With the strong return of in-person work at Stellantis, Antonio Filosa is challenging the remote work culture established during the Tavares era. By imposing up to five days of presence per week, he is not only changing the rules of the game; he is reshaping the social landscape of the group. This bold choice could become a point of friction in relations with employees, both in the United States and Europe.
A strong managerial choice
The project, named “Together we win”, embodies a true turning point. This programme, initially implemented in the United States, seeks a widespread return to on-site work with a presence requirement that could reach five days a week, according to an internal memo consulted by Business Insider. It is not just about office space; it is a return to a corporate culture where physical presence is synonymous with efficiency. For many, this sounds like a definitive farewell to remote work, a mode of operation that had emerged during the health crisis to become an entrenched practice in the group.
Consequences on the ground
In Rennes-La Janais, where the new Citroën C5 Aircross is produced, the situation is particularly delicate. With over 2,000 employees on site, around 200 of whom could be affected by this decision, the social climate needs to be monitored closely. As noted by Ouest-France, some employees have reorganised their lives around the flexibility of remote work, and this change could be perceived as sudden. Unions are already talking about an inconsistency in this desire for a full return to in-person work.
Stellantis wants to eliminate remote work. Antonio Filosa breaks with the Tavares era and imposes a return to the office, at the risk of social tensions. © Stellantis
A changing corporate culture
Filosa justifies this choice by the need to improve interactions, accelerate decision-making, and strengthen corporate culture. He is not the first to argue that physical presence fosters innovation and coordination. However, recent studies have highlighted the advantages of remote work, particularly in terms of productivity. Given that Stellantis is a global group with teams spread across all continents, the question arises: is a massive return to in-person work really viable? Moreover, not all sites are ready for such a transition.
Inspirations from Silicon Valley
Nine months into his term, Filosa continues to break with his predecessor. According to Business Insider, he revealed during an internal meeting in the United States that he is inspired by the work culture observed in Silicon Valley, where engineers primarily work on-site. It is said that a trip to San Francisco earlier this year has reinforced his conviction. Filosa seems keen to instil a more agile and collaborative dynamic at Stellantis, in a context where sales in the United States are experiencing a slight slowdown.
At the Rennes – La Janais site, where the new Citroën C5 Aircross is produced, up to 200 employees could be affected by the reconsideration of remote work. © Bernard Rouffignac
Towards a new roadmap
By asserting his intention to reshape the organisation of the group, Filosa also seems to be laying the groundwork for a roadmap that will be unveiled on 21 May 2026. This announcement could be a crucial moment for Stellantis as the automotive industry evolves towards more electrified and connected models. The question remains: how to reconcile the needs of a global group with the aspirations of a workforce eager for flexibility? The challenge is immense.
In summary, the return to in-person work at Stellantis is much more than a matter of work organisation. It is a statement of intent that could redefine the relationship between the company and its employees. At a time when many aspire to more flexibility, Filosa seems determined to challenge recent achievements in the name of regained efficiency. It will continue.
