 3.3.8
2-5 External assurance
8.3
2-6 Activities, value chain, and other business relationships
1.1.1
2-7 Employees 
1.1.2 / 3.1.7 / 3.1.8
2-8 Workers who are not employees
3.1.7 / 3.1.8
2-9 Governance structure and composition
1.3.2
2-10 Nomination and selection of the highest governance body
1.3.2 / 5.1.4.1
2-11 Chair of the highest governance body
1.3.2 and Corporate Governance section of the Annual Report 
2-12 Role of the highest governance body in overseeing the management of impacts
1.1.3
2-13 Delegation of responsibility for managing impacts
1.3.3
2-14 Role of the highest governance body in sustainability reporting
1.3.2
2-15 Conflicts of interest
5.1 / 7.1.8.1
2-16 Communication of critical concerns
7.2.7
2-17 Collective knowledge of the highest governance body
5.1.4.1
2-18 Evaluation of the performance of the highest governance body
5.1.4.2 / 5.1.4.3
2-19 Remuneration policies
2.4.3 / 3.1.5 / 5.1.3.2 / 5.1.4.2 and Remuneration report section 
in the Annual Report 
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5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
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GRI STANDARD
DISCLOSURE
LOCATION
Economic performance
2-20 Process to determine remuneration
2.4.3 / 5.1.4.2 and Remuneration report section in the Annual Report 
2-21 Annual total compensation ratio
Remuneration report section in the Annual Report 
2-22 Statement on sustainable development strategy
0.2 Message from chairman and CEO
2-23 Policy commitments
1.3 / 2.4.2
2-24 Embedding policy commitments 
2.6.1 / 2.7.1 / 3.1.5 / 3.2.5 / 3.3.5 / 3.4.5 / 4.1.5 / 4.2.5 / 4.3.5 / 5.1.5 / 5.2.5 / 5.3.5 / 
6.1.5 / 6.2.5 / 6.2.5.1 / 6.3.5 / 7.1.5 / 7.2.5 / 7.3.5
2-25 Processes to remediate negative impacts
3.1.7 / 7.2.7 / Vigilance Plan
2-26 Mechanisms for seeking advice and raising concerns
5.3.4
2-27 Compliance with laws and regulations
5.1 and Legal proceedings section of the Annual Report 
2-28 Membership associations
5.1.5 / 7.1.1 / 7.2.3 / 7.2.7
2-29 Approach to stakeholder engagement
1.1.3
2-30 Collective bargaining agreements
3.1.4 / 3.1.5
201-1 Direct economic value generated and distributed
1.1.4
201-2 Financial implications and other risks and opportunities due to climate change
1.1.4
201-3 Defined benefit plan obligations and other retirement plans
3.2.6 / 3.2.7.4 and Note 20. Employee benefits liabilities 
in the Annual Report 
201-4 Financial assistance received from government
1.1.4.6 and Government grants in Notes to the consolidated financial 
statements in the Annual Report  
Indirect economic impacts
203-1 Infrastructure investments and services supported
1.1.4
203-2 Significant indirect impacts
1.1.1 / 1.1.4
Local communities
413-2 Operations with significant actual and potential negative impacts on local 
communities
6.3.3.2 / 6.6.1 / 6.6.4 / 6.6.5 / 6.7.4 / Vigilance Plan
Socioeconomic compliance
419-1 Non compliance with laws and regulations in the social and economic area
2.5.3.1 / 3.1.7 / 3.3.7 / 5.1.4.3 / 5.2.7 / 5.3.2 and Legal Proceedings section 
in the Annual Report  
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
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GRI STANDARD
DISCLOSURE
LOCATION
Material topics
GRI 3: Material Topics 2021
3-1 Process to determine material topics
1.2.2 / 1.2.3
3-2 List of material topics
1.2.1
Vehicle CO2 emissions
GRI 3: Material Topics 2021
3-3 Management of material topics
2.5 / 2.5.1 / 2.5.2 / 2.5.3 / 2.5.4 / Vigilance Plan
GRI 302: Energy
302-2 Energy consumption outside the organization
2.3
302-5 Reductions in energy requirements of products and services
2.5.3 / 2.5.3.2.3 / 2.5.3.2.4 / 2.5.3.3 / 2.5.3.4
GRI 305: Emissions
305-3 Other indirect (Scope 3) GHG emissions
2.5.4 / 2.7
305-5 Reduction of GHG emissions
2.5.1 / 2.5.2.2
Industrial and sites carbon footprint
GRI 3: Material Topics 2021
3-3 Management of material topics
2.6.1 / 2.6.2 / 2.6.3.2 / 2.6.3 / 2.6.4 / Vigilance Plan
GRI 302: Energy
302-1 Energy consumption within the organization
2.6.3.1 / 2.6.4.2
302-3 Energy intensity
2.6.4.1
302-4 Reduction of energy consumption
2.6.3.3 / 2.6.3.4
GRI 305: Emissions
305-1 Direct (scope 1) GHG emissions
2.6.3.1 / 2.6.4.1
305-2 Energy indirect (scope 2) GHG emissions
2.6.3.1 / 2.6.4.1
305-4 GHG emissions intensity
2.6.3.1
305-5 Reduction of GHG emissions
2.6.3.2
Carbon footprint of the supply chain: purchasing and logistics
GRI 3: Material Topics 2021
3-3 Management of material topics
2.7.1 / 2.7.2 / 7.1.4 / Vigilance Plan
GRI 302: Energy
302-2 Energy consumption outside of the organization
2.7.3 / 2.7.4
GRI 305: Emissions
305-3 Other indirect (scope 3) GHG emissions
2.7
305-4 GHG emissions intensity
2.7.3 / 2.7.4
305-5 Reduction of GHG emissions
2.7.3.2
GRI 308: Supplier environmental 
assessment
308-1 New suppliers that were screened using environmental criteria
7.1.7.3
308-2 Negative environmental impacts in the supply chain and actions taken
2.7.3.2 / 7.1.8.1
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
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GRI STANDARD
DISCLOSURE
LOCATION
Management of Company transformations and social dialogue
GRI 3: Material Topics 2021
3-3 Management of material topics
3.1.1 / 3.1.3 / 3.1.4 / 3.1.5 / 3.1.6 / 3.1.7 / 3.1.8 / Vigilance Plan
GRI 401: Employment
401-1 New employee hires and employee turnover
3.1.7 / 3.1.8 / 3.2.3
GRI 402: Labor management 
relations
402-1 Minimum notice periods regarding operational changes
3.1.4
GRI 407: Freedom of association 
and collective bargaining
407-1 Operations and suppliers in which the right to freedom of association and 
collective bargaining may be at risk
3.1.4 / 3.1.7 / 7.1.8.1 / 7.2.7
GRI 412: Human rights assessment*
412-1 Operations that have been subject to human rights reviews or impact 
assessments
3.1.5 / 3.1.7
412-2 Employees training on human rights policies or procedures
3.2.8 / 7.2.7
GRI 413: Local Communities
413-1 Operations with local community engagement, impact assessments, and 
development programs
3.1.4 / 3.4.4 / 7.3.4 / 7.3.7
Attracting and developing all talents
GRI 3: Material Topics 2021
3-3 Management of material topics
3.2.1 / 3.2.2 / 3.2.3 / 3.2.4 / 3.2.5 / 3.2.6 / 3.2.7 / 3.2.8
GRI 202: Market presence
202-1 Ratios of standard entry level wage by gender compared to local minimum wage 3.2.8
202-2 Proportion of senior management hired from the local community
(Global data available) in 3.3.8
GRI 401: Employment
401-1 New employee hires and employee turnover
3.1.7 / 3.1.8 / 3.2.3
401-2 Benefits provided to full-time employees that are not provided to temporary 
or part-time employees
3.1.7
GRI 404: Training and education
404-1 Average hours of training per year per employee
3.2.6
404-2 Programs for upgrading employee skills and transition assistance programs
3.2.7
404-3 Percentage of employees receiving regular performance and career 
development reviews
3.2.7
Diversity and equal opportunity
GRI 3: Material Topics 2021
3-3 Management of material topics
3.3.1 / 3.3.2 / 3.3.3 / 3.3.4 / 3.3.5 / 3.3.6 / 3.3.7 / Vigilance Plan
GRI 401: Employment
401-3 Parental leave
3.3.7
GRI 405: Diversity and equal 
opportunity
405-1 Diversity of governance bodies and employees
3.3.7 / 3.3.8
405-2 Ratio of basic salary and remuneration of women to men
3.2.8 / 3.3.8 / 5.1.3.1
GRI 406: Non-discrimination
406-1 Incidents of discrimination and corrective actions taken
3.3.7
* Old GRI reference still present due to the GRI update transition.
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1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
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GRI STANDARD
DISCLOSURE
LOCATION
Health, safety and well-being in the workplace
GRI 3: Material Topics 2021
3-3 Management of material topics
3.4.1 / 3.4.2 / 3.4.3 / 3.4.4 / 3.4.5 / 3.4.6 / 3.4.7 / Vigilance Plan
GRI 403: Occupational
health and safety
403-1 Occupational health and safety management system
3.4.4
403-2 Hazard identification, risk assessment, and incident investigation
3.4.6 / 3.4.7
403-3 Occupational health services
3.4.6
403-4 Worker participation, consultation,and communication on occupational health 
and safety
3.4.5 / 3.4.6
403-5 Worker training on occupational health and safety
3.4.6 / 3.4.7
403-6 Promotion of worker health
3.4.5 / 3.4.7
403-8 Workers covered by an occupational health and safety management system
3.4.4 / 3.4.5
403-9 Work-related injuries
3.4.7 / 3.4.8
403-10 Work-related ill health
3.4.8
Development of new mobility solutions (including autonomous vehicles)
GRI 3: Material Topics 2021
3-3 Management of material topics
2.3.1.2 / 2.4.2 / 2.4.3 / 4.1.1 / 4.1.2 / 4.1.3 / 4.1.4 / 4.1.5 / 4.1.6 / 4.1.7 / Vigilance Plan
Vehicle and service quality - customer satisfaction
GRI 3: Material Topics 2021
3-3 Management of material topics
4.2.1 / 4.2.2 / 4.2.3 / 4.2.4 / 4.2.5 / 4.2.6 / 4.2.6 / 4.2.7
Vehicle Safety
GRI 3: Material Topics 2021
3-3 Management of material topics
4.3.1 / 4.3.3 / 4.3.5 / 4.3.7 / Vigilance Plan
GRI 416: Customer health and 
safety
416-1 Assessment of the health and safety impacts on product and service categories
4.3.6 / 4.3.7
416-2 Incidents of non-compliance concerning the health and safety impacts of 
products and services
4.3.7
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
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GRI STANDARD
DISCLOSURE
LOCATION
Ethics in governance and business practices
GRI 3: Material Topics 2021
3-3 Management of material topics
5.1.1 / 5.1.2 / 5.1.5 / 5.1.3 / 5.1.4 / 5.1.5 / 5.1.6 / Vigilance Plan
GRI 205: Anti-corruption
205-1 Operations assessed for risks related to corruption
5.1.6  / Section Risk management of the Annual Report 
205-2 Communications and training about anti-corruption policies and monopoly practices
3.2.6 / 5.1.4.1 / 7.1.5
205-3 Confirmed incidents of corruption and actions taken
3.1.7
GRI 206: Anti-competitive behavior
206-1 Legal actions for anti-competitive behavior, anti-trust and monopoly practices
Legal proceedings section of the Annual Report  
GRI 415: Public policy
415-1 Political contributions
5.1.4.2
Responsible management of personal information
GRI 3: Material Topics 2021
3-3 Management of material topics
5.2.1 / 5.2.2 / 5.2.3 / 5.2.4 / 5.2.5 / 5.2.6 / 5.2.7
GRI 418: Customer privacy
418-1 Substantiated complaints concerning breaches of customer privacy and losses 
of customer data
5.2.7
GRI 3: Material Topics 2021
3-3 Management of material topics
4.3.1 / 4.3.3 / 4.3.5 / 4.3.7
GRI 416: Customer health and 
safety
416-1 Assessment of the health and safety impacts on product and service categories
4.3.6 / 4.3.7
416-2 Incidents of non-compliance concerning the health and safety impacts of 
products and services
4.3.7
Responsible information to customers
GRI 3: Material Topics 2021
3-3 Management of material topics
5.3.1 / 5.3.2 / 5.3.3 / 5.3.4 / 5.3.5 / 5.3.6 / 5.3.7
GRI 417: Marketing and labelling
417-1 Requirements for product and service information and labelling
5.3.1
417-2 Incidents of non-compliance concerning product and service information and labelling 5.3.2
417-3 Incidents of non-compliance concerning marketing communications
5.3.2
Wise use of materials in the vehicle life cycle ( including product recycling)
GRI 3: Material Topics 2021
3-3 Management of material topics
6.1.1 / 6.1.2 / 6.1.3 / 6.1.5 / 6.1.7 / Vigilance Plan
GRI 301: Materials
301-1 Materials used by weight or volume
6.1.8
301-2 Recycled input materials used
6.1.7.2
301-3 Reclaimed products and their packaging materials
2.7.1 / 2.7.3.3 / 6.1.5 / 6.1.7 / 6.4.4
Vehicle impact on air quality
GRI 3: Material Topics 2021
3-3 Management of material topics
6.2.1 / 6.2.2 / 6.2.3 / 6.2.4 / 6.2.5 / 6.2.6 / 6.2.7 / Vigilance Plan
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MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
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GRI STANDARD
DISCLOSURE
LOCATION
Optimization of material cycles in manufacturing processes (including waste)
GRI 3: Material Topics 2021
3-3 Management of material topics
6.4.1 / 6.4.2 / 6.4.3 / 6.4.4.1 / 6.4.4.2.1 / 6.4.5
GRI 301: Materials
301-2 Recycled input materials used
6.1.7.2
GRI 306: Waste
306-1 Waste generation and significant waste-related impacts
6.4.1 / 6.4.3
306-2 Management of significant waste related impacts
6.1.7 / 6.4.4
306-3 Waste generated
6.4.5
306-4 Waste diverted from disposal
6.4.4.2.1 / 6.4.4.2.2 / 6.4.5
306 -5 Waste directed to disposal
6.4.4.1 / 6.4.5
Control of industrial discharges and nuisances
GRI 3: Material Topics 2021
3-3 Management of material topics
6.5.1 / 6.5.2 / 6.5.3 / 6.5.4 / 6.5.5 / Vigilance Plan
GRI 305: Emissions
305-6 Emissions of ozone-depleting substances (ODS)
6.5.4.1 / 6.5.5
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx) and other significant air emissions
6.5.4.1 / 6.5.5
Sustainable water management in manufacturing
GRI 3: Material Topics 2021
3-3 Management of material topics
6.6.1 / 6.6.1 / 6.6.2 / 6.6.3 / 6.6.4.1
GRI 303: Water and effluents
303-1 Interactions with water as a shared resource
6.6.1 / 6.6.4.1 / 6.6.4.2 / 6.6.5
303-2 Management of water discharge-related impacts
6.6.4.1 / 6.6.5.6 / 6.6.5.7
303-3 Water withdrawal
6.6.1 / 6.6.4.1 / 6.6.5.1 / 6.6.5.4
303-4 Water discharge
6.6.1 / 6.6.4.1 / 6.6.5.2 / 6.6.5.4
303-5 Water consumption
6.6.1 / 6.6.4.1 / 6.6.5.3
Protection of biodiversity
GRI 3: Material Topics 2021
3-3 Management of material topics
6.7.1 / 6.7.2 / 6.7.3 / 6.7.4
GRI 304: Biodiversity
304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas, 
and areas of high biodiversity value outside protected areas
6.7.5
304-2 Significant impacts of activities, products, and services on biodiversity
6.7.4 / 6.7.5
304-3 Habitats protected or restored
6.7.4.1 / 6.7.5
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2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
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GRI STANDARD
DISCLOSURE
LOCATION
Responsible purchasing practices (including local sourcing development)  to support the Company’s development in host territories
GRI 3: Material Topics 2021
3-3 Management of material topics
7.1.1 / 7.1.2 / 7.1.3 / 7.1.4 / 7.1.5 / 7.1.6 / 7.1.7 / Vigilance Plan
GRI 412: Human rights assessment*
412-3 Significant investment agreements and contracts that include human rights 
clauses or that underwent human rights screening
7.1.5 / 7.1.7
GRI 414: Supplier social assessment
414-1 New supplier that were screened using social criteria
7.1.5 / 7.1.7.3
414-2 Negative social impacts in the supply chain and actions taken
7.1.7.3 / 7.1.8 / 7.2.6 / 7.2.8
GRI 204: Procurement practices
204-1 Proportion of spending on local suppliers
7.1.8
Human rights in the supply chain
GRI 3: Material Topics 2021
3-3 Management of material topics
7.1.7 / 7.2.1 / 7.2.3 / 7.2.4 / 7.2.5 / Vigilance Plan
GRI 407: Freedom of association 
and collective bargaining
407-1 Operations and suppliers in which the right to freedom of association and 
collective bargaining may be at risk
7.1.8 / 7.2.3 / 7.2.7
GRI 408: Child labor
408-1 Operations and suppliers at significant risk for incidents of child labor
7.1.8 / 7.2.3 / 7.2.7
GRI 409: Forced or compulsory 
labor
409-1 Operations and suppliers at significant risk for incidents of forced and 
compulsory labor
7.1.8 / 7.2.3 / 7.2.7
GRI 410: Security practices 
compulsory labor
410-1 Security personnel trained in human rights policies or procedures
3.1.5
GRI 411: Rights of indigenous peoples
411-1 Incidents of violations involving rights of indigenous peoples
3.1.7
GRI 412: Human rights assessment*
412-1 Operations that have been subject to human rights reviews or impact 
assessments
7.2.8
412-2 Employee training on human rights policies or procedures
7.2.7
412-3 Significant investment agreements and contracts that include human rights 
clauses or that underwent human rights screening
7.2.1 / 7.2.6 / 7.2.7
GRI 414: Supplier social assessment
414-1 New suppliers that were screened using social criteria
7.1.5 / 7.1.7.3
414-2 Negative social impacts in the supply chain and actions taken
7.1.7.3 / 7.1.8 / 7.2.5 / 7.2.6 / 7.2.8
Philanthropic actions to support communities
GRI 3: Material Topics 2021
3-3 Management of material topics
7.3.5 / 7.3.4 / 7.3.5 / 7.3.6 / 7.3.3 / 7.3.6 / 7.3.7
GRI 203: Indirect economic impacts
203-1 Infrastructure investments and services supported
7.3.6
203-2 Significant indirect impacts
7.3.6
GRI 413: Local communities
413-1 Operations with local community engagement, impact assessments and 
development programs
7.3.4 / 7.3.7
* Old GRI reference still present due to the GRI update transition.
BACK

479
MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
8 APPENDIX
8 APPENDIX
8.2.5 UN GLOBAL COMPACT PRINCIPLES INDEX WITH RELATED GRI CODES
AREAS
PRINCIPLES
GRI CODES
SECTION NUMBER(S) AND/OR URL(S)
1. Human rights
1. Businesses should support and respect the protection of internationally proclaimed 
human rights
410-1
411-1
412-1*
412-2*
413-1
413-2 
3.1.5 /  7.1.5
3.1.7
3.1.5 / 3.1.7
3.2.8 / 7.2.7
3.1.4 / 3.4.4 / 7.3.4 / 7.3.7 
6.3.3.2 / 6.6.1 / 6.6.4 / 6.6.5 / 6.7.4 / Vigilance Plan
2. Business should make sure that they are not complicit in human rights abuses
412-2*
412-3*
414-1
414-2
3.2.8 / 7.2.7
7.1.5 / 7.1.7
7.1.5 / 7.1.7.3
7.1.7.3 / 7.1.8 / 7.2.5 / 7.2.6 / 7.2.8 / Vigilance Plan 
2. Labor standards
3. Businesses should uphold the freedom of association
and the effective recognition of the right to collective bargaining
2-30
402-1
407-1 
3.1.4 / 3.1.5
3.1.4
7.1.8 / 7.2.3 / 7.2.7
4. Businesses should uphold the elimination of all forms of forced compulsory labour
409-1
7.1.8 / 7.2.3 / 7.2.7
5. Businesses should uphold the effective abolition of child labor 
408-1
7.1.8 / 7.2.3 / 7.2.7
6. Businesses should uphold the elimination of discrimination in respect of 
employment and occupation
2-7
2-8
202-1
202-2
401-1 
401-3
404-3
405-1 
405-2
406-1
1.1.1 / 3.1.7 / 3.3.8
3.1.7 / 3.3.8
3.2.8
3.3.8
3.1.7 / 3.1.8 / 3.2.3
3.3.7
3.2.7.1
3.3.7 / 3.3.8
3.2.8 / 3.3.8 / 5.1.3.1
3.3.7
3. The environment
7. Businesses should support a precautionary approach to environmental challenges
201-2
301-1
302-1
303-1
305-1
305-2
305-3
305-6
305-7
1.1.4
6.1.8
2.6.3.1 / 2.6.4.2 
6.6.4.1 / 6.6.5 
2.6.3.1 / 2.6.4.1 
2.6.3.1 / 2.6.4.1 
2.5.4 / 2.7
6.5.4.1 / 6.5.5
6.5.4.1 / 6.5.5 
* Old GRI reference still present due to the GRI update transition.
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1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
8 APPENDIX
8 APPENDIX
AREAS
PRINCIPLES
GRI CODES
SECTION NUMBER(S) AND/OR URL(S)
3. The environment
8. Business should undertake initiatives to promote greater environmentally- friendly
301-1
301-2
301-3
302-1
302-2
302-3
302-4
302-5
303-1
303-2
303-3
304-1
304-2
304-3
305-1
305-2
305-3
305-4
305-5
305-6
305-7
306-1
306-2
306-3
306-4
306-5
2-27
308-1
308-2
6.1.8
6.1.7.4 / 6.4.4.2.1
2.7.1 / 2.7.3.3 / 6.1.5/ 6.1.7 / 6.4.4 
2.6.3.1 / 2.6.4.2
2.3 / 2.7.3 / 2.7.4
2.6.4.1
2.6.3.3 / 2.6.3.4
2.5.3 / 2.5.3.2.3 / 2.5.3.2.4 / 2.5.3.3 / 2.5.3.4  
6.6.4.1 / 6.6.5 
6.6.4.1
6.6.1 / 6.6.4.1 / 6.6.4.2 / 6.6.5
6.7.5 
6.7.4 / 6.7.5 
6.7.4.1 / 6.7.5 
2.6.3.1 / 2.6.4.1 
2.6.3.1 / 2.6.4.1 
2.5./ 2.7 
2.6.3.1 / 2.7.3 / 2.7.4
2.5.1 / 2.5.2.2
6.5.4.1 / 6.5.5
6.5.4.1 / 6.5.5
6.4.1 / 6.4.3
6.1.7 / 6.4.3.2 / 6.4.4.1 / 6.4.4.2
6.4.5
6.4.4.2.2 / 6.4.5
6.4.5
Legal proceedings section of the Annual Report 
7.1.7.3
2.7.3.2 / 7.1.8.1
9. Business should encourage the development and diffusion of environmentally 
friendly technologies
302-4
302-5
305-5
2.6.3.3 / 2.6.3.4
2.5.3 / 2.5.3.2.3 / 2.5.3.2.4 / 2.5.3.3 / 2.5.3.4
2.5.1 / 2.5.2.2
4. Anti-corruption
10. Businesses should work against corruption in all its forms, including extortion 
and bribery
2-23
2-26 
205-2
205-3
413-2
415-1
2.4.2
5.3.4
3.2.6 / 5.1.4.1 / 7.1.5
3.1.7
6.3.3.2 / 6.6.1 / 6.6.4 / 6.6.5 / 6.7.4 / Vigilance Plan 
5.1.4.2
BACK

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MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
8 APPENDIX
8 APPENDIX
8.2.6 DPEF
The DPEF index declined below sets out the requirements of Articles L. 225-102-1 and R. 225-105 et seq. of the French 
Commercial Code which transpose the Directive 2014/95/EU on non-financial reporting, in force since the 2018 financial 
year and demand to provide Non-Financial Information (NFI) (“Declaration de Performance Extra Financière” in French).  
The requirements of Articles L. 225-102-1 and R. 225-105 et seq. of the French Commercial Code are classified below, 
accordingly - three types of icon1:
	
■DPEF.A for Stellantis business model;
	
■DPEF.B for the description of the main Corporate Social Responsibility risks inherent in Stellantis activity;
	
■DPEF.X for the other indicators, including three indicators, with anticipation to the future Decree of application to Law 
No. 2018 -938 of October 30, 2018–art 55 for the balance of trade relations in the agricultural and food sectors and 
healthy, sustainable and accessible food for all, and Law No. 2018-898 of October 23, 2018 for the fight against fraud. 
They are featured at the end of the index and have modified article L. 225-102-1 of the French Commercial Code.
EXPECTED
CODIFICATION OF 
THE DPEF INDICATORS
CSR REPORT
(RELEVANT SECTIONS)
DEGREE 
OF RESPONSE*
The Company’s business model
DPEF.A
1.1.1
FULL
Main risks inherent in the Company’s activity
DPEF.B
1.2.1 / 2.3 / 3.1.3 / 3.2.3 / 3.3.3 / 3.4.3 / 4.1.3 / 4.2.3 / 4.3.3 /
5.1.3 / 5.2.3 / 5.3.3 / 6.1.3 / 6.2.3 / 6.4.3 / 6.5.3 / 6.6.3 /
6.7.3 / 7.1.3 / 7.2.3 / 7.3.3 
FULL
1° SOCIAL INFORMATION
a) Employment
Total workforce
DPEF.1.a
1.1.2 / 3.1.8 / 3.3.8
FULL
Employees by gender
DPEF.1.b
3.1.8 / 3.2.8 / 3.3.8
FULL
Employees by age
DPEF.1.c
 3.1.8 / 3.2.8 / 3.3.8 
FULL
Employees by geographical segment
DPEF.1.d
 3.1.8 / 3.2.8 / 3.3.8 / 3.4.8
FULL
Hirings
DPEF.2.a
3.1.7 / 3.1.8
FULL
Dismissals
DPEF.2.b
3.1.8
FULL
Compensation and changes therein
DPEF.3
3.2.8
FULL
1 Déclaration de Performance Extra-Financière (DPEF).
* The reporting status indicates a response by Stellantis to each of the 45 DPEF topics and the coverage rate for this response among the relevant subsidiaries.
BACK

482
MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
8 APPENDIX
8 APPENDIX
EXPECTED
CODIFICATION OF 
THE DPEF INDICATORS
CSR REPORT
(RELEVANT SECTIONS)
DEGREE 
OF RESPONSE*
b) Work arrangements
Organisation of working hours
DPEF.4
3.1.7 / 3.3.7 / 3.3.8 / 3.4.7
FULL
Absenteeism
DPEF.5
3.4.8 
FULL
c) Health and safety
Health and safety conditions in the workplace
DPEF.6
3.4 
FULL
Workplace accidents, particularly their frequency and severity, along with 
occupational illnesses
DPEF.7
3.4.8
FULL
d) Industrial relations
Organisation of social dialogue, especially procedures for informing, 
consulting and negotiating with personnel
DPEF.8
3.1 
FULL
Summary of labor agreements, in particular relating to workplace health 
and safety
DPEF.9
3.1.1 / 3.2.7 / 3.3.5 / 3.3.7
FULL
e) Training
Training policies put into practice, specifically those relating to 
environmental protection expected
DPEF.10
Introduction 2 / 3.2.5 / 3.2.6 / 3.2.7 / 3.3.7 / 3.4.7 / 4.3.7 /
5.1.7 / 6.3.3.2 / 7.1.7.1
FULL
Total number of hours of training
DPEF.11
3.2.8
FULL
f) Non-discrimination
Measures taken to ensure gender equality
DPEF.12
1.1.4 / 3.3.5 / 3.3.6 / 3.3.7 / 3.3.8
FULL
Measures taken to ensure the hiring and integration of persons with 
disabilities
DPEF.13
3.3.5 / 3.3.6 / 3.3.7 / 3.3.8
FULL
Anti-discrimination policy
DPEF.14
 3.3.5 / 5.1.5.1 / 7.1.5 / 7.2.5
FULL
2° ENVIRONMENTAL INFORMATION
a) General environmental policy
The organization of the Company so as to take environmental questions 
into consideration and, where appropriate, carrying out environmental 
assessment or certification initiatives
DPEF.15
2.3 / 2.4 / 2.5 / 2.6 / 2.7 / 6.1 / 6.2 / 6.3 / 6.4 / 6.5 / 6.6 / 6.7
FULL
Resources committed to preventing environmental risks and pollution
DPEF.16
2.5.1 / 2.5.2 / 2.6.1 / 2.6.2 / 2.7.1 / 2.7.2 / 6.1.5 / 6.1.6 / 6.2.5 / 6.2.6 / 
6.3.2 / 6.3.3 / 6.4.2 / 6.5.2 / 6.6.2 / 6.7.2
FULL
The amount of the provisions and warranties made for environmental risks, 
provided this information is not of a nature that might be seriously adverse 
to the Company in a current legal dispute
DPEF.17
note 21. Provisions of the Annual Report  (page 326)
FULL
* The reporting status indicates a response by Stellantis to each of the 45 DPEF topics and the coverage rate for this response among the relevant subsidiaries.
BACK

483
MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
8 APPENDIX
8 APPENDIX
EXPECTED
CODIFICATION OF 
THE DPEF INDICATORS
CSR REPORT
(RELEVANT SECTIONS)
DEGREE 
OF RESPONSE*
b) Pollution
Measures to prevent, reduce or repair emissions into the air, water or 
ground that seriously affect the environment
DPEF.18
6.5.4 / 6.5.5 / 6.6.4 / 6.6.5 / 6.7.4 / 6.7.5
FULL
Handling all types of pollution specific to an activity, in particular sound and 
light pollution
DPEF.19
6.5.4 / 6.5.5 / 6.6.4 / 6.6.5 / 6.7.4 / 6.7.5
FULL
c) The circular economy
I) Waste prevention and management
FULL
Measures to prevent, recycle, reuse and recover or eliminate waste
DPEF.20
6.1.7 / 6.4.4 / 6.4.5 
FULL
Actions to combat food waste
DPEF.21
7.3.7
FULL
II) Sustainable use of resources
Water consumption and sourcing in light of local constraints
DPEF.22
6.6.4.1 / 6.6.4.2
FULL
Consumption of raw materials and measures taken to use them more 
efficiently
DPEF.23
6.1.7 / 6.1.8
FULL
Consumption of energy, measures taken to improve energy efficiency and 
use of renewable energy
DPEF.24
1.1.4.6 / 2.1 / 2.2 / 2.5.2 / 2.5.3 / 2.5.4 / 2.6.3 / 2.6.4 / 2.7.3 / 2.7.4
FULL
Use of land
DPEF.25
1.1.4.6 / 2.6 / 2.7.3.2 / Introduction 6 / 6.1.3 / 6.1.4 / 6.1.5 / 6.1.6 / 
6.1.7.6 / 6.3 / 6.4.2 / 6.5 
FULL
d) Climate change
Significant greenhouse gas emissions due to the Company’s activity, 
notably through the use of goods and services it produces
DPEF.26
2.3 / 2.5.4.1 / 2.5.4.3 / 2.6.3.1 / 2.6.4.1
FULL
Measures taken to adapt to the consequences of climate change
DPEF.27
2.5.2.1 / 2.5.2.2 / 2.5.3 / 2.5.3.2.2 / 2.6 / 2.7.3.1 
FULL
The voluntary medium and long-term targets set to reduce greenhouse gas 
emissions and the relevant resources implemented
DPEF.28
2.2
FULL
e) Protection of biodiversity
Measures taken to preserve or restore biodiversity
DPEF.29
5.3.7 / 6.7.4 / 6.7.5
FULL
3° SOCIETAL INFORMATION
a) Corporate sustainable development commitment
The impact of the Company’s activity on employment and local 
development
DEPF.30
1.3.1 / 3.1.8 / 3.3.8 / 7.1.1 
FULL
The impact of the Company’s activity on neighboring or local residents
DEPF.31
6.3.3.1 / 6.5.1 / 6.5.3 / 6.6.3 / 6.7.3 / 6.7.4.1 / 7.3.7.2 / 6.5.4.2
FULL
* The reporting status indicates a response by Stellantis to each of the 45 DPEF topics and the coverage rate for this response among the relevant subsidiaries.
BACK

484
MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
8 APPENDIX
8 APPENDIX
EXPECTED
CODIFICATION OF 
THE DPEF INDICATORS
CSR REPORT
(RELEVANT SECTIONS)
DEGREE 
OF RESPONSE*
Relations with stakeholders and means of dialogue with them
DEPF.32
1.1.3 / 1.1.4 / 1.2.2 / 1.2.4 / 1.3.1 / 1.3.3 / introduction 2/ 2.3 / 2.5.3.2 / 
3.1.2 / 3.1.5 / 3.1.6 / 3.1.7 / 3.2.6 / 3.4.1 / introduction 4 / 4.1.1 / 4.2.6 / 
4.3.7 Introduction 5 / 5.1.1 / 5.1.3 / 5.1.5.1 / 5.1.5.3 / 5.1.5.4 / 5.2.7 / 
5.3.1 / 5.3.5 / 5.3.7 / 6.1.3 / 6.7.1 / 6.7.3.2 / 7.1.1 / 7.1.3 / 7.1.4 / 7.1.5 / 
7.1.6 / 7.1.7.2 / 7.2.1 / 7.2.3 / 7.2.5 
FULL
Support, partnerships and philanthropy provided
DEPF.33
Message from the Chairman / 1.1.1 / 1.1.4 / 1.3.1 / 1.3.3 / 2.1 / 2.2 / 
2.3.1 / 2.4.2 / 2.5.2 / 2.5.3.2.2 / 2.5.3.2.3 / 2.5.3.2.3 / 2.7.3 / 3.1.5 / 3.1.7 / 
3.3.7 / 3.4.1 / 3.4.7 / 4.1.1 / 4.1.3.2 / 4.1.5 / 4.1.6 / 4.1.7 / 4.2.7 / 4.3.6 / 
4.3.7 / 5.1.3 / 5.2.1 / 5.3.6 / 5.3.7 / 6.1.1 / 6.1.3 / 6.1.5 / 6.1.6 / 6.1.7 / 
6.2.7.2 / 6.6.4.2 / 6.7.4 / 7.1 / 7.2.1 / 7.2.4 / 7.2.5 / 7.2.7 / 7.3
FULL
b) Subcontractors and suppliers
Consideration given to social and environmental issues in procurement 
policies
DEPF.34
1.3.1 / 2.5.1 / 2.6.1 / 3.1.5 / 3.2.5 / 3.3.5 / 3.4.5 / 4.1.5 / 4.2.5 / 4.3.5 / 5.1.5 / 
5.2.5 / 5.3.5 / 6.1.5 / 6.2.5 / 6.3.2 / 7.1.5 / 7.2.5 / 7.3.5 
FULL
Inclusion of social and environmental responsibility in subcontractor and 
supplier relationships
DPEF.35
7.1.5 / 7.1.6 / 7.1.7.1 / 7.1.7.2 / 7.1.7.3 / 7.2.3 / 7.2.5 / 7.2.6 / 7.2.7
FULL
c) Fair operating practices
Measures taken benefiting the health and safety of consumers
DEPF.36
2.5.1 / 2.5.2 / 2.5.3 / 2.5.4 / 4.3.4 / 4.3.5 / 4.3.6 / 4.3.7 / 6.1.3 / 6.1.4 / 6.1.5 / 
6.1.6 / 6.1.7 / 6.1.8 / 6.2.4 / 6.2.5 / 6.2.6 / 6.2.7
FULL
Anti-corruption actions
DPEF.37
3.1.7 / 3.2.8 / 5.1.3 / 5.1.5.2 / 5.1.6 / 5.1.7 / 7.1.1 / 7.1.5 / 7.1.8 / 7.2.1 
FULL
4° INFORMATION ABOUT INITIATIVES TO PROTECT HUMAN RIGHTS
a) Promotion and observance of the core conventions of the International Labor organization:
With respect for freedom of association and the right to collective 
bargaining
DPEF.38
3.1.4 / 3.1.5 / 3.1.7 / 3.1.8 / 3.3.4 / 3.3.5 / 7.1 / 7.2 
FULL
Eliminating discrimination in terms of hiring and occupation
DPEF.39
1.1.4.3 / 3.1.5 / 3.1.6 / 3.1.7 / 3.1.8 / 3.2.5 / 3.2.6 / 3.2.7 / 3.2.8 / 3.3.1 / 
3.3.5 / 3.3.6 / 3.3.7 / 3.3.8 / 7.1.5 / 7.2.5 / 7.3
FULL
Eliminating forced or compulsory labor expected
DPEF.40
3.1.7 / 7 Introduction/ 7.1.1 / 7.1.5 / 7.1.8 / 7.2.1 / 7.2.3 / 7.2. / 7.2.7 / 7.2.8
FULL
The effective abolition of child labor
DPEF.41
3.1.7 / 7 Introduction / 7.1.1 / 7.1.5 / 7.1.8 / 7.2.1 / 7.2.3 / 7.2.5 / 7.2.7 / 7.2.8  
FULL
b) Other actions undertaken to protect human rights
DPEF.42
3.3.5 / 3.3.7
FULL
Most recent additional requirements included in article L. 225-102-1 modified in autumn 2018
Fighting food insecurity
DPEF.43
7.3.7.1
FULL
Respect for animal welfare
DPEF.44
7.1.5 / 7.2.5
FULL
Fighting tax evasion
DPEF.45
5.1.5.3
FULL
* The reporting status indicates a response by Stellantis to each of the 45 DPEF topics and the coverage rate for this response among the relevant subsidiaries.
BACK

485
MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
8 APPENDIX
8 APPENDIX
8.3 Auditor’s report
The Company decided to obtain an independent auditor’s opinion on the truthfulness of the selection of the consolidated 
social, societal and environmental information presented in the CSR Report. The firm Grant Thornton was appointed as 
independent auditor. The conclusions of this report are presented below.
ASSURANCE REPORT OF THE INDEPENDENT AUDITORS
To the Shareholders, 
Our conclusions
We have examined  a selection of  KPIs included in the accompanying Corporate Social Responsibility report (hereafter: 
CSR report) for the year 2022 of Stellantis N.V based in Amsterdam. Our examination is aimed to obtain limited assurance 
for a selection of KPIs (hereafter: the limited assurance  KPIs), and reasonable assurance for an additional selection of KPIs 
(hereafter: reasonable assurance  KPIs) .
GRI 2-5   GRI 2-25   DJSI 2.1.2
 For more information refer to Appendix
Our limited assurance conclusion
Based on our review nothing has come to our attention that causes us to believe that the limited assurance KPIs are not 
prepared, in all material respects, in accordance with the reporting criteria as included in the section “reporting criteria” of 
this assurance report. 
Our reasonable assurance opinion
In our opinion the reasonable assurance KPIs are prepared, in all materials aspects, in accordance with the reporting 
criteria as included in the section “reporting criteria” of this assurance report.
Other information
Based on our examination, we conclude that the other information included in the CSR Report is consistent with the 
selected KPI’s. 
Basis for our conclusions
We performed our examination in accordance with Dutch law, including Dutch Standard 3000A ‘Assurance engagements 
other than audits or reviews of historical financial information’. Our responsibilities under this standard are further 
described in the section ‘Our responsibilities for the examination of the limited assurance KPI’s and reasonable assurance 
KPI’s’ of our report.
BACK

486
MESSAGE FROM CHAIRMAN & CEO
1 GOVERNANCE
2 CLIMATE CHANGE
3 HUMAN CAPITAL
4 CUSTOMERS EXPECTATIONS
5 ETHICAL CULTURE
6 RESPONSIBLE USE OF RESOURCES
7 HUMAN RIGHTS
2022 CORPORATE SOCIAL RESPONSIBILITY REPORT 
8 APPENDIX
8 APPENDIX
We are independent of Stellantis N.V in accordance with the ‘Verordening inzake de onafhankelijkheid van accountants 
bij assurance-opdrachten’ (ViO, Code of Ethics for Professional Accountants, a regulation with respect to independence) 
and other relevant independence regulations in The Netherlands. Furthermore we have complied with the ‘Verordening 
gedrags- en beroepsregels accountants’ (VGBA, Dutch code of ethics). 
We believe that the assurance evidence we have obtained is sufficient and appropriate to provide a basis for our 
conclusions.
Reporting criteria
The reporting criteria used for the preparation of the selected KPIs are the Sustainability Reporting Standards of the 
Global Reporting Initiative (GRI) and the applied supplemental reporting criteria as disclosed in section  ‘8 Appendix’ of 
the CSR report  ‘Methodology and scope of Non-Financial Information’.
The absence of an established practice on which to draw, to evaluate and measure non-financial information allows for 
different, but acceptable, measurement techniques and can affect comparability between entities and over time.
Consequently, the sustainability information needs to be read and understood together with the reporting criteria used. 
Materiality
Based on our professional judgement we determined materiality levels for the selected KPI’s. When evaluating our 
materiality levels, we have taken into account quantitative and qualitative considerations as well as the relevance of 
information for both stakeholders and the company.
Scope of the group examination
Stellantis N.V is the parent company of a group of entities. The selected KPIs incorporate the consolidated information of 
this group of entities to the extent as specified in ‘8. Appendix’ in the CSR report.
Our examination consisted of both assurance  procedures at corporate (consolidated) level and at site level. Our 
selection of sites in scope of our review procedures and our audit procedures are primarily based on the site’s individual 
contribution to the consolidated information. Furthermore, our selection of sites considered relevant reporting risks 
and geographical spread.
By performing our review procedures and audit procedures at site level, together with additional review procedures and 
audit procedures at corporate level, we have been able to obtain sufficient and appropriate assurance evidence about 
the group’s selected KPI’s to provide a conclusion about the selected limited assurance KPI’s and the selected reasonable 
assurance KPI’s
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It is not our responsibility to comment on:
	
■the entity’s compliance with other applicable legal and regulatory requirements;
	
■the compliance of products and services with the applicable regulations.
Responsibilities of the management board for the selected KPIs 
The management board is responsible for the preparation of reliable and adequate KPI’s in accordance with the reporting 
criteria as included in the section ‘reporting criteria’, including the identification of stakeholders and the definition of 
material matters. 
The management board is also responsible for selecting and applying the reporting criteria and for determining that these 
reporting criteria are suitable for the legitimate information needs of stakeholders, taking into account applicable laws and 
regulations related to reporting. The choices made by the management board regarding the scope of the  KPI’s and the 
reporting policy are summarized in section ‘8. Appendix’ of the CSR report. 
Furthermore, the management board is responsible for such internal control as it determines is necessary to enable the 
preparation of the  KPI’s that are  free from material misstatement, whether due to fraud or error. 
Our responsibilities for the examination of the limited assurance KPI’s and reasonable 
assurance  KPI’s
Our responsibility is to plan and perform our examination in a manner that allows us to obtain sufficient and appropriate 
assurance evidence for our conclusions.
Our examination performed to obtain limited assurance on the limited assurance KPIs differ in nature and timing and are 
less extent as compared to reasonable assurance engagements. The level of assurance obtained in a limited assurance 
engagement is therefore substantially lower than the assurance that would have been obtained had a reasonable 
assurance engagement been performed. 
Our examination to obtain reasonable assurance on the reasonable assurance KPI’s has been performed with a high, but 
not absolute, level of assurance, which means we may not have detected all material errors and fraud.
We apply the ‘Nadere voorschriften kwaliteitssystemen’ (NVKS, Regulations for Quality management systems) and 
accordingly maintain a comprehensive system of quality control including documented policies and procedures regarding 
compliance with ethical requirements, professional standards and other relevant legal and regulatory requirements.
Our examination included among others:
	
■Performing an analysis of the external environment and obtaining an understanding of relevant social themes and 
issues, and the characteristics of the Company;
	
■Evaluating the appropriateness of the reporting criteria used, their consistent application and related disclosures in the 
selected KPIs;
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■Obtaining an understanding of the reporting processes for the selected KPIs, including obtaining a general understanding 
of internal control relevant to our procedures;
	
■Identifying areas of the selected KPIs with a higher risk of misleading or unbalanced information or material 
misstatements, whether due to fraud or error.
	
■Designing and performing further assurance procedures aimed at determining the plausibility of the selected KPIs 
responsive to this risk analysis. These procedures consisted amongst others of:
	
■Interviewing management and relevant staff at corporate and local level responsible for the sustainability strategy, 
policy and results;
	
■Interviewing relevant staff responsible for providing the information for, carrying out internal control procedures on, 
and consolidating the data for the selected KPIs; 
	
●Determining the nature and extent of our procedures for the group components and locations. Based thereon we selected 
the components and locations to visit on site and virtually. The visits to the selected sites1 are aimed at, on a local level, 
validating source data and evaluating the design and implementation of internal controls and validation procedures. 
	
●Obtaining assurance information that the selected KPIs reconcile with underlying records of the company;
	
●Assessing relevant internal and external documentation; 
	
●Performing an analytical review of the data and trends in the information
	
■Evaluating the overall presentation, structure and content of the selected KPIs;
	
■Considering whether the selected KPIs as a whole, including the disclosures, reflects the purpose of the reporting 
criteria used.

25 April 2023

Grant Thornton France
Grant Thornton Netherlands
Vincent Frambourt
Max van Rijssel
Partner
Partner of Grant Thornton Accountants en Adviseurs B.V. 
1 Industrial plants audited: Windsor Assembly Plant (Canada, Warren Truck Assembly Plant (Michigan, USA), Jefferson North Assembly Plant 
(Michigan, USA), Trenton South Engine Plant (Michigan, USA), Warren Stamping plant (Michigan, USA), Kokomo Casting Plant (Indiana, USA), Indiana 
Transmission Plant I (Indiana, USA), Kokomo Transmission Plant (Indiana, USA), Pomigliano d'Arco Assembly Plant (Italy), Toluca Assembly Plant 
(Mexico), Cast Iron Foundry - Teksid Hierro de Mexico (Mexico), Gurun (Malaysia), Kaiserslautern (Germany), Luton IBC (UK), Mangualde (Portugal), 
Palomar (Argentina), Rennes (France), Metz (France), Sevelnord (France), Trémery (France), Vesoul (France), Velizy (France).
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Appendix
CSR ISSUES
LIST OF SELECTED KPIS LIMITED ASSURANCE
LIST OF ADDITIONAL SELECTED KPIS REASONABLE ASSURANCE
1. Vehicle CO2 emissions
	▪Sales-weighted average passenger fleet fuel economy, by 
region and CO2 emissions
	▪Percentage of nameplates with electrified offering (focus on US and Europe)
	▪Share of LEV in sales mix (focus on US and Europe)
2. Industrial and sites carbon footprint
/
	▪Overall energy consumption
	▪Total GHG emissions (scope 1 & 2)
	▪Total decarbonized electricity and total renewable electricity used (and % on total 
electricity consumed)
3. Carbon footprint of the supply chain
	▪Suppliers' average environmental performance measured by 
third party (Ecovadis)
	▪GHG emissions per type of shipment and per mode of 
transport
	▪Share of annual purchased value from suppliers with CO2 reduction targets compliant 
with the Paris Climate Agreement
	▪Percentage of suppliers that participated in the CDP Supply Chain Program
	▪GHG emissions reduction (%) (GWP in scope 1,2,3 - 1,5°C scenario - Global)
4. Management of Company transformation 
and social dialogue
	▪Total number of new employee hires
	▪Turnover (%) (excluding negotiated departures)
	▪Leavers on permanent contract
	▪Number of fixed-term contract converted into permanent contract
	▪Percentage of countries covered by collective agreements
	▪Total headcount 
5. Attracting and Developing new Talents
	▪Number of employees covered by long-term incentives
	▪Percentage of technical engineering reskill/upskilling
	▪Total number of training hours
	▪Total number of employees trained
	▪Access rate to training
6. Diversity and Equal opportunity
	▪Percentage of women in leadership position, N1-N2-N3
	▪Workforce gender balance (% of women)
	▪Workforce diversity (number of nationalities) 
7. Health, safety and wellbeing in the 
workplace
	▪Occupational illness (no. and frequency rate) - (breakdown by 
geographic area)
	▪Absenteeism (number and rate of absenteeism) – breakdown by 
geographic area, by employee categories, by category of absence
	▪Lost-time injury frequency rate
	▪Severity rate
	▪Number of serious injuries and fatalities (by geographic area, by employee categories)
	▪No. work-related Injuries - breakdown by global no., by geographic area, by type of accident
8. Development of new mobility solutions
/
	▪Percentage of Low Emission Vehicles (below 50g CO2) infleeted during the year for 
car sharing, short & medium term rental, subscription, long term rental (lease)
9. Vehicle & service quality - Customer 
satisfaction
	▪3 months in service repairs rate: percentage of reduction vs 
reference year 2021
	▪Certification to product quality standards (e.g., ISO 9001 or IATF16949) - (% of plants 
certified)
	▪Customer satisfaction: Net Promoter Scores (NPS) (New vehicle sales + after-sales, in 
base 100)
10. Vehicle safety
/
	▪Number of recall campaigns
	▪Number of initial recall notices and number of vehicles concerned
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CSR ISSUES
LIST OF SELECTED KPIS LIMITED ASSURANCE
LIST OF ADDITIONAL SELECTED KPIS REASONABLE ASSURANCE
11. Ethics in business and governance 
practices
	▪Number of employees trained on Ethics policies and procedures 
o/w Code of Conduct, and relevant compliance topics
	▪Annual total monetary spending including internal costs for 
political organizations, lobbyists or lobbying organizations and 
trade associations
	▪World Most Ethical (WME) Company status with Ethisphere
	▪Number of days to provide a personalized first answer on reported concerns 
regarding potential violations of the Code of Conduct
12. Responsible management of personal 
information
/
	▪Percentage of complaints raised by Supervisory Authorities for customer privacy/
data protection infringements handled within 1 month
13. Responsible information to customer
/
	▪Number of convictions of non-compliance concerning product and service 
information and labelling or marketing communications
14. Wise use of materials in the vehicle 
life cycle
	▪Availability of solutions for Responsible Life Cycle 
Management of High Voltage Batteries
	▪Number of nameplates/models on which an LCA have been performed
15. Vehicle impact on air quality
/
	▪Percentage of nameplates with ZEV offering (focus on US and Europe)
	▪Share of ZEV in sales mix (focus on US and Europe)
16. Optimization of material cycles in 
manufacturing processes
	▪Percentage of plants with Zero Waste Sent to Landfill
	▪Total waste generated
	▪Total weight of waste by type
	▪Waste normalized/vehicle produced
	▪Percentage of waste recovered out of total waste generated
17. Control of industrial discharges and 
nuisances
	▪Total industrial emissions of Nitrogen Oxides (NOx), Sulfur 
Oxidex (SO2) and Dust (Particulate Matter) in tons base on 
direct fuel consumption
	▪VOC emissions from paint shops normalized in g/m
2 painted and kg/vehicle produced
	▪Ozone Depleting Substances (ODS) emissions (leakage)
18. Sustainable water management in 
manufacturing
	▪Number of plants located in water stressed areas and volume 
of water withdrawn and discharged from plants in water 
stressed areas
	▪Total water withdrawal, and by source
	▪Total water withdrawn normalized in m
3/vehicle produced
19. Protection of biodiversity
	▪Number of plants located < 5 km from a nature protected area
	▪Percentage of plants that have done a RENATU evaluation and implemented a 
biodiversity projects
20. Responsible purchasing practices
	▪Purchase value of evaluated suppliers
	▪Percentage of supply chain value
	▪CSR scores of Stellantis suppliers assessed by Ecovadis
	▪Gap between average CSR score of Stellantis suppliers and average score of all 
suppliers assessed by the same external third party
21. Human rights in the supply chain
/
	▪Average Human Rights scores of Stellantis Tier-1 suppliers assessed by independent 
third party
	▪Assessed or audited suppliers for which corrective action plans have been developed 
for Human Rights issues
22. Philanthropic actions to support 
communities
	▪Total number of philanthropic projects
	▪Total monetary value of the company's philanthropic contributions during the year
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8.4 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 revenues, industrial free cash flows, 
vehicle shipments, capital investments, research and development costs and other expenses at any future date or for any future 
period are forward-looking statements. These statements may include terms such as “may”, “will”, “expect”, “could”, “should”, 
“intend”, “estimate”, “anticipate”, “believe”, “remain”, “on track”, “design”, “target”, “objective”, “goal”, “forecast”, “projection”, 
“outlook”, “prospects”, “plan”, or similar terms. Forward-looking statements are not guarantees of future performance. Rather, 
they are based on the Company’s current state of knowledge, future expectations and projections about future events and 
are by their nature, subject to inherent risks and uncertainties. They relate to events and depend on circumstances that may or 
may not occur or exist in the future and, as such, undue reliance should not be placed on them.
Actual results may differ materially from those expressed in forward-looking statements as a result of a variety of factors, 
including: the Company’s ability to launch new products successfully and to maintain vehicle shipment volumes; changes in 
the global financial markets, general economic environment and changes in demand for automotive products, which is subject 
to cyclicality; the Company’s ability to realize the anticipated benefits of the merger; the Company’s ability to offer innovative, 
attractive products and to develop, manufacture and sell vehicles with advanced features including enhanced electrification, 
connectivity and autonomous-driving characteristics; the continued impact of unfilled semiconductor orders; the continued 
impact of the COVID-19 pandemic; the Company’s ability to successfully manage the industry-wide transition from internal 
combustion engines to full electrification; the Company’s ability to produce or procure electric batteries with competitive 
performance, cost and at required volumes; a significant malfunction, disruption or security breach compromising information 
technology systems or the electronic control systems contained in the Company’s vehicles; exchange rate fluctuations, interest 
rate changes, credit risk and other market risks; increases in costs, disruptions of supply or shortages of raw materials, parts, 
components and systems used in the Company’s vehicles; changes in local economic and political conditions; changes in trade 
policy, the imposition of global and regional tariffs or tariffs targeted to the automotive industry, the enactment of tax reforms 
or other changes in tax laws and regulations; the level of government economic incentives available to support the adoption 
of battery electric vehicles; various types of claims, lawsuits, governmental investigations and other contingencies, including 
product liability and warranty claims and environmental claims, investigations and lawsuits; material operating expenditures in 
relation to compliance with environmental, health and safety regulations; the level of competition in the automotive industry, 
which may increase due to consolidation and new entrants; the Company’s ability to attract and retain experienced management 
and employees; exposure to shortfalls in the funding of the Company’s defined benefit pension plans; the Company’s ability 
to provide or arrange for access to adequate financing for dealers and retail customers and associated risks related to the 
establishment and operations of financial services companies; the Company’s ability to access funding to execute its business 
plan; the Company’s ability to realize anticipated benefits from joint venture arrangements; disruptions arising from political, 
social and economic instability; risks associated with the Company’s relationships with employees, dealers and suppliers; the 
Company’s ability to maintain effective internal controls over financial reporting; developments in labor and industrial relations 
and developments in applicable labor laws; earthquakes or other disasters; and other risks and uncertainties. 
Any forward-looking statements contained in this document speak only as of the date of this document and the Company 
disclaims any obligation to update or revise publicly forward-looking statements. Further information concerning the Company 
and its businesses, including factors that could materially affect the Company’s financial results, is included in the Company’s 
reports and filings with the U.S. Securities and Exchange Commission and AFM. 
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8.5 About this report
Name of the organization, ownership and legal form
Stellantis N.V.
Amsterdam, The Netherlands
Netherlands Chamber of Commerce: 60372958 
Location of Headquarters
Taurusavenue 1, 
2132LS Hoofddorp
The Netherlands
Measured by operational indicators, Stellantis sustainable development performance is the subject of annual reporting 
presented in this report.
Reported period 
The information and indicators in this report concern the year 2022 and were closed at the end of the period on December 
31, 2022 (except for any information or indicators listed in the methodological note ).
Depending the situation, data presented were consolidated or compiled. Consolidation has been preferred as much as 
possible, while explanations were provided when compilation has been used. 
Stellantis intends to report on the future with a relevant history on the changes or the calculation method associated 
with each indicator. The history will be for three years whenever possible, and could periodically be more than three years 
when it corresponds to a reference year (for example, before a policy or action plan has been set up).
Reporting Cycle
The CSR report is published annually.
Date of publication
This CSR Report, covering financial year 2022, was published on April 28 2023.
GRI 2-1
GRI 2-1
GRI 2-3
GRI 2-3
GRI 2-3
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Assurance 
This Report has been submitted to assurance by an external independent audit firm, Grant Thornton, a simplified joint 
stock company of chartered accountancy and statutory, in accordance with the criteria established in the International 
Standard on Assurance Engagement ISAE 3000 (Revised) - Assurance Engagements Other than Audits or Reviews of 
Historical Financial Information (ISAE 3000 Revised), issued by the International Auditing and Assurance Standards Board 
for limited assurance engagements.
Grant Thornton is officially authorized to conduct ISAE 3000 assurance audits. The statement of assurance describing the 
activities carried out and the expression of opinion is provided section 8.4.
Contact 
Your opinion is important to us. For questions and comments regarding the report write to:
Stellantis NV, 
Taurusavenue 1, 
2132LS Hoofddorp
The Netherlands
GRI 2-5
GRI 2-3
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