Stellantis N.V. Price & Performance (STLA)

Thank you, Ed. Doug and I are really happy to be here today Good morning, good afternoon, good evening to all of you. We'd like to talk to you about our last ninety days, our twenty twenty four twenty twenty five and the future. Before we start, we'd like to share with you a sneak preview of the upcoming ad of the Grand Epanda which we did with Shaggy on the thirtieth anniversary of his global hit, Bombastic, [indiscernible] The reason we wanted to share with you the SAD is because it does reflect the momentum, the mood at the company today and how we're very focused in making sure that we win customers. So in these last ninety days, We've prioritized on product launches. Just as a reminder, 2020 and twenty fourten and 2025. In December, in The U. S, we're back with muscle cars with our Dodge Daytona. [indiscernible] the Wagoneer S We also had launches in January in Europe. The Grande Panda, which you just saw. But the Citruent Sea Free and the Opel Frontera. We've also been extremely focused in building trust with our stakeholders. With you, our shareholders, and we want to thank you for your trust.

Doug and myself have been reaching out and making sure that you know what's happening with our company. But we also have been very deliberate in working out with our suppliers with our unions, with our dealers, As we believe that we need this trust, we need this unity in order for us to grow together. And lastly, we have been very focused in empowering our regions making sure that decisions are made where our customers are where they happen. Now if we look forward, what we really want to focus [indiscernible] is growth. Profitable growth. We need our company to go back to profitable growth. [indiscernible] We need to be rigorous in making sure as we develop, as we build, as we sell our cars, We are rigorous and we execute. And lastly, profitability. Top line doesn't necessarily equate with profits. And we want to make sure that at Cilantis, it [indiscernible] We also want to make sure that those profits convert into cash. One of the things that we've been prioritizing to that end is really making sure that we spend capital where our customers are we have been very deliberate in making sure that our customers are free to choose.

Our offering both in products and powertrains has been extending order for us to have and much bigger reach in terms of coverage of the market going from what we do in hybrids in Europe going to combustion engines in The U. S. Or doubling down where we're very strong in South America, in Brazil, with bio hybrids. Now I have many other good news, but I'd like to stop now and pass it over to Doug to talk to you about 2024 which is a year we are not proud of.

Certainly agree with your sentiment, John. Twenty twenty four was a very rough year. So let's walk through the numbers. I'll start with a summary of the key performance metrics. I'd like to focus first in particular on the AOI margin and Industrial free cash and how these landed within the context of the full year guidance that was updated in September of last year. In the second half of the year, to address excess U. S. Dealer inventories, the company dialed up incentives and cut back on production which of course negatively impacted the AOI. Which ended up at the bottom of the range that we had provided of 5.5% to 7% AOI margin. At the same time, success correcting inventories allowed us to begin normalizing production. [indiscernible] which limited negative industrial free cash flow to $6,000,000,000 for 2024. Closer to the better end of the negative €5,000,000,000 to negative €10,000,000,000 guidance range. Consolidate shipments of 5,400,000 vehicles were down 750,000 units or 12% due to the following factors, about one third of that 750,000 units was a result of our inventory reduction actions. The other two thirds were related to lower sales in 2024 compared to the prior year, of which about half was due to the temporary hiatus in certain nameplates, such as our European ICE powered Fiat 500, the Dodge two and four door muscle cars in The US and Of course, the lack of the Jeep Cherokee, And the other half was due, frankly, to lower commercial performance.

And loss of market share. Net revenues of $157,000,000,000 declined 17% as two factors exacerbated the lower shipment volumes. First was mix, particularly due to a lower contribution from North America.

And the second was FX headwinds that we experienced in the third engine regions. Adjusted diluted earnings per share of €2.48 declined 61% with AOI down 64% but the average share count 5% lower as a result of buyback activities. Now let's get into how we've been working on fixing the root causes of the operational issues we faced in 02/2024. [indiscernible] set up to be in a much better position on three critical factors as we progress into 2025. First, inventory discipline, Second, market coverage. And third, our competitiveness. So on inventories, We first normalized European inventories in the first half of the year And then in the second half, we reduced U. S. Dealer stock 430,000 units in the mid year 304,000 units at the end of the year, well below our stated target of three thirty thousand units. Second, we're launching a number of exciting new products, not only late two thousand twenty four launches of the initial smart car and Stella large products nameplates like the Citroen C3, Dodge Charger, and the Jeep Wagoneer S, but also in Q1 of twenty twenty five, introductions of the Citroen C3 Aerosross, the Opel Frontera and the Fiat Granda Panda Last but not least, there was progress on making our cars more affordable as we exited 2024.

For example, in The U. S, we repositioned MSRPs for four of our 2025 model year Jeeps.

And In Europe, our new generation of appealing B segment cars bring BEV and mild hybrid powertrains to new price points. Let's look quickly at where we ended the year on inventories. We're in a very healthy place at the group level as well as in each of the four major regions we operate in. Total inventories were reduced around 140,000 units over the last three months, of the year. With all of that decline coming in company inventories, while dealer inventories rose a very nominal 11,000 units. As planned, increases in South America and Europe were mostly offset by reductions in U. S. Dealer stock.

You can also see the decline in stock year over year. Reflecting the more dialed in inventory management as well as the impact of some of the product lines where we were temporarily between generations. We launched several significant models in 2025, we expect some build in sock levels, very carefully managed. Okay. On this next slide, Let's look at the net revenue bridge. Net revenue for the group declined 17% in 2024. I said at the beginning of the financial review, volume and mix were the biggest revenue headwinds driving 15 points of that revenue decline. [indiscernible] $1,300,000,000 group impact or a little under 1%. Which was the net of roughly 2% headwind each of North America and Europe partially offset by positive pricing in the third regions third engine regions but that was mainly to offset FX. FX headwinds were negative $3,600,000,000 or negative 2% driven by declines in the Turkish lira, Brazilian real, and Argentinian Peso. [indiscernible] let's shift our attention to adjusted operating income. AOI came in at €68,600,000,000.0 Of course, that's a steep pullback from the 02/2023 record $24,300,000,000 in large part due to marginal profitability in the second half of 2024 when inventory clearing in North America and transition gaps in Europe brought temporary revenue and profitability impacts.

We've detailed the headwinds in volume, mix and pricing already, but industrial costs were also higher by 1,500,000,000.0 with most of this coming from North America, mainly driven by incremental warranty expense, and the side effects of volume reduction. And lastly, we had a €2,500,000,000 negative impact from FX. We Obviously, a very difficult result for the full year of 2024 with €6,000,000,000 in cash outflow. A couple of things I want to point out that are important. First, although the main reason for the lower cash flow was lower AOI, we we were also impacted by growth in working capital of nearly €5,000,000,000 and we had around 1,600,000,000.0 billion euros in higher capital expenditures. Now moving forward into 2025, we expect more normalized production schedules to stabilize working capital. In fact, we saw fairly stabilized working capital even in the second half of last year. And, of course, flattish capital expenditures as new product launch cadence normalizes a bit. Now let's review a few specifics on each of our regional Stellantis, In North America, of course, I want to recognize that the inventory reduction actions and the progress repositioning our pricing relative to peers pressured results in 02/2024, particularly in the second half.

But in a much improved position to start 02/2025. In Europe, we had an unusual gap in production of our A and B segment products, which reduced second half volumes by well over 100,000 units, The B segment successors are now in production, setting up improved market coverage moving forward. Third engine regions collectively saw a 7% revenue decline but would have been up single digits excluding the impact of FX translation headwinds. Combined AOI margins were down by only one percentage point still at a healthy 14%. So now that we've reviewed the 2024 performance, let's take a look forward at 02/2025. We Looking now at the return of capital to shareholders, the company's strong balance sheet allowed it to execute the 02/2024 return capital return plan without interruption. This continued a track record of annual material returns to shareholders that we began back in 2022 for the $0.68 per share proposed dividend, the company calibrated the payout at €1,700,000,000 the top of the 25% to 30% policy and then supplemented this with the €300,000,000 enterprise value recognized by the Camal transaction. [indiscernible] delivers on the commitment the company made to separate Kamau for the benefit of our shareholders.

Balance sheet remains in a very strong position. With a 32% ratio of liquidity. Slightly above the top of our 25% to 30% target, Given the early stage though of our commercial recovery, we don't expect to be doing stock buybacks in the first half of twenty twenty five. And we'll return to evaluating them as income and cash flow improved throughout the year. [indiscernible] let's look at our initiation of 2025 financial guidance. Steady improvement from a difficult second half of twenty twenty four through the first and second half of twenty five. It's expected as we expand our product portfolio and progress our commercial recovery. On the revenue side, in 2025, we expect the second half of twenty twenty five to be stronger than the first half of twenty twenty five. Both in the absolute and more so in terms of year over year comparisons. And full year, net revenues are expected to show improvement compared to 2024. Me address our expectation for strengthening second half revenues. Which of course is in contrast to the typical seasonality that we run. Europe will benefit in the second half from the full ramp of recent launches of the Smart Car and later introductions of additional C segment products off of our Stellantis, While North America will benefit in the second half from the return of the ICE variants of the charger, the Ram Charger Range Extender truck, and the return of the midsize Jeep SUV with our first ever HEV powertrain.

In terms of adjusted operating income margin, we're driving to deliver mid single digits for the full year of 2025 but with significant variation between the first half and second half, In the first half, we expect AOI margin to see solid sequential improvement from the February where we ran roughly breakeven but remain still in low single digits. In the second half of the year, we expect larger sequential margin improvement as the growing product portfolio not only raises our volume potential, but also helps us run our manufacturing at a more efficient utilization level. On the cash side, we expect to return to positive industrial free cash flow in 2025 and for those positive flows to come in the second half of the year. In essence, we expect gradual but solid improvement as 02/2025 progresses. And finally, I want to talk about something beyond 2025. As I took the CFO job late in 2024 and began engaging with investors and analysts of course, many of which are on the call today, I received very clear feedback, I'd say, that that giving more frequent and sometimes more detailed information is needed. And so I'm very excited to announce that we've begun the process of transitioning to quarterly reporting.

Which we expect to begin in the first quarter of twenty twenty six. Now the benefits for our stakeholders are clear, in particular, facilitating better comparisons to our most relevant peers the vast majority of whom are already reporting earnings on a quarterly basis. So let me now turn things back to John to finish. Thank you, Doug.

And the future [indiscernible] brighter, as Doug mentioned, from where we were in 2024. I'd like to share with you a couple of reflect Our industry is very much addressing the forces that were the reasons why we created Stellantis in 2021 Stellantis. Electrification is growing China is the largest market. In the world and we see progress in terms of market share overall. And we believe that we have made significant inroads both in terms of our offering of electric vehicles, hybrid vehicles. We believe that software is becoming a major feature and we see this with AI and autonomous features. Last year, Tesla launched its robotaxis. More recently, BYD launched its The eye of God features. This is the reason why we have decided that software and engineering should be tighter together in order for us to make sure that we are fast in terms of the applications we work on so And finally, scale. We are today with the 24 figures, the third largest carmaker in terms of units. And we see scale both in the incumbent world and the insurgent world [indiscernible] extremely important We see this with alliances, for example, like GM and Hyundai announced recently or consolidation happening in China.

We have been beneficiary of this scale and we also see our scale as opportunity of doing more. For example, like the GV that we announced with CATL. We come together and created Stellantis. Regulations have become tougher and divergent. We have now deep discussions with the European Commission in understanding what's the direction of travel in Europe. Pertaining to 25% but beyond what happens in 02/1935. We have been encouraged to see what Senator Moreno has introduced with the Transportation Freedom Act, which we support in The U. S. In terms of tariffs, we have been very supportive of President Trump's policy of boosting American manufacturing. And we announced large U. S. Investments in the first one hundred hours of his new administrations. We believe that the conversations that we're having with the other members of the D3 have been constructive and we fundamentally believe that the first Trump administration as it negotiated the USMCA was very cognizant of making sure that U. S. Content was in the products we build in Canada. Mexico, which we believe should remain tariff free. We also think that the real opportunity set for the administration in order to really boost jobs in America and manufacturing opportunities and investments is by closing the loophole that currently allows approximately 4,000,000 of vehicles into the country with any U. S. Content.

We also think that competition has increased since we came together, particularly competition coming from China I just came back from a trip of a week where I had the opportunity of spending time with our partners, LEAP Motors, First of all, we're very happy about their results. In Q4, they have they have reached profitability. In 2024, they've doubled their sales now to 300,000. And our LEAP motor international venture is up to a very good start. So overall, the challenges and the industry forces remain the same. But we have full confidence at Stellantis that what is ahead is probably among the most exciting periods for our industries. Very much like the one the pioneers of our industry And the reason why we believe in Stellantis that the opportunities ahead are there to be captured is because We have people that are incredible. I've had the opportunity in the last ninety days to spend a lot of time inside our organization, a lot of time in our different regions, and our people are just wonderful. And I really want to take the opportunity to thank them for what they do and how they do it. I also would like to take the opportunity to recognize the many contributions of Carlos Tavares to Stellantis.

These contributions have helped create our company. [indiscernible] which is a company that has not only strong foundations, The real competitive strengths. Of which our people. I also want to take the opportunity of mentioning that the CO selection is on track. We have excellent candidates both internally and externally And the conversations that we're having are very encouraging for us to have the best possible CEO for a company [indiscernible] stay on track with the announcement of our Nexeo by the first half of twenty twenty five. Now before answering your questions, and we hope there are many, [indiscernible] We'd like to share with you this very special advertisement. That's number one spot on YouTube AdBlitz in 2025. Jeep advertisement. The reason why we want to show this to you not only as to convey us the as I did at the beginning, how organization is really there to try and win customers and for us to get back to growing and gaining market share. But it is also because we have been very intentional very deliberate in making sure that we can provide freedom to choose for our customers. And this is exactly what you'll see in this advert [indiscernible] which again has been nominated in '24 the most patriotic brand in The United States.

Thank you.

Longest thing we ever do is live our lives.

But life doesn't come with an owner's manual. Might have been nice, But that means we get to write our own stories. Freedom is yes or no. Or maybe. Freedom is forever but it isn't free. It's on There are real heroes in the world, but not the ones in the movies. Real heroes are humble. They're not driven by pride. Pride is a terrible driver. Freedom is a roar. One man and the silence of another's. Freedom is the ability to The most sacred thing in life isn't the path. It's the freedom to choose it. You don't to be friends with someone to wave at them. We won't always agree on which way to go. But our differences can be our strength. So choose, but choose wisely. Choose what makes you happy. My friends, my family, my work, make me happy. This Jeep makes me happy. Even though my name is.

That's my owner's manual. Out there. Write your own.

First question comes from the line of George Galaias from Goldman Sachs.

Go ahead.

Good afternoon and thank you for taking my questions. John, you did allude to this in your closing comments, but I really wanted to just ask a question about the group. Obviously, Stellantis was formed during a different period when we seemed to be heading towards global convergence on powertrains with high levels of electrification And the risk presented by Chinese OEMs to global carmakers was also substantially lower. Obviously, the industry dynamics have changed. And therefore, the question I really had was operationally, does it still make [indiscernible] and where perhaps it doesn't make sense to be one of the largest car players but in fact that may work against you. In what is an increasingly dynamic industry. And perhaps related to this, there was a clear case to create shareholder value through breaking up the organization, is that something you would consider or explore?

George, that's a great question. And I do believe that what is actually happening is playing to our strengths. And the reason why we have been empowering the regions is exactly to make sure that we're able to create regional scale. And we believe that our regional scale in the largest markets in which we operate is actually a big strength. And a big strength in allowing us to be different [indiscernible] but also in terms of what the different regulations are. Equally, If we look at different aspects of having global reach, [indiscernible] [indiscernible] touching upon electrification, which has different velocities among the regions. But just on software, or on some [indiscernible] the features that we've been working on our products those actually benefit from us being global. And if we look at the incumbent world or the insurgent world, a Toyota or a Tesla, they're actually gaining market share. And they are of global size and global reach. But I believe that in our case, where we have regional scale, and global scale we're actually very well equipped for the world to come.

Great. Thank you.

The next question comes from the line of Thomas Baisson from Kepler Cheuvreux. Please go ahead. You very much. I have a question to start please on The dynamic of the year PLD growth has become again the key priority for the growth. But it seems that for the time being, it's more an H2 story. Could you confirm that? And could you confirm that absolute inventory levels may be going up which I think Eduardo understood. By year end. While maintaining date of sales, I had the impression that eventually inventories were at an appropriate level. Have a follow-up question. Which is linked to topic with tariffs in the USMCA region that you've mentioned in your comments. Could you try to help us understanding what the impact would be on your financial outlook for you as much as for the industry if these tariffs were to be implemented?

Yes. Those are two great questions. And on the tariffs, the discussions are ongoing. It's really premature to be able to express any view. We strongly believe that the real opportunity is really to try and close the loophole for 4,000,000 cars that are sold in America that don't have any U. S. [indiscernible] And as conversations progress and we're very aligned with the D3 in those conversations and making sure that what was negotiation [indiscernible] by the first Trump administration to create USMC is actually respected and valued and eventually improved. We are, of course, working in a very deliberate way in trying to understand what consequences this would have. For us. So what I can reassure you is we're doing the work We are prepared.

And have different scenarios in place. Which of these scenarios will play out is premature for us to to discuss today without having the knowledge. I also think that '25 is the year where we need to get to our potential We have had the first chapter of our history, which was very much linked to creating the synergies and to making our company efficient. But we have not grown. And so €25,000,000 is a year. On the back of product launches 2020 and 2024, '10 and twenty twenty five, as Doug was expressing, that we are in the trajectory [indiscernible] to growth and profitable growth. In terms of the dynamic H1, H2, why don't you take that, Doug? Yes. So, I think your question on inventory is a good one.

When we think about the inventory dynamic, of course, we're always thinking about inventory relative to sales pace. Right, because it's all kind of about managing to day supply. [indiscernible] as we're launching a number of products this year that are going to fill in these kind of blank spaces in our product portfolio If we look at first half of course, we know in Europe, the smart cars are just a number of the sister cars are just entering production right now and we'll be in the market. In March, we talked a little bit about a few of those in terms of C3 Aerocross, the Frontera, [indiscernible] but we also have some Stellantis [indiscernible] off the new Stellantis platform. As you know, we've launched a 3,008, 5,008 and the Grandland just very recently Opel launched that vehicle. But we also have the C5 Aerocross coming later in the year. So I would expect to see absolute inventories ramp a little bit, towards the end of the year as these vehicles come into to the European market. And the sales pace picks up, but I don't think we'll see significant increase even on an absolute level, but really we'll be managing to a day supply perspective.

North America, kind of a similar story in many respects. We're gonna be getting the new HD pickups here in the first quarter, which is very exciting because pretty much now all of our of our light duty and heavy duty lineup will be renewed after we get the new HDs out When we look at second half, of course, we're very excited about having the Cherokee replacement come into the market [indiscernible] And again, I would expect that we would see a little bit of pickup in app [indiscernible] keeping days supply on a very reasonable level.

Thank you very much. Next question comes from the line of Daniel Roska from Bernstein Research. Please go ahead. Hi. Good afternoon to Europe. Thanks for taking my questions. Focusing on The U. S. A bit more, you've lost about 5% of market share in The U. S. Since 2019. And if I look at your production plans for 2025, it looks like you want to attempt to recapture about 3% to 4% of market share spread between H1 and H2. Now that's higher than any OEM has ever managed in The U. S. I think the best was kind of 2%, somewhere in the 1990s and 2000s. So my question other than the new models you're putting on, which additional measures are on the table that your executive team can take to kind of achieve that really aggressive market share gain in a market that's probably essentially flat in The U. S. This year?

That's not what we're trying to achieve. So I don't know how you got to that. But that's definitely not what we're expecting to achieve. We believe that the combination of great product we believe that the combination of great trust with our dealers who are our partners, we believe the combination of Great. Spending in marketing, and we believe the strength of our organization is what really is giving us traction. And if we look January, it's positive. On the client side. We still need to do work on fleets. But we're definitely not In the realm of what you are talking about, And by the way, if that would ever happen, €25,000,000 would be extraordinary.

As a year. So as Doug mentioned to you, we're definitely very reasonable in our achievements for 2025. That's very good to hear. So if the IHS analyst are listening, maybe they can take a note.

But if you think about the production ramp up you're planning throughout the year, How set in stone is that for you in the second half? Depending on the market dynamics? How would you characterize your willingness to let's say, do more discounts or be a little more caution on ramping up production in the second half?

Yes, maybe I can address that. Of course, our production planning and really our car what we refer to as our car flow is something that we look at on a very regular basis to see how the sales pace is going, And we oftentimes adjust production levels up or down depending on on how market dynamics develop over time. Now that being said, when we look at the price repositioning that we've done in The U. S. Market, in the second half. We have a much more competitive pricing position right now and than we did in the first half. As well as, of course, the new products that are coming into the market. So we are looking to, of course, grow share. We also are getting more active in terms of defending our share of voice. And so think the ads you saw today, particularly the great Jeep ad, are just a sign of some of the work that we're going to be doing on the marketing side. So it's a combination of efforts. That we believe will grow back some market share, but not as aggressively as some of the numbers that you were quoting.

But thank you for your confidence with those numbers, by the way. All the best. Thanks. Yes, thanks, Daniel.

The next question comes from the line of Patrick Hammond from UBS. Please go ahead.

Yes. Thanks. Hi, everybody. My first question goes to Doug, please. We talked about your volume expectation for 2025 and the impact of the new model launches.

Can you just elaborate a little bit on the other key building blocks in the AOI bridge? What about pricing? What about cost Can you share your expectations, please? And my second question, goes to John, please. You said this year has to be the year of growth, but how long can you give the company? How long do you give the company to get fully back on track, show the full potential again? And what is that full potential in terms of AOI margin and free cash Is that still double digit AOI margin? Is it still €10,000,000,000 free cash flow? What is it that you think this company should be capable of delivering? And in that context, do you think the company has to invest more? Has the company under invested under TAVRUS leadership? Or you think that's not an issue?

Doug, you start out. Yes.

Okay. So a couple of comments on the AOI and AOI development. Look, I think when we look at North America, for example, I think, we'll be looking to run at kind of low single digit during the first half. It's very much will be more, back half where we can, I think, achieve margins and kind of the mid to high single digit range [indiscernible] enlarged Europe, Of course, I think we have significant opportunities to improve over the kind of 4.1% we ran for the full year of 2024? Now I know you specifically asked about pricing and costs. So let me try and adjust, kind of address those two topics a little bit I think, you know, it seems to be that the market expectations for North America are generally in the kind of 1% to 2% headwind on pricing. When I think about Stellantis specifically, we have done a significant recalibration in North America during the second half of twenty twenty four. We're in a much more competitive place right now And so while I don't think we're going to see significant adjustments during the first half from that point, Of course, the year over year comparison when we look at the really, really strong pricing we had in the market in in early twenty twenty four is going to make for a year over year comparison that probably will reflect that change, right?

But I see really the second half maybe where we can abate some of those those pricing headwinds as we bring in [indiscernible] new products. And really kind of I think when we look at Europe, Europe, of course, stacks up as a very, very competitive environment as you know. But again, because we have so much new product, in our core segments, so in the B segment and in the C segment, I think a lot of that new product will be a mitigating factor against some of those competitive headwinds. So hopefully that gives you a little bit of color. Now let me just try to address costs again quickly. I think we have significant opportunities on costs in a couple of different areas. When we look at direct material costs, of course, we do see some increases in the steel and aluminum prices. We have, I think, very good contracts in terms of how those prices step up. I don't think we have a huge amount of exposure there. On the components and raw materials for Bev, as you know, this year, we've seen prices come down and help us quite a bit on the raw material side there.

The big opportunities for us on the cost side, frankly, it's in looking at the TPC of our vehicles. We really have the opportunity for some good technical improvements on TPC but I think can really help us on the cost side. And we are hard at work at that. So I think that's the big opportunity for us in this coming year.

Just to add to Doug's comments, '25 is a year where we need to get back to profitable growth. We need to get back to more profits. We need to get back to generating free cash flow. And that's really what we're focusing on. As we deliver that, this is an incredible launchpad for Anaxio to really make sure that the company with the great people that are in the company reach the full potential of Stellantis.

Okay. Thank you very much.

The next question comes from the line of Jose Sumeindi from JPMorgan. Please go ahead.

Thank you very much. Jose from JPMorgan. A couple of questions please. So maybe the first one, I mean, you've been very clearly very involved with the management team in The U. S. Delivering [indiscernible] turnaround plan the plan we're going to see in 2025 as you look strategically at the company, are there any elements you have decided to change in terms of how the company operates, how the company takes decisions even on the financial planning and volume and and on the inventory side. And let me also take the chance to thank you for that step to improve the disclosure as we go a quarterly [indiscernible] Second question please will be for for Doug, if you could just give us a bit more details with regards to the financial planning for Europe, what are the key drivers in terms of volume pricing and how should we look at the margin for the second half? Thank you. Thank you, Jose.

Building trust is very much listening. And we have listened to you and that's very much what Doug and Ed have been doing in trying to make that as we progress in 2026, we do have a quarterly cadence. The organization is now really more regionally empowered. And that's the biggest shift that we've had. And I strongly believe, as the Board believes, that once we've really put the company together, and we've achieved the synergies Now in order for us to grow, we need to be closer to the customer. And we need to be closer where the problems happen. And so having more empowerment within our regions is really reflective of how the company is now operating and will operate in the future with our next CEO. We also [indiscernible] very impressed by our partnership with Lee Motors. And are very confident [indiscernible] what we can do in China with them and what we can do outside of China with them. So probably that would be in terms of what we have more certainty From when we started at Stellantis in 2021, Well, we had no China as you might recall, presence to one that is Israel, And which we really are looking forward to build [indiscernible] Maybe I can address the half of your second question, Jose.

And by the way, it's nice to hear from you. On your second question, I think you were specifically asking about kind of the financial planning and dynamics for the European market. And again, I would say we likely will see a much stronger second half in Europe than first half.

And specifically, some of the vehicles that we were just talking about in terms of the sister cars on the smart car platform now that we've launched kind of the first European smart car in the in the C3 when we now are looking to launch the c three Aerocross, and, all the other vehicles coming off of SmartCar, really, those are just going into production right now. So when they go into sales in March, we won't have a full half of most of those vehicles. And many of the Stellantis mids sister cars, the sister cars to the 3,000, and eight and the 5,008, those also will not come into the market until kind of second half. So again, have kind of the full benefit of all those new vehicles much more in the second half than we will in the first half. And that's why the dynamic this year I think, is going to be stronger and much more weighted towards second half, both in AOI probably even more extreme from a cash perspective.

Thank you very much.

The next question comes from the line of Philippe Oshua from Jefferies.

Yes. Thank you very much and good afternoon. My question is going back on market share and introduced capacity.

Mean on public numbers, Stellantis since creation has lost five points of share in Europe.

And five points of share in North America. And Europe is worse because the market has fallen.

And I'm trying to think is, as you rebuild share, to what extent how do you balance the cost of rebuilding share, which I appreciate is product but is also positioning and therefore pricing? And how much do you take in account the cost of reducing the excess capacity That was inherited in some extent in Europe and created in The U. S. Because of the loss of market share. Could there be a cost if it's not immediate two or three years down the road to resize the capacity? So I'm trying to get a sense of how you think about those issues of balancing those those two parts of the cost base. Philippe, that's a really [indiscernible] And what we really want to address in 2025 is our ability of really gaining market share, which is a function of products We have between '24, '25, 30 new products that we're launching. And it's a function of being more focused on that part. Which is why we're being [indiscernible] we're empowering more the regions we're being closer to the customers and we are investing more in marketing. That's really today the focus. As we sell more, we use more our plants.

And so the way you should think about this is really not that selling more is going to cost us more in terms of pricing because there's Doug mentioned, we have aligned ourselves in terms of pricing. It's not really going to cost us more because we we have invested in the products. So it's really a question of making sure that our great products are going to reach the customers. And that's what we're focused on. If you want a car, Philippe, you know who to rank.

But at some point, you will have to address the capacity or you think you can grow back into using that capacity on your own or maybe through using [indiscernible] try to think for how do we resolve that issue of that excess capacity?

Well, we start selling more cars that's a good starting point.

Right. Now on that topic, if I can follow-up, we all the investors, we look at the data on market share and you've done a great job in reducing inventory. That's fantastic in The U. S. The retail market is pretty ugly still.

In Europe, too.

We don't see it as much, but I appreciate it's the case, yes. But the retail market trail that we see in Europe and in The U. S. Is still pretty ugly. And I'm just trying to think is how long does it take? I'm sure you as an organization watching your dealers to reposition the product, to reprice the incentives, etcetera. When do you think we start to see some good news on the retail share? So that because that's critical to build the confidence in the market that's fine. You've re sized, but now from a year to grow, Philippe. Is it two months?

Is it three months?

We're seeing good signs. We're seeing that as I mentioned, in The U. S. January, on the retail side was good. We're seeing in Europe, in key markets like Italy or France, [indiscernible] market share is losers, you have market share gainers. So in some ways, this is quite quick. How the rebalancing happens. We're very confident by our products. We're very confident by the ability of organization to be close to the customer. And we're very confident in our dealers. And I think that's really what we need to say we need to see at work.

Yes, maybe I can just add a couple of comments. When you When you look at, as John mentioned, it is very early in the year, of course, We really just have the results for January. We certainly have made more progress in January in Europe than we have in The U. S. And of course, our our plans as we roll out more product and fill in these gaps in our product lineup, certainly is to utilize those new exciting models to to gain on on market share. But we have returned to the market in a bigger way with our share of voice. And some of our marketing support and advertising. We are building back the relationship, I would say, with our dealers in The United States, which is very important I spent some time with our dealers down at the recent NADA conference and I think we're very much on the right track. We're starting to see in terms of our order banks, we're starting to see more orders coming in, the dealers expressing more confidence. So so these are all I would say, positive signs, but I want to be cautious about the fact that we're still very, very early in the year and frankly, we we need to execute.

That that is clearly the focus. I think the opportunity is there for us this year. But we have got to do a great job of execution.

And I think Doug's right in making sure that we have the right prudence and humility in this. But we feel confident about the products and our people. Having said that, we need to see how the year develops.

Great. Thank you both.

The next question comes from the line of Tim Rogossa from Deutsche Bank. Please go ahead.

Thank you very much. Tim from Deutsche Bank. I have two questions please as well.

The first one, Doug, probably to you on adjustments. It's a pretty big number again that we've seen in Can we get some details on the specifically €1,200,000,000 impairment that you had there from Maserati? And then also we think about this, obviously adjustments have a certain purpose to the capital market that is to give us a better feeling for the underlying profitability. If those adjustments continue to be as big as they were now for a while for a very long time, that kind of gets a bit absurd because the underlying profitability from the actual profitability and the cash on the earnings to be distributed. How should we think about that number? Going forward, And then secondly, not sure if to you, John, not stuck as well. John, you said, obviously, Carlos has done a lot of really good stuff for company. He's also been extremely efficient on the cost side, especially when we think about things like R and D. Now we're seeing some other OEMs stretching out their investment peak targets because they have to reinvest into ICE. Do you feel the R and D levels of this business are sufficient? Do you think you need to catch up on certain elements?

Is there any change in trend?

Okay.

Maybe I can start out [indiscernible] you'd asked about the unusuals and and and you're certainly right, Tim. I mean, this year, we had a fairly high level of one time unusual items And maybe I can just, walk through those and give you some color. One, we had €1,600,000,000 of restructuring charges related to workforce reductions, primarily in Europe and North America. A lot of those decisions frankly were made last year and are playing out from a cash perspective as we move forward. Much of the cash related to that we had a fairly large cash outflow related to that restructuring in the second half of twenty twenty four. But I don't see these, large workforce reduction continuing going forward. We We will, of course, continue to be, frugal and efficient but I think the size of the reductions will come down. The second large adjustment there, we had EUR800 million related to the expansion of the Tucata airbag recall campaign, I believe this is the the the last piece of that, and so that 800 should finish [indiscernible] not something I would expect to recur going forward. In terms of the the other two non cash items that we had, First, there was a €1,800,000,000 in write downs of capitalized platforms and goodwill intangibles for Maserati.

I believe you were talking about the 1,200,000,000.0 piece of that. Which is the non goodwill piece of it. As we look at the pace of our activity in Maserati We have now and have to recognize that the dynamics in particularly in the Chinese market, as kind of our expectations how quickly that luxury market would transition to electrification Those things have been adjusted. And along with that, we have adjusted the financials to reflect that that outlook. And then, of course, we have a €600,000,000 provision related to one time service contracts. Those are service contracts that actually were entered into even before the merger. So we had to take a look at those service contracts as they roll forward and the expectation is that they will be less profitable than we originally anticipated. But again, these are all things that I would not expect to continue going forward. In addition, I will mention that was also in a below the line adjustment, where we had €2,300,000,000 tax benefit due to the recognition of a deferred tax asset in Brazil So that was actually a positive one timer. But hopefully that gives you the detail you need, but happy to follow-up offline with you, Tim.

Tim, we have invested in the last four years and the result of those investments are the products that we've launched in 'twenty four and the ones we'll be launching This year, I think what very clear going back to what we we said about the freedom to choose for our customers and also a regulatory context, which is changing. Is really for us to be flexible and we have invested in flexibility with our multi energy platforms. So one of the things that we have actually been doing is investing in different powertrains abilities for hybrids and combustions, which actually is a way of in which we can cover a larger part of the market. And again, by covering a larger part of the market, we will be able to give customers more choice. And that's where we have been thoughtful in directing CapEx in 2025. We strongly believe that the level of investments that we're doing are sufficient [indiscernible] the company [indiscernible] Thanks, Jim.

The last question we will be taking on this call comes from the line of Stuart Pearson from BNP Paribas. Stuart, please refrain yourself to one question only.

Thank you. I'll try it, maybe 1.5. So quickly just for Doug on the cash flow side, just to understand if you're committing to being free cash flow positive excluding working capital coming in? Just trying to think how it should think about that when you get to a true level of cash generation. I'm going to link to that as well. It's just on the TES [indiscernible] cash impact of that timing, is that an option or is that something that you're committed to paying them despite what happens or doesn't happen on March 5? And then my half question just finished was maybe for John to finish just on the CEO search, because we're all left here guessing. And noticed you talk about bringing together software and engineering. What kind of qualities and experience are you looking for in the next CEO? Would it be fair to assume you're hunting around Silicon Valley as much as Michigan maybe? Is it or am I thinking the wrong way there?

Just wondering what kind of experience you're looking for that CEO? Thank you.

All right. So Stuart, all great questions. And of course questions about my favorite topic cash. So look, when we look at the cash dynamic, just to answer your question directly, yes, we are expecting significant positive free cash flow excluding change in working capital. Now that being said, I don't think we're going to see a huge change in working capital. We saw working capital primarily stabilize in the second half of of last year, of 2024, and I think we'll see relative stability in working capital this year. But yes, we are committed to positive free cash flow excluding working capital On credit pooling, as you picked up on, we have entered a pool that is public. Knowledge in Europe And as you noted, Tesla is in that pool. Also, please note that our our partner Elite Motors is in that pool, which will allow us via the pooling to take advantage of the credits that we're helping to generate in Europe there through the significant sales effort and we're expecting a pretty big ramp in LEAP motor sales this coming year. Of course, the details of of those pooling ranges, relationships and and the contracts are are all private.

But in terms of the the cash flow, just to give you some feeling, the cash flow typically is after the pools after the credits are created and confirmed. Which typically is in the year [indiscernible] the activity. So just to give you I think your question was specifically on cash flow. And I think that question is all yours, John. I mean, that's a great way to end this call.

And first of all, thank you all for being here and for your questions. We had a very good board and the search committee reported on excellent candidates that we have both internally and externally. And the conversations that we're having are very much in trying to understand leadership abilities and cultural dexterity. Because Stellantis, as we've discussed, is strong because it's present in the different regions. We also need a leader that that understands capital a leader that understands technology, and a leader that understands how to work in a unified way with our organization and our different stakeholders.

And as I mentioned earlier, we're very confident that we'll be able to appoint the best possible CEO for Stellantis in the first half of twenty twenty five. Thank you all for your support. Thank you.