Stellantis

The role of the administrative, management and supervisory bodies

Board Composition

Stellantis has a single-tier board of directors. As of December 31, 2024, the Board of Directors is composed of ten Directors.

Following the resignation of Mr. Carlos Tavares on December 1, 2024, the Board consists of one executive Director (the Chairman) and nine non-executive Directors.

Independence: Six of the ten Directors qualify as independent for purposes of NYSE rules, Rule 10A-3 of the Exchange Act and the Dutch Corporate Governance Code (Ms. Cicconi, Mr. de Castries, Mr. Dufourcq, Ms. Godbehere, Ms. Martello, and Ms. Parzani), representing 60 percent of the Board.

Gender diversity: Following the 2024 AGM and the resignation of Mr. Tavares on December 1, 2024, four seats of the Board of Directors out of ten were occupied by women (40 percent according to EU Directive 2022/2381 calculation methodology). The average ratio of female to male board members became 67 percent.

Board Committees with Sustainability Oversight

On January 17, 2021, the Board of Directors established three internal committees:

1. Audit Committee

Composition: Ms. Godbehere (Chairperson), Ms. Martello, Mr. de Castries and Ms. Parzani. All members are independent Directors.

Responsibilities related to sustainability:

• Assisting and advising the Board of Directors on the integrity of the Company's sustainability disclosures and reports in accordance with applicable reporting standards, including the EU Corporate Sustainability Reporting Directive (CSRD)
• Adequacy and effectiveness of the Company's internal controls and audit in relation to sustainability reporting
• Implementation and effectiveness of the Company's ethics and compliance program

Meetings in 2024: Twelve meetings with 95.83 percent average attendance

Financial expertise: The Board has determined that Ms. Godbehere, Ms. Martello and Mr. de Castries are "audit committee financial experts".

2. ESG Committee (formerly Governance and Sustainability Committee)

Composition: Mr. de Castries (Chairperson), Ms. Cicconi, Mr. Dufourcq, Ms. Parzani and Mr. Ribadeau-Dumas.

Responsibilities:

• Monitoring, evaluating, and reporting to the Board of Directors on the strategy, targets and achievements relating to ESG matters globally of the Company and its subsidiaries
• Identification of criteria and professional/personal qualifications for candidates to serve as Directors
• Periodic assessment of the size and composition of the Board of Directors
• Periodic assessment of the performance of individual Directors
• Proposals for nomination and re-nomination of Directors
• Supervision of policy on selection and appointment criteria for top executive management
• Succession planning oversight

Meetings in 2024: Three meetings with 100 percent attendance

Key activities in 2024:

• Reviewed the Company's ESG roadmap, achievements and disclosures in accordance with the Dare Forward 2030 strategic plan
• Reviewed non-financial information included in 2023 Annual Report
• Reviewed ESG results in 2023 in terms of environmental impact including GHG emissions, energy management, water withdrawal, waste management and biodiversity
• Discussed implementation of human rights policy
• Reviewed the Company's approach to stakeholders engagement
• Received updates on Company transformation through development of human capital
• Reviewed global philanthropy strategy
• Discussed global, European and U.S. trends in governance and new EU and U.S. rules related to sustainability reporting

3. Remuneration Committee

Composition: Ms. Martello (Chairperson), Mr. de Castries, Ms. Cicconi, Mr. Peugeot and Mr. Ribadeau-Dumas.

Meetings in 2024: Four meetings with 95 percent attendance

Sustainability-Related Expertise of Board Members

The Board maintains a skills matrix covering the following competencies:

Members are selected on the basis of professional and personal qualifications to ensure a complementary skill set that enables effective oversight of the Company's strategy and includes a variety of profiles in terms of professional and personal background, gender and nationality.

Frequency of Sustainability Discussions at Board Level

Board of Directors meetings in 2024: Eight meetings with 97.77 percent average attendance

Climate-related oversight: The Board of Directors considers subjects that link to the strategic plan. Climate being a key topic, the Board ensures that the strategy fits with the Stellantis sustainable long-term vision and climate resilience objectives, and that related risks and opportunities stemming from the effects of climate change are properly identified and managed.

Major strategic projects with significant impact on CO2 emissions of the Company or its products are brought to the Board for review and decisions, including:

• Vehicle CO2 emissions reduction projects
• Product planning
• New mobility offers with CO2 emission reduction targets
• Location of new sites (considering climate change impacts)

Climate commitments: Stellantis' strategic climate commitments, their implementation and progress versus targets are presented to the Board to deliver relevant information on climate-related sustainability issues impacting the organization.

Specific Roles Assigned

Chairman (Executive Director): John Elkann

• Appointed on December 1, 2024, pursuant to Article 20.11 of the Company's Articles of Association, to temporarily assist the Board in the management of the Company with full powers and authority for the management of the day-to-day business of the Company and to represent Stellantis N.V. in all matters with sole power of representation

Interim Executive Committee (IEC): Established on December 2, 2024

• Chaired by Mr. Elkann
• Responsible for the direction and oversight of the Company
• Members:
  • Mr. Xavier Chéreau (Human Resources, ESG & Heritage)
  • Mr. Ned Curic (Product Development & Technology and Free2move)
  • Mr. Arnaud Deboeuf (Manufacturing and Supply Chain)
  • Mr. Antonio Filosa (North America, South America, Quality, Chrysler, Dodge, Ram, Jeep and Design North America organization)
  • Ms. Béatrice Foucher (Planning)
  • Mr. Jean-Philippe Imparato (Enlarged Europe, Pro One, Abarth, Alfa Romeo, Citroën, DS, Fiat, Lancia, Opel, Peugeot and Design Europe organization)
  • Mr. Doug Ostermann (Finance)
  • Mr. Maxime Picat (Purchasing and Supplier Quality and regions of Middle East & Africa, India & Asia Pacific, and China together with Leapmotor International)
  • Mr. Philippe de Rovira (Affiliates)

Senior Independent Director: Henri de Castries

• Non-executive chairperson of the Board as required by Dutch law
• Acts as contact person for individual Directors regarding conflicts of interest

Vice Chairman: Robert Peugeot (non-executive)

Chief Sustainability Officer position: Not explicitly mentioned in the governance structure. ESG responsibilities are assigned to Mr. Xavier Chéreau (Human Resources, ESG & Heritage) within the IEC.

Independence and Effectiveness Arrangements

Board Regulations: Adopted on January 17, 2021, with revisions on October 10, 2024, to introduce the position of non-executive director for employee engagement.

Annual Board evaluation: In 2024, the Board undertook a comprehensive self-assessment of its functioning and overall performance. The review was facilitated by targeted questionnaires distributed to all Directors, focusing on five main areas:

1. Board composition
2. Meeting processes
3. Information sharing
4. Oversight and engagement
5. Committee structures

The self-assessment concluded that the Board operates under effective governance principles, demonstrating solid performance and a clear understanding of its strategic and governance responsibilities.

Conflict of Interest Policy: A Director shall not participate in discussions and decision-making with respect to a matter in relation to which he or she has a direct or indirect personal interest which is in conflict with the interests of the Company.

Independence assessments: At least annually, each non-executive Director assesses in good faith whether he or she is independent under:

• Best practice provision 2.1.8 of the Dutch Corporate Governance Code
• Requirements of Rule 10A-3 under the Exchange Act
• Section 303A of the NYSE Listed Company Manual

Diversity and Inclusion Policy: Adopted on February 22, 2022, and updated on September 25, 2023. Objectives include:

• At least 40 percent of Board seats occupied by women (calculated as specified in Directive (EU) 2022/2381) – met in 2024
• Nationality of Board members reasonably consistent with geographic footprint; no nationality should count for more than 60 percent – met
• One or more Board members aged under 50 at day of nomination – met

Employee representatives on the Board: Two Directors serve as employee representatives:

• Ms. Fiona Clare Cicconi (representing FCA employees)
• Mr. Jacques de Saint-Exupéry (representing PSA employees)

Code of Conduct: Approved on March 2, 2021, and revised on February 12, 2024. The Code sets ethical principles of integrity for the Board, officers and all employees. It includes:

• Protection of the Stellantis workforce
• The way Stellantis conducts business
• Stellantis' interaction with external parties
• Protection of Stellantis assets and information

The Code is supplemented by the Integrity Helpline, available 24/7, for reporting concerns about Code violations, vehicle safety, emissions, regulatory compliance, and conflicts of interest.

Compliance oversight: The Audit Committee oversees and monitors the quality and completeness of the Company's global compliance policies and practices, and reviews the implementation and effectiveness of the Company's ethics and compliance program.

Dutch Corporate Governance Code compliance: Stellantis applies the best practice provisions of the Dutch Corporate Governance Code as amended in 2022, with limited deviations relating to:

• Initial term of appointment for Chairman, Senior Independent Director and Vice Chairman (5 years instead of maximum 4 years)
• No retirement schedule (Directors serve approximately 2-year terms)
• Vice-Chairman does not qualify as vice-chairperson under the Code definition
• Not all Directors attend AGM where votes are cast on their nomination

Integration of sustainability-related performance in incentive schemes

For disclosure requirement related to ESRS 2 GOV-3 - Integration of sustainability-related performance in incentive schemes refer to Remuneration Report included elsewhere in this report (page 141).

Cross-reference

The disclosure for GOV-3 is located in the Remuneration Report section of the Annual Report at page 141. The sustainability statement index confirms this cross-reference appears twice:

• ESRS 2, GOV-3: Integration of sustainability-related performance in incentive schemes → Remuneration report, page 141
• ESRS E1 Climate change, ESRS 2, GOV-3: Integration of sustainability-related performance in incentive schemes → Remuneration report, page 141

The specific content of how sustainability-related performance is integrated into incentive schemes, including details on roles covered, KPIs, weightings, performance periods, and STI/LTI linkages, is disclosed in the Remuneration Report rather than reproduced in the sustainability statement.

Stellantis Overview

Stellantis is a global automaker and mobility provider engaged in designing, engineering, manufacturing, distributing and selling vehicles and components worldwide. Stellantis designs, engineers, manufactures, distributes and sells vehicles across five portfolios: (i) luxury vehicles under the Maserati brand; (ii) premium vehicles covered by Alfa Romeo, DS and Lancia brands; (iii) global sport utility vehicles under the Jeep brand; (iv) American brands covering Dodge, Ram and Chrysler vehicles and (v) European brands covering Abarth, Citroën, FIAT, Opel, Peugeot and Vauxhall vehicles.

Dare Forward 2030 Strategic Plan

The strategic plan is built on three pillars:

Tech: Focus on electrification development, connected services and software-enabled features Care: Sustainability initiatives including carbon footprint reduction, circular economy activities, employee engagement Value: Investment in new markets and business opportunities

Business Model and Value Chain

Stellantis centralizes design, engineering, development and manufacturing operations, to allow it to efficiently operate on a global scale. The Company supports its vehicle shipments with the sale of related service parts and accessories, as well as service contracts, worldwide. Additionally, Stellantis provides retail and dealer financing, leasing and rental services available through its subsidiaries, joint ventures and commercial arrangements with third party financial institutions.

Stellantis' activities are carried out through six reportable segments: North America, Enlarged Europe, Middle East & Africa, South America, China and India & Asia Pacific, and Maserati.

Interests and views of stakeholders

Stakeholder Engagement Policy and Governance

Stellantis engages in active dialogue with stakeholders to identify and address future societal, environmental or economic challenges more effectively and contribute to the definition of sustainability ambitions.

The Stakeholder Engagement Policy outlines the Company's commitment to collaboration and dialogue particularly regarding the sustainability aspects of its strategy. It details key stakeholders, how engagement is organized, its purpose including the various topics it can cover, and how outcomes are considered by Stellantis. The Company regularly updates the ESG Committee of the Board of Directors on relevant stakeholder dialogues and monitors the effectiveness of the policy, actions and targets.

Through global stakeholder dialogue, Stellantis aims to:

• Understand its constituents
• Identify material risks and technological changes
• Adapt its business model accordingly
• Inform the due diligence process and materiality assessment

Identified Stakeholder Groups and Engagement Channels

The following list summarizes the channels through which the Company engages with its stakeholders:

Key Stakeholder Engagement Initiatives

In 2024, as part of a broader stakeholder engagement plan, Stellantis was joined by four internationally-known experts and students from three universities in France, Morocco and the U.S. for the second annual Freedom of Mobility Forum to debate "How will our planet accommodate the mobility needs of eight billion people?".

Integration of Stakeholder Views into Strategy

Stakeholder engagement feedback is analyzed in accordance with the Stakeholder Engagement Policy. Through the policy, Stellantis tracks key dialogues to identify stakeholder expectations on sustainability and update practices accordingly. Annually, this analysis is shared with the ESG Committee of the Board of Directors.

This interaction informs the Company's due diligence process and materiality assessment.

Engagement with Affected Stakeholders

Own Workforce

Engagement with own workforce and workers' representatives occurs through various channels including:

• Annual global employee survey (71 percent participation rate in March 2024)
• Global works council and joint union-management strategy committees
• Collective bargaining agreements
• Internal communication channels
• Direct dialogue with management

The global employee survey results showed a level of motivation above the benchmark and in alignment with company values. Opportunities for improvement include working conditions, workload, and communication with employees.

Workers in the Value Chain

Engagement with workers in the value chain or their representatives occurs through various assessment activities, typically conducted annually. Lessons learned and improvements from these engagements help refine Stellantis' sustainability activities. The Company considers input from assessments, business requirements, and applicable regulations to identify necessary improvements or adaptations.

Suppliers are evaluated through:

• Sustainability assessments by third party (EcoVadis)
• On-site audits by independent third-party service providers (SGS S.A.)
• Risk assessment considering country, material and supplier specific data

Affected Communities

Stellantis actively participates in industry forums and collaborates with regulatory bodies to stay abreast of emerging trends and best practices. As a signatory to the UN Global Compact, Stellantis recognizes various foundational documents such as the OECD Guidelines for Multinational Enterprises, the UN Declaration of Human Rights, the UN Convention Against Corruption.

In 2024, the Company increased stakeholder engagement with various groups that represent indigenous peoples and their rights. When securing raw materials, Stellantis requires direct suppliers to pursue and obtain Free, Prior, and Informed Consent ("FPIC") of indigenous communities prior to projects or activities that may affect their lands, resources, and rights.

Consumers and End-Users

Stellantis engages with end-users about data privacy practices through privacy notices on websites and vehicle applications. All these channels include detailed information on data collected, purpose and process used to treat them and end-users' rights. At any time during the relationship, customers can exercise their rights by contacting dedicated regional privacy portal or directly contacting the Data Protection Officer.

Distinction Between Affected Stakeholders and Users of Sustainability Information

The stakeholder mapping distinguishes between:

• Affected stakeholders (those impacted by the business): own workforce, value chain workers, affected communities, consumers and end-users
• Users of sustainability information: shareholders and other investors, financial and sustainable and responsible investment analysts

The Remuneration Committee determines executive remuneration on the basis of a set of principles that demonstrate clear alignment with shareholder and other stakeholder interests with the responsibility to ensure that executive remuneration is closely aligned with financial and strategic performance.

Future Stakeholder Engagement Commitments

Stellantis is dedicated to continued enhancement of its stakeholder engagement efforts. Future commitments include:

• Strengthening supplier relationships: Continue to build strong, responsible supply chains by working closely with suppliers to improve their social and environmental performance
• Expanding community programs: Plan to expand community support programs, focusing on education, health, and economic development in 2025, continuing work externally as well as internally with employee resource groups
• Continuing transparency and reporting: Dedicated to enhancing transparency in sustainability efforts, continuing to monitor and report on progress, keeping stakeholders informed about the impacts of initiatives
• Innovation for sustainability: Invest in new technologies and processes to reduce environmental impact and contribute to a decarbonized economy, exploring opportunities to collaborate with stakeholders on joint sustainability projects

Material impacts, risks and opportunities and their interaction with strategy and business model

Overview

The tables below include a brief description of the material IROs as determined in the DMA, including whether they represent a positive or negative impact, risk or opportunity, where in the value chain the IROs are found and the relevant time horizons. More detailed information on IROs, their current and anticipated effects, how we responded or plan to respond to those effects, and related policies, actions, target and metrics, are addressed under the topical sections (Environmental, Social and Governance) of this Statement. Refer to Risk Management and Risk Factors included elsewhere in this report for additional information on our risks. Refer to the Note 21, Provisions within the Consolidated Financial Statements included elsewhere in this report for information about current financial effects of the Stellantis' material risks and to Note 2, Basis of Preparation - Climate Change within the Consolidated Financial Statement for information about how climate change related assumption impacts our consolidated financial statement.

E1 - Climate Change

GHG emissions: GHG emissions generated by Stellantis own operations and value chain negatively contribute to climate change.

Natural disaster and climatic events: The occurrence of major incidents could affect our production process and sales causing damages and losses and could result in a material adverse consequence on our business, financial condition and results of operations, or impact working conditions of our employees.

Natural disasters and climatic events in the supply chain: Our key suppliers are exposed to a potential catastrophic loss or significant damage to their facilities, and any such loss or significant damage to a key supplier's manufacturing facilities could disrupt our operations, delay production, and adversely affect our product development schedules, shipments and revenues.

Compliance with legal and regulatory environment: Current and more stringent future or incremental environmental requirements have a significant effect on how we do business and may increase our cost of compliance, result in additional liabilities and negatively affect our operations and results.

Climate change expectations: Failure to meet stakeholders' climate expectations may cause reputational damage.

Ability to offer innovative, attractive and relevant products: If we are unable to deliver a broad portfolio of electrified vehicles that are competitively priced and meet consumer demands, if consumers prefer our competitors' electrified vehicles or if the adoption of electrified vehicles develops slower than we expect, we may experience a material adverse effect on our business, financial condition and results of operations.

Market conditions: Our margins may be impacted by the aggressive competition in the EV market of new players that are developing with lower production cost and advanced technological solutions, by the dependence of LEV acceptance on government incentives and by new players in the mobility as a service market.

Critical supplies: Any interruption in the supply or any increase in the cost of certain raw materials used for EVs, parts, components and systems could negatively impact our ability to achieve our vehicle shipment objectives and profitability and delay commercial launches.

Access to carbon removal technology: Higher costs for carbon removal technologies in the long term could impact our profitability.

Energy price volatility: The exposure to adverse financial conditions such as repeated increases and volatility in energy prices could impact our access to cost-effective renewable energy sources, and our future profitability.

E2 - Pollution

Pollution of air, water and soil: Upstream and downstream activities may cause air, water, and soil pollution, affecting health and environment, with pollutants and tailpipe emissions.

Use of hazardous substances: Use of hazardous substances in the upstream value chain may negatively impact environment and health.

Microplastic from tire abrasion: Tire abrasion during vehicle use can release microplastics, potentially harming human health.

Compliance with legal and regulatory environment: Current and more stringent future or incremental environmental requirements have a significant effect on how we do business and may increase our cost of compliance, result in additional liabilities, and negatively affect our operations and results.

E3 - Water and Marine Resources

E5 - Resource Use and Circular Economy

S1 - Own Workforce

S2 - Workers in the Value Chain

S3 - Affected Communities

S4 - Consumers and End-Users

G1 - Business Conduct

Value Chain Legend

¢££ Upstream, £¢£ Own Operations, ££¢ Downstream

Time Horizon Legend

Based on ESRS 2 BP-2:

• Short term (u): the 2024 calendar year
• Medium term (w): extends up to five years from the end of the reporting period
• Long term (u): the period beginning five years after the end of the reporting period

Description of the process to identify and assess material impacts, risks and opportunities

Overview

In alignment with the ESRS, Stellantis undertook a comprehensive double materiality assessment which involved engaging key internal and external stakeholders to address both impact and financial materiality, providing a view of material IROs throughout Stellantis' own operations and value chain.

Step-by-step methodology

In 2022, Stellantis carried out a materiality assessment adhering to the Global Reporting Initiative ("GRI") framework. This was conducted in light of Stellantis' strategic objective to evolve into a sustainable mobility tech company, necessitating changes in business operations. The engagement with stakeholders and our due diligence process helped identify the most critical topics for Stellantis, reflecting our impacts on the environment and society. In 2023, this assessment was expanded to examine sustainability impacts on people and the environment (impact materiality), along with significant sustainability-related risks and opportunities affecting the business (financial materiality).

Building on this materiality analysis, in 2024 Stellantis performed its double materiality assessment ("DMA").

Inputs to the assessment

Stellantis began with the sustainability topics outlined in ESRS 1 Appendix A, prior sustainability topics from earlier assessments and topics derived from analyses of:

• Stellantis' business activities
• Value chain
• Peer company reports
• Industry reports
• Specialized studies and databases, such as those from the UN, ILO, and the World Bank

Stellantis documented actual or potential IROs linked to these sustainability topics, including sub-topics, and sub-sub-topics of the ESRS. Material risks identified throughout this process have been analyzed alongside those arising from our ERM.

Scoring criteria for Impact Materiality

To assess its material impacts, Stellantis evaluated potential and actual, positive and negative impacts connected to the Company's business activities and the value chain by receiving inputs from 145 organizations through surveys and interviews with affected parties, users of sustainability reporting, and experts.

Each topic considered was scored based on the following criteria:

• Scale: the gravity of the impact (small/moderate/significant/very serious or beneficial)
• Scope: the spread of the impact (limited/medium/widespread/global)
• Remediation ability: the extent to which the impact could be remediated (easy to remedy or short-term/remediable with efforts/difficult to remedy or long-term/non-remediable)
• Likelihood: the potential occurrence of impacts (short term/medium term/long term/unlikely)

Our evaluation included prioritizing potential negative impacts on human rights based on their relative severity over likelihood. The average score from stakeholders reflects final impact materiality score.

Scoring criteria for Financial Materiality

Material risks and opportunities have been derived either from impacts and risk factors previously assessed as part of our ERM process and considered how we may be affected by dependencies on the availability of natural, human and social resources at appropriate prices and quality, irrespective of our potential impacts on those resources.

To assess material sustainability related risks and opportunities, Stellantis engaged with its internal experts and scored them based on their effects, employing a set of objective criteria for:

• Likelihood: the potential occurrence of financial effects over short-medium and long term
• Magnitude: the size of the potential or actual financial effect on cash flows, access to finance, or cost of capital over the short, medium or long term

Consideration was given to whether an IRO applied company-wide or only to specific regions or business activities. Sustainability risks and opportunities identified from the impacts have been compared with those in the risk management process and validated with internal experts to ensure completeness.

Threshold for materiality

The results of the impact and financial materiality scores were consolidated to cluster together IROs with similar impacts and scores, for instance, climate change impacts across different parts of the value chain.

We set a threshold for the assessment scores to prioritize and identify material topics for disclosures, by calculating the average score obtained in our evaluations. Any topic scoring at or above the threshold on either impact materiality, financial materiality, or both was deemed material.

Material topics identified

This led to the identification of nine ESRS material topics:

• Climate change (E1)
• Pollution (E2)
• Water and Marine Resources (E3)
• Resource use and circular economy (E5)
• Own Workforce (S1)
• Workers in the Value Chain (S2)
• Affected communities (S3)
• Consumers and end-users (S4)
• Business Conduct (G1)

In accordance with ESRS 1, Stellantis considered each material impact, risk or opportunity identified as the basis for preparation of the Sustainability Statement.

Frequency / when last reviewed

The double materiality assessment was performed in 2024. In 2024, the annual enterprise risk assessment and double materiality assessment were conducted independently from each other however, results of these two assessments have been compared to ensure alignment.

Use of value chain mapping in the process

Stellantis conducted a comprehensive operational control assessment per ESRS in 2024, by evaluating our ability to direct the operational activities of our subsidiaries, joint ventures, joint operations, associates, and investments. The ESG data reported in this statement includes information from our headquarters, local offices, and all manufacturing sites under our operational control, ensuring a complete and transparent view of our ESG performance.

In accordance with ESRS, we conducted a double materiality assessment covering both our own operations and our entire value chain. The Sustainability Statement disclosures are extended to provide information on material IROs connected with Stellantis through direct and indirect business relationships in the upstream and downstream value chain.

Topic-specific assessments

Further information on our assessment of IRO is reported in each Environmental, Social and Governance section alongside the material topics disclosures.

For biodiversity: our DMA was informed by a 2023 LCA study and an ENCORE methodology assessment to identify dependencies on biodiversity and ecosystems in our operations and value chain. Key drivers identified of potential negative environmental impacts relate to pollution which may arise from vehicle manufacturing processes, GHG emissions from vehicles use, and pollution from upstream mining activities. Additionally, we conducted an internal assessment for plants within a 5-kilometer radius of natural protected areas, considering factors like biodiversity sensitivity, operational impacts, legal requirements, and local regulations. Our internal policies for pollution mitigation and climate change actions were also considered in the impact assessment. We have not identified any material dependencies on biodiversity and ecosystems, although medium-level dependencies on water-related ecosystem services, such as flood and storm mitigation, to protect manufacturing plants and infrastructure from extreme weather were assessed. We mapped our transitional and physical risks and found no significant risks from biodiversity and ecosystems beyond those covered in our climate change mitigation processes. Systemic risks were not considered in our analysis. Public consultations are conducted during environmental impact assessments as required by regulations in most countries where we operate. No specific additional consultations with local communities were undertaken.

Governance and approval

The process, methodology, and outcome of the DMA were reviewed and approved by Senior Management and presented to the Board of Directors.

Thresholds and time horizons

Thresholds and time horizons used are aligned with enterprise risk assessment criteria where possible.

DMA limitations acknowledged

Our DMA accounts for relevant risks and impacts, but also accounts for actions that have been fully integrated in our operations and governance to reduce or mitigate their effects, such as pollution containment, or waste treatment procedures.

The double materiality assessment is an on-going practice that responds to and may trigger changes in the Company's strategy, business model, activities, business relationships, operating, sourcing and selling contexts. The double materiality assessment process may also be impacted in time by sector-specific standards to be adopted. The Sustainability Statement may not include every impact, risk and opportunity or additional entity-specific disclosure that each individual stakeholder (group) may consider important in its own particular assessment.

Transition plan for climate change mitigation

Overview of transition plan

The Dare Forward 2030 strategic plan, including the Stellantis Carbon Net Zero Targets, was defined in Strategy Council and approved by Stellantis' Board of Directors. Stellantis adapts its business model and launch of new technologies to meet its climate-related objectives while working to satisfy consumer expectations for access to clean, safe and affordable mobility solutions. The Stellantis roadmap relies on three main decarbonization levers: low-carbon product portfolio, sustainable supply chain and efficiency of own operations. Accomplishing these objectives is dependent on the progress made in the environment in which we operate in (for example, the pace of electrification adoption, which can be impacted by public policies, the rollout of charging infrastructure, access to decarbonized electricity, amongst others).

Scope and targets

Scope of the plan: The scope of our targets encompasses all Stellantis operations worldwide, including both upstream and downstream activities that contribute to our overall emissions excluding offset or credits if not stated differently. Our Company aligns its targets with the limits of our GHG inventory as required by the regulation in Gross Scopes 1, 2, 3 and Total GHG Emissions.

Net zero target year: Carbon net zero by 2038 (with single-digit percentage compensation of the remaining emissions)

Baseline year: 2021

Key targets:

• 50 percent GHG emissions reduction by 2030 on a per vehicle basis (CO2-equivalent per vehicle, Scopes 1, 2, and 3) compared to 2021 base year
• 30 percent absolute GHG emission reduction by 2030 (Scopes 1, 2, and 3) compared to 2021 base year
• 75 percent reduction in absolute Scope 1 and 2 GHG emissions by 2030 versus 2021 base year
• 100 percent decarbonized electricity used in own operations by 2030

Progress in 2024:

• 11 percent reduction on a per vehicle basis (CO2 equivalent per vehicle, Scopes 1, 2, and 3) versus 2021 baseline
• 21 percent reduction in absolute GHG emissions across Scopes 1, 2, and 3 versus 2021 base year
• 39 percent reduction in absolute Scope 1 and 2 GHG emissions versus 2021 base year
• 59 percent share of decarbonized electricity used in own operations

1.5°C alignment and SBTi validation

Stellantis is committed to limiting global warming to 1.5°C, aligned with the threshold identified by the Intergovernmental Panel on Climate Change ("IPCC").

With the target of 30 percent absolute GHG emission reduction on Scopes 1, 2, and 3 by 2030 we are in alignment with the new SBTi sectoral interim pathway for OEMs (42 percent reduction in Well-to-Wheel - use phase of vehicles, Scope 3 category 11- between 2021 and 2030), and therefore compatible with limiting global warming to 1.5°C.

Stellantis has not undergone the certification process under the interim pathway published by SBTi in March 2024. SBTi is developing a new automotive standard to replace the interim pathway for OEMs, which is expected to be finalized between 2025 and 2026. We will analyze this guidance as to when it is released.

Stellantis follows the GHG Protocol and Science Based Target initiative ("SBTi") framework to maintain alignment with target-setting requirements. As of December 31, 2024, Stellantis addresses over 90 percent of its Scope 3 emissions through near- and long-term targets, exceeding the SBTi and GHG Protocol requirements of 67 percent for near-term and 90 percent for long-term targets. Additionally, our near- and long-term targets for Scope 1 and Scope 2 emissions collectively cover more than 95 percent of those emissions.

Decarbonization levers and key actions

Low-carbon product portfolio:

Electrification roadmap:

• 100% BEV nameplates in EU PC by 2030; 100% BEV sales by 2038
• 100% BEV nameplates in U.S. PC and LDT by 2030; 100% BEV sales by 2038
• 2024 progress: 73% LEV (44% BEV) nameplates in EU PC; 48% LEV (24% BEV) nameplates in U.S. PC and LDT
• 2024 sales: 11% LEV (11% BEV) in EU PC; 11% LEV in U.S. PC and LDT
• 314,500 BEV shipments worldwide in 2024
• Started production of 9 all-new BEVs in 2024

Platform strategy:

• Introduced multi-energy BEV-centric platform STLA Large in 2024
• Unveiled STLA Frame platform for full-size, body-on-frame trucks and SUVs

Battery technology: Dual chemistry strategy:

• Nickel-free and cobalt-free battery (including LFP chemistry) with energy density between 400 and 500 Wh/L at cell level
• Nickel-based battery with higher energy density between 600 and 700 Wh/L at cell level

Gigafactories:

• ACC joint venture (with Mercedes-Benz AG and TotalEnergies/Saft): Billy-Berclau Douvrin (France) started ramp up in 2024
• StarPlus Energy (joint venture with Samsung SDI): Kokomo, Indiana (U.S.) began production end of 2024
• NextStar Energy (joint venture with LG Energy Solution): Canada started battery module production in second half of 2024, expected to begin cell production in 2025 with annual production capacity in excess of 45 GWh per year at full capacity
• Joint venture with CATL: Agreement to build large-scale European LFP battery plant in Zaragoza (Spain) with capacity of up to 50 GWh; start of production for modules expected by end 2026, cells from 2028

Battery recycling: Developing global circular economy model for high-voltage batteries including repair, remanufacturing either in-house or with supplier partnerships and reuse strategy with second-life projects to secure access to secondary raw materials.

Sustainable supply chain:

• 95% share of APV from key suppliers with CO2 reduction targets compliant with the Paris Agreement by 2030; Carbon net zero of the supply chain with minimal compensation by 2038
• 2024 progress: >84% of APV from key suppliers with CO2 reduction targets compliant with the Paris Agreement

Supplier engagement strategy:

• Selecting suppliers according to environmental criteria such as ISO 14001 certification
• Requesting Stellantis suppliers with major APV to share their carbon net zero roadmap and participate in CDP reporting
• Including GHG emissions performance as key criterion in business award process for highest GHG footprint components
• 70 prioritized components and materials representing around 80 percent of the GHG emission footprint of a BEV's supply chain emissions are specifically tracked

Steel decarbonization: Carbon footprint targets included in steel purchasing roadmaps, with steel identified as major contributor to upstream Scope 3 GHG emissions.

Efficiency of own operations:

Real estate:

• By 2030, target to reduce GHG emissions by 75 percent on all Stellantis manufacturing and non-manufacturing sites (Scopes 1 and 2) from 2021 levels
• Target to use 100 percent decarbonized electricity by 2030

Logistics: Adopted internal logistics guidelines providing direction on reducing logistics carbon footprint including methodologies to reduce impact of freight and vehicle movement.

CapEx and investment commitments

Investment (Capex and Opex) by decarbonization lever (€ billion):

Investments reflect the scope of our Dare Forward 2030 strategic plan, which applies to all Stellantis GHG emissions Scopes. The 2024 value for low-carbon product portfolio is coherent with the EU Taxonomy section. Within the line sustainable supply chain, we included equity investments equal to €1.2 billion in 2024 (JVs, circular economy, logistics). Among these are €1.1 billion in investments not directly included in EU Taxonomy KPIs for Capex, as per EU Taxonomy regulation, but mentioned in the EU Taxonomy section narratives (related to eligible activities, such as ACC, NextStar Energy and StarPlus Energy).

Other investments:

• €5.6 billion investment in South America to support the launch of more than 40 new products from 2025 to 2030
• €500 million green bond issued in March with an interest rate of 3.75 percent and matures in March 2036

Locked-in emissions and stranded asset analysis

The Stellantis Carbon Net Zero Targets also apply to Stellantis' locked-in emissions, which are mainly generated by ICE vehicles sold. These vehicles have an expected life of 15 years and varying expected mileage depending on geography and vehicle category. Stellantis accounts for the 15 years of vehicle locked-in emissions in the year the vehicles are sold (GHG protocol Scope 3, Category 11).

The following assets or business activities have been identified as requiring significant additional efforts to be compatible with the transition to a climate neutral economy:

• Real estate: Real estate assets are managed by Stellantis to minimize their carbon footprint and their resilience to physical risks. By 2030, Stellantis targets to reduce GHG emissions by 75 percent on all Stellantis manufacturing and non-manufacturing sites (Scopes 1 and 2 of the GHG protocol) from 2021 levels, and to use 100 percent decarbonized electricity.

• ICE vehicles: Stellantis continues to reduce the Well-to-Wheel CO2-eq emissions of its vehicles thanks to an ambitious electrification roadmap, improvement of BEV efficiencies, and improvements in the fuel consumption and vehicle emissions of remaining ICE vehicles (Scope 3 category 11 - Use of sold products).

• Batteries: Although the upstream emissions associated with BEV production are higher than those associated with ICE vehicle production (primarily due to the battery), these emissions are more than offset by lower Well-to-Wheel CO2 emissions over the vehicle's use phase. As such over the life of the vehicle, BEVs generate significantly lower emissions than an equivalent ICE vehicle. Our focus is on minimizing the environmental impact of battery production by using sustainable materials, improving recyclability and recycled content.

Stellantis does not invest any significant Capex in coal, oil and gas-related economic activities and is therefore not excluded from the EU Paris-aligned benchmarks in accordance with the exclusion criteria stated in Articles 12.1 (d) to (g) and 12.2 of Commission Delegated Regulation (EU) 2020/1818 (the "Climate Benchmark Standards Regulation").

Use of carbon credits and removals

Carbon net zero by 2038 with single-digit percentage compensation of the remaining emissions.

In December 2024, Stellantis finalized an agreement to enter into a CO2 regulatory credits open pool for passenger cars to contribute to the achievement of its 2025 European emissions targets while optimizing its resources.

Challenges and external enablers

Many of the targets set forth in the Company's Dare Forward 2030 strategic plan are dependent on external enablers including the pace of the industry's transition to full electrification, conducive BEV policies (e.g., charging infrastructure, BEV purchasing incentives), and the availability of decarbonized energy. These targets have become increasingly challenging in light of the trends in market dynamics, government policy and regulation that have emerged since the plan's introduction in March 2022. Although the targets remain in place, the speed and trajectory at which they may be met is the subject of ongoing assessment by the Company.

The achievement is conditioned by key external enablers: decarbonized energy and grid infrastructure (based on Announced Pledges Scenario from the IEA), and conducive public policies for BEV (charging infrastructure, purchasing incentives) impacting our Scope 3 emissions.

Policies related to climate change mitigation and adaptation

Stellantis has disclosed multiple policies addressing climate change mitigation and adaptation, aligned with ESRS 2 MDR-P and E1-2 requirements.

Environmental and Energy Policy

Governance and approval:

• Developed with input from various functions that impact Stellantis' environmental performance
• Approved by Stellantis executive management

Scope:

• Available to all stakeholders
• Provides guidance for operations and employees

Key content:

• Prescribes how the Company protects the environment
• Includes commitments required by ISO standards for environmental and energy management systems
• Implements initiatives that reduce energy consumption, GHG emissions and other pollutants
• Includes using alternative and renewable energy sources
• Designs manufacturing processes for improvements in energy performance

Public availability:

• Available to all stakeholders (specific URL not provided)

Global Responsible Purchasing Guidelines

Key content:

• Requires all suppliers to follow the principles and commitments established in the Environmental and Energy Policy (EEP)

Scope:

• Applies to all Stellantis suppliers

Business Continuity Policy

Purpose and governance:

• Addresses climate change adaptation
• Integral part of Stellantis Risk Management and Insurance processes
• Approved by executive management

Scope:

• Applies to all the Stellantis workforce

Key content:

• Follows a global business continuity process to:
  • Proactively identify risks to business operations and implement processes to eliminate or mitigate the negative impacts of these identified risks
  • Provide a rapid response and recovery in the event of business interruptions to minimize the negative effects on the Company's ability to conduct business
  • Maximize protection of employees, assets, and the environment by implementing prudent preventive measures and response processes

Risk Management Policy

Purpose and governance:

• Addresses climate change adaptation
• Integral part of Stellantis Risk Management and Insurance processes
• Approved by executive management

Key content:

• Objective is to provide a consistent level of loss prevention and insurance protection for all Stellantis companies
• Covers risk management governance, principles of loss prevention and insurance
• Manages risks of loss to physical assets, human capital, and exposures to third-party liabilities, aiming to minimize the cost of such risks
• Includes external threats such as natural events and hazardous or malicious acts, which can result in damages to assets and interruption to business operations

Actions and resources in relation to climate change policies

Stellantis has initiated several key actions to prevent, mitigate, and remediate the impacts of climate change, while managing climate-related risks and opportunities. These efforts support the achievement of the Company's policy objectives and stated GHG emission reduction targets. The key climate change mitigation actions are related to three defined decarbonization levers:

1. Low-Carbon Product Portfolio

The low-carbon product portfolio is the most impactful decarbonization lever in working towards the Stellantis Carbon Net Zero Targets.

BEV, FCEV and PHEV Deployment

Scope: Downstream (product use phase)
Description: By developing a wide range of BEVs, FCEVs and PHEVs and aiming to be one of the leading players in the LEV market, Stellantis addresses the environmental challenges associated with vehicle use. Setting short-, medium- and long-term quantitative targets for the proportion of total sales made up by LEV/BEV sales and the percentage of nameplates available in a LEV/BEV version enables Stellantis to define and track alignment with a clear roadmap toward its fleet CO2 emissions reduction targets. In 2024, Stellantis commenced retail sales of 10 BEVs.

Key sub-actions:

• BEV-centric platforms: Stellantis' LEV products worldwide are expected to be driven mainly by four BEV-centric platforms with multi-energy flexibility for passenger cars and light-duty trucks. Covering the various market segments and regions where Stellantis operates, these BEV-centric platforms should enable high modularity with parts and technology commonality. This limited number of platforms will ensure that the Company has a volume scale effect intended to drive cost competitiveness and thereby the profitability of Stellantis, to compensate for electrification costs.

• FCEV: Stellantis has developed a hydrogen fuel cell zero emission solution that combines the advantages of hydrogen fuel cells and electric battery technology in a FCEV. For mid-sized vans, this technology offers up to 400 km of range (homologation pending) under certain conditions with refueling time of less than four minutes. For large vans, the addition of fuel cell technology brings range capability of up to 500 km under certain conditions and refueling time of just five minutes. This solution is particularly suited to the needs of LCV customers requiring long-range, fast refueling and zero-emissions without compromising payload capacity.

  • Partnership: In July 2023, Stellantis confirmed the acquisition of a 33.3 percent stake in Symbio, an actor in zero-emission hydrogen mobility, at parity with other shareholders Forvia and Michelin.
  • Timeline: By 2025 we will be producing eight fuel cell hydrogen versions of mid-size and large vans: Citroën ë-Jumpy and ë-Jumper, Fiat Professional E-Scudo and E-Ducato, Opel/Vauxhall Vivaro and Movano, and Peugeot E-Expert and E-Boxer, which will be produced in Hordain (France) and Gliwice (Poland).

• Charging: As the pace of mainstream EV adoption accelerates globally, charging has become a crucial part of the user experience. With this in mind, in July 2023 Stellantis launched Free2move Charge to make it "easy to Always Be Charged" (the e-ABC promise). Free2move Charge offers a 360-degree ecosystem of charging hardware, software and services that will seamlessly deliver charging and energy management to address all customer needs, removing barriers to BEV ownership.

  • Partnership: In July 2023, Stellantis entered into an agreement with other automakers to establish Ionna, a joint venture focused on developing a new, high-speed charging infrastructure for BEV vehicles in the U.S. and Canada.

MHEV and HEV Deployment

Description: Hybrid and mild hybrid technologies recover energy generated during deceleration and reuse it, thereby reducing fuel use and CO2 emission by up to 15 percent compared to a pure ICE vehicle. MHEV and HEV technologies are already available on many Stellantis brands for certain models and is being expanded to further models.

Expected outcome: Up to 15% reduction in fuel use and CO2 emissions compared to pure ICE vehicles.

Vehicle Efficiency

Description: Stellantis aims to leverage all the features of its vehicles: notably weight, rolling resistance, aerodynamics, vehicle [excerpt cuts off].

2. Sustainable Supply Chain

Scope: Upstream value chain
Description: Mentioned as one of the three defined decarbonization levers (no further detail provided in excerpts).

3. Efficiency of Own Operations

Scope: Own operations
Description: Mentioned as one of the three defined decarbonization levers (no further detail provided in excerpts).

Targets related to climate change mitigation and adaptation

Stellantis has set comprehensive climate targets aligned with a 1.5°C scenario under its Dare Forward 2030 strategic plan, with 2021 as the base year. The targets are conditioned by key external enablers including decarbonized energy and grid infrastructure (based on IEA Announced Pledges Scenario) and conducive public policies for BEV (charging infrastructure, purchasing incentives).

Carbon Net Zero Targets

Electrification and Product Portfolio Targets

Supply Chain Targets

Additional Notes

• Science-based alignment: The 30% absolute GHG emission reduction target by 2030 is aligned with the SBTi sectoral interim pathway for OEMs (42% reduction in Well-to-Wheel use phase, Scope 3 category 11, between 2021 and 2030), compatible with limiting global warming to 1.5°C. Stellantis has not undergone formal SBTi certification.

• Coverage: Near- and long-term targets cover over 90% of Scope 3 emissions (exceeding SBTi requirement of 67% for near-term and 90% for long-term). Scope 1 and 2 targets collectively cover more than 95% of those emissions.

• Base year recalibration: In 2024, Stellantis expanded its emissions accounting methodology, resulting in a 320,546 tons CO2-eq increase in Scope 1 and 2 base year values compared to the 2023 CSR report.

• Challenges: Many targets are increasingly challenging due to market dynamics, government policy and regulation trends since the plan's introduction in March 2022. The speed and trajectory of achievement is subject to ongoing assessment.

Energy consumption and mix

Reporting scope: Stellantis key business area, vehicle manufacturing, is classified as a high climate impact sector. All energy consumption from own operations is associated with these high climate impact sectors.

Energy consumption and mix (2024)

Renewable share: 15.6% (1,921,485 / 12,311,232 MWh)

Renewable and non-renewable energy production (2024)

Energy intensity (2024)

Methodology notes:

• Energy consumption is calculated using monthly site-level data collected through Stellantis' centralized tool
• Scope 2 market-based emission factors evaluated annually from energy suppliers; location-based factors from IEA database
• Scope 1 emission factors from 2006 IPCC Guidelines for National Greenhouse Gas Inventories
• Energy intensity uses Net revenues from Consolidated Income Statement
• Biogenic CO₂ from biomass treated as zero emissions under GHG Protocol (non-CO₂ GHGs accounted for)
• 2024 reporting scope expanded compared to 2023 (small sites previously excluded now included)

Gross Scopes 1, 2, 3 and Total GHG emissions

Overview

Stellantis reports GHG emissions across Scopes 1, 2, and 3. The company's emissions data for 2024, 2023, and 2022 are presented below. The baseline year for emissions reduction targets is 2021.

Total GHG Emissions by Scope

Scope 1: Gross Direct GHG Emissions

Total Scope 1 emissions (2024): 1.41 million tCO2eq

Scope 1 emissions include direct emissions from owned or controlled sources. No sub-breakdown by stationary combustion, mobile combustion, process emissions, or fugitive emissions is disclosed in this report.

Scope 2: Gross Indirect GHG Emissions from Purchased Energy

Scope 2 emissions are reported using both location-based and market-based methodologies:

Scope 3: Gross Indirect GHG Emissions from Value Chain

Total Scope 3 emissions (2024): 98.12 million tCO2eq

Scope 3 emissions by GHG Protocol category:

Note on Scope 3 coverage: Stellantis reports Categories 1, 11, and 12 as material. Category 1 (Purchased goods and services) includes emissions from high-voltage batteries and other vehicle components. Category 11 (Use of sold products) represents the largest share of Scope 3 emissions and includes Tank-to-Wheel, Well-to-Tank, vehicle maintenance, and end-of-life emissions. Category 12 covers end-of-life treatment. Other Scope 3 categories are not separately disclosed or are considered immaterial.

GHG Intensity

GHG emissions intensity per vehicle (2024): 18.70 tCO2eq/vehicle (Scopes 1, 2 market-based, 3)

Methodology note: Intensity is calculated as total GHG emissions (Scopes 1, 2 market-based, and 3) divided by the number of vehicles shipped. The denominator includes consolidated shipments of vehicles sold.

Absolute GHG Emissions Trend

Target: Stellantis aims for a 30% absolute GHG emissions reduction by 2030 and a 50% intensity reduction per vehicle by 2030, both versus the 2021 baseline, with the overall target of becoming carbon net zero by 2038 (with single-digit percentage compensation of the remaining emissions).

Methodology and Scope Notes

Scope 1: Includes direct emissions from owned or controlled sources at manufacturing sites and other facilities under operational control. Data is collected through operational systems and measurements.

Scope 2: Calculated using both location-based (using regional grid emission factors) and market-based (using contractual instruments such as renewable energy certificates) methodologies.

Scope 3 – Category 1 (Purchased goods and services): Estimated using life cycle analysis (LCA) tools and secondary databases. LCAs are conducted on representative vehicle configurations, incorporating component lists with materials and mass information from suppliers. High-voltage batteries are included in this category.

Scope 3 – Category 11 (Use of sold products): Calculated based on:

• Tank-to-Wheel emissions: Expected mileage (varies by region, vehicle segment, and powertrain) and fuel consumption assumptions from homologation test cycle data adjusted for real-drive conditions.
• Well-to-Tank emissions: Fuel emission factors from external LCA databases, converted using average emission factors per region and fuel type. Electricity for electrified vehicles is evaluated using LCA databases and IEA scenarios per region.
• Vehicle maintenance emissions: Average Global Warming Potential (GWP) per powertrain, considering spare parts replaced over a 15-year vehicle lifetime and vehicle mass.
• End-of-life vehicle emissions: Average GWP applied.

Scope 3 – Category 12 (End-of-life treatment of sold products): Estimated based on average GWP for end-of-life vehicle treatment.

Operational control basis: ESG data includes Stellantis headquarters, local offices, and all manufacturing sites under operational control, consistent with the scope of the Consolidated Financial Statements.

Data collection: Metrics are collected from operational sites through local or centralized management systems, based on actual data from systems, measurements, and calculations. Certain metrics for entities acquired or sold after January 1, 2024, and for Aramis Group (whose reporting period does not align with Stellantis), are estimated based on historical trends.

Uncertainty: Scope 3 emissions, particularly Categories 1 and 11, involve significant estimation uncertainty due to reliance on LCA databases, assumptions about vehicle lifetime, mileage, fuel consumption, and regional grid emission factors. Actual emissions may differ from estimates.

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

Stellantis has elected to use the phase-in exemption for ESRS E1-9. According to the disclosure index, this disclosure requirement is marked as "Phased-in" and substantive disclosures of anticipated financial effects from material physical and transition risks and potential climate-related opportunities are not provided in the current reporting period.

The following specific datapoints related to E1-9 are also listed as phased-in:

• Exposure of the benchmark portfolio to climate-related physical risks (E1-9, paragraph 66)
• Disaggregation of monetary amounts by acute and chronic physical risk (E1-9, paragraph 66(a))
• Location of significant assets at material physical risk (E1-9, paragraph 66(c))
• Breakdown of the carrying value of its real estate assets by energy-efficiency classes (E1-9, paragraph 67(c))
• Degree of exposure of the portfolio to climate-related opportunities (E1-9, paragraph 69)

Circular Economy Activities

VALORAUTO, Stellantis' take-back and recycling service for end-of-life vehicles, launched the online portal dedicated to private owners of all brands and engines, in France, Belgium and Luxembourg.

SUSTAINera RECYCLE product range launched in Enlarged Europe.

Established a material flow management organization to manage recycled materials and develop closed material loops in Enlarged Europe and North America, aimed at reintroducing the Company's internal waste into the supply chain and building an efficient materials eco-system with various stakeholders.

Expanded SUSTAINera circular economy activities in North America, including new product lines and range extension of remanufactured spare parts and launched a Reuse range in the U.S. through the B-Parts platform.

Policies related to own workforce

Stellantis has established numerous policies addressing its workforce management. These policies are grounded in the company's Code of Conduct and Human Rights Policy, and are designed to promote fair treatment, health and safety, employee engagement, and continuous development.

Code of Conduct

Scope: Applies to members of the Board of Directors, officers, and all full-time or part-time employees, temporary workers, 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.

Governance: The Code of Conduct was approved by the Board of Directors on March 2, 2021 and revised on February 12, 2024. The Ethics and Compliance Committee and the Audit Committee oversee compliance with the Code.

Key content/principles: The Code focuses on four main areas:

• Protection of the Stellantis workforce
• The way Stellantis conducts business
• Stellantis' interaction with external parties
• Protection of Stellantis assets and information

The 2024 revision emphasized Stellantis' commitment to human rights through a dedicated paragraph and enhanced the section addressing managers' and employees' responsibilities.

Public availability: The Stellantis Code of Conduct is available in the Governance section at https://www.stellantis.com/en/group/governance/corporate-regulations.

Links to international standards: The Code endorses the United Nations declaration on human rights and the International Labor Organization declaration on fundamental principles and rights at work.

Monitoring: The Ethics and Compliance Committee monitors effectiveness and compliance through appropriate governance and oversight, implementation of the Company's compliance roadmap, which results from analysis and investigation of allegations made in the Integrity Helpline, benchmarking, risk assessments, and auditing. The Chief Audit and Compliance Officer regularly informs the CEO and the Audit Committee on major findings. For all Code violations, remedial actions are commensurate with the seriousness of the case and comply with local legislation.

Human Rights Policy

Scope: Applies globally to all Stellantis operations and extends to business partners and stakeholders.

Governance: The policy was approved by the Human Rights Committee and the Ethics and Compliance Committees. The Human Rights Committee, established in 2023, provides oversight and governance globally, evaluating the strength and applicability of the existing human rights control framework. Along with the Chief Human Resources and Transformation Officer (CHRTO), the Committee presents plans to strengthen controls or develop new ones.

Key content/principles: The policy demonstrates a global commitment to upholding human rights, labor rights, and fair working conditions. It includes:

• Strict prohibitions against child labor
• Support for freedom of association
• Safeguards to prevent complicity in human rights abuses
• Clear expectations for stakeholders, business partners, and employees on issues such as human trafficking
• Zero tolerance for violence
• Employee wellbeing protections

Public availability: The policy is published in multiple languages.

Links to international standards: The policy is aligned with:

• UN Universal Declaration of Human Rights
• OECD Guidelines for Multinational Enterprises
• ILO Declaration on Fundamental Principles and Rights at Work
• UN Guiding Principles on Business and Human Rights
• International Bill of Human Rights

The policy also emphasizes compliance with local legislation, such as the French Duty of Vigilance and the UK's Modern Slavery Act.

Monitoring: The Human Rights Committee, along with the CHRTO, evaluates the strength and applicability of the existing human rights control framework. The company conducts an annual human rights risk assessment across global departments and manufacturing facilities using the Danish Institute Assessment Guidelines.

Wellbeing, Health and Safety Policy (WHS Policy)

Scope: Encompasses all workers, including remote, on-site, temporary agency workers, contractors, and visitors.

Key content/principles: With the central aim of preventing any work-related harm, the policy provides optimal health and safety standards and fosters conditions for wellbeing and motivation. This is embodied in the Company's "We All Care" program.

Governance: Regularly monitored by the Chief Human Resources and Transformation Officer (CHRTO).

Links to international standards: The Company's commitment to health, safety, and wellbeing aligns with international health and safety standards such as ISO 45001.

Monitoring: The "We All Care" program is regularly monitored by the CHRTO. Health and safety KPIs are used to monitor manufacturing operations, including total recordable injury rate, lost time injury rate, serious injuries and absenteeism.

Compensation Policy

Key content/principles: The policy promotes and rewards leadership and performance, offering compensation with three main objectives:

• Reward performance
• Provide a competitive, market-driven compensation package
• Attract and retain key talent

The policy aims to address impacts, risks and opportunities related to adequate wages and equal pay for equal work.

Remuneration Policy

Governance: Updated and monitored by the Remuneration Committee and Board of Directors.

Key content/principles: Outlines the principles for compensating executives and board members, with a focus on aligning pay with performance, sustainability goals, and shareholder interests.

Public availability: Refer to the Remuneration report, included elsewhere in this report.

Diversity and Inclusion Policy for the Composition of the Board of Directors

Governance: Adopted by the Board of Directors on February 22, 2022 and updated on September 25, 2023 in accordance with the Dutch Corporate Governance Code.

Key content/principles: 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. Selection criteria include expertise, experience, personal qualities, age, sex or gender identity, nationality and personal background.

The objectives of this Policy include:

• At least 40 percent of the seats of the Board of Directors occupied by women
• Nationality of members reasonably consistent with the geographic footprint of Stellantis' business, with no nationality counting for more than 60 percent
• Age diversity, with one or more members aged under 50 at the day of their nomination

Links to international standards: Developed in accordance with the Dutch Corporate Governance Code and the Dutch Gender Diversity Act.

Monitoring: The ESG Committee of the Board of Directors monitors the Company's approach to non-discrimination and is informed on how this objective is reflected within executive leadership positions.

Integrity Helpline Whistleblowing Policy

Scope: Available to all employees, suppliers, clients, and other stakeholders.

Key content/principles: The policy provides guidelines for reporting and managing Code of Conduct violations, including discrimination and harassment. The Integrity Helpline allows anyone associated with Stellantis to:

• Report any concerns about situations inconsistent with the Code
• Report any concerns regarding vehicle safety, emissions, or regulatory compliance
• Disclose conflicts of interest that can affect job performance
• Ask a question concerning the Code

Reports can be made anonymously where permitted, with strong anti-retaliation protections. Retaliation against anyone who reports a matter in good faith is strictly prohibited.

Governance: The Integrity Helpline is managed by a specialized independent service provider and utilized by trained personnel in the Audit and Compliance department for conducting investigations. Critical concerns are analyzed and, when appropriate, specific corrective action plans are implemented. Action plans are monitored with validation from the regional and global Ethics and Compliance Committees.

Public availability: The Stellantis Integrity Helpline is available in the Governance section of the Company's website at https://www.stellantis.com/en/group/governance/corporate-regulations.

Monitoring: The company tracks the number of days to provide a personalized first answer on reported concerns, with a target of 1.5 days in 2025, 1.25 days in 2030, and 1 day in 2038. In 2024, the result was 0.7 days.

Stakeholder Engagement Policy

Key content/principles: The policy aims to foster mutual understanding with society and its members, identify and address significant environmental, social, or economic risks, implement preventive measures along the value chain to mitigate potential negative impacts, stay attuned to sociological and technological changes, and adapt the business model to propose new, efficient solutions.

Monitoring: Annually, analysis of stakeholder dialogues is shared with the ESG Committee of the Board of Directors to track key dialogues and identify stakeholder expectations on sustainability.

Global Responsible Purchasing Guidelines (GRPG)

Scope: Applies to all suppliers and requires all suppliers to be evaluated based on their social, ethical, and environmental compliance.

Key content/principles: The GRPG respect the risk-based due diligence approach advocated by the OECD Guidelines for Multinational Enterprises on Responsible Business Conduct and the values expressed in ILO principles. The guidelines address:

• Compliance with laws, regulations, social and ethical principles
• Environmental protection and sustainable procurement
• Promotion of and compliance with internationally accepted human rights standards
• Freedom of association and effective recognition of the right to collective bargaining
• Combating forced or compulsory labor, child labor, and modern slavery
• Combating discrimination in hiring and occupation
• Anti-corruption measures and preventing conflicts of interest
• Compliance with legal minimum wage or collective bargaining agreements
• Working hours aligned with ILO Conventions 1 and 30
• Compliance with health and safety at work
• Environmental Management System implementation
• Ban on use of prohibited substances and materials
• Combating use of minerals originating from areas of conflict
• Compliance with retention and use of personal data
• Environmental policy for research on green or recycled materials and CO2 emissions reduction
• Prevention of deforestation and land conversion
• Protection of animal welfare

Links to international standards: OECD Guidelines for Multinational Enterprises on Responsible Business Conduct and ILO principles.

Monitoring: New and renewing suppliers are required to sign the GRPG to confirm awareness of expectations. Stellantis monitors the acceptance status of the GRPG by suppliers. The responsible and sustainable business practices content is monitored to keep it up to date, with each update subject to approval by the Chief Purchasing & Supplier Quality Officer with support of Compliance and Legal functions.

Free, Prior and Informed Consent Policy (FPIC Policy)

Key content/principles: In accordance with applicable laws and internationally recognized principles, along with core values of ethics and integrity, the company affirms the rights of indigenous peoples to grant or withhold consent regarding activities that may affect their lands, territories, and resources.

Data Protection Policy

Scope: Applies to all Stellantis employees and anyone acting on behalf of Stellantis.

Governance: The Stellantis General Counsel serves as the Group Data Protection Officer (DPO), collaborating with regional privacy officers and their teams to monitor the implementation of global privacy standards across Stellantis.

Key content/principles: The policy requires employees to protect personal data and privacy rights, recognizing them as a fundamental right for all data subjects. Personal data processing is carried out in accordance with the principles of lawfulness, fairness, transparency, data minimization, storage and purpose limitation, integrity and confidentiality.

Links to international standards: Aligns with the Charter of Fundamental Rights of the European Union (2000/C 364/01) and the Treaty on the Functioning of the European Union. Specific operating procedures and cybersecurity standards have been adopted aligned with the essential principles of GDPR "privacy by design" and "privacy by default" and equivalent regulations in other jurisdictions.

Product Safety Policy

Governance: Issued by the Technical Safety and Regulatory Compliance Officer in 2024.

Key content/principles: The policy helps ensure that products and services comply with applicable regulatory requirements and meet safety expectations in the automotive market under normal or reasonably foreseeable conditions of use. It addresses:

• Product safety governance
• A standardized approach to vehicle safety through design activities
• Harmonized safety evaluation processes based on risk criteria
• Safety trainings to increase safety risk awareness

The policy mandates that each Stellantis employee and contractor adopts proper behavior to support product safety within their scope of responsibility, contributes transparently to any product safety evaluation or investigation, and appropriately reports any violation or technical issues related to product safety.

Links to international standards: The policy is aligned with the "Right to life" embedded in the Human Rights Policy, which aligns with internationally recognized standards including the UN Guiding Principles on Business and Human Rights and the International Bill of Human Rights. Stellantis contributes to safety innovation through participation in developing and implementing ISO standards such as ISO 26262 for road vehicles' functional safety, ISO 21448 for safety of the intended functionality, and ISO 21434 for Cybersecurity Engineering in road vehicles.

Monitoring: The policy is communicated to all employees.

Quality Policy

Key content/principles: The policy is harmonized with the Human Rights Policy and aims to deliver best-in-class customer experience through behavior, decisions, and actions at all levels. Stellantis encourages every employee to prioritize quality and put the customer first, engaging suppliers and partners in achieving quality ambitions.

Links to international standards: Both the Quality Policy and Human Rights Policy are aligned with the UN Guiding Principles on Business and Human Rights and the International Bill of Human Rights, including equality and non-discrimination.

Anti-Corruption Policy

Key content/principles: The policy deploys a due diligence program designed to detect corruption in business partners that meet risk-based criteria, as well as its directors and Senior Management.

Monitoring: To the knowledge of the company, in 2024 there was no corruption-related conviction of any senior manager of Stellantis or its subsidiaries.

Third Party Due Diligence Policy

Scope: Applies to all business functions that manage business partners and to the compliance due diligence team.

Governance: The Chief Audit and Compliance Officer is the most senior level responsible for the application of this policy.

Key content/principles: The policy aims to support the Company's efforts to have partners adhere to the same ethical standards. The due diligence process is critical in strengthening operations and those of partners, and in mitigating risks associated with corruption, bribery and non-compliance. The purpose is to evaluate and manage the legal and reputational risks to Stellantis associated with the conduct of business partners.

Fraud Prevention Policy

Governance: The policy owners are the Head of Risk Management, Security and Insurance, and the Head of Enterprise Risk Management.

Key content/principles: The policy aims to mitigate unethical behaviors within the procurement process and promotes responsible financial transaction management. It describes responsible practices and offers internal and external stakeholders a channel to voice their concerns.

Scope: Applies to all employees and the entire value chain.

Global Supplier Payment Terms Policy

Governance: Managed at the highest level by the Stellantis Group Treasurer, Global Process Leader and Global Controlling Leader of Global Purchasing and Supplier Quality.

Key content/principles: Outlines standard payment terms for all purchase transactions across Stellantis' global operations, identifies policy authorized deviations, and governs the process for deviation requests and approval for each contract. It helps support consistency and fairness in payment practices.

Payments and Bank Accounts Management Policy

Governance: Overseen by the CFO.

Key content/principles: Defines Stellantis' global rules for managing bank accounts and executing payments, addressing data management, payment approval processes, and ICT security measures.

Charter for Relations with Public Institutions

Scope: Applies to Stellantis employees who interact with public authorities.

Key content/principles: The charter requires employees to conduct their activities with probity and integrity while adhering to the principles of good governance, transparency, and integrity. All senior leaders are trained on this charter and are responsible for informing their teams.

Links to international standards: Stellantis adheres to the United Nations Global Compact recommendations for responsible contributions to public debate.

Other Relevant Policies

Stellantis has also adopted policies in the following areas as part of its workforce management framework:

• Risk Management Policy (RMP)
• Business Continuity Policy (BCP)
• Global Guidelines for Environmental Compliance and Governance Processes
• Environmental and Energy Policy (EEP)

These policies are supplemented by a set of procedures that are reviewed on an annual basis for applicability and effectiveness.

Taking action on material impacts on own workforce

Equal Treatment and Opportunities

Scope: Own operations globally

Actions:

• Code of Conduct and Human Rights trainings: Periodic required trainings and certification of adherence to anti-discrimination principles
• Women of Stellantis: Employee Resource Group active in 37 countries focusing on promotion of opportunities within the workplace and contributing to cultural transformation
• DIVERSE•abilities Network: Global group supporting, representing and advocating for the disability community through knowledge sharing, capacity building, promoting accessibility, and fostering resilience whilst eliminating stigma and barriers
• Meritocracy-based appointment and progression: Processes to promote equal pay for work of equal value in compensation determination, annual salary reviews and merit-based salary increases
• Flexible working opportunities: Support work-life balance arrangements
• Events to foster interest in technical careers
• Global approach for people with disabilities: Offering employment opportunities, raising awareness, supporting integration, and providing adjusted work solutions through collective agreements

Resources:

• Employee Resource Groups active locally and globally
• ESG Committee of the Board of Directors monitors non-discrimination approach

Targets:

• 30% women in leadership positions (L1, L2, L3) by 2025
• 35% by 2030
• 40% by 2040
• 2024 result: 33.5%

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Human Rights Risk Prevention and Mitigation

Scope: Own operations globally, including 400+ manufacturing facilities

Time horizon: Annual assessments conducted

Actions:

Training:

• Communication and awareness trainings on Human Rights Program
• Educational videos and e-learning training supporting Code of Conduct, GRPG and other policies
• Tailored content for key audiences: Global Purchasing and Supplier Quality (GPSQ) department, Human Resources, Health and Safety employees, management levels
• Training on reporting concerns with examples

Corporate Human Rights Risk Assessment:

• Annual human rights risk assessment across global departments and manufacturing facilities using Danish Institute Assessment Guidelines
• 2024 results: Over 400 surveys distributed globally, 10 facility assessments completed

Audits:

• Global internal audit focused on human rights, targeting specific legal entities on risk basis
• Audit scope covers: communication and training for buyers and Human Rights champions, supplier risk mapping and management, M&A due diligence human rights integration, human rights mapping frameworks evaluation
• Focus on child and forced labor, operations in high-risk regions, responsible supply chain sourcing

Child Labor Prevention:

• Mechanism to enforce adherence to global labor norms
• Ongoing audits and assessments providing real-time insights
• Process to determine adherence to international standards regarding minimum age of workers
• Routine audits and monitoring in high-risk regions
• Investigation process when issues raised by stakeholders, NGOs, media, or supply chain partners
• Corrective actions with suppliers in cases of non-compliance

Expected outcomes:

• No severe human rights abuses identified in 2024

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Employee Involvement, Social Dialogue and Collective Bargaining

Scope: Own operations globally

Actions:

Social Dialogue Strategy:

• Annual global employee survey
• Trust-building with trade unions via collective bargaining and works council agreements
• Employee representatives engaged at global and local levels with dedicated meetings
• Co-construction approach promoting responsible relationship with employee representatives
• Regular meetings with local unions and employee representatives
• Workplace inspections, risk assessments, discrimination complaints handled collaboratively
• Joint Stellantis European Works Council established in 2024

Resources:

• Labor relations organization at corporate and local levels
• CHRTO is member of the IEC and advises ESG Committee of the Board of Directors
• Training programs like Team2Win for team leaders, supervisors, shift managers, and plant managers
• Cross-functional teams (26 strategic streams since 2021) to identify and standardize best practices

Coverage:

• 90% of employees represented by unions or employee representatives (as of December 31, 2024)
• 85% of employees covered by collective bargaining agreements
• 531 collective agreements signed in 2024
• 192 salary agreements in 2024

Targets:

Social Protection:

• All employees covered by social protection programs or benefits (sickness, unemployment, employment injury, disability, parental leave, retirement) with four exceptions:
  • Algeria and Mexico (7% of workforce): no governmental unemployment coverage
  • UAE, Egypt, Malaysia (0.2% of workforce): no governmental retirement pension scheme (UAE provides gratuity payout)
• Flexible working hours or banks of hours implemented in most countries with industrial or logistics facilities

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Compensation and Benefits Practices - Living Wages

Scope: Own operations globally (over 200 countries and cities)

Time horizon: Annual monitoring and adjustments

Actions:

Living Wage Framework:

• Global framework based on: equal pay for equal work, market-based compensation, non-discrimination, pay for performance
• Partnership with Fair Wage Network (contracted 2022) providing living wage database for 200+ countries and cities, updated annually
• HR leads in each country monitor and adjust compensation during annual salary reviews or negotiations
• Addresses local inflation during annual salary reviews

Performance-Based Incentives:

• 2024: ~55,500 white-collar employees recognized through performance-based incentives
• Managers and employees set missions and key metrics at year beginning, reviewed throughout year

Employee Savings Plan:

• As of December 31, 2024: Employee savings plans (excluding LTI) totaled €527 million, including 64.8 million Stellantis shares
• "Shares to Win" program (November 2024): Offered in 18 countries; employees subscribed to 9.7 million shares for total investment of ~€94.5 million

Health and Welfare Benefits:

• Company offers health and welfare benefits aligning with competitive local practices

Retirements/Pensions:

• Defined-contribution plans in all countries where necessary (market practices or legally mandatory)
• Active in: France, UK, Germany, Spain, Belgium, Netherlands, Poland, Slovakia, Brazil, Argentina, Turkey, Canada, United States

Profit-Sharing:

• Long-Term Incentive (LTI) for top managers and key talent aligned with shareholder/stakeholder interests (total shareholder return, synergies, CO2 emissions reductions)
• 2024: ~€933 million redistributed to employees (excluding LTI vesting/awards) based on 2023 financial results
• Profit sharing in France through discretionary and non-discretionary arrangements
• Brazil: Programa de Participação nos Resultados
• Other countries: Collective Local Performance Incentive (CLPI) plan based on economic performance and quality results
• Individual bonus plan based on company, region/division, and individual performance

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Wellbeing, Health and Safety

Scope: Own operations globally

Actions:

Employee Survey:

• Annual global employee survey launched 2022
• March 2024: 71% participation rate; motivation above benchmark
• Dedicated global yearly survey on mental health and psychosocial risks implemented early 2023

"My Wellbeing" Program:

• Holistic approach integrating physical and mental health
• Integrated into operating systems for all sites
• Supports Care pillar in Dare Forward 2030 strategic plan
• Focuses on physical health, safety, ergonomics
• Range of health/nutrition programs, sports groups, training facilities, coaches
• Global initiatives: employee sports teams, wellness coaches (North America), gaming clubs/learning events (China), pre-workday stretching (Middle East & Africa)

Stellantis Production Way (SPW):

• Health and safety domain enhances wellbeing through preventive measures and employee collaboration
• Training on health/safety, policy compliance, promoting preventive behaviors
• Employees participate in safety initiatives and provide feedback via alert and safety conversation tools

Global Care Management System (GCMS):

• Integrates health and safety management across all Stellantis sites (including service providers)
• Complies with ILO OSH 2001 and ISO 45001 standards
• Internal auditing program focused on Serious Injuries and Fatalities (SIF) and potential SIF (pSIF)
• 2024: 6,637 audits completed

Resources:

• 392 employees dedicated to assuring safety in Stellantis facilities
• Qualified safety professionals at each manufacturing unit
• Dedicated safety resources at non-manufacturing locations
• Manufacturing locations certified to ISO 45001

SIF Prevention Program:

• Global program oversees SIF elimination, promoting common standards and action plans
• All manufacturing locations trained to identify pSIF incidents and implement preventive measures
• Worker representatives involved in implementing standards

Flexible Work Approach:

• Remote working and digital tools to improve employee health and quality of life
• Hybrid model allows work from home or other locations
• grEEn-campus initiative: Reimagines buildings to support new ways of working
• "Every Action Counts" program: Regional initiative offering tips on managing time and meetings
• Right to disconnect established in various countries
• Ten guidelines on digital disconnection

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Talent Management (Skills for the Future)

Scope: Own operations globally

Actions:

Global Talent Acquisition Transformation Strategy (2024):

• Strategic, proactive and agile talent acquisition partners
• Simple and efficient processes with clear KPIs
• Positive experience and employer brand

Job Families Implementation:

• Aligning organizational effectiveness with talent management
• Integration into governance framework and Global Talent Acquisition Strategy

Talent Acquisition:

• "Be Mobile" program: Sets internal mobility rules, provides visibility on opportunities
• Data-driven assessments, unbiased recruitment training
• Global policy to promote consistent hiring and non-discrimination
• Employer brand strategy promoting Stellantis as desirable employer
• HR collaboration with communication team for unified voice
• Campaigns on social/environmental responsibility and employer value proposition

Employee Talent Journey:

• Managers and white-collar workers set objectives and business performance targets
• Discussion of employee aspirations and Stellantis Leadership model behaviors
• Career planning with identification of concrete career steps
• Behavioral and value ratings based on Code of Conduct values
• Development actions proposed

Assessment Tools:

• 360° assessment
• Leader Dynamics
• Team Dynamics
• All centered around Stellantis leadership values

Expertise Community:

• Fellows and senior fellows vital to research, experimentation, external partnerships
• Aligns with Dare Forward 2030 strategic plan
• Develops top-tier skills in critical areas supporting innovation, technical roadmaps, operational performance
• Macro-domain grid reviewed annually

Targets:

Monitoring: Targets monitored globally on monthly basis and reported to Board of Directors by CHRTO

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Training

Scope: Own operations globally

Time horizon: Ongoing with annual targets

Actions:

Culture of Continuous Learning:

• Combining "push" actions (Company-recommended) with "pull" actions (employee-chosen)
• Monitored through: time distribution, self-development hours, monthly active employees

Three Main Purposes:

1. Common ground:

• Initiatives on common values, leadership behaviors, safety and wellbeing rules
• Measured by program completion and employee involvement

2. Employability:

• Providing/reinforcing technical skills for short and medium-term efficiency

3. Enable the future:

• Supporting Dare Forward 2030 strategic plan
• Knowledge and skills for digital transformation, carbon zero processes, entrepreneurship, new ways of working

Resources Allocated:

• €133 million spent on training during 2024
• ~2.6 million hours of training delivered
• ~236,420 employees trained

Specific 2024 Programs (Employability):

To mitigate job losses and equip employees for transition:

• Data & Software Academy: 8,348 employees trained
• BEV technology and electrification training: 122,911 employees trained
• Climate School: 18,350 employees trained
• TechXelerate program (collaboration with Amazon on technology and software expertise): 4,900 people trained supporting tech transformation, cloud, innovation, customer centricity

Targets:

Additional 2024 Goals:

• At least 10% of technical employees in software, data, and engineering roles complete 24+ hours technical training: achieved 12%
• At least 35% of all employees receive tech-mobility related training: achieved 62% (including blue-collar workers)

Monitoring: Targets monitored globally and reported to Board of Directors by CHRTO

Targets related to own workforce

Gender Diversity in Leadership Positions

Target metric: Percentage of women in leadership positions (L1, L2 and L3)

Target values and years:

• 30% by 2025
• 35% by 2030
• 40% by 2040

Baseline: In 2024, women held 33.5 percent in L1, L2 and L3 positions

Scope: Global leadership positions, in compliance with local laws and the Dutch Gender Diversity Act

Monitoring: The ESG Committee of the Board of Directors monitors the Company's approach to non-discrimination and is informed on how this objective is reflected within executive leadership positions

Progress to date: 33.5% in 2024

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Collective Bargaining Coverage

Target metric: Percentage of countries with more than 150 employees covered by collective agreements

Target values and years:

• 92% by 2025
• 95% by 2030
• 100% by 2040

Progress to date: 96% in 2024

Monitoring: Monitored regularly at a global level and reported with the social climate by the CHRTO to the Board of Directors

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Health and Safety - Lost-Time Injury Frequency Rate

Target metric: Lost-time injury frequency rate (LTIR per 1,000,000 hours worked)

Target values: < 1 for 2025, 2030, and 2040

Baseline: Targets set in 2021 to reduce total recordable injuries by 50 percent by 2030

Scope: All workplace locations with implemented safety protocols

Progress to date: 0.92 in 2024

Monitoring: Monitored on a monthly basis and reported to the Board of Directors by the CHRTO annually. Health and safety KPIs are used to monitor manufacturing operations

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Talent Management - Leadership Positions

Target metric: Minimum number of positions with leadership and profit & loss responsibility

Target values: 400 positions for 2025, 2030, and 2040

Progress to date: 409 in 2024

Monitoring: Monitored globally on a monthly basis and reported to the Board of Directors by the CHRTO

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Training - Access Rate

Target metric: Access rate to training (Number of employees trained/total number of employees)

Target values and years:

• 96% by 2025
• 100% by 2030
• 100% by 2040

Progress to date: 94% in 2024

Monitoring: Tracked in Learning Management System (LMS) and constitute the percentage of all employees trained through this system. Locally, results are discussed with employee representatives during regular meetings. Monitored and managed at a global level monthly and reported to the Board of Directors by the CHRTO

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Training - Technical Engineering Reskilling/Upskilling

Target metric: Percentage of technical engineering reskill/upskilling

Target values and years:

• 12% by 2025
• 30% by 2030
• 50% by 2040

Scope: Technical employees in software, data, and engineering roles

Progress to date: 12% in 2024 (target was at least 10% of technical employees completing 24 hours or more of technical training; this goal was surpassed reaching 12%)

Additional achievement: Tech-mobility related training provided to 62% of all employees in 2024 (target was at least 35%)

At December 31, 2024, Stellantis had a total of 248,243 employees (excluding employees of joint arrangements, associates and unconsolidated subsidiaries), a 3.9 percent decrease from December 31, 2023, and a 8.9 percent decrease from December 31, 2022.

Characteristics of non-employees in the undertaking's own workforce

Overview

In 2024, Stellantis reported three categories of non-employees in its own workforce: temporary agency workers, self-employed individuals, and contractors.

Temporary Agency Workers

In 2024, Stellantis reported 15,111 temporary agency workers (non-employees in own workforce), primarily pertaining to the blue-collar category. These workers are needed to manage higher workload, sick leave and vacation absences.

Self-Employed Workers

The number of 31 self-employed individuals is based on headcount estimates from data collected from all entities between January and October 2024, with verification that there were no significant variations in November and December 2024. Due to the nature of service contracts, Stellantis may not always be able to distinguish between self-employed contractors and other types of contractors.

Contractors

The contractor headcount of 40,279 is an estimation based on the number of access passes to the sites, as service contracts do not specify the number of workers. Typically, contractors are employed for security services, maintenance, ICT support, canteen, and cafeteria.

Methodology

The headcount for temporary agency workers and self-employed individuals was collected from January to October 2024 and calculated based on the average, with verification that there were no material variations in November and December 2024. The contractor estimation is based on average data from January to October 2024 using access pass data.

Workers Covered by Occupational Health and Safety Management System

Recordable Injuries

Fatalities

As of December 31, 2024, approximately 85 percent of our employees were covered by collective bargaining agreements.

Stellantis employees are free to join trade unions, provided they do so in accordance with local laws and the rules of the related trade union. Local collective agreements are led by the regions and/or countries which take the global Company polices into account and reflect local particularities.

An active dialogue was maintained in 2024 with various employee representation bodies existing at the national or transnational level. This is represented in Enlarged Europe through the European Works Councils of former PSA, Fiat and Opel and Vauxhall, in North America through the union, the International Union, United Automobile, Aerospace and Agricultural Implement Workers of America ("UAW") and in Canada through the union, Unifor.

Diversity metrics

Gender diversity in leadership positions

In 2024, women held 33.5 percent in L1, L2 and L3 positions (approximately 840 women in leadership roles).

Target: Enhance gender distribution in leadership positions to 30 percent by 2025, 35 percent by 2030 and 40 percent by 2040, in compliance with local laws.

Workforce headcount by gender and category

Workforce by age and gender (2024)

Workforce by category and gender (2024)

¹ The top management includes executive vice presidents, senior vice presidents and vice presidents

Workforce headcount by country (>50 employees, representing at least 10% of total)

Persons with Disabilities by category and gender (2024)

Methodology note: Employee numbers reported are referred to headcount as of December 31, 2024 (including unconsolidated subsidiaries), for permanent and fixed term employees, as well as for full and part time and non-guarantee hourly employees.

Adequate wages

Benchmark Used

Stellantis uses the Fair Wage Network as its living wage benchmark. The company states:

"To determine credible living wages, we contracted with the Fair Wage Network in 2022. They provide a database with living wage amounts for over 200 countries and cities, updated annually."

The company also commits to "providing competitive and living wages" in alignment with the UN Declaration of Human Rights.

Methodology

The Fair Wage Network provides a database with living wage amounts for over 200 countries and cities, which is updated annually. HR leads in each country monitor and adjust compensation to comply with Stellantis' livable wage framework, addressing local inflation during annual salary reviews or negotiations with employee representatives.

Coverage and Geographic Scope

The framework is global, covering operations in over 200 countries and cities where Fair Wage Network provides data. However, the company does not disclose the percentage of employees assessed against the living wage benchmark or the proportion earning at or above it.

Targets and Commitments

No specific quantitative targets or timelines for living wage coverage are disclosed (e.g., "100% by 2026"). The company references ongoing monitoring and adjustment processes but does not provide forward-looking commitments with measurable goals.

Value Chain

For the value chain, Stellantis requires suppliers to comply with the Global Responsible Purchasing Guidelines (GRPG), which state: "compliance with the legal minimum wage in national legislation or collective bargaining agreements while seeking to provide workers and their families with decent wages to afford reasonable and adequate shelter, food, and other necessities." This language references minimum wage compliance with an aspiration toward decent wages, but does not specify application of a living wage benchmark to suppliers.

Additional Context

In 2024, Stellantis negotiated 192 salary agreements. The company emphasizes a global framework for fair compensation based on principles including equal pay for equal work, market-based compensation, non-discrimination, and pay for performance.

Social protection

Coverage of employees by social protection programs

All employees in our workforce are covered by social protection programs or benefits to mitigate income loss due to sickness, unemployment, employment injury, disability, parental leave, and retirement, with four exceptions:

Exclusions:

• Algeria and Mexico (7 percent of the workforce): No governmental unemployment coverage, and Stellantis has no additional program
• UAE, Egypt, and Malaysia (0.2 percent of the workforce): No governmental retirement pension scheme. However, in the UAE, employees receive a gratuity payout upon leaving the company, based on tenure and basic salary

Non-employee workers: Temporary agency and non-employee workers have the same access to public programs as Stellantis employees.

Retirement/pension benefits

The Company provides certain post-employment benefits, such as pension or health care benefits, to its employees under the defined-contribution plans in all countries where necessary according to market practices or legally mandatory requirements. 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 arrangements.

Employee savings plan

As of December 31, 2024, employee savings plans excluding LTI totaled €527 million, including 64.8 million Stellantis shares. In November 2024, we offered preferential conditions to become shareholders to our employees in 18 countries through the "Shares to Win" program. Employees subscribed to 9.7 million shares for a total investment of around €94.5 million.

Parental leave and family care

All employees are eligible for parental leave, in the event of having a child, and family care leave, provided the Company has been duly informed of the circumstances.

Number of employees that took family care and parental leave by gender and as a percentage of total employees (2024):

Note: The data is based on data collected until October 31, 2024, with an estimation for the end of the year.

In 2024, Stellantis provided its primary caregivers and non-primary caregivers 38,732 and 14,740 paid weeks off, respectively. For family care, 993,321 hours were used in 2024.

Profit-sharing

In 2024, based on 2023 financial results, approximately €933 million was redistributed to employees (excluding LTI vesting/awards).

Persons with disabilities

Percentage of employees with disabilities by category and gender

2024

Methodology note: The data is collected October 31, 2024, there is no further estimation done for the end of the year, as the percentage remains stable.

Data collection restrictions

The percentage of employees with disabilities subject to legal restrictions on data collection was 3.46% in 2024.

Training and skills development metrics

Performance and career development reviews for employees by category and gender

(1) The top management includes our executive vice presidents, senior vice presidents and vice presidents

Average number of training hours for employees by category and gender

(1) The top management includes our executive vice presidents, senior vice presidents and vice presidents

Additional training metrics

Monitoring and governance: Targets are tracked in our Learning Management System ("LMS") and constitute the percentage of all employees trained through this system. Locally, results are discussed with employee representatives during regular meetings. These objectives are monitored and managed at a global level monthly and reported to the Board of Directors by the CHRTO.

Health and safety metrics

Coverage by occupational health and safety management system (2024)

Note: All contractors on site (including intelligent services and other services).

Fatalities (2024)

Recordable injuries (2024)

Lost days from injuries (2024)

Occupational illnesses: actual lost days (2024)

Lost Time Injury Rate (LTIR) target and performance:

| Entity-specific Metrics | Target 2025 | Target 2030 | Target 2040 | Results 2024 | |---|---|---|---| | Lost-time injury frequency rate (LTIR/1,000,000 hours worked) | <1 | <1 | <1 | 0.92 |

The LTIR target is monitored monthly and reported to the Board of Directors by the CHRTO annually. Rates are calculated per million hours worked for LTIR and per 200,000 hours for Total Recordable Injury Rate.

Work-life balance metrics

Parental and family care leave

Stellantis supports work-life balance by aiding caregivers, when possible, with childcare subsidies, flexible work schedules, and job-sharing opportunities. In 2024, Stellantis provided its primary caregivers and non-primary caregivers 38,732 and 14,740 paid weeks off, respectively. For family care, 993,321 hours were used in 2024.

All employees are eligible for parental leave, in the event of having a child, and family care leave, provided the Company has been duly informed of the circumstances.

Number of employees that took family care and parental leave by gender and as a percentage of total employees

Note: The data is based on data collected until October 31, 2024, with an estimation for the end of the year.

Paid leave provided

• Primary caregivers: 38,732 paid weeks off
• Non-primary caregivers: 14,740 paid weeks off
• Family care hours used: 993,321 hours

Additional work-life balance initiatives

The Company employs a flexible work approach, including remote working and digital tools, to improve employee health and quality of life. Stellantis has implemented regional initiatives like the "Every Action Counts" program and established the right to disconnect in various countries to prevent digital fatigue and respect personal time.

Compensation metrics

Pay gap

Stellantis discloses a gender pay gap of 1.11 percent in 2024.

The overall gender pay gap is calculated as the weighted average salary of women by country divided by the weighted average salary of men by country, in accordance with ESRS. This approach provides a broad measure of pay differences across the Company's various business segments and regions. This metric offers a high-level view but does not account for factors such as job roles, experience, education, or regional market conditions, all of which can influence compensation structures. The Company acknowledges that a single ratio does not fully capture equality of pay within the organization.

Remuneration ratio

Stellantis reports a ratio of 469.28 between executive compensation and median salary for 2024.

The median compensation was determined within each peer group, defined by gender, legal entity, country, and pay grade. These peer group medians were then weighted based on employee headcount to reflect a representative company-wide figure.

The Company notes that the CEO Pay Ratio disclosed in the Remuneration Report (found elsewhere in the annual report) follows a different methodology, using the average employee compensation rather than the median. This approach aligns with financial reporting standards and reflects an aggregated view of remuneration. Since average compensation is typically higher than the median due to outliers, this can lead to differences between the two reported ratios.

Methodology

For the gender pay gap: The calculation uses a weighted average salary of women by country divided by the weighted average salary of men by country across all business segments and regions.

For the remuneration ratio: Median compensation was determined within peer groups (defined by gender, legal entity, country, and pay grade), then weighted based on employee headcount to reflect a company-wide figure.

Incidents, complaints and severe human rights impacts

Reporting and Grievance Mechanisms

The Integrity Helpline Whistleblowing Policy provides guidelines for reporting and managing Code of Conduct violations, including discrimination and harassment. Concerns can be reported by anyone associated with Stellantis through supervisors, Human Resources, Compliance, legal departments, or the Integrity Helpline. Reports can be made anonymously where permitted, with strong anti-retaliation protections.

In 2024, internal communication campaigns promoted the Integrity Helpline's use for reporting various concerns, including vehicle safety, regulatory compliance, and human rights issues. The Integrity Helpline is managed by a specialized independent service provider and utilized by trained personnel in the Audit and Compliance department for conducting investigations.

2024 Incidents and Complaints

In 2024, a total of 2,270 incidents were reported through the Integrity Helpline. Of these, 1,346 were related to "Harassment and Internal Working Environment," and 359 were related to "Discrimination and Retaliation." Across all channels, 1,892 incidents were reported pertaining to discrimination and harassment.

Severe Human Rights Impacts

There were no severe human rights incidents, such as child or forced labor, or human trafficking in 2024.

No severe human rights abuses were identified for the reporting year 2024. Stellantis remains vigilant to actively monitor and mitigate potential violations.

Fines, Penalties and Compensation

There were no fines, penalties, or compensation for damages in 2024.

Human Rights Risk Assessment Activities

In 2024, over 400 human rights risk assessment surveys were distributed globally, and 10 facility assessments were completed. The updated assessment methodology, including geographical and industry risk factors, resulted in a broader range of risk scores and highlighted areas for improvements.